With close to 60 years of experience in manufacturing air compressors, ELGi is a global leader in providing sustainable compressed air solutions. ELGi designs and manufactures an extensive range of innovative and technologically advanced compressed air solutions for a variety of industry applications. Over the years, ELGi has earned worldwide accolades for designing customer centric, compressed air solutions that are sustainable, and help companies achieve their productivity goals while ensuring a lower total cost of ownership.
The ELGi Vision is the purpose that penetrates the length, width and depth of the organisation. This gives forth the seven core values, each having its own hue and meaning, but together creating a powerful and vibrant spectrum. These values are our core beliefs that create a beautiful world within and outside of ELGi. A transparent and stable organisation allows its vision to permeate all levels with the same intensity and clarity, ensuring that every value is followed and lived everyday by everyone, with awareness and pride.
Elgi Equipments was established in 1960 as an air compressor and garage equipment manufacturing company. Over the years, the company has exponentially grown its product portfolio and aligned its offering to changing market requirements. Today, Elgi Equipments Limited is a global air compressor manufacturer with a broad line of innovative and technologically superior compressed air systems.
Sriram Srinivas currently heads the operations at ELGi. Earlier, he was the Chief Financial Officer at ELGi and also looked after the companys business in China, Oceania and South-East Asia (COSEA).
Ajit Singh is responsible for global product management and marketing. Ajit has over 30 years of experience having held business leadership positions across sales, marketing, new products and operations.
ELGi has a portfolio of over 400 products and accessories. Over the years, we have built a strong brand through strategic partnerships with global leaders, product innovation by way of in-house research and engineering, and a customer- centric approach.
Our social initiatives are geared towards developing strong engineering talent in the community around us. The ELGi School in Coimbatore admits 1,400 students from underprivileged backgrounds and works towards spawning innovators by fostering strong math and science skills in these students. Our ELGi vocational training programme identifies talented youth from villages that can be placed in a rigorous three-year training programme with the aim of inducting them into ELGi manufacturing systems.
The ELGi School provides holistic education to 1,400 children from pre-primary to higher secondary level. Students from orphanages in the area are entitled to receive free education and accommodation in the schools hostel.
Sustainability is central to our business and a part of our corporate identity. ELGi is reducing its carbon footprint by developing products that are oil free and energy-efficient, and by turning its manufacturing plants and offices into green hubs.
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With over three decades of experience in Indias automobile, tractors and construction equipment sectors, Sandeep Singh understands more than most the ups and downs the market is prone to experience. When he joined Tata Hitachi Construction Machinery Co Ltd in August 2015, the industry was only just starting to emerge from one of its low phases, yet there was more than a glimmer of hope for the Managing Director to hold on to as he started out in his new role.
A new government had just taken over and we knew that, with it, there would be a greater emphasis on infrastructure, he explains to The CEO Magazine from the companys corporate headquarters in Bangalore. We also knew that this would bring more opportunities in the market and that the industry would start to grow again.
The question for Sandeep, however, was whether Tata Hitachi a 6040 joint venture between Japans Hitachi Construction Machinery Co Ltd and Tata Motors Ltd was well placed to capitalise on this growth potential.
The company has history and legacy, and we have always enjoyed a good reputation in the market, but we did have a higher cost of production, he explains. We also had some issues with regard to product quality and customer satisfaction. And he wasnt the only one facing a deflated market.
When the industry goes down consistently for four or five years, no-one is making any money; neither the organisation, nor the dealers, nor the vendors, he explains. It was quite a challenge to motivate people to improve the quality level and to focus on customer service.
Align, focus, improve and build are the words Sandeep carefully chooses to describe the approach he took. My main tasks were to align people, focus on quality and improve our deliverables to our customers, he explains. He also worked to build trust between the stakeholders, such as our vendors, who supply us with components to manufacture our equipment, and our dealers, who offer both sales and services to the end customer, he continues.
With his team in consensus, he also set three guiding principles for the business to operate by. The first was Right Machine at the Right Time, a response to the inconsistent forecasting and production delays that had been plaguing the company.
We absolutely needed to improve on the forecasting from our sales and marketing team, he reflects. Clear processes and systems were also required to transfer that information to the manufacturing units, who could then pass it on to its network of vendors.
Here comes the sun It is predicted that, by 2025, India will join China and the US as the worlds largest three power-consuming nations. As the government attempts to address the countrys growing appetite for power, and a supply that is renowned for being inconsistent, it has set certain renewable energy targets: 175 gigawatts by 2022 was set in 2015. In July this year, this was increased to 500GW by 2030. As part of this initiative, Tata Hitachi announced in March 2019 that its plant in Kharagpur had installed a series of solar panels onsite. The company estimates that this move will generate about 7,000 megawatt hours annually, or 60% of the plants power consumption. This is expected to bring a CO2 reduction of 3,500 tons per year, with annual power costs falling by INR14.7 million (US$206,000), it said in a statement to the press. Kharagpur is the second of Tata Hitachis plants to harness solar power. In Dharwad, the equivalent of approximately 75% of its annual power consumption today (or 7,500MWh) comes from renewable sources.
It is predicted that, by 2025, India will join China and the US as the worlds largest three power-consuming nations. As the government attempts to address the countrys growing appetite for power, and a supply that is renowned for being inconsistent, it has set certain renewable energy targets: 175 gigawatts by 2022 was set in 2015. In July this year, this was increased to 500GW by 2030.
As part of this initiative, Tata Hitachi announced in March 2019 that its plant in Kharagpur had installed a series of solar panels onsite. The company estimates that this move will generate about 7,000 megawatt hours annually, or 60% of the plants power consumption.
Kharagpur is the second of Tata Hitachis plants to harness solar power. In Dharwad, the equivalent of approximately 75% of its annual power consumption today (or 7,500MWh) comes from renewable sources.
We have a very large vendor base both in India and abroad, so its a three- to four-month cycle. We must be able to plan in advance with them. So that was one area where improvement was imperative, Sandeep explains, adding that hes happy with the very good results achieved so far.
The second principle was Fix it Right First Time. If we have any problems in manufacturing and production, we need to fix them immediately, he explains. The same approach needed to extend beyond the assembly line into the marketplace as well. When we go out in the market, if a customer is having any issues with the product, we need to fix the problem immediately in the first attempt, to his satisfaction.
Weve really focused on building a very strong level of trust between ourselves and our stakeholders our vendors and our dealers to improve the skillset of their people and the systems and processes they work with, he continues. The results so far are encouraging, although he acknowledges it is still a work in progress.
Quality is not only what we produce, but what we deliver, was the third, and final, principle established. Once manufacturing is completed, our products undergo stringent quality checks, he says. We are strengthening ourselves to ensure that we give a good-quality experience to our customers by delivering machines on time with proper commissioning and providing operator training, he says.
After five consecutive years of losses, the company finally posted a net profit in the 201617 fiscal year. Beyond the reported figures, Sandeep reflects that the hard work over the past four years has been worth it. They have been very good for us, he smiles.
Originally established in 1961 as the construction equipment division of TATA Engineering and Locomotive Company (TELCO) to manufacture rope shovels and cranes, Tata Hitachi is currently the only company in India to build such a diverse range of equipment, including 240-ton hydraulic excavators for infrastructure, 45120-ton excavators for mining and 190800-ton excavators for heavy-duty mining.
It has three plants: Jamshedpur, Jharkhand, opened in 1961 and is where heavy mining machinery is manufactured; Dharwad, Karnataka, has been operational since 1999, particularly for the manufacture of smaller and mid-sized (under 20 tons) excavators and backhoe loaders; and Kharagpur, West Bengal, which dates from 2009 and is its flagship plant. According to the company, this plant is among the biggest construction machinery manufacturing facilities in South-East Asia.
Here, 20-, 30- and 45-ton excavators and wheel equipment are produced for both the domestic and international markets. From October 2019, the machines manufactured in the Jamshedpur plant will move to Dharwad and Kharagpur: TMX20 to Dharwad and the 65-ton and 120-ton machines to Kharagpur.
Tata Hitachi is a leader in excavators for construction and mining, a segment that comprises 90% of the companys business. Focused on developing global products to suit Indian working conditions, the organisations product line-up includes a wide range of excavators: from 2800-ton excavators to 35290-ton rigid dump trucks, wheel loaders and backhoe loaders.
Sandeep says that the company continues to focus on strengthening its position in the excavator segment, in which it currently has a 35% share. Along with bringing new models from Hitachi Construction Machinery into local production, upgrades are also being undertaken to some of its existing range to allow them to become the best in the market. Weve listened to our customers and are adding some additional features in terms of improving productivity and efficiency, he explains.
The dependence on a single segment, however, is also something he views as a risk and improving its market position in other product areas is where Sandeep spots the opportunity for growth in the medium to long term.
In India, the market for excavators is growing at a faster pace than the market for wheel equipment, he explains. Therefore, it is important to maintain a leadership position in excavators and achieve a respectable double-digit market share in the wheeled equipment segment in a span of two to three years, he continues.
In July 2018, the company unveiled a new backhoe loader SHINRAI, the Japanese word for trust, reliability and confidence. At its release, Sandeep dedicated the machine to the companys customer and dealer fraternity. Built in collaboration with Tata Technologies, this all-new backhoe loader with its new and advanced features stands true to its name SHINRAI, he said at the launch event. Initially released in South India, with the remainder of the country following, the company hopes to achieve sales of 2,0003,000 models in its first two years.
Tata Hitachis only wheel loader on the regional market, the TL 340H, has been upgraded after a 2018 redesign. The results, so far, are encouraging and vindicate the investment. From a very small market share, last year we have seen an improvement. We have started to gain momentum, although it will take us another two to three years to reach a respectable position in the market, he explains.
His background with some of Indias leading businesses, and the lessons learned in a career that has spanned sales, marketing, customer support and general management positions, has shaped Sandeeps approach and strategy in his current role in the executive suite at Tata Hitachi. A sales role with Mahindra and Mahindra marked the start of his professional journey. My first assignment was with the tractor division and my second was with the automotive division, he recalls.
Covering two stints in Toyota the first with DCM Toyota, followed by a stint at Toyota Kirloskar Motor, where he was the Deputy Managing Director and Chief Operating Officer exposed him to many assignments. I was in sales and marketing, as well as dealer development and general management. Then I was put in charge of finance and HR, he explains. Still with the automotive manufacturer, he was then made Executive Managing Coordinator at Toyota Motors (AsiaPacific) headquarters, a role that saw him focus on strategic planning while based in Bangkok, where he was located prior to joining Tata Hitachi.
Across my career, Ive had great exposure to different kinds of fields, which really helped me when I came on board here, he says. And he feels his strengths lie in areas where they are most needed. We are very strong in manufacturing and quality, but while I had a fairly good idea about the manufacturing system at Toyota I would visit suppliers quite often and interact with our manufacturing head, he says.
So that is where my experience at Toyota Kirloskar Motor or Toyota Motors (AsiaPacific) helped me: to develop systems, to develop KPIs/KRAs for our team, to align people to the company objectives, to look at their aspirations, to develop very good HR policies and to create a good environment in our plants and in our offices, he explains.
Ive also worked on the standardisation of operations across our three plants, as well as fair and transparent communication with our employees and stakeholders. My background and experience really helped me in developing and adding value to the existing systems at Tata Hitachi.
An important stakeholder for our business is our workforce. Employee engagement is critical to any organisation; therefore, it is a matter of pride for me when the organisation receives recognition as a Great Place to Work for two consecutive years.
Mining the future Globally, over one third of all hydraulic excavators sold are made by Hitachi. In addition to construction equipment for infrastructure projects, a core segment of Tata Hitachis business is equipment solutions for the mining industry. Products include mining excavators, wheel loaders and dump trucks. The ZAXIS series of 4587-ton excavators offers high operational capacity to work uninterrupted around the clock, while the hallmarks of its mining class EX series, from 100800 tons, are high on productivity and low on operating costs. In 2019, Hitachi Construction Machinery in Japan unveiled its next-generation EX-7 series of mining excavators. Along with the safety and productivity that is characteristic of all its machinery, this new range also offers IoT capabilities. In India, Tata Hitachi has also started promoting its new ZW series wheel loader, from 510-ton payloads.
Globally, over one third of all hydraulic excavators sold are made by Hitachi. In addition to construction equipment for infrastructure projects, a core segment of Tata Hitachis business is equipment solutions for the mining industry. Products include mining excavators, wheel loaders and dump trucks.
The ZAXIS series of 4587-ton excavators offers high operational capacity to work uninterrupted around the clock, while the hallmarks of its mining class EX series, from 100800 tons, are high on productivity and low on operating costs. In 2019, Hitachi Construction Machinery in Japan unveiled its next-generation EX-7 series of mining excavators. Along with the safety and productivity that is characteristic of all its machinery, this new range also offers IoT capabilities.
As the company like every other in the industry faces increasing competition from Chinese equipment manufacturers, Sandeep says that ensuring fair, transparent and customer-oriented policies are at the core of todays business and the basic value of the company. We are really concentrating on the importance of offering quality product solutions to our customers and ensuring that they are well looked after. Our customers should be first in our minds, he explains.
We know that there are three categories of customer focus in an organisation: customer focused, customer centric and customer driven, Sandeep continues. When he first joined in 2015, he felt the company was at the first stage: customer focused. Although we were looking at the customer, with most of the decisions we were making, we were inward looking: putting the company first, he admits.
The years since he started have seen a progression to the next stage, the customer-centric phase. This is where he believes the company is currently placed. We now look at the customer at the very first stage of most decisions we make, he says.
Thats the culture we have started working on and Im happy to say that, to a large extent, its going as per the plan. In this phase, the quality of the machine is very important, as is competitive pricing and our response levels to our customers, Sandeep explains. But our own actions, such as working as a team, are just as important. In everything we do, we keep in mind what needs to be done to maintain this current level and achieve our next goal, he explains.
He believes the company will remain in this current phase for another three to four years. Then well be ready to go into the customer-driven stage, he explains. While reaching this final stage requires significant investment, the rewards are evident and once done will place Tata Hitachi in a select group.
Very few organisations are customer driven, where all the decisions are made with the customer in mind. Its a basic value that we are working towards and one that we will not compromise on, he says.Sandeep emphasises that, for Tata Hitachi, there are various ways to define customer, and the term is not limited to the end-user who operates its machinery in an infrastructure or mining context. Our customers are also our vendors, our dealers, or even the other divisions in our company, he explains.
Its only natural that, as he strives to place the customer first, the companys relationship with its vendors and dealers has also found itself under the spotlight, especially in the wake of the industry downturn earlier this decade. There was a very big gap of four years, where we had issues in terms of trust between the vendors and ourselves because when the market goes down, their business also suffers, he explains. It was very difficult to conduct business during this time.
Steps were taken to rebuild the damaged relationships. Improved communication was the first. We held dealer and vendor conferences. These were forums where we could open lines of communication, where we could listen to them, he says. These are crucial partners for us: dealers are our face to the market and take care of our customers, while the vendors look after our back end and supply the components that allow us to manufacture our equipment.
That the company has been able to recover from a not-so-good four years really shows the strength and value of the company, Sandeep affirms. But more than mend broken partnerships, these renewed relations are also a driving force behind Tata Hitachis current success in the marketplace.
We have worked a lot in terms of developing our dealer policies. We have a very clear evaluation system and a separate dealer development cell in the organisation, which is devoted to dealer infrastructure, manpower systems and profitability, he explains.
Other softer areas, as Sandeep refers to them, where Tata Hitachi provides dealer response and support, include sales and marketing activities, customer care, improving staff skill levels and sales support.
Its an area that is very carefully planned out and, today, our dealers are doing very well. Theyre strengthening their infrastructure and developing skilled manpower, he continues. We also have very clear policies regarding vendors, in terms of our supply chain and improving efficiency, as well as hand-holding them to improve their product quality in addition to providing training on processes to ensure timely delivery, he says.
We expose our vendors and dealers to the latest technology, introduce them to different industries, showcase to them how we can improve the quality of our components and how we can reduce costs and improve efficiency, he says.
Despite a two-fold increase in production, Sandeep explains that the company has also made a conscious decision to consolidate its vendor base. This has allowed them to benefit from a larger slice of revenue, as well as increased profitability and scale of operation, he says. Currently, he estimates that 80% of its business is generated thanks to 60 key suppliers.
The company has increased focus on additional lines of business the setting up of Re-Man Center at Kharagpur for the remanufacturing of components, the online sale of spare parts and the foray into the used equipment business. Our strategy is very clear and, today, I am proud to say that it is an area where we are doing very well, he continues.
Although in a much healthier place than when he was first appointed Managing Director four years ago, Sandeep believes the construction equipment industry still has a way to go before it reaches its full potential. What I currently see happening in India is that, unlike a large industry such as commercial vehicles, ours is one that is growing and still maturing, he explains. As a result, he says that he has witnessed too many occasions when we compromise on basic values when we deal with our customers.
When we are in a phase of development, we should not be compromising on these. At Tata Hitachi, we practise very fair, transparent and customer-oriented policies to ensure that we offer quality product solutions and look after our customers well, he concludes.
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In an April 15blog post, Bent revealed that since last year he had been mining Bitcoin with the Great American Mining (GAM) company, using excess gas formed as a byproduct of extracting oil to power the rigs, Cointelegraph reported.
GAM deployed its first small mining operation in the form of a shipping container in an oil field last December. Bent said it was the first step in encouraging O&G producers to become some of the biggest miners within the bitcoin network.
He elaborated: What were trying to do and achieve at Great American Mining is to sort of have these oil and gas companies have the aha moment and realize that they should be investing in this and building out a mining infrastructure on their field so that they can be more efficient with their wasted gas and overall in the long term, help bitcoin out, help protect bitcoin, and distribute bitcoin further from a mining perspective.
Bitcoin miners are looking for cheap and abundant energy sources, while O&G companies are looking to be as efficient and profitable as possible. GAM uses gas normally disposed of as a waste byproduct or sold off sometimes at a loss into a crypto mining energy source.
Bent said there was no need to use warehouses or or build steel structures to mine Bitcoin when stacked ordinary shipping containers would do:Youre seeing a trend now, where even centralized locations are adopting. Instead of building a large warehouse and doing all the infrastructure, theyre actually using the container model as the way to build on site. a year or so ago, that wasnt the case at all. And now youre seeing very, very large places, you know, stack 40, 50, 60 containers its just cheaper to do it that way.
The concept is becoming more popular. The Winklevoss Twins haveinvestedin Crusoe Energy Systems, a Texas company that converts the waste from surplus natural gas to mine cryptocurrencies. Up in Canada oil mining company Black Pearl Resources is mining bitcoin to help offset operational costs. Another Canadian company, Upstream Data, sells and rents mobile mining equipment to O&G producers for the same purpose.
At present, China is the go-to destination for industrial-scale cryptocurrency mining facilities. With its affordable energy costs the country accounts for approximately 60-70% of the energy consumption from mining worldwide.
As of today, the bitcoin network has anestimatedannual electricity consumption of 73.374 TWh. As mining has become more expensive over time, its energy consumption will most likely also increase, leading entrepreneurs to look for alternative solutions.
Bent said that he believed that bitcoin mining will need to be further distributed geographically China currently dominates mining of the cryptocurrency. He said mining bitcoin was a huge economic opportunity for the US oil and gas industry: We are still very early in this game and on our personal journey at GAM, but we are confident that we will see this vision come to fruition over the course of the next five years. We could definitely fail (unless the government starts bailing out bitcoin miners), but were sure as hell going to try.
NEW YORK, May 4, 2016 /PRNewswire/ -- A portable gas detector is a safety device that detects and monitors the concentration of gases in the air. A portable gas detector uses a control system, incorporating a sensor that detects the presence of toxic and/or combustible/flammable gases in its immediate vicinity. Thus, detectors are increasingly used for a wide range of applications (gas level monitoring, portable gas detection, etc.) in multiple end-use verticals, including industry, oil & gas, mining, and building automation, to provide adequate safety for working personnel. Portable gas detectors are battery-operated devices that are used to detect gas leaks and transmit warnings using audio and visual signals even when the recipient is on the move. The demand for portable gas detectors is rising for mining activities. In mining, which occurs in a confined space, portable gas detectors are increasingly preferred over their wearable counterparts, because they can be carried around for portable gas detection. In confined spaces, access is often infrequent and the danger may be greater from oxygen deficiency than from the presence of combustible gases, requiring continuous fixed monitoring.The portable gas detection equipment market is categorized based on end-use into oil & portable gas, mining, industrial, building automation, and others. In 2014, the industrial end-use segment dominated the portable gas detection equipment market, accounting for a major share of revenue. The demand for this equipment from the oil & portable gas and mining segments is also high, as the portability of a gas detector is prominent in these applications. Oil & portable gas is also anticipated to remain the fastest-growing segment over the forecast period from 2015 to 2023. Furthermore, the market for portable gas detection is also anticipated to witness growth in the building automation, waste water treatment, and educational end-use sectors.By product type, the portable gas detection equipment market has been segmented into wearable and non-wearable gas detection equipment. The non-wearable gas detection segment is further classified into sniffers and others. The wearable gas detection segment is anticipated to witness faster growth. This equipment can be worn on the body, not only increasing operator comfort, but also ease of work. In the non-wearable segment, sniffers account for the majority market share owing to their popularity and consequent heavy usage across industrial and non-industrial applications.The report provides in-depth analysis of the global portable gas detection equipment market based on end-use, type, and geography. In terms of geographical regions, the report segments the global portable gas detection equipment market into North America, Europe, Asia Pacific, Middle East and Africa, and Latin America. These geographical regions are analyzed in terms of revenue generation. They are further studied at the level of their constituent countries, and cross-segmentation for each one of these divisions has been provided.The report contains an analysis of the factors that drive and restrain the growth of the portable gas detection equipment market, and discussions of the prevailing market trends, prospective growth opportunities, and major strategies to increase the demand for portable gas detection equipment systems. It also provides market estimates and forecasts for all these segments in terms of revenue.Additionally, the report includes competitive profiling of the major players engaged in offering portable gas detection equipment to various end-use verticals. Major business strategies adopted by them, their market positioning, and various recent developments have also been identified in the research report. The major manufacturers providing portable gas detection equipment profiled in the report include Industrial Scientific Corporation, Drgerwerk AG & Co., KGaA, Drgerwerk AG & Co. KGaA, Mine Safety Appliances, Crowcon Detection Instruments, Ltd., Trolex Ltd., Honeywell Analytics, RAE Systems Inc., Detcon, Inc., and Thermo Fisher Scientific Inc.The global portable gas detection equipment market is segmented as below:Portable Gas Detection Equipment MarketBy End-useOil & Portable GasMiningIndustrialBuilding AutomationOthersBy TypeWearable Gas DetectorsNon-wearable Gas DetectorsSniffersOthersBy GeographyNorth AmericaU.S.Rest of North AmericaEuropeEU7CISRest of EuropeAsia PacificJapanChinaSouth AsiaAustralasiaRest of APACMiddle East & AfricaGCCSouth AfricaRest of Middle East & AfricaLatin AmericaBrazilRest of Latin AmericaRead the full report: http://www.reportlinker.com/p03812920-summary/view-report.htmlAbout Reportlinker ReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.http://www.reportlinker.comGet in Touch with Mechanic