Factory Supply – Coach Outlet Onlines Pick http://coachoutletonlinespick.org/ Thu, 22 Jul 2021 22:01:15 +0000 en-US hourly 1 https://wordpress.org/?v=5.8 http://coachoutletonlinespick.org/wp-content/uploads/2021/06/icon-1.png Factory Supply – Coach Outlet Onlines Pick http://coachoutletonlinespick.org/ 32 32 Truck drivers and factory workers are exempt from the Test and Trace application: CityAM http://coachoutletonlinespick.org/truck-drivers-and-factory-workers-are-exempt-from-the-test-and-trace-application-cityam/ http://coachoutletonlinespick.org/truck-drivers-and-factory-workers-are-exempt-from-the-test-and-trace-application-cityam/#respond Thu, 22 Jul 2021 21:00:00 +0000 http://coachoutletonlinespick.org/truck-drivers-and-factory-workers-are-exempt-from-the-test-and-trace-application-cityam/ Truck drivers and letter carrier workers in the food and beverage industries will be exempt from the Test and Trace app and instead be tested daily for Covid-19 as the government tries to address shortages caused by the self. – saying “pingdemia”. The government announced tonight that “daily contact tests will be deployed at critical […]]]>

Truck drivers and letter carrier workers in the food and beverage industries will be exempt from the Test and Trace app and instead be tested daily for Covid-19 as the government tries to address shortages caused by the self. – saying “pingdemia”.

The government announced tonight that “daily contact tests will be deployed at critical workplaces in the food supply chain,” after a roundtable discussion today with supermarket executives.

Any worker eligible for the exemption will not need to self-isolate if they are negative, even if they are interviewed by the NHS Test and Trace app.

It is believed that supermarket workers will not be exempted.

More than 600,000 people have been asked to self-isolate after being interviewed by the app last week as Covid cases increased across the country.

Images of empty shelves emerged last night, leading supermarkets to apologize for shortages caused by Test and Trace.

A statement from the Ministry of Environment, Food and Rural Affairs (Defra) said that leaders of the country’s largest supermarkets had today “played down fears of shortages, saying the problems were not generalized ”.

Health Secretary Sajid Javid said: “As we manage this virus and do everything possible to break the chains of transmission, daily contact testing of workers in this vital sector will help minimize the disruption caused by the virus. ‘increase in cases in the coming weeks, while ensuring workers are not put at risk.

Business groups reportedly urged the government yesterday to scrap the test and traceability system for supermarkets and food supply chains in a private meeting.

Business Secretary Kwasi Kwarteng said this morning that the government “is monitoring” shortages in supermarkets and is “very concerned about certain developments”.

England faces 'Pingdemic' as NHS enforcement orders quarantines amid Covid-19 outbreak

The new testing regime for the food and beverage industries will begin this week, with the roll-out of up to 500 sites expected by next week.




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Britain needs more battery factories for electric cars http://coachoutletonlinespick.org/britain-needs-more-battery-factories-for-electric-cars/ http://coachoutletonlinespick.org/britain-needs-more-battery-factories-for-electric-cars/#respond Tue, 20 Jul 2021 17:45:00 +0000 http://coachoutletonlinespick.org/britain-needs-more-battery-factories-for-electric-cars/ LONDON (Reuters) – Britain has stepped up the race for electric vehicles with its 2030 ban on the sale of new fossil-fueled cars and has offered £ 1bn ($ 1.4bn) to jumpstart its battery industry and its associated supply chain. . But the headline-grabbing money and deadline, which is several years earlier than many other […]]]>
LONDON (Reuters) – Britain has stepped up the race for electric vehicles with its 2030 ban on the sale of new fossil-fueled cars and has offered £ 1bn ($ 1.4bn) to jumpstart its battery industry and its associated supply chain. .

But the headline-grabbing money and deadline, which is several years earlier than many other countries, still leaves it behind the European Union’s drive to create a supply chain and far behind China. , the leader in batteries for electric vehicles (EV).

The stakes are high for Brexit in Britain. To continue selling in the EU to 27 countries duty free, the UK car industry, which employs 170,000 people, must ensure that electric vehicles and the batteries that power them meet strict rules of origin , with up to 70% input in terms of value coming from Great Britain. or within the EU.

With its 2030 deadline looming followed by its 2035 cutoff for hybrids, Britain needs more battery factories, and fast.

Yet even Nissan’s plans for a 9 gigawatt-hour (GWh) battery plant in Britain, hailed by the government when it was announced in July, are overshadowed by two factories under construction in Germany alone, the plant 50 GWh from Tesla near Berlin and 40 GWh from Volkswagen. factory near Wolfsburg.

“We got to the party quite late,” said Douglas Johnson-Poensgen, managing director of UK-based Circulor, who has worked with Volvo Cars and others on building sustainable supply chains.

The Department for Business, Energy and Industrial Strategy (BEIS), at the heart of Britain’s electric vehicle investment campaign, says it is ensuring Britain remains a world leader in the ‘automobile industry.

“We remain committed to securing UK giga factories and continue to work with investors to advance plans for the mass production of the batteries needed for the next generation of electric vehicles,” a spokesperson said in a statement sent by email.

Meanwhile, the EU is moving ahead to catch up with China and transform its auto industry, a major employer across the bloc, including heavyweights in Germany and France.

The bloc, which proposed an effective ban on sales of new gasoline and diesel cars from 2035, allocated 2.9b. euros ($ 3.4 billion) from 12 EU states to support new battery factories. European climate group Transport & Environment says the EU has 38 factories planned or under construction, many of which benefit from other support measures from the EU or individual governments.

The block has identified 42 companies, including the American company Tesla and the German BMW, for specific roles in the supply chain and the battery life cycle, ranging from the supply of raw materials to the production of cells or recycling.

Last year, the European Commission proposed laws to ensure sustainable battery production, while Germany passed a battery life cycle supply chain law, with factories to stay close to them. from each other, thus helping to comply with environmental rules and contain costs. Batteries are heavy objects to transport.

Britain has yet to meet this target, although BEIS has said it is working to implement green targets for the auto industry and will release an infrastructure strategy this year, including on recharging. vehicles and proposals on road transport emissions.

But manufacturers say Britain is not moving fast enough.

“The UK government needs to wake up and invest in the supply chain,” said Matt Windle, managing director of UK sports car maker Lotus. “We have the knowledge, we have the people, we just need the supply chain. “

Guy Winter, a Fasken partner who has advised the government in the past, said Britain needed a “battery czar” to ensure the industry rallied, a role played in the EU by European Commission Vice-President Maros Sefcovic since 2017.

Winter said failing to provide enough support, whether in Britain or the EU, would leave the race to China, which makes about three-quarters of the world’s electric vehicle batteries.

QUICK TRANSITION

Benchmark Mineral Intelligence (BMI) predicts that Britain will need at least 175 GWh of battery cell capacity by 2035 to power around 3 million fully electric vehicles. For now, he estimates Britain is far behind the pace, with just 56.9 GWh by 2030.

Among the plans, Britishvolt aims to build a 30 GWh plant by 2027. BMI has only included part of it in its target because it expects the British start-up to ramp up more slowly.

Britishvolt said building a 30 GWh plant was a challenge, but a spokesperson said its 10 GWh three-phase construction strategy would help meet its target by 2027.

To avoid EU tariffs, UK-built cars must adhere to a series of rules of origin which from 2027 will include a stipulation that 70% of the battery comes from the EU or Great Britain. Brittany.

BEIS said the rules included a phase-in period.

Winter said this may not give Britain enough time. “We ended up with a period to make a transition that now seems too short,” he said.

Britain has so far managed to nurture small start-ups in the battery supply chain through projects like the Faraday Institution, which trains battery scientists and engineers, said Steven Meersman, founder from Zenobe, itself a start-up that manages batteries on large electric vehicles and extends their life through energy storage.

But Meersman said Britain does not have a unified strategy to help start-ups grow and regulate the electric vehicle chain, saying a ministry manages incentives to buy electric vehicles, while a separate regulator managed the vital deployment of charging points.

The Critical Minerals Association, an industry group, called for a “central coordinating body.”

The Advanced Propulsion Center, a government and automotive industry company, said it has received expressions of interest from more than 120 groups for projects across the battery supply chain.

But its managing director Ian Constance said the UK offer of 1b. Funding books, about half of which have been allocated so far, “will run out pretty quickly if we do a few of these projects.”

State subsidies amount to an average of 750 million euros. pounds per factory of batteries, each of which can cost between 2 and 4 b. pounds, according to industry estimates.


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Saki improves customer support services at Nara plant http://coachoutletonlinespick.org/saki-improves-customer-support-services-at-nara-plant/ http://coachoutletonlinespick.org/saki-improves-customer-support-services-at-nara-plant/#respond Tue, 20 Jul 2021 12:32:49 +0000 http://coachoutletonlinespick.org/saki-improves-customer-support-services-at-nara-plant/ Saki improves customer support services at Nara plant Saki Corporation, an innovator in the field of automated optical and x-ray inspection equipment, is pleased to announce the addition of a dedicated customer demo room available for pre-acceptance screening of inspection equipment. as well as a parts center for centralized inventory management. and supply at its […]]]>

Saki improves customer support services at Nara plant

Saki Corporation, an innovator in the field of automated optical and x-ray inspection equipment, is pleased to announce the addition of a dedicated customer demo room available for pre-acceptance screening of inspection equipment. as well as a parts center for centralized inventory management. and supply at its factory in Nara. The facility upgrade, which improves Saki’s after-sales service at the Nara plant, is part of Saki’s continued strategic investment in its operations to deliver the highest customer service standards in the world.

The new demonstration room is located next to a full production line, allowing customers visiting the factory to experience a full and complete demonstration of the actual equipment as well as the production process. The demonstration room offers a private space where pre-acceptance can be carried out smoothly.

In addition, with the expansion of the parts stock area in the Nara factory and the transfer of the centralized parts management system from Saki’s head office in Tokyo to the Nara factory, a complete parts center has been established. was created on the premises of the factory. The new configuration ensures optimized control of the supply chain with efficient inventory and order management, as well as fast shipment of a wide range of parts, thus providing customers with fast and high after-sales service. quality. At the Nara plant, an upgrade to the facilities and equipment of its state-of-the-art 90-seat seminar room was also completed. With all these facility and process improvements, Saki offers a full range of after-sales services to its customers.

“Strengthening our customer support services is one of our top management priorities and we are constantly striving to improve them,” said Norihiro Koike, President and CEO of Saki Corporation. “These initiatives, which allow us to demonstrate our solutions at our production sites and deliver parts quickly and efficiently, are the result of our strong commitment to positioning customer service as one of our top priorities. satisfaction. We will continue to innovate more in our systems and structures.


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Inside the smart factory revolution http://coachoutletonlinespick.org/inside-the-smart-factory-revolution/ http://coachoutletonlinespick.org/inside-the-smart-factory-revolution/#respond Mon, 19 Jul 2021 21:30:31 +0000 http://coachoutletonlinespick.org/inside-the-smart-factory-revolution/ Last year, a major US automaker announced it was turning one of its factories into a factory for all-electric vehicles. The emerging commitment of U.S. automakers to more sustainable transit is certainly revolutionary, but the importance of the news was not just about the types of cars the company would produce, but also exactly how […]]]>

Last year, a major US automaker announced it was turning one of its factories into a factory for all-electric vehicles. The emerging commitment of U.S. automakers to more sustainable transit is certainly revolutionary, but the importance of the news was not just about the types of cars the company would produce, but also exactly how it was produced. would build them. The plant is the first US auto plant to integrate 5G, the next generation of wireless networking technology. Auto factories rely on a complex set of connected devices including robots, sensors, and more, and supporting them with 5G wireless infrastructure has huge benefits. 5G will allow the company to manage thousands of devices in the huge factory and securely leverage critical data information; it will also be used to support applications for portable and portable devices focused on quality control and worker safety.

The auto giant isn’t alone in investing in advanced wireless. Manufacturers across the country, from medical device makers to steel producers, are starting to consider the transition to 5G. Designed to deliver faster speeds and highly reliable connectivity, the network holds the promise of factories that could be safer, more efficient and more sustainable than ever before.

“5G provides massive wireless connectivity,” said Dr Xiaoxia Zhang, senior director of Qualcomm Technologies, a company leading the development and expansion of 5G globally. “It can accelerate the shift to Industry 4.0, the next generation of manufacturing, with the industrial Internet of Things for connectivity and analytics. “

Building the factory of the future

Since the turn of the 21st century, American manufacturing has had its struggles. Today, the sector employs some 12 million people—down over 17 million in 2000. Structural problems in the industry were magnified during the pandemic, as manufacturers struggled to keep factories sure and manage supply chain disruptions.

Yet despite these challenges, the U.S. manufacturing sector may be on the cusp of transformative efficiencies, in part thanks to the emergence of 5G. A recent one. A recent economy study commissioned by Qualcomm Technologies, Inc. estimates 5G in manufacturing in the United States could generate “a direct impact on GDP of up to $ 159.2 billion and up to 1.2 million jobs” .

This seismic impact is the result of the breadth of functionality of 5G; the network offers faster download speeds, more transparent data sharing and extended network capacity compared to previous generations. For factories, this means a technological and physical makeover. On the one hand, plants can be wireless, making it easier to move and handle connected devices. 5G also supports an expansion of autonomous and semi-autonomous machines, sensors embedded in physical infrastructure and objects, streamlined data processing, and even factory mixed reality applications.

The breakthrough Qualcomm 5G technologies are vital to achieving this change in the industry. The company has long been a leader in inventing and delivering innovations that advance wireless connectivity; today, Qualcomm is at the forefront of that effort again, producing technologies that form the very foundation of 5G. Additionally, says Zhang, Qualcomm’s innovations help factories meet the unique challenges of 5G integration. In the past, manufacturers may have hesitated to use wireless for key operations due to concerns about the reliability and security of alternative wireless technologies such as WiFi. With the support of breakthrough Qualcomm 5G technologies, however, these manufacturers can create secure private 5G networks that can be tailored for industrial applications.

“We are helping factories take advantage of more radio spectrum for private networks on their premises so that they can use even more services and more advanced features on the 5G network in the future,” said Zhang.

The importance of smart manufacturing

The value of these 5G-enabled services and features in manufacturing is substantial. Productivity, for its part, will increase. Automation can help streamline the production process and free up employees to be more efficient. In a Texas factory, for example, the owners estimate this production per employee is 2.2 times higher thanks to improvements linked to 5G. 5G also allows sensors inside equipment to continuously monitor conditions; data can be analyzed for predict breakdowns, so that maintenance can be done proactively, rather than in response to a problem. Overall, 5G-enabled factories will experience productivity gains of 20 to 30 percent, according to the report commissioned by Qualcomm Technologies, Inc.

Factories equipped with 5G can also be a boon for security. Automation could free workers from the most dangerous tasks, while data processing based on machine learning could be used to assess risks in real time. Wearable devices can also be used in the factory to avoid hazards, notes Zhang of Qualcomm Technologies. “With wireless detection and positioning, we can identify a worker’s location and quickly alert them via a portable device if they are near a danger zone,” she said. .

Additionally, these smart apps could be used by manufacturers to steer their processes towards greater customization. Automation and machine learning will allow for greater product variation while wireless machines will allow more seamless changes in the physical organization of a factory. Plus, these same innovations could help manufacturers reduce waste and be more responsive to supply chain issues.

“The application of 5G technologies can accelerate the transition to Industry 4.0 and revitalize manufacturing in the United States,” said Zhang. In short, the scope of the benefits of 5G integration is manifold. Backed by Qualcomm’s pioneering efforts, the Advanced Network is poised to fundamentally change the way things are made in America, for the better.

Qualcomm 5G technology licensed from Qualcomm Incorporated. Qualcomm 5G products are products of Qualcomm Technologies, Inc. and / or its subsidiaries.


MASTER CLASS 5G: LESSON ONE:

5G 101: An Introduction to Revolutionary Wireless Connectivity


MASTER CLASS 5G: LESSON TWO:

Explore human benefits


MASTER CLASS 5G: LESSON THREE:

An economic opportunity


Credits: By WP Creative Group.


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Cleo Integration Cloud for Manufacturing Helps Manufacturers Address Market Volatility http://coachoutletonlinespick.org/cleo-integration-cloud-for-manufacturing-helps-manufacturers-address-market-volatility/ http://coachoutletonlinespick.org/cleo-integration-cloud-for-manufacturing-helps-manufacturers-address-market-volatility/#respond Mon, 19 Jul 2021 02:00:04 +0000 http://coachoutletonlinespick.org/cleo-integration-cloud-for-manufacturing-helps-manufacturers-address-market-volatility/ Cleo serves more than 2,000 industrial customers with its Cleo Integration Cloud (CIC) solution for manufacturing. And for most of them, it helps them fight a common enemy: chronic market volatility. Managing supply chain volatility and fluctuations is a major integration technology challenge. Along with the spikes in supply and demand caused by the explosion […]]]>

Cleo serves more than 2,000 industrial customers with its Cleo Integration Cloud (CIC) solution for manufacturing. And for most of them, it helps them fight a common enemy: chronic market volatility.

Managing supply chain volatility and fluctuations is a major integration technology challenge. Along with the spikes in supply and demand caused by the explosion of e-commerce, there are also the downstream spillover effects of this uncertainty – factory downturns, supply shortages and changes in relationships with trading partners. A recent survey shows that 89% of manufacturers struggle with integration issues caused by volatility in supply and demand, and for nearly a fifth (18%) poor integration is costing their businesses $ 1 million or more per year in lost income.

To overcome these challenges, manufacturers using Cleo’s CIC for Manufacturing solution benefit from its ability to automate integrations between revenue-critical end-to-end business processes, such as Order-to-Cash or Procure-to-Pay. In fact, over the past twelve months, Cleo’s CIC for Manufacturing solution has processed record transaction volumes representing over 250% year-over-year growth.

Much of this increase in transactions is due to the market shift to D2C (direct to consumer) models, as consumers expect e-commerce and online shopping to be delivered quickly by any means, as from the manufacturer, directly shipped. , or completed by a third party, for example, Amazon.

Ripple Junction Design Company, a leading designer of licensed apparel and accessories for globally recognized brands, has expanded and activated a multi-faceted digital ecosystem through an omnichannel sales and distribution strategy powered by Cleo.

“The market continues to change and we need to move faster within our business than it changes outside of our business. To meet the great opportunity challenges of today’s e-commerce explosion, we knew we needed to employ a B2C and B2B strategy that streamlines the flow of data between all channels and platforms, while minimizing points of contact along the way. We decided to diversify and expand one sales channel at a time, offering only a handful of products at the start, pushing more products through each new channel as we add new retail customers , large and individual. Cleo allows us to slow the growth of our e-commerce business on our own terms, as we control and manage all of these different revenue streams through one centralized integration platform, Cleo Integration Cloud, ”said Jon Baker, vice -President of IT at Ripple Junction.

Cleo Integration Cloud: key differentiators

Cleo Integration Cloud’s unique ability to drive operational agility through real-time data and insight enables manufacturers to make better, faster, and more profitable business decisions. CIC’s integration capabilities span the gamut, from online order capture and omnichannel fulfillment, to enabling e-commerce through online marketplaces and digital platform integrations, and taking action. reverse logistics charge.

Only CIC allows API and EDI integrations on a single platform; enables end-to-end integration and visibility of business processes; and offers customers the choice of self-service, managed service, or a combination of the two deployment options, to optimize total cost of ownership (TCO).

Common benefits that customers see with the CIC solution for Cleo manufacturing include:

  • Fueling the digital transformation focused on e-commerce
  • Guarantee a predictable cost model with scalability flexibility
  • Reduce DSOs (Sales Waiting Days), errors and chargebacks
  • Easily connect with new fulfillment partners
  • Speed ​​up ASN delivery to improve customer scorecards

Many customers have praised the platform, winning Cleo “Leader” badges in the EDI Mid-Market and Enterprise categories in G2’s Summer 2021 reports. This is the 14th consecutive quarter in which the company has won this distinction. Additionally, Cleo has achieved Best Relationship, Best Implementation, and Best Usability awards among other integration providers.

“As customer expectations have increased with the accelerating shift in buying habits from traditional brick and mortar to e-commerce, manufacturers are forced to evolve and respond to changing market needs. Cleo Integration Cloud helps thousands of manufacturers manage volatility and create lasting value during this time of digital transformation, ”said Vidya Chadaga, Vice President of Product and Strategy at Cleo.

“By moving their integration processes to the cloud, companies can harmonize ecosystem-wide data flows to gain real-time business insights, orchestrate end-to-end business processes based on business conditions. variables and achieve a more agile supply chain that drives revenue velocity. Cleo’s Ecosystem Integration Platform helps them outsmart volatility every moment.


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Indian Railways Prepares To Deploy 10 Trains To Connect 40 Cities To Vande Bharat Boost: Report | Latest India News http://coachoutletonlinespick.org/indian-railways-prepares-to-deploy-10-trains-to-connect-40-cities-to-vande-bharat-boost-report-latest-india-news/ http://coachoutletonlinespick.org/indian-railways-prepares-to-deploy-10-trains-to-connect-40-cities-to-vande-bharat-boost-report-latest-india-news/#respond Sun, 18 Jul 2021 05:06:11 +0000 http://coachoutletonlinespick.org/indian-railways-prepares-to-deploy-10-trains-to-connect-40-cities-to-vande-bharat-boost-report-latest-india-news/ Medha Servo Drives Ltd was awarded the contract for the supply of electrical systems for 44 Vande Bharat trains in January of this year. Through industantimes.com | Written by Susmita Pakrasi, Hindustan Times, New Delhi POSTED JUL 18, 2021 10:36 AM IST Indian Railways are preparing to roll out at least 10 new indigenous Vande […]]]>
  • Medha Servo Drives Ltd was awarded the contract for the supply of electrical systems for 44 Vande Bharat trains in January of this year.

Through industantimes.com | Written by Susmita Pakrasi, Hindustan Times, New Delhi

POSTED JUL 18, 2021 10:36 AM IST

Indian Railways are preparing to roll out at least 10 new indigenous Vande Bharat high-speed trains, connecting around 40 cities, by August next year to commemorate 75 years of India’s independence. The Indian Express reported that Union Railways Minister Ashwini Vaishnaw reviewed the project and ordered the rollout plan to be brought forward to connect at least 40 cities with Vande Bharat trains by August 2022. Vande Bharat is the name given to the semi-high of India. set of high speed trains, a collection of 16 cars, self-propelled and not requiring an engine to drag them.

Medha Servo Drives Ltd was awarded the contract for the supply of electrical systems for 44 Vande Bharat trains in January of this year. The Hyderabad-based engineering company has now been asked to push forward with its production plan so that at least two prototypes can be deployed by March of next year after all testing.

There is a contractual condition that with all the trials and tests necessary to give a Vande Bharat a wink, the prototype train coming out of its anchor must also complete 1 lakh kilometer of commercial journey with passengers before the next batch can be placed for production. Under this, Vande Bharat trains could take months to get on the rails commercially. Officials estimate that if all three production units are used, Indian Railways can manufacture around six to seven Vande Bharat trainsets each month.

The idea of ​​the new plan is to deploy as many trainsets as possible by 2024 using Integral Coach Factory in Chennai, Modern Coach Factory in Raebareli and Rail Coach Factory in Kapurthala.

To close


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Quick manufacturing choice in the IndustryWeek library http://coachoutletonlinespick.org/quick-manufacturing-choice-in-the-industryweek-library/ http://coachoutletonlinespick.org/quick-manufacturing-choice-in-the-industryweek-library/#respond Fri, 16 Jul 2021 15:43:31 +0000 http://coachoutletonlinespick.org/quick-manufacturing-choice-in-the-industryweek-library/ Third part of a series. Obviously, Industry 4.0 can only work if the following conditions are met: 1. Fully reliable and interchangeable machines very quickly Each product is manufactured individually according to the customer’s requirements and moves itself – based on its digital twin information – through the factory from one machine to another. The […]]]>

Third part of a series.

Obviously, Industry 4.0 can only work if the following conditions are met:

1. Fully reliable and interchangeable machines very quickly

Each product is manufactured individually according to the customer’s requirements and moves itself – based on its digital twin information – through the factory from one machine to another. The machine may require a different setup between each product, so the machines should be ready instantly.

Measuring thousands of machines, in my experience the vast majority of machines have a mean time between failure (MTBF) well under eight hours. Time-honored and proven total productive maintenance techniques, including stand-alone and preventative maintenance, only become more important as equipment becomes more complex and vulnerable. Most of the equipment I know of can hardly be configured in a single cycle and with a vertical rise / fall. Thus, One Minute Matrix Exchange (SMED) will simply need to be a built-in feature of the process and will have to evolve into SCED: Single Cycle Matrix Exchange.

2. Fully reliable production processes.

In the 4.0 concept, there is absolutely no time to check the products, let alone correct them. It is perfectly possible to produce zero defects, but then all the processes must be perfectly mastered.

Henry Ford already saw the need for standardization in his day to a large extent, and W. Edwards Deming taught using statistical process control (SPC) to find and distinguish between normal and abnormal deviations. Without SPC, it’s hard to say. Where many manufacturers today are happy with 95 +% quality figures, the question will be whether we are going to maintain sufficient throughput in a dream 4.0 environment with 99.99% quality.

3. Fully reliable internal processes

In addition to the production processes, all other business processes must also be reliable. In measures of Overall Equipment Effectiveness (OEE), many times the causes of machine disturbances lie somewhere in an office. My preferred method of getting administrative and support processes on track is Makigami process improvement.

However, it is done: the workshop can no longer be the place where faults in other processes must be corrected.

4. Completely reliable supply chain

What applies to business processes also applies to supply chain processes. Neither the products themselves nor the time of delivery can disrupt the flow of value. It’s easier said than done. True 3.0 manufacturers that we know in some cases, they know the processes up to Tier 4 as well as theirs and are convinced that they are just as well mastered. As long as buyers believe that quality can be achieved through (entry) checks, “reasonable doubt” should be in place.

Whenever any condition of the above four preconditions is not met, it will become visible in the OEE measurement (when properly implemented). OEE is therefore an essential indicator for moving towards controlled processes.

5. Anything can communicate with anything

a. A significant detail to make 4.0 work: all transport and conversion devices must be able to communicate with each other as well as with a central controller. Most of the machines that I come across in mainstream factories are decades old and were never designed to communicate with their environment (nor, for that matter, to be able to change in a single cycle and have very high reliability and availability. .)

b. This communication must be fed by the digital twin. Therefore, for all product, it must be recorded in detail without error what the product looks like, what are the specifications and tolerances, how and where it is produced, etc. In my experience, product specifications and certainly tolerances are poorly recorded for many products. This is especially true for process parameters.

I would dare say that these requirements would be very useful in any production environment anyway. In a well-organized 3.0 environment, this will certainly be the case to a large extent. When things go wrong in a 3.0 factory, the self-regulating ability of the well-developed people who are present in the process day in and day out drives things forward and uses such events to further improve the process. I don’t see how this could still be the case in a 4.0 environment.

Has anyone tried it yet?

Fiat, Volkswagen and more recently Tesla have tried to some extent. All three gave up. All three learned that you don’t “solve” complex processes with even more complex solutions. Most importantly, they learned how important people’s self-regulatory and problem-solving skills are. All three applied a high degree of automation, but the human factor was brought back into the process and they learned to experience the beauty of 3.0.

Conclusion?

There seems to be a tendency to solve problems by “automating” problems and evacuating people, which sometimes costs billions. It makes much more sense to go the other way:

  1. Troubleshoot issues first, tidy up the process, then automate it
  2. Instead of eliminating the human factor, to incorporate and use its unique features

Automation is a great solution for quantitative tasks. But when there are quality issues, it is much more effective to simplify things first; know the real value streams and master them instead of trying to “organize” the underlying problem with complex technology. This only compounds the problem.

What is ALWAYS needed?

Whatever the preferred manufacturing concept, certain things are always beneficial or even essential:

1. People who know exactly what they are doing, why and how.

Only when people know what they are doing and why can we ensure that humans can master their technology and react appropriately to unexpected situations, which will always be present.

2. Immediately visible and corrected deviations.

It is only when we know and can see that something is deviant that we can react to it and possibly stop or correct it before it is too late.

3. An improvement system that eliminates the root causes.

The bigger and more complex the manufacturing process becomes, the more things can go wrong. It is only when we are able to turn every mistake into an improvement that we can grow.

4. Extensive standardization.

It’s only when we know what’s the best way to do something and make sure it’s always done that way that processes can be under control. By assembling complex products from standardized components, complexity is much more manageable.

5. Machines and processes are reliable.

The above points form the basis for reliable processes and machines. A reliable process is the cheapest, fastest, safest, most programmable, etc.

Arno Koch has over 25 years of experience in process improvement and control. Its improvement objectives are defined in terms of “halving” and “doubling”. He teaches process improvement at CETPM at a German university, is a partner at OEE Coach BV and owner of Makigami BV, and has written three books on OEE and two on Monozukuri (“the art of doing things”).


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Zhongnan group starts construction of new 5 GW solar plant http://coachoutletonlinespick.org/zhongnan-group-starts-construction-of-new-5-gw-solar-plant/ http://coachoutletonlinespick.org/zhongnan-group-starts-construction-of-new-5-gw-solar-plant/#respond Thu, 15 Jul 2021 07:10:45 +0000 http://coachoutletonlinespick.org/zhongnan-group-starts-construction-of-new-5-gw-solar-plant/ Strong points : The group is the main investor behind the famous electrical services company ReneSola, known for selling solar photovoltaic modules on a global scale. The photovoltaic solar modules that will be manufactured in the new plant will likely be sold under the premium brand “EVERSOLA” ​​which was announced in December 2020. Zhongnan Group […]]]>

Strong points :

  • The group is the main investor behind the famous electrical services company ReneSola, known for selling solar photovoltaic modules on a global scale.
  • The photovoltaic solar modules that will be manufactured in the new plant will likely be sold under the premium brand “EVERSOLA” ​​which was announced in December 2020.

Zhongnan Group recently held a ceremony to set up a new solar production plant with an annual manufacturing capacity of 5 GW. The group is the main investor behind the famous electrical services company ReneSola, known for selling solar photovoltaic modules on a global scale.

The ceremony was held in the Hai’an Economic Development Zone in Jiangsu Province, China, and the attendees included Mr. Yu Lizhong, secretary of the Hai’an Municipal Party Committee; Mr. Chen Jinshi, Founder and Chairman of Zhongnan Group; Mr. Zheng Lei, chairman and chairman, Zhongnan Industry; and Mr. Sky Wang, CEO of Renesola Energy.

Founded in 1988, Zhongnan Group ranks 78th among the top 500 Chinese companies, 11th among the top 500 private companies in China, 17th among Chinese real estate companies and 8th among the top 500 Chinese construction companies.

The photovoltaic solar modules that will be manufactured in the new plant will likely be sold under the premium brand “EVERSOLA” ​​which was announced in December 2020.

After this capacity addition, the total manufacturing capacity of the SPV will be 7 GW. Mr. Chen Jinshi said that the new 5GW power plant will focus on commercializing the latest solar photovoltaic technologies.

Mr. Sky Wang said, “We are truly delighted to witness the realization of the growth we projected two years ago. The new factory will add an annual output value of more than 10 billion yuan. The factory will mainly focus on “210mm” cell-based modules and fully compatible with the size less than “210mm”, in order to take into account existing products and also to fill the product supply gap of large size in the future.

Last month, during SNEC PV POWER EXPO 2021, at Shanghai New International Exhibition Center, ReneSola, supported by Zhongnan Group, unveiled a new series of products – TWIN 3.0 – and entered into numerous cooperation agreements to further strengthen its supply chain. The product is reportedly rated at up to 550 Wp with an efficiency of 21.5%, and is offered with a 12-year product warranty and a 30-year linear power warranty by the company.


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LG Chem promises $ 9 billion in investment by 2025, offers 20-30% stake in battery unit this year http://coachoutletonlinespick.org/lg-chem-promises-9-billion-in-investment-by-2025-offers-20-30-stake-in-battery-unit-this-year/ http://coachoutletonlinespick.org/lg-chem-promises-9-billion-in-investment-by-2025-offers-20-30-stake-in-battery-unit-this-year/#respond Wed, 14 Jul 2021 07:09:52 +0000 http://coachoutletonlinespick.org/lg-chem-promises-9-billion-in-investment-by-2025-offers-20-30-stake-in-battery-unit-this-year/ South Korean company LG Chem Ltd. will invest 10,000 billion won ($ 8.7 billion) by 2025 to move away from traditional chemicals to environmentally friendly materials with a specialty in battery supply and could offer 20 30% stake in the merged battery maker LG Energy Solution Ltd. during this year. “The revolution in our company […]]]>
South Korean company LG Chem Ltd. will invest 10,000 billion won ($ 8.7 billion) by 2025 to move away from traditional chemicals to environmentally friendly materials with a specialty in battery supply and could offer 20 30% stake in the merged battery maker LG Energy Solution Ltd. during this year.

“The revolution in our company to change our identity to a science and technology company has started and the results will appear from the second half,” LG Chem CEO Shin Hak-cheol said at his online press conference. Wednesday. “We are reviewing more than 30 projects related to mergers and acquisitions, joint ventures and strategic investments to strengthen cooperation with other companies,” he said.

LG Chem stock closed at 844,000 won on Wednesday, up 0.48% from the previous session.

The company plans to invest 6 trillion won by 2025 in the battery materials sector and expand its product portfolio to include cathodes, anodes, separators, cathode binders, heat-resistant glue. heat and carbon nanotubes (CNT).

It will launch the construction of a new anode plant with a capacity of 60,000 tonnes per year in Gumi in December to increase its total anode production capacity by seven, from 40,000 tonnes last year to 260. 000 tonnes by 2026.

Shin said the company is considering a plan to establish a joint venture with a mining company to ensure a stable supply of anode materials.

In order to expand the production of battery separators, the company is considering acquiring or partnering with a company that has the necessary technology or market value. It will also establish an overseas manufacturing plant.

“The supply structure will continue to be LG Energy Solution-centric, but we are looking for various strategies to diversify our supply channel,” Shin said. “The global battery market, where no company has more than 40% market share, has great potential, so we will continue to work hard to maintain sustainable growth. ”

LG Chem’s CNT factory in Gumi. [Photo by LG Chem Ltd.]

LG Chem plans to triple its CNT manufacturing capacity by 2025, up from 1,700 tonnes this year. It built its second CNT plant with an annual capacity of 1,200 tonnes in April and will begin construction of the third plant by the end of the year.

It will invest 60 percent of the total 10,000 billion won investment in domestic enterprises, including construction of the Gumi plant, and 3 trillion won in green enterprises such as biomaterials, recycling and renewable energies.

About 1,000 billion won will go to biopharmaceutical companies. It aims to develop more than two new drugs by 2030 and bring them to advanced markets in the United States or Europe.

The number of drugs in the clinical phase will increase to 17 by 2025 compared to 11 currently.

Its LG Energy Solution battery production unit could go public this year, Shin said. The battery maker parted ways with LG Chem in December and filed an initial public offering (IPO) last month to debut in the Kospi market. LG Chem will continue to hold a controlling stake of around 70-80% in LG Energy Solution after the IPO, he said.

By Won Ho-sup, Choi Keun-do and Choi Mira

[ⓒ Pulse by Maeil Business News Korea & mk.co.kr, All rights reserved]


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Global offshore wind supply chains and local content http://coachoutletonlinespick.org/global-offshore-wind-supply-chains-and-local-content/ http://coachoutletonlinespick.org/global-offshore-wind-supply-chains-and-local-content/#respond Sun, 11 Jul 2021 23:02:42 +0000 http://coachoutletonlinespick.org/global-offshore-wind-supply-chains-and-local-content/ It was recently reported that countries are lining up for wind turbine manufacturing plants to increase local content in their national markets. Siemens Energy AG has expressed concern that global supply chains are balanced with local content. Does this precede possible bottlenecks in supply and thus hamper the deployment objectives of offshore wind? There are […]]]>

It was recently reported that countries are lining up for wind turbine manufacturing plants to increase local content in their national markets. Siemens Energy AG has expressed concern that global supply chains are balanced with local content. Does this precede possible bottlenecks in supply and thus hamper the deployment objectives of offshore wind?

There are certainly more engines for market specific factories; pure demand, post-pandemic green growth, shifting jobs from the brown side to the green side of the transition and the rise of nationalism and pullback against globalism, both political and due to the impact of the pandemic on the chains of global supply. They are powerful engines, but when it comes to offshore wind, not all markets will or will be able to get their wind power plant.

There are a number of factors that will dictate whether or not a foundation is laid in a new wind turbine plant.

OEMs will make these investment decisions not necessarily on the basis of an individual country, but often from a broader regional market perspective. You only build a factory once and then that also becomes part of the regional capacity for the OEM or the main component supplier. Most offshore wind markets outside of China are served by the top 3 OEMs, Vestas, GE and SGRE – in an ideal world for a developer, all three are able to compete on a level playing field to ensure a competitive procurement process.

But what happens when a market that demands local content ends up attracting a wind turbine assembly / manufacturing plant that can supply say 55% of that market? If the remaining 45% of demand does not justify a factory and there are local content rules to which a developer must apply, how competitive will these turbine supply processes be, especially with global developers focused on purchasing?

An example of this close to home is that 10 GW of a pipeline in Scotland with the ScotWind lease cycle is unlikely to be enough to justify building a blade installation by Vestas, as they would expect their market share would be met from their Isle of Wight facility. .

It is not inconceivable to assume that in some markets, with a proper pipeline and path to market, but only really able to support one factory, that market may end up being dominated by that OEM if it benefits from local content rules, as would developers who secure the production niches of their projects. In countries like the United States, which will eventually support a number of factories, we will see a competitive environment like in the EU and in the markets around the North Sea and the Irish Sea.

All of this assumes that wind turbine OEMs can deliver what they agree to. OEMs are heavily dependent on their Tier 1 and Tier 2 suppliers, depending on the wind turbine they tend to be blades, towers, direct drive generators, bearings, and converters. In 2020, the impact on supply chains due to the pandemic was highest on blades, followed by direct drive generators, this showed everyone that global supply chains, especially just in time, are very vulnerable to disturbance. They are fragile.

Just because an OEM has set up a manufacturing facility in a specific country, it is still extremely likely that most of the major components will come from their existing global supply chain with that country and their delivery capabilities need to be taken into account. account.

We also need to take into account the raw materials needed for direct drive generators. Rare earth metals are currently fueling the energy transition, from renewable energies to electric vehicles. Currently, China dominates, producing 85% of the world’s refined rare earth products last year, and energy transition needs account for around 29% of total global demand. This raises several issues that could impact the supply and therefore the supply of offshore wind turbines.

First, the geopolitical aspect of such domination is a central element driven by China. This position, and probably very centralized control, gives China the means to decide the price and the extreme end of the supply. The US, EU and others know this and are looking for alternative sources. But these will take time to become available due to the huge demand for new capital investment – estimated at $ 35 billion over the next decade, but also hampered by willing and long development cycles as well as by some hesitation over possible returns from global mining companies.

Other aspects of this equation will be additional competition for the ‘big three’ of Vestas, Siemens Gamesa and GE. It will come from two places. OEMs based in countries such as Hitachi in Japan or Doosan in Korea, both with no history of turbine size to compete outside of their own markets where they can take orders while being a player national. Those to watch will be Chinese OEMs such as MingYang who have a developing track record, bigger turbines and an appetite for the international market.

Combine the real risks that OEMs face, with the fundamental desire to increase margins. OEMs are pressed for input costs, while developers are looking for cheaper turbines to participate in increasingly competitive auction-style processes around the world. These OEMs have shareholders to account and that means they need to grow, but also improve the profit margins they currently suffer from.

So, I would expect OEMs not to be ultra-bullish to place factories as they balance their supply chain risks and seek to improve profitability. While I don’t foresee dramatic supply shortages globally, there are risks, and I might see some developers in markets that OEMs see as less favorable or a priority, find it more difficult to execute processes. competitive supply for turbines and thus come up against supply and / or pricing issues.

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Global offshore wind crisis unlikely, but some regions could face squeeze, industry expert says


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