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3D SCANNING TECHNOLOGY HELPS SDI SLASH COSTS AND LEAD TIMES FOR MAJOR BEVERAGE COMPANY

When you’re one of the largest beverage and brewing companies in the world, and a filler gear fails on the line, time is money. SDI 3D-scanned the part, converted it to SolidWorks, researched the spur gear teeth, analyzed the plastic material, and produced engineered ‘prints’.

Ordering a gear replacement from the Original Equipment Manufacturer (OEM) for a machine that could not function without the replacement was estimated to take up to 12 weeks, with a cost of over $12,000. Scanned data was used to duplicate the gear, including the gear tooth modifications, to ensure complete and accurate duplication.

In the end, SDI reduced the lead time to 4–5 weeks. Additionally, the cost to scan and ‘print’ the new gear was only $2,096— a near $10,000 savings over the OEM cost to replace the plastic spur gear!

This was truly a team effort. To deliver for this important client, we relied on our SDI-approved gear-cutting, bidding and costing partners. Everyone working together like a well-oiled machine made this success possible. SDI has re-engineered five other parts on this filler as well.

The success of those parts is what led to this client allowing SDI to re-engineer this extremely critical spur gear for them. Now, they fully trust the 3D scanners, thanks to SDI’s hard work and dedication to success.

Success Story

Our former solution provider was not independent; they were a supplier of parts. It's not the best thing to have a supplier be your MRO outsourcing provider. With SDI, we have a truly independent sourcing agent looking after our best interests.

SDI at Work

Today's pace of change does not conform to yesterday's methods or business cultures. In this blog post, SDI explores the dynamics of internal colleagues as well as rapid changes in terms of market disruptions and technology advances. 

The project team has worked its way through Define, Measure, Analyze, and Improve. It’s time to begin the Control phase. The key stakeholders gather to evaluate the solution as implemented and create a plan to sustain the improvements. The goal is to standardize the improved processes, establish an audit schedule and schedule periodic follow-up to identify additional opportunities for improvement.