Table 3. Cleaning Room Injury Reports
Results A case study was completed to ana-
lyze how much of an improvement was made by the placement of the arc booth in front of the green line. Currently, three different types of abrasive wheels are used in the cleaning department. Tey will be called Type A, B, and C. Te most accurate way to derive the usage was based on the total amount of
weight cleaned through all departments against the number of wheels used. Table 1 displays the success the depart- ment now has in reducing abrasive usage. Table 2 displays an idea of the amount of reduction made in abrasive use over the course of the last year. Te facility’s total usage of abrasive dropped from $30,971/year to $18,680/
2012 Accident Report Back Strain Other Strain
Eye Injury
Stuck by object Total Injuries YTD
2013 Accident Report Back Strain Other Strain
Eye Injury
Stuck by object Total Injuries YTD
1 5
7 4
17
1 1
4 0 6
year. Tese numbers do not include the last quarter of 2013 and can be slightly skewed due to the decrease in orders over the course of the year. A few modifications made to the finishing department resulted in an injury reduction. Before, a large major- ity of castings were being transported in large bins or baskets. At times, operators would attempt to do much of the lifting to and from baskets without the use of a hoist, to acceler- ate production. Te improved design of the grind booths also allowed for a separate enclosure to capture all of the debris. Tis eliminated the possibil- ity of grinding being done toward one another, reducing various other injuries (see Table 3). Troughout 2012, the cleaning
room was operating with a lead time of nearly 16 weeks. With the improved facility, American Foundry Group has been able to eliminate overtime while reducing lead times down to nearly five weeks, which is much closer to its overall goal of three weeks. Te 16-week lead time existed
while running an average 267 hours of overtime each week in the clean- ing department. Tis was a gross pay of $202,342 in 2012. Over time, that figure has been reduced to an aver- age 21.5 hours without increasing the work force. Te projected overtime pay for 2013 is $16,304. Te total cost savings can be summed up with the success of the primary goals, which focused on abra- sive and overtime reduction.
Tis article was adapted from “Development of Finishing Department,” presented at the 2013 Steel Founders’ Society of America T&O Conference.
38 | MODERN CASTING January 2015
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