Better Mondays for Production Managers in the Metal Cutting Industries

    Automation

    Better Mondays for Production Managers in the Metal Cutting Industries

    Better Mondays for Production Managers in the Metal Cutting Industries
    Monday 15 June 2020 11:08:04 AM22 ViewsClick here for download information on this product

    The production manager’s position is demanding, hectic but rewarding when the production difficulties are conquered. We have compiled an article around production management and how to solve the daily difficulties that stem from the hectic environment. Dive into the production manager’s daily workdays and learn how some of the challenges can be won.

    What does a typical production manager’s day look like nowadays?

    If you look at the big picture the key theme is being in a constant hurry. This is caused by pressure from customers, i.e. meeting the promised delivery times, and from the manufacturing set-up itself, including all of its limitations, imperfections, and of course the capacity. Then, when you add unexpected surprises like missing resources, machine breakdowns, human resource matters, or quick customer requests distorting the production plan heavily or eating away at most of the capacity, the average day can start to look like a nightmare.

    What’s behind the curtain?

    Probably lot’s of things but one of the fundamentals is a lack of transparency and adequate production monitoring. This means that problems (like missing resources) are not being identified beforehand or that information about problems (like machine breakdowns) reaches the production manager with too much of a delay. Often, it might also be that the production manager doesn’t simply know the current status – utilisation – of the machinery. This has a lot of implications on performance analysis and continuous improvement: the foundation of reliable data and stable, reproducible processes are missing.

    We have one example from real-life: an aerospace manufacturer was thinking of investing in a fourth machine tool to increase capacity. However, when we got a tour at the factory, we noticed that even the existing three machines weren’t utilised even close to their full potential: they were idling (not-chip-cutting) most of the time during the visit. The key here was that this company felt, nevertheless, that their capacity was full and that they needed a new machine. Quite obviously, the problem had a root cause in lacking transparency and the true utilisation of the machinery. Once the actual problem had been identified the best solutions can be then found.

    Utilisation is important – but it isn’t enough

    Simply monitoring utilisation doesn’t paint the entire picture. Even if machines are running with over 90 % utilisation, they might not be providing the right parts at the right time which – at the end of the day – is what reels in the money. Instead, to optimise set-up times, manufacturers often make larger batches than customer orders require at the time. In turn, this creates an unnecessary increase in work-in-progress (WIP) and loses lead time capacity for items, that would be more crucial to be manufactured at that precise moment.

    Additionally, the production needs to fulfill all quality requirements. Everyone knows that being rushed equals errors and mistakes. Although they are not done on purpose, the negative effect for production is substantial. This can lead to scrapping not just one item, but in worst cases, the entire machine tool can stop and need maintenance – and that’s another unexpected surprise…

    Feels like hell sometimes? 

    The daily hurry and amount of unexpected changes keep the production manager very busy. Combined with a lack of visibility and transparency over key production figures, at worst this means a constant negative cycle and at best, a kind of running-to-stand-still situation where long-lasting total process improvement is difficult to achieve. Being stuck like this can be hell for some.

    We’ve been working with thousands of manufacturers globally for decades, so we know that some versions or stages of this are real for some. The manufacturers are not to be blamed here, of course. These problems are large and systemic, and unfortunately practical and easy-to-use solutions haven’t been around for a very long time.

    Nevertheless, this situation is in stark contrast with controlled, reproducible processes that make the right things at the right time, optimising and giving visibility over all of the production key figures of utilisation, lead time, WIP, and quality.

    A way out 

    Fortunately, a lot can be done to remedy the situation, and here is our view:

    1. Implementation of order-driven manufacturing to create priorities and optimal flow.
    2. Utilising automatic fine-scheduling and production planning software that makes sure the production runs smoothly at all times.
    3. Optimising set-ups should also play an important role.
    4. Utilising full visibility and analytics over the production for constant improvement.

     

    1. Order-driven manufacturing

    In order-driven manufacturing, parts are only produced according to the actual need of customers and not to stock. This requires having full visibility and control over the production capacity and orders, as well as being able to (re-) prioritise them. Everyone involved in production needs to know what the current order priorities are and how these boil down to the practical level of actual job tasks and when.

     

    1. Automatic fine-scheduling and production planning

    Another key is to utilise automatic fine-scheduling and production planning software . It means that when there are customer orders (typically in ERP), there is another system that creates the production plan automatically based on the delivery dates of each production item. If something changes – for any reason – the plan is automatically re-calculated and updated. For the software to be able to plan and run the production, it needs to have the capability to link the manufactured item to certain raw materials, fixtures, NC-programs, operations, and tools.

    This software can be used with or without automation hardware, as is the case e.g. for our Work Cell Operations.. There are huge implications here for the daily life of a production manager! When production management software is responsible for the production plan, it is also able to prompt the operator to start preparing the next workpiece(s) at exactly the right time. This is a huge leap towards a LEAN-type manufacturing process.

     

    1. Optimising set-ups

    When talking about batch manufacturing and how to make daily life easier and smoother, set-ups have a paramount role because they are a big systemic part of the production. Minimising set-up times requires standardisation of processes, making sure all required tools and materials are available, and creating good instructions for the operators. In many cases, automation that enables for simultaneous* set-ups of one workpiece while another is being processed in the machine tool is also needed, increasing the machine tool utilisation and lead times tremendously. Set-ups can also be automated like Fastems is doing in various applications like RoboCell ONE and AMC. Here, set-ups are almost completely eliminated.

    *this applies only to machines that use pallets of course. For info on turning machines and gripper changes, contact us to learn more.

     

    1. Transparent production monitoring

    The final step is having transparent production monitoring software, that confirms (or contradicts) judgements on the production performance. This helps the production manager see where the inefficiencies truly are and helps them adapt to changes as easily.

     

    The combination of order-driven manufacturing, automated production planning, and fine-scheduling software, and production monitoring features give the production manager the control and visibility that is urgently needed. This means breaking the negative cycle of unexpected changes and hurry, which lead to various kinds of quality problems and inefficiencies.

    With these three tools, the production manager can reliably estimate when there is the capacity to deliver the next customer order and easily stay on top of production even when things change. Furthermore, enabled by analytics and standardised processes, production can be leaner. Continuous improvement will not just be a word in PowerPoint presentations, but the actual, observable reality in the shop floor, supported by the evidenced improvement in utilisation and quality, shorter lead times, and decreasing WIP.

     

    All in all, this sounds like a lot of manageable Mondays for the production manager!

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