This is a very exciting time to be in Manufacturing! Manufacturing Engineers’ toolboxes are expanding everyday with new technologies and possibilities for greater efficiency and capability. The Fourth Industrial Revolution, or what some are calling Industry 4.0, is bringing all kinds of tools to bear on all processes in our industrial world. The next step in embracing this revolution is making sure that Manufacturing Engineers are exposed to and educated on what is possible.
What tools should be included in your toolbox?
In 2017 Parker opened a new state-of-the-art Advanced Manufacturing Learning and Development Center (AMLDC), located at our Parker Technology Center facility in Macedonia, Ohio. The AMLDC facility serves as a center of excellence where Parker engineers can explore new applications of emerging technologies such as additive manufacturing and collaborative robotics.
The investment in cutting-edge additive manufacturing equipment is driven by the tremendous long-term value of these technologies. By creating a single facility near its global headquarters in Northeast Ohio, Parker is providing its operating groups and divisions around the world with access to the newest printers, software and materials available.
By utilizing central resources, Parker will leverage its investment and allow Parker engineers globally to better solve our customers’ challenges. With the ability to create multiple configurations of a single component without developing additional molds or customized tooling, additive manufacturing has emerged as a quick and inexpensive prototyping solution. This translates into speed in addressing the unique challenges of customers, providing engineers with the ability to create custom products and systems faster than ever before.
“Material science is foundational for new process and product development.”
Robert Pelletier, engineering manager for Parker’s AMLDC
Parker's Paul Susalla, corporate manufacturing technology advancement director, feels that certain technologies are first for all manufacturing companies to consider. These include
Low unemployment today has created a situation of not having enough qualified applicants to fill job openings. Robotic automation, both collaborative and traditional industrial, provides an opportunity to mitigate this issue. More and more, employees are seeing this as less of a threat and more of an opportunity to avoid the jobs they do not like with the ability to do more interesting and complex work. Implementing Lean practices and hosting Kaizen events prior to implementation help avoid automating bad processes. Benefits of greater efficiency, consistency, quick return on investment and the inherent data available for DDM make automation a must-do.Vision Systems
Whether adding sight to robots or used for visual inspection or sorting, vision has come a long way in the past few years. Updates and new options for high resolution 2D cameras, 3D visual systems, laser line scanners and random robotic bin picking solutions are coming out with increasing velocity. The quality of the systems today not only ease the strain on employees but make robust the application of Zero Defect Manufacturing (ZDM) utilizing No Faults Forward (NFF) approaches.Augmented Reality (AR)
AR takes on many forms from station or warehouse scale projection systems to wearables. This rapidly expanding technology presents additional data and instruction to the user within their view of the real world which creates opportunities like never before. Imagine the time savings for training new operators! Instead of working with a new employee on their assembly tasks for several hours, the new operator starts directly at their workstation and follows the directions presented; parts to pick up are highlighted, how-to videos are run, and their motions are tracked for correctness. This non-intrusive system trains the new employee while not limiting the experienced team member, provides real motion data for DDM and enables NFF on manual operations. In high-mix / low-volume operations, it can dramatically improve output quality by making sure things are done properly every time.Virtual Reality (VR)
The complete immersion in the 3D simulation now allows global engineering teams to collaborate and review designs and systems that exist only on a computer without having to leave their facilities. The teams can interact, walk around, mark up changes and work together as if they were together in the same room around real hardware.Additive Manufacturing (AM)
3D printing is re-writing the rules of how to design and make things. AM is not only used for prototyping and manufacturing trials (machine interference, CMM teaching, fluid studies…) but additionally for tooling, fixtures and gauges. These are being produced in great numbers. Created in very short time at minimal cost, these items can be iterated and optimized for the parts and application. Production parts are always the desire. Metal and many polymer systems produce parts suitable for end use. Design technologies are catching up with our abilities to “grow” parts. Generative Design / Topology Optimization are technologies where the computer uses loads, torques, envelope and constraints provided by the engineer to evolve the design. It does this through multitudes of iterations and presents functional geometry options at minimal weight that may not have occurred to the user.Machine Learning / Artificial Intelligence (AI)
Many manufacturing challenges still rely on people. Difficult inspection processes or operations with a great deal of variability of parts require the intelligence of people to make decisions. Optimization of machine cycles and robot motion today may only be taken so far due to human limitations. The capabilities of AI and Machine Learning are expanding at a fast pace and will soon be one more common tool in a Manufacturing Engineer’s toolbox to take on these and other tasks. These technologies are good at finding the anomaly and working through multitudes of trials to find the right solution. As processing power increases, so will the application of these technologies.What's not to love about manufacturing?
This rapidly expanding world of manufacturing technologies and capabilities is truly exciting. Manufacturing Engineers have always found developing new processes and manufacturing systems to be rewarding. With new tools and technologies repeatedly becoming available, how could anyone not become even more enamored with this profession?
Looking to join us and start your own career in manufacturing? View our open manufacturing positions at Parker Careers.Engineering Breakthroughs
Certainly, pride in one's work, innovative thinking and a shared sense of Purpose are the hallmarks of our most critical engineering breakthroughs and most significant achievements. How do partnerships enable breakthroughs? After more than a century of experience serving our customers, Parker is often called to the table for the collaborations that help to solve the most complex engineering challenges. We help them bring their ideas to light. We are a trusted partner, working alongside our customers to enable technology breakthroughs that change the world for the better. Learn more about Parker Leading with Purpose on our webpage.
Article contributed by Paul Susalla, corporate manufacturing technology advancement director, Parker Hannifin
Helen Fitzgerald was hired by Company founder Art Parker on November 6, 1923. She was a confident 20-year-old woman, who grew up on Cleveland’s West Side as the oldest of six children. After high school, she attended secretarial school and worked for a collection agency and a stenographer at the Starr Piano Company before taking the position at the Parker Appliance Company.Business transparency
During her job interview, Art and his business partner, Carl Klamm, offered Helen the job on the spot, but also divulged the financial struggles the Company was experiencing resulting from their accident on the Lincoln Highway. They had lost all of the Company’s inventory over the side of a cliff while travelling to the Boston Automobile Show. Helen agreed to a deferred salary with the promise of a bonus if the company became profitable after three months.
As Helen examined the company’s books, she quickly discovered that they were very close to insolvency. In a desperate attempt to save the Company, Art mortgaged all their assets, including machinery, tools and inventory on March 25, 1924. Soon after, one of the Company’s largest creditors, filed a petition to put the Parker Appliance Company into bankruptcy.
Helen was called to testify during the bankruptcy hearing to help determine whether the company or Art owned the rights to the die-form coupler. The invention was highly valuable because it could form the foundation of any fluid power system, proving a means of sealing the components of the system tightly enough to prevent leakage. Helen defended Art’s claim that the majority of the directors had been present when Art and KIamm had signed the ownership agreement. The directors disputed her testimony and the bankruptcy judge later ruled that the rights to the die form coupler belonged to the company – not Art.Parker Appliance Company is formed
On October 31, 1924, Art formed a new corporation of the same name, the Parker Appliance Company. Realizing the creditors of his first company had not taken the step of patenting the technology for the die form coupler, Art filed a patent for a two-piece flared tube fitting using the same principles. To ensure he never lost the rights to another one of his inventions, he filed the patent in his own name on February 27, 1925. With Helen’s support, he would be attributed with 158 patents over many years to come.
The fledging aviation industry offered a new opportunity for Art’s leak-free fluid power systems, ultimately supporting Charles Lindbergh’s first transcontinental flight in the Spirit of St. Louis in 1927. Over the next 17 years, Art’s ever-increasing sales to aircraft manufacturers allowed him to reach economies of scale to enhance profitability, while becoming one of the industry’s lowest cost suppliers.The start of a strategic partnership
In the fall of 1926, Art asked Helen out on their first date to see Bob Hope’s vaudeville group at Playhouse Square in Cleveland. Their relationship evolved over the next year, with Art eventually asking Helen to marry him in December 1927.
Art had been planning to attend an industrial show in Pittsburgh the following week, so the couple decided to make the trip their honeymoon. After they arrived, Art sent his business partner, Klamm, a letter delivering the surprising news:
“If Glenn Martin’s check comes in… wire me fifty dollars at Wm. Penn. Hotel in Pittsburgh… Otherwise do not bother. You will probably be a little surprised, but I have taken possession of Miss Fitzgerald for good – we will be home after the first of the year.” Helen added, “Mr. Klamm, I’ll let you kiss the bride when we return.”
Art and Helen Parker's first child, Patrick, was born on October 16, 1929. Another son, Tom, was born in 1931. Daughter Joyce was born in 1933, and Cynthia in 1937, creating a vibrant, loving family.
Parker Appliance expands
As The Great Depression unfolded in the early 1930s, the Parker Appliance Company expanded its product offering to include copper tubing for high pressure steam conveyance and lubricants. Helen examined Art’s lubricant “recipes” and recorded the formulas with suggested improvements. In 1933, he obtained a patent on a lubricant called “Sealube,” and credited Helen for its success. Fortunately, the aircraft industry was one of the few that continued to expand amid terrible economic conditions.Tragic loss
Helen would be called upon to uphold her husband’s dream once again when he passed away suddenly on New Year’s Day 1945. To keep Parker running and against the advice of the board, Helen reinvested the proceeds from her husband’s $1 million life insurance policy back into the company. She hired new management, and together they made the visionary decision to diversify.
Helen submitted 26 new patents under Art Parker’s name after he passed away in an effort to continue his dream of inventing innovative, precise and reliable designs for the industrial world.
On August 17, 1965, Helen passed away at age 62. In the end, she was comforted to know that her son Patrick was poised to lead Parker Hannifin well into the future.
Learn more about Parker's full history on our website.
Parker Appliance Company: An Industrial History
Watch this video narrated by Art Parker in 1934 with details of the history and day in the life of Parker Appliance. Note Helen Parker's appearance at 1:20 sec of the video.
Article contributed by Erica Isabella, internal communications manager, Parker Hannifin.
Learn more about Parker:
A key part of Purpose is recognizing that Parker people and technologies have a vital role to play in making the world a better place. We call it Leading with Purpose and it's one of the core ideas at the foundation of Parker's partnership with Water Mission.
Water Mission is a non-profit organization that responds to the urgent need for safe drinking water around the world in developing countries and areas impacted by natural disasters. Since 2001, the organization has used innovative technology and engineering expertise to provide access to safe water for more than four million people in 55 countries. And yet, Water Mission did not have a system for treating saltwater.
The need to supply potable water to people after a disaster is one of the greatest challenges. When disaster strikes, a clean water supply must be established as quickly as possible. The longer a population is without a clean water supply, the higher the incidence of disease and other complications. Many Relief agencies struggle to supply clean water in a timely manner due to funding, logistics, and resources. In the past, the solution has been to truck in bottled water. However, one tanker truck can only supply approximately 8000 gallons of water. It would take numerous trucks to supply a large population with water. In addition, moving this amount of water is a resource-intensive and costly task. The operation of moving this large amount of water on highways is a poor use of critical logistic resources and may be restricted due to the nature of the disaster. The roads could be better used for other tasks in the resource-constrained days following a disaster.Strategic partnership
In 2014, Parker and Water Mission forged a strategic partnership, in which Parker provided the organization its highest-capacity water purification system that could fit in a standard 20' container.
The Parker Sea Water Desalination Unit, also known commonly as a watermaker, uses reverse osmosis (RO) as its method of seawater desalination. Capable of treating up to 30,000 gallons per day, the container-based system is ready to deploy wherever temporary or emergency potable water is required.
Parker water purification systems were deployed in the US following Hurricane Katrina in 2005 and in the Philippines following Typhoon Haiyan in 2013. Water Mission deployed its Parker RO Unit in Columbia, South Carolina in 2015 in the aftermath of Hurricane Joaquin.
Various size units that have been deployed and installed across multiple sites including:
Hurricane Dorian hits Bahamas
And then, on September 1st, 2019 Hurricane Dorian hit the Bahamas as a record-breaking category 5 storm and battered the islands of Grand Bahamas and Abaco for two days before moving North. It delivered sustained 85mph winds that razed buildings and knocked out the electric infrastructure around Marsh Harbour, Abaco's largest city.
According to Red Cross, about 45% of the homes on Grand Bahama and Abaco were severely damaged or destroyed while devastating floods compromised the water supply, leaving more than 60,000 people without clean drinking water.
With a production capacity of 30,000 US Gallons Per Day, the LB-30 fills the need for large-scale demand with efficiency and speed. This complete watermaker system is enclosed in a standard 20-foot ISO container and includes a generator, supply pump and storage tanks. Deliverable by road, rail or by sea, the LB-30 can be deployed quickly wherever temporary or emergency potable water is needed.LB-30 Specifics:
Other sizes available:
Watch the video and images supplied by Water Mission of their work in the BahamasParker Purpose
Research over recent decades shows diversity and inclusion are competitive differentiators beneficial to businesses over time. A 2018 diversity study from McKinssey & Company highlights that,
“…companies in the top quartile for gender or racial and ethnic diversity are more likely to have financial returns above their national industry medians.”
More diverse organizations are better able to win top talent and improve their customer relationships, employee engagement, and decision making, contributing to increasing returns. As businesses commit themselves to diverse leadership, they become more successful.
Recognizing this reality, a significant number of large American companies have diversity initiatives. Yet the progress for women joining the rank of corporate managers has halted in the United States. After decades of progress toward making women equal with men in the economy and society, there is still a problematic gap. As highlighted in this December 2019 Forbes article, between 1970 and 1990, women made steady and rapid progress in joining the rank of corporate managers. Since then, however, women have made virtually no progress. As LeanIn.org and McKinsey concluded in their 2018 report on women in the workplace, “Progress isn’t just slow. It’s stalled.”
Women in engineering
In a century where women have been increasingly prominent in medicine, law, and business, women represent a minority in science and engineering professions. Specifically, within the field of engineering, the experience across all industries is that women suffer from social barriers such as stereotypes, gender bias, and culture.
The Society of Women Engineers (SWE) is a nonprofit organization with a mission to advance women in engineering. Since 1950 it has compiled research that paints a very telling picture about the state of women in this field.
Their findings in 2018 show that:
As a global engineering company and the leader in motion and control technology, Parker recognized that it needed to take extra steps to have gender parity and diversity in the organization.
Based on an internal diversity initiative, Parker launched its first business resource group to assist in changing the representation and inclusion of women in the company’s workforce. Named Peer W, the group supports the attraction, development, and retention of women at Parker.
"We have a greater awareness of the alignment of our employee demographics to match the markets that we serve. There's a constructive dialogue around inclusion and a strong recognition of the value of a diverse workforce globally."
Robin Davenport, Vice President of Corporate Finance
Peer W mission
The mission of Peer W is to cultivate the professional success of women by creating awareness, education, and visibility across Parker’s organization. Peer W provides resources and support for women in all roles across the company. In support of an inclusive environment, business resource groups offer an opportunity for team members to pursue educational opportunities, engage with business leaders, and identify opportunities for career growth.
Launch in Ohio and growing rapidly
The Parker Peer W business resource group had its initial launch at Parker’s headquarters in Cleveland, Ohio. With central leadership for Peer W across all of Parker’s operating groups, decentralized hubs and chapters regionally execute events and programming for Parker team members.
A hub for North Ohio formed first, followed soon by three more hubs covering Southern California, Germany, and the Nordic European countries. Each features activities at their smaller chapters. Additional hubs and chapters are planned to launch soon across the globe.
Each hub hosts a significant launch event, followed by quarterly events, and small monthly meetings organized in local chapters. Quarterly events can attract more than 100 Parker team members who come to hear from leaders outside of and within Parker, and network with other team members.
While Peer W is focused on women at Parker, men within the organization are also supporting the initiative. Having strong male allies in the organization helps drive the success of Peer W, and men are invited to participate in events and activities. Everyone is needed to make an impactful cultural change.
Empowering women at Parker in 2020 and beyond
Now well established, the Peer W business resource group is expanding into new regions with new offerings for team members, including the development and attraction of more women to work at Parker.
This year, mentoring circles are being introduced to enhance professional and personal success. The circles connect small groups of team members, rather than the traditional one-to-one mentor/mentee relationship, for more input and information sharing, relationship fostering, and consideration of women’s perspectives in business practices.
Outside the company, Peer W members are now representing Parker at professional associations, career fairs, and recruiting outreach activities that position Parker as a compelling choice for women to work and thrive professionally.
This post was contributed by the Global Steering Team for Peer W within Parker Hannifin Corporation.
Parker Supports STEM Challenge Mission to an Alien Planet with FIRST Robotics
The industrial manufacturing landscape is transforming against a backdrop of uncertainty. The shifts taking place globally in technology, advanced manufacturing, and government policy changes have created a moving target for manufacturers. This is causing many companies to be cautious. So, what’s an industrial manufacturer to do? To maintain or to create manufacturing competitiveness in our evolving landscape, companies must act now in making strategic investments essential for growth.
The good news? The ongoing focus by manufacturers on research and innovation is paying off for those who apply it strategically. For instance, the cheap labor of the 1990s is giving way to automation technology as the more important factor for manufacturing efficiency.
The not-so-good news? These opportunities are counterbalanced by a global manufacturing environment that is beyond challenging. Fluctuating resource prices, a shortage of tech-savvy talent and growing supply-chain and regulatory risks add to manufacturers’ unease, causing them to grow cautious when boldness is required to assure competitiveness.
Download our white paper Four Strategies for Assuring Your Company’s Manufacturing Competitiveness for an in-depth look into the emerging industrial manufacturing trends and strategies that you can employ today to create new market opportunities for your company.
Strategic playbook for growth and success in a globally competitive world
For industrial manufacturing companies looking to grow and succeed in our highly competitive marketplace, making an investment into four strategies creates a potential playbook to act upon.
There’s a technological renaissance that is transforming the look, systems, and processes of the modern factory, and it’s wide-ranging. From the Internet of Things and its 4th Industrial Revolution to additive manufacturing, industrial manufacturing is shedding its skin to become an entirely different entity.
Here are a few of the life-changing advances happening now:1. Advanced Manufacturing
The Internet of Things (IoT) is well on its way to creating the connected factory of the future. With the adoption and deployment of smaller, less costly sensors, the development of advanced analytics and the commodity storage options provided by the cloud, manufacturers can have wireless/mobile access to data globally - as well as anywhere on the plant floor – facilitating new levels of information monitoring, collection, processing, and analysis.
By expanding the power of the web to link machines, sensors, computers, and humans, IoT enables the data-driven insights and digital connectivity needed to adapt, add to or reinvent business models with the end goal of delivering higher-quality, more reliable products.
Yet there are risks to IoT adoption. Prime among them is the threat of cyber attacks by hackers determined to steal trade secrets and intellectual property. To create an inviolable factory of the future, manufacturers must rethink security standards and provide enhanced security during all phases of manufacturing from design to distribution – even after purchase.
How quickly must preparations be made for the connected factory of the future? IoT factories are predicted to be commonplace within five or ten years. Of course, it’s one thing to invest in transformative technologies when business is good – it’s another when business is off.
Then there's additive manufacturing technology, also referred to as 3D printing. Right now, 3D printing can spur innovation and reduce time-to-market through application to the product development/prototyping process.2. Process Optimization
While technologies that advance manufacturing are important to competitiveness, most manufacturers identify process improvement as key to company success. That equates to:
Reducing production time,
Achieving more operational flexibility, and
Improving its equipment and layout both in and outside the factory.
To achieve these goals and meet evolving opportunities, companies need to automate, upgrade and streamline. Notably, the impact of automation on global manufacturing, particularly in the area of robotics, cannot be underestimated.3. Cost Reductions
Propelled by advanced technologies and the increasing reliability and availability of data, manufacturing competitiveness is upending the factory status quo and creating a highly responsive and innovative global manufacturing landscape. Management must search out innovations that will affect the company’s bottom line. Yet innovations cost money, right? Companies looking to protect their bottom line are pursuing aggressive and proactive cost containment programs that embrace improvements in energy consumption, advances in logistics technology and new materials.4. Skills Training
It’s taking manufacturers longer and longer to fill skilled positions - a situation that is likely to continue for the next 15 years. In fact, estimations are that there will be 2 million unfulfilled manufacturing jobs by 2025 in the United States. That means companies will need to act now in order to offset labor shortages later.
A few possible ways to alleviate the problem include:
New technology training to upgrade the skill sets of current employees.
Recruitment to attract the tech-savvy – otherwise known as millennials.
Creating a culture where suggestions for improvements are welcomed and rewarded.
Embracing an open-book management philosophy where employees see themselves as partners in the company.
Download the white paper Four Strategies for Assuring Your Company’s Manufacturing Competitiveness for details on these strategies, and the steps industrial manufacturers must take today to capitalize on new market opportunities that await.
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For many of us at Parker, leading with purpose means identifying opportunities for making life better in the communities where we live and work. It acknowledges our strengths and aligns with our values, which also makes our work deeply personal, as a group of Parker China team members have experienced firsthand.
Poverty continues to be an ongoing struggle in many parts of rural China. So when a massive earthquake destroyed a primary school in the remote mountain village of Tianshui, Gansu in 2008, families in the neighboring communities had little hope of recovery.
The China Youth Development Foundation quickly formed a plan to rebuild damaged schools in the area and put out a call for help. The answer came from more than 2,000 kilometers and a day’s journey away. Working together, Parker China in Shanghai and The China Youth Development Foundation established The Parker Hannifin Hope School in 2009.
"We believe that education is the root of eliminating poverty in China. So when we learned of the opportunity to help rebuild this vital resource, we felt it was our responsibility to help."
Joan Cai, admin officer, Parker China
Mingde Elementary School
On December 30th, in the southwestern city of Jiangxi winter was cold. On the same day, the Parker Hannifin Volunteer Team consisting of Liu Jianrong, Xu Linling and Gu Jianquan and the staff of the Jinqiao Management Committee of Pudong New Area arrived at this gathering of love-the "Light of Hope" poverty alleviation aid project. School——Mingde Elementary School, Jianchang Town, Nancheng County, Fuzhou City, Jiangxi Province. The team brought with them a "Love Fuel Bundle," items collected inside the company for the school, so that children can feel the warmth from thousands of miles away.The Hope School
Located in Tianshui, Gansu along the Qingshui River in Western China, The Hope School provides kindergarten and primary education to students from neighboring villages. In the decade since Parker China began partnering with the Hope School, more than a dozen graduates have enrolled at high-performing universities across the country, including Hunan University and Beijing University of Posts and Telecommunications.
And the partnership remains vibrant. Each year, team members from Parker China undertake the long journey to the Hope School to deliver gifts, build relationships and to help address the needs of the surrounding community.
Other team members routinely donate gift packages to the school and one even went as far as helping a Hope School Teacher put his daughter through University. Parker plans to establish five new libraries and three sports fields in collaboration with Project Hope.
"Everywhere you turn, there are stories like these. Our Parker team members find meaning and fulfillment in helping rural children learn, grow and thrive."
Joan Cai, admin officer, Parker China
Indeed, The Parker Hannifin Hope School is a shining example of what can happen when Hope meets Purpose. Learn more about Parker's Purpose and download our stories and videos.
Article and images submitted by the Parker China Team
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Manufacturing and operations professionals are focused on how to deploy maintenance strategies that will provide advantages to their operations on a global scale. Advanced digital and analytical technologies are reinventing the rules of manufacturer competition, how work will be performed and what leaders must do to lead. Whether you call it Industry 4.0, Manufacturing 4.01 or the Connected Factory, what’s taking place presents a remarkable opportunity for industrial OEMs.Strategic changes
So what does the “back-of-the-house” maintenance function have to do with such big picture, strategic changes? Everything.
As manufacturers work to identify, adopt and scale enabling technologies – such as smart machines, the Internet of Things, Big Data, plant floor analytics, mobile computers, the cloud, and collaborative robotics – maintenance will of necessity be redefined and transformed.
Leveraging these enabling technologies will allow maintenance to improve efficiency, cost, and performance on the factory floor, which in turn can create a competitive advantage. But beyond that, enabled maintenance can become a new and different revenue stream for the OEM portion of manufacturing.
Download the white paper, Four Strategies for Making Maintenance Your Competitive Advantage to improve factory efficiency and effectively gain your competitive advantage.
Create your maintenance competitive advantage by adding unique value
But how do today’s manufacturers get from here to there? How do they use these new data and computing tools to go from reactive maintenance – repairing machines that are broken – to proactive or predictive maintenance – monitoring for future equipment failure and performing maintenance before failure occurs?
Four pillars to building a world-class maintenance strategy
1. Establish a preventive maintenance program
Despite all the talk about predictive maintenance, the reality is that for many U.S. manufacturers, up to 90 percent of the maintenance they perform still is conducted on a reactive rather than proactive basis. The bottom line? Unplanned, or reactive maintenance typically costs three to nine times more than planned maintenance.
If this is how your company operates, establishing a preventive maintenance (PM) program is your first step to building a world-class maintenance strategy. An added bonus- the savings generated by a successful PM program can go a long way to making your company a maintenance hero.
2. Invest in technology
Technology investment is a must for a world-class maintenance strategy. One of the first purchases to consider is a Computerized Maintenance Monitoring System (CMMS). This is software that allows your maintenance people to keep a record of the assets they service, schedule and track maintenance tasks, and record completed work.
By utilizing a CMMS, your operation will benefit from:
Fewer work outages with preventive maintenance.
Less overtime due to better scheduling.
Better accountability through task completion alerts.
Information capture facilitating a record of problems and specific solutions by machine.
Documented assets and performance, helping managers analyze energy usage and plan maintenance spend.
Another must for maintenance investment? Smart sensors, a critical part of a larger IoT system, connect devices and systems, allowing machines to talk to one another. This enables manufacturers to move from Preventive Maintenance--where maintenance is scheduled routinely--to Predictive Maintenance (PdM), where maintenance is performed as needed based on data foreshadowing.
3. Create a safer, more effective work environment
Machine efficiency is one thing; human efficiency is another. A world-class maintenance strategy cannot afford to ignore the people servicing the machines. A safer, cleaner work environment improves morale.
Why should you care? A happier workforce takes pride in its work and produces higher quality work. That means you have your best people on the job, driving towards your deadline. Not only that: motivated employees miss less work and are more willing to work with others to achieve goals.
But happy workers are not the same as effective workers. Maintenance thought leaders suggest that maintenance belongs side-by-side with production, purchasing, engineering and logistics as an equal player in the business resource planning process. This allows maintenance to have a voice in improving the operational effectiveness of the plant. By helping improve asset productivity, maintenance becomes a competitive advantage for the business, which also adds stature to the department and builds the respect of its people.
It’s easy to keep doing things the way you’ve always done them. But that won’t position your company to take advantage of the manufacturing renaissance underway.
4. Get management buy-in
You can’t build a world-class maintenance strategy without management buy-in and commitment. The maintenance vision may be yours, but the decision to fund and support that vision is theirs.
Without having that top-level support, any initiative launched will be as effective as pushing on a rope.
In order to create a connected factory, today’s leaders are looking for new structures, strategies, and skillsets for tomorrow’s workforce. It’s their job to orchestrate far-reaching change; it’s your job to present and sell the change that will work best for your operation.
Productivity gains in the factory become essential
Despite the promise of a technological renaissance, demand for manufactured products is off. OEMs who are open to new ideas that improve the efficiency, cost, and performance of factories – such as creating a world-class maintenance strategy – will set themselves apart.
Download the white paper, Four Strategies for Making Maintenance Your Competitive Advantage for the critical details on these strategies, and steps to effectively enable your company to gain that competitive advantage.
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In October 2019, Parker announced a new purpose statement that defines its unique contribution to the world. The simple expression: Enabling Engineering Breakthroughs that Lead to a Better Tomorrow, is the culmination of months of research and team member input and refinement. To bring the purpose to life, the company has developed a Parker Purpose website and a signature video.
Historically, Parker has talked about what we do and how we do it, but really what was missing is why we do things. Why do we exist? What are those unique contributions that only Parker can do for the world?
“We see this as our opportunity to more effectively speak about why we exist. We’re not changing our direction, we’re defining it. Our purpose is a reflection of our culture, which remains vibrant after more than a century. By aligning ourselves around a defined purpose today, we will be better positioned for the challenges and opportunities of tomorrow.”
Tom Williams, Parker's Chairman and Chief Executive Officer
Parker sees its purpose as a platform for growth, change and positive impact
The combination of focusing on purpose, the company’s values and the Win Strategy is expected to accelerate Parker’s transformation, drive top quartile performance and deliver returns to shareholders.
Williams added, “Our purpose provides inspiration and direction for our team members, and highlights how we can strengthen our communities and have a positive impact on the world. As we look to the future, changes in how people live, developments in technology and dynamic markets depend on a partner that advances modern progress. Parker is that partner.”
After more than a century of experience serving its customers, Parker is often called to the table for the collaborations that help to solve the most complex engineering challenges and bring their breakthrough ideas to light. From fuel inerting filtration technology that keeps aircraft safe in the skies and high-pressure couplings that provide life-saving oxygen to firefighters, to fluid controls for life extending medical equipment.
Breakthroughs that make the world smarter, safer and more efficient would not be possible without Parker technologies. The company’s broad and diverse range of hydraulics, pneumatics, electromechanical, filtration, process control, climate control, fluid and gas handling and engineered materials technologies support advancements in a wide range of aerospace, industrial and mobile equipment applications.
Defining the company’s purpose puts an important emphasis on Parker team members
“Our team members enable the breakthroughs that make the world work better,” added Williams. “We solve customers’ complex challenges so they can make the world a better place. We design systems, we manufacture quality products safely, we support each other in our daily work, we help our communities thrive. Every day, all of our team members have a role to play in helping to improve the lives of people everywhere.”
Tom Williams discusses Parker's Purpose Statement:
Across its global locations, Parker operates responsibly and safely, and through giving and volunteering, plays its part in advancing math and science education, addressing the needs of its communities and achieving sustainability goals.
Learn more about Parker's purpose by downloading our Leading with Purpose book.
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Parker’s products and systems can be found on and around almost everything that moves, and improving efficiency throughout the product lifecycle represents an important opportunity to minimize environmental impact while creating significant value for customers.
Parker’s 2018 Sustainability Report explains how, among the company’s most important innovations introduced in the past decade, each achieved success by providing customers tangible and compelling value. In many cases, these new solutions created significant improvements in environmental and societal sustainability by minimizing manufacturing waste and reducing the use of energy. Such accomplishments are driven by reductions in weight, increases in efficiency, improvements to safety and the elimination of unnecessary features. When correctly applied, industrial innovation drives strong financial performance and creates a lasting, positive impact on the world.
Throughout its history Parker has been fortunate to partner with world-class suppliers who share a commitment not only to a premier customer experience and maintaining the highest standards for quality and reliability, but to reducing resource consumption and waste. With an annual supplier spend exceeding $7 billion, continuing to improve the supply chain in these areas of focus will enable Parker to significantly reduce its global footprint and improve the resilience of its suppliers.
Parker has been a proud member of the U.S. Environmental Protection Agency (EPA) SmartWay Transport Partnership since 2013. This program helps Parker identify technologies and strategies to reduce carbon emissions, track its progress and set goals to reduce fuel consumption and improve the efficiency of freight transport. Parker has also achieved a high Carbon Disclosure Project (CDP) supply chain rating, measuring against 5,000 other companies taking action to support a sustainable economy.
For three years Barbara Lam, a senior principal engineer at the Control Systems Division of Parker Aerospace, donated her time and company-sponsored resources to help make the Walnut Solar Car Team possible. The team consists of high school students from the local school district in Walnut, California and each year they travel to Fort Worth, Texas to showcase and race solar-powered cars that they worked on together to design and build, learning valuable hands-on lessons about science and mathematics.
Barbara unexpectedly passed away on January 3, 2018 and her family, friends, coworkers and students were shocked and saddened by her passing. Her passion for supporting the Walnut Solar Car Team reflects the kindness and generosity for which Barbara will be remembered, and the many students in which she helped instill a life-long enthusiasm for engineering will continue to serve as a testament to her remarkable life.
Parker nitrogen filtration systems are used in many ways, from the preservation of grocery produce to improving the safety of commercial aviation. The latest application of this technology relates to a beverage that is coveted by millions of people each morning - coffee. For coffee shops across the country, the CN-6 delivers highly purified nitrogen used to improve the taste and consistency of cold brew, an alternative to traditional hot coffee that has rapidly grown in popularity in recent years.
Earth’s atmosphere is approximately 78% nitrogen, and the CN-6 draws air directly through a special membrane with nano-sized holes to separate oxygen from the smaller nitrogen molecules. Nitrogen is non-flammable and extremely inert so it won’t react with anything in the environment.
By offering nitrogen on-demand, the system also improves safety as delivery truck drivers, coffee shop employees and customers are not exposed to any risks associated with handling liquid nitrogen. For the environment, this means less wasted energy producing mass quantities of liquid nitrogen and eliminating vehicle emissions from transporting it to the many locations where it is used.LEAP Engine Fuel Nozzle
There are few more visible sources of combustion than a jet aircraft. Modern jet engines are the cleanest-burning, most efficient means of transportation available today. When CFM International set out to make a better version of the CFM56 engine, more of which have been produced than all other types of jet engines combined, they chose the Parker-GE joint venture Advanced Atomization Technologies to develop the all-important TAPS fuel injection system.
CFM International’s new LEAP engine offers a 15% improvement in fuel efficiency, or an average savings of 90 miles/gallon per passenger, which is approximately 66% less fuel than a person would use if they decided to drive instead. One of the secrets to that incredible performance is the TAPS fuel injection system, which mixes air and fuel together so perfectly that the engine can extract unprecedented amounts of energy as it consumes fuel, enabling the aircraft to travel farther and produce fewer emissions for each gallon burned.
An efficient engine is also a hotter engine, and that heat must be managed by any engine system. It must keep the fuel cool enough to prevent it from breaking down before it is injected into the engine to prevent potential damage to the fuel injectors. The TAPS system incorporates many proprietary features that enable optimum performance in the LEAP environment.
The LEAP engine is now achieving the most rapid order build in the history of commercial aviation, enabling countless passengers to travel more affordably and with a smaller environmental impact than ever.
Low Drag D-ring
From sports cars and sedans to pickup trucks and vans, the number of passenger and commercial vehicles on the road continues to grow each year, so even incremental improvements to their performance can have a significant environmental impact. Two of the leading U.S. automobile manufacturers have introduced creative solutions that increase efficiency including lightweight construction, highly efficient engines and improved transmissions.
One factor to increase transmission efficiency is a new Low Drag D-Ring developed by Parker, a modification of an existing O-ring design that helps to reduce drag and improve shifting smoothness and fuel efficiency. Used on more than 30 different vehicle platforms, each transmission assembly contains 37 Low Drag D-Rings accounting for approximately 90% of the seals within it. This advancement in transmission design is helping manufacturers to meet stringent government fuel efficiency mandates and improve the driving experience.
Related content Parker’s 2018 Sustainability Report Highlights Commitment to Social Responsibility
Parker Hannifin believes that creating a better tomorrow for everyone begins with a commitment to positively impacting the lives of our team members and the communities we call home. Our culture is focused on operating responsibly and safely, and while we’re focused on reliably producing aircraft systems and components that enable engineering breakthroughs, Parker believes that responsible operations also means giving and volunteering. Helping promote math and science education makes Parker and our communities stronger, and so does spending time to help make an impact in the areas where we live and work.
As an operating group of Parker with 23 manufacturing facilities, Parker Aerospace connects and protects our world by advancing the future of flight. While as an organization we’re developing advanced technologies to make aircraft safer and more reliable, we’re also 7,500 team members who are individually engaged in making the world a better place.
With Parker’s commitment to giving back and corporate social responsibility, our employees have been busy this holiday season to make an impact where they live. There have been other activities at the other facilities that are not listed, these are a sampling of the activities starting in November 2019.
The Together We Serve team from our Fluid Systems Division (FSD) was last spotted wearing their team’s red shirts at the amazing South County Outreach food pantry, where the food donations were overflowing. Parker team members ran a food drive, and donated five barrels full of food to the local organization this fall. All donations received will be offered to Orange County families in need.
To further assist the South County Outreach center, the Together We Serve team stepped up to help by sending 17 team members to the organization’s facility on November 23rd. Their mission was to sort and check expiration dates on the many foods received in the food drive. One of Parker’s team leaders, Cindy Valdez, brought her granddaughter, Desirea Valdez, along to help. Desirea (age 12) said she had not realized before that there are so many people in need of food in our community.
FSD’s Together We Serve team is an ongoing initiative at the division that supports community service projects. More information is available in other blogs about the team’s charter and their activities in the first half of this year.
For the last two years, the Aircraft Wheel & Brake Division (AWBD) has worked with the Salvation Army in Lorain, Ohio, to provide gifts for local families. This year, AWB supported 75 “angels” and provided toys and clothing to share the holiday spirit with the less fortunate children of Lorain County. Prior to working with the Salvation Army, AWB adopted families through the division’s local city schools (Avon) through the Share a Holiday program for more than ten years.
Additionally, this year Parker Aerospace’s Fluid Systems Division (FSD) joined with AWBD to support a request that the Salvation Army had for blankets. The two divisions joined forces to raise money for this donation project and was able to supply 95 total blankets! The order was placed through Kohl’s, who didn’t have enough stock locally and had to send the blankets from distribution points all over the United States!
Peer W southern California hub collects work clothes donations
The southern California hub of an internal Parker initiative called Peer W collected gently used work clothes donations for WISEPlace. WISEPlace is located in Santa Ana, California, and stands for Women Inspired Supported Empowered, and helps provide a community of housing and hope for women in need.
The 140+ pieces of clothing that were collected will be used to support women as they go on interviews, and once they start new jobs. Previous to this donation, Parker had made a $5,000 charitable donation to WISEPlace. Vice President of Program & Contract Management Barry Draskovich helped to connect Parker with this organization and with the delivery of clothes.
Peer W is Parker Hannifin’s business resource group with a mission to cultivate the professional success of women by creating awareness, education, and visibility. The WISEPlace mission is aligned with Peer W’s key initiative to enhance Parker’s connection with the community through outreach and support of initiatives which empower women.
Exotic Metals collecting gifts and raising funds in Washington
The newest division of Parker Aerospace, joining our organization in an acquisition this year, Exotic Metals Forming Division is participating in many giving tree and toy drives. At the division’s Kent facility, team members are participating in a toy drive benefiting Seattle’s Union Gospel Mission (UGM). UGM offers services for those in homelessness and poverty, with services ranging from hot meals, safe shelter, addiction recovery, and other critical essentials.
Exotic Metal’s Airway Heights facility is supporting their local Salvation Army by gathering gifts for young children, teens, and adults in need for a giving tree toy drive as well.
For the 20th year in a row, we are collecting monetary donations for Childhaven. The organization works with the most vulnerable children by partnering with parents and community to prevent trauma and its damaging effects, and prepare children for a lifetime of well-being. Childhaven offers early learning, early intervention, and outpatient mental health services to children and families in King County, Washington. Last year during the holidays, Exotic Metals went above and beyond by raising a record breaking amount, which combined with a matching donation for a total of $20,972!Angel Gift Holiday Project in Irvine, California
Repeating a tradition at the two Parker Aerospace locations in Irvine, the Alton and Von Karman facilities sponsored the Angel Gift Holiday Project through Smile Makers in conjunction with the Council on Aging – Orange County. This initiative helps give to seniors who spend the holidays without family. Angel-shaped ornaments each list a specific gift request for Parker employees to purchase a wrapped gift to accompany the tag.
The Council of Aging has been a trusted source that provides programs and services to more than 290,000 seniors and their families annually. There are more than 14,000 seniors in long-term care facilities in Orange County that have no family and SmileMakers Guild mobilizes community support for more than 6,000 seniors who would otherwise be forgotten.
Bikes for Kids kick-off event at Irvine, California
Team members at the Alton facility in Irvine, California, took part in their first Bike for Kids assembly event on Saturday, December 7. An ongoing tradition at Parker Hannifin’s headquarters in Cleveland, the Bikes for Kids event was introduced to the southern California office by IT Manager Sashi Kanth with help from Susan George, Natalie Kirkpatrick, and Ari Leon.
Donations were generously given by all team members in the Alton facility, including Aerospace Group, Military Flight Control Systems Division (MFCSD), and Customer Support Operations (CSO). The donations were enough to purchase 58 bicycles for the children of Thomas House Family Shelter in Garden Grove, California. CSO generously made the additional contribution to purchase helmets for every child as well.
The assembly event had greater turnout than expected, with 22 participants showing up bright and early on a Saturday morning ready to build all 58 bicycles. A trade show vendor for the divisions, Exibitree, was also gracious enough to volunteer its large truck to help deliver all of the bikes to Thomas House.