Despite its advantages, new technology isn’t always embraced

Improving productivity has long been a shared goal of manufacturers.

A few decades ago, the desire to improve productivity led to innovations like the automatic screw machine, digital readouts and CNC machining. And more recently, we have seen innovations like part probes, automated tool setting and machine tool monitoring.

The use of many modern technologies has become so widespread that machinists, toolmakers and engineers no longer consider them new or advanced. As examples, all machine tool builders now offer probes, tool-setting devices, USB ports and monitoring software as options; some high-end builders even include these as standard features. Almost any CNC machinist or manufacturing engineer can quickly detail the productivity advantages associated with the use of such devices.

Despite the advantages, though, it is common to find shops where productivity-enhancing technologies are not universally embraced.

Why is this? Because of poor or incomplete integration of a technology into a manufacturing process. The addition of capabilities and devices to a manufacturing system requires that all the components—old and new—mesh seamlessly. Improper installation or a painful integration of a new technology can leave a negative, indelible impression on shop personnel and engineers, giving rise to mistrust and apathy. These, in turn, can lead to complete rejection or underutilization of a new technology.

Automotive machining is a prime example. Large auto-parts manufacturers have controlled, highly reliable, mature machining processes with little or no variation. Addition of a new or different device intended to enhance productivity, for instance, can create a system that deviates from what is familiar and reliable, resulting in a device going unused.

To ensure success, shops and other manufacturers must understand and take into account the four main areas of the technology acquisition process: problem definition, conceptualization, implementation and realization.

Define the Problem

The purchase and implementation of a productivity-enhancing technology should be preceded by analysis of the entire manufacturing process, with the goal being a clear understanding of the problem or problems.

Where are productivity losses occurring? Do setups take too long? Do inspection and data collection inhibit the flow of parts? Does tool wear interrupt production or cause quality issues? Is there a combination of issues in which one is exacerbated by others?

In every situation, implementation requires an accurate definition of the problem.

Conceptualize the Effects