PRECISION NEWS, the National Tooling and Machining Association Great Lakes Region Magazine featuring Cleveland, Michiana and Northwestern PA, is moving innovation and technology forward.
Precision News . ........................................................................................................................................ ......................................................................................................................................... ......................................................................................................................................... ......................................................................................................................................... ......................................................................................................................................... T TE EC CH HN NO OL LO OG GY Y . B BU US SI IN NE ES SS S . E ED DU UC CA A T TI IO ON N . E EV VE EN NT TS S . D DI IR RE EC CT TO OR RY Y THIS ISSUE: Relevant Resource / Political Pandering / Mastering Precise Manufacturing / Corrosion TM Inside: IS MONEY A MOTIVATOR? ARE YOUR EMPLOYEES MOTIVATED BY THE WORK ITSELF OR BY THE REWARD? CONCENTRATION OF SALES IS A GAME OF ‘RISK’ LEARN THE SIMILARITIES BETWEEN POSITIONING AN ARMY FOR BATTLE AND BUILDING A BUSINESS FOR LONG-TERM SUCCESS COSTING IS THE ONLY THING GATHER SOLID AND REPRESENTATIVE DATA TO ACCOUNT FOR WHAT YOUR PRODUCT COSTS THE ANALYSIS ISSUE BLAZE A NEW PATH NEW POLICIES, NEW PROCESSES AND NEW PROCEDURES / AND WATCH YOUR BUSINESS GROW! / TM The NTMA Great Lakes Region Magazine Featuring Cleveland, Michiana and NW Pennsylvania SEPTEMBER/OCTOBER 2012 NTMA.ORG YOUR GUIDE TO EVERY NTMA CHAPTER MEMBER IN: CLEVELAND, MICHIANA AND NORTHWESTERN PENNSYLVANIA beginning on p. 20
IInnssiiddee::IS MONEYAMOTIVATOR?ARE YOUR EMPLOYEES MOTIVATED BY THEWORK ITSELF OR BY THE REWARD?
CONCENTRATION OFSALES IS A GAME OF ‘RISK’LEARN THE SIMILARITIES BETWEEN POSITIONING AN ARMY FOR BATTLE AND BUILDING A BUSINESSFOR LONG-TERM SUCCESS
COSTING IS THE ONLY THINGGATHER SOLID AND REPRESENTATIVE DATA TOACCOUNT FOR WHAT YOUR PRODUCT COSTS
THEANALYSIS ISSUE
BLAZE ANEWPATH
NEW POLICIES,NEW PROCESSES
AND
NEW PROCEDURES
/AND WATCH YOUR BUSINESS GROW! /
TM
The NTMA Great Lakes Region Magazine Featuring Cleveland, Michiana and NW Pennsylvania SEPTEMBER/OCTOBER 2012NTMA.ORG
YOUR GUIDETO EVERY NTMA
CHAPTERMEMBER IN:
CLEVELAND,MICHIANAANDNORTHWESTERNPENNSYLVANIA
beginning on p.20
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Precision News is published bi-monthly by the ArizonaTooling & Machining Association (ATMA). Opinionsexpressed are those of the authors or persons quoted and not necessarily those of ATMA or NTMA. While efforts to ensure accuracy are exercised, ATMA assumesno liability for the information contained in either editorial or advertising content. ATMA assumes no responsibility or liability for unsolicited manuscripts or artwork.Reproduction in whole or part without the expressedwritten consent from ATMA is prohibited. Precision Newsis the registered trade name of this publication.
“WE JOIN TOGETHER AS MEMBERS OF THE GREAT LAKES REGION PRECISION CUSTOM MANUFACTURING COMMUNITY TO ACHIEVEBUSINESS SUCCESS IN A GLOBAL ECONOMY THROUGH ADVOCACY,ADVICE, NETWORKING, INFORMATION, PROGRAMS AND SERVICES.”
Departments
03 Executives’ Letter
04 Policy Matters
06 Trend Watch
08 People Power
10 Shop Floor
11 NTMA Initiatives
19 Best Practices
20 Cleveland Chapter Info
22 NW PA Chapter Info
24 Michiana Chapter Info
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FeaturesCONCENTRATIONS-A GAME OF RISKThere are many similarities between building and positioning an army for battle and building and positioning a business for long-term success.There are also many risks that both face and must overcome.
WHY COSTING ISN’T JUST THE MOST IMPORTANT THING, IT’S THE ONLY THINGCost analysis is the most important aspect of a company’s financial condition. Without a firm handle on costs, profitable selling pricescannot be established which cut to the core of the existence of thecompany. Any size company must gather solid and representative datato properly account for what the product costs.
SPECIAL ADVERTISING FEATURE
THIS CORROSIONThe annual costs associated with corrosion in the United States was between $9 billion and $90 billion. As you can see, corrosion is a major problem for us all.
02 PrecisionNews ntma.org september/october 2012
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september/october 2012 ntma.org PrecisionNews 03
TAMI ADAMSNorthwestern PA Chapter814.720.0094
RENEE NEUENDORFCleveland Chapter440.360.0131
KELLY SCHNEIDERMichiana Chapter574.220.9111
NTMA STAR CHAPTERS
Many thanks and encouragement is owed these NTMAChapter Executive Directors for their ongoing endeavorsto grow your association and to provide you, our members,the tools needed to support your businesses!
The Cleveland, Michiana, and Northewestern PA Chapters of the NTMA hope you enjoy this issue of GreatLakes Precision News. Articles are focused on relevant issues for our members and we hope you take full advantage of this resource.
NTMA has an abundance of resources available to members and many responses were posted on the NTMA's LinkedIn Group in recentweeks. A one year member posted the question of how his company could recognize a return on investment for their membership. Thereseem to be a few common threads, and the response from our current NTMA Chairman, Roger Atkins, sums it up well.
“My family has been involved in NTMA since 1967 and personally I have been involved since 1979. From my expereince, I can tell youthat ROI is not always measured in dollars and cents but rather in cost avoidance. Through our association with NTMA, it has saved usliterially thousands of dollars from what we have learned through conferences and networking with fellow members. Not to mention thework we have shared between NTMA companies that has been profitable to all. As all have said, ROI comes from involvement. Getinvolved and you and your ownership will not be disappointed.”
How involved are you in you Association and in promoting the industry for the future of the industry? A great opportunity to get involved is onOCTOBER 5: National Manufacturing Day. NTMA has prepared a press release in support of October 5 and there are additional resourcesavailable on www.mfgday.com. Please help us spread the word in your community that there is much being Made in the United States!
A RELEVANT RESOURCE
First WordEXECUTIVES’ LETTER
TAMI ADAMSNorthwestern PA Chapter814.720.0094
RENEE NEUENDORFCleveland Chapter440.360.0131
KELLY SCHNEIDERMichiana Chapter574.220.9111
04 PrecisionNews ntma.org september/october 2012
Washington, D.C. – We are accustomedto seeing politicians from the county sheriffto Members of Congress to presidentialcandidates kissing babies, shaking hands,and visiting the local diner to rub elbowswith voters. But a new wave of politicalpandering has broken – courting themanufacturing vote.
As a lobbyist in Washington, D.C. formanufacturing trade associations andcompanies, my job is to convince leaders inCongress and the White House to developpolicies that strengthen manufacturing inAmerica. Typically, some people are morereceptive than others, but we have seen anotable and welcome change this year intheir attitude towards manufacturing. Moreand more lawmakers are calling us asking if we will set up a manufacturing plant tour or CEO roundtable in their congressionaldistrict, so they can meet business ownersand employees (read: voters).
Lawmakers on both sides of the aisle haveintroduced hundreds of bills in both theHouse and Senate impacting manufacturingas they try to show their support for thebackbone of our economy.
President Obama dispatched Vice PresidentBiden to virtually live in the manufacturingheavy states of Ohio and Pennsylvania. In looking at the presidential and vicepresidential candidate travel so far this year,we see their overwhelming focus on theMidwest and Western parts of the country.Since taking office in 2009, President Obamahas visited Ohio 39 times, Colorado 16times, and Arizona and New Mexico 10 times.
Republican presidential candidate, formerMassachusetts Governor Mitt Romney,recently toured the plant of a National
Tooling and Machining Association membercompany where he held a press conferencediscussing his proposals to strengthenmanufacturing in America.
For years, we have been trying to getpolitician’s attention and now we have it. So what is next? With a captive audiencebetween now and the November 6 electiondate, it is critical that manufacturers seize the opportunity to educate politicians aboutthe industry. Some will say “why should thismatter; after the election they will just goback to business as usual.” Here is whythere is no business as usual anymore inWashington.
On January 1, 2013, $5.4 trillion in taxincreases take effect if Congress does notact affect every manufacturer in the country.The nonpartisan Congressional BudgetOffice released an earthshattering report inAugust saying the country will slip back intoa recession with unemployment exceeding9.1% if Congress fails to prevent billions intax increases and spending cuts before theend of the year. Regardless of what happensby year’s end, manufacturers have a lot atstake in 2013 and this November’s electionscould determine both the winners and losersin tax reform, which Washington is slated totackle next year.
Nearly every political analyst believes thispresidential election will be one of theclosest in history—one where every votecounts. Public polls in swing states acrossthe country show either the President orGovernor Romney ahead by less than fourpercentage points. There are roughly 200million eligible voters in the U.S. of whichmanufacturing, including employees andbusiness owners and their families make up roughly seven percent of the voting age
population. If just half the eligiblemanufacturers vote, their ballots could swing the election to one party or the other.
In 2008, both Senators Obama and JohnMcCain (R-AZ) spent heavily courtingindependent and undecided voters. Thiselection has shown there are very few trueundecided voters. Therefore, this electionwill focus on turnout and which voters turnup at the polls in November.
This is why NTMA and other groups arefocusing so heavily on Get Out The Vote (GOTV) efforts and encouragingmanufacturers to vote in this decisiveelection. NTMA is providing resources to itsmembers at www.metalworkingadvocate.orgwhere manufacturers can see how any givenmember of Congress has voted on issuesimportant to our industry. While both politicalparties are engaging in massive voterregistration drives, NTMA is also helpingmanufacturing businesses inform theiremployees how to register to vote and theimportance of this election.
With so much at stake in November andfewer than a couple percentage pointspossibly deciding the outcome, every vote counts. As politicians pander tomanufacturers looking for your vote, seizethe opportunity to educate policymakersabout your business and the pivotal role itplays in the economy.
OMAR NASHASHIBI is a foundingpartner at The Franklin Partnership, LLP, a bi-partisan government relations firmretained by the National Tooling andMachining Association in Washington, D.C.
Learn more at: www.franklinpartnership.com
Politicians Courting ManufacturersA New Wave of Political Panderingby OMAR S. NASHASHIBI
Because these parts must withstand extremeconditions, they often require titanium, superalloys and other hard-to-machine materials.The same materials that guarantee the mostsolid, reliable components, however, oftenbecome subject to extreme manufacturingmethods that cause heat and stress thatadversely affect the integrity of the finishedpart. What’s more, the manufacturingprocesses for these parts are checked andaccepted prior to machining; making itimpossible to change or improve aspects ofthe machining process—insert style, grade,geometry, cutting speed/feed/depth—withoutrecertification.
The importance of surface qualityThe term “surface integrity” describes thequality and condition of a surface region, andencompasses the surface topography andany sub-surface metallurgical alterations.
The combination of stress and elevatedtemperatures that occur during machiningcan lead to alterations of the microstructure,
When it comes to manufacturing, few industries involve higher demands, stricter safety standards and tougher-to-machinematerials than aerospace and automotive. In these industries, subpar surface quality or part integrity can mean life or death—andare simply unacceptable.
cause micro-hardness changes, surfacecracking, craters, folds, inclusions, plasticdeformation and residual stresses in thefinished part.
The extent of such defects depends uponthe work-piece properties and the interactionof the mechanical and thermal energy duringmachining.
Machine and tooling leaders are constantlydeveloping technological innovations toeliminate the challenges inherent inmachining hard materials. When optimizingtheir processes, however, manufacturers andtheir customers must know and understandthe effects of changing operatingparameters before they accept newmachining strategies.
Profit takes productivity, qualityWhen optimizing a machining process for acritical component, keep productivity andquality in mind. The new method should offera reliable process with the lowest total cost,
while still producing parts with optimalsurface quality for high performance andlongevity. In titanium, for example, theminimum requirements are parts with adeformation depth no greater than 10micrometers, with compressive residualstresses returning to normal within 200micrometers of the surface.
With titanium and other difficult metals,tooling plays a large part in the process.First, because of the materials involved,these machining applications call for larger-volume insert use. The cost of theseinserts—and the resulting time operatorsmust spend indexing them—can be a hugedrain on profit. To combat this,manufacturers can use uncoated inserts witha ground sharp edge, which will maximizetool life. Previous tests in titanium haveshown that coated tools offer no consistentsurface-integrity advantage over uncoatedtools—since coated tools cause a high-levelof chemical reaction and temperatureextremes at the cutting edge.
Mastering Precise ManufacturingProcesses for Critical Partsby SEAN HOLT, AEROSPACE APPLICATION MANAGER, SANDVIK COROMANT US
+
fyi:Total solution support
should encompass spindleinterface, tool holder selection,programming methods, insertgrade and geometry, and
Partner upIndustries that require components with highsurface quality can be difficult to navigate.It’s important to choose a partner thatunderstands the nuances of challengingmachining applications. Tooling partnersshould provide total solutions thatencompass spindle interface, tool-holderselection, programming methods, insertgrade and geometry. Be sure to choose apartner who has the training programs andresources to provide ongoing support ifissues or questions arise.
While critical-component machiningpresents challenges, the growthopportunities are extraordinary. With apartner that understands the balance ofproductivity and part quality—plus the rightknowledge and tools—the sky is the limit.
SEAN HOLT is the Aerospace ApplicationManager at Sandvik Coromant U.S.
Visit www.aero-knowledge.com for these and other aerospace component solutions from Sandvik Coromant.Learn more about trochoidal turning, trochoidal milling,and other CAM programming tips atwww.MyYellowCoat.com/cam-tips
*Previously published in AMT News, October 2011.
The insert-holding system can also play apart in lessening setup and tool-changetimes—which occur more frequently whenmachining difficult materials. Quick-changesystems can allow manufacturers to changeinserts in a matter of seconds, rather thanminutes. Finally, using a maximum cuttingspeed of 380 surface-feet per minute willslow down the tool-wear process.
Another productivity tip: Always use a ound insert or the largest radius possiblewhen machining critical parts, to allow anincreased feed rate. This helps to achievehigher metal-removal rates and increaseefficiency. Also, productive coolant
INDUSTRIES THAT REQUIRE COMPONENTS WITH HIGH SURFACE QUALITY CAN BEDIFFICULT TO NAVIGATE. IT’S IMPORTANT TO CHOOSE A PARTNER THAT UNDERSTANDSTHE NUANCES OF CHALLENGING MACHINING APPLICATIONS.
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september/october 2012 ntma.org PrecisionNews 07
08 PrecisionNews ntma.org september/october 2012
For years you have heard statement like,“Different strokes for different folks,” “to eachhis own,” and “people do things for their ownreasons, not yours.” When you are in a workenvironment that supports your values, youwill be energized. However, when in anenvironment that stresses values that aresignificantly different from yours, you mayfeel out of sync.
Therefore, we believe strongly that thequestion “Is Money a Motivator?” cannot beanswered in a global sense, but rather mustbe addressed individually.
An assessment we use in our consultingpractice is “Workplace Motivators™”. This assessment identifies and ranks six “values” or “attitudes” that act as individualmotivators. It identifies an individual’spassion for each of the six values. And by measuring values, we uncover whatmotivates each individual.
Is Money a Motivator? Yes . . . for those with a high ranking inUtilitarian or Individualistic. Utilitarian is bestdefined as ROI. It relates to money and theefficient use of time, energy and resources.Most assuredly these individuals aremotivated by money! Research has shownthat 83% of top performing sales peoplehave Utilitarian as their primary or secondaryMotivator. Individualistic has to do withpower and influence. Money is one of theingredients in their tool kit to carry out theirmission to assert themselves and theirmission.
In a Forbes magazine article - “Why Money Isn’t a Motivator” (Jacobs) - critiquing the on-going government bailouts andparticularly the use of mandated caps on executive compensation. The major point made by the author is that these caps are“self defeating”, that “we are motivated by the work itself, not the reward”. He goes on to observe that the on-going economiccrisis offers us the opportunity to focus “not on the accumulation of wealth, but on community and public service”.
Is Money a Motivator? No . . . for those with a high score ofAesthetic or Social. The Aesthetic valuesform, harmony, beauty and balance. Think“starving artist” or environmentalist asprofessions that motivate a high Aesthetic.The Social values emphasize making theworld a better place and eliminating hateand conflict through their inherent love ofothers.
Is Money a Motivator? Maybe . . . for those with a high Theoreticalor Traditional ranking. Theoretical focuseson truth and knowledge while a Traditionalattitude focuses on principles and finding/following a system for living. Neither of thesetwo attitudes specifically addresses thequestion of money as a motivator; hence we include them in the “maybe” category. To answer this question for these individuals we need to look at the secondary level ofMotivators to move them into the Yes or Nocategory.
Lesson for Leaders/ManagersFor Leaders/Managers to manage effectivelythey must understand what motivators a jobwill reward. And then, they must understandwhat motivators each employee brings to theorganization. Matching the two will result in“unleashing talent”.
TED SZANIAWSKI is the principal ofHRGroup, LLC. He can be reached [email protected] more at: www.hrgrouponline.com
What Drives You May Not Be What Drives Your EmployeesMotivation is the number one problem facing business today
Over the past 40 years there have been numerous surveys onwhat motivates employees to do their best work. Once people findthey earn enough to live on and money ceases to be a stress factorin their lives many other motivators in the workplace become ofhigher importance.
For motivational problems, the best source of information is theemployee. Employees must be asked on a regular basis whatsparks and sustains their desire to work. Their responses may leadthe employer to redesign jobs, increase pay, change the workingenvironment, or give more credit for work done. The key is,however, that managers avoid the assumption that what motivatesthem motivates their employees as well.
Studies have shown that employees are motivated by feedbackand recognition for the work they do. Here lies the problem. Most employers think they know how to express appreciation for a job well done. Yet, research shows that employers seldomacknowledge appreciation for employees’ work; and, when theydo, it is done poorly.
More than 80 per cent of supervisors claim they frequently expressappreciation to their subordinates, while less than 20 per cent ofthe employees report that their supervisors express appreciationmore than occasionally.
Giving staff the opportunity to contribute to a company's growthand development through hard times like the recession willmotivate people and give them a role in securing their own futureand careers. People stay in a job because they feel good aboutthemselves and their work. No one does this if they're just sloggingthrough - no matter how much they are paid.
MARGARET JACOBY, SPHRPresident, MJ Management Solutions, Inc.
Say your company purchases a newpiece of equipment from a majorcatalog company thinking it was state-of-the-art product with all required safety guards.Yes, it has a safety guard on the motor andpulley system; however, it was not a fully-enclosed safety guard. Under the OSHAsafety rule, if moving machine parts have the
potential to cause severe workplaceinjuries, such as crushed fingers orhands, amputations, burns, orblindness, you are required toguard the area despite what themanufacturer constructed.
When buying used equipment,check for outdated safety devices prior
to purchase. These items may no longer beup to code. There is no statute that exemptsyour company if you buy unsafe machinery.You may want to check with your companysafety manager or local OSHA ComplianceOfficer prior to purchasing any equipment.
OSHA Standard General MachineSafeguards 29 CFR 1910.212One or more methods of machine guardingmust be provided to protect the operatorand other employees in the machine areafrom hazards such as those created by pointof operation, ingoing nip points, rotatingparts, and flying chips and sparks. Examplesof guarding methods are barrier guards, two-hand tripping devices, and electronic safetydevices. Guards must be affixed to themachine where possible and securedelsewhere if for any reason attachment to
the machine is not possible. The guard mustnot act as an accident hazard in itself.
Point of Operation“Point of Operation” is the area on amachine where work is actually performedon the material being processed. The pointof operation of machines whose operationexposes an employee to injury must beguarded. The guarding device must bedesigned and constructed to prevent theoperator from having any part of his body inthe danger zone during the operating cycle.Special hand tools for placing and removingmaterial must permit easy handling ofmaterial without the operator placing a handin the danger zone. Such tools must nottake the place of fixed guards and can beused only to supplement the protectionprovided.
Note: Twenty-five states, Puerto Rico andthe Virgin Islands have OSHA-approvedState Plans and have adopted their ownstandards and enforcement policies. For the most part, these States adopt standardsthat are identical to Federal OSHA.However, some States have adopteddifferent standards applicable to this topicor may have different enforcement policies.
JAMIE BEAUVAIS is Safety Coordinatorat Micro-Tronics, Inc.
Learn more at: www.osha.govReference: OSHA Standard General MachineSafeguards 29 CFR 1910.212
by JAMIE BEAUVAIS, SAFETY COORDINATOR, MICRO-TRONICS, INC.
Are you purchasing new or used equipment for your company?Does it comply with OSHA Standard General MachineSafeguards 29 CFR 1910.212?
fyi:Twenty-five
states, Puerto Rico and the Virgin Islands have OSHA-approved
State Plans - OSHA
PrecisionNews// NTMA INITIATIVES
Though most of our members are small- to medium-sizedcompanies, the power of the association can help you dobusiness like a large corporation.
REVENUE GROWTH• We organize regular business-to-business purchasing fairs,designed to operate like speed dating for suppliers. We invite100 or more buyers from large companies and then give youopportunities to briefly pitch your products and services. As aresult attendees leave with good contacts and solid leads,leading to increased business. Companies have been awardedmillions of dollars in contracts as a direct result of these events.
• We offer a program called Members First, designed to helpmembers turn to each other to meet needs. Perhaps your nextcustomer is an NTMA peer? Or perhaps an NTMA memberwould make an excellent vendor for you? Members First helpsmake the connections.
• By interacting with fellow members in your local chapter, youmay discover new business opportunities, or ways to worktogether with peers to increase business or market yourselvescooperatively.
COST CONTROL• We offer discount programs with several large suppliers(including Grainger, UPS and Yellow Freight), allowing you toleverage NTMA’s combined buying power for your own benefit.
• Our business insurance program keeps more money in yourpocket by offering a necessary product in a low-overhead, not-for-profit manner.
Our decision resources allow you to be smarter about howyou use your resources, resulting in greater efficiencies andlower costs. Learn more at: www.ntma.org/initiatives
How Can NTMA Help You Grow Your Business?Profitability grows when revenue increases and costs are controlled. NTMA can help you with both.
NTMAUPCOMINGEVENTS NTMA Purchasing Fair > October 22-23, 2012Location: Nashville, TN
NTMA 2012 Fall Conference > October 24-28, 2012Location: Nashville, TNVisit: www.ntma.org
Call: 888.904.6727
september/october 2012 ntma.org PrecisionNews 11
YOUR NEWTOOL OFTHE TRADE.PRECISION NEWS READERS ARE KEY DECISION MAKERS THAT YOU AS AN ADVERTISERWANT TO REACH. OUR READERSWANT AN EDGE IN A CONSTANTLYEVOLVING INDUSTRY AND THEYFIND IT IN PRECISION NEWS!
Let your ad be a call to action!Contact Precision News today for more details at:[email protected]
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12 PrecisionNews ntma.org september/october 2012
There are many similarities between building and positioning an armyfor battle and building and positioning a business for long-term success.There are also many risks that both face and must overcome. Just like a good general, business owners constantly need to evaluate and takecalculated risks. Whether you’re on the battlefield, or on the shop floor,there’s one risk in particular that stands out and can mean the differencebetween success and failure – the risk of concentrations.
Concentrations are common in business and take many forms;Concentrations of sales to a major customer, a concentration servingprimarily one industry, concentrations in geographies, or concentrationsin a core competency. While common, concentrations are the mostsignificant risk for a small to medium sized business and must bemanaged accordingly.
EARLY ON – CONCENTRATIONS CAN BE YOUR FRIENDA common strategy in the board game Risk is to concentrate your armieson one front and slowly build up your defense. Early on, this strategy canlead to a position of strength. Focusing your efforts on one area allowsyou to fend off advancing armies and survive the early battles. Is thisstrategy much different than the approach a small business owner takesearly in the life of their business? Most businesses get their initial bigbreak from being closely connected to a key customer. They bet theirchips on one significant relationship and build a core competency bybeing very adept at meeting the wants and needs of that customer. Thiscustomer can be the springboard for the business, and one that sustainsthe business in its formative years. In many instances, this customerrelationship continues to expand and remains the driving force in thebusiness for years to come.
Feature Story//PrecisionNews
Concentrations–
AGame of RiskSTORY BY BRENT TERHAAR
We’ve all played it. The world map as the game board. The placement of each army on their respective continent. Assembling the cavalry, artillery, and infantry figurines preparingfor battle. Believing your strategy is the one that will get you tothe ultimate goal – World Domination! Let’s face it, playing theboard game Risk brings out the Napoleon in all of us.
OVER TIME – CONCENTRATIONS INCREASE RISKIn the game of Risk, keeping a static positionleaves an army vulnerable and susceptible toattack on multiple fronts. Armies that are welldiversified and mobile can easily find chinks inthe armor of an overly concentrated adversary.In business, concentrations also create risksthat grow over time. What happens if a keycustomer decides to consolidate suppliers(especially if you have had a service issue orsome sort of hiccup in the relationship)? Whathappens when the customer’s industry goesthrough a cyclical downturn or changes itssupply chain strategy? What happens whenthat customer decides to pay in 90 days versus30? What happens when your salesman thathas the strong customer relationship decides toleave and join a competitor? All of these canhave dire consequences for a small business.
There are collateral consequences to theseconcentrations as well. Business concentrationsnot only increase risk to the business owner,they increase the risk to outside lenders orpotential buyers of the business. Lenders willlimit credit to mitigate their risk, and potentialbuyers will likely lower their offering price (orwalk away from the deal altogether) if theydeem the risk to be too high.
continued on page 18
14 PrecisionNews ntma.org september/october 2012
Feature Story//PrecisionNews
Cost analysis is the most important aspect of a company’s financial condition. Without a firm handle on costs, profitable selling prices cannot be establishedwhich cut to the core of the existence of the company. Most companies havesome kind of cost analysis system in place from the rudimentary to the mostcomplex software and systems money can buy.
STORY BY DAVID SENKFOR
september/october 2012 ntma.org PrecisionNews 15
Why Costing Isn’tJust the Most Important Thing, It’s the ONLYThing
purchased cost, labor rates and shipping. Others are indirect such as thecost of capital, overhead and utilities. These are just the tip of the iceberg.A company can spend an almost unlimited amount of money trying tonail down these costs that, in turn, add additional costs to be accountedfor. It is incumbent upon the business owner to determine the degree ofcertainty that allows them the level of comfort to properly use theinformation.
WHAT INFORMATION IS IMPORTANT?Simply stated, any cost that materially affects the total cost should beobtained. But, what is “material”? Does the cost of the trash pickup affectthe cost? Yes, but probably not materially unless large amounts of trash areproduced during the production or execution of the product or service.
THE SERVICE INDUSTRYFor service industries such as lawyers and accountants, the major costsinvolved will be salaries/labor hours, some incidental materials,overhead, out of pocket client advances, office space rental/utilities andpossible issues with buyouts/pensions/profit sharing. There are certainlyother costs but the question is “are they worth pursuing”?? It is doubtfulbut there are some offices that will try. To establish a cost for a service, itis a simple calculation based on the amount of time spent times the laborrate for the individual plus direct expenses that can be attributed to thisparticular service plus some allocation of the indirect costs usually basedon labor hours/department or other relevant divisor for the costs.
THE MANUFACTURING INDUSTRYHowever, for manufacturers it is a bit more complex. While some of thesame factors are involved such as labor rates, hours and overhead, thereare numerous ways of allocating these costs.
continued on page 16
COSTING 101It is my pet peeve that some companies do not have any sort of cost system and no oneincluding the owner truly knows what theproduct costs. Obviously, they know when theiraccountant totals things up for the year but thatreally ain’t getting it done.
In the most simplistic terms, for a company toshow a profit, the product or service it providesmust be sold for more than it costs. Trite buttrue. I’ve seen companies that literally toss apart into the air and can “tell” how much it costsor what the final selling price should be. Not tooscientific and the few who used this “process”are out of business. Others spend thousandsand thousands of dollars chasing down theminutest costs and then not even using theresults. They set up massive standard costsystems that do not represent their actual costsand sell their parts or services at some arbitrarymark-up that may or may not even garner themany profit. They find out at the end of themonth or year when the accounting snapshot is taken how well they have or have not done.
You would think that it is easy to capture thecosts that go into the production of a service ormanufactured part. Costs, however, come inmany flavors and types. Some are direct such as
Generally speaking, the depth and scope of the costing is relative to the size of the company – larger companies have more robust systems. That said, anysize company must gather solid and representative data to properly account for what the product costs.
16 PrecisionNews ntma.org september/october 2012
Sometimes, a company will allocate them based on the number of piecesor parts produced or sometimes based on labor or machine hours usedduring the production process. Other methods include the use of a“standard” cost regardless of the actual cost involved. As long as thestandard cost is monitored and closely matches the actual costs, thismethod can be used. However, some testing of the system is critical tokeeping the numbers “honest”.
SOFTWAREMaking matters even more complicated are the plethora of software outin the world that these costs are coagulated with. Most are tied into thegeneral accounting systems of the companies and are probably tied tothe production scheduling system as well. What this means is that somepre-set and possibly imperfect allocation methods may be used that may or may not be appropriate for a particular company. I have seencompanies implement what may seem to be the “best” software only tofind that THEY must change their methods of operation to conform tothe software. That’s about the time I try to find the plug to pull on thecomputer.
THE BEST ADVICEWhere does this leave a fledgling company in terms of what method,process or tools to use to calculate costs?? My best advice is to consultwith a competent accountant who has experience with a similar typecompany. There may be some experimentation involved in terms ofdevelopment and execution of the system. However, there will come atime when quality data is being collected and recorded that covers thegreatest part of the true cost of the item or service.
PRICINGOnce the costs have been collected, the task of pricing begins. Pricingcan be based on a number of factors only one of which is the actual costs as they have been recorded. Market pricing, profit margin basis orstrict mark-up factors may be used to determine the final pricing of aparticular service or item. Others may rely upon “seat of the pants”instinct to price parts. Not too scientific, but it can work if the person is experienced.
MARKET BASEDMarket based pricing disregards other factors and relies upon “what themarket will bear” in terms of the final pricing. Obviously, this kind ofpricing can be dangerous to maintenance of profit margins as theseprices are based on other companies cost not yours. If this type ofpricing is used, one must be extremely cognizant of the actual cost youare booking. Hopefully, the profit margin is sufficient and satisfactory toyou. The other problem is that if it is not or you would like to raise theprice, it is extremely difficult or impossible to do so.
PROFIT MARGIN BASEDProfit margin pricing basically works by you setting the amount of profitmargin you want and then adding this number to the cost to calculatethe final price. The basis for the profit margin is yours to decide but isusually based on the knowing all the costs and then just adding in themargin you want. Clearly, this is a simple process but can have the effectof pricing yourself out of the market by adding in too much margin.
MARK-UP BASEDUsing a basic mark-up method, the various costs along the way aremarked up by possibly different amounts taking into account differentfactors for each of the costs. The labor could be marked up one amount,machine hours by another and the rest of the costs by other amounts.The mark-up can be the same as well. This method allows the fine-tuning of the pricing taking into account factors that affect each of thecomponents. You can choose to slice and dice the numbers any numberof ways to achieve the final price. This is the most complex method butalso allows the most flexibility with regards to individual cost drivers.
Costing Is The ONLY THING! Now that you know what to look for, you must continue to keep the gathering of costs in the forefront of youractivities to make cost collection “the only thing” that must occurcorrectly every single day to maximize your profitability.
CONCLUSIONIn the end, pricing will be dictated by a number of factors that willalways include the “market based” price. However and hopefully, yourparticular company will be selling not based on price alone but also withquality and delivery considered.
Next time you look at a job or service at the end of the production cycle,take a hard look at the costs and ask yourself if ALL of the “material”costs have been considered and that the net profit you are seeing is real.
DAVID SENKFOR is the the owner of TopGun Consulting. He canbe reached at 602.510.5998 or [email protected]
Learn more at: www.topgunconsulting.net
Feature Story//PrecisionNews
Why Costing Isn’t Just the Most Important Thing, It’s the ONLYThingcontinued from page 15
In the end, pricing will be dictated by anumber of factors that will always includethe “market based” price.
september/october 2012 ntma.org PrecisionNews 17
18 PrecisionNews ntma.org september/october 2012
There are many reasons why concentrations exist in a business and many are a complement to howwell you perform in your core competency. However, at the end of the day, they still create risk andneed to be managed.
SO HOW DO YOU PLAY THE GAME?What can you do today to help combat the risk of concentrations? It’s important to recognize thatminimizing concentrations is a long-term journey. Start by establishing a long-term goal to reduceyour riskiest concentrations, and then begin to migrate in that direction. Just as in the game of Risk,you don’t leap to a strategic target; you start at the core of your strength and move towards the goalone step at a time.
One of the first steps towards diversification is to broaden the self-imposed definition of yourbusiness. For example:• Today: XYZ is a precision machine shop focused on providing high-tolerance products in low volumes to the aerospace industry.
• Future: XYZ is a contract manufacturer focused on being a full-service provider of small, precision products to diversified OEM’s. We specialize in meeting stringent quality system requirements.
The next step is to identify and focus on the concentrations you have.
• Industry concentrations – Understand why you are so critical to the customers in that industry – what is it (beyond the parts you make) that they value? Is it your responsiveness and ability to meet tight delivery windows? Is it your supply chain management capabilities? Your ability to provide design for manufacturability that enhances quality or reduces cost? When you begin to evaluate these factors, you begin to see how relevant those capabilities are in many industries beyond the ones you serve today.
Another option is to enter a new industry or market through acquisition. Even a very smallacquisition can diversify a business and improve its overall health and sustainability. If yourCompany is in a healthy place to make an acquisition, this might be a good way to expand yourbusiness and start reducing your concentrations.
• Customer concentrations – Who are similar customers (or competitors) to your largest customer that you are not serving today? Chances are, if your key customer values your approach other customers with similar needs will as well.
• Product concentrations – Are you serving only one component of your customers’ machined parts needs and letting competitors handle the rest? In an age of supply chain consolidation, this is a dangerous game. Take a second look at the economic impact of taking on that simpler, higher volume work. You will not only reduce part / product concentrations but you may dramatically improve profitability as well.
While success in business doesn’t mean world domination, building a sustainable company willcertainly be a rewarding venture. Being diversified and flexible in who you work with and themarkets you serve will position you well in the game of business.
BRENT TERHAAR is a Partner in the Manufacturing and Distribution group of Clifton-LarsonAllen. He can be reached at 888.529.2648 or [email protected]
Learn more at: www.cliftonlarsonallen.com
PrecisionNews
PPLLUUSS THE 800-lb GORILLA:Doing business with the customers whohelped you grow pp..1122
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Feature Story//PrecisionNews
Concentrations–AGame of Riskcontinued from page 13
september/october 2012 ntma.org PrecisionNews 19
Let’s talk about a subject which plagues everyone, corrosion. A few years back the National Bureau of Standards now called the National Institute of Standards and Technology, did a study and estimated that the annual costs associated with corrosion in the United States was between $9 billion and $90 billion. These figures have been affirmed by various organizations as well as by theNational Association of Corrosion Engineers. So as you can see, corrosion is a major problem for us all. In order to understand corrosion,we must first understand what corrosion is. As stated in the Corrosion Engineering Handbook (second addition) on the Fundamentals ofMetallic Corrosion, by Philip Schweitzer, “Corrosion is the degradation of a material’s properties or mass over time due to environmentaleffects”. When a material corrodes it elements are basically returning to their natural state. These elements turn into oxides, sulfides orother basic metallic compounds.
All metals corrode (unless present in an inert atmosphere or vacuum environment), both ferrous and non-ferrous alike. It is not the scopeof this article to go in-depth into the various forms of corrosion; however I will list them for your future reference. A more in-depth study ofthese forms of corrosion can be found in the before mentioned reference.
Let’s learn about the various forms of corrosion that machine shops and manufacturing companies alike deal with regarding the use ofmetalworking fluids. These forms of corrosion can comprise the following – Pitting, Galvanic, Biological corrosion and in the aerospacesector, Stress corrosion cracking (SCC). Many factors can induce these forms of corrosion. An example would be the result that ametalworking fluid with an excessively high pH factor would have on Aluminum, such as Pitting and Galvanic Corrosion/AluminumStaining. Biological corrosion induced by a microorganism’s metabolic activity, can cause corrosion by forming various acids in the bulkmetalworking fluid itself, or by attacking the metals surface directly via bio-films. Stress corrosion cracking takes place when variouschemicals capable of causing SCC attack the metal surface. An example of a “capable chemical”, in this case Chlorinated Paraffin foundin various MWF’s, coming in contact with Titanium can induce Hydrogen Embrittlement. This corrosion takes place when hydrogen formson the metal surface under heat and pressure, forming a hydride phase, thus allowing hydrogen to enter into the Titanium alloy. So unlessyou’re going to live in a vacuum, we’re all going to deal with corrosion at some time in our lives. Boy! Where are the Rust-eze guys whenyou need them?
Stay tuned for more useful coolant tips, from The Coolant Guy!
BRETT REYNOLDS, “The Coolant Guy” works for Blaser Swisslube Inc. If you would like more uinformation regarding metalworkingfluids, or would like to find out more information about Blaser metalworking fluid products, please contact Brett at 801.722.4095 orvia email at [email protected]. The Oil Baron Bulletin is not affiliated with Blaser Swisslube Inc. or its subsidiaries.Learn more at: www.blaser.com and [email protected]
VOLUME 11:
This Corrosionby BRETT “THE COOLANT GUY” REYNOLDS, CMFS
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CLEVELANDCHAPTER
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Larry Amels A & J Engineering 216.961.9720
Jordan Owens Alternative Design and Fabrication 440.915.7281
Herman Bredenbeck Advance Manufacturing 216.961.9190
Fred Montag Allied Tool & Die 216.941.6196
John Coppolino Anchor Danly 440.239.7600
Fred Pfaff Anchor Die Technologies, Inc. 216.671.6000
Lee Trem Arc Drilling, Inc. 216.441.1448
Laszlo Repay Argo Tool Corporation 330.425.2407
Bill Bennett Automation Tool & Die, Inc. 330.225.8336
C. McCartney Bowden Manufacturing Corp. 440.946.7770
Chris Burton Burton Industries Inc. 440.974.1700
Greg Kaszei Cardinal Machine Company, Inc. NA
Patrick Christopher Christopher Tool & Manufacturing 440.248.8080
Todd Keserich CompManagement Inc. 216.617.2602
James Furman Component Repair Technologies Inc. 440.255.1793
Kym Covert Fox Covert Manufacturing Inc. 419.468.1761
Tanya DiSalvo Criterion Tool & Die, Inc. 216.267.1733
David Bredenbeck Cuyahoga Community College NA
Richard Parrott Cuyahoga Valley Career Center 440.526.5200
Eileen Fertal Diamond Tool, Inc. 216.481.0808
Donald Andrasik Diemaster Tool & Mold, Inc. 330.467.4281
Rick Rogel Empire Die Casting Co. 330.908.3050
Frank Chesek Exact Tool & Die, Inc. 216.676.9140
Larry Fargo Fargo Machine Company 440.997.2442
Roger Winslow Feedall, Inc. 440.942.8100
Dan Fenton Fenton Manufacturing Inc. 440.969.1128
Roger Sustar Fredon Corporation 440.951.5200
Fred Baumann Fre-Mar Industries, Inc. 330.220.3700
Hank Matousek Grind All, Inc. 216.476.0612
Dale Fleming Hamilton Mold & Machine, Inc. 216.732.8200
Claude Petek Hubbell Machine Tooling, Inc. 216.524.1797
Ronald Lapossy Imperial Die & Mfg Company 440.268.9080
John Stoneback J & M Machine, Inc. 440.357.1234
Walter Harwood J W Harwood Company 216.531.6230
Matthew Schron Jergens, Inc. 216.486.2100
Paul Barker Jig Grinding Service Company 216.281.5775
Robert Hotujac Kennick Mold and Die, LLC 216.631.3535
John Kerek Kerek Industries 440.461.1450
John Herkes Laser Automation, Inc. 440.543.9291
Nick Papanikolaou Lee’s Grinding, Inc. 440.572.4610
Steven Loecy Loecy Precision Manufacturing 440.358.0551
Ken Smith Lorain County Community College 216.365.5222
Fritz Hoffman Lunar Tool & Mold, Inc. 216.237.2141
Paul Takacs M P Technologies, Inc. 440.838.4466
Aimee Bell MAGNET NA
Leonard May May Tool & Die, Inc. 440.237.8012
Joseph Tenebria Myers Precision Grinding Company 216.587.3737
Larry Noble Norman Noble, Inc., Micromach. Div. 216.761.5387
Dave Futryk Northern Tool & Gage, Inc. 440.877.0034
Richard Kusnir Nu-Tool Industries, Inc. 440.237.9240
Richard Profant Omega One, Inc. 216.663.8424
REGULAR MEMBERSJeff Smith Pacific Tool & Die, Inc. 330.273.7363
Peter Pinaha Pahl Tool Services 216.433.1711
Dave Princic Path Technologies, Inc. 440.358.1500
Aaron Vanke Performance Point Grinding, LLC 330.220.0871
Pam Vizer Polaris Career Center 440.891.7622
Ken Putman Proficient Machining Co., Inc. 440.942.4942
Karen Homer Profile Grinding Inc. 216.351.0600
Dale Reese Reese Machine Company, Inc. 440.992.3942
Deb Luber Richards Grinding, Inc. 216.631.7675
Roger Valentine Rochester Manufacturing, Inc. 440.647.4598
Michael Schuessler Rockstedt Tool & Die 330.273.9100
Leonard Lutch Ronlen Industries, Inc. 330.273.6468
Kenneth Wesner Royalton Manufacturing, Inc. 440.237.2233
Earl Lauridsen SC Industries 216.732.9000
Billy Bambrick Stalloy Metals Inc. 216.410.5899
Bruno Aldons Tech Industries, Inc. 216.861.7337
Tony Schiro Top Tool & Die, Inc. 216.267.5878
J.M. Trecokas Trec Industries, Inc. 216.741.4114
Kathy Byrnes Tri-Craft Inc. & Tech-Matic Ind. 440.826.1050
Mike Campbell Trust Technologies 440.951.8700
Laura Onyshko Tylok International, Inc. 216.261.7310
Forest Reichert United States Fittings, Inc. 216.663.1986
Adolf Eisenloeffel Valley Tool & Die, Inc. 440.237.0160
William Sopko William Sopko & Sons Co., Inc. 216.289.1400
Kyle Julseth Federated Insurance Company 330.730.8441
Todd Turk Gosiger Machine Tools, Inc. 440.248.3111
Karl Helfrich Karl S. Helfrich, CPA 440.250.9140
Eric Stile Sentry Insurance 715.346.7096
Michael Kane Sup-R-Die 216.252.3930
Mark Skvoretz Wasacz & Skvoretz Ltd. 440.239.1911
John Zasadni Yarde Metals 330.342.7020
PrecisionNews//NTMA-CLEVELAND CHAPTER
MEMBERLISTINGS
NTMA - Cleveland ChapterUPCOMING EVENTSGM – Parma Plant TourSeptember 20th, 8:15am-11:00amR&D Tax Credit – Black Line GroupOctober 8th, Time/Location TBD For more information contact Renee Neuendorf at:[email protected] or phone: 440.360.0131Visit our website for more information:www.ntmacleveland.org
John Murosky AccuTool 814.456.7797
Dennis Heffern Actco Tool & Mfg. Co. 814.336.4235
Rob Smith Acutec Precision Machining, Inc. 814.763.3214
Beth Zewe Edinboro University of Pennsylvania 814.337.7791
Steve Cappellino Erie Bank 814.336.1223
Jen Kliber Erie Industrial Supply Co. 814.452.3231
Nate Burtt Federated Insurance 814.897.6857
Dan Crandall Fine Print Commercial Printers, Inc. 814.337.7468
Tim Bracken First National Bank of PA 814.871.1710
Roger Janes First National Insurance Agency 814.724.4850
Dan Continenza First Niagara 814.332.0165
Jerry Haas Haas Factory Outlet/DSMMachinery 814.450.6687
Jay Verno Hagan Bus. Machines of Meadville 814.724.4601
Steven Jackson Hill, Barth & King 814.336.1512
Trevor Kriner Kriner Insurance Group, Inc. 814.724.5052
Chris Lowry Lowry Supply Company 800.424.1212
Debbie Pipp McGill, Power, Bell & Assoc., LLP 814.724.5890
Michael Moore Moore Insurance Agency, Inc. 814.827.4654
Peggy Monnie Northwest Savings Bank 814.336.2111
Tom Langston Oil Service, Inc. 412.771.6950
Laurie Perseo Perseo-Erie, Inc. 814.452.4658
Rick Scott EHD 814.453.5601
Rick Sherbondy PNC Bank 814.337.1900
Chuck Guiste Precision Manufacturing Institute 814.333.2415
Jill Groves Redevelopment Auth. of Meadville 814.337.8200
Ken Smith Second Foundation Consulting 814.454.5215
Rich Seidel Seidel Financial, Inc. 814.336.1133
Gary Alizzeo Shafer Law Firm 814.724.4540
Chris Coldren Starlite Group, Inc. 814.333.1377
Greg Wasko Starn Commoditities Group 814.336.9234
Kim Flynn Starn Marketing Group 814.333.1365
Russell Schetroma Steptoe & Johnson 814.336.6400
Bob Warren The Warren Company 814.838.8681
BECOME AN NTMA-NW PENNSYLVANIA CHAPTER MEMBER TODAY!For more information contact Tami Adams at:[email protected] or 814.720.0094
NTMA - Northwestern PA ChapterUPCOMING EVENTSIMTS Bus TripDate: September 9-11, 2012NWPA-NTMA Insurance ExpoDate: September 20, 2012Location: Meadville Elks Lodge. Call for details.Capital Hill in 3D with Omar NashashibiDate: October 11, 2012Location: The Movies at Meadville. Call for details. Contact Tami Adams at: [email protected] or 814.720.0094
NTMA - Michiana ChapterUPCOMING EVENTSSAVE THE DATE!‘Michiana Chapter NTMA Presidents Night 2012 and One Voice’Featuring NTMA National Chairman, Mr. Roger Atkins and The Franklin Partnership, Mr. Omar Nashashibi;with special honor and recognition to former NTMAMichiana Chapter Presidents.Thursday, October 18th, 2012, at historical Studebaker Museum, South Bend, Indiana. Call for more information.For more information contact Kelly Schneider at:[email protected] or 574.220.9111 or visit www.MCNTMA.orgSee page 24 for complete NTMA - Michiana Chapter Information.
“Our vision is to become the premier center of knowledge, to lead the Michiana Region precision custom manufacturing industry, in continuing leadership in our area. Our goal is to help our members in the precision custom manufacturing industry, achieve business success in a global economy through advocacy, advice, networking,
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MICHIANACHAPTER
Daniel Reifschneider Accu-Die & Mold, Inc. 269.465.4020
Pam Rubenstein Allied Specialty Precision, Inc. 574.255.4718
Mike Flowers Ark Industrial Machining 269.925.1555
Greg Frederick B&F Machine Products 574.255.7447
Nevin Siqueira Bender Mold and Machine 574.255.5350
Paul Bonin Bertrand Products 574.234.4181
JB Brown Bremen Castings. Inc. 574.546.2411
Dan Hanson Eagle Technologies Group 269.465.6986
Julie Schut ELT Tooling, Inc 574.295.5041
Paul Krizman Empire Machine, Inc. 269.684.3713
Barbara Jordan Exacto Inc, of South Bend 574.288.4716
David Behrens F&F Machine Specialties 574.255.3173
Dave Razzano Fulton Industries, Inc. 574.968.3222
Ken Patzkowsky Hanson Mold 269.429.5555
Michael McLoughlin K&M Machine-Fabricating, Inc. 269.445.2495
Ken Kasner K Mold and Engineering, Inc. 574.272.5858
Paul Hartz Mack Tool and Engineering 574.233.8424
Tim Johnson MCTD, Inc. 219.874.7661
Jay Skalla Niles Precision Company, Inc. 269.683.0585
Gregory Rogers Precision Piece Parts 574.255.3185
James Florian Quality Mold and Engineering 269.422.2137
Tim Mead R&M Manufacturing Company 269.683.9550
Stan Blenke Schafer Gear Works 574.234.4116
William & Ann Voll Sibley Machine & Foundry Corp. 574.288.4611
Herb Eggers South Bend Form Tool 574.289.2441
Jerry Beck Star Tool & Die 574.264.3815
Mary Hershberger Superior Tool & Die Company, Inc. 574.293.2591
Ron Newcomer Toolmasters, Inc. 574.256.1881
Rudy Hanson United Tool and Engineering, Inc. 574.259.1953
Steve Hartz Value Tool and Engineering, Inc. 574.246.1913
Matt Tyler Vickers Engineering, Inc. 269.426.8545
ASSOCIATE MEMBERSNeil Miller 1st Source Bank 574.235.2614
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