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Another instance of

improving yield on a group of castings is decreasing the required risers from four to just two, shown in Figure 7. By following each step of the process and taking into account all customer solidity requirements, this objective was achieved. T is small step translated into a big change for four separate cast- ings. T is eliminated the need to air arc the riser and was the fi rst step toward tighter cost control evaluation and a savings program that the company is implementing today. A major drawback an older facility suff ers from is the

foresight of a proper material movement. T is could be due to two major factors. One is older layouts which were not accommodating for future equipment installations. T e second is a change in the product line. Accommodations due to the changing product line can be addressed without much diffi culty. T e real bottleneck however is the layout. T e travel path of the forklifts was haphazard around the clean- ing room for diff erent products. A new ideal confi guration was designed for a more logical fl ow of every part and parts were kept separate. Substantial cost savings can be achieved by a proper work

Fig. 5. Gating and risering modifi cations improved the surface quality on the casting.

Fig. 6. Shown is the difference in the surface discoloration and piping between the risers of 50% and 70% breaker opening.

culture where all departments work towards a common objective. Rigging changes were made wherever necessary to eliminate extra grinding and heat treating following weld repair. T is was also benefi cial in freeing up storage space to put other necessary foundry supplies. Segregation and pip- ing under the riser was eliminated by increasing the breaker opening from 50% to 70%. Depending on the positive takeaways of the projects implemented at McConway & Torley LLC, the scope of improvement lies in the below areas: 1. Benchmarking with others in the industry—It is important




to know where a company stands. T is may involve a non- disclosure agreement of some sort, but it also would be impor- tant to capitalize on the latest processes used by a competitor without hurting competitiveness in any way. Having training programs and roundtable discussions are eff ective means to discover new techniques outside of the company. 2. Kaizen Programs—McConway and Torley is currently implementing Kaizen/MDI programs. T is would result in more feedback from diff erent areas of the plant, increasing the scope of improvement. 3. Rowing in the same direction—One critical element that is missing in many organizations is getting everyone work- ing with the same strategy and towards the same objectives. While devising a strategy, everyone should work in the same direction and communicate the percent completion of a task at certain intervals.

This article is based on a paper presented at the 2015 National T&O Conference. It is being used with permission from the Steel Founders’ Society of America.

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Fig. 7. Cost savings and cleaner casting surface were achieved by eliminating two risers.

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