It sounds a bit like Rodney Dangerfield to put it this way, but millions of people literally walk all over Engelhard Corporation's specialized paper products every day. The difference between the comedian and the company is that Engelhard does get respect.

Engelhard HexCore L.P., a subsidiary of Engelhard Corporation, is a producer of aramid paper-based honeycomb core products used widely in the manufacture of aircraft, boats, air conditioner rotors and sports equipment. The product is popular with the aircraft industry because it provides excellent structural capabilities for interior cabin construction, yet it is light in weight. It is also useful in commercial and industrial air conditioning systems because it provides a way to achieve high-level latent heat removal properties that make A/C systems more efficient and solve problems with indoor air quality.

A growing demand for the specialty honeycomb products triggered the launch of a massive program at the Engelhard facility in Miami to completely retool plant floor information systems and to provide a real-time link between production applications and the corporate information systems (IS) operations. Earl Truman, honeycomb production process team leader, started the quest with a visit to the APICS International Conference and Exhibition in Orlando, Fla. in the fall of 1995, armed with a "wish list" of software capabilities he sought for implementing the project. At that show he created a short list of potential vendors and proceeded over the next 12 months to select a software vendor and a system integrator who understood manufacturing processes, then to develop a program proposal for winning corporate budget approval.

The Engelhard project staff completed the first phase in May 1997, only six months after starting development work. Within another three months, they were well into the second phase of the three-part program. Working closely with system integrators ISE of Knoxville, Tenn., they used multiple components of the FactorySuite package of application development tools from Wonderware Corporation of Irvine, Calif., to create systems for PC-based control of production machinery; for supervisory control and data acquisition (SCADA) of production workstations; for work-in-process (WIP) tracking of all manufacturing processes; for creating a real-time relational database of production information; and for providing real-time links to the corporate manufacturing resource planning (MRP) and financial systems that run on an AS/400 located at corporate headquarters in New Jersey.

Defining the project
The original intent of the project was to replace an outdated bar code system and eliminate the use of paper forms in manufacturing operations. The company had been using a paper shop ticket for tracking each honeycomb block from start to finish — a fan-fold form that literally could be as much as six to eight feet in length, depending on the product being made. All production data was entered manually and was linked to a bar code ID for each block of honeycomb produced.

"ISE and Wonderware had created an application demo for the APICS show booth that showed the real-time linking of plant floor operations, including WIP tracking, to MRP systems," Truman explains. "They showed me simplicity with great functionality — automatically doing receipt of incoming materials, mixing and delivering materials, dispatch lists, work instructions, real-time data collection on the process, and more."

The formal program changed from merely being a paper-based manufacturing system to what Engelhard now calls the Advanced Integrated Manufacturing System (AIMS). This took advantage of multiple modules from the Wonderware FactorySuite to integrate plantwide functionality for human-machine interface (HMI), WIP, database, PC-based machine control and remote data viewing. In addition, it provided an easy to use but high performance real-time link with the company's BPCS MRP system.

Turning Art Into Science
The process of making honeycomb structural products is a complex one that in the past had been almost the exclusive province of several skilled technicians. These operators maintained their own process notebooks on each block as they made it, so they could replicate the particular product recipe from one batch to the next. But as more product types were added to meet new customer needs, the complexity of the "art" became overwhelming. Although the basic process steps were quite similar, requirements for honeycomb to be used in desiccant air conditioning rotors were vastly different from those required for interior structures aboard aircraft.

"Our goal with the AIMS system was to take all production from what had been an informal system, an �art' if you will, to a formal one, a science," Truman says. "The intent was that every time we put a block through this process, we would know exactly what it takes to produce it. We would know how to drive the equipment more efficiently, would automate all data collection from the process, provide information to operators so output volume and quality would be predictable, and we would meet or exceed customer specifications with near-100 percent reliability and operator safety."

Integrating Multiple Applications
The Engelhard production systems were oriented toward manual control of multiple application steps, with production data generated via bar code readers, by handwritten notations, or via chart recorders. The collection of labor and materials data was not in real time, and data was forwarded to the MRP system in batches, also not in real time. Collection and retrieval of operating conditions were done manually on shop travelers or oven charts.

All of this has changed with the implementation of the new systems. There are 15 nodes each of Wonderware InTouch HMI software and Wonderware InTrack WIP tracking software running on PCs spread throughout the plant. Operators can now automatically download customer orders for starting production and can monitor honeycomb block production as it progresses through the plant, from workstation to workstation. One of those initial PCs, located adjacent to the dielectric press, is also running the first node of Wonderware's InControl PC-based machine control software. It functions as the programmable logic control (PLC) system for the press. In addition, the quality lab uses a workstation to access on-line production data and to attach results from quality control sample tests.

"We're running the whole network on one NT server, but we're going to upgrade that so we have dual redundant servers," says Robert Agramonte, systems engineer.

The system designed by ISE and the project team has 15-20 main screens for all the applications. A single log-on procedure is used for all of the workstations, but within each application, each employee has to log on with his or her own user ID in order to use the system. "One of the nice things about the system design is that all applications have the same �look and feel,' so any of us can use any workstation as needed, and it all is familiar," Truman says. "You can monitor any job in the plant from any of the workstations."

The order of priority for implementing the system was to first upgrade the rotogravure printer that applies the adhesive to the paper, then to do the dielectric press, the curing ovens, the expanders, the sheeter/stackers, the saws, rotor fabrication and the quality lab. "We added the process data to close the loop and add new capabilities and then put our shop order data into the relational database," Truman says. "We eliminated the bar code readers and replaced them with InTouch functions. We plan on getting rid of all the old paper chart recorders at some point. We can now track real-time data related to each shop order and, having the database, we can begin measuring performance parameters for each batch produced. What was the temperature and the time duration of a cure process? What were the temperature trends during the run? In the last 10 times the job was done, was there any different profile element that gave us different results? This ability to really examine the production steps in each batch allowed us to create standards that result in higher volume production with higher product quality and consistency from batch to batch."

Paul Draghi, site director, adds, "Once we download the shop order for a customer, it comes up right on the workstation screen, complete with product specifications for that order, detailed work instructions for what the operator has to do, the �recipe' of oven parameters, special instructions for that item number or shop order and safety instructions that caution him about any potential dangers," he says. "These lists of work and safety instructions must be followed and confirmed by operator inputs because we need to be able to certify to both our customer, the aircraft manufacturer, and/or the Federal Aviation Administration (FAA) that we followed those specific procedures. All of this information is stored in the SQL Server database according to shop order number and item number. We can routinely produce reports and analyze the data as we wish, and we also can more easily provide a complete product genealogy to the customer and regulatory agencies."

One of the most sophisticated pieces of equipment in the plant is the dielectric oven, which incorporates a large 75 kilowatt oscillation tube to generate radio frequencies (RF) that cure the honeycomb blocks by heating them under pressure.

The use of InControl on the same machine as the HMI and WIP applications makes setup of the dielectric press simpler to accomplish and more reliable to operate, says Truman.

"The operators simply load the blocks in the press, load the recipes according to the shop order, and input any extra information needed, such as whether multiple blocks will be processed at the same time," Truman says. "They know what the current setpoints are, right on the workstation screen, so all they have to do is key in the new configuration data for that set of blocks, and the system resets all the setpoints for the new configuration."

AIMing for the Future
The new integrated automation systems have allowed the company to make great strides. "We've already replaced our manual planning activities on BPCS, and we're readying systems to convert to a new MAX MRP II system," Truman says. "We've automated our dispatch list. We've replaced our outdated bar code system. We've replaced all the big books of work instructions that had to be maintained on the shop floor. We've integrated laboratory QC testing with the production process. We've automated the certification process. We've achieved paperless engineering documentation and controls. And the results have been outstanding already.

"In addition, our productivity has gone from a production yield of 40 percent two years ago to more than 90 percent now," he explains. "Scrap costs for product that was no good — either over-cooked or under-cooked in the cure process — have been reduced by more than 80 percent. And all of this was accomplished without specific efforts to do so. It's been a generalized result just from putting in these automation systems and using these tools."

Steelcase Inc., a manufacturer of office furniture, utilizes advanced workplace planning software to help interior designers lay out, specify, price and order workspace solutions.

Customers are demanding more sophisticated furniture solutions to leverage their investments in process improvements, technology upgrades and organizational change. In response to these needs, Steelcase Inc. has evolved from a manufacturer of desks, files, chairs and modular furniture systems to a provider of total interior space solutions.

At each step along the way, the interior design professionals have discovered that product solutions have become more sophisticated and complex to lay out, specify, price and order. Existing software tools provide some assistance, but fall short of designer expectations for two reasons: They don't help the designer visualize the workspace solution and don't have the built-in intelligence to ensure that components are correctly connected. The result is that the workplace planning process remains a slow and error-prone one.

After studying these problems, Steelcase defined a vision for simplifying the space planning and application of products. This vision led to the development of a database of product information and application rules which can be plugged into the end user applications. The database helps to ensure complete and accurate orders, resulting in shorter manufacturing and delivery times and increased customer satisfaction.

The first use of this database is in a software program named Accelerate.

To turn vision into reality, Steelcase developed a "best of breed" software solution integrating sales automation software from The Premisys Corporation, AutoCAD from Autodesk and SAP's Sales Configuration Engine.

Premisys, a Chicago software company with a background in architectural design and AutoCAD use, provided its CustomWorks software. The capabilities of CustomWorks include: product catalog, browsing, configurator logic and parametric drawing generation. One of CustomWorks' strengths is its flexibility in using its own internal configurator or another ERP-based configurator such as SAP's, or combinations of both to best satisfy the system requirements. In Accelerate, a combination of CustomWorks and SAP configurator logic is used.

While the rollout phase is just underway, early indications are that the original goal of increased ordering accuracy and customer service has been met and exceeded.

Integrated software capability lets the designer develop an office layout and specify desired components. A CustomWorks preview window generates and updates CAD graphics as configuration choices are made. As "trial-fit" changes in layout affect component parts requirements, the system automatically identifies new part numbers using configurator logic. Accelerate eliminates the chances for order entry errors caused by invalid combinations of parts. This system validates the combinations of options and variations to include only those configurations that can be built according to the predefined logic stored in the program.

"It is easy to accurately specify Steelcase products and �see' an order," says Carl Smith, Steelcase's director of marketing services and technology. "Because of the speed and ease of developing a space plan for our customers, we are an easy company to do business with."

To give the designer free rein during the interactive layout process, Accelerate allows the user to control the timing of validation. For example, a designer can create high-level schematic plans first and then go in and apply detailed information later.

Upon satisfactory completion of the specified design, CustomWorks retains the configuration information either for immediate processing — as an order — or for future access in the event of changes. Typically, large-scale office design evolves over a period of time, often six months or more. Therefore, the system must cope with continual changes to the plan.

When the space plan is finally approved, the resulting information is transferred to the Steelcase dealer's order entry/management system to be prepared for final transformation to meet Steelcase manufacturing information needs. Manufacturing is as-sured that each unique combination can indeed be built. This results in fewer errors and less potential factory rework.

With maturity of the system and growing confidence in the results, Steelcase intends to expand the reach of their system via the Internet.

Nissan's Smyrna, Tenn., manufacturing plant utilizes an automation system to assist manufacturing flow and optimize their production processes.

Nissan's stamping department needed a way to efficiently coordinate its output with the remaining assembly operations. Since various models share the same assembly line, coordination is vital to assure proper assembly setup and synchronize stamping output with subsequent assembly output. This reduces work in process (WIP) and minimizes overall changeover time.

The stamping process is the first link in a long and sophisticated manufacturing chain. Its impact greatly affects the remaining assembly process. In the stamping process, several presses are utilized with various dies to produce the many components of the vehicle. Dies must be continuously changed to produce each separate part. Coordinating the schedule of the correct die in the proper quantity is vital to smooth production flow. Accurate data of when a particular part should be produced and in its proper quantity is needed to avoid errors which can lead to disastrous delays, ruin Just-in-Time efforts and add WIP in the subsequent production process.

In addition, the stamping process must accurately predict this information to minimize the number of die changes. "We needed a system to track die changeover and downtime occurrences and duration," says Luther Head, stamping process manufacturing manager. "Efficiently changing dies in the stamping process is a key factor in overall productivity since a single press is used with various dies to produce the numerous parts used in assembly." Both of these factors deplete the actual window of time the press is in operation which can impact the assembly operation that is solely dependent upon stamping output.

Synchronized production is also a vital concern. To properly complete assemblies, the correct ratio of component parts are essential. Real-time monitors that instantly indicate target and actual quantities produced could avoid potential problems in work delays or excess WIP.

Monitoring and Feedback
Nissan contracted with Redwolf Industries Inc., a domestic specialist in turnkey productivity systems, to implement a productivity monitoring and feedback system for use on eleven 1,200 metric ton presses. The monitoring and feedback system was a cost-effective method of implementing the features of lean manufacturing and quantifying and coordinating their production process. "In Japan, we know that similar systems have shown dramatic increases of 23 percent in productivity through reduction of cycle time," says Head. "They also have reduced downtime by 18 percent by recording causes to avoid repeat occurrences. Redwolf worked with us to implement the parameters we wanted into their standard system."

The system is designed to synchronize output, establish a standardized work pace and monitor equipment conditions, all while continuously storing production data. The system shows individual progress compared with the flow at any instant in the day. In addition, equipment status is displayed to immediately alert maintenance personnel of equipment downtime and other potential problems.

Implementation
Each station of the Redwolf system is linked via a single wire to a central PC to store and evaluate pertinent production data. Reports compile this data for use in process management. These reports aid in evaluating process performance, trend analysis and identification of inefficiencies. Analysis of these parameters indicates areas for improvement. This cycle is repeated to optimize production for continuous improvement.

Based on the total number of minutes in the shift (not including breaks), the system will calculate a running target of desired production output. This target is synchronized with the "tact time" (cycle time) of subsequent operations. Since the system automatically collects the actual number of parts made, this means that at any time period in the shift the worker knows exactly where each process is, compared to where output should be in order to achieve the production goal.

The system tracks die changeover and downtime occurrences and duration. By interfacing the system directly with production machinery, the change activates a display timer on the production scoreboard. After the die has been changed, the timer is locked and the total elapsed time is displayed and recorded at the PC. By interfacing the monitoring system with production machinery, downtime is automatically recorded according to category. This information is stored and is available for analysis.

"The main benefit of the system is that we have a real-time indication of our performance at any instant. This feedback is important to give a clear understanding of our performance, as well as coordinate our situation with other processes that depend on our output," says Head. "We know that improvements come by refining the overall process. Knowing the condition of the process will come only by observing and recording its performance."

Copyright © 1998 by APICS — The Educational Society for Resource Management. All rights reserved.

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