Greg Snyder

LinkedIn! If you care about gears, at all, this is something you should read. We're working on an ask the expert mini series for all of our FAQ around gears. No question is too simple or too technical. Comment below if you have a question or shoot me a message. If we feature your question I will send you a goodie. thanks!

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Over the last several years as a consultant I have introduced and provided guidance on supplier quality improvements. Often the tool we used and implemented was the Process Validation Assessment (Audit). This supported small companies with small SQ budgets to ensure that manufacturing processes consistently produce high-quality products meeting specifications, complying with FDA/regulatory standards. It verifies documentation, equipment qualification (IQ/OQ/PQ), and data-driven evidence across the lifecycle. Proper validation prevents failures, reduces/eliminates source inspection and minimizes risks of product escapements. Yes, the old PVA process we used in the 1990s (and for some reason abandoned) if done properly with trained personnel is still a great SQ tool.

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Aerospace manufacturing isn’t just another production job. It’s precision that can’t fail. It’s tolerances that actually matter. It’s parts that end up 30,000 feet in the air — or beyond. Right now, the shops that invest in multi-axis capability, strong CNC programmers, and real process control are the ones pulling ahead. The demand for skilled machinists and programmers in aerospace is not slowing down — it’s separating the serious players from the average ones. If you’re running 5-axis, optimizing toolpaths, cutting cycle times, and holding true aerospace specs… you know your value. And if you’re a company building aircraft components, defense parts, or space hardware — the talent market has changed. The best people aren’t “looking.” They’re evaluating. The future of American manufacturing is being machined right now. Let’s build it right. #AerospaceManufacturing #CNCMachinist #CNCProgramming #5Axis #ManufacturingLeadership #SkilledTrades #DefenseManufacturing

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✈️ Aerospace production doesn’t slow down—but hiring often does. Finding highly skilled aerospace manufacturing technicians and engineers can be a real challenge, leading to costly production gaps and missed timelines. That’s exactly why our clients partner with FlexTrades 💪 ✅ No doubts ✅ Just doers ✅ Critical roles filled—fast 🤝 The proof is in the partnership. Hear directly from aerospace leaders on why they trust FlexTrades to keep production moving. 👉 Click the link to see what our clients are saying: 🔗 https://lnkd.in/eCad7sNk #FlexTrades #Aerospace ✈️ #Aviation #Manufacturing #Engineering #SkilledTrades #SkillsGap #CertaintyDelivered

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🚀 Manufacturing Leadership Principle Many organizations spend too much time asking "Who made the mistake?" World-class manufacturers ask a different question: "Why did the process allow the mistake to happen?" Blaming people may solve today's problem. Improving the process prevents tomorrow's problem. In Aerospace, Defense, and Precision Machining industries, sustainable excellence is built through structured problem-solving and proactive risk management. ✅ 8D – Drives permanent corrective actions ✅ 5 Why Analysis – Identifies the true root cause ✅ PFMEA – Prevents failures before they occur Together, these tools create a powerful framework for: 🔹 Zero-Defect Culture 🔹 AS9100 Compliance 🔹 Reduced Cost of Poor Quality (COPQ) 🔹 Improved Customer Confidence 🔹 Operational Excellence Great manufacturing leaders don't fix people. They fix processes. When processes are robust, quality becomes predictable, deliveries become reliable, and customer trust becomes sustainable. #ManufacturingLeadership #Aerospace #Defense #QualityManagement #AS9100 #OperationalExcellence #ContinuousImprovement #PFMEA #8D #RootCauseAnalysis #PrecisionMachining #QualityCulture #Leadership

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One thing I’ve learned from working in manufacturing and operations is this: Processes rarely fail because of tools. They fail because ownership is unclear. When everyone shares responsibility, it often ends up being owned by no one. Clear ownership from start to finish changes how teams make decisions, address issues, and improve performance. It looks simple on paper. It’s much harder in real life.

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What happens when a non-conformance is identified? In aerospace manufacturing, the real test of a quality system isn’t whether issues occur. It’s how effectively they’re controlled when they do. When a non-conformance is identified, speed matters but control matters more. Without a structured response, a single issue can lead to: • Repeat defects • Unnecessary production disruption • Uncertainty around what else may be affected • Increased risk within the supply chain At Solstrand Industries Limited, every non-conformance follows a controlled process. This approach is designed to prevent recurrence, not just correct the immediate issue. Over the past 3 years, more than 80% of internally raised NCRs at Solstrand Industries Limited were contained and investigated with corrective actions being identified within 48 hours. For us, that responsiveness is important because delays in containment and investigation don’t just affect one component they can affect schedules, assemblies, and customer confidence.

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AI is today’s "lean factory floor." When lean engineering first spread, workers feared the changes meant their jobs would disappear. The best leaders got out of the office and onto the floor. They roll up their sleeves. Help muscle machines into place. Showed people they were there, in the change with them. It wasn’t just symbolism — it was reassurance. The message was: your work still matters, and TOGETHER we’re making it better. It worked. In the businesses where leaders were, y'know, actually leading? Problems surfaced faster. Ideas spread more easily. Trust grew because leadership was visible, calming fears instead of stoking them. Now, with AI reshaping how we all work, the same lesson applies. People are anxious. They wonder if AI is here to replace them. And, this time, maybe it's different, maybe some jobs will be lost. Have been lost. But that is probably not going to be the norm. Regardless, leaders can’t hide in their offices. They need to meet people where they are, and reassure them: AI is here to stay, but it’s here to help, here to make your work better, help you work faster. It's not to erase your value. Robert Greene’s “Law of Power #8” says: “Make other people come to you — use bait if necessary.” That might keep you looking powerful. But real leadership? It’s the opposite. So here’s my 8th Law of Leadership: Don’t make people come to you. Go to them, meet them where they are. Go help them see how their work still matters, and how new tools like AI can make it matter even more. Have you seen a leader ease fears in a time of change and watched the whole culture shift because of it?

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🔩 Tolerances Are Not Just Numbers — They’re Cost Drivers Designing a part? Tight tolerances might look impressive, but when applied where they’re not needed, they quietly inflate costs, slow production, and choke inspection resources. Let’s break it down with a real-world example 👇 ⸻ Imagine you’re machining a simple aluminum bracket. The drawing calls for: • Hole location: ±0.0002” • Surface flatness: 0.0005” • Edge radius: ±0.001” • Overall thickness: ±0.0003” Looks precise — but here’s the catch: Only the hole location truly affects function. So what happens when you over-tolerance features that don’t matter? 🔧 The Consequences: 1. Slower machine cycles 2. More expensive tooling 3. Lengthy QC inspections on non-critical surfaces 4. Higher scrap rates for no real gain 5. Longer lead times and bigger price tags Now revise that print: • Hole location: ±0.002” • Flatness: 0.005” • Edge radius: +0.005/-0.010” • Thickness: ±0.005” Same functional result — but faster, cheaper, and cleaner to manufacture. ⸻ At Hartmann’s Inc., we help engineers and buyers apply smart tolerancing so your parts work exactly as they should — without draining your timeline or your budget. 🛠️ Design for Manufacturing isn’t just about the design. It’s about knowing what actually matters. Let’s build smarter, together. #DFM #Tolerancing #CNCmachining #PrecisionEngineering #CostReduction #ManufacturingEfficiency #HartmannsInc #QualityForgedByInnovation #AmericanManufacturing #MachinedParts #EngineeringExcellence

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One of the distinct advantages of our Group of Companies is the versatility and variety featured in our many product lines. Our Hardware and Fitting selection are no exception, with options that are both intended for mission critical Mil-Spec and Commercial applications. The long list of Hardware and Fitting options we can provide includes: Eye Ends Fittings featuring a loop or “eye” at the end of a Wire Rope. Commonly used for lifting, suspension, or rigging where a secure attachment point is needed. Fork Ends Wire Rope connectors shaped like a ford at the end, designed for quick attachment to other Hardware in tensioning systems, or other applications that require frequent adjustments or easy installation. Oval Sleeves Cylindrical, metal sleeves that are often used in Wire Rope splicing and terminations. Studs Rods or bolts featuring a central shaft with threads, allowing nuts to be screwed on both ends. These four and the rest of our Hardware products offer supreme performance and long-working lives. Each of the products listed above is also available in both Mil-Spec and Commercial varieties, ensuring that project needs and specifications are met. Learn more about our vast Hardware lineup and specs on our website here https://hubs.ly/Q03rl0Ns0 and unlock the project possibilities that come with choosing us as your trusted supplier! #Hardware #Fittings #MilSpec #Commercial #EyeEnds #ForkEnds #OvalSleeves #Studs #CableAssemblies #Manufacturing #LoosCo #CustomManufacturing

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One thing I’ve been thinking about recently during conversations around manufacturing transactions and operational reviews: A manufacturing company can appear financially healthy while still hiding significant operational instability underneath the surface. Recurring scrap. Repeat nonconformances. Weak corrective action systems. Supplier instability. Poor operational visibility. Limited historical trend tracking. Many of these issues may not immediately appear in high-level financial review alone, but they often quietly impact profitability, scalability, customer confidence, delivery performance, and long-term operational stability. In my experience, recurring operational problems rarely appear overnight. Most leave patterns long before they become financially obvious. This is one of the reasons I’ve become increasingly interested in operational visibility, historical trend analysis, corrective action evaluation, manufacturing system maturity, and ISO-based operational improvement. Sometimes the biggest operational risks inside a manufacturing environment are the ones that become “normal” over time because nobody has enough visibility to connect the patterns. I’d genuinely be curious to hear from others in manufacturing leadership: What operational issue(s) do you think organizations most commonly underestimate until it becomes a major problem? Jeff Mullen JSM Quality Consulting jsmquality.net

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Choosing the right supplier isn’t just about getting the best price—it’s about the ecosystem behind the part. A strong vendor brings more than components. They offer local sourcing, solid engineering, reliable manufacturing, and often, government or infrastructure support that adds real value. When a supplier has the right QMS, deep technical expertise, and regional integration, you gain more than a transaction—you gain speed, resilience, and a great partnership. #AutomotiveProcurement #VendorSelection #StrategicSourcing #ManufacturingExcellence #EngineeringSupport #Automotive #QMS #SmartSourcing #OperationalExcellence

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Supplier Stretch Is Often the First Signal of Failure A pattern I watch closely in manufacturing environments is supplier stretch. A pattern I watch closely in industrial environments is supplier stretch. It rarely shows up as missed deliveries at first. It shows up as consistency. Suppliers continue to hit schedules — but variability increases. Lead times fluctuate. Quality deviations rise. Expedites become more frequent. On the surface, performance still looks acceptable. Underneath, the system is absorbing strain. This is often the point where organizations continue pushing for output. I take a different approach. I focus on where the strain is accumulating across the supply base and reset expectations before reliability breaks. By the time failure is visible, the signal was already there. It just wasn’t interpreted early enough.

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When you work in a manufacturing environment, there are a couple of things that you can avoid that lead to poor production throughput. This "I Love Lucy" clip shows some Do's and Don't's that are incredibly accurate. We show this during our training sessions to highlight the problems that teams face in an engaging way. Here's a breakdown: 1. Don't: "if one piece of candy gets past you and into the packing room unwrapped, you're fired" Translation: when the pressure piles up, it trickles down to the shop floor. You're not alone, lack of capacity understanding is a staple of many manufacturing environments. 2. Do: "well this is easier... yeah we can handle this okay." Translation: When running a production at 80% capacity is better than 100%. Why? Because mistakes always happen and you need the time to sort them. There is NO perfect system. Planning for imprefection is key and that 20% capacity will always be used up, don't think of it as wasted time, it'll save you a lot of stress and money! 3. Don't: Production speeds up. "Ethyl, I think we're fighting a losing game." Translation: When more orders come in, we struggle with understanding where to add extra capacity until it's too late. This leads to overworked staff and shifting resources (i.e. people moving between production steps to 'speed things up'). That means that production becomes stop-and-go and the problem compounds, leading to actually LESS throughput. At Magnitude Innovations, we work hand-in-hand with the team to fix these issues and make sure that production runs profitably and optimally 🤝 Can you relate? What is your battle story? 🤓 #leanmanufacturing #additivemanufacturing https://lnkd.in/g_NPVdzC

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I often hear manufacturers around the nation lamenting workforce issues stated in this post, and then when I ask them what they're doing about it, it's typically nothing. All manufacturers should engage their local manufacturers association and be a part of the solution.

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In the DOE Procedure I grew to love for almost any manufacturing, quality, or process problem, the first step is Defining the Problem. I learned the basics from Tennessee Associates many decades ago with support from the text book Fundamental Concepts in the Design of Experiments, 3rd Edition, by Charles R. Hicks.   A. Description of the problem.   If the team cannot define the problem, it probably  does not exist. Use the following (1,2,3) to help in the definition.            1. Desired Status: What does the team want the process to look like when all is running well.            2. Current Status: What is the current state? Defect rate? Rework or Repair costs?            3. Consistency:                        If control chart data is available, this is where we would note the Cp & Cpk. We could also comment on what percent of the parts are “defect free.”              B: Background Data: Any historical data, projects, presentations, etc...that can be thought of should be listed here. We don’t want to totally re-invent the wheel if someone might have some information worth looking at.              C. Main objectives for running the experiment or collecting data: This is where I like to give each member of the project team a chance to state their objective. One person may have the objective of trying a different machine while someone else wants to optimize the current machine. The point of a DOE is that most all objectives can be accommodated by the design of the experiment which follows. This is also just a good opportunity for people to get into the mode of team work and sharing thoughts.   My mug below– Paint your own pottery project in 2005. My second creation as the first earlier one broke.

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