Our overall experience is vast. It includes knowhow in processing, fixture design, tool design, manual operations, CNC operations, single station equipment, and multiple station equipment. It pertains to metal cutting operations such as turning, milling, boring, drilling, reaming, etc., on most types of machine-tools, with the exception of screw-machines.
To closely analyze the operation, suggest changes, work with the customer’s employees to institute changes, and instruct those employees in why the changes are made, so the employees can initiate similar changes on other similar work within the company.
What Others Say About Us
“On many occasions Bill has enhanced applications with which we felt quite satisfied. Considering that our Tool Engineer and I share fifty years of metal cutting experience, this is indeed impressive.”
President and Owner
After a technical education and an apprenticeship in Germany, Bill has worked for over fifty years in the manufacturing industry in Canada and the USA. This work has included machining operations, processing, programing, tool and fixture design, supervision, plant management, and teaching.
He owned a manufacturing plant which manufactured transmission components and assemblies, large capacity winches from raw material to the finished, packaged product, and performed an array of job shop work on horizontal and vertical CNC, palletized, and manual Machinery. He has 18 years of plant management experience with four companies.
In the 80s and 90s, Bill wrote articles for two periodicals. For The Technical Quarterly, an SME Publication, he wrote a multiple page article on chip control, and for Machine Shop News, he wrote a monthly article in which he was called ‘The Answer Man.’
CHECK OUT SOME OF OUR SUCCESS STORIES!
OPEFCO’s service of “Harmonizing Production Processes” has historically proven itself very financially rewarding to metal machining customers.
Engagement at a hydraulics components and assemblies division of a large, international company resulted in throughput improvements from 20% to 127% with an average of 67% after working closely with their employees on eleven, multiple palleted and equipped with tombstones machining center projects. Even on parts they considered their “bread and butter jobs,” about which a Supervisor stated “Improvement is not possible,” a twenty percent improvement was achieved. Compensation was based on an efficiency increase formula. Note: Just prior to our involvement a last ditch effort by a team of three Efficiency Experts armed with stop watches to study work-flow and save the plant from closing netted negligible results. Since Rick, the General Manager of the plant asked too late for my services, this international company’s headquarter’s earlier decision to close the plant could not be reversed.
The President and two owners of a manufacturer in Michigan, asked for my input. They were about to lose to a competitor large contracts machining off-road equipment components that kept several eight-pallet machining centers running three shifts. Their own manufacturing team, from manufacturing engineering to machine operators, could not see any possibilities to improve the process. The company’s president knew me from past dealings and asked for an evaluation of those operations. Upon cursory observation, I anticipated a close to ten percent improvement. “That will keep us these jobs, but how will you do it? They asked. Not yet being sure of all the steps, I told them that in cooperation with a conscientious employee of theirs who was intricately familiar with all phases of the job we could almost assuredly do it. The result within 64.25 hours of billed time netted cycle time improvements exceeding thirty percent; although there was a small percentage of recidivism later, they were, by a large margin, able to keep the contracts.
The owner of a manufacturing plant in Madison Heights, Michigan, asked that I manage his manufacturing plant. I declined. He then asked, “Can you at least help to get a project going with which my people are having ongoing quality problems, I’ll pay you ten-thousand dollars to get it going.” After stopping at his facilities in the evenings four times for about one hour each time to tutor employees, the project ran smoothly without the prior quality deficiencies.
The Vice President of a large Michigan manufacturer, asked for assistance with a division which was operating in the red in another State. He knew me through work I did for their Michigan operations. “Would you be willing to go there, and turn our division around?” He offered an attractive package. I accepted, and commuted weekly via Air between that state and Michigan. Within less than ten months that plant was profitable, with considerably increased throughput.