Industry factory editions for the Blind
StartUp Europe Awards presents an award methodology for startups at local, regional, national and European level that encourages open innovation and collaboration between different actors in the European ecosystem, through public-private partnerships to support entrepreneurs. It also creates a network of contacts that will inspire and give visibility to all local startups so that, using this network, they can scale their services and products globally. In the Agritech category the selected one is Kowat. This startup offers solutions through the study, design, patenting, manufacture and marketing of biomimetic devices for the elimination of animal pests, especially in agricultural and aquaculture crops. Solatom will represent Spain in the Climate category.VIDEO ON THE TOPIC: Racer X Films: 2016 KTM Factory Editions
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- Dmitri Mendeleev
- How China Is Screwing Over Its Poisoned Factory Workers
- The Blind Spot in Organizations: The First Line Employee Engagement
- “We cannot talk about it”: Factory workers for major fashion labels live confined by guards
- Fresh Video
- The Focused Factory
- Land Rover Defender Starts At $50,925, Most Expensive Is Over $100K
- Spain will be represented by 17 startups in the Eurovision of Startups
- For the blind, Google Glass offers a clear path ahead
The conventional factory attempts to do too many conflicting production tasks within one inconsistent set of manufacturing policies. The chief result is that the plant is likely to be noncompetitive because its policies are not focused on the one key manufacturing task essential to successfully competing in its industry.
In this article, the author discusses […]. In this article, the author discusses the concept of focused manufacturing, which offers the opportunity both to stop compromising each element of the production system and to build on competitive strength. Many years of taking our industrial health and leadership for granted abruptly ended in the s when our declining position in world markets weakened the dollar and became a national issue.
The concern with productivity has appealed to many managers who have firsthand experience with our problems of high costs and low efficiency. So pessimism now pervades the outlook of many managers and analysts of the U.
The recurring theme of this gloomy view is that a U. In this article, I shall offer a more optimistic view of the productivity dilemma, suggesting that we need not feel powerless in competing against cheaper foreign labor. Rather, we have the opportunity to effect basic changes in the management of manufacturing, which could shift the competitive balance in our favor in many industries.
What are these basic changes? I can identify four:. Seeing the problem as encompassing the efficiency of the entire manufacturing organization, not only the efficiency of the direct labor and the work force. In most plants, direct labor and the work force represent only a small percentage of total costs. Learning to focus each plant on a limited, concise, manageable set of products, technologies, volumes, and markets.
Learning to structure basic manufacturing policies and supporting services so that they focus on one explicit manufacturing task instead of on many inconsistent, conflicting, implicit tasks. A factory that focuses on a narrow product mix for a particular market niche will outperform the conventional plant, which attempts a broader mission.
Because its equipment, supporting systems, and procedures can concentrate on a limited task for one set of customers, its costs and especially its overhead are likely to be lower than those of the conventional plant. In spite of their advantages, my research indicates that focused manufacturing plants are surprisingly rare. Instead, the conventional factory produces many products for numerous customers in a variety of markets, thereby demanding the performance of a multiplicity of manufacturing tasks all at once from one set of assets and people.
However, the result more often than not is a hodgepodge of compromises, a high overhead, and a manufacturing organization that is constantly in hot water with top management, marketing management, the controller, and customers. A simple but telling example of a failure to focus is uncovered in this case study of a manufacturer, the American Printed Circuit Company APC :. APC was a small company which had been growing rapidly and successfully. Its printed circuits were custom-built in lots of 1 to for about 20 principal customers and were used for engineering tests and development work.
There was considerable variation in the sequence and processes for different products. Delivery was a major element for success, and price was not a key factor. The new product was produced in the existing plant. The result was disastrous. The old products were no longer delivered on time. The costs of the new printed circuit boards were substantially in excess of the bid price. The quality on all items suffered as the organization frenetically attempted to meet deliveries.
Old customers grew bitter over missed deliveries, and the new customer returned one third of the merchandise for below-spec quality. Such heavy losses ensued that the APC company had to recapitalize. Subsequently, the ownership of the company changed hands.
The purpose of this article is to set forth the advantages of focused manufacturing. I shall begin with the basic concepts of the focused factory, then follow with an analysis of the productivity phenomenon, which tends to prevent the adoption of the focused plant concept. Finally, I shall offer some specific steps for managing manufacturing to accomplish and take advantage of focus.
From my study of approximately 50 plants in six industries, I can pinpoint three basic concepts underlying focused manufacturing. There are many ways to compete besides by producing at low cost. This statement may be self-evident to the reader particularly, to one in an industry which has been badly hit by low-priced foreign imports and has been attempting to compete with better products, quality, or customer service and delivery.
Nevertheless, it still needs saying for two reasons. One is simply the persistent attitude that ways of competing other than on the basis of price are second best. The other is that a company which starts out with higher manufacturing costs than its competitors is in trouble regardless of whatever else it does.
While these assumptions may be true of industries with mature products and technologies, they are not at all true of products in earlier stages of their life cycles. In fact, in many U. A factory cannot perform well on every yardstick. There are a number of common standards for measuring manufacturing performance. Among these are short delivery cycles, superior product quality and reliability, dependable delivery promises, ability to produce new products quickly, flexibility in adjusting to volume changes, low investment and hence higher return on investment, and low costs.
These measures of manufacturing performance necessitate trade-offs—certain tasks must be compromised to meet others. They cannot all be accomplished equally well because of the inevitable limitations of equipment and process technology.
Such trade-offs as costs versus quality or short delivery cycles versus low inventory investment are fairly obvious. Other trade-offs, while less obvious, are equally real. They involve implicit choices in establishing manufacturing policies. Within the factory, managers can make the manufacturing function a competitive weapon by outstanding accomplishment of one or more of the measures of manufacturing performance.
Cost, quality, lead times, reliability, changing schedules, new-product introduction, or low investment? Focused manufacturing must be derived from an explicitly defined corporate strategy which has its roots in a corporate marketing plan. Therefore, the choice of focus cannot be made independently by production people.
Conversely, the choice of focus cannot be made without considering the existing factory, because a given set of facilities, systems, and people skills can do only certain things well within a given time period. Simplicity and repetition breed competence.
Focused manufacturing is based on the concept that simplicity, repetition, experience, and homogeneity of tasks breed competence. Furthermore, each key functional area in manufacturing must have the same objective, derived from corporate strategy. Such congruence of tasks can produce a manufacturing system that does limited things very well, thus creating a formidable competitive weapon. Process technologies: Typically, unproven and uncertain technologies are limited to one per factory.
Proven, mature technologies are limited to what their managers can easily handle, typically two or three e. Market demands: These consist of a set of demands including quality, price, lead times, and reliability specifications. A given plant can usually only do a superb job on one or two demands at any given period of time. Product volumes: Generally, these are of comparable levels, such that tooling, order quantities, materials handling techniques, and job contents can be approached with a consistent philosophy.
But what about the inevitable short runs, customer specials, and one-of-a-kind orders that every factory must handle? The answer is usually to segregate them. This is discussed later. Quality levels: These employ a common attitude and set of approaches so as to neither overspecify nor overcontrol quality and specifications. One frame of mind and set of mental assumptions suffice for equipment, tooling, inspection, training, supervision, job content, materials handling. Manufacturing tools: These are limited to only one or two at the most at any given time.
The task at which the plant must excel in order to be competitive focuses on one set of internally consistent, doable, noncompromised criteria for success. My research evidence makes it clear that the focused factory will outproduce, undersell, and quickly gain competitive advantage over the complex factory. The focused factory does a better job because repetition and concentration in one area allow its work force and managers to become effective and experienced in the task required for success.
The focused factory is manageable and controllable. Its problems are demanding, but limited in scope. The conventional wisdom of manufacturing management has been and continues to be that the measure of success is productivity.
Now that U. A low-cost plant may be a disaster if the company has sacrificed too much in the way of quality, delivery, flexibility, and so forth, in order to get its costs down. Too many companies attempt to do too many things with one plant and one organization.
In the name of low investment in facilities and spreading their overheads, they add products, markets, technologies, processes, quality levels, and supporting services which conflict and compete with each other and compound expense. They then hire more staff to regulate and control the unmanageable mixture of problems. But we can only regain competitive strength by stopping this process of increasing complexity and overstaffing. This behavior is so illogical that the phenomenon needs further explanation.
Our plants are generally managed by extremely able people; yet the failure to focus manufacturing on a limited objective is a common managerial blind spot.
What happens to produce this defect in competent managers? Engineers know what can and cannot be designed into planes, boats, and building structures. Engineers accept design objectives that will accomplish a specific set of tasks which are possible, although difficult. In contrast, most of the manufacturing plants in my study attempted a complex, heterogeneous mixture of general and special-purpose equipment, long-and short-run operations, high and low tolerances, new and old products, off-the-shelf items and customer specials, stable and changing designs, markets with reliable forecasts and unpredictable ones, seasonal and nonseasonal sales, short and long lead times, and high and low skills.
It is not understood, I think, that each of the contrasting features just noted generally demands conflicting manufacturing tasks and hence different manufacturing policies. The particular mix of these features should determine the elements of manufacturing policy.
Some of these elements are the following:. Instead of designing elements of manufacturing policy around one manufacturing task, what usually happens? Consider, for example, that the wage system may be set up to emphasize high productivity, production control to maximize short lead times, inventory to minimize stock levels, order quantities to minimize setup times, plant layout to minimize materials handling costs, and process design to maximize quality.
While each of these decisions probably looks sensible to the professional specialist in his field, the conventional factory consists of six or more inconsistent elements of manufacturing structure, each of which is designed to achieve a different implicit objective.
Such inconsistency usually results in high costs. One or another element may be excessively staffed or operated inefficiently because its task is being exaggerated or misdirected.
How China Is Screwing Over Its Poisoned Factory Workers
They called it "banana oil. All she knew was that she was supposed to use it to clean cell phone screens, hundreds of them every hour. Fumes filled the air in the windowless room where she worked, in a three-story factory outside the southeastern China city of Dongguan. Long, the year-old daughter of peasant farmers from Guizhou, was supposed to dip her rubber-gloved right index finger into the oil and then rub each screen for 10 to 20 seconds.
The conventional factory attempts to do too many conflicting production tasks within one inconsistent set of manufacturing policies. The chief result is that the plant is likely to be noncompetitive because its policies are not focused on the one key manufacturing task essential to successfully competing in its industry. In this article, the author discusses […]. In this article, the author discusses the concept of focused manufacturing, which offers the opportunity both to stop compromising each element of the production system and to build on competitive strength. Many years of taking our industrial health and leadership for granted abruptly ended in the s when our declining position in world markets weakened the dollar and became a national issue.
New designs and applications are helping doctors, soldiers and the visually impaired see the world in unexpected ways. Tiny drops of rain hit my face as I run through the sleepy residential neighborhood of Littleton, Massachusetts, about an hour's drive north of Boston. There's a slight incline to the pavement as it curves to the right. It's only been about five minutes, but I'm already tired and wet as I jog down the middle of a quiet street lined with Cape Cod-style houses on a gray and soggy afternoon in May. I've never been to Littleton before and I have no idea where I'm going. Erich Manser, an IBM researcher who competes in marathons and Ironman competitions for the fun of it, runs beside me. He's wearing an orange hoodie with a fluorescent yellow bib that says "BLIND" in black bold lettering. I can't help thinking that this is really a case of the blind leading the blind.
The Blind Spot in Organizations: The First Line Employee Engagement
Political uncertainty, the the distorting financial impact of mega-funders like SoftBank, and increased public skepticism about tech's utopian promises have all left a mark. It would be easy to feel gloomy. And the sector is full to the brim of exciting entrepreneurs chasing world-changing ideas, hitting new milestones and breaking new ground. Every year, Business Insider publishes the UK Tech — our list of the most interesting, innovative, and influential people shaping the UK tech scene, whether that's visionary founders building global firms out of Britain, or regulators grappling with Silicon Valley titans. This year's constellation of entrepreneurs, technologists, investors, scientists, and critics demonstrates that the UK is easily capable of building a wide range of fast-growing, global businesses that attract serious investment both here and abroad — while also leading the pack on grappling with tech's social impacts.
Apple CEO Tim Cook said he believes Silicon Valley tech giants need to be held responsible for the consequences stemming from their innovations. Cook pushed for such responsibility while giving the commencement speech at Stanford University on Sunday, a highly-regarded university within the tech world that has a reputation for jump-starting the careers of high-profile Silicon Valley executives. The false miracles in exchange for a single drop of your blood.
“We cannot talk about it”: Factory workers for major fashion labels live confined by guards
Petersburg, Russia , Russian chemist who developed the periodic classification of the elements. Mendeleev found that, when all the known chemical element s were arranged in order of increasing atomic weight , the resulting table displayed a recurring pattern, or periodicity, of properties within groups of elements. In his version of the periodic table of , he left gaps in places where he believed unknown elements would find their place. He even predicted the likely properties of three of the potential elements.SEE VIDEO BY TOPIC: 2016 KTM 250sx-f Factory Edition - First Ride
When was the last time you visited a store and found the perfect store assistant? Not only did he know all about the latest designs, features and offers, he helped you make the right choice by asking all the relevant questions. The importance of first line workers cannot be emphasized enough. They are the most important yet unrecognized brand ambassadors of the businesses they serve. As digital disruption invades our offices and factories, it is time for enterprises to look at including the front line employees in their workplace transformation programs to drive business performance.
Education in England Preliminary pages Introduction, Contents, Preface Chapter 1 Up to Beginnings Chapter 2 Renaissance and Reformation Chapter 3 Revolution Chapter 4 Restoration Chapter 5 Towards mass education Chapter 6 A state system of education Chapter 7 Secondary education for some Chapter 8 From Hadow to Spens Chapter 9 Educational reconstruction Chapter 10 Labour and the tripartite system Chapter 11 The wind of change Chapter 12 The golden age? But you may not publish it, upload it onto any other website, or sell it, without my permission. A printer-friendly version of this chapter can be found here. Citations You are welcome to cite this work. If you do so, please acknowledge it thus: Gillard D Education in England: a history www. Documents Where a document is shown as a link, the full text is available online.
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The Focused Factory
IEEE INDIN international conference will provide a forum for presentation and discussion of the state-of-art and future perspectives of industrial information technologies. Industry experts, researchers and academics are gathering together to share ideas and experiences surrounding frontier technologies, breakthroughs, innovative solutions, research results, as well as initiatives related to industrial informatics and their applications. The paper will be then subject to double blind review process of TII. Please click here to follow us.
Land Rover Defender Starts At $50,925, Most Expensive Is Over $100K
Bookbinding is the process of physically assembling a book of codex format from an ordered stack of paper sheets that are folded together into sections or sometimes left as a stack of individual sheets. The stack is then bound together along one edge by either sewing with thread through the folds or by a layer of flexible adhesive. Alternative methods of binding that are cheaper but less permanent include loose-leaf rings, individual screw posts or binding posts, twin loop spine coils, plastic spiral coils, and plastic spine combs. For protection, the bound stack is either wrapped in a flexible cover or attached to stiff boards.
- Это что за фрукт. Соши пожала плечами. - Открыть. Ну и ну, - ужаснулась. - Шестьсот сорок семь ссылок на уран, плутоний и атомные бомбы.
Spain will be represented by 17 startups in the Eurovision of Startups
Сохраняя ледяное спокойствие, Сьюзан ткнула указательным пальцем в твердокаменную грудь Хейла и заставила его остановиться. Хейл в шоке отпрянул, поняв, что она не шутит: Сьюзан Флетчер никогда еще до него не дотрагивалась, даже руки не коснулась.
Правда, это было не то прикосновение, какое он рисовал в воображении, представляя себе их первый физический контакт, но все же… Хейл долго с изумлением смотрел на нее, затем медленно повернулся и направился к своему терминалу. Одно ему было абсолютно ясно: распрекрасная Сьюзан Флетчер бьется над чем-то очень важным, и можно поклясться, что это никакая не диагностика.
ГЛАВА 28 Сеньор Ролдан восседал за своим столом в агентстве сопровождения Белена, чрезвычайно довольный тем, как умело обошел глупую полицейскую ловушку. Немецкий акцент и просьба снять девушку на ночь - это же очевидная подстава. Интересно, что они еще придумают.
For the blind, Google Glass offers a clear path ahead
Стратмор только сделал вид, что звонил по телефону. Глаза Хейла расширились. Слова Сьюзан словно парализовали его, но через минуту он возобновил попытки высвободиться.
- Он убьет .