The Ninth International Extrusion Technology Seminar, ET ’08

by Roger A.P. Fielding, BENCHMARKS

For those extruders fortunate enough to attend the recent International Extrusion Technology Seminar in Orlando, there was much to learn and benefit from. Although presented in different tracks, under various headings, more than fifty of the papers presented at ET ’08 show this reader how the financial performance of an aluminum extrusion business can be improved.

While directly addressing issues which might otherwise be grouped under headings of “Productivity,” “Quality” and “Cost Reduction,” these papers—and many others presented at this ET—address the quality of an extrusion business in the broadest sense. Authors stress the importance of measurement, a common theme that runs through many of the presentations, and show how to apply measurement to improve productivity and quality and reduce conversion costs.

Many of the papers can also be described as “How to…”, setting out in clear terms what must be done to increase productivity, improve quality and recovery, and—by doing so—reduce conversion costs. And, many of the papers explain, again in clear terms, why things go wrong.

Which begs the question why—when so much teaching is available, “continuous improvement” is required to achieve benchmark performance in many extrusion operations. An extrusion press “designed” to produce 6,000 pounds per hour should extrude at that rate when commissioned. And, whether extruding AA6063 or AA6061 type alloys for a specific market, the recovery of good extrusions can be defined, and the extrusion system configured to ensure that the “designed” recovery is achieved.

Could it be that those contemplating a new extrusion facility don’t do their homework? But what other explanation is possible when the answers to most—if not all—questions relating to the extrusion of aluminum are to be found in the proceedings of this and the previous eight International Extrusion Technology Seminars?

Several years ago, in the first of a four-article series, we considered the cost to an extrusion business of less than benchmark recovery, and the improvements in recovery that can be achieved with properly managed extrusion presses and modern extrusion handling systems:

• We stressed the importance of the extrusion process and emphasized the control of the die, billet, container, and extrusion temperatures.
• Control of the extrusion process parameters ensures that dies run properly, and the production of extrusions with good surface finish and the desired mechanical properties. We took it for granted that the extruder would use the best available dies and billet, and that the billet and die heaters, presses, and handling systems would be properly maintained.
• We showed how modern handling systems, integrated with the extrusion presses, contribute to achieving benchmark performance by increasing productivity and eliminating the causes of waste. When extruders made these improvements, they found that they produced more each shift and recovery improved. Quality improved, scrap contained fewer extrusions, and the butts were smaller and more uniform in weight. They made more money!

However, if you had listened to the arguments put forward to justify buying one of those new handling systems, you wouldn’t find references to all those savings. You’d have found references to labor savings from those who operated fixed runout tables, and passing references to recovery improvements. Some extruders would have referred to better dies and improved quality. But few would have claimed substantial increases in productivity. And, fewer still, if any, would have listed reduced downtime in their arguments.

All too often the expenditure on new extrusion plant or production equipment is justified before defining the target benchmark performance. The result is that potential profits are overlooked, or worse still, the most cost-effective equipment is rejected because of its purchase price.

Benchmarks define the operations of leading businesses, describe leading extruders, and guide the selection of production equipment.

Dies: Extrusion dies, which produce the required quantity and quality of extrusions at the maximum production rate, without trials.

Materials: Construction materials, which meet the required specification, whether aluminum billet, extrusion die, container or press stem.

Machines: Measurement and control of temperature, pressure, distance and time define the operation of the benchmark machine.

Process: Thermal systems, which heat or cool materials to reach the specified temperature in the right time.

Maintenance: The extrusion press system (the furnace, the saw or shear, the press, the handling system, stretcher, conveyors, finish cut saw and stacker) is available for operation all the time.

People: Fewer, highly trained, knowledgeable people.

Deliveries: Manufacturing lead time, from order entry to delivery, is minimized. The correct quantity and quality is delivered on time.

Inventories: Inventories of raw materials, work-in-progress and finished goods are minimized.

The next article will show how the papers presented at ET ‘08 address many of the benchmarks listed above.