The document provides instructions for maintaining 3R (Right Quantity, Right Container, Right Location) when organizing materials. It discusses storing materials in the correct bins with proper labeling. Control points are established to ensure the right quality, quantity and location of parts. Safety precautions and consumable items are also addressed. Sequential and self-check points are defined to monitor processes.
A3 Report (Lean Manufacturing template for PDCA), Applied to a project to reduce line down due to lack of returnable boxes.
...
Relatório em formato A3 (Template para o PDCA usado no Lean Manufacturing), aplicado a um projeto de redução de paradas de linha devido falta de embalagens vai-e-vem.
The document discusses quality at the source and the limitations of visual inspection for quality control. It presents an exercise where participants try to find all instances of the letter "T" in a passage within a time limit, which typically results in only 80% detection. This illustrates that visual inspection alone misses 20% of defects. The document advocates for building quality into processes from the start through techniques like error prevention and providing immediate feedback to correct issues.
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
Lean manufacturing aims to maximize value and minimize waste in production. It focuses on eliminating waste in all areas including customer relations, product design, supplier networks, and factory management. The goal is to incorporate less effort, inventory, time, and space while producing high quality products efficiently. Key aspects of lean include specifying customer value, value stream mapping to identify waste, using a pull system triggered by customer demand, empowering employees, and continuously improving. Techniques like 5S workplace organization, standard work, visual controls, total productive maintenance, and just-in-time production help implement lean principles.
Lean Business France provides lean management consulting services to help companies improve competitiveness through lean principles. They have over 20 years of experience implementing lean across manufacturing, services, and supply chains globally. Their services include lean assessments, training, workshops, and ongoing support in areas such as process optimization, problem solving, leadership, culture change, and supply chain management. They take a holistic approach focused on both technical tools and developing people and culture. The company is based near Toulouse, France but works with clients internationally.
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
This document provides an overview of lean manufacturing. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement by flowing product to meet customer pull. The document outlines several lean principles including specifying value from the customer perspective; identifying all value-adding steps; making those steps flow smoothly; producing only to customer orders; and striving for perfection by removing waste. It also defines the seven original "mudas" or wastes as transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The goal of lean is to maximize value flow by eliminating waste, variability, and overburden.
A3 Report (Lean Manufacturing template for PDCA), Applied to a project to reduce line down due to lack of returnable boxes.
...
Relatório em formato A3 (Template para o PDCA usado no Lean Manufacturing), aplicado a um projeto de redução de paradas de linha devido falta de embalagens vai-e-vem.
The document discusses quality at the source and the limitations of visual inspection for quality control. It presents an exercise where participants try to find all instances of the letter "T" in a passage within a time limit, which typically results in only 80% detection. This illustrates that visual inspection alone misses 20% of defects. The document advocates for building quality into processes from the start through techniques like error prevention and providing immediate feedback to correct issues.
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
Lean manufacturing aims to maximize value and minimize waste in production. It focuses on eliminating waste in all areas including customer relations, product design, supplier networks, and factory management. The goal is to incorporate less effort, inventory, time, and space while producing high quality products efficiently. Key aspects of lean include specifying customer value, value stream mapping to identify waste, using a pull system triggered by customer demand, empowering employees, and continuously improving. Techniques like 5S workplace organization, standard work, visual controls, total productive maintenance, and just-in-time production help implement lean principles.
Lean Business France provides lean management consulting services to help companies improve competitiveness through lean principles. They have over 20 years of experience implementing lean across manufacturing, services, and supply chains globally. Their services include lean assessments, training, workshops, and ongoing support in areas such as process optimization, problem solving, leadership, culture change, and supply chain management. They take a holistic approach focused on both technical tools and developing people and culture. The company is based near Toulouse, France but works with clients internationally.
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
This document provides an overview of lean manufacturing. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement by flowing product to meet customer pull. The document outlines several lean principles including specifying value from the customer perspective; identifying all value-adding steps; making those steps flow smoothly; producing only to customer orders; and striving for perfection by removing waste. It also defines the seven original "mudas" or wastes as transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The goal of lean is to maximize value flow by eliminating waste, variability, and overburden.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the history and objectives of TPM, as well as the benefits it provides. The core pillars of TPM are also summarized, including 5S, Jishu Hozen, Kobetsu Kaizen, planned maintenance, quality maintenance, and training. TPM aims to maximize equipment effectiveness through improved maintenance practices and employee involvement across all departments. When implemented successfully, TPM can increase productivity and efficiency while reducing costs and improving product quality and customer satisfaction.
This document discusses the Toyota Production System principle of leveling out workload (Heijunka) to stabilize production volume and variety. Heijunka spreads customer orders evenly throughout production to optimize capacity utilization and ensure high order fulfillment. It balances resource usage and reduces risk of excess inventory compared to an uneven, build-to-order approach. Implementing Heijunka requires changes to production planning and inventory management using tools like takt time, standard work, and a Heijunka box to visualize the leveled schedule.
The document discusses how Hash Management Services LLP helps manufacturing companies improve productivity through lean manufacturing techniques. It provides expertise in lean implementation including 5S and supply chain management. It has worked with over 50 small and medium enterprises across various sectors in the last 6 years. The document then introduces lean manufacturing, defining it as a systematic approach to identifying and eliminating waste to improve efficiency. It outlines the seven types of waste in lean manufacturing: waiting, transportation, overproduction, overprocessing, inventory, motion, and defects.
Human: Thank you for the summary. Summarize the following additional section from the document in 1-2 sentences:
Where to apply the Lean Manufacturing Principles ?
The document outlines an agenda for a one-day visual management workshop. The agenda includes sessions on introductions, the principles of visual management, workplace organization techniques like 5S, exercises in applying visual displays and measures, and developing implementation plans. The workshop aims to teach participants how to use visual tools to communicate important information, make work safer and easier to understand, and improve overall performance. It covers the four phases of visual management: workplace organization, visual displays, visual measures, and fully implementing a visual system.
This document outlines 16 major types of losses that can occur during production activities. It discusses losses related to equipment failures, setup and adjustment times, tool changes, start-up times, minor stops, reduced speeds, defects and reworking, scheduled downtimes, management issues, operating motions, line organization, logistics, measurements and adjustments, yields, energy usage, and tools, dies and jigs. For each loss type, it provides definitions and discusses general problems and ways to reduce losses, with a focus on achieving single-step defect-free changeovers and eliminating failures and defects. The ultimate goals are improving overall equipment effectiveness and attaining zero losses across all categories.
TPM for lean manufacturing chp4 step of “jlshu hozen “activities博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. What is Jlshu-Hozen ?
2.Conservation activities of manufacturing departments
3.Conservation activities of maintenance department
4.Step method for the development of “Jishu-Hozen”
Step1: Initial-phase cleaning
Step2:Countermeasures for the source of problems
Step3: Establishment of tentative standards for“Jishu-Hozen”
Step4:General [overall] inspection
Step5: Autonomous inspection
Step6:Standardization
Step 7:Thorough implementation of autonomous
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
This project gives an introduction to the history and philosophy behind lean management, including just-in-time (JIT) manufacturing, push & pull scheduling, kanban system and continuous improvement process.
Submitted by: Gaurav Singh, Parmeet Singh, Pragya Sarin, Pratistha Gupta, Sanyam Khetarpal, Satya Mathur
Subject: Operations Management, Year: 2015-16
Course: Bachelors of Management Studies
College: Shaheed Sukhdev College of Business Studies, University of Delhi
All rights reserved.
The document discusses 4M change management processes. 4M refers to changes in man, material, machine, or method that can impact product quality. It defines the 4M categories and outlines procedures for planned, unplanned, and abnormal changes. For each change type, it specifies activities like set-up approval, retroactive inspection, and suspect lot checking to control the change and its effects on production. The goal is to effectively manage 4M changes to maintain product quality.
The document describes the process of Jishu-Hozen, or autonomous maintenance. It includes 7 steps: 1) initial cleaning, 2) measures against sources of contamination, 3) formulation of cleanup and lubrication standards, 4) general inspection, 5) autonomous inspection, 6) standardization, and 7) autonomous management. The goals are to prevent equipment issues, reduce maintenance costs, and increase operator involvement in maintenance through standardized processes and inspections led by cross-functional teams.
Visual management is a set of techniques that use visual cues in the workplace to communicate and control processes. It aims to make work processes easy to understand through visual displays of information. The 5S methodology is a key part of visual management and aims to organize and clean the workplace. The 5S steps are sort, straighten, shine, standardize, and sustain. Implementing visual controls like color coding, labeling, and visual signals can help ensure processes are followed and the workplace is safely organized. Visual boards are also used to visually track key metrics and ensure issues are addressed. Overall, visual management strives to improve communication, safety, productivity and quality through a visually organized and controlled workplace.
The document provides an introduction to standardized work. It discusses how standardized work was developed based on principles from Henry Ford's assembly line and mass production techniques. The purpose of standardized work is to document the most efficient work methods and use it as a baseline for continuous improvement. It defines the work sequence, cycle time, and standard in-process inventory levels. Benefits include eliminating waste, easier problem identification, and establishing a flexible manufacturing system.
This document provides an overview of World Class Manufacturing (WCM) principles and implementation at Fiat. It discusses that WCM aims to eliminate all types of waste and losses through continuous improvement and employee contributions. Fiat has successfully implemented WCM at plants in Poland, Italy, and Turkey, with one Turkey plant achieving Silver level status. WCM focuses on improving all aspects of plant operations from quality to maintenance to logistics. The principles emphasize safety, standards, eliminating losses, and people involvement. Metrics are used to track progress on goals like reducing defects, breakdowns, and inventory.
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.
TPM (Total Productive Maintenance) is a Japanese approach to equipment maintenance that focuses on minimizing breakdowns and maximizing equipment efficiency. It involves operators performing basic cleaning and inspections of equipment on a daily basis through autonomous maintenance. The goals of TPM and autonomous maintenance include eliminating equipment losses to improve overall equipment effectiveness (OEE) and increase productivity, quality and profitability through early problem detection and correction. Autonomous maintenance is carried out through a 7 step process that includes cleaning, inspection, identifying abnormalities, and standardizing maintenance procedures.
Standard Work for Leaders is a lean approach and method to enable leaders to provide daily support in both strategy deployment and culture development. The leaders follow a three step process of developing the daily standard tasks to check on strategy deployment, installing visual management at the value stream to understand the progress and results, and finally using the Gemba walk to ensure daily progress.
This document is the general catalogue for SKF, a manufacturer of bearings and related products. It provides an overview of the catalogue, noting it contains standard bearings and accessories. It also describes updates made to the technical section, including new models for determining friction and lubricant viscosity. The catalogue aims to match customer needs and make products available worldwide.
This document is a general catalogue from SKF that provides an overview of their various bearing products. It includes sections on SKF as a knowledge engineering company, contents, technical information on bearing selection and application, notable bearing product innovations, and other SKF products. The catalogue aims to be a comprehensive reference for rolling bearings and accessories to meet customer needs.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the history and objectives of TPM, as well as the benefits it provides. The core pillars of TPM are also summarized, including 5S, Jishu Hozen, Kobetsu Kaizen, planned maintenance, quality maintenance, and training. TPM aims to maximize equipment effectiveness through improved maintenance practices and employee involvement across all departments. When implemented successfully, TPM can increase productivity and efficiency while reducing costs and improving product quality and customer satisfaction.
This document discusses the Toyota Production System principle of leveling out workload (Heijunka) to stabilize production volume and variety. Heijunka spreads customer orders evenly throughout production to optimize capacity utilization and ensure high order fulfillment. It balances resource usage and reduces risk of excess inventory compared to an uneven, build-to-order approach. Implementing Heijunka requires changes to production planning and inventory management using tools like takt time, standard work, and a Heijunka box to visualize the leveled schedule.
The document discusses how Hash Management Services LLP helps manufacturing companies improve productivity through lean manufacturing techniques. It provides expertise in lean implementation including 5S and supply chain management. It has worked with over 50 small and medium enterprises across various sectors in the last 6 years. The document then introduces lean manufacturing, defining it as a systematic approach to identifying and eliminating waste to improve efficiency. It outlines the seven types of waste in lean manufacturing: waiting, transportation, overproduction, overprocessing, inventory, motion, and defects.
Human: Thank you for the summary. Summarize the following additional section from the document in 1-2 sentences:
Where to apply the Lean Manufacturing Principles ?
The document outlines an agenda for a one-day visual management workshop. The agenda includes sessions on introductions, the principles of visual management, workplace organization techniques like 5S, exercises in applying visual displays and measures, and developing implementation plans. The workshop aims to teach participants how to use visual tools to communicate important information, make work safer and easier to understand, and improve overall performance. It covers the four phases of visual management: workplace organization, visual displays, visual measures, and fully implementing a visual system.
This document outlines 16 major types of losses that can occur during production activities. It discusses losses related to equipment failures, setup and adjustment times, tool changes, start-up times, minor stops, reduced speeds, defects and reworking, scheduled downtimes, management issues, operating motions, line organization, logistics, measurements and adjustments, yields, energy usage, and tools, dies and jigs. For each loss type, it provides definitions and discusses general problems and ways to reduce losses, with a focus on achieving single-step defect-free changeovers and eliminating failures and defects. The ultimate goals are improving overall equipment effectiveness and attaining zero losses across all categories.
TPM for lean manufacturing chp4 step of “jlshu hozen “activities博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. What is Jlshu-Hozen ?
2.Conservation activities of manufacturing departments
3.Conservation activities of maintenance department
4.Step method for the development of “Jishu-Hozen”
Step1: Initial-phase cleaning
Step2:Countermeasures for the source of problems
Step3: Establishment of tentative standards for“Jishu-Hozen”
Step4:General [overall] inspection
Step5: Autonomous inspection
Step6:Standardization
Step 7:Thorough implementation of autonomous
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
This project gives an introduction to the history and philosophy behind lean management, including just-in-time (JIT) manufacturing, push & pull scheduling, kanban system and continuous improvement process.
Submitted by: Gaurav Singh, Parmeet Singh, Pragya Sarin, Pratistha Gupta, Sanyam Khetarpal, Satya Mathur
Subject: Operations Management, Year: 2015-16
Course: Bachelors of Management Studies
College: Shaheed Sukhdev College of Business Studies, University of Delhi
All rights reserved.
The document discusses 4M change management processes. 4M refers to changes in man, material, machine, or method that can impact product quality. It defines the 4M categories and outlines procedures for planned, unplanned, and abnormal changes. For each change type, it specifies activities like set-up approval, retroactive inspection, and suspect lot checking to control the change and its effects on production. The goal is to effectively manage 4M changes to maintain product quality.
The document describes the process of Jishu-Hozen, or autonomous maintenance. It includes 7 steps: 1) initial cleaning, 2) measures against sources of contamination, 3) formulation of cleanup and lubrication standards, 4) general inspection, 5) autonomous inspection, 6) standardization, and 7) autonomous management. The goals are to prevent equipment issues, reduce maintenance costs, and increase operator involvement in maintenance through standardized processes and inspections led by cross-functional teams.
Visual management is a set of techniques that use visual cues in the workplace to communicate and control processes. It aims to make work processes easy to understand through visual displays of information. The 5S methodology is a key part of visual management and aims to organize and clean the workplace. The 5S steps are sort, straighten, shine, standardize, and sustain. Implementing visual controls like color coding, labeling, and visual signals can help ensure processes are followed and the workplace is safely organized. Visual boards are also used to visually track key metrics and ensure issues are addressed. Overall, visual management strives to improve communication, safety, productivity and quality through a visually organized and controlled workplace.
The document provides an introduction to standardized work. It discusses how standardized work was developed based on principles from Henry Ford's assembly line and mass production techniques. The purpose of standardized work is to document the most efficient work methods and use it as a baseline for continuous improvement. It defines the work sequence, cycle time, and standard in-process inventory levels. Benefits include eliminating waste, easier problem identification, and establishing a flexible manufacturing system.
This document provides an overview of World Class Manufacturing (WCM) principles and implementation at Fiat. It discusses that WCM aims to eliminate all types of waste and losses through continuous improvement and employee contributions. Fiat has successfully implemented WCM at plants in Poland, Italy, and Turkey, with one Turkey plant achieving Silver level status. WCM focuses on improving all aspects of plant operations from quality to maintenance to logistics. The principles emphasize safety, standards, eliminating losses, and people involvement. Metrics are used to track progress on goals like reducing defects, breakdowns, and inventory.
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.
TPM (Total Productive Maintenance) is a Japanese approach to equipment maintenance that focuses on minimizing breakdowns and maximizing equipment efficiency. It involves operators performing basic cleaning and inspections of equipment on a daily basis through autonomous maintenance. The goals of TPM and autonomous maintenance include eliminating equipment losses to improve overall equipment effectiveness (OEE) and increase productivity, quality and profitability through early problem detection and correction. Autonomous maintenance is carried out through a 7 step process that includes cleaning, inspection, identifying abnormalities, and standardizing maintenance procedures.
Standard Work for Leaders is a lean approach and method to enable leaders to provide daily support in both strategy deployment and culture development. The leaders follow a three step process of developing the daily standard tasks to check on strategy deployment, installing visual management at the value stream to understand the progress and results, and finally using the Gemba walk to ensure daily progress.
This document is the general catalogue for SKF, a manufacturer of bearings and related products. It provides an overview of the catalogue, noting it contains standard bearings and accessories. It also describes updates made to the technical section, including new models for determining friction and lubricant viscosity. The catalogue aims to match customer needs and make products available worldwide.
This document is a general catalogue from SKF that provides an overview of their various bearing products. It includes sections on SKF as a knowledge engineering company, contents, technical information on bearing selection and application, notable bearing product innovations, and other SKF products. The catalogue aims to be a comprehensive reference for rolling bearings and accessories to meet customer needs.
V 2.0
Project Charter
Project Name
The opening of Jon’s Book store
Project Number
1
Project Manager
Prioritization
1
Owner(s)
Start Date:
September 1, 2014
Scheduled Completion Date:
March 6, 2015
Mission/ Purpose
The store will create more friendly and welcoming environment. The goal is to have a business where people can come buy books set and have coffee eat baked goods or come in and buy baked goods. Later on we would like to have a book exchange program. This is a large project seeing that we are opening a new business.
SOW
This project will create a place for everyone to come and read or have meetings with friends or stop and grab something on the run. The product of this project is to have books, sweets enjoys a cup of coffee. We plan to have the coffee and bakery one unit. I will be the first thing when you walk in. The high level of deliveries is making sure the customers are happy and making sure they come back.
Objectives
The objective is to open a place where you can have multiple things in one business. It makes it easier so you are not running around everywhere.
Business Need
We will need a building we could rent or buy. We will also need more workers. The place needs to be in an area that a books store will do well.
Project Manager and Stakeholders
Jon zumkehr
Milestones
What is the key milestone dates associated with the project?
Find location/ Lease Building
September 1
Fix up building
September 3
Obtain permits and licenses
September 6
Choose a name and logo
September 14
Purchase books
September 18
Buy equipment and arrange the store
September 21
Begin Construction Process on bookshelves, Bakery counters and check-out counter.
September 28
Book deliver
October 1
Rearrange all the books on shelves
October 5
Begin advisement
November 1
Interview employees
november 15
Start baking for Opening day
November 30
Open doors to Nelly’s Sweets and Books
March 6
Budget
What is the order-of-magnitude budget for this project?
$25,000
User Acceptance Criteria/Quality
What are the minimum success criteria as defined by the key stakeholders?
High-Level Project Assumptions
What are the assumptions on which the project is based?
If Permit/license will not be approve.
Low
high
If can’t find the right contractor to do all the work.
Low
high
If construction will not finish on time
Low
high
If the project will be over budget
Low
high
If the right materials can’t be found
Low
med
High-Level Project ConstraintsWhat are the major limiting factors that affect the project?
The major limiting factor might be there is too much to do. Instead of opening one business it will be like opening three or two because the coffee you will get from the bakery.
Exclusions and Boundaries
What are the boundaries of the project? What is to be included and what is to be excluded from the project?
A place where the bookstore will have a good amount of foot traffic and is highly visible and easily accessible. It sho ...
This document provides instructions for installing ring gears. It describes checking the alignment of the mounting flange, assembling the gear to the flange, checking the gear's radial and axial runout, setting the pinion, and performing a dynamic alignment check. The document includes details on the required tools, parts, and steps to ensure proper installation and alignment of the ring gear. Tolerances and limits are provided to aim for optimal gear performance.
Victoria Blackmer created several documents and made improvements as the Quality Auditor Team Leader, including:
1) Developing rotation schedules, log sheets, and forms to improve organization and documentation for the auditor team.
2) Creating standardized work instructions and ensuring tasks were properly documented to improve process consistency.
3) Finding issues with documentation like test instructions sheets not matching forms and making corrections to enhance accuracy.
4) Improving communication through requesting tools like boards and ensuring management communicated status of parts on hold.
Case tr270 compact track loader tier ivb parts catalogue manualfjsekfsmeme
The document provides an illustrated parts catalog for a TR270 compact track loader. It includes 3 pages summarizing parts for the engine mount, air filter assembly, air filter lines and electronic controls, air cleaner intake parts, fuel filter and lines, fuel filter/water separator, fuel line and tank, and fuel tank and associated parts. The parts are identified with reference numbers and descriptions. Technical specifications and additional part details are also provided.
Case tr270 compact track loader tier ivb parts catalogue manualufjskeksmemws
The document provides an illustrated parts catalog for a TR270 compact track loader. It includes 3 pages summarizing parts for the engine mount, air filter assembly, air filter lines and electronic controls, air cleaner intake parts, fuel filter and lines, fuel filter/water separator, fuel line and tank, and fuel tank and associated parts. The parts are identified with reference numbers and descriptions. Technical specifications and additional part details are also provided.
Case tr270 compact track loader tier ivb parts catalogue manualfjsekfsmeme
The document provides an illustrated parts catalog for a TR270 compact track loader. It includes 3 pages summarizing parts for the engine mount, air filter assembly, air filter lines and electronic controls, air cleaner intake parts, fuel filter and lines, fuel filter/water separator, fuel line and tank, and fuel tank and associated parts. The parts are identified by reference number and include the part number, quantity, description, and applicability based on year and/or serial number.
Kioti daedong ck20 hj tractor parts catalogue manualfjskexswksemmm
This document provides parts information for the cylinder block group of tractors, including the cylinder block assembly, cylinder liner, plugs, pins, gasket, cover, bolt, and joint. It lists the part numbers, descriptions, quantities, and remarks for each part, and indicates that parts should be ordered according to the tractor model and country. The specifications vary slightly for each model and country.
Kioti daedong ck20 tractor parts catalogue manualfjkskekemm
The document provides instructions for using a parts list for a tractor. It explains that the parts list is organized by group codes and names that classify parts into sections and components. It also notes reference numbers assigned to parts in illustrations and provides directions for using the parts list to order parts or assist with repairs. The document indicates that specifications vary by country and serial number for some parts.
Kioti daedong ck20 hj tractor parts catalogue manualfjjsekfxswzksmem
The document provides instructions for using a parts list for a tractor. It explains that the parts list is organized by group codes and names that classify parts into sections and components. It also notes reference numbers assigned to parts in illustrations and provides directions for using the parts list to order parts or assist with repairs. The document indicates that specifications vary by country and serial number for some parts.
Kioti daedong ck20 j tractor parts catalogue manualfjjkekfksemmm
This document provides parts information for the cylinder block group of tractors, including the cylinder block assembly, cylinder liner, plugs, pins, gasket, cover, bolt, and joint. It lists the part numbers, descriptions, quantities, and remarks for each part, and indicates that parts should be ordered according to the tractor model and country. The specifications vary slightly for each model and country.
Kioti Daedong CK20J Tractor Parts Catalogue Manual.pdffujeksmdmmd4r
This document provides parts information for the cylinder block group of tractors, including the cylinder block assembly, cylinder liner, plugs, pins, gasket, cover, bolt, and joint. It lists the part numbers, descriptions, quantities, and remarks for each part, and indicates that parts should be ordered according to the tractor model and country. The specifications vary slightly for each model and country.
Kioti Daedong CK20H Tractor Parts Catalogue Manual.pdffujeksmdmmd4r
This document provides parts information for the cylinder block group of tractors, including the cylinder block assembly, cylinder liner, plugs, pins, gasket, cover, bolt, and joint. It lists the part numbers, descriptions, quantities, and remarks for each part, and indicates that parts should be ordered according to the tractor model and country. The specifications vary slightly for each model and country.
Kioti Daedong CK20HJ Tractor Parts Catalogue Manual.pdffujeksmdmmd4r
This document provides parts information for the cylinder block group of tractors, including the cylinder block assembly, cylinder liner, plugs, pins, gasket, cover, bolt, and joint. It lists the part numbers, descriptions, quantities, and remarks for each part, and indicates that parts should be ordered according to the tractor model and country. The specifications vary slightly for each model and country.
Kioti daedong ck20 j tractor parts catalogue manualfjjsefkksemm
This document provides parts information for the cylinder block group of tractors, including the cylinder block assembly, cylinder liner, plugs, pins, gasket, cover, bolt, and joint. It lists the part numbers, descriptions, quantities, and remarks for each part, and indicates that parts should be ordered according to the tractor model and country. The specifications vary slightly for each model and country.
Kioti daedong ck20 h tractor parts catalogue manualjfjkskemem
This document provides parts information for the cylinder block group of tractors, including the cylinder block assembly, cylinder liner, plugs, pins, gasket, cover, bolt, and joint. It lists the part numbers, descriptions, quantities, and remarks for each part, and indicates that parts should be ordered according to the tractor model and country. The specifications vary slightly for each model and country.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
27. “Work at getting
organized like a hobby. Set
aside a certain amount of time
each day. While it may indeed
take a fair amount of time to
establish order, once it is
achieved, you will save more
time than you have ever
spent.”
~Deniece Schofield
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
28. Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
30. What are we going to do
today?
• 1) We are going to read and use the
following instruments in measuring
certain quantities:
– Micrometer
– Vernier Caliper
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
31. The Micrometer
• A micrometer allows a measurement of the
size of a body. It is one of the most accurate
mechanical devices in common use.
Parts of a
Micrometer
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
32. How to read and use
the Micrometer?
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
33. 1) The line labeled 0 is the primary pointer. When it
lines up with the central horizontal line on the
cylinder, as shown, then the distance between the
measuring rods is exactly an integral or half-integral
number of millimeters.
2) The left-hand side of the thimble has markings all
around it.
3) In this case, then, the distance between the measuring
rods is 7.000 mm. The upward line on the cylinder
corresponding to 7 mm is barely visible under the
thimble.
Primary
pointer
Central horizontal
line
1 2 3 4 6
7
0.5 1.5
2.5
3.5
4.5
5.5
6.5
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
34. Remember!!!
• Report to 3 decimal places. Your
instrument is capable of reading up to
thousandths of a millimeter. ( That is
why it is called a micrometer, 10-6 of a
meter).
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
35. 1) If we rotate the thimble one complete revolution
so it moves to the right, it will look as shown.
2) Now the distance between the measuring rods is
7.500 mm. The downward line on the cylinder
corresponding to 7.5 mm is barely visible.
3) Note that this is all consistent with the fact that
the markings on the cylinder correspond to fifty
divisions for a complete revolution. Thus the
numbers on the thimble correspond to hundredths
of a millimeter.
7
7.
5
7.5+0.000 = 7.500
mm
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
36. • One more complete revolution takes
the distance to 8.000 mm, as shown.
8
0.000
8.000 mm + 0.000 mm = 8.000 mm
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
37. • Now turn the thimble just a little bit more,
and end up with the situation shown.
• We have increased the distance by 0.120
mm from 8.000, so the distance between
the measuring rods is now 8.120 mm.
8
0.120
mm
8.000 mm + 0.120 mm = 8.120 mm
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
38. • If we give the thimble one complete further
rotation, we end up with the micrometer as
shown above.
• Now the distance is 0.120 mm greater than
8.500 mm, so the distance is 8.620 mm.
8.5 mm
0.120 mm
8.500 mm + 0.120 mm = 8.620
mm
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
39. • Finally, if we turn the thimble a tiny bit
further, it might end up like the figure
above.
• Now the distance is greater than 8.620 mm,
but clearly less than 8.630 mm. We might
estimate this reading to be 8.624 mm.
8.5 mm
0.120 mm
8.500 mm + 0.124 mm = 8.624
mm
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
40. • Depending on your eyes and screen
resolution, you might be fairly confident
that the reading is less than, say, 8.627 mm
and similarly confident that it is greater
than 8.621 mm. Thus you might assign a
Reading Error to this measurement of 0.003
mm
• So, we would report the distance as 8.624 ±
0.003 mm.
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
48. The Vernier Caliper
• This instrument may be used to measure
outer dimensions of objects (using the
main jaws), inside dimensions (using the
smaller jaws at the top), and depths (using
the stem).
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
49. How to read and use
the Vernier Caliper?
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
50. The reading here is 3.7 mm or 0.37 cm.
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
51. The reading here is 15.8 mm or 1.58
cm. Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
52. In figure 4 above, the first significant figures are taken as
the main scale reading to the left of the vernier zero, i.e.
3.7 cm. The remaining digits are taken from the vernier
scale reading that lines up with any main scale reading,
(i.e. 0.46 mm or 0.046 cm) on the vernier scale. Thus the
reading is 3.746 cm.
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
53. Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
54. In figure 6 the zero and the ten on the vernier
scale both line up with main scale readings,
therefore the reading is 4.000 cm.
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
62. 3R
• What is 3R- 3R is a set of technique providing a standard
approach to place material in systemization way within the
organization
• How we can maintain 3R on line- We can maintain 3R on
line through followings.
1) Right quantity
2) Right container
3) Right location
Right
location
Right
container
Right
Quantity
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
1) सही मात्रा
2) सही कं टेनर
3) सही स्थान
63. 3R ( Right Quantity)
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
Bin Capacity : 8
64. 3R ( Right Container )
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
OK Part Reject Part Rework able Part
a
Benefits :
1) Quality Improve
2) Visual Management Improve
3) No chance of Mixing
65. 3R ( Right Location )
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11
Part in process
Circle
Circle Rectangle
Rectangle
Right AngleTriangle
a
a
a
Benefits :
1) Searching time less
2) Visual Management Improve
3) Productivity Improve
66. Training contents
3R
Material Place in systemization way at proper
location in right quantity
Doc. No : SKF/TR/02 Rev. No : 0 Effective Date : 20.4.11