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Getting to the Root of Performance Issues

January 15, 2014 / ,


Let’s paint a possible scenario in an industrial metal-cutting environment: After reviewing monthly costs, a manager notices that tooling costs are up. Upon further investigation, the manager discovers that operators have been replacing blades more frequently than usual. In other words, a blade the company has been using for years is now failing. What does the manager do?

A. Contact the supplier to complain about a bad shipment
B. Research new blade options
C. Check equipment settings
D. Evaluate operator performance

In most cases, the answer is likely going to be A or B. When a problem happens on the cutting room floor, most managers want to fix it and move on. And if the problem appears to be mechanical, the natural instinct is to blame the machine. However, these issues can also be symptoms of larger, operator-based problems such as improper blade usage, lack of training, and poor maintenance.

When a performance issue arises on the cutting room floor, managers should have procedures in place that help determine the underlying causes of the failure. This will not only solve the problem at hand, but can also weed out any “hidden inefficiencies” that could be negatively impacting the bottom line. In the aforementioned scenario, for example, premature blade failure not only increases tooling costs, it also creates bottlenecks and decreases quality. If the real source of problem is a poorly trained operator, a new blade isn’t going to solve any one of these issues.

Forward-thinking managers know the key to optimal performance is identifying the root cause of failure so that it never happens again. Below are a few strategies managers can use to uncover the source of operational issues: