Control Valves 125600 – 125 SA, 126 SA
Published August 13, 2024
Learn about major components, proper attachment setup, basic troubleshooting, & air pressure 86-100 PSI.
Author: ddavis
Thread Rolling with a CJWinter 191 ER on a Hardinge CNC Lathe
Published August 13, 2024
Watch as we provide a comprehensive breakdown of the setup and installation of the CJWinter 191 ER Attachment on a Hardinge Talent CNC Lathe.
We will cover basic operation and maintenance, with a real-time application example of the attachment.
192ES Spline Attachment Operation
Published August 13, 2024
In this how to video you will learn about:
– Loading the Spine Rolls and Master Pinion
– Setting the 192ES attachment to run initial part
– Verifying master pinion engagement
CJWinter 134 SA Attachment in a Davenport HYBRID
Published August 13, 2024
In this demonstrational video, we provide a general overview of how to install, set up, and run parts using a CJWinter 134-SA attachment in a Davenport HYBRID machine.
For case specific setup instructions, please refer to the 134-SA Attachment Manual, which can be found here:
PMPA Craftsman Cribsheet #130:
Which Fire Extinguisher Should You Use?
Published August 1, 2024
By David Wynn, Technical Services Manager, PMPA
In the heat of the moment, it is hard to know which extinguisher to grab. Preparation is key to making the right move to save yourself and others. Knowing the proper extinguisher to use before an emergency happens allows for quick and accurate decision making when seconds count.
Author
David Wynn
David Wynn, MBA, is the PMPA Technical Services Manager with over 20 years of experience in the areas of manufacturing, quality, ownership, IT and economics. Email: gro.apmp@nnywd — Website: pmpa.org.
Do You Have a Quoting Process?
The only way to have repeatable results is to have a process.
by David Wynn
Director of Technical Services, PMPA
Published August 1, 2024
Having a process is especially important when quoting precision-machined parts; a flow or sequence of events that take place to ensure that production goes smoothly. What are the pitfalls that can get a shop into to trouble? By establishing a set process across stakeholders and departments, you can avoid pitfalls and refine quoting.
Five Key Areas to Consider
Material
Is it available? Can you get the material? Can you cut the material? Do you have expertise in the grade? Expertise, especially in high-temperature alloys, can make all the difference between a profitable and an unprofitable job. Machinability of the material is an element that will affect all the other aspects of the quoting process.
Manufacturability
Can your shop make it? Do you have the expertise to machine the part? Look for special processes such as thread rolling, broaching or secondary operations. Do you have the tooling required? Also consider outside operations such as heat treat, plating, grinding and so on. Does your network of processors have the expertise?
Resource Requirements
Does your shop have the capacity to machine this part? Is the diameter out of your capability range? Is this quantity too large or too small for your equipment mix? Will this overburden you with your current capacity? When thinking about capacity, think about both people and equipment. Do you have the staff to complete this job? Does the shop’s team have the needed skills?
Quality Requirements
Can the shop check it? Look for special callouts and dimensions that are not standard. For instance, special pitch diameters on threads. Is it 2A after plate thread? Are you capable of holding the dimensional tolerances? Look for close tolerance dimensions. Depending on equipment, I would say dimensions of ±0.001″ or smaller are close. If multiple dimensions are that close, it’s important to keep in mind your capabilities. Think tool-to-tool repeatability over time.
Financial Concerns
Will it break the shop? Is this an existing customer? Do they pay on time? Is this a new customer? Are they creditworthy? How will this job affect your overall product mix? Will this make the shop too dependent on one customer or one industry? When analyzing quotes, you should be thinking about how it affects the business. A huge job is great, but if it becomes 50% of total sales, does it become too risky? If large capital outlays must happen to meet production demand, then contracts need to be in place to protect the company in the event a project does not go forward. If a quality issue arises, can your company afford to scrap 5%, 10% or 50% of these parts returned from a customer? War-gaming the worst-case scenario will help you anticipate major financial blunders occur.
Even though I have showcased five key areas, the steps really get streamlined in the quoting process. The questions presented are just a primer to get started. Develop questions that fit the application. Have a step-by-step process to follow that asks eliminating questions before moving forward with a quote. “Is a part too large?” is a possible eliminating question. The quoting process should be built out just a like setup sheet. Quoting is often represented as too complex to be broken down, but I think the only way to have repeatable results is to have a process. Do you have a process?
Author
David Wynn is the PMPA Director of Technical Services with over 20 years of experience in the areas of manufacturing, quality, ownership, IT and economics. Email David
Toxic Workplaces — Pizza May Not Cut It
Take a closer look at employee mental health by first looking at your company culture.
by Veronica J. Durden
Events Coordinator, PMPA
Published August 1, 2024
You’ve noticed a change in behavior among your top employees. They used to be lively and engaging, but now they seem subdued. Th is isn’t just happening with one employee, but several, especially those who have been with the company for a long time. As a manager, what’s your take on this? You might think about ordering pizza or talking to HR about reintroducing gym memberships as part of the benefits package; however, these are just temporary solutions that don’t address the root cause of the problem.
It’s important to understand that this is an exaggerated scenario, but it highlights a serious issue: addressing symptoms rather than causes. Often, management identifies a problem and rushes to fix it without digging deeper to understand what’s really going on.
Research indicates that employee burnout, both mental and physical, is frequently linked to the organization’s structure and a hostile work environment. This could be due to a manager who shows favoritism, lacks effective communication skills, abuses their power or a combination of various factors.
These issues significantly impact employee retention. It’s vital to address these underlying problems to maintain a healthy and productive workforce.
The way the company handles its employees can make the difference between retaining staff or spending resources to recruit new ones. Here are a few strategies that can help:
Humanize your employees — Spend extra time getting to know your employees and their families. This not only shows that you care but also softens the blow if you need to discuss issues like attendance or performance.
Curb company gossip — By promptly addressing company gossip, you can create an environment where employees can work effectively without feeling like they’re back in high school.
Provide effective manager training — Having competent managers who perform their duties well can unify the team rather than divide it. Assisting employees in becoming the best versions of themselves, through both correction and praise, can boost morale.
Invest in your employees — Utilize your employees’ current strengths for their advancement within the company. Focus on their skills and give them a glimpse of what a new position would entail. No one wants to be stagnant. Growth is beneficial and helps retain your talent, showing them they are a valuable part of the team.
Addressing organizational problems can lead to a more balanced workplace where employees are content and well-adjusted. While it’s commendable that you provide benefits for your employees’ physical and mental health, be mindful not to contribute to the instability of the latter.
Author
Veronica Durden, MA, SHRM-CP is a human resources and workforce issues professional who specializes in manufacturing. Email: gro.apmp@nedrudv — Website: pmpa.org.
Why (and How) You Should Reboot Your
Shop’s Safety Program Today
Now may be the perfect time for a safety reboot before complacency sets in.
by Miles Free III
Director of Industry Affairs, PMPA
Published August 1, 2024
One of the best business lessons I ever learned came from a customer experience when I was selling steel. This customer objected to the sales advances with the statement, “I get zero
defects and 100% on-time from my ordinary suppliers. What can you possibly offer me?” It was a great rebuttal and would have been even better had either claim been true. But as we worked through a pilot program to earn their confidence, we learned that they had neither zero defects nor 100% on-time delivery performance from any of their suppliers. Complacency is easy to spot. It can be seen in swagger, both in physical presence and manner, or in speech and the attitudes revealed. It can also be seen when managers just take for granted that things are going to remain the way they are, because, well, they have so far. It has been my experience that things will remain the same. Until they do not. So, congratulations on your shop’s safety performance to date. Good job, team. But what is your plan for continuous improvement?
A Blueprint to Enhance Your Shop’s Safety Performance
What if I told you that there is a website that can show you, prioritized by Frequency of Occurrence as well as by Dollars of Penalties imposed, the safety violations / vulnerabilities specific to our shops? Wouldn’t that be a great place to start? Why wouldn’t we want to prioritize the items that the regulators have identified most often — and most expensively — as likely to be found in our shops? Such a website exists, and when you plug in your shop’s North American Industry Classification System Code (NAICS) it will return a list of the standards cited by Federal OSHA for the NAICS Code for establishments with any employment size, issued during the most recently completed fiscal year (bit.ly/PMPA-PM0824a).
Once you retrieve the data, I suggest using Pareto Analysis (80/20) to identify and then tackle the “significant few,” rather than the “trivial many.” Then, you can apply your findings to rebooting your shop’s safety program.
For Fiscal Year 2023 (October 2022 through September 2023), the site summarizes the 42 citations from 13 inspections, resulting in $85,745 in penalties from our Precision Turned Product Manufacturing (NAICS 332721) shops. The table provided lists the eight standards that had multiple violations in our industry’s shops last year. This would be
a perfect place to refocus your attention to improve your shop’s safety program.
The data suggests that starting with control of hazardous energy (lockout/tagout) would be the best place to start. It was the standard most frequently cited, often multiple times per inspection, and generated the most penalty dollars. The $35,725 in penalties against our NAICS 332721 shops are a pittance compared to those from our broader Manufacturing (NAICS 33) industry, which logged $3,717,329 in penalties. The penalties for just this one standard across all industries were $20,849,055 in FY 2023.
Continuous Improvement – In Safety Too
We looked at the citations and penalties for each of the standards in the table on the previous page. If you are serious about continuous improvement and proactive diligence to avoid penalties, these are the standards that you need to focus on for your shop. Our analysis of the enforcement record for each of these regulations showed that our NAICS 2-digit Manufacturing Industry (33) was the first shown because of the highest number of citations and for penalty dollars. Violations of these eight standards are the top findings against shops in the NAICS 33 manufacturing industry, as well as for our NAICS 332721 specific industry of precision-turned product manufacturing.
Here is the link to the official OSHA Frequently Cited Standards page for NAICS 332721: bit.ly/PMPA-0824b.
If you classify your shop under a different NAICS Industry than 332721, use this link to find out the most frequent citations in your industry: bit.ly /PMPA-PM0824a.
We have done the preliminary analysis to help you understand the importance of ensuring your shop’s compliance. We have provided the facts regarding prevalence (frequency of citation) and severity (in penalty dollars) for noncompliance. Now it is time for you to commit to continuous improvement of your shop’s safety program. We have given you exactly what you need to start.
Author
Miles Free III is the PMPA Director of Industry Affairs with over 50 years of experience in the areas of manufacturing, quality and steelmaking. Miles’ podcast is at pmpa.org/podcast. Email Miles
9
PMPA Craftsman Cribsheet #129:
How To Beat The Heat
Published July 1, 2024
By David Wynn, Technical Services Manager, PMPA
July is that time of year when working in a shop can become a little warm. Tasks become more difficult just because of the heat. Even when a shop is air conditioned, it is noticeably more humid and uncomfortable during the “dog days of summer.” Here are three P’s to beat the heat:
Prioritize
Know the risk factors for heat-related illness. Early-stage heat exhaustion is easily treatable, but having a heat stroke could put a person out of work for several weeks. It sounds gross, but a leading indicator to heat exhaustion is urine color. Urine needs to be a clear to slightly yellow color. If it is getting dark, a person is not consuming enough fluids. Look for other signs like muscle cramps, headaches, and dizziness. If a person is experiencing any of these symptoms, it is time to take a break and get fluids in their system. Sit in front of a fan or in an air-conditioned space for a 10 – 15 minute break to cool off and be sure water and electrolytes are consumed.
Protect
When working in summer heat, protection is key. Good air circulation helps use the body’s natural cooling system — our sweat. We perspire and the evaporation of that moisture cools our body. Fans are a fantastic way to circulate the air. Moving air feels cooler because of this natural evaporation cooling system. Wear moisture wicking materials to help keep cool. Several brands now have the fast-drying shirts, shorts, socks and other gear which makes beating the heat easier. Cooling towels work great as well. Wet them with water and rest it on your neck. All the blood in a person’s body flows through their neck approximately once every five minutes. Cooling this area can help cool the whole body.
Prevent
During these hot days, prevention is key. Get eight hours of rest after work. Take time to cool off after work while resting. Being in the heat all day is exhausting and the body needs time to recover. Just like working hard at the gym, working hard at work needs recovery time. Make sure to maintain fluid intake even when a person is resting. Stay away from dehydrating drinks such as soft drinks, alcohol, and highly caffeinated beverages (think tea and coffee). Drinking too much of these will cause the body to expend fluids rather than retain them. In the cool of the morning, drink three to four cups of water. If possible, skip the coffee ( I get it, I would not be skipping mine either.) If coffee is a necessity, then make sure to drink enough water to offset its dehydrating properties. Filling up on water early in the morning (or before shift if work starts another time) helps us to start the day hydrated, and keeps us from playing catch up all day. I know it is hot out there, but we are doing important work in our shops. Keep up the good work and stay cool and healthy. The economic engine of the United States depends on our precision machined parts.
Author
David Wynn
David Wynn, MBA, is the PMPA Technical Services Manager with over 20 years of experience in the areas of manufacturing, quality, ownership, IT and economics. Email: gro.apmp@nnywd — Website: pmpa.org.
STATE OF MANUFACTURING – New Hampshire Manufacturing
by Joe Jackson
Marketing & Events Assistant, PMPA
Published July 1, 2024
Fabricated Metal Products Manufacturing is a subsector of manufacturing that makes critical goods from metal components.
Precision Turned Products Manufacturing is a subsector of fabricated metal product manufacturing that makes the components that MAKE IT WORK!
NEW HAMPSHIRE ECONOMIC OUTPUT
New Hampshire Manufacturing
NAICS 31-33
$9,993,000,000
Fabricated Metal Product Manufacturing
NAICS 332
$2,950,944,000
Precision Turned Product Manufacturing
NAICS 332721
$230,472,000
NEW HAMPSHIRE MANUFACTURING ACCOUNTS FOR
Manufacturing Is Productivity –10% of New Hampshire’s total output (GDP)
Manufacturing Builds Businesses –1,667 manufacturing establishments in the state of New Hampshire.
Manufacturing Creates Jobs – 10.1% of all New Hampshire’s employees are in the manufacturing sector. (67,000 employees)
Manufacturing produces for New Hampshire
- Manufacturing is the 4th largest GDP Producer in New Hampshire.
- Fabricated metals rank the 2nd of the manufacturing sectors in New Hampshire.
New Hampshire is a great place for a career in manufacturing
- Manufacturing jobs pay on average 29% over the average job in New Hampshire. (according to NAM.org)
- New Hampshire’s manufacturing sector has grown by 15.1% since 2012 and currently has over 700 job openings.
Sources: NAM.org, US Census, statista.com, IndustrySelect.com
Data selected to show relative values. May not be directly comparable due to differences in sampling, analysis, or date obtained.