Process improvement encompasses a wide range of tools, techniques and strategies. When properly deployed, shop-floor data collection and monitoring systems can help factory-floor managers leverage key data metrics including overall equipment effectiveness (OEE) and total effective equipment performance (TEEP) that measure machine uptime and pinpoint bottlenecks or other problems in order to improve machining performance.
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Secure, accurate workholding sets the stage for consistent machining productivity. Depending on the parts and processes involved, workholding can be as simple and temporary as a plain vise or clamp or as complex and permanent as a machined and fabricated fixture that is custom-designed to hold a unique part.
Although drivers may not know it, cable connections for the airbags and seatbelt buckle systems in their vehicle simply would not work without components manufactured by ODW-Elektrik. A development partner and supplier for high-quality cabling, solenoids and mechatronic systems used in vehicles around the world, ODW-Elektrik supplies most of its products to Bosch, Autoliv, Brose, VW, and ZF.
It’s easy to become dazed by the continuing stream of buzz words. For those of us in manufacturing, all this buzz creates a sense of impending change, but no clarity on what that change might be. Uncertainty means anxiety.
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.
Common misperceptions about lean manufacturing and automation systems lead many manufacturing managers to dismiss the use of automation in a lean setting.
At UGN, one of our core operating principles is sustainability. That means minimizing waste to improve efficiency, add value, and refine the manufacturing process for our automotive products when and where we can.
Manufacturing Engineering asked thought leaders at five companies for their views on challenges and trends facing the metalworking industry.
Bill Ford, executive chairman of Ford Motor Co., is now in Act III in his career at the automaker. The outcome will determine Ford Motor’s future and his legacy.
At Lyall, we’ve been manufacturing components in the natural gas distribution industry for over 45 years, and we’ve spent the past 16 of those years implementing lean manufacturing principles in everything we do.