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Keeping the Lean Fire Going
Published in Chris A. Ortiz, The Psychology of Lean Improvements, 2012
The product overview training should include real products for employees to touch and analyze. If possible, break down each product into its individual components and discuss the part descriptions. Explain how the product is made and why certain parts are assembled onto other parts. During this training, provide a list of the parts and their part numbers, and train the employees to be able to read the part numbers and understand what the numbers represent. Typically, the individual numbers that make up a part number point to a particular supplier, a stock room location, or a category/family of parts (e.g., hardware, brass parts, wiring, etc.). If possible, provide a list of all the products that are manufactured. Explain which options are available to customers and which parts are associated with these options.
Essential coding structures
Published in Dennis Lock, Shane Forth, The Practitioner Handbook of Project Controls, 2020
Every component should carry not only its part number, but also a serial number from which it can be related to a particular design modification state. An important rule here is that if a component design is modified to the extent that it is no longer interchangeable with corresponding components from the past, the part number itself must be changed (not just its batch or serial number). For example, suppose that part number 123–5956 refers to a spacer bush made from brass and that subsequently this component is changed by design to a nylon bush that is electrically insulating, the new bush must be given a new part number.
About tooling capacity for the vulcanising planning decision problem to improve strategic business profit
Published in International Journal of Production Research, 2020
Federico Trigos, Eduardo Manuel López
In Trigos and López (2017), the vulcanising planning decision problem (VPDP) is originally stated along with its main properties and a heuristic to solve it. VPDP is an extended case of the one-dimensional cutting stock problem (1D-CSP), since six constraints are added: tooling constraints (known in advance) per part number exists; set-up time is non-significant (sometimes it is run offline); VPDP is to minimise the number of manufacturing cycles (lead time) since no material is actually cut; the waste in every manufacturing cycle has no value after the manufacturing cycle is completed; each manufacturing cycle is constant; demand has to be met at equality, then make-to-order environment is enforced. Thus regular 1D-CSP optimisation algorithms cannot be used directly to solve VPDP. Since 1D-CSP is an NP-hard problem (Garey and Johnson 1979), then VPDP is also an NP-hard problem.
Demand-driven supply chain operations management strategies – a literature review and conceptual model
Published in Production & Manufacturing Research, 2020
As used in this paper, decoupling thinking concerns two different types of constructs, that is, strategic lead times and strategic decoupling points. A lead time commonly represents ‘a span of time required to perform a process’ (Blackstone, 2013, p. 90). The subset of lead times that is of particular interest from a demand or a supply perspective, with significant implications for financial performance, is here referred to as strategic lead times. A key characteristic is that a strategic lead time is based on the boundary of the system and related to the positioning of a strategic decoupling point (Wikner, 2014a, 2018). A strategic decoupling point is then a point where materials are given a unique identifier (e.g., item number or part number), and/or a point that plays a role of critical importance to the interface of the supply system and its context (Wikner & Johansson, 2015).
Digital factory technologies for robotic automation and enhanced manufacturing cell design
Published in Cogent Engineering, 2018
Alessandra Caggiano, Roberto Teti
The existing manufacturing cell to be automated is dedicated to the machining of an aircraft engine component, namely one turbine vane part number. Each turbine vane serial number goes through a production cycle consisting of two consecutive grinding operations, called Stage 1 and Stage 2, which are carried out on opposing sides of the vane. After each single-stage grinding process, the vane is transferred to a Coordinate Measuring Machine (CMM) to perform metrological inspection and then to a table where deburring operations are performed manually by a skilled operator.