manufacturing

Jacob Schiess started the first commercial embroidery manufacturing establishment in 1848 in New York. He came from Switzerland and within a year had his own embroidery plant in operation. All the stitching was done by hand by fifteen woman stitching exquisite designs by hand.

The development of machine embroidery did not take place until the 1800's. Joshua Heilmann from Mulhouse worked on the design of a hand embroidery machine. Though he did not sell many, it revolutionized the embroidery industry. Heilmann's invention was quickly followed by the "shuttle embroidery" and the "chain stitch embroidery" methods.

The beginnings of shuttle embroidery dates back to the 1860's when Isaak Groebli, from St. Gallen, Switzerland, was inspired by the work produced on the sewing machine.

Around the 1870's there were fourteen companies manufacturing embroidery machines in Switzerland manufacturing hand loom embroidery machines. Today there are four companies manufacturing schiffli embroidery machines.

In 1873, Alphonse Kursheedt imported twelve of the ten new embroidery hand looms from St. Gallen, making him the first American to use a mechanized embroidery process. The looms used multiple needles and were an unbelievable improvement over the age-old process of stitching by hand. They were, however, powered manually.

Immediately afterwards, Isaak Groebli of Switzerland invented the first practical Schiffli Embroidery machine. This machine was based on the principals introduced by the newly invented sewing machine. Groebli's machine utilized the combination of a continuously threaded needle and shuttle containing a bobbin of thread. The shuttle itself looked similar to the hull of a sailboat. "Schiffli" means "little boat" in the Swiss dialect of the German language, so his machine came to be known as a schiffli machine.

In 1876, Kursheedt began importing a number of schiffli machines to America, thereby making him the real founder of the schiffli embroidery industry in the United States.

Dr. Robert Reiner, founder of Robert Reiner, Inc., of Weehawken, came to the United States in 1903 in his early twenties. Realizing the potential of the embroidery industry, he persuaded the Vogtlandishe Machine Works of Plauen, Germany, to appoint him it's American agent. This began a mass importation of embroidery machines into northern New Jersey's Hudson County. The banks arranged long-term credit to purchasers. Dr. Reiner made it possible for hundreds of Austrian, German, and Swiss immigrants in New Jersey to become manufacturers of embroidery.

The industry grew until 1938, when suddenly the two sources for the manufacture of machines in Plauen, Germany, and Arbon, Switzerland, ceased operation because of World War 2. No additional machines were produced until 1953, when Robert Reiner Inc. introduced the first American-made schiffli machine. Gradually in time, improvements were made to the machine in America as well as in Switzerland and Germany.
Today computers are playing a major role in the embroidery process.

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Locally manufacturing an UPS is quite simple provided you have the knowledge of circuits and can throw in a few components that are required to complete the circuit along with a battery. One can use a precise variable voltage supply to set the upper and lower voltage levels. A charging supply voltage of 15 Volt DC needs to be connected to the circuit. A slider named VR1 is attached to the extreme end and this is attached to the positive side of the battery. Another slider VR2 needs to be turned to the other end, to the end that is connected to the VR1. The voltage of a drained battery is 11.8 volts. It is at this voltage that the test supply is set. When the voltage falls to the test voltage level, transistor turn in again and the battery is charged to the voltage of 13.3 volts which is the full voltage of a battery; i.e. the test voltage is being raised to 13.3 DC volts again. This is done by the VR1.

This is the simplest circuit that is incorporated in a UPS along with the battery. IN this line is introduced the Led for visual indications and the speaker for audio indications.

One of the biggest UPS manufacturer’s of today is GE. They have created a standard in UPS manufacture and are the leaders with being pioneers in the industry.

UPS manufacturers keep certain points in their mind when going in for manufacturing UPS. They are a UPS must bridge a power failure ranging from a few minutes to several hours; they must be able to protect over and also under voltages; they must be able to keep transients in the utility powers from reaching the load; it should be able to provide for careful discharge / recharging of the battery and at the same time give protection from low discharges.

Manufacturers must keep in mind the market for which they are manufacturing the UPS, the European market asks for a regulated voltage of 220 – 230 volts and 50 Hz while America and other countries have 110 to 120 volts with 60 Hz. Modern supply units require a power that has a pure sine voltage, while normal invertors supply a peak and a mean value that are not identical. This will cause the SMPS of almost all computers to malfunction.
Modern UPS manufacturers stick to the simple rule of supplying the main line directly when there is main line power and cuts in to the invertor’s circuit only when there is a need to use the battery i.e. when the main power fails.

There is another line of UPS called the off line UPS. Manufacturers make both type of UPS depending upon the varying needs of the customers, otherwise with the competition that is existing today it is difficult to sustain in the market.

www.gedigitalenergy.co.uk

• Gives the U.S. Food and Drug Administration (FDA) the authority to protect the public from any unsafe products. The FDA reserves the right to recall any product at any time if the agency believes it is a health risk.
• Granted FDA the ability to establish guidelines called Good Manufacturing Practices (GMPs) to hold dietary supplement manufacturers to a high standard of safety.
• Requires truthful labeling and claims for dietary supplements. All dietary supplements are required to adhere to standard labeling procedures by listing the names and quantities of each ingredient and identifying the product as a dietary supplement directly on the packaging. Additionally, any nutritional claims must be proven, and manufacturers must notify the FDA in advance. Manufacturers can circulate other materials, such as articles and pamphlets, to consumers as long as the information is accurate and not misleading.

Lean manufacturing management technique was also borrowed by US automobile manufacturers from their Japanese competitors. Lean manufacturing is characterized by emphasis being placed on product quality in the first place. The approach became integrated in various stages of the production process and also relies on suppliers and subcontract to produce the greatest proportion of value added. Finally, speed of processing and delivery are emphasized. At the same time, central feature of lean manufacturing remains on the supplier structure that significantly reduces the number of companies a manufacturer deals with directly. Consequently, lean manufacturing is characterized by close relationships as well as frequent interactions with suppliers. Thus, in 1970th there was a process of reorganization of the supply chain in United States. In Japan auto assembly and production parts are located in several core industrial regions such Tokyo and Yokohama. At the same time, concentration of suppliers in United States is not as intensive as in Japan. Thus, implementation of the new management technique is closely related to size of the country. In United States, there are two types of suppliers – captive and independent. When lean manufacturing management was implemented in the United States by the Big Three automobile manufacturing companies, captive suppliers were concentrated in the Midwest. Even today, as a consequence of implementation of the new technique, geographical representation of suppliers remains similar to the one that was introduced in 1970th. While Ford historically operated with a centralized model of production in Detroit and Dearborn, now company’s parts are clustered in Michigan and Ohio. On the other hand, General Motors used to have multiple centres in Michigan, but soon after implementation of the new management technique, the company moved the operation process to the Midwest by purchasing independent supplier companies. Thus, before World War II, captive suppliers of automobile manufacturers have been largely clustered in the Great Lakes Region. However, after the new strategy was implemented, unskilled production process was moved to the south.

Can you imagine an engineer who had the job to produce a delicate and complicated piece of machinery or even a manufacturing plant, which was reliable in all forms of weather (sun, wind, rain, storm, hail and snow)?

Every process was to be totally mechanised and automated, as the labour and maintenance budget available for the production line was nil.

Worse still, administration and management staff would be totally absent.

Everything would have to be totally automated, self correcting and governing. The system would have to have work no matter what, and production guarantees would have to be able to be given.

The basic reason for making the mechanism is that its sole purpose would be to convert simple elements like hydrogen, nitrogen, oxygen, phosphorus and potassium etc., into complicated sugars and package them in a form that was palatable and interesting for human and animal consumption.

As well it would have to manufacture its own packaging systems and containers, these would have to be tough enough to handle all sorts of transport situations while still arriving at their final destination as a product, that looks good enough to eat.

It would have to produce its own energy, and convert various atmospheric gases and pollutants into their basic elements of carbon, oxygen and hydrogen and nitrogen, etc.

It would have to provide it's own transport and storage systems to handle the manufacture, transport and storage of these products. It would also have to provide its own methods of acquiring its own basic resources without bothering or harming its neighbours or the environment.

As well as being able to provide the starting and ongoing capital for its own maintenance and expansion programmes, it would assist in the production of starting kits and seed capital to help subsidiary manufacturing plants to be set up elsewhere, and also provide methods of assisting in relocating these subsidiary manufacturing plants.

This all of course would have to be done on a cost neutral accounting system, with only the absolute basics of starting capital being able to be provided in the first place. It would also have to be able to be set up in a way so that it could be mass franchised out to many different environments, and in many different locations.

Add to this, there would be environmental constraints put on them, about pollution levels. They would have to assist in removing more pollutants than they produce. They have to assist in reducing water table levels and ground salt levels around their plant.

As well as make efforts in reducing soil erosion in the environment. Improve soil structure around their plant. Provide mulch and shade and protect the soil and protect soil life. They have to provide food, shelter and homes to local animal and bird species.

There would be zero tolerance for any pollutants escaping into the environment. Which is for example, no polluted water, soil or manufacturing residues are to escape from the site or be transported away by others for burial or destruction. There is to be no adding or contributing to the problems of landfill sites already under strain from others' excesses.

The local community would have absolutely nil tolerance to any visual, light or noise pollution coming from within the plant site. The plant would also have to be visually pleasing to the eye.

Finally, the plant would have to fit into an extremely small area, ie a few square feet.

How do you think the engineer would go, even today with all the computerization and microelectronics, available to them?

Well, all of this is already available to us everyday in one of our own everyday plants, in our own everyday gardens.

5S – Lean Manufacturing Foundation

The 5S system is widely used today in a very large percentage of manufacturing businesses. Many non-manufacturing companies also employ the discipline.

The 5S system is one of the most common lean manufacturing principles, and generally the first one applied during implementation.

The 5S system is a workplace organization and housekeeping system. When applied correctly, the benefits are enormous in terms of productivity, quality, and morale.

The 5S’s are:

Sort
Set In Place
Shine
Standardize
Sustain

There are variations to some of the 5S’s as they were derived from 5 Japanese words beginning with “s”.

Most organizations apply the 5S system in one area at a time rather than across and entire facility at once.

The first “S” is Sort. It is the process of removing all unnecessary items from the workplace area. This first step is crucial to gaining efficiency through workplace design. A common method called the “red tag method” is often utilized, where all items are tagged which aren’t necessary for the specific area. These unnecessary items tagged are then moved to a “hold” area for review and disposition.

The second “S” is Set in Place. This is the process of moving the necessary items into the correct position for use. It is the process of organizing the work area to be perfectly laid out for maximum efficiency through minimizing movement. All materials and items that will be used at the job site are to be positioned and kept closes to the point of use. For example, if a tool is only to be used at the end of a machine, it should be kept there.

A common method used is called “shadow boards”, where the exact dimension of the tool is painted onto the board depicting the spot in which to hang the tool. It becomes obvious where the tool belongs.

The third “S” is Shine. This is the method of deep cleaning a machine or area to put it back into the condition it was when it was purchased. The idea is that quality and efficiency will not suffer if the machine is not allowed to deteriorate over time. Machines that are kept in new condition have less downtime and produce the same quality level as a new machine.

The fourth “S” is Standardize. This is the process of standardizing the entire system, which is often the most difficult. Most companies have conducted the first three S’s many times, only to watch the condition deteriorate over time. This cycle of cleaning up followed by gradual deterioration has been repeated over and over for years. The “Standardize” portion of the system corrects this problem.

The best way to standardize the system is to determine exactly what needs done to maintain the system. It is the “who, what, when, where” of 5S. For example, if a specific portion of a machine needs cleaned daily, there should be a checklist and written instructions detailing who will do it, when it will be done, and methods and materials necessary.

The last “S” is Sustain. Sustaining the system is thought to be one of the most difficult, primarily because experience proved years of cleaning and organization were not maintained. However, if the system is standardized in the fourth S, then sustaining it is much easier.

The best method of sustaining the system is to conduct audits. Care must be exercised so the audit system is not punitive. The 5S system relies on employee involvement and commitment at all levels, and a punitive audit system can destroy the system.

One good way of auditing the system is with a rotating audit crew of peers. This might be the plant workers auditing the system of their co-workers. The results are provided to the employees in the audited area and time given to correct deficiencies.

A good 5S implementation has many benefits. The assets of the company are kept in top condition which keeps the value high. Quality is kept at the level when the asset or machine was first installed. Maintenance costs are reduced as deterioration is immediately apparent. Setup times go down from better organization and reduced movement.

The best benefit is the morale improvement from an improved environment and culture.

Some managers think employees will not sustain a perfectly clean manufacturing environment. Like most systems, management is the reason the system succeeds or fails. Given the chance, employees will implement and sustain the 5S system. Most employees will choose an organized and clean workplace with a continuous improvement culture over a dirty disorganized facility.

Lean manufacturing is a revolutionary manufacturing system. In an article published on http://www.leanmanufacturingconcepts.com named “Lean productivity Vs batch efficiency” they have mathematically proven that it is possible to increase the effectiveness of the system even without increasing its efficiency even by 1%.

Batch manufacturing concepts looks in to the efficiencies on which it operates. Efficiency calculations gives people an idea how well people are performing a task. But is it really necessary to carryout that work, or what happens in all the other non value added activities? No body is worried in answering those questions in a traditional manufacturing organization. But lean manufacturers ask these questions themselves. This makes a huge difference to a manufacturer.

Suddenly lean manufacturers start to see a huge area where they can do improvements to the system. Very small percentage of work out of all the work carried out in a traditional manufacturing system is considered as productive. More than 80% of resources are wasted in most of the organizations. So lean manufacturers have huge opportunities to improve their system.

Lean is a revolutionary system, not because of its tools and techniques. But because of its differences in thinking and concepts.

The research report “Global Sugar Manufacturing” provides the.....

INDUSTRY MARKET RESEARCH REPORT

This is the first publication of Global Sugar Manufacturing report.

INDUSTRY MARKET RESEARCH SYNOPSIS

This Industry Market Research report from provides a detailed analysis of the Global Sugar Manufacturing industry, including key growth trends, statistics, forecasts, the competitive environment including market shares and the key issues facing the industry.

INDUSTRY DEFINITION

The Global Sugar Manufacturing industry consists of establishments mainly engaged in manufacturing raw sugar, liquid sugar, refined sugar and molasses. Sugar and molasses can be derived from either giant grass called sugarcane or the root vegetable sugarbeet. This raw material is processed into a range of sugar products for industrial and consumer uses. The final products are sold to grocery wholesalers and retailers, and organic chemical manufacturers, as well as food manufacturers, including snack, dessert, confectionery, beverage, syrup and flavoring, and bakery products.

REPORT OF CONTENTS

The Key Statistics chapter provides the key indicators for the industry for at least the last three years. The statistics included are industry revenue, industry gross product, employment, establishments, exports, imports, domestic demand and total wages.

The Market Characteristics chapter covers the following: Market Size, Linkages, Demand Determinants, Domestic and International Markets, Basis of Competition and Life Cycle. The Market Size section gives the size of the domestic market as well as the size of the export market. The Linkages section lists the industry's major supplier and major customer industries. The Demand Determinants section lists the key factors which are likely to cause demand to rise or fall. The Domestic and International Markets section defines the market for the products and services of the industry. This section provides the size of the domestic market and the proportion accounted for by imports and exports and trends in the levels of imports and exports. The Basis of Competition section outlines the key types of competition between firms within the industry as well as highlighting competition from substitute products in alternative industries. The Life Cycle section provides an analysis of which stage of development the industry is at.

The Segmentation chapter covers the following: Products and Service Segmentation, Major Market Segments, Industry Concentration and Geographic Spread. The Products and Service Segmentation section details the key products and/or services provided by this industry, highlighting the most important where possible to demonstrate which have a more significant influence over industry results as a whole. The Major Market Segments section details the key client industries and/or groups as well as giving an indication as to which of these are the most important to the industry. The Industry Concentration section provides an indicator of how much industry revenue is accounted for by the top four players. The Geographic Spread section provides a guide to the regional share of industry revenue/gross product.

The Industry Conditions chapter covers the following: Barriers to Entry, Taxation, Industry Assistance, Regulation and Deregulation, Cost Structure, Capital and Labor Intensity, Technology and Systems, Industry Volatility and Globalization. The Barriers to Entry section outlines factors that can prevent a new company from entering this industry and also gives an indication of the extent to which this occurs. The Taxation section details all kinds of taxation that are specific or are particularly important to this industry, including taxation concessions. The Industry Assistance section refers to any government and/or other measures designed to improve the performance of this industry. The Regulation and Deregulation section details any applicable regulation and/or deregulation to this industry. The Cost Structure section details the average costs for a company operating in this industry as a percentage of total revenue. The Capital and Labor Intensity section provides a guide to the amount of capital used in production/providing a service compared to the amount of labor in the total mix of inputs. The Technology and Systems section acknowledges the latest technology and/or systems available to this industry within the country. Technology refers to machinery and equipment and systems refers to methods of production that enable better and more efficient production. The Industry Volatility section refers to the year on year fluctuations which occur in industry output. The Globalization section gives an indication of the extent to which the industry is global based on factors such as the level of foreign ownership, the proportion of demand accounted for by foreign operators and the volume of production conducted in other countries.

The Performance chapter provides an analysis of both the industry's Current Performance and Historical Performance. The Current Performance section provides the key analysis for the industry over the past five years with key performance indicators discussed. The Historical Performance section details previously important events in the development of the industry.

The Key Competitors chapter lists the major players in the industry as well as an analysis of each major player's activities in the industry. Market share information is included where possible.

The Key Factors chapter covers the industry's Key Sensitivities and Key Success Factors. The Key Sensitivities section outlines the key factors that are outside the control of an operator in the industry, but are likely to have significant impact on a business. The Key Success Factors section details the factors within the control of an industry operator and which should be followed in order to be successful in the industry. Often this will include behavior that will help to minimize the effects of the Key Sensitivities.

The Outlook chapter is a key analysis section of the report and outlines expectations for the key industry indicators over the next five year period, including forecasts.

In the feature entitled, ERP for Process Manufacturing is Rare; Escape Velocity Systems (www.evs-sw.com) is profiled. In the current issue of AutomationMedia.com, the article authored by manufacturing journalist TR Cutler, the author notes that, “Process manufacturing is a relatively small market compared to markets such as discrete manufacturing, retail and professional services; the size of the market is commensurate with the few quality software solutions for process manufacturers, whereas discrete manufacturing, retail and professional services have hundreds of software solutions, from entry level through Tier One.” The entire article may be read at http://www.automationmedia.com/TRCutler.asp?ID=%2034.

Escape Velocity Systems (EVS) was formed in 2001 to combine specific industry knowledge related to process manufacturing, distribution, and ERP implementations with cutting edge software development. The company focus is to create tools that enable mid-market enterprises to achieve their goals, focusing on lean processes and ROI. According to President Evan Garber, “We realize that good ERP software is the hub of information in any process manufacturing enterprise. Timely, reliable, and centralized data are non-negotiable elements for businesses competing in the 21st century.”

The term escape velocity refers to the speed that is necessary for an object to overcome gravity and soar into space. EVS provides direct applications for businesses looking for a catalyst, not just a software package. Process manufacturers require the best software solution coupled with industry experience that will accelerate the velocity with which they race towards their goals. The gravity of status-quo opposes aggressive, cutting edge organizations as they strive towards high quality and short lead time delivery while reducing inventories and operating costs.

According to Evan Garber, President of Escape Velocity Systems there are three methodologies used by third party developers of process manufacturing software:

• Buy and change the ERP source code and a develop process manufacturing add-on
• Generic system with an interface to multiple ERP systems
• Built in the framework of one ERP