Manufacturing Industry - Science topic

Nicole Li There are numerous ways to streamline the process:

1. Install Technology and Automation (Smart Factory, Digital Twins)

2. Enhance Supply Chain Connectivity (Tracking, real-data-Analysis)

3. Boost Inventory Management (Route and Consolidation Optimization)

4. Lean Manufacturing and Quality Management Principles

5. Boost Improve Workforce Efficiency and Sustainability Integration

etc.

The reaction

CO(g) ..> 2H2(g) + CH3OH(g)

should be written as

CO(g) + 2H2(g) = CH3OH(g)

The transition to zero-carbon fuel emissions in manufacturing industries offers several benefits both environmentally and economically.

Some of the key benefits include:

1. Reduction of Greenhouse Gas Emissions (GHG): The main advantage is the reduction of greenhouse gas emissions, such as carbon dioxide (CO2), methane (CH4) and nitrogen oxides (NOx). This contributes to mitigating climate change and meeting international emissions reduction targets.

2. Compliance with Environmental Regulations: Using zero-carbon fuels helps companies comply with increasingly strict environmental regulations. This can result in lower penalties and a better corporate reputation.

3. Energy Efficiency: Many zero-carbon fuel technologies, such as renewable energy and electrification, tend to be more efficient compared to traditional power generation methods. This can lead to more efficient utilization of resources and savings in operating costs.

4. Energy Independence: By using renewable energy sources, manufacturing industries can become less dependent on traditional energy supplies and more self-sufficient, reducing vulnerability to price fluctuations and availability of fossil fuels.

5. Technological Innovation: The transition to zero-carbon fuels drives innovation in sustainable technologies. This can open new market opportunities, improve the company's competitiveness and encourage the development of cleaner technologies.

6. Improved Brand Image: Companies that adopt sustainable practices and reduce their carbon footprint often experience an improvement in their brand image. This can result in greater acceptance by consumers and customers who value environmental responsibility.

7. Access to Green Markets: Some markets and customers are increasingly interested in low-carbon products and services. Adopting sustainable manufacturing practices can open opportunities to access these markets and meet the demand of environmentally conscious consumers.

8. Resilience to Changes in Regulation and Energy Prices: The adoption of zero-emission fuels can make companies less sensitive to changes in environmental regulation and energy prices, providing them with greater stability long-term.

In summary, the transition to zero-carbon fuel in manufacturing industries not only contributes to climate change mitigation, but can also generate economic benefits and improve the competitive position of companies in an increasingly environmentally conscious world. atmosphere.

Hot extrusion is not a type of creep failure, but it involves a process that shares some similarities with creep. Let me break it down for you:

Hot Extrusion Process:Hot extrusion is a manufacturing process where a material, often a metal or alloy like Al 6063, is forced through a die at an elevated temperature. The material is typically heated to a temperature above its recrystallization temperature but below its melting point. This allows for plastic deformation and shaping of the material.

Creep:Creep is a phenomenon associated with the slow, time-dependent deformation of materials under a constant load or stress at elevated temperatures. In creep, the material undergoes deformation over an extended period, and it is often observed in materials subjected to high temperatures and constant stress.

Relationship Between Hot Extrusion and Creep:While hot extrusion is not a type of creep failure, the process does involve plastic deformation of the material at elevated temperatures, and some aspects may resemble creep behavior. Here are a few points of comparison:

In summary, while hot extrusion and creep both involve deformation at elevated temperatures, they serve different purposes and have distinct characteristics. Hot extrusion is a controlled manufacturing process, whereas creep is an undesired phenomenon that can lead to failure over time.

hai, i read your message and I have a small start up consulting firm called the Trichester Consulting, and I gather all experts around the world as networking purposes and connections. So, I was wondering with your expertise, maybe I can help you by giving u a positionas Chief Financial Officer (CFO) for my small company, but its on an honorary basis like an Editor in a journal. You can treat it as a practical training for you, and in return you can update your resume accordingly that you have held such sernior position although in a start up company. Maybe that can give you an edge against other candidate going for an interview. Like many of us here volunteer to be on Editorial Board for free. WHy do we do that ? I think its the same answer if you ask me why should take a senior CFO position in a startup company..... Think it over and if you like the position, I would be more than happy to assist you. "Your lart position held" is a very important question when you go for an interview for a real job in the future. THink it over and coma back to me if you want my tiny help. thanks

Dear Emmanuel Panashe Paganga,

I suggest you see the links and attavhed file on the topic.

Best regards

The talent management model could be used for evaluation. Kindly visit the link for the conceptual framework.

Kind regards,

I think to T Thammi Reddy point, it is only a Trillion rupee ($14 Billion) industry in India. The current cost of a 14nm fab (which is not state of the art, but state of practice) is around $14 Billion, so it is difficult for the semiconductor industry in India, whose entire market is less than or equal to the value to build one moderate technology factory in that industry, to grow in any meaningful way. India has huge capacity to assemble and test finished semiconductor products, but does not have any significant capacity to produce the underlying semiconductor die, which require these very large, and expensive factories. These factories also typically take years to build in countries with completely developed semiconductor fab industries, so building one in a new locale will probably take even longer. I would imagine the construction to take at least 8 to 10 years. In addition, there are a number of ancillary advanced high technology industries which must exist to support the semiconductor fabrication industry, which India also does not currently have, which would also need to be setup and successful prior to the start of any initiation of a semiconductor fab factory.

The Indian government would not only need to provide very lucrative incentives to all of these industries (free money, free loans, complete bankruptcy protection, and guaranteed bailouts), as the governments of South Korea, Taiwan, and China have done in order to catch up to more established semiconductor industries in the USA, Japan, and Europe, but also guarantee a return on the investment by either requiring large portions of electronics purchased by the government (offices, schools, military), or complete tax exemptions and subsidies until profitability is reached. In the instance that all electronics purchased by the government must be locally made, there will be a 5 to 10 year gap during which the local electronics will be inferior or more expensive, or both to those imported from other countries, which will make non-subsidized or non-government sales more difficult. The Indian government would need to have these policies in place for at least 15 to 20 years, independent of changes in the government or leading party, to get investors interested in such a project.

Semiconductors are a fundamentally expensive, slow, and typically a low margin industry, so unless there is a concerted effort from the Indian government across all political parties, the private sector will not risk tens of billions of dollars to create an industry where one doesn't exist if there are better areas in which to invest said billions.

Dear Ahmed Khalid Ahmed Asinger

These articles might help, have a look:

1. https://www.researchgate.net/publication/256645552_A_Review_of_Gripping_Devices_for_Fabric_Handling

2. https://onlinelibrary.wiley.com/doi/10.1002/adma.201707035

3. https://www.researchgate.net/publication/348474997_Selecting_and_designing_grippers_for_an_assembly_task_in_a_structured_approach

4. https://www.tandfonline.com/doi/abs/10.1080/00207549108930072

Kind Regards

Please check the following:

In addition to Weill and Ross in “IT Savvy," see their "Enterprise Architecture As Strategy: Creating a Foundation for Business Execution" as well as Ross et al's more recent "Designed for Digital: How to Architect Your Business for Sustained Success" (see my review) https://www.amazon.com/gp/customer-reviews/R33HX594W0I7TL?ref=pf_ov_at_pdctrvw_srp

Its because they do what is important to their (direct line manager) or director. So if the director is constantly asking have you met the production target and the GM annual pay increase or bonus is performance driven but the only target that is being set is production based they will only ever focus on production.

If the question is constantly being asked, what is the production and of that production what was good i.e. quality and this was also set as a performance metric then sure enough quality would become important.

Quality always tends to be reactive in my experience. They look at production numbers and drive them hard and then react when there's a quality concern and then utilise blame. Quality should be intrinsic to production. As we all know what is the point in meeting the production target if you have to scrap a large percentage or rework, your just reducing your profit margins.

Its an interesting subject. If I had to guess I would say products which are 100% manufactured by the company will have more quality focus than those that are assembled by components from a multitude of suppliers. Why, because if you are solely producing the component the GM is responsible for the quality and production volume, therefore there is a greater interest in the quality. However, if you are assembling a product which is assembled from parts from multiple external sources, the GM will focus mainly on production and less on quality assuming that the parts supplied at 100% good. Even though they have a responsibility from a quality point of view to assembly the components. This is because they aren't 100% responsible for the quality of the product like in the first instance. This would be a interesting research topic for someone to look into, to see if there is any truth to this, that is purely speculation on my behalf.

Hello Bin Bai,

I am not able to comprehend fully as to what you want to do.

Firstly PDCA is not a fixed loop 'process' because the next improvement cycle always takes it further to the next loop.

I have intentionally called it a "PROCESS".

There is, to the best of my knowledge, no other 'creative model based on PDCA in quality control in the manufacturing industry'.

This, PDCA is a continual model.

You may take sometime to explain what you want to do. Once, the objective is clear, the answer can be given and explained.

All the best.

virendra

Would you like to study in Iran?

Dear Joeli Sekoula ,

The main barriers are:

1. Managers not understand clearly "What is the 5S and its using".

2. Implementztion 5S needs a lot of money.

3. The staff is not ready to accept change.

5S is the important methodology for modern manufacturing.

The type of human resources required will change. Rather than people who will do the same jobs as the robots, companies will need people who can manage the robots, or those who can complete tasks that these robots are not designed to do. Thus, personnel will need to train themselves right from start to fill up niches in the job market that robots simply cannot. Considering humans can carry out several high level cognitive exercises all at once without much effort, I believe that artificial intelligence still has a long way to go in order to render human resources truly redundant.

Today globalization and Bussiness competition, Stetagi planning, Demand planning /Supply planning three are very important roll in every industry, SCM must.

Any fast-growing industry having a computerised system like SAP, ERP must know the whole Bussiness scenario in one platform. Attached one chart to understand batter

It depends of the requested task. If it is for handling stuffs accuray and repeatability must be evaluated to ensure high performance.

Dear Researchers, João, Reddy and Gulmira. THANK YOU

João / Reddy, I think exactly like you. But there is a glitch in this matter, when I started my research, 1.5 years ago, bibliographically they have emerged in addition to the psychosocial risks, risks of the behavioral type and others that may involve even systematic operation of machines (ergonomic type) which I must confirm in field.

Gulmira, I understand your point of view, but there is very little literature about the risks of Ind. 4.0, to carry out research and studies with divisions of these risks. Due to the COVID-19 pandemic, I did not start my field research, which I hope, this year, to carry out and verify the other risks on the spot.

I created the discussion in Research, in order to receive more base

for my research. Opinions, data and information from other minds, to insert in my research and writings.

I appreciate your participation so far and I look forward to more suggestions.

A. Dickson

At least in Mexico, social responsibility acted as a key player driving the company's growth. Business growth is a factor-dependent variable; corporate social responsibility is one of them, because it favors any initiative that originates in the company, facilitating the positioning of its brand, renewing the corporate image, capturing the preference and loyalty of customers and promoting the perfect harmony between the company and the community at the opera. In this context, social responsibility activates the growth of the company, because it ostensibly improves reputation and credibility, and thereby achieves recognition before its stakeholders, especially the commitment to the development of the social responsibility strategy is perceived as thoughtful, ethical and spontaneous.

Crane, A., Matten, D., & Spence, L. (Eds.). (2019). Corporate social responsibility: Readings and cases in a global context. Routledge.

Another important aspect to consider is Big Data and IT resources, organizational capabilities, and value creation in public-sector organizations: a public-value management perspective

Khan, A., & Turowski, K. (2016, April). A Perspective on Industry 4.0: From Challenges to Opportunities in Production Systems. In IoTBD (pp. 441-448).

Winter, M. y Szczepanek, T. (2008). Projects and programmes as value creation processes: A new perspective and some practical implications. International Journal of Project Management, 26 (1), 95-103. https://doi.org/10.1016/j.ijproman.2007.08.015

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Dear researcher,

I think that one of the most important issues or topics that can affect TQM systems for manufacturing industries in the future is Quality Engineering Techniques (QET). These techniques are very applicable and consist of statistical and non-statistical tools.

Best wishes.

Ramin Rostamkhani

Noha A. Mostafa I meant branching process (stochastic process) not the branching for MIP. Thank you.

A good outcome Jin!!

https://www.emerald.com/insight/content/doi/10.1108/TQM-03-2018-0031/full/html

https://www.emerald.com/insight/content/doi/10.1108/IJQRM-09-2017-0181/full/html

https://www.emerald.com/insight/content/doi/10.1108/BIJ-10-2017-0281/full/html

Hi Fatin,

Please see fantastic article below:

Hope this is of some help to you.

Best Regards

Martin

Nageswara: You have a very valid point. Some people mistakenly believe that manual workers have to be closely supervised, commanded and controlled. Tata Steel is perhaps the best example from manufacturing. It is the cheapest steel producing company in the world, with several international awards.It has some amazing people management practices, including employee involvement, welfare, decentralization, and others. The employees perceive a high sense of dignity. They have no fear of expressing themselves, etc