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Challenged by an increasingly niche-oriented automotive market, The Chrysler Group (Auburn Hills, MI) must increase the number of models it offers while decreasing its capital investment. The company plans to offer 50% more models in 2009 compared to 2004, according to John Felice, VP of manufacturing, technology and global enterprise for Chrysler.

Batch and queue is the hallmark of a mass production system. Parts are processed, moved in large quantities to the next process, wait for their turn, are processed, and moved as a batch to the next process.

Here’s something you can cut out and hang on your bulletin board if you run a manufacturing company, large or small. I’ve spent nearly 60 years thinking about the factory floor, and here’s how I believe it should be run.

Getting fast, accurate data delivered to the palm of your hand is helping drive demand for enterprise resource planning (ERP) software. With the popularity of smartphones and tablets, manufacturers are capitalizing on the ability to get critical factory operational data from ERP, manufacturing execution systems (MES) and enterprise manufacturing intelligence (EMI) applications into the hands of the right decision-makers in a timely manner.

Dunnage used to ship and process automotive parts on the shop floor is a key component in the overall manufacturing process, yet it is often overlooked when companies are working to make lines lean and green. Today, it is important that manufacturers know that most dunnage used to transport parts from start to finish can be reused for the lifetime of production.

Waste isn’t to be found only in a company’s operations and manufacturing activities. It can be a drag on innovation in the R&D department as well. As businesses in every sector make their way through an uncertain economy, launching new products that deliver value to customers and create new revenue streams is a critical but difficult task.

A self-described “river rat” during his teenage years, Herbert B. Voelcker grew up in the small town of Tonawanda, NY, just north of Buffalo, where as a young man he grew to love the water, boats, and steam engines. His early fascination with how things worked eventually led him to study mechanical engineering at the Massachusetts Institute of Technology (Cambridge, MA), and to embark later on a greatly varied technical career highlighted by his research into the mathematical foundations for 3-D solid modeling.

Stability on the floor, and all of the subsequent positives associated with stability, are the objectives of this lean tool

M. Eugene Merchant began his career in 1936 at the Cincinnati Milling Machine Co. (later Cincinnati Milacron), where he went to work analyzing the nature of friction between the cutting tool and the chip. The young engineer eventually developed a mathematical model of the metalcutting process that is still taught and used today.

Keeping products clean is becoming a more significant part of manufacturing as standards for cleanliness, deburring, and finish grow more stringent.