Marcas, identidad, comunicación, formación: Gestión integral de la comunicación y el conocimiento
This news article was originally written in Spanish. It has been automatically translated for your convenience. Reasonable efforts have been made to provide an accurate translation, however, no automated translation is perfect nor is it intended to replace a human translator. The original article in Spanish can be viewed at Nace un nuevo foro para revitalizar el negocio de los mecanizadores

WNT, IAM and Carinox organized '(I) meeting of enterprises of the Sector of the machining'

Birth of a new forum for revitalizing the business of the machining

Santiago Quiñones23/10/2009
A stimulus to help energize and sofisticar activity of machining workshops, either a professional forum to ensure that they meet and exchange ideas and projects. Both ways can be defined '(I) meeting of enterprises of the Sector of the machining' held on September 30 in Boadilla del Monte (Madrid), an innovative and proactive initiative organized by WNT Ibérica, IAM and Carinox group.

More business, better management, greater productivity and optimization of production machining centres. These four goals are that moved on 30 September at the conclusion of the first edition of the meeting of enterprises of the Sector of machining, a new event of Exchange and sharing of proposals for professionals in the industrial sector of the machiningthat was born with the vocation of permanence and growth for the future. The company herramentista WNT, the distributor of Carinox fluids and solutions provider software IAM were co-organizers of a forum that fills the void that was detected so far for this type of initiatives.

Boadilla del Monte was the site chosen for the symposium organized by WNT.

The Centre of Boadilla del Monte Madrid town was the site chosen for the Symposium, which took place between 10 a.m. and 3 p.m., and that combined presentations, informal talks and delivery of information to the approximately fifty professional attendees. The initial atmosphere of excitement, Exchange and camaraderie between machining and suppliers was giving way across different sessions to a proliferation of contacts and outlines of collaboration. This was precisely the purpose of the meeting: provide ideas to revitalize an area somewhat disoriented and rather pessimistic before the harshness with which is suffering the adverse economic situation.

The implicit message: sector can overcome the crisis. The explicit message: four ways to improve the productivity of the machining, and the opening of a new line of business.

The first edition of the 'meeting of enterprises of the Sector of machining' was a success.

Five papers constituted the core of the event, which was chaired by top managers of the three organising companies: Ramiro Bengochea as director of WNT Ibérica; Doroteo Olmedo as director of IAM; and Jorge Rodriguez as director-general of Carinox group. The three were very satisfied after the holding of the meeting, which in his opinion, fulfilled the expectations and managed to successfully raise the desired climate of cooperation, understanding and exchange between companies of machining, just on the eve of the celebration of MetalMadrid 09Congress that hopes to attract to the metallurgical industry of the entire Centre of Spain. Moreover, it is considering in the future to repeat the experience of Boadilla, and even raise it to a still more ambitious step.

Productivity for purchases

The first speech of the meeting of machining was Candy Gordillo, responsible for domestic service in WNT, with a presentation on 'The role of the person in charge of purchases in the competitiveness of your business'. On the premise that there is no valid recipes for all cases, yes it is true that better manage purchases is an affordable and effective instrument to increase the generation of value and productivity of any machining shop. The purchasing policy allows to be more productive. Taking into account that according to Aerce the Spanish companies spend two-thirds of their income to buy (compared to 12% for labour, 8 per cent for depreciation or 3% to the payment of interest), this means purchasing departments to manage more than 235,000 million euros per yeara quarter of the national GDP.

Well however, that such an important investment can be key to generate value through three processes. The first is the operational innovation, i.e. seek to not only improve linearly, but devising completely new ways to manage the orders or acquired services either internal or external. The second, implement bold solutions that point in the line of greater efficiency or better integration of all the departments integrated. The third resource is joint with suppliers innovation: in addition to buy new products, harmonize the innovative capacity of providers, share strategies for growth and codesarrollar components involving common competitive advantages. Candy Gordillo advocated a solid integration of management of purchases on the company's strategy, because at the end and after the main item of the budget is dedicated to shopping.

The socket between the supply of providers and the challenges of the company, the tendency to standardise products, giving priority to the most satisfactory supplier to the end customer and the generalization of the electronic ordering are the four general principles of implementation in the sector. And take into account that when choosing supplier cost is key, but no more than the quality, flexibility and the management of the delivery.

Doroteo Olmedo, director of the IAM technology provider.

Productivity software

He took the floor then Doroteo Olmedo, director of the IAM (engineering support to the mold) technology provider, to analyse the 'importance of the software tools in the optimization of production processes'. Olmedo was 13.4% share your Mastercam family has in the market of CAD/CAM systems for advanced machining: solutions for modeling, milling, winches and thread promise a fast and reliable return on investment.

To display their potential value and the other proposals of the same group Tecnocim, as the range of modeling, simulation and complex production, TopSolid or proposal Robotmaster of CAD/CAM for articulated robots for welding, polished or painted, Doroteo Olmedo delved into the case study company client Acatecdedicated to the machining, finishing and Assembly of aircraft kits, that to purchase six stations of Mastercam benefited already in the phase of the budget, which was streamlined and equipped with improved reliability: identify the characteristics of the pieces, cubicar raw materialdefining the equipment and the necessary tools, simulate processes and calculate machining times were tasks that were better, faster and with less risk of making mistakes.

In the phase of implementation of the piece, the Mastercam system reduced the period of the tooling design and design errors, led to a clearer documentation for the workshop, optimized machining programs, saved special prototyping tools and streamlined the virtual simulation of the processshort stop machine time and improving control of collisions and the detection of faults. Finally, at the stage of production, this CAD/CAM software made changes graphics and intuitive.

Finally, Olmedo identified seven factors that influence decisively the success in implementing a CAD/CAM solution: the support of management, the proactive attitude of the programmer, the management of the system by a professional, the staggered implementationanimal signature support, retraining and training.

Productivity by the fluid

The third rapporteur was Borja Gonzalez, technical commercial Carinox lubricants which replaced the announced Antonio Morales, and which then saw supplemented his presentation by Jorge Rodríguez, director-general. The paper covered on ' breakdown of costs: the right choice of the fluid machining with productivity '. After frame at Carinox as official distributor of Castrol lubricants and industrial services, in turn to the BP Group, Borja Gonzalez described the current situation of the market, with a cost of oil, a marked maturation of the market, and a trend towards offshoring and the increased competition on a global scale.

Borja González, technical commercial Carinox lubricants.

To analyze the structure of costs faced by a mecanizador, the direct cost of raw materials may not be controlling or reducing, but indirect costs of cutting fluids, and above all the tools (life cycle)(, pace of replacement) and the maintenance. To optimize costs, Carinox commitment to technological innovation, with synthetic products and intelligent internal lubrication, MQL, as well as by disseminating real-life experiences of best practices and optimize productivity by reducing parts not conforming, consumption and time.

González preached by example and flailed three case studies: one, replace the use of cutting oil pure by a soluble synthetic to the lapping and burnished in a cylinder of an automobile engine crankcase, allowing to cut 60% in costs; two, replacing a soluble oil for the milling of a piece of titanium for the aeronautical sector, to improve 50% productivity; and three, leave use mineral oil for the deep drill of an aerospace shaft in stainless steel. Comprehensive information on soluble fluids for machining, the synthetic cutting fluids and oils integer for cutting and machining of the supply of Castrol or its range of detergents and corrosion-proof not missed at the event.

Productivity by the cooperation

The fourth presentation was provided by Ramiro Bengochea, CEO of WNT Ibérica tools of precision, which explored "Inter-firm cooperation as the basis for a competitive advantage" in the field of mechanization. Bengochea proposed machining and suppliers to plan and coordinate joint operations that will result in benefit of each other, assuming that any problem in a collaborative project are common problems that affect and harm to all.

Bengochea proposes three types of cooperation on machining. One is to extend the value chain, for example by integrating the phases of wrought iron, turning and milling a ring mounted in a module, which is gained negotiating capacity to intermediate customer and it saves you time and complicationsso you no longer need outsource processes in an isolated manner. The second model is the reduction of costs for the economies of scale, sharing providers, operating expenses and commercial force. The third proposal is to develop technological innovation taking advantage of public aid to cooperate with studies in engineering, Technology Center testing for certification and financial institutions, allowing to enrich the technological base and gain in differentiation, in force for discussionand prestige in commercial margin.

Next to the classical model of cooperation through the complementarity of the companies, in which the customer does not win anything, the steering of WNT defends an alternative more clienticéntrica and bet on innovation in value to the end customerto hold periodic technical meetings with him and with the intermediary to better fit the process requirements, expectations and abilities of the actors involved. The process becomes more complex, Yes, but reduces the final price of the product, optimizes the flexibility of the production and its adaptation to the project, and reduces the financial and quality excess costs.

Ramiro Bengochea, director of WNT Ibérica.

New business opportunity

The Fifth Conference gave her the Commander of infantry Juan Irízar, military analyst who spoke on ' new business opportunities in the sector defense: materials to the NBC threat '. In the absence of vitality of the classical lines of business for the machining, the Irizar Commander explained the potential of business involving military equipment for protection against weapons of mass destruction nuclear, biological or chemical, area in which the European Defence Agency (EDA) offers an interesting area to Spanish mechanizers.

From the components of the M6-87 individual mask or breathing with charcoal filtering system active until the equipment of bunkers, pressurized mobile vehicles, modular transportable shops, systems of decontamination, hospitals or decontamination stations, all this equipmentwith its complex logistics, requires a machining requirements and advanced highly specific, on which the EDA will begin to work in the coming months, but which will then industry indicating limits and possibilities. In particular, Spain began to participate in the program of biological detection in September, and will lead from this month the construction of a deployable analytical laboratory of campaign of new generation standard for all the armies of the Member States. The options for Spanish companies are very promising, and since then more feasible in NATO or the own army Spanish.

For a machining center be real options of receiving an award in such projects is capital in the hands of the Ministry of defence to participate and meet certain generic operating requirements, after which you can access a line of credit to finance the presentation of a preproject. To start, it is advisable to inquire with the page

Next stop, MetalMadrid

In the same line as the meeting of companies in the Sector of machining, i.e. promoting the sector of design and production to avoid that he is extinguished it and is only the part commercial, occurs in Madrid on 12 and 13 November MetalMadrid 09Second Edition of the fair of the metallurgical industry in the community of Madrid and the zone Center of our country. Organized by the Metalia group with the support of the Ministry of industry, MetalMadrid is a professional Congress of the metallurgical industry which this year includes an exhibition of industrial machinery.

MetalMadrid 09 will take place in the Pavilion of conventions of the Casa de Campo, Madrid, and will cover areas such as chip startup, processed metal, cutting of materials, machine tools, supplies and industrial materials, casting, surface treatments, quality control, engineering, assisted designMetrology and automation.

The Decalogue of the cooperation in the field of machining

According to Ramiro Bengochea, the ten principles for successful cooperation between machining are as follows:

  1. Sincerely willing to cooperate
  2. An internal analysis to identify my strengths
  3. Practicing a market analysis to identify opportunities
  4. Identify the possible complementary partners profile
  5. Contact with these complementary businesses
  6. Test the compatibility of personal, approaches and mutual trust
  7. Mark common objectives in terms of customers, markets and products
  8. Consensus on basic rules of cooperation
  9. Decide on a type of cooperation on the basis of the common objectives
  10. Decide on a type of cooperation on the basis of our ability, possibly following a model of innovation in value for the customer

Companies attending the meeting of Boadilla

  • WNT Ibérica
  • Carinox lubricants
  • IAM
  • Acatec
  • Wing works and engineering
  • BP
  • Cortec
  • Dinumec
  • Fysa
  • Hurco
  • Ideko
  • IMHE
  • Inasor
  • Surrounded
  • Indupresa
  • Inlemar
  • It has an impact
  • Interempresas - MetalUnivers
  • Lortek
  • Mecanicein
  • Medecal
  • Metalia & Tafsa
  • MPT machining of precision
  • Rodama
  • Safe-Rain
  • SSAB Oxelosund
  • Workshops mechanical Legutiano
  • Tecmaer
  • Tecnimol
  • Tecnova
  • Utyplan

Related Companies or Entities

Encuentros del Mecanizado
Industria Auxiliar Matricería, S.A.
WNT Ibérica, S.L.



Highlighted links

LasysMetalMadrid 26 - 27 septiembre 2018 - Feria de Madrid - La cita anual de la innovación industrial en España ¡ participa!Inbound CycleExponor Emaf30 BIEMH - Bilbao 28 mayo - 1 junio 2018