Manufacturing Technology Workshop

• Increase our shop throughput
• Reduce inspection costs
• Control our machining processes
• Predict future part defects – before they occur!
• Provide "traceable" documentation to a National Standard

• Increased global competition
• Smaller lot sizes
• Shorter cycle times
• Means more machine setups
• Requiring more operator intervention
• Shrinking piece part prices
• Increasing costs (labor & material)
• Just in time (JIT) customer demands
• All from a less skilled workforce!
• With decreasing profits

1. The need for more throughput. We wanted to lower our manufacturing costs. Operators were spending too much time trying to setup parts, and their parts often required rework or had a high rate of scrap.
2. Bub was a machine operator that was able to setup his jobs the fastest. Plus he always ran "good parts". He was more clever – and knowledgeable!
3. Because we want our operators "pounding out parts", not trying to setup parts, we created a new position.
4. Bub the setup man bubbled up to become a unique position.
5. Setup people have become incredibly valuable, and we pay them accordingly! We are totally dependent on them. We rely on them to:
   • Set tools
   • Set fixtures
   • Edit programs
   • Apply work offsets
   • Inspect parts
   • Inspect surface finish
   • Adjust for size or dimensional changes
   • Run good parts!
6. The magical part of Bub is his ability to make jobs run.
7. One thing for sure, the shop wouldn't run without him.
8. Every shop has one or two Bub's.
9. When machines are sitting idle, often times the reason is Bub just can't keep up! He is being pulled in 50 different directions.
10. When you break Bub's concentration with a quality or manufacturing problem, his efficiency goes down. He spends half his time mentally "ramping up" – getting everything ready to set the new job.
11. With each interruption, and there are many, he "ramps down" on the initial job he was on, then ramps up in order to solve the problem just presented to him.
12. With rework and scrap comes machine down time. Production schedules slip, throughput is suffering and the cost of manufacturing is going up!
13. When Bub encounters a job he just can't run, he has tried every trick in his book to make the parts good. Part programs were edited, parts were indicated in, offsets were manually re-calculated and manually entered and a path has been worn between the Layout room and the machine.
14. You didn't even see what was coming. A good idea, born out of necessity to reduce setup time and cut manufacturing costs, became one of the biggest bottlenecks!
15. This is where tempers flair, fingers are pointed, and the blame game begins. It's usually second or third shift!
16. It's time to call maintenance. The shop order is written; the machine sits idle!

• Verticals 30%
• Horizontals 70%
• 7 out of 10 verticals are sitting, waiting for something
• Only 3 out of 10 horizontals are sitting

• Increased feeds and speeds
• High speed spindles
• Specialized carbide inserts
• Quick change tooling
• High pressure, through-the-tool coolant

• Shorten the cycle between design and build
• Reduce setup time and costs
• Reduce the dependency on setup people
• Reduce or eliminate rework and scrap caused by operator error
• Reduce the amount of machine operator intervention, thus reducing chances for errors
• Reduce the need for "first off" piece part inspection
• Reduce the need for highly skilled machine operators
• Eliminate the need for judgement calls of which machine "can" run which part – while eliminating the bottlenecks on the "good" machines
• Protect the investment of prior machining operations (op70, op80, op90)
• Increase machine up-time, by reducing or eliminating machine downtime due to maintenance troubleshooting
• Eliminate unnecessary movement of parts throughout the shop

"In summary, eliminate non-value added processes"

A definition of shop throughput is, ____________________________

_______________________________________________________

_______________________________________________________

______________________________________________________.

• Increasing shop throughput starts with the design phase
• Integrated process and product develop IPPD

Before we talk about the maintenance department, let's first define Cycle time.

1. Maintenance schedules the first available fire fighter – all the others are out fighting fires!
2. Here he comes wheeling his tool cart down the isle.
3. He first speaks to the operator. The operator has been telling management for weeks something was wrong with the machine. He can't tell him what's wrong, he just knows he can't run parts.
4. Let the guessing game begin!
5. Out comes the machine manuals, dial indicators, feeler gages, oscilloscopes, machine levels, volt meters, squares, circuit boards are swapped out, adjustments are made, gibs are checked, new ball screws are ordered and installed - after all the machine is 10 years old, and we've never replaced them. It must be the ball screws!
6. No luck. The machine is still idle. Let's experiment some more until we finally discover the error source. This practice is called trial and error.

1. He has more machines in his facility than ever before.
2. He has fewer and less skilled people. Good mechanics are hard to find!
3. He has less time.
4. In an attempt to increase shop throughput, management tells him they want him to implement a predictive maintenance program.
5. Production now expects to know when the machine will be down – before it breaks!
6. Preventative maintenance, changing air and oil filters and running an occasional dial indicator over the machine is no longer good enough!
7. The chief starts looking for a silver bullet – he buys a vibration analyzer to check spindles.
8. He is searching for that one magical tool, that's quick, easy to use, tells him everything he needs to know, and doesn't require him to pull the machine out of production.
9. Introducing the Renishaw QC10 Ballbar.

1. The CMM is considered "god"! It's your companies traceable standard to NIST.
2. The Quality department and CMM's are often seen as a necessary evil.
3. The QC department is a high cost center – overhead!
4. There are fewer QC inspectors today than ever.
5. Less influential.
6. Ask any Manufacturing Manager is his Quality department is leading his companies cost reduction efforts.
7. Industry trends reveal that while the QC department will always exist, it will continue to experience reductions in personnel.
8. Most manufacturing companies are searching for ways to "buy parts off CNC machines" – without the need for parts to be QC inspected.

1. Fixture design and build
2. Movement of parts around the shop
3. Inspection of parts
4. People errors
5. Rework
6. Scrap
7. Machine down time
8. Reducing or eliminating operator intervention
9. Monitor, correct and document machine condition
10. Manually adjusting work and tool offsets
11. Editing part programs
12. Maintenance troubleshooting and repair
13. Pre-process, in-process, post-process inspection