john crane strategies
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John Crane UK Limited
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About John Crane UK Limited
European Arm of John Crane International
Owned by TI Group, an international engineering group
Manages the EMA region, generates 30% of JCI srevenue
Market leader-manufactures 64% of the seals in EMAregion
Manufactures Mechanical seals
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COMPANY PRODUCT
Mechanical seals
1. These seals are used around the propeller shafts of the submarines toprevent the sea water from the leakage .
2. It also used in the water pump of the auto mobile to contain thecoolant in the pump drive shaft .
1. It also provide a barrier between two regions through which acommon shaft rotated .
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EXAMPLES OF PRODUCTS
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CUSTOMERS
Three clear categories of customers:
Projects : Building large scale plants, few projects, highly competitive, futuresale of spare parts. E g. Oil rig, chemical plant
Original Equipment Manufacturers:For installing in equipment for sale, reliable delivery required , large and stable
volumes, competitive market, discounts, replacement. E g. ( Pump manufacturers )
End User: Largest fraction. For manufacturing plants, swimming poolfiltration pump, sale of seals and replacement, large users-reliability , small usersPrompt replacement. E g. MNC
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COMPETETORS
Sealing solution providers : Companies like John Crane
Low variety, high volume producers : Limited product range,can not serve customers with varied demand
Local Market competitors : Companies which began as sealservicing companies
Imitators/ Fakes : Sell sub standard products as a Cranegenuine
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PLANTS
Slough factory having 170 employees and producing35% of make to order and small volume components.
Havant Factory producing medium volume
components.
Reading factory problems: Movement of componentsbetween departments was complicated because ofmachines of same type grouped at one department and
long processing, long lead times and low effectiveness.
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STAGES OF DESIGN
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CATEGORIES OF COMPONENTS
ComponentProduction MTO/MTS
Assembly
Overall : Assembled to Order Firm
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Reading Factory :Manufacturing Process 1981-82
High volume components produced
Machines arranged functionally
Components had to visit different departments
Flow of components very complicated
Very long lead times:
3 months in Made-to-stock and 6 months in Made-to-order
Shop loading aimed at maximising utilisation
Rush orders meant resetting machines and thus loss of productive time
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Reading Factory :Changes in Manufacturing Process 1982-83
Havants production transferred to Reading
Division into
Stock shop: MTS components
Non stock shop: MTO components
Grouping components with in the factory
Lead time for non stock components was reduced from 26 weeks to 12 weeks .
Flexibilty introduced by labour training to operate multiple machines
In 1981 , Computer model used CAN Q for better production
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Impact at Reading: Some learnings
Lead time for non stock components was reduced from26weeks to 12weeks
CAN-Q model showed the effect of changes in the system
Loading work onto the shop was a big problem
Training provided to labourer s to increase flexibility reducedlead time for MTS to 6weeks
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CNC ( COMPUTER NUMERICALLYCONTROLLED ) IN READING
Gibbion decided to install a new system to improvethe production ( CNC )
This helps the system to know all the need to make apart .
In 1983 , crane looked the prospect of flexiblemanufacturing system .
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Computer Integrated Manufacturing
Integrating information to be used by various parts of the company
Better control by top level through information flow and a holistic view
CIM became the central theme at Crane
Eight foundation projects recommended to implement CIM and achievedesired ends
E g. Expert system AI technique to embody expertise of sales engineer.
Analyzed user requirements to suggest seals according to standard methods
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Computer Aided Design
Traditional design office - boards with pencils and erasers
Problems - drawings were a bottleneck and better response to customerdemands was required due to increased competition
CADAM introduced in 1983 -Benefits available
Short-cut features to avoid time-consuming geometric constructions . Option of editing existing design Avg. time to produce design halved to one week .
Subsidiaries could access designs and interact faster with design office
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CONCLUSION
Should john crane join CAD CAM
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SUGGESSTION
Shop flour operators have skills but lack acomprehensive know how.
The fundamental problem is lack of integration.Therefore the programs should be written by theproduction engineers.
In doing so, shop flour operators should participateto reduce incompatibility problems. Proper link hasto be made between the cells.
This also solves the programs disliking of some ofoperators.
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