push to modernize, starting with the installation of a Hunter 20 x 24-in. molding machine with automatic mold handling and a portable coor- dinate measuring machine. Improve- ments continued in 2009, when Pier increased its cope and drag molding capacity by 50% through the addition of a third line. In December 2010, the company added a new core cell, a 16 x 20-in. molding machine (to replace one of the older lines) and a ductile iron tundish ladle. “Te [new molding equipment] is


more reliable, providing better mold quality and an increase in molding capac- ity,” Grilz said. “More efficient set up times allow us to cost effectively perform shorter runs.” Te new core cell automated


coremaking and added an additional core process—phenolic urethane—to Pier’s in-house capabilities. Tis


allowed the company to bring in-house all of its core production to avoid freight charges, long lead times and other logistical hurdles. In addition to the core cell, Pier added a shell core machine to produce cores up to 50 lbs. “We were fortunate enough to


have the opportunity to reinvest during the economic downturn and take advantage of the better [equip- ment] prices. Tere has been a lot of transition going on, especially in the iron [metalcasting] industry. Industry contraction has provided additional opportunities for new work. Our [facility] is large enough to bring in substantial engineering capability and small enough to devote good indi- vidual service to our customers.”


Updating Company Culture To further modernize the company,


Pier implemented lean principles,


upgraded its lighting and purchased the most current solidification model- ing and casting design software. “When we began implementing


lean, our eyes were opened to a lot of advancements we could make in the facility,” Grilz said. “We were able to uncover process inefficiencies and cor- rect them.” According to Teresa Nelson, Pier’s


HR coordinator, every staff member has attended outside training on lean principles. Te company conducted lean exercises in all of its departments and provided leadership training for management and department foremen. Implementation of lean, along with the hard work of Pier’s production staff, has enabled the company to double the output it produces on one shift. Te iron sand casting facility’s molding and pouring operations are in a large, linear warehouse with high ceilings, and keeping the cavernous space lit was an energy drain. Te company invested $50,000 in plant- wide, energy-saving lighting upgrades. Te nearly 150 new light fixtures save Pier more than $6,500 on its annual lighting costs. “As a facility manager, you look at


the cost, but it also improved safety, quality, employee motivation and cleanliness,” Grilz said. “Customers and competitors have come in and decided they want to implement simi- lar upgrades in their own facilities.” Te company discovered that implementing lean also meant imple- menting green. Pier installed a furnace water heat exchanger that helps heat the building, providing additional energy savings. Trough various other lean events, the plant reduced its land- fill materials by 65%. Now, it is looking at using grant money to partner with a local power company in 2012 to cre- ate a new melt system that would cut energy usage further.


Investing in Marketing As one of the oldest metalcasting


facilities in the Twin Cities area (it was


Pier’s new molding line is more reliable and offered better quality, a capacity increase and the ability to economically do short runs.


26 | MODERN CASTING March 2011


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