Freelance watchmaking corporation specialized in manufacturing processes in fine watchmaking. We work with service provision contracts for clients with expansion potential. We currently have deals closed in four countries and carried out work for clients in the last year of the Salão Internacional de Haute Horlogerie (SIHH). We budget for design and prototyping with patent for scaled development.
About Us | Engineering
We currently serve customers with manufacturing processes in a unilateral system and with a tolerance of 0.001 mm processes. The simple and complex CNC processes and lathes we work with are made by hand. We work with artisanal movements and customization of calibers sold in the general industry with highly complex processes and creations. We develop permanent processes with follow-up meetings. We have partners in many countries with the possibility of expanding business into different areas. Every year we present engineering and micro manufacturing projects in New York USA, Geneva Switzerland, Hong Kong China and São Paulo Brazil.
Who We Are
Business Expansion Strategies (Watchmaking Trade)
We currently have market expansion development contracts with 3 brands providing advanced assistance in engineering sales control and processes called "Takt_Time". Management line applied to advanced manufacturing for batch manufacturing in additive manufacturing.
When a company desires to expand its outlets of distribution (not just increase sales atexisting units), there are many possible business expansion strategies that can be implemented to expand the business network. Each strategy should be examined, and the advantages anddisadvantages explored, to determine which is the best method for you. Please keep in mind thatthese strategies are not mutually exclusive. That is, you can use more than one method within your network. There is also the ability to have vertical integration of all or portions of the manufacturethrough retail sales channel (the "Value Chain").
The possible business expansion strategies, which I will discuss, are:
- Company-Owned Expansion;
- Joint Ventures and Partnerships;
- Sales;
- Grant;
- Distributorships/Dealerships;
- Business Opportunities (Seller Assisted Marketing Plans);
- Return (Compound Payback)
Design of Experiments (DOE) - Sequence of Serial Tests - Dependent and Independent Variables
Created by AI
Concept of Standart Operating Procedure (SOP)
- Reduced Variation in Processes;
- Facilitates Staff Training;
- Reduced Production Costs;
- Reduced Chances of Communication Failure;
- Reduced Risk of Workplace Accidents;
- Significant Improvement in Quality;
- Increased Production Yield;
- Reduced Number of Accidents;
- The Atmosphere Among Employees Improves;
- Service to Internal and External Customers;
- Creates a Single Language To Be Followed by Everyone;
- Processes Become More Consistent and Thus Predictability Increases;
Process Control Software
Quality Management
- Total Customer Satisfaction;
- Human Resource Development;
- Constancy of Purpose;
- Participative Management;
- Continuous Improvement;
- Quality Assurance;
- Delegation;
- Non-Acceptance of Errors;
- Process Mnagement;
- Dissemination of Information;
DMAIC is one of the aspects of Lean Six Sigma and the acronym for:
DEFINE, MESURE, ANALYZE, IMPROVE AND CONTROL
- DEFINE: This simply involves identifying the problem and defining the objective of a project;
- MEASURE: Knowing and observing how things are at the current moment;
- ANALYZE: Analysis of the data collected up to this stage, better defining the causes of the problem;
- IMPROVE: A new action plan is presented to improve the process;
- CONTROL: Monitoring the results and ensuring constant effectiveness;
Project Control | Agile Management
- Immediate Total Quality;
- Waste Minimization;
- Continuous Improvement;
- Pull Processes;
- Flexibility;
Machine Capacity
Availability is the percentage of time thatmachines are available for scheduled productioncompared with the amount of time they wereactually producing. Scheduled maintenance,planned downtime events, or equipment trials arenot considered to be part of the time thatmachines are available for production. This allowsa plant manager to readily identify whethermachine downtime issues are part of a knowncalendar, or if there is a more serious problem.Availability is calculated as:
Availability = Operating Time / Planned Production Time
Performance compares the theoretical machinerate with the number of items actually producedon a machine during its operating time.Performance allows a facility to compareavailability downtime with efficiency. This canshow whether a specific line is having problemsdue to low output, or if the problem is excessdowntime. In addition, if a machine has recurringefficiency issues, performance measurements canindicate problems with the machine itself, ratherthan an operator issue. Performance is calculatedas:
Performance = Ideal Cycle Time/Operating Time
To complement the process, the process capability is calculated using metrics, or KPIs, which are part of the continuous improvement methodology, where the process's ability to meet customer expectations is projected.The way to achieve this is through Statistical Process Control (CEP), a statistical tool that aims to control the results of a process, delivering the lowest possible variability.CEP is widely used in Six Sigma projects as it favors the achievement of constant financial returns by maintaining the performance achieved by improvement projects that achieved these new indicators.The Six Sigma metric itself does not fail to comply with this same premise, where the existence of only 3.4 defects per million opportunities (DPMO) is the result of processes with this level of performance.
Even though Six Sigma projects do not necessarily seek to perform this methodology in their processes, in any case, they always seek to increase and control their results in accordance with the strategic objectives of the project and the fundamentals of the CEP, respectively.In this article you will learn:
- What is Process Capability?
- What are the Process Capability indices?
- What is the difference between Capacity and Process Capability?
- How to analyze Process Capability?
- How to apply Process Capability control?
- The importance of a performance measurement system;
Control Calculation Model in Manufacturing Average Process Per Piece
Ideal Cycle Time is the minimum cycle time that aprocess can be expected to achieve in optimal categories of productivity losses that are almost universally experienced in manufacturing
1. Breakdowns
2. Setup and Adjustments
3. Small Stops
4. Reduced Speed
5. Start-up Rejects
6. Production Rejects.
Modeled Average CPK Calculation For Batch Product and Unit Price
Initial Calculation of Global Operating Efficiency for Financial and Strategic Analysis
To model the result, the values adopted by many companies are Cp=1.67 and Cpk=1.33, in accordance with a recommendation proposed by Juran and Fryna in 1980. This is the value used by the vast majority of industries, including those in the automotive sector.
Statistical process control consists of a set of statistical tests performed on a process (for example, a production line). The goal is:Keep the quality of a process under controlAvoid mistakesReduce costs due to problems that occur in units coming from a process (or a production line)
Thermal Candle Graph Showing the Completion of the Variable Manufacturing Batch Process.