Ramazan Rıdvan SEKMEN, 030080083, 2nd week words

1-GT (Group Technology) ( Group : Process Management)
Many parts in products have certain similarities in their shape and in their method of manufacture. Group technology(GT) is a concept that seeks to take advantage of the design and processing similarities among the parts to be produced. The term "group technology" first was used in 1959, but not until the use of interactive computer became widespread in the 1970s did this technology develop significantly.
The similarity in the chacartestics of similar parts suggests that benefits can be obtained by classifying and coding these parts into families. By disassembling each product into its individual components and then identifiying the similar parts, one company found that 90% of the 3000 parts made by a company fell into only five major families of parts.

(Kalpakjian S., Schmid S.R.,Manufacturing engineering and technology, 5th Edition, page 1208)

New and better answer because in this definition, he looks different angles.

There are many definitions of group technology, and they are continously changing as the scope of GT changes and as it becomes apparent that some planned activities cannot be accomplished by GT. On the other hand, it is realized that this technology can serve as a solution to additional activities.

One of the first definitions of GT was given by E.K. Ivanov, who stated, the main goal of GT is to produce a single or small quantity items using mass production techniques. Ivanov claims a 270% rise in labour productivity and 240% rise in shop output by use of GT.

In 1968 we find the definition of GT: Group Technology is the technique of identifying and bringing together related or similar parts in a production process in order to utilize the inherent economy of flow production method.

A more general definition proposes to use GT concepts in other fields. The definition is: Group Technology is the realization that many problems are similar and that by grouping together similar problems, a single solution can be found to a set of problems, thus saving time and effort.

Thus the goals and applications of GT are expanded beyond the original requirement of the work cell manufacturing technique, and the broad meaning of Group Technology now covers all areas of the manufacturing process.

(Halevi, G.(2001).Global manufacturing system. Handbook of production management methods (p.175).)

2-IT (Information Technology) ( Group: Management)
MANUFACTURING HAS BECOME AN INTEGRAL PART OF LONG-RANGE BUSINESS PLANNING FOR COMPANIES THAT MUST MAINTAIN THEIR COMPETITIVE POSITIONS AND INCREASE THEIR MARKET SHARE. THESE ARE COMPLEX ISSUE BECAUSE THEY INVOLVE A BROAD RANGE OF CONSIDERATIONS SUCH AS PRODUCT TYPE, COMPANY SIZE, CHANGING MARKETS, LAWS AND BUSINESS PRACTICES IN DIFFERENT COUNTRIES, TARIFFS AND IMPORT RESTRICTIONS, GEOPOLITICS, AND ESPECIALLY THE MAJOR TRENDS IN RAPIDLY INCREASING MANUFACTURING ACTIVITIES IN COUNTRIES WHERE LABOR COSTS ARE ABOUT A TENTH OF THOSE IN TRADITIONALLY MORE INDUSTRIALIZED COUNTRIES. THE RAPIDLY GROWING FIELD OF INFORMATION TECHNOLOGY (IT) CAN PROVIDE THE TOOLS TO HELP MEET THESE MAJOR GLOBAL CHALLENGES.

(REF. MANUFACTURING ENGINEERING AND TECHNOLOGY, KALPAKJIAN; S., SCHMID; S.R. PAGE 41-42)

New and better answer because he explains the word with using example and figure.

Information technology (IT) includes all tools that capture, store, processs, exchange, and use information. The field of IT includes computer hardware, such as mainframe computers, servers, laptops, and PDAs; software, such as operating systems and applications for performing various functions; networks and related equipment, such as modems, routers, and switches; and databases for storing important data.

An organization's defined set of IT hardware, software and networks is called its IT infrastructure. An organization also requires a staff of people called the IT support organization to plan, implement, operate, and support IT. In many firms, some or all technology support may be outsourced to another firm.

An organization's IT infrastructure must be integrated with employees and proce­dures to build, operate, and support information systems. These systems enable a firm to meet fundamental objectives, such as increasing revenue, reducing costs, improving decision making, enhancing customer relationships, and speeding up their products’ time to market. For example, the new systems at Belarusbank will streamline work processes, pro­vide access to customer data, and enable the bank to compete globally by offering new ser­vices to new customers. The bank's information system has many IT components: the mainframe computer and database that store business and customer information, the desk­top and laptop computers used by employees, and network components that capture data at various branches and update the central database. A streamlined work process enables bank tellers, IT support staff, and other system users to operate efficiently and reliably.

Most organizations have a number of different information systems. When considering the role of business managers for working with IT, it is useful to divide information sys­tems into three types: function IT, network IT, and enterprise IT⁴. Figure 1-1 shows the relationship among IT support staff, IT infrastructure, and the various types of information systems.

( Reynolds, G. (2010). What Is Information Technology? Information Technology for Managers (pp. 4-5).)

3-Nanofabrication ( Group: Manufacturing)

It is the most advanced technology and is capable of producing parts with dimensions a t the nano-level (one billionth); it typically involves processes such as etching techniques, electron-beams, and laser-beams. Present applications are in the fabrication of microelectromechanical systems (MEMS) and extending to nanoelectromechanical systems (NEMS), which operate on the same scale as biological molecules.

(Kalpakjian S., Schmid S.R., Manufacturing Engineering And Technology, p. 21)

New and better answer because, he explains detailed.

Many of the devices and systems used in modern industry are becoming progres­sively smaller and have reached the scale of nanometers. Nanofabrication is playing an ever increasing role in building these devices and systems as well as under­standing the associated characteristics and functionality at the nanoscale. In gen­eral, nanofabrication consists of two major approaches: top-down high-resolution and bottom-up directed building processes [1]. The top-down approach has evolved from the conventional lithographic technology, which is the de facto standard used in the semiconductor industry. This approach takes a bulk material, and modifies or breaks it into smaller desired structures and  normally involves removing or etch­ing out (sometimes with forming or adding) some materials to make the final ones. As an alternative to the top down approach, interest has shifted to the bottom- up approach, in which  the materials of atom or molecular scales serve as building blocks, for next generation nanoscale devices awl systems.

(  Tseng, A.A. (2008). Introduction. Nanofabrication: fundamentals and applications (p.2). )

4-JIT (Just in time) ( Group:Management)
The principal of JIT is that supplies of raw materials, parts, and components are delivered to the manufacturer just in time to be used, parts and components are produced just in time to be made into sub-assemblies and assemblies, and products are finished just in time to be delivered to the customer. As a result, inventory-carrying costs are low, part defects are detected right away, productivity is increased, and high quality products are made at low costs.
The JIT concept has the following goals:
- Recieve supplies just in time to be used.
- Produce parts just in time to be made into subassemblies.
- Produce subassemblies just in time to be assembled into finished products.
- Produce and deliver finished products just in time to be sold.

(Kalpakjian S., Schmid S.R., Manufacturing engineering and technology, 35,1225)

New and better answer because, he explains simplest and  uses example for good understanding.

Just-in-time (JIT) manufacturing is a Japanese management philosophy applied in manufacturing which involves having the right items of the right quality and quantity in the right place and at the right time It has been widely reported that the proper use of DT manufacturing has resulted in increases in quality, productivity and efficiency, improved communication and decreases in costs and wastes. The potential of gaining these benefits has made many organizations question and consider this approach to manufacturing. For these reasons, JIT has become a very popular subject cur­rently being investigated by many worldwide organizations.

Just-in-time management involves the application of old management ideas: however, their adaptation to the modern manufacturing firm is a relatively new practice. Presently, many firms are studying and applying the JIT approach in response to an ever more competitive environment. North American organizations are aware of the pressure placed upon them by the success of their Japanese competitors at obtaining phenomenal levels of productivity. In order to remain competitive and experience economic success, these companies have focused on increasing productivity, improving the quality of their products and raising the standards of efficiency within their firms. The ability to achieve higher standards of productivity without sacrificing quality it also an important goal of a manufacturing firm. Over the long run, application of JIT manufacturing may assist these companies in achieving these goals of manufacturing excellence.

( Cheng, T.C.E., Podolsky, S. (1996). Introduction. Just-in-time manufacturing: an introduction (p.2). )

5-Design for Disassembly (DFD) ( Group: Design)
The manner and ease with which a product may be taken apart for maintenance or replacement of its parts is another important consideration in product design. Consider for example, the difficulties one has in removing certain components from under the hood of some automobiles. Similar difficulties exist in the disassembly of several other products. Tha general approach to design for disassembly requires the consideration of factors that are similar to those outlined above for assembly. Analysis of computer or physical models of products and their components with regard to disassembly generally indicate any potential problems, such as obstructions, size of passageways, lack of line of sight, and the difficulty of firmly gripping and guiding objects.
An important aspect of design for disassembly is how, after its life cycle, a product is to be taken apart for recycling, especially the more valuable components. For example, note that depending on (a) their design and location, (b) the type of tools used, and (c) whether manual or power tools are used, rivets may take longer to remove than screws or snap fits and that a bonded layer of valuable material on a component would be very difficult ( if not impossible) to remove for recycling or reuse. Obviously, the longer it takes to take components apart, the higher is the cost of doing so. It then is possible that this cost becomes prohibitive. Consequently, the time required for disassembly has been studied and measured. Although it depands on the manner in which it is done, some examples are: cutting wire at 0.25 seconds; disconnecting wire at 1.5 seconds; snap fits and clips at 1 to 3 seconds; and screws and bolts at 0.15 to 0.6 seconds per revolution. ( Serope Kalpakjian/Steven R. Schmid - page: 1185)

New and better answer.

Design for disassembly (DfD) targets the end-of-life impact of a product's design. The focus is to improve the design of a product so that it can be disassem­bled with the least environmental impact and cost. The methodology addresses man­ufacturing issues such as the number of fasteners in a product, the time to disassemble a product, and the recyclability or energy content of product materials.

Since the methodology requires an understanding not only of design but also of the end-of-life issues relative to materials and subassemblies, DfD can be a com­plicated methodology for product designers. A number of software tools are avail­able that assist them in determining the optimum design for disassembly, without requiring the tools to be aware of all of the environmental issues. Some tools allow a user to assess the impact on the environment of stopping disassembly at various points in the process, which can be useful in determining the point at which the ben­efit of disassembly diminishes.

The advantage of the design for disassembly approach is that it addresses con­crete design issues (number of fasteners, the type of material used) that directly affect the end-of-life of a product. Basing the methodology on quantitative data permits a clear determination of the trade-offs between different product designs. DfD also is practical, in that disassembly effects can be directly translated into economic impact.

However, the narrow focus of the design for disassembly methodology in fact can be a disadvantage. With its narrow focus on the end of a product's life, it ignores other life-cycle stages (such as product manufacturing or use) that may have a more profound effect on the environmental impact of a product. Additionally, designing a product for disassembly does not necessarily address legislative concerns that may affect how a product is designed.

( Goldberg, L. (2000). Design for Disassembly. Green electronics, green bottom line: environmentally responsible engineering (p.125). )