Metrology may sound like an esoteric dark art, but it isn’t. If you’re involved in manufacturing of any stripe, you’re almost certainly a metrology practitioner. Coordinate metrology, on the other hand, is a more narrow subset of the field but still widely used in many industries for various applications. The CMSC 2020 September Speaker Series (SSS) gave us a fascinating look at how coordinate metrology is being used by industries today.

The SSS—now available on demand upon joining the Coordinate Metrology Society (CMS)—presents a cross-section of coordinate and 3D metrology applications in the form of technical demonstrations by some of industry’s most advanced manufacturing organizations.

The series

Although due to Covid-19 restrictions, this year’s presentations were not in person, they were recorded with the expert’s own custom slides to give visual gravity to the exclusive content on the subject matter.

Founded in 1984, the Coordinate Metrology Society (CMS) has championed portable coordinate measuring machine (CMM) technology ever since its inception. In some ways, the focus on portable CMMs overshadowed the traditional fixed CMM in much the same way any new technology garners the lion's share of attention in any field.

The CMS is, however, dedicated to all forms of coordinate metrology, including inspection software, traditional CMMs, theodolites, and GPS, as well as laser projection systems, laser trackers, laser radar, photogrammetry and videogrammetry systems, 3D scanning devices, and articulating arms.

The CMS's position is, and always has been, that although newer technologies are devised, many traditional tools and methods are still viable solutions for certain situations.

The old adage, "The right tool for the job" is as relevant today as ever—perhaps more so considering today's rapid rate of technological advancement. Let's take a brief look at some of the available coordinate metrology solutions and the applications for which they are suitable.

He stood on a platform in the early afternoon of a cold November day only a few feet from the edge of Soldier’s National Cemetery. He was dizzy and feverish, suffering with the beginning of smallpox. It had been four months since the end of the bloody Battle of Gettysburg. And he delivered a two-minute speech that would be memorized by students for the next 150-plus years: “Four score and seven years ago....”

Abraham Lincoln’s Gettysburg Address captured the essence of American democracy in its closing words, “...and that government of the people, by the people, for the people, shall not perish from the earth.” It characterized a type of government that was not simply on behalf of its citizens. It is one created by the people. Through the voting process, peaceful demonstrations, freedom of speech and press, and citizen influence on elected representatives, we, the people, create the governance we enjoy.

How would Lincoln’s speech have been worded if he had been talking about a business or enterprise?

Last night I sat down to watch something that would help me barbecue meat better: a two hour-long movie called Barbecue. Simply that, by Australians. I figured it would be about making succulent shrimp or game meats. Something... Australian.

The work showcased people who cook with flame from around the world. Different countries, native tongue, and subtitles, even in places with folk who regularly speak English. Maori, South African, Zulu, and Afrikaans punctuating the rift between understanding, with the words spoken yearning for it.

But the most poignant part for me was a guy in a refugee camp in the middle of the desert. A Syrian guy who was just about to open his own restaurant when bombs fell, people were killed, and they were forced to flee their homes. They were forced to move from trees and water and beautiful views to the middle of sand and dust. From homes with amenities to tents.

Now, in the refugee camp, they were surrounded by fences, they are not allowed to leave. Victimized again, imprisoned by the organizations sent to help them.

Over years of listening to people describe their work, one single word has surfaced repeatedly as a barometer of what is frequently called “culture.” The use of the word “they” in conversation gives me insight into an organization’s ability to engage employees and sustain improvement.

The technical aspects of lean I can observe primarily with my eyes:
• The flow of material and information
• The stability, repeatability, and clarity of work
• Adherence to standards
• Alignment of resources to strategic objectives

Today I’m looking at the “house” of the Toyota Production System (TPS). The illustration below shows the two pillars of the TPS house, jidoka and just in time (JIT).

I’ve been thinking about why jidoka and JIT are the two pillars, and why they’re not kanban or kaizen.

Jidoka was developed from the ideas of Sakichi Toyoda, father of Kiichiro Toyoda. Kiichiro Toyoda founded Toyota Motor Corp. Sakichi Toyoda invented an automatic loom that stopped immediately when the thread broke. He viewed it as automation with human intelligence. Jidoka in Japanese means “automation,” but Toyota’s jidoka includes a human character in the written script, and although it’s still pronounced “jidoka,” it now means “autonomation.”

Figure 1: The TPS house (Source: Toyota Europe website)

The emphasis of jidoka is on quality. We can view jidoka as preventing defects from being passed along or ensuring that the quality of the product is maintained as it flows through the line.

One of the favorite aspects of my career in the insurance industry is delivering a positive outcome to someone in the midst of a personally challenging situation. Whether it’s giving someone the means to provide for care when health starts to fail, or a cushion to ease financial burdens after the loss of a loved one, I’m a firm believer in the power of the insurance industry to be a force for good in people’s lives.

There’s a lot of social upheaval right now and a lot of room for businesses to step up and demonstrate corporate social responsibility in a way they haven’t been challenged to do before. Between Covid fatigue, protests against racial injustice, and an increasingly partisan political environment, ethics and social responsibility have taken root in the national consciousness in a way we haven’t seen for a long time. And that can create a difficult situation for businesses to navigate successfully.

Part of being a socially conscious business historically has meant practicing a time-honored phrase from medicine: “First, do no harm.” At Brokers International, we are intentional about avoiding doing anything that harms people. But socially, it seems like that principle—that it’s better to do nothing than to do something harmful—is getting pushed back against quite a bit.

In our ultra-connected world, user experience (UX) can be a life-or-death matter for consumer-facing businesses. User experience is so critical that savvy leaders integrate UX/UI (user interface) design with product development and even consider UX when shaping business strategy. Madeline Fraser, founder and CEO of Gemist, is one such leader.

“I came up with the idea for Gemist when I tried to design myself a custom ring,” explains Fraser. “That experience showed me that the custom jewelry process is manual, antiquated, and in need of a big refresh. Gemist was born from my desire to let the consumer drive a process that should be custom, personal, and won’t break the bank.”

In fact, the entire team at Gemist is involved with this UX-integrated-with-business-model approach, including Katherine DePaolo, product designer for Gemist. DePaulo was kind enough to answer some questions regarding how Gemist uses UX as a differentiator in the field of bespoke jewelry.

One summer when I was a kid, my friend Rick and I built a pole vault setup in my postage stamp-sized backyard with a plant box (the place where you plant the pole as you begin your vault) and a couple uprights to hold the crossbar. We used bamboo poles acquired from a local carpet store for both the crossbar and the pole vault pole. The pit consisted of a couple old pillows—good enough for 12-year-old beginners.

During the months of July and August, we wore out a path in the grass and the skin on our elbows as we tried and failed to clear the bar. To try this event is to appreciate the number of things that have to go right simultaneously. Our only source of information was a chapter from a book on track and field events. But by summer’s end, bruises and all, we were both able to clear a height of six feet.

As the current pandemic unfolds, organizations’ boards of directors—especially in the healthcare industry—must continue leading and guiding. But gathering board members for in-person meetings is no longer an option.

In response, board engagement has gone digital. Planning, hosting, and following up on board meetings must happen in a virtual environment. If that’s something new for your board members, here are a few suggestions on how you can optimize your agenda and ensure your board’s productivity remotely.