Rabu, 24 Oktober 2012

[M899.Ebook] PDF Ebook The Chris Smither Songbook Songs, Lyrics, Tablature and Commentary: Happier Blue; Link of Chain; up on the Lowdown; I Am the Ride; Homuncul

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The Chris Smither Songbook Songs, Lyrics, Tablature and Commentary: Happier Blue; Link of Chain; up on the Lowdown; I Am the Ride; Homuncul



The Chris Smither Songbook Songs, Lyrics, Tablature and Commentary: Happier Blue; Link of Chain; up on the Lowdown; I Am the Ride; Homuncul

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The Chris Smither Songbook Songs, Lyrics, Tablature and Commentary: Happier Blue; Link of Chain; up on the Lowdown; I Am the Ride; Homuncul

This book features songs by the American folk/blues singer, guitarist, & songwriter. All of the songs are arranged for guitar & voice. The music is printed in standard music notation & tablature. In addition to the music, there is commentary about each of the songs. Titles: 1. Rosalie 2. Footloose 3. Love you like a man 4. Rock 'N Roll Doctor 5. Homunculus 6. Statesboro Blues 7. Happier Blue 8. The devil's real 9. Already Gone 10. Link of Chain 11. Up on the Lowdown 12. I Am the Ride 13. Jailhouse Blues

  • Sales Rank: #4600417 in Books
  • Published on: 1995
  • Binding: Spiral-bound

Most helpful customer reviews

0 of 0 people found the following review helpful.
Fantastic work of art.
By patty
Fantastic tablature book for the guitar! Will really give your fingers a workout. This book includes tabs and sheet music all in one. For medium to expert guitarists

0 of 1 people found the following review helpful.
Smither magic
By John Casey
Get this book if you want to work your fingers freely on the fretboard and hear the Smither magic come fromk your own guitar!

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Jumat, 19 Oktober 2012

[Y230.Ebook] Ebook Free World Class Manufacturing: The Lessons of Simplicity Applied, by Richard J. Schonberger

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World Class Manufacturing: The Lessons of Simplicity Applied, by Richard J. Schonberger

World Class Manufacturing: The Lessons of Simplicity Applied, by Richard J. Schonberger



World Class Manufacturing: The Lessons of Simplicity Applied, by Richard J. Schonberger

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World Class Manufacturing: The Lessons of Simplicity Applied, by Richard J. Schonberger

In his best-selling book Japanese Manufacturing Techniques, Richard J. Schonberger revolutionized American manufacturing theory and, more important, practice. In that breakthrough book, he revealed that Japanese manufacturing excellence was not culturally bound. Offering the first demystified explanation of the simple techniques that fueled Japan's industrial success, he demonstrated how the same methods could be put to work as effectively in U.S. plants.

Now, in World Class Manufacturing, Schonberger returns to tell the success stories of nearly 100 American corporations -- including Hewlett-Packard, Harley-Davidson, General Motors, Honeywell, and Uniroyal -- that have adopted the famed just-in-time production and "total quality control" strategies. Based on his firsthand experience as a major consultant to American industry, he examines how they did it -- and illustrates how the same concrete, specific steps used by these top companies can be implemented in any factory today. What's more, Schonberger shows that his bold concepts and reforms apply equally to all industries, whether the product is computers, pasta, or trucks, and to all divisions -- from manufacturing and engineering to accounting and marketing.

According to Schonberger, world-class manufacturing depends on blended management -- rather than domination by a separate group of managers -- which marshalls resources for continual rapid improvement. To achieve world-class status, companies must change procedures and concepts, which in turn leads to recasting relations among suppliers, purchasers, producers, and customers. Acknowledging the difficulty inherent in such changes, Schonberger stresses that employee involvement and interaction, both on the shop floor and in the decision-making/problem-solving process, is key. Wary of those who view improvement in terms of modernizing equipment, he points out that making maximum use of people and current machinery is a company's first priority; automation, if necessary, should come much later.

World Class Manufacturing also includes Schonberger's 17-point action agenda to guide innovators toward manufacturing excellence, from getting to know the customer to cutting the number of suppliers, reducing error in production, and deciding when and how to automate.

Indispensable for all manufacturing innovators who aim to keep ahead of the competition, this inspiring, groundbreaking volume does much more than just recommend or theorize about the new manufacturing approach. Plainly, realistically, and logically, it explains how it's done.

  • Sales Rank: #808942 in Books
  • Published on: 1986-06-02
  • Original language: English
  • Number of items: 1
  • Dimensions: 9.58" h x .97" w x 6.34" l, 1.20 pounds
  • Binding: Hardcover
  • 253 pages

Review
John P. Robb Vice President, Manufacturing Monsanto Electronic Materials Company The commonsense examples and guidelines on the "how to" of total quality control Richard Schonberger provides in World Class Manufacturing will enable us to move beyond manufacturing excellence to business excellence. Schonberger's first book, Japanese Manufacturing Techniques, provided the missing link in our overall quality program and is on the "must read" list for all our manufacturing line personnel. World Class Manufacturing will be required reading for all functions within our company. -- Review

About the Author
Richard J. Schonberger, author of Japanese Manufacturing Techniques (also from The Free Press), is a world-renowned authority on production and manufacturing. President of the consulting firm of Schonberger & Associates, Inc., in Seattle, Washington, he was formerly George Cook Professor of Management at the University of Nebraska.

Excerpt. © Reprinted by permission. All rights reserved.

Chapter 1

Faster, Higher, Stronger

In the 1950s through the 1970s, running manufacturing companies became gentlemen's work. Decisions and policies were made by people twice and thrice removed from the manufacturing arena. Authority was in the hands of staff people who sifted data from other staff people. Venturing out into the plant was, well, venturing. It was prudent to stick around offices and conference rooms and make sure your backside was covered. Excitement in industry was confined to high-tech R&D. Manufacturing was stagnant.

How quickly things change. While the changes have scarcely touched small companies, the well-known manufacturers are caught up in revival, renewal, recovery, and renaissance. A popular term among those caught up is world-class manufacturing or a term like it. World-class manufacturing may sound like Madison Avenue hyperbole, but it is not. The term nicely captures the breadth and the essence of fundamental changes taking place in larger industrial enterprises. A full range of elements of production are affected: management of quality, job classifications, labor relations, training, staff support, sourcing, supplier and customer relations, product design, plant organization, scheduling, inventory management, transport, handling, equipment selection, equipment maintenance, the product line, the accounting system, the role of the computer, automation, and others.

The Goal and the Path

World-class manufacturing (WCM) has an overriding goal and an underlying mind set for achieving it. The overriding goal may be summarized by a slogan suggested to me by a manager at the Steelcraft division of American Standard, where I was presenting a seminar. During the afternoon break, the fellow told me that he had digested all that had been said, and he concluded that the whole thing was like the motto of the Olympic Games: citius, altius, fortius. From the Latin the English translation is "faster, higher, stronger." The WCM equivalent is continual and rapid improvement.

A few years ago we didn't even know the factors of manufacturing that ought to improve. There was little agreement on what excellence in manufacturing is, because we thought in terms of tradeoffs. Plant managers or their corporate overseers picked one set of high-priority targets one year (for example, defect rates and warranty costs) and another, seemingly conflicting, set to work on the next (perhaps overhead costs and customer service rates). The high priorities were where problems seemed most severe. Lacking manufacturing principles, we tackled the problem with trade-off analysis.

Today there is wide agreement among the WCM "revisionists" that continual improvement in quality, cost, lead time, and customer service is possible, realistic, and necessary. There is now good reason to believe that those goals may be pursued in concert, that they are not in opposition. One more primary goal, improved flexibility, is also a part of the package. While some of our leading manufacturers have trouble avoiding pitfalls that lead to inflexibility (pitfalls that are avoidable), the goal itself is not an issue. With agreement on the goals, the management challenge is reduced to speeding up the pace of improvement.

The improvement journey follows a surprisingly well-defined path. The journey requires clearing away obstacles so that production can be simplified. A fast-growing body of writings (including my own 1982 book, Japanese Manufacturing Techniques: Nine Hidden Lessons in Simplicity) offers lists of obstacles to remove and ways to simplify: fewer suppliers, reduced part counts, focused factories (focused on a narrow line of products or technologies), scheduling to a rate instead of scheduling by lots, fewer racks, more frequent deliveries, smaller plants, shorter distances, less reporting, fewer inspectors, less buffer stock, fewer job classifications.

Beyond the Basics

In the pre-WCM era we thought that production could be managed "by the numbers." The numbers would show what to make, what to buy, whom to blame. If, for example, the latest cost report shows a negative cost variance in welding, the onus is on the welding supervisor to cut costs. But how? There are no data on the causes of the cost overage. The supervisor may crack the whip to get more output for the same labor cost. Alternatively, ask industrial engineering or quality engineering to "do a study."

The numbers failed to show causes. Mostly they did not even show symptoms of real problems.

Numbers do serve the world-class manufacturer -- when they show how good the product and service are, how much improvement is occurring, what problems to attack next, and what the likely causes are. WCM mandates simplification and direct action: Do it, judge it, measure it, diagnose it, fix it, manage it on the factory floor. Don't wait to find out about it by reading a report later.

Some of that may sound like "back to basics." Basics they are, but going back we are not. It is true that some of the emergent WCM techniques were in use in an earlier era -- and then forgotten. In the main, however, the good old days in manufacturing never were all that good. Quality concepts were primitive by today's standards. While some plants had an ethic of continual improvement (applied very selectively), the norm was to transform simplicity into complexity, which sowed the seeds of decline.

Turning Point

There is reseeding going on, and there seems to be a single year that could be called the turning point: the year 1980. In that year a few North American companies (and perhaps some in Europe) began overhauling their manufacturing apparatus. Those first WCM thrusts followed two parallel paths. One was the quality path, and the other was the just-in-time (JIT) production path.

One of the first to try just-in-time in North America was General Electric, which started up two JIT projects in 1980. Kawasaki in Nebraska and Toyota truck in Long Beach, California, began shifting from standard to JIT production in the same year.

The first North American companies to take the quality path, also in 1980 (give or take a few months) were Nashua Corp. in New Hampshire, Tennant Co. in Minneapolis, and IBM. (A bit earlier Matsushita in Franklin Park, Illinois; Sanyo in Forrest City, Arkansas; and Sony in San Diego began their U. S. operations with a quality focus. These may be thought of as imports from Japan rather than as turning points in existing North American companies.) Nashua got its start by bringing in W. Edwards Deming, the American who, along with Joseph Juran, was instrumental in getting Japan's quality movement going in the 1950s. Tennant and IBM hired Philip Crosby, who was known to a few people as the author of a fine little 1979 book, Quality Is Free. Tennant provided early support for Crosby to form a quality college in Florida.

Those stirrings in a few companies in 1980 may someday be chronicled as the third major event in the history of manufacturing management. The first two: (1) coordinating the factory through use of standard methods and times, Frederick W. Taylor, Frank Gilbreth, et al., circa 1900; and (2) showing that motivation comes in no small measure from recognition, the Hawthorne Studies at Western Electric, circa 1930.

The 5-10-20s

World-class manufacturing could not become the third major event if it were to peter out. The signs that it will not, that WCM is much more than a fad, are persuasive. The list of companies that have already made order-of-magnitude improvements in quality and manufacturing lead time is getting long. For example, I have compiled (and continue to update) a list of the "5-10-20s," which refers to companies, factories, or parts of factories where fivefold, tenfold, or twentyfold reductions in manufacturing lead time have been achieved. The list, with explanatory comments in some cases, is provided as an appendix at the end of this book. Stories about some of the 5-10-20 plants will be told in later chapters.

My 5-10-20 list does not do justice to WCM developments outside of North America, nor is it at all complete for North America. I have conducted seminars and provided consultancy at manufacturing plants in a number of European and Pacific Basin (besides Japan) countries and have found the WCM fever to be globe-spanning.

With so short a history, WCM has not had a chance to mature in all of its natural habitats. What surprises many is the progressive unearthing of more and more natural habitats. I refer not to different continents and countries but to different industries and types of production. That is, what makes a world-class manufacturer in one industry also seems to work in many other industries. Let us see why that should not be surprising.

Streamlined Flow

Consider how a restaurant fills a customer's order: The cook puts meat from the grill onto the platter, goes to the range to scoop some vegetables, opens the oven to get a baked potato, heads for the salad bar to extract a salad, and so forth. It goes fast, because a kitchen is small and the cook puts only one serving of each food item on the platter.

Stop-and-Go

A machine shop, a sheet metal shop, a printed-circuit-board shop -- any shop or factory that makes to order -- is just the same. As long as the shop or factory is small, production is usually quite fast. But who wants to stay small? We have plants -- for final goods and component parts alike -- with thousands of employees and hundreds of thousands of square feet of space. Now the work goes through the plant at a snail's pace. Plant management has its hands full trying to prevent gridlock.

If a restaurant kitchen grew the way our factories do, the platter would go to the grill area for a piece of meat and then move by slow conveyor to the vegetable area. The meat would get cold -- and might even fall to the floor once or twice on the way. At the vegetable area, the massive cookers might be tied up making vegetables other than the kind ordered for the platter, which means waiting until the next batch is cooked.

Growth is not the problem. The problem is the more-of-the-same approach to growth. A restaurant is a little job shop, to use the manufacturing term. It will not work if it becomes a big job shop -- where a job (platter) has to traverse vast distances from one shop to another, waiting for one thing or another at most of the shops. Growth must be accompanied by a transformation to preserve speed, to avoid stopand-go production.

Over the years we came to believe that stop-and-go production was the fate of the job shop. We also believed that job shops were the fate of industry, because customers are fickle; they want the variety that job shops can provide. Job shop people looked enviously at the flow shops, where work just flows down a production line or through pipes continuously (as patrons flow down a cafeteria line).

That view is out of style, because we have learned how to streamline our job shops, to make them behave more like flow shops. Some go so far as to simplify products and regularize schedules, and thereby transform themselves into flow shops. Many others -- those that stick with customers who demand variety -- will not become flow shops, but they can come close. The chameleon cannot ever be a leaf, but it can look like one. So it is in manufacturing.

Imperfect Flows

What tools and techniques make job shop transformations possible? At the top of the list are the set known as just-in-time production techniques. They were perfected by Toyota in Japan in the 1960s and 1970s. Toyota's techniques caused work to move through parts fabrication processes fast and get to final assembly just in time for use.

JIT was shaped in the flow shop mold. Continuous-flow industries -- the "pure" flow shops -- have been around for a hundred or two hundred years. Examples are bottling, tableting, and canning; extruding and weaving; milling and refining. Some of the processes are tightly coupled. The work leaves one process and flows, perhaps through a pipe, to arrive just in time for the next. In that sense, JIT was around long before the people at Toyota thought of it.

In reality the flows are usually not all that continuous. The grain mills, the food processors, the medicine makers, the cloth producers, and the rest are stop-and-go producers, too. They go for a time on one size, style, model, or chemical formulation, then shut down for a complete changeover in order to run another. Shutdowns for changeover are one concern. The massive quantities that build between changes -- the raw and semiprocessed material, and especially the finished goods pushed out well in advance of customer needs -- are a greater concern. All are forms of costly waste.

There are dominant WCM precepts for treating the ailment. One is a JIT principle: The smaller the lot size, the better. World-class manufacturers of cars, tractors, and motorcycles have some lot sizes down to one unit by becoming adept at changeovers between models. This permits making some of every model every day, almost like continuous-flow processing. With that capability, they outdo the flow processors they started out trying to copy.

A second precept is the total quality control (TQC) principle: Do it right the first time. In the flow industries this means setting up for a new run so that the first yard of cloth, linear foot of sheet steel, length of hose, can, bottle, or tablet is good.

A third set of precepts is called "total" preventive maintenance (TPM). Maintain the equipment so often and so thoroughly that it hardly ever breaks down, jams, or misperforms during a production run. There is nothing like an equipment failure to turn a continuous processor into its opposite number.

Mass Production -- Just in Time

While the JIT concept (if not the application) is natural in the flow industries, it took Henry Ford and his lieutenants to get JIT worked out in discrete goods manufacturing. Ford has been called the father of mass production. His Highland Park and, later, River Rouge plants mass-produced the parts just in time for assembly, and his assembly lines pulled work forward to next assembly stations just in time, too.

By 1914 the Highland Park facility was unloading a hundred freight cars of materials each day, and the materials flowed through fabrication, subassembly, and final assembly back onto freight cars. The product was the Model T, and the production cycle was twenty-one days. At River Rouge, about 1921, the cycle was only four days, and that included processing ore into steel in the steel mill that Ford built at River Rouge.

That roughly equals the best Japanese JIT auto manufacturing plants today. But it was much easier for Henry Ford, because his plants followed his now famous dictum, "They can have it any color they want, so long as it's black."

Isn't it easy to look like a continuous-flow producer, with very short manufacturing lead times, when every unit is the same as every other? Ford's Tin Lizzies almost could have flowed through a huge pipeline with intersecting pipes bringing in the components at just the right locations and times.

The Model-T factories were what is known as dedicated plants and production lines. Where capacity is cheap (cheap equipment or labor) or volume is high, dedicated JIT lines make sense. Most producers of television sets, radios, videotape recorders, and personal computers today have enough volume to follow the easy dedicated-line path to JIT. Most automobile manufacturing is of lower volume and cannot achieve JIT so easily. Nissan in Oppama, Japan, sets up a dedicated line only if sales volume is 10,000 cars a month or more. Since most models they make fall below that number, other approaches are necessary. Some of the other approaches are examined next.

Making Just What Is Sold -- Every Day

Whether making things that pour (the flow industries) or things that are counted in whole units (discrete goods), a WCM precept is to produce some of every type every day and in the quantities sold that day. Making more than can be sold is costly and wasteful, and the cost and waste are magnified manyfold as the resulting lumpiness in the demand pattern ripples back through all prior stages of manufacture, including outside suppliers.

Makers of highly seasonal goods sometimes have sound reason for building at least some stock days or weeks before use or sale. Most of industry's chronic mismatches between demand rate and production rate are not caused by seasonality, however. Those mismatches are fixable. Companies in the flow industries need to figure out how to change over flow lines so fast that there is no reason for a long production run of one type. Since the flow industries have been investing for years in inflexible equipment that resists quick changeover, it is not an easy fix.

In the assembly industries it tends to be an easy fix. Assembly -- of personal computers, washing machines, boats, trucks, furniture, and hundreds of thousands of other products -- is still largely manual. Humans are adaptable and can change from one model to another with ease -- and efficiency, too. Assembly is efficient, however, only if the work place is orderly, with every part and tool exactly placed. If the assembler has to search, the efficiency is gone.

In Japanese Manufacturing Techniques I told about working for the fastest bricklayer in North Dakota and about how he yelled at me if I didn't place bricks so that he could reach and find them without looking. That concept -- exact placement of all the parts to eliminate search -- has enabled the world's motorcycle manufacturers and some tractor producers to change models after each unit. That is called mixed-model production, and the lot size is one.

Ten years ago, all motorcycle and tractor manufacturers produced in large lots: maybe five hundred of model A; then shut down for a day or two to change over for a run of five hundred of model B; and so on.

Marketing hates this. Marketing might come to manufacturing and say, "Which model are you running this week?" Manufacturing says, "model A."

"Oh, that's too bad. We, ah, overestimated demand for A. In fact, we have a whole warehouse full. When are you going to make E?" Manufacturing looks it up in the master schedule: "Week 9."

"That's bad, too. We underestimated demand for E. We're out and losing sales. Can you possibly move it forward in the schedule?" Manufacturing replies, "No way. Our suppliers will not begin delivering raw materials until week 8."

Manufacturing then blames marketing for doing a bad job of forecasting. The fault is not marketing's. Manufacturing gets the blame, because the production schedule pushed the planning horizon out to week 9, and it is impossible to guess (forecast) right that far out.

Now, at Harley-Davidson, Honda, Kawasaki, Yamaha, John Deere tractor, and the others, some of every model is made every day. Marketing therefore has some to sell every day. If marketing comes to manufacturing and says, "Can you increase model E by 10 percent and decrease A by 10 percent next week?" manufacturing says, "'Yes, we can." The assemblers are quick-change artists. The makers of the components parts could still be an obstacle, but they can learn quick-change artistry, too.

If a world-class manufacturing effort fails to make it easier for marketing to sell the product, then something is wrong.

High- Variety JIT Production

Some plants or parts of plants seem doomed to have long manufacturing lead times. Western manufacturers of machine tools and thousands of kinds of industrial components, from motors to pumps to hydraulics, take weeks, often months, to produce something. The problem is that those manufacturers are high-variety, low-volume job shops. Ten thousand different part numbers is normal, fifty thousand is not uncommon, and no one knows which ones are going to be needed in the next customer order. There may be four thousand work orders open in the plant at any given time, with a hundred completed and a hundred new ones added every day. How can such a production environment be anything but chaotic?

We know the answer. It is to divide the ten thousand part numbers into families -- production families, not marketing families. A production family is a group of parts that follow about the same flow path. Say, for example, that five hundred of those ten thousand parts go from blanking to grinding to drilling to welding to painting. You empty out a square area on the floor and move the following into it in a U-shaped loop: one blanking press, one grinder, one drill press, one welding station, and one paint dip tank. If there is a lot of drilling to be done, move two drill presses into the loop.

The result is a cell, a mini-production line, almost a pipeline that similar parts flow through. The machines are so close together that there is no need for a container, storage rack, or fork-lift truck. An operator, chute, or simple transfer device can move one piece at a time from station to station. Different part types are made in the cell, but all types go through the same machines (a few part numbers may skip one or more of the stations). Also, the parts in the family have similar setup times, cycle times, tool and fixture requirements, and needs for inspection. While the cells do not make the same part over and over again, they make the same family of parts over and over again, hence the term "family repetitive" production in Figure 1-1. The figure also shows the three other modes of production, discussed above, that are valid for the world-class manufacturer.

Next, find another family and move the needed machines and work stations into cell 2. Then create cell 3, and so on. Engineers sometimes call this approach group technology, although many prefer to use the more descriptive term cellular manufacturing.

The approach is much more than industrial engineering and plant layout, however. Cells create responsibility centers where none existed before. A single supervisor or cell leader is in charge of matters that used to be fragmented among several shop managers. The leader and the work group may be charged with making improvements in quality, cost, delays, flexibility, worker skills, lead time, inventory performance, scrap, equipment "up time," and a host of other factors that distinguish the world-class manufacturer.

Large numbers of Western manufacturers are following this path in their quest to become world-class. The machine-tool, aerospace, and shipbuilding industries are especially active in reorganizing their plants into cells. That is natural in view of the mind-boggling numbers of parts that go into large machines, ships, aircraft, rockets, and tanks.

General Electric has transformed its dishwasher plant in Louisville, Kentucky, into a WCM showcase, and moving machines into cells was a basic step. Punch presses that had been in punch-press shops were dispersed to form cells or spurs off other cells or production lines. Figure 1-2 is a photo of one of the moved presses. A sign tacked to it proudly proclaims "point-of-use manufacturing." Other presses and other machines around the plant have the same kinds of signs. GE's success in transforming the dishwasher plant has served as a model for the rest of GE's Appliance Park in Louisville. Refrigerator, range, and washer plants are being converted the same way.

Universals of Manufacturing

The metal fabrication industries have no prior claim on cellular manufacturing. It is emerging as a prescription for much of the world of work, on a par with "Do it right the first time." Most of our plants' facilities and people are organized with giant barriers to problem-solving, and the same goes for most of our offices. No one is in charge. Distances between processes are too long for decent coordination. Flow times are too long for us to reconstruct chains of causes and effects when things go wrong -- and they go wrong so often.

The immensity of the task would be daunting if we were unsure of what paths to take. We know what paths to take, because there are many role models. Western manufacturers that have executed the WCM formula have been getting the same spectacular results that Japanese manufacturers did a bit earlier: product defects down from several percentage points to just a few per million pieces, and lead times cut by orders of magnitude. Knowing what it takes to get such results turns on the adrenalin pumps. The competitor whose pump does not get primed is the loser.

That is not to say that the company or plant involved in the WCM quest is completely surefooted. How, for example, can progress be measured? How do the movers get reinforcement so that they stay inspired? The answer is to choose the right goals of improvement and to organize the enterprise for continual progress against those goals. A host of WCM subgoals can be contained within two overriding goals. One is reduction of deviation, and the other is reduction of variability.

Deviation Reduction

Deviation reduction takes many forms, two of which rank above and subsume the rest: (1) Reduce deviation from zero defects. (2) Reduce deviation from zero manufacturing lead time.

Zero defects (ZD) got its start in the United States in the early 1960s. ZD has been elevated to the top -- a key component of CEOlevel strategic planning -- in many Fortune 500 companies. Philip Crosby provided much of the inspiration; W. Edwards Deming, Joseph Juran, and Armand Feigenbaum provided tools and concepts for fitting ZD into companywide total quality control. Visible measures of success are the driving force.

There are many believers in the ZD goalwand never mind if it can never quite be achieved. The number of believers in zero lead time as a superordinate target is still small but is growing fast.

One by one, top companies are coming to the conclusion that reducing lead time is a simple and powerful measure of how well you are doing. The manufacturing people at both Motorola and Westinghouse have chosen lead time reduction as a dominant measure; various divisions of Hewlett-Packard and General Electric have too.

Lead time is a sure and truthful measure, because a plant can reduce it only by solving problems that cause delays. Those cover the gamut: order-entry delays and errors, wrong blueprints or specifications, long setup times and large lots, high defect counts, machines that break down, operators who are not well trained, supervisors who do not coordinate schedules, suppliers that are not dependable, long waits for inspectors or repair people, long transport distances, multiple handling steps, and stock record inaccuracies. Lead times drop when those problems are solved. Lead times drop fast when they are solved fast.

Lead time to get ready must not be overlooked. Short lead time to produce the designs and the specifications are vital to the world-class manufacturer. In halting its declining fortunes in the copier industry, Xerox has vastly improved its ability to get a new product to market. Fewer than 350 R&D people spent just two and a half years developing Xerox's top-of-the-line 9900 copier, as compared with over five years and four times more people for such products in the past.

Time to convert from a first-generation product to its successor is an equally critical concern. That is, we want to become more flexible to make product line changes, which translates into cutting the conversion lead time.

Lead time is easy to measure: Just stamp the hour and date on a product (or service) in its raw stage, stamp it again when it is finished, and subtract. Take a number of samples and average them. (The Village Inn Pancake House chain does this, using time-stamping machines, in processing food orders.)

It is good policy to put up large lead time charts, one for each important product or family. Plot results on the chart at least once a month. List the improvements -- problems solved -- on charts nearby, and heap praise on those coming up with each solution.

For practical purposes deviation is usually an average: Perhaps on the average, the lead time target of ten minutes and the quality target of 10 grams have been met on the nose. But what of variability around the averages? Universal goal number 1, deviation reduction, has a companion.

Variability Reduction

The second universal goal is variability reduction. Variability of what? Why, of everything. Variability is a universal enemy. That view once was held by just a few prominent people in the quality community, but it is spreading.

If a ticket taker can sell a ticket in "exactly" thirty seconds nine out of ten times, but then the machine jams and it takes three hundred seconds to sell the ticket to tenth customer, consider the effects. Not only has the tenth customer been poorly served, but at a rate of one customer every thirty seconds, ten new customers will have arrived, only to get in line and wait while the jammed machine gets fixed.

Varying only once in a while from the thirty-second standard requires wasteful solutions: Extra space for customers to line up; staff to manage the queue and sooth the customers; perhaps an extra, mostly redundant, ticket seller to keep the line from getting too long. Costly responses of that sort are called for regardless of the source of the variability. The machine that jams sometimes, the tool that must be searched for sometimes, the assembler who does the task the wrong way sometimes, the part that arrives late sometimes, the blueprint that is wrong sometimes, the part that is off the mark sometimes-all of these and many more require costly sets of "solutions." They are not true solutions, because they provide ways to live with the problems.

In Western industry variability of lead time has been extreme, to say the least. Normal practice in scheduling an order is to use an average lead time figure (stored in the routing file), and then expedite the orders that become late relative to the average. We have taken pride in being able to compress lead time for a hot job from many weeks to a few days; that is an action taken to avoid a late delivery to a customer. In other words, we have put our energies into making on-time deliveries through heroic actions on a case-by-case basis.

With regard to component materials, there is another, more subtle cost of variability. Say that a shaft is supposed to fit into a hole. Engineers state the allowances for shaft and hole diameters. The shop that forms the shaft produces 100 percent within tolerance, and so does the shop that drills the holes. Yet when a shaft at the upper limit of its tolerance (maximum diameter) is paired with a hole at the lower limit of its tolerance (minimum diameter), the shaft won't go into the hole. The opposite case results in a shaft so loose in the hole that it, too, is unacceptable.

This effect is called "tolerance stackup." Western automakers have been made painfully aware of it because of notoriously ill-fitting car doors, fenders, dashboards, and trim. Ford Motor Co. has been aggressive in combating the problem through variation reduction. Ford's manuals on the subject have been widely distributed, and they have helped companies in other industries to get on the variation-reduction bandwagon.

There are many forms of variability, and its cousin, deviation, that ought to be measured frequently. Paper the walls with charts showing the measured results. If such course of action is vigorous, it will take not years but only months to begin looking world-class -- head and shoulders above the laggard and endangered competition.

Challenge and Response

This chapter reads, I suppose, like a pep talk, Olympic motto and all. If there were no substance to the message, it would fall on deaf ears, because we've all heard many pep talks -- followed by business as usual. There is substance to the talk about world-class manufacturing. If Gallup or Harris were to take a poll and ask people to name the twenty best manufacturers (not marketers, not financial empires) in the world, how many would be American, Canadian, French, English, German, Italian, Swedish? Chances are good that many or most would be Japanese. There is substance to the Japanese formula for success in manufacturing.

It took Japanese industry three decades to make its remarkable climb. It used a collection of Western basics, plus common sense, high literacy, and lack of space and natural resources to spur them on. Now the rest of the world is stirred out of its complacency. In some cases manyfold improvements have come after just a year or two of real effort. The Appendix at the end of this book lists some enterprises that have improved in that manner.

WCM clearly is not reserved for the Japanese. In fact, I believe the Western temperament is better suited for rapid and continuous improvement than the Japanese temperament. We in the West have badly misused a chief asset, namely inquisitive minds and innovative spirits. Our greatest challenge is to undo the harm, to change a work culture and unleash natural tendencies.

So far, the 5-10-20s listed in the appendix have had most of their success by changing things, procedures, and concepts -- not so much the work culture itself. The things, procedures, and concepts are the easy part and are presented in Chapters 4 through 12. The greatest of all challenges, changing the work culture, comes next in Chapters 2 and 3.

Copyright © 1986 by Schonberger & Associates, Inc.epts are the easy part and are presented in Chapters 4 through 12. The greatest of all challenges, changing the work culture, comes next in Chapters 2 and 3.

Copyright © 1986 by Schonberger & Associates, Inc.

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0 of 0 people found the following review helpful.
Recommended for sure
By Mazin Jawaid
Good Book, Nice condition.

0 of 0 people found the following review helpful.
Three Stars
By Amazon Customer
Average book.

3 of 3 people found the following review helpful.
WCM? read it!
By Casadio Strozzi Matteo
not a practical book, but a good overview on the WCM world.
it might be a nice phylosophical intro to the attitude we must have to match WC goals.
Still looking for some tools-based books.

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Selasa, 16 Oktober 2012

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A classic text, used for over 30 years, has now, after 12 years since the last edition, been fully revised and up-dated. Known as the 'Blue Book' the fourth edition continues with the endorsement from the Association of Cost Engineers. The guide is designed to be an aid for student engineers in the design activities undertaken during their course and help young engineers in industry to compile their own set of cost data. With much of the material in the third edition retained, the major changes are: New cost data; Up-dated cost index information (which has been donated by industrialists); Short-cut estimating techniques up-dated. The guide is structured in a straightforward manner and is seen as a starting point. Costing of items should, however, be taken as an approximate guide. Although primarily concerned with capital cost estimating the importance of operating costs in both profitability analysis and optimisation studies must not be ignored. A guide to capital cost estimating is also an aid to industrialists. By making reference to various chapters they can cost items, obtain an overall plant cost including costing at an R & D stage. Students, however, must read it all.

IChemE, the Institution of Chemical Engineers, is the center for chemical, biochemical and process engineering professionals worldwide.

We are the heart of the process community, promoting competence and a commitment to sustainable development, advancing the discipline for the benefit of society and supporting the professional development of members.

Some of the areas we publish in include:

-Safety in the process industries - the BP Process Safety series

-Consultancy for chemical engineers

-Project management in the process industries

-Contract management in the process industries - International Forms Of Contract series

-Communication skills for engineers

  • Sales Rank: #3146579 in Books
  • Published on: 2000-06-01
  • Original language: English
  • Number of items: 1
  • Dimensions: 9.00" h x 6.00" w x .50" l,
  • Binding: Paperback
  • 150 pages

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Sabtu, 13 Oktober 2012

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Structural Design of Low-Rise Buildings in Cold-Formed Steel, Reinforced Masonry, and Structural Timber, by J. R. Ubejd Mujagic, J. Daniel

A concise guide to the structural design of low-rise buildings in cold-formed steel, reinforced masonry, and structural timber

This practical reference discusses the types of low-rise building structural systems, outlines the design process, and explains how to determine structural loadings and load paths pertinent to low-rise buildings. Characteristics and properties of materials used in the construction of cold-formed steel, reinforced masonry, and structural timber buildings are described along with design requirements. The book also provides an overview of noncomposite and composite open-web joist floor systems. Design code requirements referenced by the 2009 International Building Code are used throughout. This is an ideal resource for structural engineering students, professionals, and those preparing for licensing examinations.

Structural Design of Low-Rise Buildings in Cold-Formed Steel, Reinforced Masonry, and Structural Timber covers:

  • Low-rise building systems
  • Loads and load paths in low-rise buildings
  • Design of cold-formed steel structures
  • Structural design of reinforced masonry
  • Design of structural timber
  • Structural design with open-web joists

  • Sales Rank: #1602471 in eBooks
  • Published on: 2012-04-02
  • Released on: 2012-04-02
  • Format: Kindle eBook

About the Author

J.R. Ubejd Mujagic, Ph.D., P.E., S.E. is a senior associate at Uzun & Case Engineers, LLC in Atlanta, GA. He has a diverse experience in the design of metal building systems and low- and high-rise conventional buildings of most types and in all major building materials. Dr. Mujagic holds a Ph.D. in structural engineering from Virginia Tech. His research interests include structural reliability, composite structures and cold-formed steel. He is a member of the American Iron and Steel Institute (AISI) Committee on Specifications and its subcommittees on connections, diaphragms and seismic design. He is also a member of the American Institute of Steel Construction (AISC) Task Committees on Composite Members and Loads and Analysis. He is a licensed Structural Engineer in California, Illinois and Washington and a registered Professional Engineer in several states.

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Senin, 08 Oktober 2012

[P290.Ebook] Free PDF 1859 - 1909 Indian Head Cent Values & Facts: 2015 Edition, by David Batterson

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1859 - 1901 Indian Head Cent Values & Facts

The book "1859 - 1901 Indian Head Cent Values & Facts" contains pertinent information regarding the history and the value of the U.S. Indian Head Cent which was minted from 1859 to 1901. In the 2015 edition of "1859 - 1901 Indian Head Cent Values & Facts", you'll find tons of valuable history and facts, not to mention the current market value of the 'about good' condition Flying Eagle Cent coins.

What's Inside?

Indian Head Cent History
Coin Mint Locations
Mint Amounts
Current "about good" Value
Key Dates

Informative, illustrated, and stacks up to being the perfect reference point for coin collectors everywhere who seek historic information and facts about the Indian Head Cent.

  • Sales Rank: #760041 in eBooks
  • Published on: 2015-02-03
  • Released on: 2015-02-03
  • Format: Kindle eBook

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By StGoster777
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informative
By Suzie
Very informative. Lots of great information. I learned a lot from this. I would recommend this book to all coin collectors or people looking to become coin collectors.

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Minggu, 07 Oktober 2012

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Rastafari Reasoning and the RastaWoman: Gender Constructions in the Shaping of Rastafari Livity (Critical Africana Studies)

  • Published on: 1707
  • Binding: Hardcover

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Jumat, 05 Oktober 2012

[E393.Ebook] Free PDF Anker PowerCore+ mini, 3350mAh Lipstick-Sized Portable Charger (3rd Generation, Premium Aluminum Power Bank), One of the Most Compact Exter

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Anker PowerCore+ mini, 3350mAh Lipstick-Sized Portable Charger (3rd Generation, Premium Aluminum Power Bank), One of the Most Compact Exter

Anker PowerCore+ mini
The often copied but never equalled lipstick-shaped portable charger is now better than ever.

From ANKER, America's Leading USB Charging Brand
• Faster and safer charging with our advanced technology
• 10 million+ happy users and counting

Same Size, More Power, Unmatched Reliability
The original lipstick tube design. Now upgraded with premium quality battery cells to ensure superior performance and safety

PowerIQ
Intelligent high-speed charging for all your devices.

Convenient LED Indicator
Light lets you know how much juice is left.

MultiProtect Safety System
Surge protection, short circuit protection and more advanced safety features keep you and your devices safe.

World Famous Warranty
At Anker, we believe in our products. That's why we back them all with an 18-month warranty and provide friendly, easy-to-reach support.

For Optimal Use:
• Use the included cable, your original cable or a third-party certified one (such as MFi).
• Compatible with Apple and Android smartphones, tablets (including the Nexus 7) and other USB-charged devices except for the iPod nano, iPod Classic, HP TouchPad, LG G2, Asus tablets and some GPS and Bluetooth devices.

  • Sales Rank: #76 in Cell Phone Accessories
  • Color: Black
  • Brand: Anker
  • Model: AK-A1104011
  • Number of items: 1
  • Dimensions: .91" h x .91" w x 3.74" l, .19 pounds
Features
  • The Anker Advantage: Join the 10 million+ powered by our leading technology.
  • High-speed Charging Technology: PowerIQ detects your device to deliver its fastest possible charge speed up to 1 amp.
  • Ultra Compact: Our original lipstick-shaped aluminum design (3.7 � 0.9 � 0.9in, 3oz). Recharges in 3-4 hours with a 1 amp adapter (not included) and the included Micro USB cable.
  • High Capacity: One of the most powerful 'mini' chargers on the market. Adds over one charge (14 hours talktime) to an iPhone 6, almost one full charge to a Galaxy S6 or one full charge to most other phones.
  • What You Get: Anker PowerCore+ mini (3350mAh Premium Aluminum Portable Charger), Micro USB cable, travel pouch, welcome guide, our fan-favorite 18-month warranty and friendly customer service. Lightning cable for iPhone / iPad sold separately.

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3086 of 3155 people found the following review helpful.
Full Teardown! Not All Batteries Are Created Equal!
By The Lone Consumerist
Power Teardown! Not All Batteries Are Created Equal

***NOTE***
This review contains technical observations which I have reported to Anker. Although they have responded to some of them, they have not yet addressed all of my questions. This review will be updated as answers to these questions come in.

[Quick Summary]

Curious about the build quality and what's inside? Me too, and I destroyed a battery so you don't have to, and at full price! Overall, Anker's build quality these days is pretty gosh darn good. Machined aluminum with an anodized finish, and tasteful silk-screening that complements the look and feel of the product. The battery I opened was verified to contain a high quality Panasonic-Sanyo NCR18650BF Lithium Ion cell, which is one of the finest cells available on the market today. Anker has clearly put a great deal of work into creating a fantastic product at a fantastic price. Unfortunately, I observed a number of inconsistencies in both order fulfillment and product performance, which I believe Anker will work to resolve ASAP, at which time I will update this review accordingly.

It is important to note that the battery industry is chock-full of snake oil, shams, and scams. Even with the difficulties that I observed, I am convinced that Anker provides products of better quality and consistency than most (if not all) of the competition as any "problems" that Anker may have are generally much worse with other vendors I've worked with in the past.

Yay:

- Solid, Handsome Industrial Design
- Extremely Compact, No Wasted Space Observed During Teardown
- Premium Panasonic-Sanyo NCR18650BF Cells Inside - Finest in the Industry
- Elegant and Intuitive Usage
- Super-fast, Super-friendly Support with 18 Month Warranty - One of the Longest in the Industry
- A.M.A.Z.I.N.G. Price! - 9.99USD at Time of Review for PowerCore+ Mini in Black

Nay:

- Inconsistent Fulfillment, Frequent Product Updates/Changes May Result in Order Errors and Old Product
- Inconsistent Performance of Internal DC Boost Converter Between Batteries, Affects Output Current and Capacity, Actual Available Capacity Varies Between 8.5Wh and 9.5Wh.
- Possible Inconsistent Quality Control - Based on my numbers Anker deemed 2 out of 4 batteries to be possibly defective and shipped replacements (not arrived at time of this writing).
- Some Revisions May Be Prone to Overheating and Loss of Efficiency

IMPORTANT!!! DO NOT USE CHEAP, THIN, OR LONG USB CABLES WITH EXTERNAL BATTERIES. YOU WILL WASTE UP TO 40% OF YOUR POWER!

Would you like to know more?

[Prequel]

I'm a bit of a voltnut. I care about the stuff that most people don't. When it comes to batteries, I want every watt-second I can squeeze out of a cell. Unfortunately, the battery industry is full of lies, treachery, and deceit. Manufacturers are incentivized to fib here and there because now everyone shops by the numbers. People expect the numbers to be highly accurate, and don't realize how complicated modern batteries can be, how often vendors lie about specifications, and how often cells are counterfeit. I've become so jaded over the years that I now expect most vendors to lie until proven otherwise. That's why when I saw Anker advertise a 3350mAh USB battery for 9.99USD including shipping, I assumed it was too good to be true. It wasn't until I saw Anker advertise its "Premium Panasonic Cells" that I became truly curious and decided to not only buy some batteries, but resigned to tearing one of them apart in the name of science!

For load-testing the batteries I am using a Maynuo M9712C Programmable DC Electronic Load. When I needed a power source I used a Rigol DP832A Programmable DC Power Supply, and verification of voltage readings was done using a Rigol DM3068 6.5 Digit Digital Multimeter.

In order to minimize power loss in the USB cable during whole product testing I custom-built an extra-short USB cable using 22AWG conductors, meaning that all of my numbers will be best-case scenarios for each of the batteries I tested. Real-world numbers will vary wildly depending on the type, length, and quality of cable used (more on that later).

So without further ado, let's get to it!

[Ordering]

Anker generally uses Amazon's fulfillment for almost all of their products, which is smart as it offloads a great deal of logistics and gives hundreds of thousands of customers access to their entire product line using Amazon Prime shipping. Unfortunately, it also means that when there are production changes or revision updates, inventory management gets a bit hairy. Sometimes product ASIN's get mis-coded, sometimes inventory gets mixed up, and other times there may be listing errors that result in the wrong product revision being dispatched from the warehouse.

This was the case for me when I ordered two PowerCore+ Mini's in Black last week, and two Astro Mini's in Black showed up, although they were so close to the PowerCore+ in appearance (in fact, they are identical in appearance) that I didn't even notice the error until a couple of days later when during testing I noticed that the tail cap of the battery had "Astro Mini" written on it. At time of this writing both the Astro Mini and the PowerCore+ Mini are listed as separate products on Anker's website, and share the same capacity ratings, but have some minor published differences.

Both are rated at 3350mAh/12.06Wh, and both claim 5V @ 1A output. In fact, the only published difference that I found was a small difference in charge rate; whereas the Astro Mini has a charge spec of 5V @ .8A, the PowerCore+ Mini can be charged approximately 20% faster with 5V @ 1A.

I reached out to Anker's support on Friday to speak with them about the discrepancies, and later that evening, I saw that Anker had split and moved around a number of their listings for the PowerCore+ Mini (and increased their prices for most of their colors by 4USD). A follow-up call on Monday confirmed that there was likely an error in the listing with fulfillment as while Amazon's system showed that I had ordered two PowerCore+ Mini's, Anker's reported that I had ordered two Astro Mini's.

During testing of the Astro Mini's I observed some troubling discrepancies that prompted me to order additional batteries. I ordered an additional PowerCore+ Mini in Silver, after the Amazon listing shuffle stopped a couple days later, another in Black. Both the Silver and Black units that I ordered in those ordered arrived correctly marked as PowerCore+ Mini's.

[Packaging]

I've ordered a number of Anker products in the past, usually USB hubs. Anker's packaging has always been efficient, easy-to open, and well-thought, and these batteries were no exception. I would consider to the box to be perfectly "stocking stuffer" sized. Each battery came with a short Anker USB Micro cable, a tasteful carrying case, and a short and sweet support pamphlet that tells you how to get questions answered or stuff fixed.

Each battery's USB port is also covered with a sticker to remind you that the battery automatically cuts power to the port to conserve energy when not in use, and that a quick tap of the small button in the corner is all you need to get the juice flowing.

Simple. Elegant. Functional.

[External Materials and Construction]

"Wow." This was my initial reaction. As I mentioned before, the phone accessory market is often a race to the bottom in terms of quality, and batteries are no exception. Fierce competition on price in markets such as Amazon drive manufacturers to cut corners whenever they can. A few nickels here and there can add up quickly when you think about the volume of product moved. If Anker did cut any corners with the casing of the battery, it doesn't show. The body is a beautifully anodized, slim, aluminum shell that wraps around the interior cell and electronics. This thing is *rock* solid, and shames all of those cheap-feeling plastic models out there.

Why does it matter? Well, just do a quick search for "Lithium Ion Fire" on YouTube sometime and you'll see quickly why the FAA restricts how much lithium you can carry on an aircraft in the form of batteries, and why most major couriers won't allow you to ship Lithium batteries via Air Mail unless you have a hazmat contract with them. Lithium Ion cells can be downright dangerous if mishandled, and you want the hardest, crunchiest shell you can find to safeguard those cells, especially when the battery is this small. Anker got this 100% right, and for a stellar price.

Anker's logo is silkscreened tastefully on the side in a way that doesn't look gaudy, and the aluminum tail cap has detailed specifications silkscreened onto it, including capacity in both mAh and Wh (yay!) and a serial number, which Anker uses in the event of a problem to determine which manufacturing batch it came from. Serial numbers on devices this cheap are the hallmark of a manufacturer that cares because while you are unlikely to file a police report for a stolen ten dollar battery, Anker certainly wants to know which manufacturing batches are having problems, if any.

The only visible plastic on the unit is on top, and is done tastefully. The plastic doesn't have that cheap looking "sheen" that so many products today have, and as silly as it sounds, the button feels nice. In fact, everything on the battery looks and feels, nice.

[Internal Construction and Quality]

***WARNING***
What I did here is totally and completely dangerous (see above dire warning about exploding lithium cells), and I would not have done so if it wasn't for my safety equipment and experience with lithium cells. Please, please, please, do not try to disassemble your battery!
***WARNING***

I don't pull punches with batteries or battery vendors, and I didn't intend to judge this battery by its casing alone. I wanted to see what was inside, but neither the tail cap or the head cap were budging. That's why I broke out my jewelry saw and with the utmost care, cut the casing apart!

So what did my ten dollars, hour of nerve-wracking slow sawing, and wanton disregard for my own health and safety reveal? A pretty great design! Anker's PowerCore+ casings are threaded at both top and the bottom instead of press-fit, which means simply dropping this will not crack any part of it open, regardless of drop height. They've also sealed the threads with what appears to be cyanoacrylate glue (fancy way of saying super glue) which means you won't even be able to wrench it apart with vise grips if you tried (I did).

Being well-versed in the 18650 cells that Anker uses, I knew there would be little to no "dead space" inside, but I was able to confirm how tightly everything was designed once I got the tail cap off. Eventually I was able to saw off the rest of the casing without putting a scratch on the battery cell itself, and was able to reveal a Panasonic-Sanyo NCR18650BF cell soldered to a small DC boost converter PCB and USB ports.

The NCR18650BF cell is a beauty of a battery cell, and represents one of the highest capacity and quality cells available on the market today. It has a nominal capacity of 3350mAh / 12.06Wh at time of manufacture, with a maximum continuous discharge rating of 3.63A, which is more than enough for this particular application. It's older brother, the NCR18650B, has a similar capacity but sports a 10A max continuous discharge, which is overkill for this application. Technically Sanyo also now makes the NCR18650GA cell, which boasts an industry-leading 3500mAh, but this is a negligible bump in capacity that would result in a not-so negligible bump in cost.

This is also the reason why I have mentioned the cost so many times in this review. I had to know what cell was inside. Most reputable outlets will sell just the NCR18650BF *alone* for 9.99USD. That Anker uses this cell and still manages to manufacture and ship everything else with enough room left in the margin to sell it at 9.99 and not lose money, is nothing short of a miracle, and it is what prompted this review.

I did also have a look at the DC circuitry, and was impressed as well. Most phone accessories that I've repaired or inspected have had laughably poor design and manufacturing quality. Anker's DC board appeared to be well thought-out and laid out, and had solder welds of excellent quality, which is embarrassingly enough the thing that most vendors manage to screw up. The DC electronics appeared to be split into two boards. One for the battery protection and charge circuit, and the USB Boost Converter on another circuit, mounted perpendicular to the first. This was a smart design choice as it allows Anker to make revisions to each board independently of the other, and provides them with more flexibility in the long run.

Not that it matters to most Amazon buyers, but my battery protection circuit had a marking of "7913P-2-V1.1 14.12.04", implying that it was revised December 4th, 2014, while the USB PCB was marked "13.11.29 7913P-1-V1.1" which implies that it was designed over a year prior to the former.

Anker claims to use "high quality US-made IC's" in their products and I don't have an easy way of refuting this. None of the IC's bore any logos or enough information for me to identify the part without dissolving the chip in nitric acid and putting it under a microscope, but based on the rest of the build quality, I have no reason to doubt them on this point, although I would argue that it should probably read "US-designed", as very, very, very, very few chips are actually still manufactured in the US, with the exception of those intended for military or government applications.

[Lab Performance and Capacity]

This is the most important part, eh? Alright, let's dive in.

First rule, everybody lies. Some people lie just a wee bit, some quite a bit more, but everybody lies. When the whole industry lies, it's called a "standard". :-)

Second rule, batteries age. They age just by sitting there, doing nothing. They age even faster when you actually make them DO stuff.

Third rule, most specifications are useless. mAh by itself is not an actual measurement of energy, although everyone and their dog treats it like it is. If your battery was a tank of water, the mAh rating would be akin to saying how many hours you can spray water for, but not telling you how big the tank is. You would have an extremely vague idea of of how much water you can hold, but not a real figure. It's a poor analogy for it, but the detailed explanation would add even more text to an already ridiculously long review, so if you want to read up more, please do so at your favorite search engine but in the meantime, let's just say that we only care about Wh, or Watt-hours.

Every battery cell has two capacities. The "Nominal" capacity, and slightly lower "Minimum" capacity. Everyone only uses the first number in marketing. Everyone.

What this means is that "12.06Wh" capacity that you see on the product is only true for a couple of weeks right after Panasonic made the battery cells. By the time those cells are stored, sold to Anker, then stored again, used in manufacturing, stored again, shipped to Amazon, stored again, and then eventually shipped to you, these cells have a usable capacity of around 11.52Wh to 11.70Wh, which is actually what is reflected in the official datasheet for the NCR18650BF. 12.06Wh is just the NOMINAL capacity and in real-life you never see that. So why does everyone use the nominal capacity? Because it sounds better, and technically speaking, it was true for at least a couple days, long long ago.

So I started at the bare metal, the lithium. I ran the NCR18650BF cell just by itself against a load of .2C or .67A and a cut-off voltage of 2.50V, the same test that Panasonic uses to get their original rating, and got a capacity of 11.4834Wh, which is just slightly under the "Minimum" rating for the cell, but it's close enough that I can't fault Anker for it.

This is the real-world, best-case, available capacity of the cell before it goes through any other losses, such as those introduced by the DC/DC conversion up to 5V, before the voltage drop in your USB cable, and before the conversion losses in your device as it charges the internal battery. We're already starting the race a with a handicap, but everyone has a similar handicap.

However, capacity is more than just age, it's also directly related to current draw. The harder you run the battery, the lower the available capacity of the cell is. Furthermore, generally speaking DC boost converters like the type used in consumer hardware also lose efficiency as the input voltage drops. To determine how hard the USB circuit runs the battery and look for efficiency losses, I removed the battery and connected the circuit to the monitored output on the lab power supply. Using the electronic load I applied a 5V 1A load to the USB port and monitored current draw from the power supply:

USB Load Battery Load DC Boost Efficiency
5.000V @ 1A = 5.00W 1.349A @ 4.2V = 5.67W 88.2%
4.991V @ 1A = 4.99W 1.637A @ 3.6V = 5.89W 84.7%
4.988V @ 1A = 4.99W 1.825A @ 3.2V = 6.06W 82.3%

Anker claims 90% efficiency with their DC converters, but since they do not publish their testing process or procedure it is impossible to know under what ideal conditions they performed their tests. What is clear however, is that however great their design is, it fails to meet 90% efficiency in the specific battery that I took apart. Based on conversations with Anker, they are constantly updating and making changes to their designs, which is great, but because these changes aren't publicly tracked and because the batteries are sealed, there is no simple way to know what the characteristics of your battery are. It may sound like I am being harsh with Anker, but I am not. These are simply the facts, and the truth is that in my experience most of Anker's competitors are far worse. The point of this breakdown is to provide some real-world data on a product.

Something else that I observed on the Astro Mini that I took apart (we'll call it "Unit A") is that the USB circuit was prone to overheating. While it didn't prevent the unit from working, it did reduce the power output and decrease efficiency as it heated up. I verified this by using Freeze Spray, and found that a short blast of freeze spray dropped the temperature instantly and restored efficiency back to the numbers above. It bears noting that so far all of the tests that we have discussed were performed on a battery that was labeled as "Astro Mini" and it is possible that my battery was manufactured during the early stages of the production shift. The rest of the batteries, units B through D, all exhibited different qualities that as I will discuss later, but I did not cut any of those open since I wanted to limit how much I was spending out of pocket.

Remember the first capacity test I did? It was only run at .67A because that's the rate that Panasonic-Sanyo used for measuring the published capacity of the cell. That capacity will be lower when drained faster and as you can see above, in order to charge your device at 5V @ 1A, the drain on the battery cell is more than twice that. Since modern lithium cells have a stated nominal voltage of 3.6V, I used the current draw of 1.637A and cut-off voltage of 2.50V to re-assess the capacity of the bare NCR18650BF cell to determine the actual available capacity at the higher drain rate. Result? 11.08Wh. So as you can see, using the cell as intended we've already lost about .40 Wh of energy capacity before we even touch the losses in the boost circuit, and that's assuming a cut-off voltage of 2.50V! In my testing I found that when drawing 5V @ 1A the boost circuit cut-off and shut down when the cell voltage dropped to approximately 3.20V, which means we're still leaving some Watt-minutes on the table. How many?

Start Voltage End Voltage Current Draw Capacity
4.20V 3.20V 1.67A 9.54Wh
3.20V 2.50V 1.67A 1.54Wh

Anker is still leaving over 1.5Wh on the table! That's akin to a car manufactuer giving you a 11.08 gallon tank, but not designing the car in a way that it can access the last 1.54 gallons, almost 14% of your tank's capacity. Ever. They could have had great reasons for this, ranging from increased cycle life to thermal management and safety, and I am not in a position to refute them, but it's an interesting observation nonetheless. Furthermore, these are all tests on individual components. At the end of the day, what really matters is how the customer will use the battery, so let's get to...

[Real-World Capacity and Performance]

These tests were all performed with the batteries fully sealed, assembled, and as they came directly from Amazon. In total, I tested four batteries, two of which were marked as "Astro Mini", and two of which were marked "PowerCore+ Mini", all of which were marked 3350mAh/12.06Wh. All of them were ordered as "PowerCore+ Mini" from Amazon. They were all designated Units A through D.

For the testing procedure, I charged each battery through the USB Micro port per the instructions from Anker until they were full. I then connected each battery to the electronic load and programmed the load for a constant current draw of 1.000A, and measured the output voltage ten times per second until the battery died. Each test was performed three times and the results were averaged. The results were beyond interesting to say the least, as no two batteries performed alike.

Item Received Item Model Available Capacity
Astro Mini (Black) (Unit A) A1105 8.769Wh
Astro Mini (Black) (Unit B) A1105 9.345Wh
PowerCore+ Mini (Silver) (Unit C) A1104 8.607Wh
PowerCore+ Mini (Black) (Unit D) A1104 9.578Wh

The difference in capacity between the best-performing battery and the worst-performing battery was over 11%!!! I've attached the discharge curves for each battery to this review. My notes regarding each unit tested are as follows:

Astro Mini (Black) (Unit A):
Discharge remained flat and stable until the battery was approximately 75% depleted, at which point the voltage became unstable and dropped significantly. Based on the erratic behavior of the drop I believe the boost circuit began to overheat as it tried to cope with the lower input voltage of the battery cell.

Astro Mini (Black) (Unit B):
Discharge failed to remain flat after approximately 10% capacity used and declined consistently and rapidly through the complete discharge cycle. The relatively smooth discharge curves indicates a failure of the boost circuit's design to maintain 5V @ 1A. Based on observations with Unit A it is possible that overheating contributed to this, but since I did not cut open the exterior casing this is just an educated guess.

PowerCore+ Mini (Silver) (Unit C):
Discharge remained extremely flat through the cycle and output voltage increased slightly as charge was slowly drained. Based on conversations with Anker this is likely due to Anker's "Voltage Boost" feature which provides a slightly higher output voltage in order to compensate for the loss in the USB cable. While this does provide a slightly faster charge, it also results in a slightly lower available battery capacity, although this small discrepancy alone does not account for the near 1Wh difference between Units C and D.

PowerCore+ Mini (Black) (Unit D):
Out of all four batteries, Unit D exhibited the best performance. The output was not only super-flat through the discharge cycle, the available capacity tipped the scales at 9.578Wh @ 1A draw, which was better than any other of the batteries that I tested. Interestingly enough, the "Voltage Boost" feature appeared to be absent from this particular unit, as well as units A and B.

So what does all this mean? First, it is important to note that I was using a programmable load for testing, and not a device. In actual usage, your device is always going to try to draw 5V, and if the battery can't maintain it, the current output will drop, resulting in a slower charge rate.

I would also like to make clear that charge rate and battery capacity are completely independent of each other. While charging a device as fast as possible might be the most important thing when connected to a wall outlet, that may shift when one starts to think about how a portable battery is used. Personally, I would much rather have my phone take a few more minutes to charge to a higher percentage, than to charge much faster to a lower one.

All that said, I am somewhat unhappy with how inconsistent the results were. I ordered four of the same battery, and ended up with four batteries that performed completely differently, which brings me to...

[Anker's Response]

On 11/23/2015 I forwarded my results to Anker Support along with relevant purchase dates, serial numbers, and other information they requested. Anker followed up with me later that day, and explained that not only were the Astro Mini units possibly shipped out to me because of a fulfillment error in the system, but that at least one of them, possibly both of them, may be "defective". I'm putting defective in quotes here because this is an issue with a lot of grey area. Batteries in the real world are not an exact science, and there is a "range" that is considered normal. Even though the results may look bad when the data is presented the way I have presented it, without knowing the design intent it is difficult to know if the problem is really a defect in manufacturing, poor quality control, over-eager marketing, or some combination of these issues.

The Anker representative advised that they would replace Units A and B with new PowerCore+ Mini's from Amazon's inventory because of the order-mix-up and possible defects. When I pressed for more information about why there would be a nearly 1Wh difference between the other two batteries I had, Units C and D, and why one of them appeared to have Voltage Boost but not the other, I was advised that they would send a message to the Product Management team and get back to me. This review will be updated with that response when if and when it is received, along with additional capacity measurements for the replacement batteries I receive.

[A Note About Cables]

Not all USB cables are created equal, and I'm not just talking about how they look or feel. When it comes to charging, the two most important factors that will affect your charge rate and efficiency are cable length, and conductor size. The longer the cable, the higher the resistance, the lower the efficiency. Thinner wires also result in a lower current carrying capacity, a higher resistance, and lower efficiency.

So while that extra-long or extra-cheap cable might be really convenient while traveling or easy on the wallet, if you use it with an external battery you're throwing away capacity. In my preliminary tests of several cables I saw some of the worst cables reduce efficiency by up to 40%!!! This is a ridiculous number, and it doesn't just mean slower charging. It means you're potentially throwing away vast amounts of battery capacity in your external battery pack by using an inadequate cable.

My recommendation, when using an external battery use the shortest cable you can get away with using comfortably. If that means you have to carry around two different lengths of cable, so be it. Don't waste your precious battery power!

[Final Thoughts]

So far my impression is that Anker is a high quality vendor with a high quality product that is possibly a victim of their own success right now. I don't know how many batteries they're producing right now, but as one of the top vendors on Amazon, it's got to be astronomical. What I would like to find out is if the issues that I observed in my technical analysis were short-term incidents or long-term problems, and only time will tell. Certainly Anker's customer service is beyond reproach, and based on my experiences so far I am confident that Anker will fully stand behind their 18-month warranty if anyone reports any problems. It is unfortunate that most customers wouldn't know necessarily if their battery is not performing ideally or not, but then again, most customers probably wouldn't care at this price point. If you were to ask me which brand I would buy following the conclusion of this review, for the moment I would still say Anker. :-)

Finally, I've put a ridiculous amount of effort into writing up this review. [...] If you think something could make it better, leave a comment!

802 of 843 people found the following review helpful.
Anker hit a home run!
By Happy Customer
I bought a couple of these a while ago and now I'm picking up a couple more as gifts. Anyone who has a smartphone should have one.

I was thinking of ideas to protect these from water and debris in my pocket or backpack. The simplest idea I came up with was to pickup some rubber chair tips at the hardware. Size 7/8 to 1 inch. They fit perfectly and do a good job of protecting them. Anker hit a home run with this product. Five stars.

995 of 1067 people found the following review helpful.
Great product with just a few minor, very minor flaws
By Renato
This is a very good product, holds a lot of charge and I'm giving 4 stars because it has a few minor, very minor annoyances.

Pros
- Small. (The diameter is about the same of a nickel and the length is about 2 AA batteries stacked on top of each other. See my images)
- Comes with a nice little bag that can hold the battery as well as a cable. (Note that it comes with a USB > Micro USB cable to charge the battery but you need to use your USB > X cable where X is the type of connector your phone or electronic device uses.
- Different colors. If you have a silver iPhone for example, you can get the silver battery. Same thing with the gold phone.
- Holds a decent amount of juice for its size. I had my iPhone 6 with 0 battery. I was able to charge it from 0 to 100% and the battery still had juice. I'll do more testing and update my review.

Cons
- The button to turn it on is hard to press, especially if you have your USB cable connected. It has its advantage because if you put it in a bag it won't accidentally turn on.. But it could be a little easier to press. So basically you need to turn the battery on and then plug the cable.
- There is no indicator of how much juice you have left. The competitor (Jackery� Mini Premium) has 4 lights to show the amount of battery left, but on the other hand it's square so it's harder to carry in your pocket and that's the reason I got the Anker�.
- It's a little heavier than you would expect. Maybe because it's small. But this is not a major issue.

See my images for more details:

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Anker PowerCore+ mini, 3350mAh Lipstick-Sized Portable Charger (3rd Generation, Premium Aluminum Power Bank), One of the Most Compact Exter PDF