Reduction and Simplification of Material Flows in a Factory: The

Essential Foundation for JobshopLean

Flow is “the progressive movement of product/s through a facility from the receiving of raw material/s to the shipping of the finished product/s without stoppages at any point in time due to backflows, machine breakdowns, scrap, or other production delays”

What is “Flow”?

Source: Suzaki, K. (1987). The new manufacturing challenge: Techniques for continuousimprovement. New York, NY: Free Press.

Role of Flow at Toyota+

+ Ohno, T. 1988. Toyota Production System: Beyond Large-Scale Production. Portland, OR: Productivity, Inc. ISBN 0-915299-14-3.

• (Page 11) “…I was manager of the machine shop at the Koromo plant. As an experiment, I arranged the various machines in the sequence of machining processes …”

• (Page 33) “…We realized that the (kanban) system would not work unless we set up a production flow that could handle the kanban system going back process by process …”

• (Page 39)“…It is undeniable that leveling becomes more difficult as diversification develops …”

Role of Flow at Toyota+

+ Ohno, T. 1988. Toyota Production System: Beyond Large-Scale Production. Portland, OR: Productivity, Inc. ISBN 0-915299-14-3.

• (Page 54) “…Toyota’s main plant provides an example of a smooth production flow accomplished by rearranging the conventional machines after a thorough study of the work sequence …”

• (Page 54) “…It is crucial for the production plant to design a layout in which worker activities harmonize with rather than impede the production flow …”

• (Page 100)“…By setting up a flow connecting not only the final assembly line but all the processes, one reduces production lead time …”

Role of Flow at Toyota+

+ Ohno, T. 1988. Toyota Production System: Beyond Large-Scale Production. Portland, OR: Productivity, Inc. ISBN 0-915299-14-3.

• (Page 123) “…When work flow is properly laid out, small isolated islands do not form …”

• (Page 125) “…For the worker on the production line, this means shifting from being single-skilled to becoming multi-skilled …”

• (Page xxx)“…The first aspect of the TPS…means putting a flow into the manufacturing process…Now, we place a lathe, a mill and a drill in the actual sequence of the manufacturing processing …”

Are these ≈500 Forgings “Flow”ing?

Is this One Forging “Flow”ing?

Building 1

Building 2 Building

3

Value Stream Analysis for the Forging

Value Added Ratio = Value-Added Time/Flow Time

= 17.88%

C/T= 1 day/ht #

C/O=

S/U=

951

C/T= 20/hr

C/O= 10 min

S/U= 15 min

760C/T= 10min/cycle

C/O= 0

S/U= 10min

510C/T= 1/hr

C/O= 1.5 hr

S/U= 1.5 hr

310C/T= 15min/cycle

C/O= 0

S/U= 10 min

510C/T= 15min /20pcs

C/O=

S/U=

570C/T= 6-8hrs/batch

C/O= 2 hr

S/U=

666

C/T= 20/hr

C/O=

S/U=

820

C/T= 48/hr

C/O=

S/U=

958C/T= 5days/45 pcs

C/O=

S/U=

962 & 974C/T= 36/hr

C/O= 1 hr

S/U= 1 hr

80C/T= 4hrs/batch

C/O= 1hr

S/U=

673C/T= 45/hr

C/O= 0

S/U= 15 min

810

C/T=

C/O=

S/U=

952

C/T= 1.5hr/pc

C/O=

S/U=

310C/T= 63/hr

C/O=

S/U=

800

Number of shift: 1

ABRASIVE SAW

11

Number of shift: 1

BLAST-ROTO

12

Number of shift: 1

COAT-DIP

11

Number of shift: 1

20000 HAMMER

62

Number of shift:1

BLAST-ROTO

12

Number of shift: 3

CNC MACHINE

12

Number of shift: 3

SOLUTION TREAT

1

Number of shift: 3

PRECIP HEAT

11

Number of shift: 1

INSPECT

11

Number of shift:

SONIC TEST

11

Number of shift: 1

ETCHING

11

Number of shift:

TEST FORGE

1Setup time:

1

Number of shift:

INSPECT & STAMP

1Setup time:

1

Number of shift:

TEST STOCK

11

680 ftDistance

PoorLine of Sight

Number of shift: 3

CNC MACHINE

12

Number of shift: 1

NDT MICRO

11

C/T=20min/24 pcs

C/O=

S/U=

520

Number of shift: 1

TABLE-BLAST

11

Outside Process

N/ADistance

N/ALine of Sight

N/ADistance

N/ALine of Sight

325 ftDistance

PoorLine of Sight

690 ftDistance

PoorLine of Sight

255 ftDistance

PoorLine of Sight

3 ftDistance

GoodLine of Sight

750 ftDistance

PoorLine of Sight

690ftDistance

PoorLine of Sight

440 ftDistance

PoorLine of Sight

315 ftDistance

PoorLine of Sight

180 ftDistance

PoorLine of Sight

350 ftDistance

PoorLine of Sight

I

5 hours

I

4 hours

I

10-20 hours

I

8 – 24 hours

350 ftDistance

PoorLine of Sight

I

1 – 8 Days

I

48-120 hours

I

24 - 48 hours

I

0 hour

I

4 hours

I

96-120 hours

I

8 hours

I

??

I

8 hours

I

8 hours

I

8 hours

1

140 ftDistance

PoorLine of Sight

PRODUCTION SCHEDULER

MRP SYSTEM

Computer

Computer

Computer

Computer

ComputerComputer

ComputerComputer

Computer ComputerComputer

Computer

Computer

Computer

Computer

595 ftDistance

PoorLine of Sight

Cool down delay = 2hrs

2.25 hrs

5 hrs

0.167 hr

4 hrs

1.065 hrs

20 hrs

1.34 hrs

24 hrs

0.25 hr

120 hrs

24 hours

48 hrs 2 hrs

4 hrs 8 hrs 0.67 hr

4 hrs

36 hrs

120 hrs 8 hrs

0.75 hr

?? hrs

?? hrs

8 hrs

0.75 hr

8 hrs

1 hr 2.25 hrs

8 hrs

VALUE ADDED TIME : 82.492 hrs

Total time : 379 hrs + 82.492 hrs = 461.492 hrs

VALUE ADDED RATIO : 17.88%

2 Way radio is used with all the department supervisor

Pass?

Yes

NO

Name of Supplier

Total Quantity

Order Frequency

Used by Part #

ProductsOrder

Lead TimeTransport Method

6-4 TI all 10,000 lb 2 times/yr 6 months

Waste ↑ NVA Time ↑ Flow Time

Typesof

Waste

CORRECTION

WAITING

PROCESSING

MOTION

INVENTORYCONVEYANCE

OVERPRODUCTION

Repair orRework Any wasted motion

to pick up parts, stack parts, walking to get parts, etc.

Wasted effort to transportmaterials, parts, or finished goods into or out of storage, or between processes.

Producing morethan is needed before it is needed

Maintaining excessinventory of raw materials,parts in process, orfinished goods.

Doing more work thanis necessary

Any non-work timewaiting for tools, supplies, parts, etc.

TOTAL TIME ON MACHINES5%

TOTAL TIME IN MOVING AND WAITING95%

TOTAL TIMEIN THE FACILITY

IN CUT30%

POSITIONING, GAGING, ETC.70%

TOTAL TIMEON MACHINES

Dominant Wastes that ↑ Flow Time

WIP ($) = Throughput ($/day) * Flow Time (days)

Little’s Law+

Therefore, a common sense strategy to eliminate waste, lower costs and

increase order fulfillment on a daily basis should be to:

Reduce average flow time per order

+ Little, J.D.C. 1961. A Proof for the Queuing Formula: L=λW. Operations Research, 9, 383-387.

Impact of Facility Layout

Given a poorly-designed facility layout, the Average Travel Distance per order ↑ therefore Transportation Waste ↑ therefore WIP Waste ↑ therefore Waiting Waste ↑ therefore Flow Time ↑, Throughput ↓ and Cost ↑

How to reduce the Dominant Wastes

Design For Flow (DFF)

Maximize Directed Flow Paths

• Eliminate backtracking• Eliminate crossflows and intersections among paths

Minimize Flows

• Eliminate operations• Combine operations• Minimize multiple flows

Minimize Cost of Flows

• Eliminate handling• Minimize handling costs

• Minimize queuing delays • Minimize Pick-Up/Drop-Off delays• Minimize in-process storage• Minimize transport delays

Adapted from: Tompkins, J.A., et al. (1996). Facilities planning. New York, NY: John Wiley.

Strategies to Minimize Flow

• Modify product designs to eliminate non-functional features

• Adopt new multi-function manufacturing technology to replace conventional machines

• Deliver materials to points of use which will minimize warehouse storage space

• Modularize the facility into flowlines, cells and focused factories

Strategies to Minimize Flow

• Process parts or subassemblies in parallel • Combine several transfer batches into unit loads• Select process plans with minimum number of

operations• Eliminate “outlier” routings by rationalization of the

product mix• Prevent proliferation of new routings - Use variant

process planning to generate new routings

Types of Directed Flow Paths

Forward and in-sequenceflows in one aisle are best

Forward flows between parallel and adjacent lines of machines separated by a single aisle are okay

Cross flows across multiple aisles are NOT okay

Backtrack flows to an immediately previous machine are okay

Cross flows across a single aisle are okay

• Duplicate machines of the same type at multiple locations

• Use hybrid flowshop layouts

• Cascade flowlines in parallel

How to Maximize Directed Flow Paths

• Bend flowlines into U,W or S shapes

• Develop the layout based on the complete assembly operations process (flow) chart

How to Maximize Directed Flow Paths

How to Minimize Cost of Flows• Design all material flow paths using or

(linear) contours• Design layouts to minimize travel distances for heavy/large unit

loads• Utilize relevant principles of material handling

– Unit load– Utilization of cubic space– Standardization of equipment and methods– Mechanization of processes (if possible, automation of

processes)– Flexibility of equipment and methods– Simplification of methods and equipment– Integration of material, people and information flows– Computerization of material, people and information flows– Utilize gravity to move materials

• Minimize all buffer/storage spaces at machines

• Balance consecutive operations - Use buffers (safety stock) strategically

• Maximize use of small transfer batches - Use “roving” forklifts to serve “zones” on the shopfloor on a First Come First Served (FCFS) basis

• Release materials in controlled quantities - Rely on kanbans (visual scheduling), production rate of bottleneck machines only, firm orders not production forecasts, etc.

How to Minimize Cost of Flows

Guidelines for Design For Flow

Source: Apple, J. M. (1977). Plant layout and material handling. New York, NY: John Wiley.

1. Optimum material flow2. Continuous flow from receiving to

shipping3. Straight-line flow (as practicable)4. Minimum flow between related

activities5. Proper consideration of process vs.

product vs. group vs. alternative layouts6. Minimum material handling distances

between operations and activities7. Heavy material to move least distance8. Optimum flow of personnel –

a. Number of personsb. Frequency of travelc. Space required

9. Minimum backtracking10. Line production (as practicable)11. Operations combined to eliminate or

minimize handling between them12. Minimum re-handling of materials

13. Processing combined with handling14. Minimum of material in work area15. Material delivered to point of use16. Material disposed by one operator in

convenient location for next operator topick up

17. Minimum walking distances betweenoperators

18. Compatible with building (present orproposed)a. Configuration (shape)b. Restrictions (strength, dimensions,

column location and spacing, etc.)19. Potential aisles

a. Straightb. From receiving towards shippingc. Minimum numberd. Optimum width

20. Related activities in proper proximity toeach other

Guidelines for Design For Flow21. Provisions for expected

a. In-process material storageb. Scrap storage and transport

22. Flexibility in regard toa. Increased or decreased

productionb. New productsc. New processesd. Added departments

23. Amenable to expansion in pre-planned directions

24. Proper relationship to sitea. Orientationb. Topographyc. Expansion (plant, parking,

auxiliary structures, etc.)25. Receiving and shipping in proper

relation toa. Internal flowb. External transportation

facilities (existing andproposed)

26. Activities with specific locationrequirements situated in properspotsa. Production operationsb. Production servicesc. Personnel servicesd. Administration services

27. Supervisory requirements givenproper considerationa. Size of departmentsb. Shapec. Location

28. Production control goals easilyattainable

29. Quality control goals easilyattainable

30. Consideration given to multi-floorpossibilities (existing andproposed)

31. No apparent violations of health orsafety requirements

Source: Apple, J. M. (1977). Plant layout and material handling. New York, NY: John Wiley.

Strategies from DFMA Practices

• “Inside-Out”: In high mix environments, keep standard modules and components on the inside and “bolt on” the special features and options on the outside; keep the product variation as far to the end of the line as possible

• “Monument Avoidance”: Avoid component designs that require a new and unique process that has to serve multiple product lines

• “Batch Early”: If processes that necessitate batching (plating, painting, heat treat, ovens, drying/aging) are absolutely necessary, try to design products where these “batch” processes can be used as early as possible (Nothing is worse than requiring an oven/drying cycle in the middle of the Final Assembly Process)

• “Standardize Modules,not necessarily Products”: Offering a broad product mix is a competitive advantage, so reducing product SKU’s may not be a good idea. However, reducing module and component SKU’s should be a core strategy

– Courtesy of Ray Keefe, VP-Manufacturing, Emerson Electric Co.

Strategies from DFMA Practices

• “Don’t Hide Quality Risks”: Design the product so that the potential quality risks remain “hidden” during the sub-assembly and assembly process until they are visually checked ex. a design that needs to “trap” a ball and spring with a cover before the ball and spring are checked for accurate orientation is not good

• “Design for Poke-Yoke”: Not only avoid symmetry but design parts and assemblies with Poke-Yoke in mind

• “Challenge every tolerance”: Nothing is worse than holding tolerances that are not necessary - Tolerances should be analyzed and accepted based on conventional standards

• “Touch 100 times”: Think material handling and orientation while designing. If the product is heavy, are there quick and secure grab points? Can one orientation be used through all processes? Do we need to have special carriers? Remember, the product is designed ONCE, but each unit produced might be touched a 100 times!

– Courtesy of Ray Keefe, VP-Manufacturing, Emerson Electric Co.

Production Flow Analysis

Production Flow AnalysisProduction Flow Analysis (PFA) is a technique for machine grouping, part family formation, cell layout and overall factory layout that was developed by J. L. Burbidge. When used for factory design, PFA consists of four stages, each stage progressively achieving Flow in a smaller portion of the factory.

What is Production Flow Analysis?

Factory Flow Analysis (FFA): Develops a unidirectional flow system joining the various departments in a factory; each department completes all the parts it makes.

Group Analysis (GA): Studies the flows in each of the shops identified by FFA; the operation sequences of parts are analyzed to design manufacturing cells.

Line Analysis (LA): Analyzes the flows corresponding to the operation frequencies and sequences of parts in each of the cells formed by GA; develops a cell configuration that ensures efficient transport inside the cell.

Tooling Analysis (TA): Studies the bottleneck machine in a cell in order to find “tooling families” of parts; families of parts are sequenced consecutively on the machine to minimize lost capacity due to setup changes.

Additional StageShop Layout Analysis (SLA): Develops a shop layout that will minimize intercell flow delays when multiple interdependent cells share “monuments” and common expensive resources.

Stages in PFA Methodology

M ATERIAL

1

2

3

4

5

6

9

1

1

3

3

2

84

126

151

53

15

28

161

3

1

1

3

1

1

45

12

8

1 26

27

FINISHEDPRODUCT

324

1

27

DEPARTM ENTS1 = BLANKS2 = SHEET M ETAL W ORK3 = FORGE4 = W ELDING DEPT5 = M ACHINE SHOP6 = ASSEM BLY9 = OUTSIDE FIRM S

1

6

2345

M ATERIALS

FINISHEDPRODUCT

1

6

23 & 45

M ATERIALS

FINISHEDPRODUCT

Factory Flow Analysis

Shop Flow Analysis

Before PFAST Analysis

After PFAST Analysis

K48251A

L48388

L48267B

M44276E

M47693F

L48388M

M48195C

M44276D

E41795

E48596

E34267

E12204

E12288

K47697

E47782

E48586

K34596

E33494

M48265D

K44276C

M45691D

M45691B

M48386H

K34098A

E7392

E46364

E33295

K45199

K43590

M61592

E18694

DMT(3) X X XXX X X XX X

DM(3) XX X X X XXX X XXXX

PG X X XXXX

DXY(3) XXX X X XXX

P&GR X

PGR X X

PGH

PGG XX X

P&G XXXXXX XX XXXXX

RP X

PGB X XX XX X

W&P X X X XX

MACHINE/WORKSTATIONWG3 X

COMPONENT – MACHINE CHART. INITIAL RECORD. FORGE.

PART/PRODUCTL48267B

K34596

M48265D

E33494

K44276C

L48388M

E7392

K34098A

K45199

K43590

M61592

M48195C

M44276D

E34267

E12204

E18694

E41795

E48596

M48386H

K48251A

L48388

M45691D

M45691B

M44276E

K47697

E47782

E46364

E12288

E33295

E48586

M47693F

PG XXXXXX

DM 3/1 XXXX

DXY 3/1 XX

RP X

GROU

P-1

FAMILY - 1

P&G XXXXXXXXXXXX ONE “EXCEPTION” X

DMT 3/2 XXX X X X

DM 3/2 XXXX X X

DXY 3/2 XXXX XX

W&P XXX X X

WG3 XGROUP-2

FAMILY - 2

PGG XX X

PGB XXXXX X

PGR XX

DMT 3/3 XXX X

DM 3/3 XX X

P&GR X

GROUP-3

MACHINE/WORKSTATION

FAMILY –3

COMPONENT – MACHINE CHART. AFTER FINDING FAMILIES ANDGROUPS

Potential Cells in this Machine Shop

MATERIAL

1HS4

2HS

3MO

4DS

5MV

8SA

65 17

611

1

2

3

111

3 2 4

41 2 5 4 4 16 2

2

GROUP FLOW NETW ORK DIAGRAM - GROUP 2

SIMPLIFIED GROUP FLOW NETW ORK - GROUP 2

8SA

4DH

6MH

7DS

5MV

MATERIALS

1HS4

72

42

72

17

158

5

2

2

1

1

4 3

1

6

7DH

6MH

Cell Flow Analysis

Turret Pos. Tool Description1 Face and Rgt. Turn (use as stop)2 Center3 Drill4 Boring5 Finish Turn6 Free7 Free8 Part Off

Notes – Additional tools should be placed in a free position where possible thus preserving the

basic settings

Tool Flow Analysis – Type I

Digit 1 Digit 2 Digit 3 Digit 4 Digit 5 Digit 6 Digit 7 Digit 8Dimension Matching with

3 Jaw chuckMethod ofholding Bore

dia. Overall

Dw L Specialattachments Boring tool carrier Quadruple single point

tool holderMaterial Surface

accuracy

03 Jawchuckouter

< 40 L/Dw<0.1 w/o w/o w/o GG-formedroughturned 0

13 Jawchuckinner

42 160 41……100 L/Dw<0.5 Axial copying

Boring, counter-sinking, reaming,tapping.

Uniform cutting, w/oaccuracy. ST-formed

fine turned 1

2 4 Jawchuck 60 250 101…

200

L/Dw up tolimit ofchuck

Face copying Only outer turning.Uniform cut, or staggeredcut, with accuracy,simple boring up to 48 .

NE-formed outer fit 2

3 Springcollet 80 315 301…

400 Shafts<500 2 Axis copying 1 with 2Outer shaping,chamfering, inserting withform tool, not copying.

GG-cut off inner fit (+outer) 3

4 Mandrel orarbor 80 400 401…

500Shafts500…1000

Conical Surfacetapering12

Shaping, etc. withform tool; with 3; notcopying.

3 with 4 ST-cut off positionalaccuracy 4

5 Jig orfixture 125 500 501…

1000Shafts1m…2m Steep cone

Inner shapinginserting chamfering;with 3; copying.

Shaping, insertingchamfering with formtool; copying.

NE-cut off polishing 5

6 Betweencenters > 1000 Shafts

2m…5mShort threadmilling

Inner & outer at thesame time 5 with 2 & 1 or 3 GG-bar knurling,

etc. 6

7 Chuck-center

Shafts >5m

Threading withlead screw 6 with back tool holder ST-bar 7

8 Steadies Thread withcopying NE-bar 8

9Eccentric(faceplate)

Unroundcopying

Automatic cycle with 4th &5th digits non-metal 9

Tool Flow Analysis – Type II

Role of PFA in the Lean Enterprise

F a c to r yF a c to r y

F a c to r y /S ite

S h o p

C e ll

M a c h in eF a c to r y

F a c to r y

F a c to r y

E n terp r ise

S u p p lier N etw o rk s

Production Flow Analysis and Simplification Toolkit

M4 M1 M3

2

3 1

2 1

M2

P-Q Analysis P-Q-$ Analysis

P-R Analysis Type IV

From-To Chart

Flow Diagram

Inter-Module Flow Diagram

P-R Analysis Type II

P-R Analysis Type IIIP-R Analysis Type I

Product Mix Rationalization

Evaluation of Current and Proposed Layouts

Waste Assessment in the Current State

Product Mix Segmentation

Feasibility Analysis for Cellular Manufacturing

Cell Layout

Design of Hybrid Cellular Layouts

Revision of Manufacturing Routings

Value Network Mapping

Initial Menu of Lean Advisory Tools powered

by PFAST

Lean Advisory Tools using PFAST

Success Stories

Before After

Before After % Reduction

Lead Time 7 weeks 3 1/2 weeks 50 %

Cycle Time 8 hours 6 hours 25 %

Part Travel (ft.) 2,450 ft 1,578 ft 36%

Walking (ft.) 3,150 ft 1,578 ft 50%

WIP 360 pcs. 200 pcs. 44%

Factory Flow Analysis

Forge Shop

< 10001000-20002000-30003000-4000>4000

M4

M1

M2

M5

M7

M6

M3

External

Machine Shop

33

12

41

1

17 39

40 21 22

10

16 9

11

56

2

6

3

7

12

8

28

29

2627

50 4

4825

52

55 54 53 57

WE

LDIN

G F

IXT

UR

ES

W ELDINGFIXTURES

INC

OM

ING

KIT

RA

CK

INSPECTION TABLE

MISCELLANEOUS BENCH

LATHE

MILL

SAWDRILLDRILL

BE

AD

M/C

EXPANDER

CH

EC

K &

ST

RA

IGH

TE

N

W E LDB O O TH #2

W E LDB O O TH #1

BE

NC

H

W E LDB O O TH #3

W E LDB O O TH #4

GR

IND

ER

INCOMING CHECK &STRAIGHT RACK

OP OUTGOING RACK

SHOP AIDSTORAGE

Co-located machines, equipment, tooling and processes to minimize part transportation and waiting

Emphasis placed on Flow

Eliminate wasteful steps that impede the speed at which the parts can flow through the assembly process

Create a visual workplace that is self-explaining, self-regulating and self-improving.

Co-located machines, equipment, tooling and processes to minimize part transportation and waiting

Emphasis placed on Flow

Eliminate wasteful steps that impede the speed at which the parts can flow through the assembly process

Create a visual workplace that is self-explaining, self-regulating and self-improving.

Waste Has No Place to HideWaste Has No Place to Hide

Welding Cell

Flexible Machining Cell

7

6

5

1

4

23

9 8

10

12

11

7

6

5

1

4

23

9 8

10

12

11

Finish Machining of Castings

Pipe Fabrication Jobshop

201

862

816

801

859 908960

810

812 813 814 817

835

815 811

866

853

915

885

825

834

837

860176

840

845843

839

830 198

179175

839 839 839

841

842

955

2500

2550958

2620 2610 2640

838

2650 2615

2670

177 178 820 880

949 948 818940

881922

889 856

907

Module 2

Module 1

Cell 1 Cell 2

Raw

Material

Raw

Material

S

S

Assembly of Industrial Scales

811ASM

770W

HL

BR

771H

CFI

N/

771T

EX

TR

761POLSH

761SPWLD

761ASY

761DBURR

761TWELD

761HSTUD/761PEM

761FORM

761PUNCH

763SHR16

763IRONW

763PRBRK

763DRLPR

764PSMA

771VIKIN

764/763 WELDM

763BDSAW

763ACRO

Acknowledgements

The PRO-FAST Program is enabled by the dedicated team of professionals representing the Defense Logistics Agency, Department of Defense and industry. These team mates are determined to ensure the Nation’s forging industry is positioned for the challenges of the 21st Century. Key team members include: R&D Enterprise Team (DLA J339), Logistics Research and Development Branch (DLA – DSCP), and the Forging Industry Association (FIA).

Acknowledgements

Project Champion: Craig KaminskiProject Engineer: Haydn Garrett

Project Champion: Andrew UlvenProject Engineer: Jim Huiras

Project Champion: Joe KracheckProject Engineer: John Lucas

Project Champion: John WilburProject Engineers: Thomas Slauta

WWWEBER METALS, INC.ALUMINUM AND TITANIUM FORGINGS

Project Champion: Thomas StysProject Engineer: Jorge Alvarez

Project Champion: Kevin ShawProject Engineer: Greg Muniak

Project Champion: Dick JohnstonProject Engineer: Todd Sheppard

PFAST Development TeamDr. Rajiv RamnathDr. Rajiv Shivpuri

Dan Gearing

Jon TirpakRussell BeardVicky McKenzie