SHUZ TUNG Machinery, founded in 1978, is your best solution for metal machining and forming equipment.

Since, our experience and capabilities in industries such

as bicycle, automobile, medicine and health have grown with each machine sold. We are proud of the more than 1,000 models we have shipped around the world
including single function machinery, multi-function machinery, and full plant manufacturing systems.
Shuz Tung manufactures various kinds of top quality bicycle equipment, tube bender and pipe bender backed up by factory floor planning services, and employee
education and training services. Technical consultants will recommend the best tube and pipe bending machines given the type and scale of your business.
Shuz Tung thanks all our satisfied customers for your continued support. We promise to continue developing even more innovative machinery, and continue giving
you the best service possible. Visit the links below for more information about tube and pipe bending machines, and then make the right choice for better efficiency. If
you have any question or demand, please feel free to leave your message and contact us for further details at anytime

... helping Oklahoma's manufacurers succeed

A few of the improvements at Tulsa Tube Bending... Faster delivery times... Quality is up...and on-time!

Tulsa Tube Bending Earns Award of Excellence

Dr. Roy Peters, President of the Oklahoma Alliance for Manufacturing Excellence presents the Award of Excellence, the state's top
manufacturing award to the people of Tulsa Tube Bending.

Tulsa Tube Bending

Production Boosted with 'umbrella effort'

A few of the improvements at T

Bending.

Tulsa Tube Bending is a pioneer and a leader.

More than forty years ago they pioneered the use of hydraulic bending machines. Today they are the industry leader-the largest tube and
pipe bending operation in the country.

Faster delivery times. The 98.6 percent on-time

industry's best.

But it's not easy being the best.

Lead times reduced from a month to a few days.

"To grow in market share in this tough manufacturing environment we must continue to drive down our cycle times and look for ways to
reduce our costs," said Brad Frank, the second-generation owner and president. "A couple of years ago, we started looking for a way to
empower our employees and improve the overall corporate environment at Tulsa Tube Bending."
That's when Frank turned to The Alliance and Manufacturing Extension Agent JC Stafford. Discussions centered on Lean Enterprise, a
comprehensive way of eliminating waste and creating flow throughout the entire company.

A 22 percent reduction in inventory.

Workers are involved and know the importance
the success of the company.
Quality is up and rework is down.

Virtually all of the products at Tulsa Tube Bending are custom, made-to-order. The company serves a diverse list of buyers with pieces
varying from traditional petroleum applications to modern architectural designs. Capable of bending pipe in sizes ranging from 1 inch to 28
inches in diameter puts the company on a very short worldwide list of suppliers with such ability.
Traditional shop floor control
of work produced long lead
times, high costs, large
inventories, and quality
problems. The skill and
experience levels of the
employees were high,
however, and lent themselves
to team formation,
participatory decision
making, and Lean Enterprise.

An elimination of waste resulting in cost reducti

percent.

A 20 percent increase in business due to the inab

competition to match TTB production.

Sales per employee hour worked are the best in c

It's Everywhere.

You never know where Tulsa Tube Bending pip

up. It's used all over the world:
"We were looking for a company-wide initiative-an umbrella effort," Frank said. "Lean manufacturing was the best tool to help us achieve
this goal...The improvement in culture has improved our overall productivity."
Initially, Frank and other managers attended a Lean introductory course coordinated by The Alliance and Tulsa Technology Center. The
overview was administered by Industrial Solutions, a local consulting firm, and it convinced Tulsa Tube Bending that Lean could address
quality, set-up, delivery times, bloated inventories, and the other chronic impediments.
Stafford helped secure funds through an Existing Industry Grant to offset the expense of several training courses and implementation
programs.
Lean methods rely heavily on continuous improvement through employee participation, ideas, and decision-making. The first priority for
The Alliance and Industrial Solutions was to train a core group through hands-on Lean 101 workshops. About 35 key employees attended
the classes. Industrial Solutions then facilitated a Value Stream Mapping workshop at the plant for about 15 employees. Breaking the group
into three teams, the group mapped the flow and process details of three separate production areas. In the process of teaching mapping
techniques, management also gained great insight into the highest priority targets for initial rapid improvement team events-Kaizen Blitzeswhich followed.
The first Kaizen Blitzes focused on two primary production areas: rotary benders and coil benders. Although huge amounts of waste were
obvious from the Value Stream maps, these projects found most of the non-value-added activity centered on setup and general job
readiness. These activities consumed at least half of all employees' time. Primary efforts were placed on improving the information and
work flows using Lean tools like 5S Workplace organization and Point-of-Use storage. After implementation of these tools, total jobchange time was reduced by more than half. Because a large percentage of Tulsa Tube Bending's machine time is spent in setup, the overall
capacity was increased by more than 25 percent.
The next step was unique for a company in the early stages of a Lean transformation. After assessing the employee pool, it was determined
most of the future conversions could be performed using in-house leadership. Working with Industrial Solutions, a five-day facilitator
training seminar equipped a group of about 15 shop and support personnel to initiate future actions, build teams, and manage activities of
Kaizen Blitzes.
Employees have completed several more Kaizen Blitzes in purchasing, sales, receiving, and other shop areas. "It's an evolutionary
process," Frank said, "like a spiral staircase that loops around the business. The first time through you get the low-hanging fruit. The
second time around it's tougher, but you continue to improve the process."
Other big steps-like an employee "gain-sharing" program-helped initiate the comprehensive shift in Tulsa Tube Bending's corporate
culture, Frank added.

NFL goalposts
Pipe coil heaters along the Alaskan pipeline
The Mexico City train station
Fertilizer coils in Chile

The largest polypropylene plant in the United St

Beach houses along the ocean
Sears headquarters in Chicago
California highway signs
Canadian lumber plants
Signs along the road to Mecca
Sports car roll bars

"Our gain-sharing program is tied to our improvement goals," he said. "Part of what we learned through Lean Enterprise was the
importance of open communication and group decision-making.The employees always know what the score is. Everything is out front.
There are no hidden management agendas." And the improvements transcend the company itself, making a real difference in the lives of
workers. "We have people going back to school; expanding their horizons; bettering themselves in all areas, not just things directly
affecting our operations.They are looking at life through different eyes. They are better for having worked at Tulsa Tube Bending and that
makes me proud."
One striking result was the reduction in employee turnover. That rate of change was reduced from 175 percent to 17 percent last year.
"That's the kind of thing that directly affects our bottom line. It costs our company anywhere from $40,000 to $50,000 when there is a
personnel turnover."
What might be most impressive is the timing of all this change.
"With the help of The Alliance we are doing great for any economic cycle," Frank concluded. "We're growing in market share as the
market shrinks. We've come through these efforts much stronger-stronger than we've ever been."

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