Kim Union rolling beyond product features and benefits

Manufacturers of different industries have their own preferences about which processing method best suits their needs. However, there has been a growing interest in thread rolling for more reasons than one.

Having been in the industry since 1972, Kim Union Industrial Co., Ltd. is a pioneer in the manufacture of both thread rolling machines and thread rolling dies.

 

Along with creating new products and adding features to old ones, Kim Union's product advantage includes a unique type of product service. The company understands customers’ needs and is willing to dig deeper with clients to move beyond the obvious features and benefits of a product and understand the true principle of its request.

According to Kim Union, customers come to them with their requirements for workpieces; and from there, they try to identify the workpiece and explain to the customer what they must do in order to create the workpiece.

 

Kim Union believes that there is a benefit for having both production lines for thread rolling machines and thread rolling dies because they are well experienced and ready to share their knowledge with customers.

 

One example is Kim Union's new thread rolling machine models that are designed based on customer’s prerequisite. The UM-120 hydraulic thru feed type thread rolling machine is a new model in the market. This type of machine is suitable for bigger wind fan screws -- the larger diameter screws.

 

Another case is the UM-50H serration gear rolling thread rolling machine. This machine is apt for serration gear-type workpieces for creating car parts or motorbike parts. The designs of these machines are made by Kim Union team and consulting partners.

For thread rolling machines, Kim Union does trial run and customers must approve the samples before shipment. For thread rolling dies, 100% testing and inspection is done before delivery. The company also does the thread rolling process inside the factory for some design parts. All these efforts lead to an improved type of business process that makes Kim Union confident that their products will not encounter any problems when they arrive the customers' factory.

Traversing the new normal

After the economic blockade caused by the epidemic, on-site meetings between customers has decreased, so Kim Unions' regular overseas visits and services were suspended. The company is finding ways to compete all odds and act quickly. Therefore, it uses apps such as LINE and WhatsApp, which are very convenient to use in order to communicate with customers. In this way, any questions from clients can be answered immediately.

 

Looking beyond the current crisis-imposed moment, Kim Union says that the quality of their products and customer satisfaction will definitely be their focus. In the next five years, the company plans to set up another plant in Bangkok, Thailand. However, thread rolling machines will only be produced in Taiwan in the future. Kim Union deems it right for the machines to be closer to the local market.

IMI: Your global electronics solutions partner

By: Kathryn Gerardino-Elagio

Strategically positioned right in the middle of technological and digital transformations, Integrated Micro-Electronics (IMI) is a Filipino-owned global company with revenues of US$1.2 billion. Mr. Sherwin Nones, Head of Strategic Planning and Marketing, shared with International Metalworking News for Asia how the company is continuously raising invaluable human inputs in design, innovation and creativity, to provide solutions and value to its customers.
 
IMNA: Tell us something about IMI and what do you do for the company?
 
Nones: IMI provides EMS (electronics manufacturing services) and power semiconductor assembly. We have 22 factories in more than 10 countries globally. IMI puts together components needed for the manufacturing of electronic devices. We do advanced manufacturing and engineering, and of course assembly. In the early 2000, we decided to go into automotive and industrial; and a few years ago we bought an EMS company in the UK that specialises in aerospace and defence. Right now, the bulk of our revenues is in automotive electronics. I think about 50% of that bulk revenue is from Europe. Since we are heavily entrenched in that segment, we are currently the 6th largest electronics manufacturing services company in the automotive space globally.
 

I'm currently the head of strategic planning for global corporate operations. This is now my 13^th year with IMI. I work with top management, coming up with strategies for mid- to long- term growth, so that we will be able to grow sustainably.

IMNA: Do you have any particular requirement when purchasing materials and processing equipment?

 

Nones: We do have an extensive procurement group or supply chain group. They're divided into different areas and they have an extensive network from mostly major regions; and because of our activity, we're able to leverage on the competitiveness of the things that we’re able to buy. Yes, we’re definitely purchasing machines and also procuring production systems that could help us in the manufacturing process.

 

IMNA: How have you set the points in the past to ensure that the company has developed in such a positive manner?

 

Nones: What we have in the electronics industry is quite different from any other industry because we're very much familiar with disruptions. Over the last four years, there have been so many social political and economic disruptions that basically affected the business. Whether it may be a new technology to global financial crisis or disruptions in trade, including shortage of cheap semiconductor components that is really affecting supply chains globally.

 

One of the things that we were able to do is set up a risk management system to help mitigate the threats.

The risk management system allows us to be able to put things in autopilot once incidents happen. For example, when the pandemic struck and there were several lockdowns, we were not that surprised because we had the system in place. Though of course the pandemic affected us negatively, it didn't affect us so much that it will be difficult for us to recover. We also heightened our risk management systems to be one step ahead of possible things that can happen. This is also brought by our desire to become a sustainable business over a long period.

IMNA: What can you say about the profit situation in the Philippines?

Nones: Early this year, we had a problem with recommendation shortages and it's not only impacting IMI. In fact, this is impacting globally and basically all OEM's, and not only the automotive. Supply cannot keep up with the demand because of shortage of major components that will be used. This happened because of the pandemic. A lot of automotive factories started to close and production was affected. The number of vehicles that were to be shipped in 2020 went down significantly by 22%, which manufacturers especially the ones that are doing components did not foresee.

 

When the automotive was down, manufacturers shifted their inventory to the computing sector. As you know, people were staying at home and doing home school and working from home. There's demand for more laptops more storage devices so that's where it's been, and so what happened was they thought that the automotive sector would be recovering over a longer period of time. But it did recover right away because of the demand for electric vehicles; and because of that, manufacturers of semiconductors and components didn't have any more inventory for the automotive sector. Given the state that we are in, it would take a few more months probably by middle of 2022 when things would be able to normalise, and the shortage would be minimised. Everyone is affected, profit levels of companies are affected. For IMI, we are doing our best to be able to minimise or at least mitigate the effects that are happening to us on the supply chain.

 

IMNA: In your opinion, what is your edge among your competitors?

 

Nones: In terms of our size and client base, we really don't have any competitors. In fact, I think this is the misunderstanding that most people have in terms of our industry; we don't really compete with other companies. In fact, we encourage more EMS companies to relocate or to establish in the Philippines, whether they are local or foreign. Why? So that the local supply chain would be built or would be attractive enough for global supply chains to source from us. This will also support workers and provide them with the necessary education and skills.

IMNA: Can you tell us about your career, and how do you deal with pressure?

 

Nones: I make sure that I'm exposed to different environments so that I'll be able to learn and apply many principles in my area of work. I love looking at other industries and see the different ways of how they do things. In this way, I will have an idea on how to deal with challenges. Progressive companies in Europe or in the US require about 15% of the worker's time to be able to spend on things that have no relation to their work.

 

I enjoy my work. If you cannot handle pressure that means maybe you're not enjoying. So it depends on how one person would be able to enjoy his work. In my case, meeting a lot of people, seeing different industries and learning current technology -- those things to me are fun. You can say that those are the factors behind my success. It's also about the environment. If you work in an environment where you are not supported, and they only want you for what you provide; those things hamper satisfaction or even success however you define it.

 

IMNA: Finally, how do you see the future, with special reference to IMI?

 

Nones: With special reference to IMI, I see a future that involves a lot of technology. But the danger here is that if we allow technology to rule over us, we will lose our humanity. We will lose our ability to choose and we will let AI choose for us. We need to be able to strike that balance. The things that we're exploring right now, it's really exactly above and beyond what is currently around us. So it's not only technology but the people driving and not the other way around. You have all these technology but there's a gap that has to be filled. Apart from hard skills, we need soft skills, such as critical thinking, decision making and designing that's what we are trying to build.

Click for E-zine link: International Metalworking News for Asia 12-2021 issue

Int'l Metalworking News for Asia December 2021 issue now Online

2021 has been a year of transition. Industrial manufacturing businesses began shaping their futures rather than just grinding through the present as result of the COVID-19 crisis. Industrial manufacturers should take the opportunity to learn from the pandemic on how to redesign workplaces, build healthier work environments, and invest effectively in employee health.
As the transition to digitalisation picks up speed, small and medium enterprises (SMEs) have a lot to gain from embracing digital technologies (digitalisation) into their existing business models, which would improve productivity while opening up new revenue streams. International Metalworking News for Asia features companies and agencies around the world with their predictions and technology insights in order to give a clear vision and gain a competitive edge to thrive in the year ahead. Find out more in this month's Outlook 2022 report.
 
For most of us, the word downtime conjures images of relaxation. For plant managers however, downtime is a word that triggers concerns about lost production and lower revenue. That's especially true for unplanned downtime and there is growing evidence that manufacturers are still unaware of the full impact of the problem. In the Smart Factory section, John Young, APAC sales director at automation parts supplier EU Automation, assesses some of the latest research on manufacturer downtime and the steps manufacturers are taking to address the problem.
 
The Lasers & Welding section confirms that many companies rely on manual welding, which is both costly and time-consuming. Companies need low-cost solutions to get a foothold in this business – but these are few and far between. TRUMPF unveiled a new solution that aims to help sheet-metal fabricators make the jump into automated laser welding.
 
In machine shops that work with metals and alloys, factors such as thickness, parallelism, and surface condition are often dictated in the specifications. Grinding is also often utilised to remove significant amounts of material to bring a stock sheet or plate to precise dimensions. This issue of Tooling & Workholding shows advanced rotary surface grinders that deliver endless possibilities and tighter tolerances.
 
e-mobility, digitalisation and automation: these are just some of the key trends in the grinding technology sector at present. Machine Tool presents research experts and the companies exhibiting at the new GrindingHub trade show. They will be providing insights into the latest technologies and processes in this rapidly developing industry.
 
Lastly, you need to evaluate what is missing in your company to remain competitive in 2022. Changes will also mean a different focus of your workforce, and you might find a professional shortage of technicians and experts, so start training inside talent to keep up with the new trends in demand.

 

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