SPECIAL FOCUS: PLANT ENGINEERING Creating baseline information by
analyzing the process end-to-end and putting figures and cost against every parameter will ensure the right adjustments are made to operational procedures and equipment. A process control program highlights the current operational inefficiencies of a machine, or its “trouble areas.” By reviewing its current operational cost, means of controlling that cost emerge. Manag- ers can implement a better standard of practice and better process control
procedures to reduce operational cost while improving productivity. Improvements might be achieved
through equipment upgrades or adjustments. Equipment moderniza- tion decisions should be based on a demonstrated return to justify the investment.
Step 2. Understand Your Operational Cost
Abrasive is one of the top five
consumable costs in metalcasting. To minimize this cost, it’s important
to know that abrasive consumption is based on: 1. The volume of abrasive being thrown or propelled at the work object.
2. The velocity of the abrasive relative to the distance from the blast wheel to the work object.
3. The size and hardness of the abrasive.
4. The hardness and temperature of the work object.
5. The impact angle on the workpiece. As part of a process control
program, all these parameters are reviewed to ensure the right veloc- ity, wheel flow and size of abrasives are being used to provide the best outcome in greatest kinetic clean- ing energy possible relative to the existing equipment and component being blasted. Alternatively, providing the right wheel and abrasive size for the machine can provide a further, sharp reduction in abrasive consumption, with a considerable improvement in operational costs. These analytics provide the
degree of insight necessary to make an informed decision about the future of your equipment.
Step 3. Understand the Whole Picture
To make the right decision for
your equipment and processes, make sure you stand back and look at the whole process, challenge any quick diagnosis and, if necessary, bring in a fresh pair of eyes—some- one who understands the process but isn’t blinded by day-to-day operational involvement. Here are some questions to ask
as you choose between quick-fix options versus a long-term plan: • What is the current collective operational cost of the process? This includes consumables and parts, labor for operators, main- tenance, planned and unplanned downtime, and cost of quality including the potential cost of lost business.
With a process control program, training occurs from the management level down through mainte- nance and operations.
32 | MODERN CASTING October 2013
• Are we meeting our quality and required production throughput
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