Ozkan Kayhan, 030990095, 10th Week

1 - Drill Point Angle (Manufacturing Tools)


(There is no older version)

(New)


The point of the twist drill has a conical shape.A typical value for the point angle is
118 deg. The point can be designed in various ways, but the most common design is a chisel
edge, as in Figure 23.12. Connected to the chisel edge are two cutting edges (sometimes
called lips) that lead into the flutes. The portion of each flute adjacent to the cutting edge
acts as the rake face of the tool.

(Fundamantels of Modern Manufacturing, Mikell P. Groover, p. 572)


2 - Stack Cutting (Welding)


(There is no older version)


(New)


Because the PAC process does not rely on thermal conductivity between stacked parts, like oxyfuel process, thin sheets can be stacked and cut efficiently. With the oxyfuel stack cutting of sheets, it is important that there not be any air gaps between layers. Also it is often necessary to make a weld along the side of the stack in order for the cut to start consistently.


(Welding: Principles and Applications By Larry F. Jeffus p 189)

3 - Baton-passing Zone(Toyota, Process Planning)

(New)

Baton passing zone in production in order to improve efficiency the leader sets a baton passing zone where workers have a chance to catch up with their colleagues.

(The Synchronized Production System: Going Beyond Just-In-Time Through Kaizen By Hitoshi Takeda, SPS Management Consultants, P 257)



4 - Pareto Chart (Statistics)

(Old)

A Pareto chart is a special form of histogram, in which attribute
data are arranged according to some criterion such as cost or value. When appropriately
used, it provides a graphical display of the tendency for a small proportion of a given population
to be more valuable than the much larger majority. This tendency is sometimes referred
to as Pareto's Law, which can be succinctly stated: "the vital few and the trivial
many.") The "law" was identified by ViJfredo Pareto (1848-1923), an Italian economist and
sociologist who studied the distribution of wealth in Italy and found that most of it was held
by a small percentage of the population.

Groover, Automation Production Systems And CIM, P.679

(New and better)


Pareto charts are extremely useful because they can be used to identify factors that have the greatest cumulative effect on the system, and , thus screen out the less significant factors in an analysis. Ideally this allows the user to focus attention on a few important factors in a process.


They are created by plotting the cumulative frequencies of the relative frequency data (event count data) in a descending order. When this is done, the most essential factors for the analysis are graphically apparent and in an orderly format.

(Total Quality Management By Charantimath, p 73)


5 - Genba (Management)

Old (better)

Genba indicates the “actual site” where all important processes take place, and people who run the genba are considered to have full power and responsibilities for what is going on there. Therefore to succesfully implement this idea, systematic delegation of authority from management and engineering sections to genba leaders and workers is indispensable.

In Japan, the genba is recognised as the ultimate source of competitive strength and all efforts are placed on improving production prosesses in order to perfect genba-shugi. Consequently the shop sometimes experiences increasing pressure, and stres increases. When this happens, the weight of expectations associated with genba-shugi will become excessive for team members and work will become overwhelming.

(Bird A., Encyclopedia of Japanese Business and Management, 2001, p.162-163)
(New)

Whenever we deal with shop floor problems, we typically find many interrelated factors, such as the changes in products or processes. Especially when human factors are involved, the assessment of problems becomes very complex. It almost requires detective's skill.

In such an environment, pure theory cannot function by itself. And no matter how great our intellect and how extensive our knowledge is not tied with reality, we simply get more confused, prehaps even resulting in totally different hypotheses to address the same problem.

An important exercise, then, is for us to emphasize substance rather than form. The shop floor is a place to practice pragmatic problem-solving. It may even viewed as an experimental laboratory. Books, lectures and intellectual exercises in the office, away from the action can never bring such experiences by themselves.


The New Shop Floor Management: Empowering People for Continuous Improvement By Kiyoshi Suzaki, p 7