Archive for February, 2010

Shanzhai Industries

The term Shanzhai, which is derived from the Chinese word for bandit, refers to the thriving business of making knockoffs of electronic products. But there is another definition, a vendor who operates a business without observing the traditional rules or practices often resulting in innovative and unusual products or business models.

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These same vendors are starting a revolution, driving manufacturers to be faster and more flexible, and to start working as micro-entrepreneurs. They have become the model for today’s new manufacturers.

A recent survey by the Pease Group shows that most small manufacturers (less than $25 million in sales) expect to grow this year, and many by double digits. Most analysts also agree, that most new manufacturing jobs will come from small companies.

Welcome to the next Industrial Revolution, I hope.

Extrusion: Art or Science

The most valuable knowledge an extruder can have is a thorough and accurate understanding of the extrusion process.  This statement may appear patently obvious, but many extruders still consider both die design and the extrusion production process to be an art as well as a science.  This is no longer true.

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There was once a time when the extrusion of aluminum was perhaps almost as much an art as it was a science.  Usually the die designer learned his trade from his own experience.  This was an empirical process.  What worked for him before was likely to work again.  He didn’t really understand or use the laws of physics that govern the flow of metal through the die.  His success depended on his experience, his talent, and on the close cooperation of the extruder’s die corrector.

Those days have gone forever.

Extrusion is basically a simple process.  If the die is properly designed, and impeccable alignment, thermal as well as physical, maintained throughout the production process, good product should result from every billet.  This doesn’t always happen.  But it no longer depends on the personal skills of the die designer, the die corrector and the press operator.  Over the years, light metal extrusion technology has improved to an extent that now, with computer-assisted die design and die cutting, the extruder should be able to get good product from the first billet every time.  If he doesn’t, and his alignment is correct, he may be well advised to consider another die maker.

Container to Die Alignment

I have been asked a few times this week about container to die alignment.

Container to die alignment should be controlled to be within +/-2.5mm.  This can best be checked and monitored by not shearing the butt from the die on the last billet of any order.  After allowing the die and butt to cool to room temperature the distance from the edge of the die to the edge of the butt can be measured in each of the 12, 3, 6 and 9 o’clock positions.  Knowing the top of the die when it is located in the press, misalignment and direction of misalignment can be easily reported to maintenance department for correction if out of tolerance.  This should be done on both die slide pockets, and at a frequency depending on the extent of the problem.  Initially it can be done daily for each die slide pocket. Establish SPC control charts for each die slide pocket.
This is an important practice to overcome poor performance from dies, and avoid correcting dies that don’t need correction.

Three basic rules of productivity for extruders

For any extruder, the three basic rules of productivity are:

First, fill the container as much as possible.

Second, empty the container as fast as possible.

Third, repeat rules one and two as often as possible.

In other words, productivity depends on container utilization,

ram-speed, and contact time.

If the Extrusion Ratio is in the ideal range of 40 – 60, it should be possible to utilize most of the container length most of the time.

Cut length at the saw will restrict using full length billets most times, but you should be able to operate within 75% at all times.

An opportunity exists for most presses to increase the container length, usually by about 3 inches (75 – 100 mm).  There’s usually enough available daylight to do this.

And remember that it’s always possible to improve your productivity

Self-fulfilling prophesy

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“Try it, you’ll like it.  Everybody does!”

Can you really persuade someone to like a product by simply telling them that it’s popular?

This process was coined a “self fulfilling prophecy” by the American sociologist, Robert Merton, in 1949.  Since that time, a number of social scientists have tried to measure how powerful this effect really is.

There is definitely a positive correlation between what products become popular, and what other people think.  Social pressure is a real incentive.  Apparently about half of the success of the products tested could be attributed to peer pressure, and the remainder to random reasons.

So the question remains, can you actually persuade and convince people that something is good, if it really isn’t?

Maybe in the short term, but studies have also confirmed that the formerly top ranked products, products with intrinsic appeal, usually appear to creep back up.

This strikes a happy blow for quality.  It also offers a cautionary note for marketers.  If you lie about your product, you will eventually pay dearly.

Fortunately the self fulfilling prophesy syndrome seldom applies in industrial promotion where quality is usually quantifiable, and good, better, best can be quite accurately determined over time.

Elitism in development, still a question mark

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There has been much written recently regarding elitism in development work, and the introduction of the new iPad by Apple.  This new product may succeed or fail but it brings with it clearly the indelible mark of Steven P Jobs’ elitist approach to design as well as Apple’s earlier marketing motto, Think Different.

John Kao, prominent innovation consultant says, “Apple represents the auteur model of innovation”. where there is a very close connection between the personality of the project leader and what is created.  At Apple, team leader, Jobs, is known for design restraint.  This is a reflection of MrJob’s personal style.

Great products, according to Mr.Jobs are triumphs of taste.  And taste, he explains is a byproduct of study, observation, and being steeped in the culture of the past and the present.  His product-design philosophy is certainly not steered by committee nor determined by market research.  The key designers on his team, he says, aren’t simply 10%, 20%, or 30% better than very good, but 10 times better.

It will be very interesting to see how well this new elitist-designed product is accepted by today’s consumer.

Castool at Euroguss 2010

The results from Castool attending Euroguss 2010 in Nuremberg have been extremely positive. We look forward to developing new business relationships with all our new contacts.

I have posted the interview with Paul Robbins that everyone has been asking about.

Shearing is all about the thickness of the butt

We continue to be asked questions about shear blades. The good news is that extruders are starting to understand the importance of a good die shear. We have categorized shears blades into 3 categories based on butt thickness.

A sharp knife-edge blade works best for soft alloys such as 1XXX and 3XXX
alloys.  The tendency is to run to very short butts (because of minimal billet shell zone there is no need to leave a longer butt) and the butt tends to naturally curl with a simple knife-edge blade.  There is therefore no need for a radius to encourage curling – in fact because of the stickiness of these alloys it is arguably best to avoid prolonged contact with the blade.

Hard alloys like 2XXX and 7XXX need to run to longer butts (typically 15% of the upset billet length).  Because of this the butt will never curl and it is necessary to simply shear the butt from the die entry.  A sharp blade doesn’t promote a straightforward shear, and therefore typical blade designs for these hard alloys are more of a blocky shear design.  But do not encompass all 7XXX into this category.

The leaner 7XXX alloys such as 7003, 7005, 7020 fall into the same group as the harder 6XXX alloys such as 6061, 
are run to shorter butt lengths typical of 6061 and therefore can use the scoop type design.  Indirect extrusion of hard 2XXX and 7XXX alloys should be employing much shorter butt lengths than for direct extrusion, and in this instance it makes good sense to use the typical scoop type blade.

So in essence, the most effective blade design tends to more depend upon the butt length used rather than the alloy itself (of course, the alloy dictates the butt length).  It’s worth noting that some plants employ rather long butt lengths to some critical 6061 alloy products (e.g. automotive), and do tend to use the blockier blade design to ensure a good shear.  However having said the alloy itself is not instrumental in driving the optimum blade design, in the case of really soft 1XXX and 3XXX alloys, alloy stickiness does come into reckoning and it’s best to keep away from the curved scoop type blades.

Why is change difficult?

In the face of change and opportunity, people are often uninformed, clueless or frightened. If you’re going to be an “agent of change”, it helps to know which one.

Uninformed people need information and insight in order to figure out what to do next. They are approaching the problem with optimism and calm, but they need to be taught. Uninformed is a temporary state.

Clueless people don’t know what to do and they don’t know that they don’t know what to do. They don’t know the right questions to ask. Giving them instructions is insufficient. First, they need to be sold on what the platform even looks like.

And frightened people will resist any help you can give them, and they will blame you for the stress the change is causing. Scared people like to shoot the messenger.

The worst kind of frightened person is one with power. Someone in a mob of other frightened people, someone with a gun, someone who is the CEO. When confronted with a scared CEO, time to run. Before someone can change, they have to learn, and before they learn, they have to cease being scared.

One reason so many big ideas come from small organizations is that there is far less fear of change at the top. One mistake board members and shareholders make is that they reward the scared but hyper-confident CEO, instead of calling him on the carpet as he rages at change.

Comfort the frightened, coach the clueless and teach the uninformed.

Buyer’s value

globalization and labour

Globalized companies reject the commonly held belief that a trade-off always exists between value and cost. They pursue differentiation and low cost simultaneously. By driving down costs while driving up value for buyers, a leap in value is created. Cost savings are made by reducing or eliminating factors an industry traditionally competes on. Buyers value is increased by raising and creating elements the industry has never before offered. The whole system of a company’s utility, price, and cost activities is then properly aligned.