Modern Machine Shop

MAY 2018

Modern Machine Shop is focused on all aspects of metalworking technology - Providing the new product technologies; process solutions; supplier listings; business management; networking; and event information that companies need to be competitive.

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Page 29 of 179

MMS MAY 2018 28 COMPETING IDEAS Manufacturing Management SumpDoc To see how it works! No more draining tanks, lost production time, wasted labor, moving hundreds of gallons of new and old fluids around the shop, disposing of valuable/recyclable coolants, and high coolant bills! The SumpDoc ® simply moves from one machine to the next, seamlessly cleaning and rejuvenating the machine's coolant. All in the background while your machines continue to produce parts. Provides "inline" fluid recycling faster, easier & cheaper than how you maintain your cutting fluids today New! Call 814.835.6000 or visit reduce the likelihood of the problem recurring. A lean manufacturing program should be followed by a series of Kaizen events assigned to teams. A Kaizen concept focuses on making something better, quickly. The Kaizen event can be a work- place-organization effort using the 5S (sort, set in order, shine, standardize, sustain) method- ology, a machine setup reduction initiative using single-minute- exchange-of-die (SMED) principles, the creation of a visual standard work instruc- tion and more. A Six Sigma program should be followed with a quality-improvement project that follows the guidelines of the define, measure, analyze, improve, control (DMAIC) approach to minimizing process variability. By definition, a reduction of process variability yields greater stability and confidence that things will be made right the first time, every time. Although these follow-up efforts do require time, if properly defined, they will actually make something better within the company. Not only do employees get a chance to apply their thinking skills, but also they identify and implement improvements that gener- ally outweigh the upfront investment of time. It is a process in which everyone wins. Enlightened managers are aware that they cannot do it all. They recognize the need to increase the pool of thinkers in their organi- zation in order to get more done. Improving employee skills through focused training will help, but educating key employees on ideas and concepts is just as important. Applying their new- found skills will enable these key employees to do some of the things that a manager just cannot get around to doing. Ultimately, this is the most practical means of continually improving opera- tions and generating or maintaining a competi- tive advantage in the marketplace. AUTHOR | Wayne S. Chaneski Executive Director, Center for Manufacturing Systems New Jersey Institute of Technology Wayne makes the case that good management is all about expectations: MANAGEMENT SIMPLIFIED

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