Supply chain management in glass industry

1. What is Supply Chain Management?
2. Importance of SCM in today’s millennium
3. Supply Chain Management with Value Chain Management
4. Supply Chain Management in Glass Industry
5. Evolution of Glass Industry
6. Uses and Types of Glass
7. Production Process
8. Material Handling Norms
9. Comparison with Chinese Dragon
10. National and International Players
11. Sejal Architectural Glass Ltd: ‘The Inside Story’
12. Innovative Projects
13. Future of Indian Infrastructure
14. Bibliography
Executive Summary
Supply Chain Management in Fragile Industry

The purpose of this project was to get an insight in the current trends and future prospects in
Indian Glass Industry. It gives me immense pleasure to present this thoroughly researched
project on Supply Chain Management in Fragile Industries of India. This will also help in
enlightening our knowledge about the latest happenings in the Supply Chain Management and
its integrated factors.
This report has been designed to eliminate the queries and doubts of common public about the
Indian commercial Glass Industry. Therefore by considering certain norms, I have made an
attempt to make it as simple as possible.
The research work has been carefully presented and also appropriately evaluated by some of
the respectful industrial dignitaries just to ensure the perfection of information laid down in this
project.
It mentions about how Supply Chain Management could be one of the most lucrative profit
generating center of an organization. It also mentions about certain latest modified theories and
experiments which could improve the efficiency of the organization.
The new century has seen phenomenal growth in the development and application of safety
glass in India. New market trends in architectural glazing point very clearly in the direction of
increasingly sophisticated products with entirely new functions. The glazing of 21st
century will
provide energy economy, solar control, intelligence and many other new features. When we
talk about the Glass Industry, it’s mainly about commercial float glass technology which
possesses immense potential in future of Indian Infrastructural Economy.
1. WHAT IS SUPPLY CHAIN MANAGEMENT?

Overview:
Nowadays, one of the few outcomes in the constantly changing business world is that
organizations can no longer compete solely as individual entities. Increasingly, they must rely
on effective supply chains, or networks, to successfully compete in the global market and
networked economy (Baziotopoulos, 2004). Peter Drucker’s (1998) management’s new
paradigms, this concept of business relationships extends beyond traditional enterprise
boundaries and seeks to organize entire business processes throughout a value chain of multiple
companies.
During the past decades, globalization, outsourcing and information technology have enabled
many organizations such as Dell and Hewlett Packard, to successfully operate solid
collaborative supply networks in which each specialized business partner focuses on only a few
key strategic activities (Scott, 1993). This inter-organizational supply network can be
acknowledged as a new form of organization. However, with the complicated interactions
among the players, the network structure fits neither “market” nor “hierarchy” categories
(Powell, 1990). It is not clear what kind of performance impacts different supply network
structures could have on firms, and little is known about the coordination conditions trade-offs
that may exist among the players. From a system’s point of view, a complex network structure
can be decomposed into individual component firms (Zhang and Dilts, 2004). Traditionally,
companies in a supply network concentrate on the inputs and outputs of the processes, with
little concern for the internal management working of other individual players. Therefore, the
choice of internal management control structure is known to impact local firm performance
(Mintzberg, 1979).
In the 21st century, there have been few changes in business environment that have contributed
to the development of supply chain networks. First, as an outcome of globalization and
proliferation of multi-national companies, joint ventures, strategic alliances and business
partnerships were found to be significant success factors, following the earlier “Just-In-Time”,
“Lean Management” and “Agile Manufacturing” practices (MacDuffie and Helper, 1997;
Monden, 1993; Womack and Jones, 1996; Gunasekaran, 1999). Second, technological changes,
particularly the dramatic fall in information communication costs, a paramount component of
transaction costs, has led to changes in coordination among the members of the supply chain
network (Coase, 1998).
Many researchers have recognized these kinds of supply network structure as a new
organization form, using terms such as “Keiretsu”, “Extended Enterprise”, “Virtual
Corporation”, Global Production Network”, and “Next Generation Manufacturing System”
(Drucker, 1998; Tapscott, 1996; Dilts, 1999). In general, such structures, can be defined as “a
group of semi-independent organizations, each with their capabilities, which collaborate in
ever-changing constellations to serve one or more markets in order to achieve some business
goal specific to that collaboration” (Akkermans, 2001).
Definition:
Supply chain management (SCM) is the process of planning, implementing, and controlling the
operations of the supply chain with the purpose to satisfy customer requirements as efficiently

as possible. Supply chain management spans all movement and storage of raw materials, work-
in-process inventory, and finished goods from point-of-origin to point-of-consumption. The
term supply chain management was coined by consultant Keith Oliver, of strategy consulting
firm Booz Allen Hamilton in 1982.
According to the CSCMP, a professional association that developed a definition in 2004,
Supply Chain Management encompasses the planning and management of all activities
involved in sourcing and procurement, conversion, and all logistics management activities.
Importantly, it also includes coordination and collaboration with channel partners, which can be
suppliers, intermediaries, third-party service providers, and customers. In essence, Supply
Chain Management integrates supply and demand management within and across
companies."[1]
Some experts distinguish supply chain management and logistics management, while others
consider the terms to be interchangeable. From the point of view of an enterprise, the scope of
supply chain management is usually bounded on the supply side by your supplier's suppliers
and on the customer side by your customer's customers.
Supply chain management is also a category of software products.
Supply chain management problems
Supply chain management must address the following problems:
• Distribution Network Configuration: Number and location of suppliers, production
facilities, distribution centers, warehouses and customers.
• Distribution Strategy: Centralized versus decentralized, direct shipment, cross docking,
pull or push strategies, third party logistics.
• Information: Integrate systems and processes through the supply chain to share valuable
information, including demand signals, forecasts, inventory and transportation.
Inventory Management: Quantity and location of inventory including raw materials, work-in-
process and finished goods.
2. IMPORTANCE OF SCM IN TODAY’S MILLENNIUM
The following strategic and competitive areas can be used to their full advantage if a supply
chain management system is properly implemented.
• Fulfillment. “Ensuring the right quantity of parts for production or products for sale
arrive at the right time.”(Haag, Cummings, McCubbrey, et al., 2006, p. 46). This is
enabled through efficient communication, ensuring that orders are placed with the

appropriate amount of time available to be filled. The supply chain management system
also allows a company to constantly see what is on stock and making sure that the right
quantities are ordered to replace stock.
• Logistics. “Keeping the cost of transporting materials as low as possible consistent with
safe and reliable delivery.” (Haag, Cummings, McCubbrey, et al., 2006, p. 46). Here the
supply chain management system enables a company to have constant contact with its
distribution team, which could consist of trucks, trains, or any other mode of
transportation. The system can allow the company to track where the required materials
are at all times. As well, it may be cost effective to share transportation costs with a
partner company if shipments are not large enough to fill a whole truck and this again,
allows the company to make this decision.
• Production. “Ensuring production lines function smoothly because high-quality parts
are available when needed.” (Haag, Cummings, McCubbrey, et al., 2006, p. 46).
Production can run smoothly as a result of fulfillment and logistics being implemented
correctly. If the correct quantity is not ordered and delivered at the requested time,
production will be halted, but having an effective supply chain management system in
place will ensure that production can always run smoothly without delays due to
ordering and transportation.
• Revenue & profit. “Ensuring no sales are lost because shelves are empty.”(Haag,
Cummings, McCubbrey, et al., 2006, p. 46). Managing the supply chain improves a
company’s flexibility to respond to unforeseen changes in demand and supply. Because
of this, a company has the ability to produce goods at lower prices and distribute them
to consumers quicker than companies without supply chain management thus increasing
the overall profit.
• Costs. “Keeping the cost of purchased parts and products at acceptable levels.” (Haag,
Cummings, McCubbrey, et al., 2006, p. 46). Supply chain management reduces costs by
“… increasing inventory turnover on the shop floor and in the warehouse” (&ldquo
Supply chain management,” 2006) controlling the quality of goods thus reducing
internal and external failure costs and working with suppliers to produce the most cost
efficient means of manufacturing a product.
• Cooperation. “Among supply chain partners ensures 'mutual success.'” (Haag,
Cummings, McCubbrey, et al., 2006, p. 46). Collaborative planning, forecasting and
replenishment (CPFR) is a “longer-term commitment, joint work on quality, and
support by the buyer of the supplier’s managerial, technological, and capacity
development.” (Klassen, Krajewski, Ritzman, 2004, p.293) This relationship allows a
company to have access to current, reliable information, obtain lower inventory levels,
cut lead times, enhance product quality, improve forecasting accuracy and ultimately
improve customer service and overall profits. The suppliers also benefit from the
cooperative relationship through increased buyer input from suggestions on improving
the quality and costs and though shared savings. Consumers can benefit as well through
the higher quality goods provided at a lower costs.

Activities/Functions
Supply chain management is a cross-functional approach to managing the movement of raw
materials into an organization and the movement of finished goods out of the organization
toward the end-consumer. As corporations strive to focus on core competencies and become
more flexible, they have reduced their ownership of raw materials sources and distribution
channels. These functions are increasingly being outsourced to other corporations that can
perform the activities better or more cost effectively. The effect has been to increase the
number of companies involved in satisfying consumer demand, while reducing management
control of daily logistics operations. Less control and more supply chain partners led to the
creation of supply chain management concepts. The purpose of supply chain management is to
improve trust and collaboration among supply chain partners, thus improving inventory
visibility and improving inventory velocity.
Several models have been proposed for understanding the activities required to manage
material movements across organizational and functional boundaries. SCOR is a supply chain
management model promoted by the Supply Chain Management Council. Another model is the
SCM Model proposed by the Global Supply Chain Forum (GSCF). Supply chain activities can
be grouped into strategic, tactical, and operational levels of activities.
A) Strategic
• Strategic network optimization, including the number, location, and size of warehouses,
distribution centers and facilities.
• Strategic partnership with suppliers, distributors, and customers, creating
communication channels for critical information and operational improvements such as
cross docking, direct shipping, and third-party logistics.
• Product design coordination, so that new and existing products can be optimally
integrated into the supply chain, load management
• Information Technology infrastructure, to support supply chain operations.
• Where to make and what to make or buy decisions
• Align Overall Organisational Strategy with supply strategy
B) Tactical
• Sourcing contracts and other purchasing decisions.
• Production decisions, including contracting, locations, scheduling, and planning process
definition.
• Inventory decisions, including quantity, location, and quality of inventory.
• Transportation strategy, including frequency, routes, and contracting.
• Benchmarking of all operations against competitors and implementation of best
practices throughout the enterprise.
• Milestone Payments
C) Operational
• Daily production and distribution planning, including all nodes in the supply chain.
• Production scheduling for each manufacturing facility in the supply chain (minute by
minute).

• Demand planning and forecasting, coordinating the demand forecast of all customers
and sharing the forecast with all suppliers.
• Sourcing planning, including current inventory and forecast demand, in collaboration
with all suppliers.
• Inbound operations, including transportation from suppliers and receiving inventory.
• Production operations, including the consumption of materials and flow of finished
goods.
• Outbound operations, including all fulfillment activities and transportation to
customers.
• Order promising, accounting for all constraints in the supply chain, including all
suppliers, manufacturing facilities, distribution centers, and other customers.
• Performance tracking of all activities
3. SUPPLY CHAIN MANAGEMENT WITH VALUE CHAIN MANAGEMENT
The primary focus in value chains is on the benefits that accrue to customers, the
interdependent processes that generate value, and the resulting demand and
funds flows that are created. Effective value chains generate profits.
value is an experience, and it flows from the person (or institution) that is the recipient of
resources – it flows from the customer. This is a key difference between a value chain and a
supply chain – they flow in opposite directions. Many views of Value Chains can be created.
Examples of Value Chains are:
• One that takes an order from a customer
• One that fulfills a customer requirement
• One that defines a product or service
• And many others
In 1927, Henry Ford's Rouge complex near Detroit began churning out a ceaseless
stream of Model A cars. The Rouge facility was perhaps the ultimate expression of
mass production and "vertical integration," in which a company tries to cushion itself
from the vagaries of the market by owning or controlling virtually every aspect of its
business, from the mines that provide the ore to the factories that make the glass.
Raw materials—iron ore, coal, and rubber, all from Ford-owned mines and plantations
—came in through one set of gates at the plant while finished cars rolled out the other.

The original focus was the “management of a chain of supply as though it were a single entity,
not a group of disparate functions,” with the primary objective of fixing the suboptimal
deployment of inventory and capacity caused by conflicts between functional groups within the
company (8).
SCM evolved quickly in the 1990s with the advent of rapid response initiatives in textile and a
supply chain and a value chain are complementary views of an extended enterprise with
integrated business processes enabling the flows of products and services in one direction, and
of value as represented by demand and cash flow in the other (3).
Both chains overlay the same network of companies. Both are made up of companies that
interact to provide goods and services. When we talk about supply chains, however, we usually
talk about a downstream flow of goods and supplies from the source to the customer. Value
flows the other way. The customer is the source of value, and value flows from the customer, in
the form of demand, to the supplier. That flow of demand, sometimes referred to as a “demand
chain” (10),is manifested in the flows of orders and cash that parallel the flow of value, and
flow in the opposite direction to the flow of supply. Thus, the primary difference between a
supply chain and a value chain is a fundamental shift in focus from the supply base to the
customer. Supply chains
focus upstream on integrating supplier and producer processes, improving efficiency and
reducing waste, while value chains focus downstream, on creating value in the eyes of the
customer. This distinction is often lost in the language used in the business and research
literature.

Supply Chain Business Process Integration
Successful SCM requires a change from managing individual functions to integrating activities
into key supply chain processes. An example scenario: the purchasing department places orders
as requirements become appropriate. Marketing, responding to customer demand,
communicates with several distributors and retailers, and attempts to satisfy this demand.
Shared information between supply chain partners can only be fully leveraged through process
integration.
Supply chain business process integration involves collaborative work between buyers and
suppliers, joint product development, common systems and shared information. According to
Lambert and Cooper (2000) operating an integrated supply chain requires continuous
information flows, which in turn assist to achieve the best product flows. However, in many
companies, management has reached the conclusion that optimizing the product flows cannot
be accomplished without implementing a process approach to the business. The key supply
chain processes stated by Lambert (2004) are:
• Customer relationship management
• Customer service management
• Demand management
• Order fulfillment
• Manufacturing flow management
• Supplier relationship management
• Product development and commercialization
• Returns management
One could suggest other key critical supply business processes combining these processes
stated by Lambert such as:
a. Customer service Management
b. Procurement
c. Product development and Commercialization
d. Manufacturing flow management/support
e. Physical Distribution
f. Outsourcing/ Partnerships
g. Performance Measurement

a) Customer service management process
Customer service provides the source of customer information. It also provides the customer
with real-time information on promising dates and product availability through interfaces with
the company’s production and distribution operations.
b) Procurement process
Strategic plans are developed with suppliers to support the manufacturing flow management
process and development of new products. In firms where operations extend globally, sourcing
should be managed on a global basis. The desired outcome is a win-win relationship, where
both parties benefit, and reduction times in the design cycle and product development is
achieved. Also, the purchasing function develops rapid communication systems, such as
electronic data interchange (EDI) and Internet linkages to transfer possible requirements more
rapidly. Activities related to obtaining products and materials from outside suppliers. This
requires performing resource planning, supply sourcing, negotiation, order placement, inbound
transportation, storage and handling and quality assurance. Also, includes the responsibility to
coordinate with suppliers in scheduling, supply continuity, hedging, and research to new
sources or programmes.
c) Product development and commercialization
Here, customers and suppliers must be united into the product development process, thus to
reduce time to market. As product life cycles shorten, the appropriate products must be
developed and successfully launched in ever shorter time-schedules to remain competitive.
According to Lambert and Cooper (2000), managers of the product development and
commercialization process must:
1. coordinate with customer relationship management to identify customer-articulated
needs;
2. select materials and suppliers in conjunction with procurement, and
3. develop production technology in manufacturing flow to manufacture and integrate into
the best supply chain flow for the product/market combination.
d) Manufacturing flow management process
The manufacturing process is produced and supplies products to the distribution channels based
on past forecasts. Manufacturing processes must be flexible to respond to market changes, and
must accommodate mass customization. Orders are processes operating on a just-in-time (JIT)
basis in minimum lot sizes. Also, changes in the manufacturing flow process lead to shorter
cycle times, meaning improved responsiveness and efficiency of demand to customers.
Activities related to planning, scheduling and supporting manufacturing operations, such as
work-in-process storage, handling, transportation, and time phasing of components, inventory
at manufacturing sites and maximum flexibility in the coordination of geographic and final
assemblies postponement of physical distribution operations.

e) Physical Distribution
This concerns movement of a finished product/service to customers. In physical distribution,
the customer is the final destination of a marketing channel, and the availability of the
product/service is a vital part of each channel participant’s marketing effort. It is also through
the physical distribution process that the time and space of customer service become an integral
part of marketing, thus it links a marketing channel with its customers (e.g. links
manufacturers, wholesalers, retailers).
f) Outsourcing/Partnerships
This is not just outsourcing the procurement of materials and components, but also outsourcing
of services that traditionally have been provided in-house. The logic of this trend is that the
company will increasingly focus on those activities in the value chain where it has a distinctive
advantage and everything else it will outsource. This movement has been particularly evident in
logistics where the provision of transport, warehousing and inventory control is increasingly
subcontracted to specialists or logistics partners. Also, to manage and control this network of
partners and suppliers requires a blend of both central and local involvement. Hence, strategic
decisions need to be taken centrally with the monitoring and control of supplier performance
and day-to-day liaison with logistics partners being best managed at a local level.
g) Performance Measurement
Experts found a strong relationship from the largest arcs of supplier and customer integration to
market share and profitability. By taking advantage of supplier capabilities and emphasizing a
long-term supply chain perspective in customer relationships can be both correlated with firm
performance. As logistics competency becomes a more critical factor in creating and
maintaining competitive advantage, logistics measurement becomes increasingly important
because the difference between profitable and unprofitable operations becomes more narrow.
A.T. Kearney Consultants (1985) noted that firms engaging in comprehensive performance
measurement realized improvements in overall productivity. According to experts internal
measures are generally collected and analyzed by the firm including
1. Cost
2. Customer Service
3. Productivity measures
4. Asset measurement, and
5. Quality.
External performance measurement is examined through customer perception measures and
“best practice” benchmarking, and includes 1) Customer perception measurement, and 2) Best
practice benchmarking.

4. EVOLUTION OF GLASS INDUSTRY
The Egyptian and Mesopotamian regions (particularly ancient Assyria) had glass-makers even
in the third millennium BC. There is evidence of glass beads from the cemeteries of Ur III (c.
2100 BC) and also from Assur under the Ziggurat (c. 1800 BC) in Mesopotamia.
Some archaeological evidence indicates that there were glass-producing factories in Egypt
during the XVIII Dynasty in the reign of Amenhotep II (1448-1420 BC). Some remains of a
glass house and fragments of glass in several stages of manufacture have been found at Tell el
Amarna (1450-1400 BC). A series of Assyrian clay tablets, which are now preserved in the
British Museum, London, also provide some details of glass making at that time. However,
glass industry began to be developed only during the Graeco-Raman times, especially by the
Romans who were well versed in the art of glass blowing and sheet making. Glass also started
to be used as a medium of artistic objects, from about the 11th to 16th century AD in Europe.
Venice was regarded as the home of the art of fabricating exquisite glassware and art objects.
It seems that the Indus Valley Civilization or Harappan settlements did not have glass, although
Harappans had contacts with the Mesopotamian region. Perhaps the Harappans preferred
faience, which was a type of proto-glass. The Painted Grey Ware (PGW) Culture of the Ganga
valley (c.1000 BC) did have elegant glass beads. There is some archaeological evidence in the

form of glass beads found at Maski, a Chalcolithic site in the southern Deccan; it is older than
the beginning of the first millennium BC. Kaca is a Sanskrit term used for glass by the Vedic
text, Satapatha Brahmana. It was, however, in the three or four centuries before and after the
Christian era that Indian glass industry began to gain momentum, although its knowledge being
limited to beads, bangles, ear-reels, 'eye-beads' and various types of similar small objects.
About 30 archaeological excavated sites in different regions of India have produced several
glass objects in different colours such as green, blue, red, white, orange and some other shades.
In certain places, a few tiles and fragmented parts of vessels also have been found.
Black and brownish coloured glass beads found at Hastinapur (c. 1000 BC) are mainly of soda-
lime-silicate composition with traces of phosphates and potassium, as well as with varying
amounts of iron compounds which are responsible for their colour. A number of glass beads of
different shapes and colours like blue, red, green, amber, orange and black, dark green, ear-
reels with a floral design, 'eye-beads', bangles and seals have been found in the Bhir mound at
Takshashila (sixth-fourth century BC). Takshashila was an important centre of the North-
western province of the Mauryan Empire. The later town of Sirkap in this area shows evidence
of international trade in glass as it has yielded remnants of foreign glass objects like mosaic and
milleflori ((it is a Latin word that stands for "thousand flowers"), lace glass, ribbed and swirled
ware, blue and white cameo. The milleflori with its floral and cellular structure was generally
produced by Roman glass-makers. Some glass flasks unearthed at Sirkap do not seem to be
indigenous, but appear to be from the Graeco-Roman culture area. Similarly, the technique of
making 'stratified eye-beads' of glass found at Sirkap, was possibly an imported one. Among
the protohistoric archaeological sites, which have produced glass objects, special mention
needs to be made of Ahichchhatra, Maheswar, Nasik, Nevasa, Prakash, Ter, Kaundinyapura,
Ujjain, Sravasti, Nalanda and Kopia, and in South India, Brahmagiri, Maski and Arikamedu.
Glass Industry in India
The Indian glass industry is an energy-intensive industry and has been recognized by its rapid
growth and modernization efforts after the economic reforms initiated by the government in
1990. It represents one of the largest markets and the manufacturing capacity for glass products
in the region after China. The industry employs around half a million people and generates jobs
indirectly to about one million people.
In India, projections show that energy demand could increase fourfold by 2025 and carbon
emissions could therefore increase by about six times. The GOI therefore, places greater
emphasis on improving the energy efficiency of the intensive user industries in the country in
addressing energy security and environmental sustainability issues. This strategy poses a great
challenge to the glass industry which is characterized by the diversity of scale of manufacturing
capacity and with its know how of making almost all types of glass. The float glass, container
glass, glass fiber and glass tableware are manufactured by about 100 large scale companies
which operate with modern and large scale melting furnace technologies. They are mostly
located in Gujarat, Bombay, Calcutta, Bangalore and Hyderabad. The industry, on the other
hand, is also represented in the country by more than 600 medium and small-scale enterprises
and cottage industry units. The historical glass making town of Firozabad in UP State is a well
known location of more than 400 registered enterprises which meet the 70 per cent of demand

for glass products in the country by using outdated pot and tank furnaces. Severe environmental
stress in terms of poor air and water quality is associated with the glass industry.
Traditional Systems in India
Indian glass-makers had well developed technological skills in the manufacture of beads,
bangles and a few other articles. After observing the various objects excavated at different sites,
it may be inferred that glass-makers employed methods such as moulding, folding, twisting and
double-stripping. Perhaps, a method known as wire-winding method was also adopted for
preparing beads of various types. On the basis of various beads found at Brahmapuri, it is
indicated that the beads were probably made by this method by coiling the fused glass rod
around a wire or spoke, and twirling it to obtain the desired shapes. The technique of preparing
the 'multiple-wound beads' of opaque glass of different colours was also known. The
archaeological excavations in Brahmapuri and Kolhapur in Maharashtra State (second century
BC-second century AD) reveal that there was also a glass industry in that area, especially for
the production of lenticular beads. Some drawn cylindrical beads were also noted in the
Kolhapur area. Even in the sixteenth-seventeenth century AD, the Portuguese used to trade in
these glass objects with East Africa. Some Satavahana sites have produced folded beads,
twisted beads as well as cane-glass beads from Arikamedu, Nevasa, Ter, Prakash etc. in the
Deccan region.
Kopia, situated on the bank of the river Anoma in the Basti district of Uttar Pradesh, had
perhaps a glass factory as a large number of glass objects were found there (c. third century BC
to third century AD). Blocks of glass, weighing more than 50 kg and measuring 45 cm x 30 cm
x 23 cm were found at Kopia. These probably give an indication about the massive scale of
operations in vogue at that time.
The chemical analyses of glass objects from over 15 sites of different parts of India clearly
indicate that Indian glass-makers knew the significance of metallic oxides and other chemical
compounds in imparting the desired colours to the glass objects. They also used minerals
containing iron like haematite, copper, cobalt, manganese, aluminium, and lead along with
silicates in a calculated manner and in appropriate quantity for the production of various types
of glass beads, bangles, tiles and bottles.
A distinct role was played by transparent glass of high quality in the history of science,
especially from the 17th century onwards. We have to think about lenses and mirrors, which on
one hand gave us the telescope, the use of which opened up new vistas in astronomy, while on
the other, the microscope that provided rare insight into the invisible world of minute
organisms. Therefore, we can say that the glass apparatus of various kinds played an important
role in chemistry and enabled chemistry to become a branch of modern science, with its
verifiability and reproducibility in a quantitative way.

Traditional Manufacturing Process:

The furnace there shown consists of a cylindrical casing of iron, A, lined with firebrick, B; it is
divided into two chambers, the lower one, C, being provided with firebars on which the fuel
rests; while the upper chamber, D, is cylindrical in form with a curved roof, having an opening
at J formed in a circular piece of moulded firebrick J*, which is removed when putting in the
rotating crucible H. Above the opening, J, is a suspended hood, E, which communicates with a
tall chimney; the lower part of the chamber, D, is conical in form, having a small central
opening, F, and four larger cylindrical openings, G, surrounding it, each of which
communicates with the fire chamber, C, and allows the flame to ascend and play up and around
the crucible, H. This crucible is conical in form both above and below its largest diameter, and
terminates in a raised neck or mouth at H*; the furnace, A, is suspended on axes, occupying the
position indicated by the letter M; these axes are fitted to a strong iron ring or hoop, N, which
surrounds the furnace, and is itself supported on the axes, P, which rest on iron frames, O.
The axes, P, are placed at right angles to the axes, M, so as to allow the crucible to roll or
gyrate on its axis, its upper and lower ends moving in a circular path. It will be observed that
the crucible, H, rests on one of its sides on the conical floor of the chamber, D, and is kept in
position by its lower spherical end, M, moving in the cylindrical opening, E. Now if the furnace
be moved quietly on its axis, the crucible gravitating to the lowest inclined side of the conical
surface on which it rests, will roll round on its own axis so long as the furnace is kept in
motion. This motion of the furnace may be easily effected by means of a short-throw half-crank
on a vertical axis passing upward through the floor in a line through the centre of the furnace,
the crank-pin having a spherical end fitting into the cylindrical socket projecting downwards
from the underside of the ashpit. The motion of the furnace should be very slow, so as to give
about one revolution of the crucible in five or ten minutes, and thus allow a constant movement
of the whole of the material to take place without dividing or breaking the continuity of the
mass, preventing any subsidence of the heavier particles, and securing the perfect homogeneity
of the whole. When the fusion and mixing is judged to be complete, the crucible can be pushed
with a rod into an upright position, and, by drawing the fire, cooled as rapidly as possible by
the current of air flowing through the furnace.

Homogenous optical glass, free from those long "wreaths" or lines of varying density, so
common in ordinary glass, was also proposed to be made in the following manner. A large
potful of glass of the required composition must be allowed to get cold, and then broken up, the
central portions only being selected for use. These pieces are to be crushed, all the glass being
reduced to absolute powder, and separated by sifting; all pieces exceeding the size of a grain of
rice should be rejected. The very small and nearly equally-sized fragments that remain are then
to be carefully washed in distilled water and put into a lenticular-shaped crucible, the exterior
surface of which should be glazed, so as to render it impervious and air-tight. The crucible
having been put into a suitable furnace and gradually heated, a small platinum pipe
communicating with the upper part of the crucible is also connected with an exhaust pump, so
as to remove every particle of air from the crucible and from between the granules of glass
while these still retain their granular condition. As soon as the glass becomes fluid, it forms a
homogenous mass, the law of diffusion equalising any minute differences in composition of
continuous grains, while wholly avoiding those long "wreaths" or streaks so fatal in large
masses of glass. On the strength of these crude notions a number of various-shaped clay
crucibles were ordered to be made, with a view to carry on an elaborate series of experiments
on the lines indicated; but as these crucibles required at least three months to dry, I had ample
time to pursue some other interesting investigations relative to the production of glass for
ordinary commercial purposes.
5. USES AND TYPES OF GLASS
A) USAGE OF GLASS IN INDA

Glass is normally used around the house to allow natural light to enter an area, to divide up an
area without losing light or for purely decorative purposes, whichever the reason, safety must
always be of paramount importance.
Design and installation of glass structures should be left to specialist contractors, the notes
below are for information only and are purely intended to give the average diy person enough
knowledge and awareness to have confidence in a good contractor and to detect contractors
performing less than fully professionally.
If buying a piece of glass for diy installation, always tell the glass merchant what it is going to
be used for - they will then be in a position to select the correct type of glass for the application.
Glass used within a building can be divided into:
• Underfoot
• Vertical
• Overhead
• Furniture
Underfoot
Although glass is not widely used underfoot within domestic premises, there is no reason why
this should be.
Unless the glass area is restricted by a surrounding barrier, the assumption must be made that
the glass area needs to be strong enough to take the full load expected on the surrounding
conventional floor area. For domestic premises a distributed load of 1.5kN/sq. m and a
concentrated load of 1.4kN are often considered appropriate. Generally, 1 square metre is
considered to be the practical maximum area for any single floor pane. Laminated glass of the
appropriate specification and upwards of 30mm thick should satisfy these requirements. The
support arrangement for the glass is critical, normally the support lip around the complete pane
should be as wide as the thickness of the pane. Expansion joints, filled with a suitable sealant,
are required between adjoining panes.
Vertical
Vertical glass usage covers a number of applications, for any application above 800mm no
special safety considerations is generally required. When used for domestic use above 800mm
the generally guidelines for glass thickness is as follows:
area of glass minimum thickness
0.2 sq. metre 3mm
0.5 sq. metre 4mm
0.8 sq. metre 5mm
2.5 sq. metre 6mm
The general areas where special safety consideration needs to be made are:

• External and internal doors and panels adjacent to doors
• Low level glazing (below 800mm)
• Full length glazing screens
External and internal doors and panels adjacent to doors
Often doors may be slammed, either by being caught in the wind or by human force; the
slamming can cause normal glass to crack or shatter. The vibrations from the door slamming
can be transmitted to any adjacent glass panel with potentially similar results.
Although safety glass is only required below 800mm, it is worth considering using safety glass
for all glazing in a door and any adjacent glass panels (i.e. in the same frame). The thickness
and grade will depend upon the size of each panel.
Low level glazing
Glazing below about 800mm of the floor is normally considered as 'low level'. The risk with
glazing at this height is that it could accidentally be knocked by furniture or people. In some
locations, low level glazing can present a hazard on both sides. The thought of a child or
elderly person falling against ordinary glass at low level is quite distressing, if one side faces
onto a garden play area, the risk may potentially be even higher.
Low level glazing should be of an approved safety type. Again the thickness and grade depends
upon the size of each particular panel.
Full length glazing screens
Full length glazed screens present the same potential risk to life and limb as low level glazing.
With any plain vertical glazing there is the risk of the glass not being recognised, generally the
larger the area of glass, the larger the risk of someone trying to walk through it. To reduce the
risk consider:
• Using a patterned and/or coloured glass.
• Design the flooring so that it does not appear to be continuous, change the colour of the
floor covering on each side or add a floor boarder along each side of the glazing.
• Putting pictures or decorative patterns on the glass, some patterns can be etched onto
most types of glass.
• Putting a horizontal feature (such as a hand rail or other horizontal feature) along the
length of the glazing.
Overhead
For overhead glazing, it is generally regarded as appropriate to install glass which is retained in
place if broken (e.g. wired or laminated) or which fractures into relatively harmless pieces
(such as toughened).

With modern plastic materials (polycarbonates etc.), the use of any glass overhead can be
avoided without too many problems and the resulting reduction in risk may be considered
worth while.
Furniture
Glass can be used either as just the finish to a piece of furniture (i.e. on top of a decorative table
top) or as part of the actual structure.
Where the glass is just the finish on a piece of furniture and is supported across its full area, the
two main important characteristics are that the edges (if exposed) are smooth and that the glass
can take any shocks (both physical and thermal) placed upon it. The minimum thickness
generally recommended are as follows:
Toughened any area 4mm
Laminated any area 4.5mm
Float less than 0.5 sq. metre 4mm
less than 1 sq. metre 5mm
Less than 1.5 sq. metre 6mm
Over 1.5 sq. metre not recommended
With toughened glass, remember that the untreated float glass needs to be cut to size and the
edges finished before it is heat treated.
B) TYPES OF GLASSES
Glass should not be thought of as just a functional material to let light into an area; it can also
be used to add decorative effect. But it is important to choose the right kind of glass for the
right place so the final job is effective, attractive and safe. The wrong type of glass used in the
wrong position can be unsatisfactory and present a serious hazard to personnel safety.
There are a number of different types of glass, in a range of patterns and tints, and it is
important to decide which is most suited for a particular job.
1. 'Ordinary' sheet glass
This glass is made by passing the molten glass through rollers; this process gives an almost flat
finish but the effects of the rollers upon the molten glass makes some distortion inevitable. The
glass can be used in domestic windows etc. but the relatively low cost of float glass (with its
lack of distortion) has tended to restrict ordinary sheet glass to glazing greenhouses and garden
sheds where the visual distortions do not matter.

Sheet glass can be cut a glass cutter and no special equipment is necessary. The glass is often
available in standard sizes to suit 'standard' glasshouses, these sizes tend to be comparatively
cheaper than glass cut to size.
2. Float glass (plate)
Float glass gets its name from the method of production used to manufacture it. The molten
glass is 'floated' onto a bed of molten tin - this produces a glass which is flat and distortion free.
Float glass can be cut using a glass cutter and no special equipment is necessary. Float glass is
suitable for fixed and opening windows above waist height.
3. Energy efficient glass
Some manufacturers produce float glass with a special thin coating on one side which, allows
the suns energy to pass through in one direction while reducing the thermal transfer the other
way. The principle behind this is the difference in thermal wavelength of energy transmitted
from the sun and that transmitted from the heat within a room.
The special coating often gives a very slight brown or grey tint to the glass. The coating is not
very robust and would not last very long if subjected to normal cleaning or external weather
conditions - for these reasons, this type of glass is normally only used in sealed double (or
triple) glazed units with the special coating on the inside.
4. Patterned (obscured glass)
Made from flat glass, this type has a design rolled onto one side during manufacture. It can be
used for decorative effect and/or to provide privacy. Patterned glass is available in a range of
coloured tints as well as plain.
A variety of pattern designs are available, each pattern normally has an quoted distortion
number, from 1 to 5, 1 being very little distortion, 5 being a high level of diffusion.
On external glazing, the patterned side is usually on the inside so that atmospheric dirt can
easily be removed from the relatively flat external face.
5. Toughened (Safety glass)
Toughened glass is produced by applying a special treatment to ordinary float glass after it has
been cut to size and finished. The treatment involves heating the glass so that it begins to soften

(about 620 degrees C) and then rapidly cooling it. This produces a glass which, if broken,
breaks into small pieces without sharp edges. The treatment does increase the surface tension of
the glass which can cause it to 'explode' if broken; this is more a dramatic effect than
hazardous.
It is important to note that the treatment must be applied only after all cutting and processing
has been completed, as once 'toughened', any attempt to cut the glass will cause it to shatter.
Toughened glass is ideal for glazed doors, low level windows (for safety) and for tabletops
(where it can withstand high temperature associated with cooking pots etc.
6. Laminated glass
As the name suggests, laminated glass is made up of a sandwich of two or more sheets of glass
(or plastic), bonded together by a flexible, normally transparent material.
If the glass is cracked or broken, the flexible material is designed to hold the glass fragments in
place.
The glass used can be any of the other basic types (float, toughened, wired etc.) and they retain
their original breaking properties.
Some laminated glass is laminated for other reasons than just keeping any broken glass in
place, some provide decorative internal finishes to the glass while others act as fire breaks.
7. Wired glass
Wired glass incorporates a wire mesh (usually about 10mm spacing) in the middle of the glass.
Should be glass crack or break, the wire tends to hold the glass together. It is ideal for roofing
in such areas as a garage or conservatory where its 'industrial' look is not too unattractive.
Wired glass is generally not considered a Safety glass as the glass still breaks with sharp edges.
Wired glass is available as clear or obscured.
8. Mirrors
Mirrors are usually made from float glass 4-6mm thick, and silvered on one side. Mirrors are
available for use without a surrounding frame, these usually are made from a type of safety
glass. Old mirrors, and modern mirrors supplied within a frame, should not be used unframed
as any damage to them might cause the glass to shatter dangerously.

9. Picture frame glass
Glass (and plastics) are available specifically for picture framing, these tend to be referred to as
'diffused reflection' glass or plastic. They have high transparency but low reflective properties
to reduce reflections when the picture or photograph is viewed.
Most of these materials can easily be cut by the average diy person providing suitable tools and
safety precautions are taken.
10. Commercial Glass
Most of the glass we see around us in our everyday lives in the form of bottles and jars,
flat glass for windows or for drinking glasses is known as commercial glass or soda-
lime glass, as soda ash is used in its manufacture.
The main constituent of practically all commercial glass is sand. Sand by itself can be fused to
produce glass but the temperature at which this can be achieved is about 1700o
C. Adding other
minerals and chemicals to sand can considerably reduce the melting temperature.
The addition of sodium carbonate (Na2CO3), known as soda ash, to produce a mixture of 75%
silica (SiO2) and 25% of sodium oxide (Na2O), will reduce the temperature of fusion to about
800o
C. However, a glass of this composition is water-soluble and is known as water glass. In
order to give the glass stability, other chemicals like calcium oxide (CaO) and magnesium
oxide (MgO) are needed. These are obtained by adding limestone which results in a pure inert
glass.
Commercial glass is normally colourless, allowing it to freely transmit light, which is what
makes glass ideal for windows and many other uses. Additional chemicals have to be added to
produce different colours of glass such as green, blue or brown glass.
Most commercial glasses have roughly similar chemical
compositions of:
70% - 74% SiO2 (silica)
12% - 16% Na2O (sodium oxide)
5% - 11% CaO (calcium oxide)
1% - 3% MgO (magnesium oxide)
1% - 3% Al2O3 (aluminium oxide)
Flat glass is similar in composition to container glass except that it
contains a higher proportion of magnesium oxide.
Within these limits the composition is varied to suit a particular
product and production method. The raw materials are carefully weighed and thoroughly
mixed, as consistency of composition is of utmost importance in making glass.

Nowadays recycled glass from bottle banks or kerbside collections, known as
cullet, is used to make new glass. Using cullet has many environmental benefits, it
preserves the countryside by reducing quarrying, and because cullet melts more
easily, it saves energy and reduces emissions.
Almost any proportion of cullet can be added to the mix (known as batch),
provided it is in the right condition, and green glass made from batch containing
85% to 90% of cullet is now common.
Although the recycled glass may come from manufacturers around the world, it
can be used by any glassmaker, as container glass compositions are very similar. It
is, however, important that glass colours are not mixed and that the cullet is free from
impurities, especially metals and ceramics.
11. Lead Glass
Commonly known as lead crystal, lead glass is used to make a wide variety of
decorative glass objects.
It is made by using lead oxide instead of calcium oxide, and potassium oxide instead of all or
most of the sodium oxide. The traditional English full lead crystal contains at least 30% lead
oxide (PbO) but any glass containing at least 24% PbO can be described as lead crystal. Glass
containing less than 24% PbO, is known simply as crystal glass. The lead is locked into the
chemical structure of the glass so there is no risk to human health
Lead glass has a high refractive index making it sparkle brightly and a relatively soft surface so
that it is easy to decorate by grinding, cutting and engraving which highlights the crystal's
brilliance making it popular for glasses, decanters and other decorative objects.
Glass with even higher lead oxide contents (typically 65%) may be used as radiation shielding
because of the well-known ability of lead to absorb gamma rays and other forms of harmful
radiation.
12. Borosilicate Glass
Most of us are more familiar with this type of glass
in the form of ovenware and other heat-resisting ware,
better known under the trade name Pyrex.
Borosilicate glass, the third major group, is made mainly of
silica (70-80%) and boric oxide (7-13%) with smaller
amounts of the alkalis (sodium and potassium oxides) and
aluminium oxide. This type of glass has a relatively low alkali
content and consequently has good chemical durability and
thermal shock resistance (it doesn't break when changing
temperature quickly). As a result it is widely used in the

chemical industry, for laboratory apparatus, for ampoules and other pharmaceutical containers,
for various high intensity lighting applications and as glass fibres for textile and plastic
reinforcement.
13. Glass Fibre
Glass fibre has many uses from roof insulation to medical equipment and its composition varies
depending on its application.
For building insulation and glass wool the type of glass used is normally soda lime. For textiles,
an alumino-borosilicate glass with very low sodium oxide content is preferred because of its
good chemical durability and high softening point. This is also the type of glass fibre used in
the reinforced plastics to make protective helmets, boats, piping, car chassis, ropes, car
exhausts and many other items.
In recent years, great progress has been made in making optical fibres which can guide light
and thus transmit images round corners. These fibres are used in endoscopes for examination of
internal human organs, changeable traffic message signs now on motorways for speed
restriction warnings and communications technology without which telephones and the internet
would not be possible.
14. Vitreous Silica
Silica glass or vitreous silica is of considerable technical importance as it has a very low
thermal expansion. This difficult to make glass contains tiny holes created using acids
and is used for filtration. Porous glasses of this kind are commonly known as Vycor.

15. Aluminosilicate Glass
A small, but important type of glass, aluminosilicate, contains 20% aluminium oxide
(alumina-Al2O3) often including calcium oxide, magnesium oxide and boric oxide in
relatively small amounts, but with only very small amounts of soda or potash. It is able
to withstand high temperatures and thermal shock and is typically used in combustion
tubes, gauge glasses for high-pressure steam boilers, and in halogen-tungsten lamps
capable of operating at temperature as high as 750o
C.
16. Alkali-barium Silicate Glass
Without this type of glass watching TV would be very dangerous. A television produces
X-rays that must be absorbed, otherwise they could in the long run cause health
problems. The X-rays are absorbed by glass with minimum amounts of heavy oxides
(lead, barium or strontium). Lead glass is commonly used for the funnel and neck of the
TV tube, while glass containing barium is used for the screen.
6. PRODUCTION PROCESS
A) Float Glass Production Process
Float glass is produced by floating a continuous stream of molten glass onto a bath of molten
tin. The molten glass spreads onto the surface of the metal and produces a high quality,
consistently level sheet of glass that is later heat polished. The glass has no wave or distortion
and is now the standard method for glass production and over 90% of the world production of
flat glass is float glass.
Production Process
The basic science:
If molten glass is poured onto a bath of clean molten tin, the glass will spread out in the same
way that oil will spread out if poured onto a bath of water. In this situation, gravity and surface
tension will result in the top and bottom surfaces of the glass becoming approximately flat and
parallel. The molten glass does not spread out indefinitely over the surface of the molten tin.
Despite the influence of gravity, it is restrained by surface tension effects between the glass and
the tin. The resulting equilibrium between the gravity and the surface tensions defines the
equilibrium thickness of the molten glass (T). The resulting pool of molten glass has the shape
as the given picture.The equilibrium thickness (T) is given by the relation:
Sand Soda Ash Limestone Dolomite Alumina Others Sand Soda Ash Limestone Dolomite
Alumina Others where Sg, Sgt, and St are the values of surface tension at the three interfaces
shown in the diagram. For standard soda-lime-silica glass under a protective atmosphere and on
clean tin the equilibrium thickness is approximately 7 mm. Others 1.0
Process Details:
The batch of raw materials is automatically weighed and mixed and then
continuously added to the melting furnace where it is taken to around
1050oC using gas fired burners. The mix then flows over a ‘dam’ where the
continuous stream of molten glass flows onto the bath of molten tin. The
stream of glass is pulled along the top of the molten tin by haul-off conveyors
t the end of the float area which transport the glass into the annealing lehr. a

At the start of the float area the molten glass spreads outwards with flat top and bottom surfaces
and The thickness decreases towards the equilibrium thickness (T).
The thickness can then be further controlled by the stretching effect of the conveyors as it cools
until it reaches 600oC when it exits the float area and enters the annealing lehr. Whilst the
equilibrium thickness is approximately 7 mm the process has been developed to allow the
thickness to be ontrolled between 0.4 mm and 25 mm.
For thin sheets, the exit conveyor speed can be increased to draw the glass down to thinner
thicknesses. This drawing will also result in a decrease in the sheet width and to prevent
unacceptable sheet width decreases edge rolls are used. Edge rolls grip the outer top edge of the
glass and not only reduce decrease in width but also help to reduce the thickness even further.
For thick sheets, the spread of the molten glass is limited by using non-wetted longitudinal
guides.
The glass temperature allows the spread to remain uniform and is reduced until the ribbon can
leave the guides without changing dimensions
Low-e coatings
Much of the architectural glass produced is now coated with low-e (for low emissivity)
coatings to enable the production of more energy efficient windows. As with any advanced
technology, there are several different production methods and the products have different
properties.
The two basic methods of producing low-e coatings are sputtering and pyrolytic deposition:
Sputtering - Soft coat and off-line coating: Sputtering uses a vacuum chamber to put several
layers of coating on the basic glass and the total thickness of the coatings is around ten
thousand times thinner than a human hair. Sputtered coatings are referred to as 'soft coats' and
must be protected from humidity and contact. The sputtered coatings are very soft but inside a
sealed unit, they will easily last for the life of the unit.
These sputtered 'soft coat' products can have emissivities ranging from 0.05 to 0.1 compared to
uncoated glass that has a typical emissivity of 0.89. This means that 'soft coat' products will
reflect between 95 and 90% of the long-wavelength radiant energy from the surface where
uncoated glass will only reflect 11% of the radiant energy received by the surface.
Pyrolytic Deposition - Hard coat and on-line coating: Pyrolytic coating deposits a metallic
oxide directly onto the glass surface whilst it is still hot. The low-e coating is effectively
'baked-on' to the surface and the resulting low-e coating is very hard and durable.
The pyrolytic coatings are often referred to as 'hard coats'. Pyrolytic coatings can be up to 20
times thicker than sputtered coatings (they are still 500 times thinner than a human hair) and the
baking process makes them much harder and resistant to wear.
Pyrolytic 'hard coats' have a low emissivity but this is higher than those achieved for soft coats.
Hard coat products have emissivities ranging from 0.15 to 0.2.

The ability to apply 'hard coats' whilst the glass is still hot means that hard coated products are
cheaper than soft coated products.
B) Manufacturing Process of Stained Glass
Background
The technology for making glass dates back at least 5,000 years, and some form of stained
glass was used in European Christian churches by the third or fourth century A.D. The art of
stained glass flowered in the 12th century with the rise of the Gothic cathedral. Today only
10% of all stained glasses are used in churches and other religious buildings; the rest are used
in residential and industrial architecture. Though stained glass has traditionally been used in
windows, its use has expanded to lamp shades, Christmas ornaments, and even simple objects a
hobbyist can make.
Stained glass has had various levels of popularity throughout history. The 12th and 13th
centuries in Europe have been designated as the Golden Age of Stained Glass. However, during
the Renaissance period, stained glass was replaced with painted glass, and by the 18th century
it was rarely, if ever, used or made according to medieval methods. During the second half of
the 19th century, European artists rediscovered how to design and work glass according to
medieval principles, and large quantities of stained glass windows were made.
In America, the stained glass movement began with William Jay Bolton, who made his first
window for a church in New York in 1843. But he was to be in the business for only six or
seven years before returning to his native England. No other American practiced the art
professionally until Louis Comfort Tiffany and John La Farge began working with stained
glass near the end of the 19th century. In fact, the art of stained glass in the United States
languished until the 1870s, and did not undergo a true revival until the turn of the century. At
this time, American architects and glassmen journeyed to Europe to study medieval glass
windows, returning to create similar art forms and new designs in their own studios.
A leaded stained glass window or other object is made of pieces of glass, held together by lead.
The pieces of glass are about 1/8-inch (3.2 mm) thick and bound together by strips, called
"cames" of grooved lead, soldered at the joints. The entire window is secured in the opening at
regular intervals by metal saddle bars tied with wire and soldered to the leads and reinforced at
greater intervals by tee-bars fitted into the masonry. A faceted glass panel differs slightly from
traditional leaded stained glass in that it is made up of pieces of slab (dalle) glass approximately
8 inches square, or in large rectangular sizes, varying in thickness from 1-2 inches (2.5-5 cm).
These slabs are not held together with lead; rather they are embedded in a matrix of concrete,
epoxy, or plastic.
Raw Materials
Glass is made by fusing together some form of silica such as sand, an alkali such as potash or
soda, and lime or lead oxide. The color is produced by adding a metallic oxide to the raw

materials.
Copper oxide, under different conditions, produces ruby, blue, or green colors in glass. Cobalt
is usually used to produce most shades of blues. Green shades can also be obtained from the
addition of chromium and iron oxide. Golden glass is sometimes colored with uranium,
cadmium sulfide, or titanium, and there are fine selenium yellows as well as vermilions. Ruby
colored glass is made by adding gold.
The Manufacturing Process
Stained glass is still made the same way it was back in the Middle Ages and comes in various
forms. For the glass used in leaded glass windows, a lump of the molten glass is caught up at
one end of a blow pipe, blown into a cylinder, cut, flattened and cooled. Artisans also vary this
basic process in order to produce different effects. For example, "flashed glass" is made by
dipping a ball of molten white glass into molten colored glass which, when blown and
flattened, results in a less intense color because it will be white on one side and colored on the
other.
So-called "Norman slabs" are made by blowing the molten glass into a mold in the shape of a
four-sided bottle. The sides are cut apart and form slabs, thin at the edges and as much as 0.25
inch (0.6 cm) thik) at the center. Another form of glass, known as cathedral glass, is rolled into
flat sheets. This results in a somewhat monotonous regularity of texture and thickness. Other
similarly made glasses are referred to as marine antique, but have a more bubbly texture.
Processing the stained glass
Large manufacturers of stained glass mix the batch of raw materials, including alkaline fluxes
and stabilizing agents, in huge mixers. The mix is then melted in a modern furnace at 2500°F
(1371°C). Each ingredient must be carefully measured and weighed according to a calculated
formula, in order to produce the appropriate color. For cathedral glass, the molten glass is
ladled into a machine that rolls the glass into 1/8-inch (3.2mm) thick sheets. The sheets are then
cooled in a special furnace called an annealing lehr. The glass is then inspected, trimmed to
standard size, and packed into cases.
At a typical factory, eight to ten different color runs are made per day. Some manufacturers cut
a small rectangle of glass from each run in order to provide a sample of each color to their
customers. There are hundreds of colors, tints, and patterns available, as well as a number of
different textures of cathedral glass. Different textures are produced by changing the roller to
one having the desired texture. Glass manufacturers are continuously introducing new colors
and types of glass to meet the demands of their customers.
Creating the window pattern
Though some of the tools to make stained glass windows have been improved, the windows are
still hand crafted as they were centuries ago. The first step of the process involves the artist
creating a small scale version of the final design. After the design has been approved, the
craftsperson takes measurements or templates of the actual window openings to create a
pattern. This pattern is usually drawn on paper or cardboard and is the actual size of the spaces

to be filled with glass.
Next a full-sized drawing called the cartoon is prepared in black and white. From the cartoon,
the cutline and pattern drawings are made. The modern cutline drawing is a careful, exact
tracing of the leadlines of the cartoon on heavy paper. The leadlines are the outlines of the
shapes for patterns to which the glass is to be cut. This drawing serves as the guide for the
subsequent placing and binding with lead of the many pieces of glass.
The pattern-drawing is a carbon copy of the cutline drawing. It is cut along the black or lead
lines with double-bladed scissors or a knife which, as it passes through the middle of the black
lines, simultaneously cuts away a narrow strip of paper, thus allowing sufficient space between
the segment of glass for the core of the grooved lead. This core is the supporting wall between
the upper and lower flanges of the lead.
Cutting and painting
Colored glass is then selected from the supply on hand. The pattern is placed on a piece of the
desired color, and with a diamond or steel wheel, the glass is cut to the shape of the pattern.
After the glass has been cut, the main outlines of the cartoon are painted on each piece of glass
with special paint, called "vitrifiable" paint. This becomes glassy when heated. The painter
might apply further paint to the glass in order to control the light and bring all the colors into
closer harmony. During this painting process, the glass is held up to the light to simulate the
same conditions in which the window will be seen. The painted pieces are fired in the kiln at
least once to fuse the paint and glass.
Glazing and leading
The next step is glazing. The cutline drawing is spread out on a table and narrow strips of wood
called laths are nailed down along two edges of the drawing to form a right angle. Long strips
of grooved lead are placed along the inside of the laths. The piece of glass belonging in the
angle is fitted into the grooves. A strip of narrow lead is fitted around the exposed edge or
edges and the next required segment slipped into the groove on the other side of the narrow
lead. This is continued until each piece has been inserted into the leads in its proper place
according to the outline drawing beneath.
Finishing
The many joints formed by the leading are then soldered on both sides and the entire window is
waterproofed. After the completed window has been thoroughly inspected in the light, the
sections are packed and shipped to their destination where they are installed and secured with
reinforcing bars.

Faceted glass
For faceted glass windows, the process begins the same way, with the cutline and pattern
drawings being made with carbons in a similar manner. The pattern drawing is then cut to the
actual size of the piece of glass with ordinary scissors since there is no core of lead to allow for.
The thick glass slabs next are cut with a sharp double-edged hammer to the shape of the
pattern. To give the slab an interesting texture, the worker then chips round depressions in the
glass with the same hammer. This is called faceting.
Instead of glazing with lead, a matrix of concrete or epoxy is poured around the pieces of glass.
The glass pieces have first been glued to the outline drawing, which is covered with a heavy
coating of transparent grease so that the paper can be removed after the epoxy sets. The whole
is enclosed within a wooden form, which is the exact size and shape of the section being made.
The worker must wear gloves during this process, since epoxy resin is a toxic material. After
hardening, the section is cleaned and cured prior to shipping and installation.
The process for making an entire stained glass window can take anywhere from seven to ten
weeks, since everything must be done by hand. Cost can vary widely depending on complexity
and size, though some windows can be created for a cost as low as $500. The customer can
choose an existing pattern rather than create an entirely new one to minimize costs. In this case,
the pattern can be customized by altering shapes or by changing the placement of the central
image.
7. SUPPLY CHAIN MANAGEMENT IN GLASS INDUSTRY

8.
9. MATERIAL HANDLING NORMS

Safety concerns in handling glass cullet during production and construction include: exposure
to respirable particles and potential for skin irritations, cuts, or lacerations. Glass is primarily
composed of amorphous silica. Amorphous silica is not considered to be a significant health
hazard. Crystalline silica, a health hazard known to cause brogenic lung disease (7), is not
likely to be found, except in very low amounts, in the post-consumer glass stream used for
cullet. Test results conducted-by Dames & Moore (9) indicated that cullet samples contained
less than one percent crystalline silica which puts glass cullet dust in the nuisance dust category
under OSHA. Skin irritations and cuts can be avoided through the use of protective clothing
similar to that worn when working with natural aggregates. This includes heavy gloves, long-
sleeve shirts, pants, heavy boots, hard hats, hearing protection and eye protection.
Need for Integrated concept
Having recognized the importance of the materials management function, let us now see why
an integrated approach is necessary. Various functions served by materials Management
include the materials planning, purchasing, receiving, stores, inventory control, scrap and
surplus disposal. If some of the functions were to be separately handled, normally a conflict of
interests occurs. Purchasing department, if allowed to operate independently, may take
decisions, which result in sub-optimization. For example, under a separate set-up, the purchase
department may treat discount as a very important factor and buy large quantities to avail of the
discount without taking into account its impact on the warehousing and carrying costs. In other
words, we need to balance the conflicting objectives from a total organization viewpoint so as
to achieve optimum results for the organization as a whole. As expansion, for example, will
require planning for the increased requirements, developing new sources, revision in inventory
levels, apart from the increased load in receipt of materials, inspection and storing.
In an integrated set-up, the materials manager who is responsible for all such interrelated
functions is in a position to exercise control and co-ordinate with an overview that ensures
proper balance of the conflicting objectives of the individual functions. Integration also helps in
the rapid transfer of data, through effective and informal communication channels. This is
crucial as the materials management function usually involves handling a vast amount of data.

Therefore, integrating the various functions ensures that message channels are shortened and
the various functions identify themselves to a common materials management department
which, in turn, result in greater co ordination and better control.
Definition and Scope
We can define materials management as the function responsible for the co ordination
of planning, sourcing, purchasing, moving, storing and controlling materials in an
optimum manner so as to provide a pre-decided service to the customer at a minimum
cost.
From the definition, it is clear that the scope of the materials management is vast. We
can broadly identify the following functions:
Materials Planning and Control:
Based on the sales forecast and production plans,
the materials planning and control is done. This involves estimating the individual
requirements of parts. Preparing materials budget, forecasting the levels of
inventories, scheduling the orders and monitoring the performance in relation to
production and sales.
Purchasing:
This includes selection of sources of supply, finalization of terms of
purchase, placement of purchase orders, follow-up, maintenance of smooth relations
with suppliers, approval of payments to suppliers, evaluating and rating suppliers

Material Handling in Glass Industry

Hazardous handling of chemicals: The industry uses in large quantities chemical compounds,
which have detrimental effect on health and environment. Lead Oxide giving the brightness of
crystal glasses used at high concentrations ranging between 24 to 36 percent and handled
carelessly without due attention to its cumulative toxic properties. The industry produces
coloured glass and uses compounds of Cobalt, Cadmium and Selenium, as decolourizers to
mask unwanted colors. The use of these chemicals is not controlled tightly as it is done in
Europe to avoid contamination of environment. The use of arsenic and antimony for glass
refining poses a great danger of water contamination and health problems. The sulfates and
nitrates of sodium are also used for glass refining and generate extensive emissions of NOx.
Most of the industries use Na2O instead of soda due to lower cost, increasing the pollution
factor considerably. Phosphates and fluorides are used more frequently as pacifiers resulting in
volatile and corrosive compounds like phosphoric oxides and fluorine (ozone depleting
substance).
Need for an "Industry specific" energy and environment programming: In the light of
above it is concluded that there is a need for a specific program for glass industry in India,
focusing on maximizing energy efficiency, pollution prevention and market competitiveness
issues through integrated assessments, looking at the entire facility rather than on specific
technology and process applications. Its formulation in a participatory process and approach
would help to set targets to develop and demonstrate technologies and techniques that are
required not only to enhance industry’s competitiveness but also ensure its full compliance with
regulations and policies/goals for energy security and environment protection. Moreover, it
would not only support the trend towards closer cooperation between the Government and the
private sector but would also help the creation of new partnerships. Such partnerships are
needed to improve R&D, accelerate the availability and commercialization of energy efficient
technologies at affordable cost. Moreover, they would also facilitate the creation of the
monitoring and targeting (M&T) capabilities, as well as the adoption of management tools for
product life cycle assessment and TQM in larger enterprises.

Need for controlling activities causing energy loss, pollution and health problems:
Although glass itself is one of the most neutral products, the fuels and quite a number of raw
materials when used without adequate knowledge and equipment generate energy losses, poor
quality and serious problems for environment and health.
10. COMPARISON WITH CHINESE DRAGON
Chinese Glass Industry
China is universally acknowledged as one of the most dynamic countries with the fastest
developing speed. Success in bidding for hosting the Olympic Games in Beijing in 2008 and
World Exposition in Shanghai in 2010 and achievement in China's entry to WTO, all that have
been stimulating the powerful development of Chinese glass industry.
In 2003, the total output of flat glass was up to 252 million weight-cases in China and
processed glass industry had also a swift development. Therefore, China is in need of advanced
technologies and equipments from foreign countries to increase the production and enrich the
varieties of products, so as to meet the demands from industries like construction, automobile,
electron, electric apparatus, information, medicine.
The International Finance Corporation (IFC) undertook a study in 2003 of the flat glass
industry in China, in conjunction with the Stockholm and Shanghai offices of Booz Allen
Hamilton, strategic management consultants. The study was sponsored by the SIDA, the
Government of Sweden’s Donor and Trust Fund arm, as part of their on-going program of
support for developing countries.
PERSPECTIVE ON THE INDUSTRY

The recent history of the industry has
been both dynamic and tumultuous.
There has been strong and steady growth
of demand overall, and in particular for
higher quality float glass, currently
estimated at around 8 - 10% and 20 -
25% respectively. The residential
construction sector has seen more, larger
and better quality housing, driven by
initiatives such as the government’s
target of 70MM new dwellings by 2010
and greater access to affordable housing.
Construction of
commercial premises has been driven by the rapid progress of the economy overall and will be
further stimulated by preparations for the Olympics and World Expo in 2008. In addition, a
combination of rising wealth levels and regulation have led to a demand for higher quality glass
including, in some limited areas, the use of glass with more advanced thermal effiency
characteristics. At the same time, strategic investments by the world’s major auto
manufacturers have also resulted in very strong growth in demand for higher quality glass for
car and truck windows.
On the supply side, the manufacturing base has also developed rapidly, but in contrast in a
markedly less orderly fashion. On the positive side, the industry has seen the emergence of
some large and dynamic domestic players that are making progress against effiency goals
determined by scale and by management prowess. In addition, a core of high quality
production has been established, with around 10 lines now producing glass of international
quality (mostly sponsored by international players and using imported technology in whole or
in part), and the quality standards of other lines based on purely domestic technology are
improving. However, over-investment in lower quality lines has resulted in successive waves
of overcapacity, heavily depressed market prices, industry-wide losses, closures of some of the
smaller players, and a government-imposed moratorium on further line openings.
CONTENDERS AND SUCCESS FACTORS
We defined six factors that we believe will play a major role in determining the success of flat
glass manufacturers in China:
End Market / Weight Demand
For Flat Glass in China 2003 est.
Other/ Specialty
50 – 60MM cases
Growth rate 6%
Auto
20 – 25MM cases
Growth rate >10%
Construction
120 – 130 MM cases
Growth rate 8%
50~60%
27~31%
9~11%
Overall Growth ~8%+
Export
22 – 26MM cases
Growth rate 40%
10~12%

• Business Scale: Ultimately the float glass industry is a cost game, and there
are very significant efficiencies to be achieved by production scale (size of
individual lines, co-location of lines with shared infrastructure for handling
raw materials and distribution) and commercial scale (ability to obtain bulk
discounts, influence local market prices). The largest Chinese
manufacturers today, with 10+ lines apiece, are still a long way behind the
global players.
• Strong corporate governance / management culture: Management decision
making in the float glass industry is a risky business, given the very high
upfront investments required and long life of a line. Excellence and
discipline in the running of the business will play a major role in the success
of a company
• Financial Muscle: Recent years have demonstrated that even the market
leaders need sufficient reserves not only to weather difficult market
conditions but also to take advantage of them by acquiring weaker players
and pre-emptive expansion
• Technological capability: A significant part of the market still lacks the
capability to produce higher quality output or achieve best practice
efficiency levels. Those with the stronger technological capabilities are
advantaged
• Specialism: While the conclusions drawn in “market perspective” hold true
for the market as a whole, there are pockets of greater and lesser intensity.
Companies that target areas of the market that are specialized – by
geography or product – will be relatively more protected from competition
• Distribution network: Several ventures in the past have failed due to poor
access to distribution networks and relationships. At the same time, larger
players are increasingly locking in their competitive advantage by forming
direct sales relationships with large customers. Strong distribution
capabilities will be a significant factor in determining winners and losers
China is currently the main focus of float glass investment activity worldwide, with over 40
new lines planned in addition to the ~100 already in existence. Only a minority of the
investment, as currently planned, will be in international quality production, due in part to
manufacturers’ desire to keep investment costs low, and a lack of access to international
standard technology. The result will be a relatively balanced market for higher quality float
glass, but a growing over-supply of lower quality glass. Consequently, there will likely be a
rapid maturing of the industry, a consolidation amongst manufacturers and the emergence of
several world-scale players: The decisions taken over the next 3 – 5 years will therefore likely
determine the shape of the industry for several decades. While some types of manufacturers
are clearly advantaged, all will need to take action to strengthen their positions to maximize the

chance of survival and success, including strengthening their financial backing and corporate
governance, accessing technology, and developing international business networks.
11. NATIONAL AND INTERNATIONAL PLAYERS
ASAHI INDIA
Asahi India is the largest manufacturer of automotive safety glass in India. Established in 1987,
Asahi India was jointly promoted by B.M.Labroo & Associates, Asahi Glass Company
Limited, Japan and Maruti Udyog Limited. Asahi India manufactures the full range of
automotive safety glass. Asahi India's present product range includes laminated windshields,
tempered glass for side and back lites, zone tempered glass for windshields, silver printed
defogger glass, black ceramic printed flush fitting glass and PVCencapsulated fixed glass. In
the non-automotive segment Asahi India's product range includes architectural laminated glass
and toughened lid glass Asahi India's customers include Maruti Suzuki, Hyundai Motors,
Toyota Kirlosker, Mahindra & Mahindra, Ford
India, Honda Siel, Hindustan Motors, General Motors, Fiat, Daewoo Motors.
Asahi India's leading market position and strong relationship with its customers is backed by its
superior technological and quality standards, cost competitiveness and its ability to
provide comprehensive and innovative services. Asahi India has a financial and technical
collaboration with Asahi Glass Company Limited, Japan (AGC). In the automotive safety
glass business, the AGC group is a worldwide leader, with 25% global market share. In fiscal
2002, AGC's consolidated net sales and operating income amounted to US $ 10,337
million and US $ 483 million, respectively. Asahi India continues to benefit immensely from
the core technology inputs offered by AGC, Japan. During 2001-02, Asahi India acquired
financial and management control in Floatglass India Ltd. - to reposition itself for continued
future growth and success while focusing on the Company's core strengths.
Operating Performance
The major thrust that the company has got in the past year is the acquisition of Floatglass India
Ltd. This will help Asahi India to move forward towards achieving its vision of emerging as an
end to end player in the glass value chain. This will make it the largest player in the glass
industry in India, vertically integrated from manufacturing architectural float glass to
manufacture of automotive laminated and tempered glass.
It will also help the company to have a strong financial structure, facilitate resources
mobilization and achieve better cash flows. The amalgamation will significantly improve the
competitive advantage of the company, expand its business platform, reduce business risk and
enhance its strategic position in the domestic glass industry.
SAINT GOBAIN

SAINT-GOBAIN’s NEW ACQUISITIONS
Saint-Gobain's Building Distribution Sector has announced the acquisition of JP Corry, the
leading builder's merchant in Northern Ireland, Barugel Azulay, the top-ranking distributor of
sanitary ware, tiles and kitchens in the State of Buenos Aires in Argentina, and Vera-Meseguer,
a leading builder's merchant in the region of Murcia in Spain. Saint-Gobain's Building
Distribution Sector recorded a turnover of £15.4BN in 2005. It employs 62,000 people working
in a network of 3,600 sales outlets spread over more than 20 countries
For Saint-Gobain Glass India, the caption is meant to convey several things to the buyers -
heritage, innovation, reliability, and quality. And, surprisingly the caption was created in India
as Saint-Gobain Glass India set up operations last year and sought to build a brand. This is one
of the things developed by us and is now exportable, says B. Santhanam, Managing Director,
Saint-Gobain Glass India Ltd, as he explains how the caption, along with the brand-building
exercise by the company helped it achieve a fifth of the float glass market in the country.
Apart from focussing on its heritage and reliability as part of its marketing and brand-building
exercise, Saint-Gobain Glass India ensured that its quality levels were even more stringent -
similar to the quality of Saint-Gobains global operations - than what was required of companies
here. For instance, it has defect levels of one defect per 100 sq.ft. of glass, whereas the Indian
standard allows up to 10 times that, according to Santhanam
Another aspect that Saint-Gobain focussed on was the thickness of the glass. It launched a
campaign called True Thick where it told its customers that if they bought glass from them, the
thickness of the glass will be what it was claimed to be. For instance, a glass of 5 mm thickness
would be 4.93 to 4.95 mm thick, when it was perfectly legal and acceptable to pass off glass of,
say, 4.75 mm thickness as 5 mm glass.
Tests Indian Std American Std European Std.
Dimensional Tolerance on
Cut Size
+- 2mm +1.6mm, -3.2mm) +-2.5mm
Fragmentation Test
(minimum count)
60 particles 55 particles 40 particles
Shock Resistant Test
(Allowable breakage/Total
Sample Size
1/5 1/5 0.5/5
Wrap (Arc)1
0.50% 0.52% 0.30%
Wrap (Wave)2
0.30% 0.50% 0.20%

Note: The above tests are for 6mm thick clear float glass.
(Arc)1
:(Height of Arc/Length of Chord) X 100%
(Wave)2
: (Height from top bottom of Wave / Distance of top to bottom of Wave) X 100%
12. SEJAL ARCHITECTURAL GLASS LTD.: THE INSIDE STORY
Sejal vision....
“It is the vision of the Sejal Group to create a brand image for Sejal that evokes a sense
of awe, blind faith and inspiration and to achieve for itself the position of industry
leader in the field of secondary flat glass processing.”
Processes, operating systems and procedures shall be adopted with the objective of
surpassing the exacting international standards for products and systems.
PROJECT LOCATION SQM
BABU KHAN MALL HYDERABAD 870
DIVYASHREE GREEN CHENNAI 1176
HCL CHENNAI 1364
WIPRO CHENNAI 646
ST. MICRO ELECTRONICS NOIDA 2444
RAHEJA MINDSPACE MUMBAI 26500
RAHEJA MINDSPACE HYDERABAD 6000
RAGHULEELA MALL MUMBAI 419
NICHOLAS PIRAMAL MUMBAI 570
NIRMAL LIFESTYLE MUMBAI 1577

PROJECT LOCATION SQM
DYNAMIC JUHU MUMBAI 1063
WHIZ ENTERPRISE MUMBAI 395
KAMALA MILL MUMBAI 384
VASANT SMRUTI MUMBAI 454
ELEGANT BUSINESS PARK MUMBAI 1521
INTL. KNOWLEDGE PARK MUMBAI 998
BOSTON MUMBAI 5000
BSEL MUMBAI 4000
SUPERMALL MUMBAI 3000
ALEMBIC BARODA 1331
KOHINOOR SOFTCON MUMBAI 2773
PIRAMAL MUMBAI 11458
VENAMBERG HYDERABAD 1208
BHARAT DIAMONG BOURSE MUMBAI 20000
YASH RAJ STUDIO MUMBAI 500
THE HUB HIGHWAY MUMBAI 446
SUPERMALL MUMBAI 2922
SUN PHARMA R & D CTR. MUMBAI 1500
SUN PHARMA R & D CTR. BARODA 1500
LEELA BUSINESS PARK MUMBAI 1039
CEE DEE ESS CHENNAI 1157
TEXAS INSTRUMENTS CHENNAI 2377
RELIANCE IPCL NEW MUMBAI 3152
GLOBE MIRRORS SRILANKA 1150
KELSEY SRILANKA 2295
Sejal's facilities....
Sejal's extensive processing facilities located at Mumbai and Vapi occupy an area of over
50,000 sq. ft. International quality; service and reliability are the market norms today. To
ensure that the Sejal products consistently meet the quality standards, Sejal's facilities have
been equipped with the state-of-the-art computer driven, automatic production lines and
systems from select, leading manufacturers - renowned and well established in the global
market. The facilities at Sejal include:

PROCESS FACILITY
SOURCE
SALIENT FEATURES
OF FACILITY
SPECIFICATIONS
Cutting line LISEC, AUSTRIA Automatic, Computer
driven Cutting line with
Li-opt cutting
optimisation software,
computers for file
management and man-
machine interface,
cutting machine and
breakout table.
Glass thickness from 3
to 19 mm.
Max cut size – 3,500
mm x 2,500 mm
LISEC, AUSTRIA Automatic, Computer
driven Cutting line with
Li-opt cutting
optimisation software,
auto loader, cutting
machine and breakout
table.
Glass thickness from 3
to 19 mm.
Max cut size – 6,000
mm x 3,000 mm
Grinding Lisec, Austria Automatic computer
driven vertical arising
and grinding line with
washing and drying
station.
Glass thickness from - 3
to 12 mm.
Grinding BAVELLONI,
ITALY
2 Nos. Vertical straight-
line diamond edge
grinding GEMY 9 with 9
wheels.
Grinding of Flat edges
with arris with coarse,
fine and crystal edge
finish
to 19 mm.
Max. conveyor load –
150 kg / m
BAVELLONI,
ITALY
Vertical straight-line
diamond edge grinding
TM 4 with 4 wheels.
Grinding of Flat and
profile edges with arris
with coarse, fine and
crystal edge finish
to 19 mm.
100 kg / m
FUSHAN,
CHINA
Vertical straight-line
FZM 10 with 10 wheels.
Grinding of Flat edge
finish
to 19 mm.
200 kg / m

PROCESS FACILITY
SOURCE
SALIENT FEATURES
OF FACILITY
SPECIFICATIONS
INDIA Vertical straight-line
with 8 wheels.
finish
to 19 mm.
100 kg / m
INDIA Horizontal straight-line
with 4 wheels.
with arris and miters
with coarse, fine and
crystal edge finish
to 19 mm.
FUSHAN,
CHINA
Corner grinding machine
for rounding of glass
corners
Glass thickness from – 3
to 19 mm.
NINJA, INDIA Cross belt grinding
machine – 2 nos.
Grinding of top and
bottom arris.
to 19 mm.
NINJA, INDIA Vertical belt grinding
machine for straight
edge grinding with arris.
to 19 mm.
NINJA, INDIA Horizontal belt grinding
machine for grinding of
straight edge with arris.
to 19 mm.
Grinding and
Fabrication
INTERMAC,
ITALY
5 axis, CNC Work centre
for external and internal
grinding, bevelling,
engraving, drilling,
countersinking, cutting,
writing
Glass thickness – 3 to
80 mm
Max glass size – 6.25m
x 3.35 m
Fabrication LISEC, AUSTRIA Water jet cutting
machine with high speed
grinding spindle for drill,
countersink, cutout
Glass thickness 3 to 100
mm
Max glass size 5m x 2.5
m
Drilling FUSHAN,
CHINA
Twin spindle semi-
automatic drilling
machine.
to 50 mm.
Hole diameter - 4 to 220
mm
Distance form hole
centre to edge of glass –
1,250 mm

PROCESS FACILITY
SOURCE
SALIENT FEATURES
OF FACILITY
SPECIFICATIONS
BHAMBRA,
INDIA
Twin spindle semi-
automatic drilling
machine.
to 50 mm.
mm
Distance form hole
centre to edge of glass –
600 mm
LOCAL, INDIA Portable drilling
machine for drilling,
counter sinking.
to 50 mm.
mm
Horizontal
washing
machine
MALNATI,
ITALY
Automatic horizontal
washing machine for
clear, tinted and coated
glasses
to 19 mm.
Max. width of glass –
2,500 mm
Horizontal
tempering line
TAMGLASS,
FINLAND
Automatic, Computer
driven horizontal
tempering line HTF
2436 BCT 10 with 2
centrefugal and 1 axial
blowers and 1
compressor, heat
strengthening and coated
glass options.
to 19 mm.
Max. size of glass –
3,600 x 2,440 mm
Min. size of glass – 200
x 250 mm
Glass standards – ANSI
Z97.1-1984 & ECE R
43 or equivalent
Heat Soak HOAF,
NETHERLANDS
Heat Soak oven for
testing of tempered glass
as per popular
international standards
to 19 mm.
3,600 x 2,440 mm
Bending HOAF,
NETHERLANDS
Oven for sinking,
bending, fusing of glass
Max size of glass -
Laminating
Line
BYSTRONIC,
GERMANY
Computer driven
laminating line suitable
for soft coated with
convection heating
Max size of glass 2.6 m
x 4.5 m
Max thickness of
laminate – 80 mm

PROCESS FACILITY
SOURCE
SALIENT FEATURES
OF FACILITY
SPECIFICATIONS
Laminating
Autoclave
Scholz, Germany Autoclave for setting of
laminated glass
Max size of glass 2.6 m
x 4.5 m
Max thickness of
laminate – 80 mm
Insulating glass
line
LISEC, AUSTRIA Automatic, computer
driven insulating line for
double and triple glazing
with 1, 2, 3 or 4 - sided
steps. Automatic
hydraulic pressing IGU
pressing station, tiltable
outlet
3,600 x 2,440 mm
Unit thickness – 12 to
52 mm
Frame Bending LISEC, AUSTRIA Automatic frame
bending for rectangular
and shaped glasses
3,600 x 2,440 mm
Unit thickness – 12 to
52 mm
Frame cutting MALNATI,
ITALY
Precision length cutting
with digital control
Smooth cut edges
------
Frame filling LISEC, AUSTRIA Simultaneous filling of
frames with molecular
sieves.
Minimum atmospheric
contact for molecular
sieves
Frame size suitable for
IGU as above
Butyl extruder LISEC, AUSTRIA Automatic application of
PIB primary seal on
frame
Frame size suitable for
IGU as above
Sealing Robot LISEC, AUSTRIA Automatic application of
secondary seal to the
insulating glass unit.
Max glass size 2.5 m x
2.5 m
Bi-component
sealing
LISEC, AUSTRIA Hydraulic two
component extruder for
Polysulphide secondary
seal
Size suitable for IGU as
above
Bi-component
sealing
LISEC, AUSTRIA Hydraulic two
component extruder for
Silicone secondary seal
Size suitable for IGU as
above
Water
demineralising
plant
AHURA, INDIA Cation, Anion and mixed
bed units with on line
conductivity
measurement
DM water capacity 700
l/h

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