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ENGINEERING OF PLANNING AND DESIGN In the Code of Ethics1 for Engineers, the Engineers registration Board says,

“Engineers should uphold and advance the integrity, honour and dignity of the Engineering profession by using their knowledge and skill for the enhancement of human welfare.”

PRINCIPLES OF PLANNING AND DESIGN HUMAN NEEDS IN KENYA The human need of an entire country is measured by the state of human welfare. Several indicators measure human welfare in all countries. PERFORMANCE OF KENYA FOR THE YEAR 2001 The position of five countries for the year 2001 according to UNICEF basic indicators of human welfare is summarised in Table 1 below: Table 1:Basic indicators2 of human welfare for five countries in Year 2001 Country Indicator

Kenya India Egypt China United Kingdom

U5-MR (per 1000) 122 93 41 39 7 GNI (US $) 340 460 1530 890 24230 Sch. Enrolment % 74 76 86 93 99 Life Expectancy 50 64 68 71 78 Literacy % 82 56 55 85 -

COMPARATIVE PROGRESS OF KENYA BETWEEN 1960 AND 2001 Table 2 shows the performance for 1960 and 2001 with respect to the indicator of Under five-Mortality Rate (U5-MR). Comparing the change in U5-MR between 1960 and 2001 provides a measure of comparative progress. This may be summarised by the observation that out of the five countries examined, Kenya was second best to U.K. in 1960, but by 2001, Kenya was worse compared to all the other four countries namely, Egypt, India, China, and U.K. Table 2:Changes in U5-MR indicator of human welfare for five countries (1960-2001) Country Indicator


U5-MR (per 1000) 1960 205 242 282 225 27 U5-MR (per 1000) 2001 122 93 41 39 7 Progress=1960/2001 ratio 1.7 2.6 6.8 5.7 3.8 Relative progress position 5 4 1 2 3

1 Code of Ethics, Engineers Registration Board, Kenya, 1990 2 UNICEF, The state of the World’s Children 2003

Principles of Engineering Design Nyangasi

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PRINCIPLES OF ENGINEERING DESIGN Definition of Design Design is the formulation of plans for the satisfaction of a human need. The two terms, planning and design are therefore often used interchangeably, or side by side. For example, in Engineering Design, the preliminary stage, during which the economic viability of an engineering project is examined, is usually referred to as planning; while the next stage during which technical details are elaborated, is referred to as design. Philosophy of Design From experience, it has been found that, a best practice for carrying out the design activity should proceed according to the following sequence of steps or process3 stages : (1) Recognition of need; (2) Definition of problem; (3) Formulation, synthesis, or creation, of a concept or possible solution; (4) Analysis and optimisation (of the concept); (5) Presentation; (6) Evaluation. The design philosophy (logic) described above is a decision making process, for choosing from among alternative courses of action, according to some criteria adopted by the decision maker. The term philosophy of design therefore refers to a logical process for performing the design activity, rather than the content of the activity. The same process (or logic) is therefore applicable in diverse areas of planning and design. PRESENTATION (STAGE 5): This is the stage of communicating the results of the design or planning exercise. The stage of presentation is vital in establishing the existence of the plan or design. This existence of a plan is established by communicating the content of the plan through available communication media, such as reports, drawings, and oral presentation. EVALUATION (STAGE 6): At the stage of evaluation, the design or planning results are analysed and compared with the objectives or performance requirements specified at the target setting stage of definition of the problem. Evaluation starts with the assessment of technical feasibility of the design, but ends with assessment of economic feasibility of the investment. 3 Mechanical Engineering Design, Shigley, Joseph, E., McGraw-Hill Book Company, 1963.


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IMPLEMENTATION Implementation is not part of the design or planning exercise. After the plan is completed, it can then be implemented by providing the prescribed population of physical structures, machines, men, materials and services, and activity schedules. If it is the plan of a production facility, production can commence when management places orders for the delivery of a specified quantity of goods or services. EMPIRICAL PRINCIPLES OF ENGINEERING DESIGN These are factual statements, derived from experience, that characterise the guidelines, requirements, and procedures, that are necessary for the technical success of the engineering design process. These empirical principles are: 1) The material nature of the object of engineering design The object of design is a material good or service which is physically realisable. Which simply means that Engineering design has an authentic purpose, and is not hypothetical. Furthermore, the objects are not meta-physical; 2) The iterative nature of the design process Design is an iterative problem-solving process; in which the list and timetable of activities identified as philosophy of design, are applied repeatedly, until a satisfactory solution is obtained; 3) The decision-making nature of the design process Design is a progression from the abstract to the concrete; starting with probably abstract ideas about need, and thereafter elaborating detailed specifications of the object that would satisfy the need identified; 4) The structure of the design problem at the appex of a hierarchy of sub-problems In attending to the solution of a design problem, there is uncovered a substratum of sub-problems; and the solution to the original problem, is dependent on the solution of the sub-problems. This statement re-iterates the process of synthesis and analysis. Synthesis creates the whole from the parts. Analysis achieves the opposite and resolves the whole into parts. The statement therefore says that the whole can only determined by elaborating the parts. A concept is not designed, until the parts are designed; 5) The information processing feature of the engineering design process Design is a processing of information that results in a transition from uncertainty to certainty, regarding the success or failure of the design; 6) When to terminate a design project A design project or sub-project is terminated whenever confidence in its failure is sufficient to warrant its abandonment, or is continued when confidence in an available design solution is high enough to warrant the commitment of resources necessary for the next phase; 7) The existence of a design solution in available modes of communication A design is a description of an object and a prescription for its production or construction; therefore it will have existence to the extent that it is expressed in the available modes of communication, such as graphic (drawings), written (reports), and verbal presentation.


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ETHICAL PRINCIPLES OF ENGINEERING DESIGN These are statements or guidelines that respond to ethical issues of the designer’s responsibility to society, recognising the fact that while a design problem has no unique answers, the designer has to consider and reconcile the possibly conflicting interests and value judgements of the consumer, producer, distributor and himself. These ethical principles are: (1) Human needs, Engineering design, and Technological factors

Engineering Design must be a response to individual or social needs which can be satisfied by the technological factors of culture. Technological factors of culture are the library of production techniques available from human History, including those that science has yet to explain.

(2) The planning or design process has a cost which must be controlled Information and its processing has a cost, which must be balanced by the worth of the evidence bearing on the success or failure of the design;

(3) Avoidance of pre-mature decisions In the solution of a design problem at any stage of the process, commitments which fix future design decisions must not be made beyond what is necessary to execute the immediate solution. This will allow the maximum freedom in finding solutions to sub-problems at lower levels of design.

(4) The need for economic viability The good or service, described by a design, must have utility to the consumer that equals or exceeds the sum of the proper costs incurred in making it available to him, the test of economic viability;

(5) The need for financial viability The operations of designing, producing and distributing the good must be financially supportable, the test of financial viability;

(6) The need for optimal choices The choice of a design concept must be optimal among the available alternatives;

(7) Criteria of optimality to be agreed with stake-holders Optimality must be established relative to a design criterion (such as quantity, quality, cost, etc.), which represents the designer’s compromise among possibly conflicting value judgements that include those of the consumer, the producer, the distributor and his own.


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EXAMPLE 1

Planning and design Of a

Country’s constitution

Case study Constitution of Kenya

November 2002


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DESIGN OF A NEW CONSTITUTION FOR KENYA The purpose of the constitution of a country is to provide a system for social organisation and governance. Identification of human need In the year 2002, the solution to the need for a system of social organisation and governance in Kenya was the then existing Constitution, adopted at independence in 1963. That solution or concept was the assembly of its parts. The concept is shown in Table 1.2, where it is represented by the assembly of its parts, the chapters of the then existing Constitution. TABLE 1.2: CHAPTERS OF THE CONSTITUTION4 OF KENYA IN 2002

(1) The Republic of Kenya (2) The Executive (3) Parliament (4) The Judicature (5) Protection of Fundamental Rights and Freedoms of the Individual (6) Citizenship (7) Finance (8) The Public Service (9) Trust Land (10) General (11) Transitory

However, the public clamour for a new constitution, culminating in the appointment of a Constitution of Kenya Review Commission in 2002, proved that the solution shown in Table 1.2 was not satisfying the intended purpose. The product was therefore considered as being of poor quality. The human need was therefore stated as a “better system of social organisation and governance”. To define the problem better, and to propose a solution, a Constitution of Kenya Review Commission was established, with the objective of designing a new Constitution. Definition of the Problem To define the problem, the Constitution of Kenya Review Commission organised a massive study to gather and analyse data that would determine and specify requirements that should be met by the new Constitution. The Commission received 35,015 written submissions from individuals and organised groups. Other data was gathered from numerous hearings at which verbal presentations were received and transcribed. 4 Constitution of Kenya


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The constitution of Kenya review commission submitted its report on 18th September, 2002. In that report, the human need that a new Constitution was expected to satisfy was roughly quantified under the “Thirteen main points from the people”. These are the requirements that were to be met by the new Constitution and are reproduced at Table 1.3. It can be seen that the requirements are presented in the language of the ordinary man or woman. TABLE 1.3: THIRTEEN MAIN POINTS5 FROM THE PEOPLE-NEED

(1) Give us a chance to live a decent life: with the fundamental needs of food, water, clothing, shelter, security and basic education met by our own efforts and the assistance of government

(2) We want a fair system of access to land for the future and justice for wrongs of the past

(3) Let us have more control over the decisions which affect our lives, bring government closer to us- and let us understand better the decisions we can’t make ourselves but affect us

(4) We don’t want power concentrated in the hands of one person (5) We want our MPs to work hard, respect us and our views – and the power

to kick them out if they don’t (6) We want to be able to choose leaders who have the qualities of

intelligence, integrity and sensitivity which make them worthy of leading (7) We want an end to corruption (8) We want police who respect the citizens – and who can be respected by

them (9) We want women to have equal rights and gender equity (10) We want children to have a future worth looking forward to – including

orphans and street children (11) We want respect and decent treatment for the disabled (12) We want all communities to be respected and free to observe their cultures

and beliefs (13) We assert our rights to hold all sections of our government accountable –

and we want honest and accessible institutions to ensure this accountability

The thirteen main points from the people may be considered as the shortcomings of the then existing constitution, as perceived by the people of Kenya. It therefore implies that parts of the systems of social organisation and governance that are not mentioned were probably performing satisfactorily. Comparative progress of five countries between 1960 and 2001 Table 1.11 shows the performance for 1960 and 2001 with respect to the indicator of U5-MR. Comparing the change in U5-MR between 1960 and 2001 provides a measure of 5The People’s Choice; Report of the Constitution of Kenya Review Commission, pg. 8, 18 th September, 2002.


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comparative progress. This may be summarised by the observation that out of the five countries examined, Kenya was second best to U.K. in 1960, but by 2001, Kenya was worse compared to all the other four countries namely, Egypt, India, China, and U.K. Table 1.1:Comparative Progress in U5-MR indicator of human welfare for five countries (1960-2001) Country Indicator


U5-MR (per 1000) 1960 205 242 282 225 27 U5-MR (per 1000) 2001 122 93 41 39 7 Progress=1960/2001 ratio 1.7 2.6 6.8 5.7 3.8 Relative progress position 5 4 1 2 3 The decline in the state of human welfare in Kenya, reported in the Unicef tables, is evidence supporting the plea of the people for a new dispensation reported in Table 1.3 “ Give us a chance ……..” The basic indicators adopted by UNICEF are quantitative measures of human welfare that are equivalent to the crude statements of need captured in the thirteen main points from the people shown in Table 1.3. The human need in Kenya, that the new constitution was expected to satisfy is then better summarised by UNICEF's basic indicators of human welfare, rather than the statements of need at Table 1.3. Table 1.12 below Defines The Problem identified in Table 1.3 by quantifying the human need implied therein. TABLE 1.12: QUANTIFYING HUMAN NEED IDENTIFIED IN TABLE 1.3

1) Under-five mortality rate (U5-MR) is to be reduced from 122 in 2001 to 40 by 2010 2) Access to clean water is to be increased from 50% of population in 2001 to 80 % by

2010 3) A water master plan is to be prepared by 2005 to achieve the stated goal 4) Design and implementation of water supply projects for cities, towns, urban

centres, and villages is to start by 2005 1.3.3 Formulation of a concept The stage of formulating a concept is the stage of identifying possible solutions. Any particular human need can often be satisfied, to some extent, by several alternative solutions. The constitution of a country is no exception. The fact that there was an existing constitution of Kenya in the year 2002, proves the fact that there was an existing solution, and any new Constitution would be the second alternative. The objective was then that the new, or second solution would be better than the then existing one, by removing the shortcomings identified. When a constitution is finally enacted, it is simply a Law passed by Parliament. Alternative solutions may therefore be considered in terms of alternative Draft Laws, with different lists of contents.


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The constitution of Kenya review commission submitted a Draft6 Constitution on 25th September, 2002. The contents of that Draft Constitution of Kenya, therefore comprise a proposed solution. These contents are reproduced in Table 1.4. This proposed solution can therefore be compared with the existing constitution, the solution it intends to replace. TABLE 1.4: DRAFT CONSTITUTION OF KENYA-Table of Contents

(1) Preamble (2) Sovereignty of the people and the supremacy of the constitution (3) The republic (4) National goals, values and principles (5) Citizenship (6) The Bill of Rights (7) Representation of the people (8) The legislature (9) The Executive (10) Judicial and legal system (11) Devolution of powers (12) Land and property (13) Environment and natural resources (14) Public Finance, and Revenue management (15) The Public service (16) Defence and national security (17) Leadership and integrity (18) Constitutional Commissions (19) Amendment of the constitution (20) Interpretation (21) Transitional and consequential provisions

1.3.4 Analysis and Optimisation The list of contents in Table 1.4 is the outline of a proposed constitution, which was subsequently elaborated in the various chapters of a Draft Bill. This elaboration is the stage of analysis and optimisation. The list of contents at Table 1.4 are the assembly of parts that form the then newly designed Constitution. The complete Draft Bill, presented in 335 pages, is the detailed design of the new Constitution. Analysis and optimisation is the work required to transform the half page concept in Table 1.4, into the 335 pages of detailed design in the Draft Bill.

6 DRAFT BILL, The Constitution of the Republic of Kenya, 25th Septenber, 2002.


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Presentation The presentation stage is the stage of communicating the outcome of the design task. The complete Draft Bill, presented in 335 pages, is the presentation of the detailed design through a written report. Presentation employs available modes of communication, namely written report, graphic form (drawing), and oral presentation. Evaluation The stage of evaluation compares the outcome of the design (content of detailed design presented in the 335 pages of the Draft Bill), with the requirements to be met by the design (Table 1.3 ). Table 1.5 is the evaluation7 of the Draft Constitution by the Constitution of Kenya Review Commission In Table 1.5, evaluation of the new Constitution is done by comparing it to the old Constitution. TABLE 1.5: EVALUATION BY CONSTITUTION REVIEW COMMISSION How is the new Constitution Different from the Old? Here is a list of the main ways in which the draft Constitution is different from the old

(1) It is the people’s Constitution: in recognition of the sovereignty of the people, in language used, in style. Its language is gender sensitive. It invites the understanding and support of the people. And it will become law because the people want it.

(2) It reflects what the people are concerned about, instead of being just a set of governmental structures

(3) It contains a preamble- the fundamental philosophy of the Nation- and a list of principles to guide the government and the people in the achievement of a just society

(4) There are provisions designed to ensure respect for all citizens, regardless of their ethnicity, religion, way of life, or where they live

(5) The provisions on citizenship are fair as between sexes, and offer more rights to become a citizen, less based on discretion of bureaucrats

(6) Human rights provisions are wider than in the old, taking account of modern developments in the understanding of human rights, of international treaties on human rights, and of issues which people have raised , and on the basis of thinking about how the provisions of the existing constitution worked, or failed to work

(7) There is provision for the enforcement of human rights provisions, which involves a user-friendly special mechanism, as well as new procedures for access to- as compared with the old constitution which had a limited provision only implemented recently

(8) Parliament will consist of two houses: the National Assembly and the National Council (9) The election process will produce a parliament, which is far closer in its composition to the

wishes expressed by the people about the parties they support than the First-Past-the-Post system used before-which tends to produce a government which had the support of only a minority of the electorate. But the proposed system retains constituency MPs so that the public feel they have some contact with the people whose decisions affect their lives

(10) A person dose not have to be a member of a party to stand for elections (11) Political parties must observe certain principles of democracy and respect for the constitution

in order to be registered to put up candidates for election (12) Political parties will be entitled to receive a certain amount of public financial support:

7The People’s Choice; Report of the Constitution of Kenya Review Commission, pg. 22, 18 th September, 2002


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designed to reduce the corrupting effect of private finance. They must also make public what financial support they receive from other sources and account for their use

(13) Parliament is strengthened: it approves the appointments to many significant posts, and it has a greater role in foreign affairs and in budget control and in the monitoring of government than before

(14) MPs will no longer have the power to fix their salaries (15) There is a procedure under which in extreme circumstances the electors in a constituency can

cause their MP to leave office (16) There will be a leadership code governing the behaviour of MPs and other leaders, and a

machinery for enforcing its principles (17) The President is still elected by the people but must have over 50 % of the popular votes and

20 % of votes in a majority of provinces; if no candidate achieves this, a run off between the top two candidates, with the candidate who gets the higher vote to be elected President

(18) The President has far less in the way of powers tan before: his or her role is far more that of a partly ceremonial President, representing the entire Nation, and partly that of guardian of the Constitution, acting as a check on potential excesses of the government, and being part of the machinery for ensuring respect for the Constitution

(19) The government is headed, for the purpose of day to day business, by a Prime Minister. He or she would be chosen from members of Parliament and would have to have support of a majority of Parliament. The Prime Minister would be assisted by two Deputy Prime Ministers.

(20) Ministers would be appointed outside of Parliament; once appointed they will become ex officio members of Parliament

(21) The President can be removed from office by a process of impeachment at the instance of Parliament

(22) The Prime Minister can be required to resign by a vote of no confidence in the assembly. Except when there is a vote of no confidence or there is some form of dead-lock which cannot be resolved by the President, elections will be on a fixed date.

(23) There will be a system of devolved government which is entrenched in the constitution and based on Districts, though these will also form a Provincial Council. There must also be Village and Location Councils.

(24) Provincial Administration will be abolished (25) There will be a new supreme court at the head of the judicial system with new judges (26) There will be a process under which existing judges will be given the chance to benefit from a

retirement package; those who do not take it and have allegations of misconduct against them will be investigated; and all who continue will have to make a declaration of compliance with the leadership code

(27) The Kadhi courts are given enhanced status in the Constitution (28) The independence of the Judges and of various Commissions and offices like the Electoral

Commission and the Auditor General will be much enhanced (29) There will be a strong complaints body to which people can go direct to complain of

incompetence, corruption and unfair treatment by public services, including the police (30) The Administration police are to lose their separate identity (31) The police are to be more responsive to the community, and their governance system will

involve more citizen participation (32) The defence and intelligence forces will be more accountable to Parliament (33) All the land in the country is to be vested in a Land Commission which holds the land in trust

for the nation. The administration of land by public authorities must have as its first purpose the protection of the rights of the people, and special consideration must be given to rights under customary law.

(34) The government must take steps to protect the environment and to achieve sustainable development

(35) National resources must be used equitably in a way which benefits the entire nation and not the elite or certain parts of the country


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EXAMPLE 2

Planning and Design Of a

Metal products enterprise

Case study of the Kenya Railways Machine Shop


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KENYA RAILWAYS MACHINE SHOP This example involves applying the philosophy of design to the planning of a metal manufacturing enterprise. RECOGNITION OF NEED (STAGE 1) For this enterprise, the need recognised is metal products. The example then illustrates how the logical process of design is applied in planning a metalworking enterprise. DEFINITION OF THE PROBLEM (STAGE 2) The problem is defined by selecting the particular metal products that are to be produced. Thereafter, the objective or output performance requirements for the enterprise are determined specifically in terms of product’s specification, quantity, quality, and cost. The example of a cast steel centre pivot for 33½inch-wheel diameter railway wagon is used as of one of the metal products that are to be manufactured in the machine shop of a planned Kenya Railways Workshop facility. The production drawing (specification) or this part is shown as DRG. No. 2.

Definition of the problem stage therefore elaborates and quantifies the human need to be satisfied by the facility in terms of product specifications, quantity, quality, and cost. Table 1 shows the list and quantities of metal products that are intended to be produced from the planned Kenya Railways Machine Shop. TABLE 1: LIST AND QUANTITIES OF PRODUCTS TO BE PRODUCED SER. NO. ITEM NO. PRODUCT DESCRIPTION MONTHLY DEMAND 1 14/549 Centre Pivot, Cast steel, Railway Wagon, 33 ½ in. 25 2 Other products that are to be produced in the enterprise would also need to be specified through a production drawing similar to DRG. No. 2. Cost at this stage refers to the cost of the facility or the manufacturing enterprise, rather than that of its products. The object of design at this stage is the manufacturing enterprise, rather than the products that are to pass through the enterprise. The products to be produced are only specified in such detail as is necessary to enable the facility to be defined in terms of quantity, quality, and cost.


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CONCEPT OR POSSIBLE SOLUTION (STAGE 3) A solution (plan for the metal product enterprise) is conceived by dividing the work of the enterprise into departments or functions. This is done according to the specialisation of labour required for each type of work or function to yield departments (components of the organisation). These components form the first level of the organisation and can be specified as listed below:

1) Product Engineering (design) department; 2) Production department; 3) Materials and Supplies department; 4) Sales or Marketing department;

5) Accounting and Finance department; 6) Personnel or Manpower services

department; 7) Legal Services department.

An organisation chart for typical metal product enterprise, showing functions and three levels at which specialisation of labour is realised is shown in Figure 1. PRODUCTION DEPARTMENT (STAGE 4-ELABORATION) During the analysis and optimisation of the chosen concept, the departments are broken down further, into smaller units such as sections. When such analysis is applied to the production department of a metal products manufacturing organisation, required sections are found to be: 1) Production planning and scheduling section; 2) Production control section;

3) Manufacturing process centres (production shops) 4) Raw material stores; 5) Finished goods stores

This second level of specialisation of labour in the production department is also elaborated at Figure 1. MANUFACTURING SECTION OF PRODUCTION DEPARTMENT (STAGE 4-ELABORATION) The third level of the organisation selects a section such as the manufacturing section to elaborate its constituent parts. The manufacturing section may then be analysed to yield constituent parts, which are here referred to as production shops such as:

1) Foundry shop; 2) Machine shop; 3) Welding shop;

4) Assembly shop; 5) Quality control shop

The production shops of the manufacturing section listed above are then the third level of the organisation, and are also elaborated in Figure 1. PROCESS CENTRES WITHIN PRODUCTION SHOPS IN THE MANUFACTURING SECTION EXAMPLE OF THE MACHINING SHOP (STAGE 4-ELABORATION) These production shops are components of the manufacturing section, and one of these components, the machine shop is further broken down into process centres such as:

1) Turning centre with centre lathes 2) Turning centre with turret lathes 3) Drilling centre 4) Milling centre 5) Shapers centre

6) Slotting centre 7) Grinding centre 8) Planing centre 9) Boring centre 10) Specialised machines centre


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The layout drawing of the machining shop at Kenya Railways workshops is shown at DRG. NO.1 The list of machines required at various process centres of the planned machine shop at the Kenya railways workshops is shown in Tables 2 . Table 3 shows the manpower skills employed to operate the machines.

FIGURE 1: ORGANISATION STRUCTUREMETAL PRODUCTS ENTERPRISE

METAL PRODUCTSENTERPRISE

LEGALSERVICES

MATERIAL SUPPLIES& PROCUREMENT

SALES &MARKETING

PRODUCTIONOPERATIONS

PRODUCTENGINEERING

FINANCE &ACCOUNTING

HUMANRESOURCES

RAW MATERIALSTORES

PRODUCTION SCHEDULING

MANUFACTURINGPROCESS CENTRES

PRODUCTION CONTROL

FINISHED GOODS STORES

RAW MATERIALSTORES

WELDING SHOP

MACHINESHOP FOUNDRY QUALITY

CONTROL

MACHINES

MATERIALS

OPERATIONSSCHEDULES

MEN/WOMEN(SKILLS)

MACHINES

MATERIALS

OPERATIONSSCHEDULES

MEN/WOMEN(SKILLS)

MACHINES

MATERIALS

OPERATIONSSCHEDULES

MEN/WOMEN(SKILLS)

MACHINES

MATERIALS

OPERATIONSSCHEDULES

MEN/WOMEN(SKILLS)

MACHINES

MATERIALS

OPERATIONSSCHEDULES

MEN/WOMEN(SKILLS)

FINANCE &ACCOUNTING


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TABLE 2: MACHINE8 TYPES AND SIZES IN THE RAILWAY MACHINE SHOP CENTRE LATHE NUMBER SWING (INCH) CENTER DISTANCE

(INCH) MAXIMUM SPINDLE SPEED

HEXAGONAL TURRET LATHE FOR BAR WORK NUMBER WARD BAR DIAMETER BAR LENGTH MAX. S.S DRILLING MACHINES NUMBER TYPE &NAME DRILLING CAPACITY

(INCH) ARM LENGTH (INCH)

MAX.SPINDLE, SPEED .(REV/MIN)

MILLING MACHINES NUMBER TYPE & NAME TABLE

WORKING SURFACE (IN.)

LONGITUDINAL POWER HAND (IN.)

CROSS POWER HAND (IN.)

VERTICAL POWER HAND (IN.)

SHAPERS NUMBER MAX. STROKE

(INCH) RAM STROKE/MIN

LING TRAVERSE (INCH)

SLOTTERS: NO NAME VERTICAL STROKE (INCH)HORIZONTAL STROKE (INCH)GRINDING MACHINES NUMBER TYPE & NAME DIAMETER (INCHES) LENGTH (INCHES) SEATS NUMBER TYPE &NAME DIAMETER (INCHES) TRAVEL (INCHES) PLANNERS NUMBER TYPE BED LENGTH

IN INCHES VERTICAL DISTANCE (INCHES)

SPEED REV/MIN

SHEARING MACHINES: NUMBER TYPE THICKNESS

(INCHES)

DIAMETER

(INCHES)

ANGLE

(INCHES)

SECTION

(INCHES)

SQUARE

(INCHES)

BORING MACHINES NUMBER TYPE AND NAME DIAMETER

(INCHES) HORIZONTAL (INCHES)

VERTICAL (INCHES)

SPEED REV/MIN

OTHER MACHINES NUMBER TYPE & NAME 3881 50 ton Press 1955 200 Ton Wilkins Press 3861 150 ton Wilkins Press 1954 30 ton Press 1923 H.B Matic 3945 Band Saw 46 E. Tapping Buffing machine. PROCESS SHEDULES FOR PARTS IN THE KENYA RAILWAYS MACHINE SHOP PROCESS PLAN FOR CAST STEEL CENTRE PIVOT (STAGE 4-ELABORATION) Lastly, a processing plan, often referred to as process schedule, is designed for each part or product that is to be processed in the manufacturing facility. Process schedules are a feature of batch production of metal parts and products. It is a record of the optimal timetable of processing operations, methods, and stages for the production of a metal part. The process schedule is information recorded on paper, outlining material to be used, machines and tools to be used, operations to be performed, instructions to be followed, dimensions and tolerances to be achieved in producing the metal part. It is an investment in knowledge, which is re-used as many times as the part is produced in the manufacturing facility. Table 13 shows the process schedule for manufacturing the cast steel centre pivot in the machine shop of the Kenya Railways workshops.

8 Detailed list in Appendix A


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The process schedule is information recorded on paper, the software version of the technology of production. It is however, similar to tools such as dies and moulds, from which repeated batches of metal parts may be produced. In jobbing or one-off production, a process schedule may not be justifiable because repeat orders are not expected. It is for the same reason that dies and moulds may not be justified for one-off production. The final specification for the manufacturing facility therefore analyses process centres as shown in Figure 1, in terms of types and quantities of: Output of parts quantities: (Sales/production programme); Machines: Input Production plant (Types and numbers); Materials: Input supplies (Materials and services requirement programme); Men: Input manpower skills Methods: (Process schedules);Operations required to convert inputs into outputs These process schedules are then the most detailed plans for producing a single metal part. The process schedule is an activity plan, and is simply a list and timetable of activities required to produce the metal part. The philosophy of design is also simply a plan for the design activity, in the same way that the process schedule is a plan for the activity of producing a metal part. The stages of the design activity designated philosophy of design, are artificially shown as discrete, but, being part of a process, they actually merge into each other, and have no rigid boundaries.

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TABLE 13: PROCESS SCHEDULE FOR CENTRE PIVOT-ITEM NO. 14/549

Material for one

Description

Route card: R

eturn to planning Sh

op

Stag

e N

o

Ope

r No

Mac

hine

Operation

Dia

met

er

Leng

th

Wid

th

Spee

d

Rev

/min

Feed

No

of c

ut

Setti

ng ti

me

Part/

Hou

r

Tooling

Date

Order

Num

ber

Quantity

Date

Item N

o


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PRESENTATION (STAGE 5): This is the stage of communicating the results of the design or planning exercise. The stage of presentation is therefore vital in establishing the existence of the plan or design. This existence of a plan is established by communicating the content of the plan through available communication media, such as reports, drawings, and oral presentation. A physical plan consists of a list of parts and their layout. Such a layout may be a map showing the developments of housing and infrastructure in an urban area, the layout of machines in a machine shop (DRG. NO. 1), the assembly of parts into a machine, or .the drawing of a single part (DRG. NO. 2). On the other hand, an activity plan consists of a list of activities and their timetable. The process schedule shown in Table 13 is an example of an activity plan. The presentation of a design or a plan will therefore contain the list of parts and their layout for a physical plan, or the list of activities and their timetable for an activity plan. These therefore comprise the content of the written and graphic (drawings) reports. Each activity stage in the philosophy of design requires the application of logic appropriate to the stage and field of design or planning. Such logic is only verifiable if the decisions at each stage are recorded graphically or in a report, and are therefore available for scrutiny and retrospection. Every plan or design starts as a possible solution (concept) in the mind of an individual. This idea or concept is thereafter developed and converted from an initially intangible form, into a material record of logical decisions. This record of logical decisions is what is eventually refined into lists of parts, activities, layouts, timetables, and presented in the form of reports, drawings, and oral presentation. The presentation of a plan or design through reports and drawings is therefore the final stage of transforming intangible thought into tangible plans. A plan or a design therefore exists only when it can be presented in available modes of communication. It may be possible for an individual to crystallise an idea in his mind well enough so that he/she is able to implement it without passing through the presentation stage. This is how craftsmen sometimes work on simple parts. However, even in such cases, the prototype then becomes the plan or design for subsequent copies, and not the intangible idea in the craftsman's mind. EVALUATION (STAGE 6): At the stage of evaluation, the design or planning results obtained and presented are analysed and compared with the objectives or performance requirements specified at the target setting stage of definition of the problem. Evaluation starts with the assessment of technical feasibility of the design, but ends with assessment of economic feasibility of the investment. IMPLEMENTATION Implementation is not part of the design or planning exercise. The examples quoted for the planning or design of an industrial enterprise, illustrate the application of the philosophy of


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design to elaborate a solution to a design or planning problem. After the plan of the enterprise is completed, it can then be implemented by providing the prescribed population of physical structures, machines, men, materials and services, and process schedules. Thereafter, production from the enterprise can commence when management places orders for the delivery of a specified quantity of goods or services.


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1.6.0 THE DEFINITION OF THE PROBLEM STAGE (Elaboration) During this stage, an initially abstract need is converted into a more concrete description of the purpose or objective of the design. These objectives are statements of performance-oriented requirements that should be met by the object of design. The requirements are generated by the process of Definition of the Problem and are often called Design Specifications. This is illustrated below by a water supply project. The need for water is easily identified for a particular geographical area, for example, a town. During the next stage of definition of the problem, the relatively abstract need is converted into more concrete statements of objectives by determining the population to be served, as say, 60,000 people. Continuing this progression from the abstract to the concrete, the market demand is determined by estimating a per capita water consumption for the population as, say 100 litres per person per day, resulting in a market demand of 6,000 cubic metres per day. The statement of objectives as 6,000 cubic metres per day is then the quantitative output performance requirement that should be met by the object of the design (the water supply project). This quantity specification can then be complemented with a quality specification, of the water to be supplied, say to World Health Organisation's (WHO) water quality standards. The process of definition of the problem has therefore yielded the performance requirements to be met by the project to be designed as: 1) 6,000 cubic metres per day; 2) WHO water quality standards. Such a statement of objectives, or the performance requirements to be met by the object of design, is the outcome of the definition of problem stage, and yields the design specifications for the water supply project. 1.7.0 THE CREATION OF A CONCEPT OR POSSIBLE SOLUTION (Elaboration) The stage of definition of problem therefore transforms the abstract need for water, into a concrete statement of objectives calling for 6,000 cubic metres of water per day, treated to WHO water quality standards. The need has thereby been converted into a quantifiable material good or service, which is physically realisable. 1.7.1 Opportunities and Constraints of the design, (The Domain of Feasibility) After determining the requirements to be met or design specifications, the next step is to create or identify technically feasible concepts that can satisfy the objectives. This is the synthesis of concept stage. Each concept or proposed solution is created as a list of parts that comprise the technology. Thereafter the parts are described in sufficient detail to demonstrate that the technology will satisfy the design specifications, and is therefore technically feasible. This examination of technical feasibility requires that each component of each technology must described in terms of its inputs, output quantity and quality consequences, or its performance specifications. The exercise therefore examines the library of technologies or the technological opportunities available.


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During this stage of formulating concepts, the designer establishes the opportunities and constraints that prescribe the domain of feasibility9 for the project. Constraints are statements of limitations within which the decision-maker must work in making the choice. To be feasible, a concept or a proposed solution should exploit the opportunities in the environment without violating the constraints faced by the decision-maker. For example, in a remote area, where electric power supply is not available, this becomes a constraint on any choice or concept that requires the use of electric power. On the other hand, availability of electric power in a particular location is an opportunity that can be exploited. Opportunities and Constraints are therefore unique to the environment of each design or planning project. EXAMPLE 3: CONCEPT FOR A VILLAGE WATER SUPPLY PROJECT A preliminary concept or possible solution consists of several components, as illustrated below at Figure 1.3.

The solution proposed in Figure 1.3 above consists of: (1) Concrete sump erected at spring source; (2) Submersible motor pump installed in the sump; (3) Delivery pipeline connecting the submersible motor pump to a terminal reservoir; (4) Terminal reservoir from which village supply is drawn; (5) Power house to supply electric power required by the submersible motor pump; (6) Electric power distribution and control panel ; (7) Electric cabling connecting submersible motor to electric panel in the power-house. The above example shows that a concept or possible solution is simply a list of ideas which are considered technically feasible, even if they are still to be verified for suitability in the particular environment. EXAMPLE 4: CONCEPT FOR A VILLAGE WATER SUPPLY PROJECT A preliminary concept or possible solution for a borehole scheme consists of several components, as illustrated below

9 Choice and design of Technology for Investment Projects, Mario Kamenetzky, Science and Technology Unit, The World Bank, August 1982.


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The solution proposed above consists of components similar to the previous solution such as:

1) Borehole drilled to reach the water depth; 2) Submersible motor pump installed in the borehole; 3) Delivery pipeline connecting the submersible motor pump to a terminal reservoir; 4) Terminal reservoir from which village supply is drawn; 5) Electric power required by the submersible motor pump; 6) Electric power distribution and control panel ; 7) Electric cabling connecting submersible motor to electric panel.

EXAMPLE 5: CONCEPT FOR A SCREW PRESS The function of a power screw is to provide a means for obtaining a large mechanical advantage and at the same time transmitting power by converting angular, into linear motion. A common application of this is in the screw press. Figure 1.4 shows the application of a power screw in a press.

In the case of the screw press above, the concept or proposed solution for a manual press is clearly communicated by the drawing in Figure 1.2. The concept consists of: (1) A frame ; (2) A screw shaft; (3) An operating handle to turn the screw shaft; (4) A nut; (5) A load application pad.


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Again, the concept is a list of possibilities from the technological factors of culture, which together might satisfy the need identified, even if this is still to be verified by analysis and optimisation. EXAMPLE 6: CONCEPT FOR A HYDRAULIC CYLINDER The concept for a hydraulic cylinder in Figure 1.5 consists of

1) Fastening bolt 2) Cylinder cover 3) Cylinder 4) Fastening nut

EXAMPLE 7: CONCEPT FOR A SPEED REDUCTION GEAR BOX The concept for a gear drive in Figure 1.6 consists of

1) Gear Box 2) Input gear 3) Input shaft 4) Output gear 5) Output shaft


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EXAMPLE 8: CONCEPT FOR A MECHANICAL PART-RAILWAY AXLE

The concept for the mechanical part illustrated above consists of an axle, which is a rotating solid circular member subject to bending load only and no torsion or axial load. The design process therefore examines the specifications of the part that enables it to perform the intended function. For this purpose, the axle is simplified as a straight beam subject to concentrated loads that result into shear forces, bending moments, and deflections at various locations along the length of the beam. In this case, the equivalent to the concept’s component parts of the single mechanical element is the analytical steps through which the adequacy10 of the element is assessed. These analytical steps include: 1) Material from which the part is to be made 2) Shape of member required for it to perform the intended function of rotating while carrying a

bending load 3) The type and magnitude of load that the part is intended to carry at various locations such as

a) Concentrated loads on the straight beam b) Shear forces and stresses arising from the loading c) Bending moments and stresses arising from the loading d) Deflections arising from the loading

4) The size of the member that will enable it to perform the intended function of carrying the desired loads, stresses, and deflections without failure

DESIGN AS AN ITERATIVE PROBLEM-SOLVING PROCESS (Elaboration) During the definition of problem stage, when the components of each technology are compiled and described in terms of output performance quantity and quality; it is often necessary to carry out preliminary design to inform the technical description process. For example, in a water supply project, the statement of the performance requirement to be met as 6,000 cubic metres per day is not sufficient to determine the type or size of pump to be installed, in case a pumping system is necessary. In that instance, it is necessary to also determine the total pressure head that

10 Shigley, Joseph E., Mechanical Engineering Design, McGraw-Hill Book Company, Seventh Edition, 2004, page 9


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the pump should generate. This, in turn requires other preliminary design steps (analysis), namely: A preliminary site survey, to determine site conditions such as the expected level differences between suction inlet and delivery pipe outlet of the pumping system; A preliminary choice of pipe material and size. This example of a water supply project illustrates one of the empirical principles of design, as an iterative problem-solving process, again, with no rigid boundaries between process stages. The earlier stage of synthesis of a design concept can only be completed after the later stage of analysis and optimisation (through preliminary design) has proceeded sufficiently far, to provide information required to adequately describe components of each technology. This is necessary so that the prices of each component of each technology can be estimated, and an economic evaluation of each alternative completed. It is only after this economic evaluation has determined the economically superior alternative that final design of the chosen concept should proceed. STUDY OF ECONOMIC FEASIBILITY The feasibility study of an engineering project, combines the definition of problem and synthesis of concept stages of the design process, and thereafter proceeds to evaluate the economic viability of each concept. After each alternative technology or possible solution has been adequately described, during the synthesis of the concept stage, components are then priced, to determine their costs, which costs are then used to assess the economic viability of each alternative, relative to the next. Finally, the solution found to be economically superior, is then the economically viable or feasible solution that should be selected as the design concept to be elaborated or designed in detail. The stage of economic viability study is the final evaluation step of the design. The step is however only meaningful after the technical feasibility of the design has been ascertained. Technical feasibility is therefore a necessary but not sufficient condition. The design of a technically feasible alternative can be completed, and the object manufactured or constructed, even in cases where the study of economic viability has not been done. This is how “white elephants” are created. EXAMPLE 9: FEASIBILITY STUDY OF A WATER SUPPLY PROJECT The case of a water supply project illustrates the process of design, and the somewhat loose distinction between planning (Feasibility Study) and design. In this case, the Need is easily identified as the supply of water to the target population: 1.10.1 Economic Feasibility Study for a Water Supply Project The feasibility study stage is often referred to as project planning. It combines the Definition of Problem and the Synthesis of Concept stage of the design process, but at the end of these two stages, proceeds with an economic evaluation of the short-listed concepts. The economically superior concept or solution is then chosen for detailed design. For the water supply project, the feasibility study stage will include the following tasks:


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Definition of the Problem This is a study of the market demand for water, by estimating the target population and their per capita water consumption. (b) Synthesis of a concept This is a study of the domain of feasibility, by examining the library of available technologies, screening out those which are clearly inappropriate, technically, economically, or financially, and short-listing remaining feasible technologies. Specification of each feasible technology through technical description of components that comprise each technology. (c) Economic Feasibility Assessment This is done by costing and economic evaluation of each short-listed alternative technology to determine the economically superior alternative. Referring to the example of a water supply project; the capital cost of the project will consist of: (1) Cost of inlet works at spring source; (2) Cost of submersible pump; (3) Cost of pipeline; (4) Cost of terminal reservoir; (5) Cost of power house; (6) Cost of electric power panel and cabling; (7) Cost of electric power supply source; (8) Cost of installation and testing the capital works. At the feasibility study stage, only technical details required to determine costs need be elaborated. Both capital and operating costs must be worked out. Economic feasibility study examines capital costs, and combines it with operating and maintenance costs to assess Economic worth-whileness. This is done by comparing all relevant costs with forecast revenue. Economic Feasibility study for a metal products enterprise In the case of a product enterprise, including metal products, the same procedure for compiling costs can be applied provided the probability that the enterprise will have several products is considered. Under these circumstances, common costs such as capital and maintenance costs should be correctly apportioned to each product. 1.10.2 Engineering Design Stage for a Water Supply Project After the economically superior technology has been selected, during the feasibility study or project planning stage, the work of engineering design then proceeds to analyse, optimise, and specify the components of the selected concept for the water supply scheme in detail. At this stage, final decisions are made regarding; (1) The overall layout of scheme or project; Layout and details of civil works and structures;


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(2) Performance specifications (types and sizes) of mechanical and electrical plant and equipment;

(3) List of manufacturers and suppliers of mechanical and electrical plant and equipment; (4) Construction and installation plans; (5) Performance testing requirements for the new works, plant and equipment. Finally, a presentation of the design is made through design drawings, bills of materials, written reports, and probably a verbal address to the customer or client. PROJECT MANAGEMENT-APPLIED TO DESIGN PROJECT a) PROJECT: Defined by scope, schedule and budget b) SCOPE: Work tasks (activities) to be accomplished c) SCHEDULE: Logical sequence or optimal timetable for activities d) BUDGET: Forecast of costs e) WORK PACKAGES (TASKS): Represented by activities f) MILESTONES: Means for planning and monitoring activities g) Milestones include SPECIFIED END PRODUCT for each activity h) CRITICAL PATH FOR PROJECT: The path containing the activities which are

interdependent and continuous i) Activities in the critical path have zero …….times j) Each activity, considered as a work package is planned as a project described by work

elements referred to as WORK BREAKDOWN STRUCTURES k) BAR (GAUNTT) CHARTS: Tools for planning, scheduling, monitoring and evaluation of

project l) CRITICAL PATH METHOD: A more rigorous method for planning, scheduling,

monitoring and evaluation of project Project Management Exercise of a Design Project prepared using excel is attached


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APPENDIX A: MACHINE TYPES AND SIZES-RAILWAY MACHINE SHOP CENTRE LATHE NUMBER SWING (INCH) CENTER DISTANCE

(INCH) MAXIMUM SPINDLE SPEED

No. 3973 JH. Screwing 14’ 80 No. 1530: K&G Screwing 24’ 400 No. 1092: LC Lathe 18’ 70’ 600 No. 1069: DSG Lathe 18, 70’ 600 No. 3787: Profile Lathe 13’ 49’ 4000 No. 1781: EC Lathe 13’ 39’ 2500 No. 1703: Prof Lathe 18’ 95’ 600 No. 1597: DSG Lathe 17’ 72’ 900 No. 1596: DSG Lathe 17’ 72’ 900 No. 1712: DSG Lathe 18’ 88’ 600 No. 1716: DSG Lathe 13’ 42’ 1400 No. 2859 DSG Lathe 17’ 98’ 600 36’ Ward Centre Lathe 36’ 378’ 173 No. 995 No.2982. Atlas Rotor turn Lathe 63, 91 400 No. 1626: DSG Lathe 17’ 72’ 900 No. 1625: DSG Lathe 17’ 72’ 900 No.1721: DSG Lathe 13’ 42’ 1400 No. 1722: DSG Lathe 13’ 42’ 1400 No. 1615: DSG Lathe 17’ 72’ 900 No. 1619: DSG Lathe 17’ 72’ 900 No. 1618: DSG Lathe 17’ 72’ 900 No. 1617: DSG Lathe 17’ 72’ 900 No. 1716: DSG Lathe 22’ 86’ 600 No. 1707: DSG Lathe 21’ 131 420 No. 1706: DSG Lathe 26’ 90’ 420

HEXAGONAL TURRET LATHE FOR BAR WORK NUMBER WARD BAR DIAMETER BAR LENGTH MAX. S.S 1931 7 Cap 21/2’ 30’ 750 1930 7 cap 21/2’ 30’ 750 1929 7 cap 21/2’ 30’ 750 1728 8cap 31/2’ 36’ 750 1663 7 cap 21/2’ 30’ 750 1664 8 cap 31/2’ 36’ 750 139 7 cap 21/2’ 30’ 750 1010 8 cap 31/2’ 36’ 750 1724 8 cap 31/2’ 36’ 750 143 8 cap 31/2’ 36’ 750 1055 7 cap 21/2’ 30’ 750 4029 DSG Turret 191/2 58’ 900 1792 10 Combine 4’ 42’ 470 1791 10 combine 4’ 42’ 470 1711 10 combine 4’ 42’ 470 1725 7 cap 21/2’ 30’ 750 1723 7 cap 21/2’ 30’ 750 1726 8 cap 31/2’ 36’ 750 1727 8 cap 31/2’ 36’ 750 4072 7 cap 21/2’ 30’ 750

TURRETS OUT OF ORDER 2950 AUTO PRINT, 2958,

997 G. short heavy duty

M.S.S Maximum spindle speed.


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DRILLING MACHINES NUMBER TYPE &NAME DRILLING CAPACITY

(INCH) ARM LENGTH (INCH)

MAX.SPINDLE, SPEED .(REV/MIN)

1868 Radial 3 25 1500 987 Radial 3 1450 1048 Radial 3 54 830 194 K&W Radial 3 43 1500 483 Radial 3 830 2945 Radial 3 75 1000 1542 Radial 3 37 800 1543 Radial 3 37 800 241 T. Radial 3 80 800 134 T. Radial 3 37 800 2437 Radial 3 **** 41.32 Radial 3 49 2040 996 Radial (K&W) 3 43 1500

NUMBER TYPE DRILLING

CAPACITY (INCH)

MAX.SPINDLE TO COLUMN.

MAX SPINDLE TO TABLE (INCH)

MAX SPINDLE SPEED

1875 Pillar 1 10 30 1420 N C 28 Sens 1 85/8 14 2470 1489 Sens ½ 85/8 14 3580 1545 J &S Pillar 11/4 121/8 35 1410 Note: Drill no. 2437 is out in order. MILLING MACHINES NUMBER TYPE & NAME TABLE

WORKING SURFACE (INCH)

LONGITUDINAL POWER HAND (IN.)

CROSS POWER HAND (IN.)

VERTICAL POWER HAND (IN.)

4136 Universal Miller 50 x 121/2 30 9 20 47 Horizontal miller 36 x 9 20 7 15 1529 Horizontal miller 36 x 9 20 7 15 1593 Horizontal Miller 36 x9 20 7 15 1595 Vertical Miller 60 x 12 42 9 15 59 Vertical Miller 48 x12 30 10 16 4026 A.S. Miller 40 x11 18 OUT OF ORDER MILLING MACHINES NUMBER NAME 1777 E. Miller 1957 Vertical Miller 4130 P. B Miller SHAPERS NUMBER MAX. STROKE

(INCH) RAM STROKE/MIN

LING TRAVERSE (INCH)

3948 18 100 37 3921 8 100 41 1612 18 150 37 1814 26 100 1491 8 100 41 3993 26 100 37

OUT OF ORDER .1814, 1491, 3993 SLOTTERS: NO NAME VERTICAL STROKE (INCH)HORIZONTAL STROKE (INCH)313 Buttler slotter 19 117 W.H slotter 17


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122 Muir slotter 1816 Buttler slotter 21 OUT OF ORDER 122, 131,117 GRINDING MACHINES NUMBER TYPE & NAME DIAMETER(IN.) LENGTH (IN.) 123 Grinder 1887 CVL&H Grinder 24 75 Grinder 4584 Crank shaft grinder 3851 Centreless grinder 3789 Universal grinder 946 CH grinder 39 C surface grinder 121/2 72 1882 C surface grinder 121/2 72 175 P grinder 11 38 OUT OF ORDER 123, 75, 3789,3851. SEATS NUMBER TYPE &NAME DIAMETER(INCHES) TRAVEL (INCHES) 132 AK Seat 2 12 1778 J&S Seat 4 12 PLANING MACHINES NUMBER TYPE BED LENGTH

IN INCHES VERTICAL DISTANCE-(INCHES)

SPEED REV/MIN

3923 Buttler planner 80 38 1815 Buttler planner 96 34 SHEARING MACHINES: NUMBER TYPE THICKNESS

(INCHES)

DIAMETER

(INCHES)

ANGLE

(INCHES)

SECTION

(INCHES)

SQUARE

(INCHES)

4006 Shearing 11/2 3/4 4 x4 x1/2 8 x 4 x 1/2

3879 Punch and

Shear

71/8 13/16 8 x4 x1/2 6 x 6 x 1/2 21/2

BORING MACHINES NUMBER TYPE AND

NAME DIAMETER (INCHES)

HORIZONTAL (INCHES)

VERTICAL (INCHES)

SPEED REV/MIN

3968 Vertical borer 48 26 22 1918 A&B Vertical borer 36 26 22 1919 A&B W.B V borer 36 26 22 1917 Kearns borer 38 20 55 R. Horizontal borer 38 20 600 3907 R. Horizontal borer 56 44 600 1969 Horizontal borer 56 44 900 987 Horizontal borer 900 OUT OF ORDER 1918, 3907, 987 OTHER MACHINES NUMBER TYPE & NAME 3881 50 ton Press 1955 200 Ton Wilkins Press 3861 150 ton Wilkins Press 1954 30 ton Press


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1923 H.B Matic 3945 Band Saw 46 E. Tapping

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