Ever since it was founded in 1970, Pace Industries has been committed to providing uncommon, creative die casting and support solutions to their customers. While our goal has always been the same, the tactics for achieving it have understandably changed, especially when looking at the last 20 years.

Predictive Analysis

It was important for us to constantly improve the design of our tools to ensure we were providing the highest quality products to our customers. Starting in 1996, we began to employ the following analyses to better understand our designs:

• Flow analysis – shows the flow pattern during die cavity fill. Reveals temperature, pressure, and velocity.
• Thermal analysis – shows how the metal solidifies within the steel die.
• Thermal stress analysis – shows how the castings distorts as it cools after being removed from the die.
• Finite element analysis (FEA) (added in 1998) – analyzes high stress areas in castings which can be used to improve strength of future castings.

We often have a new cast tool running with changes implemented within six months of studying insights from the analyses.

Die Life Guarantees

Thanks to research done by NADCA, we began to understand how to optimize die steel performance in the casting process. This was information that affected our language when communicating with customers about the length of die life. We took the research and successfully applied it to our process in the late 90s. How successfully? Well, prior to that, several of our tools were suffering premature failure yearly. Since that implementation, there hasn’t been more than two failures in over five years.

New Alloys

In order to offer even more abilities to our customers, we entered the new millennium with the development of several new specialty alloys:

• High elongation aluminum alloys – for use in thin-wall structural applications. This plays a major role in helping reach mandated fuel efficiency levels for automotive companies.
• Specialty aluminum alloys – allows the die casting process to compete with other aluminum processes that standard die castings cannot meet.

Automation

We are devoted to making sure we are using the most efficient technology, and our increased use of automation has led to some groundbreaking developments. In 2013, we began to use dosing furnaces that led to energy savings, and in 2002, we saw emphasis on the use of robots. There was a learning curve for our associates during this time, with many requiring training on the new methods, something that was surprisingly enjoyable. “Most of our people enjoyed the training because it was a challenge, and several requested to work with the robots,” said Arnie Fulton, vice president of engineering.

Furnace Design

In early 2004, we began to examine the best design that would lead to increased energy efficiency and melt rate. In five months, we had reached our goals by improving insulation, improving refractory, and applying a new burner design and molten metal pumps. In the time since, we have built approximately 15 more furnaces, all using the same effective design as that first one.

Bigger Die Cast Machines

In 2015, customer needs required bigger machines than what we had. To continue to best serve our customers, we worked to acquire machines up to 3,000 tons, when our previous leading machine maxed out at 1,800. This change maximized satisfaction and allowed us to foray into new areas such as alternate alloys.

The past 20 years have brought tremendous growth to our company, our associates and our customers. But we aren’t stopping. We are excited about what will come in the next 20 years.

Business Excellence is Pace’s systematic approach to identifying and eliminating waste through continuous improvement and making products that meet our customers’ needs. As its director, Bill Turner is focused on the company’s wins, as well as the growth opportunities that become apparent after setbacks.

As 2016 ended, he reflected on the past year and looked ahead to Business Excellence in 2017:

Strategy Deployment (SD) is a structured process that motivates us to work on those things paramount to the success and longevity of our business, including safety, quality, delivery, inventory and cost. It has been an integral part of our business for 10 years. In 2017, SD will continue to be key in helping us achieve a compelling competitive advantage. Associates from all levels of our company participate on multi-functional teams to achieve the goals established through this process.  From there, teams are empowered to develop and execute action plans, measure progress and resolve problems.  Through this, we build a culture of continuous improvement through associate engagement, teamwork and problem solving.

This year provided evidence that this strategy is positively affecting our work. In 2016, there were several new product introductions across the business, many of which were in the automotive industry. Serving this industry’s customers can be a challenge due to the complexity of the parts and their stringent quality requirements. Despite those difficulties, in 2016, we improved our parts and customer satisfaction significantly increased, allowing for a growth in the automotive segment of our business. Our quality was better though the work was more complex. We consider this a great success story!

So where is Business Excellence going in 2017?  First, we will reinforce our commitment to SD by engaging even more associates in the process. Second, we will be expanding the utilization of ongoing improvement methodologies and tools, including value stream mapping, 5S, standard work, poka-yoke, SMED and kanban.  We need to take advantage of these proven improvement techniques.  And third, we will remain diligent problem solvers.

In 2017, we will be relentless in our pursuit of achieving a compelling competitive advantage.

A team at Mangas Tool & Die complete a value stream mapping exercise as part of Strategy Deployment.

As 2016 comes to a close, everyone is inevitably curious about what the new year will bring. Arnie Fulton, Pace’s vice president of engineering, provided insight on manufacturing trends that will influence the company strategy in 2017.

1. Automation Continues – Collaborative robots are a trend that has received a lot of attention in industry publications. The great thing about these robots is that they are designed to work alongside our associates. We have found they are easier to program and safer to use than conventional robots. Pace will continue to implement automatic equipment, and our main focus will be on the further utilization of collaborative robot applications.

2. Larger 3-D Printing Presence – Pace dabbled in 3-D printing this year, but we really want to grow that over the next 12 months. The trials completed this past year have been quite successful. We’ve used 3D printing for both die components and machining fixtures, and we will be expanding to castings next.

3. Focused on Thermal Control – One of our goals for 2017 is to delve even more into the process of controlling the die temperature for the purpose of improving the quality of die castings. Further understanding of the thermodynamic process will result in an improved consistency, which will lead to an improved product.

4. Integration of Laser Manufacturing – Laser manufacturing is not new to Pace Industries, but there is opportunity for it to continue to evolve and become more integrated throughout our company over the next year. We are currently in the process of researching and developing its use within our facilities, and the goal is to complete that research in 2017 so we can begin implementation. As a company, we are eager to incorporate laser manufacturing into a variety of functions, including the repair of tooling and machine components, extending the life of casting dies and even fabricating new parts for increased performance.

Given that we pride ourselves on exceeding expectations with our work, it is no surprise that our 2017 objectives reflect constant improvement in areas we are familiar with. We are dedicated to achieving and excelling at these upcoming trends, and continuing to identify new areas for opportunity. That is how we will remain dedicated to providing uncommon solutions to our customers in 2017 and in the many years to follow.

Why Cobots Are a Game Changer for Die Casting

Pace has been an innovative company since its inception. It’s the basis of our corporate mission statement: provide uncommon, creative solutions, which contribute to the success of our customers. So it’s no wonder we’re leading the industry in technological advances, such as using collaborative robots on the manufacturing floor.

Collaborative robots, which are also called “cobots,” are designed in a way that allows a robot to physically interact with humans in a shared workspace. This differs from a conventional robot in that they don’t require a safety enclosure to operate. Cobots work at full-speed without jeopardizing safety.

Why are they used in manufacturing?

In addition to their safety features, Pace is interested in cobots because they’re affordable, highly adaptable and easy to use. Most of them operate from a smartphone or tablet, so they don’t require a high level of expertise to set up and program compared to conventional robots. This means they can be put into operation quickly and easily. And since they’re generally simpler than traditional robots, cobots are more affordable to maintain.

These robots are also highly efficient. When partnered with an associate, they produce an end result better and faster than either could do working alone. In fact, tasks that normally take days can be completed in a single shift.

How are they being used today?

Pace is still in the early stages of implementation. Right now we’re using them to perform repetitive operations, such as sanding of castings. We’re also using them in the process loading and unloading CNC machines. Having them in this capacity allows more time for a person to perform other value-added operations that require more skill.

Since they’re relatively lightweight, cobots can be moved from one work assignment to another. Because of this benefit, we’re looking at many other applications in die cast machine applications.

What’s the benefit to customers?

While there are multiple benefits to Pace, collaborative robots also benefit customers. They allow us to provide higher quality products while keeping costs in check. For example, when they’re programmed to work with CNC machinery, we can offer a more finished product. This eliminates having to send it out for additional steps in the process. Keeping everything in-house reduces costs and increases quality.

What does the future hold?

There will continue to be applications where it makes sense for associates to perform tasks manually. And some applications require overall automation to keep costs down and safety at a maximum. Cobots are proving to be the best solution for tasks that fall somewhere in between.

We believe there’s a growing need to integrate robots into the workforce to take advantage of the diverse strengths of both humans and robots. So Pace will continue to explore and implement more robots where they fit best in our processes. We’ll keep our focus on uncommon, creative solutions for the success of our customers – always.

Juan Zuniga and Noah Wehn, both seniors at HarBer High School in Springdale and summer interns at Pace, used their skills to integrate a collaborative robot with a CNC machine.

Why the Maker Movement is Critical to our Future

There’s a trend that has been growing for several years now called the Maker Movement. It’s a modern term to describe the wave of independent inventors, designers and tinkerers who are bringing their ideas to market through the use of new technology.

Typical interests of a maker include engineering-related activities, such as electronics, robotics and 3D printing, which is why Pace is so interested in this movement. We’re constantly evolving in our use of technology to make the highest quality and most cost-effective products for our customers. We’re always improving our processes and strengthening our future. And one of the best ways to stay on course is to find and hire the best of this new generation of makers and give them resources to create industry-changing ideas.

Throughout history, when people have the right tools and inspiration, they have the ability to change the world. That’s what we’re experiencing right now. New tools like 3D printers, laser cutters and open-source hardware, are empowering a generation who have been tinkering in their garages and basements since they were little. It’s up to manufacturers, like us, to encourage these inventors to become team members. They hold the recipe for products of the future, and manufacturers have the means to produce them and make them work. It’s the perfect partnership.

So how do we encourage the Maker Movement and this generation of tinkerers to become part of a company like Pace? We invest in them and provide opportunities to explore and grow.

Investing in the Next Generation

Pace is so committed to young engineers that we have created one-of-a-kind internships for kids as young as 15-years old. We also sponsor high school robotics teams and provide scholarships to college-level students interested in manufacturing. Our ultimate goal is to transform kids’ passions for engineering, robotics and other technologies into real-world business practices. We want to give them a place to grow – and a future to be excited about.

One of our inaugural programs has been an 8-week summer internship for two high school students. Juan Zuniga and Noah Wehn, both seniors at HarBer High School in Springdale, Ark., have been blazing trails since the day they started their internship with us. This is now their second summer to work with Pace.

When they first started, they jumped into an automation project for our division in Harrison. While they’re too young to work on the plant floor, they were able to work with 3D modeling, grow in their understanding of the die casting process, and perform computer work that assisted in perfecting our Automation Training Center.

This summer they’re using their skills to integrate a collaborative robot with a CNC machine. These robots offer multiple benefits to a plant in terms of safety and cost effectiveness. When they’re programmed to work with CNC machinery, it allows us to offer a more finished product for customers. So the projects these interns are exposed to are educational for them and beneficial to the company.

In addition to working with our 3-D printers and robotics, Juan and Noah have participated in safety meetings and other day-to-day activities within the company – giving them a good sense of the business environment and making them smarter about the industry as a whole.

Each summer, the internship culminates in a presentation to the entire home office that includes a summary of what they’ve learned. When asked about their experiences with Pace so far, Juan said, “Pace has offered us a great opportunity, especially for someone our age. I’d like to offer them a big thank you!” Noah was quick to agree.

These two students get credit for bringing the idea of the internship to Pace. They also inquired about funding for their school’s robotics program, which was just getting started. Pace was pleased, and continues to be excited about, supporting and encouraging these young engineers, as well as others who share the same passion. Internships and sponsorships are investments we want to continue to make. In fact, we’d like to branch out into other communities where we have divisions and offer similar programs in the years ahead. We see value in the next generation of makers. They’re our future. And based on what we’ve experienced so far, we’re in good hands.

At Pace, we’re committed to bringing our customers the most up-to-date and innovative die casting technology available to provide premium products in a cost-efficient way that benefits them.

For example, through our use of nanotechnology, we are able to fine-tune materials at the atomic and molecular scale, in an effort to make the material stronger. The process changes the performance of the materials without changing the materials themselves, and product performance is significantly enhanced.

The improvements of products produced on a nano scale could result in longer life for perishable tooling in the machining process, better wear resistance in lubrication applications, better corrosion resistance and more. This technology is constantly evolving, and each discovery leads to new areas for possible improvements, such as longer die life, better machine performance, longer cutting tool life and improved casting quality.

We currently have several projects that are either completed or in-process involving nanotechnology. It’s a very exciting time, because the possibilities these processes can yield are vast. At this time, we don’t see an end to the conceivable applications for nanotechnology.

Being involved in this advanced level of technology has opened a new world for Pace. Nanotechnology allows us to be competitive in terms of quality and delivery, letting our customers be confident that we will be long-term partners for their die casting needs.

STEAM vs. STEM is an ongoing debate about the importance of art and design courses offered in public education institutions and whether or not they improve student behavior, test scores, and so on. The STEAM side argues that Art plays a vital role in letting students express themselves and helps them engage in critical, “outside the box” thinking. Even after 42 seasons of STEM-only teaching, famous children’s show Sesame Street decided to finally integrate the arts into its 43rd season. That said, pro-STEM advocates aren’t necessarily calling for the elimination of art and design classes in school, but instead wish to retain a higher focus on science, technology, engineering, and math, the core subjects that make up STEM.

Some facts that come out of STEM-only research shows that students who progress through at least Algebra II in high school are twice as likely to complete a four-year degree as opposed to those who don’t. Of 15 Major categories, Engineering has the highest median earning, yet less than 20% of students choose a STEM path. Lastly, women make up 23% of STEM workers, but make up 48% of all occupations. More information and summarized research can be found on this round-up by the National Math + Science Initiative.

While brilliant with technology, there are some personalities who STEAM advocates feel were the best of both worlds, such as Albert Einstein, Marissa Mayer, and Steve Jobs, the latter who revolutionized how marketing is done today. William Yu, an economist with the Anderson Forecast at UCLA, states that as more jobs become machine-reliant, alongside economic shifts from agriculture to mechanical, “robots and foreign labors will never be able to replace creative people in creating sectors making new and desirable products and services.”  Alongside this, this piece by edutopia.org explores exactly what skills apply to adding the “A” in STEAM. The program mentioned includes the Four C’s: creativity, collaboration, critical thinking, and communication. By breaking these segments down, professors are more capable of allowing students to take advantage of their education; something that is evidenced by research showing more students wish they had learner agency in STEM education.

Shifting gears, as more machines are developed to help industrial markets and manufacturers, it’s important to note what jobs STEM-geared education creates. For example, in the die-casting industry, half of the jobs wanted require four years of education or more just to reach entry level. While not all of these jobs fall into this spectrum, they include engineering, IT staff, drivers, mechanics, nurses, machinists, and operators. According to this 2015 report by the North American Die Casting Association (slide 20), as the volume of castings required grows, the minimum number of workers hired annually will also increase. This will eventually lead to a need for, at minimum, 2,500 new operators and technicians.

Job processes for these careers include operating machinery, casting, maintenance, safety and energy management, tool designing, and melting and handling. With such an array of specialized job functions, it’s easy to see why half of the top 10 most difficult positions in die casting are hard to fill. Where STEM seems to fall short is within the creation process of prototypes or newly realized tools. The “A” in STEAM better serves those who seek to change how tools work and the convenience they bring to the table, while STEM focuses more on bringing those concepts into reality.

Regardless of the side chosen, education drives markets forward. STEAM vs. STEM may still be an ongoing debate but it’s important to know where to draw the line in the sand and focus on the benefits of each. Does your business grow and prosper more from a creative or mechanical standpoint?

Rod Taylor
Chief Operating Officer

Brian Walker
Executive Vice President of Sales

In order for businesses to succeed in a highly competitive and volatile market, it is critical to partner with the right manufacturers; manufacturers who are large enough to take on any project size, innovative enough to recommend uncommon and cost saving solutions, yet nimble enough to quickly adjust and alter as needed. Pace Industries is just such a company; uniquely positioned to meet the ever-changing market demands of our customers.

What makes Pace so unique?

Size and Capacity: The size of our company both financially and in footprint is unmatched. Pace currently has eight U.S. sites and two sites in Mexico. Within these sites, there are over 200 die cast machines and over 300 CNC machines. We have our own in-house tool shops that assist our customers in designing the most robust and economical tool for each product design. Having multiple well-equipped sites enables us to provide flexibility in scheduling, capacity and manufacturing, ensuring that customer’s needs are met.

Technology: The technology we employ at these sites runs the gamut from the very basic or standard to very advanced state-of-the-art technology. This array of technology enables us to match our customer’s timeline and cost requirements.

“If our customer’s market needs require a lower cost part that does not require extremely tight tolerances, we have the ability to meet those needs without deploying the newest technology and the higher level systems that inevitably drive costs higher. On the other end of that spectrum, customers that require a very high level of control in the area of part tolerances and higher levels of systems, require equipment that has higher levels of technology (automation, tighter thermal control, higher levels of CNC technology, etc.). ”

— Rod Taylor – Chief Operating Officer

Flexibility: Our flexibility with equipment across several sites allows us to respond to customer supply interruption issues quickly and successfully.

About 3 years ago, one of our largest customers’ competitors suffered supply issues due to a long supply chain from overseas.  The market share that this competitor lost became available to our current customer.  With our sizeable footprint and flexibility and large inventory of equipment, Pace was able to increase supply of parts to our customer in a very short period of time enabling them to capitalize on this changing market demand opportunity.

Additionally, in 2013, our largest operation suffered a major supply interruption that was going to last for many months and potentially impact shipments to several key customers.  Because of our overall company flexibility with equipment capacity and personnel, Pace was able to relocate over 250 tools and approximately $50M in annual sales from the affected plant into other Pace operations with very minimal impact to our customer’s market demands.

Unparalleled Customer Focus: We pride ourselves on providing “uncommon, creative solutions” to ensure our customer’s success. We’ve seen this have a profound impact on our customer’s ability to increase market share, meet customer orders, improve their reputation and thereby successfully get a leg up over their competition. For instance:

• Early Supplier Involvement (ESI) program ensures and optimizes design of die cast parts right from the start which can save customers a lot of money and time by incorporating features which are efficient and cost effective.
•  In Production, we adhere to an APQP process in product introduction that helps deliver a more efficient and timely launch of new programs.
• Our Thermal Control Systems, preventive maintenance programs, DMOs, molten metal management, automation, SWAT teams, Internal Rebuild Teams all help Pace and ultimately the Customer improve their position in the marketplace and helps support market demand.

Executive VP of Sales, Brian Walker, shared an example where one of our clients, a US based manufacturer, implemented a market driven manufacturing model to align with retails sales demand. Pace re-engineered the manufacturing approach, adjusted Kanbans, improved product flow and long range planning to successfully meet these requirements. Our result has successfully reduced manufacturing costs while delivering on customer expectations more consistently. This resulted in market share gain, increased sales and improved margins for the client.

Meeting our customers’ volatile market demands is a very important aspect of achieving our Mission Statement.  Pace differentiates itself from its competition by its flexibility to respond to many different types of market demands, from technology needs, which drives to different levels of product requirements and costs, to successfully responding to changing market demands or supply chain interruptions with its flexibility in the area of equipment and personnel across many different locations.  In these specific areas, Pace is living out its Mission Statement to “Provide uncommon, creative solutions that contribute to the success of our customers”. Give us a call today to see how we can help ensure your success.