Production Line Game Free

[Monica Okane]

Aproduction line is a set of sequential operations established in a factory where components are assembled to make a finished article or where materials are put through a refining process to produce an end-product that is suitable for onward consumption.

Typically, raw materials such as metal ores or agricultural products such as foodstuffs or textile source plants like cotton and flax require a sequence of treatments to render them useful. For metal, the processes include crushing, smelting and further refining. For plants, the useful material has to be separated from husks or contaminants and then treated for onward sale.

Early production processes were constrained by the availability of a source of energy, with wind mills and water mills providing power for the crude heavy processes and manpower being used for activities requiring more precision. In earlier centuries, with raw materials, power and people often being in different locations, production was distributed across a number of sites. The concentration of numbers of people in manufactories, and later the factory as exemplified by the cotton mills of Richard Arkwright, started the move towards co-locating individual processes.

With the development of the steam engine in the latter half of the 18th century, the production elements became less reliant on the location of the power source, and so the processing of goods moved to either the source of the materials or the location of people to perform the tasks. Separate processes for different treatment stages were brought into the same building, and the various stages of refining or manufacture were combined.

With increasing use of steam power, and increasing use of machinery to supplant the use of people, the integrated use of techniques in production lines spurred the industrial revolutions of Europe and North America.

Thus, from the processing of raw materials into useful goods, the next step was the concept of the assembly line, as introduced by Eli Whitney.[1] This was taken to the next stage at the Ford Motor Company in 1913, where Henry Ford introduced the innovation of continuously moving the cars being assembled past individual workstations. This introduced the idea of standardization.

The assembly line was a contraption of many chains and links that moved to place different parts into various places throughout the car. The chassis of the car was moved along the 45-metre line by a chain conveyor and then 140 workers applied their assigned parts to the chassis.[2] Other workers brought additional parts to the car builders to keep them stocked. The assembly line decreased the assembly time per vehicle. The production time for a single car dropped from over twelve hours to just 93 minutes.[3]

Shown is the Lockheed Martin Corp. F-16 foreign military sales production line in Greenville, S.C. To support the growing demand for new F-16 Fighting Falcons from partner nations, the U.S. Air Force has teamed with the aerospace, arms, defense, security, and advanced technologies company to open a new production line to build the F-16 Block 70/72 fighter aircraft. (Lockheed Martin Corp. courtesy photo)

Renesas offers a production test and programming unit that enables you to reduce the time to ramp-up at a lower cost. The Production Line Tool (PLT) helps to increase throughput in volume test and programming of units centered around the Renesas Bluetooth ICs.

We work with a number of 3rd parties and distributors globally to support this platform. Contact your local Renesas sales office if you would like more information on how Renesas can support your volume production test and programming.

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The production line also had people who checked the quality of the product towards the end of the line. I remember whichever products the quality control person felt was not meeting the specifications would be moved to a sub line which would then go for correction and would rejoin the main line after correction.

During these visits and several others prior to new product launches I used to wonder how a person who did the same thing again and again every day would be motivated to be at it with full sincerity and efficiency.

Prior to the Industrial Revolution, manufactured goods were usually made by hand with individual workers taking expertise in one portion of a product. Each expert would create his own part of the item with simple tools. After each component was crafted, they would be brought together to complete the final product. As early as the 12th century, workers in the Venetian Arsenal produced ships by moving them down a canal where they were fitted with new parts at each stop. During its most successful time, the Venetian Arsenal could complete one ship each day.

With the start of the Industrial Revolution, factories sprang up to replace small craft shops. This change was made possible by the concept of interchangeable parts, an innovation designed by Eli Whitney. The concept of interchangeable parts first took ground in the firearms industry when French gunsmith Honor LeBlanc promoted the idea of using standardized gun parts. Before this, firearms were made individually by hand, thus each weapon was unique and could not be easily fixed if broken. Another European craftsman had similar ideas. Naval engineer Samuel Bentham, from England, used uniform parts in the production of wooden pulleys for ships.

So, the mantra of mass production was to continuously keep the assembly line moving at all times because that was how efficiency would be kept high and corresponding production costs low. In the peak of the American production boom no one had the authority to stop the production line. Only the most senior managers were authorized to stop the line.

In 1951 an American statistician named Edward Deming travelled to post world war Japan to help with the 1951 Japanese census. He also got involved in teaching the Japanese engineers and managers on his various thoughts and theories for improving productivity. Among the two prominent people who attended and got influenced by Deming were the promoters of Sony and Toyota.

The basic concepts which these Japanese companies adopted from Deming was to assign the responsibility of finding and fixing problems to every employee in the production line from the senior manager to the lowest person in hierarchy who was also working on the production line. So, if anyone in the production line spotted a problem, they could now pull a chord in the production line and stop the entire production process. In addition to stopping the line all workers involved in the production line were encouraged to call out problems, suggest changes etc.

This not only led to the creation of several new concepts like just in time, Kaizen, 5S, Total quality control etc. This change which was brought about by empowering every employee to take ownership and pride in what they were doing also transformed Japanese companies into world leaders in quality.

What is also interesting is that many of these Japanese companies have also fallen off track and been displaced by other companies who were able to further improve on many of these concepts and practices.

So probably the biggest threat that all organizations is to guard against not getting disrupted is to continuously improve on productivity and creativity of each product and process in their portfolio and the best way to keep doing it as we saw in the production line example is by building continuous engagement and pride in everyone involved by continuous empowerment.

But, this also does not mean, of course, that we should treat people like widgets. If fact, our call is for companies to put at least the same care, discipline and investment into producing people as they do into their products and services!

We can help our companies produce more better talent faster by applying a disciplined manufacturing approach to development. We know how to set specs, assess talent, produce talent and distribute talent. All we need now is the, discipline, willpower and capabilities to make it happen.

In the US, production lines became crucial to the war effort during World War II, a time in history that made mass production all the more important. The efficiency that mass production provided enabled US businesses to switch from making consumer goods to armaments quickly. They could also manufacture the armaments swiftly.

One of the biggest pioneers was, of course, the late Henry Ford. He believed assembly lines improved conditions for employees because the lines reduced the amount of bending and heavy lifting necessary. He also removed the need for special training.

The operation of a production line is relatively straightforward. The manufacturer organises the line so that the product moves along it sequentially, stopping at workstations or centres where work is performed on the product before it continues along the line. The manufacturer may use a conveyor or forklift truck to move the items(s), or move them manually to the next station.

The production line could also be a team of human-operated positions organised in line with the set of operations that make up a technological process. The number of positions will depend upon the requirements and technical specifications of the product. Each product must go through every stage of the process, within a specific time, and all of the employees must perform the actions their position in the process entails. These activities constitute the production cycle. The end result of a production line is the result of processing, handling, packaging, transportation and more.

When planning and design a production, you must consider five main components: the individual workstation, the material handling, the machine-operator interface, tools and maintenance. Below we look at each, plus provide some tips and other things to contemplate in the planning stages.

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