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Aerospace Components Manufacturers, Inc.

P.O. Box 736, 1090 Elm Street Rocky Hill, CT 06067 (860) 513-3205 FAX (860) 529-5001

www.aerospacecomponents.org E-mail: alsamuel@acm-ct.org

The ACM Update & Calendar (and previous issues) are also available for viewing on the ACM website.

Congratulations to Kamatics Corp!!

Kamatics Corporation gathered their entire “500 person team” on the afternoon of October 28th to accept UTC’s Gold Level Supplier award, described by Art Soucy, UTC Vice President, Global Supply Chain, as their recognition of “perfect quality, zero escapes and zero defects per million”. Soucy announced Kamatics was one of only 19 worldwide firms to achieve this recognition. This outstanding achievement follows Kamatics’ award, 18 months ago, of the P&W Gold Level Supplier award; P&W Gold has been replaced by this UTC award, with more challenging criteria in its attainment. Kaman Corporation President & CEO Neal Keating told the employees “change is difficult, but you embraced it and actually welcomed it”. And the very proud and smiling President of Kamatics, John Kornegay, summed up his comments in telling his team this award represented the culmination of Kamatics’ LIVE program, their “Lean Initiative for a Vibrant Enterprise”!

Welcome New ACM Member

AMK Welding A Business Unit of DMC

283 Sullivan Avenue South Windsor, CT 06074

www.dynamicmaterials.com

Contact: David Freeman, President

Business Development ● The next meeting of the Business Development Team will take place on Thursday, November 6th at 8:15am at CERC, Rocky Hill.

Progressive Manufacturing ● The Progressive Manufacturing Team met on October 17th at Kamatics Corp (Bloomfield). In keeping with the Team’s expanded responsibility to address technology and quality issues, this meeting was devoted to the subject of “Vision Technology in Measuring Equipment”. Rudy Bernneger, General Manager of Hexagon Metrology, Inc. (North Kingston, RI) provided Team members with an overview of this technology’s capability and application. For those not recognizing Hexagon Metrology, Rudy indicated Hexagon was now the world’s largest metrology firm, owning Browne & Sharpe, TESA and other metrology equipment manufacturers (CE Johansson, CimCore, CogniTens, DEA, Leica Geosystems, Leitz, Romer, Sheffield). Vision based CMM systems date back to the late 1970’s and are best suited to measure small parts (which fit on their moving stages) and parts requiring non-contact inspection providing fast data acquisition in large quantities; thousands of points can be checked in milliseconds. Vision CMM systems, as designed and manufactured by TESA Technology (Switzerland), come in a variety of models and sizes spanning from small table-top manual machines to those having large stages with direct computer control to automatically measure and issue inspection reports. The basic elements of the equipment is similar regardless of size and control, all having a precise stage to move the part, a high resolution camera system along with a variety of lighting systems to provide the necessary illumination. ‘High end’ systems can include touch probes and laser systems to speed auto-focus and locate a ‘cloud’ of points to conduct profile inspection. A fifth and sixth part positioning axis can be added using stage mounted rotating positioning accessories to create the ability of inspecting complex surface shapes, e.g., turbine engine blades. Software for vision inspection systems is CAD based and provides options to perform ‘off machine’ setup using the CAD file. Data collection is highly customizable, capable of providing real-time analysis, SPC reports, etc. Rudy provided an excellent overview of the equipment, addressing its setup issues and described in detail the methods operators use to get the most from the technology. ACM members wanting more detailed information should contact Hexagon’s sales representative, Robert Poyton at 1-800-283-3600x6013 or Robert.poyton@hexagonmetrolgoy.com or Judge Tool’s representative, Bob Marshalkowski at 1-800-214-5990 or bm@judgetool.com. ● Following the presentation of vision technology systems, Team members entered into a discussion regarding methods of in-process lot traceability and how to identify serialized parts during the manufacturing process. Our next Team meeting will continue as a working meeting on this subject, sharing best practices among member firms. Please be sure to attend on Thursday, November 13th at 8:00am at Adchem Manufacturing Technologies in Manchester.

● John Kravontka, President, Fuss & O’Neill Manufacturing Solutions, Manchester, CT 860-646-2469x5699, an ACM member, offers his monthly ‘single point lesson’ as a visual best practice to help foster the spreading of game changing ideas leading to improved safety, quality, lead times and profit (right).

A Message from Jim Womack of the Lean Enterprise Institute commenting on

“It Takes Two (or more) to A3” We've just launched John Shook's new book, ‘Managing to Learn’, and I'm tremendously excited because John clearly explains why A3 thinking is the core of the Toyota management system and shows how the repeated act of creating A3s also creates lean managers.

Editors Note: The A3 report is a tool that Toyota Motor Corporation uses to propose solutions to problems, give status reports on ongoing projects, and report results of information gathering activity. The A3 report is so named because it is written on an A3 sized paper (metric equivalent of 11” x 17”).

But I'm worried as well as excited. When we launched John and Mike Rother's ‘Learning to See’ eleven years ago, I expected readers would use the wonderful tool of value-stream mapping (VSM) to engage in a dialogue with everyone touching value streams. I hoped that they would start with the business problem, map the current state as a team activity, and envision a future state able to address the problem while engaging everyone’s best efforts.

What often happened instead was that value-stream maps were assigned to staff members in improvement offices. They drew maps of the current and future states, frequently without clear problem definition and with only passing interaction with those touching the value stream. They then assumed that line management would embrace the proposed future state and make it a reality. In this way, misused VSMs became corporate wall paper.

So as we all embrace A3 – and I detect a tremendous swell of interest across the Lean Community -- let's be careful not to make the same mistake. Instead let's make A3 the foundation of lean management.

--continued on Page 6--

Workforce Development ● The WFD Team met at Adchem Mfg Tech. (Manchester) on October 21st to discuss plans for ACM’s Future Workforce Development activities. Members expressed their opinions on the importance of having ACM firms develop a closer relationship with both their local high schools, who represent the beginning of the workforce pipeline, and Connecticut’s Community College system, key to our interrelated training and worker development programs. The Team’s objective is to make high school students (as well as their parents, teachers and guidance counselors) aware of the opportunities in today’s modern aerospace manufacturing industry and to provide information regarding programs offering training for new (entry level) employees. It was noted Frank Gulluni, Director of Technical Education at Asnuntuck Community College (Enfield), was actively marketing Asnuntuck’s programs to high schools; Team members felt Frank’s knowledge of how to interrelate with the high schools would be of great value in guiding ACM. To this end, our November 18th meeting will have Mr. Gulluni discuss his ‘marketing’ efforts with the Team and offer ACM his guidance in beginning the process of ACM member firms working more closely with local high schools and middle schools. ● Please plan to attend the next Team meeting and become an active participant in a process intended to assist all member firms in the development of their future workforce. The Team will meet on November 18th at 8:00am at GKN Structures, Cromwell. ● The following are the ongoing and scheduled classes at our member’s facilities. Please advise Al Samuel at the ACM Office (alsamuel@acm-ct.org or 860-513-3205) of your training needs or to answer questions; ACM would be pleased to schedule additional courses to meet your requirments.

Course Date (Start)

No. of Days

Date(End)

Host Company or Location

Participants No. of Attendees

First Line SupervisorsDevelopment

9/11/2008 12 12/18/2008 TECT TECT 6

A-1 Machine 19/12/2008 12 12/19/2008 TECT Sterling Machine 3

BASF 3Delta Industries 2CT Tool 3Stowe Machine 1Adchem 2A-1 Machine 6

BluePrint Reading 9/24/2008 10 11/26/2008 Howmet Howmet 16GD&T 9/30/2008 10 12/9/2008 Aero Gear Aero Gear 7

Whitcraft 1Sterling Machine 2BASF 1Kamatics 1

10/14/2008 8 12/8/2008 Barnes Windsor Div Barnes 16Kamatics 5SPX 2BASF 2

BluePrint Reading 10/21/2008 10 12/23/2008 CT Tool CT Tool 7EDAC 1Kamatics 6Dell Mfg 1GKN 1

BluePrint Reading 10/28/2008 10 1/20/2009 Kamatics Kamatics 20BluePrint Reading 11/4/2008 10 1/6/2009 TIGHitco TIGHitco 15Shop Math Level II 1/14/2009 15 4/22/2009 CT Tool

First Line SupervisorsDevelopment

Metallurgy - Ferrous & Aerospace Alloy

● The following message is directly related to our support of employee training programs; it was suggested ACM members may be aware of potential applicants for these instructional positions, perhaps recent or pending retirees. Please respond to Ms. Comtois (contact info below).

“The Connecticut Community Colleges are looking for part time instructors who are qualified to teach any or all of the following courses: -Introduction to Lean Manufacturing

-Advanced Lean Manufacturing -Introduction to Supply Chain Management -Implementing Supply Chain Management The curricula for the courses have already been developed for the courses which will be offered at many of the Community College locations across the state.

Successful candidates are required to have experience working in a manufacturing environment and implementing lean concepts. Teaching experience is desirable as is a degree in Manufacturing Technology, Business Administration, or Engineering. Compensation is negotiable. Successful candidates will need to be somewhat flexible about teaching location.

If interested, submit a cover letter and resume on or before November 15, 2008 to:

Kerstin Comtois, Business/Industry Services Quinebaug Valley Community College 742 Upper Maple Street, Danielson, CT 06239 e-mail: kcomtois@qvcc.commnet.edu

Consolidated Purchasing ● The Consolidated Purchasing Team met at Barnes Windsor Division on October 23rd. Members discussed their perspective on current purchasing related issues, including the effects of the Boeing strike and the national economic crisis. Reactions and viewpoints were mixed regarding Boeing’s effect on the their businesses; some firms advised of slowdowns and having to take action regarding material procurement, others saw little or no effect. Raw material pricing continues to remain either steady or in decline, some of which is attributed to the Boeing stoppage (loweing of demand). Yarde Metals advised, from their perspective of both the commercial and aerospace markets, that consumption of raw materials was slowing across the country. In general, military work for ongoing systems and spares remains very strong while new programs, specifically the JSF were becoming a concern. CBS announced the recent opening of their new and larger facility in East Granby; Aero Gear reported progress in the expansion of their Windsor facility. ● Suppliers having Agreements with ACM are:

Supplier: Key Contact: Telephone: Shop Supplies, Abrasives, Cutting Tools, etc

Turtle & Hughes Mike Kelly Dave Howard

203-497-1529203-497-1555

Raw Materials: Nickel, Cobalt, Titanium – Sheet, Plate & Bar Stock

Aerodyne Alloys Kirk Smallidge 860-508-1271

● The next meeting of the Consolidated Purchasing Team will take place on Wednesday, November 19th at 8:00am at the new facility of CBS Manufacturing in East Granby.

News from ACM Members

Please forward significant company news and announcements to Allen Samuel at alsamuel@acm-ct.org for posting on the ACM website and publication in the UPDATE.

“It Takes Two (or more) to A3” --continued from Page 3--

To do this we have to realize that no one can create a useful A3 in isolation. It takes at least two individuals and often many more. Developing an A3 involves an organizational drama in which someone identifies a condition or problem needing attention. When this person is at a higher level, he or she assumes the role of mentor, assigning responsibility for creating the A3 to someone at a lower level -- the owner -- who is closer to the gemba where value is actually created.

However, the owner of the A3 – at whatever level of the organization -- cannot address the condition or solve the problem alone. He or she must go to the gemba and talk directly with everyone touching the problem, aware that most problems in an organization are the result of a poorly defined or poorly managed process shared by different areas, departments, and functions (often including customers and suppliers.)

As the owner proceeds with the A3 analysis, an intense dialogue ensues between the mentor and the owner, one that soon includes everyone touching the troublesome process. This dialogue gradually clarifies the problem, its root cause, the range of potential countermeasures, the best apparent countermeasure, the steps that need to be taken (the "who, what, when, where") to implement the best countermeasure, the appropriate check on the results, and the necessary reflection on next steps (which often lead to another A3.)

The real magic here is that the owner takes responsibility for addressing the problem through intense dialogue with individuals in areas of the business where he or she has no authority. During the A3 process, the owner actually manufactures the authority for putting the countermeasure in place. However, this type of authority is not a matter of control delineated on an organization chart. People in different areas with different bosses energetically participate in implementing the countermeasure because they have actively participated in the dialogue that developed what they believe is the best countermeasure for an important problem.

The additional benefit of the complete A3 cycle is that it develops the owner to become a higher-level manager. This is why John uses the dynamic terms "mentor" and "owner" in ‘Managing to Learn’ rather than the static terms "boss" and "direct report". At the same time, mastering the skill of A3 prepares those touching the process at lower levels in an organization to someday become lean managers. This occurs when they are assigned responsibility for their own A3s. Or, even better, it occurs when they spontaneously take the initiative to identify opportunities for improvement by developing A3s for evaluation by their mentors.

As we launch ‘Managing to Learn’, I wish every member of the Lean Community rapid success in mastering the critical skills of A3 management. But please, don't try to A3 all alone! With best regards,

Jim Womack, Chairman and Founder, Lean Enterprise Institute