Renewable Energy-Clean Technology Supply Chain Pre Assessment Program Final Project Report
Transcript of Renewable Energy-Clean Technology Supply Chain Pre Assessment Program Final Project Report
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R e n e w a b l e E n e r g y / C l e a n
Te c h n o l o g y S u p p l y C h a i n
P r e - A s s e s s m e n t P r o g r a m
F i n a l P r o j e c t R e p o r t
P r e p a r e d b y :
A d v a n c e d M a n u f a c t u r i n g I n s t i t u t e
5 1 0 M c C a l l R o a d
Ma n h a t t a n , Ka n s a s 66502
N o v e m b e r 2 0 1 1
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Contents
Executive Summary ............................................................................................................................3
Introduction ......................................................................................................................................6
Project Goals .....................................................................................................................................8
Deliverables and Value to the Company and to the Region .................................................................9
Methodology ...................................................................................................................................10
Selection of respondents ............................................................................................................................ 10
Questionnaire development ....................................................................................................................... 10
Contacting the companies .......................................................................................................................... 11
Company Pre-Assessment .......................................................................................................................... 11
Post-visit follow-up ..................................................................................................................................... 12Report Organization .................................................................................................................................... 13
Report layout and question mapping ......................................................................................................... 13
Section I Geographic Details .......................................................................................................... 15
Map showing survey respondents across Kansas ....................................................................................... 16
Section II General Company Operations Information ..................................................................... 17
Section III Company Qualifications and Existing Products/Markets ................................................. 20
Section IV Manufacturing/Operation Functions, Capabilities, & Capacities ..................................... 22
Section V Quality Control System................................................................................................... 24
Section VI Skill Set Certification, Training & Labor Requirements .................................................... 25
Section VII Wind............................................................................................................................ 26
Section VIII Analysis and Recommendations ................................................................................. 28
Appendices ......................................................................................................................................30
APPENDIX A INTRODUCTION LETTER ............................................................................................. 30APPENDIX B AMI BROCHURE FOR FACILITY VISITS .......................................................................... 31
APPENDIX C QUESTIONNAIRE FOR FACILITY VISITS ......................................................................... 32
APPENDIX D SAMPLE RESPONSE LETTER SENT AFTER COMPANY VISIT ............................................ 35
APPENDIX E WIND CAPABILITIES PROFILE PROCESS ........................................................................ 39
APPENDIX F COMPANY LIST BY COUNTY ........................................................................................40
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Renewable Energy/Clean
Technology Supply ChainPre-Assessment Program
Final Project ReportExecutive Summary
This project was undertaken to assist the south central Kansas
region in developing a better understanding of the interest,
capabilities and capacity of regional manufacturing companies in
terms of their readiness to pursue renewable energy markets
(wind, solar and biomass). The purpose of the study was to provide
business development pre-assessments to manufacturingcompanies seeking to 1) increase their connectedness to emerging
renewable energy markets, 2) improve their operations and 3)
increase their competitive advantage.
Realizing that a number of the targeted companies may not have
specific interest in renewable energy markets, but still may be
seeking to diversify their current markets served, on-site pre-
assessments were conducted that included, where appropriate,
discussions of increasing connectedness to other emerging
markets, existing markets that may be new to a specific
manufacturer and other Kansas companies seeking new suppliers.
As companies were contacted and later visited, their labor trainingneeds were also reviewed in an effort to assist the Workforce
Alliance of South Central Kansas to assess possible future training
needs to better serve the regions manufacturers. In general, many
companies considered themselves self-sufficient and could not
identify external training needs. Those that reported training needs
listed quality control and lean manufacturing as primary external
training needs. Additional skills that required improvement
included engineering design and job-specific skills training (e.g.
machining, sheet metal work and assembly).
At company site visits, questions were answered regarding each
companys potential entry into the wind power supply chain. Manycompanies initially indicated an interest in supplying to the utility-
scale wind industry (57% of the companies visited). Utility-scale
wind turbines are defined as larger than one megawatt (MW)
capacity and are typically installed in large groups within a utility
wind farm as opposed to community-scale wind turbines which are
A total of 114 companies were
interviewed by phone for the
project and of those 56
participated in pre-assessment
visits.
The biggest recurring challenge
reported by a majority of the
companies was shortage of a wel
trained workforce.
Many companies claimed their
core competency as having the
ability to produce high quality
products.
Many companies are looking for
new market opportunities andmore than half (57%) were
interested in the wind Industry.
A majority of companies reported
Their workers are required
to have skills certification.
Quality control is the skill area that
most requires constant improvement
to remain competitive.
There is a shortage of well- trained
employees.
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typically between 100 to 1000 kilowatt (kW) capacity and are typically
installed as a stand-alone turbine or in a small group of turbines to
provide power for a community or industrial facility.
However, after AMI personnel visited their facilities and reviewed the
requirements for supplying to that industry sector, many companies
determined that the utility scale wind market may not be a good fit fortheir company. Reasons for this included undersized equipment, lower
margins for wind work compared to aerospace work, no interest in
machining ductile iron (the primary material machined for wind
components) and lack of a continuous improvement and 5S programs.
At the conclusion of each on-site pre-assessment, a follow-up letter was
sent that described potential improvements to operations and facilities.
These suggestions were both general in nature and wind-industry-
specific. If a company indicated an interest in supplying to the wind
industry, additional information was provided to assist them with
pursuit of that industry. In addition, general capability information that
was collected during the project may be used to populate a futureonline Kansas Department of Commerce searchable database of Kansas
manufacturers.
Please note the companies visited as part of this project represent a
sampling of companies from the 14 county region in south central
Kansas, and results obtained may or may not represent manufacturing
as a whole within the 14 county region.
Regional Overview
For this project, initially 114 companies (as selected by regional
economic development partners) were interviewed by phone and 56
agreed to a pre-assessment visit while 58 declined a pre-assessment.
Total companies contacted 114
Total companies visited 56
Total companies declined a visit 58
The following table shows number of companies visited for pre-
assessments by county.
County Number of
companies visited
Number of companies
declined a visit
Sedgwick 22 36
Reno 5 5
Butler 1 0
Cowley 0 0
Harvey 6 2
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McPherson 5 4
Sumner 3 0
Marion 3 1
Rice 3 1
Kingman 1 3
Greenwood 3 3
Harper 3 1
Chautauqua 1 1
Elk 0 1
Total 56 58
The following table shows an overview of the major findings by county.
Respondents
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Butler 1 1 0 0 0 0 1 1 1
Chautauqua 1 1 0 0 0 0 1 1 1
Greenwood 3 2 0 2 3 0 0 1 2
Harper 3 2 0 0 1 0 0 1 0
Harvey 6 6 0 2 2 0 2 3 6
Kingman 1 1 0 0 0 1 0 1 0
Marion 3 3 0 1 2 0 1 1 1
McPherson 5 4 0 1 2 0 0 4 2
Reno 5 3 0 1 1 0 2 2 3
Rice 3 3 0 1 2 0 0 1 3
Sedgwick 22 21 1 2 4 3 6 8 11
Sumner 3 2 0 1 0 0 2 2 2
Grand Total 56 49 1 11 17 4 15 26 32
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Renewable Energy/
Clean Technology Supply ChainPre-Assessment Program
Final Project ReportIntroduction
This project was undertaken to assist the south central Kansas region in
developing a better understanding of the interest, capabilities and
capacity of regional manufacturing companies in terms of their
readiness to pursue renewable energy markets (wind, solar and
biomass). The purpose of the study was to provide business
development pre-assessments to manufacturing companies seeking to1) increase their connectedness to emerging renewable energy markets,
2) improve their operations and 3) increase their competitive
advantage.
The pre-assessment process enabled AMI to overview the general wind
industry in a one-on-one manner and served as a screening process to
sort potentially viable manufacturers from those whose likelihood to
successfully compete in the renewable energy industry may be very
limited. For those companies that were potentially viable suppliers to
the wind industry, they were recommended to consider making an
investment in a complete GLWN Wind Capabilities Profile which will
enable them, through an in-depth process, to identify 1) potential partsto manufacture, 2) operational gaps that need to be closed and 3)
prospective customers based on their capabilities and readiness.
As companies were contacted/visited, their labor training needs were
also reviewed in an effort to assist the Workforce Alliance of South
Central Kansas assess possible future training needs to better serve the
regions manufacturers. In general, many companies considered
themselves self-sufficient and could not identify external training needs.
Those that reported training needs listed quality control and lean
manufacturing as primary external training needs. Additional skills that
required improvement included engineering design and job-specific
skills training (e.g. machining, sheet metal work and assembly).Realizing that a number of the targeted companies may not have
specific interest in renewable energy markets, but still may be seeking
to diversify their current markets served; on-site pre-assessments
included, where appropriate, discussions of increasing connectedness to
other emerging markets, existing markets that may be new to a specific
manufacturer, and other Kansas companies seeking new suppliers. In
addition, general capability information that was collected during the
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project may be used to populate a future online Kansas Department of
Commerce searchable database of Kansas manufacturers.
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Project Goals
Initially, the project was originally scoped with an emphasis on assisting
south central Kansas companies who were interested in supplying
components to the utility-scale wind-power industry. The scope of the
project was expanded as the project progressed based on initial
interview responses. The following overall goals were developed:
Answer any questions that manufacturers have regardingpotential entry into the wind power supply chain
Increase connectedness to emerging markets, including newbusiness development
Reduce/eliminate wasted time pursuing non-viable markets Recommend improvements to increase competitive advantage Recommend suggestions to improve existing operations Assist the Workforce Alliance of South Central Kansas in
assessing possible future training needs to better serve the
regions manufacturers
Increase supply chain connectedness to other Kansascompanies
Collect preliminary information to assist the Kansas Departmentof Commerce with creation of a future online, searchable
database of Kansas manufacturers. This database could be used
to connect Kansas manufacturers better with each other, and to
provide another means for marketing services outside of the
state.
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Deliverables and Value to the Company and to the Region
The value to the company for the pre-assessment engagement came in
the form of learning more about wind industry opportunities, potential
cost savings, free operations improvement recommendations, tips and
ideas, as well as another contact in their rolodex for engineering and
business support. The primary deliverable to the companies was a
Preliminary Visit Assessment 1-2 page report covering, at a minimum,
the topics listed below (See Appendix D for a sample report).
1. Learning about wind opportunities During the pre-assessmentengagement the project team discussed with company
leadership about the manufacturing requirements of utility
grade wind and middle scale wind. During this face-face
meeting, the team was able to answer more specific questions
and provide greater value than at a workshop or on a phone
call.
2. Potential cost savings Getting into the wind industry is anexpensive endeavor; not only the monetary costs, but the costof resources and committed time. Contacting OEM (Original
Equipment Manufacturers) purchasing agents is extremely
difficult and getting the purchasing agents to respond to e-mails
and phone calls is even more difficult. The project team was
able to provide companies with additional information, allowing
them to make the decision to continue to pursue the industry or
to forgo utility scale wind and focus their energies on other
areas of their business.
3. Free 3rd Party Advice/Perspective The project team alsoprovided operations improvement ideas and information to thecompanies during business development meetings and while
walking through their facility.
4. Coming out of the pre-assessment engagement, AMI alsolooked to determine if moving to the next engagement level (A
GLWN Wind Capabilities Profile Assessment, see Appendix E) is
warranted from an investment perspective.
5. Networking AMIs value statement far exceeds that of just asupply chain partner for the wind industry. The companies now
have another potential resource to call on to assist them with
engineering, business and manufacturing issues.
6. The region, upon completion of the grant award, is beingprovided with a summary report of all companies contacted,
visited and the outcomes of those interactions.
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Methodology
The following steps were followed throughout the project to perform all
pre-assessments.
Selection of respondents
To initiate the project, AMI met with each county/community economic
development leader to discuss the project, develop a contact strategy
and finalize the company list. This ensured that the right companies and
right contacts were obtained for companies specifically interested in
seeking new opportunities.
Based on GLWN/AMIs collective understanding and insights of the
general supply chain needs of the wind industry, AMI worked with
regional economic development leaders to preliminarily identify and
categorize the pool of potential wind industry manufacturers in the
following 14 Kansas counties:
Butler Chautauqua
Cowley Elk
Greenwood Harper
Harvey Kingman
Marion McPherson
Reno Rice
Sedgwick Sumner
AMI began with a preliminary list of prospective manufacturers filtered
by NAICS codes and, in collaboration with the county and communityeconomic development leaders, created a preliminary ranked list of
prospective manufacturers to develop a contact strategy. This list was
used for each respective county in order to initiate contact and schedule
an introductory call/pre-assessment meeting. AMI also developed a
single marketing brochure (print and electronic) that briefly described
the regional initiative, recognized regional partners, conveyed
engagement information, and provided relevant links to industry
information. This marketing piece was provided to regional partners for
distribution (see Appendix B for the brochure) and was also made
available to companies during site visits.
Questionnaire development
A standard set of questions was developed by AMI to be asked during
each plant visit. These questions were created based on AMIs
knowledge of wind supply chain requirements and labor training needs
of the Wichita Workforce Center. Appendix C lists these questions.
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Contacting the companies
After targeted companies were identified in each county, economic
development leaders sent an introductory letter to the companies in
their county (reference Appendix A). This letter explained the goals of
the project and AMIs role.
If a company was interested in a pre-assessment, a meeting was
scheduled and a confirmation e-mail was sent to the company and their
associated economic development leader. The economic development
leader was also invited to accompany AMI on the visit if interested.
Each pre-assessment visit took approximately 1-1/2 hours to complete.
The company representative first answered the survey questions, and
then a brief tour of the facility was conducted. A short meeting was
then held after the tour to answer any final questions the company had
regarding the project.
Company Pre-Assessment
AMI contacted targeted prospective manufacturers (Appendix F) to
gage their preliminary awareness/interest and schedule an on-site
meeting where more information was shared about the wind industry,
questions were answered, and a pre-assessment was performed. This
pre-assessment engagement included questions poised at two areas:
Wind Industry Readiness General Company Operations
The wind industry component of the pre-assessment engagement
focused on the needs of the industrys OEMs with regard to:
Financial and Operational Stability Quality Control System Management Operational Functions, Capabilities and Capacities Facility Cleanliness and Lighting
The pre-assessment served as a preliminary look at the company
through the eyes of the OEM and what they require to be a preferred
supplier in the wind industry. The company was to be pre-assessed
based on the needs of the utility scale (1 MW and higher) wind OEMs.
This pre-assessment also led to evaluation of the company for middle
scale (100 KW to 1 MW) wind. While the middle wind market is not yet
defined and is moving slower than the demand for utility scale, Kansasmanufacturers are well poised to compete in this market, which is why
it was included in the study.
The general company operations component of the pre-assessment
engagement focused on a preliminary evaluation of the companys
general manufacturing performance with regard to:
Operational and throughput issues
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Current internal projects and status Company culture
The topics that were addressed during an assessment led to additional
questions that begin to get at the heart of the needs of the company
allowing the project team to fully understand and grasp the needs of
the company instead of just throwing inappropriate solutions at them.
The general company pre-assessment questions were largely derived
from the company overview and facility tour. More specific questions
based on the companys current industries and products were
developed during this phase.
Post-visit follow-up
The pre-assessment was a preliminary look at the company through the
eyes of the OEM and what the OEM requires to be a preferred supplier
in the wind industry. It should be noted that each company was pre-
assessed based on the needs of utility scale wind OEMs (1 MW and
higher). The pre-assessment may also have led AMI to evaluate the
company for middle scale (100 KW to 1 MW) wind.
The value to the company for the pre-assessment engagement has
already been described briefly on page 9. Apart from the benefits
already described in the previous section as noted above, the company
received additional benefits as follows:
A preliminary visit assessment 1-2 page report covering, at a minimum,
the topics listed in the previous section. A copy of the visit assessment
for each company was also provided to the economic development
leaders for each county. A sample report is shown in Appendix D.
Resource access AMI provided another potential resource to call on to
assist companies with engineering, business and manufacturing issues.
AMI also offered ideas and information to companies during the on-site
meeting and as AMI staff walked through their facility.
Go/No-go decision for next engagement level. Coming out of the pre-
assessment engagement, AMI looked to determine if moving to the next
engagement level (a GLWN Wind Capabilities Profile Assessment) was
warranted from an investment perspective.
Potential viable suppliers to the wind industry; recommendmaking an investment in a complete GLWN Wind Capabilities
Profile which will enable them to identify 1) potential parts tomanufacture, 2) operational gaps that need to be closed and 3)
prospective customers to market to, based on their capabilities
and readiness.
Companies with no interest in the wind industry will be includedin a future pilot supply chain development program. Specific
near-term opportunities will be followed up on a case-by-case
basis.
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Report Organization
The project findings report is divided into eight sections. All information
collected and reported in each of these sections has been reported in
the aggregate form in order to ensure the privacy of each participant.
Section I describes briefly the demographic and geographic details of
the respondents. Section II describes the capabilities of respondents.
This section aggregates information on core competencies of the
companies, the biggest recurring problems faced, major hurdles to
growth and outsourcing patterns of the companies.
Section III summarizes a brief description of company qualifications and
existing products and markets. Section IV overviews the
manufacturing/operation functions, capabilities and capacities of
participating companies. Section V characterizes the quality control
systems of pre-assessed companies. Section VI describes the skill set
certification, training and labor requirements of the companies in the
region. Section VII was completed for only those companies that wereinterested in the wind industry and describes briefly their qualifications
to enter the wind industry. The last section, section VIII provides an
analysis of the finding and recommendations for follow up with
participating companies.
The questions in the survey are mapped to different sections of the
report based on the report layout (sections) and question mapping
chart described as follows.
Report layout and question mapping
Section I Demographics
Section II General company informationBiggest recurring problem
Core competencies
Looking for new market opportunity
Major hurdles to growth
Outsourcing
Interest in Wind
Section III Company qualifications and existing products/markets
Aerospace and automotive work
Staff qualifications
Job shop or production shop
Primary source of sales lead generation or component sourcingSection IV Manufacturing/operation functions, capabilities & capacities
Maximum part size processed
Maximum weight processes
Materials processed
Product integration
Facility cleanliness/lighting
Section V Quality control system
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In-house quality system
CMM capabilities
Section VI Skill set certification, training and labor requirements
Current certifications
Skill improvement
Labor shortageSection VII Wind
5S
Continuous improvement
External machine shop or fabrication resources
Comfort with ductile iron
Section VIII Analysis and Recommendations
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Section I Geographic Details
This section briefly describes the demographics and geography of the
survey respondents. The section describes the companies and the
industry they serve and are currently in. The project was undertaken in
the following 14 Kansas counties:
Butler Chautauqua
Cowley Elk
Greenwood Harper
Harvey Kingman
Marion McPherson
Reno Rice
Sedgwick Sumner
For this project, initially 114 companies were contacted and 56 agreed
to a pre-assessment visit while 58 declined the pre-assessment process.
Total companies contacted 114
Total companies visited 56
Total companies declined a visit 58
The following table shows number of companies visited for pre-
assessments by county.
County Number of
companies
visited
Number of
companies
declined a visitSedgwick 22 36
Reno 5 5
Butler 1 0
Cowley 0 0
Harvey 6 2
McPherson 5 4
Sumner 3 0
Marion 3 1
Rice 3 1
Kingman 1 3
Greenwood 3 3Harper 3 1
Chautauqua 1 1
Elk 0 1
Total 56 58
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Map showing survey respondents across Kansas
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Section II General Company Operations Information
Biggest recurring problem
The most frequently reported recurringproblem is finding a trained workforce with
good work ethics and willingness to work in
an industry requiring technical knowledge.
Other reported concerns were the current
downturn in the economy and the uncertain
future of industry. In addition, there were
concerns about increasing global competition,
especially from China, and difficulty in finding
and expanding the customer base. Lack of
capital, both in the long and short term, was another problem reported
by many companies.
Note: Word Cloud Diagrams such as the above are used throughout the
report. The diagram indicates key words that participants used in their
responses. The size of the word indicates the frequency of the word
use. Larger words were used more frequently.
Core competencies
A majority of companies reported their core
competency as being able to produce high quality
products, timely delivery of products and high
quality customer service. Some companies had
the capability to work with high precisionmachining, perform precision work, work in
plastics, injection molding, welding and turn-quick
response jobs.
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Looking for new market opportunity (n=56)
A majority of the respondents (49 out of 56 companies) reported that
they are looking for new market opportunities.
The majority of companies who reported they are looking for new
market opportunities were interested in industries such as wind,
aerospace, agriculture related products, and transportation industry.
Major hurdles to growth
Lack of skilled labor force and lack of marketing and in-house sales
were reported as being the major hurdles to growth by majority of
companies.
Other hurdles to growth identified were a lack of in-house engineering
services, especially related to product design and support and
preparation of design and technical specifications for future products.
47%
2%
22%
35%
8%
31%
0% 10% 20% 30% 40% 50%
Other
Technical Assistance
Finance
Skilled Workforce
Knowledge of Market
Marketing & Sales
Major Hurdles to Growth
88%
12%
0% 20% 40% 60% 80% 100%
Yes
No
Looking for New MarketOpportunity
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Outsourcing (n=53)
About 51% of companies outsource for various
products, material and/or processes outside Kansas.
A majority of these companies reported that they
were outsourcing the work outside of Kansas
because that product, material and/or process wasnot available within the state.
The work being outsourced varies from large
machining and turning jobs to special aerospace
processes. Some of the companies were using out-of-
state labs for testing, as local labs were not providing
the required testing process. Other companies
reported higher cost was a factor contributing to
outsourcing, along with the lack of knowledge of
local sources for various materials and/or processes.
Interest in Wind (n=56)
More than half of the companies reported that
they were interested in the wind industry.
Although the companies were interested in the
wind industry, they lacked the information and
knowledge about the industry and what it takes to
be a part of the wind supply chain.
57%
43%
0% 10% 20% 30% 40% 50% 60%
Yes
No
Interested in Wind
49%
51%
48% 49% 50% 51% 52%
Yes
No
Outsource outside Kansas
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Section III Company Qualifications and Existing Products/Markets
Aerospace and automotive work (n=54)
A majority of companies (48%) reported that less than onepercent of their work is aerospace and/or automotive. About
22% of the companies reported they work exclusively in the
aerospace or automotive industry, about 16% had between
5%-50% percent of their work in the aerospace and/or
automotive industry, and another approximate 16% reported
that between 50% 99% of their work is in aerospace and/or
automotive industry.
Staff qualifications (n=54)
About 57% of the companies reported that they had
engineering staff on board that hold some kind of engineering
degree. The remaining 43% did not report having any degreed
engineers on staff.
Job shop or production shop
When asked if the company considered itself as a job shop or
production shop, a majority of respondents (19 companies)
said they consider themselves job shops, 15 companies
considered themselves production shops, 18 considered
themselves as both a job shop and a production shop, and 13considered themselves OEMs.
48%
6%
~2%
~2%
6%
4%
6%
6%
22%
0% 20% 40% 60%
Less than 1%
2-5%
6-10%
11-25%
26-50%
51-75%
76-90%
91-99%
100%
Percentage of
Aerospace/Automotive Work
57%
43%
0% 20% 40% 60%
Yes
No
Degreed Engineers on Staff
35%
28%
33%
24%
0% 20% 40%
Job-shop
Production shop
Both
OEM
Type of Facility
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Primary source of sales lead generation or component sourcing
Word-of-Mouth seems to be the primary source for sales lead
generation and component sourcing for small Kansas companies. Along
with that, dealer networks and tradeshows were major sources that
help companies find new customers and suppliers.
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Section IV Manufacturing/Operation Functions, Capabilities, & Capacities
Maximum part size processed (n=42)
A majority of companies (75% of the respondents) had thecapacity to process parts measuring over a 6 cube size.
Maximum weight processes (n=42)
Although a majority of companies could process large part
sizes, only about 21% could process heavy parts weighing over
11,000 lbs. The majority of the companies could process parts
weighing in the lower weight range (up to 220 lbs.).
Materials processed
Most companies process steel and aluminum materials,
followed by plastics.
29%
26%
24%
21%
0% 10% 20% 30% 40%
0-220 lbs
220 - 2,200 lbs
2,200 - 11,000 lbs
Over 11,000 lbs
Maximum Part Weight
Processed
5%
10%
10%
76%
0% 20% 40% 60% 80%
2' Cube
4' Cube
6' Cube
Over 6' cube
Maximum Part Size Processed
17%
69%
64%
38%
21%
29%
0% 20% 40% 60% 80%
Cast &/or Ductile Iron
Steel
Aluminum
Plastic
Composites
Other
Type of Material Processed
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Product integration (n=42)
About half of the companies perform product integration at a
complex assembly level that involves electrical, hydraulic and
other processes. About 31% of the companies do simple
product integration and the remaining 19% do not perform
product integration.
Facility cleanliness/lighting (n=42)
About half the companies had clean and well-lit shops,which generally indicate a well-run business. The
remainder had varying degrees of cleanliness and
lighting.
19%
31%
50%
0% 20% 40% 60%
None
Simple assembly
Complex assembly
(with electrical,
hydraulics, other)
Product Integration Level
42%
30%
20%
8%
50%
28%
22%
0%
0% 20% 40% 60%
Excellent
Good
Fair
Bad
Facility Cleanliness and Lighting
Lighting
Cleanliness
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Section V Quality Control System
In-house quality system (n=42)
A majority of the companies (79%) reported the presence ofan in-house quality system.
While 33 companies have an in-house quality system in place,
only 26 (78% of those with a quality system) reported havingcertification for their quality system.
A majority of firms had quality certifications such
as AS9100, ISO9000, ISO9001 and NADCAP.
CMM capabilities (n=38)
A majority of companies (61%) do not have CMM capabilities.
The companies who reported CMM capabilities said they have
either a laser CMM, Faro Laser Tracker, Flat Sheet Scanner or
other CMM.
79%
21%
0% 50% 100%
Yes
No
In-house Quality System
Present
62%
38%
0% 20% 40% 60% 80%
Yes
No
Quality System Certification
39%
61%
0% 20% 40% 60% 80%
Yes
No
CMM Capabilities Present
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Section VI Skill Set Certification, Training & Labor Requirements
Current certifications
A majority of companies (23 out of 40) reported their workersare required to have some form of certification, either in-
house or from an external agency. Seventeen companies
reported no need for worker certifications. The word cloud
shows the types of certifications used within companies.
Skill improvement
Quality Control was the biggest skill area that the
companies said they need to improve followed
by lean manufacturing. Safety related skills and
general mechanical, electrical and hydraulicmaintenance skills improvement need was
reported by 11% of the companies.
The other areas that companies reported need
improvement in their skills set are depicted in
the word cloud.
Labor shortage
Most companies reported a shortage of hard-working
employees with good work ethics and a good attitude. The
word cloud depicts the main labor skill areas that companies
are often in need of.
40%
11%
34%
3%
11%
63%
0% 10% 20% 30% 40% 50% 60% 70%
Quality Control
Safety
Lean Manufacturing
Airfoils & Composite Repair
General Mechanical, Electrical
& Hydraulic Maintenance
Other
Skills Sets Missing or Need Improvement
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Section VII Wind
5S (n=24)
Only 24 companies responded to this question. Out of those,20 companies (83%) reported that they do not have a 5S
program in place. Only 4 of the 24 companies (17%) reported
having a 5S program in place.
Continuous Improvement (n=26)
A majority of the companies (62%) reported they
have a continuous improvement system in place in
their company. Another 27% reported that they
believe in continuous improvement and are
planning to adapt that in the near future. The
remaining 12% were not interested in a continuous
improvement system at this time.
External machine shop or fabrication resources (n=16)
Only 16 companies responded to this question. Thirteen
companies have an external machine shop and/orfabrication resources, and three said they do not have
any external resources.
17%
83%
0% 50% 100%
Yes
No
5S Program Present
62%
27%
12%
0% 20% 40% 60% 80%
Have a continuous
improvement system in
place
Believe in continuous
improvement systems
and planning to adapt
Not interested in
continuous improvement
systems
Company's Cultural Attitude towards
Continous Improvement
81%
19%
0% 50% 100%
Yes
No
External Machine Shop and/or
Fabrication Resources Present
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Comfort with ductile iron (n=10)
Only ten companies responded to this question. Out of these
ten companies, seven reported that they were comfortableworking with ductile Iron (a primary material used in the wind
industry). The remaining three said that they were not
comfortable working with ductile Iron.
Sales (n=18)
Employees (n=34)
44%
22%
11%
11%
11%
0% 10% 20% 30% 40% 50%
Upto 5 Million
6-10 Million
11-15 Million
16-20 Million
More than 20 Million
Average Annual Sales (USD)
50%
18%
9%
9%
6%
0%
3%
3%
3%
0% 10% 20% 30% 40% 50% 60%
Upto 40
41 - 80
81 - 120
121 - 160
161 - 200
201 - 240
241 - 280
281 - 320
More than 320
Number of Employees
70%
30%
0% 20% 40% 60% 80%
Yes
No
Comfortable working withDuctile Iron
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Section VIII Analysis and Recommendations
During the course of this project, a significant amount of
information was shared with regional companies as well as
collected for immediate and future use (for example: a pendingonline, searchable database of Kansas manufacturers). This
collected information includes company demographics, general
qualifications, manufacturing and operation functions, quality
control system, skill set certification and qualifications specific to
the wind industry.
The most frequently reported recurring problem is finding a
trained workforce with good work ethics and willingness to work in
an industry requiring technical knowledge. A majority of the
respondents also reported that they are looking for new market
opportunities in industries such as wind, aerospace, agriculture,
and transportation.. Lack of marketing and in-house sales werealso reported as hurdles to growth by majority of companies.
About 51% of companies outsource for various products, material
and/or processes outside Kansas because that product, material
and/or process is not available within the state. The work being
outsourced varies from large machining and turning jobs to special
aerospace processes.
A majority of companies (48%) reported that less than one percent
of their work is aerospace and/or automotive. About 22% of the
companies reported they work exclusively in the aerospace or
automotive industry. About half of the companies perform product
integration at a complex assembly level that involves electrical,
hydraulic and other processes.
Nearly half the companies had clean and well-lit shops, which
generally indicates a well-run business. The remainder had varying
degrees of cleanliness and lighting.
While 33 companies have an in-house quality system in place, only
26 (78% of those with a quality system) reported having
certification for their quality system. A majority of firms had quality
certifications such as AS9100, ISO9000, ISO9001 and NADCAP.
As companies were contacted and visited, their labor training
needs were also reviewed in an effort to assist the Workforce
Alliance of South Central Kansas in assessing possible future
training needs to better serve the regions manufacturers. In
general, many companies considered themselves self-sufficient and
could not identify external training needs. Those that reported
training needs listed quality control and lean manufacturing as
primary external training needs. Additional skills that required
improvement included engineering design and job-specific skills
KEY TECHNICAL FINDINGS
A majority of Companies:
Consider themselves
job shops
Reported Word-of-
Mouth as the primary
source for sales lead
generation andcomponent sourcing
Have the capacity to
process parts
measuring over a 6
cube size
Could process parts
weighing in the lower
weight range (up to
220 lbs.)
Process steel and
aluminum materials Need improvement in
Quality Control
Do not have a 5S
program in place
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training (e.g. machining, sheet metal work and assembly).
At the company site visits, questions were answered regarding each
companys potential entry into the wind power supply chain. More than
half of the companies reported that they were interested in the wind
industry. Although the companies were interested in the wind industry,
they lacked the information and knowledge about the industry andwhat it takes to be a part of the wind supply chain. For most companies
that initially indicated an interest in supplying to the wind industry, after
AMIs pre-assessment, most companies determined that the utility-
scale wind sector was not a fit for them. Reasons for this included
undersized equipment, lower margins for wind work compared to
aerospace work, no interest in machining ductile iron (the primary
material machined for wind components) and lack of a continuous
improvement and 5S programs.
At the conclusion of each facility visit, a follow-up letter was sent
describing potential improvements to operations and their facility
(Appendix D). These suggestions were both general in nature and wind-industry-specific. If a company indicated an interest in supplying to the
wind industry, additional information was provided to assist them with
pursuing that industry.
It should be noted that the companies visited as part of this project are
only a small sampling of companies from the 14 county region and likely
do not represent manufacturing as a whole within that region. This fact
needs to be kept in mind as the results are reviewed. Of the 114
companies contacted, 56 companies were visited and the remaining 58
companies declined an assessment following a phone interview.
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Appendices
APPENDIX A INTRODUCTION LETTER
Dear (company contact name),
In our continuing effort to support the growth of (county name) Countys manufacturing community,
(name of county economic development group), along with a coalition of economic development
organizations in South Central Kansas, has engaged the Advanced Manufacturing Institute (AMI) at
Kansas State University to conduct Supply Chain Pre-Assessmentsthroughout the region. The purpose
of the pre-assessments is to assist interested companies increase their connectedness with other Kansas
companies to pursue opportunities in existing or new markets (e.g. wind energy, clean technology,
biosciences, and other).
This service is being offered to a limited number of manufacturers who are interested in pursuing new
growth opportunities outside their existing markets. In addition to evaluating capabilities for new
markets, AMI will use company-provided information to connect Kansas companies with each other
based on needs, capabilities, and opportunities. Note the pre-assessment details for each company
will be confidential, and AMI will request permission to use general capability information to connect
individual companies with other prospective suppliers or customers.
AMIs pre-assessments will last one hour, and will identify general core competencies/capabilities.
During the assessment, AMI will also provide general suggestions for improvement of your companys
operations to increase your competitive advantage. Topics to be reviewed during the company pre-
assessment include the following:
General company qualifications and existing products/markets Manufacturing/operation functions, capabilities & capacities Quality control systems Skill set certification, training, and labor requirements Management structures
To help AMI understand your company, please visit
http://www.zoomerang.com/Survey/WEB22BC5XARLDS/ to fill out a brief survey (it will take ~5 minutes
to complete). Your participation in the survey is voluntary, and all responses will be kept anonymous. In
addition, the survey results will not be published or shared with anyone.
A representative from AMI will contact you (when) to discuss the potential for a plant visit. If youd like
to learn more about AMI, please visit their website at www.amisuccess.com.
We at (name of county economic development group) are pleased to offer this opportunity to our
manufacturing community, and believe it will be beneficial to all who participate. If you have any
questions about this, please contact me.
Sincerely,
(Name & contact info for county economic development group)
http://www.zoomerang.com/Survey/WEB22BC5XARLDS/http://www.amisuccess.com/http://www.amisuccess.com/http://www.amisuccess.com/http://www.zoomerang.com/Survey/WEB22BC5XARLDS/ -
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APPENDIX B AMI BROCHURE FOR FACILITY VISITS
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APPENDIX C QUESTIONNAIRE FOR FACILITY VISITS
Company:
Visit date:
Contact name:
Phone/e-mail:
DUNS:
Section A. General Questions1. What are your biggest recurring problems with sustainability of your existing business? (ones
you might need assistance with)
2. What are your core competencies?3. Are you looking for new market opportunities?
Yes No
In what industries?
4. What are your major hurdles to growth? (e.g. Technical Assistance, Finance, Skilled Workforce,Knowledge of Market, Marketing & Sales)
5. Do you outsource outside of KS that youd prefer to have in KS?Yes No
Why are you outsourcing outside KS?
6. Interested in wind?Yes NoIf Yes, complete Section F.
Section B. General company qualifications and existing products/markets7. Can you give me general company literature along with list of your shops machine/process
capabilities?
8. What percentage of your work is aerospace and/or automotive?9. Do you have degreed engineers on staff?
Yes No
10.Would you classify yourself as a job-shop or production shop?Job-shop b. Production shop c. Both d. OEM
11.Who are your major competitors? What are your primary sources of sales lead generation orcomponent sourcing? (e.g. Globalspec, Thomas Register)
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Section C. Manufacturing/operation functions, capabilities & capacities12.What is the maximum part size you are comfortable processing?
2 cube
4 cube
6 cubeOver 6 cube
13.What is the maximum part weight you are comfortable processing?0 220 lbs
220 2,200 lbs
2,200 11,000 lbs
Over 11,000 lbs
14.What materials do you commonly process?Cast &/or ductile iron
Steel
Aluminum
Plastic
Composites
Others
15.How much integration of your products do you perform?None
Simple assembly
Complex assembly (with electrical, hydraulics, other)
16.Observe facility cleanliness/lightingCleanliness Excellent Good Fair Bad
Lighting Excellent Good Fair Bad
17.Material Handling (in-process & between processes)WIP
Setup reduction
Quality system (process checks, poka-yoka, other)
Safety
KPI postings
5S
Section D. Quality control system18.Do you have an in-house quality system?
Yes No
19.Does your quality system have certification?
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Yes No
If so, what type of certification? (ISO, AS, etc.)
20.Do you have any CMM capabilities? (portable, laser tracker, gantry for wind)Yes No
Section E. Skill set certification, training & labor requirements21.What certifications do your workers currently have?22.What skill sets would your company like to improve on or are missing?
Quality Control
Safety
Lean Manufacturing
Airfoils & Composite Repair
General Mechanical, Electrical & Hydraulic Maintenance
Other (Open ended)
23.What type of labor is your facility short on?Section F. Wind (only if company is interested in being evaluated for Wind)
24.Do you practice and/or have a 5S Program in place?Yes No
25.What is the companys cultural attitude towards continuous improvement like LeanManufacturing?
Have a continuous improvement system in placeBelieve in continuous improvement systems and planning to adapt
Not interested in continuous improvement systems
26.Do you have external machine shop (or fabrication) resources?Yes No
Distance and their respective capabilities?
27.Are you comfortable working with ductile iron in your machine shop?Yes No
28.Average annual sales? ($10 million typical minimum for wind)29.How many employees? (40 typical minimum for wind)
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APPENDIX D SAMPLE RESPONSE LETTER SENT AFTER COMPANY VISIT
Dear John Doe,
Thank you for taking time out of your busy schedule to visit with me last week regarding your workforce
training needs and company qualifications. I also appreciated the opportunity to tour your shop. It was
good to see the following things youre doing that positively affect your business:
Implementation of continuous improvement techniques, including set-up reduction ofyour forming dies
Aggressive implementation of lean manufacturing, 5S, setup reduction, cellularmanufacturing, and continuous improvement.
ISO 9000, ISO 13485, ISO14000, AS9100, ASQ, ITAR, Nadcap & NCCER certifications ASTM Amusement Ride Safety certification HAZWOPER certification SEA (Supplier Excellence Alliance) member AWS and ASME certified welders Black Belt certified employees ASNT NDT level II certified inspectors NEMA certified electricians Tracking of raw materials and their associated certifications throughout their processing
in the plant
Power-sweeping of your floors on a regular basis to keep the floors clean Implementation of an off-the-shelf computerized information system to improve
scheduling & tracking of work in the shop
Use of touch-screens with your computerized information system in all shop work areasto improve efficiency & reduce paperwork
Use of overhead cranes and rolling carts to optimize material handling of beams & pipesin your shop.
Good overhead lighting & building ventilation (your walls & ceiling were very clean for aweld shop!)
A very clean & orderly shop with good overhead lighting & building ventilation Participation in the ISNetworld database to increase visibility for existing & potential
customers
Participation in the PICS database to increase visibility for existing & potential customers KPI postings for your employees Implementation of a good safety program
During my visit, we briefly discussed lean manufacturing, 5S and setup reduction. Here are some
resources to consider regarding those topics:
A book I recommend for setup reduction is A revolution in manufacturing: the SMEDsystem by Shigeo Shingo. It illustrates many good techniques for setup reduction that
you could implement in your shop. The book discusses setup reduction for changing
dies; however, many of the techniques & tools can also be used for machine setups in
general. After youve read that book, let me know if you have any questions about setup
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reduction that I can answer. Benefits of improving your setup reduction for machines
include time & cost savings for setups, increased responsiveness to customer orders,
removal of process bottlenecks, ability to decrease economical lot sizes, and reduction
of work-in-process within the plant.
Another book I recommend is Lean manufacturing for the small shop by Gary Conner(published by SME). Also FYI, attached is a short presentation on lean manufacturing
that you might find interesting. The goal of lean manufacturing is to reduce/eliminate
the 7 deadly wastes, which include:
o Defectso Overproduction of things not demanded by actual customerso Inventories waiting further processingo Over-processing (e.g. relying on inspections instead of improving the process)o Transportation and handling of goodso Motion of employeeso Waiting for an upstream process to deliver
To help reduce clutter in your shop, you might want to further investigate implementation of 5S
techniques. There are 5 primary phases of 5S: sorting, straightening, systematic cleaning, standardizing,
and sustaining. Many resources are available on the Internet to illustrate 5S; however, here is a quick
summary of 5S:
Sorting: Eliminate all unnecessary tools, parts, & materials in the plant. Keep only essentialitems and eliminate what is not required, prioritizing things and keeping them in approachable
places. Everything else is stored or discarded.
Straightening or setting in order / stabilize: There should be a place for everything andeverything should be in its place. The place for each item should be clearly labeled or
demarcated. Items should be arranged in a manner that promotes efficient work flow. Workers
should not have to bend repetitively to access materials. Each tool, part, supply, or piece of
equipment should be kept close to where it will be used. Sweeping, shining, cleanliness, systematic cleaning: Keep the workplace tidy and organized. At
the end of each shift, clean the work area and be sure everything is restored to its place. This
makes it easy to know what goes where and ensures that everything is where it belongs. A key
point is that maintaining cleanliness should be part of the daily work not an occasional activity
initiated when things get too messy.
Standardizing: Work practices should be consistent and standardized. Everyone should knowexactly what his or her responsibilities are for adhering to the first 3 S's.
Sustaining the discipline or self-discipline: Maintain and review standards. Once the previous 4S's have been established, they become the new way to operate. Maintain focus on this new
way and do not allow a gradual decline back to the old ways. While thinking about the new way,
also be thinking about yet better ways. When an issue arises such as a suggested improvement,
a new way of working, a new tool or a new output requirement, review the first 4 S's and make
changes as appropriate.
Safety: A sixth phase, "Safety", is sometimes added. While it is reasonable to assume that aproperly planned and executed 5S program will improve workplace safety, some argue that
explicitly including this sixth "S" ensures that workplace safety is given at least a secondary
consideration.
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Also during my visit, we briefly discussed the issue with smoke & oil fumes in your plant. You mentioned
that you have to replace your building insulation every few years because of deterioration caused by
smoke & fumes. In a nutshell, here are some steps Id recommend you take to reduce the amount of
smoke and oil fumes in your shop:
Close all the doors in your building to prevent air from flowing into the building, and thenmeasure your internal building pressure using an inexpensive manometer. One end of themanometer should have a long hose attached that goes outside, and the other end should be
open to the atmosphere in the shop. If you detect a negative building pressure, listed below are
some steps you can take to resolve the problem.
Review the fan curves for your exhaust fans to see how the exhaust CFM changes with staticpressure. The pressure you measured in step 1 can be used with these curves to see how
efficiently the fans are operating. If the pressure you measured in step 1 is larger than the
maximum static pressure the fans can overcome, then the fans are running (wasting energy) but
not exhausting any air.
Install additional makeup air capacity to reduce the negative building pressure when all thedoors are closed. Sizing of this equipment should be based on the expected CFM of your exhaust
fans with the addition of the makeup air. Ideally, your building pressure should be zero tomaximize the exhaust capacity of your exhaust fans.
While I was at your facility, you mentioned that you were interested in pursuing the utility-scale wind
industry as a potential component supplier. Attached for your information is a wind manufacturing
supplier handbook that you may find useful. As you continue looking at the wind industry, you might
want to keep in mind the following websites as you search for potential customers in that industry:
GLWNs interactive WIND supply chain GIS map at www.glwn.org The list of exhibitors from the recent AWEA Windpower annual expo show at
www.windpowerexpo.org. You may also wish to attend this show in May 2012 to learn more
about your potential fit for the wind industry.
As we discussed during my visit, some major challenges your company may have to overcome to beconsidered as a supplier to the wind industry include the following:
Creation of an in-house quality system (ISO9000 certification or compliance) Implementation of lean manufacturing and 5S AWS D1.1 certification of welders Lease/purchase of a portable laser CMM to validate part dimensions Overhead cranes under roof capable of handling large fabrications (5 ton minimum; the wind
industry prefers use of permanent bridge cranes inside a facility instead of using mobile cranes)
The pricing structure of aerospace parts versus that of the wind industry (much lower margins) The long process for becoming a qualified supplier in the wind industry (typically takes 12-18
months for this)
For workforce issues, keep in mind the following resources that are available to assist you:
Greater Wichita Economic Development Coalition (www.gwedc.org) Wichita Workforce Center (http://workforce-ks.com/) KansasWorks (www.kansasworks.com) for posting jobs in the state of KS
http://www.glwn.org/http://www.windpowerexpo.org/http://www.gwedc.org/http://workforce-ks.com/http://www.kansasworks.com/http://www.kansasworks.com/http://workforce-ks.com/http://www.gwedc.org/http://www.windpowerexpo.org/http://www.glwn.org/ -
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As a side note, AMI recently created an online questionnaire with supplemental questions for the KDOC
database. It should take only 5 minutes or so for you to complete these additional questions. When you
get a chance, please click on the following link to those questions:
http://www.zoomerang.com/Survey/WEB22BC5XARLDS/
If you have any future needs for engineering or manufacturing assistance, please keep AMI in mind as a
potential resource. Thanks again, and have a good day!
Sincerely,
Rick Windholz
AMI Senior Engineer
http://www.zoomerang.com/Survey/WEB22BC5XARLDS/http://www.zoomerang.com/Survey/WEB22BC5XARLDS/ -
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APPENDIX E WIND CAPABILITIES PROFILE PROCESS
The Wind Capabilities Profile Process developed by GLWN and performed by AMI is an additional and
separate phase from the work performed as part of this project, and is included as reference only. If a
company elected to have AMI perform a Wind Profile for them, the process flow for a wind profile is
outlined below:
Pre-AssessmentCompleted
Wind ProfileScheduled out 3-4
Weeks
Profile Agreement/Contract sent to
Company
Company signsand returns
agreement to AMI
AMI generatesInvoice to
company for$5,000
Company sendsAMI monies for
profile
AMI sendscompany thequestionnaire
Questionnairecompleted bycompany &
returned to AMI
AMI receivesquestionnaire min.of 1 week prior to
Profile visit
AMI onsite forprofile visit
Half Day for
Profile Visit
AMI leavescompany with
information & data
AMI generatesfinal report and
sends to company
AMI hasfinalization
conference call todiscuss report
Strong windcandidate
OEM purch agentcontacts given
Gaps too largeto overcome?
AMI offers to workwith company toovercome gaps
AMI offers to workwith company toimprove business
operations
YesNoNo
Yes
The GLWN Wind Capabilities Profile Assessment is an integrated data collection/half-day on-site process
that asks the company deeper and more pointed questions about their manufacturing operations. It is
based on a proprietary Pre-Visit Assessment Tool, listed in the above flow-chart as questionnaire,
developed by the Great Lakes WIND Network with input from five (5) major wind OEMs as well as input
from AMI. The questionnaire asks questions regarding the financial stability, quality systems,
management, capabilities, capacities, and many others. The purpose of the Wind Capabilities Profile is
to identify any potential gaps that exist that would need to be addressed before a potential wind OEM
visit.
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APPENDIX F COMPANY LIST BY COUNTY
Companies Contacted and Visited
Butler
D-J Engineering
Prokleen
STM Plastics (Seeber Thermoforming)*
Vornado Air, LLC
Chautauqua
Beeson Mfg.
Economy Manufacturing*
Elk
Kelly Manufacturing
Greenwood
ABZ Manufacturing
Gator Manufacturing*
Invena*
Midwest Mill Modernization*Schlotterbeck Machine
Tool 21
Harper
Celco*
Cox Machine*
Harper Industries*
Prairie Belting
Harvey
BMG of Kansas
Full Vision*
Industrial Metal Fabrication*Mackey & Sons*
Manufacturing Solutions
Martin Machine & Welding*
Millennium Machine*
Unruh Fabricators*
Kingman
Cannonball Engineering
FabPro
Karatzis*
Neville Welding
MarionCircle D Corp
Hillsboro Industries*
Marion Die and Fixture*
Marion Manufacturing*
McPherson
Aero Transportation Products (ATP)
American Maplan*
Central States Marketing & Mfg.
Femco*
Ferguson*
Mid Kansas Machine*
Mid West Industries
Moridge Manufacturing
Welco Services*
Reno
Airgas
Collins Bus Corp
Eaton
Electrex*Haven Steel Products*
J&J Drainage
Midwest Iron and Metal
Shield Agricultural Equipment*
Superior Boiler Works (Superior Holding
Inc)*
TSW Products
Rice
Farley Machine Works
Hoelscher Inc.*
Jims Machine Shop*Lyons Manufacturing*
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Supply-Chain Pre-Assessment
Final Report Appendix 41
Sedgwick
AAR Composites
Burnham Composite Structures
Carlson Company
CECO*
Center Industries*
Central Plains Steel*
Century Instrument Corp
Chance Rides*
Cox Machine
Cratetech
D&H Machine & Tool
Fiber Dynamics*
Fiberglass Systems*
Global Engineering & Technology
Harlow Aerostructures
ICM*
IpecoiSi Environmental*
JMT Industries*
Kansas Gun Drilling
KMG Tool & Machine
Leading Edge Aerospace
Lee Air
Leonard's Metal Inc (LMI)*
Manufacturing Services
Martin Interconnect Services
Martin K Eby Construction
McGinty Machine Company*Metal Finishing Company*
Metal Improvement Company*
Metal Pros
Mid-Central Manufacturing
Milling Precision Tool Corp
MPM Inc
MPM LLC (on GWEDC list)*
Nance Manufacturing
Nex-Tech Aerospace
Nex-Tech Processing
North American Aviation*
Perfekta
Plastic Fabricating Company
Powdertech*
Precision Pattern
Premier Processing*
R&R Aerospace*
Rapid Processing Solutions
Rickman Machine
Senior Aerospace Composites*
SFB Plastics
SONACA*
Tect Aerospace*
Terracon
Triumph Structures
Universal Avionics
Vermillion Inc.
WASI
Wichita Sheet Metal Supply*
Wilko Paint
Sumner
Kansas Plastics*
Kiser Manufacturing*
Pro Machine Engineering*
* Companies visited for the pre-assessments
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AMI: The Advanced Manufacturing Institute at Kansas State University
provides innovative engineering and business solutions. Comprised of
experts in engineering, product design, manufacturing and business,
AMI offers assistance with business planning and research, engineering
and economic development to help entrepreneurs and businesses be
more competitive in the marketplace.If you have a new product, new service offering or are entering a new
market, AMI can help you allocate resources, better understand the
market you are competing in and plan your strategy. AMI provides
design and engineering services to help develop products, validate
product performance, optimize equipment design and improve
manufacturing efficiency. AMI also offers economic development
services to help companies and communities identify business growth
opportunities including new business ventures, products and services.For more information call800-292-4186or visit www.amisuccess.com.
GLWN is an industry-led organization of manufacturers and suppliers
whose mission is to increase the domestic content of North Americas
wind turbines and to grow the supply chain for the wind industry. GLWN
works with wind turbine OEMs and developers, identifies critical needs
and connects manufacturers and suppliers with new customers.
Launched in 2007 as the Great Lakes WIND Network GLWN is now a
global network comprised over 1,500 suppliers to the wind industry.
http://www.amisuccess.com/http://www.amisuccess.com/http://www.amisuccess.com/