Wyniki wyszukiwania - BazTech

1

Computed tomography as a quality control technique in the 3D modelling of injection - moulded car system components

Barciewicz M., Ryniewicz A.

Technical Transactions

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2018

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Vol. 115, iss. 9

189--199

EN

This paper presents the sophisticated capabilities of industrial computed tomography (CT) in the development and 3D modelling process of new car system components. Usually, the process of the development of new car components takes three to five years. At each development process stage, quality control is crucial to catch all internal and external defects. This is particularly important with regard to components made using an injection-moulding process. Computed tomography as a non-destructive testing method is an excellent tool for controlling and improving both the manufacturing process and the 3D modelling of tested components. All analyses performed with use of CT are essential for meeting customer requirements. This paper shows how industrial computed tomography can control the quality of the car components development process.

PL

Praca przedstawia zaawansowane możliwości przemysłowej tomografii komputerowej (TK) w rozwoju i procesie modelowania 3D nowych elementów samochodowych. Zazwyczaj proces powstawania części nowego samochodu trwa od trzech do pięciu lat. Na każdym etapie rozwoju produktu kontrola jakości jest kluczowa w wychwyceniu zarówno wewnętrznych jak i zewnętrznych wad. Jest to niezwykle ważne zwłaszcza dla elementów wywarzanych w procesie wtrysku. Tomografia komputerowa jako nieniszcząca metoda badawcza jest wspaniałym narzędziem do kontroli oraz ulepszania procesu wytwarzania i jednocześnie ulepszania modelu 3D badanego elementu. Wszystkie analizy wykonane przy pomocy TK są niezbędne, aby sprostać wymaganiom klienta. Artykuł pokazuje zastosowanie przemysłowej tomografii komputerowej jako narzędzia do kontroli jakości w procesie rozwoju elementów samochodowych.

2

Proces rozwoju wyrobu jako kluczowy czynnik produkcji w przedsiębiorstwie budowy maszyn transportowych

Kałkowska J.

Zeszyty Naukowe Politechniki Poznańskiej. Organizacja i Zarządzanie

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2016

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Nr 71

117--126

PL

Projektowanie i rozwój wyrobów produkowanych w przedsiębiorstwie budowy maszyn transportowych jest procesem bardzo złożonym i ma wpływ na całkowity cykl życia tych maszyn. Celem artykułu jest identyfikacja tego procesu w obrębie projektowania wyrobu jako części procesu rozwojowego z uwzględnieniem poszczególnych jego etapów. Proces rozwoju wyrobu został opracowany w postaci syntetycznego modelu, a następnie przedstawiony na przykładzie projektowania pojazdów szynowych z uwzględnieniem branżowej specyfiki poszczególnych danych wejściowych i wyjściowych. Przykład ten dotyczy konkretnych warunków przedsiębiorstwa produkcyjnego.

EN

The product development process of products manufactured in transport equipment production enterprises is a very complex process and it influences the product life cycle of said equipment. The goal of the paper is to identify this process in the area of product design as a part of the whole development process, taking into consideration its particular stages and phases. The product development process was formulated as a general model and then presented on the design example of a handcar machine, taking into consideration the characteristic input and output data. This example concerns real conditions in a manufacturing enterprise.

3

Well-founded decisions based on product-specific Knowledge Balances prior to the product development process

Hinsen S., Gust P., Ruschitzka M.

Zeszyty Naukowe Instytutu Pojazdów / Politechnika Warszawska

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2012

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z. 5/91

43--48

EN

Optimal products and services as well as optimal product development processes are in demand to deal with the continuously growing product complexity and the increasingly competitive markets. Regardless of the development discipline or company location, expert knowledge has to be pooled and condensed to generate valuation methods and key figures for new product-specific Knowledge Balances. This approach will take account of methodologies according to different research fields. Using and combining technological and economical key figures as well as specific information about the company and its products, this new approach of a product-specific Knowledge Balance is able to dynamically suggest an optimal choice of product development groups and processes. Considering all data, it will be possible to generate a solid basis for decision making prior to the product development process and derive detailed product specifications and project plans as the result of the Knowledge Balance.

4

Project/product development process critical success factors: A literature compilation

Rocha H., Delamaro M.

Research in Logistics & Production

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2012

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Vol. 2, No. 3

273-271

EN

Project/product development process is a strategic activity related to customer needs fulfilment, achieved through the identification of their desires and needs, responding with innovative products, with adequate characteristics of performance, cost, and distribution. Different authors propose factors in the development processes as being critical. In this article, a list of common findings is presented, concluding that, based on the existing literature, the critical success factors for project and product development processes are: cost and budget management, time and deadline management, product positioning, customer needs fulfilment, organizational alignment, development team characteristics, development process, and organization and work environment management.

5

Empirical study to identify the key business activities contributing to manufacturing business performance

Huang T. T., Stewart R. A., Chen L.

Journal of Achievements in Materials and Manufacturing Engineering

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2008

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Vol. 31, nr 2

747-755

EN

Purpose: Within the context of high global competitiveness, knowledge management (KM) has proven to be one of the major factors contributing to enhanced business outcomes. Furthermore, knowledge sharing (KS) is one of the most critical of all KM activities. From a manufacturing industry perspective, supply chain management (SCM) and product development process (PDP) activities, require a high proportion of company resources such as budget and manpower. Therefore, manufacturing companies are striving to strengthen SCM, PDP and KS activities in order to accelerate rates of manufacturing process improvement, ultimately resulting in higher levels of business performance (BP). A theoretical framework along with a number of hypotheses are proposed and empirically tested through correlation, factor and path analyses. Design/methodology/approach: A questionnaire survey was administered to a sample of electronic manufacturing companies operating in Taiwan to facilitate testing the proposed relationships. More than 170 respondents from 83 organisations responded to the survey. The study identified top management commitment and employee empowerment, supplier evaluation and selection, and design simplification and modular design as the key business activities that are strongly associated with the business performance. Findings: The empirical study supports that key manufacturing business activities (i.e., SCM, PDP, and KS) are positively associated with BP. The findings also revealed that some specific business activities such as SCMF1, PDPF2, and KSF1 have the strongest influencing power on particular business outcomes (i.e., BPF1 and BPF2) within the context of electronic manufacturing companies operating in Taiwan. Practical implications: The finding regarding the relationship between SCM and BP identified the essential role of supplier evaluation and selection in improving business competitiveness and long term performance. The process of forming knowledge in companies, such as creation, storage/retrieval, and transfer do not necessarily lead to enhanced business performance; only through effectively applying knowledge to the right person at the right time does. Originality/value: Based on this finding it is recommended that companies should involve suppliers in partnerships to continuously improve operations and enhance product design efforts, which would ultimately enhance business performance. Business performance depends more on an employee's ability to turn knowledge into effective action.