June 25, 2015 / bottlenecks, Cost Management, lean manufacturing, material costs, productivity, quality, resource allocation, root cause analysis, workflow process
As most manufacturing executives know, inventory is one of the eight deadly wastes of lean manufacturing. Unfortunately, many metal-cutting companies tend to either ignore inventory or intentionally stock up on material “just in case.”
But there is a reason lean experts consider inventory as deadly. Excess inventory is costly in more ways than one: it requires space, equipment, measurement, and management, not to mention the initial cash expenditure.
Perhaps the greatest danger of surplus inventory, however, is that it often hides other forms of waste and inefficiencies existing within your forging and metal-cutting operations. As an archived article from Modern Machine Shop explains, inventory provides the perfect mask for a host of workflow problems. “With enough inventory, we do not need to be concerned with problems; in fact, we probably will not even know they exist,” the article says. “After all, with lots of inventory, who needs to worry about long vendor delivery times, critical machine breakdowns, long equipment setup times, production schedules not being met, absenteeism or even quality problems that lead to low production yields?”
Of course, that is exactly why managers need to take a closer look at their inventory. According to an editorial from IndustryWeek, inventory optimization can “unearth huge process improvement opportunities that will impact both the balance sheet and the income statement in a positive way.” Below are just a few of the process improvement opportunities the author says may be hiding underneath your raw material and work-in-process inventory:
- Raw Material Inventory: How much of your raw material is only necessary because of quality, extended lead times and delivery performance issues by your suppliers? How often are you having excessive scrap or missed customer deliveries because of supplier problems? These are typically issues where much of the heavy lifting can be done for shop floor people by the materials/sourcing team and a quality engineer. They can significantly better plants by improving flow and eliminating cost and customer issues.
- Work-in-Process Inventory: The level of work in process reflects flow interruptions. Why the interruptions? Perhaps your team doesn’t understand or use proper value stream mapping and line balance engineering. Processes are interrupted because of rework and scrap issues, and these unfavorable numbers can be enormous. How much are you losing on scrap (labor, material, overhead)? And, how much capacity is being wasted as a result?
In most cases, digging deeper into your inventory will reveal a list of process areas in need of improvement. The question then becomes: What can managers do to keep their inventory low? While there are several ways to accomplish inventory optimization, below are three simple strategies to consider:
- Use Remnants. According to the white paper, Accounting for Operator Inefficiencies in the Metals 2.0 Environment, many forges and other metal-cutting companies are training operators to use remnant materials first before pulling new material for a job. Industry leaders are finding that picking quality-but-leftover materials from a previous job (often known as “pick for clean”) is an effective way to improve overall system efficiency.
- Rethink Your Storage. One metal fabricator, featured here in thefabricator.com, found that a new inventory rack system was well worth the investment. According to the article, the company estimates value-added output per square foot increased by 220 percent since the completed implementation of the inventory management system.
- Invest in Software. While inventory management and other business system software have historically been too expensive for small- and mid-sized manufacturing operations, the cloud is changing all of that. According to an article from Fabricating & Metalworking, cloud-based software deploys mission critical data (inventory, accounting, capacity, estimating or work order management) in a way that allows smaller metalworking shops to compete on the business side with systems that are affordable and easy to use.
Regardless of the strategies you adopt, the bottom line is that inventory management should be a priority. Even if you are consistently filling customer orders, that doesn’t mean you doing it efficiently. By taking a closer look at what lies underneath piles of inventory, forging operations can save costs, improve productivity, and finally get to the root of some operational issues that may have been there all along.
June 5, 2015 / bottlenecks, customer delivery, customer service, industry news, lean manufacturing, LIT, value-added services, workflow process
According to data from the Institute for Supply Management, the May PMI increased 1.3 percent to 52.8, indicating growth and economic expansion in the manufacturing sector for the 29th consecutive month. Of course, this is good news for the manufacturing supply chain, and many service centers are taking steps to position themselves as preferred suppliers. These steps include everything from holding inventory and working directly with mills, to preparing material to custom specifications and upgrading to electronic databases.
Service centers are also continuing to work hard to address the increasing demands for faster turnaround. Although efficiency improvements have been the focus of almost every manufacturer the last several years, data shows that it is still a major challenge for most industrial metal-cutting companies. For example, according to an industry benchmark study from the LENOX Institute of Technology, machine downtime, blade failure, and operator error remain the top-three sources of frustration for industrial metal-cutting operations on the shop floor. In other words, there is still room for improvement.
Mapping it Out
To improve efficiency, many leading companies are using a lean manufacturing tool known as value stream mapping. In fact, one company, featured here in IndustryWeek cut its lead time in half—from 10.5 days down to 5 days—by creating a value stream map.
Value stream mapping, as described by iSixSigma, is a paper and pencil tool that helps managers see and understand the flow of material and information as a product or service makes its way through the value stream. The “map” takes into account not only the activity of the product, but the management and information systems that support the basic process as well. This can be especially helpful when working to reduce cycle time because managers gain insight into both the decision making flow in addition to the process flow.
Although it is easy to become overwhelmed by the terminology, an article from Ryder does a good job of outlining the process in five simple steps:
- Identify product. Determine what product or product groups you will follow. Focus on one product at a time and start with the highest volumes.
- Identify Current Flow. Once you’ve defined the scope, the next step is to create a “current state map,” or a visual representation of how the process (or processes) in the warehouse is operating at the present moment. Key data points such as units per month, shipping frequency/schedules, hours of operations (available time), number of shifts worked, or any pertinent information around customer demand should be gathered before beginning the current state.
- Observe. Get on the floor and walk the entire process through step-by-step. Take notes and compile data such as inventory, cycle times, and number of operators.
- Make the map. Literally map out the process you just witnessed by drawing it out on a board. Include the data you collected and place inventory numbers under each step in the process. This will identify your bottlenecks.
- Create (and implement) a plan. Now that you know what and where your process improvements are, choose one or two to focus and improve on in a set amount of time. Once those are complete, you can prioritize the other bottlenecks to improve lead times.
Taking the Time
In an industry driven on speed, taking two days to participate in a class or complete a value steam mapping exercise may seem like a lot. However, managers need to consider the price of not taking the time. Investing in tools like value stream mapping can help your metal service center operate more efficiently, reduce lead time, and, most importantly, allow you to better serve your customers.
June 1, 2015 / bottlenecks, Cost Management, KPIs, LIT, operations metrics, performance metrics, productivity, quality, resource allocation, root cause analysis
With market demand finally on the rise, industrial metal cutting companies need to keep up. However, there is only so much managers can optimize through traditional lean practices and proven technology. While automation has helped create new efficiencies across many industries, including metal cutting, most experts believe the factory of the future lies in “smart” manufacturing.
As reported in this blog post from LENOX Institute of Technology (LIT), “smart” manufacturing technologies such as the Internet of Things (IoT) and real-time data are poised to transform the way manufacturers improve operational efficiency and productivity. In fact, according to an IDC Manufacturing Insights survey, manufacturers expect IoT to lower operational costs, increase the potential to retain and attract customers, improve service and support, and further differentiate themselves from the competition. [LINK].
Traditionally, monitoring shop floor operations in real-time has been cost prohibitive. However, with the prevalent availability of new technology, a growing number of manufacturers are investing in hardware adapters and software upgrades, with hopes of a big return.
As this Fabricating & Metalworking article points out, the potential return on investment is huge. For example, only 5 percent of the estimated 64-million computer numerically controlled (CNC) machines around the world are currently connected to the industrial Internet. However, if the remaining machines were connected and started reporting data, they could contribute a staggering $15 trillion to the global GDP by 2030, according to research by GE.
But can “smart” and connected manufacturing facilities really drive performance—and, —ultimately, drive profits—for industrial metal cutting companies? In the Fabricating & Metalworking article, author David McPahil says, “yes.” According to McPahil, “smart” manufacturers have seen positive results in key performance indicators like overall equipment effectiveness (OEE). Below are several ways connectivity can positively affect the three ratios used to calculate OEE:
- Ratio 1: Availability. With an integrated manufacturing execution system (MES) and machine-to-machine (M2M) communications, McPahil claims shops can see the largest and quickest improvement in availability. Run times increase as the connected machines measure idle time and categorize it per machine. With real-time data, workers can find and eliminate root causes almost immediately with improved accuracy.
- Ratio 2: Quality. A connected shop also helps increase quality by measuring outputs and, for example, keeping track of the number of cuts a certain blade has made. As each machine communicates with the rest of the factory, consistency improves across the entire operation, McPahil notes.
- Ratio 3: Performance. A typical manufacturer believes its overall OEE score is approximately 65 percent; however, McPahil says “smart” operational benchmarks reveal they are actually between 30 to 40 percent. If MES is used to optimize the floor, OEE scores often soar within a few months—some even reaching world-class status of 85 percent.
It’s important to note that getting “smart” doesn’t always require brand new, high-tech equipment. As described in a recent white paper from LIT, one metal service center developed an internal software system to automatically track the number of square inches processed by its existing sawing equipment. At any point, the manager can go to a computer screen, click on particular band saw or circular saw, and see how many square inches each saw is currently processing and has processed in the past. This allows the service center to easily track trends and quickly detect problem areas.
Of course, upgrading to a “smart” manufacturing operation does require some investment, but it often has a high return. If you haven’t already made the jump to add connectivity to your industrial metal-cutting operation, it may be worth looking into—and soon. As many “smart” companies have discovered, the results are both measurable and promising.
May 30, 2015 / ball and roller bearings, best practices, bottlenecks, continuous improvement, customer delivery, lean manufacturing, LIT, productivity, workflow process
For ball and roller bearing manufacturers, the future looks relatively bright. According to Freedonia Group, global demand for bearings is projected to rise 7.3 percent annually through 2018, with ball and roller bearings driving the growth..
However, even with optimistic forecasts, industry leaders can’t afford to rest on their laurels. Market opportunity only intensifies competition, and ball and bearing manufactures are already fighting against imports from lower-cost countries. Staying profitable in a global market requires manufacturers to constantly seek new ways to both differentiate themselves and minimize costs. This means continuous improvement and optimization are critical.
The Workflow Challenge
To remain competitive, today’s industrial manufacturers need to face their greatest operational challenges head on, starting with improving workflow and eliminating bottlenecks. As stated in the latest white paper from the LENOX Institute of Technology, this is one of the top five challenges ball and roller bearing manufacturers face. Workflow bottlenecks can negatively impact productivity, customer delivery, and ultimately, the bottom line.
Identifying and eliminating bottlenecks is a difficult, but important task for any metal-cutting company striving to be successful. For example, in an article from manufacturing.net, Curt Schmidgall, value stream manager at Winegard, describes how the antennae manufacturer struggled to meet market demand. A lean manufacturing exercise revealed the issue: Product testing at the end of Winegard’s manufacturing process was creating a huge bottleneck. By changing when the testing occurred (during the assembly process versus after the product is built), the company more than doubled its output and was able to meet market demand.
Like Winegard, many companies are using lean manufacturing strategies to reduce bottlenecks and improve workflow. This includes applying the well-known Theory of Constraints, as well as a host of other lean tools. However, don’t get bogged down with the terminology; continuous improvement doesn’t have to be complex to have an impact. While you may not have the extra hours or resources to implement an aggressive lean program, there are some basic strategies managers can use to improve workflow.
In Reliable Plant’s article, “6 Ways to Get Lean in 2015,” three of the six strategies listed are geared specifically toward improving your operation’s workflow. These tactics are good examples of how “lean” can be simple, but effective:
- Reduce motion. Follow your employees and note where they go during the production process. Reduce unnecessary movement and focus on making every other movement efficient. This will help save time and boost production.
- Eliminate wait times. Idle equipment and means wasted time and energy. Walk the shop floor and modify processes to eliminate time spent waiting on order information, material, quality checks, or repairs.
- Assess the floor. Maximize the shop floor for movement and organization. Make work areas, forklift lanes, and storage areas easily identifiable and accessible.
In the end, the pressure to meet customer deadlines can easily take priority in any high-volume manufacturing operation, especially as demand increases. However, manufacturing leaders know that constantly improving their processes and attacking challenges like workflow can make all the difference. By implementing even a few simple lean strategies, ball and roller bearing manufacturers can identify and eliminate bottlenecks, improve productivity, and increase profitability.
May 20, 2015 / bottlenecks, continuous improvement, Cost Management, customer delivery, lean manufacturing, LIT, root cause analysis, workflow process
Successfully operating and managing a machine shop is no easy task. Despite a slowly growing economy, the challenges facing today’s machine shops are no less than they were before. In fact, this white paper from the LENOX Institute of Technology describes the top five operating challenges a machine shop faces in its metal-cutting operations—challenges that are universal to every operation, regardless of market conditions.
According to the white paper, the top challenge for most shops is process and workflow bottlenecks. In most cases, lean practices are a huge part of the solution. Successful managers know that in order to achieve overall success, you need to actively identify and solve production issues.
This doesn’t come easy or naturally for every shop manager, however. As Wayne Chaneski says in this Modern Machine Shop article, “It’s surprising to me the number of business owners, division heads, operations managers, and even department supervisors who just don’t know what is going on in their areas of responsibility. To such people, I have a simple suggestion: Find out!”
Put simply: Identifying the problem is the first step. The next step is finding the cause and fixing it—permanently.
One lean manufacturing tool that many shops find helpful is root cause analysis. According to LeanProduction.com, root cause analysis is a problem-solving exercise that focuses on solving the underlying cause, not just the symptoms. There are several techniques that can be used when conducting a root cause analysis, including the following:
- The Five Whys. This strategy suggests that you ask the question “why” five times with the notion that each time you ask the question, you move a step closer to discovering the root of the problem. By repeatedly asking “why,” you discover the cause and effect of the issue.
- Fishbone Diagram. This graphically depicts the results of the Five Whys. Known as a fishbone because of its shape, the diagram shows an arrow with the cause on the left and effect on the right, with various factors stemming from the cause that affect the overall problem.
- Barrier analysis. This exercise controls various factors to identify the barriers related to a particular outcome. The idea is that the barriers either prevent or detect the problem and the barrier that fails is considered the root cause.
For more information on root cause analysis, check out this article from the American Society for Quality (ASQ), which includes an educational video from ASQ Fellow Jim Rooney.
It goes without saying that there are many tools that can be used to attack the common workflow challenges a metal-cutting operation encounters on a daily basis. However, a root cause analysis is one tool that can help shops uncover “hidden” problems before they turn into a full-blown issue that effects your production, your product, your deliveries, and, most importantly, your bottom line.
April 30, 2015 / best practices, bottlenecks, continuous improvement, industry news, KPIs, lean manufacturing, LIT, operations metrics, Output, performance metrics, productivity, resource allocation, root cause analysis, strategic planning, workflow process
As reported in the 2015 Industrial Metal Cutting Outlook from the LENOX Institute of Technology (LIT), many manufacturing executives expect 2015 to be a solid year. A survey of executives conducted by Prime Advantage, for example, shows that the vast majority of small and midsized industrial manufacturers anticipate revenues to increase or match 2014. For metals companies, industries such as automotive, commercial construction, and energy are expected to drive growth.
It comes as no surprise, then, that analysts expect growth in the ball and roller bearing segment as well. With the economy poised for recovery, research firm IBISWorld says that demand for downstream markets like automotive will rebound, which will bolster demand for ball bearings. A separate study from Grand View Research echoes these sentiments, forecasting that the global bearings market will reach $117.27 billion by 2020 at a compound annual growth rate (CAGR) of 7.5% from 2014 to 2020.
Industry leaders, however, seem to have some concerns. In late January, The Timken Company, a bearing manufacturer based in North Canton, OH, said it was viewing its markets “slightly more cautiously than 2014.” Specifically, the company said that “new business wins combined with modest market growth are expected to result in approximately 4% organic growth, but that will largely be offset by the impact of currency.”
Earlier this month, SKF, a global bearing maker based in Sweden, forecast flat second quarter demand for its business. SKF CEO Alrik Danielson said that while there are some positive signs for growth in Europe, they were “not robust enough to merit a more positive outlook,” Reuters reports. He also said there was still a lot of uncertainty about what the market would do in the next quarter.
Using Connectivity to Stay Competitive
The fact is that the last several years have made it difficult for any company to be anything but cautious. However, regardless of where the market lands, the goal for manufacturers should still be continuous improvement. To be competitive, especially on a global scale, companies need to stay focused on efficiency so that they can be agile enough to respond to whatever 2015 brings.
Of course, there are several ways to attack continuous improvement. Traditional lean tools are always effective; however, more and more manufacturers are literally working smarter by using technology. According to the Prime Advantage survey, many industrial manufacturers are leveraging digital tools, additive manufacturing, and other technological advancements to operate more efficiently.
A separate report from manufacturing.net agrees, adding that manufacturers that want to stay competitive in an ever-changing global market cannot underestimate the value of connectivity. According to the article, leading manufacturers started in 2014 to put buzz words like the industrial Internet of things (IIoT), machine to machine (M2M), and “big data” into practice. To be successful in 2015, the manufacturing.net author suggests that the trend needs to continue.
How? The article states that manufacturers need to start by creating a fully connected framework for top asset performance and strategic data analysis. This framework should include three important processes:
- Measure. “The first step, measurement, is critical to asset strategies because every asset in industrial organizations is essential for successful operations,” the article states. “Regular audits and automated measuring allow manufacturers to detect problems early before they become more severe and costly.”
- Monitor. “While measurement is the first step for asset performance management, machines must be continuously monitored for valuable insights,” the article states. “Software tools today identify root cause failure through data analysis and initiate proactive maintenance to protect assets and reduce downtime.”
- Manage. “Asset performance management provides structured processes and analytics to identify critical assets and failure modes, calculate equipment reliability, and determine downtime impacts,” the article states. “Executives and operators need the end-to-end picture of operations to drive impactful change.”
(For a more in-depth explanation of these steps, you can view the full manufacturing.net article here.)
A Year of Improvement?
In the end, the forecast for 2015 is no more certain than any annual forecast. Even the most educated analyst knows that there is no crystal ball to accurately gauge how the market will fare. There are just too many factors at play. However, by regularly measuring, monitoring, and managing your operation’s performance, ball and roller bearing manufacturers can more accurately gauge how their operations will fare.
Will 2015 be the year your operation improved? That is perhaps the only factor today’s manufacturing executives can control.
March 30, 2015 / best practices, blade failure, blade selection, bottlenecks, circular sawing, continuous improvement, Cost Management, cost per cut, LIT, preventative maintenance, productivity, quality, resource allocation, ROI, strategic planning
Cost is and always will be a top concern for every manufacturer, no matter how great their efficiency efforts. The reality is that everything that happens in a manufacturing operation carries a cost, regardless of whether or not it has a price tag attached to it. This is why so many industry leaders now approach cost strategically. Instead of looking for short-term savings, today’s managers are making cost decisions based on big-picture goals and long-term benefits.
For example, in a high-production metal-cutting environment, it is tempting to run circular saw blades as fast as possible to increase productivity and meet a tight deadline. However, according to the white paper, The Top Five Operating Challenges Ball and Roller Bearing Manufacturers Face in Industrial Metal Cutting, the true value of a saw blade goes far beyond its cutting time or price tag. This is especially true in a high-production operation, where there is no time to constantly change out blades. To get the best return on investment, metal-cutting leaders know that it pays for operators to focus on prolonging blade life. By running blades at proper speed and feed settings, as well as maintaining adequate lubrication during the cutting process, manufacturers can get the most out of their blades and, in turn, save on tooling costs, maintenance costs, and the cost of unexpected downtime.
Like any strategic endeavor, cost management can be used as a competitive advantage. In an article recently published by IndustryWeek, Bill Moore, a senior vice president at ball and roller bearing manufacturer SKF USA Inc., echoes this sentiment and states that executives can use parts and components de-costing programs to make their factories more competitive. When done strategically, Moore says that parts and components de-costing can yield strong results, with measureable improvements seen within 90 days and major savings within 24 to 36 months.
Here are two of Moore’s strategies:
- Quality parts and world-class maintenance matter. According to Moore, one way to save on parts and components spending is to invest in high-quality parts and world-class maintenance practices. As an example, Moore states that a premium bearing that costs 30% more but lasts twice as long can save a plant 50% of its bearing procurement cost. He also suggests transitioning non-critical equipment to the same maintenance standard used for mission-critical equipment. “When the use of superior parts is combined with the implementation of trial-tested maintenance standards, results expand to include reduced machinery downtime, improved productivity, and stronger output,” Moore explains.
- Strategic partnerships are essential. Moore states that factories with a strong record in de-costing often create local customer teams made up of top suppliers. This could include original equipment manufacturers, parts suppliers, distributors, etc. He also suggests seeking expertise from suppliers who can provide a global perspective and international best practices. According to Moore, this type of collaboration should be characteristic of any good, high-quality supplier relationship. “A leading parts supplier should be able to help establish de-costing program goals and benchmarks, including ongoing monitoring of parts and equipment performance,” Moore says. “Trusted suppliers can recommend and, if desired, oversee maintenance best practices.
Moore’s methods suggest that successful cost management in today’s marketplace requires managers to look at cost from a high level before making any decisions. In other words, gone are the days of “quick fixes.” By taking the time to approach cost strategically, ball and roller bearing manufacturers can make improvements that have a long-term—and more importantly, sustainable—impact on the bottom line.
March 25, 2015 / best practices, bottlenecks, Cost Management, cost per cut, LIT, preventative maintenance, productivity, quality, resource allocation
Every industrial metalworker knows that lubrication is an essential part of the forging process. As this article from Forging magazine explains, selecting the right die lubricant can directly impact the quality of a finished part, and many times, it is essential to achieving process efficiency and cost-effectiveness. This means taking into account the type of forging (i.e., hot or cold), as well as the type of material (i.e., nonferrous or ferrous).
However, if you are a forge that also cuts metal, it is important to remember that lubrication selection is just as important to your metal-cutting operation as it is to your forging operations. In band saws, for example, failure to maintain proper coolant levels can lead to decreased blade life and premature and uneven wear of band wheels, according to a white paper, Tackling the Top 5 Operating Challenges in Industrial Metal Cutting. This not only leads to increased maintenance and tooling costs, but can snowball into other costly problems such as unplanned downtime, poor quality, missed delivery dates, and unhappy customers.
If optimization is your goal, then it pays to carefully address the lubrication needs for every operation under your roof, including metal cutting. One lubrication choice that many metal-cutting operations are starting to use 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 most commonly used in precision circular saw operations, but it can also be used in band sawing as well. In most cases, metal-cutting companies use this type of coolant for both cost and sustainability reasons. Below are just a few of the key benefits to using MQL over traditional flood or “wet” coolants:
- 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. 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.
- 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.
It is important to note that MQL application is a more sensitive process than flood cooling. Mist must be aimed precisely at the tool to be effective. Fluid selection, equipment, and material type also play key roles in proper MQL application.
To learn more about MQL, including equipment needs, fluid types, and a few “rules of thumb,” click here to download The MQL Handbook. You may also want to check out this educational video from Modern Machine Shop.
March 5, 2015 / blade selection, bottlenecks, circular sawing, Cost Management, cost per cut, LIT, operator training, preventative maintenance, productivity, quality
In today’s fast-paced paced and competitive market, the main objective for most service centers is optimization. While getting orders out the door is always a priority, leading companies know that speed isn’t everything. In fact, running a circular saw too fast can lead to shorter blade life, unexpected downtime, and even poor quality and rework, all of which decrease a cutting operation’s overall productivity.
Optimization requires managers to weigh short-term factors such as cutting speed against longer-term factors such as blade life, maintenance, and cost. Of course, this challenge is easier said than done. As this article from Canadian Metalworking points out, the overall performance of your cutting tool depends on a variety of factors, including speed, feed, depth of cut, and the material being cut.
To help service centers optimize their precision circular sawing operations, the LENOX Institute of Technology (LIT) compiled a series of charts that describe some of the common cutting challenges operators face and possible solutions.
The following are LIT’s tips and tricks for keeping your circular sawing operation running at peak efficiency:
For more information on optimizing your precision circular sawing operation, including best practices, white papers, and case studies, check out LIT’s resource center here.
January 30, 2015 / agility, ball and roller bearings, best practices, blade failure, bottlenecks, circular sawing, Cost Management, customer service, LIT, productivity, quality, ROI, strategic planning, workflow process
The key to customer satisfaction has always been finding a balance between fast turnaround and high quality. Growing demand has made this even more of a challenge for many of today’s ball and roller bearing manufacturers. With the economy poised for recovery thanks to stronger demand from the transportation and industrial manufacturing industries, industry analysts are anticipating increased demand for ball bearings. According to a report from Freedonia Group, global demand for bearings is projected to rise 7.3 percent annually through 2018, with ball and roller bearings registering the fastest gains.
This increase in demand is certainly good news for manufacturers, but it also means that companies need to make sure they remain focused on quality. Speed and agility will always be key attributes of any leading high-production operation, but they cannot come at the expense of accuracy.
To help ball and roller bearing manufacturers ensure quality in their metal-cutting operations, below are a few highlights from the paper, The Top Five Operating Challenges Ball and Roller Bearing Manufacturers Face in Industrial Metal Cutting, written by the LENOX Institute of Technology:
- Think of the long-term cost impact of short-term production gains. Ball and roller bearing production requires high-speed, precision cutting, and pushing machinery too hard can directly impact the quality of a cut and long-term costs. In circular sawing, for example, if an operator increases the speed of the saw to get more cuts per minute without considering the feed setting or the demands of the material, the end result will be premature blade failure. These actions are costly in terms of process flow and equipment. When blades cost several hundred dollars, going through twice as many blades just to get 50 more cuts just isn’t cost effective. In addition, shorter blade life creates more unplanned downtime for blade changes.
- Many industry leaders are also finding that becoming ISO 9001 certified can help them maintain quality standards. The ISO standard is based on a number of quality management principles, including a strong customer focus, the motivation and implication of top management, and continuous improvement. The basic goal of the standard is to help companies provide customers with consistent, good quality products and services, which, in turn, often brings business benefits like improved financial performance. It most cases, it is used to strengthen an existing quality program by making it a formal, documented procedure.
- Close supplier relationships can also help ball and roller bearing manufacturers improve quality. Many supply chain partners are willing to lend their expertise to help optimize processes and ensure that manufacturers are getting the best possible results out of their equipment and industrial metal-cutting tools. By utilizing value-added services from trusted suppliers and making them more of a partner, managers have another means of improving both quality and productivity. In fact, this is one of the eight key principles on which the quality management system standards of the ISO 9000 series are based.