Continuous Improvement in Manufacturing

The notion or idea of continuous improvement seems like a logical and easy one to most people, particularly in manufacturing, as it should be. However, it seems as if it becomes more challenging to find time to gather team members, conduct research, consider ideas, and collaborate about ways to improve processes. There are many reasons for this, and they are all valid.

More than half of each working day for many employees is spent checking email, participating in meetings, and researching needs and information to get their regular duties accomplished. It’s all necessary and must be done. However, this hampers creative thought and exploration into what can be done to improve processes. It’s simply a matter of time, or, more precisely, the lack thereof.

For many businesses, the added pressures of the manufacturing skills gap create a ripple effect of time and attention that’s required. Not having enough qualified employees transfers the workload, and challenges others to complete the tasks necessary to make quality parts and get them out on time to valued customers. Combine all of these factors and it’s no surprise that finding time to think about continuous improvement is next to impossible—unless you have an employee dedicated to this on a full-time basis, of course.

I reflected on a quote I read about teamwork when writing this commentary, which said, “Coming together is a beginning, keeping together is progress, and working together is success.” The quote is attributed to Henry Ford (and historian/author Edward Everett Hale).

My recommendation is to consider expanding the definition of “team” to those beyond the walls of your shop or business. There are countless, qualified industry experts and resources that are well prepared, ready, willing, and able to use their time and expertise to offer suggestions on how to improve your business. And, by the way, this type of support is the catalyst for the kind of partnerships most businesses and organizations desire. Consulting firm Gartner Inc. highlights that the key to long-term, successful sales relationships is for an account manager to showcase ways customers can make more money, save money, mitigate risk, and offer a vision for business improvement that creates a pathway for strong business relationships.

The partner from whom you buy products and services should be prepared to know your business as if they were a direct employee. If this is the case, then your pool of resources can begin to flow. That is when ideas, suggestions, recommendations, and visions for a more prosperous and productive business can become a reality. This is the essence of an ideal business partnership.

Once this broader team dynamic and desired structure is achieved, the opportunities for continuous improvement can be identified, shared, and contemplated. In a machining environment, there’s a vast spectrum of aspects to consider and learn about new—and possibly better and more productive—ways of operating. It could be improving space utilization to free up room for expansion and growth. Maybe it lies in an overview of what is possible in quoting platforms, or the latest enhancements to CAD/CAM systems that can streamline strategies for machining operations and programming.

On the shop floor, it could be improving setup times, adopting quick-change systems, or implementing the science of machining dynamics to know ideal cutting speeds before making your first test cut.

What about machine monitoring, automation, and robotics? Studies show that machining organizations see this as one of the best ways to improve their business, yet many are not sure where or how to start.

These are a few of the many opportunities that can be presented to a business by expanding a team to include what some refer to as “trusted advisors.”

Lastly, identify a day and time on a regular cadence that your internal group can meet with the expanded team. Set aside an hour or two (or more) each week, month, or quarter to allow subject-matter experts and industry partners to introduce and demonstrate what’s possible.

When you do, continual improvement will become a normal routine and your business will benefit tremendously.

It’s Time to Recognize Your Manufacturing Peers!

Please take a moment to help SME recognize your fellow members and manufacturing peers with a 2024 International Honor Award, Award of Merit, Outstanding Young Manufacturing Engineer Award, or another honor!

• International Honor Awards—These seven highly prestigious awards are for individuals who have made significant contributions in the areas of manufacturing technologies, processes, technical writing, education, research, management, and service to SME.
  
  
• Donald C. Burnham Manufacturing Management Award —Recognizes exceptional success in the integration of the infrastructure and processes of manufacturing through innovative use of human, technical, and financial resources.
  
  
• Eli Whitney Productivity Award—Given for distinguished accomplishments in improving capability within the broad concept of orderly production.
  
  
• Joseph A. Siegel Service Award—Bestowed to an SME member for significant and unique contributions that benefit the organization. This award is the only International Honor Award that must be conferred upon SME members.
  
  
• SME Albert M. Sargent Progress Award—Recognizes significant accomplishments in the field of manufacturing processes, methods, or systems.
  
  
• SME Education Award—Honors the educator most respected for the development of manufacturing-related curricula, fostering sound training methods or inspiring students to enter the profession of manufacturing.
  
  
• SME Frederick W. Taylor Research Medal—Honors significant published research leading to a better understanding of materials, facilities, principles, operations, and their application to improve manufacturing processes.
  
  
• SME Gold Medal—Recognizes outstanding service to the manufacturing engineering profession in technical communications through published literature, technical writings, or lectures.
  
  
• The Award of Merit—Honors notable members who go above and beyond to make valued, balanced contributions to SME’s professional activities and growth.
  
  
• The Outstanding Young Manufacturing Engineer Award—Recognizes manufacturing engineers, age 35 or younger, for their exceptional contributions and accomplishments in manufacturing.
  
  

To learn more about these awards, please visit sme.org/awards. The submission deadline is on or before Aug. 1, 2023.