March 15, 2015 / agility, benchmarking, best practices, blade selection, circular sawing, continuous improvement, Cost Management, cost per cut, LIT, operations metrics, operator training, preventative maintenance, quality, resource allocation, ROI, strategic planning
In a mature manufacturing operation like circular sawing, it is easy for managers and lead operators to rely on trusted and proven techniques. Unfortunately, today’s competitive market has upped the ante, which is why so many operations have stopped depending solely on tribal knowledge and are now embracing continuous improvement and the changes that come along with it.
Today’s leading operations managers know that being successful requires both innovation and re-evaluation. In other words, they understand that their way may not always be the best way, and that, instead, their aim should be to stay open to a better way. As a recent leadership article from Forbes notes, “Top performers are top performers because they consistently search for ways to make their best even better.”
In a circular sawing operation, this may mean testing a new blade on the shop floor, while other times, it may mean adopting a new management technique. Or, as this article from manufacturing.net suggests, it may mean basing your decisions on “real-time data versus institutional memory.”
The point is that bar is always moving, and it would serve most operations well to be open to new ideas and, more importantly, to learn from others. What are other circular sawing operations doing to stay competitive? The LENOX Institute of Technology (LIT) interviewed two high production metal-cutting companies and asked them for some of the best practices they are using to stay competitive. Read below to discover a few of the strategies they are using to become industry leaders.
Jet Cutting Service, Inc.
Based out of a 69,000-sq-ft facility in Bedford Park, IL, the metal processor currently runs 10 circular cold saws and eight band saws and primarily serves steel service centers, machine shops, and some producing mills. When it comes to strategy, vice president Mike Baron focuses on three key strategies:
- Technology. According to Baron, his team is always testing new advancements to ensure the shop is using the most advanced cutting tools. Last year, for example, Baron had eight different circular saw blade manufacturers come into his factory to see which blades performed the best. While the project was time-consuming, Baron said it was a huge learning experience for his team and it ended up giving him a 20-percent cost savings.
- Ongoing training. Like most shops, new operators are “put through the rigors,” Baron says, and seasoned employees are retrained every time new equipment or software is purchased.
- ISO Certification. Baron says maintaining ISO certification helps his shop keep quality high and plays a critical role in achieving continuous improvement. “If you don’t track it, you can’t measure it, and then you can’t improve upon that,” Baron says.
A.M. Castle & Co.
In addition to distributing a wide range of metal and plastic materials, the leading metal service center also performs simple sawing operations at several of its locations, including its main distribution center in Franklin Park, IL. Glen Sliwa, who is responsible for keeping saw operations up and running, describes three ways the shop stays productive:
- Continuous Improvement. Sliwa says the company’s focus is on continuous improvement and is “always doing something to upgrade.” About 7 years ago, the operation underwent a lean transformation, which included major changes in workflow and equipment placement as well as simple improvements like color-coding material. The facility also constantly uses the lean tool known as 5S, which eliminates waste by keeping work areas clean and organized.
- Preventative Maintenance. According to Sliwa, preventative maintenance is critical to keeping production moving. Operators perform daily maintenance on machines by following a check list that they have to verify and sign at the end of every job. Sliwa and his team also perform more in-depth PM checks on quarterly basis.
- Strong Supplier Relationships. Sliwa works closely with his suppliers and relies on their expertise any time his team has a cutting issue or is looking to improve performance. In one instance, operators were having a hard time reaching productivity goals when cutting several grades of stainless steel. A technical representative from Sliwa’s blade supplier came out to evaluate the problem and suggested a new blade type. Not only did the new blade cut Sliwa’s cutting time half and double the blade life, the supplier also trained his team and tuned up his saws.
To download the full case study, Best Practices of High Production Metal-Cutting Companies, visit LIT’s circular saw resource page.