The three-jaw powered chuck is the standard workholding device for most CNC lathe users. This type of chuck is versatile enough to be used in a wide range of turning applications. However, it's not the best chuck for all jobs. The collet chuck is an alternate workholding device that, like the jaw chuck, also uses mechanical force to hold the part being turned. While a collet chuck lacks the capacity for the same wide range of workpiece sizes that a jaw chuck can accommodate, it offers advantages related to speed, accuracy and productivity that may be crucial for certain jobs.

Several factors figure into the determination of which type of chuck would work better. When evaluating a collet chuck versus a jaw chuck for a given lathe application, take all of the following factors into account.

The lathe spindle has a maximum allowable weight based on bearing load capacity. If the combination of the chuck and the work accounts for too much weight, the bearings may be overloaded. In applications where there is a danger of exceeding this limit, this very danger may dictate the choice of workholding. Jaw chucks tend to be more massive than comparable collet chucks, making the collet chuck an appropriate choice where weight control is needed.

Spindle Speed

A collet chuck tends to be the better choice for turning at particularly high levels of spindle rpm. There are two reasons for this.

One reason relates to the mass of the chuck. Given the same spindle horsepower driving a jaw chuck and a collet chuck, the more massive jaw chuck would take longer to accelerate up to speed. The acceleration time would extend cycle time and reduce productivity.

Another reason relates to centrifugal force, which becomes a significant concern at high speeds because it increases as the square of rpm. For example, doubling the spindle speed causes centrifugal force to quadruple. This force pulls chuck jaws out from the center and tends to reduce clamping force. But with a collet chuck, centrifugal force does not have a significant effect. Therefore, clamping force is more constant across the speed range.

Operation To Be Performed

A collet chuck applies clamping force all around the circumference of the part instead of just at select contact areas. The result is tight concentricity. This can be particularly significant for second-operation work where accuracy relative to the first operation is a concern. Even when a jaw chuck is used for the first operation, a collet chuck may be used for the second operation because of its precision clamping. A jaw chuck with bored soft jaws repeats within 0.0006 to 0.0012 inch TIR. A collet chuck typically provides repeatability of 0.0005 inch TIR or better. The collet chuck can also be adjusted for concentricity during installation to further improve secondary operation accuracy.

Workpiece Dimensions

Collet chucks are best suited to workpieces smaller than 3 inches in diameter.

A collet chuck may also impose a limitation on the workpiece length. Specifically, a collet chuck limits the machine's range of axial (Z-axis) travel, because its length is longer than that of a jaw chuck. When the machining length of a workpiece is so long that just about all of the available travel of the machine is needed to cut it, then this requirement will probably dictate the use of a jaw chuck.

Lot Size

Very large and very small lot sizes both help make the case for a collet chuck.

Where there are small lot sizes and lots of them, the collet chuck's advantage relates to changeover time. Swapping jaws takes around 15 to 20 minutes for a standard jaw chuck or 1 minute on a jaw chuck specially designed for quick change, but the collet in a quick-change collet chuck can be changed in l5 to 20 seconds. The time savings add up where changeovers are frequent.

Similar time savings related to clamping add up where lot sizes are large. A collet chuck takes less time to open and close than a jaw chuck, shaving cycle time by reducing the non-cutting time from one piece to the next.

Workpiece Size Range

Part of the reason a collet chuck opens and closes more quickly is that its actuation stroke is shorter. Compared to a jaw chuck, a collet chuck is more limited in the range of workpiece sizes it can accommodate.

Collet chucks essentially trade flexibility for speed. If part size is consistent, a collet chuck is faster. But where workpieces vary significantly in size, it may take a jaw chuck to accommodate the complete range of work.

Types Of Materials

For hot rolled steel, castings, forgings and extrusions, standard jaw chucks tend to work better because of the diameter variations inherent in all of these types of parts. On the other hand, cold rolled material tends to be more consistent in size and therefore better suited to collet chucks.

However, the absence of any diameter measurement is not necessarily an obstacle to using a collet chuck. Collets designed for non-round cross sections can be provided for extruded bars that are made to custom shapes.

Although the minivan has become nearly as ubiquitous on North American streets as pickup trucks, the penetration of the vehicle in the European market is comparatively minuscule. But that's changing, although it should be noted that rather than calling the vehicles "minivans," they're described as "mini-MPVs"--multi-purpose vehicles. According to DaimlerChrysler, there were 250,000 MPVs sold in Europe in 1998; sales are expected to reach 960,000 units in 2004...which explains why Mercedes-Benz is Launching the Vaneo mini-MPV. The Vaneo is being built at the corporation's Ludwigsfelde plant (south of Berlin). The plant began production of the vehicles in October. 2001. The initial production rate is 50,000 units per year; according to the firm, the production could be expanded to 70,000 units.

The Ludwigsfelde plant has been producing commercial trucks since 1991. Subsequent to the announcement of the location of the Vaneo at the facility, DaimlerChrysler has invested 500-million Euros there for improving existing buildings, constructing new ones, improving the infrastructure, and training employees. For example, there is a new 20,000-[m.sup.2] body shop. The 19,800-m2 main assembly hall underwent major refurbishment. The paint shop, a 15,000-[m.sup.2] area, was completely stripped and rebuilt.

The body shop and the paint shop are connected by an 80-in long bridge. There are two main assembly lines in the body shop; 130 ABB robots are used for welding. There are ultrasonic sensors used to monitor weld quality. Four Perceptron in-line measuring units check build quality. Additionally, there are two more CNC-controlled measurement checks on the body shells before they make the trip to the paint shop.

In paint, there's pre-treatment and phosphating, followed by a cathodic dip primer. Eleven industrial robots are used to spray paint. One interesting feature of the paint shop is a DaimlerChrysler first: the use of a condensation process for drying the base coat. The Vaneo is available in 10 different colors, six of which are optional metallic coatings.

Another interesting finishing-related aspect is that the entire underbody is coated with a smooth plastic material that is said to reduce wind resistance and road noise and prevent corrosion.

From paint, it is on to final assembly where approximately 2,000 more parts are put together to create the van--the MPV, that is.

Painting with Water at Toyota

Kermit Whitfield

Toyota Motor Manufacturing Kentucky's Plant Two paint department has developed the flexibility to paint both cars and minivans in the same facility. They're painting small lots with high finish quality, all while dealing with the unforgiving nature of the water-borne process.

Let's start with some basic facts: Toyota Motor Manufacturing Kentucky's (TMMK's) Plant Two paint department is the only one in North America that paints both cars and minivans on the same line. It processes approximately 500 Camrys and Siennas per shift on two shifts. It uses solvent for primer and clearcoat, but basecoat is water-borne. From the electrodeposition process to the application of cavity wax, there are 13 distinct steps that a body-in-white goes through to become a painted body ready for the assembly line, and it all takes about 10 hours.

Cars and Minivans... Together

The simple statement that cars and minivans are processed on the same line encompasses a lot. In doing this, Toyota has chosen a path that diverges from its competitors. Most automakers find that though the flexibility to produce different body styles on the same line may be theoretically desirable, in reality the modifications that must be made to accommodate vehicles that vary significantly in size inevitably argues for a dedicated facility. However, unlike other car companies that have', dedicated minivan platforms, Toyota designed the Sienna on the Camry platform with an eye toward making both models on the same line. This has entailed some adjustments in the paint shop, but arguably far fewer than you would expect.

The main accommodation is that the Sienna can only use two of the three basecoat/clearcoat lines. This is chiefly because it only takes two lines to handle Siena production volumes, and some modifications in paint flow rate are necessary, but also because Toyota wants to maintain one line for exclusive' production of the Camry. The basecoat painting process on a Camry takes 118 seconds. But because of the greater surface area for the Sienna, a process time of 150 seconds is required. So, Toyota sets aside, one line that can' crank through its bread-and-butter product at the fastest pace allowable, instead of reducing the line speed of all three.

This all gets sorted out by computer in a large staging area. After bodies are primed and masked they roll on their dollies into the staging area. As they cross the threshold, a magnetic plate on the bottom of each dolly is read which tells the sorting computer what color the body is to be painted. Based on this information the computer moves the dollies onto one of four tracks that lead to each basecoat booth.

The past several weeks have seen Viropro, Inc. continuing to forge ahead in its mission as an incubator of biotechnology and healthcare companies. The Company is currently in the due diligence and structuring phase of its planned acquisition of the operations of Central Network Communications Inc. (CNCW: OTC Other). Subject to meeting certain undisclosed milestones, Viropro, Inc. has decided to increase its offer from 20 Million common shares to 25 Million common shares of Viropro in exchange for the shares of CNC Holdings Inc.

Growth Activities for Pyramid in Ontario and Quebec: Market activity for CNC's Pyramid product has accelerated of late, notably with the introduction of its case-costing, decision support software to the Ontario market. In follow-up to initial presentations and customer invitations this Spring, the Ontario sales campaign, supported by local representation, will be moving into high gear in coming weeks.

The company was also invited to participate in the Quebec government's information network and resource planning seminar which took place on May 21, 2004 in Montreal. The sessions were hosted by the Quebec Ministry of Health Services (MSSS) and the Association of Health Technology Industries (AITS). With CNC's Pyramid software now installed and operating at the Hotel-Dieu Hospital of St. Jerome, representing the first installation of a true case-costing system in Quebec, the Pyramid product drew special interest from the government and healthcare professionals in attendance.

Developments in Biotech: Viropro, Inc. has also boosted its activities in the Biotech sector where it is actively pursuing promising opportunities in Brazil and China. The Company expects to be announcing developments in the near future.

Analyst Coverage of Viropro: On another front, the Company recently began receiving analyst coverage from Francis Gaskins of IPOdesktop. His analysis published in "The Analysts Corner", reportedly the web's leading IPO Analysis Site (http://www.gaskinsco.com/linkto-vpro.shtml) highlights Viropro's plans to position itself through acquisition and internal growth in the healthcare software and biotech life sciences markets along with its targeted acquisition plan to roll-up life science and biotech properties. In his report, Mr. Gaskins remarks that "With a footprint in the Canadian market where healthcare is government subsidized and efficiency is mandated, Viropro is well positioned to execute its business plan." He also comments positively on Viropro's growth plans for Biotech in Brazil and China.

Mr. Gaskins' report came on the heals of a previous announcement by the company that Trivor Financial Group I LP has committed to invest at least $1M US incrementally over the next several weeks to facilitate growth of Viropro's target acquisitions in the international Life Sciences sector. Trivor is also committed to working with Viropro as a lead funder for these and other acquisitions being contemplated.

About Viropro, Inc.

Viropro, Inc. (OTCBB: VPRO) is an emerging provider of management, product and technology solutions for international Life Sciences markets. The Company is seeking to establish a growth portfolio in Life Sciences through revenue-producing acquisitions with the potential for continued shareholder value. Through its growth, the Company also aims to facilitate the discovery and development of chemical and biological products and processes that will benefit medical science and increase the quality of life.

About Central Network Communications (CNC) Inc.

Central Network Communications Inc. develops and markets proven, innovative management solutions for the Healthcare sector. Headquartered in Montreal, Central Network Communications is a public company listed on the OTC Other market under the ticker symbol CNCW. For more information, visit www.cncinc.ca.

Viropro, Inc's Safe Harbor Statement

Except for any historic information contained herein, the matters discussed in this press release contain forward-looking statements that involve risks and uncertainties, which are subject to section 27A of the Securities Act of 1933 and section 21E of the Exchange Act of 1934, and are subject to safe harbor created by these sections. Any statements that express or involve discussions with respect to predictions, beliefs, plans, projections, objectives, goals, assumptions of future events or performances are not statements of historical fact and may be "forward looking statements". Forward looking statements in this release may be identified through the use of such words as "expects", "anticipates", "estimates", "believes", or statements indicating certain actions "may", "could", or "might" occur. Actual results, performance or achievements could differ materially from those anticipated in such forward-looking statements, which involve numerous risks and uncertainties, including the Company's ability to market its products and services in a competitive environment as well as other factors.

Herrin Enterprises (Buda, Texas) is a family-owned and operated job shop, which may not sound too out of the ordinary. But Herrin, as it enters its third generation, remains successful where many shops have struggled.

Herrin employs ten people and runs one shift per day. Known for prototype and small run jobs, Herrin's diversified customer base includes customers in the oil refinery, medical, plastic and semi-conductor industries. As the economy has changed, particularly during the past year, this job shop has sought to maximize this niche of its business.

In 2002, Keith Herrin, owner and operator of the company, took a hard look at his business and its future. In considering the economy and the changing climate of manufacturing, he determined that the company's machine tool needs as identified in years past were no longer relevant. He needed a machine that could help him broaden the scope of his business and reinforce his core business of prototype and small runs.

With years of successful use of Mori Seiki lathes under his belt, Mr. Herrin turned to Mon Seiki (Irving, Texas). "We were looking for a vertical machining center that was more exotic, that could help us solidify our niche as a top small-run, prototype shop," says Mr. Herrin. "The technology behind the NV 5000 made it the obvious choice, and its computer numerical control (CNC) was attractive to us."

Prior to the NV 5000, Herrin owned several Mon Seiki lathes--the SL-2, SL-3, TL-3 and TL-5--that were all part of the company's first equipment purchase in 1980. Five years later, Herrin also purchased the SL-303A/1500 and an SL-150.

"The history was there with Mori Seiki, so it was logical for us to look at them first," says Mr. Herrin. "We spoke to JRP Machinery (Mori's distributor in Texas), and we were sold on the idea of the NV5000." Mr. Herrin was particularly impressed with the 12,000-rpm main spindle and 1,654-ipm rapid traverse rate.

Another feature that attracted Herrin included the user-friendly MAPPS operator panel that is the interface to the NV5000. MAPPS is completely solid state, which is said to make it rugged and reliable. Options for MAPPS, such as CAPS-NET for remote process logging and CAPS-DSN for program transfer, connect to the user factory's Ethernet network.

The NV5000 was introduced at Herrin in the spring of 2002. Availability and speed of delivery were key in the decision to purchase.

"Once we determined that the NV5000 was the way to go, we issued the purchase order within 10 days," says Mr. Herrin. "In addition to the machine's capabilities, the fact that the NV5000 was available immediately was an important factor in our decision."

In fact, Herrin's Mon Seiki was delivered in just 9 days, traveling from Los Angeles to Austin. "We have always had a good relationship with Mori Seiki and JRP, so it was no surprise to us that the machine was delivered and installed so quickly," says Mr. Herrin.

Installation went smoothly; in fact, the machine was installed in less than a day. "Mr. Herrin is one of the first users of the NV5000, so we really wanted to get the machine in his shop as soon as possible," says Ben Richey, sales engineer for JRP Machinery. "We knew he'd start using it just as fast as we could deliver it."

Representatives from JRP were also on hand for training, and as predicted, Mr. Herrin wasted no time in getting the machine going on its first job. JRP also provided follow-up training for the Herrin operators.

Herrin's first assignment for the NV5000 was a small-run prototype for oil rig positioning equipment. According to the company, the NV5000 handled the 6 by 6 by 6.5-inch stainless steel part beautifully, and it has continued to excel on the shop floor in the time Herrin has had the machine. Since that first job, the company has successfully run more than 25 jobs on the NV5000.

"We've been around for many years, and we are continually looking for ways to build business, especially during these tough times," says Mr. Herrin. "By incorporating the NV 5000 and the service and support that comes with a Mori Seiki purchase, we have another advantage over our competition."

In many of the CNC courses I teach, one question keeps coming up. "How do I find qualified people to work in the shop?" Since most of my students are at least partially responsible for the finding, hiring, and training of people for their CNC departments, they are commonly faced with the problem of locating qualified applicants. Though there are many factors that contribute to how easy it will be to find good people (your company location, how close you are to technical schools, the manufacturing base in your area, the wage you are willing to pay, and so on), this brief article will give a few suggestions as to where you can begin your search.

Employee referrals - One of your best sources for finding new people is to encourage your current staff to help. Possibly someone in your company has a relative, friend, or acquaintance that has the qualifications you seek. Many companies even offer a reward to employees that make successful referrals. Employees hired through employee referrals usually work out quite well since they not only feel the need to satisfy their new employer, but also to make the employee making the referral look good.

Local newspaper want-ads - Depending upon the job market in your area, your response to want-ads may meet with mixed results. While they almost always render some applicants, it can be difficult to adequately screen these applicants without holding an interview. You may find that many of these applicants simply do not have the qualifications you seek. For this reason, we recommend using some kind of proficiency test to ensure that applicants have the CNC experience they claim to have. This test can be given at the time the applicant fills out an application. Of course, you'll only schedule interviews with those applicants that score highest on the proficiency test (more on how you can attain a sample proficiency test later).

Regional newspaper want-ads - Depending upon the size of your community, you may wish to enlarge your search area by including ads in the newspapers of larger cities in your area.

Trade journals - Many trade journals (including Modern Machine Shop's Business Opportunities) offer a classified ad section in which you can place a reasonably priced want-ad. Since this will give your ad national (even international) coverage, you may wish to use this avenue only when hiring higher level people.

Temporary services and employment agencies - There may be employment services available in your area that cater specifically to the manufacturing sector. Good ones will provide screening of applicants (based on your requirements) and will work for a small percentage of the new-hire's wage. Temporary services provide the additional benefit of a prolonged evaluation period prior to actually hiring the person to work for your company.

Technical schools in your area - One of the best ways of handling your long term CNC hiring problems is to work closely with the technical schools in your area. While students completing the school's standard CNC curriculum may have the qualifications you need, many technical schools will work closely with local industry to fine tune their programs to specifically suit the needs of manufacturing companies in the area they serve. In fact, some will even custom tailor in-plant training for your current employees as well as new-hires. In this manner, you can reap many of the benefits of an apprenticeship program for a very small investment.

Sales people that visit your company - Another excellent source for finding people is the group of sales people that call on your company. Machine tool and cutting tool sales people, for example, commonly call on many companies in your immediate area. They often know who is hiring and who is laying-off. Additionally, they may know of high level people who are unhappy in their current position. Since all sales people are highly motivated to satisfy all needs of their customers, most will be willing to share this information if you simply ask.

More on the proficiency test - As stated earlier, you can use this test to determine how much CNC expertise people really have. Since your want ads will be specific enough to relate precisely what you want in the new hire, anyone applying is indirectly saying they have the necessary skills. This test will prove them right or wrong. Unfortunately, space does not permit us to include the entire four page test in this short column. To receive the test, simply request it from CNC Concepts, Inc. at the address given under the CNC Tech Talk heading.

As you decide whether to use this test, keep in mind that proficiency is but one of three important attributes a new hire should possess. Of equal or greater importance are motivation and aptitude. These attributes will ensure that the new hire will overcome any problems with proficiency. Additionally, your screening may determine that there are currently no qualified applicants in your search area. In this case, you will either have to expand your search area or be prepared to train new people after hiring.

So where are NASCAR's cops when we really need them? They're out there busting Rusty Wallace for speeding on pit road when they should be helping owners protect the trade secrets that make the cars go fast in the first place.

Money does buy speed, and technological innovations that give one team an edge over another are priceless.

Owners never want information to leave the shop, whether it's in notes in someone's pocket or in the brain of a departing employee. Crew chiefs and drivers share that sentiment. Just ask Jimmie Johnson.

When car chief Jason Burdett left Johnson's team recently to take the same job with Dale Jarrett's team at Robert Yates Racing, Johnson wasn't worried about filling the vacancy. What concerned Johnson was the knowledge that left with Burdett.

After winning the Coca-Cola 600, Johnson is fifth in the Winston Cup standings and was a contender for the title in 2002. It's understandable that Yates Racing would want Burdett and the Hendrick Motorsports playbook. Any of the powerhouse organizations would pay handsomely for them. This is industrial espionage, NASCAR style. The secret agents are the crew members, and the prize is the knowledge that can improve performance.

There's not much an owner can do to safeguard his secrets. It's standard practice for contract employees to sign noncompete provisions that include nondisclosure clauses, but it's difficult to enforce such provisions. Owner Richard Childress, though, has sued--and won.

"There's certain things you can't take out of a guy's mind," Childress says. "But if something is developed that is strictly RCR's and if they take it and give it to someone else and we can prove it, then we have the right to take action. If they take something to another team and just build a car that's similar, you can't beat it"

While the teams scramble to protect themselves, NASCAR does nothing to police the problem.

"NASCAR loves it because it keeps the competition close," says Chad Khaus, Johnson's crew chief. "If I hire you, I'm buying whatever you know and taking your secrets."

Knaus has been on both sides of the equation. When he was a fabricator and tire changer for Jeff Gordon's team during the Rainbow Warrior days, Dale Earnhardt Inc. hired him to be car chief for Steve Park. Knaus knows he was hired for the knowledge he had gained working on Chevrolets at Hendrick Motorsports, but it also was an opportunity to climb the career ladder. Knaus became a Winston Cup crew chief at age 28.

Tony Furr, crew chief for Jack Sprague, has been a dedicated General Motors man for most of his career, but in 2002 he needed a job. Working for Jim Smith's Dodge team last season, Furr used the aero savvy he gained working on Monte Carlos to help Dodge engineers develop the grill configuration on the new nose.

The Dodge people picked Furr's brain, then let him go after the 2002 season. In working for Sprague, he has returned to Chevrolet.

Furr has learned to protect himself in contracts by including a clause that voids noncompete provisions if he's fired. In 30 years of racing, he also has learned the hard way not to share his entire playbook with any of his employees. In 1996, when Felix Sabates offered Furr's top assistant a crew chief job, the employee thought he could leave with the team notes. Before the exit interview, Furr made the assistant empty his briefcase, revealing the notes.

Knaus agrees with Furr, adding that the crew chief should limit the information he shares with an employee to just what is necessary, so anyone who leaves won't have a complete picture.

"Everybody knows their specific area, but that's all they know," Knaus says. "I'm the only one who knows how all the pieces fit together. If Jason (Burdett) was leaving and taking Jimmie with him, yeah, that would be an advantage. But different drivers like different setups, and what works for Jimmie may not work for D.J."

Still, knowledge is power. And as long as one team has an advantage, another outfit will be willing to pay for it.

TSN's POWER POLL

Rank   Driver               TSN pts.   Winston Cup pts.

1.    Matt Kenseth          1,227        1,799 (1)
2.    Dale Earnhardt Jr.    1,105        1,639 (2)
3.    Bobby Labonte         1,052        1,546 (6)
4.    Kurt Busch            1,034        1,575 (4)
5.    Jeff Gordon           1,006        1,583 (3)
6.    Jimmie Johnson          919        1,552 (5)
7.    Michael Waltrip         822        1,511 (7)
8.    Kevin Harvick           754        1,457 (8)
9.    Steding Marlin          744        1,405 (9)
10.    Rusty Wallace           726        1,401 (10)

Through race No. 12, at Concord, N.C. For a complete TSN
Power Poll rundown and an explanation of the points breakdown,
go to www.sportingnews.com/nascar/poll.

CIMdata has named EDS PLM Solutions, IBM/Dassault Systemes, CNC Software and Open Mind Technologies as the 2002 worldwide CAM software market leaders. Each led in a different ranking. EDS PLM Solutions was identified as the largest CAM software supplier on the basis of dollar volume of NC software and services revenues received by a vendor. IBM/Dassault Systemes (IBM/DS) is the largest vendor on the basis of end user payments for NC software and services. This includes revenues received by the vendor and also those retained by business partners or resellers. CNC Software continues to be the market leader on the basis of number of software seats sold and installed in the industrial and educational markets. Open Mind was named the fastest growing vendor among the significant NC software suppliers.

CIMdata estimated that EDS PLM Solutions received $109 million in CAM-related product and services revenues in 2002, making it the largest software vendor in the world by this criteria. This revenue stream resulted in a 14.7 percent market share. The other vendors in the worldwide top five were IBM/Dassault Systemes, PTC, Hitachi Zosen and Delcam.

CIMdata considers the Unigraphics NX CAM offering, including the manufacturing modeling components, to be among the strongest product offerings in the industry. While some vendors are more advanced in specific areas of CAM, Unigraphics provides a robust capability across the entire CAM spectrum. Strengths include market presence, industry reputation in CAM, integration from design through manufacturing, breadth and depth of products, a strong knowledge-base capability, and technology leadership in mold base design, progressive die design, high speed machining and five-axis machining.

CIMdata estimated that the end user payments for Catia manufacturing-related products and services were $127 million in 2002. This gave IBM/Dassault Systemes a worldwide market share of 12.4 pecent. End user payments include revenues received by IBM business partners as well as that of IBM. On this basis, IBM/DS is positioned as the worldwide largest CAM vendor. Following IBM/DS in this ranking were EDS PLM Solutions, PTC, Hitachi Zosen and Delcam.

IBM/DS is in transition from Catia Version 4 to Catia Version 5. In 2002, Catia Version 5 Release 10 was introduced by Dassault Systemes. The company emphasizes the integration across products, knowledge exchange and high value of business interaction among customers. DS believes that the pervasiveness of knowledge in Catia V5R10 enables customers to capture and deploy best practices through custom-built applications. The company also cites a collaborative link between the manufacturing process planner and the worker on the shop floor with the DPM Shop Floor solution. As CAM content has been added, Catia V5 has become a competitive CAM offering.

CIMdata named CNC Software as the market leader on the basis of CAM seats shipped. CIMdata estimates that CNC Software shipped 3,945 seats of Mastercam into industrial environments and an additional 3,180 seats into the education market. CNC Software was also the worldwide market leader on the basis of CAM seats installed. PTC, EDS PLM Solutions, IBM/Dassault Systemes and Hitachi Zosen followed in the ranking of suppliers by seats shipped.

CIMdata views Mastercam as the de facto industry standard PC-based CAM software product. It is a well-known, competitively-priced, general-purpose product that provides a broad base of modeling and NC software capabilities. It is useful for most machining environments, from production machining operations in manufacturing firms to machining relatively complex surfaces in mold shops. It is well suited to job shops that have a range of machining requirements.

Open Mind was estimated to be the fastest growing vendor in 2002, with a revenue increase of 17.9 percent over 2001. Vero International, an English company, followed with a 16.5 percent revenue growth rate. Other firms in the top five were IBM/DS, Missler and DP Technology.

In 2002, Open Mind was purchased by Man and Machine, which is also a German company. Its primary revenue generating product, hyperMill, is embedded within Autodesk Inventor, Catia and thinkdesign CAD modules. Open Mind also provides hyperForm and hyperFact as standalone CAM systems with defined CAD functions. HyperMill and hyperForm are targeted at the mold, tool and die market. The comapny offers a strong three-axis multi-surface capability and has introduced unique capabilities in five-axis. It is building its sales distribution network and has more than 70 resellers.

This information is contained in Version 12 of the CIMdata NC Software and Services Market Assessment Report. This 222-page report measures and segments the CAM software market, ranks NC software suppliers and discusses market and technology trends. It can be purchased from CIMdata.

Sometimes our focus on immediate problems can make us oblivious to efforts to raise skill levels and improve the image of metalworking careers. On a recent visit to the U. S. Army's Aberdeen Proving Ground, I saw more than 50 soldier/students and their instructors learning to use the new online testing system available through the National Institute for Metalworking Skills (NIMS). Just last March, I attended a ceremony at Aberdeen to recognize the achievement of NIMS accreditation for machinist training by the Army Ordnance Maintenance Training Center. Five years ago (1998), NIMS issued the first credentials in Level I machining. Only five years earlier (1993), the metalworking skill standards existed only as a concept. After just a decade of existence, NIMS is a vital part of the overall strategy by the Army to align its training programs with industry standards. This is because of the value placed on recruitment and retention of good technical personnel to meet the changing demands of the modem hi-tech batt lefield.

Let's look at other efforts to strengthen manufacturing's human resource base. NTMA past chairman Roger Sustar (Fredon. Corp., Cleveland, Ohio) sponsors a project that involves ten to 15 Explorer Scouts in the production of scale model Napoleonic brass cannons. Students work from drawings, using a variety of metalcutting processes to fabricate gun barrels and carriage parts. Organizing the activity into separate task functions emphasizes dimensional tolerancing and interchangeability of components.

Rick Ahaus (Ahaus Tool & Engineering, Richmond, Indiana) has taken the project a step further by adding CAD software and allowing students to design steam engines, race cars, boats and planes to get the feel for this important part of manufacturing.

As another example, NASA and several corporations sponsor the annual FIRST Robotics Competition (www.usfirst.org) for high school students. Since its beginning in 1989, FIRST has grown to include 800 teams and more than 20,000 students from the United States, Canada, Brazil and Great Britain competing in 24 regional locations. The 2003 Championship was held in Houston, Texas, in April. The group also organizes the FIRST LEGO League for elementary and middle school students.

Then there are many career day activities hosted by schools. A variation on this comes from the Tool, Die & Machining Association of Wisconsin. More than 900 area middle school students came to Waukesha Technical College to explore career-related activities including surveying, applying pin stripes to autos, flying planes -and assembling a dinosaur model. Activities were designed to identify jobs involved in each process. For the dinosaur model activity, students were given a drawing with instructions and foam plastic parts. As the students assembled the model, they learned about at least seven jobs necessary for the production of this "toy": artist, designer, engineer, toolmaker, programmer, CNC machinist and packager. Adding the raw material production/delivery at the beginning and sales/distribution at the end expanded this experience.

In Michigan, Greenville Public Schools and the Chamber of Commerce sponsor a career showcase that invites high school students and their parents to visit more than 30 employers. Students can schedule one visit a week during a 5-week period. Besides manufacturing technology, the showcase includes business management, arts/communications, health sciences, human services and natural resources/agri-science.

In Cleveland, a group called the Westside Industrial Retention and Expansion Network (www.wire-net.org) has more than 150 members, including the NASA Glenn Research Center and three metalworking trade associations, dedicated to industry career promotion. Since 1988, the group has used field trips, mentoring, internships, career days and workshops to reach adults and students.

The Society of Automotive Engineers (www.sae.org/students) offers a team teaching instructional package called "A World in Motion" to bring applied science and math topics to elementary and middle schools. Volunteer engineers act as technical experts to assist 4th through 8th grade instructors in presenting the hands-on activities.

The catalogs of the shooting industry are at your fingertips with our updated Catalog Showcase. To order any of the catalogs, use the Reader Service Card in the back of this issue. Simply circle the inquiry numbers of the catalogs you would like to receive and drop the postage-paid card in the mail. Your catalogs will be arriving soon. For faster service, you can order your catalogs online. Sign onto www.shootingindustry.com. On the first page, click on "Reader Service" and complete the form. We'll process your request immediately.

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American manufacturers who once enjoyed considerable insulation from overseas competitors increasingly have been forced to develop new strategies to offset the impact of a global labor market. The efficiencies gleaned from new technologies in hardware--while substantial--are not sufficient to address the full dimension of this challenge. Because industrial education programs are not as well established in the United States as in some other nations, American machine shops must shoulder higher development costs for new employees who typically are learning their elementary skills on the job.

For this reason, a crucial element in the competitive profiles of successful American shops is the ability to complete greater amounts of work using people who possess relatively modest skill levels. While CNC machinery has been the norm in milling, turning and EDM operations for some time, widespread use of CNC grinding machines is a comparatively recent development for many shops. Judging by the experience of a company with ambitious plans for future growth, however, the era of manually controlled grinding machines is rapidly coming to an end.

When he established Aggressive Grinding Service, Inc. (Latrobe, Pennsylvania) in 1988, company president Lester Sutton recalls a substantially different environment than the one existing today. "When we first established the business, the standard lead time for part deliveries was approximately 6 weeks," he says. "Today, we deliver about 70 percent of our jobs within 24 hours." This significant change reflects a business environment in which delivery time has become a dominant factor. To meet the demands of today's markets, CNC has become a necessity for grinding operations.

Besides delivery time, pricing pressure is another important factor. "We're doing some jobs today at prices of only about half the amount that we used to receive," says Mr. Sutton. Approximately 50 percent of the company's current business consists of manufacturing drill blanks and prepping other products for the cutting tool industry. In 1999, however, excess capacity among the company's customers created a sharp and substantial reduction in the company's business. "This overcapacity allowed the cutting tool firms to begin producing all or most of their blanks in-house," Mr. Sutton says.

Faced with these difficult conditions, it was tempting to conclude that closing or selling the business was the only alternative. Instead, however, Mr. Sutton decided that the lower prices of competitors indicated that his company needed to develop a leaner operation. With the able assistance of his wife, Karen, who manages the firm's business office, Mr. Sutton began preparing the company to respond to the pressures of a global economy.

Pursuant to this goal, the company has invested more money in capital equipment during the past 3 years than ever before. This equipment upgrade comprises a total of 15 CNC machines. Despite the fact that the overall cutting tool market has not grown substantially during this period, the company's business has improved steadily since the 1999 doldrums. This is a strong indication that the company's investments are already paying significant dividends.

With solid earnings recorded in 2002, Mr. Sutton is aiming for 33 percent sales growth in 2003. To meet this increased demand, the company is currently preparing to relocate to a new and larger facility in Latrobe. A key aspect of this forward-looking scenario is the company's recent acquisition of CNC grinding centers that enable operators to teach themselves. Although Aggressive Grinding's transition is still in progress, Mr. Sutton says, "Our goal is to make this company a world-class grinding operation."

Self-Training CNCs

Within the past 3 years, the company purchased eight CNC grinding centers manufactured by Tru Tech Systems (Mt. Clemens, Michigan), and four more machines were ordered in May. Some of these machines are standard OD grinders and some are three axis OD grinders. For greater efficiency in maintaining wheel geometry and surfaces, the machines incorporate on-board dressing attachments. Correct dressing routines are specified by the CNC that runs Tru Tech's Pick-N-Place software. This user friendly program combines the functions of conventional training and maintenance manuals. The program employs a talking British character that prompts the operator through each stage of setup, production and machine maintenance. It also incorporates on-screen calculators for trigonometry and radius problems.

Provided that new employees have some basic computer and math skills, they can be trained to operate these grinders in a matter of hours. This represents an important advantage for a shop that aims to be globally competitive. "Typically, each ofour trained operators is operating two or three machines at once," says Mr. Sutton. While previous experience in metalworking is certainly desirable for new shop personnel, it's not required. For example, one of the shop's current employees, who learned to operate this system in only a day, formerly worked in an auto parts store.