Académique Documents
Professionnel Documents
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l n trod uction
nurin~ Hw lnst 0 t'MS, the Unit d
~ltlh'S ~~pcri,n~;; ~1
I.
1
.j .
development, .1n th pr f
producb. Jn m~t i ra ':'-!, t
took this action to rem.1in
ultimately lx.'Cc1me ma rk tin
cntt>rs, how er, for pr
of the United Statt.-'S.
to thetr
A c;:on
~ tempomry automali n
. . succ"""'"'
"~
paradtgm, or pattcm, is being spotlight~
and applau.d ed ~corporate e ocutive offict'r.;
pursue an mgenrous balancE.' amon l
compute..r networks' human
Or"W"o
r,ra t(.'fS, an d
automatJOn.
En
route
t""~ fir
.
. .
~
ms ho1v
dtscovt>red rt rs often much mCl~ ~'f"Cffi .
to use hand ldbor aJongside softw,lre nt"t\.,om~
versus sophisticatt'd rorots. Too mu..n ~
automation .results in Jow("r prt'lfit.lbility.
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Figure 6-1.
t84
Collternporary TecJmology
Key Concepts
As you review the material
.
.
h
t
h
contilJn
...!
this c ap er, you s ould learn th
t~ in
of the following terms:
c l'llcanin~
agile manufacturing
bar coding
computer-aided d esign (CAD)
computer-aided manufacturin C
computer-integrated manufactu~~ AM)
concurrent engineering (CE)
g (U\f}
design for manufacture and as b
(DFMA)
sem ly
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.}
185
~!
-.
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4
Womack, J., D. Jones, and D. Roos. 1991. The machine that changed the world: Tlte story of leat1 pnxluction. New Yorlc,;: ; -_- i
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Harper Perrenial.
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186
Figure 6-2.
t~
NllMMI's production method is based on Toyota's lean production ~ystcrn . The sys~l'm ,. an mttgrJ ~
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Under CE, once a new prod uc t 1s
o
there should be no problems in_its
h
.
d'
CO\'Ct
I
r
manufncturing. As compatli<'S 1
t:o<.t
. thtngs
11t the
"'" . :
advantages of gcttmg
ng
f pull'
time, the benefits of CE are hnrd to' :hrM
tlJ . .
Design for mamifllcturc mulasscmlriY
. . .~
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187
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188
Computer-~tegra~)
Manufacturmg (C
ot
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Mamifacturiug and Pntducticm Enlt'IJJYi~
189
INTGRATED
SYSTEMS
ARCHITECTURE
Figure 6-3.
This ~chcmatic from the Society of Manufacturing Engineers (SME) illustrates one perspective via a
logical dillgrnm identifying many of the foundational components of CIM. This framework implies the
nrcd for critical integration among all subsystems of a manufacturing enterprise. CIM can include many
other mnnufacturing processes. These processes include CAD, CAM, FMSs, and automated storage and
retricvnl systems (ASRSs). (fechnical Council of the Computer and Automated Systems Association of Stvffi)
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l...Ufl u
"'r'"" :J
e a owed
eve op new products is shrinkin
because of the competition existin g d
g to ay.
Four years used to be
b
common from th
pro lem-definition stage to the 1
e
the new product N
re ease of
.
. ow, we are seem
tme-to-market periods of
g
Perhaps you hav
6 to 18 months.
you can design it e heard the saying "If
' we can build it!" The
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. h cost an d hm~to-mtJrk
.
- !h>
wtt
tr r 1h~ to
the sky is not the limit, DPMA . Wt , ,
1
important a~pt?ct of E. AI"<.> f . rrw s
. (VIM frtd
desz.gn fior manu1,(.a lurnbillly
t0
..
'"K t
manufacturab1ltty of th-. d c~ign
engineers must be articulate and ~.... ~n
able in the fundamental of the
owhdg
m~ufacturing proces~ applicabl . to
thetr areas of expertise. These fu d
. 1d
.
.
n ament.l
me u. e properties of rna teria 1....
m
t..
~,
a~ na lt~~
fo~g and processing; machining; fa k' .
techniques; tool design and selection ~ng
electronics-packaging, -fabrication 'd
. 'b .
, an
-d.1stri ution
~ .
. . requirements; and gtiQm._.lrl(
d rmens1onmg and tolerancing.
How does CE differ from traditional
~esign engineering? The key difference is
mcreased communication among the differmt
stages of the design process. ln traditional
design, engineers design a new product with
lit~le or no input from manufacturers. Today.
wtth CE, the focus is on increased input
~d feedback in the design stage. The ,oaJ
1s to reduce the product costs by designing
a product that can be manufactured from
the beginning without any problems. It is
~ot only manufacturers, however, that gt>t
mvolved in CE. Quality assurance supports
all functions in the cycle by verifying design
reliability, maintaining supplier assurance
programs, creating and maintaining~
procedures, and monitoring processes.
?ther departments that might be involved
mclude material engineers, marketing, and
personnel. Usually, the departments work
together in cross-functional teams with tht
goal of producing a product with a short
time to market and a low development
cost. Individual companies differ as to tht
composition of their product-dt-veloprllent
191
llli..lnuf.ldu~~ h,\\~
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192
LOIUCIIIf'V'"' ~
"" .. , . . ... -- o J
ho moves
vision one w
1
you most like y .en ith great balance, m a.
ckly and eas1ly, w
How does this
~:;mingly effortless ~ann~~rprises? With
'd the
en
relate to man ufactunng
. scompet'mg worldwt e,
.
more co~pame r or anizations to destgn
products in the
pressure lS on fo g l'ty
'ld the best-qua 1
and bm
'ble Delivering a top
shortest time posst . res agility, as well
performance today reqm
Supply-Chain Management
as abil~ty.
the agile manufacturer is
In the 1920s, the Ford Motor Compan
In mdustryk't 'th the lowest total cost and
fastest to mar e Wl
.
River Rouge Complex was the ultimate y
tty to meet vaned customer
the greatest ab1 1
f
manufactur~g plant. ~ord. put all the steps
.
nts The ultimate measure o tts
reqmreme
fy t
in automobtle production m one location.
a ility is its ability to delight ~nd ~ahs. t ~
These steps included blast furnaces, a
g t ers With this explanatton m mtnd, tt
cus om
. . . . d try
glass-manufacturing plant, a tire plant, and
is logical to conclude that ~gthty .ts ~ us
the assembly line. At River Rouge, Henry
specific. The criteria for bern? a~tle m the
Ford reached a level of total self-sufficiencv
textile industry are quite a btt dtffe~e~t than
and a complete vertical integration in
those the automotive industry speCifies.
automobile production. Each part of the
Even still, both types of manufacturing.
Model~ vehicle was built at the River
enterprises must adopt strategies enablmg
them to streamline the physical flow of
Rouge complex of plants. Today, companies
materials; integrate processes; and close the
no longer build all the assemblies and parts
distances among supply, production, assembly,
going into their products. Manufacturers
distribution, and customer fulfillment.
are streamlining their operations and
Although there are similarities, agile
outsourcing their manufacturing to reduce
manufacturing and lean manufacturing are
the overall cost.
not the same. Lean manufacturers see
Companies are now using supply-chain
themselves in partnerships with their
management to make significant changes
suppliers. They generally cultivate long-term
in the way they manufacture a product.
relationships with suppliers to ensure
Most companies, in contrast to the River
quality. Agile manufacturers focus on the
Rouge plant, have always used supplier:
customer and meeting the customer's needs.
to provide parts. The goal of supply-~
They co~tinually find and switch suppliers,
management is to manage these suppliers
depending on their product needs.
.
so production is maximized. Inventory
Whether a company is lean or agile, several
is a key aspect of all supply chains. Too
of th~ ~t technologies underlying a firm's
much inventory has a negative effect on
transtbon are also beneficial for reducing
the bottom line. Too little inventory causes t
frodu.ct defects. On a short list of management
production delays. It is not only the :oun
echni~ues ~sed to reduce product defects
of inventory that matters, however. e d
you mtg~t find quality function deployment
relationships among the manufacturer an
(QFD), nsk management DFMA d .
for defect reduction
d'
. . ' estgn
its_suppliers change as well. .
emeJ\t
control {SPC) Se ' an statistical process
How does supply-chain ma~ag
\0
. veral of these concepts
work? Companies today, in theJr quests
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. , ...
M.anujacturi11g and Prod11ctio-n Entrrpri~ . 193
Ie
be
. 1'1zat'1on mcreases,
.
before.
As specta
there is
..
..
Figure 6-4.
The structurally complete X-32A Joint Strike
Fighter concept demonstrator is moved from fmal
assembly to structural proof testing. (NASA)
Just-in-Time OIT)
JIT is a management philosophy that has
been in practice in Japan's production facilities
for over five decades. This philosophy was
a crucial part of the systematic changes
developed at Toyota beginning in the 1950s.
The overall system is called the Toyota
Production System. Many other companies .
across the globe have imitated it since its .
popularization in the 1980s. Interestingly, . .
the model.for.the Toyota Production Systenl"
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automating ind irect p
erat.on
not add vnlue to the nrod
~ thd d
r
Uct, r th- {)
. . .
.
I
e 1mmahng tht- mdin:ct 0 r .a 'lt:r ~
conventional f?fforts can 1~ at.o~. li. "
. ,,
ead t . ~ .
automation. On the .. , ..
ISlaM.
. .
s1and -~Of
lack of contmUJty in the fl
' there
.
ow of
a
between producton tag
material
JIT assume the prod u ti
0
final assembly tage i sta~J ~ rate at the
the JIT plant, the company'se. u xte~l to
expected to provide part in PPIer a!'\'
on a continuous basis. A man rnf aller bat~
.h.
u acture .
rapport wtt 1ts supplier can uJr r close
ensure quality material , as Well : 'atel.y
from the suppliers when they
pahence
.
are a ked
to dehver smaller amounts moreo ften
h
5eerns to
require t e steady purchase of pa"-'
m rnau
"\Just In
hme
~line),
Io t stzes
for use on the
as opposed to conventional purchasin
.
In
.
g
pract I~es. conventional practices, raw
matenals are ordered from suppliers in
anticipation of future production. Amajor
drawback of this approach occurs if a key
supplier's plant shuts down due to a labor
strike, natural disaster, or financial failure.
Also, since there are reduced inventories,
there must be increased quality, both from
the parts suppliers and on the manufacturing
floor. Since parts are ordered in the exact
quantity needed, defects become more
disruptive to the manufacturing line.
Another feature of JlT is the reduction or
elimination of setup times at the individual
machines. Ideally, all setup should. be done
off-line. If a plant is making two differen~
products on a JIT line, the .setup ~or
two will be occurring off-hne while P.
one is being assembled. It is then. a :~k
switch to product ~o on .the mamam Je, it
Although this is a fa1rly ~pie ~ce ~ JIT
illustrates a fundamental dJffere ~ ""
ng Stnce u"
from traditional manuf actun ~~~ ....
the prvuU'"
setup does not add value to . The line
it should not be done on the bne.
P;:uct
0
hro
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195
Finished
goods
-o~v-orvo~
Production
kanban
Figure 6-5.
l<anban control. The dark arrows represent the movement of parts. The li.ght arrows show the ci~lation
of kanban cards. Machines are shown as circles. Buffers are shown as tnnngles. The last buffer ts the
finished-goods inventory.
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196
51 million per year. Medrad also 1._
4.llcre;~~~d
.
. .. b
overall prod uctiv1ty y 30% and in ~
o'
crea<:o..a
its revenue b y ls t o annual1y. Appli """"
makers including GE, Westinghou:ce
M otorola have also made great strid~:~d
implementation of JIT manufacturin lil the
th eu
plants. g
and.
purchasmg
me th o d s 1n
Des
the numerous advant~ges cited for Usin Ptte
finns still report a vanety of limitationsgIll,
and shortcomings. These limitations in
c1Ude
.
l' bl
farawa~ s~pp1ters, unre 1a e freight systetns
loss o f tndtvtdual autonomy, poor qualit '
o f delivered parts, and worker resistanc!t
change. This simply
verifies that no philasop~ .
.
.
),
)IT oro th erw1Se, ts a panacea, or cure-aU fo
the many challenges confronting contempo~
manufacturing and production enterprises
on a d aily b asis.
Material-Handling Procedures
Material handling refers to the manual,
mechanical, or automatic treatment of material
~ u ually make
when the intended purpose is to move,
rl.u~
ut in a._~ labor productivity,
hold, or control objects either individually
n'h "uwi:!ntnri . redua-.d qu.1Hty-rejection
or collectively. This treatment might entail
r-a . .1nJ rrdurod nt"L~ for plant space.
controlling mate rial quantities, location,
Gmcr~l to
implemt-.-ntcd the IIT
timing, sequence, orientation, alignment,
~-tr; :\' in the ("J.tlv 19
and reduced its
or co ndition. Bar coding is the most widely
nnwl mnntory-~lltw .,.penscs from
used and acce pted automatic ID technology,
... ~ilhcm tC' S2 billion in a few . hort vears.
particularly in material handling. This
l.md
er ntxrtL~ in the mid-1980s
technology is an excellent exampl~ of. a
t.. \\ ilh U\C .1pplirtlti n f }IT conc~pts, it
technological tool that has revolutiomzed
~ n tu incn_~-c;c its vol ume of throughput
the movement of material through all areas
by
ttnd n..J~ rrunuhcturin.g lead times
of a CIM facility. The familiar black bars and
~ -... l l.tr ~--D.l\'idson took its top
white spaces all appear to look pret!Ym~t
ow
~t b!..un to Jap.tn in the earlv 1980s
~ : JrT r~ --: ~ations. The cOmpany the same. There are, however, a vanety
code types, called symbologies, cre~t~d to
. C\1~tl} ~Jmed lost market share.
handle different data sets for specth\ logy
l'h n . =y t: at built in the e.ulv 1990s
applications. The most common sym ~e
~ " di: : ~"t fn.oe. compared- to SOOk
is the Universal Product Code (U~C). Data
~ ~ ~p to~ Etr ~tAt its Heilman
UPC is widely used in retail funch?ns. _,.A
~"';.ll-d
lnJu . u. Pennsvhania1 ~~rad
~
U.- u
I
betng l}!)t"
tha t b ar code scanners gathe~ 15
~
m.1~. had inventory
''i: r.rom unnl..-..~
. comp1e~ conveyor
. t ... ucntin g JIT of 0 \'e-r
to control and dnve
. tan~Y
systems. Critical data is ava.ilable ms
.
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Ot\l r v~ritk.\l\()n,
t.0maticlllly fnr sortin~
U
"
andllll
'b . t 1011 md slunJm'M .1r l..:lh l'mg 4\lfl'~ts
d' tn u
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r
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t\w
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199
t:'~
enret t ~~latlttfactttrhlg
OJ11 v 1
Technologies
. runl~n ~r
"'t""""'
tJlh
h'r tho'~ e hrms that
t--nnn
''""
J
r:t
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"ntional
toohng
and
castmg
proces~cs .
convt.:
~
Figure 6-8.
RP systems
An RP System
201
A Prototype
Figure 6-8.
RP machines use high-performance engineering materials to create parts with superior strength, heat
1'\.'Sistance, and chemical resistance. The FDM Titan1 M fTom Stratasys is the only RP system that can build
p.uts from high-temperature, high-performance, and durable engineering plastics, such as polycarbonate,
polyp~nylsuUonc (PPSF), and ABS plastic. This partially compJeted prototype of a model airpJane_.
..
wa built using an RP machine. Ooe Hiemenz, Stratasys; Phoenix Analysis & Design Technologies) . ::. -
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202
d a designer and
roducts. Timberla.n , sed a 3-D printer
new P
f footwear, u
anufacturer
o
1 ed to create new
m
deve op
s
Z Corporatwn
CAD files. Prototype
hoes from
k
prototype s
$1200 and too one
that previously co~t st the company $35
k to carve no\\ co
wee
inutes to create.
.
and take 90 m . e of Machiue Design,
Almost every ISS~ an advertisement
klv contams
a trade wee .'' ved
es of product
for new and tmpro. typdenying the benefits
ing There IS no
prot~typ .
Prototype parts can save
of thts technology. allow the engineer and
costs because they the final product early
.
anufacturer to see
~the design stage. This saves expenstved d
.. ns and rework RP itself has expan e
reVlSIO
'
l'
into two additional areas: rapl~ too ~~g
and rapid manufacturing. Rapid toohng
refers to the use of RP to develop mo~ds ~or
use in production. Rapid manufactur~g IS
the use of RP for low-volume p~oductl?n.
There is no doubt that its use will contm~e
to expand in the future, as more comparues
exploit this technology to decrease costs and
reduce development time.
Cellular Manufacturing
Cellular manufacturing is a type of
equipment layout in which the machines are
grouped into cells, rather than being placed
on an assembly line or divided into different
functions (for example, all drills together or
all lathes together). The parts produced in
a particular cell determine the layout of the
cell. Inoorder to have an effective cellular
arrangement, a company has to group its
products that use similar manufacturing
processes. All parts in one group (called
a family) follow the same route in the cell
althou~ individual products might spe~d
more time at a particular machine than
other products in the same family
.I_-J~storically, the layout of ma~ufactUrin
facilities was classified as a job sh
fl . g
shop, or fixed layout. Cellular ma:Jfa~:g
0
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203
Supplementary Code
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204
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Conteinp~rary Technology
t .
:nd .
0
:: eel! sJe.e.C!~h~~=~e.xJble.
ma_nufacturing . . . notification ~ramatic_ally red~ce.s IabO:f ~s~ .
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Conttmrporary Ttdmology
:n supply-chain
Since its adoption
u
.
.d
t RFID has been used m a Wl e
manas::en lications. The port of oakland,
ran~ . PP RFID to track delivery trucks
Cahfonu~ u~
.
terminal. RFID is
entering lts mternationa1
also used in wireless-tool pass syste~s on
the nation's highways. One of the blggest
users is the U.S. DOD. The DOD ~gan
using RFID to track cargo and vehicles
during the 1991 Persian Gulf War. Tod~y,
the DOD requires all suppliers, excluding
those of bulk goods, to include RFID ~ags on
their DOD supplies when they are delivered.
Currently, all new pass~rts the U.S. .
government issues contam an RFID c~tp .
with the passport holder's nam~, nationality,
gender, date of birth, place of birth, ~d
digitized photo. The chip also co~t~s the
passport number, issue date, exp1ration
date, and type of passport.
RFID tags are not restricted to products
and supplies. In the last two decades, millions
of household pets have been implanted with
RFID tags. The USDA has a new voluntary
initiative. This initiative is the National
Animal Identification System (NAIS). The
NAIS identifies individual animals through
imbedded RFID tags. The Department of
Agriculture plans on using this animaltracking feature to trace an animal-related
disease back to its source within 24 hours,
thereby reducing any further health threat
to the U.S. public. Xmarl< software's RFID
~ystem for tracking and monitoring patients
lS used both for infants and in nursing homes
for elderly patients. In hospital nurseries
after birth, both the mother and the child
are given wearable RFID tags. If a baby is
re.moved from the newborn ward, an alarm is
triggered. This alarm alerts hospital security.
Xm~k software's Roam Ale~ system for
nursmg h~mes allows wandering residents
to be morutored. ~n the tagged resident
app~ch~ a morutored exit, the tag emits
a speaal sgnal. Not all the uses are for
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207
product's
color, taste, fragrance ' beautv
ap
.,, and
' yearance. If you have ever been involved
With the selection and purchase of a new
a~tomobile, you should remember these
thmgs well. Nothing quite compares to the
new-car smell!
T~ere are several quality-management
funchons that must be executed at different
levels of the manufacturing process. The
corresponding control activities and the
types of data collected at each level tend
to va~y considerably. Quality planning is a
funchon parallel to process planning. For
each workpiece handled, the measurement
parameters, tolerances, and test sequences
must be determined. It is also necessary to
esta~lish sampling plans, process-capability
stud1es, and the amount and type of quality
data to be accumulated and stored. The
company's quality expert normally completes
this planning operation with or without the
use of a computerized data storage-andretrieval system.
As previously described, quality is the
sum of all attributes and characteristics of
a product or service contributing to the
usefulness of the product or service or its
ability to perform certain functions. Quality
management is, therefore, a regulatory
process through which performance is first
measured and then compared with preset
standards. If necessary, corrective action is
taken. The backbone of an organization's
quality-management system is the internal,
national, and international standards it
aspires to guarantee. These standards are
essentially akin to a contractual agreement
between the manufacturer and the customer.
Adherence 'to publicly accepted standards
is the aim of a quality assurance system.
In recent years, many organizations have
adopted the International Organization for
Standardization (ISO) 9000 standards as
the basic foundation for their total quality
management (TQM) system.
208
(IJtt tempara
ry TecJmo/ogy
ent system
I' manage m
An efficient qua tty mplex adaptive
described as a co
rties and
can be
All critical prope
dentified
control loop.
standards are I
roduct-perforrnanc~ t the factory:
p d checked thtoug ou
anl At receiving. h the parts originate
.
I tion w ere
2. At the oca f turing process.
in the manu ac
.
bly stations.
h
3. At subassemf. I acceptance test of t e
4 During the ma
. f' . hed product.
f
tnts
h the cause o any
Within the system, wf en rrence are known,
, t and its place o occu
de,ec
d feet's correction or
measure~ forth~ . ~ t d Requisite corrective
elimination are tmha e .
fl r
.
. ht take place at the factory- oo
actions m1g
k
oduct
level or might extend bac mto pr .
design. An importan~ asp.ect of q~~tty
management is reaction ttme. This ts the
length of time (seconds, minutes, hours~
or days) between the inst~t ~he defect IS
recognized and the instant tt IS corrected.
Coordinated efforts between plant managers
and shop personnel, combined with advanced
computerization, will eventually lead to
shorter reaction times and more efficient
quality assurance programs. JIT production
goes hand in hand with good quality. Poor
quality requires buffers of inventory ready
for use when bad or unacceptable parts are
found during assembly. As stated earlier,
one goal of lean production and JIT is to
operate with gre~tly reduced inventory.
A new techn1que Motorola pioneered
h~s been added to the TQM movement-Six
S~: Six Sigma refers to the amount of
vanation existing in a product Th
product at
e average
of t
. a company usually has a variation
oudr ~gma. This equates to more than
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eve oped the Six
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212
ALOM
Environmental Sustainability
as a Business Practice
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at its
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as et n11 courts and tracks. Since the
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ose Yrmp ementing
progmm began in 1993, Nike has processed
th
everal green building techniques. Adobe
1
~~ras able to reduce its irrigation-water use
nore an 18 million pairs of sh<>t.">S.
..
Under the old model of manufacturing,
companies designed new products under a
by 76%, by install~g. drought-tolerant
landscaping, and tts mternal-water use
"cradle-to-gmvc" approach. After a product
by 22%, by installing waterless urinals.
ended its useful life, it was discarded. Today,
Sun Microsystems applies environmental
most companies arc taking a different direction
principles both in the design of its product
and using a "cmdle-to-crad1e" approach to
(computer servers) and in its own business
product design and manufacturing. This
practices. Sun's UltraSPAR~ server processors
approach strives to make the entire product
are the most energy efficient on the market.
design and manufacturing waste free. In
Sun encourages its employees to work from
this way, a company takes responsibility for
home, in flexible offices, and at satellite
the disposal of its products and builds this
disposal into the design. This philosophy
locations. Today, over 50% of Sun employees
no longer work from their offices. This saves
transforms existing disciplines and practices
both carbon emissions and real estate costs.
into those promoting sustainability, encourages
Environmental sustainability, however, is
technologically and economically viable
products, and emphasizes the protection
not limited to companies based in California.
A large multinational company, GE, invested
of the earth.
$200 million over four years to increase
production of energy~efficient lighting in
response to consumer demand. Alcan, one
in
of the globe's leading suppliers of bauxite,
alwnina, and aluminum, has a comprehensive
It is hard to believe, but the robot is well
environmental strategy for all its business
into its middle age. In 2002, the robot turned
areas. One of its plants, the Alcan Packaging
40! According to Joseph Engleberger, who
plant in Dublin, Ireland, drastically reduced
is often referred to as the father of robotics,
its waste from 2770 tons, in 1996, to 400 tons,
Unimation installed the first industrial robot
in 2005. Furniture-maker Herman Miller
in the early 1960s on a production line at
is 63% toward its commitment to achieve
General Motors. Since that time, more than
zero emissions in its manufacturing by 2020.
900 000 robotic units have been set to work
Both Herman Millerand Nike were ranked
in f~ctories around t he world. Robots
as two of the most sustainable companies
being used for a variety of operatic~~ !hey- . - .-:
worldwide. Nike has focused on integrating
are familiar entities in chemical-process~ _.... .
.. plants, automobile assembly. lines,~~ : . ". . . >"~:
more environmentally friendly materials
itlto its products, as well as controlling the : electronics-manufacturing ~cilities. Th~ ~ost' :~
waste it produces._Today, over 50% of all . . .- popular .a pplications ~_a~~dw.id~ ..~~l~~~ arc. ~: , ~ ~:.
cotton garments Nike produ~es c~ntain at . - w~l4ing, spot ~eld.~~~ ~~ray p~~~~ P~ . ......
and tool hand~mg; ~~-.a~~m"~y. ~~~~~.~ . :.:. .
least 5% organic cotton. Envuonmentally
preferred rubber ~s used in over 50% o~ all.
~~~~~Y ~sed to ~~~c~.~~~ la ?~ ~:.~. : ,'_...,
Nike footwear. N1ke als~ create~ ~e ~~k~ ... ;i ~petitive,~~ po~~~~ ~~~.~~ - ~~:
Advances
Automation
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F1gure
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e ma.n
body of the robr 0s.t. e
called the manipulator. The body's base c~~
be fastened to the floor, modified to move
on tracks, or hung from
an overhead support.
.
The power mechantsm moving the arm of
.- k in llllZlrdous conditions .. In
l lu.y
~~ '~r hh'h temperatures, toxtc
'4i ~ \OilCilh(lO:;,
o
~
tt lt:~c .
~
I' :lCtivc substances art!
(hCn\lc,ll~. t)f r~lt.~,s lllso moved into
pn~nt. J{l)bOtl~ .'
d '('civin functions.
r ~lousing, slllppmg, till n
. g
,, ~n:
i"'.Jt"'lled in some offces and
Rob() t~ arc ~ .. .
.
l
r"l"'"rvicc
industncs.
T lese
tsc"f 1n r.c\'r '' ""
ts
~ndtt~trics include hotels, hospitals, n.'Stauran ,
.md l;mdscaping.
.
InJu trial robots arc a crih~nl component
of factory automation. Alongsde .penpheral
t lulologics such as CAD, n~mcncn! control,
.u uJ .mtom.,tic 10, ttu-se t'vcr-mprovmg
fa tory-tloor helpers come in all shnpcs and
izcs. Very few of them bear ~ny resc~1blance
to thr humJnli~, tlndroids p1ctured m
sci~ncc fiction movies. Most of them can
\)( dcsnitx.-.d a~ cnmputer mechanisms, to
which limb~, tools, and other appendages
h.wc bt-cn t~ tt.1ched . Although somewhat
ll~S exotic, a more technical term for a
pn.scnt-J,,y robot Ls an automatically controlled
l'rngrmmmlblr m.tmirulalor. Titc most commonly
,.m
? l
- - - - Manipulator - - - -
Office
computer terminals
Networked to
other systems
Controller
Figure 6-13.
~ thn.~ nuin sv.;.t .
J
%.~ l~t~ of A
;.
.
ot are the controller, the manipuJat~r and the end effeetor.
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Applications in Industry
and Elsewhere
Whether robots are simple or sophistirot\.~,
the decision to implement robotk"S into
manufacturing and production operations
should be based on a comprehensive annlysis
of the entire opcmtion. Until tht mid-1980s,
the robotics industry grew fnst, as companil'S
invested heavily in robots to automutt.:. their
factories and replace blue--collar ~mployl.'L:.s.
Industrial managers discovcn."'Ci industrial
216
tiOlution, f<H'
t i.l p Ult\(Cll,
robots were no ' .
N0 t cv _,rything can
.
g
JOb~
aU manufactunn
"' , , , rob(lts con
be automated. Jn s~mc cnstc!'1A, ~ nsscmblcr:o;,
. d' poantmcn
be a m~JOr ~sapbl nttcmpl to jom n nut
they mrght um y' '( l'l (tos not fit. AH
g l'Vt.'ll J
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common .m d us tna
assigns d
. d d. cvtces
. m
. factones
. worldwid
e to
robot1zc
the list minimally contains these tasks e,
materials handling, assembling, sprayi
cutting, dcburring, and inspecting. Theng,
need for sensing devices is most acute wh
en
. .
.
robots nrc uscd m mspechon processes Th15
oren might involve some form of monit~rin
detection, an" lysis, or calibration. Robots g,
nrc usl'd to gnuge and measure tolerances
on mnnufnctured parts, as well as used with
ultrasound to detect leaks in assemblies.
As ''senses" are added to industrial
robots, these robots become evennore valuable
to m"nufncturing enterprises. The cost of
technologies such as sight, touch, and voice
is decreasing. Equipped with camera eyes
or optical scanners, robots are able to select,
inspect, nssemble, and place parts or products
on machines, trolleys, and warehouse
shelves. Look away from the factory floor
for just a moment. See Figure 6-14. In the
ncnr future, household robots might provide
companionship and assistance for the
cddcrly or for people with physical disabilities.
Using electronics, servomechanisms,
controllers, sensors, communication equipment,
active and passive beacons, and receivers
for the GPS will enable household robots
to navigate living spaces in an effortless
manner. Consumers might soon purchase
these robots for their capacities to give
ambulatory aid, fetch and carry, cook, dean,
monitor vital signs, entertain, and even get
in touch with relatives in case of emergency.
As discussed in the chapter on space .
exploration (Chapter 4), robotic explor~r.s al
have already gone to Mars to collect cntiC
data. In the medical field, robots hold th~ 1
. o. f.mcreased access1'b'l't
promase
1 1 Y to medica
EHONDA
217
HMC
Dltllll
NYSf
_____
"~
.....
Figure 6-14.
Advanced Step in Innovative MObility (ASIMO) first appeared in the United States on February 14, 2002.
On this date, it rang the opening bell at the New York Stock Exchange. (American Honda)
a distance-telemedicine-allows a person
to receive specialized care from a surgeon,
using a robot. For example, people requiring
medical assistance might find robotic devices
have the capacity to save their lives, even
when human surgeons are miles away. With
the use of robots, it might be possible to
perform complicated surgery at remote sites
or even on the battlefield! See Figure 6-15.
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218
Conlt!IIIJWfl
Figure 6-15.
.
.
.
A surgical team operating at a console in New York sent mstructwns to a set of robo tic arms that
removed the gallbladder of a patient across the Atlantic in Strasbourg, France. "Operation lindbt?.r);h"
was a world first in telesurgery. (IRCAD)
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