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Manufacturing
Manufacturing is the use of tools, machines and labor to produce goods for sale or use. It may refer to various human activities ranging from handicraft to high tech, but is most commonly applied to industrial production where raw materials are transformed into finished goods.
8,256 Questions
What are the advantages of six sigma over ISO in a financial service provider company?
* * http://www.dbar-innovations.com * Mentorsoftpro, A complete Lean Six Sigma Mentoring, training, statistical analysis and multi project tracking management system. In other words, all you would ever need to do any Six Sigma project, one at a time, twenty at a time or a corporation capable software system. * Starting with understanding the DMAIC method, with out this you are never going to have successful results. I recently discovered this site dedicated to answering all the Lean Six Sigma / process improvement needs and questions. They offer a very complete software system that will walk you through the entire DMAIC methodology. It has a training video at every possible step including example data, video demonstration, voice guided instructions, templates for every step and a management tracking system. * = Using the Power of ISO 9000 and Six Sigma Together = Bookmark This Page Email This Page Format for Printing Cite This Article Submit an Article Read More Articles Related Tools & Articles B ISO 9000:2000 - An Implementation Guide eBook
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Process Failure Modes and Effects Analysis (PFMEA) Coursey Dr. Uwe H. Kaufmann and Andreas Bieschke
Six Sigma and ISO 9000 can be highly complementary. Unfortunately, the two concepts often are driven by different project leaders, competing for resources and therefore not delivering the best results. There is, however, a way to combined the power of both concepts to add value to a company. ISO 9000 is a well-established international standard for quality management systems for all kinds of companies in nearly every industry. Developed by Technical Committee 176 of the International Organization for Standardization (ISO), it has evolved - based on input from companies and institutions - from a theoretical set of requirements in 1987 to a practical and process-oriented approach to assess the framework for quality management in 2000. Figure 1: Process Model of ISO 9000:2000 ISO 9000:2000 offers a process model (Figure 1) and these underlying quality management principles: * ** Principle 1 - Customer focus ** Principle 2 - Leadership ** Principle 3 - Involvement of people ** Principle 4 - Process approach ** Principle 5 - System approach to management ** Principle 6 - Continual improvement ** Principle 7 - Factual approach to decision making ** Principle 8 - Mutually beneficial supplier relationships In the early stage of ISO 9000, there was no focus on continuous improvement apart from quality management system elements such as "control of non-conforming products" and "corrective and preventive action." Although, ISO 9000:2000 puts much more focus on customer orientation, the process approach to continuous improvement and fact-based management, this standard does not propose tools to meet those requirements. (References from "Six Sigma and ISO 9000:2000" by Praveen Gupta, February 2002 issue of Circuits Assembly.) One of the strengths of ISO 9000 has always been those requirements that make an organization assess itself, which starts with internal audits once or twice a year and goes on to annual external third party audits performed by accredited certifying bodies. These requirements keep the ISO 9000 quality management system alive and up-to-date, avoiding the idea that ISO certification is a one-time event, a project just to reach the certification and to show the paperwork. Six Sigma is a methodology for process improvement put together by Motorola in the mid-1980s and fine-tuned by such companies as AlliedSignal and General Electric in the 1990s. It has been developed into a way of doing business in some companies: "Completely satisfying customer needs profitably!" (former GE CEO Jack Welch). Within the methodology, Six Sigma has a rich and powerful toolbox for nearly every kind of process analysis, process management, process improvement and process design. This toolbox was developed by Six Sigma pioneers looking at the huge variety of tools and approaches developed during the decades when quality debuted as a major corporate issue. Thus, Six Sigma generally uses and enhances well-known and proven techniques. Although it had its start in manufacturing, it applies to all processes within any kind of company, Figure 1: Jack Welch's Cultural Change Through Six Sigma Six Sigma's capability to deliver impressive business results is broadly recognized. What about the long-term impact of Six Sigma? Companies like General Electric and Johnson & Johnson have been deploying Six Sigma for years. How do they make sure that over time there is continuity in their Six Sigma initiative and, moreover, continuous improvement and customization of the principles applied in different business areas? Most Six Sigma companies recognize the different phases of the application of Six Sigma - starting from "enthusiastic support" through "implementation and delivery of results" and finally "now it's done, let's go back to our normal business." Especially at the later stage, Six Sigma needs strong leadership and tools to sustain the initiative. Therefore, some of these companies developed their own framework to assess the Six Sigma system. At General Electric, the corporate audit staff (normally responsible for financial audits) has been trained to conduct Six Sigma assessments. The contents of these gap assessments included: * ** Leadership - Quality culture, Six Sigma assessment and gap closure, communication ** Measurements and Projects - Customer satisfaction results, process indicators, project initiation and progress, dashboards ** Training - All staff training and involvement, Six Sigma training for different areas and levels ** Resources - Appointment of Belts (internal consultants to drive Six Sigma projects), dedication of leaders to deploy and maintain Six Sigma ** Results - Tangible and intangible results of process improvement ** Reward and Recognition: Scorecards, various ways to recognize individuals and teams for their improvement contribution and for delivering results. After having implemented this assessment system, the whole organization recognized a restart of Six Sigma and the full awareness that this is much more than a "flavor of the month." One of the major differences between both systems is that ISO 9000 is a shell of requirements without any tools, whereas Six Sigma is a methodology connecting tools and procedures for applying these tools through a "red thread." Requirements of ISO 9000:2000 are, for example: * ** Define quality management information needs ** Collect quality management system data ** Provide quality management information ** Improve quality management system Tools provided by Six Sigma to meet these requirements are, for example: * ** Dashboards as a set of key performance indicators to monitor all processes at a reasonable degree for all relevant managerial levels. ** Operational definitions to describe exactly how, when, where, with which tools, by whom, how often and how much data should be collected. Additionally, Six Sigma provides tools to address such questions as sample size and precision as well as capability, repeatability and reproducibility of data collection. ** Data displays to help draw business-relevant conclusions and tests to justify the significance of conclusions drawn from data collected. ** DMAIC: Define-Measure-Analyze-Improve-Control as a methodology for process improvement at a project level, which is - after necessary customization - applicable to all kinds of processes. Looking at the new ISO 9000:2000 requirements and comparing these requirements with the self-developed Six Sigma gap-analysis shows the possibility of connecting both approaches and systems with each other. Six Sigma does not come with the assessment tool per se. This tool needs to be added after a certain time frame in order to keep the ball rolling and in order to help Six Sigma get into the company's bloodstream. ISO 9000 is designed to assess companies based on both external and internal requirements and to help close the gaps on a mid-term and long-term basis. By adding typical Six Sigma requirements to the ISO 9000:2000 internal audit questionnaires, a company can make Six Sigma part of its quality management system and improve the effectiveness and efficiency of the Six Sigma initiative significantly. A side effect is that both approaches get aligned and do not compete for resources any longer. Since the goals of the two approaches are the same, there is a greater likelihood of an increase in bottom-line and top-line results on a long-term basis to increase customer satisfaction and employee commitment. It is a waste to have a quality management system and process improvement approach existing side-by-side without any integration. Aligning ISO 9000 and Six Sigma can help improve the credibility of the ISO 9000 quality management system and the sustainability of the Six Sigma initiative at the same time. It can save resources and investments; and it enriches the way to manage the business. Dr. Uwe Kaufmann He has more than 15 years of experience in implementing process and organization improvements for various industries, predominately within the financial and service sectors. He specializes in Six Sigma and quality improvements. He received his Six Sigma Master Black Belt qualification with GE Capital and the American Society of Quality. Dr. Kaufmann is a German national with extensive international experience, and currently lives in Singapore. Andreas Bieschke is the managing director of Fish 4 Corporate Services Network GmbH, a training and consulting firm based in Cologne, Germany. An expert in international project management, quality management and Lean manufacturing, he has worked with clients in Europe, Africa, and the Americas since 1990, including Raytheon, Renault, VDI and EDS. Prior to consulting, Mr. Bieschke had numerous line and staff positions in the automotive industry, where he was involved with quality management.
What is production efficiency?
= Production Efficiency = One of the three conditions necessary for an economy to be economically efficient is that it be on its production-possibilities frontier. If it is not on the production-possibilities frontier, more could be produced with the given resources and technology. Because greater production would increase value, any position below the production-possibilities frontier is inefficient. Notice that a great many points satisfy this condition of production efficiency--every point on the production-possibilities frontier is production efficient. To be on the production-possibilities frontier, all resources must be used. Unemployed resources indicate that more goods and services could be produced, which means that the economy was not on the frontier initially. In addition, resources must be used properly. If society randomly assigns people to jobs or if it assigns jobs on the basis of political reliability, it will not produce as much as it could. It will require some people with little intellectual ability to perform jobs that require great intellectual ability, and it will require some people with little strength and endurance to perform jobs that demand much strength and endurance. If switching people among jobs can increase output, the original situation was not on the production-possibilities frontier and thus not economically efficient. This requirement that resources must be used properly can be stated more technically. Production efficiency requires that an equimarginal principle be satisfied. It requires that the ratio of marginal products for any two resources be the same for all products. The table presents a case in which this condition is not met. Here the ratio of the two marginal products for the production of widgets is (5/5) or 1 and the ratio of the two marginal products for getwids is (6/4) or 1 1/2. Production InefficiencyMarginal product of capital is: 5 widgets or 6 getwids Marginal product of labor is: 5 widgets or 4 getwids To show that the situation in the table is not production-efficient, consider what happens if a getwid producer trades a unit of labor to a widget maker for one unit of capital. The widget maker will have no change in output as a result. Reducing capital by one unit cuts output by five, but this is offset by the five widgets the extra labor adds. However, there will be more getwids. The extra unit of capital adds 6 getwids, whereas the loss of a unit of labor subtracts 4 getwids. There is a net gain of two getwids. Because the amount of production after the exchange of resources was more than the original amount, the economy could not have been on the production-possibilities frontier originally. Further, because more output has more value to consumers, the original use of resources was less efficient than the use of resources after the trade. As a result of the trade of resources, marginal products should change. Because more capital is being used in producing getwids, its marginal product in getwid production should drop (by the law of diminishing returns). Because more labor is being used in producing widgets, its marginal product in widget production should drop. Hence some exchange of resources should bring the ratios of marginal products to equality. A second part of economic efficiency is exchange efficiency.
Pure silk is all silk, these terminologies used to describe thread, yarn or fabric.
What is Batch Production and an example of how CAD CAM can aid this?
Batch production is the process of producing a set quantity of a set component, so not where you need 15,000 of a component, but a smaller set. This is desimilar to singular components which are better off produced by hand or a production line which is an ongoing process.
Cad Cam can be used to quickly produce a design brief for a batch product, saving both time and monies.
They are necessary so highly posinous rays dont poisen the workers brains
What is the difference reaming operation boring operation?
Boring is generally more accurate than reaming. Also, reamers can only get so large and/or so long before they become unreliable and/or very expensive.
What is the meaning of Thermex?
Thermex is a brand name for a type of water heater or thermal storage system. It is designed to heat and store water for domestic use, often using electricity as a power source.
What products do Singapore make?
Chief Products: chemicals, electronic equipment, lumber, machinery, metals, paper, petrolium products, processed food, rubber, ships, texiles, clothing, and transportation equipment
Agriculture: eggs, pork, and poultry
What is the difference between Industry and manufacturing?
Manufacturing refers to - changing of raw materials into products of more value.
For instance - changing of wood into pulp.
Industry refers to- an organised human skills and efforts to produce something more valuable and useful from the gifts of natural resources and primary products. It refers to the process of manufacturing.
For intsance- when wood id changed into pulp, then pulp is used in industries to produce more useful pruducts such as paper, or cellulose fibres.
It's quite confusing but if you will read it with concentration and view it with logic, you will surely get the point.
I'm having the same probem. Except mine has matching numbers (33NL) stamped on the bottom of the barrel and inside the triger housing. No other numbers Mine also says "Springfield" manufactured by "J.Stevens Arms Company" Chicopee Falls, Mass. U.S.A. Other markings - top of barrel left side -proof tested 410 bore/---3 inch chamber---/ top of barrel right side - Selected Forged Steel. Any info. call.....317/523-1438
From the perspective of the income statement and profits, there is no difference between bucketing costs in variable or bucketing them in fixed. The operating profit line of the income statement takes both costs into account so that an increase in one with an offsetting decrease in another will have zero impact to profits. Issue related to bucketing of certain items are normally internal discussions for a business and relate to various scorecards or metrics of interdepartmental performance. In most businesses there are separate mgrs and depts responsible for variable cost and fixed costs so the debate over where to bucket certain items is driven by whose scorecard they fall onto and ideally costs should be bucketed internally onto the scorecard of the mgr/dept with the greatest ability to influence those costs.
Gazar silk is a lightweight, sheer fabric made from silk or a silk blend, characterized by its crisp texture and slightly translucent appearance. It is often used in high-end fashion for evening gowns, bridal wear, and other formal attire due to its elegant drape and ability to hold shape. The fabric is meticulously woven, giving it a unique finish that enhances its aesthetic appeal. Gazar silk is appreciated for its luxurious feel and versatility in design.
What is a continuous production process?
A continuous production process is a series of steps that produces the same product over and over without interruption. An oil refining plant is one example. It pumps out oil continuously. An automobile assembly line would be another example.
How do you Convert 1.9658282 mm cubed to gallons?
Before I attempt to answer this question, Let us consider two items.
The first is:
It appears that the exponential factor is missing. In other words the number should have a " times 10 to the Xth" following it. Otherwise, your question restated is; "How many gallons will a cube that is 2mm wide hold? (That's about the size of a thimble for your index finger.) So, Is this your intended question?
The second is:
What conversion factor are you using?
A common conversion is:
1 cubic meter equals 264.17 gallons
Another that is more straightforward is:
1 gallon equals 3785411.784 cubic mm
Hope this helps. Let me know if more detail is needed.
Name the raw materials for ship building industry?
Last years, new class of high-strength corrosion-resistant nitrogen-alloyed steel grades were elaborated. Owing to difference in interaction of atoms of carbon and nitrogen with atoms of iron, steel acquires unique physicochemical and operating properties (high strength, flexibility, absolute corrosion resistance, non-magnetic behavior). Nitrogen steels differ in good welding characteristics and manufacturability, both in metallurgical production and shipbuilding.
Structural aluminum alloys with increased corrosion resistance as well as aluminum-based composite materials became common use in construction of high-speed sea and river vessels, as well as airfoil boats, hydrofoil ships and aerostatic crafts.
Owing to their properties, titanium alloys became common use in marine facilities. Distinctive characteristic of their usage is wide spectrum of operational environment with long service life. In addition to it, the diversity of types of half-finished items used in ship structures manufacture is very important.
Zinc is rather corrosion-resistant material both in air and in water. Rolled zinc is used in inboard planking of ship rooms. Also, thick plates of rolled zinc are used in manufacture of protectors. Zinc coating becomes common use in corrosion prevention for metal surfaces of ship systems.
Environmental safety of new ships is ensured with usage of non-metallic materials with low emission of chemical compounds into water and air. So, various kinds of fiberglass plastics are used in construction of hulls of some vessels (trawlers, sweepers, high-speed airfoil and hydrofoil ships, and yachts). The main property of the fiberglass plastics is their chemical and biological stability. Strength and technological properties, improvement of working conditions, and reduction of costs of workroom air ventilation are their advantages.
New polymeric and metal-polymeric composition materialsgive possibility to produce non-composite or partly rigid hull structures of sandwich-constructions with high-tensile steel or fiberglass outside layer and polymeric or low-tensile composite interlayer. Such hulls become common use in building of modern high-speed vessels.
Is the word ton metric or imperial?
There are few types of "ton" units.
Metric ton (tonne) equals 1,000 kg.
Imperial ton (UK ton, weight ton or long ton) equals 1,016 kg.
Short ton (US ton) equals 907.18474 kg.
How do you know if you need to replace ball bearings?
ur wheel will either be making a squeeking noise. or there will noticeably be a performance downgrade in the wheel or tyre.
How much money per hour does an aerospace engineer make?
The median hourly wage for aerospace engineers in 2013 was $49.94 and the mean hourly wage was $50.70, according to the US Bureau of Labor Statistics. The state that employed the highest number of aerospace engineers in 2013 was California.
Why does silk create static electricity?
Silk creates static electricity due to its ability to lose electrons when it comes into contact with other materials, such as skin or synthetic fibers. This process, known as triboelectric charging, occurs because silk has a higher tendency to donate electrons compared to many other substances. As a result, when silk is rubbed or moved against another surface, it can accumulate a net positive charge, leading to static electricity. The dry conditions often associated with silk also enhance the buildup of static charges.
