F119 Analysis Recommendations.Pptx [Autosaved]
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This document summarizes an analysis of cell F119. It identifies four part numbers processed in the cell with travel times. It also lists some manufacturing processes occurring in the cell like lathe and mill. The document recommends reorganizing the cell layout to reduce travel times and balance work content. A rapid assessment was conducted on the cell over three days reviewing processes, defining value-added vs. non-value added work, and developing a future state map and new layout with an U-shape to reduce waste. An action plan was created to implement the changes.
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This document provides an overview of the organization structure and duties of staff at a traction rolling stock depot. It discusses the 13 zones and over 6000 locomotives maintained across 31 electric loco sheds. It outlines the duties of various roles like the Senior Divisional Electrical Engineer and section incharges. It also lists important machinery and plant items recommended for a loco shed, including machine tools, special purpose machines, testing equipment and lifting/transport equipment.
Design notes5
The document discusses various aspects of manufacturing plant design including plant layouts, scheduling, and inventory management. It provides details on different types of plant layouts such as functional, product, and cellular layouts. It also covers topics like single machine scheduling, parallel machine scheduling, critical path analysis, economic order quantity, and master production scheduling. Plant location selection and material requirement planning are analyzed through examples and formulas. The document is an in-depth reference on manufacturing design and production planning concepts.
Design notes5
The document discusses various aspects of manufacturing plant design including plant layouts, production scheduling, and inventory management. It provides details on different types of plant layouts such as functional, product, and cellular layouts. It also covers topics like single machine scheduling, parallel machine scheduling, critical path analysis, economic order quantity, and master production scheduling. Plant location selection and designing a cellular layout with machine allocation are demonstrated through examples. The key aspects covered are plant layout design, scheduling operations, materials requirement planning, and inventory management techniques.
MTM & Lean Application Case Studies
This case study describes how MTM tools and Lean principles were used to improve the efficiency of an outdoor cooking appliance production line. The production line originally had 4 operators working in separate workstations with significant wait times. MTM analysis was used to measure task times and identify opportunities. The line was rebalanced into a U-shape with tasks grouped by zone. Operators now push carts between zones, completing full product cycles. This reduced waste and improved flexibility. MTM databases were created to standardize times and enable balancing for new products. The result was a 99.6% balanced line with 4 operators, increasing productivity by 34.68%.
Belgium_Electrabel__Sarich_NPP_Maintenance_Optimization
The document discusses Electrabel's maintenance optimization project at its nuclear power plants in Belgium. It describes implementing reliability centered maintenance (RCM) methodology to improve performance by maintaining critical functions rather than individual components. The methodology was tested at Tihange 1, identifying over-maintenance of 25% of components and standardizing maintenance plans across units. Lessons learned include addressing changes over time and ensuring recommended tasks are actually performed. The AP913 pilot project aims to further improve reliability and reduce costs through life cycle management of critical components.
Cyber-physical system with machine learning (Poster)
1. The document proposes a heterarchical approach using intelligent cyber-physical products to schedule jobs in a partially flexible manufacturing system.
2. Under the proposed approach, each cyber-physical product uses distributed decision-making and learning to determine the optimal sequence of required services from flexible resources to complete its production.
3. Experimental results on three case studies show the proposed approach using cyber-physical products provides better performance than other traditional scheduling methods in terms of key metrics like average waiting time and completion time.
CIM report - final
The document provides a report on analyzing and optimizing the manufacturing system of a client company called KCP technologies Private Ltd. Key points:
- The company manufactures screw pump rotors in a batch production process using 3 CNC workstations.
- Cycle times for the two main products were recorded to calculate production rates. Motion studies were conducted to optimize workstation layouts and reduce travel times.
- The current number of workstations was found to be optimal. Modifications like rearranging tools saved an estimated 1 minute per part produced.
- Further analyses included machine cluster possibilities and quality assurance processes to improve the system.
CIM report - final
The document provides a report on analyzing and optimizing the manufacturing system of a client company called KCP technologies Private Ltd. Key points:
- The company manufactures screw pump rotors in a batch production process using 3 CNC workstations.
- Cycle times for the two main products were recorded to calculate production rates. Motion studies were conducted to optimize workstation layouts and reduce travel times.
- The current number of workstations was found to be optimal. Modifications like rearranging tools saved an estimated 1 minute per part produced.
- Further analyses included machine cluster possibilities and quality assurance processes to improve the system.
CIM Report
This report analyzes and optimizes the manufacturing system of a client that produces screw pump rotors. Key points:
1) The factory currently has 3 CNC workstations and produces rotors in batch production. Cycle times were recorded to calculate production rates.
2) The optimum number of workstations was calculated to be 2.97, matching the current 3 workstations. Motion studies were conducted to reduce repositioning times.
3) Implementation of layout changes reduced average cycle times, increasing production rates. Machine clustering allowed one worker to manage multiple machines.
4) Cost analyses showed the optimized system with clustering lowered production costs per unit compared to the present situation. Further automation of material handling was recommended
Blackbeltpresentation
The document summarizes the efforts of a team to improve the rigid laminate scheduling system at a manufacturing plant. Key changes included decoupling scheduling from sales orders, scheduling the press based on the top 5 master sheet parts to better manage variation, and batching odd rigid orders to be processed twice per month. These changes reduced unnecessary changeovers, late shipments, and inventory levels. Metrics showed improvements like a 14% increase in plant capacity and a 13% reduction in master sheet work-in-process inventory.
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B tech ii year ii (r09) semester regular examinations april may 2012 results
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EASY-PV EGNSS High Accuracy System improving Photo-voltaic Plants Maintenance
EASY-PV EGNSS High Accuracy System improving Photo-voltaic Plants Maintenance
Belgium_Electrabel__Sarich_NPP_Maintenance_Optimization
Belgium_Electrabel__Sarich_NPP_Maintenance_Optimization
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Cyber-physical system with machine learning (Poster)
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F119 Analysis Recommendations.Pptx [Autosaved]
- 3. F119 Cell Analysis 524P229-01 (408’) 524P240-01 (333’) 524P241-01 (222’) 524P235-01 (525’)
- 4. F119 Cell Analysis 524P229-01 (408’) 524P240-01 (333’) 524P241-01 (222’) 524P235-01 (525’)
- 5. F119 Cell Analysis 524P229-01 (408’) 524P240-01 (333’) 524P241-01 (222’) 524P235-01 (525’)
- 6. F119 Cell Analysis 524P229-01 (408’) 524P240-01 (333’) 524P241-01 (222’) 524P235-01 (525’) Lathe
- 7. F119 Cell Analysis 524P229-01 (408’) 524P240-01 (333’) Mill 524P241-01 (222’) 524P235-01 (525’) Lathe
- 10. Wash
- 11. Inspection
- 12. Packing
- 13. Re – Layout Cell to significantly reduce Travel Times
- 15. Rapid Assessment
- 16. Rapid Assessment
- 18. Sept 8 – 10, 2009 Trust Technologies, Inc – Mentor, Ohio Waste Reduction Workshop F119 Cell Pt # 524P235-01
- 19. The TEAM 14
- 21. 20 Principles & 7 concepts of Lean –John Petak
- 22. 8 Forms of “TIM WOOD “ Waste – John Petak
- 23. 6 Rules of Quality – drive Quality First concept – John Petak
- 24. Defined 17 process steps VA 41% NVA 59% - Team
- 25. Defining the Current State VSM – Team (High Level Map) -Team
- 27. Review day one findings / lessons learned
- 28. Gather inventory data on all 17 process steps ( 85.7 days)
- 29. Kaizen Process overview with A3 Report out , Business case establish
- 30. Build current state metrics ( Distance part travels, inventory, manpower, cycle time, changeover time and first time yield or FTQ).
- 32. Review the past two days
- 36. Measure equipment footprint to construct new layout
- 38. 19 Action Plan
- 39. General Observations 1. Excessive walk time from incoming receiving to shipping department (968’ or 324 yds) 2. Downtime not tracked and recorded daily to drive uptime in cell 3. Visual management with daily information need to run production ( KAN BAN Pull system, super markets) 4. Quality Defects or FIRST time Yield needs to be implemented 5.Train all associates to QMM standards 6. Point of use , real time of VA work.
- 41. Designing physical work space that supports a logical flow of all materials in the production area.Inspection & Shipping , 500 & 600 Opr #20 VALUE ADD
- 43. Future State Map – F119 524P235 - 01 23
- 44. New Layout
- 47. Wash
- 48. Inspection
- 49. Packing
- 50. Re – Layout Cell to significantly reduce Travel Times