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Manufacturing Engineer

Issue 1 • Date Feb.-March 2006

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Displaying Results 1 - 21 of 21
  • The IEE Manufacturing Engineer - Cover

    Page(s): 0_1
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  • Automatica - Advertisement

    Page(s): 0_2
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  • Table of contents

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  • News in brief

    Page(s): 2 - 3
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  • News

    Page(s): 4
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  • Column - Just plain wrong

    Page(s): 5
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  • Editor's Letter

    Page(s): 10
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  • Letters to the editor

    Page(s): 11
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  • Unlocking the future of automation [factory automation]

    Page(s): 12 - 15
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (251 KB)  

    Rockwell Automation is in a good position to predict the technologies that will alter the state of automation. Rockwell has been collating technology trends for years; tracking roughly 80 technologies on an annual basis. From these technologies, the company has created five major technology clusters that impact industrial automation. These clusters include: control and diagnostics, communications, electronics, materials and software. View full abstract»

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  • Waste not [environmental legislation]

    Page(s): 16 - 19
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (350 KB)  

    Environmental legislation is becoming an increasing challenge to manufacturers around the world. New legislation are continually replacing old ones. The dilemma facing manufacturers is how to treat this environmental obligation. Many consider it as a growing burden of legislation that constrains their business while others embrace the change as an opportunity to innovate and gain business advantage. Compliance can positively influence market perception and revenues, however, most important and critical is the risk of non-compliance leading to significant damages of a well-established brand. The key thing for manufacturers to remember is that there are opportunities inherent with change. View full abstract»

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  • Handshakes around the world [Toyota production system]

    Page(s): 20 - 25
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (422 KB)  

    Toyota Motor Corporation's Toyota Production System embraces four very significant components. Just-in-time (JIT) production is a management philosophy aimed at eliminating waste from every aspect of manufacturing and its related activities. The term JIT refers to the production of only what is needed, when it is needed, in just the amount needed. Total quality control is a concept of quality operation of the business with all people in all areas of the company's organisation involved to meet customer needs. Total productive maintenance, on the other hand, is a concept of productive maintenance aimed at achieving overall effectiveness of the production system through the involvement of all the people in the organisation. Finally, computer integrated manufacturing is a concept to integrate the company operations from design, production and distribution to after-sales service and support in the field, through the use of computers and modern information technologies. The effectiveness of TPS has been expressed through simple, unambiguous performance metrics capable of transcending cultural and economic boundaries. View full abstract»

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  • Powering the transformation [lean transformation in Duracell LaGrange facility]

    Page(s): 26 - 31
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (595 KB)  

    In 2001 and under severe financial pressure, battery supplier Duracell's manufacturing plant in LaGrange, Georgia embarked on a lean transformation programme focused on the establishment of a sense of urgency. Also high on the priority list was the formation of a guiding coalition tasked to create and communicate a vision and empower this vision into action. Duracell conducted value stream mapping at a higher level value, called strategy deployment, allowing a balance between long-term objectives and short-term initiatives. The LaGrange team developed standard work for all operations to maintain some form of sustainability after the rapid improvement event. Under the guise of continuous improvement the programme will continue, ensuring that LaGrange remains among the most productive plants in the sector. View full abstract»

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  • Keeping the wheels turning [total productive maintenance]

    Page(s): 32 - 35
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (887 KB)  

    Trends indicate that, in general, systems are increasing in complexity with the introduction of new technologies and are not meeting customer expectations in terms of performance and effectiveness. Systems are also becoming more costly relative to their operation and support. Faced with an economy in recession, increasing competition, an installed capacity greater than demand, and sales price and raw material cost dictated by the market, total productive maintenance (TPM) may be the only thing that stands between success and total failure for some companies. The TPM programme involves a concept for maintaining plants and equipment. The programme shifts responsibility for routine equipment maintenance from maintenance department to process owners and production employees. It combines the best features of productive and predictive maintenance with innovative management strategies and total employee involvement. It is, essentially, an integration of production and maintenance functions with the goal of optimising equipment reliability and ensuring the efficient management of plants assets. View full abstract»

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  • Ready to drive [automotive industry]

    Page(s): 36 - 39
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (417 KB)  

    Automotive OEMs have realised that most of the time key processes involving vehicle engineering development, release and validation of vehicle engineering information are costly and time consuming for a relatively small number of models. However, especially costly are the manufacturing adaptations to the manufacturing facilities (tooling and gauging). With full-service-vehicle (FSV) supply model, a very successful way of capturing value (high profits) while minimising vehicle development expenditures is represented. FSV suppliers are responsible for complete vehicle development. The collaboration between OEMs and FSV suppliers could be labelled as incremental process innovation for the OEMs. The involvement of FSVS and the links between OEMs, FSV suppliers and parts suppliers are demonstrated in the paper. View full abstract»

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  • The need for global speed [order management]

    Page(s): 40 - 43
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (214 KB)  

    Speed and accuracy and the ability to manage and exceed customers' expectation by a synchronised order management system, deployed globally, is critical for any manufacturer's success. Order management is one area where the ability of a company to compete through synchronisation of its own processes becomes visible to the outside world in every transaction completed. A few of the many considerations manufacturers need to keep in mind as they pursue the goal of turning their order management systems into competitive advantages are discussed. View full abstract»

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  • Achieving peak equipment performance [synthetic lubricants for maximum equipment performance]

    Page(s): 44 - 47
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (565 KB)  

    Maximising equipment performance in extreme service applications requires making an investment in a lubricant solution that also optimises business goals. Companies must learn to accurately leverage the features of market-tailored lubricants to reap the benefits of machinery investment and increased profitability. Since synthetic lubricants are tailored at the molecular level, their properties are specifically chosen for the characteristics that they impart on a lubricant's performance, including quick adherence to metal, rust prevention, and oxidation resistance. Some examples of synthetic lubricants, including polyalkalene glycol and polyalphaolefins, are discussed. View full abstract»

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  • Avoiding the China crisis

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    There's a lot more to doing business with China, the country with the fastest growing economy, than simply finding a partner, striking terms and exchanging contracts. Understanding the business rules of engagement, cultural differences and sensibilities and even superstitions can make or break a business relationship. The dos and don'ts of successful business in China, or how to avoid cultural and social foot faults that could cost one's business, are discussed. View full abstract»

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  • The IEE Software discounts

    Page(s): 49
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  • Are you leaping ahead?

    Page(s): 50
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