Breakdown Cause and Effect Analysis. Case Study

Biały, Witold; Ružbarský, Juraj

doi:10.1515/mspe-2018-0013

Cited by 20 publications

(13 citation statements)

References 1 publication

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“…However, as shown by recent experimental studies [2,4,5,16], the efficiency and the seal reliability can be significantly increased by changing the number of chambers and feeders, i.e. by changing the inter-chamber spaces [28,30,31,32]. Thus, in order to create more perfect seals, it is necessary to take into account the pressure unevenness factor in the circumferential direction, i.e.…”

Section: Literature Reviewmentioning

confidence: 99%

Gas Flow Simulation in the Working Gap of Impulse Gas-Barrier Face Seal

Kuznetsov

Nahornyi

Krenický

2020

Management Systems in Production Engineering

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Numerical simulation method of the working process of a centrifugal unit contactless face impulse seal is proposed. A seal functioning physical model was created. Its operation key aspects that are not taken into account in the traditional methods of calculating contactless impulse seals are identified. A numerical simulation of seal working process based on the Reynolds equation solution for the medium vortex-free motion in the gap between moving surfaces is proposed. Hypothesis that simplify the equation’s numerical solution for the face impulse seal is formulated. The numerical solution is obtained using the boundary element method. Based on the obtained numerical solution, the distribution of the working medium pressure field in the seal gap is simulated.

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Section: Literature Reviewmentioning

confidence: 99%

Gas Flow Simulation in the Working Gap of Impulse Gas-Barrier Face Seal

Kuznetsov

Nahornyi

Krenický

2020

Management Systems in Production Engineering

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“…3. Circular integration: vertical and horizontal integrations are joined to link the end user and the product life cycle [7]. This integration ends the production loop; therefore, the whole end-to-end digitalization is fully achieved, from the initial design stages, to planning and manufacturing, the logistics and resources management mechanisms and, finally, to the end user and product related services [8].…”

Section: Horizontal Integration: This Level Includes the Integration mentioning

confidence: 99%

Simulation model of production as tool for industry 4.0 implementation into practice

Sujová

Čierna

Bambura

2019

Engineering for Rural Development

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The article deals with the process of Industry 4.0 implementation into practice through simulation. The aim of the paper is to point out the possibilities of computer simulations in creating models of real production plants. The research is carried out as a case study of a production plant in a Slovak machine-building company dealing with the components for the automotive sector production. The process of creating a simulation model of a production line consisting from two CNC machining centers is presented. Subsequently the output statistical characteristics of the real-time model are obtained from the simulation model. The simulated model of the manufacturing plant and its components is the basis for the comprehensive deployment of Industry 4.0 strategy into practice. We expect that in the coming years there will be an increased demand for creation of simulation models of manufacturing systems by modern enterprises that will try to implement the Industry 4.0 strategy and thus increase its competitiveness. The results of our simulation models have shown that the production line is not efficient enough and it will be necessary to create a more detailed simulation model with major adjustments. More than 60 % of the overall process time mainly consists of waiting and blocked time, which leads to inefficient production with the machining time only 38 % at maximum. The most efficient station was Stama with 73.67 % of the working time, but we expect to increase the production for this station as well with some changes to the whole production line.

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“…The continuity of the value stream flow guarantees minimizing the creation of indirect losses (waste of time, unnecessary movements, unnecessary transport, etc.). In this respect, it is worth thinking about process standardization and optimization -it is necessary to know the consequences of breaking the flow (Bialy and Ruzbarsky, 2018). 4) If it is not possible to ensure the continuity of the stream, focus on the customer's needs.…”

Section: Lean Philosophy -Principles and Their Applicationmentioning

confidence: 99%

Value Streams Mapping in the Implementation of Process Innovations – in the Case of Single–Unit Production

Klimecka-Tatar

Kapustka²

2018

Multidisciplinary Aspects of Production Engineering

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The visual management technique used in process improvement, i.e. value stream mapping (VSM) has been presented in the paper. Value stream mapping is one of the basic management tools in the context of Lean Management or Lean Production. It allows to visualize the flow of decision, information, material and their connections in the full production cycle (from the order, through planning, production, to shipping to the customer). VSM is a lean tool that gives the ability to create flows in the process before implementing changes. In this paper, the possibilities of changes planning based on the current and future status maps have been discussed. On the basis of the current state map (CSM), the areas requiring improvement and operations which efficiency is decisive and for the process have been designated. Particular attention has been paid to the possibilities of using VSM in unit production processes. In the paper has been proposed the two possibilities for company development in terms of the improvement technique in line with the Kaizen philosophy as well as the implementation of process innovations. Which means balanced development through the improvement of the existing process or an acute development strategy through the implementation of process innovations (which involves significant costs).

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Breakdown Cause and Effect Analysis. Case Study

Cited by 20 publications

References 1 publication

Gas Flow Simulation in the Working Gap of Impulse Gas-Barrier Face Seal

Gas Flow Simulation in the Working Gap of Impulse Gas-Barrier Face Seal

Simulation model of production as tool for industry 4.0 implementation into practice

Value Streams Mapping in the Implementation of Process Innovations – in the Case of Single–Unit Production

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