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Driven by Efficiency Setting New Milestones in Performance Hey, I'm Trey, Product Marketing Manager at Atlas Copco Compressors. It's my great pleasure to introduce the next generation of the GA oil-injected screw compressor range. The GA 40-125 horsepower range has been redesigned in line with Atlas Copco's commitment to continuous innovation. Featuring new and improved components that provide unparalleled performance, sustainability, efficiency and reliability, the VSD models deliver up to 35% energy savings, while the premium efficiency fixed speed models offer industry leading Free Air Delivery (FAD). Visit our dedicated website to learn how this new compressor range can boost your productivity www.atlascopco.com/drivenbyefficiency or call 866-688-9611 to learn more about us, our products, and how we have earned and will continue to earn our reputation. input #17 at www.plantengineering.com/information © Copyright <strong>2012</strong> Atlas Copco Compressors LLC. All rights reserved.
INPRACTICE Make your plant floor time productive I frequently pose this question to managers: “How much time do you spend on the floor” I get responses that run the gamut from “I don’t need to go to the floor” to “I’m on the floor all the time.” Of course, the amount of time that you spend on the floor is directly proportional to where you sit in your organization’s hierarchy. You’ve probably heard the phrase “Go to the gemba.” From what I can ascertain, this means go to where the work is being done. I absolutely, wholeheartedly, agree with this concept. However, the amount of time you spend there and what you get accomplished are not always proportional to each other. So, how do you make your time in the work area more productive First, let’s talk about the inverted pyramid. This is not a new concept, and it can be used in a myriad of ways. The pyramid that I am talking about stands on its point, and like the traditional pyramid, the head of the organization resides at the point. The difference here is that now the point supports the entire organization instead of the rest of the organization supporting the point. Ask yourself a question, no matter where you sit on the pyramid. How much time do you spend making sure that daily customer demand is met And how do you know that it is being met Can you walk into the workplace and understand where you stand in meeting daily customer demand In most places that I have worked, it is not easy to determine. That information is usually communicated at the morning production meeting. And where do these meetings usually take place If you said “the floor,” you are in a small minority. Meeting customer demand Whose job is it to meet daily customer demand The operators who are in the trenches every day making the equipment/ processes operate. About 90% to 95% of the time, they need to be focused on meeting daily customer demand. And what should they do with the other 5% to 10% Teach them to solve problems in order to create greater stability and increase efficiency. With the operators taking on the biggest burden in order to meet customer demand, what does everyone else do Everyone else supports the operator; thus the inverted pyramid. A typical structure could include operators, team leaders, group leaders, assistant managers, and managers, with each lower level of the pyramid supporting the level above it. Visual By Kimo Oberloh, Life Cycle Engineering As the operators understand what is causing the line to be unstable, they will take action to constantly reduce the variation. This could be problem solving and implementing the solutions themselves, thus the 5% to 10% dedicated to improving the line. controls are what will allow you to see what is happening on the shop floor. It is how the operator communicates to the management team what is happening in their process. Things like progress control boards, color coding, and having specific locations for tools, work in process, raw materials, and finished goods will help you to identify the current condition of satisfying customer demand for that particular day. Even if you are producing an item that gets completed only once every 45 days, it can still be broken down into weekly, daily, and even hourly targets. One of the foundational visuals is the progress control board. It can display everything about an area that is required to understand what is being done to satisfy customer demand. It will always contain a temperature of where the area stands in meeting customer demand. Some will call it an hour-by-hour chart; I call it a feeling. When you look at it, you get a feeling for whether the process is performing well or not. Another integral part of the progress control board is the Pareto of reasons for missing target (or capacity). As the operators understand what is causing the line to be unstable, they will take action to constantly reduce the variation. This could be problem solving and implementing the solutions themselves, thus the 5% to 10% dedicated to improving the line, or it could be listing items on an action item log for someone else to handle. This brings us to the final mandatory item on the progress control board—the action log. When the operators run into an item that they themselves cannot solve, they will put it on the action log. It is then the responsibility of the people that are lower on the pyramid to review these action items and act on them. Allocating time How much time should you spend on the floor If you can adhere to the 90%-95% rule for the operators, the team leads (or supervisors, or assistant general foreman) will spend 70%-80% on daily demand and 20%-30% looking ahead. They will look one week to a month out and see what is coming up. What do they have to do with manpower Are temps required Are there any tests that will need to be run that require special attention What is required of the team lead to support the operator in making the line more stable and efficient www.plantengineering.com PLANT ENGINEERING November <strong>2012</strong> • 23
Page 1 and 2: 71 Remote monitoring 81 Rugged flex
Page 3 and 4: Ensure that your equipment is safeg
Page 5 and 6: What’s INside November 2012 Volum
Page 7 and 8: PlantEngineering.com 1111 W. 22nd S
Page 9 and 10: Machining without Coolant! Watch Th
Page 11 and 12: INFOCUS Get Skills to Work formed t
Page 13 and 14: You Have Big Ideas We Have a Big Ca
Page 15 and 16: GE Energy I prom se - Vishal Bansal
Page 17 and 18: © 2012 Siemens Industry, Inc. Shif
Page 19 and 20: YOU HAVE TO LOWER OPERATING COSTS.
Page 21 and 22: quality addresses all these market
Page 23: Quick change artist Insulating is a
Page 27 and 28: TWO GREAT COMPANIES. ONE BRIGHT FUT
Page 29 and 30: Maximize Uptime and Profits Through
Page 31 and 32: 2012 Finalists If innovation is one
Page 33 and 34: Panel wiring system solution The Sm
Page 35 and 36: Compact gearhead The Nexen Harmonic
Page 37 and 38: Comfort panels The SIMATIC HMI Comf
Page 39 and 40: Compressed Air Air nozzle EXAIR’s
Page 41 and 42: Line of actuators The Tritex II dc
Page 43 and 44: Energy Management Device and data m
Page 45 and 46: Fluid Handling Fluid recycling solu
Page 47 and 48: Lighting Color-consistent LED Colum
Page 49 and 50: Maintenance Tools & Equipment Heavy
Page 51 and 52: Materials Handling Systems Air cast
Page 53 and 54: Power Transmission Operator safety
Page 55 and 56: Productivity Training Software Blen
Page 57 and 58: DS remote switch actuator The RSA-1
Page 59 and 60: Metal detectable components DETEX B
Page 61 and 62: Rescue kit The Miller QuickPick Res
Page 63 and 64: Product Index Company Product Categ
Page 65 and 66: SPECIAL ADVERTISING SECTION 2012 Yo
Page 67 and 68: 7000 SERIES LIFT TRUCK 2012 Raymond
Page 69 and 70: Ingersoll Rand has unleashed two pr
Page 71 and 72: The new Fluke 805 Vibration Meter i
Page 73 and 74: AUTOMATIONSOLUTIONS Courtesy: Autom
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[ MOTOR TRUTH #13 ] Are you into be
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ecording devices, and much more now
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Help reduce your energy costs with
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The Emerson logo is a trademark and
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MAINTENANCESOLUTIONS Courtesy: Hoff
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a simple solution, cable knock-outs
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polyester performs well in extreme
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WHERE SUPPLY CHAIN SOLUTIONS CONNEC
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MECHANICALSOLUTIONS Three oil conta
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Liquids Liquid contaminates are sim
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PRODUCTMART Plant Engineering’s e
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CONTACTS Advertiser Contacts for pl
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WHAT YOU ALWAYS WANTED Our customer
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