dant and diverse machinery is one of the many ways to be prepared and respond,” said Tajirian.


KT holds two production meetings a week—another uncom- mon occurrence at a company of this size—to review all of the open purchase orders and assess the status of incoming vendor orders. Ad- ditionally, Tajirian facilitates at least one planning meeting each week that also includes two programmers well-versed in Mastercam, the general manger, and the project manager. They discuss how a part will be processed. The group reviews the CATIA models as they come in from the customer and all of the guidelines, includ- ing quality parameters, heat treating, fi nishing requirements, which equipment it will run on, material grades and dimen- sions, fi xturing, special tooling needs—all the aspects required to process the part.


“We are a subcontract business. We have to be fl exible and ready for


whatever work comes in.”


“There are myriad requirements in aerospace,” Tajirian said. “What we’re doing, I’m sure all subcontractors have these kinds of meetings. It’s when we do it in the process and how we execute the project that keeps us on target that really differentiates us and has helped us become a reliable, certifi ed supplier for these major aerospace military pro- grams. In fact, we just scored another 100 percent on a recent client report card. It’s a tangible acknowledgement for a methodology and philosophy here that involve intangible activities.”


Constant Production Improvements About six years ago, KT Engineering anticipated the trend for more demand


March 2014 | ManufacturingEngineeringMedia.com 109


of titanium parts from its clients and prepared by researching the typical parts and the work envelope required for 80% of the work that would be outsourced. The company purchased two additional Mitsui Seikis—fi ve-axis horizontal mills with


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