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Metalworking fluids have never been the most glamourous part of manufacturing. That’s been reserved for areas such as additive manufacturing, where complete parts are printed from a digital file, one layer at a time. However, most manufacturing today still consists of parts being cut, shaved or otherwise machined.

There have been many process improvement trends in manufacturing over the decades, and none have had more significant ROI than machine monitoring. The increase in machine monitoring is owed in large part to the rise in popularity of the open and royalty-free interconnectivity standard MTConnect.

Lean manufacturing principles and automation systems can coexist, although many lean purists contend that lean goals conflict with using automation. Smart applications of automation, however, can result in deployment of systems that are both automated and lean, with flexible manufacturing systems that can be easily reconfigured as factory operations change.

When a tool breaks during a machining operation, the part being processed is often destroyed, and sometimes the machine is damaged. Aerospace parts are often complex shapes, manufactured from exotic materials that require prolonged machining cycle times. Therefore, a scrapped part is a significant loss in raw materials and value-added machining.

Common misperceptions about lean manufacturing and automation systems lead many manufacturing managers to dismiss the use of automation in a lean setting.

Many industries have been making parts with micron dimensions for some time, but in the last few years, the market for miniaturization has expanded. The demand is not only for small parts, but also for small complex features on larger parts. This is due chiefly to the switch to modules in which the functions of several parts or subsystems are not handled by a single complex unit.

When work in the oil field dried up due to poor economic conditions, Knust-Godwin LLC, a Texas oil & gas supplier, faced new challenges following transitioning into small parts machining. Rather than hunker down and wait out the cyclical downturn as many shops would do, David Prickett, sales manager, and Knust-Godwin management agreed they should work to diversify the company’s customer base.

Cutting tool maker Shape-Master Tool Co. (Kirkland, IL) needed to expand its tool grinding capability beyond that of its conventional machines or run the risk of losing work to the competition.

There will be more than one new machine introduced at IMTS 2006 that will be billed as a China beater, or as an India and rest-of-Asia beater, for that matter.

Considered by many to be the “Father of Quality Management,” Dr. Joseph M. Juran is recognized as the man who added a human dimension to quality, expanding it from its statistical origins to a broader management science.