In 2021, Mirion faced a significant challenge with their Detector product line, achieving only a 50% score on their on-time delivery (OTD) metric with major customers. They identified the primary source of these delays as stemming from the MI Cable subassembly production area. Mirion turned to AMT, part of the New York MEP and the MEP National Network™, for help.

AMT conducted a high-level process mapping event with a cross-functional team at Mirion. The team identified three major sources of delay: late deliveries from suppliers, elevated levels of rework, and a lack of cross-training in critical areas. To address these issues, additional cross-functional teams were formed. These teams focused on adjusting supplier lead times to accommodate post-COVID working conditions, identifying the root causes of major rework issues, and setting up training programs to increase the number of individuals capable of performing critical operations.

AMT also collaborated with Mirion to establish a morning meeting structure in critical production areas on the shop floor. This initiative aimed to sustain the improvements made by the cross-functional teams and to gather input from all employees on how to continually enhance their work areas.

McQuillen Manufacturing was formed in 2013 and relocated to their current location in 2019. New machines were added into the new space with more contracts in aerospace and defense that targeted even higher precision, repeatability and efficiencies for components of higher complexity. To keep up with the expansion of orders and personnel, process optimization and training were critical. McQuillen turned to NextCorps, part of the New York MEP and the MEP National Network™, for help.

NextCorps strategized with McQuillen Manufacturing to support a series of projects. For this productivity improvement project, partnerships were developed with Innovated Solutions and Machine Laser Calibration. Process gauging implementation allows for in machine part measurement and adjustment to guarantee that every part produced is in tolerance according to the manufacturing specifications. Probing system implementation was effective in optimization through accurate tool length and diameter measurements with automatic tool offset calculation and correction. Specific training was provided in NX CAD/CAM (Siemens based computer aided design/manufacturing) system targeted at feature-based machining and NX CAM turbomachinery add-on.

When Studebaker moved to the Capital Region in January 2023, he planned to start a company that designs and produces 3D-printed ceramic facades, though he was not sure how long it would take to scale the business. He had gained experience in this field at the University of Pennsylvania Weitzman School of Design, where he had received his Master of Science in design with a concentration in robotics and autonomous systems and where he later worked as a researcher. Both UPenn and RPI have the 3D printing and robotic arm equipment that Studebaker would need to produce the highly decorative ceramic facades, but gaining access to such technology for a private enterprise usually would be challenging.

Gaining access to that technology was less challenging in the Capital Region. The first time Studebaker walked into the Tech Valley Center of Gravity (TVCOG), he saw the UR5 robotic arm made by Universal Robots and realized his startup would get off the ground faster than anticipated. The UR5 programmable robotic arm has a reach of 33.5 inches (850 mm) and a payload of 11 pounds (5 kg). The device is owned by FuzeHub, part of the New York MEP and the MEP National Network™. The Center for Economic Growth (CEG) Director of Technical Services Tom Bell had advocated for the UR5’s placement at the TVCOG and worked to attract entrepreneur interest in its utilization. In early 2023, CEG entered into an agreement with FuzeHub to borrow the UR5.

“Riley happened upon the robot during a tour of the COG. Without access, he wouldn’t have been able to validate his prototype idea, and start producing product for his first customer,” said TVCOG Facilities and Incubator Director Dan Falkenstrom.

Hope’s Windows has multiple plants on their campus. Plant One houses the fabrication processes, which are then sent to Plant Three for finishing operations (i.e. inspection, outside coating, prime, paint, final assembly, and packaging). An increase in sales volume led to some production issues that contributed to a negative effect on Hope’s Windows’ throughput and on-time delivery. The lead time increased from approximately 15 weeks to over 19 weeks.

Hope’s Windows engaged Insyte Consulting, part of the New York MEP and the MEP National Network™, to assess the current state of the operations in Plant Three. A current state value stream map of the operations was created to help pinpoint the areas that were bottlenecks in moving material through the system.

Based on the assessment, Insyte provided the company with a series of recommendations. The recommendations included utilizing the concept of division of labor within the assembly cells, establishing and posting production expectations for each job, organizing work areas with visual cues, establishing a designated area for required components, and ensuring upstream processes were correct prior to reaching the assembly cells.

The Hope’s Windows project team prioritized these recommendations and an action plan for implementation was created and executed to guide the workforce in implementing the improvements that will decrease lead time, increase on-time delivery, and increase throughput.

The client’s department, initially laid out in a quadrangular configuration, house various sub-assemblies each responsible for producing 75 units daily to complete an electric motor assembly, followed by testing. Despite meeting production targets, the overall equipment effectiveness system indicated an over inflated work-in-process inventory number and there were many inconsistencies in first pass yield data and deferred defect reviews revealed efficiency gaps.

LIMEP, the Manufacturing  & Technology Resource Consortium at Stony Brook University, part of the New York MEP and the MEP National Network™, was enlisted to apply lean principles to enhance productivity within the constraints of the current workforce, processes, equipment, and space. The Island Components team received extensive training in the Toyota Production System, concentrating on just-in-time, Jidoka, and standard work principles. Kanban systems were established for feeder lines, ensuring seamless sub-assembly replenishment at workstations. Additionally, the materials/purchasing manager received a plan for every part template and training, essential for sustaining just-in-time material replenishment without disrupting the flow of work. The overhaul culminated in an output surge from 75 to 120 units daily and a dramatic WIP reduction from 717 to 156 pieces, attributed to the adoption of one-piece flow and strategic bottleneck management.

Current Applications had been reliably meeting clients’ needs on a variety of different lines for many years. After several team members went through some basic lean training, they began to wonder if it might be time to re-evaluate some processes to see if they could produce some of their products more efficiently, saving time and improving quality. CITEC, part of the New York MEP and the MEP National Network™, was called in to help.

The first step was to create a value stream map of the current state and determine cycle times and the overall lead time to get a finished motor tested and ready to ship. Current practices were to make large batches throughout the production process, resulting in long lead times. The team used work balance charts to even out the flow in the cell allowing them to test smaller batch sizes. After several improvements in cell design, standard work, and 5S they were able to test single-piece, and saw great improvements in lead time and overall product cycle time. They also established standard work for operators allowing them to add or remove people from the lines to meet customer needs. They are now much more agile and can respond quicker to customer orders.

Part of the lean training included a waste hunt to identify waste in their operations. The teams identified several wastes and decided to work on increasing flow by creating one piece flow cells in two strategic product lines. The same process was used for a second line with a new group of four employees. The team had similar results and, more importantly, Current Applications now has several people trained to help them continue lean conversions in several additional work cells.

As Eagle Metalcraft experienced growth, the lack of formal ISO9001 certification was inhibiting even greater growth within target markets. In an effort to drive greater competitiveness, a plan was implemented to transition to and formally adopt ISO9001 standards. The plan was supported by Central New York Technology Development Organization (CNYTDO), part of the New York MEP and the MEP National Network™.

Individuals across the entire facility were trained in ISO9001 requirements and methodologies. The ISO9001 transition included internal auditor training as well as a full quality management system overhaul and establishment of a Quality Manual and Top-Level Procedure Manual. By developing a workforce knowledgeable in and adherent to ISO9001 standards, Eagle Metalcraft was able to realize the growth potential of ISO9001.