Advertisement

Increasing Production and Minimizing Costs During Machining by Control of Tool’s Wears and or Damages

  • Nivaldo Lemos CoppiniEmail author
  • Ivair Alves dos SantosEmail author
Chapter
Part of the Lecture Notes in Management and Industrial Engineering book series (LNMIE)

Abstract

Industries involved in machining processes need to increase their competitiveness to adequately meet the market demand, i.e. better quality of their final products and a more efficient machining process. There are some industries that prefer to work with the managers of machining tools in order to control the costs of the proceedings. However, the authors of this article have the opinion that it is essential to have professionals hired directly by the company to play the role of improvements introducer to the machining process. So, following this procedure, this paper proposes the use of the Six Sigma methodology to the management and stratification of the consumption and tool breakage during the machining process. Thus, the DMAIC method was used. By providing data collection during research in the areas of factory production, causes of tool breakage were identified. With this information were initiated actions seeking process improvements and also attempting to define new ideal conditions, both of machine tools, as tools. The result showed that it was possible to propose a model for controlling the tool breakage and, undoubtedly, contribute to reducing costs and increasing productivity.

Keywords

DMAIC Costs Productivity Tool wear Tool damages 

References

  1. Antony J, Banuelas R (2002) Key ingredients for the effective implementation of six sigma program. Measur Bus Excellence 6(4):20–27CrossRefGoogle Scholar
  2. Askin RG, Standridge CR (1993) Modeling and analysis of manufacturing systems. Wiley, New YorkzbMATHGoogle Scholar
  3. Breyfogle FW III, Cupello JM, Meadows B (2001) Managing six sigma: a practical guide to understanding, assessing, and implementing the strategy that yields bottom-line success. Wiley, New YorkGoogle Scholar
  4. Carvalho MM (2002) Seleção de Projetos Seis Sigma. In: Rotondaro RG (Org) Seis Sigma: estratégia gerencial para melhoria do processo, produtos e serviços. Atlas, São PauloGoogle Scholar
  5. Diniz AE, Marcondes FC, Coppini NL (2013) Tecnologia da usinagem dos materiais. Artiliber Editora Ltda, Campinas, SP, Brasil, 8ª Edição, pp 230–248Google Scholar
  6. Harry M, Schroeder R (2000) Six sigma: the breakthrough management strategy revolutionizing the world’s top corporations. Currency, New YorkGoogle Scholar
  7. Hoerl R (2001) Six sigma Blak Belts: what do they need to know? J Qual Technol 33(4), 391–406Google Scholar
  8. Klefsjö B, Wiklund N, Edegman RL (2001) Six sigma seen as a methodology for total quality management. Measur Bus Excellence 5(1):31–35CrossRefGoogle Scholar
  9. Mcadam R, Lafferty B (2004) A multilevel case study critique of six sigma: statistical control or strategic change? Int J Oper Prod Manage 24(5):530–549Google Scholar
  10. Ohno T (1997) O sistema Toyota de produção: além da produção em larga escala. Bookman, Porto AlegreGoogle Scholar
  11. Pande PS, Neuman R, Cavanagh RR (2000) The six sigma way: how GE, motorola and other top companies are honing their performance. New York, McGraw-HillGoogle Scholar
  12. Sánchez AM, Pérez MP (2001) Lean indicators and manufacturing strategies. Int J Oper Prod Manage 21(11):1433–1451Google Scholar
  13. Sebastiani DJ (2004) Desenvolvimento e Utilização das Máquinas-Ferramenta com Comando Numérico Computadorizado (CNC) Aplicados no SENAI e nas Industrias Metal- Mecânica. Novo Hamburgo, Monografia, AgostoGoogle Scholar
  14. Shingo S (1996) O sistema toyota de produção: do ponto de vista da engenharia de produção, 2nd edn. Porto Alegre, BookmanGoogle Scholar
  15. Snee RD, Rodebaugh WF Jr (2002) The project selection process. Qual Prog 35:78–80Google Scholar
  16. Wu SM, Ermer DS (1966) Maximum profit as the criterion in the determination of the optimum cutting conditions. J Eng Industry Trans ASME 88:435–442Google Scholar

Copyright information

© Springer International Publishing Switzerland 2015

Authors and Affiliations

  1. 1.College of Mechanical EngineeringUniversity of Taubaté—UNITAUTaubatéBrazil

Personalised recommendations