Objective
At SPE we like to challenge the norm to improve processes and ways of manufacture. We take huge pride in facilitating smarter ways of working, reducing bottlenecks and finding ways for components to move through the business more efficiently. This approach helps also helps release more capacity improving overall throughput for the benefit of the customers projects.
- Investment:
The company has drastically changed through continuous investment and growth which makes us a force to be reckoned with in the UK SME engineering market and supply chain. Our expanding fleet of robot loading new Doosan SMX’s crush lead times and run over the weekend day and night.
The Matsuura MX850’s with 4 pallets and a 90 tool carousel can be ran un-manned so production never stops. With experienced planning, tooling can be categorised so future jobs can be run straight away on the machine which eliminates set up time all together.
Facilities expansion have enabled further innovation – an example of which is our dedicated apprentice training centre. The centre trains and qualifies the next generation life skills in engineering.
Our large 3D printers (the first one purchased during Covid) were a huge opportunity to invest in the future and tap into new markets. Being active in the local and national industry forums and working groups enables SPE to partake is leading R&D catapult programmes for innovation and i4.
- Fixturing:
Taking existing jobs and designing new methods of manufacture and fixturing reduces lead times and is business as usual for SPE. An example of which is the recent investment of LANG equipment on milling making the setting up of parts much faster. This also means parts are held in the same place on the machine each time so when programming, finding where the job is automatically on the machine is no longer an eery day challenge. The question we ask ourselves daily is ‘how many parts can we machine at once utilising latest technology to free up much needed highly skilled resource ‘. This approach increases output when designing new multi-part fixtures.
- Job improvements:
SPE have been making certain legacy parts for years. The engineering teams constantly challenge which technology will make the biggest headway for continuous investment which opens the door for more lean working methods. Examples of this can be seen daily and are business as usual. We take enormous pride in communication, problem solving and utilising the best technology we have at our disposal. Highlighting setbacks, holding people accountable with target date attached is how we tackle problems head on. This is displayed on visual daily boards so there is transparency for all of us to see.
- The robot cell:
Applying innovation and automation is our approach to machining a particular part. We used this approach to overcome a recent challenge with a monthly production volume of approximately 300 units. Previously, this part required significant manual labour, involving four separate setups across two machines, and took about 50 minutes to complete. Without automation, an operator was occupied for the entire duration.
Thanks to our team and the implementation of Mill-Turns and robotic automation, we can now produce this part in 25 minutes with full automation. This allows us to load the machine with raw material on a Thursday and let it run continuously without any operator intervention, resulting in 300 quality parts by the following Tuesday.
This way of working enables us to provide our customers with the best possible service.
- Tooling:
We have a hands-on real-time approach towards R&D for tooling to ensure we are well equipped, competitive and innovative with all work we take on. We regularly design tooling systems in house which aids operators and cell leaders to plan work and speed up finding the relevant tooling required.
Conclusion
We will always chase improvement. We continue to invest in the latest technology to drive efficiency, increase competitiveness and strive to be the best in industry as per our mission statement.
