variety or lack of standardisation. * Incorrect quality standards. Tools for Improving Productivity We can improve the productivity by applying the following tools. 1. Productivity Improvement at Enterprise level: Pareto Analysis‚ Ishikawa Diagram will help management to understand the problem and also to overcome that. Pareto Analysis: A graphical tool for ranking causes from the most significant to the least significant. It is based on the
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Description 4 2.1. Product Perspective 4 2.2. Product Features 4 2.3. User Classes and Characteristics 4 2.4. Assumption and Dependencies 6 3. System Features 6 4. Conclusion 7 5. Appendix 8 5.1. Appendix A: Use case and Actor Diagram 8 5.2. Appendix B: Use Case 10 WRMS -01 <Log In> 10 WRMS -02 <Validate User> 11 WRMS -03 <Log Out> 12 WRMS -04 <Change Password> 13 WRMS -05 <View Employee Working Performance> 14 WRMS -06 <Calculate
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the mechanical strength of the final cast. For this decreasing the number of voids in the final cast to one or nil is required. Within this phase‚ the process map of the entire process was developed. C.E 2.11 – Measure: Then a cause and effect diagram was used‚ which is a tool that shows systematic relationship between the effect and its possible causes. The possible number of defects and their causes were summarized by brainstorming with the supervisor and operators. The major types of defects
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. . . . . . . . . . . 11 4.2 Moving to the Chosen Scanning Locations . . . . . . . . . . . . . . . 18 4.2.1 Path Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 4.2.2 Computing the Generalized Voronoi Diagram . . . . . . . . . 19 4.2.3 Computing the Path . . . . . . . . . . . . . . . . . . . . . . . 22 4.2.4 Localization and Navigation . . . . . . . . . . . . . . . . . . . 23 Scan Acquisition and Integration . . . . . . . . . .
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structure as displayed by the Diagram 1.1 This top view diagram represents the hospital structure from an IT network perspective. The Red outlined boxes are clinical areas‚ which include ERs and ORs‚ Pharmacy‚ Labs‚ Radiology‚ Drs Personal Offices‚ Wards‚ Outpatient Examining Rooms‚ and ICU. The Black outlined boxes are administrative functions‚ which include IT Department‚ Admitting/Discharge‚ Facilities‚ HR‚ Hospital Senior Management‚ and Finance. Diagram 1.0 - Showing the Hospital Structure
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Quality Circles Quality Circles (QC) or Quality Control Circles (QCC) : History * Pioneered by Japanese. * Japanese nomenclature: Quality Control Circles (QCC)‚ generally now known as Quality Circles (QC) or some call it as Small Group Activity (SGA). * 1962: First QC Circle was registered with QC Circle Head Quarters in Japan. * 1974: Lockheed Company‚ USA started Quality Circle movement. * 1977: International Association of Quality Circles (IACC) was formed in USA.
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EM/JUNE14/MEC281 UNIVERSITI TEKNOLOGI MARA MEC281 MATERIAL SCIENCE Chapter 1: Structure TUTORIAL 1: Atomic Structure 1. Define : i. Atomic Mass ii. Atomic Number iii. Isotopes 2. Give the electron configurations for the following ions : i. Oxygen ii. P5+ iii. Ni2+ iv. Br- v. Cu PERIODIC TABLE MEC 281 EM/JUNE2014/MEC281 UNIVERSITI TEKNOLOGI MARA MEC281 MATERIAL SCIENCE Chapter 1: Structure TUTORIAL 2: INTERATOMIC BONDING‚ CRYSTAL STRUCTURES 1. Specify the type of atomic
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Pher Pher A data flow diagram (DFD) is a graphical representation of the "flow" of data through an information system‚ modeling its process aspects. Often they are a preliminary step used to create an overview of the system which can later be elaborated.[2] DFDs can also be used for the visualization of data processing (structured design). A DFD shows what kinds of data will be input to and output from the system‚ where the data will come from and go to‚ and where the data will be stored. It
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I. OBJECTIVES 1. To be able to produce a functional logic based mobile robot that can traverse and follow the black line track as accurate and as fast as possible. 2. To be able to understand the basic concepts behind different sensor technologies and apply it to the line detecting circuit of the line following mobile robot. 3. To be able to establish the relationship between the electrical and mechanical components of the line following mobile robot. 4. To be able to see a functional
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National Cranberry Cooperative (NCC) Case Analysis NCC Issues at Receiving Plant No.1 (RP1): Hugo Schaeffer‚ vice president of operations at NCC has currently identified three problems at the core of RP1. These three problems are: - Idle time: under the current process trucks are spending too much time waiting to unload cranberries at RP1 - Resource Utilization: the current allocation of full time and part time workers has resulted in increased costs as a result of both over time and absenteeism
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