曝光臺 注意防騙 網曝天貓店富美金盛家居專營店坑蒙拐騙欺詐消費者

Temperature range*** -40 °C to 70 °C -40 °C to 70 °C -40 F to 158 F -40 F to 158 F
Weight 1480 g 1520g 3.26 lb 3.35 lb
* w/o brake current
** distance microphone 0.5 meter
*** Temperature capability, according test category RTCA/DO-160E, Section 4
Nominal force: 33% of stall force
50% of stall force for a short time possible
all dimensions in mm
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Spe e d & Curre nt Diagram at 24V
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S peed
Current
Datacraft Solutions & Pacific Scientific HTL
Pacific Scientific HTL
Part of the Danaher Corporation
Customer Profile: A worldwide
manufacturer of Aerospace
Safety Equipment
Location: Duarte, California
Products: Fire suppression
systems, safety restraints,
aircraft assemblies, and military
defense hardware
Major customers: Lockheed,
Airbus, Boeing, Cessna,
Embraer
Employees at plant: 190
Buyer/planners on staff: 13
5000 parts purchased from
outside suppliers
Supplier base: 360.
Approximately 100 are now
participating in kanban
2000 kanban signals generated
monthly
The Challenge: Help a large aerospace manufacturer get its high-volume
lean manufacturing out from under a mountain of out-of-control paper
faxes and management nightmares
The Pacific Scientific HTL Story
Pacific Scientific HTL, an internationally renowned maker of aerospace safety equipment and military
defense hardware, adopted lean manufacturing several years ago in an effort to reduce inventory levels
and increase the speed of product through their plants. A key component of their lean journey was to
institute a kanban system that would govern the flow of materials from their suppliers and through their
facility. While visual cues governed their internal production kanban system, fax releases signaled their
suppliers.
After a year and a half of using the paper fax release system, it was clear that it simply didn’t scale for
PS/HTL’s 100-plus suppliers, more than 100 fax numbers over 3500 parts on kanban, and 2000 signals
sent each month. With numerous points of possible failure—did a fax get sent? was it received? was it
legible? was it acted on?—the system encouraged inefficient behavior all around:
􀂃 Production Associates would send duplicate fax releases when they weren’t sure if a fax went through
􀂃 Anticipating demand, Production Associates would overdrive material by sending multiple manual
signals at once
􀂃 Fax releases were sometimes sent on expired Purchase Orders
􀂃 Fax sheets got lost, so buyers were constantly making duplicates
􀂃 Suppliers inundated with unreadable or questionable faxes were more likely to ignore them and
question the reliability of PS/HTL buyers
􀂃 Supplier statements that “I never got the fax” or “You backdated the fax” were not uncommon
􀂃 Without a reality-based “expected-on-dock” time and a way to track supplier performance, shipments
were often sent too soon or too late
􀂃 Without receiving reports, quantity mismatches were frequent. Suppliers could ship a quantity of 1000
for an order of 200 without being held accountable
􀂃 Productivity took a definite hit with some staff spending an hour or more per day faxing and being
frustrated
􀂃 Managers and buyers were too often flying blind as to the health of manufacturing cells and kanbans
In this environment, no one was happy and finger-pointing between buyer, supplier, and Production
Associate was inevitable. Clearly PS/HTL needed a way out of the paper fax morass and into some kind
of controlled, electronic kanban system. As PS/HTL’s Purchasing Manager Cari Gintz says, “What led us
to decide to go electronic was sheer frustration and the need to start managing instead of reacting.”
First Candidate: A Home-grown System
Gintz turned first to a home-grown system developed by a sister company. It had the right functionality,
but retooling it for her facility would have been a major development undertaking. “We’d have had to
dedicate MIS resources and spend time we didn’t have,” Gintz explains. “But it did give me a vision of
where we needed to go.”
Datacraft Solutions, Inc.
604 West Morgan Street
Suite B9
Durham, NC 27701
USA
Phone: (919) 667-9804
　
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