TITLE

Japanese Laser Maker Moves Production to U.S

PUB. DATE
October 2007
SOURCE
Metal Center News;Oct2007, Vol. 47 Issue 11, p54
SOURCE TYPE
Trade Publication
DOC. TYPE
Article
ABSTRACT
The article focuses on the move of Koike Sanso Kogyo of Japan to expand its production of laser cutting machine at its subsidiary, Koike Aronson Inc./Ransome, in Arcade, New York. The 6KW Lasertex machine production started in the second quarter of 2007. The Koike officials anticipate the move to reduce lead times by 50% and decreases the cost of laser cutting machines to its American customers. Kokie's chief executive Jerry Leary expects the move to add $8-$10 million in revenues by 2009.
ACCESSION #
27269012

 

Related Articles

  • What Needs to Be Managed in a Project?  // Grovo Learning: What Needs to Be Managed in a Project?;2016, p1 

    Video length: 2 minutes and 1 second. There are three main factors you need to manage in order to keep a project running smoothly: a project's time, cost, and scope. Changes in one side of the ""triangle"" always impact the other two, and projects often have a ""fixed"" side of the triangle,...

  • Bounds on expected project tardiness. Birge, John R.; Maddox, Marilyn J. // Operations Research;Sep/Oct95, Vol. 43 Issue 5, p838 

    A frequent goal in scheduling projects and production operations is determining the financial impact of project duration or production lead time. This paper considers net project value effects that increase proportionally to time in excess of a deadline. New bounds on the expected value of these...

  • Asymptotic Optimality of Order-Up-To Policies in Lost Sales Inventory Systems. Huh, Woonghee Tim; Janakiraman, Ganesh; Muckstadt, John A.; Rusmevichientong, Paat // Management Science;Mar2009, Vol. 55 Issue 3, p404 

    We study a single-product single-location inventory system under periodic review, where excess demand is lost and the replenishment lead time is positive. The performance measure of interest is the long-run average holding cost and lost sales penalty cost. For a large class of demand...

  • BUILDING AN AUTOMATED TASK DELEGATION ALGORITHM FOR PROJECT MANAGEMENT AND DEPLOYING IT AS SAAS. POP, BOGDAN // Studia Universitatis Babes-Bolyai, Informatica;Mar2013, Vol. 58 Issue 1, p58 

    A large number of project management applications currently exist, some focusing on certain features or domains, while others are de- signed to work in multiple scenarios and domains. Task delegation and resource allocation is one of the crucial parts of project management. Errors in this aspect...

  • Making Mid-Course Corrections to Improve Project Management. Borchardt, John K. // Contract Management;Jul2011, Vol. 51 Issue 7, p52 

    The article offers advice to project managers who need to make corrections in the mid-course of projects and to redirect focus on goals that will help improve project management. The approaches include balancing projects costs, taking advantage of schedule float, and reducing overall project...

  • CMM CONTRIBUTES TO BIG SAVINGS.  // MWP;Mar2013, Vol. 157 Issue 2, p68 

    The article reports that according to Applications Additives Avancées (3A), the Nikkon Metrology CMM and system has reduced lead-times and lowering costs in the manufacture of medical, aerospace and other mechanical components. The company services the medical sector, which accounts for 75%...

  • TURN, TURN, TURN.  // Canadian Plastics;May2011, Vol. 69 Issue 2, p18 

    The article discusses about unscrewing components that shorten leadtimes and also lessen component prices and cut cycle times. The goal is to remove the need to continually open and close a die to fine-tune inner and outer casting threads. It mentions that companies like DMS (Canada) Ltd. and...

  • PRODUCTION LEAD TIME VARIABILITY SIMULATION - INSIGHTS FROM A CASE STUDY. Finke, Gandolf R.; Singh, Mahender; Schönsleben, Paul // International Journal of Industrial Engineering;2012, Vol. 19 Issue 5, p213 

    We study the impact of disruptions to operations that can cause deviations in the individual processing time of a task, resulting in longer than planned production lead time. Quality, availability of capacity and required material as well as variability in process times are regarded as drivers...

  • Design of Production Performance Improvement System of Aromatic Chemical Industry. Miftah Fauzi, Anas // International Journal of Business & Management;Apr2014, Vol. 9 Issue 4, p140 

    Competitiveness of Indonesian essential oil industry is still low due to inefficiency in the production and uncertainty in the availability. Lean production system is reported to have the capability to improve efficiency through lowering cost, reducing lead time (faster delivery) and higher...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics