The document outlines a new structured process for pallet carts in a manufacturing facility. It details 20 steps that explain how material handlers and assemblers will work together to replenish parts using kanban cards on pallet carts. Key points include identifying the correct kanban card by part number and quantity, understanding location indicators for finding parts inside or outside, and responsibilities of material handlers to fill carts accurately and assemblers to empty carts on time. The process aims to set clear expectations to stay on schedule while ensuring accountability.
CADmantra Technologies Pvt. Ltd. is one of the best Cad training company in northern zone in India . which are provided many types of courses in cad field i.e AUTOCAD,SOLIDWORK,CATIA,CRE-O,Uniraphics-NX, CNC, REVIT, STAAD.Pro. And many courses
Contact: www.cadmantra.com
www.cadmantra.blogspot.com
www.cadmantra.wix.com
Better Manufacturing Work Instructions and Technical Documentation with DozukiDozuki Software
The approach to work instructions and standardized procedures (SOPs) used in manufacturing hasn't changed in decades – until now. Dozuki's software tool makes it easy to create, manage, and distribute documentation to your line operators and technicians, wherever they may be. Use mobile devices or any internet connected computer to retrieve or modify your documentation.
The next big breakthrough in manufacturing operations is here:
http://www.dozuki.com/solutions/electronic-work-instructions/
Poka-yoke is a Japanese term that means "mistake-proofing" and refers to mechanisms in manufacturing processes that help operators avoid errors. Its purpose is to eliminate defects by preventing, correcting, or drawing attention to human mistakes. Poka-yoke was developed by Shigeo Shingo at Toyota to achieve "zero defects" through fail-safe mechanisms. Examples include lifts that prevent overloading and include alarms if weight limits are exceeded. Implementing poka-yoke helps improve quality, productivity, and efficiency by reducing errors, rework, and waste in manufacturing processes.
La metodología POKA-YOKE, desarrollada por el ingeniero japonés Shigeo Shingo en la década de 1960, busca prevenir errores en los procesos de fabricación mediante mecanismos sencillos. Estos mecanismos, como listas de control o modificaciones de máquinas, hacen que los errores sean obvios para el trabajador y puedan corregirse a tiempo, evitando así la creación de defectos en los productos.
POKA-YOKE - A Lean Strategy to Mistake ProofingTimothy Wooi
A Lean Strategy in Human Error Prevention aims to detect and correct possible error immediately, eliminating defects at the source.
Poka-Yoke overcome the inefficiencies of inspection through the use of automatic devices that seek,
1.Not to accept a defect for the process
2.Not to Create a Defect
3.Not to Allow a Defect to be passed to the next process
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
The concept was formalized, and the term adopted, by Shigeo Shingo as part of the
Toyota Production System.
It was originally described as baka-yoke, meaning "fool-proofing“ or “idiot proofing” but the name was later changed to the milder poka-yoke.
The document discusses poka-yoke or mistake-proofing techniques. It defines poka-yoke as methods used to prevent human and machine errors from occurring in processes. Poka-yoke techniques make it impossible to make mistakes by providing instant feedback and eliminating opportunities for errors. Examples of different poka-yoke methods include contact methods using guides to ensure proper part placement, counting methods to verify the correct number of parts or steps, and motion sequence methods using sensors to check processes are performed in the right order. Poka-yoke is an important quality improvement technique that can be applied to any process to drive defects out and improve reliability.
CADmantra Technologies Pvt. Ltd. is one of the best Cad training company in northern zone in India . which are provided many types of courses in cad field i.e AUTOCAD,SOLIDWORK,CATIA,CRE-O,Uniraphics-NX, CNC, REVIT, STAAD.Pro. And many courses
Contact: www.cadmantra.com
www.cadmantra.blogspot.com
www.cadmantra.wix.com
Better Manufacturing Work Instructions and Technical Documentation with DozukiDozuki Software
The approach to work instructions and standardized procedures (SOPs) used in manufacturing hasn't changed in decades – until now. Dozuki's software tool makes it easy to create, manage, and distribute documentation to your line operators and technicians, wherever they may be. Use mobile devices or any internet connected computer to retrieve or modify your documentation.
The next big breakthrough in manufacturing operations is here:
http://www.dozuki.com/solutions/electronic-work-instructions/
Poka-yoke is a Japanese term that means "mistake-proofing" and refers to mechanisms in manufacturing processes that help operators avoid errors. Its purpose is to eliminate defects by preventing, correcting, or drawing attention to human mistakes. Poka-yoke was developed by Shigeo Shingo at Toyota to achieve "zero defects" through fail-safe mechanisms. Examples include lifts that prevent overloading and include alarms if weight limits are exceeded. Implementing poka-yoke helps improve quality, productivity, and efficiency by reducing errors, rework, and waste in manufacturing processes.
La metodología POKA-YOKE, desarrollada por el ingeniero japonés Shigeo Shingo en la década de 1960, busca prevenir errores en los procesos de fabricación mediante mecanismos sencillos. Estos mecanismos, como listas de control o modificaciones de máquinas, hacen que los errores sean obvios para el trabajador y puedan corregirse a tiempo, evitando así la creación de defectos en los productos.
POKA-YOKE - A Lean Strategy to Mistake ProofingTimothy Wooi
A Lean Strategy in Human Error Prevention aims to detect and correct possible error immediately, eliminating defects at the source.
Poka-Yoke overcome the inefficiencies of inspection through the use of automatic devices that seek,
1.Not to accept a defect for the process
2.Not to Create a Defect
3.Not to Allow a Defect to be passed to the next process
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
The concept was formalized, and the term adopted, by Shigeo Shingo as part of the
Toyota Production System.
It was originally described as baka-yoke, meaning "fool-proofing“ or “idiot proofing” but the name was later changed to the milder poka-yoke.
The document discusses poka-yoke or mistake-proofing techniques. It defines poka-yoke as methods used to prevent human and machine errors from occurring in processes. Poka-yoke techniques make it impossible to make mistakes by providing instant feedback and eliminating opportunities for errors. Examples of different poka-yoke methods include contact methods using guides to ensure proper part placement, counting methods to verify the correct number of parts or steps, and motion sequence methods using sensors to check processes are performed in the right order. Poka-yoke is an important quality improvement technique that can be applied to any process to drive defects out and improve reliability.
This document provides an overview of how to build, maintain, and optimize the use of aggregates in SAP BW, including how to create aggregates on specific characteristics and attributes, run aggregate roll-ups after data loads, and improve aggregate efficiency through techniques like switching aggregates on/off, deleting unused aggregates, and compressing aggregate data. The document includes step-by-step instructions for creating aggregates on an InfoCube and rolling up aggregates after data changes.
A case study of encouraging compliance with Spectrum data standards and proce...Axiell ALM
1) The document describes Adlib reports created at Imperial War Museums (IWM) to help users ensure their data meets established procedures and standards for managing objects in their collection.
2) The reports use color coding and notes columns to flag any issues, helping users address problems before objects are needed. Word and Excel outputs were created to be accessible across departments.
3) Feedback from an external audit showed the reports were successful, with compliance improving from 57% to 82%. Users reported feeling more confident in their work as a result of using the reports.
This document discusses the various ways that ABAP (Advanced Business Application Programming) code can be used in SAP BI (Business Intelligence). ABAP code can be used in info packages, data transfer processes, and transformations to manipulate and transform data according to business requirements. Specific examples are provided for using ABAP routines in info package extraction and data selection tabs, as well as routines like start, end, field, and expert routines in transformations. The document aims to provide insight into using ABAP in SAP BI components.
1010 introducing the new sap global batch traceability gbt key to manage qual...Sri Kumar
This document discusses SAP Global Batch Traceability (GBT), a solution that allows companies to trace products through the supply chain and manage quality investigations and product recalls. GBT provides a single view of batch genealogy and distribution across systems, enabling fast identification of affected products to support precise product withdrawals and recalls. The document outlines key shortcomings of current batch management capabilities, and describes how GBT embedded in the product issue resolution process allows exploration of batch networks and single-run reporting to inform necessary actions.
SMA Sunny Boy SB 1.5 1-vl40 1500W 2015 teardown reverse costing report publis...Yole Developpement
With a nominal power of 1.5KWAC, the transformer-less inverter, which provides one MPPT and a peak efficiency of 97.2%, offers a suitable solution for small size photovoltaic system owners. It enables grid-injection as well as self-consumption, following the new trend in solar inverters. Integrated Ethernet and WLAN interfaces offer multiple possibilities for communication and data monitoring. Delivered without display, the integrated user interface makes possible to monitor system data on any smartphone, tablet or PC.
This document provides an overview of tutorials available for the POS/409 NET II course, including tutorials for individual weeks that cover various topics like record objects, list collections, class design, LINQ, JSON, and implementing the initial user interface. It describes the content included in each tutorial and provides links to purchase them.
The document outlines Jabil's Production Part Approval Process (JPPAP) for purchased components from suppliers. It defines the purpose, scope, responsibilities, and procedures for the JPPAP. Key aspects covered include levels of submission, approval statuses, definitions of terms, and requirements for submission documents and samples. The goal is to ensure suppliers can meet manufacturability and quality requirements for purchased components.
This document outlines the process for sub-contracting returned goods that cannot be repaired in-house. The process involves creating a repair order, receiving the returned goods, creating a service order with a sub-contracting operation, generating a purchase requisition, creating a purchase order, sending the goods to an external vendor, receiving the repaired goods back, and completing the repair order. Key steps include setting indicators to enable sub-contracting, adding a sub-contracting operation to the service order, and using transaction codes to send and receive goods from the external vendor.
This presentation template provides guidance for wrapping up a scoping workshop on demand chain management (DCM). It recommends highlighting the top issues identified, risks, and preliminary findings. It also suggests reviewing the powerful Solution Manager tool and importance of an end-to-end approach. The agenda covers an overview of core business processes and interfaces involved, risks identified for DCM, and next steps. It includes sections to detail very high, high, and medium priority issues and risks found. Finally, it outlines the projected timeline from scoping through testing and go-live.
Project_CharterProject Title:GO HOME!!Black BeltProject ChampionExecutive SponsorMBB/MentorProblem StatementBusiness CaseProject GoalsProject ScopeHigh Level Project TimelineConstraints & DependenciesProject RisksAdditional InformationPhaseStartFinishIdentify ValueMap the Value StreamCreate FlowEstablish PullSeek PerfectionApproval/Steering CommitteeStakeholders & AdvisorsProject Team & SME'sNameOrganizationNameOrganizationName Organization
VILLANOVA UNIVERSITY
High Level Process MapPlease add in extra processes and symbols as neededGO HOME!!
Icing transfers to Kettle 2
Icing in Kettle 1
Check viscosity
Transfer to final assembly
Final quality check
Shortening Quality Check
Package product
SIPOCS.I.P.O.C. TemplateGO HOME!!SuppliersInputsProcessOutputsCustomers
VILLANOVA UNIVERSITY
Start
Step 1
Step 2
Step 3
Step 4
End
VSMValue Stream MapGO HOME!!SupplierCustomerInformationInformation
&"Arial,Bold"&10Value Stream Map &"Arial,Regular"&8v3.0
&"Arial,Regular"&8&G
Copyright 2016 GoLeanSixSigma.com. All Rights Reserved.
7 min
5 min
8 min
8 min
10 min
3 min
4 min
1 min
min
min
TOTAL
LT
PT
% C&A
Cause_Effect_DiagramGO HOME!!Instructions:STEP 1 : Define the problem. What is the product, process or service that has failed.STEP 2 : Starting with 'Materials' or any other label, ask: is there anything about materials that might contribute to the problem. Record it next to one of the arrows under Materials.STEP 3 : Repeat asking "is there anything about materials that might contribute to the problem"Problem Record each result next to an arrow.STEP 4 : Repeat Step 2 & 3 for each successive category.STEP 5 : Identify the candidates that are the most likely Root CauseSTEP 6 : If further "screening" is necessary, assess the likely Root Causes using the "Impact" and "Implement" matrix, selecting items marked 1, then 2 . . . 4 as priorities.
ParetoCategories# of OccurrencesIssue 125GO HOME!!Issue 220Issue 315Issue 410Issue 55The focus area should be on the water in the pipe followed by contacting the supplier to understand why their materials are out of spec.
5-Why5-WHY ANALYSIS SHEETGO HOME!!Note: Continue on separate page if 5-Whys are not enough to determine root cause.
WHY #1:
Adjusting pH
WHY #5
Control valve not tunned properly.
WHY #2:
Stoichiometry out of wack
WHY #4
Control valve not shutting off quick enough.
WHY #3
Overshooting pH
TEMPORARY Date 6.8.20
COUNTERMEASURES
Tune the valve and shut off in time.
FINAL COUNTERMEASURE Name Johnny Jones
- PERMANENT CORRECTIVE ACTION Date 6.15.20
Smart transmitter to be installed that provides warning when valve tunning is outside of control limits.
VERIFICATION:
No Recurrence in Three Months? TBD Date 6.7.20
Single-Point Lesson? _________ Date ________
DO THE ...
Clip, Clip, Hooray! Get Just the Data You Need with ClippingSafe Software
Are you overwhelmed by too much data, when only pieces of it are of value to you? The FME Clipper transformer allows you to clip just the geometric data you need and hone in on the information most beneficial to your organization. Just like a cookie-cutter! And (almost) as satisfying as a cookie. 🍪
This webinar will offer a variety of flavours for all user-level tastebuds. First, we will go through an introduction to the Clipper transformer and what you can use it for, with a flash demo to illustrate. Then, we’ll turn the mixer speed up a notch and dive into the details, showing you how to:
- Compare candidate geometries with one or more reference areas and/or solids (Clippers), modify their geometry and attributes accordingly
- Use the parameters of the Clipper transformer to have more fine-grained control over your translation
- Upgrade existing workflows to the new Clipper transformer version to simplify control flow
- Improve performance of your clipping workspaces with a variety of tips and tricks
Join this webinar for a chance to learn how you can take advantage of the FME Clipper transformer to get just the data you need. You’ll be cheering “clip, clip, hooray!” by the end of the hour.
This document provides an overview of the SAP R/3 system and development environment. It describes R/3 as an integrated suite of business applications written in ABAP/4 and designed to meet the data processing needs of large corporations. The document outlines the main components of the R/3 architecture including the presentation server, application server, and database server. It also describes the R/3 user interface and how to navigate between the different conceptual areas of Applications, Basis, and the Development Workbench.
This spreadsheet presents consolidated views of the Agile Process to help project teams understand how to apply it. It includes a RASIC showing who leads and is involved in each activity, a RACI showing who owns and works on each work product, and a table showing when work products are worked on during the project. These views are recommendations and teams should do what is best for the project regardless of roles or responsibilities.
This document contains the resume of Anbalagan, who has over 18 years of experience in materials management and computerized maintenance management systems (CMMS). He currently works as a CMMS Engineer, BOM Engineer, and Nomenclature Analyst for Leonex Systems, where he has been involved in various projects for clients like Murphy Oil and Shell Sarawak. His responsibilities have included asset registration, maintenance planning and scheduling, materials cataloging, and bill of materials creation. He is proficient in several materials management systems and software like CMT, SAP, and has extensive experience in data cleansing, standardization, and physical verification of materials.
The document discusses using machine learning and Cortana Intelligence Suite components to help manufacturers better predict failures in assembly lines before they occur by analyzing historic manufacturing data, measurements from existing test systems, and domain knowledge to identify errors, slowdowns, and potential failures that can then be addressed proactively to improve productivity and product quality. It provides an overview of how predictive maintenance and quality assurance processes can utilize machine learning to analyze data from different stages of the manufacturing pipeline to predict failures at an early stage.
1) The document outlines an 8D problem solving worksheet template for documenting a continuous improvement project.
2) It provides guidance on completing each section of the worksheet, including requirements for problem description, containment actions, root cause analysis, corrective actions, and validation of solutions.
3) Key elements that must be included are a cross-functional problem solving team, detailed description of the problem and its impact, effective containment actions, thorough root cause analysis using tools like Ishikawa diagram and 5 whys, and validation that corrective actions address the root cause.
This document provides a summary of Delvin Bolling's skills, qualifications, and work history. It lists his contact information and objective of seeking career growth opportunities. His skills include experience with various software programs and inventory management systems. His work history details roles as a CMMS Administrator and Quality Inspector/Technician where he was responsible for procurement, inventory management, quality inspection, and process improvement.
IoT Adaptive Inventory in Manufacturing SCM Mahindra and MahindraSurendra Kancherla
The very first industrial, real-life application of RFID in adaptive inventory use case, published as case study in books and articles. All the value levers are very much valid in 2020, almost 15 years later!
Infrastructure as Code represents treating infrastructure components like software that can be version controlled, tested, and deployed. The document discusses tools and techniques for implementing Infrastructure as Code including using version control, continuous integration/delivery, configuration automation, and virtual labs for testing changes. It provides examples of workflows using these techniques and recommends starting small and evolving Infrastructure as Code practices over time.
Agentless System Crawler - InterConnect 2016Canturk Isci
IBM speaker guidelines mandate including forward-looking and legal disclaimer slides in presentations. All presentations must include mandatory notices and disclaimers slides before the conclusion. Speakers should refer to additional legal guidance documents and have materials reviewed by legal if concerned. Final presentations are due by February 5th, 2016 and must follow a specific file naming convention. Disclosures for forward-looking statements are available at a specified link. Instructions should be removed before finalizing presentations.
This document provides an overview of how to build, maintain, and optimize the use of aggregates in SAP BW, including how to create aggregates on specific characteristics and attributes, run aggregate roll-ups after data loads, and improve aggregate efficiency through techniques like switching aggregates on/off, deleting unused aggregates, and compressing aggregate data. The document includes step-by-step instructions for creating aggregates on an InfoCube and rolling up aggregates after data changes.
A case study of encouraging compliance with Spectrum data standards and proce...Axiell ALM
1) The document describes Adlib reports created at Imperial War Museums (IWM) to help users ensure their data meets established procedures and standards for managing objects in their collection.
2) The reports use color coding and notes columns to flag any issues, helping users address problems before objects are needed. Word and Excel outputs were created to be accessible across departments.
3) Feedback from an external audit showed the reports were successful, with compliance improving from 57% to 82%. Users reported feeling more confident in their work as a result of using the reports.
This document discusses the various ways that ABAP (Advanced Business Application Programming) code can be used in SAP BI (Business Intelligence). ABAP code can be used in info packages, data transfer processes, and transformations to manipulate and transform data according to business requirements. Specific examples are provided for using ABAP routines in info package extraction and data selection tabs, as well as routines like start, end, field, and expert routines in transformations. The document aims to provide insight into using ABAP in SAP BI components.
1010 introducing the new sap global batch traceability gbt key to manage qual...Sri Kumar
This document discusses SAP Global Batch Traceability (GBT), a solution that allows companies to trace products through the supply chain and manage quality investigations and product recalls. GBT provides a single view of batch genealogy and distribution across systems, enabling fast identification of affected products to support precise product withdrawals and recalls. The document outlines key shortcomings of current batch management capabilities, and describes how GBT embedded in the product issue resolution process allows exploration of batch networks and single-run reporting to inform necessary actions.
SMA Sunny Boy SB 1.5 1-vl40 1500W 2015 teardown reverse costing report publis...Yole Developpement
With a nominal power of 1.5KWAC, the transformer-less inverter, which provides one MPPT and a peak efficiency of 97.2%, offers a suitable solution for small size photovoltaic system owners. It enables grid-injection as well as self-consumption, following the new trend in solar inverters. Integrated Ethernet and WLAN interfaces offer multiple possibilities for communication and data monitoring. Delivered without display, the integrated user interface makes possible to monitor system data on any smartphone, tablet or PC.
This document provides an overview of tutorials available for the POS/409 NET II course, including tutorials for individual weeks that cover various topics like record objects, list collections, class design, LINQ, JSON, and implementing the initial user interface. It describes the content included in each tutorial and provides links to purchase them.
The document outlines Jabil's Production Part Approval Process (JPPAP) for purchased components from suppliers. It defines the purpose, scope, responsibilities, and procedures for the JPPAP. Key aspects covered include levels of submission, approval statuses, definitions of terms, and requirements for submission documents and samples. The goal is to ensure suppliers can meet manufacturability and quality requirements for purchased components.
This document outlines the process for sub-contracting returned goods that cannot be repaired in-house. The process involves creating a repair order, receiving the returned goods, creating a service order with a sub-contracting operation, generating a purchase requisition, creating a purchase order, sending the goods to an external vendor, receiving the repaired goods back, and completing the repair order. Key steps include setting indicators to enable sub-contracting, adding a sub-contracting operation to the service order, and using transaction codes to send and receive goods from the external vendor.
This presentation template provides guidance for wrapping up a scoping workshop on demand chain management (DCM). It recommends highlighting the top issues identified, risks, and preliminary findings. It also suggests reviewing the powerful Solution Manager tool and importance of an end-to-end approach. The agenda covers an overview of core business processes and interfaces involved, risks identified for DCM, and next steps. It includes sections to detail very high, high, and medium priority issues and risks found. Finally, it outlines the projected timeline from scoping through testing and go-live.
Project_CharterProject Title:GO HOME!!Black BeltProject ChampionExecutive SponsorMBB/MentorProblem StatementBusiness CaseProject GoalsProject ScopeHigh Level Project TimelineConstraints & DependenciesProject RisksAdditional InformationPhaseStartFinishIdentify ValueMap the Value StreamCreate FlowEstablish PullSeek PerfectionApproval/Steering CommitteeStakeholders & AdvisorsProject Team & SME'sNameOrganizationNameOrganizationName Organization
VILLANOVA UNIVERSITY
High Level Process MapPlease add in extra processes and symbols as neededGO HOME!!
Icing transfers to Kettle 2
Icing in Kettle 1
Check viscosity
Transfer to final assembly
Final quality check
Shortening Quality Check
Package product
SIPOCS.I.P.O.C. TemplateGO HOME!!SuppliersInputsProcessOutputsCustomers
VILLANOVA UNIVERSITY
Start
Step 1
Step 2
Step 3
Step 4
End
VSMValue Stream MapGO HOME!!SupplierCustomerInformationInformation
&"Arial,Bold"&10Value Stream Map &"Arial,Regular"&8v3.0
&"Arial,Regular"&8&G
Copyright 2016 GoLeanSixSigma.com. All Rights Reserved.
7 min
5 min
8 min
8 min
10 min
3 min
4 min
1 min
min
min
TOTAL
LT
PT
% C&A
Cause_Effect_DiagramGO HOME!!Instructions:STEP 1 : Define the problem. What is the product, process or service that has failed.STEP 2 : Starting with 'Materials' or any other label, ask: is there anything about materials that might contribute to the problem. Record it next to one of the arrows under Materials.STEP 3 : Repeat asking "is there anything about materials that might contribute to the problem"Problem Record each result next to an arrow.STEP 4 : Repeat Step 2 & 3 for each successive category.STEP 5 : Identify the candidates that are the most likely Root CauseSTEP 6 : If further "screening" is necessary, assess the likely Root Causes using the "Impact" and "Implement" matrix, selecting items marked 1, then 2 . . . 4 as priorities.
ParetoCategories# of OccurrencesIssue 125GO HOME!!Issue 220Issue 315Issue 410Issue 55The focus area should be on the water in the pipe followed by contacting the supplier to understand why their materials are out of spec.
5-Why5-WHY ANALYSIS SHEETGO HOME!!Note: Continue on separate page if 5-Whys are not enough to determine root cause.
WHY #1:
Adjusting pH
WHY #5
Control valve not tunned properly.
WHY #2:
Stoichiometry out of wack
WHY #4
Control valve not shutting off quick enough.
WHY #3
Overshooting pH
TEMPORARY Date 6.8.20
COUNTERMEASURES
Tune the valve and shut off in time.
FINAL COUNTERMEASURE Name Johnny Jones
- PERMANENT CORRECTIVE ACTION Date 6.15.20
Smart transmitter to be installed that provides warning when valve tunning is outside of control limits.
VERIFICATION:
No Recurrence in Three Months? TBD Date 6.7.20
Single-Point Lesson? _________ Date ________
DO THE ...
Clip, Clip, Hooray! Get Just the Data You Need with ClippingSafe Software
Are you overwhelmed by too much data, when only pieces of it are of value to you? The FME Clipper transformer allows you to clip just the geometric data you need and hone in on the information most beneficial to your organization. Just like a cookie-cutter! And (almost) as satisfying as a cookie. 🍪
This webinar will offer a variety of flavours for all user-level tastebuds. First, we will go through an introduction to the Clipper transformer and what you can use it for, with a flash demo to illustrate. Then, we’ll turn the mixer speed up a notch and dive into the details, showing you how to:
- Compare candidate geometries with one or more reference areas and/or solids (Clippers), modify their geometry and attributes accordingly
- Use the parameters of the Clipper transformer to have more fine-grained control over your translation
- Upgrade existing workflows to the new Clipper transformer version to simplify control flow
- Improve performance of your clipping workspaces with a variety of tips and tricks
Join this webinar for a chance to learn how you can take advantage of the FME Clipper transformer to get just the data you need. You’ll be cheering “clip, clip, hooray!” by the end of the hour.
This document provides an overview of the SAP R/3 system and development environment. It describes R/3 as an integrated suite of business applications written in ABAP/4 and designed to meet the data processing needs of large corporations. The document outlines the main components of the R/3 architecture including the presentation server, application server, and database server. It also describes the R/3 user interface and how to navigate between the different conceptual areas of Applications, Basis, and the Development Workbench.
This spreadsheet presents consolidated views of the Agile Process to help project teams understand how to apply it. It includes a RASIC showing who leads and is involved in each activity, a RACI showing who owns and works on each work product, and a table showing when work products are worked on during the project. These views are recommendations and teams should do what is best for the project regardless of roles or responsibilities.
This document contains the resume of Anbalagan, who has over 18 years of experience in materials management and computerized maintenance management systems (CMMS). He currently works as a CMMS Engineer, BOM Engineer, and Nomenclature Analyst for Leonex Systems, where he has been involved in various projects for clients like Murphy Oil and Shell Sarawak. His responsibilities have included asset registration, maintenance planning and scheduling, materials cataloging, and bill of materials creation. He is proficient in several materials management systems and software like CMT, SAP, and has extensive experience in data cleansing, standardization, and physical verification of materials.
The document discusses using machine learning and Cortana Intelligence Suite components to help manufacturers better predict failures in assembly lines before they occur by analyzing historic manufacturing data, measurements from existing test systems, and domain knowledge to identify errors, slowdowns, and potential failures that can then be addressed proactively to improve productivity and product quality. It provides an overview of how predictive maintenance and quality assurance processes can utilize machine learning to analyze data from different stages of the manufacturing pipeline to predict failures at an early stage.
1) The document outlines an 8D problem solving worksheet template for documenting a continuous improvement project.
2) It provides guidance on completing each section of the worksheet, including requirements for problem description, containment actions, root cause analysis, corrective actions, and validation of solutions.
3) Key elements that must be included are a cross-functional problem solving team, detailed description of the problem and its impact, effective containment actions, thorough root cause analysis using tools like Ishikawa diagram and 5 whys, and validation that corrective actions address the root cause.
This document provides a summary of Delvin Bolling's skills, qualifications, and work history. It lists his contact information and objective of seeking career growth opportunities. His skills include experience with various software programs and inventory management systems. His work history details roles as a CMMS Administrator and Quality Inspector/Technician where he was responsible for procurement, inventory management, quality inspection, and process improvement.
IoT Adaptive Inventory in Manufacturing SCM Mahindra and MahindraSurendra Kancherla
The very first industrial, real-life application of RFID in adaptive inventory use case, published as case study in books and articles. All the value levers are very much valid in 2020, almost 15 years later!
Infrastructure as Code represents treating infrastructure components like software that can be version controlled, tested, and deployed. The document discusses tools and techniques for implementing Infrastructure as Code including using version control, continuous integration/delivery, configuration automation, and virtual labs for testing changes. It provides examples of workflows using these techniques and recommends starting small and evolving Infrastructure as Code practices over time.
Agentless System Crawler - InterConnect 2016Canturk Isci
IBM speaker guidelines mandate including forward-looking and legal disclaimer slides in presentations. All presentations must include mandatory notices and disclaimers slides before the conclusion. Speakers should refer to additional legal guidance documents and have materials reviewed by legal if concerned. Final presentations are due by February 5th, 2016 and must follow a specific file naming convention. Disclosures for forward-looking statements are available at a specified link. Instructions should be removed before finalizing presentations.
1. ISB EXHAUST
Author / Updated By Approved / Owned by Version Valid From Document Sensitivity Page Document ID
Mark Magrath/Lead A Internal 1/11
Standard Process Check Symbols:
Copies of this document are considered Uncontrolled and
used for Reference Only
Quality SWIP Critical Opt. Work Seq. Work SeqSafety
Pallet Carts Process
-The purpose of the documentation is to effectively explain and train on a new structured process and allow the associate to ask questions
and fully understand what there responsibilities are for the tasks. This will set clear expectations on staying on pace “Tact Time” so that both
parties are accountable for the actions of the task and process in place. Signing off on this documentation states that the associate takes full
ownership and responsibilities for there actions for this process and task.
2. ISB EXHAUST
Author / Updated By Approved / Owned by Version Valid From Document Sensitivity Page Document ID
Mark Magrath/Lead A Internal 2/11
Standard Process Check Symbols:
Copies of this document are considered Uncontrolled and
used for Reference Only
Quality SWIP Critical Opt. Work Seq. Work SeqSafety
Insert Drawings/Images Here Sy mbol Step# Major Step Key Point Reason
1. - The way to identify the Kanban being
a pallet cart is by the top of the
Kanban stating Pallet Cart.
-The part number that the Kanban
card is utilizing.
-The picture of the part.
2. -Description of the part.
- The quantity amount that you are to
fill to the Kanban.
- There can also be a no number and
the word FILL meaning you Fill to the
maximum quantity the unit calls for
that Pallet Cart Kanban example
-So you would be FILL to the
Maximum quantity of PCS for this
Kanban
3. ISB EXHAUST
Author / Updated By Approved / Owned by Version Valid From Document Sensitivity Page Document ID
Mark Magrath/Lead A Internal 3/11
Standard Process Check Symbols:
Copies of this document are considered Uncontrolled and
used for Reference Only
Quality SWIP Critical Opt. Work Seq. Work SeqSafety
Insert Drawings/Images Here Sy mbol Step# Major Step Key Point Reason
3. -The type of unit you will be looking
for.
-Boxes
-Pallets
-Pcs ( Pieces)
4. -Under the Bulk Location the Box state
ting IN and OUT will tell the Material
Handler weather the part is Outside or
Inside the warehouse.
IN OUT
4. ISB EXHAUST
Author / Updated By Approved / Owned by Version Valid From Document Sensitivity Page Document ID
Mark Magrath/Lead A Internal 4/11
Standard Process Check Symbols:
Copies of this document are considered Uncontrolled and
used for Reference Only
Quality SWIP Critical Opt. Work Seq. Work SeqSafety
Insert Drawings/Images Here Sy mbol Step# Major Step Key Point Reason
5. - Each of animals and color in the
animals represents a correlation to
pallet and to area were the pallet is
allocated through the Kanban system.
Grey Fish – Sub Assembly and Cab
line. User location are A and B’s
Aisle’s
Grey Painted Pallet the Kanban Card
is on
6. - Each of animals and color in the
animals represents a correlation to
pallet and to area were the pallet is
allocated through the Kanban system.
Red Eagle- Everything on the South
Side of the production Line. User
location are E to 60S Aisle’s
Red Painted Pallet the Kanban Card is
on
5. ISB EXHAUST
Author / Updated By Approved / Owned by Version Valid From Document Sensitivity Page Document ID
Mark Magrath/Lead A Internal 5/11
Standard Process Check Symbols:
Copies of this document are considered Uncontrolled and
used for Reference Only
Quality SWIP Critical Opt. Work Seq. Work SeqSafety
Insert Drawings/Images Here Sy mbol Step# Major Step Key Point Reason
7. - Each of animals and color in the
animals represents a correlation to
pallet and to area were the pallet is
allocated through the Kanban system.
-Blue Bear- Everything North of the
Production Line. User location are in
Aisle’s G
-Blue Painted Pallet the Kanban Card
is on
8. - Each of animals and color in the
animals represents a correlation to
pallet and to area were the pallet is
allocated through the Kanban system.
-Green Lion- Cab Line
User location are D Aisle
Red Painted Pallet the Kanban Card is
on
6. ISB EXHAUST
Author / Updated By Approved / Owned by Version Valid From Document Sensitivity Page Document ID
Mark Magrath/Lead A Internal 6/11
Standard Process Check Symbols:
Copies of this document are considered Uncontrolled and
used for Reference Only
Quality SWIP Critical Opt. Work Seq. Work SeqSafety
Insert Drawings/Images Here Sy mbol Step# Major Step Key Point Reason
Pallet Cart Process
9. -The Material Handler picks up the
parts and gives them to the
assembler. The Material Handler is
responsible and accountable for
giving the right amount of parts to
the Kanban Card Pallet in quantity
and units the Kanban that is being
requested.
-The assembler is responsible for
emptying the cart and getting it
refilled on time.
One Cart System
10. -With a 2 part Pallet system when
the Kanban needs filled it is the
assembler’s responsibility to clean
and move the carts to the aisle area
to be refilled. The full cart is moved
towards the station to replace the
empty one.
Two Cart System
7. ISB EXHAUST
Author / Updated By Approved / Owned by Version Valid From Document Sensitivity Page Document ID
Mark Magrath/Lead A Internal 7/11
Standard Process Check Symbols:
Copies of this document are considered Uncontrolled and
used for Reference Only
Quality SWIP Critical Opt. Work Seq. Work SeqSafety
Insert Drawings/Images Here Sy mbol Step# Major Step Key Point Reason
11. - The assembler is responsible for
emptying carts are picked up by the
tugger driver and taken to be
refilled. Empty Boxes must be
labeled with large “MT” on the
outside of the box in a location the
tugger driver can see.
12.
8. ISB EXHAUST
Author / Updated By Approved / Owned by Version Valid From Document Sensitivity Page Document ID
Mark Magrath/Lead A Internal 8/11
Standard Process Check Symbols:
Copies of this document are considered Uncontrolled and
used for Reference Only
Quality SWIP Critical Opt. Work Seq. Work SeqSafety
Insert Drawings/Images Here Sy mbol Step# Major Step Key Point Reason
13.
14.
9. ISB EXHAUST
Author / Updated By Approved / Owned by Version Valid From Document Sensitivity Page Document ID
Mark Magrath/Lead A Internal 9/11
Standard Process Check Symbols:
Copies of this document are considered Uncontrolled and
used for Reference Only
Quality SWIP Critical Opt. Work Seq. Work SeqSafety
Insert Drawings/Images Here Sy mbol Step# Major Step Key Point Reason
15.
16.
10. ISB EXHAUST
Author / Updated By Approved / Owned by Version Valid From Document Sensitivity Page Document ID
Mark Magrath/Lead A Internal 10/11
Standard Process Check Symbols:
Copies of this document are considered Uncontrolled and
used for Reference Only
Quality SWIP Critical Opt. Work Seq. Work SeqSafety
Insert Drawings/Images Here Sy mbol Step# Major Step Key Point Reason
17.
18.
11. ISB EXHAUST
Author / Updated By Approved / Owned by Version Valid From Document Sensitivity Page Document ID
Mark Magrath/Lead A Internal 11/11
Standard Process Check Symbols:
Copies of this document are considered Uncontrolled and
used for Reference Only
Quality SWIP Critical Opt. Work Seq. Work SeqSafety
Insert Drawings/Images Here Sy mbol Step# Major Step Key Point Reason
19.
20.