Taiichi Ohno is often quoted as declaring: “Without a standard, there can be no improvement.” The principles of lean do not work well when everyone is allowed to choose their own work method or work sequence in which to do a job: the outcome is unpredictable; flow and pull are impossible. This reduces throughput and the carefully crafted process develops unanticipated outcomes.
With all of its accomplishments – including world’s largest defense contractor, and a presence in all 50 states and 70 countries – you might think Lockheed Martin (Bethesda, MD) would already have mastered additive manufacturing.
The partnership is intended to lay the foundation for the two companies to fulfill their shared vision of incorporating additive manufacturing into the traditional manufacturing workflow, helping it to become a universally recognized production practice which can benefit multiple industries, including aerospace, automotive, transportation, energy and industrial tooling.
Aerospace is one of the main industries embracing additive technologies, and the large growth in industrial metal 3D printing over the past few years can be largely attributed to the A&D industry.
Additive manufacturing needs to improve its quality and consistency as it assumes a bigger role in manufacturing, advocates of the technology say.
3D printing has become the medium of the new technological revolution as its applications diversify from printing food to weapons, from clothing to industrial products. It is also finding more uses in the medical space, including Orthotics and Prosthetics (O&P).
Demand for fluid ends is rising because of increased drilling and the component’s short lifespan.
Getting fast, accurate data delivered to the palm of your hand is helping drive demand for enterprise resource planning (ERP) software. With the popularity of smartphones and tablets, manufacturers are capitalizing on the ability to get critical factory operational data from ERP, manufacturing execution systems (MES) and enterprise manufacturing intelligence (EMI) applications into the hands of the right decision-makers in a timely manner.
M. Eugene Merchant began his career in 1936 at the Cincinnati Milling Machine Co. (later Cincinnati Milacron), where he went to work analyzing the nature of friction between the cutting tool and the chip. The young engineer eventually developed a mathematical model of the metalcutting process that is still taught and used today.
