DETERMINATION OF CHLORFENVINPHOS, FIPRONIL, AND CYPERMETHRIN RESIDUES IN MEAT AND BOVINE FAT USING QUECHERS METHOD AND GAS CHROMATOGRAPHY-MASS SPECTROMETRY

Analytic methods were applied and validated to measure residues of chlorfenvinphos, fipronil, and cypermethrin in meat and bovine fat, using the QuEChERS method and gas chromatography-mass spectrometry. For the meat, 2 g of sample, 4mL of acetonitrile, 1.6 g of MgSO4, and 0.4 g of NaCl were used in the liquid-liquid partition, while 80 mg of C18, 80 mg of primary and secondary amine and 150 mg of MgSO4 were employed in the dispersive solid-phase extraction. For the fat, 1 g of sample, 5 mL of hexane, 10 mL of water, 10 mL of acetonitrile, 4 g of MgSO4, and 0.5 g of NaCl were used in the liquid-liquid partition and 50 mg of primary and secondary amine and 150 mg of MgSO4 were used in the dispersive solid-phase extraction. The recovery percentages obtained for the pesticides in meat at different concentrations ranged from 81 to 129% with relative standard deviation below 27%. The corresponding results from the fat ranged from 70 to 123% with relative standard deviation below 25%. The methods showed sensitivity, precision, and accuracy according to EPA standards and quantification limits below the maximum residue limit established by European Union, except for chlorfenvinphos in the fat.

Reference model for implementing an MRP system in a highly diverse component and seasonal lean production environment

Companies are currently choosing to integrate logics and systems to achieve better solutions. These combinations also include companies striving to join the logic of material requirement planning (MRP) system with the systems of lean production. The purpose of this article was to design an MRP as part of the implementation of an enterprise resource planning (ERP) in a company that produces agricultural implements, which has used the lean production system since 1998. This proposal is based on the innovation theory, theory networks, lean production systems, ERP systems and the hybrid production systems, which use both components and MRP systems, as concepts of lean production systems. The analytical approach of innovation networks enables verification of the links and relationships among the companies and departments of the same corporation. The analysis begins with the MRP implementation project carried out in a Brazilian metallurgical company and follows through the operationalisation of the MRP project, until its production stabilisation. The main point is that the MRP system should help the company's operations with regard to its effective agility to respond in time to demand fluctuations, facilitating the creation process and controlling the branch offices in other countries that use components produced in the matrix, hence ensuring more accurate estimates of stockpiles. Consequently, it presents the enterprise knowledge development organisational modelling methodology in order to represent further models (goals, actors and resources, business rules, business process and concepts) that should be included in this MRP implementation process for the new configuration of the production system.

Evaluation of plasmatic MMP-8, MMP-9, TIMP-1 and MPO levels in obese and lean women

Objectives: To compare the plasma concentrations of matrix metalloproteinase (MMP)-9, tissue inhibitor of MMP (TIMP)-1, MMP-8, and myeloperoxidase (MPO) for obese and lean women. Design and methods: We recruited 30 lean and 36 obese women without comorbidities. The MMP-9, TIMP-1, and MMP-8 levels were measured using enzyme-linked immunosorbent assay (ELISA). MPO activity was assessed by a colorimetric assay. Results: Obese women had higher MMP-9 levels and MMP-9:TIMP-1 ratios than lean women. Conversely, the MMP-8 levels and MMP-8:TIMP-1 ratios in the obese women were significantly lower than those in the lean women despite neutrophil activation, which was assessed by MPO activity., Conclusion: We observed that MMP-9 and MMP-8 had distinct profiles, which suggested that these 2 enzymes play different roles in obesity. (C) 2012 The Canadian Society of Clinical Chemists. Published by Elsevier Inc. All rights reserved.

Brazeability of UNS 32101 and UNS S32304 lean duplex stainless steels

CAPES

Incorporating IT & AT Convergence into Lean Thinking/Six Sigma via the Smarter Operation Transformation (SOT) Methodology

The growing demands for industrial products are imposing an increasingly intense level of competitiveness on the industrial operations. In the meantime, the convergence of information technology (IT) and automation technology (AT) is showing itself to be a tool of great potential for the modernization and improvement of industrial plants. However, for this technology fully to achieve its potential, several obstacles need to be overcome, including the demonstration of the reasoning behind estimations of benefits, investments and risks used to plan the implementation of corporative technology solutions. This article focuses on the evolutionary development of planning and adopting processes of IT & AT convergence. It proposes the incorporation of IT & AT convergence practices into Lean Thinking/Six Sigma, via the method used for planning the convergence of technological activities, known as the Smarter Operation Transformation (SOT) methodology. This article illustrates the SOT methodology through its application in a Brazilian company in the sector of consumer goods. In this application, it is shown that with IT & AT convergence is possible with low investment, in order to reduce the risk of not achieving the goals of key indicators.

Androgen receptor gene polymorphisms lean mass and performance in young men

[EN] The exon-1 of the androgen receptor (AR) gene contains two repeat length polymorphisms which modify either the amount of AR protein inside the cell (GGN(n), polyglycine) or its transcriptional activity (CAG(n), polyglutamine). Shorter CAG and/or GGN repeats provide stronger androgen signalling and vice versa. To test the hypothesis that CAG and GGN repeat AR polymorphisms affect muscle mass and various variables of muscular strength phenotype traits, the length of CAG and GGN repeats was determined by PCR and fragment analysis and confirmed by DNA sequencing of selected samples in 282 men (28.6 +/- 7.6 years). Individuals were grouped as CAG short (CAG(S)) if harbouring repeat lengths of 21. GGN was considered short (GGN(S)) or long (GGN(L)) if GGN 23, respectively. No significant differences in lean body mass or fitness were observed between the CAG(S) and CAG(L) groups, or between GGN(S) and GGN(L) groups, but a trend for a correlation was found for the GGN repeat and lean mass of the extremities (r=-0.11, p=0.06). In summary, the lengths of CAG and GGN repeat of the AR gene do not appear to influence lean mass or fitness in young men.

Riconfigurazione delle linee di assemblaggio manuale presso una azienda produttrice di macchine per l'agricoltura: applicazione delle 5S e dei principi di Lean Production nella transizione in ottica Pull

“Lean Thinking” non è semplicemente una nuova metodologia organizzativa, ma rappresenta un nuovo modo di ragionare, teso ad accrescere la flessibilità dell’impresa attraverso un ripensamento dell’intero flusso di creazione del valore, dalla progettazione fino alla gestione degli ordini. Questo lavoro presenta i risultati che un’azienda produttrice di macchine per l’agricoltura, la Gallignani di Russi, ha ottenuto in campo logistico e produttivo, grazie all’applicazione dei principi della Lean Production.

Logiche e modelli operativi del Lean Manufacturing: il caso di un'impresa del settore meccanico

Il cambiamento organizzativo costituisce oggi un elemento fondamentale per la sopravvivenza dell'impresa. Un approccio al cambiamento è costituito dal Total Quality Management (o Qualità Totale). La Qualità Totale pone il cliente e la sua soddisfazione al centro delle decisioni aziendali. Ciò presuppone un coinvolgimento di tutto il personale dell'impresa nell'attività di miglioramento continuo. Un sistema di gestione della Qualità Totale è rappresentato dalla Lean Manufacturing. Infatti, i punti essenziali della Lean Manufacturing sono il focus sul cliente, l'eliminazione degli sprechi ed il miglioramento continuo. L'obiettivo è la creazione di valore per il cliente e, quindi, l'eliminazione di ogni forma di spreco. E' necessario adottare un'organizzazione a flusso e controllare continuamente il valore del flusso nell'ottica del miglioramento continuo. Il Lead Time costituisce l'indicatore principale della Lean Manufacturing.I risultati principali della Lean Manufacturing sono: aumento della produttività, miglioramento della qualità del prodotto, riduzione dei lead time e minimizzazione delle scorte ed aumento della rotazione. Tutto ciò è applicato ad un caso aziendale reale. Il caso si compone di un'analisi dei processi di supporto, dell'analisi del capitale circolante (analisi dello stock e del flusso attuale e futuro) e dell'analisi del sistema di trasporto, con l'obiettivo di ridurre il più possibile il lead time totale del sistema.