Other manufacturing technologies Books

Book SynopsisThe Lean Anthology: A Practical Primer in Continual Improvement presents operations management case studies that illustrate a Lean process improvement journey. Ideal for non-engineers, adult learners, and corporate or business education settings, this book can help you and your organization understand and apply Lean practices as part of a plan for saving money, generating revenues, or freeing up resources particularly in settings not traditionally associated with Lean.The stories are easy to understand, simple accounts of everyday people negotiating life. The characters observe and integrate the principles of Lean into their personal and professional lives. Each Lean case study will help you understand and apply a different approach to the relentless pursuit of the strategic elimination of waste.The stories are organized into a framework for implementing a Lean transformation called The Five Cs: Customer, Capability, Control, Coordination, and Context/Culture. These are the five stagesTrade ReviewThis is a truly creative and engaging book. Like Goldratt’s The Goal, this book teaches the principles and concepts that form the basis for effective management of operations through the medium of stories. Learning is fun and painless and yet the lessons are deep.—Morris Cohen, Panasonic Professor of Manufacturing & Logistics, The Wharton School, University of PennsylvaniaWhat a great book—so inviting, interesting, and creative. Great practical Lean insights from a non-manufacturing point of view.—Arthur V. Hill, Associate Dean for MBA Programs and Professor of Supply Chain and Operations, University of MinnesotaGoldberg and Weiss take key business concepts and make them accessible for anyone committed to self-improvement. Their approach is simple and effective…and reminds me how much more I can do to apply Lean thinking both in and out of the office for real results!—Kevin Klau, Senior Vice President, Business Units, Hach CompanyThe Lean Anthology is full of rich nuggets of gold that can be applied to both personal and professional life. Rebecca Goldberg and Elliott Weiss combine storytelling and teaching through short vignettes that will revolutionize the reader’s thinking and lead to lasting business results bolstering your company’s competitive advantage. This pragmatic approach is certain to transform you, your team, and those around you.—Monica Barker, Director Strategic Marketing North America, AREVA, Inc.Even experienced practitioners can use The Lean Anthology to see additional applications for Lean tools. This book is comprehensive, enlightening, refreshing, and fun to read—which allows the reader to easily follow the pragmatic presentation of each Lean concept and practice.—Frederick S. Buchman, Co-Author of Balanced Scorecard Strategies for DummiesMust-reading for anyone with responsibility for or interest in any form of operations. Few managers understand and embrace the importance of continuous improvement. The challenge is to learn how to do it… this is the need this book fulfills.—Wallace Stettinius, author of Principles of General Management, The Art and Science of Getting Results Across Organizational Boundaries, and How to Plan and Execute Strategy: 24 Steps to Implement Any Corporate Strategy SuccessfullyTable of ContentsIntroduction, Acknowledgments, About the Authors, About the Artist, I Customer, II Capability, III Control, IV Coordination, V Context and Culture, Epilogue

Read more less

Book SynopsisWhile Lean principles have been around for decades, the practices have yet to keep current with the growing area of Sustainability. This book provides an implementation approach to integrating Lean and Sustainability principles toward a circular economy.Lean Sustainability: A Pathway to a Circular Economy illustrates an integrated Lean and Sustainability approach that is applicable to manufacturing, healthcare, service, and other industries. This comprehensive approach will guide organizations toward a circular economy to drive competitive business practices further while being environmentally, socially, and economically responsible. The eBook version includes full color images.This book will help any industry practitioner interested in helping their business improve flow, reduce waste, and become more environmentally conscious.Table of Contents1. Introduction. 2. Lean Overview. 3. Sustainability Overview. 4. Systems Thinking and the Circular Economy. 5. Cultivating a Lean Sustainability Culture. 6. Integrated Lean and Sustainability Framework. 7. Selecting and Prioritizing Lean Green Projects. 8. Mapping the Value Stream for an Eco-Friendly Flow of Material and Information. 9. Using a Lean Sustainability Lens for Business Process Mapping. 10. Analyzing Lean, Value, and Waste for Sustainable Continuous Improvement. 11. Using 5S to Reduce the Environmental Footprint. 12. Tracking Sustainability Efforts through Visual Management. 13. Utilizing Single-Minute Exchange of Dies for an Environmentally Friendly Changeover Process. 14. Employing Total Productive Maintenance for Eco-Friendly Equipment Maintenance. 15. Integrating Sustainability Principles into Mistake Proofing to Prevent Waste. 16. Ensuring Consistent Performance through Standard Work. 17. Environmentally Conscious Material Movement throughout the Enterprise. 18. Creating a Green Supply Chain. 19. Integrating Sustainability into the Organization’s Strategic Goals Using Hoshin Kanri. 20. Sustaining Lean Sustainability as a Strategic Initiative. 21. Shifting from a Linear to a Circular Economy. 22. Future and Challenges of Lean Green Sustainability. 23. Developing a University Sustainability Recycling Process and Metrics. 24. Implementing Lean Sustainability Practices in Agriculture. 25. Applying Lean Sustainability Principles to Fuel Testing at a National Airport. 26. Incorporating Lean Sustainability Improvement in a Hospital’s Sterile Instrument Processing.

Read more less

Book SynopsisUnderstanding, Measuring, and Improving Daily Management explains the critical parts of a continuous improvement strategy to achieve Operational Excellence and where reactive improvement through effective daily management fits in. In addition, it shows the consequences to your Operational Excellence journey if daily management is not performed well.Reactive improvement develops the capability and discipline within the organization to be able to rapidly recover from an event or incident that stops you from achieving your expected or target performance for the day, shift, or hour and most importantly -- your ability to capture the learning and initiate corrective actions so that the event or incident will not re-occur anywhere across the organization. As such, reactive improvement focuses on improving daily management through your daily review meetings, your information centers supporting the daily review meetings, and your frontline problem-solving root cause aTable of ContentsContentsIntroduction: The Importance of Effective Daily Management................. xi1 Supportive Organisation Structure – Element 1................................. 1The Causes of Equipment Failure and the 5 Whys........................................... 2What Is the Pathway of Mechanical Equipment Failure?................................... 3Failure Mechanisms of the Parts that Make Up Our Plant and Equipment...... 4Failure Mechanisms......................................................................................... 4Example of the Impact of the Laws of Physics on the FailureMechanisms of Working Items....................................................................... 5The Pendulum of Change – the History of Ownership within theWorkplace............................................................................................................ 7Area Based Team Structure................................................................................ 8The 4 Stages of Area Based Team Development............................................. 13Further Learning from Area Based Team Structure.........................................17The Need to Address All Failures, Not Just Equipment Failures..................... 202 Effective Frontline Leaders – Element 2........................................... 23What Do We Mean by Frontline Leader?......................................................... 23The New Approach....................................................................................... 23What Should Be the Allocation of Time for a Frontline LeaderSupporting Operational Excellence?............................................................. 25What Structure and Rosters Should We Have to Support theDevelopment of Our Frontline Leaders?...................................................... 26What Should Be the Roles and Responsibilities of a Frontline Leader?...... 28Possible Key Roles......................................................................................... 28Coaching of Team Members..........................................................................31What Attributes Should We Develop in Our Frontline Leaders?..................31What Skills Should We Develop in Our Frontline Leaders?........................ 321. Knowledge of Responsibilities (Policies and Procedures)................... 342. Knowledge of Work (Base Skills)........................................................ 343. Skill in Instructing (Teaching Skills).................................................... 354. Skill in Improving (Mastery Skills)....................................................... 355. Skill in Team Work (Team Skills)......................................................... 356. Skill in Leading (Leadership Skills)...................................................... 35Team Skills, Teaching Skills and Leadership Skills Training....................... 35Team Skills................................................................................................. 35Team Skills Assessment.................................................................................... 39Teaching Skills and Leadership Skills........................................................... 42What Should Be a Typical Day/Week of a Frontline Leader?...................... 43What Is the Best Way to Develop the Desired Attributes and Skills ofOur Frontline Leaders?.................................................................................. 44Use of Skills Matrices.................................................................................... 44Summary Checklist for Developing Frontline Leaders.................................... 45Note................................................................................................................... 463 Appropriate Measures – Element 3: Key Success Factors forOperations........................................................................................ 47Order Is Important............................................................................................ 49Establishing Performance Measures................................................................. 50Displaying Your Performance Measures.......................................................... 50Establishing a Baseline and Targets..................................................................51Call to Action.................................................................................................... 55Note................................................................................................................... 554 Structured Daily Review Meetings – Element 4............................... 57Naming of Your Daily Review Meetings.......................................................... 58What Should Be the Reason and Purpose of a Daily Review Meeting?......... 59What Makes an Effective Daily Review Meeting?............................................ 60What Information Should Be Reported at Daily Review Meeting?..................61What Information Does the Production Manager Require on a DailyBasis?...............................................................................................................61Selecting Performance Measures for Review at a Daily Review Meeting........61Developing the Format and Agenda of a DailyReview Meeting................................................................................................. 62Determining the Rules for a Daily Review Meeting........................................ 65Setting Triggers and Policies to Initiate Frontline Problem-Solving RootCause Analysis.................................................................................................. 66Start of Shift Review Meeting............................................................................675 Visual Information Centres – Element 5........................................... 69What Should Be Displayed?.............................................................................. 70Setting Up Your Information Centres............................................................... 70Example Layout of Basic Concern Strip........................................................... 75Example Layout of a Root Cause Analysis Concern Strip............................... 766 Frontline Problem-Solving Root Cause Analysis Capability –Element 6.......................................................................................... 81PLAN: Understand the Problem and Developan Action Plan................................................................................................... 83DO: Implement Solutions (the Action Plan) (Step 5)....................................... 83CHECK: Evaluate Results (Step 6).................................................................... 84ACT: List Future Actions (Step 7)...................................................................... 84Introducing Frontline Problem-Solving Root Cause Analysis.......................... 84Identifying the Initial Frontline Problems for Your Development Program... 87Finding the Resources for On-Going Frontline Problem-Solving RootCause Analysis.................................................................................................. 89Outline of the 7 Step Frontline Problem-SolvingRoot Cause Analysis Process............................................................................ 90Step 1: Define the Problem............................................................................... 93Problem Statement:....................................................................................... 951.1 Establish Problem Statement in Object-Deviation Format................. 95Problem Description:.................................................................................... 951.2 What Is the Problem?.......................................................................... 951.3 Where Did We Find the Problem? (Point of Observation)................ 951.4 When Did It Happen?......................................................................... 961.5 Size or Measure of the Deviation from Standard or Extent ofthe Problem ......... 961.6 Point of Observation or Where Did You First Identify You Had a Problem .............. 961.7 Point of Occurrence or Where Do You Believe the Problem Is Originating From .............. 961.8 Problem Definition = Problem Statement + Problem Description....... 971.9 Problem History or the Sequence of Events Leading Up to the Problem ............... 98Step 2: Contain Problem................................................................................... 992.1 Identify a Containment Action............................................................. 1002.2 Enact the Containment Action..............................................................1012.3 Communicate the Containment Action................................................1012.4 Verify the Effectiveness of the Containment Action............................101Step 3: Analyse Problem..................................................................................1013.1 Confirm the Effect Statement................................................................1033.2 Identify Those to Be Involved..............................................................1033.3 Identify Questions and Information Required.....................................1033.4 Prepare Materials...................................................................................1043.5 Select the Initial Categories to Promote the Brainstorming.................1043.6 Populate the Cause & Effect Diagram..................................................1043.7 Conduct Quality Check of the Causes..................................................1053.8 Eliminate or Confirm Causes................................................................1053.9 Select the Most Significant Possible Causes......................................... 106Step 4: Develop Root Cause Solutions............................................................1074.1 Extend Main Causes into Cause Statements.........................................1094.2 Identify Those to Be Involved..............................................................1094.3 Identify Questions and Information Required.....................................1104.4 Prepare Materials...................................................................................1104.5 Enter Cause Statements and Populate the Why-Why Diagram............1104.6 Verify Each Answer to a Why with Data or Observational Evidence.................1114.7 Summarise the Root Cause Pathways that Will Best Address the Problem............1124.8 Identify Possible Solutions to Each Cause in the Two Pathways.........1124.9 Select All the Solutions You Can Work On..........................................1124.10 Select All the Remaining Solutions You Can Recommend to Others...............112Step 5: Implement Solutions............................................................................1145.1 Establish Appropriate Criteria for Developing Solutions......................1145.2 Identify and Select the Most Appropriate Solution or Solutions...........1155.3 Develop a List of Proposed Key Actions for Each Solution.................1185.4 Gain Approval or Permission Including All Sign-Offs Required to Implement the Key Actions.........1185.5 Obtain the Necessary Resources to Complete the Proposed Actions within the Required Timeframe...........1185.6 Identify the Remaining Gaps to Achieve the Agreed Expectation Once the Initial Actions Have Been Completed.........1185.7 Test or Measure the Effectiveness of the Actions in the Short Term......119Step 6: Evaluate Results...................................................................................1196.1 Ensure Your Actions Are Having the Required Impact...................... 1206.2 If Appropriate, Conduct an Acid Test.................................................. 1206.3 Lock in the Improvements................................................................... 1206.4 Review Containment of Problem..........................................................121Step 7: List Future Actions...............................................................................1217.1 Adjust or Refine Solutions......................................................................1217.2 Recommend Future Action....................................................................1227.3 Complete Frontline Problem-Solving Root Cause Analysis A3 Summary Sheet........1227.4 Conduct Horizontal Deployment Where Appropriate..........................123Reflection on the 7 Step Process.....................................................................124Key Learning from Frontline Problem-Solving Root Cause Analysis.............1247 Rapid Sharing of Learning Capability – Element 7........................ 127The Need for a Learning Organisation...........................................................127Actions to Help Create a Learning Organisation............................................129Establish Standards for Documenting Outcomes........................................129Establish a Continuous Improvement Library and Knowledge Base.........129Establish an Effective Daily Review Meeting Plan..................................... 130Create the Right Environment to Promote Adult Learning........................ 1308 The Way Forward............................................................................ 133Preparation Action Plan...................................................................................133Implementation Action Plan............................................................................135Daily Review Meeting Rating......................................................................... 138Reference List of Articles and Books.....................................................141Index..................................................................................................... 143

Read more less

Book SynopsisUnderstanding, Measuring, and Improving Daily Management explains the critical parts of a continuous improvement strategy to achieve Operational Excellence and where reactive improvement through effective daily management fits in. In addition, it shows the consequences to your Operational Excellence journey if daily management is not performed well.Reactive improvement develops the capability and discipline within the organization to be able to rapidly recover from an event or incident that stops you from achieving your expected or target performance for the day, shift, or hour and most importantly -- your ability to capture the learning and initiate corrective actions so that the event or incident will not re-occur anywhere across the organization. As such, reactive improvement focuses on improving daily management through your daily review meetings, your information centers supporting the daily review meetings, and your frontline problem-solving root cause aTable of ContentsContentsIntroduction: The Importance of Effective Daily Management................. xi1 Supportive Organisation Structure – Element 1................................. 1The Causes of Equipment Failure and the 5 Whys........................................... 2What Is the Pathway of Mechanical Equipment Failure?................................... 3Failure Mechanisms of the Parts that Make Up Our Plant and Equipment...... 4Failure Mechanisms......................................................................................... 4Example of the Impact of the Laws of Physics on the FailureMechanisms of Working Items....................................................................... 5The Pendulum of Change – the History of Ownership within theWorkplace............................................................................................................ 7Area Based Team Structure................................................................................ 8The 4 Stages of Area Based Team Development............................................. 13Further Learning from Area Based Team Structure.........................................17The Need to Address All Failures, Not Just Equipment Failures..................... 202 Effective Frontline Leaders – Element 2........................................... 23What Do We Mean by Frontline Leader?......................................................... 23The New Approach....................................................................................... 23What Should Be the Allocation of Time for a Frontline LeaderSupporting Operational Excellence?............................................................. 25What Structure and Rosters Should We Have to Support theDevelopment of Our Frontline Leaders?...................................................... 26What Should Be the Roles and Responsibilities of a Frontline Leader?...... 28Possible Key Roles......................................................................................... 28Coaching of Team Members..........................................................................31What Attributes Should We Develop in Our Frontline Leaders?..................31What Skills Should We Develop in Our Frontline Leaders?........................ 321. Knowledge of Responsibilities (Policies and Procedures)................... 342. Knowledge of Work (Base Skills)........................................................ 343. Skill in Instructing (Teaching Skills).................................................... 354. Skill in Improving (Mastery Skills)....................................................... 355. Skill in Team Work (Team Skills)......................................................... 356. Skill in Leading (Leadership Skills)...................................................... 35Team Skills, Teaching Skills and Leadership Skills Training....................... 35Team Skills................................................................................................. 35Team Skills Assessment.................................................................................... 39Teaching Skills and Leadership Skills........................................................... 42What Should Be a Typical Day/Week of a Frontline Leader?...................... 43What Is the Best Way to Develop the Desired Attributes and Skills ofOur Frontline Leaders?.................................................................................. 44Use of Skills Matrices.................................................................................... 44Summary Checklist for Developing Frontline Leaders.................................... 45Note................................................................................................................... 463 Appropriate Measures – Element 3: Key Success Factors forOperations........................................................................................ 47Order Is Important............................................................................................ 49Establishing Performance Measures................................................................. 50Displaying Your Performance Measures.......................................................... 50Establishing a Baseline and Targets..................................................................51Call to Action.................................................................................................... 55Note................................................................................................................... 554 Structured Daily Review Meetings – Element 4............................... 57Naming of Your Daily Review Meetings.......................................................... 58What Should Be the Reason and Purpose of a Daily Review Meeting?......... 59What Makes an Effective Daily Review Meeting?............................................ 60What Information Should Be Reported at Daily Review Meeting?..................61What Information Does the Production Manager Require on a DailyBasis?...............................................................................................................61Selecting Performance Measures for Review at a Daily Review Meeting........61Developing the Format and Agenda of a DailyReview Meeting................................................................................................. 62Determining the Rules for a Daily Review Meeting........................................ 65Setting Triggers and Policies to Initiate Frontline Problem-Solving RootCause Analysis.................................................................................................. 66Start of Shift Review Meeting............................................................................675 Visual Information Centres – Element 5........................................... 69What Should Be Displayed?.............................................................................. 70Setting Up Your Information Centres............................................................... 70Example Layout of Basic Concern Strip........................................................... 75Example Layout of a Root Cause Analysis Concern Strip............................... 766 Frontline Problem-Solving Root Cause Analysis Capability –Element 6.......................................................................................... 81PLAN: Understand the Problem and Developan Action Plan................................................................................................... 83DO: Implement Solutions (the Action Plan) (Step 5)....................................... 83CHECK: Evaluate Results (Step 6).................................................................... 84ACT: List Future Actions (Step 7)...................................................................... 84Introducing Frontline Problem-Solving Root Cause Analysis.......................... 84Identifying the Initial Frontline Problems for Your Development Program... 87Finding the Resources for On-Going Frontline Problem-Solving RootCause Analysis.................................................................................................. 89Outline of the 7 Step Frontline Problem-SolvingRoot Cause Analysis Process............................................................................ 90Step 1: Define the Problem............................................................................... 93Problem Statement:....................................................................................... 951.1 Establish Problem Statement in Object-Deviation Format................. 95Problem Description:.................................................................................... 951.2 What Is the Problem?.......................................................................... 951.3 Where Did We Find the Problem? (Point of Observation)................ 951.4 When Did It Happen?......................................................................... 961.5 Size or Measure of the Deviation from Standard or Extent ofthe Problem ......... 961.6 Point of Observation or Where Did You First Identify You Had a Problem .............. 961.7 Point of Occurrence or Where Do You Believe the Problem Is Originating From .............. 961.8 Problem Definition = Problem Statement + Problem Description....... 971.9 Problem History or the Sequence of Events Leading Up to the Problem ............... 98Step 2: Contain Problem................................................................................... 992.1 Identify a Containment Action............................................................. 1002.2 Enact the Containment Action..............................................................1012.3 Communicate the Containment Action................................................1012.4 Verify the Effectiveness of the Containment Action............................101Step 3: Analyse Problem..................................................................................1013.1 Confirm the Effect Statement................................................................1033.2 Identify Those to Be Involved..............................................................1033.3 Identify Questions and Information Required.....................................1033.4 Prepare Materials...................................................................................1043.5 Select the Initial Categories to Promote the Brainstorming.................1043.6 Populate the Cause & Effect Diagram..................................................1043.7 Conduct Quality Check of the Causes..................................................1053.8 Eliminate or Confirm Causes................................................................1053.9 Select the Most Significant Possible Causes......................................... 106Step 4: Develop Root Cause Solutions............................................................1074.1 Extend Main Causes into Cause Statements.........................................1094.2 Identify Those to Be Involved..............................................................1094.3 Identify Questions and Information Required.....................................1104.4 Prepare Materials...................................................................................1104.5 Enter Cause Statements and Populate the Why-Why Diagram............1104.6 Verify Each Answer to a Why with Data or Observational Evidence.................1114.7 Summarise the Root Cause Pathways that Will Best Address the Problem............1124.8 Identify Possible Solutions to Each Cause in the Two Pathways.........1124.9 Select All the Solutions You Can Work On..........................................1124.10 Select All the Remaining Solutions You Can Recommend to Others...............112Step 5: Implement Solutions............................................................................1145.1 Establish Appropriate Criteria for Developing Solutions......................1145.2 Identify and Select the Most Appropriate Solution or Solutions...........1155.3 Develop a List of Proposed Key Actions for Each Solution.................1185.4 Gain Approval or Permission Including All Sign-Offs Required to Implement the Key Actions.........1185.5 Obtain the Necessary Resources to Complete the Proposed Actions within the Required Timeframe...........1185.6 Identify the Remaining Gaps to Achieve the Agreed Expectation Once the Initial Actions Have Been Completed.........1185.7 Test or Measure the Effectiveness of the Actions in the Short Term......119Step 6: Evaluate Results...................................................................................1196.1 Ensure Your Actions Are Having the Required Impact...................... 1206.2 If Appropriate, Conduct an Acid Test.................................................. 1206.3 Lock in the Improvements................................................................... 1206.4 Review Containment of Problem..........................................................121Step 7: List Future Actions...............................................................................1217.1 Adjust or Refine Solutions......................................................................1217.2 Recommend Future Action....................................................................1227.3 Complete Frontline Problem-Solving Root Cause Analysis A3 Summary Sheet........1227.4 Conduct Horizontal Deployment Where Appropriate..........................123Reflection on the 7 Step Process.....................................................................124Key Learning from Frontline Problem-Solving Root Cause Analysis.............1247 Rapid Sharing of Learning Capability – Element 7........................ 127The Need for a Learning Organisation...........................................................127Actions to Help Create a Learning Organisation............................................129Establish Standards for Documenting Outcomes........................................129Establish a Continuous Improvement Library and Knowledge Base.........129Establish an Effective Daily Review Meeting Plan..................................... 130Create the Right Environment to Promote Adult Learning........................ 1308 The Way Forward............................................................................ 133Preparation Action Plan...................................................................................133Implementation Action Plan............................................................................135Daily Review Meeting Rating......................................................................... 138Reference List of Articles and Books.....................................................141Index..................................................................................................... 143

Read more less

Book SynopsisThe industrial revolution, mechanization, water and steam power, computers, and automation have given an enormous boost to manufacturing productivity. Faster, Better, Cheaper in the History of Manufacturing shows how the ability to make products faster, better, and cheaper has evolved from the stone age to modern times. It explains how different developments over time have raised efficiency and allowed the production of more and better products with less effort and materials, and hence faster, better, and cheaper. In addition, it describes the stories of inventors, entrepreneurs, and industrialists and looks at the intersection between technology, society, machines, materials, management, and â most of all â humans. Faster, Better, Cheaper in the History of Manufacturing follows this development throughout the ages. This book covers not only the technical aspects (mechanization, power sources, new materials, interchangeable parts, electricity, automation), but oTrade Review"Brilliant insights regarding concepts of manufacturing systems for both practitioners and academics."- Dr. Masaru Nakano, Professor at Keio University, former manager of Toyota Central R&D Laboratories, Inc."What an incredible abundance of facts and information comprehensively gathered and uniquely assembled. Its thorough production presents the fastest, best and cheapest way to make each reader more knowledgeable." - Dr. Stefan Bleiweis, Professor of International Management"This is sure to become a classic in the university curriculum to introduce students to the long history of how people improved society by making things. Roser links the progression of tools and processes from the Stone Age to emerging society to division of labor far earlier than most other scholars. He illustrates the regular progression of technology to improve productivity and closes with the future of work. Thought provoking and a necessary addition to the library of those in industry today."- Mark Warren, manufacturing engineer and amateur historianTable of ContentsThe Significance of Manufacturing – The GM-Toyota NUMMI Joint Venture. The Stone Age. The Urban Revolution – The Emergence of Society. Advances During Antiquity. The Middle Ages in Europe. Early Modern Europe. Pioneers of a New Age – The Factory System. Fire is Stronger than Blood and Water – Steam Power. Interchangeable Parts – The American System of Manufacturing. Social Conflict. Technological Advances. Science Meets Shop Floor. The Assembly Line and the Era of the Industrial Empires. Planned Economies – War, Communism, and Other Catastrophes. *Click* Let-Me-Do-This-for-You *Clack* – Computers in Manufacturing. The Toyota Production System and Lean Manufacturing. Where Are We Now?. Things to Come.

Read more less

Book SynopsisThe Lean Office: Collected Practices and Cases is a compilation of articles previously published in the Productivity Press newsletter, Lean Manufacturing Advisor. These articles discuss lean implementations in non-manufacturing operations, from design to processing invoices to customer service. Most articles are written in the form of case studies.Highlights include— Practical, in-depth description of lean implementation, written in a conversational, easy-to-read styleA large quantity of case studies unavailable from any other single sourceResponds to your desire for real-world lean office informationTrade Review"I recommend the book as a quick read for people who have some familiarity with lean manufacturing but are wondering how they can adapt some of those principles and methods in their non-manufacturing business". reader testimonial "The book is geared toward mid- and top-level executives, along with operations executives, quality professionals, trainers, and human resource personnel." reader testimonialTable of ContentsPart I: Focusing on the Customer 1. New Toyota Center Seeking To Make Sales & Marketing Lean 2. Transforming a Service Firm 3. Revamping Design Process Increases Speed and Quality 4. Call Center's Transformation Produces Award for Service 5. New Restaurant Owner Sees His Future in a Lean Lunch Part II: Improving Flow 6. Ambulance Office Responds To Calls for Improvements 7. Whether Office or Factory, The Same Principles Apply 8. Neither Culture Nor Equipment Stops Postal Transformation 9. Builders Seek to Demolish Inefficiency Part III: Taking the Right Steps 10. First Steps to Making Your Office Lean 11. 5S Techniques Can Clean Up The Hard Drive of a Computer 12. Simple, Early Wins Help Build Support for Office Lean Efforts 13. Tips for White Collar Kaizens 14. Invoicing and Receiving Receive the Kaizen Treatment 15. Delphi Lean Strategy Evolves To Go Beyond the Shop Floor 16. Improving Flow in an Office Setting 17. Spreadsheets & Data are Tools In Quest for the Lean Office 18. Publisher Makes Key Concepts A Daily Part of Its Newspapers Citations Index

Read more less

Book Synopsis"Command and Control is failing us. There is a better way to design and manage work - a better way to make work work - but it remains unknown to the vast majority of managers."An adherent of the Toyota Production System, John Seddon explains how traditional top-down decision making within service organizations leads to managers who are detached from employees and remote from operations. He demonstrates that decision-making based on purpose-related measures (such as putting customers first and improving services) can help managers reconnect with operations, see waste, and exploit opportunities for improvement. Through extensive case material, he differentiates between command and control and systems thinking and illustrates how the latter leads to improved service, revenues, and staff morale. He also posits that the service industry is fundamentally different from manufacturing, and shows how Toyota production principles must be transformed for application in service organizations.Trade Review"John Seddon describes the real world. In the real world people make the work work - if managers know how to let them."--Alan Hughes, Chief Executive,, First Direct, June 2005 "John Seddon has spent a lifetime developing ways of improving service organizations and service centers in particular. Anyone in the service business would learn a lot from reading this book." --Daniel T Jones, Lean Enterprise Academy,, co-author, "The Machine that Changed the World", June 2005 "Successive governments have sought improvements to public services through a mixture of Whitehall designed carrots and sticks. The approach isn't working. There is a better way. John Seddon's description is clear and practical. Essential reading for public service managers who are willing to change the way they think." --Peter Stott, Managing Director, Home Housing Association, June 2005 "As a public sector practitioner I found John Seddon's book a beacon of sanity in the increasingly insane world of targets, Best Value Performance Indicators, league [i.e., ranking] tables and inspection regimes. Not only is his approach intellectually stimulating - it works! Improved performance across my organization is a testament to its effectiveness." --David Weatherley, Chief Executive,, Tamworth Borough Council, June 2005 "Command and Control is clearly becoming a redundant way of working for many enterprises. It is no longer a satisfactory method of continually driving performance and making an impact as a modern manager in the longer term. People should be the drivers, adaptive to change in order to improve performance, building quality in and around delivery of service. It is a clear question of adding value to an organization and delivery to its customers rather than simply being managed by numbers. This book challenges the reader to examine their approaches to management." --Nick Tofiluk, Assistant Chief Constable, West Midlands Police, June 2005"Organizations knowing the cost of everything and the customer value of nothing will not survive. John Seddon has thrown a lifeline to those who are inspired enough to seize it."--Stephen Parry, Head Of Strategy And Change, Fujitsu Services, June 2005"Seldom in our lifetimes does a person advocate a journey that only promises the opportunity to feel completely and utterly uncomfortable and wrong. Destroying the working paradigm takes a massive act of conviction from management, admitting that you have been wrong (for years) takes an equally massive act of bravery. Putting the two together feels fundamentally insane but to create real moments of change in today's business world takes leaps of faith. In this book John Seddon provides a key to the wise and the brave that can unlock their people, their customers and their profits. Do you have the faith, bravery and conviction to use it?"--Bruce MacLellan, Director, Customer Contact, Capital One, June 2005Table of ContentsAcknowledgement, Introduction: There is a better way, Chapter 1 Once upon a time in manufacturing, Chapter 2 The customer service center as a system, Chapter 3 Redefining the purpose, measures and method of work, Chapter 4 Better measures, better thinking, Chapter 5 The ‘break–fix’ archetype, Chapter 6 Learning to see, learning to lead, Chapter 7 Customers—people who can pull you away from the competition, Chapter 8 Do these hold water?, Chapter 9 Watch out for the toolheads, Conclusion: Revisiting Taylorism, Appendix: The better way to improve public services, Endnotes, Further Reading, Other Publications, Index, About the Author

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

Book SynopsisWhen this work was published, its original author had been dead for fifty years. As the title page explains, the work of Joseph Ames (1687â1759) was considerably augmented by William Herbert (1718â95), and then 'greatly enlarged, with copious notes, and illustrated with appropriate engravings' by Thomas Frognall Dibdin (1776â1847), several of whose other works are also reissued in this series. Ames' history of printing, based on his own collection, was published in 1749, as an aid to booksellers in identifying old works (and modern forgeries). Herbert, a printseller and bibliophile, acquired Ames' own interleaved copy of the work and intended to enlarge it, but died having completed only three of six proposed volumes. His working copies then passed to Dibdin, who eventually published this four-volume edition between 1810 and 1819. Volume 3 considers the lives and work of printers from William Faques to Nicholas Bourman.Table of ContentsAdvertisement; 1. William Faques; 2. Henry Pepwell; 3. Peter Treveris; 4. James Nicholson; 5. John Redman; 6. Christopher Truthall; 7. Thomas Godfray; 8. John Skot; 9. John Rastell; 10. Robert Copland; 11. William Copland; 12. Robert Wyer; 13. Robert Redman and Elizabeth Redman; 14. Richard Bankes; 15. Laurence Andrewe; 16. John Reynes; 17. Thomas Berthelet; 18. Richard Fawkes; 19. John Haukins; 20. William Rastell; 21. John Toye; 22. John Byddell; 23. Thomas Gibson; 24. John Gowghe; 25. William Marshall; 26. Richard Grafton; 27. Edward Whitchurch; 28. William Baldwin; 29. Thomas Petit; 30. John Wayland; 31. Andrew Hester; 32. Michael Lobley; 33. John Mayler; 34. William Middleton; 35. John Herforde and his family; 36. Thomas Raynald; 37. Robert Toy and his widow; 38. Richard Lant; 39. William Bonham; 40. Leonard Askell; 41. Nicholas Bourman; Index.

Read more less

Book SynopsisThe ''long twelfth century'' (10751225) was an era of seminal importance in the development of the book in medieval Europe and marked a high point in its construction and decoration. This comprehensive study takes the cultural changes that occurred during the ''twelfth-century Renaissance'' as its point of departure to provide an overview of manuscript culture encompassing the whole of Western Europe. Written by senior scholars, chapters are divided into three sections: the technical aspects of making books; the processes and practices of reading and keeping books; and the transmission of texts in the disciplines that saw significant change in the period, including medicine, law, philosophy, liturgy, and theology. Richly illustrated, the volume provides the first in-depth account of book production as a European phenomenon.Trade Review'The book should and probably will be perceived as a companion volume to twelfth-century manuscript studies. Whether you read it as a manual to acquire a broader knowledge of the period, or selectively, as a reference tool, its comprehensive character makes it a very accessible introduction to the subject for junior and experienced scholars alike.' Joanna Fronska, Manuscript StudiesTable of ContentsIntroduction Erik Kwakkel and Rodney Thomson; Part I. Book Production: 1. Codicology Erik Kwakkel and Rodney Thomson; 2. Book script Erik Kwakkel; 3. Decoration and illustration Martin Kauffmann; 4. Scribes and scriptoria Rodney Thomson; Part II. Readers and Their Books: 5. Scholars and their books Constant Mews; 6. The libraries of religious houses Teresa Webber; 7. Modes of reading Jenny Weston; 8. Practices of appropriation: writing in the margin Mariken Teeuwen; Part III. Types of Books: 9. Hebrew books Judith Schlanger; 10. Liturgical books Nicolas Bell; 11. Books of theology and bible study Lesley Smith; 12. Logic John Marenbon and Caterina Tarlazzi; 13. Old texts in new contexts: the classical revival Irene O'Daly; 14. Reading the sciences Charles Burnett; 15. Medical books Monica Green; 16. Law books Charles Radding; 17. Vernacular books Ian Short and Nigel F. Palmer.

Read more less

Book SynopsisAn accessible introduction to 3D printing that outlines the additive manufacturing process, industrial and household markets, and emerging uses.The use of 3D printing—digitally controlled additive manufacturing—is growing rapidly. Consumer models of 3D printers allow people to fabricate small plastic objects, from cabinet knobs to wedding cake toppers. Industrial uses are becoming widespread, as businesses use the technology to fabricate prototypes, spare parts, custom-fitted prosthetics, and other plastic or metal items, often at lower cost and with greater efficiency than standard manufacturing. In this volume in the MIT Press Essential Knowledge series, John Jordan offers an accessible introduction to 3D printing, describing the printing process, industrial and household markets, and emerging uses. Jordan outlines the stages of 3D printing, from idea to software model to a printable file that slices the planned object into printable layers to the finishe

Read more less

Book SynopsisPrint production requires designers be familiar with graphic design, typography, illustration, editing, workflow management, materials, proofing, mechanical and photographic outputs, prepress processing, paper, color, manufacturing, and distribution.Table of Contents01. graphic print production 8 The Graphic Print Production Flow 16 What Affects Costs? 23 Choosing a Service provider 25 Planning Graphic Print Production 02. the computer 30 The Computer 31 What Makes a Computer Fast? 33 The Monitor 36 Software 38 Storage Media 42 Communication 43 Network 47 The Internet 49 Transferring Files 03. color management 53 What is Color? 54 The Eye and Color 54 RGB: Additive Color Mixing 56 CMYK: Subtractive Color Mixing 58 Pantone and HKS: Two Spot Color Systems 61 Why Are the Colors Never Right? 61 CIE: A Device Independent Color System 62 RGB Color Standards 67 Color Management Systems 68 How the ICC Profile Works 73 Creating Effective Color Management 74 Color Management in Practice 75 Color Conversion 80 Problems with Color Management 04. digital images 84 Object Graphics 86 Pixel Graphics 86 Color Modes 92 Resolution 93 File Formats 100 Compression 103 Digital Cameras 110 Digital Photography 113 Scanners 119 Scanning Images 05. image editing 128 What is a Good Image? 129 Discussing Image Quality and Images 130 Proofing Images 140 Adjusting Images 156 Retouch and Photoshop Tools 165 Naming and Tagging 166 Adjusting the Image for Printing and the Web 168 Editing Images Effectively 06. layout 174 Layout Work 176 Text Manuscript 177 Mounting Text 180 Typefaces, Fonts, and Typography 184 Font File Formats and Functions 187 Pitfalls with Fonts 189 Images in Layout 190 Mounting Images 193 Color in Layout 197 Pitfalls in Managing Colors 199 Pitfalls in the Layout Work 203 Proofing 207 Proofs 209 Sending Documents to Print 211 Structuring and Archiving a guide to graphic print production | 5 07. prepress 216 Postscript 219 PDF 227 JDF: Job Definition Format 230 Adjusting for Printing 239 Proofing and Contract Proofs 246 Imposition 250 Halftone Screening 08. paper 266 Coated or Uncoated 266 Matte/Silk or Glossy 267 Wood-free pulp and Wood-pulp 267 Paper or Cardboard 267 Plastics and Foils 268 Paper Format 270 Basis/Substance Weight 270 Density and Bulk 271 Surface Smoothness and Formation 271 Brightness and Whiteness 271 Opacity 272 Grain Direction 273 Dimensional Stability 273 Strength 274 Age-Resistant and Archival Paper 274 Choosing a Paper 279 Paper and the Environment 282 Handling of the Paper 284 What Paper is Made Of 09. printing 292 Different Printing Techniques 292 Xerography 298 Inkjet 301 Sublimation 303 Offset 318 Letterpress 320 Screen Printing 322 Gravure Printing 325 Flexographic Printing 329 Print Makeready 330 Checking Prints 336 Printing Inks and Environmental Issues 10. finishing and binding 342 Different Types of Finishing and Binding 342 Before Finishing and Binding 344 Varnishing 344 Lamination 345 Foiling 345 Embossing 345 Cropping 346 Die-cutting 347 Punching 347 Folding 349 Creasing 350 Signatures and Sheet Order 351 Metal Stitching 352 Spiral Bindings 353 Glue Binding 353 Thread Sewing 354 Thread Sealing 354 Covering 356 Casing in 11. glossary 359 A 361 B 362 C 367 D 370 E 371 F 373 G 374 H 375 I 378 J 378 K 378 L 380 M 381 N 382 O 383 P 388 Q 388 R 390 S 395 T 397 U 398 V 398 W 399 X 399 Z

Read more less

Book SynopsisMicro-Cutting: Fundamentals and Applications comprehensively covers the state of the art research and engineering practice in micro/nano cutting: an area which is becoming increasingly important, especially in modern micro-manufacturing, ultraprecision manufacturing and high value manufacturing. This book provides basic theory, design and analysis of micro-toolings and machines, modelling methods and techniques, and integrated approaches for micro-cutting. The fundamental characteristics, modelling, simulation and optimization of micro/nano cutting processes are emphasized with particular reference to the predictabilty, producibility, repeatability and productivity of manufacturing at micro and nano scales. The fundamentals of micro/nano cutting are applied to a variety of machining processes including diamond turning, micromilling, micro/nano grinding/polishing, ultraprecision machining, and the design and implementation of micro/nano cutting process chains andTable of ContentsList of Contributors xi Series Preface xiii Preface xv Part One Fundamentals 1 1 Overview of Micro Cutting 3 Dehong Huo and Kai Cheng 1.1 Background and Scope 3 1.1.1 Micro Manufacturing 3 1.1.2 History and Development Process of Micro Cutting 5 1.1.3 Definition and Scope of Micro Cutting 7 1.1.4 Micro Cutting and Nanometric Cutting 8 1.2 Materials in Micro Cutting 10 1.3 Micro Cutting Processes 11 1.3.1 Micro Turning 12 1.3.2 Micro Milling 12 1.3.3 Micro Drilling 13 1.3.4 Micro Grinding 14 1.4 Micro Cutting Framework 14 References 16 2 Micro Cutting Mechanics 19 Dehong Huo and Kai Cheng 2.1 Introduction 19 2.2 Characterization of Micro Cutting 20 2.2.1 Micro Cutting and Ultra-Precision Machining 21 2.2.2 Enabling Technologies for Micro Cutting 22 2.3 Micro Cutting Mechanics 25 2.3.1 Size Effects 26 2.3.2 Chip Formation and Minimum Chip Thickness 27 2.3.3 Specific Cutting Energy and Micro Cutting Force Modelling 29 2.3.4 Surface Generation and Burr Formation 33 2.4 Micro Machinability Issues and the Scientific Approaches 39 2.4.1 Vibration Assisted Micro Cutting 40 2.4.2 Laser Assisted Micro Cutting 40 2.5 Summary 41 References 42 3 Micro Tooling Design and Manufacturing 45 Paul T. Mativenga, Ampara Aramcharoen and Dehong Huo 3.1 Tool Size and Machining Scale 45 3.2 Manufacturing Methods for Solid Shank Micro Tools 46 3.3 Coatings and Coated Solid Shank Micro Tools 48 3.3.1 Closed Field Unbalanced Magnetron Sputter Ion Plating (CFUBMSIP) 50 3.3.2 Coating Layout 50 3.4 Importance of Coated Micro Tools 52 3.5 Diamond Micro Cutting Tools 53 3.6 Micro Cutting Tool Wear 55 3.7 Smart Cutting Tools 58 References 59 4 Ultraprecision and Micro Machine Tools for Micro Cutting 63 Christian Brecher and Christian Wenzel 4.1 Introduction 63 4.2 Components of High Precision Machine Tools 64 4.2.1 Machine Base Materials 65 4.2.2 Drive Systems 66 4.2.3 Guidance Systems 69 4.2.4 Control Systems and Amplifiers 70 4.3 Diamond Turning Machines and Components 70 4.3.1 Typical Machine Setup 71 4.3.2 Market Comparison 73 4.3.3 Fast Tool Servo Technology 78 4.4 Precision Milling Machines 79 References 85 5 Engineering Materials for Micro Cutting 87 Sathyan Subbiah and Shreyes N. Melkote 5.1 Introduction 87 5.2 ‘Size’ Effects 88 5.3 Strain and Stress in Cutting 90 5.4 Elastic and Plastic Behaviours at the Micro-scale 94 5.5 Fracture 99 5.6 Metals, Brittle Materials and Others 105 5.6.1 Pure Materials 105 5.6.2 Ductile Metals 106 5.6.3 Brittle Materials – Glass, Silicon, Germanium, Tungsten Carbide 107 5.6.4 Other Materials – Amorphous Alloys, Graphene and Embedded Polymers 108 5.7 Summary 111 References 112 6 Modelling and Simulation of Micro Cutting 115 Ying-Chun Liang, Qing-Shun Bai and Jia-Xuan Chen 6.1 FE modelling and Analysis 116 6.1.1 Finite Element Model 116 6.1.2 Simulation on Micro-burr Formation 117 6.1.3 Influence of the Tool Edge Radius on Cutting Forces 118 6.1.4 Stress Distribution on the Micro-cutter 120 6.1.5 Micro-tool-tip Breakage 120 6.1.6 Thermal Analysis on Micro Cutting 123 6.2 Molecular Dynamics (MD) Modelling and Analysis 124 6.2.1 MD Modelling Process and Simulation 124 6.2.2 Modelling Analysis of Micro Cutting 127 6.2.3 Scratching Simulation by Using MD 128 6.2.4 Friction and Wear Simulation by Using MD 132 6.2.5 Effect of the Crystal Plane of Single Crystal and Multicrystalline 135 6.2.6 Improvement of the MD Simulation Capability 137 6.3 Multiscale Modelling and Analysis 138 6.3.1 Advance in Multiscale Simulation Methods 140 6.3.2 Applications of Multiscale Simulation in Micro Cutting Processes 143 6.3.3 Research Challenges and Future Trends 147 6.4 Summary 148 References 148 Part Two Applications 153 7 Diamond Turning and Micro Turning 155 Dehong Huo and Kai Cheng 7.1 Introduction 155 7.2 Ultra-precision Diamond Turning 155 7.2.1 A Historical Perspective of Diamond Turning 156 7.2.2 Material Perspectives 158 7.2.3 Micro Structuring by Diamond Turning 159 7.3 Micro Turning 166 7.3.1 Micro Turning Tool Fabrication 166 7.3.2 Micro Machines for Micro Turning 171 7.3.3 Size Effect Arising from Micro Turning 178 7.4 Challenges Arising from Micro Turning 182 References 182 8 Micro Milling: The State-of-the-art Approach Towards Applications 185 Tao Wu and Kai Cheng 8.1 Introduction 185 8.2 Fundamental Elements in Micro Milling 186 8.2.1 Micro Milling Machines 187 8.2.2 Cutting Tools 189 8.2.3 Process Conditions 195 8.2.4 Work Materials 197 8.3 Micro Milling Mechanics 198 8.3.1 Size Effect in Micro-Scale Cutting 198 8.3.2 Minimum Chip Thickness 200 8.3.3 Work Micro Structure Effect 203 8.4 Modelling of the Micro Milling Process 205 8.4.1 Finite Element Modelling 206 8.4.2 Mechanistic Modelling 208 8.5 Metrology and Instrumentation 212 8.5.1 3D Surface Profilers 212 8.5.2 Microscopes 212 8.5.3 Process Monitoring Sensors and Systems 214 8.6 Scientific and Technological Challenges 217 8.6.1 Tool Run-out 217 8.6.2 Tool Wear and Life 218 8.6.3 Micro-Burr Formation 218 8.6.4 Process Conditions Optimization 219 8.7 Application Perspectives 220 8.8 Concluding Remarks 220 References 221 9 Micro Drilling Applications 227 M. J. Jackson, T. Novakov and K. Mosiman 9.1 Chapter Overview 227 9.2 Investigation of Chatter in Mesoscale Drilling 227 9.2.1 Torsional-axial Model 231 9.2.2 Bending Model 239 9.2.3 Combination of the Bending and Torsional-axial Models 242 9.2.4 Chatter Suppression 251 9.2.5 Research Challenges 256 9.3 Investigation of Chatter in Micro Drilling 257 9.4 Case Study: Micro Drilling Medical Polymer Materials and Composites 265 9.4.1 Tooling Selection 266 9.4.2 Cutting Mechanisms and Considerations 267 9.4.3 Drilling 268 9.4.4 Burr Elimination when Drilling Polymers 269 9.5 Conclusions 270 Acknowledgements 271 References 272 10 Micro Grinding Applications 275 Han Huang 10.1 Introduction 275 10.2 Principles and Methodologies 278 10.2.1 Removal Mechanism in the Grinding of Brittle Materials 278 10.2.2 Interaction Between a Work Material and Diamond Abrasives 280 10.2.3 Grinding Approaches for Micro Grinding 285 10.3 Implementation Perspectives 286 10.3.1 Truing and Dressing 286 10.3.2 Characterization of Wheel Topography and Cutting Edge Distribution 287 10.3.3 Measurement of Grit Height Distribution 291 10.3.4 Characterization of Abrasive Wear 292 10.3.5 Compensation Grinding 292 10.3.6 Pragmatic Aspects in Profile Grinding 297 10.3.7 Parametric Effects in Profile Grinding 298 10.4 Application Cases 299 10.4.1 Micro Grinding of Aspherical Moulds 299 10.4.2 Micro Grinding of Optical Fibre Connectors 305 Acknowledgements 311 References 311 11 In-Process Micro/Nano Measurement for Micro Cutting 315 Wei Gao, Kang-Won Lee, Young-Jin Noh, Yoshikazu Arai and Yuki Shimizu 11.1 Introduction 315 11.2 The Hybrid Instrument for Micro Cutting and In-process Measurement 316 11.3 In-process Measurement of Micro Cutting Force 326 11.4 In-process Measurement of Micro Wear of Cutting Tool 331 11.5 In-process Measurement of Micro Surface Form 337 11.6 Summary 342 References 343 Index 345

Read more less

Book SynopsisAmid the turmoil of the 1960s, the 1964-65 NY World''s Fair was a welcomed break that gave a glimpse into the upcoming high-tech age. It was here that visitors would see such things as touch tone phones, picturephones, animatronics & computers for the first time. During the Fair''s 2-year run, thousands of souvenirs were sold, and free brochures and pins were given to fairgoers. Today, these items are highly sought after by collectors and those who want to relive their days at the fair. Over 600 color photos along with a price guide illustrate the huge array of collectibles from this fair. Shown also are rare items used in the everyday operations by the employees who worked there.

Read more less

Book SynopsisThe story of wool's far-reaching influence in the United States over the past 400 years, though text and over 100 photographs Keeping people warm for four centuries, wool has been an essential commodity from colonial times to the present. Wool's colorful and surprisingly epic tale has impacted millions of lives in the U.S., from immigrants, slaves, and Native Americans, to farmers and advertisers. Author and wool weaver Peggy Hart reveals little-known but fascinating facts about the history of wool, and the sheep that have provided it, in the U.S.for example, how huge flocks of sheep were driven to the California gold fields to feed hungry miners, why sheep grazed on the White House lawn during World War I, and more. Moving from the realms of handcrafted artisanry to industrialization and back, Wool is a story of technological and social change, marketing forces, and above all, consumer choices. Wool is a must-read for anyone interested in offeat U.S. history, wool as a maTrade Review"As a production weaver using an industrial loom, the author of this interesting history of wool as a commodity in the USA enjoys an interesting perspective... This is a worthwhile non-academic read, even if you do not live in the USA" - Christina Chisholm, Online Guild, 2018

Read more less

Book SynopsisGrand Complications provides a detailed overview of complicated watchmaking. This reference work for connoisseurs deals with each of the major horological complications by theme, from their history through to their most recent developments

Read more less

Book SynopsisNow in its sixth edition, this catalogue is a survey of the highest quality, complicated timepieces from the world’s most luxurious watchmakers. Grand Complications provides a detailed overview of complicated watchmaking. This reference work for connoisseurs deals with each of the major horological complications by theme, from their history through to their most recent developments.

Read more less

Book SynopsisGrand Complications, Vol. VII provides a detailed overview of complicated watchmaking. Published by Tourbillon International, this reference work for connoisseurs deals with each of the major horological complications by theme, from their history through to their most recent developments. Multi-complications, minute repeaters and sonneries, tourbillons, equations of time, perpetual calendars, chronographs, jump hours and retrograde mechanisms, GMTs and multiple time zones are reviewed in great detail. The latest creations by over 23 elite watch manufacturers are displayed and accompanied by technical descriptions, comprising more than 400 pages in this book that already has earned respect among connoisseurs.

Read more less

Book SynopsisGrand Complications, Volume VIII provides a detailed overview of complicated watchmaking. This reference work for connoisseurs deals with each of the major horological complications by theme, from their history through to their most recent developments. Multi-complications, minute repeaters and sonneries, tourbillons, equations of time, perpetual calendars, chronographs, jump hours and retrograde mechanisms, GMTs and multiple time zones are reviewed in great detail. With the latest creations by more than twenty-three elite watch manufacturers displayed and accompanied by technical descriptions, this book has earned respect among connoisseurs.

Read more less

Book SynopsisThis catalogue features the highest-quality complicated timepieces from the world’s most luxurious watchmakers.

Read more less

Book SynopsisThis catalog features the highest-quality complicated timepieces from the world's most luxurious watchmakers. Published by Tourbillon International, this reference work for connoisseurs deals with each of the major horological complications by theme, from their history to their most recent developments.

Read more less

Book SynopsisShowcasing the latest masterpieces from leading manufacturers, this is the most comprehensive and current guide on watches available. Now in its fifteenth edition, Watches International showcases the latest watches from around the world, from every major watchmaker including Audemars Piguet, Breguet, Bvlgari, Hublot, Longines, Patek Philippe, Richard Mille, TAG Heuer, and Zenith.

Read more less

Book SynopsisShowcasing the latest masterpieces from leading manufacturers, this is the most comprehensive and current guide on watches available.

Read more less

Book SynopsisThis catalogue features the highest-quality complicated timepieces from the world’s most luxurious watchmakers. Published by Tourbillon International, this reference work for connoisseurs deals with each of the major horological complications by theme, from their history to their most recent developments.

Read more less

Book SynopsisShowcasing the latest masterpieces from leading manufacturers, this is the most comprehensive and current guide on watches available. Now in its seventeenth edition, Watches International showcases the latest watches from around the world, from every major watchmaker including Audemars Piguet, Breguet, Bulgari, Hublot, Longines, Patek Philippe, Richard Mille, TAG Heuer, and Zenith.

Read more less

Book SynopsisAn authoritative and classic three-book collection, now in one volume.

Read more less

Book SynopsisFor collectors, Nuremberg and toys will forever be thought of together. Whenever they hear one mentioned, they will think of the other. The firm of Georg Kellermann stands completely in the tradition of quality and originality for which Nuremberg toys are famous. In its 96 years it exported toys around the world. It is little wonder that the Kellermann collectors are also found almost everywhere. This is the perfect book for those collectors and other toy aficionados. There has never been a book like this. It covers an important era in toy manufacturing with wonderfully detailed color and black and white photographs. In addition it provides an exact record of the firm''s production, correct manufacturing dates, accurate catalog specifications, catalog facsimiles, background information on stampings and dies, patent and registration papers, actual market values, and naturally, correct and accurate details of construction material. A book that will be cherished by all toy lovers and coll

Read more less

Book SynopsisRaggedy Ann and Andy continue to be among the most treasured of all dolls. Children everywhere have fallen in love with these rag dolls and cherished them through adulthood. And avid collectors are found around the world. With 525 color photographs, this newly revised guide to Raggedy Ann and Andy collectibles documents the dolls themselves, as well as the books and other products that Johnny Gruelle''s lovable creatures have inspired. For collectors this is a delightful and useful addition to their libraries. This guide includes historical and pricing information for the collector, and plenty of photographs for those who simply enjoy the doll''s timeless appeal. Raggedy Ann and Andy will be a welcome addition to those who cherish their Raggedy Ann and Raggedy Andy dolls...young and old, children and collectors alike.

Read more less

Book Synopsis

Read more less

Book SynopsisPersonal computers may have replaced the typewriter in most homes and offices, but the venerable writing machine is currently staging a comeback. From portable models that hipsters are snapping up, to Tom Hanks's bestselling app that recreates the manual experience on a tablet, the typewriter has never been so hot. This celebration of the typewriter covers what a platen knob is, why QWERTY won out over other arrangements of keys, which authors loved (or loathed) their typewriters, and much more.

Read more less

Book SynopsisThe role of optical instruments is very important and affects all areas of human activity, from scientific analysis (such as spectrometry) to recreation and leisure pursuits like photography and television. Optical components are often an essential part of the instrument, but are not always visible. It is therefore useful and important to understand how they work. In this book the reader will find both a review of the most important components currently used, the theoretical foundation for their application, and an example of evolution. To do this, we first supply the basic knowledge in optics necessary for the understanding of the instruments: geometrical optics, photometry, colorimetry, image analysis and processing, as well as a short description of the sources used: lamps, lasers and semiconductor sources. Optical systems such as zoom lens under different illuminations are discussed. As a first example of application, the evolution of microscopy, up to the most recent technological progress, are given.Table of ContentsPreface xi Chapter 1 Optics and Instruments 1Jean-Pierre GOURE 1.1 Introduction 1 1.2 The media and optical communications 2 1.3 Instruments for image capture 3 1.3.1 Classic image-capture instruments 3 1.3.2 Seeing even further 3 1.3.3 Seeing and measuring small objects 4 1.3.4 Improving the image 5 1.4 Optics in industrial processes 5 1.4.1 Metrology and production control 5 1.4.2 Process control 7 1.4.3 Transformation of matter and shaping of materials 7 1.5 Optics and the medicine 8 1.6 Research 9 1.7 The basic components of an instrument 9 1.8 Bibliography 11 Chapter 2 Formation of Images 13Henri GAGNAIRE 2.1 Introduction to optics 13 2.2 Study of a centered system under Gaussian conditions 19 2.2.1 Main elements of a centered system 19 2.2.2 Another form of the Lagrange-Helmoltz relation 22 2.2.3 Nodal points 23 2.2.4 Relation between the object and image space focal lengths – optical power 24 2.2.5 Cartesian and Newtonian equations 25 2.2.6 Longitudinal magnification 28 2.2.7 Association of centered systems 29 2.2.8 Spherical refractive surface 31 2.2.9 Lens 32 2.3 General facts about optical instruments 33 2.3.1 Introduction 33 2.3.2 Size of the image 34 2.3.3 Field 37 2.3.4 Conclusion 40 2.4 Geometric aberrations 41 2.4.1 Introduction 41 2.4.2 Relation between wavefront aberrations and transverse ray aberrations 42 2.4.3 The different types of aberration 44 2.4.4 Seidel aberrations 46 2.4.5 Conclusion 55 2.5 Chromatic aberrations 56 2.5.1 Introduction 56 2.5.2 Some definitions 57 2.5.3 Apparent achromatism of doublets 59 2.6 Conclusion 60 2.7 Bibliography 61 Chapter 3 A Revision of Photometry and Radiometry 63Jean-Louis MEYZONNETTE 3.1 Introduction: the role of photometry and radiometry 63 3.2 The main values of an optical radiation 64 3.2.1 Flux (F) 64 3.2.2 Solid angle (Ω) 65 3.2.3 Intensity (I) 67 3.2.4 Geometric extent (G) 68 3.2.5 Radiance (L), exitance (M) 69 3.2.6 Irradiance E 70 3.2.7 Spectrum 71 3.2.8 Radiometric units 72 3.3 Relations between radiometric parameters of a radiation 73 3.3.1 General relations between geometric parameters 73 3.3.2 Particular case of radiations with uniform radiance 76 3.3.3 Relations between energetic, photonic and visual parameters 80 3.4 Some photometric properties of optical instruments 84 3.4.1 Conservation of the geometric extent of a beam in an optical medium and its transfer by an optical interface 84 3.4.2 Effects of refraction and reflection on radiance 85 3.4.3 A revision of instrumental optics 86 3.4.4 Photometry of an imaging system 90 3.4.5 Photometry of a “flux collector” instrument 92 3.5 Bibliography 93 Chapter 4 Light Sources for Optical Instruments 95Jean-Pierre GOURE and Isabelle VERRIER 4.1 Generalities about sources 95 4.2 Emission light 96 4.2.1 Coherence of sources 96 4.2.2 Sources characteristics 98 4.2.3 Different types of sources 99 4.3 Lamps 100 4.3.1 Incandescent lamps 100 4.3.2 Halogen lamps 102 4.3.3 Luminescent discharge sources 103 4.4 Lasers 109 4.4.1 Definition and general characteristics 109 4.4.2 Gas lasers 118 4.4.3 Solid-state lasers 120 4.4.4 Optical parametric oscillators 122 4.4.5 Fiber lasers 123 4.5 Diodes 127 4.5.1 Light-emitting diodes 127 4.5.2 Laser diodes 132 4.6 Remote sources and optical power supply 135 4.7 Bibliography 135 Chapter 5 Colorimetry 137Eric DINET 5.1 Introduction 137 5.2 Color and the observer 139 5.2.1 The physical stimulus 140 5.2.2 The human visual system 143 5.3 The foundation of colorimetry 148 5.3.1 Tristimulus values 152 5.3.2 Chromaticity diagram 153 5.4 Perception of color differences 155 5.4.1 CIE 1976 L*u*v* color space 157 5.4.2 CIE 1976 L*a*b* color space 157 5.4.3 The problem of dark colors 158 5.5 Evaluation of color differences 159 5.5.1 Color deviation equations based on CIE 1976 color spaces 160 5.5.2 Notes about CIE 1976 color spaces 161 5.5.3 CMC (l:c) color formula 162 5.5.4 CIE 1994 formula 163 5.5.5 CIE DE2000 total color deviation formula 164 5.6 Interpreting color deviations and color tolerancing 166 5.7 Conclusion 168 5.8 Bibliography 169 Chapter 6 Bases for Image Analysis 173Michel JOURLIN 6.1 Introduction 174 6.1.1 What is an image? 174 6.1.2 Digitization of the spatial support 176 6.1.3 Digitization of gray scale 179 6.2 Classification of the image 180 6.2.1 Earliest tools for classification: thresholding, multi-thresholding, contour detection 180 6.2.2 Perspectives towards more complex tools 191 6.3 Interpretation of binary images 192 6.3.1 Measurements 193 6.3.2 Parameters of shape 197 6.3.3 Binary mathematical morphology 198 6.3.4 Correction of a squared grid 204 6.4 Gray level mathematical morphology 207 6.5 An example of a non-linear model: the LIP (Logarithmic Image Processing) model [JOU 01] 208 6.5.1 Initial physical framework 208 6.6 Conclusion 210 6.7 Bibliography 212 Chapter 7 Optics for Imaging: Definition, Manufacturing, Applications 215Gérard CORBASSON, Jacques DEBIZE and Thierry LEPINE 7.1 Lenses for photography 215 7.1.1 Fixed focal length lenses 217 7.1.2 Zoom lenses 222 7.2 Lenses for cinema and television 223 7.2.1 Cinema 223 7.2.2 Television 226 7.2.3 Manufacture 229 7.3 Optics in astronomy 230 7.4 Bibliography 233 Chapter 8 Optics for Images at Low Light Levels 235Joël ROLLIN 8.1 Introduction 235 8.1.1 Active imagery 236 8.1.2 Low light level passive imagery 236 8.1.3 Infrared thermography 238 8.2 Light intensification devices 243 8.2.1 Different sensor technologies: light intensification tubes 243 8.2.2 Different sensors: video-compatible solutions 244 8.2.3 Optics for LLL systems 246 8.3 A case apart: the SWIR band 255 8.3.1 The interest of the SWIR band 255 8.3.2 SWIR sensors 256 8.3.3 Optics for the SWIR band 256 8.4 The 3-5 μm and 8-12 μm bands 257 8.4.1 The different types of sensors and the design constraints relating to optics 257 8.4.2 Optical materials in the IR band 261 8.4.3 Rather special optical components 264 8.5 The future 265 Chapter 9 From the Classic Microscope to the Tunnel Effect Microscope 267Michel SPAJER 9.1 Introduction 267 9.2 Towards the limit of resolution Aspects of the formation of images 268 9.2.1 Transfer function 268 9.2.2 Transfer function in coherent illumination 271 9.2.3 Aberrations 272 9.2.4 Transfer function in partially coherent illumination 273 9.2.5 Transfer function in incoherent illumination 275 9.2.6 Structured illumination, synthetic pupil 277 9.3 The confocal microscope 278 9.3.1 Coherent confocal microscope 279 9.3.2 Incoherent confocal microscope (fluorescence) 280 9.3.3 4Pi synthetic aperture 282 9.3.4 Stimulated emission depletion (STED) confocal microscope 283 9.4 Adaptive optics 284 9.5 Polarized light 285 9.6 Phase microscopies 286 9.6.1 Absolute interferometric phase-shifting measurements 287 9.6.2 Measurements based on a single interferogram 289 9.6.3 3D holographic microscopy 290 9.7 Confined light microscopy techniques Evanescent waves 291 9.8 Near-field local probe microscopy 292 9.9 Bibliography 293 9.10 Glossary of terms used 295 List of Authors 297 Index 299

Read more less