Five-bar linkage

In kinematics, a five-bar linkage is a mechanism with two degrees of freedom that is constructed from five links that are connected together in a closed chain. All links are connected to each other by five joints in series forming a loop. One of the links is the ground or base. This configuration is also called a pantograph, however, it is not to be confused with the parallelogram-copying linkage pantograph.
The linkage can be a one-degree-of-freedom mechanism if two gears are attached to two links and are meshed together, forming a geared five-bar mechanism.
Robotic configuration.
When controlled motors actuate the linkage, the whole system (a mechanism and its actuators) becomes a robot. This is usually done by placing two servomotors (to control the two degrees of freedom) at the joints A and B, controlling the angle of the links L2 and L5. L1 is the grounded link. In this configuration, the controlled endpoint or end-effector is the point D, where the objective is to control its x and y coordinates in the plane in which the linkage resides. The angles theta 1 and theta 2 can be calculated as a function of the x,y coordinates of point D using trigonometric functions. This robotic configuration is a parallel manipulator. It is a parallel configuration robot as it is composed of two controlled serial manipulators connected to the endpoint.
Unlike a serial manipulator, this configuration has the advantage of having both motors grounded at the base link. As the motor can be quite massive, this significantly decreases the total moment of inertia of the linkage and improves backdrivability for haptic feedback applications. On the other hand, workspace reached by the endpoint is usually significantly smaller than that of a serial manipulator.
Kinematics and dynamics.
Both the forward and inverse kinematics of this robotic configuration can be found in closed-form equations through geometric relationships. Different methods of finding both have been done by Campion and Hayward. Dynamic modeling of this robotic configuration has been done by Khalil and Abu Seif, forming an equations of motion relating the torques applied at motor with the angles at the joints. The model assumes all links are rigid with center of gravity at their centers, and zero-stiffness at all joints.
Applications.
This robotic linkage is used in many different fields ranging from prosthetics to haptic feedback. This design has been explored in several haptic feedback devices for general force feedback. It has also been used in the automatic drawing toy WeDraw. A novel Ackermann-type steering mechanism design by Zhao et al. utilized a five-bar linkage instead of the regular four-bar linkage. A prosthetic ankle-foot by Dong et al. used a geared five-bar spring mechanism to simulate the stiffness and damping behavior of a real foot.


2021 Africa Cup of Nations qualification preliminary round

The preliminary round of the 2021 Africa Cup of Nations qualification tournament decided four teams which advanced to the group stage of the qualification tournament. The preliminary round consisted of the eight lowest-ranked teams among the 52 entrants: Liberia, Mauritius, Gambia, South Sudan, Chad, São Tomé and Príncipe, Seychelles, and Djibouti.
The eight teams were drawn into four ties and played in home-and-away two-legged format. The four winners advanced to the group stage to join the 44 teams which entered directly.
The first legs were played on 9 October, and the second legs were played on 13 October 2019.
Matches.

"1–1 on aggregate. Chad won 5–4 on penalties and advanced to qualification Group A."
"South Sudan won 3–1 on aggregate and advanced to qualification Group B."
"São Tomé and Príncipe won 5–2 on aggregate and advanced to qualification Group C."
"2–2 on aggregate. Gambia won 3–2 on penalties and advanced to qualification Group D."


Sverker 21

Sverker 21 is a tool steel manufactured by Uddeholms AB. It is primarily used for Cold Work applications such as blanking, piercing, cropping, bending, forming and cutting. It's a proprietary equivalent to D2 [tool steel].
Properties.
Sverker 21 is characterized by high compressive strength, high
surface hardness after hardening, good though-hardening properties and high wear
resistance (abrasive type of wear profile). These characteristics combine to give a steel
suitable for the manufacture of medium run tooling for applications where abrasive
wear is dominant and the risk of chipping or cracking is not so high, e.g. for blanking and
forming of thinner, harder work materials.
Application areas.
It is a 12% chromium steel suitable for medium production volume tooling where the production materials cause abrasive wear and the risk of chipping is not so high.
Other Uddeholm Cold Work Steels.
Arne,
Caldie,
Calmax,
Rigor,
Sleipner,
Sverker 3,
Unimax,
Vanadis 4 Extra,
Vanadis 6,
Vanadis 10,
Vanadis 23,
Vancron 40,
UHB 11,
Formax,
Holdax,


Bliss (automobile)

The Bliss automobile was manufactured by the E. W. Bliss Company of Brooklyn, New York, in 1906. The company was founded in 1867 and for a short duration, diversified into automobile manufacturing.


Cooper 500

The Cooper 500, also referred to as the T2/T3 (Type 2/Type 3), was a prototype 500cc (predecessor to Formula 3) open-wheel racing car designed and built by the Cooper Car Company in Surbiton, Surrey, England, and was their first ever car. The first post-war prototypes were built in 1946, shortly after the end of the Second World War. Since materials were in short supply immediately after World War II, the prototypes were constructed by joining two old Fiat Topolino front-ends together. It was powered by a JA Prestwich Industries (JAP) 4B Speedway single-cylinder motorcycle engine, which drives the rear wheels through a Triumph Speed Twin gearbox, via chain. It was succeeded by their first successful production car, the Mk.II, in 1948.


2022–23 UEFA Europa Conference League qualifying phase and play-off round (Main Path)

This page summarises the Main Path matches of the 2022–23 UEFA Europa Conference League qualifying phase and play-off round.
Times are CEST , as listed by UEFA (local times, if different, are in parentheses).
First qualifying round.
Summary.

Matches.
"Ħamrun Spartans won 4–2 on aggregate."
"Lechia Gdańsk won 6–2 on aggregate."
"Drita won 3–1 on aggregate."
"4–4 on aggregate. Paide Linnameeskond won 6–5 on penalties."
"Milsami Orhei won 2–0 on aggregate."
"Laçi won 1–0 on aggregate."
"Liepāja won 3–2 on aggregate."
"Mura won 4–2 on aggregate."
"KuPS won 2–0 on aggregate."
"Ružomberok won 2–0 on aggregate."
"Budućnost Podgorica won 4–2 on aggregate."
"Gżira United won 2–1 on aggregate."
"3–3 on aggregate. B36 Tórshavn won 4–3 on penalties."
"Olimpija Ljubljana won 3–2 on aggregate."
"St Joseph's won 1–0 on aggregate."
"Breiðablik won 5–1 on aggregate."
"DAC Dunajská Streda won 5–1 on aggregate."
"Víkingur won 3–1 on aggregate."
"2–2 on aggregate. Sligo Rovers won 4–3 on penalties."
"Tre Fiori won 4–1 on aggregate."
"Dinamo Minsk won 3–2 on aggregate."
"Tuzla City won 8–0 on aggregate."
"1–1 on aggregate. Saburtalo Tbilisi won 5–4 on penalties."
"Shkëndija won 4–2 on aggregate."
"Petrocub Hîncești won 1–0 on aggregate."
"Pogoń Szczecin won 4–2 on aggregate."
"2–2 on aggregate. Newtown won 4–2 on penalties."
"Crusaders won 4–3 on aggregate."
"SJK won 4–3 on aggregate."
"Riga won 4–0 on aggregate."
Second qualifying round.
Summary.

Matches.
"5–5 on aggregate. Gżira United won 3–1 on penalties."
"Aris won 7–2 on aggregate."
"APOEL won 2–0 on aggregate."
"Fehérvár won 5–3 on aggregate."
"İstanbul Başakşehir won 2–1 on aggregate."
"Neftçi Baku won 3–2 on aggregate."
"Ħamrun Spartans won 2–0 on aggregate."
"FCSB won 4–3 on aggregate."
"CSKA Sofia won 4–0 on aggregate."
"Hapoel Be'er Sheva won 3–1 on aggregate."
"Maccabi Tel Aviv won 3–0 on aggregate."
"Universitatea Craiova won 4–1 on aggregate."
"0–0 on aggregate. Paide Linnameeskond won 5–3 on penalties."
"Kisvárda won 2–0 on aggregate."
"Konyaspor won 5–0 on aggregate."
"3–3 on aggregate. Sepsi Sfântu Gheorghe won 4–2 on penalties."
"Kyzylzhar won 3–2 on aggregate."
"Young Boys won 4–0 on aggregate."
"Rapid Wien won 2–1 on aggregate."
"Lillestrøm won 6–2 on aggregate."
"Breiðablik won 3–2 on aggregate."
"1–1 on aggregate. St Patrick's Athletic won 6–5 on penalties."
"Slavia Prague won 11–0 on aggregate."
"Spartak Trnava won 6–2 on aggregate."
"Viborg won 2–0 on aggregate."
"DAC Dunajská Streda won 4–0 on aggregate."
"Brøndby won 5–1 on aggregate."
"AZ won 5–0 on aggregate."
"Sligo Rovers won 3–0 on aggregate."
"Molde won 6–2 on aggregate."
"Vaduz won 2–1 on aggregate."
"B36 Tórshavn won 1–0 on aggregate."
"Riga won 5–1 on aggregate."
"Basel won 3–1 on aggregate."
"Antwerp won 2–0 on aggregate."
"Petrocub Hîncești won 4–1 on aggregate."
"Čukarički won 8–1 on aggregate."
"Levski Sofia won 3–1 on aggregate."
"Vitória de Guimarães won 3–0 on aggregate."
"Djurgårdens IF won 4–1 on aggregate."
"AIK won 4–3 on aggregate."
"Shkëndija won 5–2 on aggregate."
"Raków Częstochowa won 6–0 on aggregate."
"KuPS won 6–3 on aggregate."
"Viking won 2–1 on aggregate."
Third qualifying round.
Summary.

Matches.
"Raków Częstochowa won 3–0 on aggregate."
"2–2 on aggregate. AIK won 3–2 on penalties."
"Viking won 5–2 on aggregate."
"İstanbul Başakşehir won 6–1 on aggregate."
"Young Boys won 5–0 on aggregate."
"Anderlecht won 5–0 on aggregate."
"Viborg won 5–1 on aggregate."
"Hajduk Split won 3–2 on aggregate."
"2–2 on aggregate. Basel won 3–1 on penalties."
"Antwerp won 5–1 on aggregate."
"CSKA Sofia won 2–1 on aggregate."
"AZ won 7–1 on aggregate."
"APOEL won 1–0 on aggregate."
"FCSB won 2–0 on aggregate."
"Gil Vicente won 5–1 on aggregate."
"Wolfsberger AC won 4–0 on aggregate."
"Maccabi Tel Aviv won 3–2 on aggregate."
"Molde won 4–2 on aggregate."
"Rapid Wien won 3–2 on aggregate."
"Hapoel Be'er Sheva won 5–1 on aggregate."
"2–2 on aggregate. Ħamrun Spartans won 4–1 on penalties."
"Twente won 7–2 on aggregate."
"Universitatea Craiova won 3–1 on aggregate."
"Vaduz won 5–3 on aggregate."
"Djurgårdens IF won 6–2 on aggregate."
"Fehérvár won 7–1 on aggregate."
"Slavia Prague won 3–1 on aggregate."
Play-off round.
Summary.

Matches.
"Basel won 2–1 on aggregate."
"Vaduz won 2–1 on aggregate."
"Slavia Prague won 3–2 on aggregate."
"Djurgårdens IF won 5–3 on aggregate."
"Nice won 2–1 on aggregate."
"2–2 on aggregate. Hapoel Be'er Sheva won 4–3 on penalties."
"İstanbul Başakşehir won 4–2 on aggregate."
"FCSB won 4–3 on aggregate."
"Partizan won 7–4 on aggregate."
"Fiorentina won 2–1 on aggregate."
"Villarreal won 6–2 on aggregate."
"1. FC Köln won 4–2 on aggregate."
"West Ham United won 6–1 on aggregate."
"1–1 on aggregate. Anderlecht won 3–1 on penalties."
"Slovácko won 4–0 on aggregate."
"Molde won 4–1 on aggregate."
"AZ won 6–1 on aggregate."


Open-shop scheduling

Open-shop scheduling or open-shop scheduling problem (OSSP) is an optimization problem in computer science and operations research. It is a variant of optimal job scheduling. In a general job-scheduling problem, we are given "n" jobs "J"1, "J"2, ..., "Jn" of varying processing times, which need to be scheduled on "m" machines with varying processing power, while trying to minimize the makespan - the total length of the schedule (that is, when all the jobs have finished processing). In the specific variant known as "open-shop scheduling", each job consists of a set of "operations" "O"1, "O"2, ..., "On" which need to be processed in an "arbitrary" order. The problem was first studied by Teofilo F. Gonzalez and Sartaj Sahni in 1976.
In the standard three-field notation for optimal job-scheduling problems, the open-shop variant is denoted by O in the first field. For example, the problem denoted by "O3|formula_1|formula_2" is a 3-machines job-shop problem with unit processing times, where the goal is to minimize the maximum completion time.
Definition.
The input to the open-shop scheduling problem consists of a set of "n" jobs, another set of "m" workstations, and a two-dimensional table of the amount of time each job should spend at each workstation (possibly zero). Each job may be processed only at one workstation at a time, and each workstation can process only one job at a time. However, unlike the job-shop problem, the order in which the processing steps happen can vary freely. The goal is to assign a time for each job to be processed by each workstation, so that no two jobs are assigned to the same workstation at the same time, no job is assigned to two workstations at the same time, and every job is assigned to each workstation for the desired amount of time. The usual measure of quality of a solution is its makespan, the amount of time from the start of the schedule (the first assignment of a job to a workstation) to its end (the finishing time of the last job at the last workstation).
Computational complexity.
The open-shop scheduling problem can be solved in polynomial time for instances that have only two workstations or only two jobs. It may also be solved in polynomial time when all nonzero processing times are equal: in this case the problem becomes equivalent to edge coloring a bipartite graph that has the jobs and workstations as its vertices, and that has an edge for every job-workstation pair that has a nonzero processing time. The color of an edge in the coloring corresponds to the segment of time at which a job-workstation pair is scheduled to be processed. Because the line graphs of bipartite graphs are perfect graphs, bipartite graphs may be edge-colored in polynomial time.
For three or more workstations, or three or more jobs, with varying processing times, open-shop scheduling is NP-hard.


Conveyor pulley

A conveyor pulley is a mechanical device used to change the direction of the belt in a conveyor system, to drive the belt, and to tension the belt. Modern pulleys are made of rolled shells with flexible end disks and locking assemblies. Early pulley engineering was developed by Josef Sitzwohl in Australia in 1948 and later by Helmuth Lange and Walter Schmoltzi in Germany.
Components.
Pulleys are made up of several components including the shell, end disk, hub, shaft and locking assembly. The end disk and hub may be one piece. The locking assembly may also be replaced with a hub and bushing on lower tension pulleys. The shell is also referred to as the rim in some parts of the world.
The pulley shaft is typically sized following CEMA B105.1 in the Americas or AS 1403 in Australia.
Historic manufacturers.
Pulley manufacturers in East Germany (DDR) in 1962 included Zemag, Lauchhammer, and Köthen.


KYB Corporation

 is a Japanese, Tokyo-based automotive company.
Among KYB's main products company are shock absorbers, air suspensions, power steering systems, hydraulic pumps, motors, cylinders, and valves. It is one of the world's largest shock absorber manufacturers and it also has the largest market share of concrete mixer trucks in Japan, with 85% of the market.
The company has 34 manufacturing plants and 62 offices in 21 countries. KYB's American aftermarket distribution of automotive shocks and struts is headquartered in Greenwood, IN, with additional KYB manufacturing and distribution facilities in metro Chicago, Southern California, and metro Indianapolis. KYB Americas employs more than 100 people in all facilities. Shocks and struts for vehicles are the most popular KYB products distributed in North America.
Aircraft manufacturing.
Aircraft manufacturing during and after World War II.
The company between 1939 and 1941 developed several gliders, autogyros and research aircraft for the Imperial Japanese Army. These are:
After the war, in 1954, the company built a gyrodyne, named Kayaba Heliplane. The development of this aircraft started in 1952 when Shiro Kayaba, the founder of the company, obtained the fuselage of a Cessna 170B and, over the course of two years, turned it into a convertiplane.


Active packaging

The terms active packaging, intelligent packaging, and smart packaging refer to amplified packaging systems used with foods, pharmaceuticals, and several other types of products. They help extend shelf life, monitor freshness, display information on quality, improve safety, and improve convenience.
The terms are often related and can overlap. "Active packaging" usually means having active functions beyond the inert "passive" containment and protection of the product. "Intelligent" and "smart" packaging usually involve the ability to sense or measure an attribute of the product, the inner atmosphere of the package, or the shipping environment. This information can be communicated to users or can trigger active packaging functions. Programmable matter, smart materials, etc. can be employed in packages. Yam, Tashitov, and Miltz have defined intelligent or smart packaging as:
Depending on the working definitions, some traditional types of packaging might be considered as "active" or "intelligent". More often, the terms are used with new technologically advanced systems: microelectronics, computer applications, nanotechnology, etc.
Moisture control.
For many years, desiccants have been used to control the water vapor in a closed package. A desiccant is a hygroscopic substance usually in a porous pouch or sachet which is placed inside a sealed package. They have been used to reduce corrosion of machinery and electronics and to extend the shelf life of moisture-sensitive foods. With pharmaceutical packages, a common method is to include a small packet of desiccant in a bottle. Other methods of including desiccants attached to the inner surface or in the material have recently been developed.
Corrosion.
Corrosion inhibitors can be applied to items to help prevent rust and corrosion. Volatile corrosion inhibitors (VCI) or vapor phase corrosion inhibitors can be provided inside a package in a pouch or can be incorporated in a saturated overwrap of special paper or plastic film. Many of these are organic salts that condense on the metal to resist corrosion. Some films also have VCI emitting capability.
Films are available with copper ions in the polymer structure, These neutralize the corrosive gas in a package and deter rust.
VCIs create a neutral environment in the packaging. It works on the principle of difference in vapour pressure and causes reaction with metals and non-metals, and with moisture to prevent corrosion. There are different forms of VCIs available, such as papers, plastics, HDPE papers, oils, foams, chips, aluminum barrier foils, bubble, and emitters that can prevent corrosion at many stages.
Metal chelation.
Trace transition metals in foods, especially iron, can induce oxidative degradation of many food components, especially lipids, and cause quality changes of the products. Metal-chelating active packaging materials are made by immobilizing metal-chelating active compounds onto traditional active packaging material. The surface immobilized metal-chelating compounds can scavenge the transition metals from the product and enhance the oxidative stability of the product. The metal-chelating active packaging technology is also antioxidant active packaging that will extend the shelf-life of consumer products by controlling the oxidation. The metal-chelating active packaging technology is known to be able to remove synthetic food preservatives (e.g. EDTA) from the food product. This technology can be used to address the increasing consumer demand for additive free and 'clean' label food products.
Oxygen control.
Oxygen scavengers or oxygen absorbers help remove oxygen from a closed package. Some are small packets or sachets containing powdered iron: as the iron rusts, oxygen is removed from the surrounding atmosphere. Newer systems are on cards or can be built into package films or molded structures.
In addition, the physical characteristics of the packaging itself (oxygen transmission rate - OTR) can dictate how effective an oxygen absorber can be, and how long it will stay effective. Packaging with a low OTR will let less oxygen in the closed package through the polymer barrier itself.
Atmosphere.
With some products, such as cheese, it has long been common to flush the package with nitrogen prior to sealing: the inert nitrogen is absorbed into the cheese, allowing a tight shrink film package. The nitrogen removes oxygen and interacts with the cheese to make the package functional.
More recently, other mixtures of gas have been used inside the package to extend the shelf life. The gas mixture depends on the specific product and its degradation mechanisms. Some package components have been developed that incorporate active chemistry to help maintain certain atmospheres in packages.
Oxygen scavengers, carbon dioxide generators, ethanol generators, etc. are available to help keep the atmosphere in a package at specified conditions.
Temperature monitor.
Some temperature indicators give a visual signal that a specified temperature has been exceeded. Others, Time temperature indicators, signal when a critical accumulation of temperature deviation over time has been exceeded. When the mechanism of the indicator is tuned to the mechanism of product degradation, these can provide valuable signals for consumers.
Digital temperature data loggers record the temperatures encountered throughout the shipment. This data can be used to predict product degradation and help determine if the product is suited for normal sale or if expedited sale is required. They also determine the time of the temperature excess: this can be used to direct corrective action.
Thermochromic inks are sometimes used to signal temperature excess or change. Some are reversible while others have a permanent change of color. These can be used alone or with other packaging functions such as barcodes.
The inks can also signal a desired temperature for consumers. For example, one type of beer can has ink that graphically shows when an ideal drinking temperature is achieved.
Controlling package temperatures.
For critical vaccines, insulated shipping containers are passive packaging to help control the temperatures fluctuations seen even with a controlled cold chain. In addition, gel packs are often used to keep the temperature of the contents within specified acceptable temperature ranges.
Some newer packages have the ability to heat or cool the product for the consumer. These have segregated compartments where exothermic or endothermic reactions provide the desired effect. Self-heating food packaging is available for several products.
Dispensing.
Some packages have closures or other dispensing systems that change the contents from a liquid to an aerosol. These are used for products ranging from precision inhalers for medications to spray bottles of household cleaners.
Some dispensing packages for two-part epoxy adhesives do more than passively contain the two components. When dispensed, some packages meter and mix the two components so the adhesive is fully functioning at the point of application.
The ability of a package to fully empty or dispense a viscous liquid is somewhat dependent on the surface energy of the inner walls of the container. The use of superhydrophobic surfaces is useful but can be further improved by using new lubricant-impregnated surfaces.
RFID.
Radio-frequency identification chips are becoming more common with the introduction of smart labels that are used to track and trace packages and unit loads throughout distribution. Newer developments include recording the temperature history of shipments and other intelligent packaging functions.
RFID can be integrated into labels: Smart labels.
Security.
A variety of security printing methods, security holograms, and specialized labels are available to help confirm that the product in the package is not counterfeit. RFID chips are being used in this application also.
Electronic article surveillance (on the product or on the package) is used to help counter shoplifting.
Microwave packaging.
Metallised films are used as a susceptor for cooking in microwave ovens. These increase the heating capacity and help make foods crisp and brown. Plastic microwavable containers are also used for microwave cooking.
Shock and vibration.
Shock detectors have been available for many years. These are attached to the package or to the product in the package to determine if an excessive shock has been encountered. The mechanisms of these "shock overload" devices have been spring-mass systems, magnets, drops of red dye, and several others.
Recently, digital shock and vibration data loggers have been available to more accurately record the shocks and vibrations of shipment. These are used to monitor critical shipments to determine if extra inspection and calibration is required. They are also used to monitor the types of shocks and vibrations encountered in transit for use in package testing in a laboratory.
Antimicrobial control.
Some engineered packaging films contain enzymes, antimicrobial agents, scavengers, natural pigments and other active components to help control food degradation and extend shelf life and safety.
The mechanism focuses on preventing the growth of pathogenic or spoilage microorganisms.
Bar Codes.
Bar codes have long been used with packaging to identify an item, facilitate routing, communicate locations, etc. there are many varietuies of linear bar codes. Some are stacked to provide more information. Two dimensional Matrix codes can have a higher information density.
QR Codes can be used on packaging to provide additional information on the product via a smartphone scan. With digital printers, unit-level QR Codes can become the equivalent of a unique identifier or URL for each packaging, and enable other interactions with consumers such as providing specific information on product traceability, or deploying loyalty programs. Unit-level QR Codes are easy to counterfeit if additional security features are not used, but the scan data generated can be used for active brand protection. A digital watermark or secure graphic can be inserted into the QR Code to make it copy-sensitive and let consumers authenticate products with a higher security level.
The GS1 digital link is a standard for embedding GS1 standardised product identifiers into the unique identifier, which allows the same QR Code (or other data carrier) to provide information to consumers, retailers and supply chain.
Printed codes can be combined with security printing for expanded uses. For example thermochromic ink can be used to activate, change, or deactivate a code based on the item’s temperature history.
Other developments.
Edible films have been developed to allow consumers to eat the package along with the product.
Packaging materials including silver nanoparticles have been shown to extend the shelflife of some foods.
Special packaging has been developed for shipping organs which keeps them alive during extended shipments. The organs are alive and fresh for transplanting.
Several packages used by Canadian cannabis corporations use active packaging to monitor THC levels throughout the production process. This is being implemented in order to ensure consistency between products to improve supply chain management as well as offer consumers improved value of purchase.
Regulations.
Active packaging is often designed to interact with the contents of the package. Thus extra care is often needed for active or smart packagings that are food contact materials.
Food packagers take extra care with some types of active packaging. For example, when the oxygen atmosphere in a package is reduced for extending shelf life, controls for anaerobic bacteria need to be considered. Also when a controlled atmosphere reduces the appearance of food degradation, consumers need to retain a means of determining whether actual degradation is present.


Electron-beam freeform fabrication

Electron-beam freeform fabrication (EBF3) is an additive manufacturing process that builds near-net-shape parts. It requires far less raw material and finish machining than traditional manufacturing methods. EBF3 is done in a vacuum chamber where an electron beam is focused on a constantly feeding source of metal, which is melted and applied as called for by a three-dimensional layered drawing - one layer at a time - on top of a rotating metallic substrate until the part is complete.
History.
The use of electron beam welding for additive manufacturing was first developed by Vivek Davee in 1995 as part of his PhD thesis at MIT. The process was referred to as electron beam solid freeform fabrication (EBSFF). A team at NASA Langley Research Center (LaRC) led by Karen Taminger developed the process, calling it electron beam freeform fabrication (EBF3). EBF3 is a NASA-patented additive manufacturing process designed to build near-net-shape parts requiring less raw material and finish machining than traditional manufacturing methods. EBF3 is a process by which NASA plans to build metal parts in zero-gravity environments; this layer-additive process uses an electron beam and a solid wire feedstocks to fabricate metallic parts. Future astronauts stationed on the Moon or Mars may be able to employ EBF3 to produce replacement parts locally rather than relying on parts launched from Earth, possibly even mining feedstock from the surrounding soils. The aviation industry has the most potential for the procedure, say experts at the NASA LaRC, because there should be significant progress made in reducing machining waste byproducts. Typically, an aircraft maker would start with a 6,000-pound block of titanium and use thousands of litres of cutting fluid to reduce it to a 300-pound item, leaving 5,700 pounds of material that needed to be recycled. According to Taminger, "With EBF3 you can build up the same part using only 350 pounds of titanium and machine away just 50 pounds to get the part into its final configuration. And the EBF3 process uses much less electricity to create the same part."
Process.
The operational concept of EBF3 is to build a near-net-shape metal part directly from a computer-aided design (CAD) file. Current computer-aided machining practices start with a CAD model and use a post-processor to write the machining instructions (G-code) defining the cutting tool paths needed to make the part. EBF3 uses a similar process, starting with a CAD model, numerically reducing it into layers, then using a post-processor to write the G-code defining the deposition path and process parameters for the EBF3 equipment. It uses a focused electron beam in a vacuum environment to create a molten pool on a metallic substrate. The beam is translated by the surface of the substrate while the metal wire is fed into the molten pool. The deposit solidifies immediately after the electron beam has passed, having sufficient structural strength to support itself. The sequence is repeated in a layer-additive manner to produce a near-net-shape part needing only finish machining. The EBF3 process is scalable for components from fractions of an inch to tens of feet in size, limited mainly by the size of the vacuum chamber and the amount of wire feedstock available.


Agile tooling

Agile tooling is the design and fabrication of manufacturing related-tools such as dies, molds, patterns, jigs and fixtures in a configuration that aims to maximise the tools' performance, minimise manufacturing time and cost, and avoid delay in prototyping. A fully functional agile tooling laboratory consists of CNC milling, turning and routing equipment. It can also include additive manufacturing platforms (such as fused filament fabrication, selective laser sintering, Stereolithography, and direct metal laser sintering), hydroforming, vacuum forming, die casting, stamping, injection molding and welding equipment.
Agile tooling is similar to rapid tooling, which uses additive manufacturing to make tools or tooling quickly, either directly by making parts that serve as the actual tools or tooling components, such as mold inserts; or indirectly by producing patterns that are in turn used in a secondary process to produce the actual tools. Another similar technique is prototype tooling, where molds, dies and other devices are used to produce prototypes. Rapid manufacturing, and specifically rapid tooling technologies, are earlier in their development than rapid prototyping (RP) technologies, and are often extensions of RP.
The aim of all toolmaking is to catch design errors early in the design process; improve product design better products, reduce product cost, and reduce time to market.
Users.
Hundreds of universities and research centers around the globe are investing in additive manufacturing equipment in order to be positioned to make prototypes and tactile representations of real parts. Few have fully committed the concept of using additive manufacturing (AM) to create manufacturing tools (fixturing, clamps, molds, dies, patterns, negatives, etc.). AM experts seem to agree that tooling is a large, namely untapped market. Deloitte University Press estimated that in 2012 alone, the AM Tooling market $1.2 Billion. At that point in the development cycle of AM Tooling, much of the work was performed under the guise of “let’s try it and see what happens”.
Industry applications.
Additive manufacturing, starting with today's infancy period, requires manufacturing firms to be flexible, ever-improving users of all available technologies to remain competitive. Advocates of additive manufacturing also predict that this arc of technological development will counter globalization, as end users will do much of their own manufacturing rather than engage in trade to buy products from other people and corporations. The real integration of the newer additive technologies into commercial production, however, is more a matter of complementing traditional subtractive methods rather than displacing them entirely.
Automotive – approaching niche vehicle markets (making less than 100, 000 vehicles), rather than high production volume
Aircraft – the U.S. aircraft industry operates in an environment where production volumes are relatively low and resulting product costs are relatively high. Agile tooling can be applied in the early design stage of the development cycle to minimize the high cost of redesign.
Medical – cast tooling would benefit a great deal from agile tooling. However, the cost for the tooling may still be significantly greater than the cost of a casting piece, with high lead times. Since only several dozen or several hundred metal parts are needed, the challenge for mass production is still prevalent. A balance between these four areas – quantity, design, material, and speed are key to designing and producing a fully functional product.


Dowelmax

The Dowelmax is a loose tenon dowelling jig manufactured by the O.M.S. Tool company in Canada. The manufacturer claims that the small manufacturing tolerances of for the aluminium, brass and steel components of the jig ensure accuracy and repeatability. The precision manufacturing adds to the unit's cost, which is higher than other dowelling jigs.
The tool allows the placement of five dowels in one pass. A distance gauge bar provided with the jig allows accurate spacing between sets of dowels.
Joint strength.
Tests by both the manufacturer, and Wood magazine, are claimed to show that dowel joints made with the Dowelmax are stronger than most other woodworking joints tested.
In 2007, "Wood" magazine compared the joint strength of various loose tenon methods and tools, with these results:
A 2011 review by Wood Magazine, has rated Dowelmax very highly as a dowel joinery tool. The review classifies Dowelmax as "the best dowelling jig ever made".


Cellular manufacturing

Cellular manufacturing is a process of manufacturing which is a subsection of just-in-time manufacturing and lean manufacturing encompassing group technology. The goal of cellular manufacturing is to move as quickly as possible, make a wide variety of similar products, while making as little waste as possible. Cellular manufacturing involves the use of multiple "cells" in an assembly line fashion. Each of these cells is composed of one or multiple different machines which accomplish a certain task. The product moves from one cell to the next, each station completing part of the manufacturing process. Often the cells are arranged in a "U-shape" design because this allows for the overseer to move less and have the ability to more readily watch over the entire process. One of the biggest advantages of cellular manufacturing is the amount of flexibility that it has. Since most of the machines are automatic, simple changes can be made very rapidly. This allows for a variety of scaling for a product, minor changes to the overall design, and in extreme cases, entirely changing the overall design. These changes, although tedious, can be accomplished extremely quickly and precisely.
A cell is created by consolidating the processes required to create a specific output, such as a part or a set of instructions. These cells allow for the reduction of extraneous steps in the process of creating the specific output, and facilitate quick identification of problems and encourage communication of employees within the cell in order to resolve issues that arise quickly. Once implemented, cellular manufacturing has been said to "reliably" create massive gains in productivity and quality while simultaneously reducing the amount of inventory, space and lead time required to create a product. It is for this reason that the one-piece-flow cell has been called "the ultimate in lean production."
History.
Cellular manufacturing is derivative of principles of group technology, which were proposed by Flanders in 1925 and adopted in Russia by Mitrofanov in 1933 (whose book was translated into English in 1959). Burbidge actively promoted group technology in the 1970s. "Apparently, Japanese firms began implementing cellular manufacturing sometime in the 1970s," and in the 1980s cells migrated to the United States as an element of just-in-time (JIT) production.
One of the first English-language books to discuss cellular manufacturing, that of Hall in 1983, referred to a cell as a “U-line,” for the common, or ideal, U-shaped configuration of a cell—ideal because that shape puts all cell processes and operatives into a cluster, affording high visibility and contact. By 1990 cells had come to be treated as foundation practices in JIT manufacturing, so much so that Harmon and Peterson, in their book, "Reinventing the Factory", included a section entitled, "Cell: Fundamental Factory of the Future". Cellular manufacturing was carried forward in the 1990s, when just-in-time was renamed lean manufacturing. Finally, when JIT/lean became widely attractive in the service sector, cellular concepts found their way into that realm; for example, Hyer and Wemmerlöv's final chapter is devoted to office cells.
Cell design.
Cells are created in a workplace to facilitate flow. This is accomplished by bringing together operations or machines or people involved in a processing sequence of a products natural flow and grouping them close to one another, distinct from other groups. This grouping is called a cell. These cells are used to improve many factors in a manufacturing setting by allowing "one-piece flow" to occur. An example of one-piece flow would be in the production of a metallic case part that arrives at the factory from the vendor in separate pieces, requiring assembly. First, the pieces would be moved from storage to the cell, where they would be welded together, then polished, then coated, and finally packaged. All of these steps would be completed in a single cell, so as to minimize various factors (called non-value-added processes/steps) such as time required to transport materials between steps. Some common formats of single cells are: the U-shape (good for communication and quick movement of workers), the straight line, or the L-shape. The number of workers inside these formations depend on current demand and can be modulated to increase or decrease production. For example, if a cell is normally occupied by two workers and demand is doubled, four workers should be placed in the cell. Similarly, if demand halves, one worker will occupy the cell. Since cells have a variety of differing equipment, it is therefore a requirement that any employee is skilled at multiple processes.
While there exist many advantages to forming cells, there are some obvious benefits. It is quickly evident from observation of cells where inefficiencies lie, such as when an employee is too busy or relatively inactive. Resolving these inefficiencies can increase production and productivity by up to and above 100% in many cases. In addition to this, formation of cells consistently frees up floor space in the manufacturing/assembly environment (by having inventory only where it is absolutely required), improves safety in the work environment (due to smaller quantities of product/inventory being handled), improves morale (by imparting feelings of accomplishment and satisfaction in employees), reduces cost of inventory, and reducing inventory obsolescence.
When formation of a cell would be too difficult, a simple principle is applied in order to improve efficiencies and flow, that is, to perform processes in a specific location and gather materials to that point at a rate dictated by an average of customer demand (this rate is called the "takt" time). This is referred to as the Pacemaker Process.
Despite the advantages of designing for one-piece-flow, the formation of a cell must be carefully considered before implementation. Use of costly and complex equipment that tends to break down can cause massive delays in the production and will ruin output until they can be brought back online.
The short travel distances within cells serve to quicken the flows. Moreover, the compactness of a cell minimizes space that might allow build-ups of inventory between cell stations. To formalize that advantage, cells often have designed-in rules or physical devices that limit the amount of inventory between stations. Such a rule is known, in JIT/lean parlance, as kanban (from the Japanese), which establishes a maximum number of units allowable between a providing and a using work station. (Discussion and illustrations of cells in combinations with kanban are found in) The simplest form, kanban squares, are marked areas on floors or tables between work stations. The rule, applied to the producing station: "If all squares are full, stop. If not, fill them up."
An office cell applies the same ideas: clusters of broadly trained cell-team members that, in concert, quickly handle all of the processing for a family of services or customers.
A virtual cell is a variation in which all cell resources are not brought together in a physical space. In a virtual cell, as in the standard model, team members and their equipment are dedicated to a family of products or services. Although people and equipment are physically dispersed, as in a job shop, their narrow product focus aims for and achieves quick throughput, with all its advantages, just as if the equipment were moved into a cellular cluster. Lacking the visibility of physical cells, virtual cells may employ the discipline of kanban rules in order to tightly link the flows from process to process.
A simple but rather complete description of cell implementation comes from a 1985 booklet of 96 pages by Kone Corp. in Finland, producer of elevators, escalators, and the like. Excerpts follow:
Implementation process.
In order to implement cellular manufacturing, a number of steps must be performed. First, the parts to be made must be grouped by similarity (in design or manufacturing requirements) into families. Then a systematic analysis of each family must be performed; typically in the form of production flow analysis (PFA) for manufacturing families, or in the examination of design/product data for design families. This analysis can be time-consuming and costly, but is important because a cell needs to be created for each family of parts. Clustering of machines and parts is one of the most popular production flow analysis methods. The algorithms for machine part grouping include Rank Order Clustering, Modified Rank Order Clustering, and Similarity coefficients.
There are also a number of mathematical models and algorithms to aid in planning a cellular manufacturing center, which take into account a variety of important variables such as, "multiple plant locations, multi-market allocations with production planning and various part mix." Once these variables are determined with a given level of uncertainty, optimizations can be performed to minimize factors such as, "total cost of holding, inter-cell material handling, external transportation, fixed cost for producing each part in each plant, machine and labor salaries."
Difficulties in creating flow.
The key to creating flow is continuous improvement to production processes. Upon implementation of cellular manufacturing, management commonly "encounters strong resistance from production workers". It will be beneficial to allow the change to cellular manufacturing to happen gradually. In this process.
It is also difficult to fight the desire to have some inventory on hand. It is tempting, since it would be easier to recover from an employee suddenly having to take sick leave. Unfortunately, in cellular manufacturing, it is important to remember the main tenets: "You sink or swim together as a unit" and that "Inventory hides problems and inefficiencies." If the problems are not identified and subsequently resolved, the process will not improve.
Another common set of problems stems from the need to transfer materials between operations. These problems include, "exceptional elements, number of voids, machine distances, bottleneck machines and parts, machine location and relocation, part routing, cell load variation, inter and intracellular material transferring, cell reconfiguring, dynamic part demands, and operation and completion times." These difficulties need to be considered and addressed to create efficient flow in cellular manufacturing.
Benefits and costs.
Cellular manufacturing brings scattered processes together to form short, focused paths in concentrated physical space. So constructed, by logic a cell reduces flow time, flow distance, floor space, inventory, handling, scheduling transactions, and scrap and rework (the latter because of quick discovery of nonconformities). Moreover, cells lead to simplified, higher validity costing, since the costs of producing items are contained within the cell rather than scattered in distance and the passage of reporting time.
Cellular manufacturing facilitates both production and quality control. Cells that are underperforming in either volume or quality can be easily isolated and targeted for improvement. The segmentation of the production process allows problems to be easily located and it is more clear which parts are affected by the problem.
There are also a number of benefits for employees working in cellular manufacturing. The small cell structure improves group cohesiveness and scales the manufacturing process down to a more manageable level for the workers. Workers can more easily see problems or possible improvements within their own cells and tend to be more self-motivated to propose changes. Additionally, these improvements that are instigated by the workers themselves cause less and less need for management, so over time overhead costs can be reduced. Furthermore, the workers often are able to rotate between tasks within their cell, which offers variety in their work. This can further increase efficiency because work monotony has been linked to absenteeism and reduced production quality.
Case studies in just-in-time and lean manufacturing are replete with impressive quantitative measures along those lines. For example, BAE Systems, Platform Solutions (Fort Wayne, Ind.), producing aircraft engine monitors and controls, implemented cells for 80 percent of production, reducing customer lead time 90 percent, work-in-process inventory 70 percent, space for one product family from 6,000 square feet to 1,200 square feet, while increasing product reliability 300 percent, multi-skilling the union-shop work force, and being designated an "Industry Week" Best Plant for the year 2000. By five years later, rework and scrap had been cut 50 percent, new product introduction cycles 60 percent, and transactions 90 percent, while also increasing inventory turns three-fold and service turn times 30 percent, and being awarded a Shingo Prize for the year 2005.
It appears to be difficult to isolate how much of those benefits accrue from cellular organization itself; among many case studies researched for this article few include attempts at isolating the benefits. One exception is the contention, at Steward, Inc. (Chattanooga, Tenn.), producing nickel zinc ferrite parts for electromagnetic interference suppression. According to case study authors, cells resulted in reductions of cycle time from 14 to 2 days, work-in-process inventories by 80 percent, finished inventories by 60 percent, lateness by 96 percent, and space by 56 percent.
Another cellular case study includes quantitative estimates of the extent to which cells contributed to overall benefits. At Hughes Ground Systems Group (Fullerton, Calif.), producing circuit cards for defense equipment, the first cell, which began as a pilot project with 15 volunteers, was launched in 1987. One month later a second cell began, and by 1992 all production employees, numbering about 150, had been integrated into seven cells. Prior to cells, circuit card cycle time, from kit release to shipment to the customer, had been 38 weeks. After the cells had taken over the full production sequence (mechanical assembly, wave solder, thermal cycle, and conformal coat), cycle time had fallen to 30.5 weeks, of which production manager John Reiss attributed 20 weeks to use of a "WIP chart system" by the cell teams and the other 10.5 weeks to the cellular organization itself. Later, when it seemed that the cells were overly large and cumbersome, cell sizes were shrunk by two-thirds, resulting in “micro cells” that cut cycle time by another 1.5 weeks. Finally, by adopting certain other improvements, cycle times had decreased to four weeks. Other improvements included reducing work-in-process inventory from 6 or 7 days to one day and percent defective from 0.04 to 0.01 Switching from a functional (job-shop) layout to cells often costs has a minus net cost, inasmuch as the cell reduces costs of transport, work-in-process and finished inventory, transactions, and rework. When large, heavy, expensive pieces of equipment (sometimes called “monuments” in lean lingo) must be moved, however, the initial costs can be high to the point where cells are not feasible.
There are a number of possible limitations to implementing cellular manufacturing. Some argue that cellular manufacturing can lead to a decrease in production flexibility. Cells are typically designed to maintain a specific flow volume of parts being produced. Should the demand or necessary quantity decrease, the cells may have to be realigned to match the new requirements, which is a costly operation, and one not typically required in other manufacturing setups.


Beverage opener

A beverage opener (also known as a multi-opener) is a device used to open beverage cans, plastic bottles or glass bottles, which are the three most common beverage containers.
Types.
Beverage openers vary in size but commonly include a glass bottle crown cork remover, glass bottle threaded metal crown cork cap grip for greater twisting torque, a plastic bottle cap grip for greater twisting torque and a stay tab lever for metal beverage cans. Some openers have extra conveniences built in such as magnetic backing to catch and hold metal caps or stick to a refrigerator door. They may be standalone devices are incorporated into can openers.
Benefits.
Beverage openers are useful for opening every day beverage containers for those who have limited hand strength as it eliminates the need for strong twisting or pulling motions. Plastic bottles may become stuck due to a high volume of carbonation released during shipping or overtightening. Some do not have fingernails with which to properly use a stay tab and glass bottles almost always require some sort of bottle opener.


Humanitarian logistics

Although logistics has been mostly utilized in commercial supply chains, it is also an important tool in disaster relief operations. Humanitarian logistics is a branch of logistics which specializes in organizing the delivery and warehousing of supplies during natural disasters or complex emergencies to the affected area and people. However, this definition focuses only on the physical flow of goods to final destinations, and in reality, humanitarian logistics is far more complicated and includes forecasting and optimizing resources, managing inventory, and exchanging information. Thus, a good broader definition of humanitarian logistics is the process of planning, implementing and controlling the efficient, cost-effective flow and storage of goods and materials, as well as related information, from the point of origin to the point of consumption for the purpose of alleviating the suffering of vulnerable people.
This figure presents numerous important aspects in humanitarian logistics, including transport, inventory management, infrastructure, and communications.
The role of humanitarian logistics in disaster relief efforts.
Humanitarian logistics plays an integral role in disaster relief for several reasons. First, humanitarian logistics contributes immensely to mitigating the negative impact of natural disasters in terms of loss of life and economic costs. These losses occur in four different ways:
Second, humanitarian logistics is considered the repository of data that can be analyzed to provide post-event learning. Logistics data reflects all aspects, from the effectiveness of suppliers and transportation providers, to the cost and timeliness of response, to the appropriateness of donated goods and the management of information. Thus, it is critical to the performance of both current and future operations and programs. Organizing emergency response plans will help preparation and consequently mobilization in times of disasters.
The process of humanitarian logistics.
As can be seen in the above Figure, the process is complicated with the involvement of various actors in different locations. To be more specific, the process connects various actors, including, donors, local/international aid organizations, local governments, and beneficiaries. There are three fundamental flows in this process: the flow of material, the flow of money, and the flow of information.
Storage.
Developing logistics warehousing to store all essential goods plays a crucial role in disaster response planning. Warehouses should be designed by taking precautions for contamination or waste of materials and organized in order to facilitate deliveries to the desired area at the desired time and quantities. In addition, responsible authorities aim at maximizing responsiveness and minimizing distribution times, total costs, and the number of distribution centers. The entire storage process is of key importance for preserving emergency supplies until they can be delivered to recipients.
Types of warehouse.
Humanitarian Warehouses can be categorized into four main types, depending on their functions and locations.
Humanitarian Warehouses can also be classified as perishables warehouses or 3PL warehouses. However, it is common in humanitarian logistics to have four types of warehouses as mentioned above. Depending on the magnitude of disasters and the urgency, a certain type of warehouses is needed. For example, for unexpected disasters, temporary warehouses are more common than others. In contrast, for planned disasters, general delivery warehouses are needed to store products in beneficiary countries.
Choices of warehouses.
When selecting an appropriate site to store goods, two considerations are important:
Inventory management.
A logistical technique which can improve responsiveness is inventory pre-positioning. This technique is used for estimating item quantities required according to specific safety stock levels and order frequency, or for searching optimal locations for warehouses using facility location. Logistics is one of the major tools of disaster preparedness, among surveillance, rehearsal, warning, and hazard analysis. There are four primary types of inventory planning:
Each model has different advantages and disadvantages; therefore, it is important for inventory planners to consider all aspects, including total holding costs, service level, and demand variability, to have an efficient strategy.
Transport.
Transport plays a key role in mobilizing supplies to help emergency humanitarian assistance reach affected regions. In humanitarian logistics, it is important to determine the feasibility of various forms of transport on the basis of the level of urgency, total costs, and geographical characteristics of affected zones.
Considerations of different means of transport.
When planning the type and capacity of transport, five major considerations are crucial:
The below table provides a simple formula to help planners forecast transport demand during a disaster. There are three main components: the number of trips for a vehicle, the volume, and the total number of vehicles.
Types of transport contracts.
There are three primary types of transport contracts. Each type has distinct advantages and disadvantages.
New technologies in humanitarian logistics.
Technology is a key factor to achieve better results in disaster logistics. Setting up a communication mechanism in geographies that are remote and devoid of internet or phone networks, implementing up-to-date information or tracking systems & using humanitarian logistics software which can provide real-time supply chain information, organizations can enhance decision making, increase the quickness of the relief operations and achieve better coordination of the relief effort. Biometrics for identifying persons or unauthorized substances, wireless telecommunications, media technology for promoting donations, and medical technologies are some more aspects of technology applied in humanitarian operations. There are four main developments in this field: bar codes, AMS laser cards, radio frequency tags & satellite based internet services.
AMS Cards.
Automated manifest system (AMS) cards have been used by the United States government to store substantial amounts of information about shipments. The cards have become more popular in humanitarian logistics as they are able to provide various aspects related to:
The AMS cards are attached to both pallets and containers and inserted to a processing unit which can give all details about a delivery. The use of those cards is beneficial to both shippers and beneficiaries in humanitarian logistics management because beneficiaries can plan resources, especially food and medicines, or find alternatives. Therefore, this application can make the process more flexible and efficient. In addition, AMS cards are cheap, reusable, and resistant to extreme weather.
Radio Frequency Identification Tags and Labels.
The tags are useful in identifying information about delivery routes. They are attached to different types of vehicles, including pallets, trucks, vans, and large containers, to position the location of shipments en route. In addition, they can read information when the vehicles pass through points along the route. After that, the information is stored on a label. Together with the AMS cards, they can provide an effective solution to humanitarian logistics to increase its transparency and responsiveness.
Bar Codes.
One major concern in humanitarian logistics management is the reliability of product sources because the most popularly-procured item is food. In the past, there were cases regarding food unsafety caused by the unclear origins of products. Recently, bar codes have been a feasible solution to address this problem in humanitarian logistics. Bar code labels make it possible to represent alphanumeric characters (letters and numbers) by means of bars and blanks of varying widths that can be read automatically by optical scanners. This system recognizes and processes these symbols, compares their patterns with those already stored in computer memory, and interpret the information. This standardized coding system means that there can be a one-on-one, unique, non-ambiguous relationship between the pattern and that to which it refers. At present, bar codes are mostly used in:
Satellite based internet services.
Communication, especially in the remote disaster zones is often difficult due to absence or damage to the mobile communication networks. During the war in Ukraine in 2022, Starlink (Satellite internet) services opened a new possibility to restore this vital service capability.
Environmental impact of humanitarian logistics.
While the primary goal of humanitarian logistics is saving lives, their environmental impact has been a source of concern. Adverse environmental impact can emanate from all the operations throughout the humanitarian supply chain including procurement, transportation, warehousing, delivery, and material waste. Compared to commercial supply chains, addressing environmental issues is more challenging in humanitarian logistics due to volatile context and absence of basic infrastructure such as recycling facilities. However, several humanitarian organizations such as International Committee of Red Cross (ICRC) have recently started to incorporate sustainability in their long-term strategy. Use of digital technologies have shown to provide humanitarian organizations with more visibility across their supply chain and thus lead to more environmentally sustainable supply chains.


Advanced manufacturing

Advanced manufacturing is the use of innovative technology to improve products or processes, with the relevant technology being described as advanced, innovative or cutting edge. Advanced manufacturing industries increasingly integrate new innovative technologies in both products and processes. The rate of technology adoption and the ability to use that technology to remain competitive and add value to define the advanced manufacturing sector.
"World class manufacturing" (WCM) integrates the latest-generation machinery with process/work systems to facilitate manufacturing based business development governed around manufactured products only, duly based over a high accent on product substitution or new product development.
Advanced manufacturing centers upon improving the performance of US industry through the innovative application of technologies, processes and methods to product design and production. A survey done in 2010 by White House defined advanced manufacturing and stated that:: "A concise definition of advanced manufacturing offered by some is manufacturing that entails the rapid transfer of science and technology (S&T) into manufacturing products and processes." (PCAST, April 2010.)
Product technologies.
Organizations practicing advanced manufacturing make products characterized as:
Process technologies.
The manufacturing process technologies described in definitions of advanced manufacturing include:
Use of business/management methodologies.
A number of organizations also included business or management methodologies in their definition of advanced manufacturing. For example, one organization defines "advanced manufacturing as the insertion of new technology, improved processes, and management methods to improve the manufacturing of products." (National Defense University, 2002, as reported in PCAST) Another organization lists advanced manufacturing as "encompassing lean production techniques, enhanced supply chain integration, and technology assimilation". In fact, the Wikipedia definition of advanced manufacturing is "advanced planning and scheduling" described as "a manufacturing management process by which raw materials and production capacity are optimally allocated to meet demand". Overall, the following business or management methodologies were listed as being a part of advanced manufacturing:
Other definitions.
There are also definitions of "advanced manufacturing" that are used by one or a few sources.
Traditional vs. advanced manufacturers.
Traditional manufacturing is defined as the act of converting raw materials into finished products by using manual or mechanized transformational techniques. The purpose of such activities is to add value to achieve targeted objectives, which do not preclude society's overall interests. In one report, the distinction between traditional sectors of manufacturing (listed as auto, steel) and others (listed as aerospace, medical device, pharmaceutical) is the basis for a definition of advanced manufacturing, with the characteristics of the two differing in terms of volume and scale economies, labor and skill content, and the depth and diversity of the network surrounding the industry (New England Council and Deloitte, as referenced in PCAST document).
Successful manufacturers.
Other sources define advanced manufacturers as those that "succeed" in today's competitive environment. One source states that: "What differentiates certain companies is a unique ability to create a competitive advantage in this environment. These manufacturers think and do faster and, by definition, these advantages make them advanced." (Industrial College of the Armed Forces) The White House survey lists some experts as defining advanced manufacturing "solely by advances that led to decreased cost or increased productivity." (PCAST)
Research and development.
One organization listed "aggressive research and development" as being part of the definition of advanced manufacturing (Purdue University). Although research and development were not explicitly included in most definitions, the innovative technologies listed by many are most likely the result of extensive research and development. Development of a sound product, which satisfies given criteria with least pain, is a common challenge, most unusually, haunting the manufacturer. The domain of competition is quite large because manufacturers compete at inter-manufacturing and intra-firm levels, producing near net products. The customer desires a component which promises functions most reliably, while addressing socio-techno-environmental attributes.
Dynamic.
Finally, several sources pointed out that any definition of advanced manufacturing will need to change with the changing times, and that the definition will vary for different companies and different industries. The White House survey states: "Most discussants agree that an appropriate advanced manufacturing definition should be dynamic in nature and be treated as more of a benchmark". That is, there is a constant iteration of improving manufacturing frontiers. Therefore, what is classified as "frontier" is constantly changing and likewise, advanced manufacturing is constantly changing. (PCAST) Another source stated that: "Advanced manufacturing is like a chameleon". It changes in response to the needs of whichever company has incorporated it into its manufacturing process (St. Louis, C.B. Adams). An expert is quoted as saying: "Advanced manufacturing, by its very nature, defies definition, because it is going to be different for the chemical industry than it is for the metal fabrication industry and any other industry " (Tom White, as quoted by C.B. Adams).
Conclusion.
The term "advanced manufacturing" encompasses many of the developments in the manufacturing field during the late 20th and early 21st centuries, including high tech products and processes and clean, green, and flexible manufacturing, among others. No one definition captures everything said about advanced manufacturing, although the majority of definitions found on the web include the use of innovative technology to improve products and/or processes, and may also include the use of new business/management methodologies. Accordingly, the definition that probably comes closest to being comprehensive is that given by Paul Fowler of the National Council for Advanced Manufacturing (NACFAM), celebrating its 20th anniversary this year:
"The Advanced Manufacturing entity makes extensive use of computer, high precision, and information technologies integrated with a high-performance workforce in a production system capable of furnishing a heterogeneous mix of products in small or large volumes with both the efficiency of mass production and the flexibility of custom manufacturing in order to respond quickly to customer demands " (Quoted in PCAST). In foreseeable future categorical developments facilitated with integration with computers will be largely impacted by the state of raw material and energy availability.


Direct injection expanded foam molding

Direct injection expanded foam molding (also known as "injection molded foam") is a manufacturing process that creates soft foam products direct from a compound into a final product. This process eliminates the steps normally required for die-cutting and compression molding, because it manufactures the foam and the product, simultaneously.
The base resin, used in a complex formula, is an ethylene-based polyolefin elastomer (like polyethylene and EVA). Foam that is manufactured with these resins has many physical benefits. Unlike a sponge, foams from this process are closed-cell, meaning it's waterproof and resists mold, mildew, and bacteria from entering the material.
It is also cross-linked, which means that the cells are connected in a way that makes the foam strong and durable with high tear and tensile strength.
All polyolefin elastomers are also resistant to most chemicals, which allows the products to not only be used in a chemical environment but also with most household cleaners.
The process itself is known to be very interesting because the injected compound is not foam, until an endothermic reaction in a hot mold activates the blowing agents, resulting in an expanded foam part. This requires the mold cavity size to be smaller than the final part. The actual known expansion is created within the formula, so that when the part "self-ejects" from the mold at the end of the cycle, it grows to the required part size.
The cavity for a tire is considerably smaller than the final tire size. This process is valuable for any foam product that needs to have lots of detail. It needs to be very durable.


Truck Bed Rack

A bed rack is usually a set of steel or aluminum bars secured to the body of a truck bed. Due to the tall tubes, aka legs, the bed rack is usually higher than the bed itself so that it does not limit inner bed cargo space. Such construction allows it to increase the load and storage capacity of the truck. Usually, a bed rack is used to transport different cargo types, such as baggage, kayaks, bikes, tools, surfboards, snowboards, tourist gear, and so on.
The accessory's primary use lies in the fact that it does not limit interior storage. At the same time, it allows the vehicle to transport an object that potentially is bigger than its trunk.
History.
Even though bed racks have gained great popularity over the last decade, the first bed rack was introduced in the 1960s by Pierce Metal Products Inc. Its primary purpose was defined as to build the sides of the carrying box of the truck adjustable to the side of the cargo and to the type of the vehicle.
Modern bed racks resemble the original construction of the 1960s build and are widely used by such known brands as Jeep, Ford, Toyota, and others.
Types.
Bed racks are divided into three main categories. Bed racks are:
1. Crossbar bed rack – two crossbars non-invasively attached to the bed body
2. Cargo bed racks – a set of interchangeable and customizable rails non-invasively attached to the body of the truck bed
3. Expedition bed racks – heavy-duty construction with multiple tie-down points, increased load capacity, and impressive storage
Even though all bed racks are designed for the primary function to increase storage capacity and secure the transported cargo, there are multiple factors to consider when choosing a suitable option. Bed racks vary depending on their functions, weight, load capacity, price range, and general destination. Some bed racks can also be equipped with additional accessories, such as: side rails, kayak mounts, bike mounts, and tent mounts.


SC Heerenveen in European football

SC Heerenveen in European football includes the games which are played by SC Heerenveen in competitions organised by UEFA.
Results.
(1990–2000).
1998-99 season.
"Heerenveen won 4–1 on aggregate."
"Varteks won 5–4 on aggregate."
1999-2000 season.
"SC Heerenveen won 4–0 on aggregate."
"West Ham United won 2–0 on aggregate."
(2001–2010).
2002-03 season.
"National București won 3–2 on aggregate."
2003-04 season.
"Heerenveen won 5–1 on aggregate."
"Heerenveen won 2–1 on aggregate."
"Villareal won 2–1 on aggregate."
2004-05 season.
"Heerenveen won 5-0 on aggregate."
"Newcastle United won 4–2 on aggregate."
2005-06 season.
"Heerenveen won 5–2 on aggregate."
"Steaua București won 3–2 on aggregate."
2006-07 season.
"Heerenveen won 3-0 on aggregate."
2007-08 season.
"Helsingborgs won 8–6 on aggregate."
2008-09 season.
"Heerenveen won 6–3 on aggregate."
2009-10 season.
"Heerenveen 1–1 PAOK on aggregate. Heerenveen won on away goals."
(2010–2020).
2012-13 season.
"Heerenveen won 4–1 on aggregate."
"Molde won 4–1 on aggregate."


Integra Technologies

Integra Technologies is an Outsourced Semiconductor Assembly And Test (OSAT) post processing provider headquartered in Wichita, Kansas, United States. Its current facilities are located in Wichita and Milpitas, California (within Silicon Valley). Their service converts final semiconductor wafers into useable packaged integrated circuits.
After semiconductor companies fabricate wafers at semiconductor fabrication plants (fab / foundry), their final wafers are sent to post processing facilities to cut the wafers into "dice" then encapsulate them into integrated circuit (IC) packages, a format that allows other companies to solder the ICs on to printed circuit boards (PCB). Integra Technologies provides post processing services for wafer testing, wafer backgrinding, wafer preparation, wafer dicing, integrated circuit (IC) packaging, IC testing, reliability and qualification testing, counterfeit detection, and related services.
Integra is an accredited supplier recommended by the Defense Microelectronics Activity (DMEA) laboratory for post processing of ICs for use by Department of Defense (DoD) programs. It has provided services for more than 100 DoD programs, and various space applications including the Mars rover, Hubble Space Telescope, Orion (spacecraft).
Facilities.
The following is a list of Integra's facilities and future facilities:


SBV Vitesse in European football

SBV Vitesse in European football includes the games which are played by SBV Vitesse in competitions organised by UEFA.
Results.
(1990–2000).
1990-91 season.
"Vitesse won 1–0 on aggregate."
"Vitesse won 5–0 on aggregate."
"Sporting CP won 4–1 on aggregate."
1992-93 season.
"Vitesse won 5–1 on aggregate."
"Vitesse won 2-0 on aggregate."
"Real Madrid won 2–0 on aggregate."
1993-94 season.
"Norwich City won 3–0 on aggregate."
1994-95 season.
"Parma won 2–1 on aggregate."
1997-98 season.
"Braga won 3–2 on aggregate."
1998-99 season.
"Vitesse won 6–3 on aggregate."
"Bordeaux won 3–1 on aggregate."
1999-2000 season.
"Vitesse won 2–0 on aggregate."
"Lens won 5–2 on aggregate."
(2001–2010).
2000-01 season.
"Vitesse won 4–2 on aggregate."
"1–1 on aggregate. Inter win on away goals"
2002-03 season.
"Vitesse won 2–1 on aggregate."
"Vitesse won 5–4 on aggregate."
"Liverpool won 2–0 on aggregate."
(2011–2020).
2012-13 season.
"Vitesse won 7–5 on aggregate."
"Anzhi Makhachkala won 4–0 on aggregate."
2013-14 season.
"FC Petrolul Ploiești won 3–2 on aggregate."
2015-16 season.
"Southampton won 5–0 on aggregate."
2018-19 season.
"Vitesse won 5–3 on aggregate."
"Basel won 2–0 on aggregate."
(2021–2030).
2021-22 season.
"Vitesse won 4–3 on aggregate."
"Vitesse won 5–4 on aggregate."
"Vitesse won 3–2 on aggregate."
"Roma won 2–1 on aggregate."


Taylor-Dunn

Taylor-Dunn is a manufacturer of industrial electric vehicles. The company was founded in 1949 and is headquartered in Anaheim, California. The vehicles manufactured there are primarily for transporting people and equipment inside warehouses, factories, and work sites. Outdoor users have included airports, college campuses, resorts, and gated subdivisions.
In 1949 an Anaheim farmer founded the company, having built an electric cart to use while feeding his chickens. Around 1990 the company was purchased by two electronics executives; by 1992 it had $25 million in annual sales, and about 60% of the market for electric utility vehicles.
In 1992 the company expanded to produce full-size trucks, with the Electruck, a larger utility vehicle still targeted for its current customers.
In 2016 Polaris Inc. purchased the company, which at the time had 150 employees. Taylor-Dunn reported that it would retain its brand and headquarters. In 2022, Polaris sold Taylor-Dunn and GEM to a group of former Polaris executives. The group would operate both brands at Taylor-Dunn's headquarters under the name Waev, Inc.