One of Spintech’s key customers needed a product that requires a large amount of detail work. Manufacturing this product includes drilling, cutting, deburring, and trimming. When these activities are done manually, they consume a lot of man-hours.
Forre Sports was facing a few challenges. Their lead times were growing, and they worried that it would jeopardize their client relationships and their sales. They needed to reduce their lead times by increasing throughput and productivity. They also needed to
Captor received a customer request wanting structural and thermal analysis simulations instead of physical testing on a new design project to predict the EMI filter design performance. Captor needed powerful software to simulate performance under different environmental conditions.
Valco wanted to increase sales and improve performance, but they had no engineers on staff and a small team. They determined that the laser department needed the most help. Valco wanted to improve their sheet metal inventory management to increase efficiency and reduce wasted time and space, while improving machine productivity.
AIMM had developed a process to make their product but ran into challenges once they tried to scale. The process that had worked on a small scale did not work when scaled because the water vapor that is released would clog the lines. They realized that the more they tried to scale the more challenges they would run into. If they wanted to scale to 50x, they were going to need help.
QQE was facing a very competitive recruiting market. They developed a strategy which included hiring students to build a pipeline and apprenticeship program. QQE began trying to connect with local schools, but it was challenging to make the right connections because they were new to Greene County.
Cat-Wood had upgraded their ERP system and wanted to incorporate machine data collection to be able to improve their estimating methodology. They wanted to ensure data accuracy on the time needed for each job to clarify pricing and understand the profit for each part manufactured. The ability to track this data would improve future quoting, increase profitability, and maximize equipment efficiency so they can be a good supplier for the Department of Defense (DoD).
Yaskawa Motoman desired to build an internship program that would support their workforce needs and create a long-term pipeline of students who can fill open positions within the company. They also wanted to connect with more schools and expose more high school students to a variety of careers in manufacturing.
Lochard was experiencing an influx of jobs that
was double what they were used to handling. As a result, they began to struggle with on-time delivery, customer dissatisfaction, low team morale, increased operational costs, and a decrease in the quality of products.
Triangle Precision contacted FastLane to see how they could leverage automation to improve efficiency and provide more capabilities to new and existing clients in the Department of Defense (DoD) supply chain. They also needed to renew their AS9100 and ITAR certifications. The certifications are critical to their business model since they are required for half of their business volume.
Budde’s aerospace customer requested that they take on more work. To stay competitive and take on the additional work to support their defense clients, Budde needed to increase their machine capacity and improve the required first article reporting. Budde needed help refining their inspection docu
Ever-Roll asked FastLane to help reduce changeover times from part to part. Each employee had their own way of doing things. They did not have a standard way to gather the tools and tooling for each part or a way to make the necessary machine adjustments required to perform the setup for each job.
