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2016 | Buch

Introduction Kapitel lesen Erstes Kapitel lesen

Leadership & Management of Machining

How to integrate technology, robust processes, and people to win!

verfasst von: Patrick Tarvin

Verlag: Carl Hanser Verlag GmbH & Co. KG

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SUCHEN

Inhaltsverzeichnis

Frontmatter
Introduction
Abstract
While some manufacturing processes simply disappear or glacially creep forward due to changing technology, machining has displayed more than a century of evolutionary and revolutionary progress. Just as manual machine tools gave way to NC machine tools, which led to CNC machine tools, the machining industry is now entering its next generation. Only this time, the technological advancements are as much outside the machine tool as within.
Patrick Tarvin
1. Pyramid
Abstract
I believe that machining is the most challenging type of manufacturing process from a technical and managerial perspective. Contributing to this is a lengthy era of rapid change, constant pressure to innovate in order to reduce cost, and erratic global markets. From a technical perspective, the high number of input variables that must be controlled to produce complex geometries, precision tolerances, and flawless surface finishes exceeds the demands from other manufacturing processes.
Patrick Tarvin

Foundation

Frontmatter
2. Quality System
Abstract
You will read many times in this book that quality is more than quality. Quality is also on-time delivery, and quality is also productivity. It is a given that if your company does not produce parts to print, you will not be in business very long. Of course, quality can also be aesthetics, service, and adherence to specifications. Why does quality equate to on-time delivery? It is very likely that when you scrap components they will also ship late to your customer, as you normally cannot manufacture replacement parts in time to meet the delivery date.
Patrick Tarvin
3. People
Abstract
All companies have access to the same equipment. All companies have access to the same software. All companies have access to the same tooling, workholding, gages, etc. So what makes the difference between the winners and the losers, the high-profit organizations and the break-even organizations, the growing and going out of business? The answer is: your people! It is your people who determine which software, which machine, which tooling, and which orders to accept or reject. It is people who innovate, people who create robust processes, and people who develop customer bonds that outlast ownership changes, management changes, mergers, and delivery or quality emergencies.
Patrick Tarvin
4. Leadership
Abstract
There are many books and seminars on leadership. I am only going to discuss leadership as it relates to machining success, growth, and profits. This is my area of expertise. What you know, what you have learned, what you were born with, and what you have developed about leadership is all applicable to machining organizations. Specifically, there are unique aspects of leadership, as it relates to a highly technical, dynamic, and people-oriented business such as machining. This is an industry where a strong education, being articulate, and possessing solid business skills are not enough.
Patrick Tarvin
5. Equipment
Abstract
Even the most successful organizations have limited capital to invest. Machining organizations do not have the luxury of striking out when installing capital equipment. There is a lot more at stake than just dollars. These projects require substantial technical resources, physical changes to the shop floor, utilities, and likely promises to customers. Machining organizations not only install new equipment for increasing capacity and cost reduction but also to simply replace equipment at the end of its useful life.
Patrick Tarvin
6. Information Technology
Abstract
Machining has evolved from manual machine tools with paper blueprints to a cradle-to-grave digital format. The digital birth occurs when the designer finalizes his solid model. This model becomes the centerpiece of the manufacturing process. Each progression of the manufacturing process utilizes this three-dimensional solid model to improve the speed to market, quality, and productivity of both the process development and also the manufacturing process.
Patrick Tarvin

Skill Level

Frontmatter
7. Lean
Abstract
What is the role of Lean in the typical machining and manufacturing organization? Each of you has likely asked yourself this question in regards to your personal responsibilities, your company, and possibly your competitors and your industry. Some of you have found the answer, but I expect that many of you continue the search. This search may be compared to a snipe hunt, finding the pot o’ gold at the end of the rainbow, answering the $64,000 question, big foot, Loch Ness, or just choosing the numbers for the super lotto.
Patrick Tarvin
8. Six Sigma
Abstract
The term Six Sigma has various definitions depending on the person and the organization. The most comprehensive definition and use of Six Sigma is a total management philosophy with a customer based focus to conducting business. Six Sigma is also a problem-solving methodology, utilizing the DMAIC steps (Define, Measure, Analyze, Improve, Control) that is applicable to any industry or any process. Finally, Six Sigma is a statistical measure of variation that represents a high level of quality for a specific “critical-to-quality” characteristic equivalent to 3.4 Defects Per Million Opportunities (DPMO). A process yielding a Six Sigma level of quality is the Holy Grail for the manufacturing community.
Patrick Tarvin
9. CNC Program Validation
Abstract
Our expensive capital equipment is CNC machine tools which stand for computer numerical control. As everyone knows, a computer needs basic instructions that we call a program to provide any usefulness for its owners. Without a program our CNC machine tools are just an expensive and valuable pile of electrical and mechanical components staring back at their masters. With a bad program our CNC machine tools are just an expensive and dumb pile of electrical and mechanical components.
Patrick Tarvin
10. Routing Integrity
Abstract
Every component manufactured or assembled should have a documented process describing the proper sequence of events. This is not only good business practice but will be required to achieve ISO or other certifications. This document is created by the manufacturing engineer with input and continuous improvement from all the functional areas.
Patrick Tarvin

Execution Level

Frontmatter
11. Scheduling/Capacity Management
Abstract
Scheduling and lot size should not be an afterthought left to production control and manufacturing. Scheduling methodology along with the purchased and manufactured lot quantities should be an overall business strategy that is supported by a sales and operations management strategy. Reducing lot sizes requires sales to establish repeat customers, who order repeat or similar products with a rhythm to the volume and with predictable lead times.
Patrick Tarvin
12. Operations Management
Abstract
Operations management is the hub of the wheel in your organization. Even with modern equipment, bullet proof processes, and a suite of whiz bang software the company still needs to execute. “Execute” can be defined as utilizing resources to convert inputs to outputs within or surpassing cost, quality, and delivery targets. Execution also includes converting strategy into reality. Good strategy that is not implemented, not implemented correctly, or not implemented timely is meaningless. Organizations require people who can get things done. People who will remove barriers, go around barriers, or through the barriers.
Patrick Tarvin
13. Supply Chain Execution
Abstract
The market trends we have discussed in this book are pushing companies of all sizes to be less vertically integrated and to rely on a supply network to meet the speed and cost requirements of their customers. The supply chain partners are more numerous and more geographically dispersed. Nearly all medium and large organizations have established sources in low-cost regions as a necessity to be competitively priced for either castings, forgings, or basic machining. All these factors increase the supply chain management challenges precisely when supply chain execution is in greater demand.
Patrick Tarvin

Results

Frontmatter
14. Low Scrap/Rework
Abstract
The presence of scrap or rework or the absence of scrap or rework is the “result” of the effectiveness of your quality system, people, equipment, CNC program validation, and all the other building blocks structurally supporting scrap/rework on the Machining Pyramid. Every dollar spent on scrap and rework is subtracted from the profit as demonstrated through the hierarchical placement on the Machining Pyramid. Similarly, scrap and rework require equipment and personnel to replace the damaged product, which will result in lower on-time delivery, expediting cost in the form of overtime, shipping, and outside process premiums, and schedule disruptions to accommodate the repair and replacement.
Patrick Tarvin
15. On-Time Delivery
Abstract
Most people do not realize that customers have customers. Rarely is a machined product sold directly to the end user. Nothing will affect a business relationship more than a significant late delivery to your customer. Why? Only bad events occur when your customer does not receive the product on time. First, you may be idling your customer’s workforce, which will also prevent your customer from shipping to their customer. If their work force is not idle, they may be forced to work on secondary priorities.
Patrick Tarvin

Ultimate Results

Frontmatter
16. Profit
Abstract
Some may argue but I would submit that profit is the second most important result of the organization. If you lose your customers, there will be no chance of a profit, hence maintaining your primary customers must have precedence over profit for any individual decision or short period of time. A low profit, or even a loss for a short period, may be reversed, if you maintain your customer base. So why is profit sitting atop our pyramid and not customer satisfaction? The answer is that many times there are companies with satisfied customers, but no profit or not enough profit to maintain the organization during the course of normal economic cycles.
Patrick Tarvin
17. For Machinists Only
Abstract
I want to address three separate groups of machinists: those that have not yet entered the profession but are either currently considering or are already enrolled in an educational training program, those that are in the early stages of the machining profession, and the veteran machinists.
Patrick Tarvin
18. Sales
Abstract
The best sales person (account manager) or the best sales tool is always named performance. This holds true for OEMs, contract machining companies, or machining job shops. When customers receive projects on time, with great quality, and good service, you will receive additional opportunities. More importantly, the customer is likely to pay a premium on future projects for the security of working with a partner that will eliminate risk. Conversely, if the customer receives poor quality and late deliveries, your sales person should be a supermodel, if you hope to get your foot back into their door, not to mention receive any significant business.
Patrick Tarvin
19. Selling Or Acquiring A Machining Company
Abstract
Companies are purchased and sold on a regular basis, and inexpensive capital appears to be maintaining or increasing this trend. It is very beneficial to the machining industry for owners to have the opportunity to sell their business at a fair market value. This will incentivize current owners to invest and grow their business as well as attract new ownership and capital into the industry. The more liquid the assets, the more vitality there will be in the machining industry. When investors have a reliable path for profit, then new talent, intelligence, and energy will be attracted. Whether a business is owned by a second-generation family or short-term investor, it is a positive development that both can be rewarded for their accomplishments.
Patrick Tarvin
20. Machining Ten Commandments
Abstract
Look for similarities, not for differences: Engineers, machinists, and other technical people are conditioned through education and training to notice dissimilarities or differences. Learning mass amounts of material and passing tests is accomplished by this method. Profits and robust processes are derived by seeing the glass as half full. When it is time to standardize, implement Lean cells, design new components, develop fixtures, or write CNC programs—it is time for analytical minds to shift gears and find similarities.
Patrick Tarvin
21. Future
Abstract
Western manufacturers are traveling on two parallel paths at the same time. The paths will not cross, so when one bends, it forces the other to divert. The first path is the macroeconomic path forged by trade agreements, developing countries, taxes, exchange rates, and regulations. The second path is the trail we make for ourselves that consists of innovation, connectivity, and the Machining Pyramid. Together, these two paths determine our fate.
Patrick Tarvin
Backmatter
Metadaten
Titel
Leadership & Management of Machining
verfasst von
Patrick Tarvin
Copyright-Jahr
2016
Verlag
Carl Hanser Verlag GmbH & Co. KG
Electronic ISBN
978-1-56990-640-8
DOI
https://doi.org/10.1007/978-1-56990-640-8

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