Archive: June 24, 2025

Tools for growth: Malben Engineering’s tool and die making foundation sets the pace for the future!

June 24, 2025

A strong tool and die making foundation equips Malben Engineering, a Tier 1 automotive component manufacturer, to collaborate with Original Equipment Manufacturers (OEMs) and global toolmakers on new tooling, while also providing in-house support for manufacturing, according to Technical Director Marco Smargiasso.

“Malben’s vertical integration and investment in its tool and die making (TDM) capability is a key differentiator, especially because South Africa is short on TDM skills,” Smargiasso says.

“Local industry has lost over 80% of its capacity to support its own manufacturing, due to  outsourcing to international markets and a lack of infrastructure investment.

This is according to the INTSIMBI National Tooling Initiative: a national, multi-stakeholder initiative which was established under the auspices of the South African Department of Trade Industry and Competition (the dtic) and the Production Technologies Association of South Africa (PtSA) to implement a turnaround strategy for South Africa’s distressed tooling industry,” he adds.

A strong foundation

Malben started out as a tool and die maker in 1974, and – unlike many tool and die makers at the time – then transitioned successfully into mass automotive component production. However, also unlike many current competitors, the company still retains and continues to invest in TDM as an in-house support service.

Smargiasso attributes the local TDM deficit to a lack of economies of scale: “To have a stable TDM business, you need consistent work flow. In the automotive component sector, it tends to be a ‘feast or famine’ scenario. When an OEM launches a new vehicle, tool and die making is in demand, and locally there are not enough suppliers.

Then, there is typically also a big gap between model launches – and another challenge faced by TDM businesses is that the OEMs tend to carry over many parts from old to new models – with model life cycles typically ranging from 7 to 10 years. With no new tool and die making demand, tool and die makers cannot survive.”

While South Africa is home to 7 major OEMs that make approximately 600 000 vehicles per year, China’s 16 OEMs produce over 30 million.

Furthermore, a decline in TDM is not unique to South Africa, Smargiasso adds: “With the largest automotive industry in the world, China has out-competed TDM sectors globally – and OEMs now outsource most tooling for new models to China.”

Malben’s significant step-change – expanding its manufacturing capability in 2021/22 – followed the launch of new vehicle models by its largest OEM client, which required more than 200 new tools. Malben produced 40 of those tools – significantly more than its local competitors.

The company has also created a tooling facility to maintain and make replacement components for the tools used in production: “We would not be able to run our manufacturing operation without the support of our tool room. We have invested in software and technology that keeps us relevant and competitive,” advises Plant Manager, Jithin Kottikkal.

Over the past two years, the main investment has been in reverse engineering software: “Our tool room handles repairs and improvements. We have found slight discrepancies between computer-aided draughting (C.A.D.) models received from China, and the tool itself. So, we take the original and reverse engineer it, making any adjustments based on that,”  Kottikkal explains.

Tooling up for the future

Smargiasso emphasises the value of Malben’s historical experience in tool and die making: “We use this to analyse the tool designs presented to us by Chinese manufacturers. We make sure that the designs will deliver the correct product quality and run capacity,” he says.

He believes that the 80/20 principle applies: “We determine 80% of your project cost within the first 20% of the actual life-cycle. By getting the quality and the tooling design correct up front, the home-line trials, customer sign-off and approval process goes smoothly. More importantly, it means that for the rest of the project life – normally 10 years – we do not have a tool that becomes an “albatross around our neck.”

Commercial Director Marius Schafer concurs: “Even though we do not have the capacity to manufacture very large tools, we continue to invest in the intellectual property – knowledge and expertise – needed to manufacture high-quality parts. As a Tier 1 supplier, Malben’s value-add and differentiator for our customer includes meticulously reviewing the tooling for functionality, robustness, durability and in terms of process layout.”

This is achieved via process modelling and stamping simulations. This was somewhat complicated by the Covid-19 pandemic, when Malben liaised with a tool shop in China thousands of kilometres away, remotely.

Continued investment

To remain up to date, Malben is also still investing in equipment – for example, planning for the installation of a new 2 500 ton press.

“Because of our tooling expertise and upgraded technologies, our internal investment in people and skills, intellectual property and in leveraging different linkages and partnerships, we can quickly pivot as required, adopting and incorporating any new technologies on the market,” Smargiasso concludes.

AES proves that proactive energy management pays off! 35% reduction in fuel use and associated CO² emissions, improved availability and reduced steam costs

June 12, 2025

On-site energy utilities such as boilers must be independently managed to achieve meaningful performance outcomes. Steam and boiler operations and maintenance expert service provider, Associated Energy Services (AES) frequently discovers that companies incorrectly rely on a single fuel-to-product usage ratio to capture energy metrics and performance.

“This has significant implications as cost pressures, competitive forces and other challenges have decimated South Africa’s manufacturing sector in recent years. Consequently, these aspects must be independently managed to give the site the best possible chance of maintaining competitiveness while maximising profit margins,” advises AES Commercial Director Dennis Williams.

One size does not fit all

Williams emphasises that thermal energy operations and utilisation in production facilities contain two major processes: the conversion / generation process and the production / utilisation process.

Multiple measurements are essential, including water meters to assess feed water to boilers and makeup water, temperature probes to measure condensate and feed water temperature; and also specialised probes to measure the CO2/O2 in flue gas. It is also important to monitor steam splits and condensate return volumes.

“At the outset, AES conducts an energy analysis as part of an initial proposal and solution development, identifying the current baseline and comparing it: either to client outcome expectations or AES’s best-case performance baseline.

Then, a more detailed energy analysis follows once AES is on site managing the client’s boiler operations and proactively addressing cost, efficiency, emissions performance, reliability and uptime,” Williams advises.

As energy management requires consistent effort and intervention, AES’s excellent experience, expertise, systems and methodologies are constantly applied, via a system of meticulous and ongoing checks.

“This intense level of energy management is beyond the scope and capability of clients – and is furthermore frequently seen as a non-core business activity – which is where AES comes in and ‘fits’ perfectly,” he comments.   

The perfect people

To this end, AES has a core national and regional team of experts to support client operations. Those on site are the critical client interface and ‘hands’ of AES.

While automation can successfully manage the combustion process on liquid or gaseous fuels, this does not apply to solid fuel combustion systems due to the variability of the quality of the fuel (particle size, moisture content, volatile content, ash content).

Williams says AES’s on-site team focuses on continuous improvement, looking at new management approaches to better extract value: “We rely on robust personnel training, retaining hard-won industry and application experience – and fostering an environment of skills transfer and empowerment across the entire team.”

Implications of not doing energy management

Failure to undertake regular energy management assessments has massive safety implications, Williams warns.

This covers combustion, heat, dust, gases, rotating equipment or electricity. Process safety management (PSM) manages activities where there is an element of risk, and specific personnel are trained in HIRA (Hazard Identification and Risk Assessment): “These team members are tasked with identifying and quantifying risks – which are then rolled out into management tools and work procedures, ensuring that all on site have specific work instructions, information and training on how to safely execute the relevant activities.”

Failure to conduct operational performance evaluations also results in higher operating costs (fuel and maintenance), increased plant downtime, a higher carbon footprint and reduces the lifespan of plant.

Benefits of proactive energy management

“The more efficient the combustion, and the lower the losses as unburnt carbon in ash, or CO² in flue gas. The more efficient the management of the heat transfer process, the lower the energy losses,” Williams explains.

Use of fuel – by far the highest cost – can effectively be managed through the recovery of the energy released (boiler heat transfer), ensuring that the maximum amount of energy is recovered from the fuel into the steam.

Closely aligned with this are the considerations of fuel costs and quality. Through its in-house laboratory, significant buying power, access to market supply and sourcing expertise, AES ensures that the best quality fuel is procured at the lowest cost.

The quality of the steam supply is another key consideration, Williams points out: “This relates to stability of steam pressure, maximisation of condensate return, the dryness of steam and the reliability / continuity of steam supply. These all impact on how a company can effectively use the steam supplied to maximise efficiency and lower usage per unit of product.”

Efficient operations also positively impact key aspects such as sustainability and emissions. Improved boiler efficiency and maximisation of condensate return, in turn, lowers resource usage (coal and water) per unit of production.

Effective maintenance management including scheduling, quality execution, planning and recommissioning all impact on objectives relating to maximised efficiency and plant reliability / uptime.

Proactive energy management pays off

The beneficial outcome of effective energy management is best illustrated by a pilot project that AES undertook for a multinational fast-moving consumer goods (FMCG) client.

“This entailed the installation of an additional boiler, mitigation of liquid fuel use and overall outsourcing of operations. Following operational takeover and maintenance / operations interventions by AES, there were significant improvements. There was complete mitigation (100% reduction in costly liquid fuel use for steam generation) and a 21% improvement in CO2 emissions when compared with the client’s operational baseline.

As a result, this client outsourced its largest steam generation facility to AES, achieving similar results with lower steam cost, improved availability and a staggering 35% reduction in fuel use and associated CO2 emissions – proof indeed that proactive energy management pays off. AES now services five of this client’s sites,” Williams concludes.

100 years of safety leadership – A-OSH 2025: DEKRA celebrates its proud past and focuses on opportunities in the future

June 5, 2025

DEKRA Industrial and its adult-based education and occupational skills training division, the Institute of Learning (IOL) showcase a milestone at A-OSH 2025, as the company celebrates DEKRA Global’s 100 years of safety leadership and reaffirms its purpose: to create safer workplaces, foster learning and opportunity, and honour DEKRA’s founders – whose vision, persistence and hard work have shaped the company into what it is today.

A-OSH 2025 is especially meaningful for the company, coinciding with DEKRA Global’s centenary and the celebration in South Africa. Through this dual lens – one of global impact and local roots – the company is connecting its heritage with expansive, forward-looking leadership.

“At the core of this is faith and belief: in our people, in our purpose, and in our power to make a difference,” said Christopher Mörsner, Head of Training and Consulting at the DEKRA Institute of Learning.

“From our forebears in 1925 to today’s employees in 2025, we have been united by a common purpose: to protect and nurture people, creating opportunities which make a tangible difference to their lives. We are also fuelled by gratitude for DEKRA’s amazing and inspirational legacy – which we are proud to be a part of, and is close to our hearts; as well as for our dedicated staff and leaders today,” Mörsner enthuses.

Culture of safety

DEKRA Industrial’s and the IOL’s consistent presence at A-OSH reinforces its holistic, integrated approach to safety, which combines advanced non-destructive testing (NDT) and inspection services, Process Safety Management (PSM), and occupational skills training for a wide range of sectors, including high-risk industries. The IOL’s competency-based training is designed to shape not just technical skills but mind-set: addressing behavioural risks, decision-making and organisational change to create a culture of safety.

“We work at the intersection of systems and people,” says Mörsner. “Our role is to help organisations move from compliance to a culture of proactive safety – where decisions are data-driven, interventions are timely and employees feel personally accountable. Our presence at A-OSH reinforces the importance of occupational health and safety and culture of safety approach.”

New market offerings

At A-OSH 2025, DEKRA IOL is introducing its emergency preparedness kit and process offering: a structured, practical solution which supports a real-time emergency response: including first aid resources, contact documentation, lighting and fire extinguishers – all prepared for use at on-site assembly points.

“We identify gaps and needs in the market. This offering is about providing industry with structure, clarity, and accountability when it matters most,” says Mörsner. “It helps eliminate confusion during emergencies and ensures that lives are protected through streamlined emergency response coordination.”

The company will also soon be launching an additional e-commerce payment portal, designed to make adult-based education and occupational skills training more accessible. Clients can now browse, purchase and begin training online, with options enabling interest-free payments over three months. The platform includes more than 100 short and full-length online courses.

“Affordability should not be a barrier to education,” says Mörsner. “This platform supports individual learners and companies who want to invest in their people – and reflects DEKRA IOL’s commitment to continuous improvement, learning and development.”

Brand ambassadors: ‘heroes of safety’

To honour DEKRA Global’s 100th anniversary and South Africa’s cultural heritage, DEKRA Industrial and the IOL welcome acclaimed singer Riana Nel as one of their A-OSH 2025 brand ambassadors. “This is in celebration of our cultural heritage, as the popularity of Riana’s relatable music bears testament to – and reflects – her passion and care for people,” says Mörsner.

Complementing this is sports brand ambassador Deon Fourie, a well-known professional rugby player exemplifying DEKRA’s values of tenacity, teamwork and care. Both ambassadors also support #WhyIWorkSafe: a campaign encouraging staff and clients to see safety not as a set of rules, but as a deep-seated personal responsibility.

“Safety starts with people who believe in what they do – and why they do it,” explains Mörsner. “We are building a culture where every action counts, in line with our ethos of being ‘heroes of safety’. Our brand ambassadors – with their ability to capture hearts and minds through their singing and sporting talents – embody this.”

From legacy to leadership

Dekra Industrial and the IOL continue to lead from the front, with a service portfolio and offering that is powerfully integrated, complementary and comprehensive. Going forward, the company is focused on creating an even wider, sustainable impact.

“Our message is simple: we honour the legacy of those who came before us by expanding our roots and those of whom we serve –  through our passion, technology, education and values – creating opportunities which will make a tangible difference and ensure a brighter, safer future for all,” Mörsner concludes.

A milestone ‘line in the sand’: LTA Autecon provides SMPP for Namakwa Sands East OFS project

June 3, 2025

LTA Autecon’s Metals & Minerals division, which has a proud industry track record of over 40 years in the construction of mining, steel, iron-making and mineral recovery process plants across Sub-Saharan Africa, is on track to complete a pivotal project in the Western Cape. Namakwa Sands is one of the largest mining projects to be undertaken in South Africa in recent years.

The scope of work for this milestone project includes the supply, fabrication, delivery and installation of structural steelwork, mechanical, plate work and piping (SMPP) for the new mineral processing plant – as well as associated overland piping – for the Namakwa Sands East OFS (Orange Feldspathic Sand) project.

Located at Brand-se-Baai, which is 385 kilometres north of Cape Town, this operation is owned by Tronox Mineral Sands Proprietary Limited, a subsidiary of Tronox Holdings plc, a multi-national mining and chemicals company.

Tronox mines, processes and beneficiates heavy minerals to produce titanium dioxide feedstock (chloride and sulphate grades), zircon, rutile and high purity iron. These products are used as feedstock in a wide range of applications including pigments, metals, ceramics and foundries.

The Namakwa Sands operation focuses on the extraction and processing of heavy mineral sands via open-cast strip mining to extract sand ore. The operation features two open-pit mines, three concentration plants, a mineral separation plant (MSP) and two smelting furnaces which produce titanium slag. The ore mined and processed at the primary concentration plants produces a heavy mineral concentrate – which undergoes further processing at the secondary concentration plant to yield a magnetic and non-magnetic stream.

Completion and highlights

LTA Autecon General Manager Marius Botes says that the SMPP portion of the project, which was awarded in November 2023, is on track for completion within the scheduled timeline – at which time final completion activities, including electrical, instrumentation and controls will take place. Commissioning will begin immediately with an expected commissioning completion date of November 2025.

“On completion, this project will have included the installation of 700 tons of structural steel, 1 000 tons of conveyor steel, the entire mill installation complete with mechanical equipment, 530 tons of platework, 6 000 m2 of grating – as well as 10 200 metres of plant piping and a massive 24 500 metres of overland piping,” Botes advises.

Key project highlights include the completion and handover of the overland pipeline in December 2024; as well as carrying out complex tandem lifts as part of the main construction process.

“Deadlines were also adhered to for outlying areas feeding the main plant area in April 2025,” Botes says.

He adds that this complex project has been challenging due to the remote location of the site – which made transport and accommodation of staff, and delivery of materials to site difficult – not to mention the vast overall site layout.

Safety and sustainability

Both LTA Autecon and its client Tronox have stringent policies with regard to sustainability and on-site safety.

Botes points out: “LTA Autecon’s unwavering commitment to safety aligns seamlessly with our client Tronox’s stringent health and safety standards.

Guided by our company ethos and safety motto of ‘home without harm, everyone, every day’, LTA Autecon prioritises a culture where safety is integral to every operation – as demonstrated by our achievement on this project of 500 000 LTI-free man-hours.”

“This alignment of values – as well as our longstanding SMPP track record in the mining sector – played a crucial role in LTA Autecon securing this project.

Tronox seeks partners who do more than meet regulatory requirements. They look for companies that deeply instil and embed safety into their operations. Our strong safety protocols, leadership-driven approach, and proven track record in maintaining high safety standards reflect a shared commitment to zero harm.”

He also notes that LTA Autecon’s integrated Safety, Health, Environment and Quality Management System emphasises risk mitigation, proactive hazard identification, and continuous improvement principles. These complement Tronox’s dedication to creating a safe and sustainable work environment. This synergy ensures that every worker is empowered to prioritise safety, fostering a collaborative and vigilant workplace.

Mining for future opportunities

According to Botes, LTA Autecon’s Metals & Minerals division is focusing on mining-related construction opportunities across Africa.

“The Metals and Minerals division utilises proven, customised systems to manage and monitor quality and progress. This includes sequencing and accurately delivering all project materials – from planning to execution,”

The fact that our systems and processes are solidly underpinned by strong teams of experienced SMEIPP professionals – who are very knowledgeable about the supply chain process and have a proven track record of delivering high-quality results in the SMPP and mining sector – also bodes well for the LTA Autecon Metals & Minerals division, as it expands the company’s geographic and operational footprint,” Botes concludes.