john crane strategies

7/29/2019 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.

john crane strategies

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