Selected articles from July 2013 issue published on TheFabricator.com:
Kammetal Inc., Brooklyn, N.Y., has seen its work reach the top. The company fabricated the uppermost part of the spire that now sits atop One World Trade Center.
Artisan Industries Inc. began life as a metal former in Streetsboro, Ohio, but like other stamping houses, it recognized the need for diversification. Since jumping into the fabricating business, the company has found itself constantly evolving to become a one-stop shop for its customers.
Juhl Hartberg and his son Paul are working side by side to expand their business, originally built on agricultural repair work, into one that provides custom design and fabrication.
The importance of energy management is particularly high in the manufacturing sector, where energy use can have a significant impact on product and operating cost. A standard set of energy management practices, applied to small and medium, as well as large enterprises, can increase organizational performance and profitability.
Matot, a small dumbwaiter manufacturer in the Chicago suburbs, is a microcosm of high-product-mix, low-volume manufacturing. Fabricators no longer make it work on the floor. Instead, they adjust the model to suit the process.
What happens when new owners of a metal fabricating business find out that they have to improve the shop's welding performance or risk losing its biggest customer—in the first week they take over the business? They have frank conversations with employees, find the root cause of the problems, install new processes to ensure quality, and ramp up training so that everyone can deliver acceptable welds on a consistent basis.
Genesee Stampings and Fabrication has undergone a strategic shift from its core stamping and fabricating business. It has added an assembly operation to the shop floor.
Any fabricator that has had to wrestle with large panels or thick plate in a press brake has to wonder if something can be done to make the job easier. In many instances, specialized tooling can help.
If an organization is looking to streamline its turnaround time—the moment an order is received to the time it is shipped to the customers—it requires healthy communication among employees and, not least, the destruction of silos and fiefdoms.
Improvement that drives real competitive advantage, which means superior margins and valuation, must come from everything that surrounds the mechanical magic of modern manufacturing technology.
When management games subside, managers and employees no longer have to fear accountability. A shared understanding of accountability then can be accepted and embraced into the culture.
Choosing your customer wisely allows you to focus on that limited range of capability and take on that occasional “stretch” project with limited risk of failure or loss.
Lead-times for CNC preparation, tooling, and fixtures need to be included in the total lead-time quoted to the customer. How exactly? Gerald Davis dives into the details.
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