This document discusses strategies for selecting, maintaining, and getting value from machinery. It addresses three approaches to estimating machinery expenses, including initial purchase costs, maintenance, repairs, replacement costs, and resale value. Key recommendations include dealing with reputable dealers for imported machinery, seeking helpful salespeople, and considering regionally-made equipment. The document also stresses the importance of preventative maintenance programs, inventory systems for parts, and building mentoring relationships for machinery expertise.
Automotive service development program part 03 - module 1Mohamed Shehata
The extremely interested third Part of Service Development Program contains Facility Planning techniques, Facility Organization, Organize Site Traffic Flow and Parking (methodology and samples), Organize the Reception Area and at long last Calculating Stall (workstations) Requirements.
Automotive service development program part 04 - module 1Mohamed Shehata
The vital part of Service Development Program sharing types & configurations of workshop layouts, Special Functional Areas configurations (Component Repair Room , Tool and Equipment Room or Area, Compressor Room or Area, Bulk Grease and Oil Storage ,… etc) & at long last Facility Housekeeping.
The document describes the services provided by AQSS (Pty) Ltd, an independent quality sorting and inspection company. Their mission is to provide affordable, high-quality sorting and inspection services to automotive customers. Key services include sorting, inspection, containment certification, launch support, and quality assistance. Using AQSS ensures defective products are prevented from reaching customers while maintaining production goals.
One Point Lessons (OPLs) are short, visual presentations on a single task that can be explained in about 10 minutes. They are detailed on one or two pages using diagrams, photographs or drawings. OPLs are used to provide vital instructions for tasks at the workplace and are generated and used at the point of need. An example is provided of an OPL created to address frequent stoppages on a production line caused by operators not understanding how to change an empty cleaning fluid drum. The OPL clearly outlines the steps to acknowledge the error message and replace the empty drum. OPLs help improve performance, efficiency and quality by ensuring key work instructions are available when needed.
The automotive industry in India has grown significantly since the first car ran on an Indian road in 1897. India has emerged as a major manufacturing hub for automotive components, with many global automakers establishing production and sourcing facilities in the country. Key automakers like Hyundai, Ford, and Maruti Suzuki use India as an export base for vehicles. The growth of the Indian middle class and urbanization is driving increased demand for automobiles.
Automotive service development program part 03 - module 1Mohamed Shehata
The extremely interested third Part of Service Development Program contains Facility Planning techniques, Facility Organization, Organize Site Traffic Flow and Parking (methodology and samples), Organize the Reception Area and at long last Calculating Stall (workstations) Requirements.
Automotive service development program part 04 - module 1Mohamed Shehata
The vital part of Service Development Program sharing types & configurations of workshop layouts, Special Functional Areas configurations (Component Repair Room , Tool and Equipment Room or Area, Compressor Room or Area, Bulk Grease and Oil Storage ,… etc) & at long last Facility Housekeeping.
The document describes the services provided by AQSS (Pty) Ltd, an independent quality sorting and inspection company. Their mission is to provide affordable, high-quality sorting and inspection services to automotive customers. Key services include sorting, inspection, containment certification, launch support, and quality assistance. Using AQSS ensures defective products are prevented from reaching customers while maintaining production goals.
One Point Lessons (OPLs) are short, visual presentations on a single task that can be explained in about 10 minutes. They are detailed on one or two pages using diagrams, photographs or drawings. OPLs are used to provide vital instructions for tasks at the workplace and are generated and used at the point of need. An example is provided of an OPL created to address frequent stoppages on a production line caused by operators not understanding how to change an empty cleaning fluid drum. The OPL clearly outlines the steps to acknowledge the error message and replace the empty drum. OPLs help improve performance, efficiency and quality by ensuring key work instructions are available when needed.
The automotive industry in India has grown significantly since the first car ran on an Indian road in 1897. India has emerged as a major manufacturing hub for automotive components, with many global automakers establishing production and sourcing facilities in the country. Key automakers like Hyundai, Ford, and Maruti Suzuki use India as an export base for vehicles. The growth of the Indian middle class and urbanization is driving increased demand for automobiles.
Denison vane pumps are pumps specifically designed for high/low circuit. Visit hydraulicmotorpump.com to buy a Denison vane pump for your next hydraulic project.
Ujian akhir semester ganjil mata pelajaran seni budaya untuk kelas X meliputi 50 pertanyaan pilihan ganda tentang konsep-konsep dasar seni, jenis-jenis seni rupa, proses kreatif seni, dan fungsi sosial seni. Siswa diharuskan memilih satu jawaban yang dianggap benar untuk setiap pertanyaan.
Eric Schnell gave a professorial lecture on March 20, 2014 about the dilemmas faced by scholars in keeping their work relevant given rapid changes in technology and communications. He discussed how emerging technologies from the 1990s like Gopher and the World Wide Web initially disrupted traditional scholarship but are now sustaining technologies. Schnell noted tensions between using new digital formats and relying on traditional peer-reviewed publications for tenure. While new formats engage many users, their academic value is still debated. The future may require more flexibility in evaluating work to accommodate new digital scholarship.
This document provides an overview and agenda for a workshop on innovation adoption. It discusses how commercial success requires understanding how customers become aware of solutions, know if they work, are motivated to purchase, and overcome concerns. It outlines steps to identify market segments, stakeholders, barriers to adoption, and constraints for opportunities. Finally, it discusses generating business model and revenue options to stimulate adoption by modifying the technology, business model, or revenue streams to increase benefits or reduce costs and risks for stakeholders. The goal is to help participants better understand the technology commercialization process from both technological and behavioral perspectives.
The basics of Marketing Automation are presented along with three shifts that are being seen in the association/non-profit marketing market that organizations need to adopt. Several types of marketing automation programs are explained. Keys to marketing automation success involve segmentation, aligning operations to buyer behavior and using journey maps and buyer personas to better understand who you are targeting and what will entice them to take action.
T Jull - Planning your aftersales strategyThomas Jull
1. The document discusses the importance of planning an aftersales strategy for medical devices before launching a product to market. It outlines key considerations like defining maintenance requirements during design, planning resource needs, and ensuring spare parts availability.
2. Some of the earliest considerations for aftersales strategy include designing for maintainability and modularity, including diagnostic features, and planning for spare parts lead times. As development progresses, understanding customer locations, confirming logistics and regulations, and setting up communications are also important.
3. The document emphasizes starting aftersales preparation early in the design process according to ISO standards. Ensuring spare parts, understanding distribution, logistics planning, good communications, and a tracking system are all vital to support customers
The document discusses the 4Ms of production - Manpower, Method, Machine, and Materials. It describes each of the 4Ms and provides examples. Manpower refers to the human labor involved in manufacturing. Method is the production process that transforms raw materials. Machine describes the manufacturing equipment used. Materials are the raw resources used to create the product. The document outlines factors that affect choosing a production method and considerations for selecting equipment and sourcing materials.
The document discusses planning for systems analysis. It emphasizes the importance of carefully planning the approach to ensure adequate understanding of requirements. The analyst should understand project objectives and constraints. Face-to-face meetings with clients help build rapport and gather key information. Time management is also important, as there are many tasks to complete within limited time. The feasibility study determines if a project is possible and beneficial, considering operational, technical, economic and schedule feasibility.
Those annoying members! We put the information in the email! It’s not our fault that they didn’t take the time to read it! If your organization is currently relying on a uni-channel messaging strategy, then this webinar is for you. While email remains the backbone of a digital marketing strategy for the foreseeable future, the user has changed. Learn why email isn’t enough and take home new strategies for increasing your users receiving and absorbing your message! Watch this entire webinar and others by Highroad U on our YouTube channel: http://shout.lt/rMNF
Chap4_Requirements_Elicitation and Collaboration.pptxJaymin Mistry
1. Business analysts elicit requirements from stakeholders through various techniques like interviews, workshops, surveys to understand needed capabilities and ensure requirements are clear and consistent.
2. BA's then confirm elicited requirements by comparing to other sources and getting stakeholder feedback to validate accuracy.
3. Finally, BA's communicate analyzed requirements information to stakeholders in appropriate formats and engage with them to gain agreement and address any issues.
This allows BA's to effectively gather, analyze, and communicate requirements through collaboration with stakeholders to define needed business and system changes.
Avion, Inc. is experiencing issues with its single supplier Foster Technologies including decreased material quality and lower on-time delivery rates. Both companies need to improve cross-functional teamwork and integration to better accomplish goals and increase their competitive advantage. Avion increased its order quantities and shortened lead times beyond what Foster could handle based on its plant capacity. Both companies need to analyze problems using root cause analysis, gap analysis and Pareto analysis. They must also improve communications, performance tracking and work as collaborative partners to resolve issues.
This presentation was provided by Daniel Calto of Elsevier during the NISO virtual conference, Research Information Systems: The Connections Enabling Collaboration, held on August 16, 2017.
IronStar Consulting provides procurement consulting services to help clients reduce costs and improve profitability. They have an experienced team with expertise in various sectors. IronStar analyzes all areas of a client's spending to identify savings opportunities. They use a Return on Invested Capital model where they only earn fees from actual savings achieved. IronStar implements best practices and works with clients on a strategic and long-term basis to continuously realize procurement savings.
The document provides an overview of a case study for a furniture company. It discusses how the company began making custom wooden furniture and grew due to good quality and reputation. As demand increased for standard products, it started selling to retail outlets but faced issues with long delivery times and high inventory costs due to sharing manufacturing processes between custom and standard products. It provides answers to seven questions on long term decisions, how sales/marketing affects operations, the financial impact of increasing standard furniture production, and ways to avoid current issues related to production layout, forecasting, distribution and operations strategy.
Healthcare Enterprise Data Model: The Buy vs. Build DebatePerficient, Inc.
Every mid-to-large-sized healthcare organization will at some point need an enterprise data warehouse to consolidate data from its many source systems. The first question most will ask is, “Do I build it from scratch or buy a model?”
For some organizations, the answer to this question is simple and obvious. For others, it may be the source of internal debate on whether someone else can create a model that will address their nuances. Some will argue that a pre-built model will save time and money and should be explored as an option, while others may curb discussions due to the belief that their electronic medical records vendor already has it figured out.
In this webinar, we explored the pros and cons of building your own data model vs. buying one and looked at real customer use cases to help weigh the pros and cons of this critical enterprise decision. Topics included:
-How experience plays into the equation
-Which solution delivers value more quickly
-Which solution helps reduce the risk to the organization
-How easy is it to integrate other solutions
-How the decision to build vs. buy can impact your internal team
The document discusses factors to consider when designing distribution channels. It outlines a multi-step channel planning and design process that includes: segmenting and positioning target customer groups; defining customer needs; evaluating alternative channels; selecting and training channel partners; motivating partners; and implementing the channel design. Key factors addressed are defining objectives, costs, roles of intermediaries, partner selection criteria, training, and performance management to ensure the channel meets business goals in an efficient and effective manner.
Denison vane pumps are pumps specifically designed for high/low circuit. Visit hydraulicmotorpump.com to buy a Denison vane pump for your next hydraulic project.
Ujian akhir semester ganjil mata pelajaran seni budaya untuk kelas X meliputi 50 pertanyaan pilihan ganda tentang konsep-konsep dasar seni, jenis-jenis seni rupa, proses kreatif seni, dan fungsi sosial seni. Siswa diharuskan memilih satu jawaban yang dianggap benar untuk setiap pertanyaan.
Eric Schnell gave a professorial lecture on March 20, 2014 about the dilemmas faced by scholars in keeping their work relevant given rapid changes in technology and communications. He discussed how emerging technologies from the 1990s like Gopher and the World Wide Web initially disrupted traditional scholarship but are now sustaining technologies. Schnell noted tensions between using new digital formats and relying on traditional peer-reviewed publications for tenure. While new formats engage many users, their academic value is still debated. The future may require more flexibility in evaluating work to accommodate new digital scholarship.
This document provides an overview and agenda for a workshop on innovation adoption. It discusses how commercial success requires understanding how customers become aware of solutions, know if they work, are motivated to purchase, and overcome concerns. It outlines steps to identify market segments, stakeholders, barriers to adoption, and constraints for opportunities. Finally, it discusses generating business model and revenue options to stimulate adoption by modifying the technology, business model, or revenue streams to increase benefits or reduce costs and risks for stakeholders. The goal is to help participants better understand the technology commercialization process from both technological and behavioral perspectives.
The basics of Marketing Automation are presented along with three shifts that are being seen in the association/non-profit marketing market that organizations need to adopt. Several types of marketing automation programs are explained. Keys to marketing automation success involve segmentation, aligning operations to buyer behavior and using journey maps and buyer personas to better understand who you are targeting and what will entice them to take action.
T Jull - Planning your aftersales strategyThomas Jull
1. The document discusses the importance of planning an aftersales strategy for medical devices before launching a product to market. It outlines key considerations like defining maintenance requirements during design, planning resource needs, and ensuring spare parts availability.
2. Some of the earliest considerations for aftersales strategy include designing for maintainability and modularity, including diagnostic features, and planning for spare parts lead times. As development progresses, understanding customer locations, confirming logistics and regulations, and setting up communications are also important.
3. The document emphasizes starting aftersales preparation early in the design process according to ISO standards. Ensuring spare parts, understanding distribution, logistics planning, good communications, and a tracking system are all vital to support customers
The document discusses the 4Ms of production - Manpower, Method, Machine, and Materials. It describes each of the 4Ms and provides examples. Manpower refers to the human labor involved in manufacturing. Method is the production process that transforms raw materials. Machine describes the manufacturing equipment used. Materials are the raw resources used to create the product. The document outlines factors that affect choosing a production method and considerations for selecting equipment and sourcing materials.
The document discusses planning for systems analysis. It emphasizes the importance of carefully planning the approach to ensure adequate understanding of requirements. The analyst should understand project objectives and constraints. Face-to-face meetings with clients help build rapport and gather key information. Time management is also important, as there are many tasks to complete within limited time. The feasibility study determines if a project is possible and beneficial, considering operational, technical, economic and schedule feasibility.
Those annoying members! We put the information in the email! It’s not our fault that they didn’t take the time to read it! If your organization is currently relying on a uni-channel messaging strategy, then this webinar is for you. While email remains the backbone of a digital marketing strategy for the foreseeable future, the user has changed. Learn why email isn’t enough and take home new strategies for increasing your users receiving and absorbing your message! Watch this entire webinar and others by Highroad U on our YouTube channel: http://shout.lt/rMNF
Chap4_Requirements_Elicitation and Collaboration.pptxJaymin Mistry
1. Business analysts elicit requirements from stakeholders through various techniques like interviews, workshops, surveys to understand needed capabilities and ensure requirements are clear and consistent.
2. BA's then confirm elicited requirements by comparing to other sources and getting stakeholder feedback to validate accuracy.
3. Finally, BA's communicate analyzed requirements information to stakeholders in appropriate formats and engage with them to gain agreement and address any issues.
This allows BA's to effectively gather, analyze, and communicate requirements through collaboration with stakeholders to define needed business and system changes.
Avion, Inc. is experiencing issues with its single supplier Foster Technologies including decreased material quality and lower on-time delivery rates. Both companies need to improve cross-functional teamwork and integration to better accomplish goals and increase their competitive advantage. Avion increased its order quantities and shortened lead times beyond what Foster could handle based on its plant capacity. Both companies need to analyze problems using root cause analysis, gap analysis and Pareto analysis. They must also improve communications, performance tracking and work as collaborative partners to resolve issues.
This presentation was provided by Daniel Calto of Elsevier during the NISO virtual conference, Research Information Systems: The Connections Enabling Collaboration, held on August 16, 2017.
IronStar Consulting provides procurement consulting services to help clients reduce costs and improve profitability. They have an experienced team with expertise in various sectors. IronStar analyzes all areas of a client's spending to identify savings opportunities. They use a Return on Invested Capital model where they only earn fees from actual savings achieved. IronStar implements best practices and works with clients on a strategic and long-term basis to continuously realize procurement savings.
The document provides an overview of a case study for a furniture company. It discusses how the company began making custom wooden furniture and grew due to good quality and reputation. As demand increased for standard products, it started selling to retail outlets but faced issues with long delivery times and high inventory costs due to sharing manufacturing processes between custom and standard products. It provides answers to seven questions on long term decisions, how sales/marketing affects operations, the financial impact of increasing standard furniture production, and ways to avoid current issues related to production layout, forecasting, distribution and operations strategy.
Healthcare Enterprise Data Model: The Buy vs. Build DebatePerficient, Inc.
Every mid-to-large-sized healthcare organization will at some point need an enterprise data warehouse to consolidate data from its many source systems. The first question most will ask is, “Do I build it from scratch or buy a model?”
For some organizations, the answer to this question is simple and obvious. For others, it may be the source of internal debate on whether someone else can create a model that will address their nuances. Some will argue that a pre-built model will save time and money and should be explored as an option, while others may curb discussions due to the belief that their electronic medical records vendor already has it figured out.
In this webinar, we explored the pros and cons of building your own data model vs. buying one and looked at real customer use cases to help weigh the pros and cons of this critical enterprise decision. Topics included:
-How experience plays into the equation
-Which solution delivers value more quickly
-Which solution helps reduce the risk to the organization
-How easy is it to integrate other solutions
-How the decision to build vs. buy can impact your internal team
The document discusses factors to consider when designing distribution channels. It outlines a multi-step channel planning and design process that includes: segmenting and positioning target customer groups; defining customer needs; evaluating alternative channels; selecting and training channel partners; motivating partners; and implementing the channel design. Key factors addressed are defining objectives, costs, roles of intermediaries, partner selection criteria, training, and performance management to ensure the channel meets business goals in an efficient and effective manner.
This document provides 10 tips to consider when selecting an MES integration company. It emphasizes the importance of choosing a company with the right experience, team, delivery methods, testing procedures, and financial stability to ensure a successful project. Key questions to ask include what experience they have with the chosen platform, how many engineers will be dedicated to the project, what testing will be done before deployment, what support levels are available, and whether MES integration is their core business. The overall message is to thoroughly vet potential integrators to find one that can turn ideas into high-quality solutions and exceed expectations for the entire project lifecycle.
Value Chain Analysis, MUDA, Poke Yoke and KaizenHriday Bora
The document discusses Total Quality Management (TQM) concepts including value chain analysis, types of value chains, the value chain model, primary and support activities, uses of value chain analysis, vertical linkages, types of waste (muda), mistake proofing (poka-yoke), and classifications of poka-yoke. It provides details on Porter's value chain definition, the seven types of muda or waste identified by Toyota, principles of mistake proofing, statuses and functions of poka-yoke, and classifications of poka-yoke for servers and customers.
The document provides a 10-step process for evaluating and selecting software and service providers. Key steps include creating a project team, identifying information needs, prioritizing business requirements, pre-qualifying potential solutions, validating references, making a decision, establishing an implementation plan, and negotiating agreements. The summary advises investing resources in preparation to ensure getting the best service and product.
Feasibility Study: Marketing , Technical and Management AspectLena Argosino
This document provides an overview of key considerations for the marketing and technical aspects of a business plan. It discusses conducting demand analysis to identify target markets and competitors. Product description, industry profile, demand segmentation, supply analysis, and marketing strategies are covered. For technical aspects, it outlines examining the production process, equipment needs, facility requirements, capacity, and operating costs. Organization and management factors like business structure and staffing are also mentioned.
The document summarizes key aspects of consumer decision making processes and service operations management. It describes the three stages of consumer decision making as the prepurchase stage, consumption stage and post-purchase evaluation stage. It also outlines factors that influence consumer decisions at each stage. Regarding operations management, it discusses concepts like the technical core, buffering environmental influences, bottlenecks and strategies for positioning a service through specialization, volume or penetration approaches.
This document provides an overview of supplier selection and management. It discusses the role of purchasing managers and counsel in supplier relationships. Key aspects covered include establishing standardized order and fulfillment processes, drafting supply contracts, managing the supply chain, evaluating suppliers, selecting suppliers, and ongoing supplier management techniques. The document concludes by listing additional resources and practice tools for implementing effective supplier selection and management policies and procedures.
Organic Poultry Symposium - Tim Livingstoneacornorganic
This document provides a cost analysis for raising organic chickens and selling their eggs. It estimates that it costs $14-16 to raise a pullet to laying age. Direct costs to produce a dozen eggs are $2.74, including feed, carton, and costs to raise the hen. Labor to collect and process eggs is estimated at $1.67 per dozen. Total costs per dozen including labor are $4.41. Broiler production is also analyzed under different scenarios, estimating costs per pound raised and potential profits. Recommendations are provided for egg production practices like lighting, nest boxes, and cleaning.
This document outlines various rules, regulations, and programs related to livestock in Canada. It discusses disease prevention programs like Premise ID that track animal locations. It also outlines regulations like the Livestock Operations Act that govern manure management. The supply of chicken is managed by the Canadian Chicken Marketing Agency. For small egg and chicken farms in New Brunswick, there are limits of 199 hens or 200 chickens per year and requirements for storage, processing and packaging.
This document summarizes information from an organic poultry symposium, including brooding methods, costs of raising chickens from day-old to laying age, and costs associated with egg production. Key points include the costs to brood chicks for the first 4 weeks, costs to raise pullets from 5 to 20 weeks, costs to raise hens from 21 to 72 weeks, and the net profit per hen of $20.40 over 51 weeks of egg production. Processing costs of $5 per bird are also outlined.
This document summarizes common vegetable crop diseases in New Brunswick from 2014-2016. It outlines both infectious (biotic) and non-infectious (abiotic) plant diseases. For infectious diseases, it describes the causal pathogens such as fungi, bacteria, nematodes, protozoa, and viruses. It then discusses disease development and the disease triangle. The role of insects in transmitting diseases is also noted. The document provides details on specific diseases for various vegetable crops including tomatoes, cucurbits, carrots, alliums, and cole crops. It describes symptoms, pathogens, and management strategies for diseases like late blight, early blight, powdery mildew, and more. Biological control options and resources for
Three key points from the document:
1. Research found that more complex forage mixtures with multiple grass types yielded higher than simpler mixtures, and legumes like alfalfa and birdsfoot trefoil provided higher forage quality and nitrogen fixation.
2. Cattle generally had better daily weight gain on pastures with mixtures of timothy, meadow fescue, and bluegrass, but mixtures including tall fescue provided more gain per acre. Reseeding legumes every 2-3 years is important to sustain productivity.
3. Managing grazing to reduce mud and extending the grazing season through techniques like bale grazing can help lower winter feeding costs for cattle in eastern Canada's climate. Shelter, body condition
The Dexter Cattle Company promotes its certified organic beef which comes from cattle raised sustainably and with dignity on PEI. The organic beef has the highest nutrient content and quality fats while having the lowest toxins of any meat. Raising the cattle organically and grass-fed is also economically viable for PEI farmers as it costs less than conventional cattle farming with no grain, fertilizer, antibiotics or vet bills needed.
This document provides information about Halaal meat according to Islam. It begins with a brief history of Islam and how Islamic dietary laws originated from the Quran and Hadith. It explains that Halaal refers to permissible foods and Haraam refers to prohibited foods according to Islamic law. The document then outlines specific food restrictions in Islam, Judaism, and Christianity. It provides verses from the Quran regarding prohibited and permitted foods. It also discusses the proper procedures for slaughtering animals according to Islamic and Jewish traditions to ensure the meat is Halaal or Kosher. The document concludes with additional guidelines and customs related to the slaughtering process and storage of Halaal meat.
This document discusses considerations for calculating the cost of production (CoP) on organic farms. It notes that traditional CoP calculations only look at a single growing season and other costs like multi-year investments are not fully captured. The document advocates calculating both costs of production and benefits of production to better assess sustainability. It also discusses how climate change and other risks can make CoP calculations more variable and less effective as a performance measure over time.
This document discusses the importance and benefits of on-farm record keeping. It notes that record keeping allows farms to be managed by providing data on costs, activities, finances, and other metrics over time. Proper record keeping is essential for compliance, financial planning, traceability, and analyzing farm performance and costs of production. The document provides examples of different types of records farms can keep and recommends starting with key questions to determine what specific data should be prioritized. It also discusses best practices for organizing records through entity relationship diagrams and data modeling to facilitate analysis and insights. Spatial mapping of farm features and activities over years is also presented as an important component of comprehensive record keeping.
The document provides relationship advice for farm families based on a presentation by Michelle Wolf at an ACORN conference. Some of the key relationship lessons discussed include using gardening and farmers' market management as metaphors for relationships, understanding love languages and speaking your partner's language, adopting the 100/0 relationship principle of taking full responsibility while expecting nothing in return, building shared habits and rituals, paying attention to "bids for closeness", managing conflict effectively, and developing the skill of having difficult conversations. Resources are offered to help couples strengthen communication and nurture their relationships.
This document summarizes the results of a 2016 survey of over 1,000 organic vegetable growers in the Northeast United States. 210 growers responded to identify their top breeding and research priorities. The highest priority crops for cultivar development identified were arugula, Asian greens, basil, beet, broccoli, Brussels sprouts, cabbage, carrot, cilantro, cucumber, cucurbits, eggplant, fava bean, garlic, green bean, kale, leek, lettuce, melon, mustard, okra, onion, parsnip, pea, pepper, potato, radish, shallot, spinach, summer squash, sweet corn, Swiss chard, tomato, and watermelon
This document discusses various plant breeding techniques including recurrent selection, pedigree breeding, backcrossing, population breeding, and hybrid breeding. It provides examples of each technique and explains concepts like dominant and recessive traits, true breeding, and heterozygotes. Specific projects are summarized, like developing a sweet striped pepper and an early red bell pepper variety through selection of farmer varieties. Breeding projects acknowledge funders and collaborators.
S2 dynamics of proprietary seed mazourek acornacornorganic
This document discusses the dynamics between public and private seed development over time. It begins with open-pollinated seeds in the early 20th century and the rise of certified seed programs and early seed companies. Later, the development of hybrids, intellectual property protections, industry consolidation, and the resurgence of small seed companies distributing locally adapted varieties are described. The document also outlines the pedigree breeding process and issues around searching for seed, material transfer agreements, licenses, and how the author's university supports their public plant breeding program through royalty structures.
Stock seed, also known as breeder's seed, is the highest quality seed maintained by the breeder to ensure genetic purity. There are different classes of certified seed including breeder, foundation, registered, and certified seed. Maintaining genetic purity of stock seed is important and involves minimizing contamination and strictly rogueing off-types before pollination. Producing stock seed infrequently helps maintain genetic purity over time by reducing genetic drift. Proper storage methods like cool, dry conditions also preserve genetic integrity.
Heritage Conservation.Strategies and Options for Preserving India HeritageJIT KUMAR GUPTA
Presentation looks at the role , relevance and importance of built and natural heritage, issues faced by heritage in the Indian context and options which can be leveraged to preserve and conserve the heritage.It also lists the challenges faced by the heritage due to rapid urbanisation, land speculation and commercialisation in the urban areas. In addition, ppt lays down the roadmap for the preservation, conservation and making value addition to the available heritage by making it integral part of the planning , designing and management of the human settlements.
1. Deciding machinery requirements
Market share/volume that can be sold
determines Required throughput or capacity.
Market share divided by (Machinery + labour +
other overhead expenses) =Cost per unit
2. Breakdown of machinery expense philosophies
approach 1; amortized with maintenance over a set
period
-Consulting or mentorship expenses
-Initial Purchase or lease - an accountant will help
decide, typically based on cash-flow
-Repairs or upgrades needed to put machinery into
service
-Maintenance plan & related costs
-Reserve fund/line of credit for emergency replacement
-Resale value at the end of the maintenance
plan/warranty (minus advertising and commission)
3. Breakdown of machinery expense philosophies
approach 2; educated guess of machinery
expense
Initial Purchase
Repairs or upgrades needed to put machinery into
service
Minimal maintenance
Reserve fund/line of credit for emergency
replacement or repairs
Resale or scrap value
4. Breakdown of machinery expense philosophies
approach 3; operate moment to moment
Being happy come what may
5. Strategies to get maximum value from machinery
Dealers with full service support
-Imported machinery has risks with service or
parts support unless it's supported by a reputable
dealer
Find helpful salespeople
-A good salesperson will give you time with their
service technician to allay concerns
-Your salesperson will override service or
warranty decisions since they have more margin
Regionally made machinery
cheaper
better support
designed for the geographic region
more custom options for colour, size, style
6. Signs of positive project leadership and
mentorship
Feeling understood and respected when we make a
request
Feeling clear when a project is declined;
-it would be unsafe, unethical, immoral
-better options are available, or there are major
design flaws
-not fitting with the vision, quality and reputation
Ability to ask tough questions such as;
-'how long do you plan to keep this?',
(maybe replacement is a better investment)
-'what other options have you looked at?'
-'how badly do you want to take on this project?'
-'what's in it for you?'
7. Strategies to make empowered decisions
1)Utilize industry trade associations and conferences
-ask what discounts are available, or ways others
are meeting their bottom line
-make connections with those established in the
industry to get advice
-get a feel of who people are before paying for
consulting or mentorship
2)Consider amortizing large capital purchases to
create more cash-flow
8. 3)Learn how to look past a fresh paint job, or new
tires when purchasing
-talk with whoever will be servicing your
machinery for their advice
-decide on indicators of wear, neglect, abuse,
modification, especially on demo units
-ask others who own the same or similar
equipment, check on internet forums
-make a check-sheet for your purchase, rank
what is most important, follow this list!
-budget on the high side so you're not stuck
looking for a deal
-always test used equipment, or negotiate a test
period, go through the manual, test all the
functions
9. 4)Join or start a machinery co-op, or machinery pool
5)Purchasing the same equipment as your neighbors
-share spare parts
-gain purchasing power,
-ability to swap out parts-especially if labour
intensive to troubleshoot like electronics
11. Be really careful with who touches electronics, or
anything else that is a one-shot deal. For example,
tractor manufacturers like AGCO are using electronic
solenoids that use variable voltage sent from the
computer. They cannot be tested without the proper
diagnostic equipment, if they receive the wrong
voltage the solenoids will need replacement.
If you're keeping old tractors with electronics, have a
contingency plan in place. Service can require
having them trucked to a dealer for diagnostics, or
extensive downtime if wiring harnesses need to be
made. Wiring malfunction is a major cause of
machinery fires, don't make modifications, add lights
or accessories without knowing the design of the
system being hooked into.
12. With rare equipment that you feel dependent on,
consider the replacement cost of major hydraulic
components, injection pumps, engine rebuilds,
and have a contingency plan.
If you rely on your mechanic for emergency
service, ask what it will take to get that emergency
service, or get to the top of the queue. If it's not
possible, look at where that downtime would leave
you, and have a plan around it.
Avoid used equipment made with the first year of
new technology unless you know it's now proven.
13. Commissioning or building custom machinery
Determine throughput, then;
determine how expansion or increases in
capacity will be accounted for;
-adding into a line to reduce bottlenecks
-adding a second processing line or a
new facility
-selling old machinery to purchase more
suitable machinery
14. Food or Processing Line Considerations
-Proper design to eliminate entry of
contamination
-Elimination of crevices and surfaces that require
cleaning
-Human-Machine-Interface
-Design for easy wash-down, so that
processes are sure to be followed
-Adjustability to eliminate repetitive stress
from injuries
Stainless steel is typically expensive and slow to work
with, making labour a greater expense. Partnering
with a manufacturer who likes and invests in your
product is the only way I know of to get the best
results. Insist on seeing examples of past work in
person, and have similar work to compare it to.
15. Strategies to get the most value from machinery
Dealers with full service support
-Imported machinery has risks, limited track
record, service or parts support
Find helpful salespeople
-A good dealer will give you time with their
service technician to allay concerns
-A salesperson will override service or warranty
decisions since they have more margin
Regionally made equipment
cheaper
better support
designed for the geographic region
more custom options for colour, size, style
16. Signs of positive project leadership and mentorship
Feeling understood and respected when a request is made
Feeling clear when a project is declined;
-it would be unsafe, unethical, immoral
-better options are available, or there are major design
flaws
-not fitting with the vision, quality and reputation
Ability to ask tough questions such as;
-'how long do you plan to keep this?',
maybe replacement is a better investment
-'what other options have you looked at?'
-'how badly do you want to take on this project, what's
in it for you?'
17. Organizational design attributes
Succession planning for the ownership and
management
Record keeping system for designs, parts and
materials
Budget for innovation
Capacity list for machines and services
-empower you to an educated decision
-demonstrated time advantages
-quality advantages
18. Machining Capacity
Engine Lathe
-20”(30”gap) swing, 84” between
centers,
-2” spindle bore, #5MT tail-stock
Hydraulic Tracer
-Duplication and contouring of
turned parts
Threading Machine/Pipe Threader
-¼ to 1” bolt making, ¼ to 2” pipe
threading
Radial Arm Drill
-4' Arm, #5MT Spindle
Magnetic Base Drill
-#3MT Spindle
Magnetic Base Rotabroach
-1 3/8 cutter capacity, 450 RPM
Universal Milling Machine
-9”x42”table – 28”X, 12”Y, 16Z
Horizontal Milling Machine
-10”x46”table – 38”X, 12”Y, 20”Z
Horizontal Bandsaw
-13”x18”, 13”x13” mitre, semi-automatic
Hydraulic Ironworker Click Here for
Video
-Punch Maximum 13/16" Thru 3/4"
thick material or 50 Tons
-Bending Maximum 50 Tons
-Bar Shear 1-1/2" Round or 1" Square
-Plate Shear 1" x 4" w / Fixed Hold-
down, 3/4" x 10", or 5/8" x 15"
-Angle Shear 5" x 5" x 3/8" or 4" x 4” x
1/2"
-Coper-Notcher 2-3/4" x 4" x 1/4"
Universal Metal Bender
-Pipe to 1.5”, tubing to 2” OD,
extensive tooling
19. Design philosophy
-common off the shelf materials including re-
purposed components
Partnering options
-taking a payment based on performance of
what is produced
-having a continual stake in the success of
active clients
*Like me, you may have worked many places that
would sell anything, even if it wasn't going to
work. What would make you want to work with
people that won't partnering with you to ensure
they have a stake in your success?
21. Workers with a tangible stake in the success of the
organization ensuring quality & innovation.
Training plan for workers, and greater rewards as
experience is gained
Channels for outside information to reach all workers;
trade shows, industry associations
Healthy competition in the organization or industry,
ensuring innovation, due diligence,
Dealer/service network is put in place when going
beyond a regional setting
22. What you can do on-farm
Parts inventory system
-find out how long to obtain wearing parts,
consumables
-track what is used, stock materials
accordingly
Preventative maintenance programs
-keep consumables on hand so maintenance
can be done on rainy days
Have conversations with others who geek out
about machines
-genuine enthusiasm is infectious
Building mentoring relationships
-learn how to use your specialty as a
23. Pre-start Health and Safety Review Comparison
There are many laws regulating both machinery
safety and food safety. Looking to provinces with
stricter regulation is a great way to inform what keeps
us healthy.
We will have more resilience when factoring safety
into long-term investments. When we plan
effectively, we can refine production methods on our
own terms!
24. In New Brunswick, under
the Occupational Health
and Safety Act 235(1) An
employer shall ensure
that a machine is erected,
installed, assembled,
started, operated, used,
handled, stored, stopped,
serviced, tested, cleaned,
adjusted, maintained,
repaired and dismantled
in accordance with the
manufacturer’s
specifications.
In Ontario, A Pre-start
Health and Safety Review
is required when new or
used equipment or process
is moved to a new
workplace. Exemptions are
possible under certain
specific conditions.
sections 66(1) and 66(2) of
the Occupational Health
and Safety Act (Ontario)
state that, if convicted
under the Act, an individual
can be fined up to $25,000
and/or imprisoned for up to
12 months. The maximum
fine for a corporation is
$500,000.
25. Most importantly, are you, your partners and
suppliers working to create the safest
environment for the people you care about who
are working around machinery, while proactively
anticipating future regulations?
Thank-you!
Daniel Haartman
www.communitymachinery.com
Sackville, New Brunswick
506 899 4880