Manufacturing Engineer
Volume 76, Issue 6, December 1997
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Volume 76, Issue 6
December 1997
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- Source: Manufacturing Engineer, Volume 76, Issue 6, p. 244 –245
- DOI: 10.1049/me:19970601
- Type: Article
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- Source: Manufacturing Engineer, Volume 76, Issue 6, page: 246 –246
- DOI: 10.1049/me:19970602
- Type: Article
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- Source: Manufacturing Engineer, Volume 76, Issue 6, p. 247 –250
- DOI: 10.1049/me:19970603
- Type: Article
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- Source: Manufacturing Engineer, Volume 76, Issue 6, p. 254 –256
- DOI: 10.1049/me:19970604
- Type: Article
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- Author(s): A. Harrison
- Source: Manufacturing Engineer, Volume 76, Issue 6, p. 257 –260
- DOI: 10.1049/me:19970605
- Type: Article
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Having learned what it means to be `lean', manufacturing companies are now being exhorted to become `agile'. The author questions if these two kinds of fitness are compatible. - Author(s): I. Roberts
- Source: Manufacturing Engineer, Volume 76, Issue 6, p. 261 –263
- DOI: 10.1049/me:19970606
- Type: Article
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Small and medium-sized manufacturing enterprises (SMEs) need adoptable manufacturing systems. The author proposes a methodology to document the needs for such a management control system as part of a business process re-engineering (BPR) procedure. - Source: Manufacturing Engineer, Volume 76, Issue 6, p. 264 –266
- DOI: 10.1049/me:19970607
- Type: Article
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- Source: Manufacturing Engineer, Volume 76, Issue 6, p. 267 –271
- DOI: 10.1049/me:19970608
- Type: Article
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- Author(s): J. Antony
- Source: Manufacturing Engineer, Volume 76, Issue 6, p. 272 –275
- DOI: 10.1049/me:19970609
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Systematic experiments in improving the quality of industrial processes can yield better understanding of the processes and all-round improvements. The author describes how to set about gaining these benefits. This article sets out various types of quality characteristics for industrial experiments and offers guidelines for selecting the right quality characteristics. It also highlights a framework that covers a variety of manufacturing process problems and the most suitable quality characteristic (or response) of interest to experimenters for each associated process. - Source: Manufacturing Engineer, Volume 76, Issue 6, p. 276 –277
- DOI: 10.1049/me:19970610
- Type: Article
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The paper reports on the task of managing the interrelationships and interdependencies between a set of projects supporting different parts of the British Aerospace Airbus design and manufacturing process. The programme office manager monitors progress across 60 live plans to ensure not only that they stay on time and within budget, but that they all deliver optimum business benefits. A continuous improvement programme has been adopted to constantly reassess the project progress against a changing environment. - Author(s): M. Bradford
- Source: Manufacturing Engineer, Volume 76, Issue 6, p. 278 –279
- DOI: 10.1049/me:19970611
- Type: Article
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The role of information technology (IT) in manufacturing and engineering is now well understood. It is difficult to imagine a factory, warehouse or drawing office today that could even function without the right IT system. Yet IT has come much further now than just automating manual manufacturing and engineering processes. There are whole new fields of advantage to be gained from squeezing more out of IT systems, particularly by making better use of the information that is stored within them. Overall, technologies such as forecasting tools, data warehousing and workflow can help manufacturers to reduce the level of disconnection in the organisation between different functions and departments. The key is to ensure that as much corporate information as possible is held in a single, digital format, whether as data, test, graphics or knowledge. - Author(s): M. McCool
- Source: Manufacturing Engineer, Volume 76, Issue 6, p. 280 –282
- DOI: 10.1049/me:19970612
- Type: Article
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Rationalising operations can dramatically boost performance. Indicators that a company might benefit from rationalisation include: a recent acquisition or merger, resulting in some duplication in operations; divestment of non-core business; rapid expansion of a business, requiring new sites and factories; the need to close down a loss-making division; imminent expiry of site leases; and availability of spare capacity, warranting the contraction to fewer factories or sites. The author describes how a properly planned rationalisation process can transform a good manufacturing business into an excellent one. - Source: Manufacturing Engineer, Volume 76, Issue 6, p. 283 –286
- DOI: 10.1049/me:19970613
- Type: Article
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- Source: Manufacturing Engineer, Volume 76, Issue 6, page: 287 –287
- DOI: 10.1049/me:19970614
- Type: Article
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- Source: Manufacturing Engineer, Volume 76, Issue 6, p. 288 –289
- DOI: 10.1049/me:19970615
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- Source: Manufacturing Engineer, Volume 76, Issue 6, page: 291 –291
- DOI: 10.1049/me:19970616
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Professionals and development
News digest
Newsfeed
A culture of satisfaction
From leanness to agility
BPR for SMEs
Core meltdown
Engineering is not enough
Experiments in quality
Orchestrating the airbus
Leaping the barrier
Rationalising and revitalising
Many things come in twelves
New products
Manufacturing matters
Spaces in between
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