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#TM 12 Worker productivity, and occupational health and safety

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Worker productivity, and occupational health and safety issues in selected industriesq Ashraf A. Shikdar*, Naseem M. Sawaqed Department of Mechanical and Industrial Engineering, Sultan Qaboos University, P.O. Box 33, Al-Khod 123, Muscat, Sultanate of Oman Accepted 11 July 2003 English :  3.2. Worker complaints LANJUTAN PARAGRAF 1 It is evident that worker complaints received by managers could be attributed to ergonomic deficiencies. Fig. 1 shows some of the most common worker complaints reported with respect to health and safety.  The top two worker complaints were: 28% of the companies received complaints of headache while 18% received complaints of back pains. Indonesia:  3.2. Keluhan pekerja dalam diagram ada beberapa keluhan pekerjaan  1. sakit punggung                   18% 2. sakit leher                             14% 3. sakit pergelangan tangan      14% 4. sakit kepala                         28% 5. kelelahan             
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#TM11 An overview of recent literature on spare parts inventories

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#TM11 An overview of recent literature on spare parts inventories W.J. Kennedya,*, J. Wayne Pattersonb , Lawrence D. Fredendallb 3.1. Management issues  ( PARAGRAF1) ENGLISH He points out that the airline industry is slow in adjusting to de-regulation and is lagging behind other industries in effectively reducing inventory. In just this industry the monetary impact of spares inventory is staggering and when others are considered the reason for a call to improve spares management is obvious. On the other hand, more technical research is required to design and test parts of models to describe how we can improve existing systems. The literature here seems linked to actual problems in industry that provide a vehicle for generating new approaches to spares management.  Foote [19] performed a case study at the aviation supply office regarding the implementation of a new forecasting system. He focused on the philosophy, mathematical principles, and system design features
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#TM-10 Quantity of material handling equipment—A queuing theory based approach

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#TM-10       Quantity of material handling equipment—A queuing theory based approach Dhamodharan Raman- , Sev V. Nagalingam, Bruce W. Gurd, Grier C.I. Lin Centre for Advanced Manufacturing Research, University of South Australia, Mawson Lakes Boulevard, Mawson Lakes, SA 5095, Australia Received 30 September 2007; received in revised form 17 December 2007; accepted 4 January 2008 1. Introduction (Paragraf 1) ENGLISH A material handling system (MHS) acts as an inter- connector for facilities and should facilitate the process of delivering the right amount of materials, to the right place, at the right time and at the lowest cost. An effective MHS improves the performance of a manufacturing system, mainly by reducing work-in-process (WIP). Material handling cost encompasses between 15% and 70% of the total operating cost [1]. Hence, it is in manufacturing enterprises’ best interest to look for ways of improving the effectiveness of their MHS.  Effectiveness of th
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#TM-9 V. TYPICAL WAREHOUSING OPERATIONS

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#TM-9  V. TYPICAL WAREHOUSING OPERATIONS Paragraf 2 ENGLISH Receiving  is the first operation in the warehouse. This process starts by notification of the arrival of goods. Then begins process of unloading, counting, identifying, quality control, and goods acceptance (incoming inspection) related to a type and quantity by unloading staff according to the company rules. When the goods are accepted, the receipt is issued. The acceptance depends on the delivery status – the delivery date, the quality of delivery, the planned schedule which should also minimize a truck waiting time. INDONESIA Menerima   adalah operasi pertama di gudang. Proses ini dimulai dengan pemberitahuan kedatangan barang. Kemudian mulailah proses pembongkaran, penghitungan, pengidentifikasian, kontrol kualitas, dan penerimaan barang (inspeksi yang masuk) terkait dengan jenis dan kuantitas dengan menurunkan staf sesuai dengan aturan perusahaan. Ketika barang diterima, kwitansi diterbitkan. Pe
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#TM-8 Classification and modeling for in-plant milk-run distribution systems

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#TM-8  Classification and modeling for in-plant milk-run distribution systems ENGLISH Decision variables router:   Route “r” is chosen or not chosen (1 or 0) Xir:  Stock point “i” is assigned or not assigned to the route “r” (1 or 0) Dir:  One cycle demand quantity of the stock point “i” that is assigned to the route “r” Lir:  One cycle loading-unloading time of the stock point “i” that is assigned to the route “r” Yar:  The 0 or 1 binary variable determining the route of the stock area “a” vehcycler:  The total cycle time of the route/vehicle “r” (Including fixed trip time of the vehicle and total loading– unloading time) Sets A:  The set of stock areas in the material storage and assembly station (a,b)   B:  The set of stock points related with each other (pulling or pushing) (i,j) C:  The stock areas in the same cell (a,b)   Nr:  The set of stock points that can be assigned to the route “r”   Na:  The set of stock points in the stock area “a”
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#TM-7 Green logistics at Eroski: A case study

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#TM-7    3.4. Optimising environmental impact In Section english : Moreover, methods for solving VRP are use to produce routes with a specific minimisation criteria. Typically, distance, time, and cost are the parameters used to produce, respectively, a matrix of distance, time, and cost between all delivery points and depot. Now, the objective is to design those routes that generate the lower levels of CO2 emissions to atmosphere and, in order to achieve this goal, it is necessary to build a matrix of CO2 emissions based on the estimation of CO2 emitted between each link  (Palmer, 2007).  Then, in this section we use the optimisation model (1)–(8) shown in Section 3.2 changing only Eq. (1) into (1’).    (Palmer, 2007,Paragraf -2 ) INDONESIA : Selain itu, metode untuk memecahkan VRP digunakan untuk menghasilkan rute dengan kriteria minimalisasi tertentu. Biasanya, jarak, waktu, dan biaya adalah parameter yang digunakan untuk menghasilkan, masing-masing, matriks jarak, waktu, d
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#TM 6 Ruang Lingkup Material Hendeling

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#TM 6 Ruang Lingkup Material Hendeling Ruang lingkup (scope) Material Hendeling (ambil dari definisi Material Hendeling ) Material Hendeling   adalah proses yang mencakup operasi dasar dalam pergerakan, perlindungan, penyimpanan dan pengendalian  bahan dan produk di seluruh pembuatan (manufaktur), pergudangan, distribusi, konsumsi. Menurut Saya  Material Hendeling   adalah suatu  kegiatan mengangkat,    mengangkut,    meletakkan bahan-bahan dalam proses di dalam pabrik,proses ini dimulai sejak bahan-bahan masuk, atau diterima dipabrik, sampai pada saat barang jadi dikeluarkan dari pabrik atau dan di produksi oleh konsumen. Tujuan  Material Handling  (Penanganan Bahan) Berikut ini adalah tujuan  Material Handling  atau Penangan Bahan dalam Manajemen Operasi dan Produksi. Meminimalkan biaya-biaya Penanganan Material. Meminimalkan gangguan dan penundaan dengan menyediakan bahan yang diperlukan pada waktu yang tepat dan jumlah yang tepat juga. Meningkatkan kapasitas prod
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