August 20, 2017 / best practices, blade failure, blade life, blade selection, bottlenecks, continuous improvement, LIT, operator training, predictive management, preventative maintenance, productivity, quality, workflow process
While some downtime is inevitable, more and more forges and other industrial metal-cutting companies are discovering that proper maintenance and proactive care of equipment can significantly reduce its occurrence.
The problem is that maintenance departments are typically busy putting out fires, which pushes anything “preventative” to the side. Why take the time to stop a potential problem when there are enough real problems happening right now?
However, as stated in the eBook, Five Performance-Boosting Best Practices for your Industrial Metal-Cutting Organization, proactively addressing maintenance issues allows managers to reduce costs, increase blade and tooling life, and, most importantly, avoid costly mistakes. “With a simple check-list, operators can enhance their knowledge base and positively affect performance on the shop floor,” the eBook states.
What does this look like in practice? According to the white paper, Accounting for Operator Inefficiencies in the Metals 2.0 Environment, operators can conduct daily preventative maintenance (PM) checks in less than 10 minutes. Programs can be as detailed as a manager feels is necessary, but in a band saw environment, the following are a few key checkpoints to include:
- checking coolant levels
- cleaning saw blades of debris
- visual tests of critical tooling elements such as the feed system and lasers
- double-checking parameter settings (i.e., speed and feed rate)
Although many shops conduct PM checks at the start of each shift, there are several ways managers can schedule their PM procedures. In a recent blog, maintenance software provider SM Global offers four possible PM schedules:
- Date based: Schedule PM checks every X amount of days, weeks or months. So, for example, you can have a maintenance task scheduled every 5 business days, on every Friday, the second Monday of every third month, every January on the first Wednesday and so on.
- Meter based: There are two different meter types. In one, you schedule maintenance every time a meter reading increases or decreases by a certain amount. For example, an oil change when a meter reading increases by 3000 miles. The second type is a batch meter. You schedule maintenance after an equipment processes X number of units. For example, replace a bearing every time the equipment produces 500 widgets.
- Alarm based: You schedule a maintenance task every time an alarm condition happens. For example, an alarm could be excessive vibration on a machine. You can schedule a PM check on the machine when this alarm occurs.
- Relative to another task: Start a new maintenance task when another task completes. For example, order more coolant every time you clean your fluid/lubricant reservoir and screen (typically every 3 months).
If your metal forging operation doesn’t have a current PM program in place, you may want to consider working closely with your equipment and tooling supply partners to set up daily, monthly, quarterly, and annual PM schedules. In addition to helping you create checklists, many provide complimentary annual or bi-annual PM check-ups, which can provide more in-depth equipment diagnostics.
August 15, 2017 / best practices, blade failure, bottlenecks, continuous improvement, human capital, LIT, operator training, productivity, quality, Safety, workflow process
A top goal of every operations manager is to reduce error on the shop floor, whether it be mechanical error or human error. While 0% error rates are pretty hard to achieve, the reality is that even a small percentage of error can quickly add up.
An article from Competitive Production puts this into perspective:
“If things are done correctly 99 percent of the time, that equates to two unsafe landings at Chicago’s O’Hare International Airport each day; 16,000 pieces of lost mail each hour; 20,000 incorrect drug prescriptions each year; or 500 incorrect surgical procedures completed each week. In manufacturing, the slightest of errors, for example one-tenth of a percent, can have a significant impact on a company’s financial performance and profitability.”
When it comes to band sawing, error remains a top concern for managers. As Matthew Lacroix of LENOX explains here, fabricators and other metal-cutting shops have three main areas of concern regarding their band saw processes. “The top frustrations that we repeatedly hear from fabricators are machine downtime, blade failure, and operator error,” he tells Canadian Metalworking. “In each case, there are steps they can take within their own organizations to manage the problems.”
The white paper, Accounting for Operator Inefficiencies in the Metals 2.0 Environment, provides a few steps managers can take to reduce error in their band saw department:
- Optimize workflow. Reducing error and increasing productivity often go hand-in-hand, and taking steps to optimize workflow often accomplishes both. This typically includes analyzing equipment placement, material flow, and ergonomics. Even something as simple as adjusting the height of staging tables can make a difference. By reducing the amount of times an operator handles the material, managers can improve operator efficiency, reduce the chance for error, and improve safety.
- Implement accountability procedures. Without a paper trail, there is no way to account for errors when they happen. One-over-one verification procedures can be used to ensure that operators are following the correct procedures and running saws at the proper settings. Band saw operators, for example, could be required to sign-off on paperwork once they have set up equipment and performed the initial cuts. Another operator or supervisor can then sign off to verify that proper procedures have been followed.
- Make operator training an ongoing procedure. Most shops have multiple shifts, which means that inexperienced night-shift operators may be running the same machinery as seasoned day-shift operators. This often causes inconsistencies in quality and productivity. By instituting regular operator training, managers can level the shop floor talent and add consistency to production procedures. Managers can discuss topics such as proper blade selection and use, scrap rates, and material requirements. What other strategies has your machine shop implemented to reduce error?
March 1, 2017 / agility, blade failure, blade life, blade selection, customer service, industry news, LIT, strategic planning
As we reported in last month’s blog, experts consider aerospace to be one of the strongest industries. In one report from the Metal Service Center Institute, Richard Aboulafia, vice president of analysis at the Teal Group Corporation, said that aerospace was the only industry that saw growth acceleration through the recession and that the civil aviation sector in particular offers “major opportunities for long-term growth.”
This, of course, is good news for industrial metal-cutting companies serving this sector, and prospects continue to look good for the near future.
Set to Soar
According to a report from Defense News, the aerospace and defense industry set a new record for international sales in 2016, delivering $146 billion in exports. The article went on to say that 2017 could be “another banner year” for the defense and aerospace industries thanks to some anticipated government orders.
As reported by Defense News in December, the U.S. State Department approved in the first quarter of this fiscal year foreign military sales worth an estimated $45.2 billion dollars, which is said to be more than the total foreign military sales for all of fiscal 2016. “If approved by Congress and manufactured this year, some of those purchases could help rack up the export total for 2017,” the article states.
Deloitte’s 2017 Global Aerospace and Defense Sector Outlook is also optimistic. According to the Executive Summary, Deloitte expects industry revenues for the global aerospace and defense sector to resume growth, driven by higher defense spending. Following multiple years of positive but subdued rate of growth, Deloitte forecasts that sector revenues will likely grow by about 2.0 percent in 2017.
Forecasts from industry leader Boeing show similar trends. According to a January report from Reuters, Boeing expects to deliver between 760 and 765 commercial aircraft in 2017, topping 748 deliveries in 2016. Honeywell, on the other hand, forecasts a slight decline in 2017; however, the company expects deliveries will begin picking up in 2018 due to the strength of several new aircrafts entering service, AINonline reports.
This could spell opportunity for many industrial metal-cutting companies. As an article from IndustryWeek states, the aerospace industry is a good business in which to be competitive because the underlying drivers of demand are very strong. “Since the end of the Great Recession, new commercial aircraft orders have typically been double, and in some years, triple the number of annual deliveries,” the article states. “This reflects explosive growth of air traffic in the emerging world as rising incomes and declines in ticket fares make air travel affordable for increasing numbers of households.”
Equipped for Growth
As a critical part of the supply chain, there is no question that metal-cutting companies could reap the rewards of aerospace’s success. However, companies serving this sector need to be sure they are doing what it takes to win the business of both existing and potential aerospace customers, even if that means investing in advanced metal-cutting tools designed to meet the unique demands and shifting trends within the industry.
For example, as reported here by The Fabricator, Superior Machining & Fabrication has upgraded its 110,000-sq.-ft. machine shop to better serve the aerospace sector. “Changes include the addition of CAD/CAM software, a larger 5-axis bridge mill for hard metals, and a 5-axis SNK bridge mill,” the article states. “The company also has tripled the size of the quality room, added an assembly room, created a staffed tool/fixture room, introduced lean manufacturing/5S throughout the shop, and segmented the shop into cells with their own leaders/supervisors to help improve product flow.”
Shops should also be sure they are equipped to handle the material demands of customers, including the growing use of titanium in aerospace components. In a recent interview with American Metals Market, Rich Harshman of metals supplier Allegheny Technologies, Inc., says he sees a significant mix shift happening within the aerospace industry. Specifically, he says there is a “growing demand for our differentiated next-generation alloys as well as growing demand for our isothermal and hot-die forging and titanium investment castings.”
For metal-cutting operations, this means having a carbide-tipped band saw blade. Since titanium and other high-performance alloys are stronger and harder, they need more than the average bi-metal blade. Using a carbide-tipped band saw blade not only allows for the successful cutting of hard metals like titanium, it simultaneously offers longer blade life and faster cutting as well, according to the white paper, Characteristics of a Carbide-Friendly Bandsaw Machine.
In today’s unpredictable market, the truth is that no one really knows what the future holds for aerospace. However, industry leaders know that it pays to be prepared. Tailoring your operations and processes to meet the unique demands of the industries you serve will not only position you as a valued supply chain partner, but as an agile, industrial metal-cutting leader that is ready to fly when demand takes off.
February 20, 2017 / agility, best practices, blade failure, blade life, blade selection, Cost Management, customer delivery, industry news, LIT, maintaining talent, operator training, productivity, quality, resource allocation, skills gap, strategic planning
Thanks to an unstable marketplace, capital spending among machine shops and other metalworking companies has been down for the last several years. However, new reports suggest a rebound in the near future.
According to data from Gardner Business Intelligence (GBI), machine tool consumption peaked at $7.5 billion in 2014, and then contracted 3 percent in 2015 and 7 percent in 2016. Based on GBI’s Capital Spending Survey, projected total machine tool consumption in 2017 will be down an additional 1 percent. However, as reported here by Modern Machine Shop, the survey also shows that demand for core machine tools will increase in 2017 by 9 percent. In addition, GBI’s new econometric model for machine tool unit orders indicates that the rate of contraction in overall machine tool demand bottomed in July 2016 and will improve through the end of 2017.
Steven Cline, Jr., director of Market Intelligence at GBI, says the driving force behind the projected rebound is the need for increased productivity. “Shops need to increase productivity in order to remain competitive in a global manufacturing marketplace and to counteract the much-talked-about skills gap,” Cline writes in Modern Machine Shop. “More and more shops are turning to lights-out and/or unattended machining to achieve this increase in productivity, but new equipment, including machine tools, workholding and automation, is needed to run lights-out.”
As reported in the news brief, “Strategies for Training and Maintaining Talent in Industrial Metal-Cutting Organizations,” industrial metal-cutting companies have spent the last few years investing a lot of time and resources into their workforce. This has helped boost productivity and address some of the skills gaps, but the GBI survey suggests that shops are seeking a balance that requires investments in both human capital and equipment.
For example, Speedy Metals, an online industrial metal supply company and processor, recently upgraded its band saws to improve efficiency. “We had been searching for a reasonably priced, high-production band saw to add to our saw department and boost our production,” Bob Bensen, operations manager, tells Modern Metals. “We needed a reliable band saw that was going to stand up to the rigors of our fast-paced environment.”
Bensen went on to say that the new band saw, which has nesting capabilities and allows his operators to cut a variety of metals, has improved productivity. This, he adds, has given Speedy Metals a competitive edge and allows his company to continuously offer same-day shipping on quality parts and customized saw cuts that meet the closest tolerances.
Similarly, metal-cutting companies like Aerodyne Alloys are investing in new metal-cutting tools to further improve efficiency. Working with hard-to-cut metals like Inconel 718 and Hastelloy X, the metal service center decided to upgrade from bi-metal blades to carbide-tipped blades to get higher performance out of its band saws. After upgrading to a carbide blade, Aerodyne was able to tackle hard, nickel-based alloys, while also improving cutting time on easier to cut materials like stainless steel. According to a case study, this helped improve operational efficiencies at Aerodyne by up to 20 percent.
Of course, not all capital investments offer a good return. If your shop is considering investing in new equipment or tools this year, be sure to measure cost against productivity. According to the white paper, Selecting the Right Cutting Tools for the Job, managers need to weigh the following:
- upfront costs against overall operating and maintenance costs
- long-term productivity of a machine and its intended use
- equipment and blade life, as well as cost per cut
There is no question: Staying competitive in today’s market is tough. Demands for high quality and quick turnaround continue to increase, while cost pressures and issues like the skills gap remain. How will your shop respond? As the GBI survey suggests, it may be time to consider making some capital investments to ensure that your team is fully equipped to meet demands.
January 20, 2017 / best practices, blade failure, blade life, blade selection, Cost Management, LIT, productivity, ROI, strategic planning
In any manufacturing operation, having the right tool for the job is critical. The challenge is that there will always be instances when the “right tool” won’t be a clear-cut decision.
For example, in metal-cutting, bi-metal band saw blades have been traditionally used for easier-to-cut metals such as aluminum and non-ferrous metals, carbon and structural steels, and some alloy steels. However, blade technology is evolving, and there are now carbide-tipped band saw blades on the market that have been designed specifically to cut aluminum and non-ferrous alloys. This begs the question: Is the new technology worth the investment, or would it be smarter to stick with a tool operators already know?
Answering those types of questions is never easy and takes careful consideration, especially when there is some investment necessary. In today’s competitive market, even a simple tooling decision is strategic.
To assist managers with the task of selecting the best machine tools for their operations, the LENOX Institute of Technology offers the following tips:
- Form an internal team. Good strategic decisions are very rarely made alone. As a recent article from Modern Machine Shop explains, even a decision like buying a new machine tool should include input from every department it may impact (i.e., engineering, production, maintenance, etc.). This, the article states, is why forming an internal machine-tool buying committee is a good idea. “During the machine-buying process, some companies will form committees, especially when numerous departments will be involved in and responsible for the daily operation of the machine,” the article states. “Buying committees allow each department to have input, conveying their requirements and concerns prior to machine selection.” You can read more about this best practice here on Modern Machine Shop’s blog.
- Work closely with suppliers. More and more managers are finding that collaborative supplier relationships are critical to business success. In fact, according to the book, Strategic Supply Chain Management by Shoshanah Cohen and Joseph Roussel, companies that strategically utilize their supply chains realize better business results than their competitors. This can include your tooling suppliers. When looking at a new machine tool, a trusted supply partner should be willing to provide informational and educational materials about new tools and technologies, as well as additional services such as short-term trial runs and training support. Some may even be willing to help you measure and analyze the success of a new tool. No one knows your equipment and tooling better than the people who designed it, and a good supplier should be willing to share their expertise with you—no questions asked.
- Look at the total cost. Like any good purchasing decision, tooling selection needs to take into account the total operational costs of running the tool, including maintenance costs and equipment requirements. Case in point: While carbide-tipped band-saw blades are more advanced in the right application, they do not perform well with a lot of vibration. Therefore, they can only be used with certain types of saws—a critical purchasing consideration. As explained in the white paper, Selecting the Right Cutting Tools for the Job, making the “right” blade choice requires managers to weigh three key factors:
- upfront costs against overall operating and maintenance costs
- long-term productivity of a machine and its intended use
- equipment and blade life, as well as cost per cut
What best practices does your team follow when choosing a new machine tool?
November 5, 2016 / blade failure, bottlenecks, continuous improvement, customer delivery, lean manufacturing, material costs, optimization, productivity, quality, workflow process
Process improvement strategies are nothing new to manufacturing. As an industrial metal-cutting company in today’s challenging market, chances are you’ve spent time finding ways to reduce costs while increasing output to keep up with rising material costs and customer demands.
However, with a slew of improvement strategies, tools, and technologies available, many managers have lost sight of one of the simplest ways they can optimize the performance of their operations—process control.
Process control can help metal service centers ensure consistent quality, and minimize blade and machinery failures that can cause a workflow bottleneck. While there are many ways to implement process control, standardization is perhaps the easiest and most successful way to keep employees moving in the same direction.
Standardized practices, as defined by leanmanufacture.net, dissect larger, overall processes into simple, easy-to-follow steps that any operator can easily perform. This standardized approach allows operators to perform tasks the same exact way every time, which results in using resources, such as time and raw materials, more efficiently.
According to the Lean Enterprise Institute, standardized work “is one of the most powerful, but least used lean tools. By documenting the current best practice, standardized work forms the baseline for kaizen or continuous improvement. As the standard is improved, the new standard becomes the baseline for further improvements and so on. Improving standardized work is a never-ending process.” The approach consists of three elements:
- Takt time, or the rate at which products must be made in a process to meet customer demand.
- The work sequence in which an operator performs tasks within takt time.
- The standard inventory, including units in machines, required to keep the process operating smoothly.
Benefits of standardized practices include:
- Reduced re-work due to errors in the production process or between operators
- Reduced wasted time looking for tools, documents, or required inputs to complete tasks
- Better, more comprehensive, training procedures for new staff and retraining of existing operators
- Improved quality, if implemented throughout the production process and focus on quality at the source
Not convinced such a simple approach can make a big impact? Case in point—McDonald’s, the world’s largest restaurant chain. As cited in this article by consulting firm WIPRO, McDonald’s has standardized it “manufacturing” process for hamburgers so well that most of the organization is focused on growing the business, product development and marketing.
As described here, metal manufacturer ThyssenKrupp reduced work-in-process by 40%, reduced operator movement by nearly 5,000 feet per day and improved productivity by 9% by implementing standardized work at two working stations at its Sao Paulo, Brazil plant.
In today’s fast-paced market, process control is essential for metal service centers that want to grow against competition. According to the industry brief, Strategies for Improving Workflow and Eliminating Bottlenecks in Industrial Metal-Cutting, as the pace on the shop floor increases, metal service centers can’t afford a blade failure or costly mistakes that can slow down and stop production. Today’s metal service centers must focus on the process to identify and correct any mistakes on the shop floor immediately. By implementing standardized work, metal service centers not only gain insight into potential workflow bottlenecks, but also have a solid foundation for a continuous improvement plan going forward.
Even if your metal service center has a cutting-edge improvement plan in place, take a step back and look at your processes. Are they standardized? Have they gotten too complex? By going back to the basics and standardizing work practices, managers can optimize operations and ensure that every employee—and every process—is successful, every time.
What process controls and improvements have you implemented at your metal service center? Is standardized work one of them?
October 10, 2016 / agility, best practices, blade failure, blade life, continuous improvement, customer satisfaction metrics, industry news, lean manufacturing, operations metrics, performance metrics, predictive management, productivity
Thanks to advancements in machine-to-machine (M2M) and communications technology, many believe the manufacturing industry is on the brink of the “fourth industrial revolution,” also known as Industry 4.0. This concept has been widely discussed and promoted in Europe, especially by German manufacturers Siemens and Bosch, but the term is starting to gain traction in the U.S as well.
What is Industry 4.0?
Because it is a newer term, definitions for what comprises Industry 4.0 vary greatly. A report from Deloitte states that there are four characteristics that define Industry 4.0:
- Vertical networking of smart production systems
- Horizontal integration via a new generation of global value chain networks
- Cross-disciplinary “through-engineering” across the entire value chain
- Acceleration through exponential technologies
An article from Forbes defines Industry 4.0 as “a combination of several major technology innovations, all maturing simultaneously, and expected to have a dramatic impact on manufacturing sectors.” More specifically, the article states that technologies such as advanced robotics and artificial intelligence, sophisticated sensors, cloud computing, and the Internet of Things, are joining together to integrate the physical and virtual worlds.
Simply put, Industry 4.0 is the advent of the long-awaited “smart factory,” in which connectivity and advanced technologies are being used to streamline decisions, optimize processes, eliminate waste, and reduce errors.
Industry 4.0 In Practice
According to the Forbes article, Industry 4.0 has the potential to offer manufacturers three major benefits:
- Better transparency and agility
- More responsive to customer needs
- Self-monitoring products and services
What could this look like in your fabrication shop? EVS Metal, a precision metal fabricator headquartered in Riverdale, NJ, says here in a blog post that Industry 4.0 “will eventually impact the way we fabricate and machine both single items and finished products, from start to finish, including warehousing and shipping, whether we’re manufacturing full production runs, or single prototypes.”
On a small scale, fabricators can start by equipping components and machines with necessary Industry 4.0 features, such as sensors, actuators, machine-level software, and network access to measure productivity of metal-cutting equipment. For example, one metal service center, featured here in a white paper, is using an internal software system to automatically track the number of square inches processed by each band saw and each blade. At any point, the operations manager can go to a computer screen, click on a saw, and see how many square inches that saw is currently processing and has processed in the past. This has allowed the service center to easily track trends and quickly detect problem areas.
This, however, is only the beginning. Once a manufacturer starts capturing relevant data from multiple machines, this data can be further analyzed to detect patterns, helping managers forecast and, eventually, automate decision-making processes. In a metal-cutting environment, this might include predicting blade life and equipment maintenance needs, which would essentially turn disruptive, unplanned downtime to more anticipated, planned downtime. This could translate into more jobs completed on time.
The Time is Now
Like any trend, it will take a while for Industry 4.0 to fully take hold. However, many experts are saying that industry leaders are embracing this next generation of manufacturing and, more importantly, are starting to make investments.
A PwC survey encompassing 2000 participants across nine industry sectors has concluded that Industry 4.0 will revolutionize industrial production and that first movers are transforming into digital enterprises. According to the study, 33% of companies say they’ve achieved advanced levels of digitization today, and 72% of companies expect to achieve advanced levels of digitization by 2020.
While no one believes the changeover to Industry 4.0 capabilities will come cheap, more than half of companies in PwC’s survey expect a return on investment within two years. “The payoff will potentially be enormous, as competitive landscapes get redefined,” PwC states. “Industrial companies need to act now to secure a leading position in tomorrow’s complex industrial ecosystems.”
Is your fabrication shop ready to invest in Industry 4.0?
September 20, 2016 / best practices, blade failure, blade life, continuous improvement, Cost Management, operator training, preventative maintenance, resource allocation, ROI, strategic planning
Most metal-cutting professionals agree that lubricants are a critical part of any sawing operation. As explained in the reference guide, User Error or Machine Error?, insufficient sawing fluid can cause a host of metal-cutting issues, from premature blade failure to poor cut quality.
Metal-cutting fluids save maintenance time, improve cut quality, and extend tooling life. However, not all lubricating options are created equally. As this blog post describes, managers have a wide range of lubrication options available to them. And while fluid selection may seem like a small detail, it should be treated like any other operational purchase—with both strategy and cost in mind.
One lubricant choice that many machine shops overlook is Minimum Quantity Lubrication (MQL). This alternative option sprays a very small quantity of lubricant precisely on the cutting surface, eliminating any cutting fluid waste. In fact, many consider it a near-dry process, as less than 2 percent of the fluid adheres to the chips.
MQL is great for smaller saws and for structural applications, but it is also versatile enough to be used in both precision circular sawing and band sawing operations. To help machine shops determine whether or not MQL is a good fit for their operation, below are just a few of its key benefits:
- Lower long-term costs. Although MQL fluids typically cost substantially more per gallon, less than 1/10,000 of the amount of fluid is used. It also eliminates the need to invest in reclamation equipment such as sumps, recyclers, containers, pumps, or filtration devices.
- Less waste. Another major benefit is that MQL is a much more sustainable option. As an article from Fabricating & Metalworking discusses, metal chips produced during MQL machining are much cleaner than conventional approaches. Near-dry chips are easier to recycle and more valuable as a recycled material. Conversely, “wet” processes like flood coolants produce “increased and on-going lifecycle costs in the form of energy consumption, chemical maintenance, water make-up, disposal of used cutting fluids, and then starting the cycle of waste/recovery all over again by replenishing consumed fluids,” the article states.
- Less maintenance. The smaller amount of coolant means that less fluid sticks to the part. This reduces the need to clean parts after cutting. Also, MQL fluids do not have to be diluted with water. Flood coolants, however, have to be mixed with water, and operators need to monitor the concentration as fluid is lost, water evaporates, etc.
Of course, changing over to MQL is not as simple as just plugging in a new lubrication system. Implementation will require some research, training, and upfront investment. In fact, as a recent article from Modern Machine Shop points out, MQL can also present some manufacturing challenges. According to the magazine, operations managers should consider the following before deciding to implement MQL:
- MQL does not have comparable chip evacuation abilities to those of wet machining.
- MQL is still not well suited for deep-hole drilling, energy-intensive processes such as grinding, special operations like honing and small-hole drilling, or for difficult-to-machine materials such as titanium and nickel-based alloys.
- MQL still produces a very fine mist, which can be more difficult to filter.
- MQL implementation may require changes to the machine tool and processing strategy.
Although MQL may not be suitable for every shop, in many cases, it can offer significant advantages to your business, your employees, and the environment—three major reasons to at least consider using it in your metal-cutting operations.
For more information about what is needed to use MQL, including equipment requirements and some “rules of thumb,” you can download a copy of The MQL Handbook here.
August 25, 2016 / benchmarking, best practices, blade failure, bottlenecks, continuous improvement, LIT, operator training, Output, performance metrics, preventative maintenance, productivity, quality
Any manufacturing executive tracking industry trends will no doubt run across terms like “big data,” “cloud computing,” and the “Internet of Things.” In fact, according to the results of a survey from Deloitte and the Council on Competitiveness, these types of advanced technologies have the power to put the U.S. back on the map as the most competitive manufacturing nation.
“CEOs say advanced manufacturing technologies are key to unlocking future competitiveness,” the report summary states. “As the digital and physical worlds converge within manufacturing, executives indicate the path to manufacturing competitiveness is through advanced technologies, ranking predictive analytics, Internet-of-Things (IoT), both smart products and smart factories via Industry 4.0, as well as advanced materials as critical to future competitiveness.”
As a forging executive, however, the question becomes: How does this technology apply to my operation? Or to put it another way: How do these “buzz words” play out on the shop floor?
One technology application, featured here in Forging magazine, gives a good indication of what cloud-computing and connectivity could look like in a metal-cutting operation. Specifically, the article features a cloud-based bandsaw monitoring system that offers three key features:
- Blade Life Assessment. Monitoring and alert notification of a saw blade’s remaining useful life. The technology will provide advance notice of required saw blade replacement.
- Increased Machine Efficiency & Machine Life. The technology provides real-time analysis of individual components and overall machine health status. It can send notifications of abnormal conditions from motors and bearings. It also alerts on frequent consumable items like hydraulic and cutting fluid.
- Increased Operational Efficiency. The technology can provide production reports to aid in identifying best practices and training needs. An advanced monitoring and notification system alerts the operation when machine maintenance is needed which aids efficiency in the scheduling of planned events.
These are no small benefits. In fact, they fall right in line with two of the strategies listed in the Benchmark Study of Industrial Metal-Cutting Organizations from the LENOX Institute of Technology. According to findings from the study, forges and other industrial metal-cutting organizations can gain additional productivity on the shop floor by investing in smarter, more predictive operations management approaches and by taking a more proactive approach to equipment and blade maintenance. By using cloud-based monitoring to track blade life and machine health status, managers can do just that by anticipating downtime, which, as the study states, “translates into more jobs completed on time.”
Of course, bandsaw monitoring is just one possible application. As we reported here in our annual forging industry forecast, controls and sensors are also being developed and implemented to monitor the forging process in a bid to automatically sense and compensate for any variation in the process. This type of consistency not only boosts efficiency, but could have some major quality benefits as well.
An article from IndustryWeek provides a few more application examples. The article describes how three leading companies are using advanced technologies to connect just about everything and anything—video cameras to monitor workflow process, safety helmets to track employees, and end products to predict reliability—all of which shows that the potential applications are only as limited as a manufacturer’s creativity.
What possible applications could cloud-based monitoring and other advanced technologies have in your forging operation?
July 25, 2016 / best practices, blade failure, blade life, continuous improvement, Cost Management, material costs, preventative maintenance, productivity, strategic planning, supplier relationships
Cost reduction will always be a top priority for manufacturers. However, in today’s ultra-competitive and uncertain market, manufacturing executives need to be both creative and strategic as they look for new ways to reduce costs.
As stated in the white paper, Top Five Operating Challenges for Forges that Cut and Process Metal, there are several ways forges are reducing operational costs. Measuring total cost, monitoring blade life, and instituting ongoing preventative maintenance programs are just a few examples. According to the recently revised Forging Industry Technology Roadmap, the forging industry as a whole is also working toward finding new ways to reduce material and energy usage costs—two of the most significant cost factors in forging.
A recent article published by Thomasnet, however, notes that while the tendency is for small and mid-sized businesses to focus on reducing costs for their overall operations, there is also a huge benefit to reducing costs within specific business functions, most notably procurement.
“Small businesses spend between 45 and 65 percent of sales revenue on procurement of inputs,” the article states. “Therefore, procurement should be considered a viable opportunity to reduce costs and improve efficiency. Even basic changes to the procurement process can cut procurement costs by 5 to15 percent and start a smaller business on the road to strategic sourcing.”
The article goes on to list five strategies small and mid-size operations can use to improve procurement. Read below for a summary of three of the five best practices (You can read the full article here.):
- Build and Maintain Strategic Partnerships. Small firms should seek strategic partnerships with key suppliers. Purchasing from fewer suppliers saves time and resources while building trust. A small business owner can talk openly with a strategic partner and ensure the company is not overspending due to unnecessary costs.
- Improve Internal Procurement Processes. Procurement efforts should include annual analysis of spend and demand, with supplier pricing reviews occurring semi-annually or even quarterly. Use spend analysis to detail all costs and terms associated with procurement and demand analysis to define essential needs with a focus on improving cost and quantity.
- Organize with Others to Increase Buying Power. Partnering with other small businesses can yield volume discounts and achieve savings. Consortiums put the benefits of economies of scale into effect for small businesses that would otherwise be left paying premiums.
Of course, there are no quick fixes when it comes to cost reduction. However, by taking the time to approach cost strategically—and perhaps even one business function at a time—small and mid-sized forges can make improvements that may have a long-term and sustainable impact on the bottom line.
What strategies has your forge adopted to reduce costs?