Alfe, Jergens, and Animal Oralectrics Find Success in Innovation and Ideation
Ideation and innovation are more than buzzwords- they are core concepts that are integral to organizational growth. As such, they are tools we utilize every day at MAGNET.
As a strategic approach to solving problems, ideation is more than just brainstorming. In fact, our engineers, growth advisors, and experts at MAGNET use a strategic four-step process: define, discover, develop, and deliver. A company must begin with the “define” stage, where it clearly states needs, product audience, organizational strengths and other relevant factors. A research based phase, the define phase is used primarily to solve root problems before development begins.
The discovery and ideation stages play an essential role in seeing a product from concept to completion. Initial designs and mechanics are generated, risk analyses are performed, and stimulus mining takes place, leading to a developed idea. This idea can then be guided through industrial design and development as well as rapid prototyping, market testing/feedback, quality systems, and supply chain.
After necessary touches have been added and all logistics have been finalized, the product is ready to be delivered. Much of the work during this stage is reflective of sales needs, launch capacity, and promotional channels, all of which are determined prior to the product entering the market.
Innovation stems from solving problems, and MAGNET is a collective of professional problem solvers. We want to make innovation more attainable for you, expand your company, and maximize your profits. Let us show you the steps we took to turn these three manufacturers’ challenges into opportunities for innovation and growth.
With six plants across the United States, Alfe Heat Training is America’s largest commercial aluminum heat treater. The company sought our help in addressing issues with their Heat Treating Quench Tank System, which was failing prematurely and resulting in substantial downtime, unplanned maintenance, and wasted funds.
The first step in addressing the issue was helping Alfe articulate its purpose: optimize the current design of the Quench Tank Propeller shaft to prevent premature bearing failure and extend the life of the product. We also aided in establishing concept requirements, taking into account minimal clearance, safety issues, and load. Our internal engineers later facilitated a concept ideation session, where they established required criteria, generated multiple ideas, screened and scored concepts against the requirements, and ultimately presented the highest-scoring concept to the team for feedback.
In Alfe’s case, development and delivery went hand in hand. Mechanical designs were transformed into 3D models, which were used to create a bill of materials and install a full-scale prototype. MAGNET later monitored the prototype’s life cycle and built three additional assemblies.
The impact was unprecedented: the prototype ran for twelve months, four times longer than the previous model, before needing routine maintenance. This minimized unplanned downtime and saved both money and effort.
With divisions across the globe, Jergens is one of the country’s leading manufacturing operations. The company offers a diverse range of products and stands as a prime supplier in the aerospace, military, automotive, wind energy, and oil and gas industries.
Jergens expressed a need for improvement of many existing products, including their Gen 2 Kwik-Lok Pin and Jergens Lift-Check. More importantly, they found themselves without direction in the areas of ideation, innovation, and even a mission statement. MAGNET’s breadth of knowledge and experienced personnel helped Jergens establish goals and direct resources effectively.
After a relationship was established, MAGNET and Jergens began an intensive ideation session with an eclectic group of people, ranging from engineers to marketing professionals to parking lot attendants. The session helped Jergens’ leaders understand the value of a diverse range of perspectives – in fact, the session generated more than 20 plausible concepts. After scoring ideas against a set list of criteria from manufacturability to IP potential, the list was narrowed to seven favorites, which were then combined to make one successful product.
Jergens has ultimately adapted this process and created their own techniques, using it on a monthly basis to solve workplace and production challenges.
Animal Oralectrics is a technology company currently transferring cutting-edge human oral care to household pets. While the business had success creating an oral health solution for animals, they needed assistance from MAGNET in designing and building the solution.
The company was committed to developing a product that could benefit dogs by improving their oral hygiene. After defining the look and feel of the product, MAGNET staff outlined the parameters, electronic components, performance, and functional requirements of the device. Digital renderings were turned into physical prototypes during the processes of mechanical engineering, rapid prototyping, testing, and molding.
With a successful product in hand, Animal Oralectrics can now reach the biggest milestone yet: deploying the product to market.
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or email@example.com
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for