FOREMANSHIP



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FOREMANSHIP NOTES COMPILED BY MR M. L. PURI FROM THE WORKS OF H.G. HOWELL The author emphasises the crucial role of the foreman in the production process. He provides a precise description of the foreman’s role in all its aspects, namely: use of correct amount of material; correct number of men, hourly standards; level of scrap; correct use of equipment and lastly, human engineering.
INTRODUCTION The foreman in a manufacturing or processing plant is the first line of management and is just about the most important player on the whole team. His supervisors guide him in many things but through him their planning, policies and desires are put into action. How well the foreman can carry out these assignments definitely determines the success of the operation. The foreman is charged with producing schedules making a quality product, controlling costs and keeping the employees happy. The management must be course supply the equipment, means for making adequate tools and dies, keep the schedules within the capacity range and allow sufficient man power to operate the equipment. With these necessary requirements supplied the foreman should also be schooled in how to meet his responsibilities in a commendable manner. This manual is intended to offer a course of training in the basic fundamentals of foremanship or the art of supervising workmen in an intelligent human fashion. It is intentionally written in simple language in order that it will not require an attorney or linguist to interpret it. The manual is also planned so that, if executed properly, top flight foremen can be trained without having to have a college degree. The more education a candidate may have the easier he should absorb the rudiments of a being a good supervisor. From years of experience industry has learnt that the one cardinal virtue of a foreman is that he must know all the operations which he is to supervise. In many instances the foreman does not know but still does a passable job, but not the top job he could have done with “know-how”. Management, at the policy making level often forgets to give the foreman the consideration that he deserves. Along with the adequate monetory compensation he should be given their full support in many other ways. Information as to new plans for expansion, new equipment, new jobs, new methods and new policies are some of the things that will help him. They should back him up in his decisions in controversial matters and if concessions are to be made give him the prestige of granting them. Add as much dignity to the job as is possible and always bear in mind that a foreman is a very important part of management. What is a foreman? When you were selected to be a foreman, the boss had many things in mind. His first thought was the fact that a certain department needed a man to supervise the operations. This need may have arisen because it was a new department, because the foreman quit, the foreman was promoted or because he was sacked. If the former foreman was a good one, the boss without a doubt was looking for one of the same caliber. If he was not a good one the boss was still looking for one that measured up to the highest standards it was possible to obtain. Primarily there are six points that cover what is expected of a good foreman. A good foreman will: 1. Use the correct amount of material to make the parts of the product. 2. Use the correct number of men to operate the equipment. 3. Make or exceed the established hourly standards of production every operating hour. 4. Keep the total scrap pieces below 5% of the total produced. 5. Not allow the equipment, tools or dies to be abused. 6. Maintain good relations with labor and his fellow employees. If all six of these phases of foremanship are carried out fully there is not much left to be desired. The foreman will be in full control of his department. How to achieve the mastery of these important expectations is the problem. Chapter I USING THE CORRECT AMOUNT OF MATERIAL In most manufacturing plants the kind of material is prescribed by an engineer, metallurgist or by the nature of the product. In small plants, it may be the foreman who is given this responsibility. The part or product will usually designate whether it is to be of steel, wood, aluminium or some other material. If a choice is given then the one with the better working qualities for the operation is chosen. In larger plants the process engineer usually calculates the amount of material to be used for each component. The foreman in charge will be the man to eventually determine if this is the correct amount. In trying out the job several factors must be considered, such as die wear, tool life, scrap from turnings or trimmings, and production rate per hour. Die wear must be considered in the case of cold forming, hot forging, die casting and swedging hot or cold. The amount of material originally calculated may be enough to produce an acceptable part while the die is new. When the die wears slightly the part is still within the tolerances but the parts are shy of material if not placed exactly in the right position. In many cases it is advisable to set up different cutting lengths or amounts to be used as the dies wear. Or enough material is prescribed to make the parts when die wear reaches the maximum. Using this method can be detrimental in overloading the die cavities and causing excessive pressures to wear the dies faster than if a normal amount is used. Each specific job must be studied from all the angles. No one is in a better position to do this than the foreman. After he has all the facts of the job tryout or his findings on old jobs, the engineer who processed the job must be called in and advised. In working with the engineer the processing sheets are changed and production control and purchasing are notified of the changes. Chapter II THE CORRECT NUMBER OF MEN The problem of how many men are needed in a department is often a debatable question. The production foreman wants plenty of men. If left to himself he would likely have too many. Someone higher up in the management ladder wants to keep costs down, so he doesn’t allow enough. The result is game of a seesaw without the real answer being given. A happy medium is, in most plants, the right number of men. To determine accurately how many are needed, the schedule, time study standards, and peculiarities or off standard operations must be considered. Production control should issue forecast schedules as far in advance as is possible. In some plants this can be for a year but in any event the forecast should be for at least three months ahead, at all times. Time studied standards should be established on all operations. In cases where they haven’t been, the past production figures by the hour or shift will have to be used. Allowances for inefficiencies, machine repair and tool changes must be taken into account. In new plants, on new jobs, or in old plants where no shift production records have been kept an estimate of hourly production will have to be used. In almost all departments there are off standard operations. They should not exist. But due to the shortcomings of planning and the urge to get into production as soon as possible a department is never entirely ready for production. Off standard operations may be caused by lack of tooling, faulty tooling, improper equipment, lack of equipment or poor workmanship. The job should be analyzed by the industrial or process engineer to determine the cause and to make the recommendations for correction. With or without the help of an engineer a good foreman will analyze the problems and make the corrections where possible himself. If the causes are outside his authority then he will persistently urge his superiors to help him. Lack of equipment is one cause for requesting help from higher levels. The reasons for the need of additional equipment and the advantages of having it should be presented through the proper channel in writing. If higher management is doing its job the equipment will be added or a sensible and intelligent reason will be given for not obtaining the equipment. The off standard operation is then accepted and included in the processing, and is not classified as off standard any longer. The lack of tooling or faulty tooling can usually be overcome by the foreman working closely with the tool engineer in charge of designing. In the daily routine of operating the tooling the foreman can contribute valuable suggestions towards better designs and an adequate quantity of tools and fixtures. An adequate supply of tools allows for the grinding, retipping and other repairs necessary to assure quality. Tools that are run too long cause defective parts and often the tools are damaged beyond repair. Poor workmanship is the responsibility of the foreman. There are two effective ways of correction. Train the operators on the job in the method required to produce quality work. Explain how to use the equipment, the tooling and the actual manipulations. Drill them as when to inspect the parts, what to check and to watch for at all times. Create an interest and enthusiasm in the men to produce quality parts. Select the operators that are the best suited for each type of machine. None knows the individual characteristics of the men better than the foreman. When the schedules are reduced to machine hours, the off standard operations added up, allowances made for down time inefficiencies and absentees accounted for, the number of men needed is solved. Chapter III HOURLY STANDARDS The practical way to establish hourly production rates is by time and motion study. This method is used universally and is accepted by most workmen as being the fair system both from their viewpoint and the company’s. In some less progressive areas time study is still frowned upon and feared by the workmen and some supervisors. These objections can be erased and fear replaced by cooperation if the explanation of the system is a thorough one. Time studies properly made, make allowances for tool changes, personal functions and the fatigue of each operation. In cases of an incentive pay scheme being used, further allowances are made for anticipated earnings above the base rates, for the direct increase in production. To set these production standards accurately the foreman must cooperate fully with the methods engineer and the time study observer. The methods engineer analyzes the operation and with the help of the foreman changes the practices if unnecessary time is consumed. When these changes are complete, the foreman explains to the man or group, that a time study is to be made. He explains that they should work at their normal speed in order to set a rate. The rate of production is important to them to determine if the company expects too much production from them, as well as to get as many pieces per hour as the equipment should deliver. The foreman introduces the time study observer to the operator or the group of men. The observer explains the allowances and impresses on the men that his study will be fair to all concerned. If an operator or group, work at a speed of not more than 20% below or above normal or average, an accurate rate can be set. If the speed is outside this range the study should not be made until it is corrected. It is the foreman’s job to correct it. In many small shops and in backward areas, production rates are set by the foreman or by the workmen themselves. There are many hazards to future progress in this type practice. If left to their own inclinations workmen will establish a shifts production that requires only about 30 to 40% of the time to produce it. For a fair day’s pay the employer should get a minimum of 60% and up to 80% of the total time of the shift spent, in producing. If 30 to 40% is accepted at the start of an operation it will soon be a precedent that cannot be overcome easily. In a competitive field a company cannot survive if the equipment and labor are idle 60% or 70% of the time it is supposed to be producing. The best way to cope with this problem is to not let it happen in the first place. If a condition of this kind does already exist then the best way of correcting it is by a piece work or incentive plan that is fair and equitable. The labor cost that is being paid per shift divided by the pieces produced per shift is the price per piece to be paid. Whatever is done, the only way that will give lasting results is to pay in direct rate to the increase in production. Speeds and feeds or machine cycles control the output of many operations. The operator is at ease while the machine is at work so fatigue time is negligible. By giving about 10% for personal and tool changes a rate can very readily be set. In plants such as stamping, forging, foundry and fabricating the human element plays a larger part in regulating output. When time study is not available a foreman can do a respectable job by following this method. Clock the time for a given number of pieces accurately. Repeat this for four or five times at different periods and arrive at an average rate per hour on the findings. If it is a cold operation and of normal weight allow 20% and the remaining 80% is the hourly production rate. If it is hot and / or heavy allow 30%. For example: Operation – Draw panel (cold) equipment – Toggle Press. 2 men – Timings 10 pcs. 18 mnts 20 pcs. 40 mnts 15 pcs. 31 mnts 22 pcs. 42 mnts 16 pcs. 30 mnts. *********************** Total : 83 pcs. 161 mnts ********************* 161/83 = 1.94 min., each 60/1.94 = 31 per hr. x 80 = 24.8 per hr. or 25 per hr. Operation – Forge Crankshaft Hot equipment Steam Hammer 10 men – Timings 20 pcs. 15 mnts 20 pcs. 14 mnts 20 pcs. 18 mnts 20 pcs. 12 mnts 20 pcs. 16 mnts ******************** Total: 100 pcs. 75 mnts ******************** 75/100 = 0.75 mnts each 60/.75 = 80 per hour x .70 = 56 hrly rate. After the hourly rates are established by one system or another the real problem is to produce at that rate. Producing the prescribed number of pieces per hour is not enough. This production must be maintained hour after hour, by avoiding idle time. The individual foreman cannot overcome many of the factors that contribute to idle time. Material, tools, dies and equipment must be provided. The foreman can assist by anticipating these needs that may have been overlooked and reminding his boss of them. Idle time that occurs in most plants can be reduced by the foreman. Materials for production must be at the operations constantly. Tools, dies and processing supplies such as coolants, oils etc. must also be available without delay. Transportation of raw materials and finished parts should be lined up to function automatically. No delay should ever occur for this reason. A foreman also has to be a leader and a salesman. To lead these men he must set a good example. Being in the department a few minutes before the starting time and again after lunch is very essential. Production in any plant in any part of the world must begin at starting time if standards are to be met. The loss of pieces caused by a late start is by far, not all the loss. A good start adds enthusiasm and impetus to the job for the entire shift. It has been said that “The first hour tells the story for the day”. A foreman worthy of the assignment will be punctual and have his department at work on time. A foreman must sell the men on the idea that he is their leader and not a slave driver. Respecting their problems and helping them solve them will go a long way in building up confidence in him. By making their working condition more tolerable, production standards will be more easily maintained. Uniform methods and practices are vital to production, quality and costs. Too often operators are allowed to have their own special way of doing a job that is not sound. Another operator on a similar machine does it differently. In multiple shifts plants this becomes a more complicated problem. In some instances equipment and / or tooling has been changed to accommodate the varied practices on the shifts. It is the responsibility of the Superintendent to decide which method or practice is to be used and issue instructions accordingly. This decision should be made after a consultation with the full complement of supervision that is involved. The foreman’s responsibility is in seeing that these instructions from the superintendent are carried out to the best of his ability. If he disagrees with the decision he should not resist the change but give it a fair and whole-hearted test. He may become convinced that the new method is better. If he isn’t convinced then he should make another attempt to sell his idea to the superintendent. Regardless of the decisions in controversial matters the foreman follows his superiors’ orders and instruction to his men as coming from him and never says “that’s what the boss wants”. A foreman that quotes the “boss” might just as well say “I don’t agree with him but that’s what he said”. This type of administration will not get the jobs done in the future as the foreman has hidden behind the superintendent’s authority and will loose his control over the department. Seniority dictates which men are moved up to the operator’s classification in many localities. Where this is the custom, the foreman can still place his men on the machines where they will produce to the best advantage. Physical and mental characteristics fit some men to do better work on certain jobs. These characteristics should be studied and the men placed in line with these things considered. Tall men on tall jobs, short ones on lower machines, strong men for lifting etc. are the things that make for a smooth running department and high production. Pride, loyalty and competition play a tremendous part in production. With a little encouragement all workmen will take pride in doing a good job. They are paid to do the work that is assigned to them, which theoretically should be sufficient reasons to get production. A pat on the back, a word of praise or a man-to-man talk often supplies the spark that develops pride. Loyalty in industry to the men in higher levels of management by their subordinates is in itself a fine condition. It creates the warmth of well-being and cooperation. It too often becomes however, a superficial show of emotional loyalty. Producing quality work in a well organized manner and in the specified time is the greatest loyalty a foreman can show his boss or his company. Competition in industry begins in the departments. Two operators on like machines will usually produce about the same amount of pieces. Each of them will not let the other one consistently outdo him. The same spirit exists between shifts, between departments, and between plants. It is this competition that makes for progress in production. Foreman should encourage it in a friendly manner and challenge other shifts and departments, by leading the way. Chapter IV SCRAP Scrap is one of the major problems of industry. It is the constant worry and harassment to the departmental foreman. A department that generates an excessive amount of scrap is always in dire trouble. In an effort to meet schedules, pressure is brought from all sides for inspection to pass components that are questionable. Many of the parts that are accepted are of substandard quality and cause trouble in subsequent operations or assemblies. The salvage or rectification department becomes about as large as the production department. The labor spent in rectification is usually as high and often higher than the original labor cost. The reworked component will pass inspection but is likely to be inferior in some aspect. While rectified parts do not appear in the scrap percentages, the cost of salvaging them definitely goes into the scrap account. This cost is a total loss and belongs with the other scrap costs. Scrap occurs for many reasons. Some of the causes are out of the control of the foreman. Improper tooling, poor equipment, and defective materials are above his jurisdiction directly. But he can help, as he does have a responsibility regarding them. The foreman should point out to his boss and the tool engineer the trouble he is having with the tools, dies or fixtures. Without doubt he can offer suggestions that will help in correcting them. A constant study of all the operations in his department always results in a good foreman coming up with valuable suggestions for improvements. Poor equipment is a higher management level responsibility. Every foreman and every owner of an industrial plant swell with pride if they have all first class equipment on which to make their product. It is a rare instance when this ideal condition exists. The cost of obtaining this capital equipment is the most common reason for not having it. It is not sound business to scrap an old machine that is producing and replace it with a new one unless the increase in production and quality will pay dividends on the investment. It is the foreman’s duty to supply information as to what extent the new equipment will increase production and / or reduce scrap. His figures should be based on sound thinking and facts. Wishful thinking will cause future trouble for everyone. With this information the management can arrive at a decision. Poor equipment is often blamed when it is only poorly maintained. Or it may also be poorly used. Or still further it may be that a few changes such as a gear drive, instead of belts, or a few replacements of work parts or a general overhauling will put the machine in a very acceptable shape. If these changes are within a foreman’s authority he should face the job and do it. If they aren’t, then, it is his duty to contact his boss and point out in detail what should be done. The foreman should present his request in a systematic manner and outline the benefits to be derived. A formidable presentation will be honored most of the time. If it isn’t, the foreman has relieved himself of part of the responsibility for making scrap. But he is still responsible for doing the best he can and to hold the rejections to the lowest possible figure. Defective materials should be reported immediately to the boss. If scrap is a result, the job should be stopped. The decision for trying another lot of material or continuing on rests with a higher executive vested with that authority. The proper use of equipment, tooling, the correct practices and specified methods are the direct responsibility of the foreman. A foreman should train himself to be able to see what goes on in his department. Assuming that he knows all the operations and the best methods to do them, he must then see that the workmen are following the courses. Constant explanations and instructions to the operators are not only desirable but are an essential part of a foreman’s job. Until “seeing” becomes automatic, the foreman should have a check list with him all the time. He can refer to this list and eventually it will not be needed. One fault common to many production foreman is the wrong attitude they have towards the inspection department. The inspectors in his department are the best tolls he has, if used wisely. The wrong or unwise position is that production makes the stuff and that it is inspection’s job to pass it or reject it. These foremen contend that inspection is not their job. The wise approach is that the foreman self-imposes the responsibility to produce parts so good that no inspector can reject them. He will check with the inspector and request to know if there are any jobs not to the specifications. He will solicit the inspector’s advice on any questionable parts he has found coming off the machines. The foreman will make repairs, tool changes and adjustments to correct the errors found by inspection. Trying to put defective work through the inspection department for approval is a fallacy. If successful it causes untold trouble and expenses. The true reflection is on the inspection department and the foreman. Defective parts in end products have often resulted in a bad reputation of the company and the loss of large contracts. Chapter V THE USE OF EQUIPMENT AND TOOLS The proper use of equipment and tools go hand in hand on most operations in any department. Many machines have definite speeds and feeds, that are designated by the machine manufacturers. The tool designer specifies certain angles, clearances, rake and tool steels to be used on each job. Parts are processed to be run in these ranges. The production foreman does not allow his men to change any of these or to make alterations of any kind. All tools should be ground to specification by competent workmen designated for that purpose. On other type of equipment, such as drop forging hammers, blanking and forming presses, bending machines, hydraulic presses, cranes and fork lift trucks, speeds and feeds are not set-up. These machines have a capacity rating in pounds, kilograms or tons. From necessity machines of this type are often overloaded in lieu of larger equipment. Occasionally mistakes in calculations overload them. In any event, extreme care must be exercised to prevent still further overloads. Materials used in production procedures should be cut to uniform sizes and the operators trained so that an occasional piece of oversize material is not put in a die. One piece with an excessive amount of material may break a die or a machine. Often too much material is used and no immediate damage occurs. As this practice is continued dies wear faster and machine parts progressively reach the fatigue limits and breakdown. The foreman should be constantly checking for overloads to eliminate the hazard, save material and to prolong the life of tools and equipment. Dies that are used for forming metals into shapes usually require lubricants. The lubricants used in hot and cold processes vary in their characteristics but are basically the same. Various types of soluble oils are used in turning operations. Heavy, more adhesive, oils and greases for deep drawing cold sheet metal, while hot jobs require oils or greases with a higher flash point. Lubricants are used for several reasons. The primary reason is to keep the walls of die cavities and/or punches with a slick finish, so that the metal will flow more easily and fill the die to the required shape. After the part is formed it is also more easily removed from the die. Lubricants act as coolants and are often combined with a cooling agent. The foreman should always use the prescribed lubricants on tools and dies until an official change has been made. Lubricants are very important to tool and die life. In selecting these agents past experience is an excellent guide. Exhaustive experiments should be conducted before changing from one lubricant to another. Tool life, how well the parts work in the forming operations and the effect on workmen must all be considered. The amount of lubricant used at each application is highly important. On many operations too much lubricant is detrimental. In hot or cold forming an excessive amount in die cavities will prevent filling. The oil must be displaced by the metal. It becomes trapped in deep cavities and corners and the metal is restricted in its flow. The result is an unfilled part. Too much lubricant causes still further trouble in hot forming or forging. In temperatures at which most metals are worked in impression dies, an oil base lubricant burns on contact with it. When the metal is hit with a hammer or squeezed with a press the gases explode and while it ejects the forging most of the time, it also blows the die walls. Cutting and spreading of the dies will result if this practice is continued. Most drop forgings and cavity die press forgings can be made without sticking without the use of lubricants after the new die has made a few parts. An occasional application will also take care of many parts. It is well to note here that one of the best lubricants for impression die hot forgings is a saturated water solution of 3 parts nitrate of soda and one part salt (coarse commercial). Where oil has formerly been used this solution will increase die life from 10-20%. Maintenance of equipment usually falls under the plant engineering department in larger plants. In small plants it is often under a maintenance foreman or the direct responsibility of the departmental foreman. In any case, the foreman’s responsibility in maintaining the equipment is of more importance than who supervises repairing of it. Preventive maintenance is stressed in all progressive plants. The best preventive maintenance in any plant is to operate it properly. A good foreman will not only accept the responsibility of proper operation but will self impose it to the point of training his personnel to follow the right practices. Operating machines at the specified speeds and feeds applies to equipment usage as well as to tools. If speeds and feeds are correct for the tooling it follows that they are for the machines. All moving parts such as bearings, guides, belts, gears etc. must be checked constantly. If adjustments are needed they should be made without delay. Minor corrections such as loose bolts, nuts, etc. can be made by the operator. The foreman should instruct all operators what he expects them to adjust. He should also impress on them the importance of shutting the machine down and calling for the machine repairman on all other items. The most important phase of pre-maintenance of equipment is adequate and correct lubrication. This essential function is too often neglected or forgotten entirely. The first class modern plants have recognized this need and are equipping all machines that can be so equipped, with automatic lubricating systems. Others have oilers who make routine tours during the shifts. Production supervisors are reluctant at times to stop operations for the oiler to perform his duty. There is an excuse in opposing a stoppage that is somewhat valid, but not in accord with taking care of the equipment. To circumvent this situation, the production crews should be responsible for specified application of lubricants. The scope of this responsibility should be limited to the routine oiling during the operating hours. Packing of gear boxes, filling automatic oilers, oil tanks, etc. are the duties of the maintenance department. A cooperative setup of this kind ensures continuity of productions and plenty of lubrication. Instead of an oiler making a habitual tour, a first class mechanic should constantly inspect all machines to be absolutely sure that the moving parts are properly and adequately lubricated. The money spent for this all important function pays huge dividends and the execution of such a program cannot be stressed too much. Waste cannot be justified in any plant. Excessive amounts of oil, greases or other lubricants, within reason cannot be classified as waste. Factually this excess is insurance. To approach the lubrication problem scientifically and practically, the following outline will cover the activity. 1. Determine the oil and / or grease that is most suitable for each machine. If a lubricating engineer is not available, the specifications furnished by the machine tool builders should be followed. 2. Keep the types of lubricants to a minimum to avoid confusion, but do not substitute unless the type suits the need. 3. Provide a central storage and dispensing station. Provide pumps or barrel racks to avoid delays and waste. 4. Provide adequate oil cans and / or “guns” to each machine. 5. Assign a mechanic of the maintenance department to check machines and lubrication. Chapter VI HUMAN ENGINEERING At this point the reader will, without a doubt, begin to think that a foreman is expected to be some sort of a superman. He isn’t a superman, but in the role of a departmental supervisor, he must be engaged in many trades and professions to a certain extent. Industrial engineering, tool engineering, mechanical engineering, production engineering and human engineering are all part of the job. Human engineering covers a multitude of subjects and functions. Labor relations, relation with fellow employees, relations with supervisors, public relations, personal conduct, and safety are each a part of human engineering. “What you do in your own time is your own affair and none of our business”. This expression has often been made to foreman and in reverse by foreman. Technically and legally this statement is true. For the advancement and welfare of the foreman and the company, it is not true. Both in the plant and outside of it, a good foreman will set a good example for his subordinates to follow. He can have fun but in a temperate fashion. He will be honest and upright in his business dealings and social life. A foreman will also speak highly of his superiors and the company or not at all. He will confine his complaints to his boss and not discuss unpleasant incidents and issues outside the plant. Criticisms of things and people are often well founded but rarely justified to the point of expressing them. Getting along with the other members of the management team and with workmen of other departments is a valuable asset. A small amount of friction might in some instances promote progress. The hazard of this friction becoming a feud is too great to sponsor it. Friendly competition serves the purpose much better. If each foreman will recognize the other fellow’s problem and offer a helping hand, every one will do a better job. If personalities clash, courtesy, tolerance and staying strictly to business will alleviate many strained situations. Promoting a controversy with another individual or between two people is very viscous and detrimental to everyone that becomes involved. Rumors of all descriptions are started for many reasons. The foreman should discount them as quickly and quietly as possible. These rumors cause unrest and have been known to lead to strikes. A good foreman respects but never fears his superiors. Even if a foreman feels that one or more of his supervisors are not qualified for the job he holds, he respects him because of his position. It is up to some higher level executive to pass judgment on the man’s fitness for the job. When receiving orders or instructions from the boss, a good foreman must understand them fully to execute them properly. If he disagrees with the boss, he should express his opinion calmly and to the point. If the boss does not comply with his request, the foreman must then carry out the instructions. He should execute the orders in his own name and not quote his boss. This practice weakens the foreman’s control of the department and he will rightfully become known as a messenger boy. Fear of superiors is usually developed by a foreman who has not done a very good job. Or, some executives are feared because they are ruthless and unjust. A good foreman has no apologies to make, has nothing to hide and should be able to command respect and a word of praise. If this is not forthcoming then the higher executive is unjust. Being afraid of this type will not correct the condition or enhance the foreman’s security. Good relations between the foreman and the employees in this department are of utmost importance. Production, quality and overall success are all improved with better relations. To show sincere interest in the employees, to become acquainted with them, to know something about their families, to know their likes and dislikes and to know their characteristics is the foundation on which to begin. It is not necessary to fraternize socially to find out this information. Casual and friendly conversation is all that is required. Religions, nationalities, politics and races should not enter into the treatment of any employees, except to give considerations and respect due to them. Promotions and rewards should always be made on service, merit and ability. Instructions and orders that are given intelligently are more easily followed and will be carried out much more efficiently. A full explanation of what is to be done should be made, so there will be no misunderstanding and the work can proceed smoothly. In moving men from one job to another or in assigning new men, the details of the operations and / or machines should be gone over thoroughly with them. The foreman or an experienced operator should stay with the employee to be sure he can do the operations safely. It is unfair to the company and the employee if he is left to himself before he knows how to perform. When it is necessary to change an employee from one classification to another or from one area to another, a full explanation will avoid ill feelings and future trouble. One employee’s job is just as important to him as any other, no matter what the classification may be. Any changes of a laborer’s job is just as important to him as any changes that may happen to the foreman’s duties and deserves the same consideration. The majority of workmen are interested in working conditions and the rate of pay. The foreman does not have much voice in establishing brackets of pay for the various classifications. He does have a lot to do with increases of hourly rates within the established brackets. Increases should be given as the workman improves or according to service with the company. A good foreman will take care of these types of rewards without any prodding. Working conditions can be controlled in many cases by the foreman. The foreman cannot be successful and coddle his men. He must be firm and demanding. Keeping equipment in first class condition, supplying hand tools that are in good shape, having protective devices on hand and providing facilities for their personal comfort will go a long way in having a contented working force. In direct connection with working conditions is the all important subject “Safety”. To have a safe plant in which to work, working conditions must be the best. The word safety usually brings to mind broken bones, lacerations, bruises, eye injuries, etc. The records on these accidents may not be too high, but if the hazards are present, sooner or later there will be injuries. Hundreds of accident reports made out by foremen read, cause: “carelessness”. It is granted that some accidents are caused by a workman being careless, but this reason is given much too often. It is easier and reflects less blame on the foreman and company to make this statement, but it is the weak way out. All accidents should be analyzed with the single thought in mind – “What safeguard could we have made to have prevented this accident?” In ninety percent of the cases, an answer more realistic than “carelessness” will result. All moving parts such as fly wheels, belts, gears and pulleys should be well guarded. Eye protection of heat treated glass or plastic material should be provided on operations from flying chips, scale, dust and other flying objects. Special glasses or shields must be provided on operations such as welding, or where intense heat is used. Protective clothing should be worn on hazardous jobs to protect feet, hands and body. Adequate lighting should be provided on all operations. All operations should be engineered not only to produce a volume of good parts, but to produce them safely. Instructions must be constantly given in how to perform and use safe practices. Constant checking by the foreman must become a habit. Daily or periodic checks are not enough. As he walks through the plant going about his other duties, a good foreman will automatically see these malpractices. He should correct them at once without any delay. Workmen must also be guarded against health hazards such as smoke, rancid coolants, oils, unsafe drinking water, dust from grinding wheels, dust from abrasive cleaning materials, lead used in processing and many others common to industry. Good housekeeping contributes more to production, quality and safety than is generally recognized. An orderly clean plant inspires all personnel to do better. Open space allows free movement and affords storage room for “In process materials” to be lined automatically. Clean floors prevent falls caused by stumbling over objects or slipping on an oil spot. Plants that depend on annual or semi-annual clean up campaigns should analyze the problem and institute a housekeeping program that is maintained daily. A good foreman will originate this procedure on his own initiative. When a plant or department is new, it usually has a nice clean floor, surrounded by four walls. The equipment is installed according to a layout of some kind. If the foreman does not set up a program to keep the areas clean, it is only a relatively short time until the whole department is a cluttered up mess. In analyzing what this accumulation consists of, preventive measures are obvious. 1. Provide racks, boxes, cables or hooks for the storage of hand tools that are used part of the time. 2. Designate an area for the storage of tools, dies, fixtures and accessories between runs. Do not allow them to be left on the floor near the machine. 3. Set up areas for all scrap and dispose of it daily. Move turnings, trimmings and chips, etc. from machines as it is generated, in containers assigned for this purpose. 4. All productive materials should be transported in containers on racks or in conveyors as the case may be. Handling facilities between operations must be provided to avoid piling of parts on the floor. This practice not only multiplies handling costs but also creates a safety hazard that is forever present. 5. Economy in saving remnants of productive raw materials and scrap dies and fixtures is a commendable practice. Designate an area outside the plant working space, preferably a fenced area, in which to neatly store such materials. 6. Impress on all workmen that all odds and ends left on the floor, including tools not in use, will be moved out of the department. 7. Instruct the cleaning man that all these items are to be moved and see that he does it. At first, this method will cause some confusion and resistance. With a little patience and a lot of determination, this procedure will become an established custom and everyone will be proud of their department and keep it that way. An efficient and loyal labor force is the most valuable asset that an industrial company will ever possess. The money and time spent to acquire it will always pay big returns. Keep this force mentally and physically fit so they are on the job every day. A foreman who measures up to the standards of performance that have been outlined does not have much else to worry about. His schedule will be met, quality will be high, costs will be low and his department will operate smoothly. His personal future is assured. Men who can and will produce are in demand the world over. Good Foremanship and Good Luck.**
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FOREMANSHIP NOTES COMPILED BY MR M. L. PURI FROM THE WORKS OF H.G. HOWELL The author emphasises the crucial role of the foreman in the production process. He provides a precise description of the foreman’s role in all its aspects, namely: use of correct amount of material; correct number of men, hourly standards; level of scrap; correct use of equipment and lastly, human engineering.
INTRODUCTION The foreman in a manufacturing or processing plant is the first line of management and is just about the most important player on the whole team. His supervisors guide him in many things but through him their planning, policies and desires are put into action. How well the foreman can carry out these assignments definitely determines the success of the operation. The foreman is charged with producing schedules making a quality product, controlling costs and keeping the employees happy. The management must be course supply the equipment, means for making adequate tools and dies, keep the schedules within the capacity range and allow sufficient man power to operate the equipment. With these necessary requirements supplied the foreman should also be schooled in how to meet his responsibilities in a commendable manner. This manual is intended to offer a course of training in the basic fundamentals of foremanship or the art of supervising workmen in an intelligent human fashion. It is intentionally written in simple language in order that it will not require an attorney or linguist to interpret it. The manual is also planned so that, if executed properly, top flight foremen can be trained without having to have a college degree. The more education a candidate may have the easier he should absorb the rudiments of a being a good supervisor. From years of experience industry has learnt that the one cardinal virtue of a foreman is that he must know all the operations which he is to supervise. In many instances the foreman does not know but still does a passable job, but not the top job he could have done with “know-how”. Management, at the policy making level often forgets to give the foreman the consideration that he deserves. Along with the adequate monetory compensation he should be given their full support in many other ways. Information as to new plans for expansion, new equipment, new jobs, new methods and new policies are some of the things that will help him. They should back him up in his decisions in controversial matters and if concessions are to be made give him the prestige of granting them. Add as much dignity to the job as is possible and always bear in mind that a foreman is a very important part of management. What is a foreman? When you were selected to be a foreman, the boss had many things in mind. His first thought was the fact that a certain department needed a man to supervise the operations. This need may have arisen because it was a new department, because the foreman quit, the foreman was promoted or because he was sacked. If the former foreman was a good one, the boss without a doubt was looking for one of the same caliber. If he was not a good one the boss was still looking for one that measured up to the highest standards it was possible to obtain. Primarily there are six points that cover what is expected of a good foreman. A good foreman will: 1. Use the correct amount of material to make the parts of the product. 2. Use the correct number of men to operate the equipment. 3. Make or exceed the established hourly standards of production every operating hour. 4. Keep the total scrap pieces below 5% of the total produced. 5. Not allow the equipment, tools or dies to be abused. 6. Maintain good relations with labor and his fellow employees. If all six of these phases of foremanship are carried out fully there is not much left to be desired. The foreman will be in full control of his department. How to achieve the mastery of these important expectations is the problem. Chapter I USING THE CORRECT AMOUNT OF MATERIAL In most manufacturing plants the kind of material is prescribed by an engineer, metallurgist or by the nature of the product. In small plants, it may be the foreman who is given this responsibility. The part or product will usually designate whether it is to be of steel, wood, aluminium or some other material. If a choice is given then the one with the better working qualities for the operation is chosen. In larger plants the process engineer usually calculates the amount of material to be used for each component. The foreman in charge will be the man to eventually determine if this is the correct amount. In trying out the job several factors must be considered, such as die wear, tool life, scrap from turnings or trimmings, and production rate per hour. Die wear must be considered in the case of cold forming, hot forging, die casting and swedging hot or cold. The amount of material originally calculated may be enough to produce an acceptable part while the die is new. When the die wears slightly the part is still within the tolerances but the parts are shy of material if not placed exactly in the right position. In many cases it is advisable to set up different cutting lengths or amounts to be used as the dies wear. Or enough material is prescribed to make the parts when die wear reaches the maximum. Using this method can be detrimental in overloading the die cavities and causing excessive pressures to wear the dies faster than if a normal amount is used. Each specific job must be studied from all the angles. No one is in a better position to do this than the foreman. After he has all the facts of the job tryout or his findings on old jobs, the engineer who processed the job must be called in and advised. In working with the engineer the processing sheets are changed and production control and purchasing are notified of the changes. Chapter II THE CORRECT NUMBER OF MEN The problem of how many men are needed in a department is often a debatable question. The production foreman wants plenty of men. If left to himself he would likely have too many. Someone higher up in the management ladder wants to keep costs down, so he doesn’t allow enough. The result is game of a seesaw without the real answer being given. A happy medium is, in most plants, the right number of men. To determine accurately how many are needed, the schedule, time study standards, and peculiarities or off standard operations must be considered. Production control should issue forecast schedules as far in advance as is possible. In some plants this can be for a year but in any event the forecast should be for at least three months ahead, at all times. Time studied standards should be established on all operations. In cases where they haven’t been, the past production figures by the hour or shift will have to be used. Allowances for inefficiencies, machine repair and tool changes must be taken into account. In new plants, on new jobs, or in old plants where no shift production records have been kept an estimate of hourly production will have to be used. In almost all departments there are off standard operations. They should not exist. But due to the shortcomings of planning and the urge to get into production as soon as possible a department is never entirely ready for production. Off standard operations may be caused by lack of tooling, faulty tooling, improper equipment, lack of equipment or poor workmanship. The job should be analyzed by the industrial or process engineer to determine the cause and to make the recommendations for correction. With or without the help of an engineer a good foreman will analyze the problems and make the corrections where possible himself. If the causes are outside his authority then he will persistently urge his superiors to help him. Lack of equipment is one cause for requesting help from higher levels. The reasons for the need of additional equipment and the advantages of having it should be presented through the proper channel in writing. If higher management is doing its job the equipment will be added or a sensible and intelligent reason will be given for not obtaining the equipment. The off standard operation is then accepted and included in the processing, and is not classified as off standard any longer. The lack of tooling or faulty tooling can usually be overcome by the foreman working closely with the tool engineer in charge of designing. In the daily routine of operating the tooling the foreman can contribute valuable suggestions towards better designs and an adequate quantity of tools and fixtures. An adequate supply of tools allows for the grinding, retipping and other repairs necessary to assure quality. Tools that are run too long cause defective parts and often the tools are damaged beyond repair. Poor workmanship is the responsibility of the foreman. There are two effective ways of correction. Train the operators on the job in the method required to produce quality work. Explain how to use the equipment, the tooling and the actual manipulations. Drill them as when to inspect the parts, what to check and to watch for at all times. Create an interest and enthusiasm in the men to produce quality parts. Select the operators that are the best suited for each type of machine. None knows the individual characteristics of the men better than the foreman. When the schedules are reduced to machine hours, the off standard operations added up, allowances made for down time inefficiencies and absentees accounted for, the number of men needed is solved. Chapter III HOURLY STANDARDS The practical way to establish hourly production rates is by time and motion study. This method is used universally and is accepted by most workmen as being the fair system both from their viewpoint and the company’s. In some less progressive areas time study is still frowned upon and feared by the workmen and some supervisors. These objections can be erased and fear replaced by cooperation if the explanation of the system is a thorough one. Time studies properly made, make allowances for tool changes, personal functions and the fatigue of each operation. In cases of an incentive pay scheme being used, further allowances are made for anticipated earnings above the base rates, for the direct increase in production. To set these production standards accurately the foreman must cooperate fully with the methods engineer and the time study observer. The methods engineer analyzes the operation and with the help of the foreman changes the practices if unnecessary time is consumed. When these changes are complete, the foreman explains to the man or group, that a time study is to be made. He explains that they should work at their normal speed in order to set a rate. The rate of production is important to them to determine if the company expects too much production from them, as well as to get as many pieces per hour as the equipment should deliver. The foreman introduces the time study observer to the operator or the group of men. The observer explains the allowances and impresses on the men that his study will be fair to all concerned. If an operator or group, work at a speed of not more than 20% below or above normal or average, an accurate rate can be set. If the speed is outside this range the study should not be made until it is corrected. It is the foreman’s job to correct it. In many small shops and in backward areas, production rates are set by the foreman or by the workmen themselves. There are many hazards to future progress in this type practice. If left to their own inclinations workmen will establish a shifts production that requires only about 30 to 40% of the time to produce it. For a fair day’s pay the employer should get a minimum of 60% and up to 80% of the total time of the shift spent, in producing. If 30 to 40% is accepted at the start of an operation it will soon be a precedent that cannot be overcome easily. In a competitive field a company cannot survive if the equipment and labor are idle 60% or 70% of the time it is supposed to be producing. The best way to cope with this problem is to not let it happen in the first place. If a condition of this kind does already exist then the best way of correcting it is by a piece work or incentive plan that is fair and equitable. The labor cost that is being paid per shift divided by the pieces produced per shift is the price per piece to be paid. Whatever is done, the only way that will give lasting results is to pay in direct rate to the increase in production. Speeds and feeds or machine cycles control the output of many operations. The operator is at ease while the machine is at work so fatigue time is negligible. By giving about 10% for personal and tool changes a rate can very readily be set. In plants such as stamping, forging, foundry and fabricating the human element plays a larger part in regulating output. When time study is not available a foreman can do a respectable job by following this method. Clock the time for a given number of pieces accurately. Repeat this for four or five times at different periods and arrive at an average rate per hour on the findings. If it is a cold operation and of normal weight allow 20% and the remaining 80% is the hourly production rate. If it is hot and / or heavy allow 30%. For example: Operation – Draw panel (cold) equipment – Toggle Press. 2 men – Timings 10 pcs. 18 mnts 20 pcs. 40 mnts 15 pcs. 31 mnts 22 pcs. 42 mnts 16 pcs. 30 mnts. *********************** Total : 83 pcs. 161 mnts ********************* 161/83 = 1.94 min., each 60/1.94 = 31 per hr. x 80 = 24.8 per hr. or 25 per hr. Operation – Forge Crankshaft Hot equipment Steam Hammer 10 men – Timings 20 pcs. 15 mnts 20 pcs. 14 mnts 20 pcs. 18 mnts 20 pcs. 12 mnts 20 pcs. 16 mnts ******************** Total: 100 pcs. 75 mnts ******************** 75/100 = 0.75 mnts each 60/.75 = 80 per hour x .70 = 56 hrly rate. After the hourly rates are established by one system or another the real problem is to produce at that rate. Producing the prescribed number of pieces per hour is not enough. This production must be maintained hour after hour, by avoiding idle time. The individual foreman cannot overcome many of the factors that contribute to idle time. Material, tools, dies and equipment must be provided. The foreman can assist by anticipating these needs that may have been overlooked and reminding his boss of them. Idle time that occurs in most plants can be reduced by the foreman. Materials for production must be at the operations constantly. Tools, dies and processing supplies such as coolants, oils etc. must also be available without delay. Transportation of raw materials and finished parts should be lined up to function automatically. No delay should ever occur for this reason. A foreman also has to be a leader and a salesman. To lead these men he must set a good example. Being in the department a few minutes before the starting time and again after lunch is very essential. Production in any plant in any part of the world must begin at starting time if standards are to be met. The loss of pieces caused by a late start is by far, not all the loss. A good start adds enthusiasm and impetus to the job for the entire shift. It has been said that “The first hour tells the story for the day”. A foreman worthy of the assignment will be punctual and have his department at work on time. A foreman must sell the men on the idea that he is their leader and not a slave driver. Respecting their problems and helping them solve them will go a long way in building up confidence in him. By making their working condition more tolerable, production standards will be more easily maintained. Uniform methods and practices are vital to production, quality and costs. Too often operators are allowed to have their own special way of doing a job that is not sound. Another operator on a similar machine does it differently. In multiple shifts plants this becomes a more complicated problem. In some instances equipment and / or tooling has been changed to accommodate the varied practices on the shifts. It is the responsibility of the Superintendent to decide which method or practice is to be used and issue instructions accordingly. This decision should be made after a consultation with the full complement of supervision that is involved. The foreman’s responsibility is in seeing that these instructions from the superintendent are carried out to the best of his ability. If he disagrees with the decision he should not resist the change but give it a fair and whole-hearted test. He may become convinced that the new method is better. If he isn’t convinced then he should make another attempt to sell his idea to the superintendent. Regardless of the decisions in controversial matters the foreman follows his superiors’ orders and instruction to his men as coming from him and never says “that’s what the boss wants”. A foreman that quotes the “boss” might just as well say “I don’t agree with him but that’s what he said”. This type of administration will not get the jobs done in the future as the foreman has hidden behind the superintendent’s authority and will loose his control over the department. Seniority dictates which men are moved up to the operator’s classification in many localities. Where this is the custom, the foreman can still place his men on the machines where they will produce to the best advantage. Physical and mental characteristics fit some men to do better work on certain jobs. These characteristics should be studied and the men placed in line with these things considered. Tall men on tall jobs, short ones on lower machines, strong men for lifting etc. are the things that make for a smooth running department and high production. Pride, loyalty and competition play a tremendous part in production. With a little encouragement all workmen will take pride in doing a good job. They are paid to do the work that is assigned to them, which theoretically should be sufficient reasons to get production. A pat on the back, a word of praise or a man-to-man talk often supplies the spark that develops pride. Loyalty in industry to the men in higher levels of management by their subordinates is in itself a fine condition. It creates the warmth of well-being and cooperation. It too often becomes however, a superficial show of emotional loyalty. Producing quality work in a well organized manner and in the specified time is the greatest loyalty a foreman can show his boss or his company. Competition in industry begins in the departments. Two operators on like machines will usually produce about the same amount of pieces. Each of them will not let the other one consistently outdo him. The same spirit exists between shifts, between departments, and between plants. It is this competition that makes for progress in production. Foreman should encourage it in a friendly manner and challenge other shifts and departments, by leading the way. Chapter IV SCRAP Scrap is one of the major problems of industry. It is the constant worry and harassment to the departmental foreman. A department that generates an excessive amount of scrap is always in dire trouble. In an effort to meet schedules, pressure is brought from all sides for inspection to pass components that are questionable. Many of the parts that are accepted are of substandard quality and cause trouble in subsequent operations or assemblies. The salvage or rectification department becomes about as large as the production department. The labor spent in rectification is usually as high and often higher than the original labor cost. The reworked component will pass inspection but is likely to be inferior in some aspect. While rectified parts do not appear in the scrap percentages, the cost of salvaging them definitely goes into the scrap account. This cost is a total loss and belongs with the other scrap costs. Scrap occurs for many reasons. Some of the causes are out of the control of the foreman. Improper tooling, poor equipment, and defective materials are above his jurisdiction directly. But he can help, as he does have a responsibility regarding them. The foreman should point out to his boss and the tool engineer the trouble he is having with the tools, dies or fixtures. Without doubt he can offer suggestions that will help in correcting them. A constant study of all the operations in his department always results in a good foreman coming up with valuable suggestions for improvements. Poor equipment is a higher management level responsibility. Every foreman and every owner of an industrial plant swell with pride if they have all first class equipment on which to make their product. It is a rare instance when this ideal condition exists. The cost of obtaining this capital equipment is the most common reason for not having it. It is not sound business to scrap an old machine that is producing and replace it with a new one unless the increase in production and quality will pay dividends on the investment. It is the foreman’s duty to supply information as to what extent the new equipment will increase production and / or reduce scrap. His figures should be based on sound thinking and facts. Wishful thinking will cause future trouble for everyone. With this information the management can arrive at a decision. Poor equipment is often blamed when it is only poorly maintained. Or it may also be poorly used. Or still further it may be that a few changes such as a gear drive, instead of belts, or a few replacements of work parts or a general overhauling will put the machine in a very acceptable shape. If these changes are within a foreman’s authority he should face the job and do it. If they aren’t, then, it is his duty to contact his boss and point out in detail what should be done. The foreman should present his request in a systematic manner and outline the benefits to be derived. A formidable presentation will be honored most of the time. If it isn’t, the foreman has relieved himself of part of the responsibility for making scrap. But he is still responsible for doing the best he can and to hold the rejections to the lowest possible figure. Defective materials should be reported immediately to the boss. If scrap is a result, the job should be stopped. The decision for trying another lot of material or continuing on rests with a higher executive vested with that authority. The proper use of equipment, tooling, the correct practices and specified methods are the direct responsibility of the foreman. A foreman should train himself to be able to see what goes on in his department. Assuming that he knows all the operations and the best methods to do them, he must then see that the workmen are following the courses. Constant explanations and instructions to the operators are not only desirable but are an essential part of a foreman’s job. Until “seeing” becomes automatic, the foreman should have a check list with him all the time. He can refer to this list and eventually it will not be needed. One fault common to many production foreman is the wrong attitude they have towards the inspection department. The inspectors in his department are the best tolls he has, if used wisely. The wrong or unwise position is that production makes the stuff and that it is inspection’s job to pass it or reject it. These foremen contend that inspection is not their job. The wise approach is that the foreman self-imposes the responsibility to produce parts so good that no inspector can reject them. He will check with the inspector and request to know if there are any jobs not to the specifications. He will solicit the inspector’s advice on any questionable parts he has found coming off the machines. The foreman will make repairs, tool changes and adjustments to correct the errors found by inspection. Trying to put defective work through the inspection department for approval is a fallacy. If successful it causes untold trouble and expenses. The true reflection is on the inspection department and the foreman. Defective parts in end products have often resulted in a bad reputation of the company and the loss of large contracts. Chapter V THE USE OF EQUIPMENT AND TOOLS The proper use of equipment and tools go hand in hand on most operations in any department. Many machines have definite speeds and feeds, that are designated by the machine manufacturers. The tool designer specifies certain angles, clearances, rake and tool steels to be used on each job. Parts are processed to be run in these ranges. The production foreman does not allow his men to change any of these or to make alterations of any kind. All tools should be ground to specification by competent workmen designated for that purpose. On other type of equipment, such as drop forging hammers, blanking and forming presses, bending machines, hydraulic presses, cranes and fork lift trucks, speeds and feeds are not set-up. These machines have a capacity rating in pounds, kilograms or tons. From necessity machines of this type are often overloaded in lieu of larger equipment. Occasionally mistakes in calculations overload them. In any event, extreme care must be exercised to prevent still further overloads. Materials used in production procedures should be cut to uniform sizes and the operators trained so that an occasional piece of oversize material is not put in a die. One piece with an excessive amount of material may break a die or a machine. Often too much material is used and no immediate damage occurs. As this practice is continued dies wear faster and machine parts progressively reach the fatigue limits and breakdown. The foreman should be constantly checking for overloads to eliminate the hazard, save material and to prolong the life of tools and equipment. Dies that are used for forming metals into shapes usually require lubricants. The lubricants used in hot and cold processes vary in their characteristics but are basically the same. Various types of soluble oils are used in turning operations. Heavy, more adhesive, oils and greases for deep drawing cold sheet metal, while hot jobs require oils or greases with a higher flash point. Lubricants are used for several reasons. The primary reason is to keep the walls of die cavities and/or punches with a slick finish, so that the metal will flow more easily and fill the die to the required shape. After the part is formed it is also more easily removed from the die. Lubricants act as coolants and are often combined with a cooling agent. The foreman should always use the prescribed lubricants on tools and dies until an official change has been made. Lubricants are very important to tool and die life. In selecting these agents past experience is an excellent guide. Exhaustive experiments should be conducted before changing from one lubricant to another. Tool life, how well the parts work in the forming operations and the effect on workmen must all be considered. The amount of lubricant used at each application is highly important. On many operations too much lubricant is detrimental. In hot or cold forming an excessive amount in die cavities will prevent filling. The oil must be displaced by the metal. It becomes trapped in deep cavities and corners and the metal is restricted in its flow. The result is an unfilled part. Too much lubricant causes still further trouble in hot forming or forging. In temperatures at which most metals are worked in impression dies, an oil base lubricant burns on contact with it. When the metal is hit with a hammer or squeezed with a press the gases explode and while it ejects the forging most of the time, it also blows the die walls. Cutting and spreading of the dies will result if this practice is continued. Most drop forgings and cavity die press forgings can be made without sticking without the use of lubricants after the new die has made a few parts. An occasional application will also take care of many parts. It is well to note here that one of the best lubricants for impression die hot forgings is a saturated water solution of 3 parts nitrate of soda and one part salt (coarse commercial). Where oil has formerly been used this solution will increase die life from 10-20%. Maintenance of equipment usually falls under the plant engineering department in larger plants. In small plants it is often under a maintenance foreman or the direct responsibility of the departmental foreman. In any case, the foreman’s responsibility in maintaining the equipment is of more importance than who supervises repairing of it. Preventive maintenance is stressed in all progressive plants. The best preventive maintenance in any plant is to operate it properly. A good foreman will not only accept the responsibility of proper operation but will self impose it to the point of training his personnel to follow the right practices. Operating machines at the specified speeds and feeds applies to equipment usage as well as to tools. If speeds and feeds are correct for the tooling it follows that they are for the machines. All moving parts such as bearings, guides, belts, gears etc. must be checked constantly. If adjustments are needed they should be made without delay. Minor corrections such as loose bolts, nuts, etc. can be made by the operator. The foreman should instruct all operators what he expects them to adjust. He should also impress on them the importance of shutting the machine down and calling for the machine repairman on all other items. The most important phase of pre-maintenance of equipment is adequate and correct lubrication. This essential function is too often neglected or forgotten entirely. The first class modern plants have recognized this need and are equipping all machines that can be so equipped, with automatic lubricating systems. Others have oilers who make routine tours during the shifts. Production supervisors are reluctant at times to stop operations for the oiler to perform his duty. There is an excuse in opposing a stoppage that is somewhat valid, but not in accord with taking care of the equipment. To circumvent this situation, the production crews should be responsible for specified application of lubricants. The scope of this responsibility should be limited to the routine oiling during the operating hours. Packing of gear boxes, filling automatic oilers, oil tanks, etc. are the duties of the maintenance department. A cooperative setup of this kind ensures continuity of productions and plenty of lubrication. Instead of an oiler making a habitual tour, a first class mechanic should constantly inspect all machines to be absolutely sure that the moving parts are properly and adequately lubricated. The money spent for this all important function pays huge dividends and the execution of such a program cannot be stressed too much. Waste cannot be justified in any plant. Excessive amounts of oil, greases or other lubricants, within reason cannot be classified as waste. Factually this excess is insurance. To approach the lubrication problem scientifically and practically, the following outline will cover the activity. 1. Determine the oil and / or grease that is most suitable for each machine. If a lubricating engineer is not available, the specifications furnished by the machine tool builders should be followed. 2. Keep the types of lubricants to a minimum to avoid confusion, but do not substitute unless the type suits the need. 3. Provide a central storage and dispensing station. Provide pumps or barrel racks to avoid delays and waste. 4. Provide adequate oil cans and / or “guns” to each machine. 5. Assign a mechanic of the maintenance department to check machines and lubrication. Chapter VI HUMAN ENGINEERING At this point the reader will, without a doubt, begin to think that a foreman is expected to be some sort of a superman. He isn’t a superman, but in the role of a departmental supervisor, he must be engaged in many trades and professions to a certain extent. Industrial engineering, tool engineering, mechanical engineering, production engineering and human engineering are all part of the job. Human engineering covers a multitude of subjects and functions. Labor relations, relation with fellow employees, relations with supervisors, public relations, personal conduct, and safety are each a part of human engineering. “What you do in your own time is your own affair and none of our business”. This expression has often been made to foreman and in reverse by foreman. Technically and legally this statement is true. For the advancement and welfare of the foreman and the company, it is not true. Both in the plant and outside of it, a good foreman will set a good example for his subordinates to follow. He can have fun but in a temperate fashion. He will be honest and upright in his business dealings and social life. A foreman will also speak highly of his superiors and the company or not at all. He will confine his complaints to his boss and not discuss unpleasant incidents and issues outside the plant. Criticisms of things and people are often well founded but rarely justified to the point of expressing them. Getting along with the other members of the management team and with workmen of other departments is a valuable asset. A small amount of friction might in some instances promote progress. The hazard of this friction becoming a feud is too great to sponsor it. Friendly competition serves the purpose much better. If each foreman will recognize the other fellow’s problem and offer a helping hand, every one will do a better job. If personalities clash, courtesy, tolerance and staying strictly to business will alleviate many strained situations. Promoting a controversy with another individual or between two people is very viscous and detrimental to everyone that becomes involved. Rumors of all descriptions are started for many reasons. The foreman should discount them as quickly and quietly as possible. These rumors cause unrest and have been known to lead to strikes. A good foreman respects but never fears his superiors. Even if a foreman feels that one or more of his supervisors are not qualified for the job he holds, he respects him because of his position. It is up to some higher level executive to pass judgment on the man’s fitness for the job. When receiving orders or instructions from the boss, a good foreman must understand them fully to execute them properly. If he disagrees with the boss, he should express his opinion calmly and to the point. If the boss does not comply with his request, the foreman must then carry out the instructions. He should execute the orders in his own name and not quote his boss. This practice weakens the foreman’s control of the department and he will rightfully become known as a messenger boy. Fear of superiors is usually developed by a foreman who has not done a very good job. Or, some executives are feared because they are ruthless and unjust. A good foreman has no apologies to make, has nothing to hide and should be able to command respect and a word of praise. If this is not forthcoming then the higher executive is unjust. Being afraid of this type will not correct the condition or enhance the foreman’s security. Good relations between the foreman and the employees in this department are of utmost importance. Production, quality and overall success are all improved with better relations. To show sincere interest in the employees, to become acquainted with them, to know something about their families, to know their likes and dislikes and to know their characteristics is the foundation on which to begin. It is not necessary to fraternize socially to find out this information. Casual and friendly conversation is all that is required. Religions, nationalities, politics and races should not enter into the treatment of any employees, except to give considerations and respect due to them. Promotions and rewards should always be made on service, merit and ability. Instructions and orders that are given intelligently are more easily followed and will be carried out much more efficiently. A full explanation of what is to be done should be made, so there will be no misunderstanding and the work can proceed smoothly. In moving men from one job to another or in assigning new men, the details of the operations and / or machines should be gone over thoroughly with them. The foreman or an experienced operator should stay with the employee to be sure he can do the operations safely. It is unfair to the company and the employee if he is left to himself before he knows how to perform. When it is necessary to change an employee from one classification to another or from one area to another, a full explanation will avoid ill feelings and future trouble. One employee’s job is just as important to him as any other, no matter what the classification may be. Any changes of a laborer’s job is just as important to him as any changes that may happen to the foreman’s duties and deserves the same consideration. The majority of workmen are interested in working conditions and the rate of pay. The foreman does not have much voice in establishing brackets of pay for the various classifications. He does have a lot to do with increases of hourly rates within the established brackets. Increases should be given as the workman improves or according to service with the company. A good foreman will take care of these types of rewards without any prodding. Working conditions can be controlled in many cases by the foreman. The foreman cannot be successful and coddle his men. He must be firm and demanding. Keeping equipment in first class condition, supplying hand tools that are in good shape, having protective devices on hand and providing facilities for their personal comfort will go a long way in having a contented working force. In direct connection with working conditions is the all important subject “Safety”. To have a safe plant in which to work, working conditions must be the best. The word safety usually brings to mind broken bones, lacerations, bruises, eye injuries, etc. The records on these accidents may not be too high, but if the hazards are present, sooner or later there will be injuries. Hundreds of accident reports made out by foremen read, cause: “carelessness”. It is granted that some accidents are caused by a workman being careless, but this reason is given much too often. It is easier and reflects less blame on the foreman and company to make this statement, but it is the weak way out. All accidents should be analyzed with the single thought in mind – “What safeguard could we have made to have prevented this accident?” In ninety percent of the cases, an answer more realistic than “carelessness” will result. All moving parts such as fly wheels, belts, gears and pulleys should be well guarded. Eye protection of heat treated glass or plastic material should be provided on operations from flying chips, scale, dust and other flying objects. Special glasses or shields must be provided on operations such as welding, or where intense heat is used. Protective clothing should be worn on hazardous jobs to protect feet, hands and body. Adequate lighting should be provided on all operations. All operations should be engineered not only to produce a volume of good parts, but to produce them safely. Instructions must be constantly given in how to perform and use safe practices. Constant checking by the foreman must become a habit. Daily or periodic checks are not enough. As he walks through the plant going about his other duties, a good foreman will automatically see these malpractices. He should correct them at once without any delay. Workmen must also be guarded against health hazards such as smoke, rancid coolants, oils, unsafe drinking water, dust from grinding wheels, dust from abrasive cleaning materials, lead used in processing and many others common to industry. Good housekeeping contributes more to production, quality and safety than is generally recognized. An orderly clean plant inspires all personnel to do better. Open space allows free movement and affords storage room for “In process materials” to be lined automatically. Clean floors prevent falls caused by stumbling over objects or slipping on an oil spot. Plants that depend on annual or semi-annual clean up campaigns should analyze the problem and institute a housekeeping program that is maintained daily. A good foreman will originate this procedure on his own initiative. When a plant or department is new, it usually has a nice clean floor, surrounded by four walls. The equipment is installed according to a layout of some kind. If the foreman does not set up a program to keep the areas clean, it is only a relatively short time until the whole department is a cluttered up mess. In analyzing what this accumulation consists of, preventive measures are obvious. 1. Provide racks, boxes, cables or hooks for the storage of hand tools that are used part of the time. 2. Designate an area for the storage of tools, dies, fixtures and accessories between runs. Do not allow them to be left on the floor near the machine. 3. Set up areas for all scrap and dispose of it daily. Move turnings, trimmings and chips, etc. from machines as it is generated, in containers assigned for this purpose. 4. All productive materials should be transported in containers on racks or in conveyors as the case may be. Handling facilities between operations must be provided to avoid piling of parts on the floor. This practice not only multiplies handling costs but also creates a safety hazard that is forever present. 5. Economy in saving remnants of productive raw materials and scrap dies and fixtures is a commendable practice. Designate an area outside the plant working space, preferably a fenced area, in which to neatly store such materials. 6. Impress on all workmen that all odds and ends left on the floor, including tools not in use, will be moved out of the department. 7. Instruct the cleaning man that all these items are to be moved and see that he does it. At first, this method will cause some confusion and resistance. With a little patience and a lot of determination, this procedure will become an established custom and everyone will be proud of their department and keep it that way. An efficient and loyal labor force is the most valuable asset that an industrial company will ever possess. The money and time spent to acquire it will always pay big returns. Keep this force mentally and physically fit so they are on the job every day. A foreman who measures up to the standards of performance that have been outlined does not have much else to worry about. His schedule will be met, quality will be high, costs will be low and his department will operate smoothly. His personal future is assured. Men who can and will produce are in demand the world over. Good Foremanship and Good Luck.**
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