Hands Free

A multitasking machine lets the user consolidate operations performed on multiple machines into one machine. This drastically reduces setup time, increases throughput and leads to higher-quality parts.

One definition of the word “vision” is the ability to perceive, discern and anticipate. And while it’s said that hindsight is 20/20, how many can claim to have seen the future?

Carlo Moyano can. Three years ago, the president and CEO of JCM Engineering Corp., Ontario, Calif., began to notice that a number of big companies were closing down their manufacturing departments and outsourcing the work to machine shops. So Moyano took steps to position JCM as the one-stop shopping center for these companies. It required him to set himself apart from competitors by showing a strong commitment to advanced technology.

“[Big companies] don’t want to baby-sit vendors who have a mom-and-pop mentality,” he said. “They need to have a high level of comfort and confidence in their vendors.”

Moyano believes you gain that confidence by building relationships and investing in cutting-edge technology. And he spares no expense.

Since 1979, he’s grown his business from a garage and one machine to a 140,000-sq.-ft., state-of-the-art facility housing more than 50 CNC machines. He invested over $14 million in new equipment and a new facility in 1999, and $10 million in new equipment this year.

Moyano considers multitask machining to be the best manufacturing technology available. But he didn’t jump into it recklessly. He researched and actually waited a couple years before taking the plunge because he felt the costs were unrealistic since, in his opinion, the technology hadn’t reached its potential.

He cited recent improvements to live tooling as one of the factors that convinced him to finally make the leap. “Just recently, [machine builders] have come up with twin arms, which give you a wider range of live tools.”

Multitasking, Moyano said, provides a more efficient way to manufacture parts. As an example of what it can do, he cited the outer shell of a missile fuselage that JCM produces. Normally, it would require five different stagings on two machines. He said that a multitask machine reduced the stagings to one, resulting in a run time one-third shorter.

Multitasking’s ability to completely take a part from stock to finish increases efficiency and frees up operators to perform other tasks, such as inspection and setup on other machines. “We are able to do in one operation what it used to take four or five on a conventional CNC,” Moyano said.

He is not alone in his enthusiasm for multitasking. Other shop owners and supervisors are taking note, too.

Among them is Jim Jett, CNC turning supervisor at Prince Industries, Carol Stream, Ill.

The company had been manufacturing a part that required two operations on a lathe before it was loaded into a milling machine for further work. Total machining time per part topped six minutes. Now, Prince completes the entire part on a turn/mill machine, unloads it and packs it up in just 2 1/2 minutes while lowering the per-piece production cost.

Brian Brown, manufacturing manager at MTH Tool Co. Inc., Plano, Ill., has also seen the positive effects of multitasking. One part MTH manufactures used to be handled four or five times during production. Since installing a multitasking system, it’s handled just once. “It frees up about 50 percent of the machine operator’s time,” said Brown.

Multitasking also can lead to the manufacturing of better parts, according to Moyano. Because the operator doesn’t have to be bothered with part loading and restaging, tolerances are checked at the machine rather than in QC, thereby reducing scrap. Fewer manual loadings of parts also raises quality because the less a part is handled at the machine the less likely it is to be dropped or loaded incorrectly.

Brown agreed, noting that a more accurate part is produced when it’s not chucked two, three or four times.

Moyano added, “It takes the quality out of the hands of the operator and puts it into the machine.”

An increasingly familiar story led one Illinois shop to multitasking. “Lack of people,” said Frank Olson, vice president of Olson Machinery, Spring Grove, Ill. He said that multitask machining eliminates having to hire bodies to simply load and unload parts.

“Your core group is skilled and you can treat them well, but that subgroup that is difficult to manage is gone,” said Olson.

There are still other reasons why the newly converted have signed on with multitask machining. One is the desire to stand out in a crowd. As prices for machine tools drop, more one- and two-man shops are springing up, according to Jett.

“There are so many little companies popping up that can afford the $70,000 single-spindle, single-turret machines,” said Jett.

Moyano said that this versatility is what will distinguish the “big dogs” from the little ones when all is said and done. However, the competitive edge comes at a cost.

A Mazak Multiplex turning/milling machine, for example, starts at around $300,000, according to Stacey Romanowski, marketing services coordinator at Machinery Systems Inc., a Mazak distributor based in Schaumburg, Ill. Like the others interviewed, she feels that those who invest in the latest technology enhance their chances of surviving in an increasingly competitive business.

That’s not surprising, considering her company sells these $300,000 machines. But she did ask a compelling question: “Who [besides multitaskers] are going to jump ahead of the market?”

Olson wanted to be sure that he did. He considers multitasking equipment an investment in the future and puts his company on the leading edge of technology, not trying to catch up with it.

“We’re going to be in front of the train, not behind it,” he said.

Bumps in the Road

A multitask machine certainly offers benefits. But there’s no question that the initial investment of more than $250,000 deters many companies from purchasing one.

Olson said the urge to justify a major purchase on paper before going out and spending the money is understandable, but the benefits aren’t immediately visible. “I think if we had sat down and tried to justify the machine on paper we would have scared ourselves,” he said, noting that a $5,000-a-month payment on a machine with no immediate guarantee of a return on investment is daunting.

A live toolholder fitted with a reamer finishes a hole in a part produced at MTH Tool Co.

He added that the lack of an apparent, immediate payback might be the reason why some larger companies—particularly those weighted down by bureaucracies—have been hesitant to explore multitask machining. Olson Machinery sits in that sweet spot between the small company that can’t handle the risk of trying a new process and the large company that is too cumbersome to change.

Olson identified another challenge that is unique to multitasking. “How do you post times against it?” he asked. In other words, how do you bill labor against a machine that requires very little? “It’s still a mystery as to exactly how we do that,” he said.

(Some manufacturers have applied “activity-based costing” to applications in which production costs aren’t strictly driven by labor. For a good explanation of activity-based costing, see Mark’s Standard Handbook for Mechanical Engineers, chapter 17, page 15—Ed.)

Another potential hurdle is finding a way to capitalize on a multitasking machine’s biggest strength: Its ability to run hands-free virtually nonstop.

“The idea is that you can run these machines 8,760 hours a year,” said Romanowski. That’s every hour of the year, which can prove problematic for companies with employees who expect holidays, vacations, weekends off and sleep.

Prince Industries took a revolutionary approach. It implemented an alternative work schedule that keeps its equipment running 24/7. About one-quarter of its employees work four consecutive 12-hour days followed by four days off. Employees work either the day or night shift, and the schedule is arranged so that half of the employees work while the other half is off.

“When you lay it all out, the employees see that they have more time off during the year with this system,” said Jett.

Another challenge is programming. The more operations a machine performs, the more programming it will require.

Jett compared the challenge to “making a 3' putt. It’s difficult. You’ve got to sink it, but it’s not so difficult that you can’t overcome it.” He added that programming multitask machines is like anything new—it’s a matter of getting used to it.

Olson considers “getting used to it” to be one of the most formidable challenges of multitasking. “You lose time because of the inefficiencies of introducing something new,” he said.

Losing time is the last thing a shop owner wants to see after sinking $250,000-plus into a multitasking machine. But Olson feels that his instincts about investing in the technology were correct and said his multitask machine has delivered on the promise of greater efficiency.

As evidence, he cited a part his company had long machined on a “vintage 1980 lathe.” For years, the lathe consistently turned out 28 pieces an hour; each part required two operations and two stagings.

Olson ran the part on his new multitask machine and produced 40 pieces an hour. The machine eliminated the second staging of the part, and thanks to the addition of a new bar feeder, the part now runs without the manual first staging. The multitask machine has increased production and freed up personnel. Olson recently donated the old lathe to a local vo-tech school and ordered another multitask machine.

A multitask machine with Y-axis capability. Prince Industries chose the Y-axis option for its machine, said Jim Jett, to “make sure that I could make anything that was thrown at me.”

A Good Fit

Due to issues of labor and delivery, it’s difficult for the average shop running conventional equipment to compete against larger companies for jobs that require two or three operations on two or more machines. Multitask machines allow these shops to competitively bid on more complex parts.

But this ability doesn’t necessarily give multitask users a license to take on every job in town. The work has to fit the machine in order to maximize its potential.

The most difficult part of the process is to balance the workload between the machine’s spindles, according to Jett. He said the “40-60 ratio” was a good way to determine a part’s suitability for multitask machining. There should be no less than 40 percent of the work on one spindle and no more than 60 percent on the other, with an equal distribution of work being ideal.

Jett added that multitasking is like having two machines in one machine. The two spindles have to be utilized almost equally to maximize profitability. He said you don’t want a part that has a 10-minute first operation and then only a minute or two facing on the second operation.

Both Jett and Moyano suggested that companies that already have work with equal parts turning and milling should consider multitasking. They also agreed that it’s a gamble to assume a shop will find suitable jobs for a multitask system after purchasing the machine.

MTH Tool machines both sides of this pump casing in a single setup on its multitask machine.

“We were fortunate enough to have the work come to us through an existing customer,” said Jett. “We already had the desire to buy the machines and [landing the work] just pushed us over the edge.”

There are other factors a company should consider before purchasing a multitask machine, including which options to choose. It appears that in the case of multitask machines, more is better.

“I buy the machine with every single whistle and bell available,” said Moyano, adding that the more options a machine has the more versatile it is.

Jett concurred. “The only option I passed on was the auto power-off,” he said. “For that kind of investment, the last thing I need is a power-off.”

Jett estimated that the cost of the options on Prince’s mill/turn machines equals roughly 10 percent of the purchase price for each, or about $35,000. The cost of the Y-axis alone was $30,000, but Jett said the option gives him the versatility everyone is looking for. “I wanted to make sure that I could make anything that was thrown at me, and the Y-axis made sure I could do that,” he said.

An automatic loading system was the most popular option—and for good reason. Bar feeders and gantry loaders add the most value because they make continuous operation possible. The ability to load and unload blanks without manual intervention lets the operator walk away from the machine, permitting true lights-out manufacturing.

Those interviewed expect the automated-manufacturing capabilities that multitask machines offer to pay major dividends in the long run. And any pain they encounter along the way will be worth it.

Olson said, “We’re taking the punches now, but hopefully we’ll be a step ahead of everybody else.”

 

“I am a multitask machine user…”
Users group brings machine shop owners and managers together.

Members of MSI’s multitask machine users group meet at a different member’s facility the first Friday of every month.

Machinery Systems Inc. offers a unique service to multitask machine users. The first Friday of every month, the suburban-Chicago machine tool distributor invites local multitaskers to meet and discuss their experiences with the complex machines. More often than not, the folks who come together are in the same field of work—and sometimes even bid on the same contracts.

“There is something to be gained by networking with your peers,” said Jim Jett, CNC turning supervisor at Prince Industries and a charter member of the multitask users group.

Jett acknowledged that divulging information to other companies is cause for concern, but sharing information is discretionary and voluntary. “If you truly have a competitive advantage that’s a secret, don’t share it.”

Machinery Systems Marketing Service Coordinator Stacey Romanowski said that the idea for the users group came from her father, Joe Romanowski, president of MSI. He belonged to a group for owners of family businesses and each meeting was held at a different member’s facility, she explained. The senior Romanowski was so impressed by his experience with the group that he and Stacey thought there should be something similar for their customers. So they started a group.

Sixteen company representatives showed up for the first multitasking meeting, during which the group wrote its mission statement: “Create a group to achieve a competitive edge through sharing and learning.” The idea of sharing is imperative for the group to be successful.

Jett said he is impressed with how open group members have been and credits it to the unique attitude many people in the metalworking industry have about sharing what they know. “I doubt many people from Coke and Pepsi are discussing their trade secrets,” he said.

Brian Brown, manufacturing manager at MTH Tool Co. Inc., also is impressed with the level of openness and said the group “keeps things fresh, new and interesting.” And although he may not immediately use all the information gathered from the meetings, Brown said it’s always there, ready to be recalled. “You get this stuff in your head and you may not go back and implement it that day, but it’s in there.”

Subjects discussed at the meetings vary, but popular ones include:

 

• How to minimize costs associated with multitasking while implementing the technology.
• Applying the technology to smaller lot sizes.
• Reducing setup time.
• Using multitasking to gain a competitive advantage.
• Justifying multitask technology to others within your organization.

The last topic is of great importance to the users and, obviously, to MSI. However, Stacey Romanowski insists that the purpose of the meetings is not to create an opportunity for MSI to sell more equipment or services to group members. It is purely educational, a fact she has made clear to the accessory salespeople the group occasionally invites as guest speakers.

“I tell them, ‘Don’t even bring a slide.’ We don’t want it to be a sales presentation,” she said.

Though the intention of the group is educational, it’s inevitable that some networking will go on in a room full of shop owners and managers.

“We’re always exchanging cards, and if I run into a problem, I’m going to call a group member,” said Brown.

He added, “Maybe we’ll all learn something from this and survive.”

—D. Phillips

 

A different take on multitasking
Machine turns and grinds parts.

EMAG’s VSC DS allows a part to be hard-turned and ground in a single chucking, which dramatically reduces material-handling costs.

By Les Loncharich

Publications that report on multitask machining tend to focus on turning and milling. When turning and grinding are mentioned in the same breath, though, it’s usually to describe applications in which hard turning has replaced grinding. Despite this, there is a long relationship between turning and grinding, one that is evolving into a new and effective production concept.

The machining of cylindrical workpieces has historically followed this sequence: First, the part is rough-turned, with the bulk of material being removed during this operation. Then the part is hardened. Finally, it’s transferred to a grinding machine for finishing.

It’s easy to spot a major cost center in this sequence: Transferring the workpiece among the turning, hardening and grinding stations.

Both turning and grinding have shortcomings. Turning cannot achieve the surface finish that grinding can, and grinding is not a cost-effective way to remove large amounts of material or produce complex contours.

However, turning and grinding are complimentary operations. One’s weakness is the other’s strength. The trick is to maximize the effectiveness of each while cutting down on material handling. Machine tool builder EMAG believes it has accomplished this feat.

Two years ago, the German-based company introduced a combined hard turning/grinding center, designated the VSC DS.

The VSC DS is an inverted-spindle, vertical lathe that allows a part to be hard-turned then ground without rechucking. Each chucking of a part has a margin of error that affects accuracy in subsequent operations. These dimensional errors are additive—they can “stack up” over repeated chuckings. A benefit of turning and grinding in one setup is that these stackup errors are eliminated.

Perhaps the most significant feature of the multifunctional machine, in terms of combining turning and grinding, is its inverted spindle. It positions the part above the tooling. This orientation provides the best chip-flow conditions and simplifies material handling.

Additionally, hard turning requires a machine with maximum rigidity. The VSC DS meets this need by incorporating a cast granite base, massive headstock and main spindle that incorporates hydrostatic bearings.

The rotating tool turret can withstand the extreme forces generated during rough hard-turning operations, minimizing the amount of stock to be ground. The turret, which is located at the front of the machine, can accommodate two grinding spindles and three turning tools.

The main spindle, grinding spindles and machine base are fluid-cooled. A refrigeration unit cools the recirculated cutting fluid.

Typical parts processed on the hard turning/grinding machines are gears, bearings, spacers, constant-velocity transmission parts, rocker arms, fuel injectors and stamped transmission components.

Although combining hard turning and grinding in one operation is a novelty in North America, EMAG has had success with the concept in Europe. Twenty-seven of the hard turning/grinding machines have been installed at facilities there, including the DaimlerChrysler gear plant at Hedelfinger, Germany. No machines have been installed in the United States, but several have been ordered and are scheduled to enter service in about six months.

EMAG, along with its subsidiaries Karstens and Reinecker, is conducting further research into hard turning and grinding. The company is working to develop multi-operation machines for cylindrical OD and small-diameter, nonchucked parts.

About the Author
Les Loncharich is marketing manager at EMAG-USA, Farmington Hills, Mich.