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This article is an introduction to materials testing for metal powder and parts made using metal additive manufacturing. It includes an overview of the current state of the art and [...]

In the real world, construction revenue does not arrive in a straight line. Consider the impact of the learning curve when extending credit and evaluating loan performance. JIMMY HOFFA ONCE [...]

Introduction Selecting an appropriate delivery system to teach engineering concepts is an important step in capturing students' attention and engaging them early in a program. The traditional approach to teaching [...]

YOU MAY HAVE AN IDEA ABOUT HOW TO IMPROVE productivity or change procedures to do work more efficiently. To get a chance to try the idea, you will need support [...]

COMPANIES ARE COMPLEX ORGANISMS. IT DOESN'T matter whether the company produces a tangible item or whether it provides a service; even the smallest company is an organism with many parts [...]

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.compind.2007.06.023 Byline: Shichang Du (a), Lifeng Xi (a), Jun Ni (b), Pan Ershun (a), C. Richard Liu (c) Keywords: Product lifecycle; Stream of variation methodology; Quality control; Productivity improvement; Manufacturing process Abstract: Manufacturers in the 21st century will face increased customization, product proliferation, shorter product lifecycle and development time, responsiveness, frequent and unpredictable market changes. To gain the competitive advantage, manufacturing companies must be able to analyze and predict product quality during the product design phase and identify root causes of all faults for productivity improvement during ramp-up time and production time. Therefore, a new manufacturing strategy, namely, stream of variation (SoV) methodology, has been proposed, developed and applied. The SoV methodology is a generic math model for modeling, analysis, prediction and control of product quality and productivity improvement in complex multistage manufacturing systems such as automotive, aerospace, appliance, and electronics industries. The methodology integrates multivariate statistics, control theory and design/manufacturing knowledge into a unified framework and can help in eliminating costly trial-and-error fine-tuning of new-product manufacturing processes throughout the product design and manufacturing. The related issues of the state-of-the-art practice, goals, benefits and future directions related to SoV methodology are discussed, which include rationale of SoV, state space model, root causes identification, etc. An application example is also provided. Author Affiliation: (a) Department of Industrial Engineering and Management, School of Mechanical Engineering, Shanghai Jiaotong University, Shanghai, China (b) Department of Mechanical Engineering, The University of Michigan, Ann Arbor, MI 48109, USA (c) School of Industrial Engineering, Purdue University, West Lafayette, IN 47907, USA

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.ijpe.2005.10.004 Byline: Colin Herron (a), Paul M. Braiden (b) Keywords: Productivity improvement; Manufacturing companies; Sustainability; Methodology Abstract: This paper describes a model which has been developed to direct and generate productivity improvement in a group of manufacturing companies. The companies are of all sizes including Small and Medium Enterprises (SMEs) and form a cross-section of industries and abilities with regard to manufacturing. There is a wide range of manufacturing efficiency improvement methods available to the companies, such as Just in Time (JIT), or a range of lean manufacturing tools. The selection of appropriate tools for manufacturing improvement, together with their applicability, incorporation and acceptance within operations is a major problem for many companies. A methodology has therefore been developed which consists of three clearly defined steps, starting with a Productivity Needs Analysis (PNA), which gives an overview of the current manufacturing condition of the company, identifies the key productivity measures for the plant and forms the basis for a detailed study of production efficiency. The plant processes and problems are defined and are associated with the appropriate tools and metrics in a Manufacturing Needs Analysis (MNA), which generates an initial 1-year improvement plan for a particular manufacturing unit. The output from the procedure is obtained as a numerical ranking. In order to ensure that the tools which are found to be efficacious are fully embedded within the company, the PNA and MNA are combined with a Training Needs Analysis (TNA). The paper describes the approach and the results obtained from 15 companies plus an identified exemplar, Nissan Motor Manufacturing UK Ltd. (NMUK). Author Affiliation: (a) North East Productivity Alliance (NEPA), UK (b) School of Mechanical and Systems Engineering, University of Newcastle upon Tyne, NE1 7RU, UK Article History: Received 4 March 2004; Accepted 20 October 2005

This paper describes a model which has been developed to direct and generate productivity improvement in a group of manufacturing companies. The companies are of all sizes including Small and Medium Enterprises (SMEs) and form a cross-section of industries and abilities with regard to manufacturing. There is a wide range of manufacturing efficiency improvement methods available to the companies, such as Just in Time (JIT), or a range of lean manufacturing tools. The selection of appropriate tools for manufacturing improvement, together with their applicability, incorporation and acceptance within operations is a major problem for many companies. A methodology has therefore been developed which consists of three clearly defined steps, starting with a Productivity Needs Analysis (PNA), which gives an overview of the current manufacturing condition of the company, identifies the key productivity measures for the plant and forms the basis for a detailed study of production efficiency. The plant processes and problems are defined and are associated with the appropriate tools and metrics in a Manufacturing Needs Analysis (MNA), which generates an initial 1-year improvement plan for a particular manufacturing unit. The output from the procedure is obtained as a numerical ranking. In order to ensure that the tools which are found to be efficacious are fully embedded within the company, the PNA and MNA are combined with a Training Needs Analysis (TNA). The paper describes the approach and the results obtained from 15 companies plus an identified exemplar, Nissan Motor Manufacturing UK Ltd. (NMUK). Keywords: Productivity improvement; Manufacturing companies; Sustainability; Methodology

When you decide to expand your existing shop or build a new shop from the ground up, most often you won't know what to expect or where to start. A […]

Contact centers are at the care of customer satisfaction. But they're also constant targets for cost-savings efforts. As a result, managers are always searching for ways to spur productivity that […]

HOW VALUABLE IS MY LABOR FORCE? DO I HAVE THE RIGHT NUMBER OF EMPLOYEES? * For many manufacturers, these questions would be answered by tracking productivity, a traditional measure of […]

The productivity growth impact of process innovations introduced by firms along their different ages is estimated using semiparmetric methods. The results show that firms enter the market experiencing high productivity growth and that above-average growth rates tend to exist for many years, but also that productivity growth of surviving firms converges.

If you are a manufacturer using painted steel, aluminum or other metals in your manufacturing process, there is a process you should consider that can improve productivity, reduce processing costs, [...]

UK construction firm Laing employed an ImPACT time and motion system to monitor productivity when constructing an 8 million pounds sterling new superstore in 1998. The ImPACT system cost 75,000 pounds sterling to implement on the scheme, although the project was finished in the required 28 weeks and cost 8.5% less than was originally budgeted for. ImPACT uses detailed analysis techniques to monitor each task, so improvements and priorities can be made.

Using team-based incentive programs, embroidery firms can achieve higher productivity - without investing in new equipment. When trying to establish a successful embroidery business - or strengthen an established embroidery [...]

In the past, productivity improvement strategy has been neglected in small and medium enterprises (SMEs). In recent years, the trend has changed and SMEs are looking for new manufacturing concepts and technologies. An attempt has been made to look into productivity improvement strategies in a small company with the help of a case study. The study was conducted at Valeo, a French company in the U.K. producing wiper systems for the automotive industry of the United Kingdom.

A project undertaken by Eastman Kodak has proven that it is possible to yield improved performance in all areas when certain techniques are applied. It has also been revealed that cultural evolution was necessary among shop floor workers which resulted in the development of a cohesive execution team and the establishment of parameters of responsibility and accountability. Standardized code of accounts were developed and slated for use on future projects.

IN A GOOD YEAR, THE U.S. MANUFACTURING SECTOR chalks up a 3% to 4% jump in productivity--quite a bit better than the dismal showing recorded for the nation's economy as […]

Paying attention to ergonomics by designing the job to fit the worker will pay off in increased productivity, says James Anderson, vertical market manager for Lista International (www.listaintl.com). 'Comfortable employees [...]

Two major ways by which managers and supervisors can improve on-the-job productivity of not only their employees, but also themselves are through diet and comfort. Aside from providing mental stimulation, food also helps focus one's mind, thus enabling workers to think quickly, clearly and creatively. Comfort on the job, on the other hand, can be achieved by reducing stress at work and relieving uncomfortable work conditions., Want to influence and motivate people on the job to better performance while at the same time make them happier and of more value to the company? No matter what [...]

Long-term productivity may be facilitated by using learning economies of scale. Learning economies of scale is the result of the impact of technology on cost accrued by an organization. There are three types of economies of scale, all characterized by improvements on labor, managerial planning and control and product and process innovations. The Japanese have mastered using economies of scale in their production methods by envisioning the organization as a pull system which uses just-in-time production techniques., While cost reduction efforts appear to be extremely popular among companies attempting to strengthen their competitive position, the effect of traditional cost reduction strategies on company productivity is less clear, [...]

Training and productivity are inextricably linked, and productivity can benefit from training needs assessment (TNA) which can pinpoint needs of both individuals and organizations. The goals of the program, and composition of the group need to be defined, and the design of the program should use a systematic methodology. The program can incorporate training needs through information gathered in surveys and individual interviews, providing feedback not previously available. Ignoring training needs means that productivity improvements will be difficult to achieve.

Custom Printers is bursting at the seams. The plant is crowded and landlocked, but its sales continue to grow. During the past few years, management devoted most of its time [...]

The need to boost the productivity of marketing operations is highlighted. For the effective management of marketing productivity, four key areas must be properly handled. These are strategy management, cost management, asset management and organization management. Specific factors of these key areas are described and combined in a marketing productivity equation. The equation includes tested skills as well as newer skills of marketers.

Nissan Motor Manufacturing Corporation U.S.A. (NMMC) is embarking on a $490 million worth of capital investments through an expansion of its plant to enhance automobile production by an additional 200,000 vehicles per year. The new facility is expected to produce vehicles that follow a strict standard of quality, possess an assembly line with the engineering flexibility needed to shift from the production of one model to another, and designed with safety and ergonomic features, particularly in areas where manual-work is intensive. In the stamping section, a tandem line is expected to carry out stamping operations at seven to eight strokes per minute. A new paint facility boasts of robotics-assisted, person-free operations. The expansion of the Body Assembly area features the integration of the Intelligent Body Assembly System to eliminate the need for fixed body welding jigs., Everyone has heard about how Japanese manufacturing companies invest in their future. Here's a case in point: Nissan. It started out in 1983 building light trucks then cars (1 985) [...]

Standard Aero (Winnipeg, Canada), which overhauls and repairs airplane engines, has attained world-class productivity as a result of its Total Quality Management (TQM) programs. Every part of the firm has implemented TQM practices. When Pres Bob Hamaberg was made general manager in 1987, he discovered that planning, forecasting, and scheduling were the primary reasons for poor productivity. Forecasting accuracy was only 20%, and Hamaberg's goal was to increase accuracy to 75%. Hamaberg also planned to improve productivity throughout the organization by 75%. This was accomplished through several steps, including reducing paper consumption, reassigning some top finance managers to operations, and creating a team to evaluate the business and identify new performance measures.

Many companies are using activity analysis to improve productivity. White-collar productivity analysis is used to analyze how much time managers spend doing non-management activities. Total quality commitment techniques evaluate activities to determine how well they meet customer needs. Activity-based costing is used to analyze the costs of performing activities. Implementing any type of activity analysis requires the commitment of senior management, as well as a commitment of time and resources. Accountants have an important role in developing multi-attribute business models for productivity improvement.

With today's increasing pressure for both productivity and quality, it is essential to review the entire manufacturing process. An often overlooked part of that process is tooling and tool control. [...]

Activity-Based Cost Management Linked to Manufacturing Strategy The 1980s was a decade of remarkable change for manufacturing. Just-in-time, total quality, and employee involvement emerged as an essential trilogy for manufacturing [...]