TRUMPF Express V 1-10

www.us.trumpf.com

44 Express Vol. 1/10 55Express Vol. 1/10

8

SOLUTIONS

12 Jaguars, horses and chickens: oh my! NCS Jaguar, a successful company based in Mexico, operates in a hacienda-like environment.

CUSTOMER FOCUS

18 No dark days here It’s no joke; friends can go into business together and succeed.

PROFILE

21 Creativity and quality Metal and art make for a creative cocktail at TMCO, where coff ee is a lifestyle.

FABRICATING

24 Lighting the way Th is New York-based company has a presence in just about every noted museum in the world.

ANNIVERSARY

26 Celebrating 50 years of laser technology Fift y years of the laser were enough to change the world.

When Projects Inc. in Glastonbury, Connecticut brought

the TruLaser 1030 onto their shop fl oor, it was a test to

see if the machine would perform to expectations and

have an impact on the bottom line.

PORTRAIT

A new kid on the block

030428

303031

TO THE POINT

PANORAMA

PERSONALITIES

STORIES IN SHEET METAL

CREDITS

CLOSING POINT

STANDARDS

TOPICS

12

24

18

28

EXPRESS VOL. 1/10 FEATURE

CONTENTS

SpecialTruServices and Spare Parts XChangeStarting on page 15

2 Express Vol. 1/10

www.us.trumpf.com

33Express Vol. 1/10

One glance at the unemployment numbers and it’s a little diffi cult to believe the worst economic crisis this country’s seen since the Great Depression is truly behind us.

Yet all offi cial indicators point to the U.S. economy being on the rebound. In fact, you might remember last fall the chairman of the Federal Reserve announced that the recession was “technically” over.

Still, caveats such as, “It’s going to take awhile to see any real recovery,” seem to punctuate the positive statements.

And along the lines of “no pain, no gain,” some forecasters even warn that while the economic crisis is technically behind us, the diffi culties we will have to endure during the recovery phase will be worse than the angst we suff ered during the recession itself.

What does all of this mean when you’re in the trenches of small business and you’re trying to fi gure out next steps to take?

Several leading analysts have said that business is in the process of fundamentally changing. Th ey claim that what we’re going through is not part of the normal business cycle but a new reality.

Collectively, as a nation, we’ve never experienced anything like this. But where do we go from here? Th ere is no precedent to follow, no proven business model to embrace.

Th ere are several government proposals that off er solutions to help small businesses, such as lending programs and tax incentives. But at this stage, most are in the idea phase.

Will these ideas eventually be brought to fruition? Even if they are, will they actually help small business? And perhaps the most important question of all: Do we have enough time to see if they’ll work?

Self reliance is typically rewarded with success, and I believe small business owners have to immediately embrace a paradigm shift and tap into their pioneering spirit.

If ever there was a time to take stock of how you can leverage your company’s resources—talent, equipment and capabilities—it is now. Spend some time assessing your organization, and pretend that you’re viewing it with fresh eyes for the fi rst time. Let your imagination wander. Where are the opportunities? What new business might you be able to recruit if you invest in a certain piece of equipment or market to a customer outside of the industries that you typically serve?

And there’s more. In addition to assessing your existing resources, you may need to reconsider them. It’s likely that you will fi nd, as you change your operation to focus on new, revenue-generating projects, the need to get rid of certain equipment, and to realign your talent and expertise. Th ese things are never easy to do, yet the other option, which is to wait and see if your business returns to its pre-recession position, may prove too costly.

Th is issue of TRUMPF Express profi les several successful companies that have exhibited stamina during tough times. Th ey have expanded their focus while keeping business costs contained. One company has introduced in-house laser cutting into its off erings, another has embraced 24/7 operations when many of its competitors during the past year were “dark” on Fridays, and still another has a creative Art & Metal Division, which puts it in a unique class among job shops.

Th ese are all customers whose stories prove that if you diligently search for the next Big Idea for your small business, you will likely fi nd it.

Express Vol. 1/10

Where do we go from here?Rebuilding business after the recession

Rolf Biekert, President and CEO

3

TO THE POINT

44 Express Vol. 1/10

PANORAMA

Jan-Air, Inc., a company that produces high-quality and aff ordable air movement products, is more than half-way home with an important project. Th e Richmond, IL based company is building and installing a new “air fl ow testing chamber,” which will be a valuable asset to its R & D department. Th e chamber is an impressive steel tube structure approximately six feet in diameter and 14 feet long, and it is being built with the help of TRUMPF TruLaser 2030 and TC 2000R punch machines. “Th e idea fi rst came about in February 2009,” said Jan-Air’s President, Mark Sattersten. “Some of the fi rst pieces were fabricated in September of that same year, and we expect the testing chamber to be fully operational by June 1st of 2010.” Th e new chamber, with computer-automated data acquisition, will help Jan-Air refi ne existing designs and create new designs. Th is addition will help Jan-Air better meet the needs of their customers in an ever-changing business environment.

Th e EDGE™ 60 by Quadra-Fire®, a brand of Hearth & Home Technologies Inc. and a TRUMPF customer, was named to Professional Builder magazine’s 100 Best New Products list for 2009. It is the fi rst pellet-burning fi replace ever to hit the market. Th e 100 Best New Products Award recognizes the most signifi cant and innovative products introduced in the past year, as well as the manufacturers who invested in their research and development. “Free standing pellet stoves and inserts have been available for several years, but until now, consumers could not purchase a pellet fi replace,” said John Shimek, vice president of Marketing for Hearth &

Home Technologies. “Th e EDGE 60 off ers the beauty and functionality of a fi replace, while providing homeowners with the piece of mind that they are heating with renewable fuel in a clean-burning, low emissions hearth product.” Delivering a whopping 60,000 Btu of heat, the EDGE 60 can provide warmth to over 2,500 square feet of living space. It is designed for zero clearance installation and does not require a chimney.

Innovative product hits the hearthHearth & Home Technologies combines beauty and functionality with renewable fuel

> Additional information: www.quadrafi re.com

> Additional information: www.jan-air.com

The EDGE delivers good looks with functionality.

Jan-Air’s new airfl ow testing chamber will be avaluable asset to the company’s R&D initiatives.

Putting it to the testWhen it comes to adding value for its customers, Jan-Air doesn’t put on any airs

TM

55Express Vol. 1/10

How are laser beams created? Where can we fi nd lasers in everyday life? How can a laser shine around a corner? Th ese are just a few of the questions that visitors will fi nd answers to when they visit TRUMPF’s LaserLab. Th is extraordinary exhibition, which comes from the TRUMPF Group’s global headquarters in Germany, will make its debut on the U.S. East Coast in late May when it launches at the Connecticut Science Center in downtown Hartford, and in early fall at the Museum of Science in Boston. Children and adults can experiment and explore the world of lasers to their hearts’ content. A highlight of the exhibit is a laser foosball table where visitors can put their newly-acquired understanding of lasers to use. Th e laser foosball game works just like regular foosball. However, the ball is a laser beam that has to be directed into the goal with the help of adjustable mirrors. TRUMPF mechanical engineering students from the Stuttgart University of Cooperative Education in Germany developed the concept for the LaserLab. Can’t get to Hartford or Boston to experience the LaserLab in person? Th en follow it on Twitter at TRUMPFinc, where interesting facts about lasers and the exhibit will be tweeted beginning in late May.

> Additional information: www.us.trumpf.com

PANORAMA

Hey, there! What’s happening? If you can answer that question in140 characters or less, chances are you’re familiar with Twitter. Twitter is a free service on the World Wide Web that helps you keep in touch with people through the exchange of quick, frequent answers to one simple question: What’s happening? This easy-to-use tool also helps companies keep in contact with their customers and others in meaningful ways by sharing bits of information on a timely basis. It’s a way to learn about products and services, and to gather feedback and build relationships. And that’s why you’ll fi nd TRUMPF on Twitter under the name of TRUMPFinc. Visit www.twitter.com and join today to start receiving TRUMPF’s tweets.

In addition to a presence on Twitter, TRUMPF Inc. has also debuted on YouTube, the video sharing website, where individuals, organizations and businesses can view and upload videos. TRUMPF Inc. now has its own offi cial channel on YouTube.To access it, visit http://www.youtube.com/user/TRUMPFINC. Although TRUMPF is using its YouTube channel to post helpful product videos, for those interested in a piece of YouTube trivia the most-watched YouTube video in 2009, according to PC World magazine, was British singer Susan Boyle. Her fi rst clip on YouTube, where the singer appeared on Britain’s Got Talent, garnered 120 million hits around the world.

Creative communicatingTapping into the power of social mediaMedia

E

LaserLab offers hands on opportunity.

Touch, tryand experimentLaserLab is coming to the U.S.


TRUMPF’s Customer Service Department recently received a Stevie® Award in the Customer Service Department of the Year category. Stevie Awards organizes several of the world’s leading business awards shows, including the prestigious American Business Awards. Nicknamed “Stevies” for the Greek word “crowned,” winners were chosen from among nominated customer service and sales executives in the U.S. and several other countries attended the event. More than 500 entries from companies of all sizes and in virtually every industry were entered in this year’s competition. “We implemented important changes in the Service Department and made big steps toward delivering excellence in customer service,” said Kevin Domingue, TRUMPF’s Vice President of Customer Service. “Th is wouldn’t have been possible without the dedication and hard work from my people and I would like to say ‘thank you’ to my team.” “Th is year’s honorees demonstrate that even in challenging economic times, it’s possible for organizations to continue to shine in sales and customer service, the two most important functions in business: acquiring and keeping customers,” said Michael Gallagher, president of the Stevie Awards.

Crowning gloryTRUMPF receives Stevie award for customer service

PANORAMA

> Additional information: www.stevieawards.com/sales/

> Additional information: www.dtmp.com

Detroit Tool Metal Products (DTMP) has announced that the U.S. Senate Appropriations Committee has approved $1.6 million in funding to develop an improved manufacturing process for the use of advanced titanium metal in military vehicles. Th e funding is part of a $214 million appropriation package ushered through the Senate Appropriations Committee by Missouri Senator Kit Bond to be used in important defense projects. With the funds, DTMP will work with the department of energy to design and develop state-of-the-art processes and equipment to make tactical vehicles lighter, stronger, safer and more reliable by incorporating titanium into their structures. Many of the vehicles are manufactured using TRUMPF equipment. “Th is is exciting news for all of us at DTMP,” said Julie Ply, Director of Engineering. “It is a great way for us to diversify and enhance our capabilities. Projects that can help our government and country are special and tend to bring out the best in all those working on them. Th ey can also lead to other projects both for the government and the private sector down the road.”

Helping soldiers come home safelyDetroit Tool makes military vehicles with might

TRUMPF’s Vice President of Customer Service, Kevin Domingue (left), accepts a Stevie Award on behalf of the customer service department.

DTMP will play a key role in helping military vehicles be lighter, stronger, safer and more reliable.

PANORAMA

77Express Vol. 1/10

Rebuilding a Nation

Relief International, a non-profi t agency which provides emergency relief and assistance to victims of natural disasters and other deprivations, has arrived in Haiti. With them traveled ten of the lightest and hardiest profi le nibblers in the world, the TruTool PN130. Together, they tackle the destruction left in the wake of the earthquake that devastated the area on January 12th, 2010. When the 7.0 magnitude earthquake struck, it is estimated that 1 million people were displaced from their homes. Of those not displaced, many remain living near their damaged or destroyed homes in makeshift shelters. Relief International’s shelter program,

Th e steel price will decline in the third quarter, and it will happen rather quickly, predicted industry analyst John Anton, director of steel services for IHS Global Insight Inc., who was a panelist during the SBB Steel Markets North America conference March 11-12 in Chicago. Steel prices rose at “an amazing rate” in late 2009 and early 2010, he noted, spurred on by double-digit increases in the cost of scrap, iron ore and freight. While current demand is better than it was last year, it remains well below normal. Moreover, Anton expects China to tap the brakes on its runaway growth in the second half, lowering steel consumption there. With North America, Europe and South America all experiencing continued sluggishness, the price hikes of the fi rst half simply aren’t sustainable, he said. Th e predicted price decline will not be a catastrophe for steelmakers, he added. Prices for raw materials will likely fall as well, with scrap dropping into the low $200 per ton range. Moreover, steel prices will still remain above 2009 levels. (Source: Metal Center News)

funded by the U.N. Offi ce for the Coordination of Humanitarian Aff airs, is using the tools to assist approximately 20,000 individuals in reconstruction eff orts. Donated by TRUMPF Inc., the tools help clear existing metal structural components, such as corrugated metal roofs, which have been damaged and rendered unusable by the quake. With the new tools in hand, Relief International will help many families begin building a new home and new life in Haiti.

Analyst: Steel Prices to Decline

A little tool; a lot of help

Reduction expected third quarter 2010

> Additional information: www.ri.org

Relief International helps in the Haitian rebuilding efforts.


Paul Marchand, vice president

99Express Vol. 1/10

PORTRAIT

TRUMPF’s TruLaser 1030 delivers

at Projects Incorporated


A s David Swanson talks about the new TruLaser 1030 that Projects Incorporated installed on its shop fl oor, he beams like a proud new

papa. Aft er all, it is his baby. When his bosses asked David to oversee day-to-day operations of the new laser cutter, there was no hesitation on his part. “I immediately said ‘Yes.’” Projects Incorporated, a 120-employee company which spans 45,000 square feet and encompasses two facilities, is located in Glastonbury, Connecticut. Today, the company that got its start as a supplier of screw machine products is a leading supplier of general machining, thermocouple and pressure probe assemblies for the aircraft , gas turbine and commercial industries. Th eir customer base is global. Last year was the company’s 50th anniversary year, and they had plenty of reasons to celebrate—with the installation of the TruLaser 1030 being chief among them. David Swanson has heard the stories of the day when the machine arrived, several months ago, and his fellow employees gathered around it oohing and aahing. Indeed. Even aft er having the laser for fi ve months, a visitor to the shop fl oor can still sense the almost-palpable excitement over the technology. “It just looks so cool,” David says.

No experience requiredBut David, a Federal Aviation Administration certifi ed welder, was nowhere in sight the day of the delivery. Instead, he was at TRUMPF’s North American headquarters in Farmington, Connecticut, where the TruLaser 1030 was conceived, created and born, receiving training. “I had never run a laser before, and I had no previous experience operating

one.” But it didn’t matter. One of the benefi ts of the Trulaser 1030 is its ease of operation. “Th ere was zero percent learning curve,” says Paul Marchand, vice president of Projects Incorporated. David concedes that he does have a computer background, which may have helped him become acclimated very quickly to the operation of the laser cutter; however, he said that the soft ware loaded in the TruLaser 1030 makes it easy for anyone, with or without experience, to jump right in to the operator’s seat. “My background maybe reduced my training time by a week, but that’s all,” he says. And the ease of operation is just what TRUMPF’s engineers had in mind when they designed the TruLaser 1030.

New opportunities in a historic venueIn fact, TRUMPF’s most recent innovation opens the doors for manufacturers—such as Projects Incorporated—to easily incorporate in-house laser cutting into their mix of fabricating services. When the TruLaser 1030 was just a gleam in the engineers’ eyes, the intention was that it would be a machine like no other in the marketplace, one that featured TRUMPF technology at an incredible price. Mike Kenyon, president of Projects Incorporated, and Paul Marchand, decided that the company would serve as a beta test site for the new TruLaser 1030. Th e agreement was that TRUMPF would install the machine in their shop for six months. Projects Incorporated would evaluate its usefulness within their operation. TRUMPF Engineers could use the situation as a learning opportunity and make any necessary adjustments before embarking on a wider launch of the >

PORTRAIT


”Turnaround time has gone from three to four weeks, to less than one week.”

David Swanson is the operator of the TruLaser 1030 at Projects Inc.

10

PORTRAIT

install when compared to our other machines, according to Paul. “Th e installation went really smoothly.”

The fi gures speak volumesTh e company’s cost analysis of the TruLaser 1030 has shown a quick return on the investment. Th e machine has helped to signifi cantly lower the total cost of laser cutting. Although Projects Incorporated has been using laser technology for the past 10 years, before the TruLaser 1030 they had outsourced all laser cutting to another job shop.

“We’re able to serve our customers at a higher level now,” says Paul, noting the dramatically reduced lead time required as a result of bringing the process in-house. Turnaround time, he explains, has gone from “three to four weeks, to less than one week.” In addition, “We saw at least a 50 percent reduction in overall costs when factoring in hourly pay rates, gas rates and electricity consumption.” Even employees who don’t work directly with the laser cutter are keenly aware of its effi ciency. “Why aren’t we using the laser for this project?” is something, according to Paul,

product—and at the end of the six-month period Projects Incorporated could either return the machine to TRUMPF—or purchase it. Apparently, the TruLaser 1030 is staying put.

“It’s a no-brainer,” says Mike. A big plus for Projects Incorporated was the small footprint of the TruLaser 1030. Housed in a 10,000 square foot historic building—the former J.B. Williams Soap Factory (circa 1800s), the laser cutter entered through a door barely larger than your garage door at home and requires half the fl oor space of a typical 5 x 10 foot machine. It was “signifi cantly easier” to

1111Express Vol. 1/10

Who: Projects Incorporated, Glastonbury, Connecticut. Established in 1960. www.projectsinc.com

What: Experts in metal fabrication, Projects Incorporated provides precision machined parts, thermocouples, and RTDs to the commercial, power generation and aerospace industries worldwide.

How: TruLaser 1030

Projects Incorporated

his employees are not afraid to ask if they think the TruLaser 1030 would provide the best process for a job. With gross sales of $26 million, Projects Incorporated hopes to use their new laser cutting machine to generate additional revenue. In fact, they have begun to sell the technology to existing customers with the intention of broadening their product base. Th e TruLaser 1030, Paul says, “Exceeds our expectations.” So, yes, it’s a keeper. Th e laser cutter is defi nitely staying on at Projects Incorporated. Meanwhile, over at the machine’s control panel, David Swanson, who is probably one of the TruLaser 1030’s biggest fans, is programming a job. He looks up briefl y, and with the kind of enthusiasm you hear in a proud parent’s voice when they’re anticipating a child’s next big moment, he says, “I might get to learn to do the maintenance on it.”

The historic building where the TruLaser 1030

sits may be compact, just like the machine on its

shop fl oor, but also like the TruLaser 1030 it has

a uniqueness all of its own—and has long been

a location where innovative manufacturers have

created enterprising products.

The small building is part of the complex that was

the home of the former J.B. Williams Company,

a manufacturer known worldwide for its soaps.

Williams experimented with soaps to determine

which ones were the best suited for shaving. His

research eventually led to the creation of Genuine

Yankee Soap, the fi rst manufactured soap for use

in shaving mugs. J.B. Williams’ products were

widely known throughout the U.S. and Canada

in the late 1800s, and in the 1900s they became

a worldwide name. One interesting note: The J.B.

Williams Company is responsible for the creation

of Aqua Velva, the men’s grooming product.

PORTRAIT

A t fi rst glance, NCS Jaguar’s offi ces, located in Espiritu Santo, a mountainous region 35 miles west of Mexico City, might seem like more of a retreat than a corporate headquarters with cutting-edge

fabricating capabilities and a sophisticated customer base. Th e company, which produces racks built to customer specifi cations for the IT and telecommunications industries, is located on a former estate, which served as a horse stable for its previous owner.

Jaguars, horsesand chickens: oh my!

Express Vol. 1/1012

The property of NCS Jaguar in Espiritu Santo, Mexico is reminiscent of a hacienda and includes a stable and working farm.

Quality products and neighborliness are integral to the culture at NCS Jaguar.


Th e Toscano brothers who own NCS Jaguar—Enrique, Antonio, Roberto and Ricardo—made extensive renovations to the property and are committed to keeping alive the spirit of the former residence their company now occupies. Even though the property is not a true, historic hacienda, it still has hacienda-like qualities and remains, at least on a small scale, a working ranch. Th e name of the little farm located on the acreage is called Ocote del Valle. “Ocote” is a type of tree and “del Valle” means “at the valley.” Horses, sheep and chickens are already part of the landscape there, and soon rabbits will be added to the mix. A full-time caretaker, Homero Guzman, has charge of the menagerie.

Community spiritJust like Mexico’s haciendas, the country estate even has its own fanciful legend. In fact, locals mention sightings of multicolored fi reballs, which

they attribute to souls wandering the property. Some employees also claim to have witnessed these fi ery spirits. Ensuring that NCS Jaguar is a good corporate neighbor and an integral part of the community is important to the Toscano brothers. For example, “We are committed to practicing environmental stewardship,” said Antonio, who is director of the company. He also said that continuing the tradition of ranching at the farm, even on a small scale, helps the company integrate into the community in a relaxed manner. Eggs from the hens, he mentioned, are sold to employees, and sheep are sold to the locals.

Many faces of businessBut the chief business that takes place at the former country home is not agrarian. It’s manufacturing. When they launched in June of 1997, the Toscano brothers chose their business’s name to mirror that of the Jaguar, the most powerful >

SOLUTIONS


SOLUTIONS

cat in the Western hemisphere. It is an animal revered by the indigenous population of Mexico for its strength and beauty. The precursor to NCS Jaguar also imported racks for IT and telecommunications equipment. However, the Toscanos realized that in order to remain competitive in the marketplace they needed to fi nd a more effi cient way to import their product. Th eir business situation required the men to import large amounts of products without many diff erent confi gurations. But problems ensued. Th ey were routinely receiving deliveries that were damaged during transit, dealing with warehouse space issues and facing other business obstacles. All of this led the brothers to the decision that it would be best to manufacture their own product. And so NCS Jaguar was born. Antonio and Enrique are involved more directly with all decisions concerning the business. Roberto and Ricardo are owners who participate in monthly board meetings and in strategic decision making, but they are involved in other projects outside of the company on a daily basis.

Th e company, which now has approximately 55 employees, serves three categories of customers that include data centers, networking infrastructure users and telecommunication companies. NCS Jaguar recently established an offi ce in San Diego to service U.S. customers in southern California, Arizona and Nevada.

Advantages and expectations “We have two primary competitive advantages,” said Antonio. “Th e fi rst is our being able to deliver custom-made solutions within a shorter lead time and with a very high standard of quality, and the second advantage we bring is a competitive cost/benefi t ratio.” Customers of NCS Jaguar include high profi le companies such as HSBC de Mexico, Alcatel–Lucent and Metro-Bus. Last year was challenging for the business; however, things began to pick up during the second half of 2009, a healthy trend that continues in 2010. “Overall, last year was strong for us,” Antonio said. “Not so much because of standard products, an area in which we actually saw a reduction in sales, but because of special projects that came to us.” Th ese days, much of NCR Jaguar’s fabricating work is done with TRUMPF’s TruMatic 2010R. Th e company initially set up shop in a small industrial space, and workers were tasked with assembling components and parts made to spec by contract manufacturers. “We knew we had potential,” recalled Antonio. “We gained momentum around 2003, when we re-engineered the product and dedicated added eff ort to the sales side. And that’s when we began buying machinery to manufacture the product ourselves,” he said. However, because of budget constraints at the time, NCS Jaguar purchased equipment that was limited in terms of versatility and not very user-friendly in terms of quick set-up times. In 2005 the Toscano brothers began evaluating a new machine for their punching operations, an area of the business that proved to be a bottleneck. Th ey evaluated machines for their fl exibility; their ability to make short production runs and then switch to the next run in a short time; availability of local service; level of technology; and very high on their list of expectations was the desire to purchase a machine with enough production capacity to support them through a growth period. “Th e TruMatic 2010R exceeded our expectations,” said Antonio, who added that the company hopes to add more TRUMPF equipment to their shop fl oor in the near future. “Being able to manufacture a very high quality product in Mexico and one that can compete with international companies successfully makes us all very proud and motivates us to continue this venture,” he said.

NCS Jaguar’s general manager (left) talks to one of the company’s owners, Antonio Toscano.

Who: NCS Jaguar, Espirito Santo, Mexico, Established in 1997. www.ncsjaguar.com/mx

What: Manufacturer of fabricated metal products.

How: TRUMATIC 2010R

NCS Jaguar

”Being able to manufacture a very high quality product in Mexico makes us all very proud.”

SPECIAL

With two programs that are setting standards in the industry—

TRUMPF’s Service Agreementsand the Spare Parts Xchange program—we give our customers a solid sense of security.

In today’s challenging and competitive manufacturing

environment, we know our customers can’t afford a

hitch in their production schedule.


SPECIAL


Securing the FutureTRUMPF customers have more than just leading-edge equipment

and technology on their shop fl oor. They have a sense of security

with TRUMPF’s Service Agreements and TRUMPF’s innovative, Xchange,

a four-year pro-rated warranty plan.

TRUMPF’s TruServices Group offers a bundle of different service agreements to help

keep your machine up and running smoothly and at optimum levels.

Xchange reduces the cost of ownership by providing a warranty on higher value

parts. And customers qualify simply by owning a TRUMPF machine.

SERVICE AGREEMENTSTh ere are four service packages available to TRUMPF customers, including the Basic, Classic, Special, and Premium. Th ese packages build upon each other and increasingly include additional services at a fi xed price. All four of the service packages include:■ Online telediagnostics and trouble-shooting; and■ Access to a service hotline, 24 hours a day, seven days a week.

Th e Basic package off ers customers a sense of security that fi ts with practically any business’s budget, including online telediagnostics and trouble shooting, and a service hotline available around the clock.

Th e Classic service agreement focuses on prevention instead of repairs by including periodic preventive maintenance visits. Th e Special agreement builds on the previous packages and also includes all labor costs and expenses for repair visits.

Th e full service package, which is the Premium agreement, enables customers to have complete control over their maintenance and repair costs by including all labor costs and expenses for maintenance and repair visits, as well as covering costs of spare parts and consumables.

In addition, a user-friendly soft ware package helps customers stay current on ways to keep their TRUMPF machine even more productive. Services include:■ Regular updates to TRUMPF’s TruTops soft ware;■ Teleservice and Telediagnostics to keep downtime and service visits to a minimum; and■ Access to TRUMPF’s internet portal, where customers will fi nd many tips for user applications.

For more information, please contact:[email protected].

XCHANGETh e Xchange program is all about providing value to TRUMPF customers through an extended warranty program. It reduces the cost of ownership of TRUMPF machines and lasers by providing customers with a four-year, pro-rated warranty on

“Xchange is like having free insurance.

It shows TRUMPF’s solid confi dence in

the quality of the products it produces

and their parts.”– Claudio Schutz, Director of Spare Parts and Logistics

17Express 1/10

higher value parts. It is the most innovative extended warranty off ered in the market, simply because customers aren’t required to purchase coverage. Xchange is a standard feature of all TRUMPF equipment.

If a high-value part fails the fi rst year of machine ownership, the replacement part is free. If the part fails during the second year, it can be returned for a 75 percent core credit. In years three and four, the credit amount is 50 percent and 25 percent, respectively. Qualifying parts on the TRUMPF machine will display the Xchange sticker, so there are never any surprises when it comes to determining what parts may or may not be covered.

Th e pro-rated Xchange warranty is based on the actual age of the spare part, and not on the purchase date of the original machine. Th at means customers enjoy the benefi ts of the program for as long as they have a TRUMPF machine.

More information may be found at:www.us.trumpf.com/Xchange.

So should a problem arise, with TRUMPF’s Service Agreement and the four-year, prorated warranty program, Xchange, rest assured your machine will be back online—in no time.

BasicSpecial Service

ClassicPreventive Maintenance

SpecialMaintenance and Repair

PremiumFull Service and Spare Parts

SoftwareRegular Updates

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’s’s’sss rrraaaarateteteteteeet d dddd duuuuuuurrererererererereredd d dd yoyoyoyoyoooururrurruuuuu eeeeeeee....

“We offer a variety of

agreements so you

can select exactly

what you need. They

range from extended

service support to

all-inclusive support.”– Daniel Maerklin, Key Accounts Manager


No dark days hereFriendship is serious business at Atlas Manufacturing.

Mark Engel (left) and John Peterson, co-presidents of Atlas Manufacturing.

CUSTOMER FOCUS


It’s been said that business partnerships, even under the best of circumstances, can

be diffi cult. And the general rule is to never go into business with your friends. Still, if you’re going to go on a wild ride, it’s kind of nice to have a good friend along. Just ask Mark Engel and John Peterson, co-presidents of Minneapolis-based Atlas Manufacturing. Th e two men have a friendship that dates back more than 30 years. Th ey met when both worked for a $2 billion publicly-traded company and used to joke about the day they would run their own business. Finally, aft er two decades of corporate boot camp, it was no longer a joke. Mark was ready for a change and accepted an off er to head the privately-held Atlas Manufacturing. “Four-and-a-half years into it,” said Mark, “I approached the owner to see if he wanted to sell, and they actually made me an off er.” And Mark immediately thought of his good friend, John Peterson. Th e skills that each man brings to the job complement the skill set of the other partner. John, a civil engineer with an MBA, brings great insight to the fi nancial end of the business, and Mark, a mechanical engineer, understands how machine tools work. “As co-presidents,” said Mark, “each one of us can run the company.” Th ere have, he said, even been periods where one co-president or the other has been away from Atlas for an extended length of time. Th ey have been able to leave without thinking about the company during their absence, and upon their return found business operating smoothly as usual. Th e duo has been business partners since 2002. “Eight years into it, and we’re still friends,” Mark said. “We still laugh every day.” During the time they spent working for the large international company, both men

”It was a bold move. But it worked.”

Atlas keeps a rigorous schedule, even during tough economic

times. The company has been running three shifts, seven days a

week since January 2009.

managed a sales function and traveled the globe—experiences that Mark believes groomed them well to run Atlas Manufacturing. “We’re not sheet metal people,” said Mark. “Some of our competitors running similar organizations are second or third generation sheet metal fabricators. We’re business people.” Something else that sets Atlas apart is that during the economic downturn, the company never changed its production schedule. On Fridays last summer and fall, when other companies would shut down or operate with a skeleton crew, Atlas kept its pace. It was business as usual. And since January 2009 they have been running three shift s, seven days a week. “We run when everyone else is dark,” said Mark. It was a bold move. But it worked. Th ere is something about a company that keeps moving forward, even during challenging economic times, that lures new business. However, it hasn’t been easy. As was the case with most companies, the numbers at Atlas dramatically plunged during the fourth quarter of 2009 due to the economic crisis. But things began to pick up in January, and according to Mark February bookings were the highest in company history. Th e uptick, he explained, was due to the procurement of some key contracts. Still, as good as that news sounds, a challenge for Atlas is to successfully meet the new business demands without driving up the cost of doing business. One of the recent contracts is from a company that provides store fi xtures—something that Mark believes is an auspicious sign that the retail industry is beginning to bounce back. In addition to retail, Atlas serves OEMs in telecommunications, technology, industrial, >


CUSTOMER FOCUS

medical and commercial industries. Lot sizes at Atlas range from 10 pieces to 5000, keeping in mind that in some cases that’s 5000 pieces every week. At one point, in 2006, Atlas was running fi ve turret machines and two lasers to produce fl at blanks. But that’s all changed. The turrets have been sold, as have the company’s old lasers. Today, Atlas Manufacturing produces f lat blanks exclusively with their TRUMPF TruLaser 2030. Th e company also has some interesting combination parts that are produced with intensive punch features on the TruPunch 5000, which are then laser cut using Atlas’s precision locating pins on the TruLaser 2030. Th e company has installed a Stopa tower to integrate the TruLaser with the TruPunch to achieve even greater effi ciency. One element that has played an integral part in the $10 million company’s business success is the “Twenty-Two Point Evaluation” for purchasing the right laser cutter for the business. Th e point system was developed by Mark and John, who are willing to share it with other fabricators who may fi nd it useful. Mark explained that sheet metal fabricators are oft en enamored at trade shows by the razzle and dazzle of the machines on exhibit—and then wooed even more over expensive dinners. But at the end of the day, as he pointed out, the

only thing that matters is that the equipment you purchase is right for your operation. Achieving that kind of objectivity was the catalyst for Mark and John to create their own checklist to help them evaluate prospective equipment purchases (see sidebar).

TRUMPF, according to Mark, scored “way above everyone else on knowledge,” which was the deciding factor when it came to choosing TRUMPF over other brands. Th ere’s no doubt that Mark and John are extremely pragmatic businessmen who pay close attention to the details of their business. “I get up at 4 o’clock every morning,” said Mark, the father of 4-year-old twin girls and another set of twins who are 24-years-old, a boy and a girl. In addition to checking his e-mail and working out during the early morning hours, Mark checks his web cam from home to confi rm that the TruPunch is doing its job on the shop fl oor. And who could blame him? “If I put in a million dollar sytem, I want to see it run,” he said.

Laser Evaluation

Quality of the organization

Service

Responsiveness

Knowledge

Reliability “green light time”

Cost to operate

Footprint

Ease of use

Dynamic nesting software

Operator interface

Application versatility

22-Point evaluationFor purchasing a laser cutterDeveloped by Mark Engel and John Peterson, Co-presidents of Atlas Mfg.

Part sorting

Load/Unload

Terms

Installation cost

Trade-in

Interface load table with TRUMPF punch

Machine access

Speed of cut

Cut quality using compressed air

Warranty

Drive maintenance

Price

Who: Atlas Manufacturing, Minneapolis, MN www.atlasmfg.com

What: Complete contract manufacturer, specializing in precision, cosmetically fi nished sheet metal fabrication.

How: TruLaser 2030 and TruPunch 5000 with Stopa tower

Atlas Manufacturing


Creativity is more than a concept at TMCO. It drives the production of tangible parts and products. Dan Moore, manager of the company’s

Art and Metal Division, discusses the important role creativity plays in the day-to-day business of Lincoln, Nebraska-based TMCO.

What is TMCO’s Metal and Art Division?It was born from an idea to create profi t from scrap generated by the machining and metal fabrication divisions. It opened the doors to an increasingly diverse customer list. Th e initial plan was to create products using our drop materials and market them. Initially, we made things like key chains and corporate gift s. Th en work turned toward garden racks and items for a billiards distributor. TMCO still has a few of these early items in production. However, it was in the division’s second year that furniture and outdoor sculpture started to fi nd its way onto the product list. Shortly aft er that, >

Respect for the creative craft

is a priority at TMCO.

Quality and creativity

Dan Moore, manager of TMCO’s Art and Metal Division, and colleague Tom Spahn, take one of their fabricating jobs out for a spin.


Metal and Art found its way into local architectural, advertising and real estate development fi rms, which brought the work to another level.

How do you integrate Metal and Art with TMCO’sproduction area?Th ere are some small custom jobs that come through that may not be a good fi t for the production areas, and we will handle those in Metal and Art from start to fi nish. But to shine and be profi table we want to do large-scale custom projects. Th e Metal and Art Division works with the customer throughout the entire process. Th is allows the best possible outcome for all parties involved.

What is your background?When TMCO purchased their fi rst laser many years ago, a TRUMPF L2503 LaserCat, I was lucky enough to be hired as the operator. You might be familiar with the old saying “give a person a hammer and the whole world becomes a nail”…that laser was one sweet hammer. My background is a broad collection of experiences. Th e short list is something like this: automotive machinist, trade school (tig welding, CAD), factory laborer, college student (English & art), avionic inertial navigation specialist (USAF), high production machine operator (printing industry), college student (psychology), metal artist, and laser operator. If you mix them together my job as Manager of TMCO’s Metal and Art Division seems to make sense. You endearingly call employees who work in the division “eccentric and artistic.” Why? TMCO is made up of an incredibly talented workforce. Th at being said, I’m fairly certain the drum beat of its Metal and Art Division is less cadenced and more jazzed. Th e employees are very talented in diff erent aspects of the fabrication process. Pretty much all of them still ride a bicycle and the majority of them ride to work more than half of the time. Coff ee isn’t a luxury in our shop; it’s more of a lifestyle. Whole bean, roasted locally and ground fresh every morning and aft ernoon. Quality of life is a term that comes up a lot.

You mentioned that your employees use both their left and right brains. How so?National Cereal Chemistry is an equipment line that was purchased by TMCO in the mid 80’s. Th e equipment was originally designed in the 30’s and 40’s. It’s primarily used in the development and quality control of bread products. Metal and Art was growing out of its current building and National employees were getting close to retirement age, so combining

the two divisions worked out well. All of the Cereal Chemistry equipment is assembled and tested by the guys who are also working on the latest art-related project. Th e attention to detail is an absolute must in both fi elds and the diverse backgrounds of the employees blends well with the scientists and engineers we deal with on a daily basis. About 65% of the National-TMCO Cereal Chemistry equipment gets sent overseas for new labs that are creating better food standards worldwide.

”The diverse backgrounds of the employees blend well with the

scientists and engineers we deal with on a daily basis.”


PROFILE

The Garden Dome at the Sunken Gardens in Lincoln, Nebraska, fabricated by TMCO’s Metal & Art division.

Who: Total Manufacturing Company, Lincoln, Nebraska. Estabished in 1974. www.tmcoinc.com

What: A one-stop, concept to completion metal fabricating company. As a division of TMCO, Metal & Art is a unique, full service fabrication studio created by innovation, unlimited imagination and the desire to bend metal.

How: TruLaser 5030 with LiftMaster, TruLaser 3030, TC 5000 (TruPunch 5000) with dual cart SheetMaster, TC5000 Punch (TruPunch 5000), V2300 press brake (TruBend 5230), V130 press brake (TruBend 5130), V85 press brake (TruBend 5085)

Total Manufacturing Company (TMCO)

Can you talk about one of the Metal & Art Division’s noteworthy projects? Th e TipTop building in Omaha was where the original TipTop hair curlers for women were manufactured back in the 50’s and 60’s. A developer turned the old factory into ultra-modern living spaces. We were off ered the opportunity to design and manufacture the railings for the fi ve-story atrium, rooft op deck, penthouse, and outdoor hot tub / movie theater. We started the design around the skeletons being produced on the TRUMPF

TruLaser 3030. Th e job went so well that we were asked to build the balconies for the side of the building, and to supply balconies for two more historic buildings the following year.

Do most of your customers require function as part of the creative design, or are most of the projects you work on driven by creativity alone?I would say that 99% of the projects we work on perform a function, and sometimes that function is art. I’m sure that you’ve seen art that left you wondering “why?” (and maybe that was the “function” the artist was trying to achieve). As far as I can tell we have only worked on machines, furniture, signage, and art that perform the intended function. Metal and Art / TMCO has been blessed with the task of fabricating sculptures for a few renowned artists that have been installed both locally and internationally. Th ese are amazing pieces driven by the creativity of the artist but designed to function in the space of destination. Some of these pieces are in major airports and international hotels. Metal and Art helps tailor the fabrication process and then takes on the quality control aspect of the construction. Th e artist is the designer and installer.

Do you pay attention to design trends in the Metal and Art Division?Th e trends that are refl ected in our work and designs are directly related to the sweet new “hammers” that Roland, TMCO’s owner, keeps surrounding us with. When TMCO gets a new machine we can’t wait to use it. Oft entimes we will gravitate toward that new method and hit all the new projects with it. One of our newest hammers is TRUMPF’s TruLaser Tube 7000, which was just installed a couple of weeks ago. From the endless arcs of the laser to the infi nite number of textures that the new punch machines can generate, I can’t wait to see what next year’s technology will bring us.


In 1952, Mr. Edison Price began a small, privately held company in an old ice house on E. 60th Street

in Manhattan. From the heart of New York City, this skilled lighting designer lived his passion for bending light and making fi xtures. With a hands-on approach in the factory, he built a company known as Edison Price Lighting. By continuously designing and manufacturing innovative architectural lighting, the company gradually matured into the 100-employee operation it is today. Still owned and operated by the Price lineage, it is now Edison’s daughter, Emma, who provides the glow which illuminates the company.

Trusting in technologyFast forward nearly 45 years to the late 1990s, and Edison Price Lighting had become well established across the world in the areas of design and fabrication. Familiar with long-run punch press operations but encouraged by the potential of laser cutting, the company purchased its fi rst laser, the TRUMATIC L2530 (TruLaser 2525). George Closs, Executive Vice President of Engineering/Operations, recalls, “Th e laser brought completely new technology into Edison Price Lighting”. George was hired in 1997 to manage the purchasing department and assist in the implementation a new ERP computer system, and although not actively involved in the laser purchase, he remembers that AutoCAD fi les allowed the company to make parts quickly. “While technology was not in the forefront for Edison Price Lighting at the time, over the next decade it increasingly became a focal point for us.” >

Lighting the wayEdison Price charts a course

that is lean and looking up.

George Closs, executive vice president of engineering/operations at Edison Price Lighting.



Since then, the laser has proven

itself essential in keeping the company competitive. George explains, “We

needed to react quickly to the customer demands; sometimes running thousands of parts, sometimes just a few orders. Before, special variations had to be done by hand and we needed a better way to accommodate unique projects. Technology was the answer.” But these technological advancements did not solely infl uence laser cutting at Edison Price. By 2008, the company was due for an upgrade to its press brake and punching technologies. For George, there had been a noticeable shift in fabrication from hard tooling to advancements in soft ware design. “Skilled tool and die makers have become increasingly more diffi cult to fi nd,” he explains. “At the same time, college graduates have become much more successful working with computers.” And with this shift in mind, Edison Price purchased a TruBend 3066 and TruPunch 2020, which allowed them to transfer parts to the new machines and eliminate older technology. TRUMPF’s TruTops soft ware has become the connecting link between the design and production departments at Edison Price. “Now, we design everything in Solidworks and with TruTops running on our machines, we easily convert these fi les and start the production process,” explains George. Increased speed in adapting parts has provided Edison Price with a distinct advantage. “We have competition in the Far East who do not want to customize, but our willingness and ability to do so has kept us going, especially in the depressed economy.” Quick customization has been the key for Edison Price. With the fl exibility and the interconnectivity of the technology on their shop fl oor, “We can adjust a Solidworks fi le and within minutes have parts running on our TRUMPF machines,” says George. In addition to a quick turnaround for part modifi cation, the updates in technology also increased Edison Price’s capacity to run lights-out. George estimates that about one-third of the company’s projects are specialty projects. While being fl exible to customize has been essential, lights-out production capabilities have allowed Edison Price Lighting to keep pace with some of their larger projects. “Right now, we are quite busy with a few major projects in Las Vegas as well as some large notable museums. We set the program up and run the punch all night. In the morning, we are ready to continue with assembly.”

Th e reliability of lights-out operation has been vital for long term custom products. Recognized by the US Department of Commerce for its lean approach, Edison Price, according to George, is “a company that is truly customer driven. We do not keep inventory.” He explains, “When an order enters into the system, it fl ows into the production line, through assembly and shipping. Everything is built to order and a few days, at most, is all Edison Price needs to get the order out the door.”

Staying leanIn 2001, shortly aft er the laser purchase, Edison Price consolidated it’s operations into its current location in Long Island City, situated just across the Queensboro Bridge. It’s no wonder they decided to stay close to Manhattan. New York City boasts some of the best lighting designers and architects in the world. When a lighting project is in development, the expertise at Edison Price is just a short train ride away, which provides the opportunity for many of the world’s top lighting designers to visit the facility and work directly with Edison Price Lighting designers. However, real estate in Metropolitan New York is expensive so it’s no surprise that running a lean operation is important to Edison Price. With upgrades to technology and a limited inventory approach, the company has been able to reduce facility requirements by one-third since settling in Long Island City. Th is location allows Edison Price to stay close to the pulse of the industry without compromising its production capacity.

Seeing the lightWhether in special commercial space across the world, New York galleries or the National Archive in Washington D.C., whenever he sees something Edison Price has helped create the moment is always awe-inspiring for George. “It’s something you become proud of,” he explains. And while he prefers to spend his personal time outdoors camping and enjoying the fresh air, inside, George says, he fi nds himself always “looking up.”

Who: Edison Price Lighting. Long Island City, New York, Established in 1952. www.epl.com

What: Designs and manufactures innovative, energy-effi cient architectural lighting fi xtures.

How: TRUMATIC L2530 (TruLaser 2525), TruPunch 3066, TruPunch 2020 with automation

Edison Price Lighting

Edison Price Lighting sets the bar high for its industry.

FABRICATING


50TH ANNIVERSARY

When laser technology was fi rst introduced in the 1960s, it was an invention in search of an application. Today the laser is an integral part of our everyday lives—in obvious ways and also in ways that may surprise you. TRUMPF, which began in 1923 when Christian Trumpf and two partners purchased the engineering workshop Julius Geiger GmbH in Stuttgart, Germany, has evolved into a world market leader in industrial laser technology. In 1978, the new chairman of the Managing Board at TRUMPF, Berthold Leibinger, returned from an information-gathering trip in the U.S. with a special piece of luggage: a 1 kW CO2 laser. Th e following year TRUMPF introduced the fi rst combined punch-laser machine, with CO2 lasers featuring 500 and 700 watt output from the U.S. as the beam sources. TRUMPF built its own 1 kW CO2 laser in 1985, and in 1989 TRUMPF presented the square folded high performance CO2 laser—still today’s best-selling multi-watt laser. In 1999, the disk laser greatly increased the performance potential of diode-pumped solid-state lasers. TRUMPF unveiled its fi rst lab resonator at a European trade show. Ten years later, in 2009 TRUMPF demonstrated the fi rst highly brilliant multi-kilowatt industrial laser with high performance laser diodes as a direct beam source. Here are just a few examples of how lasers have changed the world.

A reasonto celebrate

At 50 years, the laser

reaches a milestone



50TH ANNIVERSARY

Malaria is a dreaded infectious disease in Africa. A laser gun has now been developed to kill off the Anopheles mosquitoes that transmit this disease. A camera detects the mosquitoes and shoots them down with a weak laser beam that is harmless to other insects and – of course – to humans, as well. Its inventors claim that just a few such lasers will be suffi cient to rid entire residential districts of mosquitoes once and for all.

Foodstuffs have traditionally been marked either with labels or on their packaging. Nowadays there is a trend towards direct marking. Here a laser marks information such as country of origin and sell-by date straight onto fruit, cheese, or eggs. This is hygienic, fast and so economical that some foodstuffs are now being used for promotional purposes – like the apple bearing an advertising logo.

Is that sausage fresh? How clean is that water? Laser spectroscopy will answer questions like these. Lasers stimulate the atoms in a specimen and a special device measures what kind of energy is absorbed or refl ected, indicating whether harmful substances are present. One laser gun currently in development will be able to identify spoiled meat – through the outer packaging – by detecting chemical changes on the surface of the meat.

Garbage is a valuable source of raw materials but only if it is properly separated. Today this is a job for special sorting machines that sort garbage with the help of laser beams. Each material responds with its own special fi ngerprint, which is particularly useful in distinguishing various types of plastic.

Using a laser to cut sheet metal has many advantages. It puts less strain on the material and is economical for small batches, too. Blanking the artistically perforated brake discs used on high-end mountain bikes would warp them. If cut by a laser, they remain perfectly fl at.

Lasers can melt steel but laser light can also be used for cooling. It can bring an atom’s temperature down to almost absolute zero. While this may sound like a contradiction, it does work. With the correct frequency setting, the laser will slow down an atom’s vibrations and this in turn lowers its temperature. Basic researchers use laser cooling in complex devices. Physicists in Bonn recently demonstrated that this principle also works in a sort of miniature refrigerator. It cools things down in seconds and could well become the “mirror image” of the microwave oven.

Invisible seams with superb precision. The laser has a lot to offer when welding plastics, too. One example is sealing remote control keys for cars. Laser transmission welding is particularly ingenious. This entails light passing through transparent plastic, plasticizing the mating part underneath – which in turn heats up the transparent plastic. This technology was pioneered in the automobile industry to weld sensors, dashboards and liquid reservoirs made of plastic.

27Express Vol. 1/10


High powerEugene Watson began a love affair

with science and technology in

the 1950s that continues today.

son began a love affair

and technology in

at continues today.

Express Vol. 1/1028


PERSONALITIES

”When the CO2 laser with its ability to generate average power came along, Earl and I immediately realized the signifi cance of it.”

In the 1950s, American Eugene Watson began a love aff air with science and technology that continues today. Th e founder of Coherent Inc., a world leader in laser technology, discusses his experience as a pioneering laser entrepreneur.

How did you become interested in lasers?In the early 1950s during the Korean War, I was draft ed into the Army and became a radar offi cer. I was never exposed to technology before, but I really took to it and became infatuated with science. Th e thing I liked most about science was that once you discover a scientifi c truth it remains forever true. When I got out of the Army, I went back to the San Francisco Bay area and sought employment at a number of technology-based companies, including Varian Associates. Varian was heavily involved in microwaves, which fi t with my radar background, so they hired me.

How did you get started working inlaser technology?Aft er the 1958 Physics Society meeting where Charles Townes and Arthur Schawlow proposed that a laser was possible and described what it would take to make a laser, it was the four-minute mile. We thought no one could run a mile in four minutes until one guy fi nally did, then everybody started doing it. Nobody could make a laser work until 1960 when Ted Maiman did. We built a helium neon laser on a breadboard at Varian immediately following the development at Bell Lab.

Did you have applications in mind for the laser or just a faith in the technology?Both. Th e ion laser was the next important laser for a number of reasons, one of which was it produced more power than a helium neon laser and people wanted more power. Also, the helium neon laser was characteristically red, but the ion laser ran the gamut from blues to reds. It was pretty fundamental to believe that people were going to want diff erent colors

for whatever reason. I came across the DuPont Company, which wanted “a white-light ion laser” for a holographic data storage development project. In the mid 60’s no one made such a laser. Th at’s how Coherent got started, based on my “if you really believe this, you better act on it” philosophy.

What truly convinced you the laser would bea useful technology?My friend and business partner, Earl Bell, and I would oft en discuss the problems and applications for lasers. For example, we thought back to the demonstrations of the ruby laser punching a hole in a razor blade and began to develop the idea that you could do materials processing if you had enough average power. Th e problem was the ruby laser didn’t have average power. When the CO2 laser with its ability to generate average power came along, Earl and I immediately realized the signifi cance of it and he said, “Well, Gene, that’s the fi rst laser that can do real work.” It turned out to be true. Our fi rst CO2 laser customer at Coherent was a Boeing manufacturing research lab that wanted to investigate cutting and welding titanium. Th e fi rst laser that could do “real work,” remains a workhorse.

Tell me about the fi rst Coherent laboratory set up at your house. Instead of renting space, we moved into my house. A 220-volt plug was needed to power the laser, so we set up in the laundry room. We used the power available for the clothes dryer to do CO2 laser experiments and the water for the washing machine to cool the thing. But we didn’t have a suffi cient distance to throw the beam to see if we had coherent

radiation. So we got some mirrors and directed the beam out the door and across the street, onto the garage door of my neighbor, who I didn’t like because he always complained. Sure enough a brown spot began to appear on his garage door and we said, “Hey, we’ve got a laser!” Th e laser’s potential seemed limitless back then.

What opportunities did you envision?Early on I was challenged by the notion that lasers could be revolutionary in medical applications. And I thought the laser would be an important tool in optical spectroscopy applications, which it is. But the ubiquitous applications please me the most. Today, every home has lasers in it somewhere.


y laser en the nerateand Iancehat’s k.” ItCO2as alab ingser ns

dse e


CREDITS

TRUMPF Express Vol. 1/10

Magazine for Sheet Metal Processing

Published by

TRUMPF Inc.

Farmington, CT 06032

www.us.trumpf.com

Responsible for the content

Sheila LaMothe

Editor

Melanie McMillan

860-255-6112

[email protected]

Editorial staff

Patti Charette

Mike Gordon

Susan Grohs

Sheila LaMothe

Design and production

John Mik, MIK Advertising & Design

Printing and assembly

Paladin Commercial Printers, LLC

Contributors

Pr + co. gmbh, Stuttgart

Photography

Steve Adams Photography

Chip Duncan on behalf of Relief International

Matthew J. Glawatz, Clark Enersen Partners

Scholz Images Inc.

Lance Juusola

Ludwig Photography

Emilio Toledo


Steel has long functioned as a protective barrier against one’s enemies. From the steel plate full-body armor worn by knights in the Middle Ages to the titanium-steel armor that covers today’s military combat vehicles, steel is proven as a battle-worthy material with a fascinating history. Before the introduction of plate armor, another type of armor called mail was worn as a full outfi t or in pieces covering the head or limbs. According to the website of the Higgins Armory Museum in Worchester, MA, (www.higginsmuseum.org), mail is composed of interlocking iron rings and is still used in butchers’ gloves. Mail is an armor form that’s more than 1000 years old. Sword blows were unable to break the rings, and the holes in the mail armor were too small to allow the penetration of blade tips; however, mail provided little or no protection from crushing weapons. Plate armor then replaced mail, partly because it spread the force of the weapons over a wide area and defl ected blades better. During the Middle Ages, knights who could afford it had their full-body plate armor custom-made; however, most had to buy their suit ready-made and then modify it to fi t. Th e price of a suit of armor cost about one-quarter of a knight’s annual income. Some men could only aff ord to buy a few pieces of armor to cover parts of their body, such as their legs or arms, and still others had to “borrow” pieces they found scattered on the battlefi eld.

According to the Higgins Armory Museum’s website, combat suits consisted of more than 200 individual pieces of plate steel. Amazingly, if the suit fi t properly, a knight who was struck from his horse during battle could easily remount—even though the armor typically weighed between 45 and 80 pounds. Th e armor of earlier ages was no more of a hindrance to those who wore it back then than is the equipment that modern-day soldiers carry on the battlefi eld, which weighs about 90 pounds. Because of the steel forging techniques that were used, a full plate armor protected soldiers from arrows, swords and also early fi rearms. When they were felled to their death, knights typically succumbed to blunt weapons that could send sudden jolts of force through the plate armor, which resulted in injuries such as hemorrhage of organs, broken bones and head trauma. Although the age of the knight has long been over, steel continues to be used on the battlefi elds

to fi ght the wars of the 21st century. It’s found in an array of weaponry and protective gear--from body armor to armored personnel carriers.

However, as sturdy as steel is, it also has a soft er side.

Think “knight in shining armor” and the code of chivalrous conduct for those who entered the

knighthood. Th at code dates back to the Dark Ages and requires virtuous conduct that not only includes bravery and combat skills, but

also faith, hope, charity, valor, and gallantry toward

women.

Steel on the battlefi eld

Steel forging techniques protected soldiers from arrows, swords and early fi rearms.

Knights in shining armor.

44 Express Vol. 1/10 55Express Vol. 1/10

8

SOLUTIONS

12 Jaguars, horses and chickens: oh my! NCS Jaguar, a successful company based in Mexico, operates in a hacienda-like environment.

CUSTOMER FOCUS

18 No dark days here It’s no joke; friends can go into business together and succeed.

PROFILE

21 Creativity and quality Metal and art make for a creative cocktail at TMCO, where coff ee is a lifestyle.

FABRICATING

24 Lighting the way Th is New York-based company has a presence in just about every noted museum in the world.

ANNIVERSARY

26 Celebrating 50 years of laser technology Fift y years of the laser were enough to change the world.

When Projects Inc. in Glastonbury, Connecticut brought

the TruLaser 1030 onto their shop fl oor, it was a test to

see if the machine would perform to expectations and

have an impact on the bottom line.

PORTRAIT


030428

303031

TO THE POINT

PANORAMA

PERSONALITIES


CREDITS

CLOSING POINT

STANDARDS

TOPICS

12

24

18

28

EXPRESS VOL. 1/10 FEATURE

CONTENTS

SpecialTruServices and Spare Parts XChangeStarting on page 15

2 Express Vol. 1/10

Vol. 1/10

SpecialTruServices and

Spare Parts Xchange—going beyond the sale

Metal and artFunctionality and creativity at TMCO

A light accentDownlights, accent lights and

wallwashers add ambiance

Fifty yearsA milestone for laser technology

Magazine for Sheet Metal Processing in North America

Small, but mightyTRUMPF‘s TruLaser 1030 is unlike any

other laser cutter on the market

Powering Industry

Japan is much more than sushi and sake. Its infl uence is worldwide, in industries like automotive, aerospace, electronics, textiles, and semiconductors. With one third of Japan’s electricity coming from nuclear power, safe and continual operation of the plants is essential. Engineered Systems Group (ESG), with help from their TRUMPF

equipment, designs and fabricates stainless steel strainers to help supply cool water to nuclear reactors across Japan and around the world in the event of a Loss of Coolant Accident. If there’s an emergency, the strainers allow reactors to shut down safely – keeping the lights on for industry and the future bright for people everywhere.

TRUMPF Express V 1-10

Documents

trenches of small business

small business owners

normal business cycle

proven business model

way th

new reality

new busi

small businesses