Omron Automation Americas, an automation technology provider, has released a new TM Series Collaborative Robot to facilitate collaboration between humans and machines. With built-in vision and a user-friendly, plug-and-play programming interface, the new TM Series Collaborative Robot works seamlessly with humans to enhance productivity and ensure safety.
The advanced yet intuitive solution for automating repetitive tasks in manufacturing is designed to enable an innovative manufacturing environment, the company said. The highly transportable robot complies with safety requirements for human-robot collaboration specified in ISO 10218-1 and ISO/TS 15066 and can be easily trained to perform almost any repetitive task in any location thanks to a manual teaching function that allows operators to teach the robot with hand-guidance without needing for software, the company adding.
Other features detailed by Omron are:
- Programming interface is intuitive and quick to set up. The robot reduces installation and setup times due to a flowchart-based programming interface and intuitive teaching. No prior robot programming experience is necessary.
- Integrated on-arm vision system further reduces setup time. The robot comes with built-in vision and integrated lighting for capturing products with a wide viewing angle. Image sensing functions include pattern matching, barcode reading, color identification and more.
- Compliance with human-machine collaborative safety standards. The robot ensures safe cooperation between humans and machines and reduces installation time by eliminating the requirement for industrial safety guarding.
The introduction of the collaborative robot is geared toward manufacturers seeking to boost production and reduce employee fatigue by automating repetitive tasks such as machine tending, loading and unloading, assembly, screw driving, gluing, testing, or soldering. For more information, visit Omron.
Rentokil Steritech, the North American arm of Rentokil Initial, a provider of commercial pest control, has launched Lumnia, a new environmentally friendly fly control solution for businesses. Lumnia uses LED lighting to reduce energy consumption by up to 61 percent compared to traps using traditional fluorescent tubes, the company said.
Lumnia’s high-output LED lamps are optimized to attract and catch more flies while reducing energy costs. Rentokil Steritech’s proprietary insect light traps reduce the risk of contamination from flying insects and the fragmentation or blow out of dead pests, eliminating flies without the need for a catch tray while also reducing unpleasant clean-up efforts needed.
The product range provides aesthetic flexibility for business needs in both public-facing areas, such as lobbies, and high-risk areas found in food manufacturing facilities and retailers.
The Lumnia line consists of three models, which offer versatility for both front and back of house applications, the company said, explaining:
- Lumnia Compact utilizes one LED bulb and is ideal for front of house applications.
- Lumnia Standard features two LED bulbs and integrates easily into businesses of all sizes.
- Lumnia Ultimate is designed with three LED bulbs for high-dependency businesses and facilities that must meet strict food safety, regulatory compliance, and third-party audit standards.
“Fly infestations can be incredibly expensive for any business. The Lumnia line is an innovative way for companies to both save money and deliver effective protection against flying pests,” said Rentokil Steritech CEO John Myers. "Developed by entomologists and scientists who study fly behaviors at Rentokil's Power Centre, Lumnia represents a major step forward in reliable, energy-efficient fly control."
Additional Lumnia features allow for further customization to suit the unique needs of any business, including adjustable light settings; active lighting mode that adapts output based on ambient light, further reducing energy consumption; modular design for glueboard or encapsulation; control or monitoring mode selection, based on flying insect activity level, using less energy in monitoring mode.
For more information, visit https://www.rentokil-steritech.com/fly-control/lumnia/.
UCLA Newsroom. The Los Angeles Seafood Monitoring Project team — which includes university researchers, students, sushi restaurants and government regulators — is working to reduce sushi fraud and the mislabeling of fish.
Since April, scientists, along with 80 UCLA students and several others at Loyola Marymount University and Cal State University, Los Angeles, have been purchasing small pieces of sushi — each about the size of a kernel of corn — from 10 restaurants each month. Back in the laboratory, they extract DNA and analyze the fish. Each species of fish has a unique genetic sequence. The researchers and the students, who are enrolled in an introduction to marine biology course taught by lecturer Timery DeBoer, study the DNA to distinguish one fish species from another using a tool called DNA barcoding.
The team’s conclusion: “Sushi mislabeling is pervasive; intentional fraud is much less common,” said Paul Barber, a UCLA professor of ecology and evolutionary biology and senior author of an article on the project published in the journal Frontiers in Ecology and the Environment. “If we can solve the mislabeling issues, then we can focus on the intentional fraud.”
Why is the sushi on your plate mislabeled? A primary factor is a discrepancy between FDA regulations and biological reality, said Barber. For example, he said, “Yellowtail has six species. The FDA says one can be called yellowtail and the five others have to be called amberjack,” Barber said. “In Japan, each of these six species of yellowtail prepared by sushi chefs is sold under a different name. These fishes vary in taste and cost. In the U.S., the FDA says five of these have to be sold under just one name. This is the equivalent of saying we know there are Toyotas, Hondas, Nissans, Rolls-Royces, Jaguars and BMWs, but you can call those only Toyotas or BMWs.
“It’s actually impossible for sushi restaurants to correctly identify the fish they are serving for a number of species of fish using the limited FDA-recognized names,” Barber said.
Another example is red snapper. Often, what is sold is a fish called red sea bream, said lead author Demian Willette, who earned his doctorate from UCLA and is now an assistant professor of biology at Loyola Marymount University.
The researchers are working with the FDA’s Center for Food Safety and Applied Nutrition in Los Angeles, which manages the agency’s seafood guidelines that restaurants follow. They have already drafted recommendations for the labeling of yellowtail.
Most fish eaten in the United States are not caught in this country and often are not processed here, either, making it difficult to trace their identities, said co-author Samantha Cheng, an Arizona State University assistant research professor in the life sciences, who earned her doctorate at UCLA under Barber.
Despite overwhelming evidence of business disruptions that can occur from failing to manage various risks, company executives are not adequately identifying and preparing for risks that can have potentially catastrophic implications on business operations, according to DuPont Sustainable Solutions’ (DSS) annual global survey of company executives. If left unchanged, a company’s operational performance, business continuity, right to operate and ability to deliver consistent value to shareholders could all suffer.
“Old ways of looking at risk are insufficient in today’s global business environment if executives want their organizations to be sustainable and prosper,” said Davide Vassallo, global managing director of DuPont Sustainable Solutions. “Running a successful business is more complex today than ever before, with executives facing numerous challenges on a daily basis both within and outside their organizations. With these challenges come numerous associated risks that executives must successfully anticipate and mitigate. In order to transform an organization, executives should integrate risk into the organizations business strategy to engage employees, increase productivity and drive competitive advantage.”
The findings of DSS’ 2018 global operations risk management survey of executives show that while there is general agreement and acknowledgement among participating executives of important characteristics of a successful risk management program, leaders are failing to implement those characteristics in their organizations. This failure is manifesting in the following ways:
- Executives are not placing sufficient emphasis on risks that can lead to large-scale incidents. Executives appear to be allowing low incident rates to give them a false sense of security and are not paying attention to other indicators of potential significant events. While 78 percent of survey participants agree that low incident rates do not correlate to reduced risk, two-thirds of executives nonetheless acknowledge feeling safe when they see data indicating incident rates are low or trending to zero.
- Executives address gaps in risk management processes by adding more processes. Executives participating in the survey agree that processes and systems alone are inadequate to manage risk and ensure operational performance. They agree on the importance of having systems in place to manage risks that are integrated, complement each other and are regularly reviewed for effectiveness. Yet 44 percent admit that gaps in existing systems present a challenge for their organizations.
- Executives confirm disconnect among personnel in managing risk. One-quarter of surveyed executives feel front-line personnel are not aligned on top risks facing the company. More than half (55 percent) do not feel senior executives are fully aligned on top risks facing the organization which is an increase of 35 percent versus last year’s DSS survey, which is a general indication of a widening engagement gap between company leaders and front-line workers that prevents an organization from effectively recognizing and mitigating risks.
DSS’ annual global risk management survey of executives benchmarks and measures the maturity of operational risk management programs in companies across numerous industries and examines the challenges they face in effectively managing risk to improve business performance. Executives from more than 350 companies participated in the survey, which was conducted between May and August:
- 52% were senior executives (CEO, CFO, etc.); 48% were from the executive director level.
- 60% of participating companies are in high-hazard industries such as manufacturing, mining and metals, oil and gas.
- About two-thirds have a global presence, with 44% headquartered in North America, 27% in Asia-Pacific and 24% in Europe.