AWS TWM-2005 TOTAL WELDING MANAGEMENT EXPLAINS THE MANAGEMENT PRINCIPLES STRUCTURE AND DETAILS YOU NEED TO TRANSFORM YOUR WELDING OPERATIONS FROM A COST CENTER INTO A PROFIT CENTER.pdf

1、J.R.BarckhoffTotalWeldingManagementJ.R. Barckhoff, P.E.Total WeldingManagementTestimonials“When President of three companies, I worked with and developed a good understandingof the Total Welding Management system and the Barckhoff Method. This book does anexcellent job presenting its management prin

2、ciples in a clear and concise manner. As youread this book, think about the benefit your company can realize from Total WeldingManagement.”Robert Lockwood, President (Ret.), Barry Blower Company“There is an old saying about giving a person a fish and you feed them for a day, teachthem how to fish an

3、d you feed them for a lifetime. Jack teaches people how to fish, or shouldwe say welding management. I used the welding management principles of the FiveWelding Dos and improved the welding and my plant labor performance by twenty-fourpercent in ninety days. Shipments increased by forty-two percent

4、without any change inmy work force.”“As Vice President of Engineering and General Manager for a billion dollar plus majormedical device manufacturer located in Southern Indiana, we had ongoing qualityproblems with complex assemblies. Jack introduced our organization to the Total WeldingManagement sy

5、stem using the Barckhoff Methoda stem-to-stern make-over of thecomplete process was made. Implementation of Total Welding Management met our goals andquality improvement expectations. As a bonus, we were able to meet FDA compliance andISO 9001 certification. The ultimate success came from our assemb

6、ly supervisor who said wedont need hammers at final assembly now.”Bill Hines, V.P. Operations, Attachment Technologies, Inc.Bucky Lord, V.P. Engineering, medical device manufacturer “The Barckhoff Welding Management system engagement has been the finest experienceof my entire career. It provides cle

7、ar, measurable benefits for everyone involved in theimitative.” (Dennis was previously Vice President of Operations at Greenheck FanCorporation, and was the original champion for implementation of the Total WeldingManagement system.)Dennis Huntimer, V.P. Operations, Norlen, Inc.“The Barckhoff Weldin

8、g Management program has been the single most significantchange in quality improvement of our products since we started building truck bodies. Thescience of welding approach to our processes has dramatically improved the quality of ourwelds and enhanced product consistency, leapfrogging us into auto

9、motive qualityspecifications. The Barckhoff system is now an important part of our company culture.”Jim Barnett, Staff Operations Manager, Knapheide Manufacturing CompanyiTOTALWELDINGMANAGEMENTiiiTOTALWELDINGMANAGEMENTTotal Welding Management is a system focused on improvement. It includes managemen

10、t principles, and a planning process with a structured approach. When adopted by a company, it can improve welding quality and productivity, thus helping the companyto become more competitive and more profitable.Jack R. Barckhoff, P.E.550 N.W. LeJeune Road, Miami, Florida 33126ivTOTAL WELDING MANAGE

11、MENTCopyright 2005, by the American Welding Society. All rights reserved.Printed in the United States of America. No portion of this book may bereproduced, stored in a retrieval system, transmitted in any form or byany means, including electronic, mechanical, photocopying, recording, orotherwise, wi

12、thout the written permission of the publisher.Library of Congress Control Number: 2004115503ISBN: 0-87171-743-3The Barckhoff Welding Management System and the Barckhoff Methodare both copyrighted (1980) and later service marked by Jack R.Barckhoff. Copyright law protects any references to Systems an

13、dMethods used in this book.The use of the Management System or The System refers to the BarckhoffWelding Management System. The use of The Method refers to theBarckhoff Method.vDedicationI dedicate this book to the memory of my beloved mother whoinspired me from early childhood to be industrious and

14、 make adifference; also, to the welders and supervisors that the principles ofTotal Welding Management support.viiContentsDedication .vList of Figures . viiiList of Tables. xForeword xiAcknowledgmentsxiiiAuthors Notes xivIntroduction 1Chapter 1 The Managers Traditional View of Welding . 7Chapter 2 T

15、he Need for a Management System 15Chapter 3 Principles of The Total Welding Management System 29Chapter 4 The Method: A Three Phased Approachto Identify and Harvest Profit ImprovementOpportunities . 37Chapter 5 The Welder Support SystemThe Heart ofTotal Welding Management. 47Chapter 6 The Five Weldi

16、ng Dos 65Chapter 7 The Four Critical Functions and Their FiveKey Results Areas 77Chapter 8 Phase ISurvey and EvaluationIdentifyingYour Opportunities for Improvement 93Chapter 9 The Six Managerial Steps 109Chapter 10 Phase IIManagement Planning and Goal Setting 123Chapter 11 Phase IIIImplement and Su

17、stainGettingand Maintaining Results . 133Chapter 12 Case StudyThe Knapheide Manufacturing Company . 145Chapter 13 Getting Started 167Glossary of Terms 175Index 187viiiList of FiguresFigure Page1 Reducing Unit Costs through Control of theWelding Variables 52 Total Welding Management Closed Loop Feedb

18、ack System 103 Work Center Control Plan. 214 Welder Support System. 225 Welding Team Support System 236 Upside Down Organization 247 The Five Welding Dos and the Four Critical Functions 268 Welding Elephant. 3310 The 3-4-5-6 Method for Profit Improvement 4111 Three Phases of The Method. 4612 Typical

19、 Manufacturing Company 4813 Critical Functions with Corresponding Key Results Areas . 5014 Relative Cost ComparisonFillet Welds vs. Groove Welds . 5215 Cost-Reduction Grid 7816 Design EngineeringMatrix 8717 Manufacturing EngineeringMatrix 8718 Manufacturing OperationsMatrix 8819 Quality AssuranceMat

20、rix 8820 Quality and Productivity Evaluation Cells. 9521 Cell 2-9 10022 Cell 2-3 10023 Workstation Data Sheet . 10124 Potential Savings Summary 10525 Management Overview . 10726 Six Managerial Steps as a Closed Loop System . 11027 Step 1Information Gathering and Analysis 11128 Step 2Planning and Goa

21、l Setting 11229 Step 3Training . 11330 Step 4Implementation and Fine Tuning 11431 Step 5Measurement and Control 11432 Step 6Reporting. 115ixFigure Page33 Improvement Results With and Without ControlSystems. 11734 Applying The Six Managerial Steps forDevelopmentImplementationControl . 12235 Project L

22、og Sheet for Company B. 13736 Project Gantt Chart for Company B . 13936 Project Gantt Chart for Company B (Continued). 14037 Integrated Project Plan. 152xList of TablesTable Page1 What Each Managerial Step Provides to the Closed-LoopManagement System 1162 Company BPotential Savings Summary Chart 127

23、3 Summary of Critical Functions and Key Result Areas . 1284 Summary of Recommendations from Survey andEvaluation 1285 The Six Managerial Steps, Defined 1346 Key Results Area for Company B. 1357 Appropriate Measurements from the Company B Projects . 1418 Potential Annual Savings in the Knapheide Surv

24、ey Report 1489 Potential Annual Production Improvement per Welder 14810 Winners and Losers 169xiForewordI met Jack Barckhoff in early 1983 when I was manager ofManufacturing Planning for a large manufacturer of underground coalmining machinery. At that time our business was facing a majordownturn, a

25、s our customers were experiencing lower demand for coaland lower prices. Our backlog of orders for equipment shrank from overtwo years to less than four months almost overnight as customers eithercancelled orders or deferred delivery dates. The 1980s recession had hitour business without warning. My

26、 responsibility at that time was to leada company-wide effort to find ways to improve productivity andmaintain profitability at much lower production levels.Before the downturn, we thought we were pretty efficient. What wediscovered, as our backlog disappeared, was high production volume hidmany of

27、our inefficiencies. As we drained water from the swamp as ourproduction schedules declined, our inefficiencies began to surface. Ourcustomers now demanded less equipment at lower prices and we had tofind a way to respond.The mining machines that we were producing had a lot of welding.Over 60% of our

28、 production employees were welders. For us, JackBarckhoff showed up at the right time. After convincing our divisiongeneral manager that improving our welding operations was a way tosignificantly improve our company efficiency and profitability, Jack andhis team conducted an initial Survey and Evalu

29、ation to identifyimprovements and quantify the potential savings that we could realize,through improving our welding quality and productivity. We were allquite shocked by the magnitude of the savings when Jack presented uswith the survey results. His initial report also included specific anddetailed

30、 recommendations on where the savings were and what we hadto do to get these savings.After a review of the survey data with Jack and our managementteam, I was assigned by our general manager to be the project manager,as our management was anxious to begin to realize the savings identified.As I worke

31、d with Jack as the project manager of the weldingimprovement project, and learned more about his welding managementsystem, I came to realize that Jack had developed a set of uniquexiiprinciples and management tools for welding quality and productivityimprovement. His system and method can lead compa

32、nies that dowelding to improved profitability. His total welding managementapproach, now called the Barckhoff Welding Management System, isbased on a set of beliefs and management principles that Jack hasfollowed for over 40 years with great passion. He has helped instill theseprinciples into many m

33、anagers, engineers, supervisors and welders,resulting in improved profits through better management of the totalwelding process in their companies.After twenty years of knowing and working with Jack, I am pleasedto see that Jack is writing this book to share his experiences and hisproven approach to

34、 welding quality and productivity improvement. Asyou read this book, you will come to realize that Jack has truly helpedtake the field of welding and welding management from an art to amanagement science. I am sure that you will find his insights and hisapproach practical and applicable to your comp

35、any.In todays global economy, all manufacturing companies are facing adifficult, competitive environment. The timing of the book is even moreimportant now than it was twenty years ago when Jack and I first met.Clint VogusOperations Manager andManagement ConsultantxiiiAcknowledgmentsThis book would n

36、ot exist without the opportunity that I was givenbeginning over 40 years ago to work with many companies that wereproducing many different types of welded products. Most importantwere the many welders, supervisors, engineers and managers I workedwith in each of the companies during the process of de

37、veloping the TotalWelding Management System.I am thankful for my association with James F. Lincoln and theopportunity of working under his system of Incentive Management thatpromoted the philosophy of The Actual Is Limited: The Possible Is Immense.Thank you to Walter E. Vuchnich for his encouragemen

38、t to mycommitment to the Total Welding Management System at a time whenothers had misgivings about it.Thanks to Jack Eide and Robert Lockwood for their foresight andencouragement to form Barckhoff and Associates, Inc. in pursuit of mypassion and commitment to Total Welding Management.To Walter R. Ed

39、wards, P.E, who worked with me in the very earlystages of developing the Total Welding Management System using theBarckhoff Method and to my former associates Gregory Krause, P.E. andJohn M. Menhart, P.E. for their participation in its early application.To my associate Donald L. Lynn, P.E., who has

40、served with me since1990 in the advanced stages of development and application of the TotalWelding Management System.Thank you to Ray W. Shook, Executive Director, Andrew Cullison,Publisher and Ron C. Pierce, P.E., (Chairman of Welding EngineeringSupply Co., Inc./Chairman of the AWS Foundation) and

41、the AmericanWelding Societys staff for their support of Total Welding Management.To Clint Vogus and Dave Edwards for their help in the early draftingand proofing of the many revisions.Thanks to Jim K. Barnett, Harry Marcionetti, Rocky K. Murray andothers who participated in implementation of the Kna

42、pheide WeldingManagement System modeled in this book.Significant thanks also to those individuals who reviewed this bookthroughout its many drafts and revisions.And, finally to all those special people in my life who have not beenspecifically mentioned and helped make this book possible.xivAuthors N

43、otesTo clarify a few terms used in the book, note the following:1. Recognizing that we live in a world where everyone has an equalopportunity in all professions, we use the words him or hiswhen we are referring to the generic gender without prejudice.2. The term shop floor or welding shop floor as u

44、sed in this bookrefers to the area in a company where production takes place.Depending on the specific product manufactured, the shop floorcould also be referred to as the welding floor, welding area,production area, welding department or welding and fabricationyard.3. The use of TWM in this book re

45、fers to the system of TotalWelding Management.1IntroductionThis book is not about teaching welding. It is a completely newparadigm for managing a business involving welding.In this book, I will share a system that marries the science of weldingtechnology with sound management principles to form a To

46、tal WeldingManagement System.Whether it is a manual, robotic, or fully automated weldingoperations, the same principles and concepts of The Total WeldingManagement System and The Barckhoff Method will apply.It has evolved from over 40 years of experience in working withcompanies that do welding.The

47、implementation of this management system has resulted insignificant cost savings for most companies. Savings per welder hasranged from $10,000 to $35,000 annually. Typical annual savings havebeen $15,000 to $25,000 per welder per year. As an example, a companywith 50 welders can typically expect sav

48、ings of $750,000 to $1,250,000 peryear. This management system has been applied to many companies andover a broad variety of products.Construction machinery, industrial fans, commercial lawn mowers,ships and barges, storage tanks, hospital equipment, truck bodies and railcars represent some of the p

49、roducts to which the system has beenapplied. It has also been applied to small, medium, and very largecompanies. In any company where welding is an important part of thebusiness, Total Welding Management can help deliver improvedprofitability.Over more than the past thirty years, survey results of the weldingoperations of many companies have shown productivity gains oftypically 20% to 50% using the Total Welding Management System.This book will provide the details of this proven integratedmanagement approach that can help transform your welding