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Casting the Part

When an airplane needs a vital part, who does it call? When a hospital needs a mechanical substitute for a knee or hip, to whom does it turn? The Company Castings*. This subsidiary of The Big Company Cast parts, Corp. Manufacture’s key components for both the aerospace and medical industries—including aircraft turbines, impellers, industrial turbines, prosthetic implants, airframes, and other commercial products. Headquartered in Portland, Oregon, PCC maintains successful casting and forging factories throughout the United States and Europe, and enjoyed sales of $1.67 billion for fiscal year 2000.Casting-the-Part-1


With many customers waiting to be serviced, it was very frustrating for The Company Castings not be able to project ahead of time how many resources they would need, when they would need them, or when the job would be completed for their customers. This was extremely hard on both the company and the customers. Sometimes, due to limited capacity, inventory would pile up. Other times there would be an extreme demand for certain parts and the company would have to scramble to fulfill their orders. Timing was crucial in filling orders. Sometimes an order would involve a thousand dollar part for a 30M engine for a $300M airplane that needed to be shipped within a certain time frame or contract penalties would apply. The current system greatly impacted the way orders were taken, and also on employees who may have to work long and extra hours to make sure orders were turned out in a timely manner.

The Company Castings wanted to better serve their customers, reduce overtime for their employees—and at the same time—reduce the amount of inventory on their manufacturing floor to make space for new business.


The Company Castings investigated several solutions. They looked at fairly large corporate systems designed for prediction and analysis, but the attendant corporate price tags and system maintenance requirements (i.e. MIS and corporate horsepower) made them look elsewhere.

One day, after discovering ProcessModel, The Company Castings decided that this process simulation model would greatly improve their work flow. They weren’t disappointed.

After all data was input, ProcessModel helped them identify bottlenecks and provide feedback, pinpointing areas for improvement. For instance, it helped reveal bottlenecks in the mold-making portion of the casting process (i.e. backlogged inventory). ProcessModel would also demonstrate why there was excessive inventory, and test solutions for the problem.


ProcessModel is providing the means to meet aggressive schedules for customers with fewer late orders and predict the results ahead of time. No longer was it a guessing game when it came to figuring it out. By correcting inefficiencies, The Company Castings was able to meet existing inventory reduction plans and project in advance future needs (for example, capital equipment, staffing, and process changes). This was vital because often investment casting required an expensive six-to-twenty month investment in tooling and process development for the customer. If orders could not be produced in a timely manner, it could mean the loss of substantial amounts of both time and money.

Because of the innovation of simulation modeling through ProcessModel, The Company Castings will be able to meet their customers’ needs and predict accurately when the job order would be completed. This was crucial because often The Company Casting would have twenty to thirty companies, all wanting orders fulfilled in simultaneous time frames. In addition, the company would be aggressively seeking new customers.

Before ProcessModel, it was a veritable juggling act, and sometimes the balls would fall when trying to fulfill and seek new customers. However, through ProcessModel, The Company Casting was able to organize schedules and inform each customer exactly when and how each order could be fulfilled, while continuing to reduce inventory and lead-time.

About the Author:

Scott Baird has been president of ProcessModel for more than 15 years. His focus has been to teach others how to improve processes dramatically. He has been successful in transferring these skills to over 200 companies, including ESPN, NASA, GE, Nationwide, Cendant, SSA and many more. Specialties: Group facilitation for process improvement, process design and simulation, simulation modeling, business management and training others to see opportunities. Scott loves to teach process improvement and has often been heard to say, “Of all the things I do, training others to improve processes is my favorite.” Scott is a father of four and a grandfather of eight. He is an avid woodworker, designing and creating presentation boxes. In his spare time, he volunteers in a college preparation program.


  1. Margaret A. Boughner January 15, 2015 at 1:18 PM - Reply

    Thanks to this program I have been able to simulate a whole transportation network for my master’s thesis. Every time I have a problem, it is solved within 24 hours. I recommend this software to logistics and transportation companies that wish to develop efficient and optimized distribution networks.

  2. Phillip M. Lytle January 10, 2015 at 8:34 PM - Reply

    I am a educator. I have classes of 20-30 students every term in ProcessModel. Thanks for the tutorials and example models. These have been great for the class.

  3. Cristopher D. Dumas January 8, 2015 at 4:06 PM - Reply

    Scott, I have some questions about process model, how to do work flow research quickly?

    • Scott Baird February 9, 2015 at 10:54 AM - Reply

      Cristopher, there are posts about how to approach rapid modeling. Model objects are a great way to quickly describe functionality. See the following article on model objects.

  4. Jerald Mason December 13, 2014 at 8:31 AM - Reply

    ProcessModel is a tool where a modeler can try so many ideas in the computer first. A special thanks to the ProcessModel documentation and Support Team!
    Their great work has made my induction into the simulation world interesting and smooth!

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