great lakes precision news july/august 2012

TTHHIISS IISSSSUUEE:: Regulatory Review / LeveragingNewTechnology / Metal Joining / Coolant Filtration

IInnssiiddee::COMPETITIVE

TITANIUM MILLINGNEW STEPS SHOW YOU HOW TO DO EACH PHASE AS EFFECTIVELY

AS POSSIBLE TO THE RIGHT LEVEL

THE WORLD ISKEEPING SCORE

GOOD GRADES AND GOOD CREDIT SCORESMATTER. BUSINESS RESULTS MATTER, TOO

GETTING OUT THE WORDARE YOU MAKING SURE THAT EVERYONE

UNDERSTANDS YOUR GOALS?

Ti

THESTRENGTHISSUE

(Titanium)Classification: Transition Metal, Atomic Number: 22,

Atomic Weight: 47.88, Density (g/cc): 4.54, Melting Point (K):1933, Boiling Point (K): 3560

/DO YOU HAVEWHAT IT TAKES /

TOMAKE THECUT?

This CoroMill 690 is developed specifically for high-productivity 2D

profile milling of titanium components

beginning on p.14

TMPrecisionNews. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

TTEECCHHNNOOLLOOGGYY .BBUUSSIINNEESSSS .EEDDUUCCAATTIIOONN .EEVVEENNTTSS .DDIIRREECCTTOORRYY

The NTMA Great Lakes Region Magazine Featuring Cleveland, Michiana and Northwestern PA

TM

JULY/AUGUST 2012NTMA.ORG

YOUR GUIDETO EVERY NTMA

CHAPTERMEMBER IN:

CLEVELAND,MICHIANAANDNORTHWESTERNPENNSYLVANIA

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july/august2012 ntma.org PrecisionNews 01

ContentsJULY/AUGUST 2012 VOLUME 1 • ISSUE 4

PrecisionNews

The NTMA Great Lakes Region Magazine Featuring Cleveland, Michiana and Northwestern PA

EXECUTIVE DIRECTOR & EDITOR Chris MignellaPhone: 602.388.5752 • Fax: 480.970.8501Email: [email protected]

CONTRIBUTING WRITERSMargaret Jacoby, Omar Nashashibi, ATMA SW Safety Committee, Brent Terhaar, Robert J. Tracy, Ted Szaniawski

ADVISORY BOARDChris Mignella, Tami Adams, Renee Neuendorf,Kelly Schneider

Precision News is published bi-monthly by the ArizonaTooling & Machining Association (ATMA). Opinionsexpressed are those of the authors or persons quoted and not necessarily those of ATMA or NTMA. While efforts to ensure accuracy are exercised, ATMA assumesno liability for the information contained in either editorial or advertising content. ATMA assumes no responsibility or liability for unsolicited manuscripts or artwork.Reproduction in whole or part without the expressedwritten consent from ATMA is prohibited. Precision Newsis the registered trade name of this publication.

Copyright ©2012 by ATMA. All rights reserved.

TM

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OOUURR MMIISSSSIIOONN::

“WE JOIN TOGETHER AS MEMBERS OF THE GREAT LAKES REGION PRECISION CUSTOM MANUFACTURING COMMUNITY TO ACHIEVEBUSINESS SUCCESS IN A GLOBAL ECONOMY THROUGH ADVOCACY,ADVICE, NETWORKING, INFORMATION, PROGRAMS AND SERVICES.”

Features DepartmentsFOCUS: NTMA INITIATIVES

HOW CAN NTMA HELP YOU GROW YOUR BUSINESS?Though most NTMA members are small- to medium-sized companies, the power of the association can help you do business like a largecorporation.

GROWING A BUSINESS IS LIKEGROWING A FAMILYThe people that businesses touch are like family, and in fact, owners even call their companies their “babies.” As with being a family leader,owning a business is not always easy, and worrying is part of the job.

NEW STEPS TO COMPETITIVE MILLING IN TITANIUMTitanium components are not difficult to machine using the right means and methods, just more challenging and in need of a different approach.

04 Policy Matters

05 Oil Barron Bulletin

06 Trend Watch

08 People Power

10 Shop Floor

19 Best Practices

21 Cleveland Chapter Info

22 NW PA Chapter Info

24 Michiana Chapter Info

111214

02 PrecisionNews ntma.org july/august2012

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Jergens World Headquarters Jergens Way | 15700 S. Waterloo Road | Cleveland, Ohio 44110-3898© Copyright 2011

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TAMI ADAMSNorthwestern PA Chapter814.720.0094

RENEE NEUENDORFCleveland Chapter440.360.0131

KELLY SCHNEIDERMichiana Chapter574.220.9111

NTMA STAR CHAPTERS

Many thanks and encouragement is owed these NTMAChapter Executive Directors for their ongoing endeavorsto grow your association and to provide you, our members,with the tools needed to support your businesses!


Washington, D.C. – The National Toolingand Machining Association (NTMA) recentlyheld a legislative conference in Washington,D.C. representing the manufacturing industryas part of the One Voice federal governmentadvocacy effort. During that week of May 7,2012, the federal government implemented62 new rules and regulations totaling 1,577pages. This came in addition to the 45 newrules federal agencies proposed that weekwhile manufacturers advocated for theirindustry on Capitol Hill. As of June 18, thetotal new rules and regulations issued in2012 by the federal government reached1,629, totaling 34,127 pages.

On January 18, 2011, President Obamaissued Executive Order 13563 – “ImprovingRegulation and Regulatory Review,”mandating all federal agencies change theway they regulate Americans and theirbusinesses. The President directed federalagencies to “only propose or adopt aregulation if its benefits justify its cost”;“identify alternatives to direct regulation”;and “change their enforcement approach.”President Obama mandated every agencyreview pending regulations for compliancewith his Executive Order.

House of Representatives Oversight andGovernment Reform Committee ChairmanDarrell Issa (R-CA) and Subcommittee onRegulatory Affairs Chairman Jim Jordan (R-OH) recently asked the business communityto provide specific examples of burdensomeand ineffective federal rules and regulations.The NTMA along with several other tradeassociations responded to theCongressmen’s request on June 1, 2012providing input from manufacturingbusinesses across the country.

The Associations listed several regulationsincluding EPA’s Toxic Release Inventories

list (TRI) rule; EPA regulation of Nickel as aharmful carcinogen; OSHA Employer SafetyIncentive and Disincentive Policies andPractices; and the SEC Conflict MineralsRule among others as those that are directlyimpacting the industry. They also reinforcedin their letter that small and medium-sizedmiddle-market manufacturers are oftentrapped between their much largercustomers and suppliers and governmentregulators. Even if a regulation does notspecifically target small businesses or theindustry, these businesses and theiremployees still feel the trickledown effect.

Ahead of this effort by Republicans in theHouse of Representatives, PresidentObama, on May 10, 2012, issued a newExecutive Order (E.O.13610) – “Identifyingand Reducing Regulatory Burdens.” Thisorder seeks to build upon his January 2011Executive Order calling for a regulatoryreview period. Many are calling this recentPresidential directive one of the mostsignificant since President Reagan.

Under current practices, federal agenciesimplement new rules or regulations but rarely go back to review their effectiveness,burdens or effects on businesses and thepublic. When a manufacturing businessimplements a new production process orinstalls a new machine, common sensedictates that the business review whether or not the new actions are meeting theirexpectations and needs. Would a businessowner purchase a $1 million machine andnever check on its productivity? This isessentially what the federal government hasdone to a great extent with regulations – “fire and forget.”

For the first time, the President’s May 2012Executive Order officially requires agenciesto establish review processes to examine

whether previously-issued rules and regulations should be

“modified, streamlined, expanded, orrepealed.” The directive also establishes

an open and ongoing public commentprocess to allow businesses and others toprovide input on any regulation – even thosenot up for review. The White House hascreated a website to promote and facilitatethis review process: http://www.reginfo.gov/public/jsp/Utilities/index.jsp

President Obama issued his first regulatoryreview directive in January 2011. Eighteenmonths later, 144 pending regulations areundergoing active review, the most being atthe Environmental Protection Agency (EPA)with 29 pending review actions. However, in these eighteen months federal agenciespublished an additional 116,546 pages ofregulations, a lot by any measurements,particularly small businesses forced tocomply or face a fine.

While the President has taken someimportant steps to reform the regulatoryprocess, it appears many of his agenciescontinue to disregard his directive andconduct business as usual. The EPAestimates compliance with its new TRI rule will cost 11 labor hours for a typicalmanufacturer. However, our industry expertsassert it will take 56 hours to comply – losttime for companies producing and creatingjobs in the U.S.

Will agencies fully embrace the call forreform of federal regulations? Only time will tell, but with each day that passes, anaverage of 300 pages of rules and regula-tions are added to the federal register. Thissummer, most of us will take a good bookwith us to the beach to relax. Try printing just one day’s worth of regulatory actionsand it is sure to put you to sleep under thewarm sun but keep you awake at night.

OMAR NASHASHIBI is a foundingpartner at The Franklin Partnership, LLP, abi-partisan government relations firmretained by the National Tooling andMachining Association in Washington, D.C.

Learn more at: www.franklinpartnership.com

A Regulatory Review18 Months and 116,000 Pages Laterby OMAR S. NASHASHIBI

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Policy MattersADVOCACY EFFORTS

fyi:

As of June 18,the total new rules and

regulations issued in 2012 by the federal government reached 1,629, totaling

34,127 pages. +


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Oil Barron BulletinSPECIAL ADVERTISING FEATURE

Let’s talk about coolant filtration and what role it plays in increasing fluid longevity and part quality. Coolants are process fluidswhich serve as Liquid Tools® which perform various functions in the manufacturing and production process. Coolants provide a widerange of properties and aspects in the part making process; these include lubricating and cooling of the cutting tools and parts beingmachined. Coolants are also expected to provide excellent corrosion protection to the machine tool and parts; good chip evacuation along with an acceptable level of health and safety. So as you can see, there are heavy demands placed upon a metalworking fluid inorder for it to fulfill its critical role in the manufacturing process. During machining, metalworking fluids become heavily contaminated withmicron and sub-micron metal particles, as well as tramp oils. These tramp oils can be removed by skimming the free oil from the top of the emulsion, but the metal fines must be addressed by means of filtration. Filtration can come in many different forms and can range fromsimple decantation tanks and filter media, to more complex high speed centrifuges. Both provide the same end result - the removal ofmetal fines from the process fluid.

But isn’t filtration expensive?

In the past the cost of filtration verses the cost of metalworking fluids, was prohibitive for smaller shops to financially realize. However withthe rising price of metalworking fluid concentrates and the high costs for spent coolant waste disposal; more companies are becomingaware of the value that filtration can play into decreasing the overall metalworking fluid cost and extending fluid life.

So what’s in it for me?

Coolant filtration can increase productivity and tool life and is beneficial in helping reduce scrap due to poor surface finish. Filtrationincreases manufactured part quality; this is due in part to superior surface finishes, thus improving a company’s overall part quality andimage. Nice finishes = Happy customers!

In the 2nd addition of Coolant Filtration, by James J. Joseph it states “The size of the operation no longer qualifies the need for filtrationbut it establishes the degree of filtration needed to show an economic return”. So now we see that all manufacturing companiesregardless of size should be incorporating some degree of filtration. So the important questions we should be asking ourselves arethese… Do I filter my coolant, and if not, why? What increases in productivity and tool life do I stand to gain by doing so? How muchlonger could my fluids last if I did?

By not implementing filtration, you will fail to realize the full potential of your cutting tools and (if equipped) high pressure coolant system,let alone the metalworking fluid you are currently using. Re-cutting chips is not conducive to long tool life and a contaminated fluid doesnot produce excellent surface finishes. One more item to take into consideration; high levels of metal fines raises the probability forcontact dermatitis in the shop environment, thus increasing costs, and profit loss due to employee sick leave and low morale.

So if you are still kicking the idea around about whether or not you should purchase a filtration system? My question to you would be…Why wait any longer?

Stay tuned for more useful coolant tips, from The Coolant Guy!

BRETT REYNOLDS, “The Coolant Guy” works for Blaser Swisslube Inc. If you would like more uinformation regarding metalworkingfluids, or would like to find out more information about Blaser metalworking fluid products, please contact Brett at 801.722.4095 orvia email at [email protected]. The Oil Baron Bulletin is not affiliated with Blaser Swisslube Inc. or its subsidiaries.Learn more at: www.blaser.com and [email protected]

Coolant Filtrationby BRETT “THE COOLANT GUY” REYNOLDS, CMFS


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Trend WatchNEWS FROM THE CUTTING EDGE

Brazing is technically defined as the joiningof metals through the use of heat and a filler metal, at a temperature higher than 450°C (842°F) and lower than the meltingtemperatures of the metals being joined.

If a joint can be brazed, can it be welded?Of course, the answer is “it all depends”. If you’re joining dissimilar materials, saycopper and stainless steel, then you’ll needbrazing or non-traditional welding.

If you’re trying to join a cover to a plate andwant complete bonding across the plate,instead of on just the visible edge, then you’llneed brazing. And if you don’t want to meltthe parts, then brazing is a good choice.

There are many questions about brazing. Inno particular order, here are some thoughtson each:

HOW MANY TIMES HAVE YOU HAD AN RFQ THAT INCLUDED “BRAZING” AND DIDN’T KNOW WHAT TO DO WITHIT (OR CONVERSELY, YOU KNEW EXACTLY WHAT TO DO WITH IT!)? THINKING OF BRAZING AS METAL JOINING, SIMILAR TOWELDING, MAKES IT MUCH MORE UNDERSTANDABLE.

What brazing filler metal should I use? If cost is an issue, try to specify a nickel alloy.There are several that are good for brazingstainless steels, coppers and othermaterials. If cost isn’t an issue, gold alloys(usually mixed with copper) work well, andleave a very nice finish on the joint.

How many times can I braze? If you mean, “can I have multiple braze steps to join many pieces onto one part”,then the answer is yes. Each braze step isdone at a slightly lower temperature, andpossibly with a different alloy, than theprevious step. This prevents the alloy in theprevious step from re-melting. If you mean, “I don’t like how the parts came out, I wantthe braze re-done”, the answer is “probablynot”. Most braze joints are permanent, orrequire a lot of effort to separate withoutdestroying the part.

What types of brazing are there?For high temperature brazing of stainlesssteel, copper, nickel, kovar, ceramic andtitanium amongst others, there is vacuumbrazing, hydrogen brazing and torch brazing.Vacuum brazing is typically done at vacuumlevels exceeding 1x10-3 torr, and oftenapproaching 1x10-6 torr. Hydrogen brazingis done in a hydrogen atmosphere, and torchbrazing is done in air and uses a torch andflux. There is also “partial pressure” vacuumbrazing, where the vacuum levels are in the5x10-3 torr range, due to the backfill of thevacuum furnace with hydrogen or argon.

So where’s the flux in vacuum andhydrogen brazing? Ah, a good question. Pre-cleaning, and theneither the vacuum or the hydrogen providethe fluxing action for the braze alloy, keepingthe parts clean both during and after braze.

Brazing: Thoughts on Metal Joiningfrom THE THERMOFUSION “BRAZING TEAM”

+

fyi:Heat treating services

include carburizing, nitriding, case-hardening, through-hardening, annealing, stress relief, vacuum and flame

hardening, induction treating and cryogenic treating.


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bath, where the alloy flows and joins the surfaces. Dip brazing is relativelyinexpensive and much more forgiving thanvacuum brazing. It allows joining of boththin and thick sections, and of intricateshapes with multi-plane braze joints.

There’s a lot to consider when thinkingabout brazing. As with anything else, thefirst time you sub-contract for brazing will be scary, but with experience (on both thepart of you and your brazer) the worry willlessen and the propensity for profit willincrease. So get out there, get to know your brazer, and get to bidding those “brazeincluded” jobs!

THERMOFUSION INC., specialists inBrazing and Heat Treating, has been solvingcustomer’s metallurgical problems since1968. Their heat treating services includecarburizing, nitriding, case-hardening,through-hardening, annealing, stress relief,vacuum and flame hardening, inductiontreating and cryogenic treating. Brazingservices include vacuum, hydrogen, torch,induction and dip brazing. They are ISO9001:2008 Certified.

Learn more at: www.thermo-fusion.com

What about aluminum? Aluminum brazing is an interesting topic, asmany aluminum alloys melt around 676°C(1250°F) and reduce to T-0 (no temper,dead soft) at braze temperature. There aretwo primary methods of brazing 6061 (andsome other) aluminum alloys: vacuumbrazing and dip brazing. Vacuum brazing, as we’ve discussed, is done in a vacuumfurnace at vacuum levels approaching 1x10-6 torr. It’s a very clean process. But,without significant fixturing, it’s limited tobrazing in one plane only, and it’s veryexpensive. Dip brazing, on the other hand,uses molten salt as the flux. The parts arecleaned, assembled and dipped in the salt

BRAZING: THE JOINING OF TWO OR MORE METALS WITH THE USE OF A DISSIMILARMATERIAL OR ALLOY ABOVE 450C. BRAZING MAY BE DONE IN AIR, OR IN A PROTECTIVEATMOSPHERE SUCH AS VACUUM OR HYDROGEN.

+


An excellent way to effectively spread-the-word is through a Performance ManagementSystem (a.k.a. Performance Appraisals).Now if you say “Performance Appraisal”,most people think of annual salary increases,but managing performance should also bealso be linked to defining and measuringperformance for each employee.

It isn’t difficult to establish annual perfor-mance objectives for employees. Just makesure to link individual goals and objectives to the organization’s goals by assigning each employee at least one, and up to five,“S.M.A.R.T.” objectives:

SPECIFIC: Employees must be clear onexactly what results and/or behaviors areexpected in achieving each objective

MEASURABLE:Success in achieving objectives should bemeasured through quantitative or qualitativemeans

ATTAINABLE: Employees should be able to reasonably achieve the objectives estab-lished for the year

RELEVANT: Objectives should be relevantto the employee’s job

TIME-BASED: When possible explicitmilestones/deadlines for each objectiveshould be established for the year

Leaders are responsible for annual, organizational goal setting. But they should also be responsible for“getting the word out” and making sure that everyone in the organization understands how they individuallycontribute to the organization’s success.

Consider implementing an effectivePerformance Management System andaccept that it’s a process. It should be on-going ---not just an annual event ---andinclude interim reviews and coachingsessions. These reviews and coachingsessions provide multiple benefits. Theystrengthen communication betweensupervisors and employees, ensure that there is a clear understanding ofperformance expectation and clarify how individual performance relates toorganizational objectives. Finally, thePerformance Management processpromotes teamwork.

As the leader of your organization youshould set annual goals --- it’s criticallyimportant! However, if you establish goalsand don’t effectively communicate them toyour entire workforce you may not succeedin achieving your objectives. Remember thatin the absence of well-defined objectivesemployees will do what they prefer to do orwhat they think you want them to do. Youmay feel that you’re their leader ... but if youdon’t establish and reinforce expectationsyou may not know where they’re going!

TED SZANIAWSKI is the principal ofHRGroup, LLC. He can be reached [email protected] more at: www.hrgrouponline.com

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People PowerINFORMATION FOR ACTION

II AAmm TThheeiirr LLeeaaddeerr.. .. ..Which Way Did They Go?!by TED SZANIAWSKI

AN EFFECTIVE PERFORMANCEMANAGEMENT SYSTEM

STRENGTHENS COMMUNICATIONBETWEEN SUPERVISORS AND

EMPLOYEES AND ENSURES THATTHERE IS A CLEAR UNDERSTANDINGOF PERFORMANCE EXPECTATIONS.

MANUFACTURING/ENGINEERINGASSISTANCE

MACHINE SALES(new & used)

Toll Free: 877.526.6224

www.jbmtechnologies.com

PROUD MEMBERS of the National Tooling & Machining Association and our local Northwestern Pennsylvania Chapter.

We provide turnkey solutions and service the machine tools we sell. JBM partners with our customers to develop complete

Manufacturing Solutions to meet their individual needs.Our engineers are factory trained to keep abreast of the latest

technology of machine tools so that we can provide installations, training and Preventative Maintenance programs quickly and e�ciently.

Additionally, we strive to provide 24 hour response to our customers.

A full service machine tool distributor representingsome of the finest machine tool lines available.


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Do We REALLYNeed anEmployee Handbook?Short answer, YES!

Just as employees must understand what is expected of them intheir specific work assignments, they should also understand theorganization’s policies and procedures as well as its values andculture. Employees should have a “go-to” place that gives them a clear definition of the terms and conditions of employment andprovides need-to-know information that is essential for both newhires and established employees. And let’s not forget that federaland state laws and the growing number of cases of employeerelated litigation against management strongly suggests that awritten statement of company policy is a business necessity forfirms of any size.

While they often differ from organization to organization, topics that an employee handbook might address include:

• A brief description of the organization’s history • Reasons for its success and how an employee can contribute • A mission statement, summary of values and objectives• A definition of the organization’s role in the community• Orientation information• Proof of identity and eligibility for employment (Form I-9)• Employee Classifications• Payment of wages and overtime• Information about benefits, vacation, sick leave, insurance• Information on leaves of absences, etc. • Anti-harassment and discrimination policies and procedures• Expectations about conduct and discipline practices• Complaint process• Alcohol & drug use• Workplace safety• Attendance policies• Confidentiality guidelines • Guidelines concerning social networks, use of email, internet,mail, telephone and other company equipment• Disclaimer that the handbook is not a contract of employment• Acknowledgement of Receipt of the Handbook

By establishing well-written policies, the company can expect that supervisors and managers will (if properly trained) takeapproximately the same course of action in similar circumstances.It is not the handbook that is usually at fault but rather the waypolicies are administered or not administered by management.

MARGARET JACOBY, SPHRPresident, MJ Management Solutions, Inc.

Contact by email at: [email protected] more at: www.mjms.net


It was an accident, right? I mean,accidents happen, the word itself means thatit wasn’t on purpose. So why spend the timeto investigate? I am a pretty busy personand it already takes forever to fill out theOSHA log and forms.

It is common for employers to think, that iswhy I have insurance, when an employee isinjured or becomes ill in the workplace,

and they file a claim, end of story.

All of the above is true, accidentshappen; it is time consuming to fillout all the forms. Adding one morething on the “to do” list isoverwhelming and we do have the

insurance. Taking the time for accidentinvestigations, that are designed to find theroot cause of incidents in your workplace,can and will save you. The time spent on aninvestigation versus the cost associated withadditional incidents is always beneficial.

If your company does not already have apolicy to investigate, or if you have one butdon’t always utilize it; consider the following:

• To serve the purpose you should always investigate all injuries (even minor ones), all accidents withpotential for injury and incidents that resulted inproperty damage.

• There are times when OSHA requires them. Forexample, if there is a death and/or 3 employees or more are hospitalized.

• A good accident investigation is about prevention, not who is to blame.

• Be prompt, investigate immediately. Get employeestatement, interview witnesses as soon as possible.

• Determine the who, what, where and when and WHY.

• Take pictures if necessary when incidents occur.

• Utilize your safety committee for the investigation –keep in mind confidentiality matters.

• Share the results (keep the names of those involvedconfidential) .

• Learn from the results. Do the procedures or processesneed to be changed?

• Train the employees to work so that similar incidentsare avoided.

All workplace incidents cost employersmore than just the work comp insurancepremiums, lost production and/or down time is costly. Taking the time to investigatethe root cause will pay off in the end.

Your ATMA Safety Committee is available to assist or contact with any questions.Osha.gov is also an excellent source ofinformation, type in “accident investigation”in their search menu for additional info.

Learn more at: www.osha.govand www.arizonatooling.org

Accident Investigations

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Shop FloorNEWS FROM THE FRONT LINES

from THE ATMA SAFETY COMMITTEE

What happened here? And do I really want to know?

fyi:As the owner or

manager of a small business, your attitudetoward job safety and health will be reflected by your employees.

- OSHA

NTMA - MANUFACTURING AMERICA’S FUTURE

PrecisionNews// NTMA INITIATIVES

Though most of our members are small- to medium-sizedcompanies, the power of the association can help you dobusiness like a large corporation.

REVENUE GROWTH• We organize regular business-to-business purchasing fairs,designed to operate like speed dating for suppliers. We invite100 or more buyers from large companies and then give youopportunities to briefly pitch your products and services. As aresult attendees leave with good contacts and solid leads,leading to increased business. Companies have been awardedmillions of dollars in contracts as a direct result of these events.

• We offer a program called Members First, designed to helpmembers turn to each other to meet needs. Perhaps your nextcustomer is an NTMA peer? Or perhaps an NTMA memberwould make an excellent vendor for you? Members First helpsmake the connections.

• By interacting with fellow members in your local chapter, youmay discover new business opportunities, or ways to worktogether with peers to increase business or market yourselvescooperatively.

COST CONTROL• We offer discount programs with several large suppliers(including Grainger, UPS and Yellow Freight), allowing you toleverage NTMA’s combined buying power for your own benefit.

• Our business insurance program keeps more money in yourpocket by offering a necessary product in a low-overhead, not-for-profit manner.

Our decision resources allow you to be smarter about howyou use your resources, resulting in greater efficiencies andlower costs. Learn more at: www.ntma.org/initiatives

How Can NTMA Help You Grow Your Business?Profitability grows when revenue increases and costs are controlled. NTMA can help you with both.

NTMAUPCOMINGEVENTS NTMA Purchasing Fair > October 22-23, 2012Location: Nashville, TN

NTMA 2012 Fall Conference > October 24-28, 2012Location: Nashville, TNVisit: www.ntma.org

Call: 888.904.6727 PrecisionNewsTM

PPLLUUSS THE 800-lb GORILLA:Doing business with the customers whohelped you grow pp..1122

SPECIALRESETISSUE!

LEADINGTHERECOVERY

U.S. Manufacturing:

Our industry leads the way forward manufacturing products for

domestic use and export and the jobs it takes to produce them

pp..1144

PrecisionNews

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TTEECCHHNNOOLLOOGGYY .BBUUSSIINNEESSSS .EEDDUUCCAATTIIOONN .EEVVEENNTTSS .DDIIRREECCTTOORRYY

The NTMA Southwest Regional Magazine Featuring Arizona, San Diego and North Texas

ARIZONATOOLING.ORGJULY/AUGUST 2011

TTHHIISS IISSSSUUEE:: Your Secret Weapon / Process Driven Anodizing / Primary Rollercoaster / Benefits of the NTMA

TM

PAR

TIC

IPATE

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Contact your local Chapter Executive today and become a part of Precision News - the most

informative and comprehensive tooling and machining industry magazine!

THE RIGHT TOOLS. THE RIGHT TEAM.THE RIGHT TIME.

NTMA EXCLUSIVE

ASKABOUTSPECIALRATESFORNTMAMEMBERS!


D EVE LO P A PO S IT I V E AT T ITU D E TOWARDS WORKChildren are taught that there’s no substitute for hard work, as goodintentions and natural talent only take one so far. Hard work is a keyingredient for long-term success and a passion for quality is a directreflection of character.

Manufacturing cultures benefit from this same philosophy, althoughmanufacturers are strikingly different when it comes to attitudes towardswork. An environment where hard work is expected, encouraged, andrewarded becomes a place of innovation. Leaders who inspire people toachieve great things and set high expectations for each individual createbreakthrough – and repeat – performances. When leaders have highexpectations and provide inspiring environments where talented,independent people can thrive and grow, they break through barriers and lay the groundwork for success. On the other hand, workplaces thatare overly controlling are slower to adapt and harder to sustain

Developing a Positive Attitude Action – Walk through your shop andobjectively assess the energy and engagement of your people. Once youhave a picture of their overall level of performance, it’s time to take agood hard look in the mirror to understand how your leadership isreinforcing the current environment – positively and negatively. Atrusted advisor or personal coach can help you maintain objectivitythroughout this process and plot a course of action to help you build atruly high-performance team.

I M PLEMENT LONG-TE RM GOALSWhen it comes to raising kids, parents are good at breaking down long-term goals into short-term actions. For example, a child’s education stemsfrom curriculum, classes, and daily work assignments. Business leaders,however, sometimes struggle to break down strategy into action steps.They pour endless hours into developing strategic plans that sit on ashelf. They do not take the essential steps in strategic planning:translating long-term goals into short-term actions.

Companies that excel at the execution of strategy often have a manage-ment mechanism that facilitates the ongoing implementation of strategictactics. Lean manufacturers employ hoshin kanri (policy deployment orstrategy deployment). Traction: Getting a Grip on Your Business by GinoWickman outlines such an approach for implementing strategy.

I also hear pride and worry in the voices of manufacturing businessowners with whom I work. There is tremendous pride in the businessesthey have built and the positive impact their companies have on theiremployees, customers, suppliers, and communities. The people thatbusinesses touch are like family, and in fact, owners even call theircompanies their “babies.” As with being a family leader, however, owning a business is not always easy, and worrying is part of the job.

Raising a family and raising a business are not the same, even if both areextremely challenging and rewarding. However, it is possible to createparallels between these longtime endeavors. Growing up, establishing awork ethic, turning goals into action, focusing on results, and staying themoral course apply to both family and work.

GROW AN D LEARNParents want to raise children who grow and learn by pursuing lifelonglearning and deep talents that will allow them to be independent andenter into careers with opportunities. They need balanced lives with abroad perspective and skill sets that enable them to adapt to change.

A manufacturing business also needs to grow and learn. It must have the talent to produce a product that the market needs today and be able to adapt in the future. One of the biggest challenges many smallmanufacturers face is that they are very deep in one market with one ortwo large-order customers, but they lack the broader skill sets that willallow them to adapt if their core markets change.

Growing and Learning Action – Build diversification into long-termstrategic plans by exploring the world outside your usual sphere. Takeshort-term action by creating opportunities to add exposure in new andexisting markets and by increasing knowledge of new markets. Attenduntapped trade shows. Read different magazines and offer to writearticles for them. Diversification is challenging, it may take many years to learn and penetrate a new market, but the rewards can be a healthier,sustainable business. A Chinese proverb sums it up well: “The best timeto plant a tree was 20 years ago. The second-best time is now.”

As I was casting for bass recently, I reflected on how proud I am ofmy family. It also struck me that I worry about them every day. I can’t help it – they’re part of me.

For better or worse, the world keeps score: Good grades andgood credit scores matter. Business results matter, too.

GROWING A BUSINESS IS LIKE GROWING A FAMILY

BY ROBERT J. TRACY

Feature Story//PrecisionNews

Implementing Long-Term Goals Action –Pull together your leadership team to reviewyour company’s strategic and current-yearplans and clarify the gaps between the currentstate and future goals. Once the gap is clear,identify the key actions that will be taken to close the gap. Focus on five to seven keyinitiatives. Finally, determine the actions thateveryone will take in the next 90 days to movetowards each goal. Complete these actions and move to the next step. By repeating thisprocess every 90 days, your team will movesteadily toward its goals.

PAY AT TE NT I O N TO R E SU LTSFor better or worse, the world keeps score:Good grades and good credit scores matter.Business results matter, too. When a businessowner is trying to get funding to expand or is considering selling the business, financialresults are important. Profits, of course, are aprimary measure of business performance, asthey allow for lower debt, more investment,and rewards for employees and shareholders.

Unfortunately, the path to improvingprofitability can be as challenging as helping a child get better grades. For example, manycontract manufacturers do not have a completeunderstanding of how the gross margin of an individual product impacts the overallprofitability of the company. Standard costaccounting can sometimes lead manufacturersto turn away business that appears to beunprofitable on paper but in reality wouldsubstantially improve profits. Likewise,manufacturers sometimes take on businessthat looks to be profitable only to watch profitsbecome stagnate or even shrink.

Paying Attention to Results Action – Developa plan to shift from a traditional, standard-costsystem to one that is based more on directcosts. These systems are sometimes referred toas value-stream cost models, lean accounting,or direct costing. There are several good bookson the topic, including: Who’s Counting? ALean Accounting Business Novel by JerroldSolomon; Real Numbers: ManagementAccounting in a Lean Organization by JeanCunningham, and Practical Lean Accounting:A Proven System for Measuring and Managingthe Lean Enterprise by Brian Maskell.

continued on page 18


Cover Story //PrecisionNews

TITANIUM alloys are more demanding to machinecompared to most other workpiece materials. In addition,the components involved often have quite complex featuresto be machined. As such, titanium components are notdifficult to machine using the right means and methods, justmore challenging and in need of a different approach. Andthis, not just to successfully achieve machining, but to doeach phase as effectively as possible, with maximum securityand consistently to the right quality level - in other words,more competitively.

Milling dominates as machining method for many titaniumcomponents, especially aerospace structural parts, and is anarea where a lot of development has taken place recently,providing opportunities in manufacturing.

In this first part, some newly developed milling tools will bein focus and in the second part, suitable application methodsand programming with which to obtain the bestperformance and results will be discussed.

/// PLANNING TO MEET THE CHALLENGETitanium machining has up to now, for various reasons,been characterized by a conservative outlook. As such it didnot follow a similar progressive development as has been thecase with machining in most other materials andmanufacturing areas. Being a challenging material tomachine, many of the components being complex, highlysecurity oriented and with specific quality issues have allmeant that a safe approach was seen as the best strategy.However, with the larger number of titanium components,leading to a growing number of machine shops machiningtitanium and the need to be more competitive as amanufacturer, a new approach to productivity is inevitable.

When titanium is the workpiece material, it is above all amore comprehensive, detailed level of planning machiningoperations that is needed. The basic machining factors aresimilar to those arising with other materials but titanium has characteristics that make metal cutting not difficult, but unique and more challenging. Here, factors such as thecapability values for machine tools, components size andfeatures, fixturing, programming, choice of tool and methodas well as the coolant-capacity are more acutely decisive as to the outcome of machining.

/// IMPROVING PERFORMANCE......in titanium-alloy machining depends upon how well thechallenges presented by the material are met with suitablecutting tools and machining methods. This is, of course, thecase with all workpiece materials but with titanium, the risksfrom the material properties means that machining needsmore rigorous attention with dedicated tools and methods.Moreover, if improved manufacturing competitiveness is anambition, modern solutions are more essential.

TITANIUM ALLOYS ARE MUCHMORE DEMANDING TO MACHINE WHENCOMPARED TO MOST OTHER WORKPIECE MATERIALS. IN ADDITION,THE COMPONENTS INVOLVED OFTEN HAVE QUITE COMPLEXFEATURES TO BE MACHINED. AS SUCH, TITANIUM COMPONENTS ARENOT DIFFICULT TO MACHINE USING THE RIGHT MEANS AND METHODS,JUST MORE CHALLENGING AND IN NEED OF A DIFFERENT APPROACH.AND THIS, NOT JUST TO SUCCESSFULLY ACHIEVE MACHINING, BUTTO DO EACH PHASE AS EFFECTIVELY AS POSSIBLE, WITH MAXIMUMSECURITY AND CONSISTENTLY TO THE RIGHT QUALITY LEVEL - INOTHER WORDS, MORE COMPETITIVELY.

NEW STEPS TOCOMPETITIVE

MILLINGIN TITANIUM

FROM THE PN EDITORS & SANDVIK COROMANT

may/june2012 ntma.org PrecisionNews 15

To start with, the general machining rules of thumb for titanium are:

•Limit the machining temperature through cutting speed to within the means of the tool being used.

•Extending relatively shorter tool-life is a critical issue in titanium machining.

•Use relatively sharp cutting edges to reduce the effects of the high friction-coefficient of titanium.

•Optimize metal removal rate and cutting time through the feed rate and avoididling during tool engagement with material.

• Limit machining temperature through the correct use of coolant; correctly appliedhigh pressure coolant is the best.

•Replace cutting edges at very early stages of tool wear.

•Program machining using kind-for-the-tool while optimum processes.

•Follow recommended values for maximum chip thickness and feed per tooth for the tools in question.

/// FOR PLANNING THE MILLING PROCESS......a number of points need to be addressed when the component andmachine tool are being assessed. As a universal machining process today,milling represents several different types of operations which means that a larger number of factors can be varied to achieve the best result:

•Milling cutter concept, type, size, geometry, number of teeth.

• Insert geometry and grade.

•Tool holding, machine interface, integrated tools, coolant supply and modularity.

•Programming, based on process establishing followed by simulation.

•Cutting data, starting values, evaluation and optimization.

Starting with the component to be machined, the planning process can be commenced with a description of the features to be milled: size, surfaces, two- and/or three-dimensional requirements, cavity sizes,character and depths, wall heights and thicknesses, grooves and slots,intermittent cuts, corner radii and surface quality limits.

The most suitable machine tool should be selected on the basis of havingsufficient power and torque capacity – especially at the spindle speedranges, the milling cutter diameters and feed rates being considered.Sufficient spindle capacity, a suitable interface and internal coolantsupply, along with the machine coolant-pump capability as regardsvolume and pressure, are all vital to good titanium milling practice andcan be determined according to the tooling.

As regards milling methods, there is today a wide selection to suitcomponent features and the machine in question. In addition to faceand square-shoulder milling, there are various ways to mill profiles,cavities and grooves: radial milling, linear and circular ramping, circularmilling, plunge milling, peck milling, high-feed milling, and slicing ofcavities and corners. Some of the methods are relatively new, evolvedwith CNC and multi-axis machining, and well suited to machiningtitanium - thanks to newly developed cutting tool concepts andapplication knowhow.

/// NEW DIMENSIONS TO RADIAL ROUGH-MILLINGThere is a lot to be gained from considering an alternative method and tool for an operation by using better suited radial and axial cutter engagements, entries and exits. For example, a smaller radialengagement combined with a larger axial engagement is in many casesan advantage in two-dimensional milling. This is because the modern,for-titanium-dedicated long-edge milling cutter is generally the best toolfor rough milling of external and internal faces, edges, profiles and deepshoulders. A new cutter has newly developed sharp insert geometriesand coated insert grades, intended for higher feed possibilities, longer,safer tool-lives and lower power requirement.

There are two new major advantages with the mentioned type of newlong-edge milling cutter: insert location and locking with individualhigh-pressure coolant supply.

The need for extra stability for inserts in the cutter when millingtitanium and the inherent weakness of long-edge cutters to withstandaxial cutting forces has warranted the development of a dedicated toolsolution. Inserts have been provided with newly designed support withthe elimination of insert micro-movement in the seat. This means a new level of machining security combined with the potential for higherproductivity through the possibility to machine at higher feed rates. Thenew insert location and locking concept in the cutter keeps close insertalignment in the cutter absolutely fixed in place and minimizes the riskof bottom insert-row failure, as is too often typical in this type of tool for these applications.

A big advantage also lies in that there is a coolant supply directed at high pressure for each cutting edge. In machine tools that can supply a coolant supply to and through the tool at a pressure of 50 to 70 bars,this cutter provides a considerable boost to performance by keepingcutting zone temperatures down, allowing for higher cutting speeds,prolonging tool-life considerably and smoother evacuation of chips to prevent the hazard of chip re-cutting.

The somewhat higher investment in a modern, titanium-dedicatedlong-edge milling cutter - as opposed to a broader, general-purposelong-edge cutter - is paid back quickly when machining commences.

/// ON THE TOOL-MATERIAL SIDE......developments have provided a series of indexable-insert gradesdedicated for titanium milling that provides broad coverage. This, tocope with the varying demands that are encountered in the differentmilling titanium-component features. Two new insert grades dedicatedto better performance in the face of the demands of milling titaniumalloys have been introduced recently to complement existing, establishedgrades. Although uncoated inserts have dominated in titanium milling,tool-material development has now come up with a new generation ofcoated grades that provides improvements in different directions –higher cutting speed in combination with longer tool-life alternatively,extra cutting edge strength for difficult conditions.

OPPOSITE: CoroMill 690 is developed specifically for high-productivity 2D profile milling of titanium components


Different coating techniques have been used to arrive at these twotitanium-dedicated insert grades. A sharp insert-edge, on an insertmade of PVD-coated micro-grain carbide, has been shown to betterresist the wear that dominates with higher speeds and longer cutterengagements. More difficult machining conditions, on the other hand, may include unfavorable cuts, entries, exits and even vibrationtendencies and make completely different demands on the edge toachieve good productivity. A new CVD-coated insert grade, with atough substrate, will stand up to these, more demanding cuts, providing a more secure, predictable tool-life.

/// FOR SMALLER DIMENSIONS......needing small-diameter milling cutters, the conventional solutionhas been in the form of solid end mills, in cemented carbide aswell as high speed steel. The solid carbide end mill hasundergone considerable development in later years withgeometries and grades dedicated to titanium milling.The disadvantage with these end mills is the long,slender tool length and that the tool in its entityis made from the tool material, negativelyaffecting stability, flexibility and tool cost. In the area overlapped by solidcarbide end mills and indexableinsert end mills – 10 to 25 mm– there is today acomplimentary solution formany application in titaniummilling: end mills withexchangeable heads.

As regards type of operations and finishrequirements, indexable insert cutters are flexible,high-metal-removal-rate tools, well suited for mostoperations while solid carbide cutters have close tool-tolerances and can provide high finishes and accuracy,especially at large axial depths of cut thanks to long, groundradial cutting edges. End mills with exchangeable heads provideadvantages from both tool types. The exchangeable head conceptachieves indexability as well as accuracy, lending itself to any type ofmilling operation, with the exception of extensive side and face milling,limited-space operations requiring long tool reach and super-finishing.

The solid carbide end mill remains the best choice where a long radialedge or slender reach is needed such as to machine closed pockets andlight cutting at large axial depths of cut in operations like semi-finishingto super-finishing operations. Developments here have providedvariable flute design with radial relief and various helix geometries forsmooth cutting action and chip evacuation with internal coolant intitanium. Suitable tool-radii options for milling the profile and radius infillets are invaluable when performing two-dimensional roughing in veryconfined cavities as well as four- and five-axis milling in closed pockets.

The indexable insert end mill, on the other hand, remains the best forgeneral high-productive roughing to semi-finishing operations. Themetal removal rate of exchangeable-head end mills is higher than that of solid carbide cutters while surface finish and precision capability isbetter than that of indexable insert cutters. The best concept has beenachieved by a head based on a modern solid carbide tool concept, in this way achieving indexability as well as good accuracy.

/// FLEXIBLE, STRONG AND COST-EFFECTIVEThe modern exchangeable-head end mill is establishing itself in animportant complimentary position offering several advantages fortitanium milling. It does not have the long, spiral chip-channels of solid carbide end mills with a shank, which inevitably results in arelatively weak tool-core. It does, however, have some of theadvantages of the indexable cutter but without the need forthe loose parts of an insert-seat, with clamping screw or mechanism. If a solid carbide end mill breaks, itrepresents a substantial tool cost because the wholetool has to be replaced – the exchangeable headcosts considerably less. Solid carbide toolsare reground, representing loss of tooldiameter, position and costs, whereasthe small tool-head is used once,exchanged for a new one, andrecycled when worn out.

Flexibility is a big advantage of the exchangeable-head end mill. Changing tools is easy and quick in

the machine or in the tool-room and the tool precisionensures cutting edge position. The balance between

tool accessibility and stability is easily optimized withexchangeable-head end mills. Selecting the most suitable tool

shank adapts the cutter to either long tool reach or to high rigiditythrough minimal-length tool shank. Key points for success with endmills having exchangeable heads are:

•The design of the coupling between head and shank, including points such as aspecially developed thread-profile and the stability from full-face contact.

•The strength, precision and program of milling heads, to optimize roughing tofinishing and to cover the majority of operation types.

•The range of shanks available, for example, including solid-carbide shanks havinggood rigidity at tool overhangs of four to five times the tool-diameter.

continued on page 20

continued from page 15

a standard 340T milling insert manufactured by Sandvik Coromant

TO BE COMPETITIVE, IT IS NOT ENOUGH TODAY TO ACHIEVE A SUCCESSFUL MACHINING PROCESS, TITANIUM MILLING HAS TO BEPERFORMED AS EFFICIENTLY AS POSSIBLE AND WITH MAXIMUM SECURITY, CONSISTENTLY TO THE RIGHT QUALITY LEVEL.


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Feature Story//PrecisionNews

S ET A MORAL C OMPASSTeaching honesty, integrity, and respect may be the mostfundamental aspect of parenting. Seeing the good in others andhaving the courage of one’s convictions are essential for a successfullife – and business. A strong ethical foundation and moral compasssustain people and companies through the decades and into thenext generation.

The leader of the company sets the tone for the entire organizationwhen it comes to integrity. Outstanding leadership and a strongmoral compass will help the company weather rough seas and willcreate a lasting legacy.

Many companies have value statements that are heavy on platitudesand light on substance. Authentic value statements truly articulatethe key values that differentiate a company.

Setting a Moral Compass Action – Take time with your leadershipteam to define your company’s core values. Enlist the help of anoutside facilitator to help sort through value statements regardingtrust and respect. The process of developing company valuestogether allows business leaders to identify what is really important.

CONC LUS I ONAll in all, a fulfilling life and a thriving company depend upongrowth, lifelong learning, a positive attitude, forward propulsion,being results-oriented, and not compromising when it comes topersonal and professional values. If it sounds like a challenge, it is.That’s parenting.

ROBERT J. TRACY is a principal in the manufacturingpractice at CliftonLarsonAllen LLP. He helps manufacturingbusiness owners improve profitability, reduce risk, buildbusiness value, and plan for succession. Rob can be reachedat [email protected].

About CliftonLarsonAllenCliftonLarsonAllen is one of the nation’s top 10 certified public accounting andconsulting firms. Structured to provide clients with highly specialized industryinsight, the firm delivers assurance, tax and advisory capabilities.CliftonLarsonAllen offers unprecedented emphasis on serving privately heldbusinesses and their owners, as well as nonprofits and governmental entities. Thefirm has a staff of more than 3,600 professionals, operating from more than 90offices across the country. Learn more at: www.cliftonlarsonallen.com

GROWING A BUSINESSIS LIKE GROWING A FAMILYcontinued from page 13

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THE CHALLENGEHow can I dramatically reduce my lead-time and improve the qualityof my products? How can I reduce my setup time? Is there a way forme to get more out of my existing equipment and people? These arethe kind of questions companies are asking now more than ever…and the latest in advances in CAD/CAM technology are helping todeliver the answers. One company in Irvine, California was able toreduce design time by more than 95%, reduce programming timemore than 75%, reduce rework and scrap by more than 20%, andreduce the overall lead-time for their products by more than 85%...all without adding any additional staff or equipment. How did they doit? By automating the entire business process from orders to parts,using the latest CAD/CAM technology.

TECHNOLOGY AND PERFORMANCEIn the early 90’s parametric, feature based, solid modeling wasintroduced for computer aided design (CAD). The advantages wereimmediately recognized. Thanks to feature based design, a complete3D solid model could be developed, analyzed, tested, and approvedin a fraction of the time previously required. In addition, because thefeatures were both parametric and associative, the solid modelswould update automatically to design changes. However, initiallythese systems were expensive and only large companies couldafford them. In the late 90’s and early 2000’s that started to change.Companies like SolidWorks® introduced fully functional solidmodelers, at an affordable price. Currently, virtually all modernmechanical design is done using parametric, feature based, solidmodeling and the latest solid modelers include API’s (ApplicationProgramming Interface) for automation and customization.

Likewise, Computer Aided Manufacturing has followed. The latestCAM technology uses Feature Based Machining (FBM) to createparametric machinable features. For example, CAMWorks® byGeometric uses FBM and Automatic Feature Recognition (AFR) to automatically recognize and create 3D parametric, machinablefeatures. Once created, the features are machined automaticallyusing Knowledge Based Machining (KBM). Knowledge BasedMachining can be used to capture and store the processes, tools,and speeds & feeds to program and machine features into thetechnology database. Once stored, KBM can then program thefeature automatically, using the information from the technologydatabase.

Good CNC programmers and machinists are getting increasinglydifficult to find. One of the major benefits to using KBM isKnowledge Based Machining can capture the “best practices” of a company’s best programmers and machinist into a databasemanaged and owned by the company. As a result when a senior

programmer or machinists resigns or retires, his knowledge doesn’thave to walk out the door with him. In addition, quality is significantlyincreased because even new inexperienced employees can tap on the expert knowledge stored in the technology database. CNCProgramming and machining becomes automated, standardize, andconsistent. Even tooling costs are reduced, thanks to the consistentuse of standard tools and proven processes.

SUCCESS!CP-Carrillo in Irvine California has been the premier supplier of top quality performance products to the power-sports and sportcompact industries since their inception in 1998. As the techno-logical leader in piston design and development for all venues ofmotorsports, CP-Carrillo has always been focused on providing top quality industry leading products while maintaining the highestlevel of customer service. Karl Ramm, Sr. Technology Manager for CP-Carrillo is always searching for, and implementing, the latestcomputer technology in all phases of their business. When Karlrecognized the potential of using API’s (Application ProgrammingInterfaces) to automate the design and manufacturing process, heinitiated a project to develop a fully automated CAD\CAM systemand link it to order processing.

The project is complete and now the entire process from initialorder, to design of the solid model, and generation of the CNCprograms occurs in seconds or minutes rather than hours or days.When an order is ready to be processed an employee simply enters the order number into the system. Once the order number is submitted, the system retrieves the design parameters from theelectronic order form and automatically designs the custom piston.In seconds the design is complete and CNC programs are thengenerated automatically. The entire process takes literally secondsor a few minutes and no human intervention is required. The CNCprograms are then used to manufacture the parts.

Thanks to Karl and his team, the system is capable of designing and machining virtually any of CP-Carrillo’s custom pistons andcreates CNC programs automatically for more than fifty differentCNC machines. The final result… a 95% reduction in design time, a 75% reduction in programming time, a 20% reduction in reducerework and scrap, and the overall lead-time for was reduced bymore than 85%.

For more information, contact: GEOMETRIC TECHNOLOGIES15974 N. 77th Street #103, Scottsdale, AZ 85260Phone: 480.367.0132, Fax: 480.367.0420Learn more at: www.camworks.com

Technology, Performance,

Success!Leveraging the Latest Technology to Reduce Lead-Times and Improve Quality

Best Practices in ActionSPECIAL ADVERTORIAL


2012 BOARD MEMBERS

President & Membership TeamJOHN COPPOLINO

Anchor [email protected]

Vice PresidentDONALD ANDRASIK

Diemaster Tool & Mold, [email protected]

Past Presidents

FRANK K. CHESEKExact Tool & Die, Inc.

[email protected]

JIM TRECOKASTREC Industries, [email protected]

ROBERT HOTUJACKennick Mold & Die, [email protected]

MEMBERSHIP TEAM

Tanya DiSalvoCriterion Tool & Die/Criterion Instrument

[email protected]

Paul J. TakacsMP Technologies, [email protected]

PROGRAMS TEAM

Matt SchronJergens USA

[email protected]

John ZasadniYarde Metals [email protected]

Executive DirectorRENEE NEUENDORFNTMA [email protected]: 440.360.0131

CLEVELANDCHAPTER

/// CONCLUSIVELY, TITANIUM COMPONENTS......cannot be said to be difficult to machine any more. However, it doesmake demands on the use of right means and methods as titanium is more challenging and in need of a different approach to processplanning, tool selection and application. Moreover, to be competitive, it is not enough today to achieve a successful machining process,titanium milling has to be performed as efficiently as possible and withmaximum security, consistently to the right quality level.

/// TITANIUMThe metallurgical, chemical and thermal properties especially maketitanium a unique material as a design material and as a workpiecematerial. Titanium alloys vary considerably as regards machinability,from the more traditional Ti6Al4V alloy to the stronger Ti10-2-3 andTi5553 alloys but the basic common titanium alloy characteristics are:

Titanium is often used in components that have to withstand exposureto high temperatures. It is a poor heat conductor which means thatheat is not transported away from the cutting zone with chips as is the case with most other metals. This leads to higher machiningtemperature which rises rapidly with rising cutting speeds. Inserts have to tolerate a high thermal load.

As a component material, titanium has excellent resistance tocorrosion, but in machining it can be a smearing material which reactschemically to the tool material. This means a tendency for titanium toweld to the cutting edge which can lead to rapid tool breakdown andpoor security.

Titanium has excellent material-strength values but a low modulus of elasticity. This means that during machining the material has atendency to deflect away from the tool and, if not addressed, can leadto various machining problems.

The surface of titanium alloys left after machining needs extraattention. It can be easily damaged through the appearance of verysmall cracks and scratches, welded material, plastic deformation andzones affected by heat as well as residual stress. These can lead to adegradation of the material properties in components if the surfaceintegrity is not maintained to acceptable levels.

During the cutting process, the contact area between segmentedtitanium chips and tool face is very concentrated, leading to highpressure on the cutting edge. This high compressive stress incombination with high temperatures is the main cause of why titanium is prone to edge deformation and other tool wear types.

Together, these properties call for the right, dedicated cutting tools and methods to meet the machining challenge the material and oftenfeatures presents.

SANDVIK COROMANT is the world’s leading supplier of tools,tooling solutions and know-how to the metalworking industry. They can be contacted at: 1.800.SANDVIK or 1.800.726.384.

Learn more at: www.sandvik.coromant.com

Cover Story //PrecisionNewsNEW STEPS TO COMPETITIVE MILLING IN TITANIUM

continued from page 20


Larry Amels A & J Engineering 216.961.9720

Jordan Owens Alternative Design and Fabrication 440.915.7281

Herman Bredenbeck Advance Manufacturing 216.961.9190

Fred Montag Allied Tool & Die 216.941.6196

John Coppolino Anchor Danly 440.239.7600

Fred Pfaff Anchor Die Technologies, Inc. 216.671.6000

Lee Trem Arc Drilling, Inc. 216.441.1448

Laszlo Repay Argo Tool Corporation 330.425.2407

Bill Bennett Automation Tool & Die, Inc. 330.225.8336

C. McCartney Bowden Manufacturing Corp. 440.946.7770

Chris Burton Burton Industries Inc. 440.974.1700

Greg Kaszei Cardinal Machine Company, Inc. NA

Patrick Christopher Christopher Tool & Manufacturing 440.248.8080

Todd Keserich CompManagement Inc. 216.617.2602

James Furman Component Repair Technologies Inc. 440.255.1793

Kym Covert Fox Covert Manufacturing Inc. 419.468.1761

Tanya DiSalvo Criterion Tool & Die, Inc. 216.267.1733

David Bredenbeck Cuyahoga Community College NA

Richard Parrott Cuyahoga Valley Career Center 440.526.5200

Eileen Fertal Diamond Tool, Inc. 216.481.0808

Donald Andrasik Diemaster Tool & Mold, Inc. 330.467.4281

Rick Rogel Empire Die Casting Co. 330.908.3050

Frank Chesek Exact Tool & Die, Inc. 216.676.9140

Larry Fargo Fargo Machine Company 440.997.2442

Roger Winslow Feedall, Inc. 440.942.8100

Dan Fenton Fenton Manufacturing Inc. 440.969.1128

Roger Sustar Fredon Corporation 440.951.5200

Fred Baumann Fre-Mar Industries, Inc. 330.220.3700

Hank Matousek Grind All, Inc. 216.476.0612

Dale Fleming Hamilton Mold & Machine, Inc. 216.732.8200

Claude Petek Hubbell Machine Tooling, Inc. 216.524.1797

Ronald Lapossy Imperial Die & Mfg Company 440.268.9080

John Stoneback J & M Machine, Inc. 440.357.1234

Walter Harwood J W Harwood Company 216.531.6230

Matthew Schron Jergens, Inc. 216.486.2100

Paul Barker Jig Grinding Service Company 216.281.5775

Robert Hotujac Kennick Mold and Die, LLC 216.631.3535

John Kerek Kerek Industries 440.461.1450

John Herkes Laser Automation, Inc. 440.543.9291

Nick Papanikolaou Lee’s Grinding, Inc. 440.572.4610

Steven Loecy Loecy Precision Manufacturing 440.358.0551

Ken Smith Lorain County Community College 216.365.5222

Fritz Hoffman Lunar Tool & Mold, Inc. 216.237.2141

Paul Takacs M P Technologies, Inc. 440.838.4466

Aimee Bell MAGNET NA

Leonard May May Tool & Die, Inc. 440.237.8012

Joseph Tenebria Myers Precision Grinding Company 216.587.3737

Larry Noble Norman Noble, Inc., Micromach. Div. 216.761.5387

Dave Futryk Northern Tool & Gage, Inc. 440.877.0034

Richard Kusnir Nu-Tool Industries, Inc. 440.237.9240

Richard Profant Omega One, Inc. 216.663.8424

REGULAR MEMBERSJeff Smith Pacific Tool & Die, Inc. 330.273.7363

Peter Pinaha Pahl Tool Services 216.433.1711

Dave Princic Path Technologies, Inc. 440.358.1500

Aaron Vanke Performance Point Grinding, LLC 330.220.0871

Pam Vizer Polaris Career Center 440.891.7622

Ken Putman Proficient Machining Co., Inc. 440.942.4942

Karen Homer Profile Grinding Inc. 216.351.0600

Dale Reese Reese Machine Company, Inc. 440.992.3942

Deb Luber Richards Grinding, Inc. 216.631.7675

Roger Valentine Rochester Manufacturing, Inc. 440.647.4598

Michael Schuessler Rockstedt Tool & Die 330.273.9100

Leonard Lutch Ronlen Industries, Inc. 330.273.6468

Kenneth Wesner Royalton Manufacturing, Inc. 440.237.2233

Earl Lauridsen SC Industries 216.732.9000

Billy Bambrick Stalloy Metals Inc. 216.410.5899

Bruno Aldons Tech Industries, Inc. 216.861.7337

Tony Schiro Top Tool & Die, Inc. 216.267.5878

J.M. Trecokas Trec Industries, Inc. 216.741.4114

Kathy Byrnes Tri-Craft Inc. & Tech-Matic Ind. 440.826.1050

Mike Campbell Trust Technologies 440.951.8700

Laura Onyshko Tylok International, Inc. 216.261.7310

Forest Reichert United States Fittings, Inc. 216.663.1986

Adolf Eisenloeffel Valley Tool & Die, Inc. 440.237.0160

William Sopko William Sopko & Sons Co., Inc. 216.289.1400

ASSOCIATE MEMBERSAl Foote Compass Technologies 440.734.9600

Steve Goldstein Compsolve, Inc. 877.630.0001

Michael Marrapese Diamond Metals 216.898.7900

Kyle Julseth Federated Insurance Company 330.730.8441

Todd Turk Gosiger Machine Tools, Inc. 440.248.3111

Karl Helfrich Karl S. Helfrich, CPA 440.250.9140

Eric Stile Sentry Insurance 715.346.7096

Michael Kane Sup-R-Die 216.252.3930

Mark Skvoretz Wasacz & Skvoretz Ltd. 440.239.1911

John Zasadni Yarde Metals 330.342.7020

PrecisionNews//NTMA-CLEVELAND CHAPTER

MEMBERLISTINGS

NTMA - Cleveland ChapterUPCOMING EVENTSNTMA Cleveland Chapter Golf OutingJuly 23rd, 2012 at the StoneWater Golf Club

For more information contact Renee Neuendorf at:[email protected]:440.360.0131


John Murosky AccuTool 814.456.7797

Dennis Heffern Actco Tool & Mfg. Co. 814.336.4235

Rob Smith Acutec Precision Machining, Inc. 814.763.3214

Karen Styborski Advantage Mold & Design 814.337.8535

Dick McClure Aetna Machine Company 814.425.3881

John Wehrle Area Tool & Manufacturing, Inc. 814.724.3166

Bud Martin Arvite Technologies 814.838.9444

Gary Trojanowski Automation Devices, Inc. 814.474.5561

Jeff Morell Bra-Vor Tool & Die Company, Inc. 814.724.1557

Dennis Frampton C & J Industries, Inc. 814.724.4950

Dale Cummings Canto Tool Corporation 814.724.2865

James Chest Chest Tool & Die 814.720.7004

Chris Learn Chipsco Precision Services 814.724.3666

Josh Heiser Corry Custom Machine 814.663.0868

Barry Stainbrook Doutt Tool 814.398.2989

Jeff Hanaway Electro-Tech, Inc. 814.333.2420

Dave Cipriani Erie Specialty Products, Inc. 814.453.5611

Mark Brosnahan FRB Machine, Inc. 724.867.0111

James Greenleaf Greenleaf Corporation 814.763.2915

Andrew Foyle H & H Machined Products, Inc. 814.838.6801

Theresa Stachera Hanes Erie, Inc. 814.474.1999

Tom Harrington Harrington Machine & Tool 814.432.7339

Lon Sippy Highpoint Tool & Mfg. 814.763.5453

Mike Gunn Imperial Carbide, Inc. 814.724.3732

Kurt Hamilton Inlet Tool 814.382.3511

John Watkins JBM Technologies, Inc. 215.588.5100

KC Gunn K & S Tool & Die, Inc. 814.336.6932

Ken Kuhn Kuhn Tool & Die Co. 814.336.2123

Jamie Clark Lamjen, Inc. 814.459.5277

Chris Minnis Laser Tool, Inc. 814.763.2032

Doug Sheets Layke Tool & Manufacturing, Inc. 814.333.1169

Darrel Leech Leech Industries, Inc. 814.336.2141

Thomas Fontecchio M P E Machine Tool, Inc. 814.664.4822

Randy Jones Marlan Tool, Inc. 814.382.2744

Bill Muck Merit Tool Company, Inc. 814.456.0582

Mark Sisco Micro Tool & Manufacturing, Inc. 814.724.4704

Jean McMillin Morlin, Inc. 814.454.5559

Brian Deane NuTec Tooling Systems, Inc. 814.724.6336

Chuck Graham Overtime Tool, Inc. 814.734.0848

Paul Seymour Paul E. Seymour Tool & Die Co. 814.725.5170

James Burns Pennsylvania Tool & Gages, Inc. 814.336.3136

Doug Peters Peters’ Heat Treating, Inc. 814.333.1782

Brian Dixon Precise EDM & Tool 814.333.1147

Dan Wilkes Prism Engineering, Inc. 412.973.7959

Michael Setta Progressive Tool and Die, Inc. 814.333.2992

Connie Proper Proper Cutter, Inc. 814.789.4530

Sam Bennett Secondary Dev. & Research, Inc. 814.772.3882

Daryl Sheets Sheets Tool & Manufacturing, Inc. 814.330103

Kevin Shorts Shorts Tool & Manufacturing, Inc. 814.763.2401

Diana Elmquist Skylon, Inc. 814.489.3622

Kevin Ames South Morgan Technologies 814.833.5500

REGULAR MEMBERS


2012 BOARD OF DIRECTORS

PresidentKEN KUHN

Kuhn Tool & Die Co.814.336.2123

Vice PresidentJOHN WATKINSJBM Technologies215.588.5100

TreasurerDEBBIE PIPP

McGill Power Bell & Assoc.814.724.5890

TrusteeCHRIS MINNIS

Laser Tool814.763.2032

BOARD MEMBERS

Lon SippyHighpoint Tool & Machine

814.763.5453

Bill MuckMerit Tool Company814.456.0582

Dan BrasAcutec Precision Machining

814.763.3214

Dave MerrittGreenleaf Corp.814.763.2915

Chuck GuistePrecision Mfg. Institute

814.333.2415

Mark SiscoMicro Tool & Mfg.814.724.4704

Andy FoyleH & H Machined Products

814.838.6801

Tim BarickmanNuTec Tooling Systems

814.724.6336

Executive DirectorTAMI ADAMS

P.O. Box 203, Meadville, PA 16335phone: 814.720.0094

[email protected]

NORTHWESTERN PACHAPTER

PrecisionNews//NTMA-NORTHWESTERN PA CHAPTER

MEMBERLISTINGS


Bill Starn Starn Tool & Manufacturing Co. 814.724.1057

Bruce Hills Syst-A-Matic Tool & Design 814.336.1026

Tamara Fletcher Talbar, Inc. 814.337.8400

Ron Sousae Target Precision 814.382.3000

Scott Hanaway Tech Tool & Molded Plastics 814.724.8222

Donald Jones Venango Machine Products, Inc. 814.676.5741

Bill Miller Wemco Precision Tool, Inc. 814.336.5453

Ron Novel X-Cell Tool & Mold, Inc. 814.835.3432

Rick York York-Seaway, Inc. 814.774.7080

ASSOCIATE MEMBERSMike Kaliszewski AlleghenyMachine Tool Systems, Inc. 724.942.4451

Russ Weis AW Miller 724.579.8439

Jim Dammeyer Boldt Machinery, Inc. 814.833.9836

Gregg Gordon Bush Insurance Agency 814.398.8601

Greg Bush Bush Investment Group 814.333.2155

Jeffrey Byham Byham’s Insurance Service 814.724.1680

Dave Henning C.H. Reed, Inc. 814.397.5873

Beth Smith Carbis Walker, LLP 814.336.2133

Susan Ferry Citizens Bank 814.333.3080

Frank Coppola Coppola Enterprises, Inc. 814.333.8382

Dan Severo DJB Group 814.724.1516

MarkTurner Economic Progress Alliance 814.333.2299

TJ Pennino ECSR 814.425.7773

Beth Zewe Edinboro University of Pennsylvania 814.337.7791

Steve Cappellino Erie Bank 814.336.1223

Jen Kliber Erie Industrial Supply Co. 814.452.3231

Nate Burtt Federated Insurance 814.897.6857

Dan Crandall Fine Print Commercial Printers, Inc. 814.337.7468

Tim Bracken First National Bank of PA 814.871.1710

Roger Janes First National Insurance Agency 814.724.4850

Dan Continenza First Niagara 814.332.0165

Jerry Haas Haas Factory Outlet/DSMMachinery 814.450.6687

Jay Verno Hagan Bus. Machines of Meadville 814.724.4601

Steven Jackson Hill, Barth & King 814.336.1512

Trevor Kriner Kriner Insurance Group, Inc. 814.724.5052

Chris Lowry Lowry Supply Company 800.424.1212

Debbie Pipp McGill, Power, Bell & Assoc., LLP 814.724.5890

Peggy Monnie Northwest Savings Bank 814.336.2111

Tom Langston Oil Service, Inc. 412.771.6950

Laurie Perseo Perseo-Erie, Inc. 814.452.4658

Rick Scott PMA Insurance Group/PMA Direct 814.453.5601

Rick Sherbondy PNC Bank 814.337.1900

Chuck Guiste Precision Manufacturing Institute 814.333.2415

Jill Groves Redevelopment Auth. of Meadville 814.337.8200

Ken Smith Second Foundation Consulting 814.454.5215

Rich Seidel Seidel Financial, Inc. 814.336.1133

Gary Alizzeo Shafer Law Firm 814.724.4540

Chris Coldren Starlite Group, Inc. 814.333.1377

Greg Wasko Starn Commoditities Group 814.336.9234

Kim Flynn Starn Marketing Group 814.333.1365

Russell Schetroma Steptoe & Johnson 814.336.6400

Bob Warren The Warren Company 814.838.8681

BECOME AN NTMA-NORTHWESTERN PA CHAPTER MEMBER TODAY!For more information contact Tami Adams at:[email protected] or 814.720.0094


NTMA - Northwestern PA ChapterUPCOMING EVENTSNWPA-NTMA Golf OutingDate: July 26, 2012Location: The Country Club, Meadville. Call for details.

NWPA-NTMA Insurance ExpoDate: September 20, 2012Location: Meadville Elks Lodge. Call for details.For more information contact Tami Adams at:[email protected] or 814.720.0094

NTMA - Michiana ChapterUPCOMING EVENTSSAVE THE DATE!‘Michiana Chapter NTMA Presidents Night 2012 and One Voice’Featuring NTMA National Chairman, Mr. Roger Atkins and The Franklin Partnership, Mr. Omar Nashashibi;with special honor and recognition to former NTMAMichiana Chapter Presidents.Thursday, October 18th, 2012, at historical Studebaker Museum, South Bend, Indiana. Call for more information.For more information contact Kelly Schneider at:[email protected] or 574.220.9111 or visit www.MCNTMA.orgSee page 24 for complete NTMA - Michiana Chapter Information.


2012 BOARD DIRECTORS

PresidentTIM MEAD

R&M Manufacturing Co.

Vice PresidentPAUL BONIN

Bertrand Products

Secretary/Treasurer

DAVE RAZZANOFulton Industries

BOARD MEMBERS

Stan BlenkeSchafer Gear Works

Ryan FinfrockBremen Castings, Inc.

Andy JordanExacto, Inc. of South Bend

Paul HartzMack Tool and Engineering

Ann VollSibley Machine & Foundry Corp.

NTMA - Michiana ChapterP.O. Box 82

Granger, IN 46530

Kelly Schneider, Chapter Executivephone: [email protected]

“Our vision is to become the premier center of knowledge, to lead the Michiana Region precision custom manufacturing industry, in continuing leadership in our area. Our goal is to help our

members in the precision custom manufacturing industry, achieve business success in a global economy through advocacy, advice, networking,

programs and services.”

Check out our new website:

www.MCNTMA.org

MICHIANACHAPTER

Daniel Reifschneider Accu-Die & Mold, Inc. 269.465.4020

Pam Rubenstein Allied Specialty Precision, Inc. 574.255.4718

Mike Flowers Ark Industrial Machining 269.925.1555

Greg Frederick B&F Machine Products 574.255.7447

Nevin Siqueira Bender Mold and Machine 574.255.5350

Paul Bonin Bertrand Products 574.234.4181

JB Brown Bremen Castings. Inc. 574.546.2411

Dan Hanson Eagle Technologies Group 269.465.6986

Julie Schut ELT Tooling, Inc 574.295.5041

Paul Krizman Empire Machine, Inc. 269.684.3713

Barbara Jordan Exacto Inc, of South Bend 574.288.4716

David Behrens F&F Machine Specialties 574.255.3173

Dave Razzano Fulton Industries, Inc. 574.968.3222

Ken Patzkowsky Hanson Mold 269.429.5555

Michael McLoughlin K&M Machine-Fabricating, Inc. 269.445.2495

Ken Kasner K Mold and Engineering, Inc. 574.272.5858

Paul Hartz Mack Tool and Engineering 574.233.8424

Tim Johnson MCTD, Inc. 219.874.7661

Jay Skalla Niles Precision Company, Inc. 269.683.0585

Gregory Rogers Precision Piece Parts 574.255.3185

James Florian Quality Mold and Engineering 269.422.2137

Tim Mead R&M Manufacturing Company 269.683.9550

Stan Blenke Schafer Gear Works 574.234.4116

William & Ann Voll Sibley Machine & Foundry Corp. 574.288.4611

Herb Eggers South Bend Form Tool 574.289.2441

Jerry Beck Star Tool & Die 574.264.3815

Mary Hershberger Superior Tool & Die Company, Inc. 574.293.2591

Ron Newcomer Toolmasters, Inc. 574.256.1881

Rudy Hanson United Tool and Engineering, Inc. 574.259.1953

Steve Hartz Value Tool and Engineering, Inc. 574.246.1913

Matt Tyler Vickers Engineering, Inc. 269.426.8545

ASSOCIATE MEMBERSNeil Miller 1st Source Bank 574.235.2614

Nichole Slagel AbsorbTech 574.271.1900

Christine Lauber Christine Lauber, CPA 574.288.4801

Todd Franks Federated Insurance 574.315.6108

James Holland Holland Insurance Group 574.277.0234

Larry Byers KM Industrial Machinery 269.381.0690

Mark Mondientz Laven Insurance Agency 574.291.5510

Kelly Wiening Legal Shield 574.226.4639

Tim Cirone Machinery Systems 847.490.7913

Tony Ganser Meredith Machinery 574.320.4176

James Ruthrauff Merrill Lynch 574.282.3627

Bob Lytle PCS Company 317.697.7663

Cari Eaton Powell Tool Supply 574.289.4811

Terry Reamer Zolman Tire 574.259.7871

REGULAR MEMBERS


PrecisionNews//NTMA-MICHIANA CHAPTER

MEMBERLISTINGS

visit us at: http://issuu.com/greatlakesprecisionnews

PrecisionNewsTM

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TTEECCHHNNOOLLOOGGYY ••BBUUSSIINNEESSSS •• EEDDUUCCAATTIIOONN ••EEVVEENNTTSS ••NNEEWWSS ••DDIIRREECCTTOORRYY

PARTICIPATE.SPEAKOUT. LEAD.

Kelly SchneiderChapter Executive

Michiana Chapter - National Tooling & Machining Association

[email protected]: 574.220.9111www.mcntma.org

Tami AdamsExecutive Director

NW Pennsylvania Chapter -National Tooling & Machining Association

[email protected]: 814.720.0094www.nwpa-ntma.com

Renee NeuendorfExecutive Director

Cleveland Chapter - National Tooling & Machining Association

[email protected]: 440.360.0131www.ntmacleveland.org

NTMA EXCLUSIVE

ASKABOUTSPECIALRATESFORNTMAMEMBERS!

...with the NTMA Great Lakes Region Magazinefeaturing Cleveland, Michiana and Northwestern PA

Precision Newsmagazine’s readers are key decision makers that you as advertisers and sponsors, want to target. Our readers strive to stay up-to-date on the latest in business, education, legislation, human resources, technology, industry news and updates. Our readers want an edge in a constantly evolving industry, and they find it in Precision News.

Let your ad be a call to action. Advertise in Precision News today!

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