Dodatkowe przykłady dopasowywane są do haseł w zautomatyzowany sposób - nie gwarantujemy ich poprawności.
By then, approximately 92% of change-over times were three hours or less.
Please note - classes will finish 3 minutes prior to the hour to allow for change-over time.
Many smaller parts can be set up on two or more fixtures for minimum change-over time.
These common parts or tooling reduced change-over time.
Nor was it necessary for the tails to signal each other, however inconspicuously, or to indicate any suspect at change-over time.
The first modifications allowing the achievement of three hour change-over time cost £5,500 [not a lot!].
By working strenuously on reducing change-over time and difficulty, it is possible to approach the lean thinking ideal of single piece flow.
Using these processes, Toyota engineers cut the change-over time to less than 10 minutes per die, and thereby reduced the economic lot size below one vehicle.
Manual guns are made from lightweight aluminium and the retainers simply twist-lock to the handle assembly to save change-over time.
For us, it's uncrowded because it's a Saturday - change-over time for most tour operators, but the first day of our ski weekend.
DETAILS 10 minutes per detail, with 5 minutes change-over time.
Batch change-over times are minimised by a unique "load" function. this facilitates the speedy removal and replacement of bins.
Once the MIT was educated, members had to be trained to become expert in grade change-over time reduction techniques, the key to improving manufacturing capability.
Reduced grade change-over time was the driver to enable the plant to run with reduced batch size or reduced economic batch quantity.
This left the Gawler line around two kilometres north of Salisbury station and was used mainly by freight trains, but had passenger trains at shift change-over times.
Thus small batch deliveries at regular intervals are essential in minimizing the change-over time in the assembly of different models which is critical in the production of differentiated consumer goods.
Using SMED with the policies of 'Working Smarter not Harder' and 'Eliminating Waste,'the MIT launched itself into grade change-over time reduction with tremendous success.
By planning to reduce manpower, or reduce change-over times, or reduce campaign lengths, or reduce lot sizes the question of waste comes immediately into focus upon those elements that prevent the plan being implemented.
By November, six months into the project, the MIT was confident enough of the sustainability of the new plant performance to give the business a new grade change-over time matrix with which to plan and schedule production.
