Manufacturing Engineer
Volume 82, Issue 6, December 2003
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Volume 82, Issue 6
December 2003
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- Source: Manufacturing Engineer, Volume 82, Issue 6, page: 1 –1
- DOI: 10.1049/me:20030612
- Type: Article
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- Source: Manufacturing Engineer, Volume 82, Issue 6, p. 4 –9
- DOI: 10.1049/me:20030613
- Type: Article
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- Author(s): J. Fraser ; D. Shobrys ; G. Kruse
- Source: Manufacturing Engineer, Volume 82, Issue 6, p. 10 –13
- DOI: 10.1049/me:20030601
- Type: Article
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Cost reduction and customer service improvements are the primary drivers for adopting supply chain planning. Studies show that these are complementary areas, and improvements in one are often accompanied by improvements in the other. - Author(s): M. Eaton
- Source: Manufacturing Engineer, Volume 82, Issue 6, p. 14 –17
- DOI: 10.1049/me:20030602
- Type: Article
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Less than 30% of companies implementing any form of lean or agile related improvement programme manage to achieve worthwhile results. Can your company last the distance? The author describes some essential corporate characteristics needed to avoid leagility failure. - Author(s): A. Ross
- Source: Manufacturing Engineer, Volume 82, Issue 6, p. 18 –21
- DOI: 10.1049/me:20030603
- Type: Article
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An agile business needs an agile supply chain. Quick response to customer demand, the ability to customise and the need to provide multiple variants for profitable customer niches are all increasingly required by many companies. Yet as manufacturers inexorably move their sourcing of components and low value-added operations offshore, to lower cost countries, so their supply chains increase in both distance and complexity. Many companies are faced with the challenge of providing an agile response to customers and yet operating a lean operation across an extended global supply chain. This is a challenge that needs a solution beyond the abilities of simply judgement, the telephone and spreadsheets. Companies need to utilise the power of Internet-enabled software to provide visibility across their global supply chain and to help them optimise it. In particular the new generation of supply chain optimisation software offers companies the ability to gain visibility and optimisation across their supply chains, at significantly reduced ownership costs compared to earlier systems. - Author(s): C. Verstraete
- Source: Manufacturing Engineer, Volume 82, Issue 6, p. 22 –25
- DOI: 10.1049/me:20030604
- Type: Article
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By sharing the benefits of supply chain optimisation with the other partners in the eco-system, trust and a sense of community is built. The benefits shouldn't always go to the OEM. The author argues that collaboration doesn't need to be fancy. - Author(s): S. Fox
- Source: Manufacturing Engineer, Volume 82, Issue 6, p. 26 –29
- DOI: 10.1049/me:20030605
- Type: Article
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British manufacturing has been in decline for decades, and many different parties have been held responsible. The author asks "Is any one of them to blame?" He considers the key elements of swarm stupidity and looks at how it could have contributed to the decline. - Author(s): K. Mashford
- Source: Manufacturing Engineer, Volume 82, Issue 6, p. 30 –34
- DOI: 10.1049/me:20030606
- Type: Article
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UK manufacturing cannot be considered in isolation and it is apparent that in today's small world companies have almost global freedom over where to locate various functions. The author considers what tomorrow's manufacturer will look like and describes some of the business processes that a modern manufacturer may adopt. - Author(s): C. Barlow
- Source: Manufacturing Engineer, Volume 82, Issue 6, p. 36 –37
- DOI: 10.1049/me:20030607
- Type: Article
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Being sustainable means more than simply producing a 'green' product. The article looks at how logistics, energy use, and corporate lifestyle all play a part. - Author(s): M. Deaves
- Source: Manufacturing Engineer, Volume 82, Issue 6, p. 38 –41
- DOI: 10.1049/me:20030608
- Type: Article
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The EU waste electrical and electronic equipment directive is already part of EU law. Now is the time to start working with solution providers to ensure you adopt a tailored, economic solution. The author discovers that logistics is key to coping with impending restrictions on the disposal of waste electrical and electronic equipment. - Author(s): E. Perry and J. Boniface
- Source: Manufacturing Engineer, Volume 82, Issue 6, p. 42 –43
- DOI: 10.1049/me:20030609
- Type: Article
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Disposal to landfill is becoming less and less acceptable, from both environmental and fiscal points of view. What can be done instead? The authors highlight the issues surrounding the new landfill regulations. - Author(s): B. Smith
- Source: Manufacturing Engineer, Volume 82, Issue 6, p. 44 –47
- DOI: 10.1049/me:20030610
- Type: Article
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The electronics manufacturing industry is facing one of its biggest challenges in years. EU directives on waste of electrical equipment and the restriction of hazardous materials used in these products mean that conventional tin-lead solders will be prohibited in the printed circuit board (PCB) manufacturing process as of July 2006. In terms of, impact within the electronics industry, preparing for this transition will be not dissimilar to the challenges presented by the Y2K bug at the turn of the century. In addition to the impact on manufacturing processes, there will also be significant implications on producers' supply chain strategies, inventory control, IT systems and operational logistics. Like Y2K, the industry is working against a non-negotiable timeframe. However, key to meeting the July 2006 deadline is the establishment of a strong, all-encompassing strategy that not only meets the technical challenges, but also addresses the many logistical issues likely to arise. Collaboration alone does not guarantee a successful process transition. Printed circuit producers must allow sufficient time to fully qualify their internal manufacturing processes. The author looks at how this will require the extensive testing of materials and equipment. - Author(s): B. Clements
- Source: Manufacturing Engineer, Volume 82, Issue 6, page: 48 –48
- DOI: 10.1049/me:20030611
- Type: Article
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It is becoming more widely realised that a truly 'joined-up' product lifecycle management (PLM) software solution can be an excellent tool in helping designers and SME manufacturers manage everyday production processes. These processes can work through manufacture, packaging, distribution, support and maintenance and, ultimately, right through to product disassembly The key benefit of such a PLM system is in its ability to aid the co-ordination of the activities of each person, department, and organisation involved in the creative and support processes. All relevant personnel can have quick access via an extranet to any data related to the product in question. This data could point to potential material suppliers, currently used materials, specifications and material composition of individual parts, production process information, costings and maintenance contract information. The author highlights how a PLM system can improve efficiency and make for a more environmentally responsible organisation.
Editorial
News
Planning for the next generation [supply chain planning]
Running the leagile marathon [lean/agile improvement programmes]
Creating agile supply chains
Keep it simple [supply chain optimisation]
Swarm stupidity [manufacturing decline]
Next generation manufacturing
Towards industrial sustainability
Taking the WEEE [EU waste electrical and electronic equipment directive]
Wasting away [landfill regulations]
Preparing for life without lead [printed circuit production]
Lifecycle management
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