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.
March 20, 2017 / best practices, continuous improvement, Cost Management, human capital, industry news, LIT, operations metrics, operator training, optimization, performance metrics, preventative maintenance, productivity, resource allocation, ROI, strategic planning
As we reported in a previous blog, capital spending among machine shops and other metalworking companies has been down for the last several years. This has been largely due to an unstable marketplace and low business confidence among shop owners. The good news is that industry reports suggest a rebound in the near future.
However, this dip in spending has caused many shops to take a closer look at the value of their existing equipment. When new equipment isn’t in the cards—and even if it is—it is important for today’s managers to understand the total cost of running their metal-cutting equipment and, even more so, what their total worth is from an operations standpoint.
Below are just a few ways shops can be sure they are looking at the value—not just the cost—of their existing equipment:
- Look at profitability, not just productivity. As explained here, overall equipment efficiency (OEE) is a critical metric that measures the percentage of production time that is truly productive. It takes into account all six types of loss, resulting in a measure of productive manufacturing time. According to a recent article from Modern Machine Shop, OEE is helpful, but it may not be enough on its own. “Managers have to balance decisions about maximizing the part-making capability of their equipment with decisions about the money-making potential of this equipment,” the article states. “OEE ratings alone provide an incomplete picture.” The article goes on to describe a measurement called Financial OEE (FOEE), a trademarked name for a new feature of a communications platform from Memex, which accounts for profitability. As stated in the article, “FOEE helps a shop understand how machine performance is helping (or hurting) profitability. This insight provides guidance—and incentive-to focus on the most appropriate productivity improvement efforts.” More specifically, FOEE is the current-state hourly profit divided by a value representing a world-class level of profit. This ratio compares what profit a company made with what profit could have been made at world-class levels. This information can help shops see the financial value of improving the machine’s performance. To read more about this metric, check out the full article here in Modern Machine Shop.
- See existing equipment as an asset. A common struggle among many shops is finding enough working capital to invest in new equipment. To help fight this battle, a recent article from Canadian Metalworking discusses how shops can use the value of existing equipment on the floor. “An asset-based lender, one who has experience in the manufacturing industry, will recognize that a good, brand-named machine tool that has been paid for in full, is an asset that can be leveraged,” the article states. “The equipment is used to provide collateral for financing new machinery, or as a resource to raise working capital to cover the additional costs of product development using existing equipment.” This does require the shop to have a full understanding of how existing equipment is evaluated and how it can be leveraged. To read some tips on properly evaluating and grading your machinery, click here for the complete article.
- Consider the value of maintenance. It’s a pretty simple fact: Equipment that isn’t running is pretty much worthless. This seems obvious, but many shops still put preventative maintenance (PM) and other housekeeping tasks on the back burner in an effort to stay productive. The irony is that this usually ends up hurting productivity in the long run. As stated in the brief, Cost Management Strategies for Industrial Metal-cutting Organizations, there are several aspects of equipment maintenance that contribute to overall costs. “From an operations standpoint, managers can keep costs under control by making sure metal-cutting equipment is operating as optimally as possible,” the brief states. This includes ensuring that equipment is running at the proper settings and that fluids are adequate. Closely monitoring blade life and maintenance reports are also critical. Perhaps the most important consideration is a strong preventative maintenance program. Programs can be as detailed as a shop feels is necessary, but a few checkpoints are outlined here in a white paper from the LENOX Institute of Technology. If limited personnel is the issue, check out this blog about getting equipment operators involved in daily PM tasks.
What other factors contribute to the value of your metal-cutting equipment?
November 30, 2016 / best practices, continuous improvement, Cost Management, industry news, LIT, operator training, preventative maintenance, ROI, strategic planning
In today’s challenging market, any edge you can carve out against the competition is beneficial. While traditional improvement strategies such as lean manufacturing, ongoing training, and preventative maintenance can help improve your operational success, top performers are looking beyond long-established methods to differentiate themselves from their competitors.
According to the brief, “Resource Allocation Strategies for Leading Industrial Metal-Cutting Organizations,” industry leaders understand the importance of thinking outside the box. “In the spirit of continuous improvement, best-in-class managers need to explore all of the ways they can save their operation time and money,” the brief states.
Enter sustainability—the latest initiative manufacturers are using to reduce costs and gain a competitive advantage. Whether implementing strategic energy plans or adopting more environmentally friendly processes, today’s industrial manufacturers are finding that “going green” can provide bottom-line savings.
For example, according to The U.S. Green Building Council report, LEED in Motion: Industrial Facilities, more than 1,755 industrial facilities have received a voluntary green building certification system called LEED – Leadership in Energy and Environmental Design. As stated here in a blog from Frost & Sullivan, experts believe that the operational efficiencies gained by following LEED building principles are real and measurable.
Take Fiat Chrysler’s Trenton South Engine plant as an example. The Michigan-based facility was the world’s first engine plant to achieve a Gold LEED rating, which has helped cut the plant’s annual CO2 emissions by 12,000 metric tons, reduced energy consumption by 39%, and saved about $1.6 million a year.
Ball and roller bearing manufacturers are following suit. For the last 17 years, industry leader SKF has been listed as one of the most sustainable companies by the Dow Jones Sustainability World Index (DJSI). “Our long-running inclusion in the DJSI is something that we are all very proud of within SKF,” stated Rob Jenkinson, director of corporate sustainability at SKF. “Sustainability issues for businesses have evolved during this period, with an ever increasing focus on reducing negative environmental impacts and doing more for society as a whole. We maintain our focus on understanding these issues and the role we can play to help address them—now, and in the future.”
New Hampshire Ball Bearings, Inc. (NHBB) is also focused on sustainability as a strategy and has a formal Energy Management Plan in place. “Energy management is at the core of our strategy to achieve sustainability because it is so vital to our long term health,” the company says on its website. “Rapid economic growth, especially in the developing world, is expected to increase global energy consumption 40% by 2035. The expected increase in energy costs and the potential for supply disruptions compels us to identify and implement aggressive energy efficiency improvements.”
Instead of embracing sustainability as something that’s just “good to do,” more and more manufacturers are realizing that there are practical short-term and long-term financial benefits to implementing environmentally conscious improvements, according to a blog from the Manufacturing Extension Partnership (MEP). The industry group lists five key business advantages to adopting sustainable practices. The following are the top three: (You can read the full list here.)
- Reduce Energy-Related Costs. Energy and water costs are a prime concern for manufacturers. Focusing on improvements can reduce these expenses, typically on an annual basis. In addition, switching to energy-efficient lighting and adjusting lighting levels in accordance with your production schedule will reduce your long-term electrical costs. Regular equipment inspections can also prove beneficial.
- Attract New Customers and Increase Sales. Green and sustainable practices can make your company more marketable. Consumers are more conscious of the environment, and making improvements will strengthen your reputation. Whether you’re an OEM or a supplier, highlighting your initiatives to the public will help you attract a whole new base of customers, resulting in increased sales.
- Tax Incentives. There are a variety of tax credits and rebates on both the federal and state level for manufacturers who proactively implement more sustainable improvements. There may be incentives available to your business. Check out the U.S. Department of Energy’s website and the Database of State Incentives for Renewables & Efficiency.
Of course, the bigger picture benefit of sustainability is its positive impact on the environment. However, as Fiat, SKF, NHBB, and many other industrial manufacturers are discovering, developing and integrating a detailed sustainability vision into your long-term strategic plan can have real, measurable business advantages that contribute to the bottom line.
November 10, 2016 / best practices, blade life, continuous improvement, Cost Management, industry news, LIT, preventative maintenance, ROI, strategic planning, supplier relationships
According to research from Kronos, U.S. manufacturers as a whole are bullish about future growth prospects. As reported by IndustryWeek, the research shows that nine out of 10 company leaders expect revenues to increase every year over the next five years, and well over half anticipate strong annual growth of 5% or more.
That doesn’t, however, mean companies don’t anticipate stumbling blocks. In fact, the report lists five critical challenges today’s manufacturers feel could limit their potential sales and profit growth. Not surprisingly, three of those challenges are cost-related—material costs, labor costs, and transportation/logistics costs.
So while some manufacturers are optimistic right now, there is no question that uncertainty about market conditions remain. The latest data from the Institute for Supply Management, for example, revealed that that Fabricated Metal Products sector contracted in October; however, new orders were up in September. This type of instability means that most fabricators are keeping a close eye on cost.
As stated in the brief, Cost Management Strategies for Industrial Metal-Cutting Organizations, there are no “one size fits all” answers when it comes to cost management. However, there are some of guiding principals industry leaders are using to keep costs low.
From an operations standpoint, managers can better manage equipment costs by making sure saws and other metal-cutting tools are operating as optimally as possible. According to the brief, this includes ensuring that equipment is running at the proper settings and that fluids are adequate.
“Closely monitoring blade life and maintenance reports are a critical aspect of managing equipment costs,” the brief explains. “If operators are taking too long to cut a specific material or blade costs are up, managers should review equipment settings and monitor the operator in action.” Consistent general and preventative maintenance programs can also help metals executives better manage costs.
From a more strategic standpoint, there are several best practices metal fabricators can follow. Below are three strategies to consider:
- Partner up to increase buying power and save money. As suggested in an article from Thomasnet, 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. In addition, 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.
- Include financial personnel in improvement initiatives. If your company has decided to embark on a continuous improvement activity to save costs, you may want to check out this article from IndustryWeek. In addition to discussing the dangers of disguising cost cutting as improvement, the article also reminds managers to spend time with the financial community and hold discussions on costs and savings before starting an improvement project. Managers should work closely with the financial team to develop a tracking system for possible problems to prove cost savings in the future. The article also suggests that a person from the financial community be included in each improvement team. This person will be able to validate cost savings and ensure all costs are tracked accurately.
- Factor time into the cost equation. While most people believe the old adage “time is money,” traditional accounting practices don’t exactly account for the cost of time—specifically, customer lead times—in metal fabrication. As explained in an article from The Fabricator, traditional cost accounting treats inventory as an asset and does not capture the true costs of long lead times. However, according to the author of the book, The Monetary Value of Time, there is an accounting method that corrects this oversight and complies with generally accepted accounting principles. You can read more about this method here.
Regardless of whether you are optimistic about the market and making investments or taking a more cautious approach and holding your pennies close, it is always important to closely monitor costs. By taking the time to approach cost strategically, today’s metal fabricators can save money, stay competitive, and, hopefully, see long-term increases to the bottom line.
October 30, 2016 / agility, benchmarking, best practices, bottlenecks, continuous improvement, Cost Management, industry, LIT, predictive management, preventative maintenance, quality, strategic planning, workf
In today’s competitive and quickly changing market, manufacturers are finding that it pays to be proactive—not reactive—in their strategic approaches. That’s why a growing number of industrial manufacturers are starting to take a serious look at advanced technologies like predictive analytics, which allows them to not only measure performance, but to also predict and prevent future challenges.
According to Deloitte’s 2016 Global Manufacturing Competitiveness Index, more than 500 senior manufacturing executives from around the world ranked predictive analytics as the number one technology vital to their companies’ future competitiveness. As reported here, another report from Aberdeen Group shows that 86 percent of top-performing manufacturers are already using predictive analytics to reduce risk and improve operations, compared to 38 percent of those companies with an average performance and 26 percent of those with less than stellar results.
The trend has found its way into industrial metal cutting as well. According to the LENOX Institute of Technology’s benchmark study of more than 100 industrial metal-cutting organizations, companies can gain additional productivity and efficiency on the shop floor by “investing in smarter, more predictive and more agile operations management approaches.”
What is Predictive Analytics?
Predictive analytics utilizes a variety of statistical and analytical techniques to develop mathematical models that “predict” future events or behaviors based on past data. As the Deloitte study explains, this allows companies to uncover hidden patterns, relationships, and greater insights by analyzing both structured and unstructured data.
In a manufacturing environment, companies can use predictive analytics to measure the health of production equipment and detect potential failures. However, the possibilities are virtually limitless. According to one analyst’s blog, manufacturers could potentially use software and predictive analytics to forecast potential staffing or supply-chain interruptions, such as a flu outbreak that could cause a temporary personnel shortage or even a blizzard that could disrupt deliveries.
Bearing manufacturing leader Timken has taken a different approach and is using predictive analytics to improve inventory optimization and supply chain performance in the automotive aftermarket sector. As reported by SearchAutoParts.com, Timken is leveraging sales history, registration data, and other information, along with complex analytics, to improve sales and reduce costs.
“Timken’s catalog team matches parts and vehicles, and combines that information with vehicle registration and replacement/failure rates, along with internal sales data,” the article explains. “Crunching that data using proprietary algorithms helps them predict how many parts will be needed in a given geography, and how those parts sales will fall within the premium aftermarket, economy aftermarket and OEMs.”
Common Use Cases
Because predictive analytics is an emerging technology, applications are typically specific to each manufacturer’s products and processes—as in the Timken example. However, an article from Toolbox.com describes four common use cases for predictive analytics that are applicable in most manufacturing environments:
- Quality Improvement. Improvements in databases and data storage and easier-to-use analytical software are the big changes for quality improvement. Standard quality improvement analysis is being pushed toward less technical analysts using new software that automates much of the analytical process. Storing more information about products and the manufacturing process also leads to analysis of more factors that influence quality.
- Demand Forecast. Predictive analytics takes historical sales data and applies forms of regression to predict future sales based upon past sales. Good predictive analytics modelers find additional factors that influenced sales in the past and apply those factors into forecasted sales models.
- Preventative Maintenance. Predictive analytics increases production equipment uptime. Knowing that a machine is likely to break down in the near future means a manufacturer can perform the needed maintenance in non-emergency conditions without shutting down production.
- Machine Utilization. Predictive analytics applications for machine scheduling combines forecast for demand with product mix to optimize machine utilization. Using new predictive analytics techniques improves accuracy.
While there is no question that predictive analytics is still new to many ball and roller bearing manufacturers, industry leaders know that proactive strategies are key in today’s uncertain market. Finding ways to anticipate future events and reduce unplanned downtime can not only help your operation gain efficiency but, more importantly, help you stay competitive.
October 15, 2016 / best practices, bottlenecks, continuous improvement, industry news, LIT, predictive management, preventative maintenance, productivity
While a full economic recovery is still uncertain, manufacturers are finding ways to gain a competitive edge and improve productivity. New advancements and technologies, including “smart” manufacturing and the Internet of Things (IoT), are helping the manufacturing industry do just that.
One way metal-cutting companies are optimizing their overall operations is by using technology to improve maintenance programs. As cited in this eBook, 5 Performance-Boosting Best Practices for Your Industrial Metal-Cutting Organization, machine breakdowns are one of the top causes of lost productivity, and when productivity suffers, so does the bottom line. While many manufacturers have realized success with tried and true preventative maintenance initiatives, which ward-off an inevitable breakdown, two technologies—predictive maintenance (PdM) and CMMS— are helping manufacturers improve overall maintenance even more accurately.
According to Deloitte’s 2016 Global Manufacturing Competitiveness Index, predictive technology, specifically, holds the most potential for manufacturers. According to the study, more than 500 executives from around the world ranked predictive analytics as the number one future advanced manufacturing technology. IoT, smart products and smart factories, and advanced materials were also considered critical to future competitiveness.
Unlike preventative maintenance, which uses anticipated and planned downtime to prevent unplanned breakdowns and minimize cost impacts, predictive maintenance (PdM) aims to predict breakdowns before they even occur. Software and sensors collect data, and algorithms identify not only the anticipated failure, but also calculate the probable time that failure will occur.
In fact, several metals leaders are already reaping the rewards of predictive maintenance to repair or replace parts before failure and eliminate both planned and unplanned downtime, as reported in this blog post.
Another technology helping industrial metal-cutting companies improve maintenance is CMMS, or a computerized maintenance management system. While PdM tools provide powerful data, most experts agree its information’s value is limited without the context provided by CMMS software. CMMS software tracks and schedules maintenance tasks by analyzing data to identify bottlenecks before they even take place.
According to an article from MRO Magazine, CMMS can improve maintenance on the production line as it reduces downtime and repairs, improves the lifecycle of equipment and forecasts replacement, and reduces rework and manufacturing scrap—all while providing crucial data for future decisions and improving scheduling and planning.
What does this look like in practice? As described here in an article from Better Buys, one CMMS solution included data-entry fields for technicians to input degradation values manually. The system would provide a graph indicating how many months were left until failure and then give a plan for replacement on a set date if the equipment continued being used excessively.
Making the Switch
In most cases, larger manufacturers have been the only ones looking into PdM and CMMS-based maintenance programs. However, as technology advances and competition intensifies, many smaller companies are starting to invest in the technology as well.
There is no question that making the transition from a paper-based maintenance system to a digital one can be overwhelming, especially for smaller metal-cutting organizations. An article from IndustryWeek provides a few tips for simplifying the transition over to CMMS:
- Form a team. Make sure a small team oversees the transition. Designate a lead planner and scheduler to define the processes (such as what equipment and data to collect). The team should understand how the company processes information, how it organizes workflows and analyzes key data.
- Data download. A CMMS system is only as good as the data in it. Determine how accessible that data is and establish a baseline of how much to collect before making the switch. Once up and running, don’t stress over every data point. Add as you go to bulk-up your data inputs.
- Tech knowledge. Consider how comfortable your team may or may not be with technology. Some may not have any computer experience. A basic computer training course can quickly ease worries.
- Tech training. In addition to basic training, the entire maintenance team should be trained on CMMS best practices. Develop step-by-step guides with screen shots at each workstation to help with the transition.
- Codes. To help track performance and maintenance trends, start with 10-15 industry-standard codes when setting up maintenance activities. Consistent problem and failure codes can provide valuable information when it comes time to replace equipment before failure.
Technology is no doubt changing the manufacturing landscape, and today’s industrial metal-cutting companies need to ask themselves if they’re willing to do what it takes to prepare for the future. Investing in new technologies and maintenance programs may be one way to keep the competition at bay while optimizing production for future demand.
What technology investments is your organization using to optimize your maintenance department?
September 25, 2016 / benchmarking, best practices, continuous improvement, Cost Management, LIT, operations metrics, predictive management, preventative maintenance, strategic planning
With changing customer requirements and an increasingly competitive marketplace, leading manufacturers are finding it pays to be proactive—not reactive—in their strategic approaches. Instead of simply measuring performance, many companies are taking the next step and using measurement to anticipate and prevent future challenges—a concept known as predictive operations management.
This trend has found its way into industrial metal cutting. According to the LENOX Institute of Technology’s benchmark study of more than 100 forges and other industrial metal-cutting organizations, companies can gain additional productivity and efficiency on the shop floor by “investing in smarter, more predictive and more agile operations management approaches.”
One such approach is predictive maintenance. Not to be confused with preventative maintenance, which uses planned maintenance activities to prevent possible failures, predictive maintenance (also known as condition-based maintenance) uses data-driven analytics to optimize capital equipment upkeep.
Reliable Plant defines predictive maintenance as “the application of condition-based monitoring technologies, statistical process control, or equipment performance for the purpose of early detection and elimination of equipment defects that could lead to unplanned downtime or unnecessary expenditures.” By using tools to predict and then correct possible failures, operators can keep machines running while eliminating unnecessary preventative maintenance downtime and reducing reactive maintenance downtime.
In fact, predictive maintenance was identified in a McKinsey Global Institute report as one of the most valuable applications of the Internet of Things (IoT) on the factory floor. The report, The Internet of Things: Mapping the Value Beyond the Hype, says that predictive maintenance using IoT has the potential to reduce equipment downtime by up to 50 percent and reduce equipment capital investment by 3 to 5 percent by extending the useful life of machinery. “In manufacturing, these savings have a potential economic impact of nearly $630 billion per year in 2025,” the report states.
According to an article from Manufacturing Business Technology, the potential benefits of predictive maintenance analytics go beyond predicting machine failure. The magazine lists several wide-ranging implications the technology has for the manufacturing industry, including the following:
- Part harmonization. Predictive models are able to show which parts will be the first in line to fail, what will need replacing in the next six months, for example. This then allows teams to better manage inventories, stockpile the right parts, and even bulk order replacements before they are needed.
- Cost-benefit analyses. Teams are better equipped to do cost benefit analyses and further understand the risks of not performing maintenance at any given time. Presenting this data to the C-suite, and outlining future risk weighed against a smaller outlay at the present time, is a far more compelling argument than suggesting a piston might eventually need replacing.
- Warranty Claims. Defining the optimal cost and duration for any given warranty is a great challenge for many manufacturers. Analytics can help better define these boundaries by modeling usage patterns.
Of course, all of these benefits come with a cost. One of the major drawbacks of predictive maintenance analytics is that it requires a high upfront investment for condition monitoring equipment and software, as well as a high skill level and experience to accurately interpret condition-monitoring data. There are also privacy and security issues that need to be addressed. For smaller forges, this could be a huge stumbling block, although some may discover that the long-term benefits outweigh the short-term costs.
In the end, predictive maintenance may not be an option for every shop or every piece of equipment, but in today’s competitive market, it might be worth the research. Many companies are finding that the potential benefits of the technology are opening up new opportunities for improvement and growth that were once not possible.
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.
Non-Residential Construction Industry Continues to Create Demand for Industrial Metal-Cutting Companies
September 15, 2016 / best practices, Cost Management, human capital, industry news, maintaining talent, operations metrics, operator training, Output, predictive management, preventative maintenance, productivity, strategic planning
The year has started off slow, with low production and shipments for metal products. However, the commercial and industrial construction segment is proving its staying powerful when it comes to creating demand for industrial metal-cutting companies.
As we reported in our “Metal Service Center Outlook for 2016,” the construction industry was expected to help industrial metal-cutting companies ride out the storm with total construction starts forecast to grow 6% in 2016.
Over the last few years and most recent months, the construction industry has seen its ups and down, depending on the segment. The electric utility and gas plant category, for example, saw project starts spike in 2015 only to drop this year, according to the latest construction report from Dodge Data and Analytics. In fact, nonbuilding construction dropped 56% in July 2016 as power plant projects ended, causing total new construction starts to fall 11% from the prior-year period.
However, nonresidential building starts are offsetting the steep drops elsewhere, growing 4% in July after a 7% increase in June. Commercial building starts grew 3%, with 20% of the increase attributed to office construction, according to the report.
Despite the slowdown and uncertainty about the upcoming presidential election, experts remain optimistic that the construction industry will continue to remain strong into next year. At a recent mid-year forecast, chief economists from the Associated Builders & Contractors, American Institute of Architects, and National Association of Home Builders predicted growth for commercial projects into 2017, as reported by MetalMiner.
“Nonresidential construction spending growth will continue into the next year with an estimated increase in the range of 3 to 4%,” stated Anirban Basu, chief economist for Associated Builders & Contractors. “Growth will continue to be led by privately financed projects, with commercial construction continuing to lead the way. Energy-related construction will become less of a drag in 2017, while public spending will continue to be lackluster.”
In addition, the Architecture Billings Index (ABI) from the American Institute of Architects has posted six consecutive months of increasing demand for design activity, according to this report. As a leading economic indicator of construction activity, the ABI reflects the approximate nine to 12 month lead-time between architecture billings and construction spending.
“The uncertainty surrounding the presidential election is causing some funding decisions regarding larger construction projects to be delayed or put on hold for the time being,” said Kermit Baker, AIA Chief Economist. “It’s likely that these concerns will persist up until the election, and, therefore, we would expect higher levels of volatility in the design and construction sector in the months ahead.”
Making the Cut
Industrial metal-cutting companies that want to grow with the construction market need to know how the market is evolving and be prepared to meet demand for more I- and H-beams, hollow structural sections, and other structural products. More importantly, companies will need to be ready for changing market conditions.
One way industrial metal-cutting companies can ensure they make the cut is to optimize operations. As cited in the Benchmark Survey of Industrial Metal-Cutting Organizations, there are three key ways companies can optimize operations and, in turn, be better prepared to meet customer demands:
- Invest in smarter, more predictive operations management. According to the survey, 73-percent of industrial metal cutting operations that follow all scheduled and planned maintenance on their machines also report that their job completion rate is trending upward year over year—a meaningful correlation. The implication is that less disruptive, unplanned downtime and more anticipated, planned downtime translates into more jobs being completed on time.
- Embrace proactive care and maintenance of cutting equipment and tools. Ongoing operator monitoring, coupled with corrective instruction and coaching, can have a direct benefit on industrial metal cutting operations—improving their ability to meet customer demands, drive revenues and lower costs.
- Invest in human capital. Historically, metal executives have been more likely to invest in technology rather than their people; however, the benchmark survey provides evidence that investing in human capital is critical not only to attack operator error itself, but also to improve on-time customer delivery, drive higher revenue per operator, and lower rework costs.
While industrial metal-cutting companies are set to benefit from another strong year in construction, preparing for changes in segment demand and prices will set the foundation for a solid performance in 2017.
What strategies is your organization taking to take advantage of the construction boom?
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?