Westminster site

Sandvik Tooling
in Westminster
Jaime Herrera
General Manager
Westminster
”The Westminster Journey”
Jaime Herrera
2003 INSERTS PRODUCTION
Major Challenges:
4 Sandvik Standards/TS
4 Supply Tooling Brands
4 Global Supplier
4 Tooling Synergies
1980 - 1996
INSERTS PRODUCTION
Major Challenges:
4Quality level
4Export Volume
Results
4One of the best in Quality
4Export Volume ~ 5 Mpcs
4Good Delivery Security
4Lowest PK’s in NAFTA
page 2
27 Years in Sandvik
Married, 3 Daughters
BS, Industrial Engineering
International Management
Courses
1997 - 2003
TOOLING SUPPLY INDIA:
Major Challenges:
4 Change Process
4 Quality and Productivity
Some Results
4Lead Times -70 %
4Volume
+40 %
4Productivity +100 %
4Scrap
- 6,3 %-units
From VALENITE to Tooling Supply WESTMINSTER
2003
page 3
Equilibrium
Technology
Organization
and
Culture
Organization:Leadership Skills
New Tools/machines
Equipment, Systems,
Concepts, Lotus Notes,
etc
Involvement
Culture: Values
Traditions
Beliefs
page 4
Business
Process
— Vision
— Objectives
___________
Quality
Productivity
Lead times,
New products
Environment, etc
Sandvik acquires Valenite
Aug 2002
PCD/CBN
Short Run Spc
Die Shop
1330 Km
Michigan
SC Shipping
1 Km
10 Km
Pressing/Sintering/T&B
10 Km
3 Km
Grinding
9 Km
Grinding
page 5
Coating
Some Westminster Facts
z 2002 Valenite acquired by Sandvik in August
z 2003 First Investment to Upgrade Technology and Capacity
z 2004 Consolidation completed, “ all under one roof”
z 2004 Second Investment to Increase Capacity and built a new
Powder Plant
z 2004 May, First Coromant inserts delivered
z 2005 Completed new Powder and extension of Inserts buildings
z 2006 Third Investment, Press Tool Manufacturing completed
z 2006 Nov 10th, Inauguration of our New and expanded facilities
z 2007 One of the best among the Tooling group on out going Quality
page 6
Tooling Supply / Westminster
Investments:
2003-2007
+ 100 MUSD
-------------------------------------------Inserts, Powder & Press Tools
Are Global Supplier
Employees:
Total
Inserts
Powder Production
Press Tool Production
page 7
363
317
15
31
From VALENITE to Tooling Supply WESTMINSTER
+
TOOLING
SUPPLY
TOOLING
TOOLING SUPPLY
SUPPLY WESTMINSTER
WESTMINSTER
WESTMINSTER
+
+
page 8
Westminster – Volume Development
2004 - 2007
Run Rate,
M Pcs
25
Productivity,
Pcs/Man Hour
60
Journey/Milestones
z Consolidation project
z Technology Upgrade
20
50
z Multibrand Concept
z 93 New Employees
15
z New Products
40
10
30
5
0
20
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
04 04 04 04 05 05 05 05 06 06 06 06 07 07 07 07 08 08 08 08
page 9
z ISO 9001, ISO 14001,
OSHAS 18001
z High level of Automation
z One of the Best in quality
on Out Going quality as per
Tooling indicator
Westminster Opportunities/Challenges
2007-2010
•
•
•
•
•
•
•
•
EHS as a Driving Force
Introduction of new assortment
New lay out in Pressing area
Continue upgrading grinding machines
Optimize the special inserts process
Finalize the grinding layout
Continue with the ramp up volume
Hiring and training people
page 10
Powder Production
z Project completed May 2006
z The most modern in the Group
z Double Capacity
z Meeting the Sandvik environmental
Targets
page 11
THIS IS WESTMINSTER!!!
page 12
New Standards
TSUS W Controller Presentation.ppt
page 13
Westminster
site tour
page 14
Sandvik Guides
z ”Red Group”
9 Cliff Leach, Production Manager Blanks
9 Dwight Martin, Production Manager Grinding & ER
z ”Blue Group”
9 Shannon Lindsey, Quality Control Manager
9 Arun Pattanaik, Production Manager Final Operations
z Powder Plant
9 Mark Scott, Production Manager Powder
page 15
Cautionary Statement
“Some statements herein are forward-looking and the actual outcome
could be materially different. In addition to the factors explicitly
commented upon, the actual outcome could be materially effected by
other factors like for example, the effect of economic conditions,
exchange-rate and interest-rate movements, political risks, impact of
competing products and their pricing, product development,
commercialisation and technological difficulties, supply disturbances,
and the major customer credit losses.”
page 16