Doosan Machine Tools 9
Turning a 6 ft. x 8 in. diameter shaft in a Doosan PUMA 5100LMB. Each of the 12 tool stations in the turret can be configured with either a fixed turning tool or a rotary spindle operating at 5,000 RPM. Switching is plug-and-play for easy adaptability.
drills. That in turn enabled single pass drill- ing of half inch holes. The drilling operation alone saved 12 minutes. Take another example: Test cups (essen- tially a ladle used to take a steel sample from a molten bath). At 40 cups per week they’re one of the highest volume items Kissinger’s shop makes. But cups were lasting only one test. So they switched to a Carpenter alloy that survives three tests per cup. The material is tough, yet Kissinger says the new Doosan cuts the machining time in half.
“The setup and training...
were awesome” Unsurprisingly, support
considerations
played a big role in Carpenter’s decision to go with Doosan. Kissinger acknowledges that condensing a three year business plan into six months has been a challenge, but he raves about Precision Machine Tool So- lutions: “They’re 15 minutes from here. The up-time that they’ll give us here is second to none. Their staff, from the trainers to
their setup people to their service techni- cians are phenomenal. The feedback from the training has been great. “Also, the close proximity
of Doosan’s
warehouse in New Jersey was a consider- ation. If we do have a major crash or break something, it’s only a three hour drive away to get the part. “I’m also really impressed with their other dealers. All the purchases came through us in Reading, but one of the pieces went to our plant in Latrobe. Doosan has anoth- er dealer out there, Allegheny. They were really, really good, even though we pur- chased the machine here. Allegheny was responsible for the setup and training out in Latrobe and they were awesome. It was absolutely seamless.”
The cost savings are piling up In the first six month’s of Carpenter’s drive to take most of their machining in-house, they diverted $3.5 million in costs at a savings of $1.4 million. With the Doosans coming fully on-line they project bringing
$7 million in-house over the next year at a cost savings of $3 to $3.2 million. The following year should see $12-13 million in-house. They also continue to look for improve- ment to the parts, to cut those “hidden” downtime costs. For example, the gripper mechanism in their draw bench (equip- ment that pulls round stock through a die to create a hexagonal shape in the cold state) wore out every three to six months. They cost $18,000 each from an outside vendor, with an 8-12 week lead time. When the last one failed, Carpenter made the decision to make it in house. They upgraded the ma- terial to one of their alloys and made the part in 12 days, including heat treating, at a cost of approximately $8,800. It’s still run- ning a year later. If the machine had been down 8-12 weeks, they would have lost $650,000 in revenue. As Kissinger puts it, “It’s our work to lose. We just have to be competitive with outside machine shops. And we chose Doosan be- cause we know they’ll do the job for us.”
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