By visiting various companies, I realise more and more that there is one problem shared by all: the lack of technical personnel.
When meeting with company employers, plant directors, and production managers, this topic often comes up, with all the difficulties it entails and the problems it generates.
For many companies, selling on the market is the primary challenge.
At business development courses, which, at times, seem to be more like survival courses for businesses, you are taught to aim at internalization.
Theoretically, internalization is a good idea; not basing one’s sales on the internal market only is a good idea in terms of not risking too much on a single market, even if internalizing is not as easy as one might think.
In any event, let’s say that as good students we have done this too: one eye toward the internal market, one eye towards foreign markets.
Let’s suppose we have managed to get over this hurdle concerning sales, and that the turnover and budget level is going well.
Once you get past this hurdle, it is easy to think that most of the work has been done…
You have certainly had the experience of purchasing a machine tool to be installed in your company’s production department: when the machine is finally delivered, a delicate phase begins aimed at making sure that the purchased equipment is consistent with the agreements entered into.
No one wants to install a new machine tool in the production department that has geometric problems, that is unable to produce conforming pieces, that is able to produce them only at the limit of the set tolerances and that, after being used for a short time, ends up producing scrap.
Today, I will tell you how to seriously and effectively handle a geometric check of a machine tool so as to avoid any unpleasant surprises.
If a company is doing business on the market, it means that it is able to meet a need of the market, regardless of whether it is a company with a long history behind it or a “young” company.
A historical company may see the advantage of being “a company founded in 1960”, perhaps with a structured sales network, become less and less important compared to a new company, since over the years the internet has made it possible to obtain information much more quickly.
In the past 10 years, young companies have had a huge advantage compared to long-standing companies.
And they have Internet to thank for it. Indeed, in the past it was much more difficult and expensive to publicise a company; they had to go out and find customers in order to sell their products.
The statement above might seem a bit strange at first, but the purpose is to deal with the topic of system exploitation, in other words, how much we can get out of a system.
The question we want to answer is:
As many of us are experiencing directly, many things have changed in the production world compared to the past; one of these things is the production lots which, as per the market request, are becoming smaller and smaller.
With this request for increasingly smaller production lots and, in parallel, customers asking for ever faster delivery times, production companies have been retooling their machinery more and more frequently.
When this request for frequent production changes becomes increasingly intense, the system within the companies is placed under a great deal of stress and falls apart in the end, due to the following reasons: