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 


     1. Management understanding to assess the benefits, risks, return-on-investment and best-practice journeys for digital transformation. 2. The data challenge to capture, manage and leverage digital data for business advantage. 3. The shop floor – engaging employees to implement and manage new systems and processes. 4. Guidance and collaboration by the buy-side and the supply-side to share basic knowledge, practice and examples of successful digital transformation. Paul Lindsell, managing director of


MindMetre, commented: “Much great work is being done by industry bodies. Equally, there are some standout technology providers who are creating experience-sharing workshops and forums for their client base. And all of this excellent work is to be encouraged. Yet it would appear it is not yet at a scale which is sufficient to overcome abiding obstacles to transformation identified by our research respondents – management skills; data capabilities; employee engagement. “The advent of the Industry 5.0 concept is


evidence of progress too – where the criticality of the machine:human interface is considered right from the start of transformation planning. Yet more is needed to increase the momentum of change. It’s a tough challenge for the industrial technology industry, who want to accelerate change yet preserve their competitive advantage.


 


    The company makes over 6,000 drive cables that comply with 38 manufacturer


standards – the redesigned readycable finder helps users choose the right one, quickly and easily, it explains. The online tool has a user-friendly design that only requires the part number of the motor manufacturer’s cable to convert it directly into the appropriate readycable. The customer can choose from up to seven different cable qualities that are designed for special requirements in energy chains. These include different outer jacket materials and specific properties that vary depending on the conditions of use. The price, the cost savings when changing the chainflex cable quality, and the delivery time of the cable are all displayed in real time, enabling quick ordering directly in the online shop. “Our new readycable finder was developed to make it as easy as possible for


our customers and igus sales engineers to select the optimal cable while keeping an eye on costs,” said Justin Leonard, e-chain and readycable director at igus UK in Northampton. “Thanks to the optimised user interface and easy handling, customers get all the information they need quickly, from product characteristics to delivery time.”





In a sense, a leap of faith from both supply- side and buy-side is needed to create a truly open, collaborative, ecosphere which is in everyone’s interests to encourage effective investment in new technology, leading to major improvements in manufacturing efficiency, agility and capacity. Confident supply-side firms are already making these moves. But the majority needs to get on board.” The research study emphasises the good


progress made by many national manufacturing trade associations around the globe in this respect. Nevertheless, the MindMetre research also points out that such efforts to date are not nearly enough to maintain and accelerate the pace of change. The full report can be accessed here:  


 


          The large float features enhanced buoyancy, ensuring precise


activation even in thicker liquids. The design is bolstered by double-insulated housing, which improves durability and protects against electrical faults in harsh or reactive environments. Whether it’s monitoring sludge levels in wastewater treatment tanks or regulating heavy oil storage, this innovation is poised to transform fluid control in industrial operations. Key features of the new EMAS float switch:


• Double-Insulated Housing: Provides increased safety, durability, and longevity, particularly in harsh chemical or corrosive conditions. • Enhanced Buoyancy: Designed specifically for denser liquids, the large float performs where standard floats might fail. • Wide Application Range: Suitable for use across industries such as oil refining, wastewater management, and chemical production. • Simple Installation: As with all EMAS products, the new switch is user-friendly, keeping downtime to a minimum.





  7


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