Warranty and discrete preventive maintenance

Preventive maintenance actions over the warranty period have an impact on the warranty servicing cost to the manufacturer and the cost to the buyer of fixing failures over the life of the product after the warranty expires. However, preventive maintenance costs money and is worthwhile only when these costs exceed the reduction in other costs. The paper deals with a model to determine when preventive maintenance actions (which rejuvenate the unit) carried out at discrete time instants over the warranty period are worthwhile. The cost of preventive maintenance is borne by the buyer. (C) 2003 Elsevier Ltd. All rights reserved.

Optimal periodic preventive maintenance policy for leased equipment

For leased equipment the lessor incurs penalty costs for failures occurring over the lease period and for not rectifying such failures within a specified time limit. Through preventive maintenance actions the penalty costs can be reduced but this is achieved at the expense of increased maintenance costs. The paper looks at a periodic preventive maintenance policy which achieves a tradeoff between the penalty and maintenance costs. (c) 2005 Elsevier Ltd. All rights reserved.

Gas dispersion measurements in industrial flotation cells

For nearly 100 years, the flotation plant metallurgist has often wondered what is happening 'beneath the froth'. To assist in unravelling this mystery, new technology has been developed as part of the Australian Mineral Industries Research Association (AMIRA) P9 project, to measure gas dispersion characteristics (such as gas hold-up, superficial gas velocity and bubble size) in industrial flotation cells. These measurements have been conducted in a large number of cells of different types and sizes by researchers from the Julius Kruttschnitt Mineral Research Centre (JKMRC) and JKTech. A large database has been developed and the contents of this database are described in this paper. Typical cell characterization measurements show a wide spread in values, even in the same cell types and sizes performing similar duties. In conventional flotation cells, the typical gas hold-up values range from 3% to 20%, bubble sizes range between I and 2 mm, and superficial gas velocity ranges from 1 to 2.5 cm/s. The ranges of cell characterization measurements given in this paper will enable plant personnel to compare their operation to other similar types of operations from around Australia and the rest of the world, giving opportunities for further improvement to flotation plant operations. (C) 2005 Elsevier Ltd. All rights reserved.

Gas dispersion measurements in industrial flotation cells

For nearly 100 years, the flotation plant metallurgist has often wondered what is happening ‘beneath the froth’. To assist in unravelling this mystery, new technology has been developed as part of the Australian Mineral Industries Research Association (AMIRA) P9 project, to measure gas dispersion characteristics (such as gas hold-up, superficial gas velocity and bubble size) in industrial flotation cells. These measurements have been conducted in a large number of cells of different types and sizes by researchers from the Julius Kruttschnitt Mineral Research Centre (JKMRC) and JKTech. A large database has been developed and the contents of this database are described in this paper. Typical cell characterisation measurements show a wide spread in values, even in the same cell types and sizes performing similar duties. In conventional flotation cells, the typical gas hold-up values range from 3 - 20 per cent, bubble sizes range between 1 and 2 mm, and superficial gas velocity ranges from 1 to 2.5 cm/s. The ranges of cell characterisation measurements given in this paper will enable plant personnel to compare their operation to other similar types of operations from around Australia and the rest of the world, giving opportunities for further improvement to flotation plant operations.

Business education in operations management

This paper examines trends in the practice of Operations Management and in teaching the field in major Business Schools. Operations Management has been defined as the design and management of transformation processes that create value for society. The operations function is the one function directly involved in that transformation, and hence is directly responsible for the activities that justify the existence of the firm, both economically and as a value-creating organization in society. The top rated schools in Operations Management are the top-rated research-intensive Business Schools in the world. Operations Management is an area that has been undergoing rapid change in response to changes in business practices worldwide. It is at the heart of changes of which the AACSB report Management Education at Risk, August 2002 (p 20), comments of Business Schools in general: ‘With regard to global relevance (of Business Schools), the complex opportunities and challenges that emanate from the world scope of operations, outsourcing, supply chains, partnerships, and financial and consumer markets – all linked in real time through the Internet – are not reflected adequately in curricula and learning approaches.’ Products, and even services, depend increasingly on advanced technology. This is true globally and especially so for countries in South East and East Asia, from which Australian Universities draw a significant number of students. Services operations management has become much more important, while there are both educational and industrial needs in management science or operations research.