Needs

Implementation

The project was divided into two main steps. The first concerned production departments: first, machines were connected by cable, the ISO file transfer system was implemented in the network and hardware was installed in the workshop.

Subsequently, the module for consultation of the plant status and orders via web was integrated, implementing product quality management and system for non-conformity management. The system was tested in a short time and real-time monitoring with data acquisition on the network was integrated.

The second step concerned offices and accounting: production scheduler, technical estimation, active and passive billing management modules, DDT loading and unloading. Then the Business Intelligence module was introduced for statistical processing and billing management and control of production costs.

Results

Interview with Engineer Fausto Verdelli

What is your core business and what are the particularities of your production?

Our core business consists in the processing of workpieces with diameters from about 100/200 mm up to 2000 mm of the most varied materials. We are obviously not a typical bar turning, we work with medium/ large size pieces. The difficulties in this type of processing are the movement of parts in the departments, management of machine assembly hours, longer set-up times and extended processing times. Our historical product is the pneumatic actuators in aluminum and valve bodies.

What needs have prompted you to consider adopting a new MES software?

Before using Metronomo.Net we did not have a real management software, production planning was managed with Access. With the advent of the economic crisis, our work has changed completely: today there are no longer orders for long series of pieces not too complicated. Today the orders are characterized by few, very few pieces maybe even very complicated with very very tight delivery times. Hence the need for a complete management software and allowed us to be more flexible and manage simultaneously several orders for different customers, manage emergencies and monitor production costs.

Currently we can count on a complete machine park that includes: nr. 4 horizontal lathes (of which nr. 1 automatic), nr. 3 horizontal machining centers, nr. 2 vertical lathes, nr. 2 vertical machining centers. The machinery department is also joined by a traditional department for the creation of prototypes and the processing of individual parts. We send the pieces to a partner company only for treatments.

What goals did you have? Were they achieved?

Our main objective was to be able to manage and plan production in a complete, precise and reliable way. All this in order to be more flexible, manage with efficiency any urgent and have a precise control of the costs of production. Also eliminate our paper planning system: all the unnecessary sheets that went around the workshop, to avoid devoting resources and personnel to imputing to system the data reported on the sheets that ran in production, To avoid double-counting errors by integrating offices and production, and to implement an ad ho c system.

How do you approach quality in the company?

We are currently implementing the procedures to obtain UNI EN ISO 9001:2008 certification.

In production, quality checks are carried out by the operator directly on the machine and in the metrological room using measuring instruments.

How was the project implemented?

The project was divided into two main steps. The first step involved the production departments: MecMatica first connected the machines by cable, implemented the system for ISO file transfer in the network and installed hardware in the workshop.

We then requested the Metronomo.Net web form for consultation of the plant status and orders via the web, implemented product quality management and system for non-conformity management. For our choice, in this first phase the production monitoring was done in simulation mode with client module that crossed machine data with operator declarations at terminals. Tested the system, we quickly opted for real-time monitoring with data acquisition in the network, continuous monitoring of the plant and on-board CN units.

The second step concerned offices and accounting: production scheduler, technical estimation, active and passive billing management modules, loading and unloading, etc. Only recently we have introduced the Business Intelligence module for statistical processing and management of turnover, control of production costs, etc.

Now that Metronomo.Net is operational, what significant differences have you noticed compared to the previous system?

Now that the MES software of Metronomo.Net is operational, we can say with firmness to have the production always under control 24h24. The data collected by the system is reliable and real, the web module allows me to check production outside or before arriving at the office. The system also generates a history of valuable information and allows comparisons and statistics to be processed through the business intelligence module. In addition, from the preparation of a quote to invoicing, Metronomo.Net allows you to easily link all documents for a 360° management of the entire active and passive cycle.

Are further projects planned with MecMatica?

The customizations are only at the beginning and surely in anticipation of further expansion of the machine park there will be several other machines to integrate into the system.

In the light of Vs. direct experience, would you recommend MecMatica Srl as a MES system supplier?

Absolutely yes. When we considered the adoption of a Mes system like Metronomo.Net we also evaluated other possible suppliers, but what differentiates MecMatica is its high level of specialization both of the system and of the MecMatica technical staff. In addition, it was decisive during the negotiation phase the visit to their customers who we thank because they made themselves available to give us some time to appreciate the actual functioning of the system that then we could touch with our hands when it was installed in company.