Mr. Brian Norris, Vice President of Marketing at Sandvik Coromant, said: "Process improvements in the US metalworking industry will save millions of dollars, and Sandvik Coromant's productivity improvement program proves this every day."
Mr. Muff Tanriverdi, President and CEO of Walter USA, said: "Walter has a dedicated multi-brand team focused on improving the metal removal process and increasing productivity to benefit customers."
Mr. Michael Parker, Director of Market and Product Development at Seco Tools, said: “Shenco Tools has performed hundreds of productivity cost analyses in several metal cutting industries around the world, enabling customers to save an average of 20% on component costs.â€
When the company scaled down to reduce costs, the manufacturing/industrial/process/tool ​​engineers were the first to leave, and when the company expanded, they were the last to recruit. The lack of manpower and the lack of manpower in the manufacturing engineering department is becoming commonplace. The result of this trend is that employed engineers have little or no time to improve processes to reduce costs and shorten work cycles.
Fortunately, many tool manufacturers have taken the initiative to enter this space to fill this gap. For many years, tool manufacturers have provided process and cost analysis as an effort to sell tool costs. In the last three to five years, several manufacturers have changed their market positioning. Instead of selling tools directly, they are providing customers with a fee-based productivity improvement program, and of course selling tool products.
This is not a word game. It shows the true transformation of the services provided to customers.
About six years ago, Seco used all past sales experience to create a productivity cost analysis solution. The program analyzes the metal cutting operations in detail to identify the true cost of a part, so that customers can clearly see where the cuts can reduce costs and work cycles.
“Processing a part requires five processing steps to make,†Parker said. “Most of the management is not clear how the cost is formed in these five steps. We analyzed each step in detail—feed and speed, The tool replacement frequency, how long the carbide is in contact with the metal, and all the details of the indexing time can determine the cost per step."
“Next, we can figure out how to make tool change time coordination, balance the use of cemented carbide, or increase the speed and feed rate, shorten the life of cemented carbide but increase the output. Finally, provide customers with a detailed and clear view. A plan on how to reduce costs there."
“When the cost analysis is completed, it can be verified on the customer's equipment. We strive to optimize the entire solution so that customers do not have to use different blade materials from multiple tool manufacturers, which can lead to an increase in inventory and other potential costs. Our The system can even provide a forecast of the number of tools required for each week. It can be connected to the shop's tool vending machine, and the tool manager will be notified when the blades used are more than expected,†Parker added.
Sandvik Coromant's productivity improvement program also focuses on the same issues.
“Focus on all the process steps of making a part,†says Norris. “This is a step-by-step scientific approach. Because data collection is non-intrusive, customers allow us to study these processes, take notes, ask questions, and observe tool paths. These can be done in the process of manufacturing parts. The main analysis is based on tools, but many times we have found that external factors affect the machining process."
“Workpiece clamping and cutting fluid are two examples. We will make suggestions for these factors, but our most competitive and professional is the tool. A complex part may require 20 different tools, we can reduce this number to 15 or less. This service is offered to customers as a value-added service."
Norris mentioned that all processing plants – from affiliated plants to small processing plants – need to increase productivity to remain competitive. He added, but these workshops are usually very busy or lack the resources to do this analysis in person. Sandvik's solution, as provided by other tool manufacturers, is designed and delivered for this situation.
Walter/Titex/Prototyp is concerned about relatively new businesses in this area. “We have been providing this type of service in Germany for more than 15 years,†Tanriverdi said. “But Walter’s productivity service project only entered the US three years ago. I hope this service will benefit the customer. Since the service belongs to For processing and metal removal, it is necessary to provide customers with professional manufacturing services."
Walter's project advantage is multi-brand operation. The engineers at Walter's team come from three companies to meet the needs of each type of customer.
Other companies such as Emuge corp have a similar, informal service. “Because of the professionalism, we do competitive cost analysis again and again,†said Alan Shepherd, technical director of Emuge. “The main method is to observe the customer's operations and combine the best experience to find ways to improve. The customer shop test plan or take the materials back to the company to test with our own equipment, so that the customer will not stop the machine. Usually, only the material and thread requirements and instructions need to be obtained, and the cost plan can be used to show the customer. The difference between tapping and thread milling."
When asked how much it would cost, Shepherd said, “The cost is much lower. For example, if you burn cast iron at 60 to 70 sfm, you can increase it to 250 sfm. If the cost of the machine itself is $100 per hour, you can make it reduce every hour. In 10 minutes, customers can save $83,000 a year in two shifts, reducing processing time by 830 hours."
Shepherd also mentioned a project experience for the automotive engine production line. The line uses 115 spindles to drill holes on the engine block with taps. The company uses a $5/piece tap, and changing the taps per shift is a time consuming task and the entire line must be shut down. After switching it to a $20/piece tap, you can run 20 to 30 shifts continuously. Not only does it save a lot of cost, but it also significantly improves the quality of the engine block.
The problem with the $5 tap is that the taps have been excessively lost during shifts," Ahepherd said. "This means that some holes are not properly tapped. After the product is offline, you will find that the generator cannot be connected to the unit. Because the threaded holes are not properly tapped. Using a $20 tap will ensure more tapping for all holes. â€
It is common to reduce costs and shorten work cycles by using new tooling techniques, but unless you fully understand and use them properly, it is very difficult to achieve such benefits. This has enabled tool manufacturers and their productivity/cost analysis projects to be used.
However, no engineering fees do not mean that the service is a completely free lunch.
Keep in mind that these companies offer this business for the purpose of selling tools. Tool sales enable it to provide this service, and the ability of the shop to utilize these services is closely related to its ability to become a tool supplier customer. What all tool manufacturers have in common is to establish a win-win partnership with their customers. The shop tries to use three to four companies to provide detailed analysis, each time the next one is carried out at a lower cost than the previous one, so that the cost can be minimized in the end.
All the tool manufacturers interviewed acknowledged that they would pre-qualify potential customers because the cost of the service is not low and the demand is high. If it is confirmed that the customer can achieve significant cost reductions and the manufacturer does not have a reasonable cost budget, then the tool supplier cannot provide the service with the best resources.
Tool suppliers want to find customers who can use them as business partners, not just tool suppliers. Prequalification can determine whether it is worthwhile to spend time with the customer.
The above shows that these solutions are consistent and can reduce the cost of the processing plant by 20% or more. The valuable resources that toolmakers provide to their customers can immediately reduce costs, reduce work cycles, improve part quality and reduce valuable machine tooling time. The cost of paying for these advantages is to think of tool makers as partners rather than just suppliers.
Mr. Muff Tanriverdi, President and CEO of Walter USA, said: "Walter has a dedicated multi-brand team focused on improving the metal removal process and increasing productivity to benefit customers."
Mr. Michael Parker, Director of Market and Product Development at Seco Tools, said: “Shenco Tools has performed hundreds of productivity cost analyses in several metal cutting industries around the world, enabling customers to save an average of 20% on component costs.â€
When the company scaled down to reduce costs, the manufacturing/industrial/process/tool ​​engineers were the first to leave, and when the company expanded, they were the last to recruit. The lack of manpower and the lack of manpower in the manufacturing engineering department is becoming commonplace. The result of this trend is that employed engineers have little or no time to improve processes to reduce costs and shorten work cycles.
Fortunately, many tool manufacturers have taken the initiative to enter this space to fill this gap. For many years, tool manufacturers have provided process and cost analysis as an effort to sell tool costs. In the last three to five years, several manufacturers have changed their market positioning. Instead of selling tools directly, they are providing customers with a fee-based productivity improvement program, and of course selling tool products.
This is not a word game. It shows the true transformation of the services provided to customers.
About six years ago, Seco used all past sales experience to create a productivity cost analysis solution. The program analyzes the metal cutting operations in detail to identify the true cost of a part, so that customers can clearly see where the cuts can reduce costs and work cycles.
“Processing a part requires five processing steps to make,†Parker said. “Most of the management is not clear how the cost is formed in these five steps. We analyzed each step in detail—feed and speed, The tool replacement frequency, how long the carbide is in contact with the metal, and all the details of the indexing time can determine the cost per step."
“Next, we can figure out how to make tool change time coordination, balance the use of cemented carbide, or increase the speed and feed rate, shorten the life of cemented carbide but increase the output. Finally, provide customers with a detailed and clear view. A plan on how to reduce costs there."
“When the cost analysis is completed, it can be verified on the customer's equipment. We strive to optimize the entire solution so that customers do not have to use different blade materials from multiple tool manufacturers, which can lead to an increase in inventory and other potential costs. Our The system can even provide a forecast of the number of tools required for each week. It can be connected to the shop's tool vending machine, and the tool manager will be notified when the blades used are more than expected,†Parker added.
Sandvik Coromant's productivity improvement program also focuses on the same issues.
“Focus on all the process steps of making a part,†says Norris. “This is a step-by-step scientific approach. Because data collection is non-intrusive, customers allow us to study these processes, take notes, ask questions, and observe tool paths. These can be done in the process of manufacturing parts. The main analysis is based on tools, but many times we have found that external factors affect the machining process."
“Workpiece clamping and cutting fluid are two examples. We will make suggestions for these factors, but our most competitive and professional is the tool. A complex part may require 20 different tools, we can reduce this number to 15 or less. This service is offered to customers as a value-added service."
Norris mentioned that all processing plants – from affiliated plants to small processing plants – need to increase productivity to remain competitive. He added, but these workshops are usually very busy or lack the resources to do this analysis in person. Sandvik's solution, as provided by other tool manufacturers, is designed and delivered for this situation.
Walter/Titex/Prototyp is concerned about relatively new businesses in this area. “We have been providing this type of service in Germany for more than 15 years,†Tanriverdi said. “But Walter’s productivity service project only entered the US three years ago. I hope this service will benefit the customer. Since the service belongs to For processing and metal removal, it is necessary to provide customers with professional manufacturing services."
Walter's project advantage is multi-brand operation. The engineers at Walter's team come from three companies to meet the needs of each type of customer.
Other companies such as Emuge corp have a similar, informal service. “Because of the professionalism, we do competitive cost analysis again and again,†said Alan Shepherd, technical director of Emuge. “The main method is to observe the customer's operations and combine the best experience to find ways to improve. The customer shop test plan or take the materials back to the company to test with our own equipment, so that the customer will not stop the machine. Usually, only the material and thread requirements and instructions need to be obtained, and the cost plan can be used to show the customer. The difference between tapping and thread milling."
When asked how much it would cost, Shepherd said, “The cost is much lower. For example, if you burn cast iron at 60 to 70 sfm, you can increase it to 250 sfm. If the cost of the machine itself is $100 per hour, you can make it reduce every hour. In 10 minutes, customers can save $83,000 a year in two shifts, reducing processing time by 830 hours."
Shepherd also mentioned a project experience for the automotive engine production line. The line uses 115 spindles to drill holes on the engine block with taps. The company uses a $5/piece tap, and changing the taps per shift is a time consuming task and the entire line must be shut down. After switching it to a $20/piece tap, you can run 20 to 30 shifts continuously. Not only does it save a lot of cost, but it also significantly improves the quality of the engine block.
The problem with the $5 tap is that the taps have been excessively lost during shifts," Ahepherd said. "This means that some holes are not properly tapped. After the product is offline, you will find that the generator cannot be connected to the unit. Because the threaded holes are not properly tapped. Using a $20 tap will ensure more tapping for all holes. â€
It is common to reduce costs and shorten work cycles by using new tooling techniques, but unless you fully understand and use them properly, it is very difficult to achieve such benefits. This has enabled tool manufacturers and their productivity/cost analysis projects to be used.
However, no engineering fees do not mean that the service is a completely free lunch.
Keep in mind that these companies offer this business for the purpose of selling tools. Tool sales enable it to provide this service, and the ability of the shop to utilize these services is closely related to its ability to become a tool supplier customer. What all tool manufacturers have in common is to establish a win-win partnership with their customers. The shop tries to use three to four companies to provide detailed analysis, each time the next one is carried out at a lower cost than the previous one, so that the cost can be minimized in the end.
All the tool manufacturers interviewed acknowledged that they would pre-qualify potential customers because the cost of the service is not low and the demand is high. If it is confirmed that the customer can achieve significant cost reductions and the manufacturer does not have a reasonable cost budget, then the tool supplier cannot provide the service with the best resources.
Tool suppliers want to find customers who can use them as business partners, not just tool suppliers. Prequalification can determine whether it is worthwhile to spend time with the customer.
The above shows that these solutions are consistent and can reduce the cost of the processing plant by 20% or more. The valuable resources that toolmakers provide to their customers can immediately reduce costs, reduce work cycles, improve part quality and reduce valuable machine tooling time. The cost of paying for these advantages is to think of tool makers as partners rather than just suppliers.
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