Lathe rpm for steelchart

These t-slot covers have made cleaning our mill a breeze. They are built to last and have held up perfectly for almost two years now. We highly recommend this product for it's convenience and the time it saves!

Successful turning requires knowledge of many factors, workholding, materials, tooling available, and much more. The following charts, images, and information are geared toward those that are familiar with Lathes in general, but would like to know more.  This is part of broader curriculum we are currently working on.  The Speed and Feed chart is meant to act as a general guide, your results can and often will vary greatly from job to job.  Machining is complicated, only through experience will things begin to feel easier, hopefully this helps accelerate that learning curve.

Lathe rpm for steelpdf

I am very pleased with the service and the product ! I used it on a European Mill with 12 mm T-slots . It's a little tight but with some oil it installed beautiful ! I actually have to get some more as it did not cover all what I wanted to ...

Lathe RPMcalculator

I have these on 2 machines right now. A Haas VF6, and a Hurco with a 5 Axis head. They fit like a glove on both machines and perform as expected. Cleaning the machines is so much simpler now.

I have had our chip guards for over 6 months and love them. They were very easy to install and cut to fit around my vises. If you ever need to add hold downs to the table its very easy to pull up and cut them to fit. They make cleaning the machine so much easier than before, no chips stuck underneath our vises for months. I won't operate another machine without these covers.

Metric Machining, Inc. manufactures precision machined parts for various applications in the aerospace, automotive, commercial, irrigation, trucking and HVAC markets. Founded in 1973 by Richard and Joan Parker, Metric was originally located in Monrovia, California and later relocated to Ontario, California. The company prides itself on producing quality products and providing excellent value to its customers. Over the past few years, Metric reshaped and refocused itself to better serve its customers and employees. When David Parker was hired by the board of directors as the president and CEO of Metric Machining two years ago, the old “Metric way� of operating was no longer benefiting the manufacturer and its employees. “The biggest thing was empowering the employees. It needed to become ‘us’ at Metric instead of ‘us and them,’� said David Parker. Metric’s departments and management had been operating mostly independent from each other, without the internal teamwork that the company required. Parker cited his first holiday cookout at Metric as a sign of how things used to be. “I was walking around taking pictures, and found little groups of people from different departments scattered around and separated. Fast forward to last December and a new management team, everyone in the company sat as one big family at the table for the holiday event.� Under new upper management, the focus at Metric changed to increase support and knowledge sharing across departments. Previously, the employees did their own jobs and did not collaborate with each other. “We had to break down those barriers and move things around so that the engineers can support the shop or work with the sales staff more about solving customer problems for example,� said Parker. “For 30 years Metric was a very strong company, and it went through some ‘gray’ years. Next year is our 40th anniversary and now that it’s reshaping, Metric is becoming what it’s going to be for the next 40 years, a strong, unified and team-oriented company,� commented Parker. The refocusing for Metric included identifying changes that needed to be made in their manufacturing. “Since our customer base has changed over the years, we found that by outsourcing some of the work outside of our specialties to another PMPA member, we could focus more on what we’re good at and what our customers need,� added Parker. The refocus allowed Metric to fine tune its manufacturing to be more profitable. “There are certain processes that Metric has run for 10 years and our engineers will identify a way to automate or improve the process that will cut our costs, often by as much as 30 percent.� Metric not only adjusted processes to make them more efficient, it invested in new equipment and education initiatives. “I went into each department and asked, ‘If you could have one thing, what would you want for your department?’ The quality department told me at first, ‘We could use a light over in this corner.’ They were so used to the company not investing that they were afraid to ask for anything. We had to get Metric’s employees to believe in themselves and know that we were investing in them,� said Parker. Departments were encouraged to ask for what they needed to do their jobs, and Metric invested in new equipment as well as ana- lyzed existing machinery to make sure it was being used to its full potential. Parker also discussed how Metric is addressing the indus- try’s need for a new generation of workers moving forward. “It’s not just my facility, but in the industry in general, many of our workers are reaching retirement age. There’s an entire generation gap of skilled labor,� said Parker. “Whenever I have the opportunity to go to a school or have a tech school come and tour our facility, I jump on it.

We know our customers are counting on us to provide the best experience possible. Our quality standards demand that every product be as close to perfection as possible. Our goal is to elevate the manufacturing trade, and it starts with offering the best tools.