...Case Study Analysis: General Motors: Packard Electric Division Ufuk Aytacoglu Southern States University – Newport Beach Campus Case Study Analysis: General Motors: Packard Electric Division General Motor’s acquisition of the Packard Company led to a considerable differentiation in the products offered by the Packard Company. Even though the GM struggled throughout the 1980s, the Packard Electric Division of GM grew at rates that were very satisfying for the managers. In year 1990, David Schramm, the chief engineer for Cable and Component Design, was asked by the Product, Process and Reliability Committee to share his opinions on whether the Packard Electric should commit to the RIM grommet for a 1992 model year car. Schramm thought of three possible scenarios for this critical path. The first scenario involved a backup RIM machine in case anything went wrong and products were out of compliance with the manufacturer’s specs. This option was not cost efficient and also was the riskiest of all three choices. Another option was to implement a system that was usable by both manufacturing lines. Design processes would be the most affected stage with this choice considered. Interdependent stages such as logistics would also be in jeopardy. The final choice was their safest and the most applicable. This option could relieve the company in the short-run. However, potential future projects would be given up due to failure of developing technology to create sustainable growth...
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...Individual Case Study Siemens Electric Motor Works A 1. Briefly describe the competitive environment in which Siemens operates, and how its products, processes and strategy have changed. Siemens was one of the largest companies in the world. However, there was only one factory, Electric Motor Works (EMW) which was part of manufacturing industries division and primary manufactured refrigerator motors, was survived after the World WarⅡ. After rebuilding the factory, EWM started to produce electric motors such as standard motor and customized motor. At first, standard motors accounted for large proportion of annual volume, and it was extremely competitive in the relevant market. Its production process was manufacturing a single type of motor in a long run. The problem for Siemens to operate during the initial period was high costs of their products against lower labour rates of its competitors, but the firm still made profit under pressure of reduce costs. After expanding its program, EMW found that it could be more profitable if it produced low volume customized alternating current motors in small production runs. Thus, the firm changed its strategy to mainly manufacture A/C motors and created a relative good production environment to support its new strategy. The new production process for the manufacture of A/C motors was costly and automated by dedicated automated machines. According to the new strategy, the cost allocation system was changed as well. In addition, the new cost...
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...various types of electrical machines, their operations, and applications, as well as the method of determining their parameters. Various ways of protecting electric machines against overloads and mechanical faults are also highlighted. It is anticipated that the work presented in this paper will be of immense benefit to practicing engineers especially in areas of machine design, maintenance, and protection. (Keywords: electrical machines, operation design, maintenance, protection, stator) the stator and alternating currents are induced in the rotor by transformer action. In the synchronous machine, direct current is supplied to the rotor and Alternating Current (A.C.) flows in the stator. On the other hand, a D.C. machine is a machine that is excited from D.C. sources only or that itself acts as a source of D.C. [5]. It is a common practice in industry to employ A.C. motors whenever they are inherently suitable or can be given appropriate characteristics by means of power electronics devices. Yet, the increasing complexity of industrial processes demands greater flexibility from electrical machines in terms of special characteristics and speed control. It is in this field that the D.C. machines, fed from the A.C. supply through rectifiers, are making their mark. In this paper, we shall discuss the various types of electric machines,...
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... Riordan Manufacturing, a leading global manufacturer of plastic containers, parts, and fan parts, is wholly owned by Riordan Industries, Inc. Riordan’s fan manufacturing plant was purchased in 1992 when it was located in Michigan. In 2000, the company moved its fan manufacturing operation to China where it now resides. Riordan schedules manufacturing of fan parts based on forecasted production needs using an averaged three year sales history. Riordan’s make-to-stock system benefits customers who need products quickly with orders filled from inventory when received. Riordan employs a robust shipping department including a variety of reliable shipping solutions from the plant in China to worldwide customers. Riordan Manufacturing’s electric fan production plant is continually analyzing its strategies. Process flows, performance metrics, supplier relationships and supply chain efficiencies, lean production principles, and sales forecasting are essential to the success of Riordan. The company uses reports and plans for material acquisition, production, and scheduling in its manufacturing facilities. Riordan’s Manufacturing Strategy Riordan’s manufacturing strategy is a stable workforce for two reasons; first, “it schedules production of fans to meet the forecasted sales” and the forecast is calculated by “taking the average of sales for the last three years and extrapolating it into the next year” (Riordan Mgf. Operations - Supply Chain (Hangzhou, China), 2014). Second, according...
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... Riordan Manufacturing, a leading global manufacturer of plastic containers, parts, and fan parts, is wholly owned by Riordan Industries, Inc. Riordan’s fan manufacturing plant was purchased in 1992 when it was located in Michigan. In 2000, the company moved its fan manufacturing operation to China where it now resides. Riordan schedules manufacturing of fan parts based on forecasted production needs using an averaged three year sales history. Riordan’s make-to-stock system benefits customers who need products quickly with orders filled from inventory when received. Riordan employs a robust shipping department including a variety of reliable shipping solutions from the plant in China to worldwide customers. Riordan Manufacturing’s electric fan production plant is continually analyzing its strategies. Process flows, performance metrics, supplier relationships and supply chain efficiencies, lean production principles, and sales forecasting are essential to the success of Riordan. The company uses reports and plans for material acquisition, production, and scheduling in its manufacturing facilities. Riordan’s Manufacturing Strategy Riordan’s manufacturing strategy is a stable workforce for two reasons; first, “it schedules production of fans to meet the forecasted sales” and the forecast is calculated by “taking the average of sales for the last three years and extrapolating it into the next year” (Riordan Mgf. Operations - Supply Chain (Hangzhou, China), 2014). Second, according...
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...Chapter 1 INTRODUCTION 1.1 Background of the Study A synchronous electric motor is an AC motor distinguished by a rotor spinning with coils passing magnets at the same rate as the power supply frequency and resulting rotating magnetic field which drives it. Another way of saying this is that it does not rely on slip under usual operating conditions and as a result, produces torque at synchronous speed. Synchronous motors can be contrasted with an induction, which must slip in order to produce torque. They operate synchronously with line frequency. As with squirrel-cage induction motors, speed is determined by the number of pairs of poles and the line frequency. Synchronous motors are available in sub-fractional self-excited sizes to high-horsepower direct-current excited industrial sizes. In the fractional horsepower range, most synchronous motors are used where precise constant speed is required. In high-horsepower industrial sizes, the synchronous motor provides two important functions. First, it is a highly efficient means of converting ac energy to work. Second, it can operate at leading or unity power factor and thereby provide power-factor correction. The operation of a synchronous motor is simple to imagine. The armature winding, when excited by a poly-phase (usually 3-phase) supply, creates a rotating magnetic field inside the motor. The field winding, which acts as a permanent magnet, simply locks in with the rotating magnetic field and rotates along with...
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...shipments. Process flows, performance evaluation metrics, supply chains, lean production principles, and forecasting are all components in maintaining the success of Riordian Manufacturing. Supplier Relationships and the Effects on the Supply Chain Riordian Manufacturing’s plant in Hangzhou, China requires two major inputs for the electric fan production process. The first is high-density polyethylene plastic pellets (HDPE). Not much is mentioned on Riordian’s intranet other than the HDPE is purchased locally. The second major input is the electric motors that power the fans. The motors are produced locally by the Yin Motor Company (YMC). The Yin Motor Company became Rioridan’s supplier due to previous business or family relationship between YMC and Riordian’s partners in China. Rioridan receives the electric motors from YMC already assembled. Rioridan only stocks a small amount of the more popular electric fans to meet warranty repairs. Rioridian depends on YMC’s stock of electric motors. Rioridan periodically communicates to YMC the forecasted list of motors it expects it will need for the year. This is intended to help YMC plan which motors to produce and how many to carry in stock. The stock...
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...Skil Corporation On March 23, 1979, Emerson Electric Company acquired Skil Corporation, a manufacturer of portable power tools, for $58 million. With sales of $2.6 billion in 1979, Emerson Electric produced a broad range of electrical and electronic products and systems. Emerson Electric Company Emerson Electric, originally a manufacturer of electric motors and fans, had gradually expanded into a broad range of consumer and industrial products. It classified its businesses into commercial and industrial components and systems; consumer goods (including portable electric tools); and government and defense products (see Table A). Emerson’s business units manufactured products principally in electrical and electronic fields, such as electric motors, controls, drives, and heating, ventilating, and air conditioning equipment. The company also manufactured power chain saws, gas cutting and welding equipment, vacuum cleaners, bench power tools (which it sold to Sears), and other consumer goods. With a stated goal of being the so-called best-cost producer in as many of its markets as possible, Emerson stressed cost reduction. Emerson defined best cost as Table A millions) Sales and Pretax Income of Emerson Electric by Business Segments ($ 1978 Sales Commercial and industrial Consumer Government and defense Intercompany sales $1,380 698 176 (20) Pretax Income $201 123 21 Sales $1,570 865 199 (20) 1979 Pretax Income $232 141 24 Source Company annual reports 2 the lowest-cost producer...
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...Ward-Leonard Motor Generation System Introduction: A control system generally controls, regulates, and updates its output continuously based on present inputs, nature of the system, and the past outputs. In other words, there is a feedback mechanism that is inherent in the system, and is called a closed loop control system. For example, adding an emitter resistance to a common emitter amplifier, results in a negative feedback mechanism in the amplifier system – if the output current increases, the input voltage decreases accordingly so as to reduce the output current; if the output current decreases, then the input voltage increases in order to raise the output current level. Negative feedback thus ensures that the output is always controlled to stay within an optimal range. Similarly other systems may exhibit a positive feedback mechanism. In either case, a control system can be represented as follows: Figure 1: Control System representation In Figure 1, G represents the forward loop function and Fb represents the feedback function. In case the Fb function is absent, the system is reduced to an open loop system. The most popular representation of control systems is using the ‘Block Diagram’ approach (Balakrishnan, 1988). Each component in the system is represented as a block, with its role represented as a mathematical function. From the block diagram representation, the overall function of the system, called the transfer function, is obtained. The transfer function...
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...to our families for their cooperation and support. We feel obliged to express our profound gratitude to our course teacher MR. Suleman Anwar, who has throughout our project work provided us with endless help, valuable guidance and encouragement. His expertise, experience and ability to open new vistas of knowledge have contributed much in meeting our educational quest. Beside we truly appreciate our friends and class fellows who have helped us immensely in making our project work achievable and complete. Their support and guidance made this project possible. Origin of the Electric Fan (Worldwide) The earliest electric fans appeared in the early 1880’s. The fan was basically a blade attached to an electric motor. The development of the fields of Electrical Engineering and Aeronautical Engineering paralleled each other in the industry of electric fans. The early electric motors were bipolar. They were direct current, with all exposed workings. The early blades were adapted from the windmill; with usually six pies shaped flat leafs of brass. Speed control was attained using resistance. In almost all cases resistance wire was used, and in a few cases, the light bulb was used a resistance. These early fans were either a novelty, or an expensive...
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...Siemens Electric Motor Works Ten years ago our electric motor business was in real trouble. Low labor rates allowed the Eastern Bloc countries to sell standard motors at prices we were unable to match. We had become the high-cost producer in the industry. Consequently, we decided to change our strategy and become a specialty motor producer. Once we adopted our new strategy, we discovered that while our existing cost system was adequate for costing standard motors, it was giving us inaccurate information when we used it to cost specialty motors. Mr. Karl-Heinz Lottes—Director of Business Operations, EMW SIEMENS CORPORATION Headquartered in Munich, Siemens AG, a producer of electrical and electronic products, was one of the world’s largest corporations. Revenues totaled 51 billion deutschmarks (DM) in 1987, with roughly half this amount representing sales outside of the Federal Republic of Germany. The Siemens organization was split into seven major groups and five corporate divisions. The largest group, Energy and Automation, accounted for 24 percent of total revenues. Low wattage alternating current (A/C) motors were produced at the Electric Motor Works (EMW), which was part of the Manufacturing Industries Division of the Energy and Automation Group. High wattage motors were produced at another facility. THE ELECTRIC MOTOR WORKS Located in the small town of Bad Neustadt, the original Siemens EMW plant was built in 1939 to manufacture refrigerator...
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...Rotating Electrical Machines Motor efficiency labelling scheme Brook Crompton and the efficiency labelling scheme 2219E 2219E Issue 1 Motor efficiency labelling scheme What is it? This is a scheme aimed at emphasising to all motor users, the importance of efficiency. With the backing of the European Commission, manufacturers representing 80% of the European production of standard motors, have agreed to establish three efficiency bands or classes for their standard TEFV, 2 and 4 pole, squirrrel cage induction motors in the power range 1.1 to 90kW. The bands are designated EFF1, EFF2 , and EFF3 - EFF1 being the highest band. The band must be declared by means of a label on the rating plate and in the catalogue. With all of its WP premium efficiency motors falling within the higher bands, Brook Crompton will, in addition, give greater visibility by means of stickers on the motors By encouraging the use of motors in the higher efficiency ‘band’ EFF1 , the European Commission expects to reduce significantly the consumption of electricity by industry. This in turn will lower the environmentally harmful emissions from power stations. Scheme benefits ... ... to motor users The use of higher efficiency motors is financially beneficial, almost by definition and regardless of any scheme: ● higher efficiency means lower losses resulting in lower running costs ● savings increase with motor use ● short pay-back periods ● helps combat the additional burden of the...
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...Parent Company Overview Joy Global Inc. (JGI) is a mining machinery and service support company based in Milwaukee, Wisconsin USA. It consists of two operating units – P&H Mining Equipment and Joy Mining Machinery. P&H Mining Equipment specializes in the design, manufacture and support of equipment applied to surface mines. Joy Mining Machinery specializes in equipment and support applied to underground mine operations. P&H Mining Equipment History Industrial artisans Alonzo Pawling and Henry Harnischfeger started the manufacturing business that would evolve into P&H Mining Equipment in 1884 in Milwaukee, Wisconsin USA. Alonzo Pawling. Henry Harnischfeger. Pawling was a castings pattern maker. Harnischfeger was a locksmith machinist with some engineering training. Both individuals served within the Whitehill Sewing Machine Company factory in Milwaukee starting in 1881.[1] Concerned that Whitehill business operations were drifting toward failure, Pawling exited the firm to start a small gear machining and pattern making shop in 1883. Needing more gear machining expertise and capital, Pawling persuaded Harnischfeger to join his firm as an equal partner. Their Pawling & Harnischfeger Machine and Pattern Shop officially began on December 1, 1884. Components and Assemblies Suppliers Pawling and Harnischfeger initially supplied industrial machinery components and assembly service support to large manufacturing operations in Milwaukee. Their customers included industrial...
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...Riordan Virtual Organization The Riordan Manufacturing Organization has recently redesigned its operational format. These changes will now be in need of new operational processes. It has been the charge of this work group to have an open discussion on the possible new design plans for this company and the pros and cons of each of these new options. San Jose has a license for a fully integrated Windows based ERP manufacturing, distribution and financial management software application specifically designed for plastics processors and process and assembly manufacturers. Michigan had purchased a vendor developed software application and the attendant source code for their F and A and process application. Georgia had purchased a vendor (different from Michigan) developed software application and the attendant source code for their F and A and manufacturing process applications. The F and A department has been unable to achieve anything remotely resembling "seamless compatibility." Some F and A data is provided to corporate via data files; some data is provided via hardcopy reports and must be re-entered; some data is provided via data files but must be converted to the proper account codes and the list goes on. Consolidated close of the General Ledger and subsequently the Income Statement and Balance Sheet is labor intensive and normally not completed until 15-20 days after month end. Compliance with new government required reporting requirements at...
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...What are the main issues in the case? Siemens’ Electric Motor Works (EMW) made standard electric motors as well as the custom made orders. Initially, standard motors accounted for 80 percent of sales volume, while the remaining 20 percent were customized orders. But as time progressed, EMW could not keep up with the lower labor rates of the Eastern Bloc companies, and they were unable to match up with the prices for the standard electric motors. Due to this reason, there was a shift in strategy and they decided to produce only customized motors. The changes cost them Dm50 million a year for three years to replace almost every machine on the floor and support the new strategy. But after a couple of years, with the change in the strategy, the traditional cost accounting system started showing signs of trouble. This system assigned material and labor costs directly to the products and divided the overhead costs into three categories – material related, production related and support related. Due to the changes, the orders accepted on an average was for less than five motors and this increased the production support costs and the traditional cost system couldn’t capture the relation between the increased support costs and the change in product mix. This led to inappropriate costing for majority of the products. How can the issues be addressed? Under the traditional system, support costs were allocated to each motor based on its consumption of direct materials, direct labor,...
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