Have you ever wondered how tool inspection on a presetter can reduce setup times in a manufacturing process. What is tool inspection? Tool inspection is a way a company can check their tools or inserts prior to placing them in their CNC machines. Using various size of magnification 12x, 20x 50x and 100x companies can view tools through a camera checking for quality of the insert or tool for; wear, abrasion of carbide tips, cracks, broken tools etc.
"I have a laser or probe that will tell me if my tools are broken." I have heard this numerous times when a customer explains why a presetter isn't necessary. Can your laser or probe check for cracks in the middle portion of the tool or the insert? Will your laser or probe check for cracks, wear, or quality from your outside suppliers or the tools you receive?
Tool edge inspection can be used to inspect tools received from outside suppliers, as you have a quality plan, you should check your suppliers as well. Have you had an operator place a tool in the machine only to run 1 or 2 parts and then the tool cracks or a quality problem arises. Checking this prior to the production run can benefit your bottom line greatly allowing that machine to continue producing chips and maximizing its efficiency.
Remember a tool presetter offers more functionality than just setting heights and diameters. Inspection before and after will help you to reduce machine downtime and decrease tooling costs and increase your revenue.
Thursday, October 18, 2007
Band Saws
Band saws are saws that are made of flexible metal in the shape of a strip, looped into a circle, and arranged around a turning apparatus, so that when you turn the machine on, the band saw rotates at a very high rate. The sawing machine is a tool designed to cut material to desired lengths or shapes. The band saw is a common type of sawing machine used to cut metals in workshops. It is faster and easier to use than handsaws. It enables you to accurately create the shapes you want that you would not be able to do with handsaws.
Although this tool can make the job much easier, the fact remains that it is more dangerous. Specific safety precautions come with the tool and are easy to follow. Many accidents still occur when using the machine due to careless mistakes or simple negligence.
Safety measures include always keeping your hands away from the blade when operating the saw. This is obviously the foremost rule, yet users sometimes lose concentration and the unexpected happens. The result is often tragic.
The band saw is not commonly found in a workshop, because it is bulky and expensive. People who own one are professionals who own a machine shop. In most instances, the use of the machine is left to those who are properly trained to operate it. If you are not familiar with this tool, make sure someone who knows its proper use supervises you. After all, following a safety adage on accidents, prevention is always better than a cure.
Although this tool can make the job much easier, the fact remains that it is more dangerous. Specific safety precautions come with the tool and are easy to follow. Many accidents still occur when using the machine due to careless mistakes or simple negligence.
Safety measures include always keeping your hands away from the blade when operating the saw. This is obviously the foremost rule, yet users sometimes lose concentration and the unexpected happens. The result is often tragic.
The band saw is not commonly found in a workshop, because it is bulky and expensive. People who own one are professionals who own a machine shop. In most instances, the use of the machine is left to those who are properly trained to operate it. If you are not familiar with this tool, make sure someone who knows its proper use supervises you. After all, following a safety adage on accidents, prevention is always better than a cure.
Monday, October 15, 2007
Value Add Negotiating for Sales Professionals
Imagine this scenario. You are a sales representative for Baker distributing. One of your long-time customers, Albertson Metals, operates a mill that produces high nickel alloy ingots. Each year, this mill purchases approximately $500,000 worth of MRO products such as bar conditioning wheels, flap wheels, grinding belts, cutoff wheels, steel shot and grit, and other products for the mill’s laboratories. Unfortunately, you are usually able to obtain only about 30% of this business.
During the last six months, you have been working intensively with the mill’s management to convince them of the value of developing an integrated supply arrangement with you. They have reacted positively to your ideas and you have developed a proposal that you believe fits their needs perfectly. Among other things, you will:
* manage Albertson’s inventory.
* stock all items with sufficient buffer stock to assure JIT availability.
* supply Albertson with OSHA-certified safety seminars on appropriate topics to be mutually agreed upon.
* provide 24 hour emergency delivery.
* invoice biweekly for items drawn from consignment.
You have submitted your proposal at a price that you believe fairly compensates you for your high level of service and for the special features included.
A week later you call the plant and are told, "We got your proposal and it’s excellent. However, we have to refer anything of this magnitude to Corporate Purchasing." You call the Purchasing Department and speak to the buyer responsible for this contract. He says, "You’ve submitted an excellent proposal, and obviously you have done your homework. Unfortunately, we have something of an embarrassment of riches here. Two of your competitors also submitted excellent proposals. You should be aware that your pricing is extremely high compared to your competitors. As a result, at this time your proposal really is not competitive."
You explain to the buyer how you’ve worked with the plant for the last six months to develop this proposal. You discuss at length your excellent service record and how you have gone the extra mile to meet the plant’s needs. The buyer acknowledges this but says, "Your competitors also have excellent service records but are willing to meet our needs at a much lower cost."
Did you see this coming? You worked hard to meet your customer’s needs. You solved problems with your customer. You anticipated a win/win for everybody. Your goal was to avoid a price negotiation by differentiating yourself and focusing on your services and your added value to the customer. Now, at the last minute, price rears its ugly head. In fact, the purchasing agent says that price is the determining factor.
What do you do now? What should you have done throughout the sales process to prepare for the possibility of a serious price negotiation?
In our sales negotiation training programs we stress four key steps that will greatly improve your chances of making that sale while successfully negotiating to maintain your margins.
1. Be prepared for a price negotiation but don’t lead with your wallet.
2. Think like the buyer.
3. Be brutally honest with yourself as to what your added value is really worth.
4. Be aware that the negotiation starts when you say hello.
Let’s look at each step.
1. Be prepared for a price negotiation but don’t lead with your wallet. As buying organizations have become more sophisticated, many realize that the key factor is not price but total cost. Therefore, it is sometimes possible to avoid price negotiations if the customer sees enough value. We know of one manufacturer who was approached by an automobile company to take over production of certain parts because their current supplier was not meeting expectations. The manufacturer called in its machine tool distributor with whom they had had a very good relationship. They said to the machine tool distributor, "We promised the automobile manufacturer that we could do it. Now it’s up to you to make it happen. We’re not here to negotiate the price — just make it work." The distributor sold $10 million worth of machine tools at list price, including a full turnkey operation and the placement of a full time technician at the manufacturer’s location.
There’s a lesson to be learned: If you think there is a possibility that you can make the sale based on your added value and services, try to leave price out of the discussion. Don’t start with price concessions or discounts but focus on the added value.
On the other hand, with today’s ferocious pressures to reduce costs, buyers never forget that price is an important component of cost. Usually, buyers will want to have the best of both worlds. They want you to solve their problems, add value, reduce their costs, and in addition, give them a better price, which further reduces their costs. Don’t be surprised, don’t be shocked, and don’t be hurt. That’s just the way the game is often played. As you start the process, you need to move forward in such a way that while you don’t invite a price negotiation, if there is one, you’re prepared.
2.Think like the buyer. To negotiate effectively, take up residence in the buyer’s mind. Say to yourself, what might actually be going on vs. what they’re telling me? What they say may be the least important information. What they say to each other and what they’re thinking is the key.
Let’s go back to Albertson. We could imagine three different scenarios.
Scenario 1 -- Plant: "This proposal from Baker is great. We’re going to save all kinds of costs and solve all kinds of problems. I know they appear a little pricey, but the cost savings are worth it." Purchasing: "Have you looked at any competitors?" Plant: "We’ve looked at two who say they can do it and have offered a much lower price, but their services really aren’t there and we don’t believe they can produce the cost savings." Purchasing: "Would you mind if I use the fact that you got two competitive lower cost quotes to try to bring Baker’s price down?" Plant: "No problem, as long as you promise that we will get a contract with Baker without losing any of the services and added value they have promised us." Purchasing: "You have my guarantee."
Scenario 2 -- Plant: "This proposal from Baker is great. We’re going to save all kinds of costs and solve all kinds of problems. I know they appear a little pricey, but the cost savings are worth it." Purchasing: "Have you looked at any competitors?" Plant: "We’ve looked at two other competitors. They’re almost as good as Baker and they are cheaper." Purchasing: "How much more do you think Baker is worth than the best of the two competitors?" Plant: "We think they’re worth about 10% more." Purchasing: "O.K. We’ll try to get Baker down so that they’re no more than 10% above your best competitor, and of course we’ll try to get them even lower than that. If we can’t get them down, then we’ll go with your No. 2 choice." Plant: "Sounds good to me."
Scenario 3 -- Plant: This proposal from Baker is great. We’re going to save all kinds of costs and solve all kinds of problems. I know they appear a little pricey, but the cost savings are worth it." Purchasing: "Have you looked at any competitors?" Plant: "We’ve looked at two other competitors that can do the same thing Baker can. They all appear to have the same quality and would produce the same cost savings." Purchasing: "Then you don’t care which one we go with as long as we get the best price." Plant: "Yes, they’re basically the same, so go with the best price."
The buyer will almost always want you to believe that Scenario 3 is happening. But is it really? The profitability of your sale may depend on your ability to determine which scenario really is in operation.
3. Be brutally honest about the worth of your added value. If it comes down to a price negotiation, your added value is worth only what the buyer is actually willing to pay for it. Say, for example, that the only difference between you and your prime competitor is that you have a better reputation in the marketplace. Is that of value? Of course. Is it important? Absolutely. Is it worth anything? That depends on the buyer. If a one buyer says, I’m willing to pay 2% more to go with Company A because of their better reputation, then it’s worth 2% to that buyer. On the other hand, if another buyer says, I’m not willing to part with any hard, cold cash because of Company A’s reputation, then for that buyer it is not worth anything."
For each sale where you have one or more potential competitors, you need to do a value-added analysis in order to figure out the most the buyer would pay you vs. your competitor. Let’s make up a simple example where you have just one competitor, Company A, and let’s assume there are just four different components of value: service, reputation, delivery, and problem solving ability.
Based on your knowledge of the customer and the competition, you believe the customer thinks that you have a better reputation, provide better service and have better problem solving capabilities, but that your competitor is a little better on delivery. Furthermore, although your customer likes your reputation, they won’t pay more for it. They like your service and feel that’s worth up to 2% more. They believe that your problem solving capability has helped them overcome significant difficulties and that that’s worth 4% more. On the other hand, you have had some delivery problems. While not fatal problems, the customer would be willing to pay your competitor up to 2% more for their better delivery.
Your value-added analysis would look like this:
Value Added Item Vs. Company "A" and The Most Your Customer Would Pay Extra for That Added Value
Reputation 0%;
Service 2%;
Problem Solving 4%;
Delivery (-2%)
Under this scenario, your customer would be willing to pay you up to 4% more than your competitor. Of course your customer will often say, as our Albertson purchasing agent did, "You guys are all the same. You all provide good quality except your delivery isn’t very good. You’ve got to get much more competitive with your pricing." If you’ve done the value-added analysis and it’s accurate or reasonably accurate, you can see behind the purchasing agent’s mask to what is really going on.
4.The negotiation starts when you say hello. At this point you may be saying, "Everything you say is true but if I’m the Baker sales representative talking to the Albertson purchasing agent and he says to me, ‘Your competitors are lower and you have got to cut your price,’ what do I do now? That purchasing agent isn’t going to tell me their real scenario, what they said to each other, or what they really think our added value is worth vs. our competitors."
Correct. If the first time you thought that there might be a price negotiation was when you were talking to the Albertson purchasing agent, it’s too late. You don’t have the information you need, and it’s going to be difficult to get it.
And that takes us back to our first point. Be prepared for a price negotiation while you try to avoid one. The negotiation starts when you say hello. The time to start finding out who potential competitors might be, how your customer views them vs. you, the problems they’ve had with competitors, whether anybody can do as good a job as you can, etc., etc., is from the very beginning of your discussions with your customer.
Have as many contacts with your customer and with as many people in your customer’s shop as possible. Ask direct questions, indirect questions, feel people out gently, and try to get a picture of their whole situation.
During the last six months, you have been working intensively with the mill’s management to convince them of the value of developing an integrated supply arrangement with you. They have reacted positively to your ideas and you have developed a proposal that you believe fits their needs perfectly. Among other things, you will:
* manage Albertson’s inventory.
* stock all items with sufficient buffer stock to assure JIT availability.
* supply Albertson with OSHA-certified safety seminars on appropriate topics to be mutually agreed upon.
* provide 24 hour emergency delivery.
* invoice biweekly for items drawn from consignment.
You have submitted your proposal at a price that you believe fairly compensates you for your high level of service and for the special features included.
A week later you call the plant and are told, "We got your proposal and it’s excellent. However, we have to refer anything of this magnitude to Corporate Purchasing." You call the Purchasing Department and speak to the buyer responsible for this contract. He says, "You’ve submitted an excellent proposal, and obviously you have done your homework. Unfortunately, we have something of an embarrassment of riches here. Two of your competitors also submitted excellent proposals. You should be aware that your pricing is extremely high compared to your competitors. As a result, at this time your proposal really is not competitive."
You explain to the buyer how you’ve worked with the plant for the last six months to develop this proposal. You discuss at length your excellent service record and how you have gone the extra mile to meet the plant’s needs. The buyer acknowledges this but says, "Your competitors also have excellent service records but are willing to meet our needs at a much lower cost."
Did you see this coming? You worked hard to meet your customer’s needs. You solved problems with your customer. You anticipated a win/win for everybody. Your goal was to avoid a price negotiation by differentiating yourself and focusing on your services and your added value to the customer. Now, at the last minute, price rears its ugly head. In fact, the purchasing agent says that price is the determining factor.
What do you do now? What should you have done throughout the sales process to prepare for the possibility of a serious price negotiation?
In our sales negotiation training programs we stress four key steps that will greatly improve your chances of making that sale while successfully negotiating to maintain your margins.
1. Be prepared for a price negotiation but don’t lead with your wallet.
2. Think like the buyer.
3. Be brutally honest with yourself as to what your added value is really worth.
4. Be aware that the negotiation starts when you say hello.
Let’s look at each step.
1. Be prepared for a price negotiation but don’t lead with your wallet. As buying organizations have become more sophisticated, many realize that the key factor is not price but total cost. Therefore, it is sometimes possible to avoid price negotiations if the customer sees enough value. We know of one manufacturer who was approached by an automobile company to take over production of certain parts because their current supplier was not meeting expectations. The manufacturer called in its machine tool distributor with whom they had had a very good relationship. They said to the machine tool distributor, "We promised the automobile manufacturer that we could do it. Now it’s up to you to make it happen. We’re not here to negotiate the price — just make it work." The distributor sold $10 million worth of machine tools at list price, including a full turnkey operation and the placement of a full time technician at the manufacturer’s location.
There’s a lesson to be learned: If you think there is a possibility that you can make the sale based on your added value and services, try to leave price out of the discussion. Don’t start with price concessions or discounts but focus on the added value.
On the other hand, with today’s ferocious pressures to reduce costs, buyers never forget that price is an important component of cost. Usually, buyers will want to have the best of both worlds. They want you to solve their problems, add value, reduce their costs, and in addition, give them a better price, which further reduces their costs. Don’t be surprised, don’t be shocked, and don’t be hurt. That’s just the way the game is often played. As you start the process, you need to move forward in such a way that while you don’t invite a price negotiation, if there is one, you’re prepared.
2.Think like the buyer. To negotiate effectively, take up residence in the buyer’s mind. Say to yourself, what might actually be going on vs. what they’re telling me? What they say may be the least important information. What they say to each other and what they’re thinking is the key.
Let’s go back to Albertson. We could imagine three different scenarios.
Scenario 1 -- Plant: "This proposal from Baker is great. We’re going to save all kinds of costs and solve all kinds of problems. I know they appear a little pricey, but the cost savings are worth it." Purchasing: "Have you looked at any competitors?" Plant: "We’ve looked at two who say they can do it and have offered a much lower price, but their services really aren’t there and we don’t believe they can produce the cost savings." Purchasing: "Would you mind if I use the fact that you got two competitive lower cost quotes to try to bring Baker’s price down?" Plant: "No problem, as long as you promise that we will get a contract with Baker without losing any of the services and added value they have promised us." Purchasing: "You have my guarantee."
Scenario 2 -- Plant: "This proposal from Baker is great. We’re going to save all kinds of costs and solve all kinds of problems. I know they appear a little pricey, but the cost savings are worth it." Purchasing: "Have you looked at any competitors?" Plant: "We’ve looked at two other competitors. They’re almost as good as Baker and they are cheaper." Purchasing: "How much more do you think Baker is worth than the best of the two competitors?" Plant: "We think they’re worth about 10% more." Purchasing: "O.K. We’ll try to get Baker down so that they’re no more than 10% above your best competitor, and of course we’ll try to get them even lower than that. If we can’t get them down, then we’ll go with your No. 2 choice." Plant: "Sounds good to me."
Scenario 3 -- Plant: This proposal from Baker is great. We’re going to save all kinds of costs and solve all kinds of problems. I know they appear a little pricey, but the cost savings are worth it." Purchasing: "Have you looked at any competitors?" Plant: "We’ve looked at two other competitors that can do the same thing Baker can. They all appear to have the same quality and would produce the same cost savings." Purchasing: "Then you don’t care which one we go with as long as we get the best price." Plant: "Yes, they’re basically the same, so go with the best price."
The buyer will almost always want you to believe that Scenario 3 is happening. But is it really? The profitability of your sale may depend on your ability to determine which scenario really is in operation.
3. Be brutally honest about the worth of your added value. If it comes down to a price negotiation, your added value is worth only what the buyer is actually willing to pay for it. Say, for example, that the only difference between you and your prime competitor is that you have a better reputation in the marketplace. Is that of value? Of course. Is it important? Absolutely. Is it worth anything? That depends on the buyer. If a one buyer says, I’m willing to pay 2% more to go with Company A because of their better reputation, then it’s worth 2% to that buyer. On the other hand, if another buyer says, I’m not willing to part with any hard, cold cash because of Company A’s reputation, then for that buyer it is not worth anything."
For each sale where you have one or more potential competitors, you need to do a value-added analysis in order to figure out the most the buyer would pay you vs. your competitor. Let’s make up a simple example where you have just one competitor, Company A, and let’s assume there are just four different components of value: service, reputation, delivery, and problem solving ability.
Based on your knowledge of the customer and the competition, you believe the customer thinks that you have a better reputation, provide better service and have better problem solving capabilities, but that your competitor is a little better on delivery. Furthermore, although your customer likes your reputation, they won’t pay more for it. They like your service and feel that’s worth up to 2% more. They believe that your problem solving capability has helped them overcome significant difficulties and that that’s worth 4% more. On the other hand, you have had some delivery problems. While not fatal problems, the customer would be willing to pay your competitor up to 2% more for their better delivery.
Your value-added analysis would look like this:
Value Added Item Vs. Company "A" and The Most Your Customer Would Pay Extra for That Added Value
Reputation 0%;
Service 2%;
Problem Solving 4%;
Delivery (-2%)
Under this scenario, your customer would be willing to pay you up to 4% more than your competitor. Of course your customer will often say, as our Albertson purchasing agent did, "You guys are all the same. You all provide good quality except your delivery isn’t very good. You’ve got to get much more competitive with your pricing." If you’ve done the value-added analysis and it’s accurate or reasonably accurate, you can see behind the purchasing agent’s mask to what is really going on.
4.The negotiation starts when you say hello. At this point you may be saying, "Everything you say is true but if I’m the Baker sales representative talking to the Albertson purchasing agent and he says to me, ‘Your competitors are lower and you have got to cut your price,’ what do I do now? That purchasing agent isn’t going to tell me their real scenario, what they said to each other, or what they really think our added value is worth vs. our competitors."
Correct. If the first time you thought that there might be a price negotiation was when you were talking to the Albertson purchasing agent, it’s too late. You don’t have the information you need, and it’s going to be difficult to get it.
And that takes us back to our first point. Be prepared for a price negotiation while you try to avoid one. The negotiation starts when you say hello. The time to start finding out who potential competitors might be, how your customer views them vs. you, the problems they’ve had with competitors, whether anybody can do as good a job as you can, etc., etc., is from the very beginning of your discussions with your customer.
Have as many contacts with your customer and with as many people in your customer’s shop as possible. Ask direct questions, indirect questions, feel people out gently, and try to get a picture of their whole situation.
Choosing the Right Baseball or Softball Pitching Machine
A pitching machine is a tool that, when used properly, can benefit a player enormously as well as improve the quality and efficiency of baseball or softball hitting drills.
Whether refining a player's baseball or softball hitting technique or working on fielding practice, a pitching machine can literally function as an extra coach. That having been said, most consumers are quickly overwhelmed by all of the variations of baseball and softball pitching machines available.
Questions of age appropriateness, features, the many different balls, etc are all important and need to be addressed. First off, a baseball or softball pitching machine, when used for hitting practice helps refine the swing, no matter the age of the player. However, the particular skills and interest level of the player is an important factor. Too much of a machine can prove frustrating as can unreasonable expectations. This is true for players coming out of coach pitch or T-Ball. Some are comfortable with the challenge of a faster, more realistic pitch while for others are intimidated.
Two things to bear in mind:
1. Hitting a baseball or softball is one of the most difficult skills in all of sports. A young player accustomed to rainbow pitches in coach pitch will, naturally, find the speed of even the entry level machines challenging. However, a lobbed pitch actually instills bad habits, such as upper-cutting, trying to lift the ball and thus the sooner the batter learns to practice with a realistic pitch, the better.
2. The pitching machine you choose should be capable of speeds of at least 45mph+ from the standard Little League distance of 45 ft. from the batter. Assuming that a realistic pitch can be thrown at less speed from this distance is simply not true. Any slower speed would require lofting the ball, thus producing an arch that would have you essentially back at a pitch similar to coach pitch...and as such will be of no practical use.
Apart from batting practice, a pitching machine is can be an excellent practice tool for fielding flies and grounders. It's like having an expert coach that never fouls a ball off or wiffs a toss and thus practice is that much more valuable. If a player is very young, their hitting skills will improve with time. But if they're having difficulty adjusting to the faster pitch, take it easy and stress the fielding aspect of the machine.
Using a pitching machine at the highest speed, straight down the pipe every time is actually a bad practice. It encourages an unrealistic atmosphere for what the batter will face in actual game situations. It also encourages mindlessly swinging at every pitch. Better to practice and to use the targeting aspect of the machine to work on the inside and outside corners, to train the batter to think at the plate in terms of game situations, e.g. a runner on second doesn't need to have the ball hit in front of him or her, therefore the batter should be looking for an outside pitch to take to the opposite field, hitting behind the runner and so forth.
Choose a pitching machine that can be targeted up and down and on the corners and most importantly, use these features. With the more advanced pitching machines (those that allow curves and sliders) you can hone the batter's skills for every imaginable baseball or softball hitting situation. A machine that features an adjustable head to simulate either left or right-handed pitching makes for a truly versatile, real game experience.
A pitching machine is a great addition to any team or ballplayer's practice. Correctly used, they offer efficient, demonstrable results that make the game more rewarding and fun.
Whether refining a player's baseball or softball hitting technique or working on fielding practice, a pitching machine can literally function as an extra coach. That having been said, most consumers are quickly overwhelmed by all of the variations of baseball and softball pitching machines available.
Questions of age appropriateness, features, the many different balls, etc are all important and need to be addressed. First off, a baseball or softball pitching machine, when used for hitting practice helps refine the swing, no matter the age of the player. However, the particular skills and interest level of the player is an important factor. Too much of a machine can prove frustrating as can unreasonable expectations. This is true for players coming out of coach pitch or T-Ball. Some are comfortable with the challenge of a faster, more realistic pitch while for others are intimidated.
Two things to bear in mind:
1. Hitting a baseball or softball is one of the most difficult skills in all of sports. A young player accustomed to rainbow pitches in coach pitch will, naturally, find the speed of even the entry level machines challenging. However, a lobbed pitch actually instills bad habits, such as upper-cutting, trying to lift the ball and thus the sooner the batter learns to practice with a realistic pitch, the better.
2. The pitching machine you choose should be capable of speeds of at least 45mph+ from the standard Little League distance of 45 ft. from the batter. Assuming that a realistic pitch can be thrown at less speed from this distance is simply not true. Any slower speed would require lofting the ball, thus producing an arch that would have you essentially back at a pitch similar to coach pitch...and as such will be of no practical use.
Apart from batting practice, a pitching machine is can be an excellent practice tool for fielding flies and grounders. It's like having an expert coach that never fouls a ball off or wiffs a toss and thus practice is that much more valuable. If a player is very young, their hitting skills will improve with time. But if they're having difficulty adjusting to the faster pitch, take it easy and stress the fielding aspect of the machine.
Using a pitching machine at the highest speed, straight down the pipe every time is actually a bad practice. It encourages an unrealistic atmosphere for what the batter will face in actual game situations. It also encourages mindlessly swinging at every pitch. Better to practice and to use the targeting aspect of the machine to work on the inside and outside corners, to train the batter to think at the plate in terms of game situations, e.g. a runner on second doesn't need to have the ball hit in front of him or her, therefore the batter should be looking for an outside pitch to take to the opposite field, hitting behind the runner and so forth.
Choose a pitching machine that can be targeted up and down and on the corners and most importantly, use these features. With the more advanced pitching machines (those that allow curves and sliders) you can hone the batter's skills for every imaginable baseball or softball hitting situation. A machine that features an adjustable head to simulate either left or right-handed pitching makes for a truly versatile, real game experience.
A pitching machine is a great addition to any team or ballplayer's practice. Correctly used, they offer efficient, demonstrable results that make the game more rewarding and fun.
Friday, October 12, 2007
The First Thing We Do, Let's Kill all the Bean Counters
INTRODUCTION
Nope, its not the lawyers; its the "bean counters" that are ruining business. Let me give you an example, I know of a large machine-tool operation in the Midwest who used to be heralded for producing quality products. To this end, the company established an in-house school who taught their machinists how to build products, not just any old way, the company's way. The school was led by the senior craftsmen of the business who took pride in their workmanship and passed this on to the new employees. When an employee graduated from the school, a machinest not only knew his job, but took pride in his work and became loyal to the company due to its reputation. Even if an employee dropped out and went elsewhere, he would always recommend his former company's products because he knew they were built with quality. This school went on for a number of years and became a part of the corporate culture. However, in the 1980's the company hired a team of MBA's to look over their operations and make recommendations for improvement. You must remember, this was a time when cost cutting was the norm. After looking over the financial statements of the business, the management consultants concluded the school represented a costly overhead and convinced the company to close it down.
Shortly after the school's closure, the company started to experience a drop in morale, absenteeism and tardiness began to rise, and craftsmanship began to deteriorate. Product quality dropped significantly and the company began to lose customers, so much so, they eventually sold off their machine-tool operations and went into a totally new line of business. Keep in mind, prior to this the company was a leader in the machine-tool industry and generated substantial profits from it.
Obviously this story isn't unique as we have witnessed several such changes in the corporate landscape during the 1980's and 1990's. The point is, the bean counters have taken charge of business which has triggered sweeping changes in how we deal with our customers, our vendors, and our employees.
LOSING THE PERSONAL TOUCH
Under the bean counter approach to business, numbers are all that matter. Of course, paying attention to the bottom-line is always important, but this should not result in a callous way of operating a business. To me, studying the numbers is analogous to watching the dials and gauges of a machine. It is like watching the speedometer of an automobile. But if I observe an emergency vehicle approaching or see a drunk driver nearby, I am going to ignore the gauge and do what is proper. I am going to make a human decision and do what is best for my passengers and myself, as well as the other surrounding vehicles. If I only did what the dials and gauges told me, I would probably harm others.
The bean counter approach to business represents a very mechanical way of operating. Let me give you an illustration. I have a friend here in Florida who is the state sales manager for a home health business (a lucrative business for a retirement state like Florida). The company was recently purchased and a new management team put into place run by bean counters. After studying sales figures, management found a salesman who wasn't making his quota and, consequently, instructed my friend to terminate his employment. My friend knew the salesman in question and realized he was experiencing some personal problems. After considerable discussion with corporate management, he convinced them to let him (the Sales Manager) work with the salesman a while longer to see if he could help him. He pointed out to management, the alternative was to start the laborious and costly process of recruiting and teaching a replacement. Management acquiesced and granted the salesman a stay of execution. Over the next few weeks, the Sales Manager was able to work with the salesman, helped him overcome his personal problems and rebuilt his confidence. Since then, the salesman has gotten back on track and has been exceeding quota ever since.
Bean counters do not understand or appreciate the true business of a company. They make knee-jerk reactions based strictly on numbers, not on human intuition or social interaction. It is no small wonder the corporate world has become dehumanizing. I know of a medium sized semiconductor business in the Southeast who also experienced a similar phenomenon. The company was founded by a man with little formal education, but a lot of "street smarts." He took a hands-on approach to the startup of the company which grew in leaps and bounds. As the company settled into maturity, the founder began to slow down and brought in a new management team to take over the reins. His new management team had some pretty slick business school credentials but, inevitably, they were nothing more than bean counters. Under their watch, corporate growth was arrested and the company's stock diminished radically. Today, a company that was at one time a robust and thriving business with loyal customers and dedicated employees is a mere shadow of its old self.
Conducting business is more about our interpersonal relations with customers, vendors and employees, than it is about watching dials and gauges. As the famed W. Edwards Deming once said:
"Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them."
Keep in mind, Deming understood the need for statistical analysis and watching the bottom-line, but he also realized they were nothing more than the dials and gauges of the business.
CONCLUSION
Under the bean counter approach we have lost the personal touch for conducting business. Companies have become cold and calculating, certainly not the types of businesses we want to work for or with. Always remember that bean counters believe conducting business is simply manipulating numbers, not in building products or servicing customers. Yet, for some unfathomable reason, we have put them on a pedestal and expect them to competently guide our companies. But the only thing I see them guiding is our foreign competitors who take over our market share.
Nope, its not the lawyers; its the "bean counters" that are ruining business. Let me give you an example, I know of a large machine-tool operation in the Midwest who used to be heralded for producing quality products. To this end, the company established an in-house school who taught their machinists how to build products, not just any old way, the company's way. The school was led by the senior craftsmen of the business who took pride in their workmanship and passed this on to the new employees. When an employee graduated from the school, a machinest not only knew his job, but took pride in his work and became loyal to the company due to its reputation. Even if an employee dropped out and went elsewhere, he would always recommend his former company's products because he knew they were built with quality. This school went on for a number of years and became a part of the corporate culture. However, in the 1980's the company hired a team of MBA's to look over their operations and make recommendations for improvement. You must remember, this was a time when cost cutting was the norm. After looking over the financial statements of the business, the management consultants concluded the school represented a costly overhead and convinced the company to close it down.
Shortly after the school's closure, the company started to experience a drop in morale, absenteeism and tardiness began to rise, and craftsmanship began to deteriorate. Product quality dropped significantly and the company began to lose customers, so much so, they eventually sold off their machine-tool operations and went into a totally new line of business. Keep in mind, prior to this the company was a leader in the machine-tool industry and generated substantial profits from it.
Obviously this story isn't unique as we have witnessed several such changes in the corporate landscape during the 1980's and 1990's. The point is, the bean counters have taken charge of business which has triggered sweeping changes in how we deal with our customers, our vendors, and our employees.
LOSING THE PERSONAL TOUCH
Under the bean counter approach to business, numbers are all that matter. Of course, paying attention to the bottom-line is always important, but this should not result in a callous way of operating a business. To me, studying the numbers is analogous to watching the dials and gauges of a machine. It is like watching the speedometer of an automobile. But if I observe an emergency vehicle approaching or see a drunk driver nearby, I am going to ignore the gauge and do what is proper. I am going to make a human decision and do what is best for my passengers and myself, as well as the other surrounding vehicles. If I only did what the dials and gauges told me, I would probably harm others.
The bean counter approach to business represents a very mechanical way of operating. Let me give you an illustration. I have a friend here in Florida who is the state sales manager for a home health business (a lucrative business for a retirement state like Florida). The company was recently purchased and a new management team put into place run by bean counters. After studying sales figures, management found a salesman who wasn't making his quota and, consequently, instructed my friend to terminate his employment. My friend knew the salesman in question and realized he was experiencing some personal problems. After considerable discussion with corporate management, he convinced them to let him (the Sales Manager) work with the salesman a while longer to see if he could help him. He pointed out to management, the alternative was to start the laborious and costly process of recruiting and teaching a replacement. Management acquiesced and granted the salesman a stay of execution. Over the next few weeks, the Sales Manager was able to work with the salesman, helped him overcome his personal problems and rebuilt his confidence. Since then, the salesman has gotten back on track and has been exceeding quota ever since.
Bean counters do not understand or appreciate the true business of a company. They make knee-jerk reactions based strictly on numbers, not on human intuition or social interaction. It is no small wonder the corporate world has become dehumanizing. I know of a medium sized semiconductor business in the Southeast who also experienced a similar phenomenon. The company was founded by a man with little formal education, but a lot of "street smarts." He took a hands-on approach to the startup of the company which grew in leaps and bounds. As the company settled into maturity, the founder began to slow down and brought in a new management team to take over the reins. His new management team had some pretty slick business school credentials but, inevitably, they were nothing more than bean counters. Under their watch, corporate growth was arrested and the company's stock diminished radically. Today, a company that was at one time a robust and thriving business with loyal customers and dedicated employees is a mere shadow of its old self.
Conducting business is more about our interpersonal relations with customers, vendors and employees, than it is about watching dials and gauges. As the famed W. Edwards Deming once said:
"Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them."
Keep in mind, Deming understood the need for statistical analysis and watching the bottom-line, but he also realized they were nothing more than the dials and gauges of the business.
CONCLUSION
Under the bean counter approach we have lost the personal touch for conducting business. Companies have become cold and calculating, certainly not the types of businesses we want to work for or with. Always remember that bean counters believe conducting business is simply manipulating numbers, not in building products or servicing customers. Yet, for some unfathomable reason, we have put them on a pedestal and expect them to competently guide our companies. But the only thing I see them guiding is our foreign competitors who take over our market share.
Craftsmanship: the Meaning of Life
When I got into the work force back in the mid-1970's it seemed everyone dressed in a suit and tie, drank black coffee, smoked their brains out, and worked their butts off. Today, golf shirts have replaced suits, herbal tea and bottled water have replaced coffee, nobody is allowed to smoke, and rarely does anyone work beyond 5:00pm. More importantly, we used to care about the work we produced; there was a sense of craftsmanship, regardless of the job.
My Brother-in-law in Cincinnati conducted me on a tour of his company's machine-tool shop years ago and showed me how he could take a block of aluminum and convert it into a high-precision machine tool. It was a pleasure to watch him work, as it is to watch anyone who knows what they are doing, be it a waitress, a programmer, a laborer or a clerk.
Quality and service used to be considered paramount in this country. If it wasn't just right, you were expected to do it over again until you got it right. We cared about what we produced because it was a reflection of our personal character and integrity. But somewhere along the line we lost our way and craftsmanship has fallen by the wayside. Why? Probably because we no longer care.
In today's litigious society, employees are acutely aware that it is difficult to be fired due to poor performance. They know they will still get paid and receive benefits, regardless of the amount of effort they put forth. Consequently, there is little to encourage people to perform better. Money isn't a motivating factor anymore. People now expect bonuses, raises and other perks to be paid out regardless of how well they perform during the year.
We've also become a nation content with doing small things. America used to be known as a powerhouse that could tackle large projects, such as building skyscrapers, designing innovative bridges and tunnels spanning substantial bodies of water, engineering transcontinental railroads and highway systems, conquering air and space travel, and defending freedom not just once but in two world wars. If you really wanted something done, you talked to the Americans and no one else. Now we get excited over iPods, cell phones, and other electronic trinkets.
Many believe Craftsmanship is in decline due to the general apathy found in today's society. Maybe. I tend to believe it is due to an erosion of our moral values. Let me give you an example. Having a child in college, my interest was piqued recently by an article describing the pervasiveness of cheating and plagiarism in our schools. It is not my intent to make a political statement here but many of the students mentioned in the article rationalized their cheating on the fact that one of our past Presidents cheated and lied under oath, and got away with it. They figured if it is okay for the Commander-in-Chief to act this way, it was an acceptable form of behavior.
Arnold Toynbee, the famed English historian, observed, "Civilizations die from suicide, not by murder." If the moral fabric of our society dies, our story is told as evidenced by other great civilizations that long preceded us. Our perspective needs to be realigned: Our personal and professional lives must be viewed as one. As Toynbee remarked, "The supreme accomplishment is to blur the line between work and play." By doing so, we identify more closely with our work and assume a greater pride in workmanship. We do not need to hear this from our boss, but rather from within. As strange as it may sound, I see Craftsmanship as being patriotic in nature; doing a good quality job is part of leading a good and honorable life and builds on the individual's esteem, the company he works for, and the country he lives in.
The biggest problem though is that we have forgotten how to manage people. The manager's primary goal is to create the proper work environment for employees to produce the desired work products. This is different than a supervisory capacity that directs how each person performs the various tasks of a job. In fact, I encourage managers to manage more and supervise less. I cringe when I see a manager try to "micromanage" either a Fortune 500 company or a non-profit organization.
Yes, people need to be trained in order to properly perform their work but following this, employees should be mature enough to supervise themselves. In the old days, management stressed discipline, accountability, and structure; three ugly words in today's workplace.
Understanding Craftsmanship
Some might say craftsmanship is a simple concept that we should intuitively know. Not true; most people today have no comprehension as to what makes up a good craftsman; they have either forgotten or it has simply passed them by. Craftsmanship can be found in any field of endeavor imaginable, be it in the product sector or service industry. Craftsmanship, therefore, is universally applicable to any line of work.
Craftsmanship is not "workmanship", nor is it synonymous with quality, although the three concepts are closely related. Let's begin by giving "Craftsmanship" a definition: "The production and delivery of quality goods or services from highly skilled workmen."
Quality relates to the absence of errors or defects in the finished product or service. In other words, finished goods operate according to their specifications (customers get precisely what they ordered). Such products are normally durable and require minimal maintenance. Craftsmanship produces quality products. In the absence of craftsmen, a rigorous methodology or assembly line process is required to produce quality goods using workers without the expertise of craftsmen. Such processes detail "Who" is to perform "What" work, "When", "Where", "Why" and "How" (5W+H), thereby assuring a quality product or service is produced. Such is the underlying rationale of the ISO 9000 certification as used by many companies today. The point is, quality is not the exclusive domain of the craftsman.
Craftsmanship is also a human trait. Some might argue a computer or industrial robot can produce quality products and are, therefore, craftsmen. However, we must remember these devices are programmed by human beings in accordance with the rules of the craftsman. As such, they are an extension or tool of the craftsman.
Craftsmanship can be found in either the overall work process or a section of it. For example, there are craftsmen who are intimate with all facets of building furniture, such as a table, a chair or desk, and can implement the product from start to finish. However, as products grow in complexity, it becomes difficult to find people suitably qualified to build them from the womb to the tomb. Consider military weapons alone, such as the complicated ships, tanks, and airplanes we now use, with thousands or millions of parts to assemble. Such complexity makes it impossible for a single person to have the expertise to build the whole product. The same is true in the service sector where different types of expertise and capabilities may be required. In other words, craftsmen have a specific scope of work. The scope of work may relate to other types of craftsmen through a chain of work dependencies, e.g., Craftsmen A, B and C concentrate on separate sub-assemblies which are eventually joined into a single product.
Attributes
So, what are the attributes of a craftsman? What makes a craftsman a craftsman? There are three basic attributes described herein:
1. Possesses the necessary knowledge and skills to perform the work.
The craftsman is an expert in his field of endeavor; so much so that he could easily serve as an instructor in the subject matter. But the craftsman is also smart enough to know that education is not a one time thing, that his world and field evolve as new tools and techniques are introduced. As such, the craftsman is a student of his profession and is constantly looking to improve himself. This is exercised through such things as continued education, routine certification, studying books and trade publications, and industrial groups. The craftsman willingly participates in trade groups, often at his own expense, in order to network with his peers.
It is Important to note that the craftsman does not need to be told he needs periodic training to sharpen his skills. Instead, he takes the personal initiative to stay on top of his game. Further, the craftsman has no problem with a periodic job review; in fact, he welcomes it for it might bring out a weakness in a skill he needs to sharpen.
2. Attention to detail.
The craftsman understands and respects the process of building/delivering a product or service and is acutely aware of the penalties for cutting corners. Earlier we discussed the need for a methodology that specifies 5W+H. The craftsman is intimate with all details of his scope of work, so much so, he could probably write the methodology himself. Further, his intimacy of the work process means he can produce a reliable estimate of time and costs to perform the work.
Although many of the craftsman's tasks may be repetitive, it doesn't mean he easily falls into a rut. Instead, he is constantly looking for new tools and techniques to improve the work process. As such, he plays the role of Industrial Engineer who is normally charged with such a task.
The craftsman's attention to detail also means that he demonstrates patience in his work effort. Again, wary of cutting corners, the craftsman must possess such patience in order to produce the product the right way.
3. Views professional life as an extension of his personal life.
The craftsman identifies with the end product which is where pride in workmanship comes from. In his mind, the craftsman has been charged with the responsibility of producing something, and wanting to satisfy the customer, puts forth his best effort to produce it. In other words, craftsmen take their work personally. This is a difficult trait to teach particularly in today's society where the focus is more on financial compensation than on the work product itself. It may sound naive, but the craftsman believes he will be suitably compensated for producing superior results.
Years ago, Dick Butkus of the Chicago Bears (NFL) confounded sports writers who could never understand why Butkus played as hard as he did year after year for a losing football team. True, Dick loved the game, but beyond that, the sports writers didn't understand one thing about the seven time All-Pro linebacker: Butkus took his job personally. It was important to him that his opponents know that they had been tackled by the best player; as he said, "When they get up from the ground I want them to say 'it must have been Butkus that got me'." Dick Butkus was a craftsman.
The craftsman has a burning desire to produce a superior product/service because he sees it as a reflection of himself. As such, the lines delineating their personal life and professional life are blurred. This is a significant characteristic that clearly separates a craftsman from the average worker. The craftsman's work is his life. He does not shirk responsibility, but rather embraces it with confidence and embosses his name on the finished product. Conversely, making a work related mistake of any kind pains a true craftsman.
Job titles are normally inconsequential to the craftsman who is more interested in delivering a quality product/service enjoyed by the customer. Instead, the craftsman takes pleasure in being touted as the best in his craft. He appreciates recognition; when someone makes a compliment about a product, the craftsman views it as a personal compliment. This too runs contrary to today's corporate world where people desperately seek recognition through simple job titles. Want someone with an inflated ego? Give them a title. Want something done right? Call a craftsman.
Productivity
"Dependable", "professional", and "resourceful" are adjectives that aptly describe the craftsman. He is not one who fabricates excuses but, rather, always finds a way to get the job done. The craftsman is typically your most productive employee. He is mindful of the concept of productivity that we have touted for years:
Productivity = Effectiveness X Efficiency
Most people fallaciously equate productivity with efficiency, which simply gauges how fast we can perform a given task. Effectiveness, on the other hand, validates the necessity of the task itself. There is nothing more unproductive than to do something efficiently that should not have been done at all. An industrial robot, for example, can efficiently perform such tasks as welding. But if you are welding the wrong thing, then it is counterproductive. Going back to our description of a methodology, effectiveness defines "Who/What/When/Where/Why", efficiency defines "How." The craftsman is well aware of the difference between the two and knows how to apply both. As such, the craftsman is in tune with his work environment and corporate culture.
So how do we make craftsmen?
Not easily. Because of the human dynamics involved with the craftsman, you will need to be a pretty intuitive manager or industrial psychologist to make it happen. Selecting suitable candidates is the logical first step. Devise an aptitude test to determine the candidate's suitability to become a craftsman. After all, "you cannot make a silk purse from a sow's ear." Aside from specific knowledge and experience in a given field (e.g., programming, woodworking, construction, accounting, etc.), here are some other important traits to look for:
* Fertility of mind - judge his ability to learn, to adapt to changing conditions, and to look beyond his scope of work. Evaluate his professional curiosity.
* Confidence - judge how well the candidate knows himself, particularly how well he knows his own limitations. He should admit his deficiencies and not fabricate excuses.
* Dedication - judge his loyalty and determination to accomplish something. What is his attendance record? What outside clubs and organizations does he belong to and how active is he in them?
* Entrepreneurial spirit - judge his personal initiative. Is he driven to succeed (but not to the point of reckless abandon)? Does he have a problem with accountability? This says a lot about assuming responsibility.
* Attention to detail - judge his ability to focus on a subject. Does he have a problem with discipline or organization? A person's dress, mannerisms, and speech says a lot about a person.
* Reliability - judge his ability to assume responsibility and carry a task through to completion.
* Resourcefulness - judge his ability to adapt to changing conditions and persevere to see a task through to completion. The candidate cannot be inflexible; he must be able to find solutions to solve problems.
* Socialization skills - does he work better alone or as a team player? His position may depend on his answer.
When you have selected suitable candidates, here are three areas to concentrate on:
1. Develop their skills and knowledge by allowing such things as: participation in trade groups, outside certification and on-going training, subscriptions to trade journals, continued education, etc. Some companies even go as far as to develop an in-house school to teach the company's way of doing things. If the in-house school is good, it will promote confidence through consistency. Even if people leave the company, they will recommend your company because they know the quality of the work produced. Supporting the education needs of our workers is not only smart, it is good business.
2. Teach them the need for producing quality work; they should become intimate with all aspects of their work process (5W+H). Further, instill discipline and patience in their work effort.
3. Change their attitude towards development so they become more focused on delivering a quality end-product. This is perhaps the most difficult element to teach. However, it can be realized by having them become intimate with the needs of the customer (have them visit or work with a customer for awhile - "let them walk in the customer's shoes"). It may also be necessary to change their form of remuneration by going to a reward system for work produced (as opposed to guaranteed income regardless of what is produced). Changing the mode of financial compensation is highly controversial in today's business world. But, as an example, can you imagine the change of attitude of today's professional athletes if they were paid based on their accomplishments (e.g., runs or points scored, hits, rebounds, etc.) rather than having a guaranteed income? Their motivation and attitude towards their profession and team would change radically.
Candidates must learn to respect their institution, the process by which they work, fellow human beings, and themselves. They must also learn not to be afraid to TRY; that they must put their best foot forward, win or lose. Bottom-line: they must learn that their work has meaning and worth. If they don't enjoy their work, they shouldn't be doing it.
"There are two things that I want you to make up your minds to: first, that you are going to have a good time as long as you live - I have no use for the sour-faced man - and next, that you are going to do something worthwhile, that you are going to work hard and do the things you set out to do." - President Theodore Roosevelt Talk to schoolchildren in Oyster Bay, Christmas-time 1898
Certification
Teaching the elements listed above probably cannot be done in one fell swoop. Further, companies simply don't have the time or money to wait for the craftsman to be produced. Instead, they must understand the human spirit needs to be cultivated and be allowed to grow over time. Because of this, it is strongly recommended that an in-house certification program be devised specifying what the candidate should know and what skills and talents he should demonstrate. This should be divided into classes of progressive expertise; e.g., apprentice, intermediary, and craftsman. The ancient builders in Egypt, Rome, and Greece understood this concept and devised such classes of workmen. Other disciplines and schools follow similar tactics (the various degrees or belts in martial arts for example). Each degree is based on specific prerequisites to master before moving on to the next level.
An in-house certification program has the added nuance of making people feel special which greatly enhances their self esteem. If they are made to feel like a vital part of the company, regardless if their work of a large magnitude or trivial, they will strive to do what is best for the company overall, not just themselves. Consequently, their work adds meaning to their life.
There is one pitfall to all of this; today's "go-go" management style fails to see how craftsmanship adds value to the company. In fact, there were companies back in the 1980's that shut down such programs simply to reduce costs. As a result, quality suffered, repeat business was lost, products were more in need of repair, absenteeism on the job escalated, etc. Want value? How does a loyal customer base who has confidence in your products or services sound? And what effect would employee harmony have, particularly if they believed in the work they were producing? It would be mind-boggling, all because we had faith in the human spirit to produce superior results.
A final note: craftsmanship is not a one time thing. After it has been instilled in people, it has to be cultivated and perpetuated. If a manager slips even for a moment, it will go right out the window and it will take time to bring it back to life. As for me, I like to post motivational reminders kind of like the one recently spotted in the Hickey Freeman manufacturing facility in New York, "Excellence is Tolerated."
My Brother-in-law in Cincinnati conducted me on a tour of his company's machine-tool shop years ago and showed me how he could take a block of aluminum and convert it into a high-precision machine tool. It was a pleasure to watch him work, as it is to watch anyone who knows what they are doing, be it a waitress, a programmer, a laborer or a clerk.
Quality and service used to be considered paramount in this country. If it wasn't just right, you were expected to do it over again until you got it right. We cared about what we produced because it was a reflection of our personal character and integrity. But somewhere along the line we lost our way and craftsmanship has fallen by the wayside. Why? Probably because we no longer care.
In today's litigious society, employees are acutely aware that it is difficult to be fired due to poor performance. They know they will still get paid and receive benefits, regardless of the amount of effort they put forth. Consequently, there is little to encourage people to perform better. Money isn't a motivating factor anymore. People now expect bonuses, raises and other perks to be paid out regardless of how well they perform during the year.
We've also become a nation content with doing small things. America used to be known as a powerhouse that could tackle large projects, such as building skyscrapers, designing innovative bridges and tunnels spanning substantial bodies of water, engineering transcontinental railroads and highway systems, conquering air and space travel, and defending freedom not just once but in two world wars. If you really wanted something done, you talked to the Americans and no one else. Now we get excited over iPods, cell phones, and other electronic trinkets.
Many believe Craftsmanship is in decline due to the general apathy found in today's society. Maybe. I tend to believe it is due to an erosion of our moral values. Let me give you an example. Having a child in college, my interest was piqued recently by an article describing the pervasiveness of cheating and plagiarism in our schools. It is not my intent to make a political statement here but many of the students mentioned in the article rationalized their cheating on the fact that one of our past Presidents cheated and lied under oath, and got away with it. They figured if it is okay for the Commander-in-Chief to act this way, it was an acceptable form of behavior.
Arnold Toynbee, the famed English historian, observed, "Civilizations die from suicide, not by murder." If the moral fabric of our society dies, our story is told as evidenced by other great civilizations that long preceded us. Our perspective needs to be realigned: Our personal and professional lives must be viewed as one. As Toynbee remarked, "The supreme accomplishment is to blur the line between work and play." By doing so, we identify more closely with our work and assume a greater pride in workmanship. We do not need to hear this from our boss, but rather from within. As strange as it may sound, I see Craftsmanship as being patriotic in nature; doing a good quality job is part of leading a good and honorable life and builds on the individual's esteem, the company he works for, and the country he lives in.
The biggest problem though is that we have forgotten how to manage people. The manager's primary goal is to create the proper work environment for employees to produce the desired work products. This is different than a supervisory capacity that directs how each person performs the various tasks of a job. In fact, I encourage managers to manage more and supervise less. I cringe when I see a manager try to "micromanage" either a Fortune 500 company or a non-profit organization.
Yes, people need to be trained in order to properly perform their work but following this, employees should be mature enough to supervise themselves. In the old days, management stressed discipline, accountability, and structure; three ugly words in today's workplace.
Understanding Craftsmanship
Some might say craftsmanship is a simple concept that we should intuitively know. Not true; most people today have no comprehension as to what makes up a good craftsman; they have either forgotten or it has simply passed them by. Craftsmanship can be found in any field of endeavor imaginable, be it in the product sector or service industry. Craftsmanship, therefore, is universally applicable to any line of work.
Craftsmanship is not "workmanship", nor is it synonymous with quality, although the three concepts are closely related. Let's begin by giving "Craftsmanship" a definition: "The production and delivery of quality goods or services from highly skilled workmen."
Quality relates to the absence of errors or defects in the finished product or service. In other words, finished goods operate according to their specifications (customers get precisely what they ordered). Such products are normally durable and require minimal maintenance. Craftsmanship produces quality products. In the absence of craftsmen, a rigorous methodology or assembly line process is required to produce quality goods using workers without the expertise of craftsmen. Such processes detail "Who" is to perform "What" work, "When", "Where", "Why" and "How" (5W+H), thereby assuring a quality product or service is produced. Such is the underlying rationale of the ISO 9000 certification as used by many companies today. The point is, quality is not the exclusive domain of the craftsman.
Craftsmanship is also a human trait. Some might argue a computer or industrial robot can produce quality products and are, therefore, craftsmen. However, we must remember these devices are programmed by human beings in accordance with the rules of the craftsman. As such, they are an extension or tool of the craftsman.
Craftsmanship can be found in either the overall work process or a section of it. For example, there are craftsmen who are intimate with all facets of building furniture, such as a table, a chair or desk, and can implement the product from start to finish. However, as products grow in complexity, it becomes difficult to find people suitably qualified to build them from the womb to the tomb. Consider military weapons alone, such as the complicated ships, tanks, and airplanes we now use, with thousands or millions of parts to assemble. Such complexity makes it impossible for a single person to have the expertise to build the whole product. The same is true in the service sector where different types of expertise and capabilities may be required. In other words, craftsmen have a specific scope of work. The scope of work may relate to other types of craftsmen through a chain of work dependencies, e.g., Craftsmen A, B and C concentrate on separate sub-assemblies which are eventually joined into a single product.
Attributes
So, what are the attributes of a craftsman? What makes a craftsman a craftsman? There are three basic attributes described herein:
1. Possesses the necessary knowledge and skills to perform the work.
The craftsman is an expert in his field of endeavor; so much so that he could easily serve as an instructor in the subject matter. But the craftsman is also smart enough to know that education is not a one time thing, that his world and field evolve as new tools and techniques are introduced. As such, the craftsman is a student of his profession and is constantly looking to improve himself. This is exercised through such things as continued education, routine certification, studying books and trade publications, and industrial groups. The craftsman willingly participates in trade groups, often at his own expense, in order to network with his peers.
It is Important to note that the craftsman does not need to be told he needs periodic training to sharpen his skills. Instead, he takes the personal initiative to stay on top of his game. Further, the craftsman has no problem with a periodic job review; in fact, he welcomes it for it might bring out a weakness in a skill he needs to sharpen.
2. Attention to detail.
The craftsman understands and respects the process of building/delivering a product or service and is acutely aware of the penalties for cutting corners. Earlier we discussed the need for a methodology that specifies 5W+H. The craftsman is intimate with all details of his scope of work, so much so, he could probably write the methodology himself. Further, his intimacy of the work process means he can produce a reliable estimate of time and costs to perform the work.
Although many of the craftsman's tasks may be repetitive, it doesn't mean he easily falls into a rut. Instead, he is constantly looking for new tools and techniques to improve the work process. As such, he plays the role of Industrial Engineer who is normally charged with such a task.
The craftsman's attention to detail also means that he demonstrates patience in his work effort. Again, wary of cutting corners, the craftsman must possess such patience in order to produce the product the right way.
3. Views professional life as an extension of his personal life.
The craftsman identifies with the end product which is where pride in workmanship comes from. In his mind, the craftsman has been charged with the responsibility of producing something, and wanting to satisfy the customer, puts forth his best effort to produce it. In other words, craftsmen take their work personally. This is a difficult trait to teach particularly in today's society where the focus is more on financial compensation than on the work product itself. It may sound naive, but the craftsman believes he will be suitably compensated for producing superior results.
Years ago, Dick Butkus of the Chicago Bears (NFL) confounded sports writers who could never understand why Butkus played as hard as he did year after year for a losing football team. True, Dick loved the game, but beyond that, the sports writers didn't understand one thing about the seven time All-Pro linebacker: Butkus took his job personally. It was important to him that his opponents know that they had been tackled by the best player; as he said, "When they get up from the ground I want them to say 'it must have been Butkus that got me'." Dick Butkus was a craftsman.
The craftsman has a burning desire to produce a superior product/service because he sees it as a reflection of himself. As such, the lines delineating their personal life and professional life are blurred. This is a significant characteristic that clearly separates a craftsman from the average worker. The craftsman's work is his life. He does not shirk responsibility, but rather embraces it with confidence and embosses his name on the finished product. Conversely, making a work related mistake of any kind pains a true craftsman.
Job titles are normally inconsequential to the craftsman who is more interested in delivering a quality product/service enjoyed by the customer. Instead, the craftsman takes pleasure in being touted as the best in his craft. He appreciates recognition; when someone makes a compliment about a product, the craftsman views it as a personal compliment. This too runs contrary to today's corporate world where people desperately seek recognition through simple job titles. Want someone with an inflated ego? Give them a title. Want something done right? Call a craftsman.
Productivity
"Dependable", "professional", and "resourceful" are adjectives that aptly describe the craftsman. He is not one who fabricates excuses but, rather, always finds a way to get the job done. The craftsman is typically your most productive employee. He is mindful of the concept of productivity that we have touted for years:
Productivity = Effectiveness X Efficiency
Most people fallaciously equate productivity with efficiency, which simply gauges how fast we can perform a given task. Effectiveness, on the other hand, validates the necessity of the task itself. There is nothing more unproductive than to do something efficiently that should not have been done at all. An industrial robot, for example, can efficiently perform such tasks as welding. But if you are welding the wrong thing, then it is counterproductive. Going back to our description of a methodology, effectiveness defines "Who/What/When/Where/Why", efficiency defines "How." The craftsman is well aware of the difference between the two and knows how to apply both. As such, the craftsman is in tune with his work environment and corporate culture.
So how do we make craftsmen?
Not easily. Because of the human dynamics involved with the craftsman, you will need to be a pretty intuitive manager or industrial psychologist to make it happen. Selecting suitable candidates is the logical first step. Devise an aptitude test to determine the candidate's suitability to become a craftsman. After all, "you cannot make a silk purse from a sow's ear." Aside from specific knowledge and experience in a given field (e.g., programming, woodworking, construction, accounting, etc.), here are some other important traits to look for:
* Fertility of mind - judge his ability to learn, to adapt to changing conditions, and to look beyond his scope of work. Evaluate his professional curiosity.
* Confidence - judge how well the candidate knows himself, particularly how well he knows his own limitations. He should admit his deficiencies and not fabricate excuses.
* Dedication - judge his loyalty and determination to accomplish something. What is his attendance record? What outside clubs and organizations does he belong to and how active is he in them?
* Entrepreneurial spirit - judge his personal initiative. Is he driven to succeed (but not to the point of reckless abandon)? Does he have a problem with accountability? This says a lot about assuming responsibility.
* Attention to detail - judge his ability to focus on a subject. Does he have a problem with discipline or organization? A person's dress, mannerisms, and speech says a lot about a person.
* Reliability - judge his ability to assume responsibility and carry a task through to completion.
* Resourcefulness - judge his ability to adapt to changing conditions and persevere to see a task through to completion. The candidate cannot be inflexible; he must be able to find solutions to solve problems.
* Socialization skills - does he work better alone or as a team player? His position may depend on his answer.
When you have selected suitable candidates, here are three areas to concentrate on:
1. Develop their skills and knowledge by allowing such things as: participation in trade groups, outside certification and on-going training, subscriptions to trade journals, continued education, etc. Some companies even go as far as to develop an in-house school to teach the company's way of doing things. If the in-house school is good, it will promote confidence through consistency. Even if people leave the company, they will recommend your company because they know the quality of the work produced. Supporting the education needs of our workers is not only smart, it is good business.
2. Teach them the need for producing quality work; they should become intimate with all aspects of their work process (5W+H). Further, instill discipline and patience in their work effort.
3. Change their attitude towards development so they become more focused on delivering a quality end-product. This is perhaps the most difficult element to teach. However, it can be realized by having them become intimate with the needs of the customer (have them visit or work with a customer for awhile - "let them walk in the customer's shoes"). It may also be necessary to change their form of remuneration by going to a reward system for work produced (as opposed to guaranteed income regardless of what is produced). Changing the mode of financial compensation is highly controversial in today's business world. But, as an example, can you imagine the change of attitude of today's professional athletes if they were paid based on their accomplishments (e.g., runs or points scored, hits, rebounds, etc.) rather than having a guaranteed income? Their motivation and attitude towards their profession and team would change radically.
Candidates must learn to respect their institution, the process by which they work, fellow human beings, and themselves. They must also learn not to be afraid to TRY; that they must put their best foot forward, win or lose. Bottom-line: they must learn that their work has meaning and worth. If they don't enjoy their work, they shouldn't be doing it.
"There are two things that I want you to make up your minds to: first, that you are going to have a good time as long as you live - I have no use for the sour-faced man - and next, that you are going to do something worthwhile, that you are going to work hard and do the things you set out to do." - President Theodore Roosevelt Talk to schoolchildren in Oyster Bay, Christmas-time 1898
Certification
Teaching the elements listed above probably cannot be done in one fell swoop. Further, companies simply don't have the time or money to wait for the craftsman to be produced. Instead, they must understand the human spirit needs to be cultivated and be allowed to grow over time. Because of this, it is strongly recommended that an in-house certification program be devised specifying what the candidate should know and what skills and talents he should demonstrate. This should be divided into classes of progressive expertise; e.g., apprentice, intermediary, and craftsman. The ancient builders in Egypt, Rome, and Greece understood this concept and devised such classes of workmen. Other disciplines and schools follow similar tactics (the various degrees or belts in martial arts for example). Each degree is based on specific prerequisites to master before moving on to the next level.
An in-house certification program has the added nuance of making people feel special which greatly enhances their self esteem. If they are made to feel like a vital part of the company, regardless if their work of a large magnitude or trivial, they will strive to do what is best for the company overall, not just themselves. Consequently, their work adds meaning to their life.
There is one pitfall to all of this; today's "go-go" management style fails to see how craftsmanship adds value to the company. In fact, there were companies back in the 1980's that shut down such programs simply to reduce costs. As a result, quality suffered, repeat business was lost, products were more in need of repair, absenteeism on the job escalated, etc. Want value? How does a loyal customer base who has confidence in your products or services sound? And what effect would employee harmony have, particularly if they believed in the work they were producing? It would be mind-boggling, all because we had faith in the human spirit to produce superior results.
A final note: craftsmanship is not a one time thing. After it has been instilled in people, it has to be cultivated and perpetuated. If a manager slips even for a moment, it will go right out the window and it will take time to bring it back to life. As for me, I like to post motivational reminders kind of like the one recently spotted in the Hickey Freeman manufacturing facility in New York, "Excellence is Tolerated."
Thursday, October 11, 2007
Home Machine Shops
A profession or hobby that uses a power-driven machine tool such as a lathe or drill to shape metal, is known as machining. The person specializing in its use is called a machinist. A machine shop that is run from home is called a home machine shop.
Most machining operations are those that remove metal from an item or those that add metals. There are typical tools that are used in home machining. A lathe is a machine tool that creates sections in circles by rotating a metal work piece. A drill or punch press is used to remove metal in the form of a hole. Some other tools that are used in machining are saws, grinding tools and milling machines.
Advanced machining operations make use of electrical discharge, electro-chemical erosion and laser cutting to shape metal work pieces. Many car restorers have good home workshops and a wide array of tools. There are also individuals who build up a home workshop with the scheme of building some project in the long run. They eventually get sidetracked into building the machine tools and their accessories themselves.
There are magazines that provide advice on ways of solving problems being faced in the home shop. It is also possible to get information about a used lathe and other machine tools, in case the owner's manual is missing. These magazines and sites have a list of operating instructions on the various tools used. They also give detailed information about various manufacturers and their details.
Information about various new technologies that are being used, are also discussed. New techniques such as computer aided manufacturing processes, which have brought about a revolution in the machine shops, are also discussed. Home shop machinists can use this type of technological software to get the desired product results.
Most machining operations are those that remove metal from an item or those that add metals. There are typical tools that are used in home machining. A lathe is a machine tool that creates sections in circles by rotating a metal work piece. A drill or punch press is used to remove metal in the form of a hole. Some other tools that are used in machining are saws, grinding tools and milling machines.
Advanced machining operations make use of electrical discharge, electro-chemical erosion and laser cutting to shape metal work pieces. Many car restorers have good home workshops and a wide array of tools. There are also individuals who build up a home workshop with the scheme of building some project in the long run. They eventually get sidetracked into building the machine tools and their accessories themselves.
There are magazines that provide advice on ways of solving problems being faced in the home shop. It is also possible to get information about a used lathe and other machine tools, in case the owner's manual is missing. These magazines and sites have a list of operating instructions on the various tools used. They also give detailed information about various manufacturers and their details.
Information about various new technologies that are being used, are also discussed. New techniques such as computer aided manufacturing processes, which have brought about a revolution in the machine shops, are also discussed. Home shop machinists can use this type of technological software to get the desired product results.
Adverse Health Effects Of Oil Mist In Machine Tool Industries
Manufacturing environments that use oil-based cutting fluids often put workers health at risk. Applications such as CNC machines, screw machines and surface and centerless grinders produce an oil mist from the coolant used to keep cutting tools from overheating. Oil mist, also known as cutting oil or metalworking fluid, is an oily liquid aerosol dispersed in the air. Fine oil mist hangs in the air for long periods, similar to tobacco smoke.
It has been estimated that up to one million workers in the United States are exposed to oil mist. The health effects of exposure to oil mist have been studied for several decades. Many Epidemiological studies have indicated that long-term exposure to oil mist can lead to increased susceptibility to several types of cancer.
The following diseases have been associated with exposure to oil mist: skin – oil acne, contact dermatitis, and photosensitive allergic dermatitis; respiratory system – rhinitis, bronchitis, bronchial asthma, lipoid pneumonia, lung fibrosis and lung cancer; scrotum – benign and malignant tumors. According to the National Institute for Occupational Safety and Health (NIOSH), potential symptoms of exposure to high concentrations of oil mist include eye and skin irritation, shortness of breath, vomiting, fever, rapid heartbeat and a burning sensation in the mouth, throat and stomach.
Industrial workers are exposed to oil mist by three avenues; skin exposure, aerial exposure and ingestion. The most frequent route of exposure is the skin. Occupational health experts believe that over three-quarters of all occupational diseases are caused by skin contact with oil mist. Oil mist by itself can be dangerous, but it can also quickly become contaminated with foreign material and chemicals which are aerosolized into mist. Many of these contaminants add to the hazards associated with oil mist.
In today’s highly competitive global economy, manufacturers feel pressured to increase productivity. Making machines work harder and faster often produces even more oil mist in the workplace. Even though production schedules may increase, profitability may suffer due to work-related illnesses. Sick employees don’t help the bottom line, they lower productivity and increase overhead costs.
It has been estimated that up to one million workers in the United States are exposed to oil mist. The health effects of exposure to oil mist have been studied for several decades. Many Epidemiological studies have indicated that long-term exposure to oil mist can lead to increased susceptibility to several types of cancer.
The following diseases have been associated with exposure to oil mist: skin – oil acne, contact dermatitis, and photosensitive allergic dermatitis; respiratory system – rhinitis, bronchitis, bronchial asthma, lipoid pneumonia, lung fibrosis and lung cancer; scrotum – benign and malignant tumors. According to the National Institute for Occupational Safety and Health (NIOSH), potential symptoms of exposure to high concentrations of oil mist include eye and skin irritation, shortness of breath, vomiting, fever, rapid heartbeat and a burning sensation in the mouth, throat and stomach.
Industrial workers are exposed to oil mist by three avenues; skin exposure, aerial exposure and ingestion. The most frequent route of exposure is the skin. Occupational health experts believe that over three-quarters of all occupational diseases are caused by skin contact with oil mist. Oil mist by itself can be dangerous, but it can also quickly become contaminated with foreign material and chemicals which are aerosolized into mist. Many of these contaminants add to the hazards associated with oil mist.
In today’s highly competitive global economy, manufacturers feel pressured to increase productivity. Making machines work harder and faster often produces even more oil mist in the workplace. Even though production schedules may increase, profitability may suffer due to work-related illnesses. Sick employees don’t help the bottom line, they lower productivity and increase overhead costs.
Wednesday, October 10, 2007
Prevent machine tool fires
This pamphlet outlines Firetrace's CNC fire detection and suppression system. The system uses the company's custom Fire Detection Tubing (FDT), which can snake through critical areas of a cutting, milling or grinding tool or encircle the base of an EDM machine's ram, hovering just above the oil's surface. The FDT detects fires at the hottest point and activates the system, which delivers any number of extinguishing agents to the working area.
Machine Tool Gear Racks are built for optimal precision
High-Precision Gear Racks are precision manufactured in controlled environment, achieving tooth quality of DIN 4 with total pitch error of less than 12 microns over 1 m length and parallelism tolerance of less than 15 microns. Pitch can eliminate need for electronic compensation, and parallelism accommodates drives with low backlash without need for preloading. Racks come in straight and helical versions - in 5, 6, 8 and 10 modules - with linear force capacities to 45,000 lb.
ATLANTA Drive Systems, Inc. is pleased to announce a new range of High-Precision Gear Racks developed specifically for machine tool applications requiring the highest levels of precision and power. This new rack range is precision manufactured in a controlled environment, achieving a tooth quality of DIN 4, with total pitch error of less than twelve microns over a meter length and a parallelism tolerance of less than fifteen microns.
The high precision pitch of the racks can eliminate the need for electronic compensation and the high precision parallelism allows for drives with extremely low backlash without the need for preloading.
These racks are available in straight and helical versions, in modules 5, 6, 8 and 10, with linear force capacities up to 45,000 lb. Comprehensive & accuracy inspection reports, as well as patented measuring and assembly aids, are available on request.
ATLANTA Drive Systems, Inc. is pleased to announce a new range of High-Precision Gear Racks developed specifically for machine tool applications requiring the highest levels of precision and power. This new rack range is precision manufactured in a controlled environment, achieving a tooth quality of DIN 4, with total pitch error of less than twelve microns over a meter length and a parallelism tolerance of less than fifteen microns.
The high precision pitch of the racks can eliminate the need for electronic compensation and the high precision parallelism allows for drives with extremely low backlash without the need for preloading.
These racks are available in straight and helical versions, in modules 5, 6, 8 and 10, with linear force capacities up to 45,000 lb. Comprehensive & accuracy inspection reports, as well as patented measuring and assembly aids, are available on request.
Monday, October 08, 2007
Status Quo Rules - predictions for the coming year in the machine tool industry and metalworking business
In January it's customary to look into our respective crystal balls and try to divine what fortune or misfortune is likely to befall us. One interesting aspect of this exercise is that in spite of our confidence that some of our guesses will be right or close to right--and indeed some will--experience tells us the completely unanticipated blind-sides are lurking as well. The following are some of the things that I think will happen as we cruise through 2001, officially the first year of the new millennium.
Call me a wide-eyed dreamer, but I do think we will inaugurate a new president of the United States on January 20. Obviously, half of us will be happy with the new guy, and half of us won't be. But, I see we the people coming together, as is our custom, to support our new leader--at least until he screws up, which I also predict will happen.
I think that some consolidation of the machine tool industry will continue, as too many builders chase too few customers. Moreover the increasing demands of globalization require companies to join together to create a competitive level of critical mass (read size) to play the global chess game.
On the other side of the coin, I think some builders are going to look hard at some of their product offerings and lop off non-viable machines in an effort to define and focus more resources on their core competencies.
As far as processing technology, I see a continuation of the trend of more operations performed on a single machine tool platform. Better programming tools and increased performance of the metalcutting modules will represent continued refinement of this multiple process class of machine tool.
I see the market drivers for these developments coming from shops looking to increase the performance of each spindle in the shop. The shortage of qualified workers will continue to plague the nation's shop floors in 2001, making the need for process automation, reduced setup times and reduced workpiece handling even more acute.
Everyone is interested in what business levels will be in the upcoming year. Most guesses seem to indicate a flat to moderately up year for metalworking overall. One way to keep tabs on metalworking's health is to monitor the plant capacity utilization index. It reflects a percentage of the theoretical metalworking capacity of the nation. If the number is 80 percent or above, it indicates growth. It's a helpful index. Now, let's sit back and see what happens.
Call me a wide-eyed dreamer, but I do think we will inaugurate a new president of the United States on January 20. Obviously, half of us will be happy with the new guy, and half of us won't be. But, I see we the people coming together, as is our custom, to support our new leader--at least until he screws up, which I also predict will happen.
I think that some consolidation of the machine tool industry will continue, as too many builders chase too few customers. Moreover the increasing demands of globalization require companies to join together to create a competitive level of critical mass (read size) to play the global chess game.
On the other side of the coin, I think some builders are going to look hard at some of their product offerings and lop off non-viable machines in an effort to define and focus more resources on their core competencies.
As far as processing technology, I see a continuation of the trend of more operations performed on a single machine tool platform. Better programming tools and increased performance of the metalcutting modules will represent continued refinement of this multiple process class of machine tool.
I see the market drivers for these developments coming from shops looking to increase the performance of each spindle in the shop. The shortage of qualified workers will continue to plague the nation's shop floors in 2001, making the need for process automation, reduced setup times and reduced workpiece handling even more acute.
Everyone is interested in what business levels will be in the upcoming year. Most guesses seem to indicate a flat to moderately up year for metalworking overall. One way to keep tabs on metalworking's health is to monitor the plant capacity utilization index. It reflects a percentage of the theoretical metalworking capacity of the nation. If the number is 80 percent or above, it indicates growth. It's a helpful index. Now, let's sit back and see what happens.
Machine tool consumption up slightly - Trends-Statistical Data Included
CHICAGO - U.S. machine tool consumption totaled an estimated $162.37 million in December, up 11.7 percent from a revised $145.4 million the previous month but 46 percent below $300.51 million in December 2000, according a joint report by the American Machine Tool Distributors' Association, Rockville, Md., and the Association for Manufacturing Technology, McLean, Va. "December machine tool orders were indicative of a yea that the machine tool industry is happy to close," said Ralph J. Nappi, AMTDA president. Machine too consumption totaled nearly $2.65 billion in 2001, down 34.1 percent from more than $4.02 billion the previous year. "Despite the decision by Congress to shelve the stimulus package, manufacturing indicators are not suggesting we are on the road to recovery yet," Nappi said. "The only good news about our economy is we are likely at the bottom."
Wednesday, April 25, 2007
Drilling/Trimming Routers machine aircraft materials
HyperMach(TM) System is available as 5-axis head plate mill that delivers 460 cu-in./min metal removal rate for aggressive cutting of large aluminum structures. Twin independent, 5-axis head, dual work zone version offers same cutting capability with large capacity automatic tool changers. Users can load/unload parts in one work zone while machining 2 parts simultaneously in second work zone. Both have internal vacuum system to accommodate dry or near-dry machining.
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Ultra high-precision technology will dramatically improve machining of new
materials used in today's aircraft
Hebron, Kentucky, December 20, 2005 - Cincinnati Machine announced today that it has expanded its HyperMach(TM) Series of High Rail Linear Motor Profilers by adding a Drilling and Trimming Router platform. This new machine will serve to meet today's demand for extreme accuracy in high-speed processing of composites. The design is also well-suited for a variety of other new materials, metallic & non-metallic honeycomb and aluminum as well as structures utilizing a combination of these materials.
As the use of new, high-strength/light-weight materials has migrated from military to commercial aircraft, improved drilling and trimming capabilities are required to meet higher volume assembly rates, according to Cincinnati Machine engineers. Less sophisticated routers designed for wood or plastic materials can no longer provide the accuracy or throughput required for determinate assembly processes used to produce today's commercial and military aircraft.
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Currently, Cincinnati Machine offers two HyperMach platforms. A single 5-Axis head plate mill delivers a 460 cubic in./min. metal removal rate for aggressive cutting of large aluminum structures. The Twin Independent 5-Axis Head, Dual Work Zone Machining System offers the same powerful cutting capability with the added flexibility of large capacity automatic toolchangers. This configuration provides extremely high spindle
utilization facilitated by the ability to load/unload parts in one work zone while machining two parts simultaneously in the second work zone.
The new Router platform incorporates proven Hyper Mach machine modules that include expandable X-Axis travel available in rack & pinion or linear motor direct drive configurations, standard linear direct drive Y-Axis, and vertical ram and A/C spindle head. Additionally, the HyperMach Router is equipped with a fully integrated internal chip and dust vacuum system to accommodate dry or near-dry machining.
The new router will be offered with multi-function options to maximize flexibility in meeting a wide variety of processing approaches. The first HyperMach Drill and Trim Router will be available for delivery in late 2006. Complete information on the HyperMach Drilling & Trimming Router platform can be obtained by contacting Cincinnati Machine toll-free at 1-800-934-0735, or by visiting the company's web site at www.cincinnatilamb.com
News Source:
Ms. Jami Leininger
Cincinnati Lamb
Tel: (859) 534-4839
About Cincinnati Machine (www.CincinnatiLamb.com): Cincinnati Machine, as part of Cincinnati Lamb, designs, builds and integrates high-volume and flexible machining systems as well as stand-alone production equipment for global aerospace, automotive, heavy equipment and general machining markets. The company offers technology-driven solutions that include composites processing equipment, profilers, routers, and
five-axis CNC machining centers; horizontal and vertical machining centers and turning centers; and automated assembly and test machines and systems. Additionally, the company provides the manufacturing industry's most comprehensive package of service and support through its PLUS program.
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Ultra high-precision technology will dramatically improve machining of new
materials used in today's aircraft
Hebron, Kentucky, December 20, 2005 - Cincinnati Machine announced today that it has expanded its HyperMach(TM) Series of High Rail Linear Motor Profilers by adding a Drilling and Trimming Router platform. This new machine will serve to meet today's demand for extreme accuracy in high-speed processing of composites. The design is also well-suited for a variety of other new materials, metallic & non-metallic honeycomb and aluminum as well as structures utilizing a combination of these materials.
As the use of new, high-strength/light-weight materials has migrated from military to commercial aircraft, improved drilling and trimming capabilities are required to meet higher volume assembly rates, according to Cincinnati Machine engineers. Less sophisticated routers designed for wood or plastic materials can no longer provide the accuracy or throughput required for determinate assembly processes used to produce today's commercial and military aircraft.
Advertisement
Currently, Cincinnati Machine offers two HyperMach platforms. A single 5-Axis head plate mill delivers a 460 cubic in./min. metal removal rate for aggressive cutting of large aluminum structures. The Twin Independent 5-Axis Head, Dual Work Zone Machining System offers the same powerful cutting capability with the added flexibility of large capacity automatic toolchangers. This configuration provides extremely high spindle
utilization facilitated by the ability to load/unload parts in one work zone while machining two parts simultaneously in the second work zone.
The new Router platform incorporates proven Hyper Mach machine modules that include expandable X-Axis travel available in rack & pinion or linear motor direct drive configurations, standard linear direct drive Y-Axis, and vertical ram and A/C spindle head. Additionally, the HyperMach Router is equipped with a fully integrated internal chip and dust vacuum system to accommodate dry or near-dry machining.
The new router will be offered with multi-function options to maximize flexibility in meeting a wide variety of processing approaches. The first HyperMach Drill and Trim Router will be available for delivery in late 2006. Complete information on the HyperMach Drilling & Trimming Router platform can be obtained by contacting Cincinnati Machine toll-free at 1-800-934-0735, or by visiting the company's web site at www.cincinnatilamb.com
News Source:
Ms. Jami Leininger
Cincinnati Lamb
Tel: (859) 534-4839
About Cincinnati Machine (www.CincinnatiLamb.com): Cincinnati Machine, as part of Cincinnati Lamb, designs, builds and integrates high-volume and flexible machining systems as well as stand-alone production equipment for global aerospace, automotive, heavy equipment and general machining markets. The company offers technology-driven solutions that include composites processing equipment, profilers, routers, and
five-axis CNC machining centers; horizontal and vertical machining centers and turning centers; and automated assembly and test machines and systems. Additionally, the company provides the manufacturing industry's most comprehensive package of service and support through its PLUS program.
Friday, April 13, 2007
Lean turning - In Gear - Kasper Machine Co. boring machine - Brief Article
Who: Kasper Machine Company (Madison Heights, MI)
What: Lean Model 300L turning and boring machine
Why you should care: The 300L uses a unique slide way design and a low friction bearing surface, which combines one box way for high rigidity with one vee way for high accuracy on both axes. The machine is designed to be fully self-contained and have a compact footprint to meet the needs of companies that are implementing lean manufacturing strategies.
Pertinent Data: The 300L is a single-spindle, two-axis turning machine that is designed for quick installation or relocation with a forklift. The machines can be grouped side by side with zero clearance between machines to make the best use of limited floorspace. Each machine takes up only 40 sq. ft. Applications include: heavy-duty roughing and precision hard turning operations. Eight to twelve tools can be mounted on the curvic coupling turret using common square and round shank tooling. The machine can be maintained from the front or the rear. A rear exit chip conveyor is standard, but the machine can also be mounted over an in-floor flume for chip disposal.
What: Lean Model 300L turning and boring machine
Why you should care: The 300L uses a unique slide way design and a low friction bearing surface, which combines one box way for high rigidity with one vee way for high accuracy on both axes. The machine is designed to be fully self-contained and have a compact footprint to meet the needs of companies that are implementing lean manufacturing strategies.
Pertinent Data: The 300L is a single-spindle, two-axis turning machine that is designed for quick installation or relocation with a forklift. The machines can be grouped side by side with zero clearance between machines to make the best use of limited floorspace. Each machine takes up only 40 sq. ft. Applications include: heavy-duty roughing and precision hard turning operations. Eight to twelve tools can be mounted on the curvic coupling turret using common square and round shank tooling. The machine can be maintained from the front or the rear. A rear exit chip conveyor is standard, but the machine can also be mounted over an in-floor flume for chip disposal.
PCD Grinding Machine has automatic view position facility
Manual RG5B uses proprietary control system that lets users develop tool program comprised of individual grind blocks (steps). Input via 15 in. touchscreen, each block specifies wheel position, wheel reciprocation speed from 0.1-50 mm/sec, wheel speed, wheel direction, and viewing position. System allows complete tools to be ground without re-adjusting machine to reposition for next flank or radius. Unit offers reciprocating table travel to 330 mm.
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The RG5B grinding machine is the latest development in Coborn's highly successful "RG" series of manual, PCD grinding machines. It embraces all of the features of the RG5A machine plus new improvements designed to enable tools to be ground far more efficiently and with greater consistency accuracy.
A new Coborn control system is used which enables users to quickly develop a tool program. Each program consists of a sequence of individual "grind blocks". Each grind block represents one grinding step, such that a tool with, for example, two flanks and one radius would be made up of 3 grind blocks. Each block specifies the wheel position, speed of wheel reciprocation, wheel speed, wheel direction and viewing position. The sequence of blocks is then saved under a program name or number which can then be quickly selected and re-used the next time the same tool has to be ground. Other functions, such as in-feed are controlled manually.
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The system allows complete tools to be ground without the need to re-adjust the machine to reposition for the next flank or radius. A view position facility is provided which automatically moves the wheel away, turns off the coolant and turn on the viewing lamp. When viewing is complete, the machine will automatically turn off the lamp, turn on the coolant, and move the head back to the current grind position and reciprocate.
Features of the machine Control system.
o Control via an industrial PC, software by Coborn Engineering
o Easy to control system, no 'computing' know-how necessary
o Input via a large, easy to read, 15" touch screen
o Tool programs quickly and easily developed ensuring minimal setup time
o Reciprocation amplitude and position stored and adjustable to 1 micron
o Reciprocating speed stored and adjustable from 0.1 - 50mm per sec
o Automatic view position facility, allows one touch viewing and return
o Digital readout with one micron resolution, switchable from mm to inches
o Control unit mounted on double swivel and tilt arm for convenient positioning General
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The RG5B grinding machine is the latest development in Coborn's highly successful "RG" series of manual, PCD grinding machines. It embraces all of the features of the RG5A machine plus new improvements designed to enable tools to be ground far more efficiently and with greater consistency accuracy.
A new Coborn control system is used which enables users to quickly develop a tool program. Each program consists of a sequence of individual "grind blocks". Each grind block represents one grinding step, such that a tool with, for example, two flanks and one radius would be made up of 3 grind blocks. Each block specifies the wheel position, speed of wheel reciprocation, wheel speed, wheel direction and viewing position. The sequence of blocks is then saved under a program name or number which can then be quickly selected and re-used the next time the same tool has to be ground. Other functions, such as in-feed are controlled manually.
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The system allows complete tools to be ground without the need to re-adjust the machine to reposition for the next flank or radius. A view position facility is provided which automatically moves the wheel away, turns off the coolant and turn on the viewing lamp. When viewing is complete, the machine will automatically turn off the lamp, turn on the coolant, and move the head back to the current grind position and reciprocate.
Features of the machine Control system.
o Control via an industrial PC, software by Coborn Engineering
o Easy to control system, no 'computing' know-how necessary
o Input via a large, easy to read, 15" touch screen
o Tool programs quickly and easily developed ensuring minimal setup time
o Reciprocation amplitude and position stored and adjustable to 1 micron
o Reciprocating speed stored and adjustable from 0.1 - 50mm per sec
o Automatic view position facility, allows one touch viewing and return
o Digital readout with one micron resolution, switchable from mm to inches
o Control unit mounted on double swivel and tilt arm for convenient positioning General
Advanced Work Stop Tool - Brief Article
The five-axis work stop is a new machine tool accessory. The work stop has been designed to meet and defeat problems associated with almost every type of milling work stop used in today's machine shop. The five-axis work stop is said to eliminate the need for numerous work stops previously required.
The work stop is compact and single mounts via t-nut to any size table base or machine. It requires minimum table area, allowing machinists maximum table room for additional work stops or vises. Work stop interference with the machine tooling is said to be eliminated as well.
The work stop locks in quickly and easily by securing two allen blots with a tong arm alien wrench. It has an adjustable sliding stop bar that is 8" long with a ball end and is easily maneuvered into many different positions.
The work stop is compact and single mounts via t-nut to any size table base or machine. It requires minimum table area, allowing machinists maximum table room for additional work stops or vises. Work stop interference with the machine tooling is said to be eliminated as well.
The work stop locks in quickly and easily by securing two allen blots with a tong arm alien wrench. It has an adjustable sliding stop bar that is 8" long with a ball end and is easily maneuvered into many different positions.
Machine tool consumption rises
The latest data from the United States Machine Tool Consumption Report (USMTC) indicate that machine tool consumption in the US totaled approximately $46 million in May. This total represents an increase of 8% from April, but a decrease of 8.5% when compared to the estimate of $510 million for May 1999.
Cumulative consumption through May has been computed at $2.3 billion. When compared to 1999, consumption data reveal a 4% increase.
The USMTC report, jointly compiled by AMT and AMTDA, the American Machine Tool Distributor's Association, provides regional and national data on consumption of domestic and imported machine tools and related equipment in the United States.
Cumulative consumption through May has been computed at $2.3 billion. When compared to 1999, consumption data reveal a 4% increase.
The USMTC report, jointly compiled by AMT and AMTDA, the American Machine Tool Distributor's Association, provides regional and national data on consumption of domestic and imported machine tools and related equipment in the United States.
Software gives streaming data on machine dynamics
Used with ML10 laser calibration system, QuickView software permits engineers to study minute variations in linear or angular displacements, velocities, or accelerations in machines and mechanical devices. Graphic interface allows flexible point and measure operation, while oscilloscope-type display options, combined with inherent low noise of ML10 laser, permit users to see features on screen down to 1 nm (linear) or 0.01 arc/sec (angular) resolution.
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QuickView(TM) software package gives streaming data on machine dynamics, while delivering superior performance and cost-effectiveness to accelerometers and laser vibrometers
June 2005 - Renishaw extends the motion analysis capabilities of its ML10 laser calibration system to give engineers continuous "streaming" data on machine dynamics, viewable on a live oscilloscope-type display. A new, simple-to-use and intuitive software package, QuickView(TM) enables real-time, high-resolution motion analysis of linear or angular positioning accuracy, velocities or accelerations. Essentially, Renishaw has combined the superb accuracy and resolution of its interferometer system with the ease of use of a conventional oscilloscope. The flexible analytical software makes the ML10, universally used for machine tool calibration, into a powerful, cost-effective tool for engineering, research and academic institutions.
Just as electronic engineers rely on oscilloscopes to study high-speed variations in voltage or current, QuickView software permits mechanical engineers to study minute variations in linear or angular displacements, velocities, or accelerations in all kinds of machines and mechanical devices. Applications include everything from miniaturized, high-speed stages in the electronics and biotechnology fields to transducers, actuators, machine tools, measuring machines, and many kinds and sizes of multi-axis motion systems. The ML10 interferometer with QuickView software provides a cost-effective alternative to accelerometers and vibrometers, plus the superior accuracy of true differential measurement.
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QuickView's simple, graphic interface allows flexible "point and measure" operation, avoiding the need for predefined measurement targets and sequences. Display options, combined with inherent low noise of the ML10 laser, permit users to see features on the screen down to 1 nm (linear) or 0.01 arc/sec (angular) resolution.
Functionalities of the versatile software include:
o Live data display in oscilloscope-style format
o Three modes of data capture: free running, single shot trigger and multi-shot trigger
o Easily exportable CSV data format allows detailed off-line analysis
o Cursors for measurement of amplitude, time and frequency
o Linear, angular and straightness measurement options
o Distance, velocity and acceleration display modes
o Pan and zoom function allowing 'close up' analysis of selected data
Running on Windows[R] XP, QuickView software reads the laser data at 5Khz and displays the result as a position-vs.-time trace on the screen in real time. Conventional time-base and gain controls enable adjustment of the time-base (x-axis) from 10 ms to 20 seconds and the position axis from 100 nm to 5 m.
Additional on-screen buttons allow selection of AC or DC coupling and a range of low-pass filters with response times of 0 ms, 2 ms, 5 ms, and 10 ms. AC coupling is especially useful when measuring vibration, enabling any slow drift in position (due to thermal expansion, for example) to be rejected.
The QuickView software has the ability (unlike a conventional oscilloscope) to differentiate incoming data to obtain velocity or acceleration versus time traces. Velocities are obtained by calculating the differences between adjacent laser position readings, while accelerations are computed from the difference between adjacent laser velocity readings. The ML 10's low-pass filters are especially useful in removing noise from velocity and acceleration traces.
Compared to an accelerometer, the Renishaw interferometer system provides superior linear and angular accuracies for assessing dynamic positioning performance and repeatability. Linear position data, for example, is accurate to [+ or -]0.7 ppm (e.g. [+ or -]0.7 [micro]m over a 1 meter move).
The QuickView software is designed for use with Renishaw's new DX10 interface which connects the laser and environmental compensator to the PC via an industry standard USB connection. The DX10 replaces the older PCMCIA (laptop) or ISA (desktop) interfaces, and is compatible with the established Renishaw "Laser 10" laser measurement and capture software package.
********************
QuickView(TM) software package gives streaming data on machine dynamics, while delivering superior performance and cost-effectiveness to accelerometers and laser vibrometers
June 2005 - Renishaw extends the motion analysis capabilities of its ML10 laser calibration system to give engineers continuous "streaming" data on machine dynamics, viewable on a live oscilloscope-type display. A new, simple-to-use and intuitive software package, QuickView(TM) enables real-time, high-resolution motion analysis of linear or angular positioning accuracy, velocities or accelerations. Essentially, Renishaw has combined the superb accuracy and resolution of its interferometer system with the ease of use of a conventional oscilloscope. The flexible analytical software makes the ML10, universally used for machine tool calibration, into a powerful, cost-effective tool for engineering, research and academic institutions.
Just as electronic engineers rely on oscilloscopes to study high-speed variations in voltage or current, QuickView software permits mechanical engineers to study minute variations in linear or angular displacements, velocities, or accelerations in all kinds of machines and mechanical devices. Applications include everything from miniaturized, high-speed stages in the electronics and biotechnology fields to transducers, actuators, machine tools, measuring machines, and many kinds and sizes of multi-axis motion systems. The ML10 interferometer with QuickView software provides a cost-effective alternative to accelerometers and vibrometers, plus the superior accuracy of true differential measurement.
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QuickView's simple, graphic interface allows flexible "point and measure" operation, avoiding the need for predefined measurement targets and sequences. Display options, combined with inherent low noise of the ML10 laser, permit users to see features on the screen down to 1 nm (linear) or 0.01 arc/sec (angular) resolution.
Functionalities of the versatile software include:
o Live data display in oscilloscope-style format
o Three modes of data capture: free running, single shot trigger and multi-shot trigger
o Easily exportable CSV data format allows detailed off-line analysis
o Cursors for measurement of amplitude, time and frequency
o Linear, angular and straightness measurement options
o Distance, velocity and acceleration display modes
o Pan and zoom function allowing 'close up' analysis of selected data
Running on Windows[R] XP, QuickView software reads the laser data at 5Khz and displays the result as a position-vs.-time trace on the screen in real time. Conventional time-base and gain controls enable adjustment of the time-base (x-axis) from 10 ms to 20 seconds and the position axis from 100 nm to 5 m.
Additional on-screen buttons allow selection of AC or DC coupling and a range of low-pass filters with response times of 0 ms, 2 ms, 5 ms, and 10 ms. AC coupling is especially useful when measuring vibration, enabling any slow drift in position (due to thermal expansion, for example) to be rejected.
The QuickView software has the ability (unlike a conventional oscilloscope) to differentiate incoming data to obtain velocity or acceleration versus time traces. Velocities are obtained by calculating the differences between adjacent laser position readings, while accelerations are computed from the difference between adjacent laser velocity readings. The ML 10's low-pass filters are especially useful in removing noise from velocity and acceleration traces.
Compared to an accelerometer, the Renishaw interferometer system provides superior linear and angular accuracies for assessing dynamic positioning performance and repeatability. Linear position data, for example, is accurate to [+ or -]0.7 ppm (e.g. [+ or -]0.7 [micro]m over a 1 meter move).
The QuickView software is designed for use with Renishaw's new DX10 interface which connects the laser and environmental compensator to the PC via an industry standard USB connection. The DX10 replaces the older PCMCIA (laptop) or ISA (desktop) interfaces, and is compatible with the established Renishaw "Laser 10" laser measurement and capture software package.
Root out lawn and garden tool hazards
For many Americans, working outdoors on the lawn and in the garden is a great way to exercise and relax. However, safety experts warn that, if caution is not employed with lawn and garden tools, you could wind up spending more time indoors, starting with a trip to a hospital emergency room.
"The most frequent injuries are from lawn mowers, which are unforgiving machines," cautions John Drengenberg, manager of Consumer Affairs for Underwriters Laboratories Inc., Northbrook, Ill., a not-for-profit product safety testing organization. "Statistics tell us that each year lawn mower accidents send close to 85,000 people to emergency rooms. But that's not all. Nearly 15,000 others need medical treatment for injuries from trimmers and other power garden tools."
Drengenberg suggests taking these precautions when working with lawn mowers:
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* Read the owner's manual and know how to stop the machine instantly in an emergency.
* Always start the mower outdoors. Never operate it where carbon monoxide can collect, such as in a closed garage or storage shed.
* Do not run an electrically powered lawn mower on wet grass.
* Use an extension cord designed for outdoor use and rated for the power needs of the machine.
* Never reach under the mower while it is running. Make all adjustments with the motor off.
* Ensure all safety guards are in place. If you hit a foreign object or have a malfunction, turn off the mower (and disconnect the power cord from electric models) before inspecting for damage.
* Never leave a lawn mower running while unattended.
* Keep other adults, children, and pets clear. Mowers can fling rocks at up to 200 miles per hour.
* Make sure shoes provide good traction and have sturdy soles to resist punctures and protect toes. Never work barefoot or in sandals, canvas shoes, etc.
Concerning lawn and garden tools, it is best to:
* Inspect tools for frayed power cords and cracked or broken casings. If the product is damaged, have it repaired by a qualified technician, or replace it.
* Always wear safety glasses and proper attire. Keep clothing, hands, and feet away from cutting blades at all times. Never wear loose jewelry when working with tools.
* Never alter a product or remove any safety features, especially blade guards and electric plug grounding pins.
* Check the switch on a power tool or garden appliance to make sure it is off before you plug it in.
* Unplug all portable electrically operated power tools when not in use. They contain electricity even when turned off but still plugged in.
* Pay attention to warning markings. Do not allow tools to get wet unless they are specifically labeled "Immersible." When operating tools outside, make sure they are appropriate for that use.
* Use and store power tools and garden appliances away from water sources to avoid electric shock. Never use power tools and appliances in the rain.
* Do not carry an appliance by the cord or yank the cord when removing it from a receptacle. When disconnecting, always grasp the plug--not the wire. Keep the cord away from heat, oil, and objects with sharp edges.
"The most frequent injuries are from lawn mowers, which are unforgiving machines," cautions John Drengenberg, manager of Consumer Affairs for Underwriters Laboratories Inc., Northbrook, Ill., a not-for-profit product safety testing organization. "Statistics tell us that each year lawn mower accidents send close to 85,000 people to emergency rooms. But that's not all. Nearly 15,000 others need medical treatment for injuries from trimmers and other power garden tools."
Drengenberg suggests taking these precautions when working with lawn mowers:
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* Read the owner's manual and know how to stop the machine instantly in an emergency.
* Always start the mower outdoors. Never operate it where carbon monoxide can collect, such as in a closed garage or storage shed.
* Do not run an electrically powered lawn mower on wet grass.
* Use an extension cord designed for outdoor use and rated for the power needs of the machine.
* Never reach under the mower while it is running. Make all adjustments with the motor off.
* Ensure all safety guards are in place. If you hit a foreign object or have a malfunction, turn off the mower (and disconnect the power cord from electric models) before inspecting for damage.
* Never leave a lawn mower running while unattended.
* Keep other adults, children, and pets clear. Mowers can fling rocks at up to 200 miles per hour.
* Make sure shoes provide good traction and have sturdy soles to resist punctures and protect toes. Never work barefoot or in sandals, canvas shoes, etc.
Concerning lawn and garden tools, it is best to:
* Inspect tools for frayed power cords and cracked or broken casings. If the product is damaged, have it repaired by a qualified technician, or replace it.
* Always wear safety glasses and proper attire. Keep clothing, hands, and feet away from cutting blades at all times. Never wear loose jewelry when working with tools.
* Never alter a product or remove any safety features, especially blade guards and electric plug grounding pins.
* Check the switch on a power tool or garden appliance to make sure it is off before you plug it in.
* Unplug all portable electrically operated power tools when not in use. They contain electricity even when turned off but still plugged in.
* Pay attention to warning markings. Do not allow tools to get wet unless they are specifically labeled "Immersible." When operating tools outside, make sure they are appropriate for that use.
* Use and store power tools and garden appliances away from water sources to avoid electric shock. Never use power tools and appliances in the rain.
* Do not carry an appliance by the cord or yank the cord when removing it from a receptacle. When disconnecting, always grasp the plug--not the wire. Keep the cord away from heat, oil, and objects with sharp edges.
A Linux-based tool for hardware bring up, Linux development, and manufacturing
Bare Metal Linux (BML), a tool that we implemented to accelerate the bring up of POWER5 * (1)-based systems, is described in this paper. The POWER5 processor, released in 2004, is the latest version of the POWER architecture from IBM (POWER is a RISC [reduced instruction set computer] architecture). The POWER5 design implements two-way simultaneous multithreading (SMT) on each of the two processor cores on the chip. SMT combines multithreading, which consists of multiple threads utilizing the same processor in one-at-a-time fashion, with the simultaneous use of the multiple execution units present in a modern processor. In the two-thread SMT architecture of POWER5, the execution units not needed by the first thread are available to the second thread in the same clock cycle.
Non-Uniform Memory Access (NUMA) refers to a computer memory architecture where the memory access time depends on the memory location. Specifically, access to local memory is faster than nonlocal memory. For increased efficiency the operating system must incorporate in its algorithms knowledge about NUMA, such as the ratio of access times to local and remote memories. Although POWER5 systems, which contain multiple memory controllers distributed throughout the machine, are not NUMA in the classical sense (remote memory latency is very close to local memory latency), they still benefit from NUMA-aware scheduling.
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When a new system is designed, it is necessary to put the hardware through a series of tests to verify that it functions as expected. Booting a general-purpose operating system is a complex exercise requiring hardware errors to be addressed, initializations to be set up correctly, and firmware to be functional before operating-system testing can commence. This bring-up process is usually done in stages, incrementally increasing the scope and coverage of the hardware tested.
Typically the bring up of a processor chip begins at wafer test, when test patterns are run on the wafer to detect any circuits that are not working correctly. After good test sites (on the wafer} have been identified, the chips are diced and mounted on substrates to form modules. The bring up then continues on these modules by mounting them in test fixtures, which provide the system environment. At this point the chips execute functional code sequences intended to verify proper instruction execution. These low-level tests consist of the following steps: (1) generate a stream of instructions, initial conditions, and expected results, (2) load and run the generated stream and save the results, and (3) compare these results to the expected results.
After the low-level tests have verified basic processor functions, more complex exercisers are then used to verify functions in the processor and memory subsystems. After this stage is completed, the verification process continues at the operating-system level. Support is provided to execute larger, more complex programs that require a file system for storing code, data, and supporting tools. At this point support for I/O devices is needed. Whereas it is fairly straightforward to develop and employ low-level exercisers for processor core and memory, when I/O is required, then the flexibility of a general-purpose operating system is typically needed.
The POWER5 system predecessor, using POWER4 * processors, (2) supported two methods of booting an operating system. In the first method the operating system is booted directly on the hardware by firmware. In the second method the firmware loads a hypervisor and, at the same time, the system resources are allocated to a number of hypervisor-controlled partitions. Each partition behaves as a separate virtual computer, on which an operating system may be loaded.
The POWER5 hypervisor provides additional virtualization capabilities compared to those for POWER4 systems, and in particular a high degree of resiliency to runtime errors. Supporting such advanced functions necessarily involves complexity. Although the architecture of the hypervisor has been designed to support additional virtual resources, these advanced functions were integrated throughout the hypervisor and the supporting firmware. As a result, POWER5 firmware no longer supports booting the operating system directly on the hardware.
This presented a problem during the bring-up phase of system development, when the hardware and the software were brought together. At this stage, the I/O had very limited testing. Without a general-purpose operating system running, the POWER5 bring-up team could not run operating system-based exercisers on the new hardware. Yet, the hypervisor had to be functional before an operating system could be booted. Complex error recovery during early bring up was not desirable because it had the potential to hide errors from the debug engineers. For these reasons relying on the hypervisor for the bring up was ruled out.
Non-Uniform Memory Access (NUMA) refers to a computer memory architecture where the memory access time depends on the memory location. Specifically, access to local memory is faster than nonlocal memory. For increased efficiency the operating system must incorporate in its algorithms knowledge about NUMA, such as the ratio of access times to local and remote memories. Although POWER5 systems, which contain multiple memory controllers distributed throughout the machine, are not NUMA in the classical sense (remote memory latency is very close to local memory latency), they still benefit from NUMA-aware scheduling.
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When a new system is designed, it is necessary to put the hardware through a series of tests to verify that it functions as expected. Booting a general-purpose operating system is a complex exercise requiring hardware errors to be addressed, initializations to be set up correctly, and firmware to be functional before operating-system testing can commence. This bring-up process is usually done in stages, incrementally increasing the scope and coverage of the hardware tested.
Typically the bring up of a processor chip begins at wafer test, when test patterns are run on the wafer to detect any circuits that are not working correctly. After good test sites (on the wafer} have been identified, the chips are diced and mounted on substrates to form modules. The bring up then continues on these modules by mounting them in test fixtures, which provide the system environment. At this point the chips execute functional code sequences intended to verify proper instruction execution. These low-level tests consist of the following steps: (1) generate a stream of instructions, initial conditions, and expected results, (2) load and run the generated stream and save the results, and (3) compare these results to the expected results.
After the low-level tests have verified basic processor functions, more complex exercisers are then used to verify functions in the processor and memory subsystems. After this stage is completed, the verification process continues at the operating-system level. Support is provided to execute larger, more complex programs that require a file system for storing code, data, and supporting tools. At this point support for I/O devices is needed. Whereas it is fairly straightforward to develop and employ low-level exercisers for processor core and memory, when I/O is required, then the flexibility of a general-purpose operating system is typically needed.
The POWER5 system predecessor, using POWER4 * processors, (2) supported two methods of booting an operating system. In the first method the operating system is booted directly on the hardware by firmware. In the second method the firmware loads a hypervisor and, at the same time, the system resources are allocated to a number of hypervisor-controlled partitions. Each partition behaves as a separate virtual computer, on which an operating system may be loaded.
The POWER5 hypervisor provides additional virtualization capabilities compared to those for POWER4 systems, and in particular a high degree of resiliency to runtime errors. Supporting such advanced functions necessarily involves complexity. Although the architecture of the hypervisor has been designed to support additional virtual resources, these advanced functions were integrated throughout the hypervisor and the supporting firmware. As a result, POWER5 firmware no longer supports booting the operating system directly on the hardware.
This presented a problem during the bring-up phase of system development, when the hardware and the software were brought together. At this stage, the I/O had very limited testing. Without a general-purpose operating system running, the POWER5 bring-up team could not run operating system-based exercisers on the new hardware. Yet, the hypervisor had to be functional before an operating system could be booted. Complex error recovery during early bring up was not desirable because it had the potential to hide errors from the debug engineers. For these reasons relying on the hypervisor for the bring up was ruled out.
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