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  • #918
    Paul LavoiePaul Lavoie
    Keymaster

    We are never going to solve our workforce challenges with people. There are not enough people!

    We need to drive innovation to get machines to do the work that we can’t find people to do.

    What innovations are you using or considering to help you drive productivity and efficiency?

    • This topic was modified 10 months, 3 weeks ago by Paul LavoiePaul Lavoie.
    #952
    Paul KrzykowskiPaul Krzykowski
    Participant

    Hi Paul,

    In one example we use multi axis machines such as a lathe and a mill in one machine to complete parts in one setup instead of two or three setups.
    Swiss multi axis machines with bar feeders for complete single operation parts instead of multi operation setups.
    Deburring automated robot cell for high volume highly repetitive parts.
    We are using in house 3D printer to create work holding jigs and fixtures instead of having tool maker machine them.

    The other part is our existing workforce, this year alone we had one engineer go out for robotics training to Fanuc Michigan, another engineer completed advanced lathe/mill turn machine training to have better understanding of the machine’s capability.
    Next month we have one of our lead operators in swiss department going for programming software training to be better

    #1004
    Nicole SnurkowskiNicole Snurkowski
    Participant

    A client I worked with in New Jersey in 2018 had a department that was operating at a 50% first pass yield rate, an 80% on time delivery and with continuous customer returns for defects that still made it out the door.

    I developed a 10 month transformation plan for them and then executed it with them. I started out with determining what their part families were. It took close to two months to iron it out with them, but we came up with 3 part families that all of their parts fit within very nicely.

    Then I led them in performing cell design analysis to determine the best layout for each of the part families. We were able to use the same existing footprint, laying it out very similarly, but in a very new way of operating it and with a lot less people. In fact, 2/3 less people.

    I recommended that they stop hiring for their new business area that was in development and would be coming on line in about a year. The transformation plan took 10 months, so it was perfect timing. We freed up the resources just as they were needing to start training them.

    Once the new cells were in place, they immediately hit and sustained 100% first pass yield, 100% on time delivery and stopped the customer returns.

    I would love to bring this same type of breakthrough change to Connecticut manufacturers and help them get ahead of their headcount concerns, on time delivery concerns, quality concerns and supply chain concerns.

    #8907
    Zachary KaplanZachary Kaplan
    Participant

    I loved this post. I have never seen such deliberate rational thought applied in any of the manufacturing settings I have worked in. You are really thinking of production on the highest levels, and I appreciate that. Corrective action actually being taken is a refreshing change.

    Would you be acting as an employee or an outside consultant? I believe there are many unexplored opportunities in optimizing many manufacturing processes around the state.

    Thanks,
    -Zack

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