Reduce the risk of serious injury with a BladeStop bandsaw. Specifically designed for the Meat Industry to improve safety.
The BladeStop™ 400 Series II Bandsaw is available worldwide and is uniquely designed to...
New automation techniques and robotic solutions are continuously being developed, and are having a particularly significant impact in the food industry. Robotic solutions can be very versatile and customised to your production requirements.
Automation & robotics solutions provide significant benefits to the Food Processing Industry which include:
SCOTT sets the benchmark for automation technology in the global meat industry and has established itself as a world leader in commercialising innovative solutions for the meat industry.
The SCOTT meat processing automation products increase carcass yield, enhances labour efficiency, reduces staff training requirements and eliminates many physically demanding tasks from the production line....
Robotic welding and metal fabrication involves highly complex and sophisticated technology. With 29 years robotic and automation experience, Scott Automation & Robotics have the experience to offer a cutting edge easy-to-operate turn-key solution for metal fabrication.
We offer flexible and unique solutions for the metal fabrication industry, and can provide standard solutions...
Scott Automation and Robotics is a global leader in providing innovative Mining Technologies for your mine site.
With extensive experience across many industries globally, SCOTT develops advanced technology solutions in mining that provide optimised client outcomes in improved safety, productivity and efficiency.
Our Mining Solutions
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With the ability to sort and stack various lengths and weights of timber, place binding sticks and pick and stack multiple boards simultaneously, SCOTT can tailor a solution specifically to meet your needs.
With our automated and robotic solutions for the timber industry providing a wealth of benefits, find out how we can help your business:
Reduce labour costs
Automating manufacturing and production processes removes the unknown and replaces it with certainty… the certainty that comes with knowing your product will be consistently high quality.
Whether you manufacture for business or consumer, people expect nothing but the highest quality. Many companies implement manual processes to improve or maintain product quality, yet even...
For companies to maintain their competitive advantage they must continually look at ways to keep their manufacturing efficient by eliminating deficiencies, monitoring productivity and improve operational performance.
With the continued pressures of output, quality and deadlines to be met, businesses must engage in ‘preventative maintenance’ and improvement at a company level. To compete successfully in today’s manufacturing environment, every part of the business needs to run at...
We all know the impact an OH&S incident can cause to a business. The financial cost and lowered staff morale can disrupt the smoothest running facility.
Over the past few decades, the available solutions for increasing workplace safety have multiplied.
Robots have dramatically altered the industrial work environment. Through the use of robots you are able to decrease the likelihood of accidents caused by hazardous, repetitive and demanding tasks, saving workers from multiple...
High production costs translate to lower profits, and even in the most profitable of businesses it makes sense to reduce costs for a better bottom line
Whilst capital costs may be a major influence in the decision to automate, in actual fact automation and robotic solutions can not only decrease costs, they provide dramatic increases in production capabilities through increased speed, reduction of bottle necks and the capability to run 24/7.
Some industries in particular have high labor...
The Next Generation in Bandsaw Safety for the Meat Industry
BladeStop Series II bandsaw further enhances the already ground-breaking design and functionality of the current system. With a faster stopping time, quick restart capability and no blade change required, BladeStop Series II is the ultimate for reducing bandsaw risk.
With its “One Smithfield” initiative well under way, Smithfield Foods has rallied around building a company-wide culture of innovation to drive its future as a more versatile, CPG-focused, global business.
For decades, Smithfield Foods operated as one of the primary powerhouse acquirers in the meat and poultry industries, snapping up brands and businesses throughout the better part of the last 40 years. During that time, the Independent Operating Companies (IOC) strategy, by which Smithfield operated as a group of standalone, brand-oriented divisions, was developed and followed almost religiously.
But the last five years have brought a methodical avalanche of change to that legacy approach and the future path. In 2013, WH Group Ltd. (then named Shuanghui International) acquired Smithfield Foods, a move that offered the business better access to growing Chinese pork demand, but also signaled change ahead. In February 2015, the company announced the “One Smithfield” initiative, phasing out the IOC model in favor of a structure organized more closely around customer needs than brands. Ken Sullivan — who took over as president and CEO at the end of 2015 — was instrumental in the initiation of “One Smithfield” and has championed it from the very beginning.
Smithfield Foods have implemented BladeStop technology to help keep its saw operators safe.
Today, Sullivan says, with the initiative well under way, Smithfield Foods has embarked on a new path.
“The ‘One Smithfield’ initiative has been a real catalyst for improving our bottom line, but how do we grow our top line?” Sullivan says. First, Smithfield tapped company-veteran Joe Weber to be the new executive vice president of Growth and Business Development.
“I needed someone who would be focused all the time on how Smithfield gets bigger and better,” Sullivan explains. “If you don’t focus on [growth], it will have a harder time happening.”
Smithfield wasted little time developing its strategic plan for the future. When all is said and done, Sullivan says this new path will lead Smithfield Foods to being more of a consumer-packaged goods business than a traditional meat-processing company.
In the early stages of the transition, Weber collected several dozen potential action items, which were presented to a large team of company executives. That team refined and contextualized those ideas into a working plan. Each initiative in the plan (Sullivan says there are nearly 40 initiatives on the list) fits into one of several categories, from organic growth to continuous improvement, from mergers and acquisition to pivots in strategy — yet every one of them require Smithfield to be ultra-focused on innovation in some fashion.
“If we’re going to evolve, … we have to have innovation as part of our company DNA; but it can’t be something where we say it, we have to actually do it,” Sullivan says. “We’ve got to get people thinking, ‘It’s part of my job every day to think about new ways to do something,’ whether they’re in finance, support, a plant or anywhere else in the company.”
Therefore, Smithfield needed an executive champion of innovation, and Sullivan named Will Brunt as the company’s new chief innovation officer. It’s not as though Smithfield wasn’t innovative prior to his arrival, but it wasn’t in the company’s DNA, as Sullivan states above. Fostering and developing a corporate culture of innovation is Brunt’s main ideology, he says.
“This is not Will Brunt and the innovation team innovating, this is us teaching people how to innovate, think outside the box and challenge themselves to change,” he says. “We’re in the process of building an Innovator’s Toolkit, because we want innovation to be equally accessible to everyone.
“We’re basically trying to democratize innovation and make it everybody’s responsibility,” Brunt adds. Part of this new era of innovation revolves around acceptance of one of those age-old baseball analogies applied to the business world.
“Everyone wants the big home run, but innovation is a lot of singles,” Brunt says. “There are nine people in a lineup, and maybe one or two are swinging for the fences. Everyone else is trying to just get on base.”
To that end, Sullivan says nothing in Smithfield’s “playbook” has been off limits for the innovative thinkers in the company.
“You can’t process a pig without getting 50 pounds of ham, but the bone-in ham business is frankly a dying business in America because consumers don’t use it that way anymore,” he says. “We certainly want to migrate away from the lower-margin categories that have been the historical roots of the company.”
Sullivan points to the Smithfield Anytime Favorites brand as an example through which the company can add margin and offer value-added products that consumers prefer over the legacy products.
“We’ve got to entertain those ideas,” he says. “If you have blinders on and you’re only thinking about [the old ways], then you’re not going to be very innovative.”
Smithfield also has itself pointed toward the convenience-store channel. Sullivan sees consumers making more purchases and trips to C-stores for a wider variety of offerings.
“[C-store growth] should frighten a lot of chain businesses out there, because consumers who are there to get gas, while they’re there, can get a lunch that’s as good as any quick-service restaurant and pick up a couple grocery items too,” he says. “That’s a channel I’ve got my eye on, and we’re going to focus on pretty heavily because the paradigm of where people buy their food is changing.”
MORE OF THE STORY: Ken Sullivan, president and CEO of Smithfield Foods, spoke about the company’s new ROI Awards, a program designed to reward employees for bringing innovative ideas forward, which provided some excellent results in its first year. Watch the video.
Although innovation often can be most evident in the products a company carries and the channels it serves, Brunt proudly talks about the innovative work being done at the operations level as well. At the Smithfield, Va., Innovation Center, the company seeks opportunities to test new configurations of equipment, new technology and improved concepts to test all the time. At the time of The National Provisioner’s visit to the center, Smithfield was considering a test on new product-conveyor technology its employees had seen demonstrated at a recent trade show, and had begun tests on new vacuum-packaging equipment, among other things.
Smithfield has taken big steps to encourage its employees to bring innovative ideas to the team. Soon, recognition will be given to any employee who offers an idea — no matter how big or small, no matter whether the idea is adopted or not. Additionally, Brunt says, the company has worked to instill a culture in which employees have the freedom to suggest ideas that could fail.
Another incentive Smithfield has offered its employees are the new ROI Awards, through which employees who served up the top innovative ideas each year are rewarded and given company-wide recognition.
Brunt calls it an exciting time to work for Smithfield because the team is poised to take the next few steps.
“You set a vision, and it’s an achievable, obtainable vision that will take a lot of work,” he explains. “We’ve done the ‘One Smithfield’ work and [most of] the transformation work, and we’re right at the cusp of the next level.”
Sullivan agrees, and relays a message he shared at the company’s first “One Smithfield” national sales meeting — the first time most of the former IOC-positioned salespeople got together as part of the same team.
“We have an ambitious plan and vision for the company that has the potential to significantly improve and grow our business,” he says. “There was an energy and spirit [at the meeting], and I have told everybody that we’re at the threshold of the golden age of Smithfield.”
By embracing and democratizing innovation, and keeping its eyes open across a wider field of opportunities, Smithfield Foods doesn’t expect it to take very long to establish itself among the top global CPG companies — a change that, just a decade ago, would seem quite out of step for a legacy pork-producing and processing powerhouse comfortable with its position and success. NP
Visit Scott Automation & Robotics at AUSPACK – Stand 250
7 – 10 March 2017, Sydney Showground, Sydney Olympic Park 9am – 5pm daily.
Join the team on Stand 250 and see the Universal UR3, ABB Yumi and KUKA LBR IIWA all in action performing a variety of tasks.
Collaborative robots (cobots) will change the face of productivity and manufacturing in Australia. Able to work alongside humans without the need for safety guarding subject to risk assessment, cobots open vast new applications for robot technology. They are easily integrated into existing production environments, and the tasks they are suited for are wide-ranging.
Attracting professionals from the entire processing and packaging value chain, AUSPACK 2017 will continue to deliver global innovations across all segments of packaging and processing in a local location.
Established in 1985 the exhibition has progressively expanded its reach to the processing and plastics sectors and has become the leading multi-platform exhibition to showcase packaging, processing and plastics machinery, materials and associated technologies in Australasia. AUSPACK enables processing, plastics and production line companies to showcase their solutions under one roof, alongside packaging and processing machinery.
AUSPACK is proudly owned and presented by the Australian Packaging and Processing Machinery Association (APPMA), Australia’s only national packaging and processing machinery organisation.
Trends in Collaborative Robotics are converging to the benefit of small and mid-size manufacturers
Three trends in robotics are converging to the benefit of small- and mid-size manufacturers. One trend is the decreasing price point for robots. In recent years, robots have become affordable and flexible enough in their tasks to become feasible for small manufacturers. Another trend is the collaborative nature of many new robots. They can come out of their cages and work side-by-side with human workers. Finally, there’s a shift in the level if engineering required to deploy a robot on the shop floor. In the past, robotics required complex programming. Now they can be configured without sophisticated code.
Recent advances in robots are redefining how humans can work with machines. This is happening across a range of manufacturing segments, from medical production to small shop tool and die. “Over the last decade there are a few things that have changed in the robot market that let us focus more on the smaller companies,” Sebastien Schmitt, robotic division manager for robot manufacturer, Staubli North America , told Design News. “Robots have become more affordable and the technology has evolved to become more accessible.”
That accessibility is a major factor in making robots feasible for small manufacturers. “A few years back, robots required engineers working with them, and they were quite complex to program,” said Schmitt. “Today with the redefined machines, we’re able to make the technology accessible to small companies.”
Meet Your New Mechanical Co-Worker
Smaller manufacturers are using robots for a variety of tasks. For one, collaborative robots can safely operate on a fast conveyer line next to human workers. Plus, they can be used by workers as a tool to lift and reposition heavy materials. “With collaborative robots, we’re redefining the man and machine interface,” said Schmitt. “Small companies now have access to single machines that can run at high speed or a machine that can let the operator get close to it and interact with it.”
Safety features are built into collaborative robots so that humans can work side-by-side or manipulate the robot to help with tasks that are beyond the strength of a human worker. “The robot will slow down and stop so the operator can get to it,” said Schmitt. “Or, the robot can help people lift heavy weights. You can drive the robot by hand to help with lifting.”
Easy to Use Complexity
The technology development in robotics has paced the rapid advances in other smart tools. “The phone industry is a good analogy. A few years back you had the flip phone, then the Palm Pilot, and now we all have smart phones. We’re doing things we didn’t think possible a few year ago,” said Schmitt. “Same with robots. A few years ago, it was a conveyor with a vision system. That was the high end. Today, that’s pretty standard. Sensors are intelligent and we can do complex movements by simply configuring them “
DENSO Automotive Systems Australia (Australian Automotive Air) based in Croydon, Victoria manufactures engine cooling systems, air conditioning, air intake systems, fuel pump modules and instrument clusters as well as the sales of imported and aftermarket automotive products.
DENSO were looking to improve safety, specifically for operators lifting un-ergonomic Automotive AC / Heating motor body assemblies from the manual assembly station to a conveyor for transferring to the next work station. Initial internal investigation within the DENSO team resulted in the assumption that implementation of a robot to automate the process would be too complex and with poor return on investment.
DENSO, needing a solution that was able to remove potential for injury, be cost effective (ROI), fast to implement and easy for operators to adjust. DENSO selected a Universal Robot UR10 from Scott Automation & Robotics after attending SCOTT’s Melbourne office for a client demonstration. Denso worked alongside SCOTT to get a thorough understanding of the UR10’s capabilities, ironing out any questions or hesitations.
Staff at DENSO’s decision to purchase the UR10 was backed by Scott Automation & Robotics’ ongoing support and reputation as an industry leader in collaborative robotics, citing the main difference in Scotts’ approach “Scott have expert knowledge in the collaborative robot space. The technical guidance provided by Scott, along with their responsiveness to questions was second to none.”
The AC / Heating motor body assemble, weighing 8 kg is physically large and difficult to handle. DENSO considered other collaborative robot models and brands, but payload and reach eliminated most of the other units. The UR10 exceeded the project requirements in being able to perform the task required by the production process. The UR10 was able to eliminate the risk of repetitive strain injuries by removing the manual lifting and twisting that had exposed operators to risk.