Lead-time

The main cost factor ot coring is usually the rig time spent on the total operation and the follow up investigations in the laboratory. Core analysis is complex and may involve different laboratories. It may therefore take months before final results are available. As a result of the relatively high costs and a long lead time of core evaluations the technique is only used in selected intervals in a number of wells drilled. 

Forecasting of time series behavior using lead time data (data obtained during current experiment) for prediction of the material response to the similar actions and loads in future or of testing results for twin material specimens during lead time . 

The lead time for making a image by film X-Ray is 10 to 15 minutes. Where about 2 minute are needed in inspection by Real-Time X-Ray. Another advantage of Real-Time X-Ray is the feature that the effect of manipulating the part or changing the setting of the X-Ray tube can be observed directly. This is often used in investigating quality problems. 

The long lead times necessary to design and constmct large biomass conversion plants makes it unlikely that sufficient capacity can be placed on-line before the year 2000 to satisfy EJ blocks of energy demand. However, plant capacities can be rapidly increased if a concerted effort is made by government and private sectors. 

Once all technical and pohtical problems are resolved, reactor-grade uranium produced from HEU warhead material could contribute significantly to meeting the anticipated fresh uranium production shortfall. This source, however, is not expected to have a significant impact until the year 2000 or later. The discovery of new low cost resources is not expected to make a significant contribution to production until after the year 2005 because of the very low level of uranium exploration and the relatively long lead times required to develop new production centers (29). 

Wire-bound wood boxes (typical loads, 1 to 2 tons) have limited use for chemical produc ts. The box body, consisting of thin wooden slats held in place by steel wire twisted around each at, is fastened to a solid-deck wood pallet. The top also consists of wire-bound wooden pieces. A PE liner protects the product and prevents it from falling through the slats. Disadvantages of the container are the labor needed for setup and the space required for knocked-down boxes. Since manufacturers are usually near sources of hardwood, shipping costs to users may be high lead times of 3 to 4 weeks are common. 

Specifications include dimensions of length, width, and depth, in that order (Fig. 21-40 ). When boxes are set up and closed by automatic equipment, dimensional tolerances become critical. Cartons are shipped knocked down to the user from plants located in all industrial centers. Because order lead time is 4 to 6 weeks, inventories of empty boxes require considerable space. A useful booklet describing all aspects or corrugated box designs and materials is the Fiber Box Handbook available from The Fiber Box Association, 2850 Gulf Road, Rolling Meadows, IL 60008. 

It was known that once presented with the repair quote and procedure, the user would also consider the possibility of purchasing a new expander. However, the lead time for the repair was approximately one-half that for a new expander. By not having to purchase electricity, the cost savings more than justified the repair. Additionally, the owner company was satisfied by assurances given by the expander manufacturer to provide a unit in essentially new condition. 

Typically, fixing errors and redesign account for around 30% of product development time, as shown in Figure 5.3, and improving this position provides an opportunity for lead time reduction. This means doing more work early in the process when (Parker, 1997) ... 

Figure 5.3 Lead time reduction opportunities in product development (Parker, 1997)...

Related to competitiveness measures - improved quality, compressed lead time, reduced life-cycle costs, increased flexibility, improved productivity, more satisfied customers... 

A key success factor for reducing the costs and lead times for vehicle manufacturers, for example, is the degree of integration of the suppliers within the product development process. This is seen as a natural extension to concurrent engineering principles (Wyatt et al., 1998). For many years, in engineering companies, a substantial proportion of the finished product, typically two thirds, consists of components or subassemblies produced by suppliers (Noori and Radford, 1995). 

This means that parts must be ordered in advance for the turnaround and other work must be planned so that the whole operation may proceed smoothly and without holdups that could have been foreseen. This usually means close collaboration with the manufacturer or consultant and the OEM (or specialty service shop) so that handling facilities, service men, parts, cleaning facilities, inspection facilities, chrome plating and/or metaliz-ing facilities, balancing facilities, and some cases even heat treatment facilities, are available and will be open for production at the proper time required. This is the planning, which must be done in detail before the shutdown with sufficient lead-time available in order to have replacement parts available at the job site. 

Wastewater Deep Well Injection. This is an alternate wastewater disposal procedure and requires some treating prior to injection, such as filtration or pFI adjustment. Permits for this procedure require long lead times. Reference 4 gives prediction methods for refinery wastew ater, generation. 

The required lead time for ordering equipment has to take into account all the above factors. Too often the time required for possible design alteration, which may be found necessary, is overlooked. In order to min-... 

The standard requires that measurements be defined, analyzed, and reported to management at appropriate stages of product realization and that these measurements include quality risk, costs, lead times, critical paths, and others as appropriate. 

The extent to which planned tasks are being completed on time The degree of slippage or slack in the program The critical paths and changes in criticality Lead times and effect of changes on advanced procurement Resource utilization Spend versus budget Estimated spend to completion... 

One aspect of a contract often overlooked is shipment of finished goods. You have ascertained the delivery schedule, the place of delivery, but how do you intend to ship it by road, rail, ship, or air. It makes a lot of difference to the costs. Also delivery dates often mean the date on which the shipment arrives not the date it leaves. You therefore need to build into your schedules an appropriate lead time for shipping by the means agreed to. If you are late then you may need to employ speedier means but that will... 

To guarantee shipment on time, you either need to maintain an adequate inventory of finished goods for shipment on demand or utilize only predictable processes and obtain sufficient advanced order information from your customer. When you examine some of the requirements in ISO/TS 16949, you may be tempted to question how you can continually improve performance, reduce costs, and minimize space, material travel, equipment downtime, process variation, etc. and meet 100% on-time shipments. You can t, unless you have a partnership with your customer in which there is mutual assistance to meet common objectives. Without sufficient lead time on orders you will be unlikely to meet the target. However, the standard does acknowledge that you may not always be successful. There will be matters outside your control and matters over which you need complete control. It is the latter that you can do something about and take corrective action should the target not be achieved. 

The standard requires suppliers to monitor adherence to established lead-time requirements. 

One of the factors requiring improvement is service and this can be construed to include timing. This can relate not only to delivery timing but also reduction in lead time. When new processes become stabilized over long periods and the frequency of improvement reduces as more and more problems are resolved, you will be able to reduce lead time. 

It should be clear that a complete FMEA approach is not practical for the evaluation of production facility safety systems. This is because (1) the cost of failure is not as great as for nuclear power plants or rockets, for which this technology has proven useful (2) production facility design projects cannot support the engineering cost and lead time associated with such analysis (3) regulatory bodies are not staffed to be able to critically analyze the output of an FMEA for errors in subjective judgment and most importantly, (4) there are similarities to the design of all production facilities that have allowed industry to develop a modified FME.A approach that can satisfy all these objections. 

What is going to be the first area of broad, commercial ionic liquid application This is probably the question most frequently asked of everybody who is active in developing ionic liquid methodology. The answer is not easy to give. Some petrochemical processes are ready to be licensed or are in pilot plant development (as described in Section 5.2), but there is still some time needed to bring these applications on stream and to claim a broad replacement of existing technologies by ionic liquids in this area. For some non-synthetic applications, in contrast, the lead time from the first experiments to full technical realization is much shorter. 

Other new planning processes are being considered to aid the transition. These include variations of probability analysis, optimum planning tools, and short-lead-time projects. None of these addresses all of the constraints discussed above. This should not, however, be construed as an impossible task. 

Any rushed program of process engineering develop ment trill usually be inefficient in manpower for certain parts of the work. Thus lead time for proper thinking and evaluation of significant process schemes and types of... 

The ability to predict machine-train and equipment failures and the specific failure mode provided the means to reduce spare parts inventories by more than 30 per cent. Rather than carry repair parts in inventory, the surveyed plants had sufficient lead-time to order repair or replacement parts as needed. The comparison included the actual cost of spare parts and the inventory carrying costs for each plant. 

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