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Business Planning 34 MoldMaking Technology November 2014 Tyler Feyereisen inspects electrodes for height while the shop's very frst automated produc- tion cell runs in the background. In addition to the Mikron HSM 500 high-speed VMC visible here, the cell features an Agietron Hyperspark Exact sinker EDM, both from GF Machining Solutions. An Erowa Robot Multi-Twin services both machines and features a rotating gripper to load workpieces on the HSM 500's rotary fourth axis. has contributed to fulfilling such KPIs as decreasing average RFQ turnaround from 10 to 7 days. Other notable milestones the department has reached in recent years include unveiling a new website and implementing a ranking system for prospec- tive and current customers. All of these strategies, milestones and KPIs support broader items in the sub-plan's vision section. These include such goals as increasing revenue by 10 percent each year and "developing efficient processes in customer needs discovery, customer ranking/filtering and CRM management." All Aboard Keeping employees informed and engaged is a critical factor in taking effective action on goals filtered down through the individual sub-plans, McPhee says. To that end, the shop hosts monthly "stand-up" meetings to update employees on prog- ress toward goals and what might be in store for the future. These meetings ensure each individual fully appreciates how his or her efforts contribute to the company's overall vision. For instance, everyone can discuss why the master plan calls for elevating brand recognition and why investing in a new website is important to that goal. Similarly, software engineers working on KPIs related to refining the shop's use of Epicor ERP software fully understand why that needs to be done. Employees also learn about the challenges faced by cowork- ers in other areas, McPhee adds. This can not only limit mis- placed resentment, but also lead to changes that improve over- all synergy. Delivery time is a prime example. Previously, the clock started ticking as soon as Mold Craft received a purchase order. Pressure to turn the job around trickled all the way down to the shop floor regardless of extenuating circumstances, such as a customer not sending needed information until two weeks into the project. Now, in keeping with the shop's engineering-heavy production strategy, deadlines are based on design approval. This change has alleviated pressure on people with no control over the data or approval process of the customer. "Our customers respect our approach and are happy with our ability to deliver the project when we say we will," McPhee says. "This approach holds everyone accountable, and all project milestones can be planned and monitored more easily." Finally, the meetings offer a chance to show employees how much they're appreciated. Departments and individuals are always celebrated for their role in knocking action items off plan lists and other accomplishments. In addition, the shop rec- ognizes one employee every month whose contributions went above and beyond the norm, as well as birthdays, employment anniversaries and other milestones. Going over the workload at hand, incoming orders (both promised and booked) and the company's overall performance and outlook also helps employ- ees plan (for example, if someone is looking to book a vacation or buy a house). These sorts of activities don't directly impact the bottom line, but they are no less important in the long term. After all, there's a reason the shop pursues only the most difficult work. "Anybody can buy equipment or do a business plan, but our people have a passion, a pride of ownership, that makes us who we are," Bartz says. "They won't let something out the door that's not right." FOR MORE INFORMATION: Mold Craft / 651-426-3216 / mold-craft.com Sodick / 847-310-9000 / sodick.com Erowa / 847-290-0295 / erowatech.com Makino / 513-573-7200 / makino.com GF Machining Solutions / 847-913-5340 / gfac.com Proft Builder Network / 651-236-8830 / proftbuildernetwork.com