INNOVATIONS IN AMERICAN GOVERNMENT

B e s t M a n u f a c t u r i n g P r a c t i c e s

REPORT OF SURVEY CONDUCTED AT

INPRO/SEAL COMPANYROCK ISLAND, IL

BEST MANUFACTURING PRACTICES CENTER OF EXCELLENCECollege Park, Maryland

www.bmpcoe.org

1998 Award Winner

JULY 2007

This report was produced by the Office of Naval Research’s Best ManufacturingPractices (BMP) Program, a unique industry and government cooperativetechnology transfer effort that improves the competitiveness of America’sindustrial base both here and abroad. Our main goal at BMP is to increase thequality, reliability, and maintainability of goods produced by American firms.The primary objective toward this goal is simple: to identify best practices,document them, and then encourage industry and government to shareinformation about them.

The BMP Program set out in 1985 to help businesses by identifying, researching,and promoting exceptional manufacturing practices, methods, and procedures in design, test, production,facilities, logistics, and management – all areas which are highlighted in the Department of Defense’s4245.7-M, Transition from Development to Production manual. By fostering the sharing of informationacross industry lines, BMP has become a resource in helping companies identify their weak areas andexamine how other companies have improved similar situations. This sharing of ideas allows companiesto learn from others’ attempts and to avoid costly and time-consuming duplication.

BMP identifies and documents best practices by conducting in-depth, voluntary surveys such as thisat the Inpro/Seal Company in Rock Island, Illinois. Teams of BMP experts work hand-in-hand on-sitewith the company to examine existing practices, uncover best practices, and identify areas for evenbetter practices.

The final survey report, which details the findings, is distributed electronically and in hard copyto thousands of representatives from industry, government, and academia throughout the U.S. andCanada so the knowledge can be shared. BMP also distributes this information through severalinteractive services that include CD-ROMs and a World Wide Web Home Page located on theInternet at http://www.bmpcoe.org. The actual exchange of detailed data is between companies attheir discretion.

The Inpro/Seal Company is the nation’s leading producer of bearing isolators that provide permanentbearing protection to rotating equipment. Inpro/Seal’s bearing isolators are standard components onscores of heavy-duty industrial rotating equipment in the U.S. and abroad, with more than 400,000bearing isolators produced annually and 2.5 million installed to date. Inpro/Seal’s commitment to same-day shipment and its unconditional performance guarantee policy are industry-unique. The BMP Surveywas conducted at the Inpro/Seal Company headquarters in Rock Island, Illinois, the week of July 9, 2007.

The BMP Program is committed to strengthening the U.S. industrial base. Survey findings in reportssuch as this at the Inpro/Seal Company expand BMP’s contribution toward its goal of a stronger, morecompetitive, globally minded, and environmentally conscious American industrial program.

I encourage your participation and use of this unique resource.

Rebecca ClaytonDirectorBest Manufacturing Practices

F o r e w o r d

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Inpro/Seal Company

1. Report SummaryBackground .......................................................................................................... 1Point of Contact ................................................................................................... 2

2. Best Practices

DesignOn-Site Engineering .............................................................................................. 3On-Site Research and Experimentation ............................................................... 4

TestInnovative Test Procedures ................................................................................... 4International Electrotechnical Commission Test Stand ...................................... 5

ProductionLow Technologies That Work ................................................................................. 5Machine Cell Specification .................................................................................... 7Product Planning Process ..................................................................................... 8Tool Spindle Protection Using Bearing Isolators ................................................. 9

LogisticsQuick Turnaround................................................................................................ 10

ManagementOutside Sales/Worldwide Support ....................................................................... 11

3. Information

DesignCustom Product Design ....................................................................................... 13

ProductionExperimental Cell ................................................................................................ 13

ManagementContinuous Product Improvement ..................................................................... 14On-Site Support .................................................................................................... 14Process Improvement........................................................................................... 15

C o n t e n t s

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Inpro/Seal Company

APPENDIX A - Table of Acronyms ......................................................................... A-1APPENDIX B - BMP Survey Team .......................................................................... B-1APPENDIX C - Critical Path Templates and BMP Templates ......................... C-1APPENDIX D - Program Manager’s WorkStation ............................................... D-1APPENDIX E - Best Manufacturing Practices Satellite Centers .................... E-1APPENDIX F - Navy Manufacturing Technology Centers of Excellence .........F-1APPENDIX G - Completed Surveys ......................................................................... G-1

C o n t e n t s (continued)

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Inpro/Seal Company

Figures

Figure 2-1. Inpro/Seal Request for Quote ........................................................................... 3Figure 2-2. Typical Bearing Isolator (3-D Cutaway View) ................................................ 9Figure 2-3. Access to Anyone............................................................................................. 11

F i g u r e s

S e c t i o n 1

Report Summary

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Background

The Inpro/Seal Company is the nation’s leadingmanufacturer of bearing isolators that provide per-manent bearing protection to rotating equipment.Inpro/Seal Company’s bearing isolators protect thebearings of rotating equipment from premature fail-ure by retaining lubricant and excluding contami-nants. They are non-contact and non-wearing, giv-ing them an essential infinite life. Many bearingisolators have been used for more than 20 yearsversus traditional lip contact seals that rarely lastmore than 3,000 hours. Inpro/Seal’s bearing iso-lators are standard components on scores of heavy-duty industrial rotating equipment in the U.S. andabroad, with more than 400,000 bearing isolatorsproduced annually and 2.5 million installed to date.The BMP Survey was conducted at the Inpro/SealCompany headquarters in Rock Island, Illinois, theweek of July 9, 2007.

The Inpro/Seal Company is home to 79 employ-ees at its 90,000-square-foot facility in Rock Island,Illinois, one of the four small towns that comprisethe Quad Cities of Rock Island, Illinois; Moline,Illinois; Davenport, Iowa; and Bettendorf, Iowa, bor-dering the Mississippi River in northwest Illinoisand southeast Iowa. The company also employs22 regional managers who operate from variouslocations in the U.S. and around the world. Allregional managers are responsible for recruitingand managing their own distributor network.There are currently more than 125 Inpro/Seal dis-tributors and independent representatives operat-ing within the distribution network.

Inpro/Seal was first established in 1965 as Inpro,Inc., a Worthington and Viking Pump distributor.At that time President and CEO David Orlowskiwas fully aware that the sealing capabilities of rub-ber lip seals were grossly inadequate. In 1976Orlowski began experimenting with labyrinth sealswhen an Iowa-based company called seeking ananswer to the extensive water contamination plagu-ing its pump bearings. Inpro, Inc., retrofitted itspumps with newly developed Inpro/Seal bearingisolators, which lasted for 20 years of continual (24/7) service and were only removed because thepumps they protected had worn out.

Since its 1965 inception, Inpro/Seal has dedicateditself to continuous improvement and refinementof its products and practices. The company’s RockIsland, Illinois, facility houses a Research and Ex-perimentation Laboratory where proposed new de-signs or suggestions for improvement may be testedand measured against previous or present designs.Varied types of test equipment and techniques aredeveloped to allow isolators to be evaluated withdifferent lubrication methods, speeds, shaft condi-tions, and other operational factors. Isolators maybe tested for their ability to retain lubrication, ex-clude contamination, or both. Inpro/Seal alsoevaluates competitor products to keep abreast ofdevelopments throughout the industry.

The company’s Experimental Cell supports Inpro/Seal’s continuous process and product improve-ment. New methods and suggestions are first triedon a dedicated manufacturing cell to work out anypotential problems, with several different employ-ees and operators transferred into the cell to testdiffering levels of experience and expertise undermore controlled conditions. Task time may thenbe compared and taken into consideration whenassigning teams to various production centers orwhen calculating takt time.

Inpro/Seal maintains more than 60,000 specificdesigns of bearing isolators and adds more every day.

With sales, manufacturing, and engineering lo-cated at the company’s headquarters, custom de-signs can be quickly generated by experienced en-gineers who are able to communicate with oneanother when new designs are being created. Thisclose proximity also affords manufacturing ad-vanced notice of projects in the design phase sothat necessary manufacturing resources are allo-cated ahead of time. Production managers havethe authorization to reassign jobs from one manu-facturing cell to another and continuously adjustproduction to reflect immediate needs. This real-time flexibility is critical because more than 30%of Inpro/Seals orders are manufactured and shippedto waiting customers the same they are received.

Inpro/Seal’s quick turnaround time is one of itshallmarks. The lack of dimensional standards forbearing seals across a wide range of rotating equip-ment has prompted engineer-to-order capability in

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which engineering accepts requests for quotes di-rectly from customers, sales, or distribution anddesigns customer solutions – often within one hour.CNC code is generated within a few minutes andan isolator can then be manufactured from rawmaterial on-hand and shipped without delay. Inpro/Seal does not charge for this service. Because bear-ing isolators are often retrofitted to industrial equip-ment during unplanned downtime or emergencyrebuilds, quick turnaround is critical.

The Inpro/Seal Conveyor Roller Bearing Isola-tor has earned national recognition from the read-ers of Plant Engineering magazine after beingnominated as a finalist for the 2006 “Product ofthe Year” award. The company’s Conveyor RollerSeal has also been recognized by the U.S. Depart-ment of Labor Mine Safety and Health Adminis-tration for its increased safety and reliability ben-efits in mining.

Inpro/Seal’s commitment to customer satisfac-tion, as evidenced by its “Unconditional Satisfac-tion Guarantee” and policy of “Same-Day Ship-ments,” ensures that the company will continue tomeet the considerable demand for permanent, re-

liable, and timely bearing protection for industriesworldwide. The company’s annual sales of $30million are a testimony to its superior productsand its ongoing commitment to continuous im-provement and customer satisfaction.

The BMP Survey Team congratulates the Inpro/Seal Company for winning the 2007 Best Manufac-turing Practices Award for Excellence and consid-ers the following practices in this report to beamong the best in industry and government.

Point of Contact:For further information on items in this report,

please contact:Mr. Neil HoehleVice President of OperationsInpro/Seal Company4221 81st Avenue WestRock Island, Illinois 61201Phone: 309-787-4971Fax: 309-787-6114E-mail: neil@inpro-seal.comWeb site: www.inpro-seal.com

S e c t i o n 2

Best Practices

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Design

On-Site Engineering

Inpro/Seal has implementeda streamlined and robust engi-neering design-to-productionprocess that consistently manu-factures and ships custom-de-signed bearing isolators thesame day that requirementsreach the design shop. Inpro/Seal has reached monthly pro-duction in excess of 40,000units, more than 90% of whichare solitary or single-digit-unitproduction runs.

The Inpro/Seal Company ofRock Island, Illinois, is a lead-ing producer of bearing isolatorsfor rotating equipment. Inpro/Seal achieves incredible turn-around times and a growing cus-tomer base by providing same-day design and shipping servicefor more than 30% of its ordersfor virtually any bearing isola-tor requirement. This robustprocess begins with identifica-tion of bearing isolator require-ments and associated applica-tion data provided to theengineering team through ei-ther a Web-based questionnaire(Figure 2-1), person-to-personinterface with one of more than20 national and internationalsales representatives, or a di-rect phone call to the Rock Is-land, Illinois, manufacturingfacility. One of a team of fourengineers then determines whether a design alreadyexists (possibly for the same customer), an existingdesign can be modified, or a new design must becreated. Using Solidworks software, the necessary

design is finalized – often in a matter of 30 minutesor less. If the design is new, a “typical” drawing isforwarded to a sales representative who sends it tothe customer for final approval. Once customer

Figure 2-1. Inpro/Seal Request for Quote

INPRO/SEAL REQUEST FOR QUOTE

Visit us on the web: www.inpro-seal.com

INPRO/SEAL ® COMPANY#1 IN BEARING ISOLATORS

4221-81st Avenue WestRock Island, IL 61201Ph: 309.787.4971 • 800.447.0524Fax: 309.787.6114 • 309.787.6190e-mail: info@inpro-seal.com

Same DayShipments

Over 1,000,000Installed

1) AApplication: Pump Motor Other __________________

2) CCurrent SSealing SSolution: Lip Laby Other _____________

3) SShaft PPosition: Horizontal Vertical Up Vertical Down

4) BBearing TType: Ball Sleeve Roller

5) PPrimary DDimensions: Shaft _____ Bore _____ Max OAL _____

6) MMounting: Standard Press-Fit Flange Other __________

7) PPrimary FFocus: Contamination Oil Retention Both

8) LLube: Oil (level)________ Grease Oil Mist ForcedOilSystem

9) FFirst OObstruction: Outward Inward Step On Shaft

10) AAxial MMovement: ___________ Shaft SSpeed: ___________

11) MMisalignment: DRO __________ STBM: _____________

12) TTemperature AAt SSeal LLocation: __________________

13) EEnvironment: ______________________________________

14) SSeal HHousing: Solid Split Seal TType: Solid Split

15) Material OOf CConstruction: Bronze Stainless Other ________

16) TTotal PPieces OOf EEquipment: ___________________________

17) CContact FFor QQuestions: ___________________________

DATA NEEDED FOR QUOTE

BRIEFLY DESCRIBE THE APPLICATION

Please ssupply aall ddimensions tto ((3) ddecimal pplaces

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approval is received, engineering then forwards itto the production floor.

Solidworks offers a quantum improvement overpreviously used AutoCAD, permitting much fasterdesign completion and verification by the engineer-ing team. This in turn quickly sets the stage forsame-day manufacturing and shipping. Physicalproximity and easy access to the engineers by pro-duction personnel also reduces potential confusionand enables rapid correction of rare design errors.

While the engineering design process appears tobe as rapid as currently possible, Inpro/Seal contin-ues to study new ways to improve its already im-pressive design-to-production process.

On-Site Research and Experimentation

The Inpro/Seal Company developed a test facilitywhere quantitative tests could be conducted withrepeatability to measure the improvement providedby various proposed design changes. Having thisprocess and on-site test capability has resulted inmore rapid fielding of successful upgrades that meetcustomer needs in various and frequently adverseoperating environments.

The Inpro/Seal Company of Rock Island, Illinois,is a leading producer of bearing isolators for rotat-ing equipment. Inpro/Seal bearing isolators replacetraditional rotating equipment seals. The companypreviously had few or any existing standards forcomparing the performance of rotating equipmentseals in various adverse operating environments.Few standards existed for determining the effec-tiveness of seals and bearing isolators in keepingcontaminants out while retaining lubricating oil.The performance measures that existed were of-ten pass or fail and provided no measure of rela-tive performance.

As part of an ongoing product improvement ef-fort to maintain the company’s position as a lead-ing supplier of long-lasting bearing isolators, Inpro/Seal developed an innovative research and experi-mentation program. A test facility was developedwhere quantitative tests could be conducted andrepeated to measure the improvement provided byvarious proposed design changes. Test rigs to de-termine resistance to water intrusion, dust and dirtintrusion, and lubricant retention were developed.The water intrusion test determines (with repeat-able results) the water-sealing capability of sealsat different water velocities and various shaft rpms.

A test bed to test Inpro/Seal’s new “Air Mizer”articulating bearing isolator was also developed andused with success. The research and experimenta-tion test facilities were married up with a processof providing beta versions of new bearing isolatorsto volunteer customers for field testing under ac-tual conditions. Inpro/Seal encouraged participa-tion by guaranteeing satisfaction (and replacementof the bearing isolator if necessary) while allowingthe participating companies a 120-day delayed pay-ment plan to ensure they were satisfied with thenew product. To date the experimentation facilityand associated process have supported successfulincremental design upgrades to the isolation capa-bility of Inpro/Seal’s initial bearing isolator line andhas further resulted in a breakthrough new line ofarticulating bearing isolators. Having this processand on-site test capability have resulted in morerapid fielding of successful upgrades that meet cus-tomer needs as opposed to a trial-and-error approachin which upgrades are sent directly to field testingwithout the intermediate quantifiable lab experi-mentation currently used by Inpro/Seal.

Test

Innovative Test Procedures

Inpro/Seal has developed and uses innovative testprocedures, test stands, and fixtures that far exceedindustry requirements for the testing of electricalmotors for water and dust resistance. Customerscan now develop true life cycle cost for building andmaintaining their products with data provided themby Inpro/Seal.

The Inpro/Seal Company of Rock Island, Illinois,is a manufacturer of bearing isolators or non-con-tact seals for use on any rotating shaft motor thatmust have the bearings protected from leakage ofbearing lubricant or incursion of contaminants intothe bearings. As one of the premier manufacturersof non-contact isolators, the company is always striv-ing to develop procedures, processes, and equipmentto improve and ensure the quality of its products.

The International Protection (IP) Code testing isthe currently accepted test for degrees of protec-tion for electrical enclosures. Inpro/Seal feels thatthis test method, while internationally accepted, failsto fully test the degree of protection afforded motorbearings. The test methods normally used by the

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majority of industry are subjective in nature, pro-viding only a pass or fail rating without meaningfulmetrics of the result. Inpro/Seal has developed testprocedures and equipments that far exceed the re-quirements of the IP Codes. Through the use of itstest procedures and in-house-built equipment, Inpro/Seal can now quantify or express the different testsin meaningful or empirical terms. The companyalso demonstrates repeatability for the testing pro-cess and uses hard metrics to address shortcom-ings. Inpro/Seal’s philosophy is to test each prod-uct until it fails versus testing only to see if it passes.By testing product until there is a failure and ana-lyzing the data from the test results, Inpro/Sealensures that a given design will always pass the IPCode rating. This offers the company’s customersa guarantee of the degree of protection and expectedlife expectancy its bearing isolators provide, whichgives the end user a tool to develop a true life cyclecost of its end-use equipment. By having and usingfixed tooling, test stands, procedures, and empiri-cal data, Inpro/Seal can now accurately predict ex-pected results when modifying existing designs ordeveloping new designs for new non-contact bear-ing isolator applications.

International Electrotechnical CommissionTest Stand

The Inpro/Seal Company has successfully reducedboth cost and time by developing in-house testing toestablish the ability of its seals to withstand dustand moisture, which has resulted in significant sav-ings to its customers. Inpro/Seal previously reliedon other companies to provide this testing and toprovide an International Protection Code in accor-dance with standards from the InternationalElectrotechnical Commission.

The industry standard for testing electrical en-closures is provided by the InternationalElectrotechnical Commission (IEC). The standardprovides methods to obtain an International Pro-tection (IP) Code. The Inpro/Seal Company for-merly relied on outside testing laboratories to per-form tests on its bearing isolators in accordancewith IEC standards. The tests consisted of sub-jective methods to determine whether or not thebearing isolators met certain standards for with-standing dust and moisture, after which an IPCode was assigned to the bearing isolator. These

tests were both extremely costly ($40,000/test)and time consuming.

To better serve its customers, the Inpro/SealCompany developed in-house test stands that meetthe IEC standards. To ensure the tests could bereproduced consistently, improvements weremade that consisted of a standardized test standand a defined angle at which testing was per-formed, enabling Inpro/Seal to greatly reduce thecost and time to acquire an IP Code rating. Thetest stand consists of a variable-speed motor, ta-chometers, variable-velocity water jets, a fixed-position stand, variable-angle water jets, and spe-cialized equipment for dust-protection testing.

Inpro/Seal’s tests provide repeatable testing,save money, and reduce the time required to per-form the tests. In-house testing has also enabledInpro/Seal to perform testing independent of ex-ternal company-provided testing.

Production

Low Technologies That Work

The Inpro/Seal Company employs various low-technology solutions in its production cycle that savetime and money on the shop floor. These solutionsenable new employees to learn the processes morequickly while reducing confusion on the shop floor.

The Inpro/Seal Company uses several differentlow-technology solutions to solve several of its pro-duction problems and needs. These low-technol-ogy solutions are not temporary fixes but are time-tested solutions that keep production movingwhile helping to reduce production time and cost.Some of these simple solutions, along withstreamlined production of parts, have helpedInpro/Seal to incur a cost increase of only 9% inthe past seven years.

Simple color-coding is the first low technologythat helps designate how much of the productionprocess needs to be completed for an order. Bluepaper is used for orders for parts that are cur-rently in stock to prevent them from being repro-duced and from wasting floor time. Yellow paperis used for isolator orders that already have partsin stock but need to enter final assembly beforeshipping. White paper is used for regular ordersthat need to proceed through the entire produc-tion process, from design to shipping. White forms

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may receive a red-colored “hot” sticker that indi-cates they are priority orders in the production cells.

Color-coding is used in more than one area ofthe shop. The stock material is labeled with colorcodes to differentiate various types of steel. Sincethe two types of steel commonly used by Inpro/Seal are physically similar in appearance, it wasdecided to mark each type of stock with a colorcode to prevent any mistaken material identity.Stainless 303 is currently marked with red andstainless 316 is marked with green directly on thestock of each before being placed in a bin at acell. This quick and simple coding method pre-vents many costly mistakes. Color-coding mate-rial is also applied to waste material. Since bronzescrap is recycled, the pure or “clean” bronze scrapis placed into barrels marked with a bright greencolor so that bronze with no contaminants can bysent to the recycling plant. This cost-effectiveprocess enables Inpro/Seal to receive a larger re-turn since there are no foreign materials to beremoved from its scrap.

A major innovation at Inpro/Seal is its partscleaning process, which is actually a downgradefrom a previous process during which parts hadto be placed on a line, go through a cleaner, thenride on a conveyer belt while drying. This pro-cess was expensive due to energy consumed bythe machine, time to load parts into the machine,and time wasted cleaning scraps out of the ma-chine. This process has been replaced with abucket of water containing water softener at eachmachine in the shop. As parts are completed byCNC machines or mills, they are blown off withair and dunked into the bucket of water. The airgenerally blows off any scrap material, while thewater softener removes any cutting fluids fromthe tooling process without leaving any water-marks. This simple approach has been found tobe cheaper and more effective than a parts cleanerdesigned to perform the same job. In the nearfuture, the old parts cleaner is to be removed fromthe shop floor, freeing space for more productionmachines and other cells on the floor. Inpro/Sealhopes to sell the original cleaner assembly, whichwill partially pay for removal of the machine.

Even while using the more complicated tools inthe shop, Inpro/Seal finds a way to simplify itsprocess and keep it moving smoothly. Every partthat comes into the company’s programming de-partment is designed to match the tooling of theCNC machines currently running. The program-

ming department is responsible for writing theprograms for CNC machines to design. This sim-plifies the process of machining parts by reducingthe number of tool changes performed on the shopfloor. This also helps to standardize designs andmake the actual designing of the part run morequickly and efficiently.

Though there are many complicated machinesused to cut the product out of raw stock, only ascrewdriver that has been bent 90° and its sharpedges ground off is used to assemble the isola-tors. This simple tool allows the O-rings to quicklyand easily be inserted into the parts without theneed to have a custom tool created. These toolsare also given to regional sales representativesto perform on-site fixes or final assembly demon-strations.

Simple setups are also used in the test lab areawhere all test stands and test setups are designedand created in house. This saves Inpro/Seal thou-sands of dollars that would be otherwise be spenton buying expensive test setups created by an out-side company. Most of these test setups are simpleby design yet perform their tests accurately. In-house ingenuity can be attributed to the effectiveuse of materials to perform a multitude of tests,including the industry standard International Pro-tection (IP) Code test.

Several software programs have also been ef-fectively used at Inpro/Seal to save money on thepurchase of expensive programs, save money onkeeping licenses current, and save time using/training employees to use the program. Insteadof using an expensive and complicated productionplanning software, Inpro/Seal uses a simple soft-ware tool that sends each job request to its ap-propriate destination and tracks the status of jobsin the production process. When an order comesfrom sales or engineering, a production managerreceives the order on a screen in his/her office; ifneeded, the programming office also receives thisorder. The order is sent to a production cell to becompleted, then to final assembly and shipping.This simple software allows the process to betracked and standardized by creating a prioritizedlist of orders that must be completed to the ap-propriate shop locations and updating the loca-tions using barcodes.

The tooling inventory program is also simpli-fied. A simple Excel spreadsheet with read-onlyaccess in the cells is used by operators to ensurethat all of their tools are in their cell everyday.

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The spreadsheet indicates how many of the req-uisite tool sizes should be located in each cell; thisinformation can be updated in the programmingoffice if needed. The spreadsheet also containsembedded links to the procedures and standardsfor changing each tool. This helps even the inexpe-rienced operators find the proper way to performtooling changes without needing a hardcopy manualin the cell.

Inpro/Seal’s use of low technologies in the pro-duction cycle has been economically advantageouswhile reducing production time.

Machine Cell Specification

Cell specialization based on similar products ratherthan similar processes has significantly increasedthe production capabilities at the Inpro/Seal Com-pany. Cells creating similar products require lesstooling changes and reduce machine downtime.

The Inpro/Seal Company implements several cellspecification techniques to increase productivity byreducing the amount of machine downtime duringproduction. This process is used to optimize produc-tion and increases one-day turnaround for which thecompany is known. Several different methods areemployed to achieve specialization on various levelsthat reduce the manpower required for high-volumeproduction or increase the efficiency of lower-volumeproduction. Much of this specification is already be-ing implemented, with one type of high-volume speci-fication emerging in the near future.

The initial type of cell specification within Inpro/Seal’s manufacturing process relates to the mate-rial used in the production of an order. Inpro/Sealcreates its isolators using two basic materials –stainless steel and bronze (the primary material).Since these two materials have very different prop-erties and fewer steel parts are made, there is aspecific cell dedicated to steel parts. This separa-tion and cell specialization reduces downtime forCNC machines used for tooling since there are lesstooling changes on each machine. This separationalso helps to increase the life of cutting tools usedfor production of bronze isolators since bronze is arelatively soft metal. Because the steel cutting toolsin the machines need to be changed more often,the tools in this cell are also fitted with quick adapt-ers to reduce downtime of the machine. The adapt-ers and lower-rate production of this cell also lend

it to perform more custom production, freeing upthe rest of the plant for normal production. Theseparation of material also increases the return onbronze scraps by $.05 per pound, since recycling of“clean” or uncontaminated pure bronze scraps yieldsa higher return.

Cells are also specialized by the tooling requiredfor a specific design. By assigning only those mod-els that require a specified or very similar tooling,machine downtime is greatly reduced. Whenswitching from one design to another, toolingchanges can take up to 45 minutes before a ma-chine is up and running again. Without toolingchanges, the same machine will take only 7-8 min-utes to prepare for the next model/design. Thiskeeps machines up and running longer and greatlydecreases downtime. This decreased downtime isapparent in the fact that on average, 2.8 of the 3machines in a typical cell are running all 8 hoursper shift. Operators in these cells will also orga-nize the orders in their cell to finish those usingthe same stock sizes to further reduce the time fortooling changes.

This order can be compromised by so-called “hot”orders sent into the cell, supporting a pull systemwithin the cell. Even though the operator can or-ganize longer-term jobs to create a more efficientschedule for tooling changes, some orders take pri-ority due to schedule constraints and will be movedup in the queue. “Hot” orders are sent to a specificcell that is most capable of completing the orderquickly so the change in queue order will not dis-rupt the production of the other orders within thecell. Queue changing ensures that priority ordersare accelerated and pulled to shipping from the cellspecialized to expedite the order.

Inpro/Seal also makes use of specialization for thequantity required for production in one order. Thereis currently one cell dedicated to only high-produc-tion, low-margin orders. This cell contains four CNCmachines that perform all of the lathe work andmilling for either rotor or stator in one machine allcontrolled by one operator. All four machines areequipped with bar feeders to allow longer pieces ofstock to be loaded into each machine. With stockloaded and the program set on the machine, thesemachines can be left to create the number of partsneeded. This allows the operator to run each ma-chine while still having time to clean the parts andperform final assembly and quality control by spot-checking some parts. A quality control/ final as-sembly person also works in the cell performing

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dimension checks and assembling cleaned parts fromthe operators. This one cell currently produces al-most half of the total parts produced each month.In the near future another cell will be added tocomplement the work done by this cell and increaseproduction for large orders.

Since there is a cell specifically dedicated to high-level production runs, there must be a cell dedi-cated to one-offs and very low-volume productionruns. Custom jobs are mostly accomplished in amanual-tooling cell. Here there are manual lathesand mills to complete jobs that would require tool-ing changes elsewhere. Rather than shutting downa CNC machine to change tooling for a single part,the manual tools are used to keep the other cellsproductive. This helps to keep machine downtimeto a minimum while still completing small customorders in a timely fashion. Manual cells follow thesame procedures as the other cells, including theirown quality control.

Control interfaces are also being specialized withincells and throughout the shop/production area.Inpro/Seal is moving toward standardizing the con-trol interface of all new CNC machines to reducethe amount of training required for operators withineach cell. Similar interfaces will not only increaseproduction within a cell due to familiarity with theinterface but will allow operator flexibility betweencells. With similar control interfaces, operation ofone machine should not differ much from the op-eration of a different machine, increasing operatorconfidence in using multiple machines and keepingthe machines working at full speed.

Cell specialization will continue to be used to in-crease production rates at Inpro/Seal. An experi-mental cell is currently being used to test new ideasfor the in-cell process that will increase productiv-ity and reduce downtime. The specialization willcontinue to be more product-specific and less pro-cess-specific to further increase productivity.

Product Planning Process

The Inpro/Seal Company employs a remarkablyefficient and continuous real-time production sched-uling process. Using simple network-based software,the production queue is managed via shipping dates,which allows for priority same-day orders to be in-serted at or near the top of the queue. Machine down-time is minimized by directing jobs to machine cellsbased on stock size and tooling similarities. The key

to Inpro/Seal’s impressive flexibility is placing re-sponsibility for completion of portions of the queueinto the hands of the machine operators.

The Inpro/Seal Company in Rock Island, Illinois,produces bearing isolators for rotating machinery.Inpro/Seal has developed a simple and efficient yethighly flexible product planning process that turnsout 40,000 units per month and is able to boast same-day shipping of 30% of the company’s output.

This pull process is initiated once a design hasbeen translated into machine code for the CNCmachine, released by the Production ProgrammingOffice, and enters the production queue. This trig-gers several events. First, the Production ControlOffice routes the design to one of seven CNC cellsbased on the material stock-size type and outer di-ameter to minimize retooling between jobs. Giventhat many jobs are single units or very small pro-duction runs, downtime for retooling is a criticalmetric at Inpro/Seal. Design release also triggersinventory staging of stock and O-rings at the appro-priate production cell. Last, the process clock isstarted to measure the total time from design re-lease to completion of packaging.

Production Control is responsible for managingthe production queue and ensuring orders meet therequested shipping date by apportioning work in thequeue to one of seven CNC cells based on stock sizeand tooling requirements. The simple computer-network-based queue is visible to virtually anyonein the sales and production offices, and any changesor additions are instantly posted. Each CNC cellconsists of multiple machines (typically three) op-erated simultaneously by a crew of one to threeoperators. Three cells are unique in their orienta-tion – one is reserved for manual machining, one isused for large quantity runs, and one is operated asa lean experimental cell. All three cells, however,can accept work from the queue like any other. Thecell operators have the responsibility of managingtheir own queues. They have the freedom to reor-der their queue and assign jobs to any of their ma-chines based on stock size and tooling similarities,with the shipping date driving priorities.

This instant visibility of work in progress and theability to resequence jobs is one of the key enablersto Inpro/Seal’s impressive responsiveness to same-day shipping of the priority orders that constitute30% of daily production. Upon receipt of a priorityorder, Production Control inserts it into the queueusing the same criteria as any other job. Since the

9

shipping date drives the pull process, it instantlyappears at or near the top of the queue. Associatedpaperwork receives a red “Must Ship Today” stickerto reinforce the priority status. This simple yethighly efficient handling of all orders – the so-calledcontinuous real-time scheduling – eliminates per-turbations in the production process.

As each job enters and leaves machining, mill-ing, final assembly, and shipping, it is logged inand out using a simple barcode-based tracking sys-tem. The status of any job can be instantly deter-mined; if adjustments are necessary to the designor production run, the job can be removed, altered,and reinserted into the queue. The tracking sys-tem also allows Inpro/Seal to determine and trackseveral key metrics – machine time versus pro-cess time, and machine cell operation time versusoperator work hours. The company’s goal is todrive overall process time as close to actual ma-chine time (including final hand assembly), mini-mizing the time that partial assemblies sit idle.The second metric, the ratio of machine cell op-eration to operator work hours, currently standsat 2.8:1 for a three-machine cell. This means thatfor each hour an operator is on the job, a total of12 minutes of downtime is spread across his or herthree machines (or an average of only four min-utes of downtime per machine per hour).

Inpro/Seal has reached a remarkably high levelof efficiency in its production process by using simplesoftware tracking tools, remaining flexible at allpoints in the process and placing control of the pro-cess and responsibility for meeting customer dead-lines in the hands of the machine operators.

Tool Spindle Protection Using BearingIsolators

The Inpro/Seal Company has installed bearingisolators in its machine tooling spindles to virtuallyeliminate maintenance and increase reliability of thecompany’s production CNC machines. The longev-ity and ability of the bearing isolator to perform inan absolute manner with respect to complete andpermanent bearing protection has been an invalu-able asset to the Inpro/Seal production process.

In any machining operation, spindle repair andrebuilding to restore machine tool spindles to maxi-mum efficiency is an ongoing process and interruptsvaluable production time. Spindles are rotating

mechanisms that drive the cutting tool in lathes,CNC machining centers, and milling machines. Thespindle is either attached directly to the machinetool or attached via a spindle-mounted adaptor sys-tem. Spindles are typically cylindrical units com-prised of a variety of smaller components that in-clude the spindle housing, a spindle shaft, variousfittings, and precision bearings. The bearings in aspindle are extremely important because they arethe key component in the tooling spindle that al-lows the shaft to rotate without contact with otherparts. Given extensive use and exposure to cuttingcoolants, even the most well-designed spindles re-quire regular maintenance and eventual repair orpossible replacement following prolonged use.

Recognizing the cost of spindle repair and expen-sive production downtime, Inpro/Seal installed itsown invention and design of bearing isolators in two

Figure 2-2. Typical Bearing Isolator (3-DCutaway View)

Equipment Housing

RotatingShaft

BearingIsolator

10

Mazak CNC machines tooling spindles and 12 Cin-cinnati Milacron CNC machine tooling spindles tovirtually eliminate bearing maintenance and increasereliability of the company’s CNC machines that sup-port a production rate of 400,000 bearing isolatorsper year. Inpro/Seal’s bearing isolators are soldaround the world.

The Inpro/Seal bearing isolator is a non-contact,non-wearing, permanent bearing protective devicecontaining a rotor and a stator; the two are unitizedso they do not separate from one another while inuse. The rotor typically turns with a rotating shaftwhile the stator is pressed into a bearing housing(Figure 2-2). The two components interact to keepcoolant and other contamination out of the bearingenclosure and the lubricant in. Bearing isolators canbe installed in virtually any type of rotating equip-ment that requires protection from hostile environ-ments (e.g., pumps, electric motors, gear boxes, andmechanical drive steam turbines). Bearing isolatorsare made of metal, usually bronze, and utilize a va-por-blocking feature that inhibits the free transfer ofvapor contamination when the rotating equipmentis cycled on and off.

Before the introduction of bearing isolators, bear-ing protection for industrial and process equipmentwas generally limited to contact seals such as lip sealsand face seals. A rubber lip seal with a maximumuseful life of 3,000 hours (4 months) was used to pro-tect bearings with a design life rating exceeding150,000 hours (17 years). As a lip seal’s conditiondeteriorates, it grooves the shaft or carbonizes at thepoint of contact with the shaft and loses its ability toeffectively seal the bearing enclosure. Face seals,whether spring-loaded or magnetically loaded, werefound to have a finite life and were unpredictable asto the timing of their abrupt and certain failure.

Because of these inadequacies, rotating equipmentin the process industries is quite unreliable and cata-strophic failures due to bearing degradation are com-monplace. Not only do they contribute to a largeamount of maintenance and tear-down time, theyinterrupt production and greatly increase non-value-added time to the process.

At Inpro/Seal, bearing isolators have replaced lipseals in CNC tooling spindles and have proved to bean economic alternative to what was once conven-tional contact sealing methods. Their longevity andability to perform in an absolute manner with re-spect to complete and permanent bearing protectionhas been a tremendous contribution and benefit tothe Inpro/Seal production process.

Logistics

Quick Turnaround

The Inpro/Seal Company’s quick turnaround al-lows them to ship same-day orders. New orders forbearing isolators can be ordered, designed, manu-factured, packaged, and shipped on the same day.

From the conception of the bearing isolator in the1970s, Inpro/Seal knew the importance of gettingproducts to its customers. Today Inpro/Seal candesign, create, and manufacture custom-made bear-ing isolators for same-day shipment, with little-to-no storage of final products. This service is pro-vided free of charge to customers. Inpro/Sealproduces approximately 40,000 bearing isolators permonth, 30% of which are manufactured for ship-ment the same day. Inpro/Seal can actually developa new design, create, manufacture and ship prod-uct in as few as 21 minutes.

To accomplish shipment of products from orderreceived to design, manufacture, and same-dayshipping, Inpro/Seal has a number of resourcesthat it uses, including more than 60,000 designsin the company’s database as a starting point. Thecompany’s CNC code is generated and sent tomanufacturing in minutes. A 30-day supply of rawmaterial is always maintained, with multiple ma-chine groupings to produce the product and threeshifts working Monday through Friday (and Sat-urday if needed) to make a same-day turnaroundand shipment possible.

Inpro/Seal knows that their bearing isolators areoften retrofitted to machinery when machines arebeing repaired. They also know that downtime isvery costly to the company. If Inpro/Seal cannot shipthe same day, customers might take their businesselsewhere. The sooner Inpro/Seal can get its prod-uct to its customers, the more money the customercan save. Inpro/Seal can eliminate the need for itscustomers to have to store inventory, which is spacethat can be used for other purposes. In addition tonewly designed bearing isolators, Inpro/Seal can alsoprovide its existing part numbers on a same-day ba-sis. This can be very valuable to customers who havean unexpected ramp-up in their production as well.Being aware of customers needs and being able toprovide products with a quick turnaround is one ofInpro/Seal’s greatest assets and one that has madethe company so highly successful.

11

Management

Outside Sales/Worldwide Support

The Inpro/Seal Company maintains a strong out-side sales force and worldwide support base consist-ing of 22 regional managers, 103 distributors, and65 independent factory representatives to ensure thedevelopment of new customers and to satisfy thecompany’s present customers worldwide.

Aggressive marketing, competent sales, distribution,and customer support enable a company to maintain itscustomers and develop new clientele. At Inpro/Seal, asmall company that has perfected the bearing isolator,this challenge includes customers not only in the UnitedStates, Canada, and Mexico, but in worldwide marketssuch as Japan, Taiwan, Korea, the United Kingdom,France, Brazil, Africa, and Australia. Maintaining astrong sales and a worldwide support base is imperativeto customer satisfaction and the growth of the company.

Inpro/Seal, headquartered in Rock Island, Illinois, isunique in meeting this challenge. Over the past 40 years,the Inpro/Seal Company has dedicated itself to constantimprovement and refinement of its products and prac-tices. Key to the company’s success is its Outside Salesforce that provides worldwide support.

Inpro/Seal consists of more than 100 employees – 80are located at the main facility in Rock Island, while 22are regional managers that make up the Outside Salesforce that supports the various locations in the U.S.and around the world. All regional managers are re-sponsible for recruiting and managing their own dis-tributor network. Unique with Inpro/Seal is that theyare not responsible for specific geographic locations butare “account-specific.” This method not only balancesthe workload for regional managers but allows bettersupport of open accounts. In all, there are more than103 Inpro/Seal distributors and 65 independent factoryrepresentatives operating today, all of whom workclosely with Inpro/Seal to deliver the superior qualityfor which the company has become known. Inpro/Seal’sregional managers are the key interface with the dis-

tributors, OEMs, end users,Inpro/Seal Inside Sales, andEngineering (Figure 2-3). Thedistributors and factory repre-sentatives are selected and to-tally responsive to the Inpro/Seal regional managers. Alldistributors and factory repre-sentatives have access to any-one at Inpro/Seal. All regionalmanagers have engineeringdegrees or engineering back-grounds and have extensiverotating equipment knowl-edge. Regional managers, dis-tributors, and factory repre-sentatives receive a three-daytraining course taught byInpro/Seal at the company’sRock Island headquarters.

Inpro/Seal’s commitment tocustomer satisfaction, as evi-denced by its “Unconditional Sat-isfaction Guarantee” and policyof “Same-Day Shipments,” en-sures that the company will con-tinue to meet the considerabledemand for permanent, reli-able, and timely bearing protec-tion for industries worldwide.Figure 2-3. Access to Anyone

resUdnE

selaS edisnI gnireenignE

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S e c t i o n 3

Information

13

Design

Custom Product Design

The Inpro/Seal Company combines a robust teamof sales representatives, engineers, and productionmanagers focused on providing custom solutions forits customers’ bearing isolator needs. In-depth analy-sis of the application environment and the close prox-imity of these groups foster collaboration on uniquedesign applications, enabling Inpro/Seal to amass alibrary consisting of more than 60,000 designs.

The Inpro/Seal Company, a Rock Island, Illi-nois-based bearing isolator manufacturer, pridesitself on providing custom solutions for its cus-tomers’ needs. The company has accumulated alibrary consisting of more than 60,000 specificbearing isolator designs by treating each orderas a custom order. The fact that standard stock-size isolators do not fit the vast majority of ap-plications brought about this departure from thetraditional catalog approach and has increasedthe company’s product output to a level of morethan 40,000 units per month.

While many Inpro/Seal designs could be con-sidered standard solutions to common rotatingmachinery applications, the area surrounding therotating shaft often necessitates modification ofsome dimensions of the manufactured bearingisolator, making it a unique design. In other in-stances, customers request bearing isolators bedesigned for one-of-a-kind applications. The in-creasing frequency of these special solutions hasresulted in Inpro/Seal’s highly efficient customdesign process. Once all necessary operationalconditions and dimension information have beengathered for the required bearing isolator, engi-neers determine if an applicable design alreadyexists. If not, a comparable design may be modi-fied to provide a final solution. If the applicationis truly unique, a new design is started.

Engineers communicate freely with one an-other to ensure extensive corporate knowledgeand previous experience are widely applied sothat even the most complex designs are completed

in less than one business day. In-depth analysisof the application environment is undertaken tocustomize the isolator design and minimizeequipment modifications that the customer mayhave to arrange to accommodate the new bear-ing isolator.

Inpro/Seal sales managers, engineers, and pro-duction managers form a cohesive team underone roof, enabling more than 30% of units or-dered to be shipped same-day, including many cus-tom designs.

Production

Experimental Cell

The Inpro/Seal Company set up an experimentalcell using Lean principles. The cell operates withcontinuous adjustments and fine-tuning from theoperators at the same time that actual productionparts are being run.

The Inpro/Seal Company has eight differentmanufacturing cells and has designated its sev-enth cell as an experimental cell that operateswith real production and is continuously beingused for experimental manufacturing techniques.The information gathered from the cell opera-tion is then applied to other cells in the facility.The cell is able to perform all manufacturing op-erations and package final product, reducing thetime parts sit idle and eliminating the need forunnecessary travel through Inpro/Seal’s facility.

Inpro/Seal personnel are trained in lean prin-ciples and are given the freedom to provide feed-back on the operation of the experimental cell.The cell’s operators have significant input intothe design and function of the cell. For example,the use of a second computer system enables twooperators to perform simultaneous input to thesystem, reducing time waiting for the computerterminal. Cell personnel are then able to trainother Inpro/Seal employees in operating the cell.

The experimental cell provides a basis for elimi-nating waste in the manufacturing of productswhile providing information to better utilize raw

14

materials. If more products can be manufacturedout of the same raw material and wasteful move-ment can be eliminated, Inpro/Seal can continueto provide quality products at less cost.

Management

Continuous Product Improvement

The Inpro/Seal Company adheres to a policyof continuously improving its product design andperformance through the company’s in-house engi-neering, experimental machining cell, and experimen-tal laboratory. The test procedures, test equipment,and metrics gained from the lab tests allow the com-pany to quickly evaluate the incremental improve-ments that are made daily.

The Inpro/Seal Company of Rock Island, Illinois, isa manufacturer of non-contact bearing isolators foruse on any rotating shaft that must be protected fromleakage of bearing lubricant or incursion of contami-nants into the bearings. The company has a historyof continuously improving the quality and applicationsof its products. This is evident in the more than 54U.S. and foreign patents the company has received onits products since 1975. As the company grew, it ac-tively solicited ideas for product improvement fromits employees, designers, customers, and in some cases– its competitors.

The addition of a research laboratory and the abilityto collect and analyze performance data in real timehas greatly added to Inpro/Seal’s continuous productimprovement effort. The company regards the labora-tory as its Research and Experimentation (R&E) Labo-ratory versus a Research and Development Laboratory.The R&E Laboratory is equipped with a variety of teststations that include turning motors, applying waterspray, and measuring power among others. With theR&E Laboratory, its in-house engineering capability, andits experimental machining cell, Inpro/Seal is able toquickly and inexpensively evaluate and verify improve-ments or the lack of improvements in proposals.

Inpro/Seal’s goal of continuous improvement inproduct performance and experimentation of changeshas led to an approximate 8- to10-fold increase in theability of its isolators to keep contamination out ofthe bearings they are designed to protect. As anengineer-to-order company, Inpro/Seal can incorpo-rate findings from its laboratory data and test intonew designs on a daily basis.

On-Site Support

The Inside Sales/Product Support process used bythe Inpro/Seal Company ensures that customers getthe proper bearing isolator for their application byneed-date. Having a central point of contact respondto request for quotes, order entries, technical support,and engineering design ensures that customers re-ceive consistent and accurate information concern-ing the status of their bearing isolator request.

Inpro/Seal, a manufacturer of non-contact bear-ing isolators, has developed a unique process forinside sales or product support to assist their 22regional managers who are located worldwide. Thecompany has six inside sales representatives, eachserving as the primary support individual for a givennumber of the regional managers. The role of theregional manager is to market Inpro/Seal’s prod-ucts to company customers, provide technical ex-pertise in helping customers make the appropriateselection of bearing isolators for their application,and provide training and education to their custom-ers. If needed, the regional manager will assistcustomers to install the seals in their products.

Each inside product support representative/insidesales representative is in daily contact with his orher respective regional managers and helps to solvetechnical issues that the regional managers face inthe field along with assisting customers in gettingtimely quotes for their product needs. Each of theproduct support representatives receives extensivetraining in the technical/mechanical understandingof bearing isolators and their different possible ap-plications, manufacturing processing, and productquoting skills.

When prospective customers want a quote for anInpro/Seal products, they call one of the inside sales/product support specialists for a quote on price anddelivery. The sales representatives fill out an Inpro/Seal Request for Quote data sheet that contains 17critical questions relevant to the product. Based onthe answers to the questions, the inside sales rep-resentatives are able to access internal databasesand provide quotes almost instantly. If the requestedisolator requires engineering support for a new de-sign, the sales representative contacts Inpro/Seal’son-site engineers who will develop the new design/part number for the requested item. The quote isnormally processed within the same workday.

The inside sales representatives are the primarycontact for all orders placed with Inpro/Seal. They

15

work directly with distributors, original equipmentmanufacturers (OEMs), and other end-users for pro-cessing orders and shipments. They also work di-rectly with the regional managers, in-house engi-neering, and manufacturing in processing allRequests for Quotes. By having a central point ofcontact for all quotes and orders, customer needsare met consistency and accurately. Since Inpro/Seal provides products to customers worldwide, thisfurther ensures that customer needs and regionalmanager needs are met by having inside sales/prod-uct support personnel on duty on staggered workhours and holidays. This enables Inpro/Seal to en-sure that its reputation for “Same-Day Delivery” ofcustom bearing isolators is maintained.

Process Improvement

The Inpro/Seal Company has implemented ongo-ing process improvement of its production cellsthrough a dedicated experimental production testcell and a culture that encourages employee team-work, participation, and ownership of work pro-cesses. Having the experimental cell and progres-sive employee culture has resulted in reduced cycletime and rapid fulfillment of customer orders. Ur-gent customer orders for same-day shipment areroutinely inserted in the production process with-out disruption and at no additional cost for expe-dited orders.

The Inpro/Seal Company of Rock Island, Illinois,is a leading producer of bearing isolators for ro-tating equipment. Bearing isolators replace tra-

ditional rotating equipment seals. Inpro/Seal hasinstilled a culture of teamwork and continuousimprovement to meet company goals and objec-tives. The institution of an experimental produc-tion cell at the company’s Rock Island facility in-cludes CNC, milling, and assembly stations forInpro/Seal’s bearing isolators with an objective tosupport process improvement by testing variouscell layouts intended to reduce the overall cycletime for bearing isolator production.

At a top level, the company works to reduce thetime it takes from the release of a job to start pro-duction to the time the product is shipped to thecustomer. The goal is to remove non-value-addedor dead time, with an additional metric being tooptimize machine operating time to overall processtime. Inpro/Seal also measures material used perisolator to its standard to validate the standard andto explore other potential improvement efforts.

A key aspect to Inpro/Seal improvement is thatthe process improvement function is a recognizedpart of every employee’s job. Management providesthe goals, resources, and environment, includingthe experimentation cell. Volunteer operators areput in place to develop and then measure the per-formance of different configurations of the cell thatmight reduce cycle time and optimize machine-op-erating time. Production cell operators are reliedon heavily in this continuous improvement process.Lessons learned from these efforts are then appliedas appropriate in the plant by changing other pro-duction cell layouts or work processes. Inpro/Sealemployees take obvious pride in the improvementsthey develop, which are a major contribution to thecompany’s success.

A p p e n d i x A

Table of Acronyms

ACRONYM DEFINITION

IEC International Electrotechnical CommissionIP Code International Protection Code

R&E Research and Experimentation

A-1

A p p e n d i x B

BMP Survey Team

B-1

Team Member Activity Function

Larry Halbig BMP Field Office - Indianapolis Team Chairman317-891-9901 Indianapolis, IN

Gail Lavrusky BMP Center of Excellence Technical Writer301-405-9990 College Park, MD

TEAM 1

Don Hill BMP Field Office - Indianapolis Team Leader317-849-3202 Indianapolis, IN

Katie Erekson Rock Island Arsenal309-782-3737 Rock Island, IL

TEAM 2

Al Lang BMP Field Office - Charleston Team Leader843-818-9498 Charleston, SC

Nick Bouchat BMP Center of Excellence301-405-9990 College Park, MD

Tom McKavitt BMP Center of Excellence301-405-9990 College Park, MD

PRODUCT

FUNDINGMONEY

PHASING

TQM

COST

ASSESMENT

DESIGN TEST PRODUCTION FACILITIES LOGISTICS MANAGEMENT

DESIGN

REFERENCE

MISSION PROFILE

TRADE

STUDIES

DESIGN

PROCESS

PARTS &

MATERIALS

SELECTION

COMPUTER-

AIDED

DESIGN

BUILT-IIN

TEST

DESIGN

REVIEWS

BREAD BOARD

DEVELOPMENT

BRASS BOARD

DEVELOPMENT

PROTOTYPE

DEVELOPMENT &

REVIEW

DESIGN

REQUIRREMENTS

DESIGN

POLICY

DESIGN

ANALYSIS

SOFTWARE

DESIGN FOR

TESTING

CONFIGURATION

CONTROL

DESIGN

RELEASE

CONCEPT

STUDIES &

ANALYSIS

SPECIFICATION

DEV/ALLOCATION

VALIDATION

DESIGN FOR

ASSEMBLY

INTEGRATED

TEST

FAILURE

REPORTING

SYSTEM

UNIFORM

TEST

REPORT

SOFTWARE

TEST

DESIGN

LIMIT

LIFE

TEST, ANYLIZE &

FIX (TAAF)

FIELD

FEEDBACK

TEMP

DEVELOPMENT/

EXECUTION

SOFTWARE

SIMULATOR

MANUFACTURING

PLAN

QUALIFY

MANUFACTURING

PROCESS

PIECE PART

CONTROL

SUBCONTRACTOR

CONTROL

DEFECT

CONTROL

TOOL

PLANNING

SPECIAL TEST

EQUIPMENT (STE)

COMPUTER-AIDED

MANUFACTURING

(CAM)

MANUFACTURING

SCREENING

PRODUCTION

FABRICATION

ENVIRONMENTAL

ISSUES

MODERNIZATION

FACTORY

IMPROVEMENTS

PRODUCTIVITY

CENTER

FIELD VISITS/

SITE SURVEYS

SUPPORTABILITY

ANALYSIS

MANPOWER &

PERSONNEL

SUPPORT &

TEST

EQUIPMENT

TRAINING

MATERIALS &

EQUIPMENT

SPARES

TECHNICAL

MANUALS

LOGISTICS

ANALYSIS

DOCUMENTATION

MANUFACTURING

STRATEGY

DATA

REQUIREMENTS

PRODUCTION

BREAKS

PREPARE

REQUIREMENT

DOCUMENTS

DESIGN/

MILESTONE

REVIEW PLANNING

TECHNOLOGY

BASE

ANALYSIS

DIM. MANUF.

SOURCES & MAT.

SHORTAGE (DMSMS)

PERSONNEL

REQUIREMENTS

TECHNICAL

RISK

ASSESSMENT

DETERMINING

DEFINING NEED

FOR SYSTEM

QUALITY

ASSURANCE

MAKE OR BUY

DECISIONS

SCHEDULE

& PLANNING

TRANSITION PLAN

NEW PMWS

TEMPLATES

A p p e n d i x C

Critical Path Templates and BMP Templates

This survey was structured around and concentrated on the functional areas of design, test, production,facilities, logistics, and management as presented in the Department of Defense 4245.7-M, “Transition fromDevelopment to Production” document. This publication defines the proper tools-or templates-that consti-tute the critical path for a successful material acquisition program. It describes techniques for improvingthe acquisition process by addressing it as an industrial process that focuses on the product’s design, test,and production phases which are interrelated and interdependent disciplines.

The BMP program has continued to build on this knowledge base by developing 17 new templates thatcomplement the existing DOD 4245.7-M templates. These BMP templates address new or emerging tech-nologies and processes.

“CRITICAL PATH TEMPLATES

TRANSITION FROM DEVELOPMENT TO PRODUCTION”

C-1

FOR

A p p e n d i x D

The Program Manager’s WorkStation

The Program Manager’s WorkStation (PMWS)is an electronic suite of tools designed to providetimely acquisition and engineering information tothe user. The main components of PMWS areKnowHow, the Technical Risk Identification andMitigation System (TRIMS), and the BMP Data-base. These tools complement one another andprovide users with theknowledge, insight, andexperience to make in-formed decisions throughand beyond all phases ofproduct developmentand production.

KnowHow providesknowledge as an elec-tronic library of technicalreference handbooks,guidelines, and acquisitionpublications that cover avariety of engineering top-ics including the DoD 5000series. The electronic col-lection consists of expertsystems and simple digitalbooks. In expert systems,KnowHow prompts theuser to answer a seriesof questions to deter-mine where the user iswithin a program’s de-velopment. Recommendations are providedbased on the book being used. In simple digitalbooks, KnowHow leads the user through theprocess via an electronic table of contents to de-termine which books in the library will be themost helpful. The program also features a fuzzylogic text search capability so users can locatespecific information by typing in keywords.KnowHow can reduce document search timesby up to 95%.

TRIMS provides insight as a knowledge-basedtool that manages technical risk rather than costand schedule. Cost and schedule overruns aredownstream indicators of technical problems. Pro-grams generally have had process problems long

before the technical problem is identified. To avoidthis progression, TRIMS operates as a process-ori-ented tool based on a solid systems engineeringapproach. Process analysis and monitoring pro-vide the earliest possible indication of potentialproblems. Early identification provides the timenecessary to apply corrective actions, thereby pre-

venting problems andmitigating their impact.TRIMS is extremely user-friendly and tailorable.This tool identifies areasof risk, tracks programgoals and responsibili-ties, and can generate avariety of reports to meetthe user’s needs.

The BMP Databaseprovides experience as aunique, one-of-a-kind re-source with more than5,000 best practices thathave been verified anddocumented by an inde-pendent team of expertsduring BMP surveys.BMP publishes its findingsin survey reports and pro-vides the user with basicbackground, process de-scriptions, metrics and

lessons learned, and a point of contact for furtherinformation. The BMP Database features a search-ing capability so users can locate specific topics bytyping in keywords. Users can either view the re-sults on screen or print them as individual abstracts,a single report, or a series of reports. The databasecan also be downloaded, run on-line, or purchasedon CD-ROM from the BMP Center of Excellence.The BMP Database continues to grow as new sur-veys are completed. Additionally, the database isreviewed every other year by a BMP core team ofexperts to ensure the information remains current.

For additional information on PMWS, please con-tact the Help Desk at (301) 403-8179, or visit theBMP Web site at http://www.bmpcoe.org.

D-1

A p p e n d i x E

Best Manufacturing Practices Satellite Centers

There are currently nine Best Manufacturing Practices (BMP) satellite centers that provide representa-tion for and awareness of the BMP Program to regional industry, government and academic institutions.The centers also promote the use of BMP with regional Manufacturing Technology Centers. Regional manu-facturers can take advantage of the BMP satellite centers to help resolve problems, with the centers hostinginformative, one-day regional workshops that focus on specific technical issues.

Center representatives also conduct BMP lectures at regional colleges and universities; maintain lists ofexperts who are potential survey team members; provide team member training; and train regional person-nel in the use of BMP resources.

The nine BMP satellite centers include:

California

Izlay (Izzy) MercankayaBMP Satellite Center ManagerNaval Surface Warfare Center, Corona DivisionCode QA-21, P.O. Box 5000Corona, CA 92878-5000(951) 273-5440FAX: (951) 273-5315izlay.mercankaya@navy.mil

District of Columbia

Brad BotwinBMP Satellite Center ManagerU.S. Department of CommerceBureau of Industry & Security14th Street & Constitution Avenue, N.W.H3876Washington, DC 20230(202) 482-4060FAX: (202) 482-5650bbotwin@bis.doc.gov

Illinois

Robert LindstromBMP Satellite Center ManagerRock Valley College3301 North Mulford RoadRockford, IL 61114-5699(815) 921-2073FAX: (815) 654-4343r.lindstrom@rvc.cc.il.us

Iowa

Ron CoxBMP Satellite Center ManagerIowa Procurement Outreach Center2273 Howe Hall, Suite 2617Ames, IA 50011(515) 289-0280 or (515) 294-5240FAX: (515) 294-4925rcox@iastate.edu

Louisiana

Gregory T. Dobson, Ph.D.BMP Satellite Center ManagerSite Director, Simulation Based Design CenterUniversity of New Orleans, College of EngineeringGulf Coast Region Maritime Technology Centerc/o NGSS-Avondale OperationsStation 721-1-15100 River RoadNew Orleans, LA 70094-2706(504) 654-2773FAX: (504) 654-3880greg.dobson@gcrmtc.org

Ohio

Larry BrownBMP Satellite Center ManagerEdison Welding Institiute1250 Arthur E. Adams DriveColumbus, OH 43221-3585(614) 688-5080FAX: (614) 688-5001larry_brown@ewi.org

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Pennsylvania

John W. LloydBMP Satellite Center ManagerMANTEC, Inc.P.O. Box 5046York, PA 17405(717) 843-5054FAX: (717) 843-0087lloydjw@mantec.org

South Carolina

Henry E. WatsonBMP Satellite Center ManagerSouth Carolina Research Authority - AppliedResearch and Development Institute100 Fluor DanielClemson, SC 29634(864) 656-6566FAX: (843) 767-3367watson@scra.org

Tennessee

Duane BiasBMP Satellite Center ManagerY-12 National Security ComplexBWXT Y-12, L.L.C.P.O. Box 2009Bear Creek RoadOak Ridge, TN 37831-8091(865) 241-9288FAX: (865) 574-4614biasdl@y12.doe.gov

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Navy Manufacturing Technology Centers of Excellence

The Navy Manufacturing Technology Program has established Centers of Excellence (COEs) to providefocal points for the development and technology transfer of new manufacturing processes and equipment ina cooperative environment with industry, academia, and the Navy industrial facilities and laboratories.These consortium-structured COEs serve as corporate residences of expertise in particular technologicalareas. The following list provides a description and point of contact for each COE.

Best Manufacturing Practices Center ofExcellence

The Best Manufacturing Practices Center of Excel-lence (BMPCOE) provides a national resource toidentify and share best manufacturing and businesspractices being used throughout government, in-dustry, and academia. The BMPCOE was establishedby the Office of Naval Research’s BMP Program,the Department of Commerce, and the Universityof Maryland at College Park. By improving theuse of existing technology, promoting the introduc-tion of improved technologies, and providing non-competitive means to address common problems,the BMPCOE has become a significant factor incountering foreign competition.

Point of Contact:Rebecca ClaytonBest Manufacturing Practices Center of Excellence4321 Hartwick RoadSuite 400College Park, MD 20740Phone: (301) 405-9990FAX: (301) 403-8180E-mail: rebecca@bmpcoe.org

Institute for Manufacturing and SustainmentTechnologies

The Institute for Manufacturing and SustainmentTechnologies (iMAST) is located at the Pennsylva-nia State University’s Applied Research Laboratory.iMAST’s primary objective is to address challengesrelative to Navy and Marine Corps weapon systemplatforms in the areas of mechanical drive trans-mission technologies, materials processing technolo-gies, laser processing technologies, advanced com-posites technologies, and repair technologies.

Point of Contact:Mr. Robert CookInstitute for Manufacturing and SustainmentTechnologiesARL Penn State UniversityP.O. Box 30State College, PA 16804-0030Phone: (814) 863-3880FAX: (814) 863-1183E-mail: rbc5@psu.edu

Composites Manufacturing TechnologyCenter (operated by the South CarolinaResearch Authority)

The Composites Manufacturing Technology Cen-ter (CMTC) is a Center of Excellence for the Navy’sComposites Manufacturing Technology Program.The South Carolina Research Authority (SCRA) op-erates the CMTC and the Composites Consortium(TCC) serves as the technology resource. The TCChas strong, in-depth knowledge and experience incomposites manufacturing technology. The SCRA/CMTC provides a national resource for the devel-opment and dissemination of composites manufac-turing technology to defense contractors and sub-contractors.

Point of Contact:Mr. Henry WatsonApplied Research and Development InstituteComposites Manufacturing Technology Center934-D Old Clemson HighwayEagles Landing Professional ParkSeneca, SC 29672Phone: (864) 656-6566FAX: (864) 653-7434E-mail: watson@scra.org

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Electronics Manufacturing ProductivityFacility (operated by American Competi-tiveness Institute)

The Electronics Manufacturing Productivity Facil-ity (EMPF) identifies, develops, and transfers inno-vative electronics manufacturing processes to do-mestic firms in support of the manufacture ofaffordable military systems. The EMPF operates asa consortium comprised of government, industry,and academic participants led by the American Com-petitiveness Institute under a cooperative agree-ment with the Navy.

Point of Contact:Mr. Michael FredericksonElectronics Manufacturing Productivity FacilityOne International Plaza, Suite 600Philadelphia, PA 19113Phone: (610) 362-1200, ext. 215FAX: (610) 362-1288E-mail: mfrederickson@aciusa.org

Electro-Optics Center (operated by thePennsylvania State University’s AppliedResearch Laboratory)

The Electro-Optics Center (EOC) is a national con-sortium of electro-optics industrial companies, uni-versities, and government research centers thatshare their electro-optics expertise and capabilitiesthrough project teams focused on Navy require-ments. Through its capability for national electroniccommunication and rapid reaction and response, theEOC can address issues of immediate concern tothe Navy Systems Commands. The EOC is man-aged by the Pennsylvania State University’s AppliedResearch Laboratory.

Point of Contact:Dr. Karl HarrisElectro-Optics CenterWest Hills Industrial Park77 Glade DriveKittanning, PA 16201Phone: (724) 545-9700FAX: (724) 545-9797E-mail: kharris@psu.edu

Navy Joining Center (operated byEdison Welding Institute)

The Navy Joining Center (NJC) provides a nationalresource for the development of materials joining ex-pertise and the deployment of emerging manufactur-ing technologies to Navy contractors, subcontractors,and other activities. The NJC works with the Navy todetermine and evaluate joining technology require-ments and conduct technology development and de-ployment projects to address these issues. The NJCis operated by the Edison Welding Institute.

Point of Contact:Mr. Harvey R. CastnerEWI/Navy Joining Center1250 Arthur E. Adams DriveColumbus, OH 43221-3585Phone: (614) 688-5063FAX: (614) 688-5001E-mail: harvey_castner@ewi.org

Navy Metalworking Center (operated byConcurrent Technologies Corporation)

The Navy Metalworking Center provides a nationalcenter for the development, dissemination, and imple-mentation of advanced technologies for metalwork-ing products and processes. Operated by the Concur-rent Technologies Corporation, the NavyMetalworking Center helps the Navy and defense con-tractors improve manufacturing productivity and partreliability through development, deployment, train-ing, and education for advanced metalworking tech-nologies.

Point of Contact:Dr. Daniel WinterscheidtNavy Metalworking Centerc/o Concurrent Technologies Corporation100 CTC DriveJohnstown, PA 15904-1935Phone: (814) 269-6840FAX: (814) 269-2501E-mail: winter@ctcgsc.com

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Energetics Manufacturing TechnologyCenter

The Energetics Manufacturing Technology Center(EMTC) addresses unique manufacturing processesand problems of the energetics industrial base toensure the availability of affordable, quality, and safeenergetics. The EMTC’s focus is on technologies toreduce manufacturing costs, improve product qual-ity and reliability, and develop environmentally be-nign manufacturing processes. The EMTC is lo-cated at the Indian Head Division of the NavalSurface Warfare Center.

Point of Contact:Mr. John BroughNaval Surface Warfare CenterIndian Head Division101 Strauss AvenueBuilding D326, Room 227Indian Head, MD 20640-5035Phone: (301) 744-4417DSN: 354-4417FAX: (301) 744-4187E-mail: broughja@ih.navy.mil

Center for Naval Shipbuilding Technology

The Center for Naval Shipbuilding Technology(CNST) supports the Navy’s ongoing effort to iden-tify, develop and deploy in U.S. shipyards, advancedmanufacturing technologies that will reduce the costand time to build and repair Navy ships. CNSTprovides a focal point for developing and transfer-ring new manufacturing processes and technologiy;benefits that will accrue not only to the Navy but to

industry. CNST is operated and managed by ATI inCharleston, South Carolina.

Point of Contact:Mr. Ron GloverCenter for Naval Shipbuilding Technology5300 International BoulevardCharleston, SC 29418Phone: (843) 760-4606FAX: (843) 760-4098E-mail: glover@aticorp.org

Gulf Coast Region Maritime TechnologyCenter (operated by the University ofNew Orleans, College of Engineering)

The Gulf Coast Region Maritime Technology Center(GCRMTC) fosters competition in shipbuilding tech-nology through cooperation with the U.S. Navy, rep-resentatives of the maritime industries, and variousacademic and private research centers throughoutthe country. Located at the University of New Or-leans, the GCRMTC focuses on improving design andproduction technologies for shipbuilding, reducingmaterial and total ownership costs, providing educa-tion and training, and improving environmental en-gineering and management.

Point of Contact:Mr. Frank Bordelon, New Orleans Site DirectorGulf Coast Region Maritime Technology CenterResearch and Technology ParkCERM Building, Room 409University of New OrleansNew Orleans, LA 70148-2200Phone: (504) 280-5609FAX: (504) 280-3898E-mail: fbordelo@uno.edu

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Completed Surveys

As of this publication, 152 surveys have been conducted and published by BMP at the companies listedbelow. Copies of older survey reports may be obtained through DTIC or by accessing the BMP Web site.Requests for copies of recent survey reports or inquiries regarding BMP may be directed to:

Best Manufacturing Practices Program4321 Hartwick Road, Suite 400

College Park, MD 20740Attn: Rebecca Clayton, Director

Phone: 1-800-789-4267FAX: (301) 403-8180rebecca@bmpcoe.org

Litton Guidance & Control Systems Division - Woodland Hills, CA (now Northrop Grumman Navigation Systems)

Honeywell, Incorporated Undersea Systems Division - Hopkins, MN (now Alliant TechSystems, Inc.)Texas Instruments Defense Systems & Electronics Group - Lewisville, TXGeneral Dynamics Pomona Division - Pomona, CAHarris Corporation Government Support Systems Division - Syosset, NYIBM Corporation Federal Systems Division - Owego, NYControl Data Corporation Government Systems Division - Minneapolis, MN

Hughes Aircraft Company Radar Systems Group - Los Angeles, CAITT Avionics Division - Clifton, NJRockwell International Corporation Collins Defense Communications - Cedar Rapids, IA (now Rockwell Collins)UNISYS Computer Systems Division - St. Paul, MN

Motorola Government Electronics Group - Scottsdale, AZGeneral Dynamics Fort Worth Division - Fort Worth, TXTexas Instruments Defense Systems & Electronics Group - Dallas, TXHughes Aircraft Company Missile Systems Group - Tucson, AZBell Helicopter Textron, Inc. - Fort Worth, TXLitton Data Systems Division - Van Nuys, CAGTE C3 Systems Sector - Needham Heights, MA

McDonnell Douglas Corporation McDonnell Aircraft Company - St. Louis, MONorthrop Corporation Aircraft Division - Hawthorne, CALitton Applied Technology Division - San Jose, CALitton Amecom Division - College Park, MD (now Northrop Grumman Electronic Systems Division)Standard Industries - LaMirada, CA (now SI Manufacturing)Engineered Circuit Research, Incorporated - Milpitas, CATeledyne Industries Incorporated Electronics Division - Newbury Park, CALockheed Aeronautical Systems Company - Marietta, GALockheed Missile Systems Division - Sunnyvale, CA (now Lockheed Martin Missiles and Space)Westinghouse Electronic Systems Group - Baltimore, MD (now Northrop Grumman Corporation)General Electric Naval & Drive Turbine Systems - Fitchburg, MARockwell Autonetics Electronics Systems - Anaheim, CA (now Boeing North American A&MSD)TRICOR Systems, Incorporated - Elgin, IL

Hughes Aircraft Company Ground Systems Group - Fullerton, CATRW Military Electronics and Avionics Division - San Diego, CAMechTronics of Arizona, Inc. - Phoenix, AZBoeing Aerospace & Electronics - Corinth, TXTechnology Matrix Consortium - Traverse City, MITextron Lycoming - Stratford, CT

1985

1986

1987

1988

1989

1990

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Resurvey of Litton Guidance & Control Systems Division - Woodland Hills, CANorden Systems, Inc. - Norwalk, CT (now Northrop Grumman Norden Systems)Naval Avionics Center - Indianapolis, INUnited Electric Controls - Watertown, MAKurt Manufacturing Company - Minneapolis, MNMagneTek Defense Systems - Anaheim, CA (now Power Paragon, Inc.)Raytheon Missile Systems Division - Andover, MA (now Raytheon Integrated Air Defense Center)AT&T Federal Systems Advanced Technologies and AT&T Bell Laboratories - Greensboro, NC and Whippany, NJResurvey of Texas Instruments Defense Systems & Electronics Group - Lewisville, TX

Tandem Computers - Cupertino, CACharleston Naval Shipyard - Charleston, SCConax Florida Corporation - St. Petersburg, FLTexas Instruments Semiconductor Group Military Products - Midland, TXHewlett-Packard Palo Alto Fabrication Center - Palo Alto, CAWatervliet U.S. Army Arsenal - Watervliet, NYDigital Equipment Company Enclosures Business - Westfield, MA and Maynard, MAComputing Devices International - Minneapolis, MN (now General Dynamics Information Systems)

(Resurvey of Control Data Corporation Government Systems Division)Naval Aviation Depot Naval Air Station - Pensacola, FL

NASA Marshall Space Flight Center - Huntsville, ALNaval Aviation Depot Naval Air Station - Jacksonville, FLDepartment of Energy Oak Ridge Facilities (Operated by Martin Marietta Energy Systems, Inc.) - Oak Ridge, TN

(now National Nuclear Security Administration)McDonnell Douglas Aerospace - Huntington Beach, CA (now Boeing Space Systems)Naval Surface Warfare Center Crane Division - Crane, IN and Louisville, KYPhiladelphia Naval Shipyard - Philadelphia, PAR. J. Reynolds Tobacco Company - Winston-Salem, NCCrystal Gateway Marriott Hotel - Arlington, VAHamilton Standard Electronic Manufacturing Facility - Farmington, CT (now Hamilton Sundstrand)Alpha Industries, Inc. - Methuen, MA

Harris Semiconductor - Palm Bay, FL (now Intersil Corporation)United Defense, L.P. Ground Systems Division - San Jose, CANaval Undersea Warfare Center Division Keyport - Keyport, WAMason & Hanger - Silas Mason Co., Inc. - Middletown, IA (now American Ordnance LLC)Kaiser Electronics - San Jose, CAU.S. Army Combat Systems Test Activity - Aberdeen, MD (now Aberdeen Test Center)Stafford County Public Schools - Stafford County, VA

Sandia National Laboratories - Albuquerque, NMRockwell Collins Avionics & Communications Division - Cedar Rapids, IA (now Rockwell Collins, Inc.)

(Resurvey of Rockwell International Corporation Collins Defense Communications)Lockheed Martin Electronics & Missiles - Orlando, FLMcDonnell Douglas Aerospace (St. Louis) - St. Louis, MO (now Boeing Integrated Defense Systems)

(Resurvey of McDonnell Douglas Corporation - McDonnell Aircraft Company)Dayton Parts, Inc. - Harrisburg, PAWainwright Industries - St. Peters, MOLockheed Martin Tactical Aircraft Systems - Fort Worth, TX (now Lockheed Martin Aeronautics Company)

(Resurvey of General Dynamics Fort Worth Division)Lockheed Martin Government Electronic Systems - Moorestown, NJSacramento Manufacturing and Services Division - Sacramento, CAJLG Industries, Inc. - McConnellsburg, PA

City of Chattanooga - Chattanooga, TNMason & Hanger Corporation - Pantex Plant - Amarillo, TXNascote Industries, Inc. - Nashville, ILWeirton Steel Corporation - Weirton, WVNASA Kennedy Space Center - Cape Canaveral, FLResurvey of Department of Energy, Oak Ridge Operations - Oak Ridge, TN (now National Nuclear Security Administration)

1991

1992

1993

1994

1995

1996

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Headquarters, U.S. Army Industrial Operations Command - Rock Island, IL (now Operational Support Command)SAE International and Performance Review Institute - Warrendale, PAPolaroid Corporation - Waltham, MACincinnati Milacron, Inc. - Cincinnati, OH (now Cincinnati Machine, LLC)Lawrence Livermore National Laboratory - Livermore, CASharretts Plating Company, Inc. - Emigsville, PAThermacore, Inc. - Lancaster, PARock Island Arsenal - Rock Island, ILNorthrop Grumman Corporation - El Segundo, CA

(Resurvey of Northrop Corporation Aircraft Division)Letterkenny Army Depot - Chambersburg, PAElizabethtown College - Elizabethtown, PATooele Army Depot - Tooele, UT

United Electric Controls - Watertown, MAStrite Industries Limited - Cambridge, Ontario, CanadaNorthrop Grumman Corporation - El Segundo, CACorpus Christi Army Depot - Corpus Christi, TXAnniston Army Depot - Anniston, ALNaval Air Warfare Center, Lakehurst - Lakehurst, NJSierra Army Depot - Herlong, CAITT Industries Aerospace/Communications Division - Fort Wayne, INRaytheon Missile Systems Company - Tucson, AZNaval Aviation Depot North Island - San Diego, CAU.S.S. Carl Vinson (CVN-70) - Commander Naval Air Force, U.S. Pacific FleetTobyhanna Army Depot - Tobyhanna, PA

Wilton Armetale - Mount Joy, PAApplied Research Laboratory, Pennsylvania State University - State College, PAElectric Boat Corporation, Quonset Point Facility - North Kingstown, RIResurvey of NASA Marshall Space Flight Center - Huntsville, ALOrenda Turbines, Division of Magellan Aerospace Corporation - Mississauga, Ontario, Canada (now Orenda

Turbines, Repair, Overhaul and Industrial - Division of Magellan Aerospace Corporation)

Northrop Grumman, Defensive Systems Division - Rolling Meadows, ILCrane Army Ammunition Activity - Crane, INNaval Sea Logistics Center, Detachment Portsmouth - Portsmouth, NHStryker Howmedica Osteonics - Allendale, NJ (now Stryker Orthopaedics)

The Tri-Cities Tennessee/Virginia Region - Johnson City, TNGeneral Dynamics Armament Systems - Burlington, VT (now General Dynamics Armament and Technical Products)Lockheed Martin Naval Electronics & Surveillance Systems-Surface Systems - Moorestown, NJ (now

Lockheed Martin MS-2)Frontier Electronic Systems - Stillwater, OK

U.S. Coast Guard, Maintenance and Logistics Command-Atlantic - Norfolk, VAU.S. Coast Guard, Maintenance and Logistics Command-Pacific - Alameda, CADirectorate for Missiles and Surface Launchers (PEO TSC-M/L) - Arlington, VA (now Surface Ship Weapons

& Launchers - PEO IWS 3.0)General Tool Company - Cincinnati, OH

University of New Orleans, College of Engineering - New Orleans, LABender Shipbuilding and Repair Company, Inc. - Mobile, ALIn Tolerance - Cedar Rapids, IAABC Virtual Communications, Inc. - West Des Moines, IAResurvey of Electric Boat Corporation, Quonset Point Facility - North Kingstown, RIUnited Defense, L.P. Ground Systems Division - Aiken, SCAuto-Valve, Inc. - Dayton, OH

1997

1998

1999

2000

2001

2002

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2003

G-4

2005

2006

United Defense, L.P. Armament Systems Division - Aberdeen, SDTOMAK Precision - Lebanon, OHRB Tool & Manufacturing Company - Cincinnati, OHForest City Gear - Roscoe, ILCALCE Electronic Products and Systems Center - College Park, MD (now Center for Advanced Life Cycle

Engineering - CALCE)U.S. Army Aviation & Missile Command, Automation Division-Integrated Materiel Management Center -

Redstone Arsenal, AL

Northrop Grumman Electronic Systems - Baltimore, MDRaytheon Integrated Air Defense Center - Andover, MA

Raytheon-Louisville - Louisville, KYMidwest Metal Products - Cedar Rapids, IARockwell Collins - Cedar Rapids, IAResurvey of Tobyhanna Army Depot - Tobyhanna, PA

Raytheon Network Centric Systems Manufacturing Center - Largo, FLResurvey of University of New Orleans, College of Engineering - New Orleans, LAInpro/Seal Company - Rock Island, IL

2004

2007