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WELDING
MANAGEMENT
Total Welding Management is a system focused on improvement.
It includes management principles, and a planning process with a
structured approach. When adopted by a company, it can improve
welding quality and productivity, thus helping the company
to become more competitive and more profitable.
iv
Introduction
1
INTRODUCTION
2
INTRODUCTION
3
INTRODUCTION
4
INTRODUCTION
CONTROLLED VARIABLES
TIME
4.
show you a management system including a cultural change to
the upside down organization to better support the welders in
your company, and
5. show you how to improve profitability with your current
technology and prepare you for welding automation and
robotics.
Often executive management has viewed welding as an art, a
mystery or black hole and therefore, walked around it leaving it to itself
and considering it a high cost center.
Your welding department does not have to be a mystery or a high
cost area. It can become a major profit center through the application of
these management principles, concepts, and system. They have passed
the test of time through application at many companies of all sizes.
In Chapter 12, an actual case study will show in detail how these
concepts and management principles have been implemented to establish
5
INTRODUCTION
6
Foreword
xi
principles and management tools for welding quality and productivity
improvement. His system and method can lead companies that do
welding to improved profitability. His total welding management
approach, now called the Barckhoff Welding Management System, is
based on a set of beliefs and management principles that Jack has
followed for over 40 years with great passion. He has helped instill these
principles into many managers, engineers, supervisors and welders,
resulting in improved profits through better management of the total
welding process in their companies.
After twenty years of knowing and working with Jack, I am pleased
to see that Jack is writing this book to share his experiences and his
proven approach to welding quality and productivity improvement. As
you read this book, you will come to realize that Jack has truly helped
take the field of welding and welding management from an ‘art’ to a
management science. I am sure that you will find his insights and his
approach practical and applicable to your company.
In today’s global economy, all manufacturing companies are facing a
difficult, competitive environment. The timing of the book is even more
important now than it was twenty years ago when Jack and I first met.
Clint Vogus
Operations Manager and
Management Consultant
xii
Contents
Dedication ........................................................................................................... v
List of Figures ................................................................................................. viii
List of Tables ....................................................................................................... x
Foreword ............................................................................................................ xi
Acknowledgments ..........................................................................................xiii
Author’s Notes ................................................................................................xiv
Introduction ........................................................................................................ 1
Chapter 1 The Managers Traditional View of Welding ......................... 7
Chapter 2 The Need for a Management System .................................... 15
Chapter 3 Principles of The Total Welding Management System ...... 29
Chapter 4 The Method: A Three Phased Approach
to Identify and Harvest Profit Improvement
Opportunities ........................................................................... 37
Chapter 5 The Welder Support System—The Heart of
Total Welding Management................................................... 47
Chapter 6 The Five Welding Do’s............................................................ 65
Chapter 7 The Four Critical Functions and Their Five
Key Results Areas .................................................................... 77
Chapter 8 Phase I—Survey and Evaluation—Identifying
Your Opportunities for Improvement .................................. 93
Chapter 9 The Six Managerial Steps...................................................... 109
Chapter 10 Phase II—Management Planning and Goal Setting.......... 123
Chapter 11 Phase III—Implement and Sustain—Getting
and Maintaining Results ....................................................... 133
Chapter 12 Case Study—The Knapheide Manufacturing Company ... 145
Chapter 13 Getting Started........................................................................ 167
Glossary of Terms .......................................................................................... 175
Index ................................................................................................................ 187
vii
Chapter 1
The Manager’s Traditional View of Welding
7
CHAPTER 1
My challenge was to work with top managers and show them that
welding was not solely an art but a combination of science and art. It
could be managed but needed their understanding and leadership.
Engineering and welding skills were out of balance in many companies.
Welding had to be brought under more engineering control. There had to
be more of an engineered science approach to welding.
Company owners or presidents would often spend $100,000 on a
machining center to reduce a part cycle time by 5%. The same executives,
however, would be reluctant to spend a few thousand dollars to improve
their welding operations. As an example, by investing perhaps $10,000 to
upgrade a welding fixture and doing some welder training, productivity
could improve by 20%. An investment in welding typically yields a much
shorter payback time than larger capital investments such as new
machining equipment.
Some companies would spend $200,000 for a new computer system
including training, to improve shop scheduling and reduce inventory,
but would not invest in training to improve welding quality and
productivity. Improvements in welding generally do not take a lot of
capital investment. In fact, most welding savings require little or no
capital investment. Only when a company is in control of its engineering
and manufacturing disciplines, is it ready for capital investments such as
welding automation and robotics.
I talked with many company executives about how they could
increase the productivity in their welding operations. The productivity of
each welder could be improved by 30% to 50% by putting in place a
management system that could achieve typical annual savings of $15,000
to $25,000 per welder. The responses I got were varied.
Some executives would respond with enthusiasm, “You tell a very
convincing story.” Many would ask for more detailed information.
Others would say, “That sounds like a great program. Why don’t you
contact my welding department manager?” or, “Why don’t you send me
some information and I will have my engineer give you a call?”
Others responded, “The management system sounds like exactly
what we need—our welding operations are not very productive and we
do have a number of quality issues,” or, “Our welders are a different
breed...I am not sure that they can be managed using a system of
management—they must be managed carefully,” and “Welding is more
of an art; you can’t control it like machining or fabrication.”
Others would comment, “We tried a welding improvement program
several years ago and we did not see any results;” “We feel that it is too
difficult to control the welders;” and “The long-term answer to cleaning
up and controlling welding is in robotics and automation.”
These comments were far from my experience. I had learned that
most welders were very open and excited about learning the science of
8
THE MANAGER’S TRADITIONAL VIEW OF WELDING
welding once they were told how this knowledge would benefit them.
Most had never been properly trained to understand the physics and
chemistry of welding. As an example, they did not understand the
molten pool and welding variables necessary to control the weld bead
shape, so they could not make judgments to change welding parameters
to improve weld quality, and produce more linear inches of weld per
minute, with less physical effort.
I found that both welders and supervisors were hungry and eager for
knowledge. They wanted to learn and improve to make a better, more
consistent product. In too many cases, no one showed them how or
provided them with the technical and management support required for
continuous improvement.
Proper support of the welder includes training, good weldment
design, consistent component parts, good fixtures and welding
equipment, and a timely response when there is a deviation from
planned production output or weld quality. Support of the welder is the
heart of the Total Welding Management System.
Control of your welding operations is essential for long-term quality
and productivity improvement. Figure 2 illustrates how management
control principles are applied to welding in The Total Welding
Management System. TWM can be viewed as a Closed Loop System and
is used as a management process to correct variances from an established
Work Center Plan that is developed to support the welder.
For example, when there is a deviation from or interruption to
planned performance such as equipment malfunction, in a closed loop
system the welder reports the situation or deviation to his supervisor.
The supervisor contacts the resource (in this case. maintenance), which
responds by troubleshooting and/or replacing the equipment within an
agreed to specified response time so that welders production can resume
at its planned rate of output. This is the essence of an effective
management system with feedback and rapid response to assure
continued levels of planned quality and productivity.
As I made the transition from a sales engineer to a welding
management consultant, I initially experienced a lot of frustration as I
worked with companies that were doing welding. I knew that I
could help companies improve their welding operations through the
application of the concepts and principles of Total Welding Management.
From attempts at selling these concepts to top management and after
a few polite slammed doors, I began to identify the major reasons
why company executives were not yet embracing these principles nor
sharing my passion for making welding a key profit center in their
companies.
9
CHAPTER 1
4 Welder
Welder
3 Response
Works Within 1 Situation
Work Center
Plan
2 Resource
10
THE MANAGER’S TRADITIONAL VIEW OF WELDING
11
CHAPTER 1
12
THE MANAGER’S TRADITIONAL VIEW OF WELDING
13
Chapter 2
The Need for a Management System
15
CHAPTER 2
defect. They, therefore, did not know which of the essential welding
variables they had to change to correct a defect. Trial and error had been
their primary teacher.
Welding Matures
In the early days, welding was viewed as more of an art than a
science. There was not a lot of engineering data to support welding
processes; therefore, oftentimes they were developed from trial and error.
Over time, a variety of welding processes and procedures using proper
welding techniques were developed for specific welding requirements.
As welding processes became better understood, the design of weld
joints evolved. More choices became available for weld joint design. What
types of weld joint design for a given material would provide the best
strength, provide the best quality weld, and be most cost effective? These
were largely open questions.
A lot of welding process and equipment development has occurred
since those early days. Many companies that could benefit from welding
were very eager to capitalize and invest in its development. Many were
anxious to support its development. There was also a lot of interest in the
metallurgy of welding, which is the heart of the welding process.
As we grew to understand the metallurgy of joining metal through
various welding processes and electrodes, we realized that each could be
defined and then controlled.
Schools such as The Ohio State University, Le Tourneau University,
and others developed welding engineering programs to teach students
about this new emerging manufacturing technology. Today Ohio State,
Le Tourneau, and Ferris State College are some of the leaders in
educating welding engineers.
Welding equipment and consumable manufacturing companies were
eager to support research to further develop welding processes, welding
equipment, and consumable welding materials. They quickly saw the
business opportunity that welding presented to them if they could better
understand the welding processes, deliver equipment that was reliable,
help engineers with the design of welds, and train engineers on weld
design, and welders in welding processes and techniques.
Welding has now become an Applied Science, no different than
machining, painting, or fabricating. A body of knowledge now exists and
is documented for all aspects of welding. It includes all facets of welding,
from design to process and equipment, application, and testing methods.
A company doing welding is now able to apply this welding knowledge
to improve welding quality and productivity.
Most mechanical and structural engineers have been taught only the
basics of welding and weld joint design. Few engineers understand from
calculation and experience how weld joints react under various types of
16
THE NEED FOR A MANAGEMENT SYSTEM
17
CHAPTER 2
metals being joined, the welding process, proper filler materials, control
of the components, and control over the process. We can now use the
science of welding as the basis of a welding control plan.
Proof of this is the fact that some companies have gone to robotic or
fully automatic welding. If the welding process was not completely
known and predictable, a robot could not do it. Many welding operations
have tried robotic welding and failed. In most cases, it was because the
company had not done its homework in preparation for the robot. The
engineering and manufacturing basics were not in place such as:
1. prints with proper fabrication and weld specifications,
2. component parts made to specification to produce consistent
material fitup,
3. properly designed welding fixtures that hold component parts in
the same position every time and provide easy access to all weld
joints,
4. the right process and qualified welding procedures with defined
limits for the welding variables, and
5. a workmanship standard with a monitoring and auditing process
control system to assure consistent production.
These are the same requirements for cost-effective manual welding.
What you would do to install a robot, you should also do for a current
manual welder. By doing so, you benefit in two ways:
1. return significant profits to your bottom line with little or no
capital investment, and
2. prepare your manufacturing and engineering disciplines with
the base they need for automation and robotics.
There have been instances where presidents of companies mandated
to manufacturing engineering to purchase and install a welding robot at
the cost of a quarter of a million dollars, only to see the robot eventually
taken out of service. The basics were not in place. Welders can adjust for
out-of-control situations, robots cannot.
Since we have completed the evolution of welding technology, how
are welders performing today? Are they applying this body of technical
knowledge to produce the most cost effective and consistent weldments?
The answer, even from our most recent surveys is that consistent and cost
effective welding performance is still an exception rather than the rule.
Many companies are not applying the science of welding that is now
available to improve their welding operations.
Many managers, supervisors, engineers and welders do not, even
today, have a good grasp of welding and the science behind the welding
processes.
Many welders are still taught by other welders. Some are trained in
technical vocational schools, and some learn on their own through trial
and error.
18
THE NEED FOR A MANAGEMENT SYSTEM
Welder Support
Let’s now turn to the concepts of welder functional support and the
control system.
Working with other functional departments such as design
engineering, manufacturing engineering, and quality assurance, I also
often found a lack of understanding of the welding process and welding
management. These departments many times did not fully understand
how their function affected the welder and the final product. Many had
little empathy for the welder and little interest in helping.
As part of my cost reduction selling effort, I would work with these
departments to teach them what they needed to know to support the
welder. An emphasis was put on how important it was to control all the
variables involved in welding from product design, joint design, welding
process selection, welding procedure development, material fitup,
equipment maintenance and fixturing to production and quality control.
Through proper training and a good monitoring and auditing
support system to support the welders through the transition period,
many companies made significant weld quality and productivity
improvements.
The design engineers have to design sound economic welds with
proper parts tolerances to produce good material fitup of welded
components.
The Fabrication Department has to manufacture all weldment
components to design dimensions and within tolerances so they would fit
properly in the final weldment.
Fixturing and tooling has to be designed so that parts were held
together properly to provide the best weld joint fitup and accessibility,
weld position and sequencing for the welder with the least amount of
body motion and fatigue.
The proper welding process, equipment and machine settings, and
type of electrode/wire all have to be clearly defined.
19
CHAPTER 2
20
THE NEED FOR A MANAGEMENT SYSTEM
INPUTS WELDING
Variables WORKSTATION Variables
21
CHAPTER 2
WELDING WORKSTATION
Welder Duties & Responsibilities Objective
MEET OR EXCEED QUALITY
AND QUANTITY OF WORK STANDARDS
Follow print specification
Follow work method & weld sequencing
Follow welding procedures MEASURED BY:
Weld WORKMANSHIP AND WORK
MEASUREMENT
Inspect & Guarantee your own work in STANDARDS
Figure 5 illustrates how the Welding Team Support System within and
outside of the welding team works.
22
THE NEED FOR A MANAGEMENT SYSTEM
Welder
Maintenance Internal Welder
Department Trainer
Inspect
Measure
Report
Monitor - Audit
The CEO provides the direction and resources for the key support
departments of Design Engineering, Manufacturing Engineering,
Manufacturing Operations, and Quality Assurance to build a total
welding management system to support the welding supervisors,
welding crews, and welders.
During my many years working with companies in applying the
Upside Down Organization concept, I have never experienced a company
executive who did not embrace its values and principals.
The Upside Down Organization is welder focused and based on four
concepts or values about workers and management’s responsibilities.
These four concepts are:
23
CHAPTER 2
Guideline Documentation
Critical Functions
Chief
Executive
Officer
1.
Each person will manage his own area within company
documented guidelines of weldment specifications, workmanship
standards, work methods, and welding procedures.
2. Each person will drive responsibility and decision making to the
lowest level possible.
3. Each person will inspect and guarantee his own work to be right
the first time.
4. Training is a management responsibity.
These values need to be held by employees at all levels in the
organization from CEO to welder. They must be believed and practiced
throughout the organization.
24
THE NEED FOR A MANAGEMENT SYSTEM
These values, along with the ten principles of the Total Welding
Management System detailed in Chapter 3, provide the framework for
building an effective Upside Down Organization.
Organizations that are successful in being the most cost effective in
producing quality-welded products view the welder at the top of the
organization chart. Support functions work together to assure that
everything is done from design engineering to manufacturing
engineering, and through manufacturing operations and quality
assurance to support the welder.
Where this organization principle is practiced, companies are very
successful in achieving improved weld quality and productivity. Welder
attitudes significantly change to being more positive in the Upside Down
Organization. Where this principle is not believed and practiced, there
will always be welding issues that do not get resolved, resulting in a
company’s failure to meet competitive quality and productivity
standards.
For the Welder Support System to be effective, the job description for
each function must assure that every element required to make the
welder successful is completed on a timely basis. This starts with the CEO
and includes the functional departments of design engineering,
manufacturing engineering, manufacturing operations, and quality
assurance.
25
26
CHAPTER 2
CHIEF EXECUTIVE OFFICER
WORKSTATIONS
Figure 7. The Five Welding Do’s and the Four Critical Functions
THE NEED FOR A MANAGEMENT SYSTEM
cover, in detail, how each of the Four Critical Functions affect the Five
Welding Do’s.
Recap
Let’s now recap the key points of this Chapter.
1. Given proper product design, weld joint design, correct parts,
good welding fixtures, correct welding process and procedures,
the right equipment, good process and procedure control,
efficient workstation layout, planned work methods with weld
sequencing, and trained welders, weld quality and productivity
can be improved significantly.
2. Most welding support functions in the past have not been
integrated to serve the welder, and therefore, the results on the
shop floor have been less than optimal in terms of quality and
productivity. Tearing the walls down between the Four Critical
Functions of design engineering, manufacturing engineering,
manufacturing operations and quality assurance, and uniting
them to work together to support the welder will improve all the
variables coming into each workstation and produce consistency
and repeatability of quality and quantity of all weldment output.
3. To gain the most profitability from welding improvements we
need to change our view of the organization to an Upside Down
Organization where design engineering, manufacturing
engineering, manufacturing operations and quality assurance
27
CHAPTER 2
28
Chapter 3
Principles of The Total Welding
Management System
29
CHAPTER 3
30
PRINCIPLES OF THE TOTAL WELDING MANAGEMENT SYSTEM
31
CHAPTER 3
32
PRINCIPLES OF THE TOTAL WELDING MANAGEMENT SYSTEM
33
CHAPTER 3
9. Training
Along with top management’s hands-on leadership and a structured
change methodology with a plan, training is essential to long-term
welding improvement. In many change efforts, training is often
overlooked or underestimated. If we are expected to do something
differently, we need to be trained or retrained. This applies to managers,
engineers, supervisors, quality personnel as well as welders. Adequate
and organization-wide training is the most important factor in welding
improvement. Without it, you can expect only short-lived results.
For example, welder skills training is essential so the welder can learn
the correct way to weld and control all the essential welding variables for
each welding process. Without training at all levels and across all
functions, any new management system will fail. Management and
technical training for Design Engineering, Manufacturing Engineering,
Manufacturing Operations and Quality Assurance are essential for success.
10. Ownership of Your Company’s Welding Management System
Every company that is successful in making long-term improvements
in welding quality and productivity develops its own welding
management system. Most companies that have been successful in
achieving and maintaining significant improvements have their own
unique system, based on the concepts and principles of Total Welding
Management, but modified to fit their company culture. This represents
the transfer of ownership and implementation of the Total Welding
Management System to each company’s unique culture, products and
management. In Chapter 12 we present an example of how one successful
company accomplished this.
Total Welding Management is defined as a system focused on
welding improvement. It includes management principles, a planning
process and a structured approach. When adopted by a company doing
welding, it can improve welding quality and productivity, and thereby
help the company to be more competitive and more profitable.
34
CONCEPT #1: EACH PERSON WILL CONCEPT #2: DRIVE RESPONSIBILITY
MANAGE HIS OWN AREA AND DECISION MAKING TO THE
WITHIN COMPANY GUIDELINES LOWEST LEVEL POSSIBLE
DGE TEAM BUILDI
KNOWLE NG
DOCUMENTATION
SPECIFICATIONS WORKMANSHIP STANDARDS METHODS PROCEDURES
REPORTING
DATA GATHERING
PROCESS & ANALYSIS
ACTIVITY
MEASUREMENT PLANNING
OPERATION & GOAL
& CONTROL
SETTING
PROJECT
CONCEPT #3: EACH PERSON CONCEPT #4: TRAINING IS A
WILL INSPECT & GUARANTEE MANAGEMENT RESPONSIBILITY
HIS OWN WORK CONTROL
IMPLEMENTATION TRAINING
& FINE TUNING
Four Concepts
Underlying the ten principles of Total Welding Management are four
organizational concepts and values that top management must believe in
and foster throughout the organization.
As shown in Figure 9, these concepts are:
1. Each person will manage his own area within company
guidelines.
2. Drive responsibility and decision making to the lowest level
possible.
3. Each person will inspect and guarantee his own work.
4. Training is a management responsibility.
They involve decision-making, responsibility for quality and
productivity, self-management and training. When all members of an
organization embrace these concepts as values, the right climate is set for
superior welding performance.
The ten principles of Total Welding Management help provide
understanding of what is involved in changing an organization to
improve welding quality and productivity. Many of these principles were
learned from welders as they struggled to gain support from
management.
The evolutionary process that led to the development of the
Barckhoff Method came from searching for a systematic approach to
identify, quantify, harvest and maintain welding quality and
productivity improvements. The approach has been refined to its current
state as a result of applying it in many company’s welding operations.
Now that I have given this “big picture” background with the ten
principles and four concepts of Total Welding Management, it will be
easier to fit the rest of the pieces of the puzzle together.
We will begin to put more “flesh on the bones” by explaining The
Method in the next Chapter. The Method is the structured process or
vehicle that is used to develop a total welding management system in a
company that does welding.
36
Chapter 4
The Method: A Three-Phased
Approach to Identify and Harvest Profit
Improvement Opportunities
Design Engineering
Design Engineering has to understand the overall design
requirements of the product as well as the design of welded components
and assemblies. This includes component design, material selection, weld
size determination, weld joint application, and manufacturing review for
easy welding process accessibility to every weld joint. The designer also
37
CHAPTER 4
Manufacturing Engineering
Manufacturing Engineering is the bridge between Design
Engineering, Manufacturing Operations and the welder.
To effectively serve the welder, Manufacturing Engineers must
understand how to develop the acceptable and unacceptable weld quality
standards in the form of Workmanship Standards. These are developed
from the weldment specification issued by Design Engineering.
Manufacturing Engineering must understand how to select the
proper welding process and welding procedure for each welding
application. They must also know how to select the proper welding
equipment, tooling and fixtures.
They are responsible for the development of the Work Center Plan,
which includes workstation lay out, material flow, work methods, time
standards, and proper weld sequencing to minimize unnecessary
warpage and distortion.
An additional responsibility is to develop a maintenance plan to
assure equipment is reliable and delivers consistent results.
The Manufacturing Engineering must have the technical knowledge
and the practical experience with all the welding processes and
equipment used by the company in order to effectively serve the welder.
38
THE METHOD: A THREE-PHASED APPROACH TO IDENTIFY AND HARVEST PROFIT
Quality Assurance
An effective quality system is welder focused. Each welder is given
the tools required, i.e., prints, equipment, tooling, process sheets and
measuring equipment to assure parts are made right every time. Welders
are responsible for following the guidelines of print specifications,
workmanship standards, and process welding procedures provided by
Manufacturing Engineering and for checking their own work with the
tools developed by Manufacturing Engineering.
Quality Assurance is responsible to set up the quality system,
conduct audits, and review documentation when there is a deviation
from specifications or standards.
Quality Assurance is responsible with Manufacturing Engineering
and Manufacturing Operations for having the right systems and controls
in place to assure that all components for each weldment are always
made to print specification. They are also responsible to assure that
quality control checks are made so that all welds are made per the design
requirements.
Quality begins with proper specifications from Design Engineering,
correct welding processes and fixturing from Manufacturing Engineering
and good components completed on time by supporting production
departments.
Quality Assurance assures that every step of the process is performed
by Manufacturing Operations and monitored by the supervisor. They
also verify that corrective action has occurred where and when deviations
are found.
39
CHAPTER 4
40
THE METHOD: A THREE-PHASED APPROACH TO IDENTIFY AND HARVEST PROFIT
S
FIT
O
PR
$
PROFITS
AND 5 WELDING DO S
5 - KEY RESULTS AREAS
6 - MANAGERIAL STEPS
FUNCTIONS
4 - CRITICAL
3 - PHASES
41
CHAPTER 4
The Method:
• has three phases detailed later in this chapter,
• focuses on the Four Critical Functions as outlined earlier in this
chapter,
• uses the methodology of Five Key Results Areas with each of the
Welding Do’s as goals to evaluate potential improvements across
the Four Critical Functions as covered in Chapter 7 and,
• incorporates Six Managerial Steps as the foundation for
managing results as discussed in Chapter 9.
As Total Welding Management is implemented, your company,
using The Method profits potential from welding improves.
The following three phases of The Method represent the steps or
systematic approach to achieve improved weld quality and productivity.
Phase I—Survey and Evaluation
This phase answers the questions, Where is your company now in
terms of welding quality and productivity? What are the biggest potential
opportunities for improvement? What are the potential dollars and hours
of savings for each opportunity? What actions are required to harvest the
savings from each opportunity? A systematic process, which is reviewed
in Chapter 8, is used to gather the data required to answer these
questions.
Phase II—Management Planning and Goal Setting
This phase is management driven and sets specific goals and plans
based on the opportunities identified in Phase I. How do we as a
management team work to get the improvements? Where do we begin?
What is our plan? What actions are required by whom to get the
improvements identified? What are the priorities? What resources are
required? How long will it take? When do we start to realize savings? In
this phase the management team develops the plan to achieve the agreed
to results. This is where the hard work of implementation planning
begins.
Phase III—Implement and Sustain
This phase starts with detailing how your team will work together in
a planned way to build the management and technical knowledge base
about all aspects of welding for each functional area.
Training of welders, managers, supervisors, internal welder trainers,
and functional personnel is a key part of this phase. Training on what
each needs to know to better understand the welding process, and put the
processes and controls in place to assure that improvements are gained
and sustained takes place in this phase.
The project management and control system is also implemented in
this phase. Processes, process control and quality plans take shape. It all
begins with training. This is the harvest phase of The Method. This is
where the bottom line results happen and are maintained with the
42
THE METHOD: A THREE-PHASED APPROACH TO IDENTIFY AND HARVEST PROFIT
management system that is put in place. This is the doing step of The
Method and done well, yields the results management seeks. This is why
this third Phase is called Implement and Sustain.
The three phases of The Method provides the framework for weld
quality and productivity improvement. They represent the structure
around which the ten principles are applied to implement Total Welding
Management. The Method represents an organization change process.
The change represents the way that welding and welding management
moves from what it was to Total Welding Management.
To effect change, education, training, and teamwork are essential. In
welding management three types of training are required: managerial,
technical, and skills.
Training
To begin the change process, senior management, the managers of
the Four Critical Functions and selected other managers critical to the
process are trained as the initial core group. Many of this core group then
typically serve on the Welding Steering Team for implementation of the
Total Welding Management System project. This training should be in
the welding management concepts and principles as well as welding
management. This group also is trained in a sampling of the subjects that
will be taught to the Four Critical Function personnel involved in the
Total Welding Management System.
The balance of training for the Four Critical Function personnel
should include the following:
• Training of the technical support personnel including design and
manufacturing engineers and quality assurance in the technical
aspects of welding.
• Training of several people in welding technology and techniques
needed to train the remaining welders. These individuals become
your Internal Welder Trainers and technicians.
• Training of the maintenance personnel to troubleshoot and
maintain all equipment in ‘as new’ condition.
• Training of all the managers and supervisors in the Total
Welding Management System including The Method, the four
management concepts, the ten principles, the Five Welding Do’s,
the Four Critical Functions, and their Five Key Results Areas, the
Six Managerial Steps, and the Upside Down Organization.
From my experience, the following sequence should be followed to
get the best results from training:
1. Train Four Critical Function personnel.
2. Complete the guideline documentation and functional projects.
3. Train the welding crews with their supervisors.
43
CHAPTER 4
Phase I
To get the productivity and quality improvements that effective
welding management offers; the projects must be planned in detail by the
management team, building on the recommendations from Phase I—
Survey and Evaluation. Let’s look in more detail at Phase I.
Phase I—Survey and Evaluation uses the Four Critical Functions
with the Five Welding Do’s to quantify and document opportunities to:
1. Reduce weld metal volume
2. Reduce arc time per weldment
3. Reduce rejects, rework, and scrap
4. Reduce work effort
5. Reduce motion and delay time
Each of the Four Critical Functions of the Welder Support System has
a direct impact on each of the Five Welding Do’s and, in turn, on welder
performance. The Phase I survey identifies and quantifies the
opportunity by each of the support functions to improve each of the Five
Welding Do’s. The Five Welding Do’s represent the major goals for
welding improvement.
Recap
Before we move on to the next chapter, which includes a more
detailed discussion of the Welder Support System, let’s summarize the
key points of this Chapter.
1. Opportunities exist in all of the welder support departments
to help improve welding quality and productivity. They are
Design Engineering, Manufacturing Engineering, Manufacturing
Operations and Quality Assurance. Each plays a key role.
Without their support, the welders cannot achieve and maintain
improved quality and productivity. These are referred to in
TWM as the Four Critical Functions.
2. Top management must bring leadership to tie all critical
functions together to support the welder. Without top
management leadership, the support departments will not work
most effectively for the welder. The Four Critical Functions
supporting the welder at the workstation will result in improved
welding performance. This represents organization change.
44
THE METHOD: A THREE-PHASED APPROACH TO IDENTIFY AND HARVEST PROFIT
45
CHAPTER 4
PROFITS
PHASE III
IMPLEMENT
AND
SUSTAIN
$ PHASE II
MANAGEMENT
PLANNING AND
GOAL - SETTING
PHASE I
SURVEY AND
EVALUATION
TIME
46
Chapter 5
The Welder Support System
In the previous chapter the concept of the welder support system was
introduced. The Four Critical Functions must work together to support
each welder and the welding crew to achieve improved welding quality
and productivity and thereby, company profitability.
In this chapter we will look at the Welder Support System in more
detail. Specifically, we will:
1. Review how most manufacturing companies are organized and
what the key functional departments are that impact welder
quality and productivity—the Four Critical Functions.
2. Describe how each of the Four Critical Functions impact welding
quality and productivity.
3. Explain the need for top management leadership to build an
effective team to support the welder, and how the organization
structure and roles need to change for welding improvement.
4. Review the concept of the Upside Down Organization in the
context of the Welder Support System and executive
management’s role. This structure views the Four Critical
Functions as customer-focused, supporting each welder and
welding team.
Organization Structure
Let’s now look at how manufacturing companies are organized.
Most manufacturing companies have some form of the following
departmental structure:
1. Design Engineering—this department is also called Engineering
or Product Engineering.
2. Manufacturing Engineering—this department is also called
Process Engineering, Industrial Engineering, Methods, or
Methods Engineering.
47
CHAPTER 5
48
THE WELDER SUPPORT SYSTEM
Design Engineering
In most companies, Design Engineering has the responsibility to
design products or components to meet customer requirements,
operating conditions, and quality expectations.
A Design Engineer’s training and technical knowledge of welding
and practical experience in weld design will influence the quality and
cost of a weldment that he designs. This, in turn, influences to a large
degree, how productive the welder and welding team can be.
In designing weldments, the Design Engineer is responsible for the
following:
1. Material Selection. Some of the critical questions the Design
Engineer needs to answer in designing cost effective weldments
would include the following. What is the most cost effective
material consistent with the structural design requirements of the
weldment? What is the weldability of the material? What base
and filler metal selections are the best for the application?
49
50 CRITICAL FUNCTION
CHAPTER 5
DESIGN MANUFACTURING MANUFACTURING QUALITY
ENGINEERING ENGINEERING OPERATIONS ASSURANCE
Welding
KEY RESULTS AREA
2. Weld Size Determination. What is the right size weld and length
given the materials selected and structural design requirements?
Does the Design Engineer select weld sizes by guesstimation,
rule of thumb, or calculation and how the weld joint will react
under various types of loading?
Under specifying a weld size or length can result in potential
weld failures.
Over specifying a weld size can lead to higher welding costs,
as well as, potential weld failure. The optimum weld size and
shape for each design requirement results in the most cost-
effective and reliable welds.
3. Weld Joint Selection. What is the best type of weld joint for each
application—butt, corner, tee, edge, or lap? What is the best
weld—a bevel, a V-groove, fillet or lap? The selection of weld
joint and weld type affects weldment costs. As an example, a
small fillet weld can be more cost effective than a groove weld,
but a larger fillet weld may be less cost effective than a groove
weld.
A design engineer needs to understand when to apply the
fillet weld and when to apply the groove weld. Specifying the
wrong one can either add extra welding time, increased material
preparation and fabrication time and possibly cause base
material shrinkage and distortion.
Figure 14 illustrates how costs vary by type of weld and
material thickness. As an example, for light gage materials, such
as sheet metal, the single fillet weld is the most cost effective. As
the material thickness increases, groove welds become more
appropriate and cost effective.
4. Manufacturing Review. With proper knowledge of the welding
processes and the capabilities of his company’s specific
manufacturing equipment, the Design Engineer is better
equipped to specify a weld that is right for the application and
can be made cost effectively with the best welding process
accessibility and material fitup. He also has the responsibility to
keep up-to-date with equipment changes in the shop as they can
change process availability and capability.
The Design Engineer has the responsibility in the design
process to specify welds that are both necessary for product
design integrity and also are within the equipment and welding
process capabilities of his own shop.
There are many cases of weld joints designed without the
Design Engineer’s knowledge of the welding processes or of the
shop’s capability. This oftentimes leads to higher costs and
additional rework and scrap due to the difficult nature of a
51
CHAPTER 5
TE
LL
FI
LE
T
LE
NG
FIL
SI
E
UBL
DO
COST
SING
LE G
ROO
VE
DO
UB
L E
G
RO
O
VE
MATERIAL THICKNESS
52
THE WELDER SUPPORT SYSTEM
Manufacturing Engineering
Design Engineering has defined the design specification and the
“what needs to be produced.” Manufacturing Engineering now defines
the “how.”
Manufacturing Engineering’s responsibilities include:
1. Workmanship Standards. As Manufacturing Engineering
reviews the weldment drawings and weldment specification, a
list of the workmanship standards is prepared from the
53
CHAPTER 5
54
THE WELDER SUPPORT SYSTEM
55
CHAPTER 5
Manufacturing Operations
Manufacturing Operations has the responsibility to assure that the
documentation and plan for the overall welding operations and each
workstation, as developed and documented by Design Engineering and
Manufacturing Engineering, is properly executed and that any deviations
are identified, responded to and corrective action taken quickly.
The primary responsibilities of Manufacturing Operations include:
1. Personnel Training and Qualification. To be effective in any job,
each person must know what the job specifications, duties and
responsibilities are, and must have the necessary skills to
perform the work satisfactorily. If the job knowledge or skills are
inadequate, then training may be required to improve existing
skills or develop new skills. This is as true for welding as it is for
any other job.
Many companies have a welding test for new applicants.
This test often includes a written portion to evaluate a
candidate’s knowledge of basic blueprint reading, recognition of
welding symbols, and knowledge of different types of welds and
tolerances. A hands-on test is used to evaluate proficiency with
different welding processes, weld positions, and various types of
welds and base/filler materials. The combination of the written
and hands-on welding tests establishes a baseline of knowledge
and skill level for each new welder applicant.
If an applicant is subsequently hired, the test results can
serve as the basis for additional training. A hands-on welding
test with observations, by a supervisor or Internal Welder
Trainer, can be used to pick up any bad habits, which if corrected,
can improve the welder’s quality and productivity.
If a welder cannot pass a company qualified or prequalified
welding test, then the welder must be trained. At the completion
of the training he must be able to demonstrate his skill by
preparing a welding test coupon in accordance with the
company’s established welding procedure. The destructive or the
nondestructive test results of the test coupon must meet the
specification requirements in order for the welder to be qualified.
56
THE WELDER SUPPORT SYSTEM
57
CHAPTER 5
Quality Assurance
Quality Assurance provides the audit systems to report deviations
from specifications throughout the manufacturing process. It provides
the vehicle for corrective action when there are deviations from design,
process specifications, or quality standards.
58
THE WELDER SUPPORT SYSTEM
59
CHAPTER 5
60
THE WELDER SUPPORT SYSTEM
61
CHAPTER 5
must come first. Without it, significant sustainable welding quality and
productivity improvements that could be obtainable and sustainable are
not possible.
Recap
Let’s summarize what we have learned about the Welder Support
System and the Four Critical Functions:
1. The functions of Design Engineering, Manufacturing
Engineering, Manufacturing Operations and Quality Assurance
together form the Four Critical Functions for effective welding
management. Each independently must be knowledgeable and
competent in all technical aspects of their work as it relates to the
design and manufacture of welded products. The extent of their
technical knowledge and competence in welding determines, to a
large degree, the ability of the welder on the shop floor to be
productive.
2. Each of the Four Critical Functions determines the degree of
success a welder has in improving quality and productivity. How
effectively each sees their role as supporting the welder, welding
62
THE WELDER SUPPORT SYSTEM
63
Chapter 6
The Five Welding Do’s
This chapter will expand the concept of the Five Welding Do’s as
major goals to improve welding operations. The Five Welding Do’s, used
in combination with the Four Critical Functions, form the basis for
identifying and quantifying welding improvement opportunities in each
company and form the data structure for the Survey and Evaluation
phase of The Method, which is covered in Chapter 8. They were
introduced in Chapter 2 and are shown in Figure 7.
This chapter will:
1. Expand on the Five Welding Do’s as goals to improve weld
quality and productivity.
2. Show how each of the Four Critical Functions and each of their
respective Key Results Areas influence each of the Five Welding
Do’s in weld quality and productivity.
3. Give examples of how the Four Critical Functions and the Five
Welding Do’s are used to quantify savings potential as they are
analyzed with their respective Key Results Areas.
4. Introduce the Four Critical Functions and Five Welding Do’s as
the basis for Phase I of The Method—Survey and Evaluation.
During my years working with welders on the shop floor, I kept
coming back to five basic goals that, when pursued, always led to
welding improvement.
65
CHAPTER 6
66
THE FIVE WELDING DO’S
67
CHAPTER 6
buy a product that has not been reworked if they had a choice.
Rework compromises quality.
To achieve first time quality every time at first operation and
eliminate rework and scrap, specifications must be correct for
each weldment.
Controls are required to assure that each welder is qualified
to weld a specific job and works to print specifications,
workmanship standards, a qualified work method and welding
procedures. Minimizing rejects will improve productivity,
improve the effective utilization of direct labor, and thus, reduce
manufacturing costs and improve quality.
This goal focuses on the elimination or correction of any
situation that tends to result in the production of unacceptable
welds and weldments. When accomplished, this eliminates the
costs and unproductive labor hours associated with rejects,
rework, and scrap.
If goal one, Reduce Weld Metal Volume, and goal two,
Reduce Arc Time per Weldment, are both met and sustained,
rejects, rework and scrap will decrease significantly.
4. Reduce Work Effort. When doing any type of physical work, the
more that is done to make job movement efficient and reduce
fatigue, more work will get done in a given amount of time with
the need for fewer rest periods.
Improved work effort with minimum fatigue is
accomplished by designing the product and welding fixtures for
easy welding process accessibility, equipping the welder with the
proper tools and equipment, providing a safe and well laid out
workstation, and training the welders in the most effective work
method and weld sequencing, and making the welder part of the
welding team. As a result, the welders’ motivation and attitudes
generally change for the better, and they begin to offer “a better
way” to improve efficiency and product quality.
I have seen 30% to 50% cycle time reductions with reduced
effort by making minor changes in workstation layout; weld
fixtures, work methods and weld sequencing, and welding
processes and procedures.
Reducing work effort also helps to improve weld quality
since the welder spends less time fighting the work and more
time working productively. Difficult weld positions due to poor
fixture design and workstation lay out increase work effort and
fatigue rather than decrease it. An example of poor workstation
lay out would be one in which the welder has to climb up and
crawl over a weldment to get to the weld joint.
68
THE FIVE WELDING DO’S
The more that can be done for the welder to reduce the
amount of wasted effort and fatigue, the greater the productivity.
For example, designing a light weight welding fixture and
rotating it on several axis will make it easier to place the weld
axis in the proper position and at the right height to provide good
welding process access for the welder to deposit a quality weld in
the most cost effective way with less work effort.
Work effort refers to the degree of difficulty, frustration,
fatigue, and hazards associated with welding. The focus of this
goal is to minimize or eliminate characteristics of work habits,
methods, environment, equipment, tooling and workplace that
tend to increase the difficulty of the work. As an example, a
welder with poor eye sight who has to strain his eyes to keep the
proper eye focal length adjustment will generally cause lost
production, poor quality welds and rework.
5. Reduce Motion and Delay Time. A welder, like any other
production worker, is most efficient when his motions are
optimized, which means little or no wasted or extra motion. Any
delay time that prevents the welder from working continuously
reduces the value added time and thus, his productivity.
What are some of the delays that could prevent a welder
from working continuously? Equipment breakdowns, parts not
delivered on time, waiting for the crane, unclear work
instructions, poorly fitted parts, and waiting for inspection are
just a few.
What can cause excess welder motions? Having to crawl up
and down large weldments, fitting and rotating weldments on a
bench with no welding fixture, or poor workstation lay out are three
examples. Reducing motion and eliminating delays at the
workstation will improve productivity and quality significantly.
Placing parts close to the welder can reduce motion and
make the welder more productive. Using effective rotating
fixtures rather than overhead cranes for material handling can
also reduce motion and delay time and improve productivity.
The intent of this goal is to optimize work habits, work
methods and weld sequencing, environment, equipment, tooling
and the workplace for greater productivity.
This Welding Do, coupled with Welding Do No. 4, Reduce
Work Effort, are generally the greatest contributors to increasing
the welding operating factor, which represents the amount of
time the welder is productively working by adding value to the
weldment. Through a good system of Work Center Planning and
Control, the amount of time spent making value-added welds is
maximized.
69
CHAPTER 6
Design Engineering
Design Engineering in designing a new or redesigning an existing
weldment is responsible for material selection; weld size determination,
weld joint selection, determining the manufacturability of the weldment
and its components, and preparing the weldment specification.
Design Engineering also provides Manufacturing Engineering and
Manufacturing Operations with design details in the form of engineering
prints and specifications of the final product.
It can be seen that the responsibilities of Design Engineering
influence the Five Welding Do’s.
Basic design considerations are:
• thickness of material and type,
• weld size, type, and length of weld,
• component specifications and tolerances, and
• welding position and welding process accessibility.
Manufacturing Engineering
Manufacturing Engineering is responsible for working with Design
Engineering. Their responsibilities include establishing the workmanship
standards based on the weldment specification, selecting the best
welding process to meet the design specifications, selecting the right
equipment, fixturing and tooling, developing the work methods and
welding procedures to be used and controlled, and plan and develop a
Work Center Plan that will optimize the consistency and repeatability of
weld quality and productivity.
70
THE FIVE WELDING DO’S
Manufacturing Operations
Manufacturing Operations and its production support departments,
which include scheduling, inventory control; maintenance, fabrication,
and purchasing also play a critical role in the success of each welder by
how they focus on the Five Welding Do’s.
Some of Manufacturing Operations key responsibilities include
assuring that all welders are trained and qualified in the welding
processes and procedures used, and assuring that all weldment
component parts required are delivered to the welding workstations on
time and within design specifications. They are also responsible to assure
that all equipment, tooling and fixtures are maintained in good working
order, that the welder applies all defined processes properly, and that all
variables within the workstation are properly controlled in accordance
with a Work Center Plan developed by Manufacturing Engineering.
Manufacturing Operations, in carrying out their major
responsibilities, can affect the Five Welding Do’s of reduced weld metal
volume, reduced arc time per weldment, reduced rejects, rework and
scrap, reduced work effort and reduced motion and delay time.
A few examples:
• If all component parts are not delivered on time to start a
weldment, delays will occur, resulting in lower welder
productivity.
• If component parts are not made per print specifications, poor
material fitup, rework and extra labor hours will result.
• If equipment is not maintained properly, breakdowns or
malfunctions will occur, resulting in lost welder time and/or
poor weld quality.
Quality Assurance
Quality Assurance is responsible, in consultation with top management,
for setting the company quality policy and making sure everyone follows it.
They also set specific quality standards for each weldment based on design
and process requirements, document quality procedures that are to be
followed for each job, inspect, measure, and provide feedback on deviations
from specifications. They also coordinate corrective actions when there are
deviations from specifications to assure the root cause has been identified
and eliminated.
Quality Assurance also has the responsibility to top management to
assure that the other support functions adhere to all the principles and
procedures within the Welding Management System.
Much of the shop floor quality assurance work is done in conjunction
with the welding supervisor as the responsibility for quality is
71
CHAPTER 6
72
THE FIVE WELDING DO’S
Functions is used in conjunction with the Five Welding Do’s and Five
Key Results Areas to quantify potential savings opportunities. They
represent examples of specific jobs observed as they were being welded.
The cells in the following examples refer to the matrix of the Four
Critical Functions with the Five Welding Do’s across their specific Key
Results Areas. This will be explained in more detail in Chapter 8.
Observation Specified a 1/4-in. fillet weld on 1/4-in. base Material. Over speci-
fied weld—only a 3/16-in. fillet weld was needed.
Observation Welder in workstation has to travel an extra 10 ft., five times per
weldment to get parts for each weldment.
Savings Potential Extra time per weldment (50 ft. of extra travel) = 5 minutes @ $35/
h—$0.29 per weldment. 12,000 weldments per year = $3,480.
Action Layout workstation to have parts staged near weld fixture to elimi-
nate extra walking to get the component parts.
73
CHAPTER 6
Observation In the job observed in workstation No. 4, two of the ten component
parts for weldment did not fitup properly resulting in additional
grinding on the parts and then hammering them into the fixture.
Observation Twelve welders on a large weldment were not inspecting and mea-
suring their welds for the proper weld size, nor was the supervisor
measuring or reporting. 1/4-in. welds were specified, 5/16-in. to
3/8-in. weld were being deposited.
Savings Potential Reducing the weld sizes to 1/4 in. increased the overall weld foot-
age significantly and, therefore, increased productivity.
Action Issue fillet gages to welders and supervisor and train them in their
use. Supervisor monitor welders and report findings. Quality
Assurance set up reporting system for welding operations to cor-
rect the above situation and audit it in progress.
74
THE FIVE WELDING DO’S
Recap
Key points in this chapter include:
1. The Five Welding Do’s represent the goals for welding quality
and productivity improvement for each of the Four Critical
Functions. Focusing on these goals throughout your company’s
welding operations can lead to quick improvements.
2. Each of the Four Critical Functions impacts the Five Welding
Do’s and thus determines the quality and productivity output of
the welder. This is the most important factor in improving
welder performance.
3. Using the Four Critical Functions, the Five Welding Do’s, and the
Key Results Areas, with a series of structured observations of
welding on the shop floor, identifies opportunities for
improvement that can be quantified, with actions to improve.
4. Six to twelve man days of observations on the shop floor, along
with interviews with key personnel in the critical functions of
Design Engineering, Manufacturing Engineering, Manufacturing
Operations and Quality Assurance form the basis of the Survey
which quantifies the total potential for weld quality and
productivity improvement in a company and is the first phase of
the three-phased Method to Total Welding Management.
We are now on our way to putting the tools in place to gain better
profitability from the welding operations. The next Chapter will go into
more detail on the Five Key Results Areas for each of the Five Welding
Do’s across each of the Four Critical Functions and then set the stage for
the formal Phase I- Survey and Evaluation covered in Chapter 8.
75
Chapter 7
The Four Critical Functions
and Their Five Key Results Areas
77
78
FIVE
WELDING
DO S
1 WORKMANSHIP STANDARDS
2 WELDING PROCESS SELECTION
3 EQUIPMENT & TOOLING SELECTION
4 METHOD & PROCEDURE DEVELOPMENT
5 WORK CENTER PLANNING
ENGINEERING
MANUFACTURING
3 EQUIPMENT PERFORMANCE
4 METHOD & PROCEDURE APPLICATION
5 WORK CENTER CONTROL
OPERATIONS
MANUFACTURING
FOUR CRITICAL FUNCTIONS
5 CORRECTIVE ACTION
ASSURANCE
$
$
$
$
$
$
SAVINGS
POTENTIAL
ESTIMATED
CHAPTER 7
THE FOUR CRITICAL FUNCTIONS AND THEIR FIVE KEY RESULTS AREAS
Design Engineering
The Key Results Areas for Design Engineering are:
1. Material Selection is the process of identifying, evaluating and
choosing between combinations of base metal and filler metal for
each weld. After the loads and stresses have been established for
a specific weldment design, the materials are selected that not
only will have the desired physical, chemical, and mechanical
properties but also acceptable weldability.
This means using the lowest carbon and alloy content steel to
meet the design and application requirements. This will ensure
good structural integrity as well as acceptable weldability.
Materials that have acceptable weldability characteristics will be
easier to weld and, therefore, more cost effective.
2. Weld Size Determination means determining the proper size of
weld for a specific type of weld joint and application. Design
Engineering historically has typically over specified weld sizes.
Over sized welds have a large impact on costs. For example,
going from a 1/8-inch fillet weld to a 3/16-inch fillet weld
increases arc time and weld metal volume by 124%. Going from a
79
CHAPTER 7
80
THE FOUR CRITICAL FUNCTIONS AND THEIR FIVE KEY RESULTS AREAS
Manufacturing Engineering
Manufacturing Engineering is the bridge between Design
Engineering and Manufacturing Operations. Manufacturing Engineering
takes the weldment specification from Design Engineering and defines
the “what and how to” for Manufacturing Operations. The Key Results
Areas are:
1. Workmanship Standards include providing welding production
requirements to the shop personnel to meet the quality standards
for each weldment. Manufacturing Engineering takes the
weldment specification and identifies all critical requirements
and outlines the general workmanship standards that would
apply. Examples are surface finish of weldment, allowable weld
porosity, weld spatter, degree of undercut, overlap, and weld
size limits. These workmanship standards define for each
weldment what is an acceptable and unacceptable weld.
To do this properly, Manufacturing Engineering must have
knowledge of the application of the weldment, its critical
characteristics, and of what is practical on the shop floor. Being
overly stringent on the workmanship standards leads to
unnecessary added costs. Being lax leads to rejects, rework, and
potential weld failures.
2. Welding Process Selection includes choosing and then
specifying the most efficient and effective welding process or
processes for each weldment based on the weldment
specification of the design and knowledge of the shops
capabilities. This is where the Manufacturing Engineering’s
knowledge of the equipment and capability of the shop pays off
in improved welding quality and productivity.
3. Equipment and Tooling Selection is the step where the welding
equipment, fixtures, jigs, and positioners for the weldment are
chosen so that the welder can be most efficient in production. The
wrong equipment or inadequate fixturing can lead to poor
quality and productivity.
4. Method and Procedure Development involves doing the detail
work to select the proper work methods, welding process and
weld sequencing, and equipment and tooling for each
weldment.
81
CHAPTER 7
Manufacturing Operations
Manufacturing Operations is responsible for directing and
coordinating all the activities involved in producing the product. These
responsibilities begin with employee hiring and training and go through
managing and controlling what goes on in each workstation to assure all
standards, specifications, procedures and work methods, and
instructions are followed.
The Five Key Results Areas for Manufacturing Operations are:
1. Personnel Training and Qualification focuses on the most
important factor in any business—its people. Great people make
great companies. Manufacturing Operations, along with the
Personnel or Human Resource Department is responsible for
selecting, instructing and qualifying personnel to assure that they
have the proper skills and training to perform their jobs in the
most effective way.
This responsibility includes adequate screening for new hires
to assure they have the right knowledge, skills and values.
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THE FOUR CRITICAL FUNCTIONS AND THEIR FIVE KEY RESULTS AREAS
83
CHAPTER 7
Quality Assurance
1. Policy and Accountability addresses having in place a quality
policy, which defines acceptable behavior regarding quality and
quality issues within the company. This policy includes the
specific organizational responsibilities for quality. It is developed
with top management along with the other critical function
84
THE FOUR CRITICAL FUNCTIONS AND THEIR FIVE KEY RESULTS AREAS
85
CHAPTER 7
86
THE FOUR CRITICAL FUNCTIONS AND THEIR FIVE KEY RESULTS AREAS
Matrix
Figures 16–19 display a matrix for each of the Four Critical Functions
with the Five Welding Do’s and each of their respective Five Key Results
Areas. This matrix is used in the Phase I—Survey and Evaluation. It
summarizes the potential improvement opportunities, which were
identified during the survey from interviews and observations of the
welding operations.
Reduce Reduce
Reduce Reduce Rejects, Motion
Weld Arc Time Rework, Reduce and
Metal per and Work Delay
Five Key Results Areas Volume Weldment Scrap Effort Time
4. Manufacturing Review
5. Weldment Specification
Reduce Reduce
Reduce Reduce Rejects, Motion
Weld Arc Time Rework, Reduce and
Metal per and Work Delay
Five Key Results Areas Volume Weldment Scrap Effort Time
1. Workmanship Standards
87
CHAPTER 7
Reduce Reduce
Reduce Reduce Rejects, Motion
Weld Arc Time Rework, Reduce and
Metal per and Work Delay
Five Key Results Areas Volume Weldment Scrap Effort Time
2. Material Input
3. Equipment Performance
4. Methods Application
Reduce Reduce
Reduce Reduce Rejects, Motion
Weld Arc Time Rework, Reduce and
Metal per and Work Delay
Five Key Results Areas Volume Weldment Scrap Effort Time
2. Quality Standards
3. Quality Procedures
5. Corrective Action
Together with the Five Welding Do’s or goals the Key Results Areas
are the basis for evaluating the potential improvement opportunities in
your welding operations. These components used in a structured way as
a tool to conduct observations on the welding shop floor of your
88
THE FOUR CRITICAL FUNCTIONS AND THEIR FIVE KEY RESULTS AREAS
company, are the input data to the first phase of the three phases of The
Method to weld quality and productivity improvement. This phase is
referred to as the Survey and Evaluation.
Examples
Let’s go through a few examples to demonstrate how the matrixes
can be used to identify opportunities. This is similar to what we did in
Chapter 6 but expanded to include the Five Key Results Areas for each of
the Four Critical Functions.
Example One
Observation Two similar jobs were running on the shop floor in adjacent welding
workstations. One welder would finish a weldment in 2.5 hours on
average. The second welder would take 3.25 hours on average. In
observing the slower welder, it was noted that he was welding the “hard
way.” The second welder was not utilizing the welding fixture causing
excessive handling of the weldment and out-of-position welding. Plus,
he was using a lower wire feed speed than was in the documented
welding procedures issued.
Situation The second welder had not been trained on how to efficiently run the
job and, therefore, was not making standard rate.
Consequence Low productivity and increased cost of $26.25 per weldment. 0.75
hours × $35/hour. 1,200 weldments produced per year.
Action Train the welder in the use of the welding procedures and how to use
the welding fixture to reduce out of position welding. Supervisor monitor
the welders on a regular basis.
Result Improved productivity and a savings of 0.75 hours per piece or $26.25.
$26.25 × 1,200 = $31,500 savings per year.
89
CHAPTER 7
Example Two
Critical Function Manufacturing Engineering
Observation A job in one of the welding workstations took an average of three hours
to layout and fitup for each weldment and about one hour to weld.
Twenty weldments per week were made in that workstation.
Situation Welding fixtures were not developed for this job when it was first started
since the weekly production was only five units.
Consequence Sixty hours per week were spent on layout for twenty hours of welding.
Due to manual layout and material fitup, the quality and quantity output
of the final weldments was inconsistent.
Result A reduction in setup of the weldment from 3 hours to 0.5 hours and
improved weldment consistency. Annual savings: 2.5 hours × 20/week ×
48 weeks/year or 2,400 hours per year or $84,000 @ $35/h.
Example Three
Critical Function Quality Assurance
Situation No welding procedures had been issued, therefore, each welder was
using the amperage he felt was best and was most comfortable with.
Consequence Different weld footage deposited per welder for a given time period
Therefore, weld productivity varied between welders.
Results All welders learned to use the higher amperages resulting in greater
weld footage produced per welder, therefore, improved product output.
90
THE FOUR CRITICAL FUNCTIONS AND THEIR FIVE KEY RESULTS AREAS
Example Four
Critical Function Design Engineering
Recap
Before we move on to Chapter 8, where we expand this concept to a
formal company-wide Survey and Evaluation, let’s review what we have
learned in this chapter:
91
CHAPTER 7
92
Chapter 8
Phase I—Survey and Evaluation
93
CHAPTER 8
The Survey
Let’s look in detail now at how the company-wide survey in Phase I
is conducted across the Four Critical Functions using the Five Welding
Do’s and each of their Five Key Results Areas.
In the last chapter we presented examples of improvement
opportunities for each of the Four Critical Functions for one Welding Do
and a Key Results Area.
All the possible combinations of Critical Functions, Welding Do’s and
Key Results Areas represent 100 total combinations, (4 × 5 × 5). Each of
the 100 individual combinations is referred to as a cell. Each cell, when
used in the survey process, represents a potential quality and/or
productivity improvement opportunity, as well as a future control cell.
Figure 20 shows an illustration of the 4 × 5 × 5 matrix with the 100 cells.
94
PHASE I—SURVEY AND EVALUATION
Welding Do’s
DESIGN ENGINEERING
MANUFACTURING ENGINEERING
MANUFACTURING OPERATIONS
QUALITY ASSURANCE
95
CHAPTER 8
As you can see, each of the Four Critical Functions are laid out with
their Five Key Results Areas and then evaluated for each of the Five
Welding Do’s. For example, Cell 1-2 would be for an evaluation of what
Design Engineering does with Weld Size Determination and how that
affects the Welding Do of Reduce Weld Metal Volume.
Cell 2-6 evaluates the Critical Function of Manufacturing Engineering
and how the Key Results Area of Workmanship Standards affects the
Welding Do of Reduce Arc Time Per Weldment.
Cell 4-13 evaluates the Critical Function of Manufacturing
Operations, the Key Results Area of Equipment Performance and the
Welding Do of Reduce Work Effort.
How then is the matrix used to identify quality and productivity
welding improvements, and how is a survey put together?
As the examples in the previous chapter showed, the best way to
identify potential opportunities for welding related cost saving
improvements throughout your company is to observe various jobs as
they are being welded. For example, by going into a welding workstation,
you can evaluate the Five Key Results Areas of Manufacturing
Operations, using the matrix for each of the facets of the jobs observed.
Based on your knowledge of the job, the welding processes and
production you would ask questions and make observations such as:
1. Personnel Training and Qualification. Does the welder appear
to be qualified to weld the job he is on? If not, how is each of the
Five Welding Do’s affected? How much productivity could be
gained with additional training? Does the welder currently hold
any certifications?
2. Material Input. Are all the materials available when they are
needed at the start of the job and are they to engineering print
specifications to avoid component part fitup issues? If not, how is
each of the Five Welding Do’s affected? How much time is being
lost? What is the opportunity to improve?
3. Equipment Performance. Is the equipment in the workstation
performing correctly and on a consistent basis? If not, how are
the Five Welding Do’s affected? How much time is being lost
from equipment down time or poor functioning?
4. Method and Procedure Application. Is the welder following the
work method that has been documented for the job? Is there a
method’s instruction sheet? If not, how is each of the Five
Welding Do’s affected?
5. Work Center Control. Is the work output and quality from the
workstation being monitored? Is there a workstation plan? Is
there a corrective action plan in place for the unplanned change
that can affect consistent and repeatable quality and quantity of
96
PHASE I—SURVEY AND EVALUATION
97
CHAPTER 8
Shop Observation
Armed with answers to the above questions and other data gathered;
you are now prepared to begin observing the actual production of
weldments.
98
PHASE I—SURVEY AND EVALUATION
99
CHAPTER 8
Savings The operating factor (arc time) per hour is 40% based on a
2,000/h work year. This represents 800 available hours of arc
time. Welder A produced 33% more weld in the same 800
hours as welder B. 800 hours × 33% = 264 h of gained arc
hours × $35/h = $9,240 potential savings per welder per year.
Note: For every ten welders in this similar situation, the annual
savings would be $92,400.
Lost Time 30 minutes on each weldment with a total welding cycle time of 4
hours. Two weldments produced per day.
Action Decrease the size of the groove angle to minimize the amount of
weld metal volume deposit necessary.
100
PHASE I—SURVEY AND EVALUATION
Months welding this part _________ Years welding with company ___________
Describe welder's work responsibility (layout, fitup, assemble and tack weld, final
weld):
Other ________
101
CHAPTER 8
Welding Variables (record actual variables used, documented standard and what is
recommended based on design of weldment).
Actual Std. Recommended
Amperage (Current)
Material Condition, Process and Equipment
Travel Angle
Electrode Orientation
Equipment:
Power source type and size:
General condition:
Welding Gun/torch:
General condition:
General Comments:
102
PHASE I—SURVEY AND EVALUATION
Welding circuit:
Tight ground _______________
Tight connections ___________
Hot connections_____________
Good insulation _____________
Frayed cables ______________
Comments:
Equipment
Their condition?
General Comments:
103
CHAPTER 8
Does welder know and fully understand the acceptable/unacceptable weld quality
criteria?
Quality Assurance
Based on the above observations of this welding job, which of the Key Results
Areas of the Critical Functions for the Five Welding Do’s offers potential for
improvement?
What would be the annualized improvement opportunity for each of the Five
Observation Summary
Welding Do’s and their respective Key Results Areas? To calculate annual savings
estimate the potential savings per weldment and then annualize based on yearly
production volume. The estimated savings are then posted to the 4 × 5 × 5 matrix of
the Key Results Areas for each of the Five Welding Do’s across the Four Critical
Functions.
104
105
THE
FIVE
WELDING
DO S
1 WORKMANSHIP STANDARDS
2 WELDING PROCESS SELECTION
3 EQUIPMENT & TOOLING SELECTION
4 METHOD & PROCEDURE DEVELOPMENT
5 WORK CENTER PLANNING
ENGINEERING
MANUFACTURING
5 CORRECTIVE ACTION
ASSURANCE
$
$
$ 350,000
$ 625,000
$ 450,000
600,000
SAVINGS
$2,025,000
POTENTIAL
ESTIMATED
Recap
Let’s summarize what we have learned in this chapter:
1. The three phases of The Method for welding quality and
productivity improvement through Total Welding Management are:
a. Phase I—Survey and Evaluation identifies improvement
opportunities and major actions required to achieve.
106
PHASE I—SURVEY AND EVALUATION
The above estimated potential is based on the data from and calculations in
Appendix A. Recommendations are included with data that can be used in
simple calculations that will permit monitoring of the results. Potential savings in
welding quality and productivity improvements can result from the following Five
Welding Do goals:
107
CHAPTER 8
108
Chapter 9
The Six Managerial Steps
109
CHAPTER 9
INPUT
FEEDBACK ACTION
OUTPUT
110
THE SIX MANAGERIAL STEPS
entire company. The result of this step is Phase I of The Method, Survey
and Evaluation. The information is gathered through interviews with
various levels of management, supervisors, and technical personnel in
the Four Critical Functions, along with shop floor observations and
measurements. The information gathered is then analyzed and
summarized by the Five Welding Do’s, Four Critical Functions and their
specific Key Results Areas and represent potential savings in weld
quality and productivity improvement. Figure 24, on page 105 of Chapter
8, illustrates this summarized survey information with potential dollar
savings for each Welding Do. Once the data is gathered in Phase I, it is
analyzed to determine which projects would provide the best payback for
effort involved.
In Phase III the macro survey data from Phase I is again reviewed in
detail and refined in a detailed micro sense for final project management
and action planning. This is illustrated in the example in Figure 27—
Information Gathering and Analysis.
ACTION
STEPS
STUDY ALL EXISTING SPECIFICATIONS,
1 INFORMATION GATHERING STANDARDS, METHODS, PROCEDURES AND
CONDITIONS FOR ESTABLISHING AND
& ANALYSIS CONTROLLING WELD SIZES AND LENGTHS
PROJECT PLANNING
2
& GOAL SETTING
111
CHAPTER 9
made and first cut planning for the company’s welding improvement
program are also made by top management along with the management
team. In Phase III, the survey data is revised and in a micro sense, the
project goals and objectives are finalized in detail from the additional
data gathered. This is illustrated in Figure 28—Planning and Goal Setting.
STEPS
INFORMATION GATHERING
1
& ANALYSIS
ACTION
3 TRAINING
Step 3—Training
In this step, all personnel who will manage, use or work within the
Total Welding Management System are trained in the management
concepts and principles of the Total Welding Management System and
the technical aspects of welding that affect their functional responsibility.
They are also introduced to the overall company project goals and the
project timelines. Training applies to personnel of each function and at all
levels in the organization. Training is done on a need to know basis so
that everyone involved knows his responsibilities in supporting the Total
Welding Management System. This step is part of Phase III—Implement
and Sustain, as shown in Figure 29—Training.
Without training, any program will fail. Because of old habits, people
will fall back to the practices that they are most comfortable and feel more
secure with.
112
THE SIX MANAGERIAL STEPS
STEPS
PROJECT PLANNING
2
& GOAL SETTING
ACTION
CONTROL METHODS
IMPLEMENTATION &
4
FINE TUNING
113
CHAPTER 9
STEPS
3 TRAINING
ACTION
MEASUREMENT
5
& CONTROL
STEPS
IMPLEMENTATION &
4
FINE TUNING
ACTION
6 REPORTING
Step 6—Reporting
In this step, all performance data is compared to established goals,
summarized, and reported to management for any corrective action
required. If the data reported pertains to a specific improvement project,
it is reported to the project manager responsible. If the performance data
114
THE SIX MANAGERIAL STEPS
STEPS
MEASUREMENT
5
& CONTROL
ACTION
115
CHAPTER 9
The omission of any step will yield less than full or lasting
results.
2. The application of the Six Managerial Steps serves as a guide for
implementing projects. The Method provides the form. Each step
must be completed with data, conclusions, plans, and actions.
The goals of each project must be kept in mind when applying
the Six Managerial Steps.
3. The Six Managerial Steps are a logical sequence for the
development, implementation and maintenance of a project or
Total Welding Management. Long-range success is a function of
the completeness of each of these Six Managerial Steps. Most
projects begin to lose effectiveness when steps 5, Measurement
and Control, and 6, Reporting, are neglected.
Without the application of steps 5 and 6, which are monitoring,
auditing, measurement, and reporting, any results gained could revert to
previous levels as shown in Figure 33. This figure illustrates both the
short-term gains of training, especially welder training, and how the
benefit can be short lived without monitoring and auditing.
Each of the Six Managerial Steps provides an important step in an
improvement project and for a Total Welding Management System. The
six steps taken in sequence provide a closed-loop system to assure
improvement results are maintained. Table 1 summarizes what each
managerial step provides to the closed-loop management system.
116
TRAINING ON - THE - JOB PERFORMANCE
WITH MONITORING,
SKILL LEVEL
WITHOUT MONITORING,
AUDITING & CONTROLS
TIME
Example
The Six Managerial Steps incorporated into a total welding management
system represent for many companies a new way of managing. It requires
implementing a closed-loop management system where responsibilities,
accountabilities, teamwork and focus on company goals must be brought
together by top management. Most of the failures with welding quality and
productivity improvement programs begin and end with the lack of top
management commitment, involvement, and support. Don’t start down the
path of Total Welding Management unless you, as the leader of the
company, understand and are willing to commit your time and energies to it.
To better understand the application of the Six Managerial Steps, the
following is an example of how they can be applied to a specific
improvement project at the micro level. The recommended approach,
however, is to use the total survey results to develop an overall company
plan for total welding management, rather than focus on one project.
Let’s go through the example of a potential improvement project and
outline the Six Managerial Steps, as they would apply to a project to
improve the Key Results Area of material input.
118
THE SIX MANAGERIAL STEPS
119
CHAPTER 9
Recap
Let’s summarize. In this Chapter we have presented the Six
Managerial Steps of weld quality and productivity improvement. We
have:
120
THE SIX MANAGERIAL STEPS
1. Shown how they form the bridge between the three phases of
The Method.
2. Demonstrated how they can be used to plan and control any
welding improvement project to achieve successful results.
3. Tied together, the Six Managerial Steps as an example to
demonstrate how they can be used as a management process for
weld quality and productivity improvement.
If you properly apply the six steps as shown in Figure 34, you will
achieve your goal for any project, program activity, Welding Do or Key
Results Area. If not properly applied, minimal and short-term results,
frustrations, and ultimate failure will most likely result. Doing it right
ultimately results in a winning score.
Armed now with the tools of the Six Managerial Steps, let’s move to
the second phase of The Method for welding improvement, Phase II—
Management Planning and Goal Setting and fit the next piece of the
puzzle.
121
122
CHAPTER 9
RESULTS
To
ta
lw
el
d
in
g
M
an
ag
em
en
t
STEP - 6
STEP - 5 Reporting
STEP - 4 Measurement
&
Control
Implementation
STEP - 3 &
Fine Tuning
STEP - 2 Training
123
CHAPTER 10
Approaches
Top managements have taken a variety of different approaches to the
implementation of Phase III—Implement and Sustain. Some eat their
welding elephant one or two bites or Welding Do’s at a time. As an
example, one large vessel manufacturer saw an opportunity to harvest
some low hanging fruit of $2,500,000. from just one Welding Do by
Reducing Weld Metal Volume as was identified in the Phase I—Survey
and Evaluation report.
Another approach to Phase III, which most company management
teams now take, is called multi-faceted. In this approach, training of
management and the welding steering team, and then training all the
necessary critical function personnel is the top priority. The second
priority is the development of a management plan and necessary
documentation to serve as welding guidelines.
124
PHASE II—MANAGEMENT PLANNING AND GOAL SETTING
125
CHAPTER 10
Project Management
Before we go through an example of a project plan, let’s talk about
project management. As you will see from the subsequent example in
Chapter 9, and from developing your own plan, there will be a lot of
action plan tasks that will be required to make the changes necessary to
put in place your Total Welding Management System.
Activities such as management training, functional personnel
training, reviewing weld design, developing quality standards, welder
training and retesting, improving scheduling systems, developing
process documentation and developing auditing, monitoring, and
management reporting may all be going on at the same time. To
accomplish all of these activities and bring the system together requires
overall coordination.
A company project manager is generally assigned who can
communicate across all critical functions and at all levels to coordinate all
the activities to assure they are being completed on time. Your project
manager must also conduct monthly or bi-monthly project review
meetings with the welding steering team to assure that results are being
achieved and resources are kept focused on all the project tasks. A project
manager, with a technical welding background would be preferred.
However, many successful project managers have had other backgrounds.
Example
Now let’s go through an example of a company management plan
that addresses action plans and projects to reduce weld metal volume, as
well as, address overall issues that can further lead to additional savings
in other Welding Do goals.
126
PHASE II—MANAGEMENT PLANNING AND GOAL SETTING
The total savings potential for 100 welders represents $20,000 per
welder a year. This savings per welder falls within the typical range
of $15,000 to $25,000 per welder annually found over many
companies in a variety of different industries.
The detailed planning in this phase begins with the high-level
savings summary chart. Figure 24, on page 105 of Chapter 8, shows in
detail the potential savings across the Four Critical Functions for each
of the Five Welding Do’s crossing the Key Results Areas. This is a
picture of the actions required to harvest the savings. For example,
note in Figure 24, that when each Welding Do crosses a particular
Key Results Area, it is marked with a bullet (•). Each cell area marked
as such is reported with the data gathered and observed, and
accompanied with a recommended action plan in the form of a
project or projects in the Survey report.
As the management team analyzes the Survey and Evaluation
report, projects are identified by looking at the recommendations for
each of the Five Welding Do’s and each of the Four Critical Functions
for each of their respective Key Results Areas. The management team
looks for recommendations of Key Results Areas common to multiple
Welding Do’s.
Now, let’s look at Company B and see how the cells of the 4 × 5 × 5
matrix are interrelated on the savings summary chart (Table 2) and used
to help major projects that cut across the Four Critical Functions and their
127
CHAPTER 10
Key Results Areas to Reduce Weld Metal Volume, the first Welding Do
(see Table 3).
Weld Size Determination • Reduce weld sizes on the engineering prints. (Design
Engineering)
• Assure the production floor adheres to engineering
weld sizes on the engineering prints. (Manufacturing
Operations)
128
PHASE II—MANAGEMENT PLANNING AND GOAL SETTING
Personnel Training and • Develop qualification criteria for welders and consider
Qualification a welder requalification program for when welders
produce unacceptable weld quality. (Manufacturing
Operations)
Inspect, Measure, and • Supply weld fillet gages to all welders, inspectors and
Report supervisors and train them in their use to measure weld
sizes. (Manufacturing Engineering)
• Develop length and spacing guidelines plus measure-
ment for intermittent welds. (Design Engineering)
• Train welders in the essential welding variables to
achieve consistently sized and shaped welds. (Manu-
facturing Operations)
129
CHAPTER 10
130
PHASE II—MANAGEMENT PLANNING AND GOAL SETTING
Recap
Before we move on to getting the results, which happens in Phase
III—Implement and Sustain, let’s review what we have learned about
Phase II—Management Planning and Goal Setting.
131
CHAPTER 10
132
Chapter 11
Phase III—Implement and Sustain
133
CHAPTER 11
2. Planning and Goal Setting The total project is developed and goals are
established. Assignments are made and schedules
are set. Methods to assure development and
implementation of the program are established.
Measurements for program performance are
developed.
4. Implementation and Fine The program is put into action. It is closely moni-
Tuning tored on a trial basis to insure that all necessary
details are covered. On the job follow-up training is
also part of this step.
5. Measurement and Control This step monitors and collects data on the
program performance to assure improvement and
program continuation. All measurements are
analyzed for comparison to the goals. Feedback is
given including any deviations.
134
PHASE III—IMPLEMENT AND SUSTAIN
Company B’s goal was to reduce weld metal volume with a savings
potential of $625,000 per year based on potential annualized savings
detailed in the Survey and Evaluation report
The major Key Results Areas for Company B to achieve the goal of
Reduce Weld Metal Volume are shown in Table 6.
135
CHAPTER 11
6. Personnel Training and Qualification • Develop qualification criteria for all per-
Fully trained and qualified welders sonnel involved in welding to include
know how to control the welding vari- the welding process, knowledge of the
ables, understand the workmanship print specifications and workmanship
standards, follow the welding proce- standards, weld size measurement
dures, and therefore, do not over weld, and length, and welding techniques.
thus Reducing Weld Metal Volume. (Manufacturing Operations)
• Develop welder requalification and
re-certification testing program as
needed. (Manufacturing Engineering)
136
PROJECT GOAL Date Planned Actual
Reduce Weld Metal Volume Start
WORK PROJECT Complete
Set up system to monitor fitup problems and take corrective action Implement
Revise as necessary. X
Modify as required. X
RESPONSIBILITIES:
PROJECT COORDINATOR: Manufacturing Engineering
137
The Implement and Sustain phase begins with the core team
awareness training. Training is conducted over a two to three day period
with top management and includes the managers of the Four Critical
Functions and other selected representative personnel that are often times
members of the welding steering team. An outside expert in Total
Welding Management generally conducts this level of training.
As a result of this training, the participants will understand the concepts
and principles of the Total Welding Management System and be able to
apply them to effectively manage their own company projects and have a
good feel for the training requirements for the balance of the program.
Figure 36 shows an example of Company B’s Gantt chart for the
projects to support priority goal No. 1—Reduce Weld Metal Volume. The
projects are sequenced so that tasks that need to be done first are
completed to support subsequent Key Results Areas and activities. This
example is for the purpose of clarifying and understanding.
By laying out this summary Gantt chart, the overall project goal of
one Welding Do can be reviewed by management to see if the supporting
actions have been started and are completed on time. The project chart
serves as a good management tool to see how the overall project is
progressing.
The above example of Company B, focusing on the goal to Reduce
Weld Metal Volume, is an illustration of the process used to set up an
overall project plan. The approach now generally taken for the Total
Welding Management System implementation is to work on all Five
Welding Do’s across each of the Key Results Areas with the Four Critical
Functions as an integrated company-wide project. Typically one
production area or product line is re-engineered by addressing all the
opportunity issues and then released to the newly created production
environment. In the Chapter 12 case study, you will see an integrated
project plan that takes this approach. With this approach, the Total Welding
Management System was successfully put in place at this company.
To assure results, most companies meet as a Welding Steering Team
bimonthly. In this meeting, the status of all projects is reviewed in detail
by each manager responsible. Any resource constraints are addressed
and resolved. Planned activities for the next two weeks are reviewed.
Performance measures that give the Welding Steering Team a report card
on results achieved to date is also reviewed. If results are not being
achieved, management must gain an understanding of why and agree on
corrective action.
138
Goal: Reduce Weld Metal Volume Project
Potential Savings: $625,000/year
Projects Responsibility 1 2 3 4 5 6 7 8 9 10 11 12
Train Management and the project team in the Total Top Management X
Welding Management System. and Consultant
Build sample board for various type weld joints showing Manufacturing Engineering X X X
acceptable/unacceptable quality criteria.
CHAPTER 11
Months of the Year
Projects Responsibility 1 2 3 4 5 6 7 8 9 10 11 12
Put system in place to identify poor material fitups and Quality Assurance X
oversized welds, analyze cause, and take corrective
action.
Evaluate weld joint types Design Engineering • Number of welds reviewed per
and reduce weld sizes. month vs. number of weld joints
and/or sizes reduced.
Typical Results
We are now moving forward, taking action, getting measurable
results, and have a measurement system in place to tell us how we are
doing. So what can we expect over the long run as we implement all the
goals and recommendations from the Phase I—Survey and Evaluation
and move to Total Welding Management? What have just a few
companies been able to achieve?
• A U.S. barge builder with 450 welders saved millions of dollars a
year.
141
CHAPTER 11
Resistance to Change
Another important factor in success is overcoming the resistance that
you will encounter as you begin to change the way your welding
operations are managed. This begins with the Four Critical Functions as
their role changes to one of serving the welder and welding crews. In
some cases, support personnel will be asked to do their job differently
and they sometimes resist. However, as they gain new knowledge, get
involved and apply that new knowledge, attitudes and motivation will
change as they are called on to improve their responsiveness to welding
issues as they occur.
To overcome this resistance, it is important that everyone involved in
the project is trained in the concepts and principles of Total Welding
Management. They then will understand why the changes are being
made and how they will help the company overall to improve weld
quality and productivity. As resistance occurs during implementation, it
must be dealt with quickly and effectively to assure that it does not
poison the project. This is a key top management responsibility.
Recap
Let’s summarize the key points from this critical chapter:
1. Phase III, the implementation phase of The Method is where the
recommendations from the Survey and Evaluation—Phase I, and
the goals and plans from the Management Planning and Goal
Setting—Phase II are put into action to accomplish results.
142
PHASE III—IMPLEMENT AND SUSTAIN
143
Chapter 12
Case Study
145
CHAPTER 12
146
CASE STUDY
147
CHAPTER 12
Reduce Work Effort and Reduce Motion and Delay Time 57,047 hours
148
CASE STUDY
149
CHAPTER 12
150
CASE STUDY
Sequence
Sequence refers to the order in which the development of the
Knapheide Welding Management System was done. The objective of
sequencing was to establish a logical order for training and the creation of
all welding documentation required to properly support the welding
crews.
The approach that Knapheide took to develop and implement their
Total Welding Management System was to complete management
training, technical training, update documentation, and improve the
work environment including management reporting and controls in
place and then train the welding crew for their new environment. In this
way, an entire product or line would realize improvement quicker.
The necessary documentation, training and projects completed first,
prepares the working environment into which the welders are then
placed after their training has been completed. The new working
environment for the welder must contain accurate and complete
engineering prints, workmanship standards, work methods, application
welding procedures, welding fixtures, tools and a Work Center Control
Plan.
To accomplish this complex task, all the personnel from every
department with the support of Knapheide top management and the
Four Critical Function’s had to assist the welders from the very first day
151
152
CHAPTER 12
Figure 37. Integrated Project Plan
CASE STUDY
153
CHAPTER 12
Figure 37. Integrated Project Plan (Continued)
CASE STUDY
Pace
The second key point critical to achieving the first stage of
implementation is pace. Pace is defined as the rate at which a company
can provide the resources required to complete all the projects for the
implementation of the Total Welding Management System. It is critical
that the proper pace of any project be set so that expectations are realistic.
Total Welding Management requires training and development of
documentation to achieve the goals of welding quality and productivity
improvement. This training and documentation requires a significant
amount of man-hours. The effective use of available resource man-hours
directly impacts management, engineering, and production efforts. To
prevent conflicts that may interfere or stop the development or
implementation of the welding management system, training,
development and implementation a pace must be agreed to, which takes
into account the need for ongoing production demands during the project
period. Even though this is a basic point, without a defined and
communicated schedule with training dates and documentation
completion dates all of these activities will slip because of a lack of
advanced planning. Everyone involved in the TWM project must
understand and support the agreed to sequence and pace of the project
activities.
To recognize the importance of sequence and pace, at the end of
Phase II, Barckhoff personnel developed a rough project Gantt chart, and
subsequently presented it to the Knapheide management team. After
some fine-tuning it became their roadmap to TWM. The chart showed the
order in which training, documentation and project development was to
be done, including the start and completion dates for each activity.
Management Training
After approval of the Gantt chart plan by senior Knapheide
management the training began. The approach that was taken was to
train the critical support functions of Design Engineering, Manufacturing
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Design Engineering
Following the training of the management team, the Design
Engineers were trained in weld design. This was done in anticipation of
the way system improvements would need to follow the flow of
information. Since Design Engineering must begin the work on
engineering drawings and specifications before the rest of the
organization can begin their work, their training came first. The Gantt
chart was setup to allow the support functions to send participants from
that function through training in small groups so that all members of the
functions would not be away from their regular jobs for more than three
days. Most of the support function training was of three days durations.
Where necessary, the training was broken up and spread over more days
so as to minimize the impact on regular assignments. The Design
156
CASE STUDY
Manufacturing Engineering
The training of the Manufacturing Engineering Group also followed
the Key Results Areas as defined in the Barckhoff Method for the
Manufacturing Engineers. Their training began before the last of the
Design Engineering classes. This was done to maintain the pace of the
training after the Design Engineering Group produced the weldment
specification document. This document was then turned over to
Manufacturing Engineering and was used as part of their training.
Manufacturing Engineering then incorporated the weldment
specification into the workmanship standards for the company. This
standard describes the workmanship, welding technique and quality
requirements, and is used as a training document for the welder training,
and also as a working document on the production floor. This document
is then used along side the workmanship sample board and production
mockups that were placed in a Weld Quality and Process Center located
in every welding production department to serve as visual aides for
defining weld quality and product output requirements.
Before Knapheide developed the workmanship standards document,
along with visual workmanship samples and production mockups, there
were no clearly defined quality standards that could be used by the
manufacturing engineers, production welders and the quality control
inspectors. Without these welding standards and visual aids in place, it
was difficult for Knapheide to hold their welders accountable to be their
own inspectors.
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158
CASE STUDY
159
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checked, what checks the welder was to make on the equipment each
shift and what checks were to be made by the maintenance department.
The procedures also detailed the response and response time expected
from maintenance for equipment breakdowns that would get the welding
workstations back in service with the minimum amount of downtime.
Some of the significant improvements that occurred with this effort
were a reduction in the number of quality problems related to equipment
and a reduction of welder lost time due to equipment breakdowns.
Knapheide also realized a sizeable reduction in the usage of welding
equipment consumables and replacement parts and a subsequent savings
of maintenance personnel time needed to repair welding equipment.
A further example of the effectiveness of the preventive maintenance
program at Knapheide was the reduction of breakdowns in welding gun
and cable assemblies from an average of eight to ten units per day to an
average of two to three units per day.
Welding Fixtures
Another area that Knapheide recognized needed improvement, as
part of their total welding management program, was fixtures and gages.
This was recognized as an early priority from the results of the Survey.
At Knapheide, welding fixtures play an important role in both
locating and positioning parts correctly to produce cost effective and
quality weldments. Unfortunately, far too many welding fixtures were
poorly designed. One of the major causes of this appeared to be the fact
that the welding fixture designers were originally trained as machining
fixture designers.
Poor welding process accessibility to weld joints was a major
problem with the design of welding fixtures. This led to conditions where
parts loaded into the fixture could only be tack welded and then had to be
removed to be finish welded, which was both time consuming and
counterproductive. In other cases, due to poor process accessibility, only
a few of the welds were made in the fixture. Then the partially welded
components had to be removed, the part flipped over and the remainder
of the welds completed outside of the fixture. In other instances, the
poorly designed welding fixtures had no provision such as spring tension
releases. After the welding was completed the part was difficult to
remove or had be removed by beating it out of the welding fixture. In
almost all cases such fixtures were either modified by the welders to
make them more serviceable or they were abandoned.
From the survey, Knapheide recognized that these conditions led to
poor fixture design and took steps to correct the condition even before
Phase III began.
160
CASE STUDY
Welding Gages
Knapheide also reviewed the survey recommendations and took
action to supply and make available weld measurement gages for the
welders so they could check and verify their own work.
The weld gages most often found missing from the welding
operations were the fillet gages, reinforcing gages, and weld preparation
gages used to check gapping and weld preparation of plate and pipe
161
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edges. There exists in the welding industry virtually all the welding
gages that any manufacturing firm doing welding could need. Designing
such a unique or special purpose gage can resolve any exceptions, due to
special circumstances. However, the presence much less the use of such
gages, is nearly nonexistent in many companies. Even in companies
where such gages are found there is no plan for their use. Such was the
case with Knapheide. They did not have gages and, therefore, did not
check weld sizes. They also did not measure the weld lengths being
deposited.
This lack of measurement using weld gages lead to consistent
overwelding. The welders had no idea that they were even doing
something that was not required. Knapheide addressed this situation
during the welder training when the weld gages were distributed to the
welders and supervisors and instructions were provided to ensure that
they could use the gages correctly. Both the welders and their supervisors
were expected to check weld sizes daily. By continually checking a
percentage of their welds, Knapheide welders developed the ability to
recognize when they were making welds of the correct size and length
and thus reduced overwelding.
Supervisors
Knapheide recognized that from a support point of view the welding
supervisor is a critical position in the welding management system.
The bulk of all contacts with the welders on each shift are through the
welding supervisors. Besides written instructions such as the engineering
prints, workmanship standards, work methods and welding procedures,
the welders look to the supervisor for support.
Too often, welding supervisors are used as parts expediters and
material “gofers” to keep their welding product lines or departments
running, instead of being used to support welding quality and
productivity on the production floor. Rather than spending their time
making their area of responsibility more cost effective to support the
welder, they were spending a considerable amount of their time chasing
down design or manufacturing engineering, or component parts
fabrication problems that were discovered in the welding department. In
essence what has happened is that in most companies the welding
supervisors have ceased being supervisors. One of the goals of the
support function training at Knapheide was to move the responsibility
for dealing with these other problems, now being handled by the welding
supervisors, back to the departments where they belonged and to teach
the supervisors how to be welding supervisors and a better support to the
welders.
162
CASE STUDY
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Welder Training
After all Knapheide support function personnel had been trained and
had time to generate and implement the guideline documentation
originating in each functional area, they began training of the welders.
Again, the purpose of training the welders last was to allow time for
all the support functions to begin preparing the workstations for the
welders return after their training. In this way, the training that the
welders received prepared them for the work environment that they
would return to and allowed them to begin using the training that they
had just received while it was still fresh in their minds. The old adage, “If
you don’t use it, you lose it,” is important in training, as training needs to
be conducted “just in time” to be most effective.
Upon completion of the training, the welders began to follow the
welding management system. The startup of production in the new
control areas soon resulted in occurrences, which were not in accordance
with the Work Center Control Plan. When these situations occurred such
as engineering print errors, missing parts or missed dimensions, the
welders were taught to record and turn into their supervisors the
problem on an Operator Shift Report, which documented and described
the problems. This Operator Shift Report was used to track problems and
then assign them to a support function for corrective action.
164
CASE STUDY
good gained from its use. The Operator Shift Report was created to allow
the welders, on a daily basis, to identify problems or difficulties that they
experienced during their shift in carrying out the training that they
received so that they could follow the welding management system.
These Operator Shift Reports allow the supervisors, Internal Welder
Trainers and support functions to receive timely information on any
problem that occurs. The purpose of recording them on the Operator
Shift Report is to allow the organization to track all of the problems
identified so that corrective action and follow up can be conducted.
Instead, what occurs in many companies is that the problems are
forgotten and reoccur at some later date where the remark can be heard,
“Oh yes, that has happened before.”
Results
The Knapheide Manufacturing Company has been on the journey of
weld quality and productivity improvement through the development of
its own Total Welding Management System for over two years. They
have made significant progress in improving all aspects of their welding
operations and are very proud of what they have accomplished and how
it has helped them maintain and improve their competitiveness.
Prior to starting their Total Welding Management System, one of
management’s major concerns was the lack of available manufacturing
floor space at a critical time when business was growing at an
unprecedented rate, so much so, that all available floor space was in use.
Another concern management had was the low operating factor or
arc on time on the shop floor. It was observed during the Phase 1—
Survey that the operating factor was 14.8%. At the time of this writing,
that operating factor had improved to 30%. The difference came from the
wasted hours that were reduced within the Five Welding Do’s.
During the Implement and Sustain phase of Knapheide’s Welding
Management System, sales volume increased by 30% requiring the need
to increase production output by 13%. A further increase occurred during
the first half of 2004 when Knapheide experienced an additional increase
in sales of over 40%. As a result of the improvements gained from TWM,
they were able to easily and competitively handle this increase in sales.
Below are the highlights of what Knapheide management sees as
some of the major results to date from their Welding Management
System:
1. 63,000 hours saved annually which was the equivalent of 31
welders that did not need to be hired,
2. a 14% increase in welding assembly output, resulting in an
overall factory workforce productivity improvement of 7%,
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Continuous Improvement
As this book is being published, Knapheide management reported
further continuous improvement in their welding operations that
resulted in an additional increase of 34,000 hours saved in the twelve-
month period—from 63,000 hours (as was reported earlier) to 97,000
hours, which is now equivalent to 50 welders they did not need to hire to
handle their increased business.
By now having the Knapheide Total Welding Management System in
place to help them to respond to ongoing business changes, Knapheide is
experiencing continuous improvement in their overall welding quality
and productivity. They are now able to handle increases in their business
more effectively and thus contribute to their overall profitability.
Now that we have reviewed the implementation and results of Total
Welding Management at Knapheide, and the results they have received
to date, let’s review in the final chapter how you can get started on your
journey to weld quality and productivity improvement along with some
of the commitments required and pitfalls to avoid.
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Getting Started
This chapter will review key principles of Total Welding
Management that are important for successful implementation and
identify what separates the winners from the losers. Let’s get started with
a quick summary of the key points to be covered.
1. Review the beliefs and values behind the Total Welding
Management System.
2. Share experiences on why some companies succeed when others
fail to improve their weld quality and productivity.
3. Review the Six Managerial Steps as the management framework
for TWM.
4. Discuss some of the rewards from success besides profit
improvements.
5. Present a few final thoughts on keys to success and your new
culture.
6. Discuss how to start the journey for successful improvements in
becoming more competitive and profitable throughout your
welding operations.
The Total Welding Management System is built on two basic
foundations:
1. The first is the technology of welding as a science. The welding
process can be controlled as any other manufacturing process.
The characteristics of welding such as weld size and length,
shape and strength, and linear travel speed are now clearly
defined and repeatable.
Controlling the variables, such as weld joint design,
component parts fabrication, equipment performance, welding
process, welder knowledge and techniques give predictable
results, the same, as you would expect from your machining or
fabrication operations.
2. The welder and the supervisor are the heart of any weld quality
and productivity improvement process. This team applies the
technology of welding with the management system to achieve
planned results.
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Management Commitment
The winners who committed to improvement and who stuck with the
formal process for improvement won big. They made a plan, worked the
plan, realized it’s a process, and achieved sustainable results.
The losers start the process, are not fully committed, do not stick with
it and end up losing organization commitment and support. They take
the quick fix band-aid approach. People in the organization then begin to
wonder if management doesn’t follow through with commitment on this
program why would they on any future programs?
As with any change process, another important consideration is the
built-in resistance in any organization to change. Top management must
accept the responsibility to deal with this resistance quickly and
effectively when it occurs. As an example, if a key manager is not
supporting Total Welding Management, he needs to be given the clear
choice of either getting on the team or mutually agreeing to leave the
organization. Some weld quality and productivity improvement
programs have suffered because a key manager never bought into the
philosophy of teamwork and supporting the welder. If these issues are
not addressed quickly and effectively they can poison any improvement
process.
Resistance sometimes occurs when people in the organization get
impatient for quick results. An old adage says “make the plan, work the
plan, realize it’s a process and let the process work.”
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GETTING STARTED
Held shared beliefs about the welders, Did not completely trust welders; saw
teamwork and the upside down organiza- each functional responsibility as more
tion and the importance of company-wide important than teamwork and company
goals. goals.
Implemented a complete Total Welding Tried to apply only bits and pieces.
Management System and took ownership.
Had understanding and hands-on commit- Management delegated improvement
ted top management and a management projects. This was one of many company
team focused on welding improvement programs resulting in limited resources for
and support of the welder. each.
Made available time and provided man- Training was limited to a few people and
agement resources for management, tech- focused on welder training. It often
nical and shop personnel to learn the Total excluded management, supervisors, and
Welding Management System. Technical, technical people. Little or no management
weld design, and weld processes, as well training was conducted on the Total Weld-
as welder’s skill training and much more ing Management System.
were also provided.
Used outside resources for management Minimized the use of outside resources,
and supervisory training, technical train- tried to manage and train on their own
ing, and welder training as well as project without the knowledge and skills available
reviews until the organization developed in house. Applied more of the art of weld-
the knowledge and skills to be self- ing with some of the science.
sufficient. Applied the science of welding
as taught.
Used the formal process for project man- Did not adopt a formal process for project
agement based on the Six Managerial management, and often delegated project
Steps and held frequent management management to lower levels in the organi-
project reviews. zation. Held infrequent and often informal
project reviews with little reporting.
Management was patient for results and Management wanted results immediately
set realistic goals and project schedules, and shortcut some of the essential project
but held people responsible and account- steps with little accountability and lots of
able for results. blame.
Additional Benefits
For the winners, once the programs start with the management
processes in place; they begin to show results. Additional benefits also
begin to accrue.
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We now know that the starting point, as well as the finishing point
for welding improvement is the welder. The Total Welding Management
System is built on the fundamental beliefs that welders:
1. Want to do a good job everyday
2. Are proud of their work.
3. Want to improve and are open to learning
4. Need to be supported.
5. Want to be responsible for the quality of their own work.
6. Need some feedback on performance and coaching to improve.
If top management and the manager’s of the Four Critical Functions
hold and practice these beliefs about welders, then your company will be
successful in implementing the Total Welding Management System using
the Six Managerial Steps through the three phases of The Method.
If these beliefs are not shared, then conflict will exist among the Four
Critical Functions and a lack of focus on the welder will result. Any
improvements realized will be temporary at best. Engineering prints will
continue to be thrown over the wall from Design Engineering to
Manufacturing Engineering and Manufacturing Operations with little
collaborative effort. The end result could be even a loss of productivity as
the welders build expectations for better support. If these expectations
are not fulfilled by the Four Critical Functions, this could have a negative
effect on morale and attitude and, therefore, weld quality and
productivity.
If the management team does not understand and buy into this new
set of values about the welder, then it would be advisable not to start The
Total Welding Management System. Some companies already hold these
values but need the structured approach of The Method, the Six
Managerial Steps, and The Total Welding Management System model to
provide the organizational process for improvement.
This new view of the welder and welder support is represented by
the concept of the Upside Down Organization. The president, COO, or
general manager views himself at the bottom of the organization with the
primary role of providing leadership, direction and support to the
managers of the Four Critical Functions to assure that they work together
to support the welder.
If top management does not provide the leadership to assure that the
Four Critical Functions work together and support the welder, significant
improvements will not happen. Knowledgeable, hands-on, involved
leadership is mandatory for significant improvements.
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Training
The third managerial step, which is training, is intended to instill the
knowledge and understanding of the Total Welding Management
System, The Method, and the Six Managerial Steps in your company’s
management team so that they can apply them.
Without the team’s complete understanding, they will not be able to
accept the management responsibility for the project, and it will fail. This
training is successful only when each manager involved in the process
understands the management principals, understands and buys into the
concepts of welder support and teamwork; and is committed to the
project goals. With this level of understanding and commitment, your
program will be successful.
As a clarifying point the principles and concepts of Total Welding
Management including The Method with the Up Side Down
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GETTING STARTED
Organization, the Five Welding Do’s, the Four Critical Functions and
their corresponding Five Key Results Areas and the Six Managerial Steps
not only apply to companies with manual welding, but as well to
companies that have gone to robotics or full automation or a combination
of all three. The same input and welding process variables apply to each
of the three and without Work Center Planning and Control and support
by the Four Critical Functions the result will be the same, inconsistent
product quality and output and thus lower profitability. The difference
with automation is that problems with be repeated quicker if not brought
under control.
Ready To Start
Now that you have the keys to success, along with how the process
works, is your company ready to be a winner? Here are some questions
that you need to answer for your company to determine if you are ready
to start the journey to Total Welding Management.
1. Are you a company that does welding? Does your welding
operations have an impact on your company’s bottom line?
2. Examine your own organization values and beliefs. Are they
compatible with ours? If not, are you willing to change them?
3. Do you understand the commitment you have to make as the
leader of the organization to gain potential improvements? Are
you willing to make the personal and resource commitments?
If the answers to these three questions are yes, then begin with a
Survey and Evaluation. This is the first step in the journey to improved
weld quality and productivity, leading to increased profitability. Are you
ready for the journey? You, the leader of the company, with the support
of your management team, can only make this decision.
I wrote this book to share with you my experiences, both ups and
downs, of over 40 years helping companies in welding and welding
management. I deeply believe that the welding operations of every
company have a great opportunity to become a significant company profit
generator through the application of the principles outlined here. This
book provides the path for you to follow in the achievement of that goal.
I have also attempted to develop in Total Welding Management a set
of management concepts and principles and an approach to management
that will survive the test of time. One that can be applied not only in
today’s business environment but in any future business environment
where there is a need to make continuing improvements in business
operating results by more effectively managing both the technical and
human resources in any organization.
The management system in this book is truly universal in its
applicability. My technical world has been welding, but the principles
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CHAPTER 13
174
Acknowledgments
This book would not exist without the opportunity that I was given
beginning over 40 years ago to work with many companies that were
producing many different types of welded products. Most important
were the many welders, supervisors, engineers and managers I worked
with in each of the companies during the process of developing the Total
Welding Management System.
I am thankful for my association with James F. Lincoln and the
opportunity of working under his system of Incentive Management that
promoted the philosophy of ‘The Actual Is Limited: The Possible Is Immense.’
Thank you to Walter E. Vuchnich for his encouragement to my
commitment to the Total Welding Management System at a time when
others had misgivings about it.
Thanks to Jack Eide and Robert Lockwood for their foresight and
encouragement to form Barckhoff and Associates, Inc. in pursuit of my
passion and commitment to Total Welding Management.
To Walter R. Edwards, P.E, who worked with me in the very early
stages of developing the Total Welding Management System using the
Barckhoff Method and to my former associates Gregory Krause, P.E. and
John M. Menhart, P.E. for their participation in its early application.
To my associate Donald L. Lynn, P.E., who has served with me since
1990 in the advanced stages of development and application of the Total
Welding Management System.
Thank you to Ray W. Shook, Executive Director, Andrew Cullison,
Publisher and Ron C. Pierce, P.E., (Chairman of Welding Engineering
Supply Co., Inc./Chairman of the AWS Foundation) and the American
Welding Society’s staff for their support of Total Welding Management.
To Clint Vogus and Dave Edwards for their help in the early drafting
and proofing of the many revisions.
Thanks to Jim K. Barnett, Harry Marcionetti, Rocky K. Murray and
others who participated in implementation of the Knapheide Welding
Management System modeled in this book.
Significant thanks also to those individuals who reviewed this book
throughout its many drafts and revisions.
And, finally to all those special people in my life who have not been
specifically mentioned and helped make this book possible.
xiii
Dedication
I dedicate this book to the memory of my beloved mother who
inspired me from early childhood to be industrious and make a
difference; also, to the welders and supervisors that the principles of
Total Welding Management support.
v
List of Figures
Figure Page
1 Reducing Unit Costs through Control of the
Welding Variables ................................................................................ 5
2 Total Welding Management Closed Loop Feedback System ...... 10
3 Work Center Control Plan................................................................. 21
4 Welder Support System ..................................................................... 22
5 Welding Team Support System........................................................ 23
6 Upside Down Organization .............................................................. 24
7 The Five Welding Do’s and the Four Critical Functions .............. 26
8 Welding Elephant ............................................................................... 33
10 The 3-4-5-6 Method for Profit Improvement .................................. 41
11 Three Phases of The Method............................................................. 46
12 Typical Manufacturing Company.................................................... 48
13 Critical Functions with Corresponding Key Results Areas ......... 50
14 Relative Cost Comparison—Fillet Welds vs. Groove Welds ....... 52
15 Cost-Reduction Grid .......................................................................... 78
16 Design Engineering—Matrix ............................................................ 87
17 Manufacturing Engineering—Matrix .............................................. 87
18 Manufacturing Operations—Matrix................................................ 88
19 Quality Assurance—Matrix .............................................................. 88
20 Quality and Productivity Evaluation Cells..................................... 95
21 Cell 2-9................................................................................................ 100
22 Cell 2-3................................................................................................ 100
23 Workstation Data Sheet ................................................................... 101
24 Potential Savings Summary ............................................................ 105
25 Management Overview ................................................................... 107
26 Six Managerial Steps as a Closed Loop System ........................... 110
27 Step 1—Information Gathering and Analysis .............................. 111
28 Step 2—Planning and Goal Setting ................................................ 112
29 Step 3—Training ............................................................................... 113
30 Step 4—Implementation and Fine Tuning.................................... 114
31 Step 5—Measurement and Control................................................ 114
32 Step 6—Reporting............................................................................. 115
viii
Figure Page
33 Improvement Results With and Without Control
Systems............................................................................................... 117
34 Applying The Six Managerial Steps for
Development—Implementation—Control ................................... 122
35 Project Log Sheet for Company B................................................... 137
36 Project Gantt Chart for Company B ............................................... 139
36 Project Gantt Chart for Company B (Continued)......................... 140
37 Integrated Project Plan..................................................................... 152
ix
List of Tables
Table Page
1 What Each Managerial Step Provides to the Closed-Loop
Management System ........................................................................ 116
2 Company B—Potential Savings Summary Chart ........................ 127
3 Summary of Critical Functions and Key Result Areas ............... 128
4 Summary of Recommendations from Survey and
Evaluation.......................................................................................... 128
5 The Six Managerial Steps, Defined ................................................ 134
6 Key Results Area for Company B................................................... 135
7 Appropriate Measurements from the Company B Projects ....... 141
8 Potential Annual Savings in the Knapheide Survey Report ...... 148
9 Potential Annual Production Improvement per Welder ............ 148
10 Winners and Losers.......................................................................... 169
x
Author’s Notes
To clarify a few terms used in the book, note the following:
1. Recognizing that we live in a world where everyone has an equal
opportunity in all professions, we use the words ‘him’ or ‘his’
when we are referring to the generic gender without prejudice.
2. The term ‘shop floor’ or ‘welding shop floor’ as used in this book
refers to the area in a company where production takes place.
Depending on the specific product manufactured, the shop floor
could also be referred to as the welding floor, welding area,
production area, welding department or welding and fabrication
yard.
3. The use of TWM in this book refers to the system of Total
Welding Management.
xiv
Glossary of Terms
The definitions of the terms in this glossary are specific to this book
and Total Welding Management and intended to help clarify the words
used in this book.
Application Welding Procedures. The document that defines the
required welding variables to be used for a specific welding job to
assure repeatability by properly training welders and operators.
Applied Science. In reference to welding as an applied science, it refers
to the use of the knowledge of welding as a science applied for
predictable and controllable results.
Arc On Time. The time during which an arc is maintained in arc welding.
Arc Voltage. The electrical potential between the electrode and the
workpiece.
Automation. Control of a welding process with equipment that requires
only occasional observation of the welding, or no manual adjustments
of the equipment controls.
Art. An art is a skill or ability gained by experience, study or observation
and dependant on each individual for results. In reference to welding
as an art, it means that the quality and repeatability of welding is
highly dependant on the knowledge or skill of the individual rather
than on scientific or known principles. This was how welding was
viewed prior to its development as a science.
Base Metal or Materials. The metal or metals that are being joined by
welding (e.g., A36 steel, 4140 alloy steel or T6 aluminum). In welding
the base metal defines the filler metals that can be used effectively to
weld a specific base metal.
Bevel Angle. The angle between the bevel of a joint member and a plane
perpendicular to the surface of the member.
Blacksmith Mentality. In welding this refers to the view that welding
was an unrefined and dirty process. This was an early view of welding
held by some managers.
175
GLOSSARY OF TERMS
176
GLOSSARY OF TERMS
177
GLOSSARY OF TERMS
178
GLOSSARY OF TERMS
179
GLOSSARY OF TERMS
Manufacturing Review. This is one of the Five Key Results Areas for
Design Engineering. It represents the process of reviewing design
drawings and specifications to assure that each weldment can be made
effectively based on the equipment, manufacturing practices, and
welder skills in your shop.
Material Fitup. The resultant condition of the work piece or work pieces
in preparation for welding.
Material Input. This is one of Five Key Results Areas for Manufacturing
Operations. It represents the responsibility to assure that all
component parts of a weldment are delivered to the weld station on
time and in conformance with print specifications. This will assure that
the welder will have minimum down time and rework.
Materials Selection. This is one of five Key Results Areas for Design
Engineering. It focuses on selecting the best material for each
weldment based on design requirements and weldability of materials.
Method Sheet. This is a document that is often used to detail the process
that the welder should use for a specific weldment. It is developed by
Manufacturing Engineering.
180
GLOSSARY OF TERMS
181
GLOSSARY OF TERMS
Reduce Work Effort and Fatigue. This is one of the Five Welding Do’s or
goals of Total Welding Management. This goal focuses on assuring
that all effort required by the welder is optimized and fatigue reduced
so that the welder can be most productive.
Semi-Automatic Welding. Welding with equipment that automatically
controls one or more of the welding conditions.
Shop Floor. Shop floor in this text refers to the physical area where
production work takes place. It could be a workstation, work area,
welding bay, or in the case of large construction projects, a yard or
even a vessel, boat or ship.
Survey and Evaluation. This is the first of three phases of The Method. It
defines, based on detail observations of welding jobs on the shop floor,
the specific savings potential from implementing Total Welding
Management in your company. It also includes recommendations on
actions required to achieve the potential savings.
The Method. The three-phased process that leads to improvement in
weld quality and productivity by transforming your company to a
Total Welding Management System. It consists of: Phase I—Survey
and Evaluation, Phase II—Management Planning and Goal Setting,
and Phase III—Implement and Sustain.
Total Welding Management. Can also be referred to as the Total
Welding Management System. It represents the complete closed-loop
management system for your welding operations to achieve significant
improvements in welding quality and productivity through the
application of the principles, concepts and systems in this book.
Transverse/Work Angle. The angle less than 90 degrees between a line
perpendicular to the major work piece surface and a plane determined
by the electrode or wire axis and the weld axis.
Travel Angle. An angle less than 90 degrees between the electrode axis
and a line perpendicular to the weld axis, in a plane determined by the
electrode axis and the weld axis.
Upside Down Organization. The organizational concept based on the
principle that the CEO and managers of the Four Critical Functions
serve the welder for improved weld quality and productivity. The
concept views the organization chart with the welder at the top and
everyone else supporting the welder.
182
GLOSSARY OF TERMS
Weld Axis Position. A line through the length of the weld perpendicular
to and at the geometric center of its cross section.
Weld Cycle Time. The total time and series of events required to
complete all the steps involved in making a weld or weldment.
Weld Joint. The opening between two joint members in a weldment that
provides space to contain weld metal.
Weld Joint Selection. This is one of the Five Key Results Areas for Design
Engineering. It represents selecting and applying the appropriate type
weld joint consistent with welding economics and quality
requirements.
Weld Metal. Metal in a fusion weld consisting of that portion of the base
metal and filler metal melted during welding.
Weld Size Determination. This is one of Five Key Results Areas for
Design Engineering. It represents determining the proper size of weld
for a specific type of joint and application.
Welder Support System. This refers to the Four Critical Functions taken
as a group whose primary focus is to perform their jobs effectively so
as to support the welder for weld quality and productivity
improvement. They include Design Engineering, Manufacturing
Engineering, Manufacturing Operations, and Quality Assurance.
183
GLOSSARY OF TERMS
184
GLOSSARY OF TERMS
185
INDEX
A
Applied Science 16 175
Automation 4 5 8 18 84
173 175 184
C
Cell 73 77 94 96 99
100 118 127 128 176
Certification 21 38 57 83 96
136 176
Closed Loop Feedback System 10 58 176
Control Plan 18 20 21 151 155
159 163 164 176 185
Corrective Action 2 10 39 56 58
60 71 86 88 90
95 96 99 114 119
128 130 131 134 136
140 141 143 147 163
172 176 177 179
E
Essential Welding Variables 12 16 34 107 129
158 177 184 185
F
Five Welding Do’s 25 34 41 43 49
63 65 66 70 77
87 88 91 104 108
111 120 127 138 147
165 173 178 181
Four Critical Functions 13 25 36 37 40
47 49 59 60 65
66 70 72 75 77
85 87 89 91 104
106 111 120 125 130
132 138 142 147 171
173 176 181
H
Hands-On Leadership 11 12 27 30 34
178
I
Implement and Sustain 42 43 94 108 110
112 113 115 124 125
131 151 161 165 178
182
Inspect, Measure, Report 71 74 86 88 95
128 129 136 179
Internal Welder Trainer 21 31 42 43 56
125 129 131 156 158
159 161 165 179 181
K
Key Results Area 41 45 49 50 63
65 66 72 73 75