A ACCMM UUPPDDAATTEE - Aerospace Components
ACM UPDATEJune 30, 2009ASAS --- 111 --- 000 666 333 000 999ASAerospace Components Manufacturers, Inc.P.O. Box 736, 1090 Elm Street Rocky Hill, CT 06067(860) 513-3205 FAX (860) 529-5001www.aerospacecomponents.orgE-mail: alsamuel@acm-ct.orgThe ACM Update & Calendar (and previous issues) are also available for viewing on the ACM website.SAVE this DATE!!ACM will celebrate its TENTH Anniversarythe afternoon of Friday, October 9that the University of Hartford’s Grey Conference Centerfeaturing the return engagement ofaerospace business expert,Mr. Pierre ChaoPierre Chao is a co-founder and managing partner of Renaissance Strategic Advisors. He has overtwenty-years of aerospace/defense management consulting, investment banking, equity analysis andpolicy expertise. Prior to establishing Renaissance Strategic Advisors, Mr. Chao was the Director ofDefense-Industrial Initiatives at the Center for Strategic and International Studies, a Washington D.C.based, non-partisan defense and foreign policy think tank.Details and Registration Information for this Special Eventwill be forwarded to Members!Business Development The Business Development Team met on Tuesday, June 23rd. In opening the meeting, TeamLeader Bruce Fiedorowicz welcomed two firms as potential new members; Joining Technologies andCambridge Specialty. Attending from Joining Technologies (East Granby) were Dave Hudson,President and Michael Francoeur, CEO; Dave described the firm as having 55 employees andspecializing in precision laser and electron beam welding and laser metal surface restoration.
Peter Campanelli, President and Mark Labbe, Vice President, of Cambridge Specialty Company(Berlin indicated this was a 55 year old firm with 65 employees doing 5 axis CNC machining and highend assembly.Allen Samuel invited Dr. Andrew Mair, Chief Executive of the Midlands Aerospace Alliance (MAA),Coventry, U.K., to brief the Team on his organization. Dr. Mair, travelling in the U.S., had suggestedthe two organizations meet and discuss their similarities. MAA is a cluster to some extent similar tothe ACM; a major difference is having local prime / OEM customers, Rolls-Royce, Goodrich, GEAviation (formerly, Smiths) and Eaton Aerospace, as active members. A key objective of MAA is tolink member suppliers with these OEM firms for the purpose of research and development; MAAreceives support for such work directly from the British government. When asked what serviceoffered to member firms is most important, Dr. Mair indicated MAA’s presence at international airshows, Paris and Farnborough, was viewed as their most important benefit. Questioned regardingwhich global regions the MAA suppliers consider as their competitor, Dr. Mair indicated China andIndia, rather than Eastern Europe, were viewed in this way. Dr. Mair and Allen Samuel plan to remainin touch and consider possible collaborative activities should such a relationship make sense.The Paris Airshow was held last week and members attending offered their feedback. As a generalcomment, this show was considered more “subdued” than in past years. Having said this, all agreedon the value of attending, providing their firm with name recognition and the having the ability to meetwith senior level management personnel, including those from current U.S. customers, not readilyaccessible during other times of the year. An attendee reported interest (driven by the US dollar’sexchange rate) from firms in European countries involved in the Joint Strike Fighter program. Otherfeedback indicated the European ‘risk and revenue sharing partner’ firms were moving towardkeeping manufacturing work in-house as a result of the economic downturn. The State ofConnecticut’s booth served as the base for ACM members Aero Gear, EDAC Technologies, SPXPrecision and Whitcraft Group; Bodycote and Kamatics displayed at their corporate booths.Members stressed the good value of Connecticut’s booth in terms of its relatively low cost and easeof participation as, ‘everything is done for you’.As this Team meeting was the first following our May 27th Workforce Fair and Tradeshow, membersprovided feedback regarding the Show and its business value. Members reported being pleased withthe Show and the presence of Rolls-Royce Vice President Allan Swan and his procurement team. Itwas reported five members, none currently Rolls-Royce suppliers, had received visits the dayfollowing the Show. The Team discussed having such excellent participation by more of thecustomers at future shows and the need for member firms to make a concentrated effort to invitecustomers and follow-up to secure their interest and attendance. Another member advised, as aresult of a previous ACM show, having received a customer vendor code and indicated “it wouldn’thave happened otherwise and were this to only occur once every four years, makes this Show worthit”. Many members indicated a very positive benefit is the ability to network with other members,allowing support personnel to learn more about local firms and in establishing leader-followerbusiness relationships. Attendees agreed to conduct another Show. Allen Samuel advised havingnegotiated a date with the Hartford Windsor Marriott Hotel of October 13, 2010. This date offersgreater spacing between shows than the past three years. It also has the potential of increasingschool attendance at the WorkForce Fair portion of the event as October, the early part of the schoolyear, should make school travel funds more available. To this point, it was suggested firms offer tosubsidize the cost of buses to bring students from their local schools to our Fair.Photos taken during the TradeShow have been posted on ACM’s website; please contact the ACMOffice to receive an individual photo file. The next meeting of the Business Development Team will take place on Tuesday, September 22ndat 8:15am at CERC, Rocky Hill.
Limited space remains available!!ACM Annual NetworkingGolf TournamentMonday, September 14, 2009Suffield Country Club, Suffield, CT11:30am Lunch12:30pm Shotgun Start(Scramble Format)followed byBuffet Dinner,Raffles and Prizes 175 per Person18 holes of Golf, Cart,Food & PrizesACM will invoice your companyContact the ACM Office to register!
Progressive Manufacturing ACM held the fourth in its series of half-day Technology Workshops on June 17th. This program,“Robotics for the Contract Manufacturer” featured seven speakers offered a broad array ofinformation regarding roboticequipment, accessories and itsapplication. The workshop was heldat the Windsor headquarters of TheRE Morris Company and was plannedand managed on ACM’s behalf byJack Crane of Connstep. ACMexpresses its appreciation for theprofessional job of Mr. Crane as wellas Craig Cottrell’s staff at the REMorris Company in making thisworkshop successful.Most important, however, were ourspeakers, whom we also thank!A theme, consistent with thesepresenters, regarding the benefits ofrobotics was enhanced productivity, consistent quality and increased capacity!Sean Murphy (left) of Fanuc Robotics America Inc. opened with an abroad overview of robots entitled“Save Your Factory”;see Library fileFANUC Save YourFactory w Robot Solutions.pdf.Mark Eddy, (left) President ofGosiger Automation (Dayton, OH)presented case histories whererobots are used in contractmanufacturing environments,including aerospace suppliers;see Library fileGosiger Robot Case Histories.pdf.
Schunk GmbH &Co. representatives Jim Millar (below, left) and Joe Marra (below, right) presentedwork holding and clamping product lines supporting automated robotic processes, see Library files,Schunk Clamping Technologies.pdf and Schunk Automated Machine Tending.pdf.Ian Rapauch of Renishaw Inc. (Hoffman Estates, IL) (right)discussed systems capable of providing in-process controls tomonitor location and dimensions and provide automated feedbackand adaptation prior to part completion; see Library fileRenishaw Monitoring of Wkpiece and Inspection.pdf.
Rob Caron (right), President of Caron Engineering (Wells, ME)discussed the importance and benefits of tool monitoring andadaptive control using an automated system of measuring actualmachine tool horsepower usage and change; see Library fileCaron Engr Tool Monitor and Control.pdf.The final speaker, Mike Fortier (right) of Parallel Robotic Systems (PRSCO) (Hampton, NH) briefedhis firm’s rather unique product line of “parallel link” manipulators, available in various sizes andcapable of being integrated with existing machine tools, such as aBridgeport milling machine, to perform a variety of machining,finishing and inspection tasks; see Library filePRSCO Robotic Devices and Applications.pdf.
Following the presentations, workshop attendees moved the RE Morris “showroom” to see some ofthis equipment in live demonstration.ACM Robotics Workshopattendees watch equipmentbeing demonstrated The next meeting of the Progressive Manufacturing Team will take place on Wednesday, July 15that 8:00am at Whitcraft LLC, Eastford, CT. This meeting is being hosted by Steven Drewes,Whitcraft’s Director of Operations and will include a Gemba walk of Whitcraft's lean implementationwith specific focus on Production Planning and Countermeasures of a Low Volume, High MixedModel Turning and Milling Cell, Single Piece Flow of a Forming Cell, Rolling Kaizen (a method ofsharing previous Kaizen best practices) and SMED on a CNC punch.Please plan to attend this information filled meeting!A Message from Jim Womack of the Lean Enterprise Institutecommenting on“The End of an Era”When General Motors filed for bankruptcy it marked the end of an era. The first truly modern,manage-by-the-numbers corporation, created by Alfred Sloan in the 1920s, was laid to rest as aviable concept. But what comes next?This is not just a question for GM or large enterprises more generally. It marked an end of the leannarrative that has been unfolding for thirty years, ever since GM first began to decline in the recessionof 1979. David (in fact a team of David’s) finally felled Goliath just as Goliath was finally payingattention to the lean message. So we need to consider what happens next for the Lean Communityas well.What's Next For GM?At the beginning of 2009, GM had three major weaknesses. It had too much legacy debt –bondholders and retirees. It had compensation costs for current employees that were too high tocompete with transplant operations in North America. And the money it received for its products inmost segments of the market was far below average, partly as a legacy of decades of defectiveproducts and partly due to losing the pulse of the public on what the company and its products shouldmean for customers.--Continued on Page 11--
Consolidated Purchasing The Consolidated Purchasing Team held its largest meeting in many months on June 11th atKomTek Technologies in Worcester, MA. This meeting focused on the KomTek’s casting and forgingfacility and to this end, brought a number of technical specialists from ACM firms, in addition to thePurchasing Team’s members.Robert and Kris Kervick provided a brief overview of the firms prior to touring the plant; among itsunique attributes being the only integrated casting and forging company in the world and the firstshop in the U.S. to forge cobalt hip joints for human implants. Today, Bob described, KomTek’s corecompetency are ‘highly engineered, smaller parts and frequently, for legacy aerospace programs”.KomTek’s delivery time is significantly shorter than that of competitors and has the ability to providedevelopment hardware thru use of innovative 3D prototyping processes. Following the briefing,members toured the forging plant as well as the investment casting facility seeing both processesactive.The Team expressed its thanks to the Kervick’s for hosting this informative and exciting Teammeeting. The next meeting of the Consolidated Purchasing Team will take place at the facility of YardeMetals in Southington on Thursday, September 10th at 8:00am; attendees will have the opportunity totour Yarde Metals facility following the meeting. Suppliers having Agreements with ACM are:Shop Supplies, Abrasives,Cutting Tools, etcSupplier:Turtle & HughesKey Contact:Mike KellyDave HowardTelephone:203-497-1529203-497-1555Raw Materials: Nickel, Cobalt,Aerodyne Alloys Kirk Smallidge 860-508-1271Titanium – Sheet, Plate & Bar StockWorkforce Development The WorkForce Development Team met at Delta Industries, East Granby, on June 15th.Attendees discussed the May 27th “Future WorkForce Opportunities” Fair and reviewed more than160 feedback forms completed by the attending students. Positive feedback was almost unanimouswith many of these students noting how much they learned about, or how little they were currentlyaware of, the local aerospace industry. And, everyone loved the “A Career in Aerospace – Limitless!”ACM tee shirts. Equally as important was the very positive feedback from the teachers and guidancecounselors who all expressed their appreciation and interest bringing students to a future Fair.Although the initial hours of the Fair was very crowded, the Team discussed how to increaseparticipation by more schools at the next Fair. Comments indicated school budgets for bustransportation was scarce due to cutbacks as being at the end of a school budget year; members alsothought it appropriate member firms, as part on an ongoing relationship with a local school, offer tosubsidize the cost of bus transportation.Photos taken during the event have been posted on ACM’s website; please contact the ACM Office toreceive an individual photo file.ACM has developed an improvement to its www.aerospacecomponents.org website, incorporating aJob Posting page. Team members reviewed the page and made suggestions which have beenincorporated in making the page ‘live’.
ACM is providing the Job Posting service to member firms at NO cost. Job postings will be createdfrom the information provided on a Job Posting template sent to member firms along with additionalinformation on how to submit Postings to the ACM Office.When jobs are posted (available),visitors to the ACM website will find on its menu, “Job Listings”,and will display the following example:JOB OPPORTUNITIES AT MEMBER FIRMSThese jobs are listed by Company. To see jobs listed by type, Click Here.JOB APPLICANTS: Please DO NOT reply to this website; follow the directions foreach posting to respond to job opportunities!Click a Job Title to View the Complete DescriptionABCD Manufacturing Company, Inc.Management / Supervision- Machine Shop SupervisorEFGH Precision Aircraft ComponentsEngineering- Tool DesignerJOB OPPORTUNITIES AT MEMBER FIRMSThese jobs are listed by Type. To see jobs listed by Company, Click Here.JOB APPLICANTS: Please DO NOT reply to this website; follow the directionsfor each posting to respond to job opportunities!Click a Job Title to View the Complete DescriptionEngineering- Tool DesignerManagement / Supervision- Machine Shop SupervisorAs applicants click on a listing, it will open a page showing the individual job description, per theinformation provided via the Job Posting template; your company logo will also display automatically.Clicking on your website address provides the applicant a direct link to your website.Recognizing the high cost of advertising, ACM hopes this service provides an added benefit and costsavings to ACM membership. The next meeting of the WorkForce Development Team will take place Thursday, September 17that 8:00am at Stowe Machine, Windsor.
News from ACM MembersPlease forward significant company news and announcements to Allen Samuel atalsamuel@acm-ct.org for posting on the ACM website and publication in the UPDATE.SIMTECH, INC.66A Floydville Road, East Granby, CT 06026Telephone (860) 653-2408 Fax (860) 653-3857www.simtech-inc.com cage code: 1KVK9We are pleased to announce that on June 1, 2009, Simtech became certified to the ISO9001:2000/AS9120 standard. With the help of our local Connstep organization and the hard workof all Simtech employees, especially Mary Hall, our Quality Manager, we are proud of thisachievement.As a distributor/exporter of aerospace components, we are focused on providing our customerswith the highest quality products and service. OurQuality Statement sums up our principle goal atSimtech: “ Simtech’s purpose is to always meet ourcustomers’ requirements by adhering to our industry’sstandards and legal obligations and to continuouslyimprove our processes and products.”Sincerely,Richard LeitePresidentHeating Up Tomorrow’s Solutions.Today!You’re Invited—Open House 2009—Join us for a tour of our newly renovated facilitywith increased capabilities.Please mark your calendar and join usfor a catered reception.Date:Wednesday, August 5, 2009Time:12 Noon through 4:00PMPlace:Bodycote675 Christian LaneBerlin, CT 06037860.225.7691
“The End of an Era”--continued from Page 7—Ironically, GM also had considerable strengths. It had competitive factories in terms of productivityand quality and a competitive product development process when it could focus its energies. (e.g., thenew Chevy Malibu.) After failing for 15 years to learn lessons from NUMMI (its California joint venturewith Toyota), GM had in recent years developed a competitive and consistent global manufacturingsystem and rationalized its global product development organization. It had even taken impressivesteps to lean its internal business processes. But -- as in the case of its cast-off parts supplier Delphi-- lean came too late.The bankruptcy re-sets the trip odometer. The legacy debt has been written down to a manageablelevel and compensation costs for current employees will now be much more competitive. In addition,the company is dramatically retrenching toward a reasonable portfolio of brands with productioncapacity appropriate to its realistic share of likely market volumes.So what is the problem? Simply that GM has now explained what it is not. It is not Saturn or Saab orPontiac or Hummer. (Or Opel or Vauxhall either, although surely the new Opel will be a supplier offully-engineered cars for GM for a long time to come.) And GM is not a significant manufacturer in theU.S. outside of the Midwest. And GM is not, from a profitability standpoint, mainly a finance company.And GM will not have a dealer net blanketing every area of every city across the continent.But what a company is not is of no interest to consumers. If General Motors is no longer "your father'sGM" (to paraphrase its advertising line in the last years of Oldsmobile) or "the company that let youdown" (as CEO Fritz Henderson phrased it at yesterday's news conference), then what is it? Whyshould any new customers care to shop GM products, much less pay the top-of-the-segment pricesGM needs to flourish? And who can define what the new, appealing GM is?Sloan's great genius in re-creating General Motors in the 1920s (after its second trip throughreorganization – this marked the third in 100 years) was to provide a compelling explanation of howGM fit into every American's life. He presented a complete range of vehicles from a used Chevroletas a first car for the low income buyer to a fully-equipped Cadillac for those who had succeededfinancially. And GM products were carefully arrayed in a status hierarchy with brilliant attention to thelook and feel of each product in relation to American tastes. Indeed, as it gained massive size, GMwas often the arbiter of American tastes.So far the only message about what GM is is the Volt, its extended-range hybrid. Perhaps this is astart, although with enormous risks given the flux in technologies and in political and publicperceptions about climate change and energy dependency. But even if it is a start, it is a very smallstart. Who can comprehensively define "your son's GM", "the GM that never lets you down"? Andwhat freedom will they have to do so?It is easy to blame GM's recent management for its troubles.
Aerospace Components Manufacturers, Inc. P.O. Box 736, 1090 Elm Street Rocky Hill, CT 06067 (860) 513-3205 FAX (860) 529-5001 www.aerospacecomponents.org E-mail: alsamuel@acm-ct.org The ACM Update & Calendar (and previous issues) are also available for viewing on the ACM website. SAVE this DATE!! ACM will celebrate its TENTH Anniversary
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