By Philip E. Mitchell
Get the specialist propose you want to scale back dealing with charges, decrease downtime and increase potency in plant operations! you are going to use this entire instruction manual in the course of put up layout, method choice and making plans, for developing quality control, checks, and measurements, to streamline creation, and for managerial decision-making on capital investments and new computerized platforms.
Read Online or Download Tool and Manufacturing Engineers Handbook Vol 9: Material and Part Handling in PDF
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Additional info for Tool and Manufacturing Engineers Handbook Vol 9: Material and Part Handling in
If there are difficulties tracking work, look at the information flowing from all processes. Is it timely, accurate, and sufficient? If operators perform quality checks at the processes, are there sufficient data to analyze the effect of progressive quality degradation? TOOL AND MANUFACTURING ENGINEERS HANDBOOK Tool and Manufacturing Engineers Handbook Knowledge Base • Copyright © 1998 • Society of Manufacturing Engineers 1-21 TMEH VOLUME 9 – MATERIAL AND PART HANDLING IN MANUFACTURING CHAPTER 1 STRATEGY DETERMINATION AND PRODUCTION REQUIREMENTS This can occur when parts pass through progressive stages of fabrication or assembly.
What happens to the quality data after the measurements are complete? How and when an organization responds to quality issues have significant effects on cost and customer satisfaction. Product returns may indicate customer dissatisfaction. The reasons must be carefully analyzed. The most effective use of quality data is at each process. Check to see if operators perform frequent quality checks and correct the process accordingly. If not, bad products might be made until Quality Control personnel make independent checks and give the operator feedback.
Correcting transactions. • Performing stock checks. • Taking annual physical inventory. Fig. 2-1 Conventional material flow. (Courtesy W. A. Sullivan, CPA) into cells simplifies and shortens transportation paths. Each of these improvements serves to reduce inventory and floor space utilized by that inventory. When production is synchronized, movement of material in and out of stores is not needed. Transportation labor, equipment, and space can be reduced significantly. However, despite these improvements, the need for material handling persists.