Car radio brackets that Burke manufactures.

All the way around, Chester is confident that all the time and hard work involved in obtaining the specialized certifications – both QS and TS – has been well worth it. 

“What that did was it forced the discipline of using documentation, using metrics, measuring everything and actually setting goals for the company,” says Chester.  “It changed our cultural philosophy and we’ve really grown from that point.” 

Innovation Continues at Buhrke 

While in the process of implementing processes to earn the new TS16949 certification, another very unique thing happened at Buhrke. 

“It was written up in MetalForm Magazine,” Chester says.  “We developed a predictive and preventive maintenance program with a documentation system.  Like most stamping operations at the time, we used to do maintenance by a calendar.  In 1995, I decided we had to have a second shift because we were running out of machine time and our budget didn’t allow for expansion at the time.  With a second shift, the calendar method didn’t work anymore, so we had to come up with an effective maintenance system that worked based on usage. 

“We hard-lined all of our machinery back to a central monitoring board, which is wired into a Programmable Logic Control board (PLC), and that eventually got linked to our computer systems,” Chester continues.  “Every time the clutch is engaged with the press it measures up time and sends a signal back to the PLC board and the board captures that time.” 

Buhrke’s maintenance department created a prototype for this innovative system and what Chester realized he had was the ultimate metric for machinery utilization. 

“Every time we upgraded a press we could see our uptime getting better,” he says.  “That board becomes the basis for so many different things: job progress, efficiencies, increasing uptimes, material handling processes, and more.  The minute you put a measure to anything, it automatically improves.  I’m a firm believer in that.” 

In 1998, Buhrke set yet another milestone when it designed and developed a new machine they call a Bow Inducer.  This patented machine is designed to bow laminated materials, and it can do it in either a “bridge” fashion or an inverted fashion.  As with the aluminum trays from Buhrke’s earlier days, this machine was created out of the desire to service a customer (in this case automotive) so that the stamped product was produced more efficiently and at less cost. 

“The Bow Inducer literally married us to the customers,” says Chester.  “We found a way to eliminate extra steps in the manufacturing process that no one else can do.  In the process, we also helped lower tooling costs and save time.  The customer loves it and that’s what it’s all about.” 

END PART I 

In Part II, find out how collaboration strategies have furthered its goal to be among the leading stamping operations in the country. 

Buhrke Industries: Collaboration Strategies that Work 

Part II of a two-part series 

In 2000, Buhrke Industries President Mike Chester, was approached by industry peer Marty Weigel of Weigel Tool Works, and asked if he would be interested in creating a formal group whose focus would be on die safety and sensors. 

“We started the Greater Chicagoland Sensors Group,” explains Chester.  “About six companies got together and started it.  We [Buhrke Industries] partner, in a way, with these companies by the sharing of our knowledge.  Every six weeks, we meet at one of our plants and the host company shares with everyone what it is doing with electronics in tooling.”  

Chester adds that electronics can also include vision systems – a new technology that has emerged in recent years.  Chicagoland Sensors Group members have determined that there’s not a lot of track record yet on vision systems, so rather than trying to learn it on their own, the group entertains best- and worst-case scenarios that help them figure out the best use of the technology. 

Tool room managers and company owners both participate in the Chicagoland Sensors Group and it’s evolved to where vendors in the industry are invited to showcase their wares.  Formally incorporated, other member companies include Aro Metal, Ramcel Engineering Co., Sko-Die, HFK Precision Metal, and Pylon Tool.  Chester notes that the Tooling & Manufacturing Association (TMA) also helped get the group off the ground. 

“The Chicagoland Sensors Group goes along with my whole theme of collaboration,” says Chester.  “We’re huge on collaboration at Buhrke – what’s good for the industry is good for us.  Fred Buhrke also believed in this. 

“We’re all competitors, but we don’t look at each other as direct competition as much as we look at the rest of the world as such,” he continues.  “The spirit of cooperation is wonderful among us.  There is so much knowledge that still needs to be gained.” 

Collaboration in Education 

Buhrke Industries embarked on yet another strategic collaboration in 1999 that has been what Chester defines as a total win-win situation for parties involved in it. 

Chester once again joined his peers and fellow TMA members in creating the Metalforming & Education Committee.  It was established in answer to a survey of needs the TMA sent out to its membership.   

“A lot of feedback centered on the emerging technologies coming into the press room,” says Chester.  “Businesses needed some avenue of education to learn how to use new technologies and optimize on them and asked the TMA what they might be able to do to help.  About 40 companies came together originally; but it boiled down to about 10 that stuck together, established the committee and wrote curriculum for classes on die setting and press room operations.” 

Buhrke houses the Training Lab that boasts three full press lines, each with the latest stamping technology possible, and all on consignment from companies that supply the stamping industry. 

“I invited them to use our facility, gratis,” says Chester.  “It’s a nice partnership and everyone wins because I have this training facility in my plant and I can utilize it for myself and hold my own training classes there, ensuring I have the best trained workforce.  So every time Wintress holds a class, two seats are held for Buhrke employees to further train as well. 

“Again, it’s a collaborative effort,” he adds.  “We’re truly helping the industry and companies are helping each other.” 

Buhrke Industries owns three buildings and occupies about 90,000 square feet on 10 acres of land in Arlington Heights, IL.  The company rents out the remaining 30,000 square feet of space to a printing business.  There are 135 employees and about 95% of the customers served hail from the automotive industry. 

The company went from $8 million in sales to just over $25 million in 2003.  Asked what has been key to this leap in sales margin, Chester credits Buhrke’s quality systems and their role in the company’s quest for continuous improvement, plus the collaborative involvements. 

Buhrke's website home page.

The Monclova facility should be open by end of this summer. 

Buhrke services mainly the automotive industry as a tier one supplier of up to 400 ton stamping services.  The company specializes in high volume complex parts and assemblies.  Other industries served include telecommunications, computer and white goods (appliances). 

“We continue to find ways to reduce lead times on die manufacturing and reduce costs,” Chester emphasizes.  “We offer a full-range of prototypes and soft tooling in addition to stamped products and assemblies.” 

To find out more about Buhrke Industries, please visit the company’s website at www.Buhrke.com.