previous answer
Fractography is important in many fields of science and engineering. It is
intrinsically interesting because it provides insights into the nature of the solid state that are not
otherwise accesible. The basic premise is that the topography of a surface created by a growing
crack is characteristic of microstructure of the material and the test conditions. By observing,
measuring and interpreting the fracture surface topography it is possible to determine many
features of the microstructure of materials and the mechanics of crack growth.
(Fractography: observing, measuring and interpreting fracture surface topography,
Derek Hull, pg. xiii)
new answer
Fractography is an experimental technique often used in failure analyses or investigations which are aimed at improving a fracture property such as fracture toughness or stress corrosion cracking resistance. Although many workers claim to identify microconstituents from fractography, in most cases fractographic features can only be used to suggest the influence of microstructure on the fracture mechanism by the size, shape, and distribution of the given features. Usually a second technique is required to directly identify the microstructural features which affect the fracture process. One which has been used very successfully is the metallographic sectioning of speciments which have been deformed to various plastic strains short of fracture. Observations are then made on these speciments using the best available techniques. These observations along with the results of fractography are used to describe the fracture mechanism and suggest means of changing the composition, processing, or heat treatment of the material to improve a given fracture-related property. (Fractrography-Microscopic Cracking Process, C.D. Beachem, W.R. Warke, p7)
2- Total Productive Maintenance ( group : economy, management )
previous definition
The management and maintenance of a wide variety of machines, equipment, and systems are among the important aspects affecting the productivity of a manufacturing organization.The concepts of total productive maintenance (TPM) and total productive equipment management (TPEM) include continued analysis of such factors as (a) equipment breakdown and equipment problems; (b) monitoring and improving equipment productivity; (c) implementation of preventive and predictive maintenance; (d) reduction of setup time, idle time, and cycle time; (e) full utilization of machinery and equipment and the improvement of their effectiveness; and (f) reduction of product defects. Teamwork is an important component of this activity and involves the full cooperation of the machine operators, maintenance personnel, engineers, and the management of the organization.
(Kalpakjian S., Schmid S.R., Manufacturing Engineering And Technology, p. 1153)
new definition
The goal is to eliminate all equipment losses. There are many theories on exact number of equipment losses, but the basic six to eliminate are:
-breakdowns
-set up and adjustment losses
-idling and minor stoppage losses
-start up and shutdown losses
-reduced speed or capacity losses
-quality defects or rework
The goal is to eliminate all of these losses from the equipment operation, thus insuring maximum overall equipment efficiency. Eliminating these losses is beyond the ability of any one department. Therefore, TPM is an opreational philosopy. All departments that impact the utilization of the equipment in some manner are involved., all must be part of the TPM program. (Developing performance indicators for managing maintenance, Wireman T., p179)
3 - Green Engineering ( group - methodology )
previous definition
Concerned with enviromental factors as in life cycle assesment, life cycle engineering deals in greater depth with design, optimization, and various technical considerations regarding each component of a product or process life cycle. A major aim of life cycle engineering is to consider reusing and recyling the components of a product from the earliest stage of discussing and considering the product design also called green design or green engineering.
(Kalpakjian, Smith; Manufacturing Engineering and Technology 5th Edition; pg.1245 )
new definition
Green engineering is the design, commercialization, and use of processes and products that are feasible and economical yet, at the same time, minimize generation of pollution at the source and risk to human health and the environment. Green engineering embraces the concept that decisions to protect human health and the environment can have the greatest impact and cost effectiveness when applied early to the design and development phase of a process or product.
(Kent and Riegel's Handbook of Industrial Chemistry and Biotechnology, James A. Kent, p216)
4 - Single Minute Exchange Die (SMED) ( group : management )
previous definition
SMED is like most other well known productivity and quality improvement tecniques,American in origin.SMED allows batch and queue operations to single piece or small lot operations and can reduce lead times.The key to understand SMED is know when the operation adds value to the product or service.(Lean Enterprise: a synergistic approach to minimizing waste,William A. Levinson ,Raymond A. Rerick)
(Kalpakjian, Smith; Manufacturing Engineering and Technology 5th Edition; pg.1245 )
new definition
Green engineering is the design, commercialization, and use of processes and products that are feasible and economical yet, at the same time, minimize generation of pollution at the source and risk to human health and the environment. Green engineering embraces the concept that decisions to protect human health and the environment can have the greatest impact and cost effectiveness when applied early to the design and development phase of a process or product.
(Kent and Riegel's Handbook of Industrial Chemistry and Biotechnology, James A. Kent, p216)
4 - Single Minute Exchange Die (SMED) ( group : management )
previous definition
SMED is like most other well known productivity and quality improvement tecniques,American in origin.SMED allows batch and queue operations to single piece or small lot operations and can reduce lead times.The key to understand SMED is know when the operation adds value to the product or service.(Lean Enterprise: a synergistic approach to minimizing waste,William A. Levinson ,Raymond A. Rerick)
new definition
Although not as popular or widely understood as JIT or Kan Ban, single minute exchange of die (SMED) is a technique identified and expoited by Japanese manufacturers that made a significant contribution toward their successes in reducing inventory.
American industry has a tendency to thing big and sophisticated when it comes to machine tools. Past practices dictated the purschase of highly automated equipment capable of turning out thousands of pieces per hour, at a very low per-piece cost. When run constantly, the difference in efficiency and costs compared to lesser equipment can be staggering.
Too often, actual performance has shown that the output of these machines far exceeded total demand. Warehouses, overhead chains, and factory floors are regularly buried in parts efficiently produced, just not needed. The machines are kept running to support the false financial numbers used to justifiy the initial investment. This was clearly illustrated earlier with Harley-Davidson.
JIT and Kan Ban worked successfully in the Far East for two reasons. The first was that the decision to run (or not to run) a particular piece of equipment was driven by true demand for the resulting part, not by an accounting number. Equipment ran when parts were required, and it was turned off when they were not. The
amount of actual machine running time was of no concern in the decision-making process.
The second reason was that machine-tooling choices were based on process flexibility, not output per minute. In other words, a machine tool that had a multitude of capabilities was deemed more desirable than a machine with faster output of more specialized parts. This is where SMED plays an important role.
SMED drives the practice that flexibility and speed of tool changeover is more important than output-per-time period. If a factory can change the tooling with relative ease, it can make more parts, of a wider variety than a machine that takes hours or even days to change tooling. With SMED, the minimal number of actual required parts can be run, the machine stopped, the tooling changed, and the machine up and running again in short order, making the next few parts needed in the process. This changing of tooling continues all during the manufacturing day, making small runs of several items, instead of huge runs of several days or weeks' worth of production, which then sits around awaiting demand.
Smaller, less specialized, more flexible equipment is much more desirable than larger, dedicated, and specialized machining centers. The true cost is recognized as the run time and resulting inventory investment, not in the tooling investment.
( The sourcing solution, Larry Paquette, pp89,90 )
5 - Interface ( group : computer )
previous definition
LITERALLY, A SHARED BOUNDARY. AN INTERFACE BETWEEN TWO COMPUTER SYSTEMS, SUCH AS INTELLIGENT MACHINE CONTROLLERS, INVOLVES A METHOD FOR PASSING COMMANDS, RESPONSES, AND DATA FROM ONE SYSTEM TO ANOTHER. WHEN THE TWO COMPUTES ARE NOT INHERENTLY COMPATIBLE, THE INTERFACE BECOMES A “TRANSLATOR” BETWEEN THE TWO SYSTEMS. AN INTERFACE CAN ALSO HAVE A PHYSICAL COMPONENT-THE PROPER SET OF CONNECTORS, VOLTAGE LEVELS, AND SO FORTH NECESSARY TO HOOK TWO SYSTEMS TOGETHER. THE COMMON THREE-PRONG ELECTRICAL PLUG IS AN EXAMPLE OF A STANDARDIZED INTERFACE USED IN RESIDENTIAL ELECTRIC POWER SYSTEMS.
(REF : CIM HANDBOOK, V.DENIEL HUNT, CHAPMAN AND HALL, 1989, PAGE 304)
new definition (better)
Although not as popular or widely understood as JIT or Kan Ban, single minute exchange of die (SMED) is a technique identified and expoited by Japanese manufacturers that made a significant contribution toward their successes in reducing inventory.
American industry has a tendency to thing big and sophisticated when it comes to machine tools. Past practices dictated the purschase of highly automated equipment capable of turning out thousands of pieces per hour, at a very low per-piece cost. When run constantly, the difference in efficiency and costs compared to lesser equipment can be staggering.
Too often, actual performance has shown that the output of these machines far exceeded total demand. Warehouses, overhead chains, and factory floors are regularly buried in parts efficiently produced, just not needed. The machines are kept running to support the false financial numbers used to justifiy the initial investment. This was clearly illustrated earlier with Harley-Davidson.
JIT and Kan Ban worked successfully in the Far East for two reasons. The first was that the decision to run (or not to run) a particular piece of equipment was driven by true demand for the resulting part, not by an accounting number. Equipment ran when parts were required, and it was turned off when they were not. The
amount of actual machine running time was of no concern in the decision-making process.
The second reason was that machine-tooling choices were based on process flexibility, not output per minute. In other words, a machine tool that had a multitude of capabilities was deemed more desirable than a machine with faster output of more specialized parts. This is where SMED plays an important role.
SMED drives the practice that flexibility and speed of tool changeover is more important than output-per-time period. If a factory can change the tooling with relative ease, it can make more parts, of a wider variety than a machine that takes hours or even days to change tooling. With SMED, the minimal number of actual required parts can be run, the machine stopped, the tooling changed, and the machine up and running again in short order, making the next few parts needed in the process. This changing of tooling continues all during the manufacturing day, making small runs of several items, instead of huge runs of several days or weeks' worth of production, which then sits around awaiting demand.
Smaller, less specialized, more flexible equipment is much more desirable than larger, dedicated, and specialized machining centers. The true cost is recognized as the run time and resulting inventory investment, not in the tooling investment.
( The sourcing solution, Larry Paquette, pp89,90 )
5 - Interface ( group : computer )
previous definition
LITERALLY, A SHARED BOUNDARY. AN INTERFACE BETWEEN TWO COMPUTER SYSTEMS, SUCH AS INTELLIGENT MACHINE CONTROLLERS, INVOLVES A METHOD FOR PASSING COMMANDS, RESPONSES, AND DATA FROM ONE SYSTEM TO ANOTHER. WHEN THE TWO COMPUTES ARE NOT INHERENTLY COMPATIBLE, THE INTERFACE BECOMES A “TRANSLATOR” BETWEEN THE TWO SYSTEMS. AN INTERFACE CAN ALSO HAVE A PHYSICAL COMPONENT-THE PROPER SET OF CONNECTORS, VOLTAGE LEVELS, AND SO FORTH NECESSARY TO HOOK TWO SYSTEMS TOGETHER. THE COMMON THREE-PRONG ELECTRICAL PLUG IS AN EXAMPLE OF A STANDARDIZED INTERFACE USED IN RESIDENTIAL ELECTRIC POWER SYSTEMS.
(REF : CIM HANDBOOK, V.DENIEL HUNT, CHAPMAN AND HALL, 1989, PAGE 304)
new definition (better)
In English, an interface is a device or a system that unrelated entities use to interact. According tı this definition, a remote control is an interface between you and a television set, the English language is an interface between two people, and the protocol of behavious enforced in the military is the interface between people of different ranks. Within the Java programming language, an interface is a device that unrelated objects use to interact with each other.
(The Java tutorial: a short course on the basics, Campione M. Valrath K. Huml A., p54)
(The Java tutorial: a short course on the basics, Campione M. Valrath K. Huml A., p54)
Slm. Green engineering tanımında hangisinin daha iyi olduğunu belirtirsen iyi olur (better)
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