Definition of Productivity, Measurement of productivity, benefits of productivity, the role of management, government and labour to improve the productivity, factors affecting the productivity
Definition of Productivity, Measurement of productivity, benefits of productivity, the role of management, government and labour to improve the productivity, factors affecting the productivity
Overview of Lean Manufacturing types of production , comparison between Batch vs Continuous Flow , how to convert batch to continuous flow and the savings
Under this we have proposed a Lean Manufacturing technique which is named as SMED to reduce the Setup time and Changeover time of the manufacturing process in a heavy machine shop.
Smed implementation on manufacturing stamping lineDhruvShah202
Project descriptionThe company was facing higher machine downtime on the manufacturing line. After carrying out the root cause analysis using various lean tools such as 5W 1H, Ishikawa Diagram, and Pareto Chart conclusion has been made that die changeover is the root cause of the machine downtime. SMED implementation kick-off started with observing the current changeover activities. After that various kind of wastes identified. External and Internal activities separated and internal activities are streamlined using Precedence diagram and Gantt chart. That has resulted in standard work operations and increased parallel activities. The previous changeover time was 252 minutes and after SMED implementation it is estimated that changeover will be completed in 72 minutes.
SMED implementation on Automated Stamping LineParth Patel
The company was facing higher machine downtime on the manufacturing line. After carrying out the root cause analysis using various lean tools such as 5W 1H, Ishikawa Diagram, and Pareto Chart conclusion has been made that die changeover is the root cause of the machine downtime. SMED implementation kick-off started with observing the current changeover activities. After that various kind of wastes identified. External and Internal activities separated and internal activities are streamlined using Precedence diagram and Gantt chart. That has resulted in standard work operations and increased parallel activities. The previous changeover time was 252 minutes and after SMED implementation it is estimated that changeover will be completed in 72 minutes.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
In today’s competitive world market, manufacturers face more tough challenges and are pressured to find ways for
productivity improvement wherever possible in the entire supply chain. To give competition to other business under the current
global situation, a company needs to reduce or eliminate the idle and downtime of operations and improve the current working
methods. Improve profit is the primary goal of any manufacturing industry. The successes of the sector depend on its
productivity. This productivity decreases because of deficiency in previous standard time for activities carried out by
operators/labours, non-value-added activities involved and the ineffective methods, and imbalance in the material flow. This
paper highlights a methodology developed for standardization in the process activities in different production industries and
research and development departments using Maynard’s Operation Sequence Technique. (MOST) Due to high uncertainty in
demand, it is challenging to meet the demand with existing supply. In this situation, industrial engineering (IE) techniques are
used to resolve the existing manufacturing situation and identify the potential for increased productivity. MOST (Maynard
Operation Sequence Technique) is a good work measurement technique that allows better productivity and Resource
Optimization. The main objective of the MOST method is to reduce the work content and improve the productivity of the process.
Chapter 3 JIT, Value Added and Waste .docxadkinspaige22
Chapter 3: JIT, Value Added and Waste
Elimination
Part1- What is Just-In-Time (JIT)?
Continuous Improvement is a basic and important concept in modern manufacturing,
and it is a cornerstone of JIT and TOM. However, it is a very general and open-
ended concept. Another important element of the modern manufacturing and service
operations is the concept of VALUE_ADDED
Just-in-time (JIT) is an approach to manufacturing which aims to increase “value-
add” activity and eliminate waste by providing the environment to simplify and
perfect processes within an organization. Just-in-time manufacturing means
producing the necessary items, in the required quantities at the appropriate time.
JIT can deliver significant improvements in operating efficiency. Having raw
materials arrive at a manufacturing facility, just in time to enter the production
process allows an organization to minimize the amount of inventory it must hold
and store. It also minimizes the potential cost of obsolescence, which can arise due
to change in product specifications, customer demands, etc..
Putting the JIT concept into practice means a reversal of traditional thinking with
regard to managing a manufacturing process flow. In conventional production
processes, units are transported to the next production stage as soon as they are
ready. In JIT, each stage in the production process looks back to the previous stage
to pick up the exact number of units needed. Product (and services) are pulled
through the process driven by demand from customers, rather than the traditional
approach where product and services are pushed forward based on planned
schedules.
A)-The benefits associated with Just In Time Manufacturing
While the prevailing view of JIT is that of an inventory control system, it is much
more. JIT is an operational philosophy which can deliver a broad range of benefits.
Examples of the benefits associated with implementing a JIT process:
– The production of high quality, high reliability products that customers want,
resulting is satisfied and loyal customers.
– The delivery of products which match the rate that the customers require.
– Optimized manufacturing process lead-times.
– Minimized and eliminated waste of labor, material and equipment.
– All activity having a defined purpose towards meeting customer needs.
– Continuous reductions in process and equipment set-up and change-over times.
– The elimination of unnecessary inventory and improved inventory management
and control.
– Continuous reductions in supplier lead times.
– Ongoing significant improvements in organizational productivity and efficiency.
B)-IS JIT applicable only to Manufacturing?
The concepts of Just In Time are applied to all value creating organizations. While
JIT originated in .
Labour :Time Rate -piece rate, Incentives meaning importance Taylor Differential piece rate-Halsey & rowan plans.Labour turnover meaning causes -effects-methods
Overview of Lean Manufacturing types of production , comparison between Batch vs Continuous Flow , how to convert batch to continuous flow and the savings
Under this we have proposed a Lean Manufacturing technique which is named as SMED to reduce the Setup time and Changeover time of the manufacturing process in a heavy machine shop.
Smed implementation on manufacturing stamping lineDhruvShah202
Project descriptionThe company was facing higher machine downtime on the manufacturing line. After carrying out the root cause analysis using various lean tools such as 5W 1H, Ishikawa Diagram, and Pareto Chart conclusion has been made that die changeover is the root cause of the machine downtime. SMED implementation kick-off started with observing the current changeover activities. After that various kind of wastes identified. External and Internal activities separated and internal activities are streamlined using Precedence diagram and Gantt chart. That has resulted in standard work operations and increased parallel activities. The previous changeover time was 252 minutes and after SMED implementation it is estimated that changeover will be completed in 72 minutes.
SMED implementation on Automated Stamping LineParth Patel
The company was facing higher machine downtime on the manufacturing line. After carrying out the root cause analysis using various lean tools such as 5W 1H, Ishikawa Diagram, and Pareto Chart conclusion has been made that die changeover is the root cause of the machine downtime. SMED implementation kick-off started with observing the current changeover activities. After that various kind of wastes identified. External and Internal activities separated and internal activities are streamlined using Precedence diagram and Gantt chart. That has resulted in standard work operations and increased parallel activities. The previous changeover time was 252 minutes and after SMED implementation it is estimated that changeover will be completed in 72 minutes.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
In today’s competitive world market, manufacturers face more tough challenges and are pressured to find ways for
productivity improvement wherever possible in the entire supply chain. To give competition to other business under the current
global situation, a company needs to reduce or eliminate the idle and downtime of operations and improve the current working
methods. Improve profit is the primary goal of any manufacturing industry. The successes of the sector depend on its
productivity. This productivity decreases because of deficiency in previous standard time for activities carried out by
operators/labours, non-value-added activities involved and the ineffective methods, and imbalance in the material flow. This
paper highlights a methodology developed for standardization in the process activities in different production industries and
research and development departments using Maynard’s Operation Sequence Technique. (MOST) Due to high uncertainty in
demand, it is challenging to meet the demand with existing supply. In this situation, industrial engineering (IE) techniques are
used to resolve the existing manufacturing situation and identify the potential for increased productivity. MOST (Maynard
Operation Sequence Technique) is a good work measurement technique that allows better productivity and Resource
Optimization. The main objective of the MOST method is to reduce the work content and improve the productivity of the process.
Chapter 3 JIT, Value Added and Waste .docxadkinspaige22
Chapter 3: JIT, Value Added and Waste
Elimination
Part1- What is Just-In-Time (JIT)?
Continuous Improvement is a basic and important concept in modern manufacturing,
and it is a cornerstone of JIT and TOM. However, it is a very general and open-
ended concept. Another important element of the modern manufacturing and service
operations is the concept of VALUE_ADDED
Just-in-time (JIT) is an approach to manufacturing which aims to increase “value-
add” activity and eliminate waste by providing the environment to simplify and
perfect processes within an organization. Just-in-time manufacturing means
producing the necessary items, in the required quantities at the appropriate time.
JIT can deliver significant improvements in operating efficiency. Having raw
materials arrive at a manufacturing facility, just in time to enter the production
process allows an organization to minimize the amount of inventory it must hold
and store. It also minimizes the potential cost of obsolescence, which can arise due
to change in product specifications, customer demands, etc..
Putting the JIT concept into practice means a reversal of traditional thinking with
regard to managing a manufacturing process flow. In conventional production
processes, units are transported to the next production stage as soon as they are
ready. In JIT, each stage in the production process looks back to the previous stage
to pick up the exact number of units needed. Product (and services) are pulled
through the process driven by demand from customers, rather than the traditional
approach where product and services are pushed forward based on planned
schedules.
A)-The benefits associated with Just In Time Manufacturing
While the prevailing view of JIT is that of an inventory control system, it is much
more. JIT is an operational philosophy which can deliver a broad range of benefits.
Examples of the benefits associated with implementing a JIT process:
– The production of high quality, high reliability products that customers want,
resulting is satisfied and loyal customers.
– The delivery of products which match the rate that the customers require.
– Optimized manufacturing process lead-times.
– Minimized and eliminated waste of labor, material and equipment.
– All activity having a defined purpose towards meeting customer needs.
– Continuous reductions in process and equipment set-up and change-over times.
– The elimination of unnecessary inventory and improved inventory management
and control.
– Continuous reductions in supplier lead times.
– Ongoing significant improvements in organizational productivity and efficiency.
B)-IS JIT applicable only to Manufacturing?
The concepts of Just In Time are applied to all value creating organizations. While
JIT originated in .
Labour :Time Rate -piece rate, Incentives meaning importance Taylor Differential piece rate-Halsey & rowan plans.Labour turnover meaning causes -effects-methods
Space and Inventory Managemet Program at Panasonic India WarehouseNavneet Dwivedi
Presentation on Study of Warehouse operation of Panasonic India, improvement programs on space and inventory management using Cube Utilization, Pareto and ABC analysis.
NUMERICAL SIMULATIONS OF HEAT AND MASS TRANSFER IN CONDENSING HEAT EXCHANGERS...ssuser7dcef0
Power plants release a large amount of water vapor into the
atmosphere through the stack. The flue gas can be a potential
source for obtaining much needed cooling water for a power
plant. If a power plant could recover and reuse a portion of this
moisture, it could reduce its total cooling water intake
requirement. One of the most practical way to recover water
from flue gas is to use a condensing heat exchanger. The power
plant could also recover latent heat due to condensation as well
as sensible heat due to lowering the flue gas exit temperature.
Additionally, harmful acids released from the stack can be
reduced in a condensing heat exchanger by acid condensation. reduced in a condensing heat exchanger by acid condensation.
Condensation of vapors in flue gas is a complicated
phenomenon since heat and mass transfer of water vapor and
various acids simultaneously occur in the presence of noncondensable
gases such as nitrogen and oxygen. Design of a
condenser depends on the knowledge and understanding of the
heat and mass transfer processes. A computer program for
numerical simulations of water (H2O) and sulfuric acid (H2SO4)
condensation in a flue gas condensing heat exchanger was
developed using MATLAB. Governing equations based on
mass and energy balances for the system were derived to
predict variables such as flue gas exit temperature, cooling
water outlet temperature, mole fraction and condensation rates
of water and sulfuric acid vapors. The equations were solved
using an iterative solution technique with calculations of heat
and mass transfer coefficients and physical properties.
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
Forklift Classes Overview by Intella PartsIntella Parts
Discover the different forklift classes and their specific applications. Learn how to choose the right forklift for your needs to ensure safety, efficiency, and compliance in your operations.
For more technical information, visit our website https://intellaparts.com
2. To define few Key Production Performance
Indicators (Production KPIs)
◦ OEE (Overall Equipment Effectiveness)
◦ Direct Efficiency
◦ Productivity
3. Direct Efficiency
Productivity
Efficiency of workers
involved in production
activity only
Efficiency and effectiveness
of all the workers enrolled
in the company
Efficiency ?? Effectiveness??
Ratio of input and output
Ability to do thing correctly
5. Theoretical Produced Hours ??
Paid Hours ??
Worked Hours ??
Direct Presence Hours
Delegation Hours
Standard Hours
6. Punching
(2 min)
Trimming
(1 min)
Drawing
(3 min)
Buffing (2
min)
Packaging
(2 min)
Cutting
(1 min)
Deburring
(1 min)
Drilling
(3 min)
Bending
(5min)
Washing
(2 min)
(a)
(b)
Process Process Flow Total
Time
10 min
12 min
Thus we have Total Time Cycle for Process (a) TTCa =10 minutes
Total Time Cycle for Process (a) TTCb =12 minutes
Standard Hour (Item (a) STHa= (10/60) =0.1667 hrs/unit
Standard Hour (Item (a) STHb= (12/60) =0.2 hrs/unit
7. Daily Production Report
Manpower Details Production Quantity
Total Enrolled (TE) 11 Item (b) Item (b)
Total Present (TP) 10 Total Produced 183 100
Setup Man 1 Good Items 180 100
Short Leave (hrs) (SL) 4 Scrap 3 0
Overtime (hrs) (OT) 1 Total Time Cycle (min) 10 12
Delegated to Other Dept.
Department Nos Duration(hrs) Manhours
Stores 1 8 8
Technical
Quality 1 4 4
Washing
Rework
Admin Work 2 4 8
Other Misc
Shift Time (ST) 8.5
Break Time (BT) 0.5
8. Summary Report
Shift Time 8.5
Break Time 0.5
Net Shift Time 8
Production Hour 50
Direct Presence hours 77
Delegated Hours 20
Worked Hours 57
Paid Hours 90.5
Direct Eff. 87.7%
Productivity 55.2%
Production Hour= (STHa*Qtya) + (STHb*Qtyb
= ((10/60)*180)+ ((12/60)*100)
= 50 hrs
.
Net Shift Time(NST)=Shift Time-Break Time
=8.5 -0.5= 8 hrs
Direct Presence Hours= (NST*TP)+OT-SL
= (8*10)+1-4 = 77 hrs
Delegated Hours = Sum(all delegation man-hours)
= 20 hrs
Worked Hours = D.Presence Hrs- Delegated Hrs
= 77-20 = 57 hrs
Paid Hours=(ST*TE)+OT-SL =(11*8.5)+1-4
= 90.5 hrs
Direct Efficiency=
𝑇ℎ𝑒𝑜𝑟𝑒𝑡𝑖𝑐𝑎𝑙 𝑃𝑟𝑜𝑑𝑢𝑐𝑒𝑑 𝐻𝑜𝑢𝑟𝑠
𝑊𝑜𝑟𝑘𝑒𝑑 𝐻𝑜𝑢𝑟𝑠
Productivity=
𝑇ℎ𝑒𝑜𝑟𝑒𝑡𝑖𝑐𝑎𝑙 𝑃𝑟𝑜𝑑𝑢𝑐𝑒𝑑 𝐻𝑜𝑢𝑟𝑠
𝑃𝑎𝑖𝑑 𝐻𝑜𝑢𝑟𝑠
87.7 %
55.2 %