Matthew Bauer Mechanical + Manufacturing Engineering | Product Development 2nd MECOP Internship Clint Clow (503) 653-4420 clint.clow@oregontool.com September 1st, 2022 Lead with Humility Pioneering Spirit Global Stewardship Own It
Table of Contents
The Company 2
The Intern’s Role 2 Projects List 3
Summary 4
Major Projects 4 Results and Company Benefit 4 Accomplishments 4 Conclusion 5
What Was Learned 5 What Was Benefited 6 Appendix 6 Buzz Words 6
The Company
Oregon Tool, as it is now known, started as the Oregon Saw Chain Corporation in 1947 in Portland, Oregon. It was founded by Joe Cox, who developed the modern saw chain design after observing the habits of the timber beetle larvae. He discovered that this larvae had the uncanny ability to effortlessly chew through the wood fibers of evergreens in the Pacific Northwest tree topped landscapes. This inspired him innovate and revolutionize the design of the saw chain, providing the world with what we now know as the everyday, modern saw chain. In 1952, Oregon Saw Chain Corporation established its first manufacturing plant in Guelph, Canada. Later on in 1957, the company was renamed Omark Industries. Subsequent manufacturing plants were established in Portland, Oregon and Brazil. In 1985, Omark Industries was purchased by Blount, Inc. In 1991, the company began to develop specialized chainsaws for the construction industry. In the 90’s and early 2000’s, Blount acquired many competitor companies in order to gain market share and diversify and strengthen its product line. Finally, in 2021 the company was renamed Oregon Tool, Inc. to honor the company’s legacy and ties to the Pacific Northwest. The year 2022 marked the 75th anniversary of Oregon Tool and ushered in the celebration of a company seeding the roots of the future through their mission of global stewardship.
The Intern’s Role
As an intern at Oregon Tool, I was given the responsibilities of a manufacturing engineer and incorporated as a member of the manufacturing engineering team. My supervisor was Rodrigo Pooter, and my mentor was Clint Clow. As a manufacturing engineer, I was assigned and responsible for the following work: component redesign, data collection and analysis, project management and collaboration, prototype testing, redlining, time studies, and work instructions, though this list is non exhaustive. I reported directly to my mentor who provided me with guidance as needed. Most projects were pre defined in initial scope, but expanded and/or evolved as needed upon approval.
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Projects List
Changeover and Conversion Database
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Purpose: Improve visibility on machine capability
| Scope: Create database and tool for assessing production capabilities of assembly machines
Clamshell PPS
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Purpose: Document work instructions for the clamshell packaging machine
| Scope: Product process specification document
Pan Cart Redesign
| Purpose: Improve pan cart functionality to provide dual orientation loading
| Scope: Design and drawing modification in collaboration with Machine Design
Preset Capacity Study
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Purpose: Establish a baseline capacity for the preset machines
| Scope: Capacity analysis and time study
Preset Dashboard
| Purpose: Improve order status and process visibility
| Scope: Provide recommendations for improving order visibility within presets
Preset PPS
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Purpose: Document work instructions for the preset processes
| Scope: Product process specification document
Reel Winder Latch Plate
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Purpose: Improve reliability, safety, and user interface
| Scope: Design, source, prototype, test and implement
Reel Winder Tape Dispenser Plate
| Purpose: Improve safety, and user interface
| Scope: Assess, source and implement
3/8 & .404 Rivet Punch
|
Purpose: Improve durability and reduce waste
| Scope: Design review, material analysis and selection, purchase specification, source and test
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Summary
Major Projects
Changeover and Conversion Database
The purpose of this project was to establish an excel database to provide tools and information for assessing the capabilities of assembly machines with regards to chain parts changeovers and machine parts conversions. This database was a one stop-shop for data on assembly machines, chain types, and conversions. It also integrated a change log tool designed to auto populate the change log sheet based on the interactions made on the supervisor’s dashboard. The supervisor dashboard was a dynamic interface for the Assembly supervisor to validate the capabilities and assess the impact of machine conversions between chain types. Furthermore, there was a maintenance dashboard where all things conversion related were housed for use by Chain Maintenance when performing the conversions. Finally, a BOM comparison tool and SMED parts kit tool were also integrated into the database’s framework.
Pan Cart Redesign
The purpose of this project was assess the need for a redesign of the pan cart for use in Chrome upon implementation of FIFO. It was identified that the pan cart needed the expansion of functionality to include a secondary orientation for loading pans. Current state was to load from the front (or pan tag side of the pan), but the secondary orientation would allow for loading from the back. This project was a collaboration between Continuous Improvement and Machine Design. Most of the tasks for this project involved resource management, redlining and redesign recommendations for the design engineers, and product sourcing.
Reel Winder Latch Plate
The purpose of this project was to improve the user interface with the reel winder in order to reduce the overlap of chain when producing reels in addition to improving operator efficiency and safety. This project required the redesign of the latch plate to provide a more functional latching angle when in the chain winding state. This was achieved by changing the geometry of the plate’s selector slots and their angles relative to the latch pins movement arch. Several iterations of prototypes were made and tested. Once a design was selected for production, the parts were sourced and underwent final testing.
3/8 & .404 Rivet Punch
The purpose of this project was to identify the cause for the overconsumption of consumable tooling used in the chain breakout process and provide a recommendation or solution. This project involved determining the appropriate material and hardness best suited for the application. In addition, documentation
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outlining proper operator process for rivet punch inspection and replacement were incorporated with a new tooling vending policy to help mitigate the amount of waste. Furthermore, a purchase specification was established to ensure the quality of manufacture of product from the vendors. It was identified that a tougher material and a lesser hardness would be more adequate than the current state tooling. The new material was sourced and scheduled for testing before implementation of the change would be made permanent.
Results and Company Benefit
The projects completed, and work done, resulted tangible improvements to existing processes and equipment while reducing waste, improving efficiency, and cutting costs. In addition, recommendations for further action were provided In most cases, corrective action was taken, and improvements were made, based off the provided recommendations. Where corrective action was taken and improvements were made, significant and meaningful value was added to ongoing critical processes. The practical projects resulted in the direct improvement of processes affected by and affecting the operational personnel and their duties. Such improvements were seen in reduced handling time of equipment and material.
Accomplishments
Redesigned multiple parts to improve functionality, reduce waste, and cut costs.
Analyzed equipment data to help identify performance baselines
Created several excel databases and tools to increase productivity and aid in manufacturing processes
Prototyped and tested new components for plant wide implementation
Collaborated with multiple departments to complete critical projects
Conclusion
What was learned
Time was well spent as a manufacturing engineering intern at Oregon Tool. The work environment was engaging with a good mix of challenges, productivity, and learning opportunities. One of the most important takeaways from the experience was to value collaboration and rely on the skills and expertise of peers Another important and critical aspect to manufacturing engineering, especially at Oregon Tool, was the ability to communicate effectively to interested and involved parties, for failure to communicate or lack of effective communication often would lead to stalled projects. In conjunction with this was the need to follow up and be thorough at all stages of a project. I was able to learn many new engineering principles and tools specific to manufacturing and industrial engineering.
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What was benefited
From my perspective, one of the benefits this internship provided was the opportunity to become familiar and confident with the professional dynamics of operating as a manufacturing engineer within a corporation, especially with regard to facilitating engineering services and managing engineering projects There was much opportunity to increase my knowledge and understanding of the role a manufacturing engineer plays in the manufacturing process, and as a leader within the day to day operations of a manufacturing plant. Furthermore, there was great benefit in being exposed to discussions and deliberations among upper management and the continuous improvement team. This opportunity gave access to company politicking and a window into the interactions that are necessary to managing and guiding a corporation towards achieving its goals and fulfilling its mission
From the body of work that was assigned to me, the benefit to Oregon Tool will be an ongoing improvement to several manufacturing processes, improved costs and reduced waste for their chain breaking operations, a robust and standardized process of assessing and implementing conversions to flex production as a response to meet demand or mitigate the impact of breakdowns, and a handful of other minor improvements that will have a lasting, positive effect on operators and the manufacturing processes with which they interface.
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Left
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Appendix
Buzz Words
BOM Bill of materials
CAR Corrective action request
DFM Design for manufacturability
DMS Daily management system
Duomatic a single spinner assembly machine
FGT Finished goods transfer
FLAG Forestry, lawn & garden
FRAG Farm, ranch & agriculture
GOP Gauge operation procedure
KPI Key performance indicator
MTBF Mean time between failure
MTTR Mean time to repair
Multimatic a double spinner assembly machine
OEE overall equipment effectiveness
PDCA Plan, do, check, act
PS Power Sharp
PPS Production process specification
RCA Root cause analysis
SWAG Scientific wild ass guess
TDR Temporary deviation request
TS Tie Strap
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