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array_files[0]=new Array(0,4,"./em/pdf/PMMDA-Newsletter-Spring-2011.pdf","2011-04-07","357K"," PMMDA Newsletter April 2011    ","","","Polymer Machinery Manufacturers and Distributors Associa on Spring 2011 | www.pmmda.org.uk Japanese disaster disrupts materials produc on The massive earthquake and tsunami that struck Japan on 11 March has disrupted production of some plastic materials and products at a number of large plants. · more Mixed plas cs recycling gets off the ground in Bri an An integrated sorting and recycling facility for mixed household plastic packaging, described as Britains first, has been opened in Redcar by Biffa Polymers. The plant was partly funded by a £1.187 million grant by government recycling organisation WRAP. · more UN calls for ac on on mari me plas cs pollu on The United Nations Environment Programme (UNEP) has called for global action to tackle the growing problem of plastics pollution in the worlds seas and oceans. Its 2011 year book highlights persistent, bio-accumulating and toxic substances associated with plastic marine waste as a new and emerging concern. · more Following PMMDAs amalgamation with the PPMA Group, members have access to numerous business benefits including:Technical support/advice from the PPMA Groups consultant Laidler Associates Business support services Money saving business services from PPMA Group SAPs Technical seminars Networking opportunities with PPMA Group Associations Industry statistics Publishing & mailing services Technical Seminars 2011 · Machinery Directive - 7 April · Machinery Risk Assessment - 14 April · Practical Machinery Safety - 5 May All seminars are held at the Marriott Hotel, Northampton. For details and to book go to www.ppma.co.uk/educ/info.htm · more pdm ­ 18-19 May 2011 ExCel London Annual UK plastics event for companies involved in plastics design and moulding. www.pdmevent.com Please send your news, views and installation stories to Janine Berriedale E: pmmda@pmmda.org.uk Members Kart Challenge ­ June More details to follow. In-house demonstra on event at Illig UK Illig UK is planning a 3 day in-house exhibition at their Biggleswade premises, 2-4 August, where attendees can view the RV53d, HAS 50d automatic blister packaging machine and the HSP 35b-3 heat sealing press. · more PPMA Group Presidents Lunch: Money saving SAPs 16 June 2011, Manchester United Football Ground Members are welcome to join our free networking luncheons, which on this occasion will focus on PPMA Groups Strategic Alliance Partners who have an agreement to provide the membership with business services (including insurance, employment law, energy consultancy, H&S and litigation services) at favourable rates. For further details and to book a place contact christine.jordan@ppma.co.uk T +44 (0)20 8773 8111 Negri Bossi delivers £1m order To fulfil market demand, What More UK Limited based in Lancashire, has recently installed Negri Bossi VECTOR 1000 injection moulding machines at a project cost of £1m. · more IsoCool aims to reduce Closures energy bill by £52,000 per annum Leading plastic packaging manufacturer Closures, is on track to reduce annual operating costs by over £52,000 thanks to a series of energy saving initiatives implemented by IsoCool. · more Associa on Golf Day ­ 8 September 2011 DeVere Staverton Park A great way to entertain clients: 27 holes of golf, four competitions and a three course meal with trophy presentations. To book: Golf Day 2011 Brochure Interplas & PPMA Show 27 ­ 29 September 2011, NEC, Birmingham These leading plastics industry publications can help raise your profile and spread news about new products and services. Contact the editors for forthcoming features and editorial opportunities:Now in its 60th year, Interplas (a tri-annual plastics processing show), co-locates this year with the PPMA processing and packaging machinery Show. Interplas will include new initiatives such as the British Centre of Excellence (a unique exhibit of OEM parts), the Contract Manufacturing Zone, and the PDI (Plastic Design Intelligence) programme. www.britishplasticsshow.com Plas cs & Rubber Weekly www.prw.com Editor: David Eldridge T +44 (0)20 8253 9610 E deldridge@crain.com Bri sh Plas cs & Rubber www.britishplastics.co.uk Editor Sam Anson T +44 (0)1829 770037 E sam.a@rapidnews.com European Plas cs News www.europeanplasticsnews.com Editor: Chris Smith T +44 (0)20 8253 9614 E chsmith@crain.com Plas cs Industry Awards 14 October 2011 This annual event acknowledges `the best companies and the best people in the market. Nomination entries for awards including equipment, technology and product, can be made online before 10 June 2011. www.plasticsawards.com PMMDA News is a regular publication relating to the polymer industry and reports on the membership, industry activity and raises awareness of the PPMA Group of Associations. Add our editorial contact to your press list and send us your news and views on a regular basis. Editorial Janine Berriedale T +44 (0)020 8773 8111 E pmmda@pmmda.org.uk Fakuma ­ 18-22 October 2011 Messe Friedrichshafen Germany An international trade fair for plastics processing where over 37,000 visitors at the 2009 event saw 1500 exhibitors from 31 countries showcasing r      ");
array_files[1]=new Array(0,4,"./pdf/pr/Motan-Colortronic_Intelliblend-Technology.pdf","2011-04-07","285K","Motan-Colortronic_Intelliblend-Technology.pdf    ","","","MOTAN COLORTRONIC LIMITED PRESS RELEASE Intelliblend Technology Since its introduction in the 1980s the gravimetric batch blender `GraviColor has become a popular unit in the plastics industry states Karl Miller of Motan Colortronic Limited. The initial popularity was mainly due to the cost advantage over many volumetric units and the labour savings due to the fact the units are self calibrating. Since then the GraviColor range has been optimised to produce a compact, extremely accurate and easy to use control with smooth integration to the Ethernet network. The `Intelliblend software ensures the individual materials that are dosed are compensated for bulk density variations at all times. The Gravinet easy to use touch screen can be networked and operated with a local operating unit with a web panel or central PC where all important parameters can be viewed and logged. The units also have an option of integrated conveying control for a complete, easy to use solution. The units are available for testing by the customer at the Chesterfield Tech Centre. For latest product information visit us at www.motan-colortronic.co.uk     ");
array_files[2]=new Array(0,4,"./pdf/pr/Motan-Colortronic_IntelliFlow.pdf","2011-04-07","283K","Motan-Colortronic_IntelliFlow.pdf    ","","","MOTAN COLORTRONIC LIMITED PRESS RELEASE IntelliFlow The problem of `angel hair (flat strings of material created during a normal conveying mode) has been virtually eliminated with the bonus of energy saving and noise reduction with the Motan Colortronic IntelliFlow system. By controlling the velocity of the material flow to each hopper loader, which is optimised taking into account the distances involved, angel hair can be reduced or totally eliminated. The reduction of the required energy of up to 50% and noise reduction of over 2 dBA measured during development tests are benefits not to be ignored in todays competitive market states Karl Miller of Motan Colortronic Limited. Several recent installations in the UK have generated positive feedback from customers and a system is available at Chesterfield for live viewing or testing of customer specific materials. For latest product information visit us at www.motan-colortronic.co.uk     ");
array_files[3]=new Array(0,4,"./pdf/pr/IsoCool_Gratnells-blasts-energy-costs-by-40-percent.pdf","2011-04-07","99K","IsoCool_Gratnells-blasts-energy-costs-by-40-percent.pdf    ","","","CASE STUDY Issued 14.12.10 Gratnells blasts energy costs by 40% Leading manufacturer of plastic tray storage systems, Gratnells is on track to reduce the annual operating costs of its chilled water system by 40% thanks to a free cooling solution from IsoCool. This will equate to savings of approximately £18,000 per year. From its manufacturing plant in Harlow Essex, Gratnells runs its injection mould operation 24 hours per day in order to meet demand for the companys award-winning storage tray products, which are currently exported to 68 countries worldwide. Historically the plant equipment was cooled by a Piovan chiller, however annual running costs of over £44,000 prompted Gratnells to look for a more efficient solution, as Steve Cadman, Injection Mould Manager at Gratnells explains: We were asked to look out for investments that would benefit the company, and IsoCool, who run the maintenance contract on our chilled water system, suggested that an air blast cooler would provide an excellent ROI by lowering costs. Nigel took me to another site where theyd installed free cooling and the company were kind enough to print off their energy savings for me, which were phenomenal. Considering our chiller had been working really hard throughout the previous winter, it was really a no brainer to invest in an air blast cooler he said. IsoCool retro-fitted an RFC air blast cooler to Gratnells existing chiller last year with an installation that was well planned, on time and required minimal shutdown according to Mr Cadman. The air blast cooler works by providing the cooling source during times of the year when the ambient is below 16oC to allow partial and up to 100% direct air cooling. As the temperature drops, intelligent controls reduce the load on the compressors, switching them off altogether when the ambient reaches 100C. The result is that the inherent high operating costs of the chiller are reduced and its life span greatly extended. For Gratnells, the energy savings have been significant: IsoCool predicted a two and a half to three year payback for the solution, but we think it will be much quicker than that. The bad weather meant that the air blast cooler kicked in properly last October. In fact between December and March the total hour usage of our chiller was under two days, and over the past month or so the air blast cooler has been doing the majority of the work, so were really reaping the rewards said Mr Cadman. He continued: IsoCool were not the cheapest quote we had, but theyre one of the best. IsoCools kit offers exceptional quality and their installation is really professional. You get what you pay for, and were in it for the long term, so Id recommend IsoCool to anyone whos serious about savings. For more information about IsoCools range of energy efficient cooling systems, visit www.isocool.ltd.uk or call 01376 328455. ENDS Editors notes Established in 2002 by Managing Director Nigel Hallett, IsoCool Ltd specialises in designing, installing and maintaining energy-efficient process cooling systems for a wide range of sectors, from plastics and packaging to engineering and food. IsoCool also provides high level environmental advice relating to the age and performance of existing cooling systems. For a full company profile or to arrange an interview with Nigel Hallett, please contact PrettyGood PR. Press Contacts PR Agency: Contacts: Email: Telephone: PrettyGood PR Helen Tidswell or Elisa Shukla helen@prettygoodpr.com or elisa.shukla@prettygoodpr.com 01376 564315 07980 619593 (out of hours)     ");
array_files[4]=new Array(0,4,"./pdf/pr/IsoCool_Closures-put-a-lid-on-energy-wastage.pdf","2011-04-07","440K","IsoCool_Closures-put-a-lid-on-energy-wastage.pdf    ","","","PRESS RELEASE Issued 01.04.11 Closures put a lid on energy wastage Leading plastic packaging manufacturer Closures is on track to reduce annual operating costs by over £52,000 thanks to a series of energy saving initiatives implemented by IsoCool. The process cooling specialist went far beyond the original brief of a brand new chilled water system, to identify not one but four ways in which Closures could make significant cost savings. Closures manufactures In-Mould-Label cream pot containers and lids, and over 2 billion closures a year for the UK dairy market. To fulfil increasing demand, the company extended its 4000sqm Mansfield -based factory this year, and put out a tender for a new cooling system. Several specialists were invited to bid, but it was IsoCools expertise and reputation which impressed Closures Director, Peter Acres: I asked around the market for references and had no negative feedback. And IsoCools technical knowledge really stood out above the competition - they identified an energy saving solution which other suppliers had completely overlooked he explained. IsoCool installed a complete turnkey cooling solution for the factory extension, which will house up to 12 new large injection moulding machines. This included an adiabatic cooling system for the hydraulic oil coolers, plus a multi-circuit chiller and air blast cooler for the moulds to provide partial and up to 100% free cooling during low ambient conditions. By offloading the chillers in this way, IsoCool will reduce the annual energy consumption of the cooling system by over 50%, saving Closures around £17,000 every year and increasing the longevity of their plant. During this installation, IsoCool saw the potential for Closures to make much greater energy savings across their rest of their premises. Before the recent extension, Closures consisted of three factories on the same site, each of which had its own cooling systems explained Nigel Hallett, Managing Director of IsoCool. Factory 1 and 2 had packaged chillers that came with the original production lines, Factory 3 was a centralised system, and Factory 4 is the new extension. With a combination of upgrading, recycling and centralising, we knew we could make Closures overall system much more energy-efficient he continued. Peter was impressed: IsoCool produced detailed cost analyses of our existing energy consumption compared with their new solutions. The savings were fantastic and return on investment excellent he said. The intelligent solution will begin with the expansion of the existing central system in Factories 3 and 4. Here, IsoCool will add additional capacity from two of the stand alone chillers in phase 2. They will then upgrade the adiabatic cooler in phase 3 and retro-fit an IsoFC energy saving device to the system. This connects the mould and hydraulic cooling circuits through a high-efficiency packaged heat exchanger unit to enable energy transfer between the systems without them mixing. Finally, IsoCool will install new pipework from phases 3 and 4 onto the compression moulding machines in Factory 2, which will release the remaining stand alone chillers. To reduce the carbon footprint of both factories and lower Closures expenditure, IsoCool have committed to purchase the redundant chillers in order to recycle them. Even without this saving, the solution is expected to cut Closures annual operating costs by a further £24,000. Once this is completed, IsoCool will make further energy savings to the compression moulding cooling facility in phase 1. Here, they will centralise the existing chillers to optimise the performance of each unit by adding a staged control system plus utilising the redundant air blast cooler from Factory 3 cooling system, to provide partial and up to 100% free cooling, which will lower Closures annual operating costs by a further 50%, or £14,000 in monetary terms. Once again, IsoCool was able to release another chiller from the system, which they will purchase from Closures for recycling. Altogether, Closures is on track to save over £50,000 every year thanks to IsoCools resourceful solutions. And if all that proactivity wasnt enough, IsoCools Director, Nigel Hallett, also helped Peter apply for a Carbon Trust loan to help manage the cost of their initial investment: Nigel suggested that we go for the CT loan and then gave advice throughout the process. In fact, IsoCool were incredibly helpful with everything. Theyre a really professional company, offer an excellent product and Id recommend them to anyone looking to make significant cost savings. For more information about IsoCools range of energy efficient cooling systems, visit www.isocool.ltd.uk or call 01376 328455. ENDS Editors notes Established in 2002 by Managing Director Nigel Hallett, IsoCool Ltd specialises in industrial cooling, designing, installing and maintaining energy-efficient cooling systems across a wide range of sectors, from plastics and packaging to engineering and food. IsoCool also provides high level environmental advice relating to the age and performance of existing cooling syste      ");
array_files[5]=new Array(0,4,"./pdf/pr/IsoCool_Plant-Recycling.pdf","2011-04-07","435K","IsoCool_Plant-Recycling.pdf    ","","","PRESS RELEASE Issued 01.04.11 Plant recycling takes a bite out of costs Leading plastic food packaging manufacturer, Alma Products, is on track to reduce running costs by 63% thanks to a large scale recycling and energy-saving solution from process cooling specialist, IsoCool. By re-commissioning a redundant cooling tower and retrofitting a separate plate heat exchanger to an existing chiller system, IsoCool have provided a service with a ROI schedule of just 15 months. Efficiency is a key performance indicator for Alma products, who provide extrusion, thermoforming and container printing services to the food industry. On realising that the current chiller system could be improved by taking advantage of low ambient conditions, they put a tender out to several specialist companies. Steve Ellis, Operations Director at Alma Products explains why IsoCool stood above the competition: We chose IsoCool because they had a consultative approach that took our business values, such as sustainable manufacturing, into account. Their solution effectively optimised our existing system and was therefore really cost effective in the short and long term. To lower the initial investment required and provide the most eco-friendly solution, IsoCool reinstalled Almas disused cooling tower using existing pumps and then retro-fitted a plate heat exchanger. This takes water from the cooling tower to provide the cooling source during times of the year when the ambient allows partial and up to 100% direct air cooling. The lower the outside temperature, the more effective the plate heat exchanger and cooling tower become, which reduces the load on the chillers. Steve Ellis explains: We used to have the chillers running all year round. Now, as soon as the temperature is below 16oC, the cooling tower and plate heat exchanger kick in and offload the compressors. Below 10oC we run on 100% free cooling so when the temperature drops, so do our running costs ­ its fantastic. He adds: IsoCools preparation was meticulous and the installation was carried out at times that suited us. The payback schedule they gave us beforehand is also proving accurate and were really pleased with the energy savings weve made. For more information about IsoCools range of energy efficient cooling systems, visit www.isocool.ltd.uk or call 01376 328455. For more information about IsoCools range of energy efficient cooling systems, visit www.isocool.ltd.uk or call 01376 328455. ENDS Editors notes Established in 2002 by Managing Director Nigel Hallett, IsoCool Ltd specialises in industrial cooling, designing, installing and maintaining energy-efficient cooling systems across a wide range of sectors, from plastics and packaging to engineering and food. IsoCool also provides high level environmental advice relating to the age and performance of existing cooling systems. For a full company profile or to arrange an interview with Nigel Hallett, please contact PrettyGood PR. Press Contacts PR Agency: Contacts: Email: Telephone: PrettyGood PR Helen Tidswell or Elisa Shukla helen@prettygoodpr.com or elisa.shukla@prettygoodpr.com 01376 564315 07980 619593 (out of hours)     ");
array_files[6]=new Array(0,4,"./pdf/pr/IsoCool_Suppliers-Reaction-to-the-Energy-Scheme.pdf","2011-04-07","93K","IsoCool_Suppliers-Reaction-to-the-Energy-Scheme.pdf    ","","","Energy Efficiency Financing Scheme - suppliers reaction Interest: rated or slated? March 28th saw the end of the Carbon Trusts 0% loan deal for energy-saving equipment purchases. Its replacement is the `Energy Efficiency Financing Scheme, an initiative which is the result of a joint partnership between the Carbon Trust and Siemens Financial Services. But theres a catch ­ this time theres an interest rate attached. So should we still be interested? As an approved Carbon Trust supplier, weve helped many of our clients purchase cost-saving equipment through the Carbon Trust loan scheme over the past few years. The biggest draw of the scheme was that the loan was offset by the energy-savings generated by our installations, so at 0% interest, it was really was an easy decision, says Nigel Hallett, managing director of process cooling specialist, IsoCool. He continued: Overall, the new Energy Efficiency Financing Scheme is a vast improvement on its predecessor in many areas. From our experience, the benefit manufacturers will find most attractive is the flexible payment structure. Previously, the repayment term was based on the ROI schedule of an installation, but now it can be extended beyond this period. Plus, payments can also be made monthly, quarterly or annually. Arranging finance around individual circumstances, rather than the rigid structure of the Carbon Trust loan, is incredibly important when it comes to cash flow especially in a tough economic climate like this. Restrictions on qualifying criteria and loan amounts have also been lifted. Now companies of any size or type can apply, including sole traders and public sector organisations. The lower loan limit has gone down to £1,000 and theres no upper limit either. This will enable many more extremely worthwhile energy-saving projects to go ahead now, which may have been on-hold due to lack of upfront capital, he added. Even with the new interest rate, Nigel maintains that the scheme is a financially viable: In an ideal world, financial assistance wouldnt be subject to interest. But in terms of the wider funding market, I think the Energy Financing Scheme is an excellent option. And its about more than just having competitive rates. For a start, its supported by the Carbon Trust, so the energy savings on suppliers proposals are independently reviewed and verified. Secondly, Siemens Financial Services has dedicated finance specifically for this scheme. Many banks lack liquidity, and securing funding in this way has proved very difficult for businesses over the past few years ­ even for well established ones with good capital, he said. He concluded: Energy-saving initiatives are designed to do just that ­ save energy. When equipment or installations are able to pay for themselves within a matter of a few years, and continue to provide savings in the long term, they shouldnt be held back. This scheme will enable manufacturers to go ahead with vital projects, save money, reduce their carbon emissions, improve efficiency performance and hit energy targets ­ essential steps to the future success of our industry. www.isocool.ltd.uk ENDSENDS Editors notes Established in 2002 by Managing Director Nigel Hallett, IsoCool Ltd specialises in industrial cooling, designing, installing and maintaining energy-efficient cooling systems across a wide range of sectors, from plastics and packaging to engineering and food. IsoCool also provides high level environmental advice relating to the age and performance of existing cooling systems. For a full company profile or to arrange an interview with Nigel Hallett, please contact PrettyGood PR. For more information about IsoCools range of energy efficient cooling systems, visit www.isocool.ltd.uk or call 01376 328455. Press Contacts PR Agency: Contacts: Email: Telephone: PrettyGood PR Helen Tidswell or Elisa Shukla helen@prettygoodpr.com or elisa.shukla@prettygoodpr.com 0844 504 8122 07980 619593 (out of hours)     ");
array_files[7]=new Array(0,4,"./pdf/pr/Motan-Colortronic_ETA-Plus.pdf","2011-04-07","99K","     ","     ","     ","MOTAN COLORTRONIC LIMITED PRESS RELEASE ETA Plus We live in times of fundamental change. The population will grow to 9 billion people during the next 40 years. The supply of resources, in particular water and supply of energy, will present us with unexpected price rises and challenges in the future. At Motan Colortronic our aim is to play our part with regard to intelligent energy saving solutions, with innovative products in the material handling industry states Karl Miller. ETA Plus, a further development of the patented world proven ETA heat reclamation system introduced in the mid 1980s is such a solution, providing an energy efficient and reliable system, whilst ensuring consistent dryness of material at all times. The ETA Plus saves up to 60% in energy compared to standard dryers with 1. 2. 3. 4. 5. 6. 7. 8. Preheating of regeneration air with heat exchanger Temperature controlled regeneration Dew point controls Insulated desiccant beds Frequency controlled blower Controlled air flow per hopper based on actual usage Heating directly at the hopper Preheating of dry air with heat exchanger The Chesterfield Tech Centre is now fitted with an ETA Plus dryer for customer trials and demonstrations. For latest product information visit us at www.motan-colortronic.co.uk     ");
array_files[8]=new Array(0,4,"./pdf/pr/Motan-Colortronic_Chilling-News.pdf","2011-04-07","74K","     ","     ","     ","MOTAN COLORTRONIC LIMITED PRESS RELEASE Chilling News The new Reglochill chillers ­ a further enhancement of the Regloplas range ­ are now available. The RC2 is an air cooled condenser range for efficient cooling from 3-58 kW cooling capacity. The RCW is a water cooled range for efficient cooling from 7-51 kW cooling capacity. The DCW/DCG - a range of cooling batteries (free cooler) - is used for closed loop cooling systems with minimum water and electricity usage. Up to 70% savings are possible compared to traditional chillers. The range includes 45-1,400 kW cooling with pump capacities from 702,400 l/min. The IES is the Integrated Energy Saving system (patented). This fully automated system, comprising of scroll compressor units with the unique addition of a high yield exchange battery, provides cold water at the production process 12 months a year, with the huge advantage of the use of a free water/air thermal exchange. This system has proven to achieve up to 80% savings compared to traditional chillers. The features and quality components are synonymous with the Regloplas brand. The above units, as with the standard range of water and oil heaters, are carried on stock at Chesterfield. We are very pleased to be able to offer customers in the heating and cooling process a comprehensive range, along with a professional sales and after sales service states Karl Miller of Motan Colortronic Limited. For latest product information visit us at www.motan-colortronic.co.uk     ");
array_files[9]=new Array(0,4,"./pdf/pr/Motan-Colortronic_Think-Materials-Management.pdf","2011-04-07","214K","Motan-Colortronic_Think-Materials-Management.pdf    ","","","MOTAN COLORTRONIC LIMITED PRESS RELEASE Think Materials Management Since October 2010, Motan Colortronic Limited, based at Chesterfield, has grown from strength to strength. The new, larger sales and service team (probably the largest in the industry) has enabled us to continue to enhance customer support. The Technical and Support Centre, with a vast stock of standard units, provides our customers with off the shelf standard and customer specific solutions for all areas of plastics processing and recycling. Unlike many competitors, Motan Colortronic is not purely a supplier; our units are designed, built, installed and serviced by the same company. The high quality product line incorporates leading brands, ensuring reliable, energy efficient and cost effective solutions. These brands include : Motan Colortronic Regloplas Herbold Meckesheim All are established brands within the UK and Ireland, some for over 36 years and all with a proven record. For latest product information visit us at www.motan-colortronic.co.uk     ");
array_files[10]=new Array(0,4,"./em/pdf/nl/PMMDA-Membership-Benefits.pdf","2011-04-01","302K","PMMDA-Membership-Benefits.pdf    ","","","PMMDA Member Benefits PPMA Group technical consultant, Laidler Associates, provides members with a range of advisory and consultancy services including free telephone/email support on topics including:· · · · Machinery Safety Directive Project Management EMC Directive Fifth Schedule · · · · Semi S2 Safety Inspection Low Voltage Directive Health & Safety Fire Risk Assessment · Provision & Use of Work Equipment Regulations `98 Technical services For assistance with your technical queries contact:E paul.laidler@laidler.eu T +44 (0)33 3123 7777 www.laidler.co.uk Helpline - T +44 (0)8445 618113 ­ A members support line for free advice on tax, employment law, legal matters etc. PPMA Jobs ­ List your job advert for free of the PPMA Group website. For details contact E david.harrison@ppma.co.uk Agent & new principal finder service ­ go to www.ppma.co.uk/export/services.htm Business support services --------------------------- PPMA Group Strategic Alliance Partners (SAPs) SAPs have an agreement to provide the membership with business services at favourable rates. --------------------------- Inenco ­ Energy and utility consultancy E chris.buxton@ppma.co.uk SinoScan ­ Helping members to source and fabricate spares and parts in Asia for better margins in the UK E peter.riches@sinoscan.com www.sinoscan.com Seddons ­ Intellectual property law, commercial disputes and corporate law E alexander.egerton@seddons.co.uk www.seddons.co.uk The Mind Catalyst ­ Change management specialists E aahuti@themindcatalyst.co.uk www.themindcatalyst.co.uk Halo Training ­ Bespoke multimedia `on demand training and support packages for OEM equipment E theoffice@halosupport.co.uk www.halotraining.co.uk/ppma Citation ­ H&S for commercial premises and employment law support E zenagriffiths@citation.co.uk www.citation.co.uk Sutton Winson ­ Insurance cover and risk management E paul.jackson@swib.co.uk www.suttonwinson.com Technical Seminars 2011 --------------------------- · Machinery Directive ­ 7 April · Machinery Risk Assessment Seminar ­ 14 April · Practical Machinery Safety (PUWER) ­ 5 May All seminars are held at the Marriott Hotel, Northampton. For details and to book go to www.ppma.co.uk/educ/info.htm PPMA Group members have access to PPMA annual Business Survey data and statistics provided by HM Revenue and Customs (import and export data for equipment in the packaging, processing, weighing, robots and injection moulding and other plastic related equipment). For details contact E ianframe@tgis.co.uk T +44 (0)1767 222154 / Mb +44 (0)7970 060245 Industry statistics to help develop your business strategy Machinery Directory An industry bible circulated to 4000+ end users and includes 400 machinery suppliers. For listing and advertising opportunities contact E bill.lake@ppma.co.uk Machinery finder ­ Live project enquiries generated by the PPMA Group websites are sent direct to members Publishing services --------------------------- Direct mail ­ Use the PPMA Group database to target 37,000 sector specific UK end users records. Contact E david.chadd@ppma.co.uk PMMDA website banners Enhance your profile on the PMMDA website to generate more traffic to your site:Banners from £120 for 6 months Contact janine.berriedale@ppma.co.uk T +44 (0) 20 8773 5517 PPMA Group Presidents Lunch: Money saving SAPs ­ 16 June 2011, Manchester United Football Ground Members are welcome to join our free networking luncheons, which on this occasion will focus on PPMA Groups Strategic Alliance Partners who have an agreement to provide the membership with business services (including insurance, employment law, energy consultancy, H&S and litigation services) at favourable rates. For further details and to book a place contact christine.jordon@ppma.co.uk T +44 (0)20 8773 8111 Networking golf day ­ 8 September 2011, DeVere Staverton Park A great way to entertain clients: 27 holes of golf, four competitions and a three course meal with trophy presentations. To book: www.ppma.co.uk/em/11/pdf/ppma/Golf_Day_2011. pdf Special Interest Groups (SIG) update Find out what BARAs (British Automation and Robot Association) seven SIGs in the fields of Academia, Advanced Robotics, Aerospace, Industrial Robots, Security, Safety and System Integration have been working towards over the past quarter and how to get involved in the groups go to:www.bara.org.uk/subgroups.html Join other PPMA Group Associations @ NO COST We would like to remind PMMDA members that they are invited to join PPMA:BARA:UKIVA at no additional cost to their membership and so that they may keep up to date with packaging, processing, robotics/automation and vision news. To register contact E david.harrison@ppma.co.uk Networking opportunities ---------------------------     ");
array_files[11]=new Array(0,4,"./em/pdf/nl/UN-calls-for-action-on-maritime-plastics-pollution.pdf","2011-03-29","171K","UN-calls-for-action-on-maritime-plastics-pollution.pdf    ","","","UN calls for action on maritime plastics pollution The United Nations Environment Programme (UNEP) 2011 year book highlights persistent, bioaccumulating and toxic substances associated with plastic marine waste as a new and emerging concern. The problem is partly about scale: in North America and Western Europe each person now uses around 100kg of plastic materials annually, projected to rise sharply to 140kg by 2015. And Asian emerging market countries now use around 20kg of plastic per year, growing to 36kg by 2015. A significant proportion is waste, much ending up in seas and oceans, often shredded into small particles. And then another problem arises ­ these materials absorb other pollutants and are then consumed by wildlife. The UNEP report claimed research indicates these plastic fragments become contaminated with dissolved chemical pollution, such as polychlorinated biphenols (PCBs) and the pesticide DDT, via polluted seawater and sludge. Many of these pollutants including PCBs cause chronic effects such as endocrine disruption, mutagenicity and carcinogenicity, reported the year book. Some scientists are concerned that these persistent contaminants could eventually end up in the food chain, it added. The concern arises from conclusions that species such as swordfish and seals ­ at the top of the food chain ­ are potentially vulnerable, and of course consumed by humans. The year book calls for robust coordinated action, listing some ongoing initiatives, for instance international treaties such as the UNs International Convention for the Prevention of Pollution from Ships and UNEPs Global Programme of Action for the Protection of the Marine Environment from Land-based Activities. UNEP calls for better enforcement of such rules, the development of consumer awareness plastic disposal and improved support for national and community-based initiatives on effective waste disposal, especially recycling. Source: European Plastics News www.europeanplasticsnews.com/subscriber/newscat2.html?channel=430&id=1298626366     ");
array_files[12]=new Array(0,4,"./em/pdf/nl/negris.pdf","2011-03-29","113K","negris.pdf    ","","","Negri Bossi delivers £1m order Lancashire based What More UK Limited, has taken delivery of Negri Bossi injection moulding machines to meet market demand for their comprehensive range of plastic injection household and storage products. The £1million project included installation of Negri Bossi VECTOR 1000 injection moulding machines which are fitted with `electric screw drives making them highly energy efficient. Andy Holt CEO at What More UK said: The new machines we have installed have a clamping force of 1,000 tonnes each and will increase production capacity on some of the larger product lines. Innovation is the driving force behind this company and we are always adding to our product portfolio and keeping up to date with cutting edge technology. We have worked with Negri Bossi for many years and always found their machinery very reliable and they also provide on-site training for our staff which is vital to us. Source: www.negribossi.co.uk/newsletters/e_newsletter_25-01-11/e_newsletter_25-01-11.html     ");
array_files[13]=new Array(0,4,"./em/pdf/nl/Mixed-plastics-recycling-gets-off-the%20ground-in-Britain.pdf","2011-03-29","345K","Mixed-plastics-recycling-gets-off-the ground-in-Britain.pdf    ","","","Mixed plastics recycling gets off the ground in Britain An integrated sorting and recycling facility, which started life as a project by Greenstar WES before the company was bought by recycling and waste disposal giant Biffa last summer, will enable mixed plastics to be sorted, washed and processed, bridging the gap which leaves householders encouraged to recycle bottles, but not able to recycle other plastics packaging such as yoghourt pots and food trays. The Redcar facility will begin processing 15,000 tonnes per year from April, building up to a full capacity of 20,000 tonnes by April 2012. It will process plastics from Biffa material recovery facilities, as well as local authorities and commercial Biffa customers from England, Scotland, Wales and Ireland. Once sorted and processed, the output materials, sorted by polymer type and colour, will be suitable for end uses such as paint trays, plant pots, storage boxes, pallets, bottles, car parts, office furniture and kitchenware. In addition some of the output will be processed through Biffas food grade HDPE recycling facility at the same site and go back into the manufacture of milk bottles. Source: Biffa www.biffa.co.uk/about-biffa/media-centre/current-news/biffa-polymers-opens-uks-first-mixedplastic-sorting-and-processing-facility.html     ");
array_files[14]=new Array(0,4,"./em/pdf/nl/Japanese-disaster-disrupts-materials-production.pdf","2011-03-29","105K","Japanese-disaster-disrupts-materials-production.pdf    ","","","Japanese disaster disrupts materials production Following the massive earthquake and tsunami that struck Japan on 11 March, a number of prominent plastics plants have been affected. DuPont has closed its engineering resin plant and research centre in Utsunomiya, the Shin-Etsu PVC plant in Kamisu has stopped production, and in Ibaraki, a polyester films plant operated by the Teijin DuPont Films joint venture has also suspended operations. Mitsubishi Chemical has closed a large petrochemicals complex in Kashima that makes ethylene, styrene, phenol and other plastics feedstocks, according to a report from Houston consulting firm Chemical Market Resources (CMR), and Nippon Oil & Energy also has closed a refinery in Sendai that makes numerous petrochemicals including plastics feedstocks: propylene and benzene, the report said. A major petrochemical hub in Chiba has also been affected, according to the CMR report. A fire at a refinery operated there by Cosmo Oil has led to the temporary closing of the site, which has annual capacity of about 150 million pounds of propylene, a plastics feedstock. Other plastics material and processing firms with operations throughout Japan include Toray Industries and Ube Industries. It is unclear if any of Torays plants have been impacted by the earthquake, and most of Ubes operations are in the southern part of the country, away from where the quake and tsunami struck. The quake and tsunami should have a secondary impact, not a primary one on Japans plastics and petrochemicals industry, according to CMR president Balaji Singh, because the northern part of Japan is sparsely populated and sparsely industrialised when compared with central and southern parts of the country, Singh said. Source: Plastics & Rubber Weekly To read the full report go to: www.prw.com/subscriber/newscat2.html?cat=1&channel=100&id=1300448898     ");
array_files[15]=new Array(0,4,"./em/pdf/nl/isocool.pdf","2011-03-29","126K","     ","","","IsoCool aims to reduce Closures energy bill by £52,000 per annum Leading plastic packaging manufacturer Closures is on track to reduce annual operating costs by over £52,000 thanks to a series of energy saving initiatives implemented by IsoCool. The process cooling specialist identified four ways in which Closures could make significant cost savings. Closures manufactures in-mould-label cream pot containers and lids, plus over 2 billion closures a year for the UK dairy market. To fulfil increasing demand, the company recently extended its 4000sqm Mansfield based factory. IsoCool installed a complete turnkey cooling solution for the factory extension, which will house up to 12 new large injection moulding machines. This included an adiabatic cooling system for the hydraulic oil coolers, plus a multi-circuit chiller and air blast cooler for the moulds to provide partial and up to 100% free cooling during low ambient conditions. By off-loading the chillers in this way, IsoCool will reduce the annual energy consumption of the cooling system by over 50%, saving Closures around £17,000 every year and increasing the longevity of their plant. During this installation, IsoCool saw the potential for Closures to make much greater energy savings across the rest of their premises. Before the recent extension, Closures consisted of three factories on the same site, each of which had its own cooling systems explained Nigel Hallett, Managing Director of IsoCool. Factory 1 and 2 had packaged chillers that came with the original production lines, Factory 3 was a centralised system, and Factory 4 is the new extension. With a combination of upgrading, recycling and centralising, we knew we could make Closures overall system much more energy-efficient, he added. In total, IsoCool looks to save around £52,000 per annum and has also helped Closures apply for a Carbon Trust loan to manage the cost of their initial investment. Source: www.isocool.ltd.uk/latest-projects/plastics/closures/closures-put-a-lid-on-energywaste.php     ");
array_files[16]=new Array(0,4,"./pdf/Granulator_Artwork.pdf","2009-11-26","38K","     ","","","PMMDA GUIDE TO GRANULATORS Guide to Granulators Introduction This document has been compiled by the PMMDA to provide plastics processors with a guide to recycling/granulating and against which Granulator specifications may be measured. The Need for Granulators Granulators are an essential element of plastics processing. The processor may make his operation profitable by re-using plastic waste, which would normally be disposed of The benefits are: a. Being able to re-use expensive raw materials by feeding processed waste material through the Granulator, thereby reducing production costs. b. Recycling post consumer waste, thereby ensuring compliance with the very latest regulations. c. Size reduction of the waste product, thus saving disposal costs. Glossary Terms Feed Hopper Where material is fed into the Granulator. Cutting Chamber/Rotor Comprises of a chamber, fitted with a number of stationary knives and a rotor, which supports the rotating knives. Screen Box Situated below the Cutting Chamber supporting the Discharge Screen, which may have various size holes, depending on the size of granules required for re-processing. Granulate Material that has been reduced in size by the Granulator. Collection Box Situated below the screen, to collect the granulate which is then conveyed to storage silos. Rotor and Rotating Knives Feed Hopper Cutting Chamber Fixed Knives Screen Box Collection Box Selection of Granulators When selecting Granulators, the user has to decide on the size of Granulator required. This will depend on the dimensions and weight of the components, including wall thickness, the size of the finished granules and the quantity of material to be granulated per hour. The design of Granulator required by the user will depend on the type of process. These are: Injection Moulding These are in the following categories: a. Granulators for closed loop re-cycling sited next to the moulding machine. b. Central Granulators Granulators sited next to the moulding machine are usually manually fed, although they can also be fed by a Sprue Picker/Robot or via a Conveyer/Sprue Separator. Central Granulators can be fed manually or via a Conveyor. The Conveyor can include metal detection, if required. Blow Moulding Conveyers generally feed Granulators for Blow Moulding applications. Again, the Conveyor can include metal detection, if required. Extrusion of Profiles & Pipes These Granulators are normally supplied with side or rear Hoppers to enable the processor to feed long lengths directly into the Granulator or Combination Hoppers to feed from the front and side. Extrusion of Film & Sheet These Granulators are available with manual front feed or rear feed hoppers. Automatic roll feeder units are available for sheet or edge trim recycling. Thermoforming These Granulators can operate in line with automatic thermoforming machines and serve to granulate skeletal waste produced after separating thermoformed components from continuous web of plastic sheet. They can also be used as central Granulators to accept complete rolls of skeletal waste. Post Consumer Waste These special granulators form part of a complete system which may include shredders, wasters, classifiers etc. Rotor Designs Closed Rotor ­ Numerous blades, with small cutting surface for tough materials or thick wall section parts. Open Rotor ­ Blades, with large cutting surface for thin wall section and light parts such as blow moulded containers. Semi-Closed Rotor - To accommodate both applications. Discharge of Regrind Regrind may be discharged using a variety of methods: Vacuum take off using a suction box for evacuation via a hopper loader or proportional valve. Blower evacuation via a through fan to a vented cyclone discharge, allowing dust removal and metal separation. Venturi system using compressed air to evacuate Suction Box to simple cyclone discharge. Bin base for manual emptying. Noise Protection The noise level specified by EC Regulations are 85dBA or below. The noise is generally measured at least Im above the discharge of the Granulators. Beside the Press, small Granulators are usually operated at low cutting speeds and these may be supplied without soundproofing. Medium sized Granulators are generally fitted with integral soundproofing. Large Granulators can be either integrally soundproofed or a soundproof enclosure can be fitted over the Granulator. Safety It is important that there should be no access to any dangerous areas during the operation of the equipment. Feed Hoppers have to be fitted with two sets of protective flaps and safety interlocking devices with time delay to prevent the operator opening the Granulator or Suction Box before the Cutting Rotor comes to a halt. The Feed Hopper must be designed so it is impossible for an operator to reach any dangerous areas through the feed entry. Medium and large Granulators must be designed, so that the feed entry has a minimum distance of 1.2m from floor level. The GUIDE TO .. series are produced by PMMDA Polymer Machinery Manufacturers and Distributors Association. P.O. Box 2539, Rugby, W arwickshire, CV2      ");
array_files[17]=new Array(0,4,"./pdf/DRYERS_artwork.pdf","2009-11-26","58K","     ","","","PMMDA GUIDE TO DRYERS Guide to DRYERS Introduction This document has been compiled by the PMMDA to provide plastics processors with a guide to material drying and a code of practice against which dryer specifications can be measured. The need for drying Many thermoplastics absorb moisture during manufacturing, transport and storage. During the melt, hydrolysis can occur resulting in substandard finished products in terms of both physical properties and surface appearance. Drying prior to processing removes absorbed moisture preventing the occurrence of hydrolysis. Glossary of terms Aftercooler Carousel Dryer Cool Down Dehumidified Drying Desiccant Dewpoint Equilibrium For high temperature drying, a heat exchanger on the return air reducing the air temperature to maximise desiccant efficiency. Multiple desiccant cells mounted on a rotating carousel cycling through process drying, regeneration and cool down. Cooling of desiccant cell after regeneration to maximise drying efficiency. Use of heated, low dew point air, causing moisture to diffuse outwards from within the pellet. Medium within the drier which extracts moisture from the re-circulating process air. The temperature at which condensation of moisture begins The rate of diffusion of moisture into and out of the pellet are equal, the moisture level of the material remaining constant and in equilibrium with the surrounding atmosphere. A chemical breakdown of the molecular structure of the polymer in the melt due to the presence of water and heat. Materials which absorb moisture within the pellet (dehumidified drying recommended). Moisture content by weight prior to drying. Material which take on surface moisture only. Heating of desiccant cell to high temperature to drive off absorbed moisture. Dwell time of material in the drying hopper required to ensure proper drying Moisture content by weight after drying One desiccant cell cycled through process drying, regeneration and cooldown. Two desiccant cells alternated between process drying and regeneration/cooldown. Hydrolysis Hygroscopic Initial Moisture Content Non-Hygroscopic Regeneration Residence Time Residual Moisture Content Single Desiccant Fixed Bed Dryer Twin Tower Flat Bed Dryer Moisture Content of Air Dewpoint (ºc) -50 -44 -40 -36 -32 -30 -26 -20 -16 -10 0 PPM (parts per million) 39.4 80.1 126.9 197.8 303 374 564 1015 1480 2562 6020 Dryer - Units of Measurement Material throughput Airflow Temperature Process Air Blower Regeneration air blower Process heater internal Process heater external Regeneration heater Total connected load Average running load Compressed air consumption Compressed air pressure After-cooler water flow Dimensions (L x W x H) Weight kg/hr M³/hr ºc kW kW kW kW kW kW kW L/min Bar L/min @ ºc mm kg Dryer - Specification Type of blower Desiccant system Desiccant system Number of desiccant cells Weight of desiccant per cell After cooler Control system type Regeneration control Filter alarm Energy saver Root, side channel or other Silica gel or molecular sieve Fixed bed or carousel Number kg Yes/no Define Fixed time, dew-point, other Yes/no Yes/no Hopper - Units of Measurement Hopper Volume Hopper Heater Dimensions L KW mm Hopper - Specification Construction (material contact points) Insulation Insulation type Access Opening Method of access Sight Glass Mounting Drain Port Material Shut-off Material Shut-off Operation Interconnecting Pipework Construction Delivery air pipework insulation Mild steel, stainless steel, aluminium, G.R.P., others Yes / No Define Yes / No Define Yes / No Machine / Floor frame / Mobile Yes / No Yes / No Manual or automatic Define Yes / NO P PMMDA Material Drying Parameter Guidelines Material ABS CA CAB CP LCP PA PBT PC PE PE (40% black) PEEK PEI PEN PES PET (inj) PET (preform/Extrusion) PETG PI PMMA POM PP PPO PPS PS PSU PUR PVC SAN SB TPE Drying Temp (ºc) 80 75 75 75 150 70-80 120-140 120 90** 90 150 150 170 150-180* 110-120 160-180 60-70 120-140 70-100 95-110 90 110-125 140-150 80** 120-170* 89-90 70** 80 80 105 Bulk Density (kg/L) 0.6 0.5 0.5 0.6 0.6 0.65 0.7 0.7 0.6 0.6 0.6 0.6 0.85 0.7 0.85 0.85 0.6 0.6 0.65 0.6 0.5 0.5 0.6 0.5 0.65 0.7 0.5 0.5 0.6 0.7 Residence Time (hr) 2-3 2-3 2-3 2-3 4 3-6 4 2-3 1 3 3-4 3-4 5 4 3-4 6 4-6 3 3 3 1 2 3-4 1 4 3 1 2-3 2 3 Initial Moisture Content (%) 0.2 1.0 0.8 1.0 0.04 1.0 0.3 0.3 0.01 0.8 0.4 0.25 0.01 0.8 0.04 0.08 0.5 0.4 0.5 0.2 0.01 0.13 0.1 0.01 0.3 0.2 0.1 0.1 0.2 0.1 Residual Moisture Content (%) 0.02 0.02 0.02 0.02 0.02 0.05 0.02 0.01 0.01 0.02 0.02 0.02 0.005 0.02 0.02 0.005 0.02 0.02 0.020.02 0.020.04 0.02 0.02 0.02 0.02 0.02 0.05 0.05 0.02 Airflow Requ. (Nm3/kg/hr) 1.3 - 1.7 1.8 - 2.5 2.2 - 2.5 2.1 - 2.5 1.3 1.7 - 2.2 1.3 - 1.7 1.3 1.3 - 1.7 2.2 - 2.4 1.3 - 1.7 1.3 1.7 - 2.5 1.4 - 1.7 1.2 1.7 - 2.5 1.7 1.1 - 1.3 1.4 - 1.7 1.2 - 1.7 1.3 - 1.7 1.3 - 1.5 1.3 1.1 - 1.3 1.3 - 1.4 1.8 - 2.0 1.1 - 1.5 1.2 - 1.5 1.2 - 1.5 2.1 * Higher temperatures are for extrusion grades ** Surface moisture removal NB: PMMDA Guidelines only. Consult material supplier for details. Regeneration of Desiccant Bed Regeneration Heater Drying of Mat      ");
array_files[18]=new Array(0,4,"./pdf/Chiller_artwork.pdf","2009-11-26","56K","     ","","","PMMDA GUIDE TO CHILLERS Guide to CHILLERS Guidelines for Enthalpy of Materials and Processes These guidelines are the agreed basis for the calculation of cooling capacity requirements and are expressed in kilocalories per kilogram per hour of material throughput. Process Adjustment Factors Material KCal/kg/hr Process Factor ABS 130 Injection Moulding 1 Acrylic 75 Extrusion Blow Moulding 0.8 Nylons 180 Extrusion (Profile & Pipe) 0.8 PET (General) 150 Inj. & Inj. Stretch Blow Moulding 0.8 Polycarbonate 70 High Density Polythene 200 Low Density Polythene 180 Polypropylene 150 Polystyrene 120 PVC (Unplasticised) 120 PVC (+30% Plasticiser) 130 Other Factors and Constants Un-insulated Hot Runner = 80%of installed power in kW Insulated Hot Runner = 60% of installed power in kW Throat Cooling 2.3 kCals/hr per kg. Conversion to kW: kCal/hr ÷ 806 = kW Machine Cooling - Injection Moulding Machines - Hydraulic Motor expressed in kW 1. General cycling (cycle time more than 10 seconds) 35% of hydraulic motor capacity in kW 2. Fast cycling (cycle time 10 seconds or below3) - 50% of hydraulic motor capacity in kW 3. Accumulator assisted - 60% of hydraulic motor kW Extrusion - Vacuum calibrators motor kW @80% The Cooling Capacity of an Air Cooled Water chiller is affected by the ambient air temperature and the water leaving temperature. The PMMDA Nominal Chiller Rating (see next page) is based on an ambient temperature of 27°C and a water leaving temperature to the process 10°C. The graph below can be used to adjust the cooling capacity if either or both these variables are changed to meet customers individual requirements which is expressed as the RATED COOLING CAPACITY. For example, if a chiller has a NOMINAL COOLING CAPACITY of 15 kW but the ambient temperature is 30°C and the water leaving temperature is 5°C. The correction factor is 0.83. The RATED COOLING CAPACITY is therefore 15kW x 0.83 = 12.5kW. Note ­ this is for guidance only, exact performance at specification should be confirmed by the chiller manufacturer/supplier. Examples of Chillers and Cooling Circuit diagram Circuit diagram Packed chiller with integral tank and pump Chiller without tank and pump. Application Application For small to medium closed circuit cooling duties i.e. injection moulding machines. For closed circuit cooling duties where tanks and pumps cannot be installed in the chiller, or larger than standard are required to meet specific consumer needs. Circuit diagram Chiller without tank and pump. Application For medium to large closed circuit cooling duties where there are a number of consumers requiring variable flow rates. GLOSSARY Compressor Evaporator Condenser Heat of the refrigeration system, pumps the refrigerant around the circuit. Heat exchanger which absorbs the heat from the consumer cooling water/glycol via the refrigerant. Can be plate, shell or tube, or submerged coil type. Rejects heat from the refrigerant either to atmosphere in air cooled chillers or via cooling towers or dry air coolers, for example in water cooled chillers. Water cooled condensers can be plate or shell and tube type. CENTRIFUGAL - High pressure type fan ideal for ducting the hot air from the air cooled condenser into the factory for winter heating and out of the factory for summer ventilation. AXIS - Free air discharge, not suitable for connection to duct work. The heat transfer gas to the refrigeration system. Controls the flow of liquid refrigerant to the evaporator depending on the consumer demands. HP SWITCH - Protects the refrigeration system from, for example, over pressure, caused by high ambient temperatures, restricted air flow on air cooled and water flow on water cooled chillers or over demands from the consumer. LP SWITCH - Protects the refrigeration system from, for example under pressure caused by low levels of refrigerant or low ambient temperatures. FREEZESTAT - Protects evaporator against freezing. LOW SWITCH - Also protects evaporator against freezing by detecting low water/glycol flow. OIL PRESSURE SWITCH - Protects compressor against lack of lubrication. To reduce capacity and running costs of the chiller in the event that the consumer demands are lower. Compressors can be off loaded mechanically or stepped in the case of multi circuit. Circulates the medium to be cooled, usually water or water/glycol around the consumer. Protects the pump in the event that all consumer water/glycol circuits are dosed. Antifreeze solution added to water. NOTE: Depending on quantities, will reduce the efficiency of the chiller. Either installed inside the chiller or external for larger systems. The tank acts as a thermal buffer to cope with fluctuating consumer loads During low ambient conditions, energy costs can be reduced by circulating the cooling medium (water/glycol), through a free cooling coil. This can be either built into the air cooled chiller or be independent of it. Fans draw cold air across the coil, pre-cooling the water/glycol and in best conditions, completely removed the need for mechanical refrigeration to take place. Installed outside the chiller and wi      ");
array_files[19]=new Array(0,4,"./pdf/Robots.pdf","2009-11-09","173K","     ","","","PMMDA GUIDE TO ROBOTS Guide to Introduction Robots CODE OF PRACTICE 30/4 Sept. 1999 This document has been compiled by the PMMDA to provide general information on Robot types and applications. People unfamiliar or with varying degrees of Robot experience will find this guide a useful aid in selecting the correct type of Robot for an application. Benefits, justifications and grippers are also covered. Application of Robots Robots are ideally suited to applications involving repetitive, cyclic operations. The Robot will ensure consistent cycle times and will always accurately follow the programmed paths. Inspection of parts can be carried out by vision, weight and check stations, which signal to the Robot production of good or bad parts. The Robot will continue its normal path for good parts and can be programmed to follow a different path for rejects. Robots are equipped with counters, which are used to count parts packed/placed or rejected. Ease of program and gripper changes allow even short production runs to be automated. Typical Mould Shop Applications Insert loading mould and post moulding. Part orientation Printing/labelling/decoration. De-gate parts from sprues Separate cavities e.g. left from right handed parts Clean room operations Adhesive applications Palletising/packing. Welding/heat staking. Unmanageable parts due to weight/heat/environment Inspection Assembly Routing Benefits in Automating a Moulding Machine To ensure consistent cycle times when compared to a machine running in semi-auto or using an operator. Added value via secondary operations. Minimise mould open time Prevent damage and contamination to mouldings when ejected whilst running a fully automatic cycle. Increased productivity Predictability in production timings. Labour deployment New Business Produce parts to higher specification Operator safety e.g. repetitive strain injury. Reduce mould wear and damage Reduced labour costs. Improved quality, reject reduction Company Image Faster cycle times. 15-20% increase in good parts Financial Justification The U.K. investment in automation lags behind many of its European neighbours, who are reaping the benefits of a reduction in labour costs, increase in quality and quantity. Many indirect cost savings are sometimes overlooked: such as losing supplier status due to defect parts, the time and effort wasted when full deliveries are returned due to one defective moulding and the gaining of a new customer who is aware that automation ensures he gets the best price and quality. Even when some labour is used the indirect benefits mentioned, are of extremely high value. In the majority of cases the pay back time for a robot can be less than one year. Robot Types (Mechanical Structure) Fig.1 CARTESIAN Fig.2 SCARA Fig.3 ARTICULATED 1. Cartesian Robot - also known as beam or gantry. Always with linear axes, horizontal, vertical and de-mould. Usually specified with 1 or more rotational axis. Mounting of the Robot is normally platen or floor fixing. Access to the mould is normally top or side entry. Mouldings are generally deposited at the rear/front or end of the moulding machines. Fig.1, NB. Cartesian Robots can be equipped with a second vertical arm for sprue removal from 3 plate tools. Sprue Pickers - used for part/sprue separation 2. Scara Robots - Robots whose arms have two parallel rotary joints to provide compliance in a plane (can have from three to five axis). Fig. 2. 3. Articulated Robots - Generally used in automation cells e.g. glueing, spraying, welding and assembly. Occasional use on moulding machines. Fig. 3 Press/Robot Interface - Euromap 12 To simplify and standardise the interface between moulding machine and the Robot, a standard interface has been developed, this interface is called Euromap 12. To enable a handling device (Robot) to run efficiently and moreover safely, it is necessary that a EUROMAP 12 interface is fitted to the moulding machine. Certain signals must be exchanged between the moulding machine and the Robot during the moulding cycle. E.g. mould open confirmation, or core and ejector function. The Robot Interface cable terminates in a standard 32pin Harting Plug (16pin+16 pushes) which simply connects to the mating socket on the moulding machine when fitted with Euromap 12. Most moulding machine suppliers offer this Robot Interface. The scope of Euromap 12 interface goes beyond the exchange of signals and also specifies the electrical connections of the Robot. The only note of caution is that the interface specifies 400VAC Three Phase Cekon socket mounted to the machine. Some more simple manipulators and sprue pickers require only a single-phase supply. Other Interfaces An interface similar to the foregoing description is always necessary, there is however another type of interface that is available. This interface has the name of EUROMAP 17, which enables the microprocessor control of the moulding machine to communicate with the microprocessor of other peripheral equipment, including robots. It enables the programs of the peripheral equipment to be stored and recalled from the m      ");
array_files[20]=new Array(0,4,"./pdf/Mould-temp-controllers.pdf","2009-11-09","263K","     ","","","GUIDE TO MOULD TEMPERATURE PMMDA Guide to Mould Temperature Control Introduction This document has been compiled by the PMMDA to provide plastics processors with a guide to mould temperature control and a code of practice against which mould temperature controller specification can be measured. The Need for Mould Temperature Control Mould temperature controllers are used to bring a connected mould (consumer) to an operating temperature, and maintain the set temperature by either heating or cooling. The benefits are: a. Preheating the mould to production temperature c. Improves product finish b. Optimisation of the cycle time d. Reduced reject rate particularly during machine start up. Glossary Terms Leak Stopper Facility Mould Draining Open System Closed System Closed System (pressurised) Direct Cooled Indirect Cooled Submersible Pump Centrifugal Pump Positive Displacement pump Temp. Sensor - Internal Temp. Sensor - External Set Point Set Point Tolerance Serial Interface Hard Wired Interface Consumer Heat Transfer Fluids WATER Positive Feature to either reverse the pump flow or use a venturi system, to allow the run to be finished before the lead in the mould is rectified. A dedicated vacuum unit can also be used for a more permanent leak stop capability. Introduction of air into the system via a solenoid valve. Compressed air is also an option. Tank open to atmosphere - operates below 90°c for water and 130c for oil. Forced flow to facilitate operating temperatures up to 350°c for oil. To facilitate operating temperatures above 90°c for water. Mixes cooling water directly in to the heat transfer fluid. Heat exchanger between heat transfer fluid and cooling water. Pump immersed in process fluid tank on open systems. Pump used in closed system for oil and water. Output flow can be dependent on pressure. Lobe or gear pump usually used with oil. Must have a pressure relief valve. Temperature measuring point of the system, installed in the unit. Temperature measuring point of the system installed outside the unit - usually in the mould. Operating temperature required at the process. Deviation from the set point temperature. A type of electrical connection to allow transfer of information/control to process machinery/ or other host computer. Alternative to serial interface, but with limitations. It allows control of the piece of equipment to be handed over host processing machine. Mould, extruder barrel rolls etc. Negative OIL Positive Negative Operating with water is more economical, cleaner and presents fewer problems. In the case of leaks in the temperature control circuit (e.g. hose couplings) water loss may be simply run into the drainage system without any further precautions (unless additives are included). Water has a low boiling point. Depending on the water quality, there is the risk of corrosion and calcification of the system (temperature control unit and mould) which will eventually lead to a decrease in flow in the mould and to deterioration of heat exchange between the mould and the circulating water. Thermal oils do not exhibit the disadvantages of water as mentioned above. As they have a far higher boiling point, they can be used for temperatures up to and above 350°c. No corrosion and calcification of the temperature control circuit. Heat transfer efficiency is approximately one third that of water. Production of odours starting at 150°c in open systems. Tendency to cracking (property degradation). Flammable under certain conditions. Not particularly suitable for moulds with very small heating/cooling channels eg.6mm dia. High fluid cost. Standard Units of Measurement Heat Capacity Temperatures Cooling capacity at X °c operating And Y °c Cooling Water Pump capacity / Flow Rate Delivery Pressure Total power consumption (inc. pump) Dimensions Weight Tank Capacity kW °C kcal/hr l/min bar or m.head kW mm kg litres Determination of the unit Main Characteristics Outlet Temperature max Heat Transfer Fluid Heating Capacity Cooling Capacity - at outlet temperature of - cooling water inlet temperature Pump Capacity - flow rate - delivery head or pressure Operating Voltage °c Water/oil kW kW °c °c l / min m bar V/Hz/Phases . NB: Flow rate should be specified at the corresponding pressure The selection of the temperature control unit depends on: ! ! ! Material to be processed (determines mould temperature and type of heat transfer fluid) Weight of the mould (kg), required warming up time - for calculating head capacity. Material throughput (kg/h) - for calculating cooling capacity Standard Calculations How to calculate required heating capacity in kW A x (B-C) = kcal/h Kcal/h ÷ 860 = kW A = net weight of mould (kg) x specific heat capacity of mould material - see table A B = operating temperature of the mould (°c) - see table B C = initial temperature of the mould (°c) How to calculate required cooling capacity in kcal/h D x E x (F-G) = kcal/hr D = throughput of raw material (kg/h) E = specific heat of raw material - see table A F = melt temperature of raw material (°c) - see table B G = operating temperature of the mould      ");
array_files[21]=new Array(0,4,"./pdf/HSE-safety-sheet-2-Recycling.pdf","2009-11-09","45K","     ","     ","     ","HSE information sheet Plastics recycling Plastics Processing Sheet No 2 Introduction This information sheet was produced by the Health and Safety Executive in consultation with the Plastics Processors Health and Safety Liaison Committee. The committee comprises the Health and Safety Executive, employers and employee representatives in the plastics industry. Plastics recycling is a growth industry, especially for smaller businesses, and this growth is set to continue. This information sheet is aimed at these smaller businesses. It identifies the commonly encountered hazards and the basic precautions to be taken for: q q q q machinery safety; noise; hazardous substances; and material handling and safe access. maintenance purposes, and have not been replaced. For this reason, supplementary time-delayed interlocks should be used to prevent access until the dangerous parts have come to rest. These will normally be needed at the feed guards on granulators, agglomerators and extruders and at the discharge guards of granulators and agglomerators. However, such precautions may not be necessary on larger granulators, for example where removal of the hopper is a major operation in itself. Recommendations for further reading are listed at the end of the information sheet. Machinery safety Four types of machine are in widespread use in the industry: granulators, agglomerators/crumbers, shredders and extruders. Some issues are common to most or all of these machines, whereas other requirements are more machine specific. This information sheet has been prepared with existing machinery in mind, but new, CE-marked machines may be built to alternative standards. Common issues Operating instructions/training Whatever the age of the machinery, companies should refer to manufacturers operating manuals and train their staff in safe operating procedures. Feed/discharge openings Feed openings and discharge points to and from dangerous parts (eg rotors, cutters, blades and screws/rams) should be designed or safeguarded so that operators cannot reach these parts. Means of access will always include: q reaching through the opening with hands/arms; but depending upon the feeding system and the heights of platforms, etc may also include: q q reaching through the opening with feet/legs; and accidentally falling into the opening. Figure 1 Time delayed bolt-operated interlock Film feeding There is a risk of the operator becoming entangled in the film while feeding the machine, and they can be drawn forcibly against the machine, or into it. To prevent this, the film should be fed in mechanically or be pre-cut, shredded, baled or bagged and ideally fed in as a `ball so that it no longer presents a risk of entanglement. A maximum length of 1.5 m is recommended if the material is pre-cut. Flying process material Where there is a risk of process material flying out from machinery feed openings, screens or flaps should be provided to prevent people being struck. If there is still a risk, impact grade face protection should be provided and worn. Metal contamination Metal coming into contact with high speed cutters/blades can cause major damage to the machinery and eject high-speed particles of metal into the workplace. Measures should be taken to prevent metal contaminants entering machinery (eg hand sorting and metal detectors). Emergency stops Emergency stops should be fitted within easy reach of operating positions. These should be red, mushroom-headed buttons which stop all dangerous motion and require positive re-setting. Maintenance Interlocking of guards A number of serious accidents have occurred because bolted guards have been removed to clear blockages, or for A safe system of work is required for any maintenance activities which involve the removal of guards. Where the maintenance work involves access into the machine, this system should include a lock-off procedure. Figure 2 Multiple hasp Shredders For manually fed machines, a balance has to be struck between machine safety and good ergonomic feeding practice. As a minimum, the working platform should be at least 1.2 m below the level of the feed opening to prevent operators overbalancing onto the dangerous parts. However, if the operator can still reach the dangerous parts from this position, additional precautions will be needed. A number of accidents have occurred when operators have used their arms or legs to apply downward pressure on the feed material. Such dangerous practices should not be permitted. There should be no need for any such action on the part of the operator if appropriate shredder and cutting tools are used to draw the material into the shredding chamber. As an alternative, the feed material could be held against the cutters by a mechanical device. Extruders Many parts of extruders will be hot. To prevent burns, these parts should be insulated or protected. Personal protection and warning signs may also be needed. There is also a risk of molten plastic being ejected. Impact grade face protection and hand protection (suitable for heat, cuts, puncture and chemicals) should be prov      ");
array_files[22]=new Array(0,4,"./pdf/HSE-safety-sheet-1-EPS.pdf","2009-11-09","24K","     ","     ","     ","HSE information sheet Fire and explosion risks from pentane in expandable polystyrene (EPS) Plastics Processing Sheet No 1 Introduction This information sheet was produced by the Health and Safety Executive in consultation with the Plastics Processors Health and Safety Liaison Committee. The Committee comprises the Health and Safety Executive, employers and employee representatives in the plastics industry. Raw expandable polystyrene (EPS) bead contains a flammable gas, usually pentane. Pentane is extremely flammable. Its flash point is minus 50°C and its boiling point 36°C. It is heavier than air and odourless. Some pentane is given off all the time the material is being stored and transported, and will even be released from finished products for a short while after manufacture. EPS is normally delivered in containers designed to reduce as far as possible the amount of pentane given off. However, some pentane may leak from packaging, and the amount given off will increase when packages are opened ready for production. The Health and Safety Executive (HSE) has investigated many factory fires caused by the ignition of pentane. This information sheet is aimed at all those who manufacture, transport and process EPS bead and finished products. Hazards and precautions Here are seven essential things you should know about pentane in EPS bead, however you handle or use it: q q Use of a gas monitor will enable you to identify where pentane `hot spots are likely to occur, and to measure concentrations. There is no difference in pentane risk between flame-retardant and regular EPS. q Delivery Make sure that you follow the information on your suppliers safety data sheet about safe unloading. In particular you should: q q q prohibit smoking; exclude other ignition sources; leave containers or trucks open before unloading to allow pentane to disperse (or force-ventilate); offload in a well-ventilated place. q Storage Expanded polystyrene bead will emit pentane vapour in factory storerooms. So make sure that you: q store octabins containing expandable bead in a well-ventilated area; store pre-foam in a well-ventilated area, using lowlevel vents. You can use this simple formula to decide how many air changes per hour are needed, and, from this, whether assisted ventilation will be needed: y = 2W V q Pentane will ignite if it comes into contact with any surface with a temperature that exceeds 285°C, eg a light bulb. Smoking must be prohibited anywhere EPS bead is used or stored. Temporary heating appliances used in winter can present an ignition risk where EPS bead is stored, if they are not suitable for use in such atmospheres. Check any appliances you find. Temporary electrical wiring and the use of portable electric tools can ignite pentane. Avoid the first, and allow the second only under controlled conditions. Check that electrical switches, ventilation fans etc are suitable for use where flammable vapours of pentane can occur. q q where y = air changes per hour needed; W = mass of material in tonnes; and V = volume of the storage area in cubic metres. As a guide, if the result is six air changes per hour or less, you can probably rely on general ventilation. Pre-expansion At this stage, pentane vapour being given off will be mixed with steam which will reduce its flammability, but pentane/steam vapour should still be vented to outside because of the residual risk. q q Maturing silos Tests carried out by HSE have shown that explosive mixtures can be generated in the head space of maturing silos. In fabric silos you should: q interlock the block transport system so that if the conveyor stops, the electrical supply to the wire cuts out; provide electrical fault detection to prevent wires running red hot and check it regularly; have carbon dioxide/dry powder extinguishers available and people trained in their use. q q q use natural fabrics or conductive fabrics in earthed structures; provide and use a gas detector (either a permanently installed detector or a portable one for periodic sampling use, as appropriate); and ventilate at low levels around the silos, with the form of the ventilation based on the sampling results. Finished goods q Pentane can still be given off from finished goods. So make sure that you: q q q treat finished goods stores as a fire risk area; closely control hot work; keep other combustibles away; keep finished goods in a well-ventilated place after moulding. In metal silos you should: q q ventilate to keep levels of pentane below the lower explosive limit (LEL) - see the suppliers data sheet; ensure that metal silos are robust and fitted with explosion relief, venting to a safe place on the top; ensure that they are earthed; provide and use a gas detector (as described above). q q Recycling of in-house waste Flammable vapour can still be given off. So make sure that you: q q q keep scrap in a well-ventilated storeroom. Hot work Conveying ducts The risk is higher when the beads are drier, but in all cases there is a real risk of fire from static electricity. So you should make sure that: q Hot work on plant, whi      ");
array_files[23]=new Array(0,1,"./subs/PHPMailer/README","2009-05-23","8K","./subs/PHPMailer/README    ","","","/******************************************************************* * The http://phpmailer.codeworxtech.com/ website now carries a few * * advertisements through the Google Adsense network. Please visit * * the advertiser sites and help us offset some of our costs. * * Thanks .... * ********************************************************************/ PHPMailer Full Featured Email Transfer Class for PHP ========================================== Version 5.0.0 (April 02, 2009) With the release of this version, we are initiating a new version numbering system to differentiate from the PHP4 version of PHPMailer. Most notable in this release is fully object oriented code. We now have available the PHPDocumentor (phpdocs) documentation. This is separate from the regular download to keep file sizes down. Please see the download area of http://phpmailer.codeworxtech.com. We also have created a new test script (see /test_script) that you can use right out of the box. Copy the /test_script folder directly to your server (in the same structure ... with class.phpmailer.php and class.smtp.php in the folder above it. Then launch the test script with: http://www.yourdomain.com/phpmailer/test_script/index.php from this one script, you can test your server settings for mail(), sendmail (or qmail), and SMTP. This will email you a sample email (using contents.html for the email body) and two attachments. One of the attachments is used as an inline image to demonstrate how PHPMailer will automatically detect if attachments are the same source as inline graphics and only include one version. Once you click the Submit button, the results will be displayed including any SMTP debug information and send status. We will also display a version of the script that you can cut and paste to include in your projects. Enjoy! Version 2.3 (November 08, 2008) We have removed the /phpdoc from the downloads. All documentation is now on the http://phpmailer.codeworxtech.com website. The phpunit.php has been updated to support PHP5. For all other changes and notes, please see the changelog. Donations are accepted at PayPal with our id paypal@worxteam.com. Version 2.2 (July 15 2008) - see the changelog. Version 2.1 (June 04 2008) With this release, we are announcing that the development of PHPMailer for PHP5 will be our focus from this date on. We have implemented all the enhancements and fixes from the latest release of PHPMailer for PHP4. Far more important, though, is that this release of PHPMailer (v2.1) is fully tested with E_STRICT error checking enabled. ** NOTE: WE HAVE A NEW LANGUAGE VARIABLE FOR DIGITALLY SIGNED S/MIME EMAILS. IF YOU CAN HELP WITH LANGUAGES OTHER THAN ENGLISH AND SPANISH, IT WOULD BE APPRECIATED. We have now added S/MIME functionality (ability to digitally sign emails). BIG THANKS TO sergiocambra for posting this patch back in November 2007. The Signed Emails functionality adds the Sign method to pass the private key filename and the password to read it, and then email will be sent with content-type multipart/signed and with the digital signature attached. A quick note on E_STRICT: - In about half the test environments the development version was subjected to, an error was thrown for the date() functions (used at line 1565 and 1569). This is NOT a PHPMailer error, it is the result of an incorrectly configured PHP5 installation. The fix is to modify your php.ini file and include the date.timezone = America/New York directive, (for your own server timezone) - If you do get this error, and are unable to access your php.ini file, there is a workaround. In your PHP script, add date_default_timezone_set(America/Toronto); * do NOT try to use myVar = date_default_timezone_get(); as a test, it will throw an error. We have also included more example files to show the use of sendmail, mail(), smtp, and gmail. We are also looking for more programmers to join the volunteer development team. If you have an interest in this, please let us know. Enjoy! Version 2.1.0beta1 & beta2 please note, this is BETA software ** DO NOT USE THIS IN PRODUCTION OR LIVE PROJECTS INTENDED STRICTLY FOR TESTING ** NOTE: As of November 2007, PHPMailer has a new project team headed by industry veteran Andy Prevost (codeworxtech). The first release in more than two years will focus on fixes, adding ease-of-use enhancements, provide basic compatibility with PHP4 and PHP5 using PHP5 backwards compatibility features. A new release is planned before year-end 2007 that will provide full compatiblity with PHP4 and PHP5, as well as more bug fixes. We are looking for project developers to assist in restoring PHPMailer to its leadership position. Our goals are to simplify use of PHPMailer, provide good documentation and examples, and retain backward compatibility to level 1.7.3 standards. If you are interested in helping out, visit http://sourceforge.net/projects/phpmailer and indicate your interest. ** http://phpmailer.sourceforge.net/ This software is licenced under the LGPL. Please read LICENSE for information on the software availability and distribution. Class Features: - Send      ");
array_files[24]=new Array(0,1,"./subs/PHPMailer/LICENSE","2009-05-23","26K","./subs/PHPMailer/LICENSE    ","",""," GNU LESSER GENERAL PUBLIC LICENSE Version 2.1, February 1999 Copyright (C) 1991, 1999 Free Software Foundation, Inc. 59 Temple Place, Suite 330, Boston, MA 02111-1307 USA Everyone is permitted to copy and distribute verbatim copies of this license document, but changing it is not allowed. [This is the first released version of the Lesser GPL. It also counts as the successor of the GNU Library Public License, version 2, hence the version number 2.1.] Preamble The licenses for most software are designed to take away your freedom to share and change it. By contrast, the GNU General Public Licenses are intended to guarantee your freedom to share and change free software--to make sure the software is free for all its users. This license, the Lesser General Public License, applies to some specially designated software packages--typically libraries--of the Free Software Foundation and other authors who decide to use it. You can use it too, but we suggest you first think carefully about whether this license or the ordinary General Public License is the better strategy to use in any particular case, based on the explanations below. When we speak of free software, we are referring to freedom of use, not price. Our General Public Licenses are designed to make sure that you have the freedom to distribute copies of free software (and charge for this service if you wish); that you receive source code or can get it if you want it; that you can change the software and use pieces of it in new free programs; and that you are informed that you can do these things. To protect your rights, we need to make restrictions that forbid distributors to deny you these rights or to ask you to surrender these rights. These restrictions translate to certain responsibilities for you if you distribute copies of the library or if you modify it. For example, if you distribute copies of the library, whether gratis or for a fee, you must give the recipients all the rights that we gave you. You must make sure that they, too, receive or can get the source code. If you link other code with the library, you must provide complete object files to the recipients, so that they can relink them with the library after making changes to the library and recompiling it. And you must show them these terms so they know their rights. We protect your rights with a two-step method: (1) we copyright the library, and (2) we offer you this license, which gives you legal permission to copy, distribute and/or modify the library. To protect each distributor, we want to make it very clear that there is no warranty for the free library. Also, if the library is modified by someone else and passed on, the recipients should know that what they have is not the original version, so that the original authors reputation will not be affected by problems that might be introduced by others. Finally, software patents pose a constant threat to the existence of any free program. We wish to make sure that a company cannot effectively restrict the users of a free program by obtaining a restrictive license from a patent holder. Therefore, we insist that any patent license obtained for a version of the library must be consistent with the full freedom of use specified in this license. Most GNU software, including some libraries, is covered by the ordinary GNU General Public License. This license, the GNU Lesser General Public License, applies to certain designated libraries, and is quite different from the ordinary General Public License. We use this license for certain libraries in order to permit linking those libraries into non-free programs. When a program is linked with a library, whether statically or using a shared library, the combination of the two is legally speaking a combined work, a derivative of the original library. The ordinary General Public License therefore permits such linking only if the entire combination fits its criteria of freedom. The Lesser General Public License permits more lax criteria for linking other code with the library. We call this license the Lesser General Public License because it does Less to protect the users freedom than the ordinary General Public License. It also provides other free software developers Less of an advantage over competing non-free programs. These disadvantages are the reason we use the ordinary General Public License for many libraries. However, the Lesser license provides advantages in certain special circumstances. For example, on rare occasions, there may be a special need to encourage the widest possible use of a certain library, so that it becomes a de-facto standard. To achieve this, non-free programs must be allowed to use the library. A more frequent case is that a free library does the same job as widely used non-free libraries. In this case, there is little to gain by limiting the free library to free software only, so we use the Lesser General Public License. In other cases, permission to use a particular library in non-free programs enables a greater number of people to use a large body of free software. For example, permission to       ");
array_files[25]=new Array(0,4,"./pdf/archive/EPPM%20Online%20Media%2009%20new.pdf","2009-03-27","1419K"," EPPM Online Media 09 new    ","","","ONLINE marketing for the 21st century 2009 MARKETING COMMUNICATIONS PLANNER 2 eppm online Welcome to the European Plastic Product Manufacturer Online Media Kit for 2009. Here you will be able to find all you need to plan a successful and cost-effective online marketing strategy for 2009 and beyond. Whatever you call it, online marketing, digital advertising or e-communications, there is little doubt that web and email advertising are now a major part of many organisations marketing campaign. Here at EPPM we offer a complete range of online products to help your company communicate with our database and the users of the internet globally. Some of the exciting, new initiatives under the EPPM banner include our pages on the social networking sites YouTube and Blogger, enabling visitors of the site to share our pages with social networks. The team at EPPM is committed to providing you with help and advice on all areas of e-business. We can advise those completely new to online marketing or perhaps suggest new ideas to those already familiar with online marketing. I look forward to working with you. Jo Gregory E-Business Account Manager web traffic The EPPM website runs a comprehensive analytics system to ensure full accountability. Each month, statistics are analysed in order to assess the the success and growth of the website. Since its revamp in 2007, EPPM Online has enjoyed a steady growth as well as an increase in such things as time spent on site, returning visitors and pages read. The online team at EPPM intend to grow the site further and make it the place to find the latest news and updates on the European plastics industry. 3 World Map With the introduction of a dedicated analytics system for the EPPM website we are now able to benefit from a geological break down of our visitors. EPPM Statistics Average visitors per week Average time spent on the site Average pages per visit 11,000 2.25 mins 4 How does EPPM promote www.eppm.com? The EPPM website is continually expanding, along with this comes the challenge of keeping traffic coming to the site from other services. As well as the support the website receives from the established and successful EPPM Magazine the EPPM online team also undertake the following online optimization: Google Adwords: EPPM has a dedicated Adwords campaign, which is continually monitored and updated by our web team to keep rankings high. Google News Alerts: EPPM news is continually reported by Google news alerts, which go straight to peoples inboxes. With the high turnover of up-to-date news, EPPM will always be at the forefront of the industry. Social Bookmarking: EPPM has made social bookmarks an integral tool in promoting traffic to the website. This allows visitors of the site to share our pages with social networks and review our input into the industry. Social Networks: EPPM is part of many different types of social networking, including Facebook, YouTube and Blogger. Each of these networks link back to the main homepage as well as being linked to each other. This provides all of our visitors with the type of information they want in the format they find the most accessible. Link Exchange: As part of our continuing support for the industry, EPPM exchange links with industries bodies as a traffic sharing exercise. This increases the quality of visitors to the site as well as increasing our SEO rating. Some examples of these partnerships are below: Traffic Source Search Engines 56% Direct Traffic 30% Referring Sites 14% 4 homepage advertising Homepage Banners and Logos The homepage banner runs at the top of the EPPM homepage underneath the main menu bar. Homepage logos run on the left hand side of the page. The position of the logo works on a rotational basis so it will appear at the top, middle and bottom of the page at random. Up to 15 logos can be loaded here. Both options offer direct links to any specified page on a clients website. A weekly statistics email is generated identifying how many views the banner/logo has had and how many click throughs have been actioned. These banners and logo are linked to a particular search item in the Online Directory so that when visitors search for a particular product or service, the logos that appear are from relevant companies, helping to increase click through rates. These positions can be booked on a 6 month or 12 month slot where available. Homepage Special Feature Boxes A new addition to the home page. These special Feature Boxes run down the centre column of the homepage. They are linked to either a feature page on the EPPM website or to a clients own URL. The position enables maximum impact on the homepage with a descriptive image and text to attract the user to click on the feature. A weekly statistics email is generated identifying how many views the Feature Box has had and how many click throughs have been actioned. If a feature box is linked to a page on the EPPM site there is no limit to the length of the article. This is particularly useful for reviews and longer announcements. This also allows for multiple images to be used. As with       ");
array_files[26]=new Array(0,4,"./pdf/archive/2007%20Bottlemaking%20Award%20Entry%20Form.pdf","2009-02-23","301K"," Microsoft Word - 2007 Bottlemaking Award Entry Form.doc    ","","","THE HORNERS 2007 BOTTLEMAKING AWARD Past Winners 2003 2004 2005 2006 An entry must be either a Plastic bottle, jar, or hollow container with closure (where applicable) not exceeding 20 litres in capacity and made by any process including extrusion blow, injection blow, injection stretch blow, injection moulding, rotational moulding and vacuum forming. The entry should be pre-market or new to market (having been launched within the last 12 months), innovative, of pleasing or practical design and with a likely or proven commercial application or potential. It must be developed, manufactured or sold in the United Kingdom. It will be in the form of a hand made leather bottle with a silver badge carrying the Companys Coat of Arms flanked by 2 Horn Drinking Vessels with silver rims mounted on a plinth. A smaller version of the Award will be given to the winner to keep. The award will be presented to the winner by the Lord Mayor of London at the Annual Banquet being held at the Mansion House in October. Simply send a photograph or a sample of the Entry together with the completed Entry Form to the following address: Sandy Weaver,, PMMDA Ltd, P.O. Box 2539,, Rugby, CV23 9YF. T: 0870 2411474 E: sandy@pmmda.org.uk w: www.horners.org.uk SCOPE OF THE AWARD THE AWARD HOW TO ENTER Closing date for applications July 2007 COULD YOUR BOTTLE BE THE 2007 WINNER? Award Sponsored by BOTTLEMAKING AWARD 2007 ENTRY FORM 1. Name & Description of Product __________________________________________________________________________________ 2. Name & Address of Person/Company Submitting Entry __________________________________________________________________________________ __________________________________________________________________________________ Tel No_______________________ Fax No___________________________ 3. Name & Address of Company manufacturing the Entry __________________________________________________________________________________ __________________________________________________________________________________ Tel No_______________________ 5. Is Product on Sale?.............Yes / No 6. Production Description __________________________________________________________________________________ __________________________________________________________________________________ 7. Generic Description of Plastic(s) used for manufacture of bottle __________________________________________and of the closure_________________________ 8. Supplier(s) __________________________________________________________________________________ 9. Manufacturing Method(s) __________________________________________________________________________________ 10. Description & Model No of Processing Equipment __________________________________________________________________________________ 11. Supplier(s)_________________________________________________________________________ 12. Special Features of this Entry are __________________________________________________________________________________ __________________________________________________________________________________ PLEASE SEND THIS FORM TOGETHER WITH A PHOTOGRAPH OR SAMPLE OF THE ENTRY TO: SANDY WEAVER, PMMDA LTD, P.O.BOX 2539,RUGBY, WARWICKSHIRE,CV23 9YF, PHONE 0870 241 1474, FAX 0870 241 1475, E-MAIL pmmda@pmmda.org.uk To the Best of my Knowledge this Entry Conforms with the Brief Name__________________________Signed______________________Date_________________ Fax No__________________________ In the UK?................Yes / No 4. Date first manufactured____________________ Reference No _______________________________ [for administration purposes only]     ");
array_files[27]=new Array(0,4,"./pdf/archive/2006_flyer_draft_2.pdf","2009-02-23","27K"," 2006 flyer draft 2.PDF    ","","","The Horners Polymer Study Tours 2006 The 2006 series of Polymer Study Tours for school teachers will take place as follows: · London Metropolitan University June 18th to 21st · Bradford University June 21st to 24th · Napier University June 25th to 28th These three and a half day residential courses are designed to provide teachers with case studies that they can use in contextual teaching of both science and design & technology and they give teachers the opportunity to meet in an informal environment to exchange views on the teaching of science and design & technology. They help to educate teachers on the science, technology and applications of polymers (both plastics and rubbers). From the industry point of view the Polymer Study Tours provide information and create interest, which will promote the recruitment of high quality scientists and technologists for the plastics and associated industries. In addition the courses promote the knowledge of polymers and plastics and their importance to the quality of everyday life and thereby enhance the image of plastics and the plastics industry in the eyes of future consumers. The three residential courses are basically similar, with differences to suit the local plastics factories that are to be visited and the facilities of the sponsoring Universities. The course outline is: Day 1. Starts 3pm to allow for travel to the course · Introduction to the course and plastics industry · History and design of polymer products from Horn to modern plastics · Dinner, followed by informal ice breaker event such as rocket car racing Day 2 · Polymer Materials and Polymer applications ­ formal lectures · The Schools Affiliate Scheme ­ Diane Talbot Institute of Materials, Minerals and Mining · Polymer Workshop in the labs ­ Hands on processing and testing where the teachers get to make things and break things, and take photos for their schools · Dinner, followed by guest lecture from local industrialist Day 3 · Industrial visits to local plastics processing companies ­ photo opportunities · Course dinner with short speech by an Officer from the Worshipful Company of Horners Day 4 Closes about 4pm · Polymer Identification and Testing - Tests that can be replicated at schools · The Sustainable Environment- talk and discussion on recycling- John Sale · Plastics Product Design ­ Examples of good and bad design ­ John McLoughlin · The Polymer Industry and Support for Schools ­ Career Pathways · Final session- evaluation, development and improvement, CD ROM of course. The course costs about £700 per teacher and we ask each teachers school to contribute £100, the rest is provided by the Horners Educational Trust and generous sponsorship by companies and organisations involved in supporting education. To register for the course in 2006 contact Lareen Jolly, ASE, College Lane Hatfield. AL10 9AA, Tel 01707 283008 or e-mail lareenjolly@ase.org.uk To help fund the courses by sponsoring a teacher please contact either David Oxley e-mail davidoxley@onetel.com or Lorna Hewson email lhewson@bpf.co.uk. Clerk to the Company: A R Layard, The Horners Company, c/o The Clergy House, Hide Place, London SW1P 4NJ Telephone: 020 7834 1575 Facsimile: 020 7834 1577 - E-Mail: horners.clerk@btinternet.com Web Site: www.horners.org.uk     ");
array_files[28]=new Array(0,4,"./pdf/archive/website.pdf","2009-02-23","42K","website.pdf    ","","","BRIEFING IT 17 (England) DIRECTORS BRIEFING Your website strategy A website lets you put your products in front of a worldwide audience. It can help you generate new revenue, cut costs and build better relationships with both customers and suppliers. The costs of setting up a website are relatively low, so every business should think about having one. This briefing will help you decide a strategy for your website. A second briefing, Designing your website, IT 21, explains how to put your ideas into practice. This briefing covers: x x x ¤ 08457 566 566 www.businesslinknorthants.org users, but web use is growing fast in the Far East, Latin America and Europe. People everywhere can reach your web pages just as easily as their local sites. See Marketing on the Internet, IT 18. C Cut costs by providing technical information and after-sales support online. x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the IT briefings have the codes IT 1, IT 2, etc. Compile lists of frequently asked questions (FAQs) so that your customers can answer many of their own queries, whenever they want. List contact details for distributors or stockists. Give extra information to help customers order the right items first time. The benefits of setting up a website. The costs involved. How you can make money from your site. x x The business benefits You can reach new customers and improve communications with existing customers through a website. You can also sell online. A Improve marketing to existing customers. x D Protect existing revenue streams and generate new ones. Updated 01.05.04 Give customers up-to-date news about product launches and special offers. Provide a forum for customer feedback. Give all the detail you want. The cost of publishing extra material is virtually zero. DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. x x B Address new markets, national and global. x You can reach potential buyers anywhere in the country, or anywhere in the world. Realistically, UK buyers will usually provide the best opportunities, as you can avoid complications of law, documentation, language, overseas delivery and payment. The US still has the most active Internet x If you need further information or help, ask the distributor of this briefing about the services available to you. x x Set up a web shop to sell your products or information services online (see 4A). Sales on the Internet are soaring, as people become less nervous about giving credit card details over the web. If your site appeals to a niche market, sell advertising space to suppliers of noncompeting items for that niche (see 4B). x Catalogues can be updated instantly, with no need to re-print and redistribute them. B You can create a shopping site, so visitors can buy from you 24 hours a day (see 4A). Without careful planning, this will put strain on your stock systems, IT and logistics. x x Contact your local business support organisation for advice. Businesses that dont have a website will find it increasingly difficult to compete. These days, customers increasingly look for suppliers that use the Internet to provide up-to-date product information and to deliver a more integrated and dynamic service. Roger Gilbert, Business Link South Yorkshire E Recruit people with specialised skills, knowledge and experience. x See Trading on the Internet, IT 19. C You can provide product update and service information for your existing customers. x Advertise job opportunities on your site. Once your website is set up, space on it is effectively free. Whenever you have an idea that involves putting out extra information to help your customers, suppliers or employees, you can try it at no cost. Fast-changing information can be updated at regular intervals, or even in real time. For example, some companies allow trusted customers access by password to `live information on stock levels. Exploiting your website A website can make it possible to deliver existing services more efficiently, as well as new ones. A You can publish an online catalogue of goods and services. x D You can keep in touch with travelling employees or teleworkers. x They can file information via the website, so that everyone works from centralised records that are always up to date. Visitors can learn about your products and make a selection at their own pace. How much will it cost? Costs are determined by the level of sophistication you build into your website. A For a comparatively small, simple site, the costs will be modest. x Getting started To create a website you need to establish a location and organise the content. A The usual way to establish a location is to rent space for your website on a server run by your Internet service provider (ISP) or another `hosting company. x Registering your domain name for an initial two years could cost as little as £20. Prices vary, so shop around. Recent rule changes mean that you can now register a domain name for ten years.       ");
array_files[29]=new Array(0,4,"./pdf/archive/Using_consultants.pdf","2009-02-23","32K"," Microsoft Word - Using consultants.doc    ","","","USING A CONSULTANT Action List 1. 2. 3. 4. Define the project and the result you are aiming for; confirm how this will contribute to your overall business objectives. Consider whether you have (or should acquire) the in-house skills to carry out part or all of the project. Discuss the project with relevant employees; ask for suggestions and get their agreement to involving a consultant. Ask your local Business Link, trade association or relevant body to recommend a list of suitable consultants with experience of similar projects. 5. Choose a suitably skilled and experienced consultant from your shortlist and ask for a preliminary proposal based on your brief; amend the brief to incorporate any valid suggestions. 6. 7. 8. 9. Clarify roles and responsibilities for the consultant, employees and any other contractors involved. Identify key objectives; aim for specific, measurable targets but leave room for the consultant to suggest alternatives. Prepare an outline brief summarising the project, objectives, budget, timescales and in-house resources available to the consultant. Clarify any constraints on the consultant: for example, restrictions on disclosing confidential information or contacting customers. 10. Agree a project schedule, including project completion and interim milestones; negotiate escape clauses for sub-standard performance. 11. Negotiate fees; consider success fees or a fixed fee and clarify exactly how fees will be earned and how any expenses will be handled. 12. Brief employees involved in the project; ensure they fulfil their responsibilities to maximise the consultants effectiveness. 13. Provide access to any necessary in-house information and resources. 14. Maintain regular contact with the consultant; look for evidence of the work, monitor costs and review the project at each milestone. /more For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org 15. Watch for warning signs of any problems: for example, sub-standard work, missed deadlines or poor communication from the consultant, or low morale among the project team. 16. Check that objectives have been met to the agreed standards before signing off any work or overall project completion. Cardinal Rules Do: · · · · · · brief relevant employees and get their support use in-house skills where available set clear objectives and performance standards define clear roles and responsibilities for everyone involved set interim milestones monitor progress and tackle problems Dont: · · · · agree to open-ended projects without clear objectives amend the brief mid-project without agreeing new objectives and fees sign off unsatisfactory work become over-reliant on consultants -- build in-house skills instead Copyright © Business Hotline Publications Ltd, 2003. All rights reserved For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org     ");
array_files[30]=new Array(0,4,"./pdf/archive/se4sales.pdf","2009-02-23","40K","se4sales.pdf    ","","","BRIEFING SE 4 (England) DIRECTORS BRIEFING Your sales strategy ¤ 08457 566 566 www.businesslinknorthants.org Effective marketing is crucial to the success of any business. But simply understanding your market is not enough. You need to build on your marketing plans, turning theory into profits. A good sales strategy will help you identify and take advantage of the best opportunities. This briefing covers: x x x x who influences buying decisions, who actually makes them, and who is responsible for placing orders. x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the selling briefings have the codes SE 1, SE 2, etc. Clarifying your sales objectives. Deciding how to reach target customers. Planning and supporting your sales effort. Monitoring and improving effectiveness. C Monitor the key trends in your market, such as market changes and the activities of competitors. Take into account changing customer tastes and developments in technology or legislation. Identify the key drivers of your business. See Key performance indicators, ST 12. Concentrate on generating profitable business. x The right approach A Base your sales strategy on your business and marketing plans. x Rank customers in order of profitability, identifying existing, and potential, key customers. Take into account the total cost of selling to each one. Updated 01.12.02 (A) Set out in detail how you will deliver marketing objectives, target market segments and support major marketing activities, such as promotional drives. See Planning your marketing, MA 5. Identify the key aims of your strategy. For example, which target markets you are aiming for and the timescales involved. Get realistic, accurate plans by involving sales people (see Writing a business plan, ST 6). DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. x x B Understand your market. See Research for your marketing, MA 12. x Find out more about your customers. For example, what products they want and what level of service they expect. Establish when, where and how your existing customers buy. If you sell to other businesses, identify x If you need further information or help, ask the distributor of this briefing about the services available to you. For example, demanding customers may be expensive to service. x spent developing new business and that spent keeping existing customers happy. x Identify what you are good at by analysing the activities that led to your most profitable sales last year. Define the benefits to your business of serving each type of customer. For example, a high-profile customer may provide you with credibility. Or, your first one or two customers in a new sector may enable you to make several other sales in that sector. Give all benefits a weighting and focus sales activities on the most worthwhile customers. Only sell to unprofitable customers for a good reason. For example, sales to a large customer may provide an essential regular revenue stream. Try to improve your gross margin on your less profitable sales. For example, you might use a cheaper sales channel (see 3). Be aware of, and manage, seasonal sales. Many businesses find that only ten months out of 12 bring income. x Reaching the customer Once you have worked out which customers to target, you need to decide which sales channels will be most effective. You can either sell direct or through an intermediary. Weigh the costs of each channel against the benefits it would bring. A Most businesses sell to customers direct. Direct sales methods include selling face-toface, direct mail, telesales and e-commerce. x x The secret of a successful sales strategy is focus. Break your market down into segments, by considering customers different requirements. This will help you clarify how and where to concentrate your efforts. Brian Thomson, Biozone x Selling face-to-face is the most expensive sales method, and is best for high-value sales. Complex products (eg customised accounting software) need to be explained and sold by an experienced sales person. Direct mail and telesales are more costeffective options for lower value products. (See Direct mail, MA 3.) For example, you might aim to complete all sales under £100 over the phone. Selling via your website can be the cheapest method of all (see Trading on the Internet, IT 19). Involve sales and marketing employees in the design and layout of the site. Typically, 20 per cent of customers will generate 80 per cent of profit, turnover and problems. To sell efficiently, you need to identify which is which. Christopher Pike, Sales Pathways Your target customers Business growth depends on creating new, profitable business with different customer types. A Generate business with new prospects. x x x Target prospects efficiently. For example, analyse your top ten existing clients and identify customers with a similar profile. Plan how you will approach each new customer. For example, to win the custom of a key customer, you      ");
array_files[31]=new Array(0,4,"./pdf/archive/preventill.pdf","2009-02-23","93K"," Working together to prevent sickness absence becoming job loss Practical advice for safety and other trade union representatives - web02    "," sickness abscence, job loss, trade union    "," leaflet suggests ways in which you can work in partnership with employers and the workers you represent to help prevent illness, injury and disability leading to prolonged sickness absence and job loss    ","Health and Safety Executive Working together to prevent sickness absence becoming job loss Practical advice for safety and other trade union representatives This leaflet has been put together by the Health and Safety Executive (HSE) to provide you, as safety and other trade union representatives, with information and practical advice on long-term sickness absence and return to work issues. It suggests ways in which you can work in partnership with employers and the workers you represent to help prevent illness, injury and disability leading to prolonged sickness absence and job loss. The problem Each week: one million workers take time off because of sickness and most return to work within days; but around 17 000 people reach their sixth week of statutory sick pay; and at this point, almost one in five people will stay off sick and eventually leave work. Work is essential to health, well-being and self-esteem. When ill health causes long-term sickness absence, a downward spiral of depression, social isolation and delayed recovery make returning to work less likely. Reducing long-term sickness absence helps maintain a healthy and productive business and safeguards everyones jobs. Working together to make a difference This leaflet describes six ways you can work with your employer and the workers you represent to help prevent long-term sickness absence becoming job loss, by: 1 2 3 4 5 6 helping to identify measures to improve worker health and prevent it being made worse by work; suggesting that your employer develops workplace plans and policies on sickness absence management; helping to keep workers who are on sick leave in touch with work; helping your employer to plan adjustments that will enable sick workers to return to work; supporting sick workers to help them to return to work; and helping to promote understanding of health conditions and disability in the workplace. 1 of 11 pages Health and Safety Executive Did you know? Did you know that, following illness, injury or the onset of disability: starting everyday activities again, like going to work, helps people to feel better; any remaining pain or discomfort can often be managed with the right adjustments at work; work that is well managed is good for your health but staying off work can make people feel worse; the barriers to returning to work often arise from personal, work or family-related problems, rather than the original health condition itself; early intervention by employers, working in partnership with safety and other trade union representatives, significantly increases the chances of people off sick returning to work. Why your help is important It is not in anyones interest for people who are off sick to come back to work before it is safe for them to do so, but the longer someone is off work, the harder it becomes for them to return, particularly if they are left on their own to overcome barriers to return. Practical interventions by employers, like adjustments to tasks or working hours, can make all the difference when the necessary action is identified at an early stage. Early intervention by employers is essential. Your knowledge and experience is valuable in helping employers to take a wider look at the problem and plan solutions that will assist workers to return before long-term sickness absence leads to job loss. You may also be able to help sick workers with steps they can take themselves to make their return easier. What the law says Under the Health and Safety at Work etc Act 1974 and related legislation, employers are required to protect the health, safety and welfare of their employees. This includes taking action to protect the health and well-being of employees after they return to work, if they have become more vulnerable to risk because of illness, injury or disability. Although there is no duty on employers to take such action before employees return from sick leave, in practice, it is often easier to do so, in consultation with the employees concerned and their representatives. Disabled employees are protected by the Disability Discrimination Act (DDA) 1995. This means that employers have to make reasonable adjustments to their working conditions or arrangements to make sure that disabled people are not treated less favourably than other employees. Employees whose injury or poor health persists may become eligible for DDA protection. The Health and Safety (Miscellaneous Amendments) Regulations 2002 require employers to ensure that doors, passageways, stairs, lavatories and workstations are suitably arranged to take account of disabled workers needs, and that rest facilities cater for them. They also require employers providing personal protective equipment to take account of the health of people who may wear it, and when considering the risks of manual handling Working together to prevent sickness absence becoming job loss 2 of 11 pages Health and Safety Executive operations, to take account of the physical suitability of the employee to carry out the operations. If you are a safety representative, the Safety Representatives and Safet      ");
array_files[32]=new Array(0,4,"./pdf/archive/polymer_study.pdf","2009-02-23","507K"," Polymer Study Tours 07.indd    ","","","2007 Plastics are now an essential part Plastics of life and we have to learn to use them in a sustainable way. 20th year our co urse o ver view These 3½ day residential courses are designed to provide teachers with case studies that they can use in contextual teaching of both science and design & technology and they give teachers the opportunity to meet in an informal environment to exchange views on the teaching of science and design & technology. They help to educate teachers on the science, technology and applications of polymers (both plastics and rubbers). In addition the courses promote the knowledge of polymers and plastics and their importance to the quality of everyday life and thereby enhance the image of plastics and the plastics industry in the eyes of future consumers. In line with the current curriculum there is a session on citizenship that focuses on recycling and the calculation of life cycle analysis costs. The course gives teachers the unique opportunity to visit major plastics processing companies and to attend lectures and discussions with leading figures from industry and academia. There are sessions in the laboratories where the teachers can operate machines to make and collect samples for their schools and use test equipment. There is a session on testing and identification of plastics that can be used back at school. Teachers who complete the course will receive a Certificate of Attendance from the ASE for their CPD portfolio. The Worshipful Company of Horners Educational Trust initiated this teacher education programme in 1987 and they still provide most of the sponsorship funding. The course costs about £700 per teacher and we ask each teachers school to contribute £100, the Homers Educational Trust and generous sponsorship by companies and organisations involved in supporting education provide the rest. To date more than about 1700 teachers have benefited from the scheme, and more importantly so have the countless young people they have taught. The programme is residential with a duration of 3½ days, run at three regional UK Centres - Napier University in Edinburgh, London Metropolitan University, and University of Bradford. To accommodate teachers schedules as conveniently as possible, Polymer Study Tours take place at the end of the summer term, and on a different week for all three venues. The course outline is similar at all three residential centres, with differences to suit the local plastics factories that are to be visited and the facilities of the sponsoring Universities. The course outline is opposite: 2007 indu str aw are ne ss o r te ache rs i n du s t r y awaren es s f or t eachers Day 1 Starts 3pm to allow for travel to the course Introduction to the course and plastics industry, science and economic History and design of polymer products from horn to modern plastics Dinner, followed by informal ice breaker event such as rocket car racing Day 2 Polymer Materials and Polymer Applications - formal lectures The Schools Affiliate Scheme - Diane Aston Institute of Materials, Minerals and Mining Polymer Workshop in the labs - Hands on processing and testing where the teachers get to make things and break things, and take photos for their schools Dinner, followed by quest lecture from local industrialist or academic Day 3 Industrial visits to local plastics processing companies - photo opportunities Course dinner with short speech by an Officer from the Worshipful Company of Horners Closes about 4pm Day 4 Polymer Identification and Testing - Tests that can be replicated at schools The Sustainable Environment talk and discussion on recycling - John Sale Plastics Product Design - Examples of good and bad design - John Mcloughlin The Polymer Industry and Support for Schools Final session - Evaluation, development and improvement. CD ROM of course material and photos is provided later in the year The following companies and organisations sponsor the polymer Study Tours. Arkema Plc Total Plc Basell Uk Ltd Bayer UK Ltd Borealis Polymers Nv British Polythene Industries Plc Linpac Polymers and Plastics Group Royal Academy of Engineering RPC Containers Ltd Sabic UK Ltd DuPont UK Ltd Midlands Polymer Group Manchester Polymer Group Scottish Plastics and Rubber Association British Rubber Manufacturers Association PlasticsEurope The Society of Plastics Engineers The Salters Institute The Homers Company Educational Trust Polypipe plc. The Institute of Materials, Minerals and Mining Plastics Industry Educational Training Trust Plastics Machinery Manufacturers & Distributors Association Polaroid UK Ltd teache rs com ments The balanced mix of lectures, laboratory sessions and industrial visits has given me much greater knowledge and insight into the composition, testing and processing of plastics. John Wigley, Bradfield College, Reading I cant congratulate the organisation enough for the broad-based course you offered with the added advantage of being able to interact with specialist experts to have specific questions answered at any time. Geoff Faulkner, Head of Design Tech Art & Design, Woking College       ");
array_files[33]=new Array(0,4,"./pdf/archive/mktresearch.pdf","2009-02-23","162K","mktresearch.pdf    ","","","BRIEFING MA 12 (England) DIRECTORS BRIEFING Research for your marketing Marketing research helps you understand your competitive position, spot opportunities, lessen risks and take better decisions. It is more than just market research, which is concerned only with examining aspects of a given market, such as its size, location or growth potential. Marketing research can give you indications, but it cannot give you answers. What it can do is allow you to make marketing decisions based on the best, most up-to-date information available. This briefing covers: x x x x ¤ 08457 566 566 www.businesslinknorthants.org Building customer loyalty, MA 4.) x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the marketing briefings have the codes MA 1, MA 2, etc. You need to know how customers view your customer service. B Product research looks at what you are selling, how it compares with other products and how it might be refined and developed. x You need to establish the competitive position your products hold. You need to test the potential acceptability of new products and services. You need to be aware of new technology that may provide opportunities or threats. Research can help you understand where your products are in their life cycles. x x Using different research methods. Sources of information. In-house and commissioned research. Budgeting for marketing research. C x Promotion research looks at what impact your publicity spend is having. Updated 01.12.02 (A) Types of research Five areas provide key market intelligence. A Customer research looks at who you sell to and who else might buy. x You need to know the numbers and types of people who might become customers. You need to understand as much as possible about customers and potential customers behaviour, needs, expectations and buying patterns. You are looking for possible segmentation opportunities. The more precisely you can identify each market niche, the more you can sell to it. Loyalty and satisfaction levels among your existing customers are key factors. Any shortfall among your competitors customers offers an opportunity. (See x x x x x How effective is your activity? How do you use your sales force (including telesales)? How effective are your advertising, pointof-sale materials, mailshots and website? Does your companys image help -- or does it work against you? You may not be aware, until you do the research, of all the direct and indirect channels your product passes through. x x x Who are the intermediaries that stand between you and your customers? Do the brokers or wholesalers who matter recommend you to end-users? Does the bulk packaging of your goods help or hinder your sales? Are the transport methods you use costeffective and appropriate to the size, weight and fragility of your product? Do your delivery times suit the customers? x D Pricing research tests whether you could be selling your product for more. (See Pricing, MA 8.) x If youre really stuck, ring the editors of trade magazines. Most of them have been in their sectors since birth and know all the little railway-arch firms. Dave Patten, Merry Marketing x Investigate perceptions of price versus value, both among customers and among non-customers in your target markets. You need to know whether your products positioning is right for its price point. Full and up-to-date data on competitors prices is an important factor in many business decisions. You need to know, preferably before you try them out, what the effects of discounts or loyalty bonuses would be. x It is easy to do too much research. Nice-to-know information is a luxury. Focus on critical factors in your key markets. x What do you need to know? You need to know what you want from the research before you can decide on the depth, methods and justifiable budget. A Use exploratory research for `quick and dirty clues to aid real-time decision making. x x E Distribution research examines how your product gets to the marketplace. Data you can use Research results provide an important reality check, to stop you being too convinced by your own assumptions. Numerical and motivational information can often be combined to modify an idea and convert a potential failure into a success. A If the numbers deliver a clear negative signal, do not ignore it. x For example, are there local customers for your domestic plumbing service who do not even know you exist? If so, a door-todoor leaflet drop may bring good results. This initial research may uncover the need for more detailed analysis. From ensuring customer satisfaction through to planning effective marketing, research can provide the market intelligence needed to ensure success, enhance competitiveness and maximise profits. David Barr, The Market Research Society Exploratory research will often tell you why a product or service is not working, or why one product sells more than another. B Invest in detailed research when you need to put flesh on the bone. x For example, som      ");
array_files[34]=new Array(0,4,"./pdf/archive/minWage.pdf","2009-02-23","120K"," HR25WTMI.indd    ","","","DIRECTORS BRIEFING Working time and the minimum wage Regulations covering working hours and minimum wages apply to almost every business. Working time regulations aim to improve health and safety by controlling the hours employees work, while it is illegal to pay less than the minimum wage. This briefing covers: BRIEFING HR 25 (England) www.businesslinknorthants.org 08457 566 566 calculated from the time the worker started employment. B Working hours include any time when the worker is at the employers disposal and is expected to carry out activities for the employer. FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the HR briefings have the codes HR 1, HR 2, etc. The rules governing working hours, rest periods, annual leave and night work under the working time regulations. The minimum wage. How to keep your paperwork in order. How the regulations are enforced. Work-related training is counted as part of the working week. Travel time to and from work is not counted as working hours (but travel as part of the employees duties is). Lunch breaks are not working hours (but a working lunch is). Being on standby to be called out, if the employee is at the place of work, is counted as working hours. If the employee is on call but free to pursue leisure activities, it is not. The working week Central to the working time regulations is the workers statutory right to a maximum average working week of 48 hours. A Hours worked are averaged out over a 17-week `reference period. Updated 01.10.04 If the workers agree, the average can be calculated over successive 17-week periods, rather than on a rolling basis. For some special cases, the reference period is 26 weeks. The reference period may be extended to up to 52 weeks by agreement (eg where work fluctuates over the year). The average must be calculated in a way which takes into account periods of leave, sickness and so on. For example, a worker who has been on holiday for half of a 17week period cannot be forced to work 96 hours a week for the remainder. For workers who have been employed for less than 17 weeks, the average is DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. If you need further information or help, ask the distributor of this briefing about the services available to you. The European Commission is currently reviewing the position of workers (on call). C The maximum applies to almost everyone except the genuinely self-employed. breach of the regulations. Mobile workers in transport have more limited protections. The maximum does apply to temporary workers. Workers can be offered overtime which takes them over the limit, but cannot be forced to work the overtime. Workers who regularly work overtime which takes them over the limit must have signed an agreement. Arrangements for such opt-outs are also under review by the European Commission. D Workers (at the moment) can voluntarily agree to disapply the 48-hour limit. There must be a suitable written agreement (see 5B). Workers cannot be forced to agree to disapply the limit. Pressuring workers to agree to disapply the limit (eg by making it clear that only `hard workers will be promoted) is a Breaks and leave A Workers are entitled to a minimum 20-minute rest break in each shift lasting over six hours. Employment law is complex and is changing rapidly. This briefing reflects our understanding of the basic legal position as known at the last update. Obtain legal advice on your own specific circumstances and check whether any relevant rules have changed. In specified circumstances, rest breaks can be accumulated (see box). Adolescent workers (over the minimum school leaving age, but under 18) are entitled to at least 30 minutes, if they work longer than four and a half hours. The `unmeasured time exclusion appears to offer a loophole, for example to SME managers, but a clear opt-out form, signed by both parties, will ensure compliance. James Redman, Forum of Private Business Special cases The working time regulations allow for some `derogations which modify the rules. A The maximum working week does not apply to workers with unmeasured working time or who determine their own hours of work. B Workers are entitled to 11 hours consecutive rest between shifts each day. In specified circumstances, rest periods can be accumulated (see box). Adolescents are entitled to 12 hours consecutive rest each day. This is a limited exclusion category but typically includes managing executives and family workers. C Workers are entitled to one day off each week, or two days off every two weeks. B In specified circumstances, workers can receive compensatory rest when the demands of work do not allow the specified breaks. These include: In specified circumstances, days off can be accumulated and given later (see box). Adolescents are entitled to two days off each week. Activities involving the need for continuity of service (eg hospital services, utilities, agriculture). Activiti      ");
array_files[35]=new Array(0,4,"./pdf/archive/mansalesteam.pdf","2009-02-23","41K","mansalesteam.pdf    ","","","BRIEFING SE 5 (England) DIRECTORS BRIEFING Managing your sales team Getting the most out of your sales team is essential if you are going to achieve your companys full potential. But it is not always easy. Sales people can be a breed apart, operating in a stressful environment where they are exposed to rejection and frustration. Effective organisation and motivation of the team is vital. This briefing covers: x x x ¤ 08457 566 566 www.businesslinknorthants.org attitude and enthusiasm (see 6). x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the selling briefings have the codes SE 1, SE 2, etc. Demotivated sales team members make ineffective and reluctant sales people. Recruiting A Use appropriate channels to find potential recruits (see Recruitment, HR 34). x Getting the right sales people. Planning and monitoring the sales effort. Allocating account management responsibilities. Motivating and rewarding the team. x Advertise in publications such as the Daily Telegraph on Thursdays. The weekly Grocer magazine is also used by sales personnel from all industries. Visit www.grocerjobs.co.uk or call 01293 613400. Use Internet job sites. For example, www.workthing.com and www.monster.co.uk. x What you want A Use your sales strategy to define the type and number of sales people you need. x Updated 01.12.02 (A) For example, if you have decided to coldcall prospective customers, you may prefer sales people with telesales experience. See Your sales strategy, SE 4. B Look out for skills that reflect your business needs. x DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. At least some experience of sales and sales negotiation is needed, particularly in newly established businesses. You may need sales people with existing contacts in your customer base. Decide how much knowledge about your product and market you want. Develop existing skills through training (see 3). x x x If you need further information or help, ask the distributor of this briefing about the services available to you. C The key attribute for many sales people is x Ask existing team members if they know of potential recruits. Approach competitors sales people directly. Network, and get recommendations from your customers. x x of sales activities that do not generate commission, such as customer care. If individual sales peoples efforts have little effect on sales performance, you may offer higher basic pay. For example, the job may consist largely of order-taking rather than selling. If the pay package includes significant performance-related pay, you will need to convince sales people that your company offers good sales potential. Consider other `perks that sales people may find attractive. For example, a company car. Be aware that high sales remuneration can cause conflict with other employees in less well-paid areas. Make sure sales peoples pay packages can be justified. When recruiting new sales people, remember that just because they sold one product successfully doesnt necessarily mean theyll be good at selling yours. The decisionmaking process of the client may be completely different, changing the nature of the sale. Guy Aston, Huthwaite International x x B Choose your sales team carefully. A bad sales person has a disproportionate power to harm your business. x Plan thoroughly before you interview (see Interviewing, HR 3). Involve existing team members in the recruitment process. Make sure team managers have the right skills for their roles (see 6B). x x x x C Use an appropriate employment contract. x Many contracts include a clause that aims to limit sales peoples ability to take customers away when they leave. Set out a code of conduct and define clearly what is unacceptable behaviour. For example, poaching customers from other sales people or submitting `creative expenses forms. See Remuneration, HR 26. x Training and development A New recruits will need a basic induction. x Give them information about your products, company and market. Spell out all relevant details. For example, your policy on dress code, travel expenses and entertainment costs. See Employment contracts, HR 4. D Use competitive remuneration to help attract and retain good sales people. x x The aim is to achieve an appropriate balance between basic and incentive pay (see box, page 3). Low-basic, high-commission pay structures are often suitable for young firms, as they keep fixed costs down. Use basic pay to reflect the importance B Monitor and develop employees customer contact skills. x x Many sales people need to improve their listening skills and learn how to get customers to talk (see Selling technique, SE 2). Use rehearsal and role-play to develop your teams customer contact expertise. Develop sales peoples negotiation skills (see Negotiating a sale, SE 1). Set up relevant training courses and monitor their impact (see Using training effectively, HR 28). If you plan to introduce non-sales people into selling roles, you m      ");
array_files[36]=new Array(0,4,"./pdf/archive/MaternityPaternity%20Law.pdf","2009-02-23","620K"," Introduction    ","","","Engineering and Machinery Alliance Grass Roots Survey Work and Families Proposals Turning a good idea for the family into a practical idea for manufacturing employers EAMA comprises seven associations: British Automation and Robot Association (BARA) British Paper Machinery Suppliers Association (BPMSA) British Turned Part Manufacturers Association (BTMA) Gauge and Toolmakers Association (GTMA) Manufacturing Technologies Association (MTA) Printing, Publishing and Converting Suppliers Association (PICON) Processing and Packaging Machinery Association (PPMA) 25 May 2005 Contents Summary and conclusions Introduction Who is affected Current experience Maternity leave Paternity leave Comparison by company size 3 5 6 What did the employer have to do? Tactics and strategies used Comparison by company size 8 Looking to the future Manufacturers assessment of the proposals impacts Comparison by company size 12 Behind the figures (incorporating respondents comments) 14 Making arrangements today to cover extended absences Small company case study There are costs that employers have to pay in the current requirements ... ...and the impacts affect different companies in different ways In some cases the effect is difficult if not impossible to quantify Changing current company policies Impacts of the five proposals Maternity leave extended to 9 months Maternity leave extended to 12 months Mother transfers rights to father Extended rights of parents and carers to flexible working Earlier notice of the decision to return to work Vox pop conclusions Reaction to the proposals `Skirting the problem Lessons 18 Annex1 Survey questionnaire 2 20 Summary and conclusions Context Most manufacturing companies compete as part of a supply chain, where each link in the chain should ideally contribute to each companys and therefore the chains (international) competitiveness. This is why operational flexibility is so important. Small manufacturing companies cannot afford to employ staff who are `unproductive. Thats why they (and many larger manufacturers) have contracted out all/most of their services, rather than have the headcount on the books, where it would not be fully utilised every day. Work is scheduled to maximise economies, thats why manufacturing firms tend to `shut up shop during the summer and winter holiday seasons so that all employees can vacation at the same time. Surveys main points The current situation 1. Dealing with maternity/paternity leave requests is complex and uses up considerable time and money in admin already. 2. Handling paternity leave is pretty straightforward and very rarely involves much more than two weeks extra cover. 3. Maternity leave is more complex and already has a large impact on micro and small businesses. 4. Companies use many different tactics and strategies to minimise the impact of these absences on the business, including sharing work amongst existing employees including directors, taking on temporary workers, training, overtime payments, using suppliers staff, and changing work procedures and planned holiday shut downs. 5. Maternity cost estimates vary according to the particular situation, but indicative values run from £5-8k per case in a small employer, to £14k in a medium sized company where special training may be required to £40k in a large employer. 6. Hidden costs, such as supervisory training, diverting management time and recruitment costs are difficult to estimate and vary widely according to the skills to be replaced. 7. Some respondents note that they have much less of a problem because all their employees are of a certain age, or that very few women are attracted to work in the sector. The proposals 8. Although some manufacturers think that large companies may be able to handle the requirements and the costs involved, there is a consensus amongst the views expressed that these proposals have been developed without detailed consideration of the practicalities involved for UK manufacturing SMEs. 9. All SMEs think that the extension of paid maternity leave to 12 months would have the greatest negative impact on their business. 10. Large manufacturers think that the proposal that will affect them the most is extending flexible working rights. 11. Many firms state unsolicited that extending fathers leave would be particularly detrimental. 12. There is little understanding at the moment as to how the mothers rights to transfer some of her leave entitlement to the father would work and companies therefore find it difficult to assess what sort of an impact that proposal will have on their business. 3 Conclusions 13. The aspiration to extend leave to 12 months should be dropped as soon as expedient. 14. The proposals will have two highly undesirable unintended consequences: o Employers will be forced to adopt practical measures to reduce costs and will be careful to recruit beyond the usual childbearing age, closing off responsible posts to younger women. The 12-month extension will make it possible for replacement temporary workers to claim permanent employment status under existing legislation. o 15.      ");
array_files[37]=new Array(0,4,"./pdf/archive/flexiblehours.pdf","2009-02-23","39K","flexiblehours.pdf    ","","","BRIEFING HR 38 (England) DIRECTORS BRIEFING The law on flexible working As an employer, you need to know about flexible working. The law says you must `consider seriously requests to work flexibly made by an employee who is a parent with a child under six or a disabled child under 18. But in fact it may pay you to consider offering flexible working to other employees as well. This briefing covers: x x ¤ 08457 566 566 www.businesslinknorthants.org and employees agree they will work a given number of hours during the year, but the pattern of work can vary from week to week. x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the HR briefings have the codes HR 1, HR 2, etc. Staggered hours contracts let employees start and finish work at different times. B The different types of flexible working. Who qualifies to apply for flexible working under the law. The procedures you must follow if a request to work flexibly is made. What you need to do to introduce new working arrangements. Other legislation to be aware of. C Employees may request a job-sharing arrangement. x x This is where one job is shared between two people, who might work alternate days, or half weeks, or alternate weeks, or one person working in the morning and one in the afternoon. x x Shift work, part-time work and term-time work also count as flexible work, in that they involve variations to the normal pattern of working hours. Amended 01.05.04 What is flexible working? Flexible working is any working pattern other than the normal working pattern -- it can involve changes to the hours an employee works, the times they are required to work or their place of work. A There are a number of working practices that involve changes to the hours and times worked: x DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. A flexitime arrangement requires an employee to be at work during a specified core period, but lets them otherwise arrange their hours to suit themselves. With compressed hours, employees work the same hours over fewer days. For instance, they might work a four and a half day week, or a nine-day fortnight. With annual hours contracts, employers x If you need further information or help, ask the distributor of this briefing about the services available to you. x D Flexible working may also involve changes in the location of the workplace, such as working from home. x You can agree that it should only be a temporary or transitional change. B The employees child must be under six or under 18, in the case of a disabled child. x Employees may request to do some or all of their work from home. You will need to consider your health and safety obligations (see 4C). The application must be made no later than two weeks before the childs sixth (or 18th) birthday. Who qualifies? To make a request for flexible working under the statutory right employees must fulfil certain criteria. A The employee must: x Implementation procedure Under the law on flexible working, both sides are required to follow the correct procedure. A It is up to the employee to prepare a detailed application well in advance of when they want to change their working pattern. x x Be the mother, father, adopter, guardian or foster parent of the child in question, or their husband, wife or partner. Have responsibility, or expect to have responsibility, for bringing up the child. Make the application as a means of enabling them to care for the child. Have worked for you continuously for at least 26 weeks before making the application. Have made no other application in the preceding 12 months. Be willing to agree a change in their working pattern, with a corresponding drop in pay if necessary (for example, if they want to move from full-time to parttime work). If you do turn down a request make sure you give your employee a sufficiently detailed reason. It is not enough simply to state one of the set grounds -- you must explain why it applies in the circumstances. Rachel Roe, PARENTS AT WORK The application must be in writing. The employee should be able to come up with a clear plan of how the new pattern would work and must show that the changes will not harm your business. x x x B Once you have received an application to work flexibly from an employee you must: x x x Arrange a meeting with the employee within 28 days of receiving it. This is to decide a start date (if you agree), or to consider alternatives (if you do not). The employee has the right to be accompanied at the meeting by a companion. The companion must be a worker also employed by you. If you agree, write to the employee within 14 days of the meeting detailing the new working pattern and confirming the start date. If you do not agree, you must write to give clear business reasons (see C) why the proposed arrangement will not work in this case. You must date your refusal and set out your appeals procedure. Business benefits Although you only have a legal obligation to provide flexi      ");
array_files[38]=new Array(0,4,"./pdf/archive/exhibitions.pdf","2009-02-23","140K","exhibitions.pdf    ","","","BRIEFING MA 2 (England) DIRECTORS BRIEFING Exhibitions ¤ 08457 566 566 www.businesslinknorthants.org Exhibitions provide a unique opportunity to display your product and business to large numbers of potential customers. A clear idea of what you are trying to achieve, and how to go about it, helps you maximise the impact. This briefing looks at: x x x x Choosing the exhibition The key consideration is which exhibitions your target customers will attend and read about. A What is the exhibitions track record? x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the marketing briefings have the codes MA 1, MA 2, etc. Defining your aims. Choosing exhibitions to participate in. Designing and running your own stand. Generating sales from the exhibition. Ask for an analysis of the previous years attendance. How many decision-makers from your target market were present? Look at the previous years catalogue. How professional is it? Which companies were exhibiting? Ask your competitors what they got from attending -- most people will tell you. x Your aims x Decide what your priorities are and quantify your aims. You may have several distinct objectives. A Collect leads to follow up, or compile a mailing list. B C Make direct sales at the exhibition. Launch and promote a new product. x B When is the exhibition? x Is that a good time for your business to Updated 01.12.02 (A) Trade shows provide an ideal opportunity to contact the specialist journals in your field and generate press coverage for your new product or service. DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. D Meet and entertain customers. x In a day or two at an exhibition, you may get more chance to talk to people who use your products than you will have in the rest of the year. E Find agents, distributors or other businesses to work with. See Planning your marketing, MA 5, and Marketing with your database, MA 6. If you need further information or help, ask the distributor of this briefing about the services available to you. be disrupted by the extra work? Could you cope with any extra business the exhibition generates? x x Many organisers require you to use their own contractors to install these. Plan your electrical requirements carefully. For example, are there going to be enough sockets? x How far in advance will you need to plan? C Where is the exhibition? x Is the location convenient for you and your target customers? Stand design A Exhibition organisers usually offer a `shell scheme. At a minimum, this includes the back and side walls of your stand. Extras which may be included are: x D What size is the exhibition? x Smaller and more specialised exhibitions may represent better value for money. E How much publicity does the exhibition receive? x Where will the organisers advertise the event? Do they have any links to the media (eg magazine publishers that will feature them)? Floor covering. Board with your company name. Electrical supplies and lighting. Furniture. Display racks. Shelving. Telephone. Other office items (eg waste bins). x x x x x x x x Most companies spend far too much on their stands and spend too little time thinking about what they want to achieve. Typically, the finished stand will cost four times as much as space rental. It is far better to keep down these stand costs and to try to attend another exhibition instead. Jonathan Scott, Centaur Exhibitions F What else will the exhibition offer? x x x What services will the organisers provide? What special events will there be? Will your trade association have a stand for members there? B You can use your own designer. A designer is more likely to produce a distinctive stand. x G How much does it cost? x Exhibition organisers charge rent on the floor space. Total costs may be around two to four times as high as the rental cost (see 8). A designer is essential for a space-only site. Check what the organisers rules are. In particular, you will be responsible for health and safety and any fire risk your stand may represent. Brief the designer on what you hope to achieve. If you plan to exhibit regularly, ask for a stand that can be taken apart and used again. Confirm the time and costs schedule in writing. Your stand should fit in with your other designs and your corporate image. See Design, MA 1. x x Booking space A Make sure you book a space suitable for your proposed display (see 4). x x Stands with more frontage are likely to attract more attention. x B Different locations within the exhibition hall may have different costs. x x Ask for a map of the hall. Ask the organisers which parts of the exhibition have attracted the most attention in the past. You can see how the crowd moves by attending an exhibition at that venue. C Make sure your stand design is effective. You will have only a few seconds to attract the attention of people passing the stand. x It is crucial to determine your objectives for exhibiting and then to choose the exhibit      ");
array_files[39]=new Array(0,4,"./pdf/archive/del_presentation.pdf","2009-02-23","31K"," Microsoft Word - Delivering presentations.doc    ","","","DELIVERING A PRESENTATION Action List 1. 2. Prepare yourself mentally: remind yourself that you have a good presentation they want to hear. Familiarise yourself with the room, if possible: how many will attend the presentation, where will they sit in relation to you, where is the presentation equipment positioned? 3. 4. 5. 6. 7. 8. 9. Check your preparations: ensure your notes and visual aids are in order and any equipment is working. Introduce yourself and explain your role. Ask questions -- for example, about their particular areas of interest -- and adjust your presentation in light of the responses. Start your presentation with an overview of its structure and the key points you intend to make. Encourage questions; explain that you will try to answer them as they arise, but will postpone complex answers till after the presentation. Cover the key points in turn; show visual aids only when relevant. Speak clearly; concentrate on speaking slowly if you are nervous and use pauses for emphasis. 10. Project positive body language with a confident, open posture; smile. 11. Talk to the audience, not the images behind you when using a screen or projector: turn equipment off when not in use so the audience is not distracted. 12. Continually scan the audience, maintaining eye contact; watch for inattention, fidgeting and other signs of boredom. 13. Use questions and names to recapture attention and involve them. 14. Respond to the audience; be ready to change your approach in light of their degree of interest. 15. Finish the presentation with a summary of the key points; stress the benefits of taking action. /more For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org 16. Provide any handouts after the presentation, when they can no longer distract the audience and may remind them of your message. 17. Deal with any remaining questions and ask for feedback. 18. Establish the next step, and note any follow-up action required from you. Cardinal Rules Do: · · · · · · check your preparations involve your audience and respond to them project confidence and enthusiasm maintain eye contact deal with questions immediately establish the next step Dont: · · · · worry about being nervous -- use it as a source of energy read from a script speak too quickly provide handouts until after the presentation Copyright © Business Hotline Publications Ltd, 2003. All rights reserved For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org     ");
array_files[40]=new Array(0,4,"./pdf/archive/cust_loyalty.pdf","2009-02-23","150K","cust_loyalty.pdf    ","","","BRIEFING MA 4 (England) DIRECTORS BRIEFING Building customer loyalty Customer loyalty matters because selling more to existing customers is easier, and cheaper, than finding and selling to new ones. Loyal customers tend to buy more, more regularly. And they will frequently recommend your business to others. This briefing covers: x ¤ 08457 566 566 www.businesslinknorthants.org B Learn as much about your different customer segments as you can. (See Research for your marketing, MA 12.) x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the marketing briefings have the codes MA 1, MA 2, etc. Understanding who your most valuable customers are. How to achieve a high standard of customer care for all your customers. How to turn your most valuable customers into your most loyal customers. x Find out what, when and how customers buy, and use this information to improve the service you offer. For example, a travel agent could send customers information about their favourite resorts around the time they normally book holidays. As part of your sales and marketing strategy, set out the levels of service you plan to offer your different customer types. For example, you might assign key account managers to your largest or most profitable customers. (See Your sales strategy, SE 4, and x x A total approach A Make customer care a key part of your business strategy. Effective customer relationship management means organising your entire business to focus on the needs of customers. x Updated 01.12.02 (A) List your top ten key accounts, and give these customers the best service (see box, page 3). Make sure customer-facing employees have access to all the information they need to serve customers efficiently. Give them the power to make certain decisions independently. For example, allow them to offer discounts within a set range. Draw up a set of procedures and standards to be used wherever customers have direct contact with your business. For example, set standards for speed and courtesy when answering phone calls. x x Planning your marketing, MA 5.) x Find out more about your customers by generating opportunities for feedback (see 3A and B). complain that deliveries or maintenance people fail to arrive on time. x C Develop a brand around your company, products or services. x Try to save the customer inconvenience. For example, the motor trade gives top priority to maintaining stocks of `vehicle off road spares. Exceed your customers expectations. For example, promise delivery in ten days, but actually deliver in seven. Always keep your promises. Keep customers informed about any problems, and make it easy for them to contact you. For example, by offering fax-back forms or freephone numbers. Use your website to give customers services and information they want. For example, you could provide a simple ordering system using secure servers, useful information -- including answers to frequently asked questions (FAQs), and technical advice -- or a tracking system for orders placed. Many companies regard complaints as free feedback. The best way to improve customer loyalty is by improving your service. Dave Patten, Merry Marketing If customers can identify with your company and feel good about it, they will be more likely to remain loyal. x Create a consistent, clearly defined identity for your business or product. For example, a plumbing company might create a distinctive company logo and slogan to use on all printed materials, uniforms and company vehicles. Advertise to build brand awareness of your product or service. See Advertising strategy, MA 9. x x x However strong your brand is, it should always be accompanied by consistently high levels of customer service. C Use appropriate technology. x Essentials of customer care Whatever added extras you may offer, they will be useless if you do not give your customers excellent basic service. A Encourage employees to deliver high-quality customer care. x A good database system can help you record, organise and plan your contact with customers. Make sure information from your website can be transferred onto your main database. Contact management software may be a useful tool if you have a lot of high-value customer accounts. You will need to explain the advantages of the system to employees, and provide training and incentives for use. Pay special attention to both sets of VIPs; your Very Important People, and your Very Irate People. Clare Scott Dryden, management consultant x Make sure employees have good basic communication skills. For example, poor spelling and grammar will ruin the credibility of letters, emails and faxes. Train employees in job-specific skills. For example, get sales people to listen to the customer more, so they sell intelligently, not aggressively. Train all relevant personnel how to answer and deal with telephone calls. Make sure employees can handle complaints effectively. They should apologise, be sympathetic, listen, establish the facts, agree wha      ");
array_files[41]=new Array(0,4,"./pdf/archive/Direct%20Mail.pdf","2009-02-23","61K","Direct Mail.pdf    ","","","BRIEFING MA 3 (England) DIRECTORS BRIEFING Direct mail ¤ 08457 566 566 www.businesslinknorthants.org Direct mail can be an extremely costeffective marketing method. You can use it to get details of your company and its products directly into the hands of the people who are most likely to want them. But direct mail works best with proper preparation beforehand. This briefing explains: x x Repeat orders are the most profitable. It costs between three and 30 times more to acquire a new customer than to sell to an existing one. FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the marketing briefings have the codes MA 1, MA 2, etc. C Build up your response rate. With direct mail, you can quickly find out if there is a market for your product, who will buy, and what you can afford to charge. The size of your mailing depends on how many responses you need, and what the expected response rate is -- which in turn depends on the targets and what incentive you provide. x Which businesses can benefit from direct mail. How to build up your mailing lists. What you should put into your mailing. x x Is it for you? Direct mail can generate enquiries, build long-term customer relationships, and lead to increased sales. Use these methods to maximise your chances of success. (See Planning your marketing, MA 5.) A Identify your target audience. x Provide some incentive for customers to respond. For example, by offering a prize. You can tailor your mailing to seasonality. For example a conservatory company x Amended 01.01.04 The closer the mailing profile is to the existing customer base, the better the response rate will be. Build your own mailing list (see 2) for the best response rate. Targets for business products are often easier to identify than targets for consumer goods. x x B You must be able to make a profit, after accounting for all the associated costs. x You can calculate the costs of an individual mailing very precisely. Do not underestimate the costs of building up a good mailing list, administering marketing activities, and fulfilling orders. x might focus on April and May, ahead of the usual summer sales peak. You should know if your product is viable and where to direct your efforts within a week of mailing. With an advertisement, it could take months. D You can use direct mail to establish a mail order operation. Decide whether your product is suitable. x x Consider having a field for `function, as well as a title. You could then run off a whole list (for example, `finance), rather than having to select by individual titles (eg `finance director, `accountant and `treasurer). You need to know when each name was last checked or amended. You need to know when you last mailed each name and how often the prospect has been approached in the last year. Regular mailing improves response, but duplicated mailings alienate customers. See Marketing with your database, MA 6. x x Customers need a reason to buy this way. The reason might be convenience, product range or prices. Some specialist items are not available in stores. Mail order (to a well targeted list) is the only way to make them available. One drawback is that the customer cannot try out the product. Your product needs a high enough margin per item to cover all the costs involved. D Your database is one of the businesss most valuable assets and must be managed. x x Data inputting must be checked, or it could ruin the mailshot at the outset. The quality of the database declines unless it is regularly `cleaned and added to. Cleaning eliminates the names of `returns (letters returned to sender). Experts say an uncleaned list is unusable in three years. Many email addresses are out of date in six months. Consider including a reply-paid card in your mailshots, so your customers can confirm or amend their details. Always print a `return to sender address on the back of the envelope. Even if all `returns are eliminated immediately, the database should be checked on a regular basis. You could combine this with telephone follow-up to a mailing. The best source of new customers is your existing customers. Offer them incentives to recommend your business to others. And `reward the new recruits as well, so they do not feel exploited. Brendan Austin, Marketing Guild x x Your database The quality of your database is the most critical element in achieving a good response rate. A It pays to create your own list. The response rate will always be better than the response from any bought-in list. x x Your existing customers (if any) are always your best source of new orders and leads. Include a form when you mail them, asking if they know anyone else who might want your services. Ask suppliers and other business contacts about potential customers. Train staff to obtain full details from telephone enquiries. Never throw away a name. Gather leads from customer lists, trade show visitors, responses to ads and warranty cards. E x x x Make sure you comply with the Data Pro      ");
array_files[42]=new Array(0,4,"./pdf/archive/cost%20control.pdf","2009-02-23","153K","cost control.pdf    ","","","BRIEFING ST 2 (England) DIRECTORS BRIEFING Cost control ¤ 08457 566 566 www.businesslinknorthants.org Cutting costs is the simplest way to improve your bottom line. Introducing a cost control system can bring immediate savings and ensure that you remain competitive in the longer term. But cost control needs to be carefully managed. While eliminating wasteful activities is clearly beneficial, indiscriminate cost cutting can lead to falling quality and poor morale. This briefing covers: x x x x x x Costs that may offer easy savings (see 5). Large costs that you may be able to change in the short term. Fixed costs (eg long-term fixed rate loans or fixed price contracts for raw materials) are hard to control in the short term. FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the strategy briefings have the codes ST 1, ST 2, etc. Some cost centres, such as R&D, make important but indirect contributions to your bottom line. You need to account for these contributions before deciding whether to cut their budgets. Identifying where to focus your efforts. Managing cost control. Specific cost control opportunities. The pitfalls. Systematic cost control Your costs Cost control works best as part of your routine financial management. The first step is to look at your existing costs. A Identify your major cost centres. Typically these might be purchasing, production, sales and marketing, financing, administration, premises, facilities management and R&D. x A Start from your business objectives. For example, you might aim to manufacture Updated 01.03.02 (A) DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. In a small business, a cost centre is usually the area one manager is responsible for (see 3A). B Identify the major types of cost within each cost centre. These might include staff costs, raw materials and supplies, utility bills for energy and water, capital expenditure, other purchases (eg consultancy services and advertising space), premises, telecoms, travel, transport and financing costs. If you need further information or help, ask the distributor of this briefing about the services available to you. C Choose the costs to focus on first. 1,000 units per month, or to win ten new customers. x What are your quality standards? For example, your customer service standards might require a trained employee to respond to all enquiries within a specified time. costs may be lower than the standard cost, because you are currently using fewer, lower paid staff. D Record your actual costs and compare them with the standard and budgeted costs. It may be appropriate to compare unit costs (cost per unit produced) or total costs (including overheads such as premises). x B Establish your `standard costs for achieving your objectives. Standard costs are the costs you would have in an ideal world (but see D). You need to consider: x What resources you need. For example, components of a specified quality or staff with specific skills. How much of the resources you need. Standard costs assume optimum performance (eg no unnecessary wastage of raw materials or staff time). What the resources cost. Costs that are higher than your budgeted costs may indicate opportunities to reduce costs in the short term. In general, the larger the cost overrun, the more scope there should be for savings. Costs that are higher than your standard costs usually indicate opportunities to reduce costs in the longer term. Lower costs may indicate good management, but might also reflect quality failings or impending problems. For example, costs can be cut in the short term by cancelling all training -- at the risk of causing longer-term skills shortages. Introduce the concept of cost avoidance -- choosing not to spend, rather than concentrating on savings. For example, try encouraging managers to share assets. Ken Burnett, Chartered Institute of Purchasing and Supply x x x x C Establish realistic `budgeted costs based on your actual experience. x Budgeted costs will usually be higher than standard costs. For example, you might expect two per cent of all production to be wastage (including substandard goods), raising unit costs. Budgeted costs may sometimes be lower than standard costs. For example, your customer service staff Using a spreadsheet or cost control package, it is easy to record and compare costs on a regular basis (eg monthly). E Periodically review what you are doing and how you are doing it. x For more information on benchmarking and the benefits it can offer, see Benchmarking, ST 4. For information on energy efficiency, waste minimisation, and all the help on offer, see Your business and the environment, ST 11. x Benchmarking yourself against other organisations may show that your performance is sub-standard. For example, if your wastage levels are higher than the industry average. Internal review, or input from an external consultancy, may suggest alternatives. For example, standardising components      ");
array_files[43]=new Array(0,4,"./pdf/archive/companycartax.pdf","2009-02-23","118K"," TA4CART.indd    ","","","DIRECTORS BRIEFING Company cars and tax Company cars are one of the most popular employee benefits. Altogether, 1.3 million UK directors and employees drive company cars. Of these, half receive free fuel for private use. Successive governments have increased taxation on cars and fuel. Both employers and employees now need to consider the tax implications of company cars before making decisions. Since April 2002, the system has been reformed to encourage companies to run `greener cars. A cars CO2 emission levels now determine the tax paid for both new and existing vehicles, though older vehicles (registered before 1998) are still taxed on engine size. This briefing covers: BRIEFING TA 4 (England) www.businesslinknorthants.org 08457 566 566 benefit of at least 15 per cent of the cars list price. This minimum applies to the cleanest, most fuel-efficient petrol-driven cars. There are further discounts for cars run on alternative fuels or alternative technology (see 3C). FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the tax briefings have the codes TA 1, TA 2, etc. How employees and employers are currently taxed on company cars. Ways to reduce the tax paid. The difference between buying and leasing a car. The assumed benefit increases in one per cent stages to a maximum of 35 per cent, depending on the cars CO2 emissions. The higher the emissions, the higher the assumed benefit (effectively the charge) will be. For example, in 2004/05 the assumed benefit on a car emitting 180gm of CO2 per kilometre (gm/k) is 22 per cent. The assumed benefit on a car emitting 220gm/k is 30 per cent. Assuming that the list price of the car was £18,000, the tax charge (to a basic rate taxpayer) would be £871 (£18,000 x Updated 01.05.04 Employee tax A Company cars are taxed as a benefit in kind for most employees. There are some special cases. DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. If you need further information or help, ask the distributor of this briefing about the services available to you. Directors are almost always taxed, regardless of what they earn. Employees earning less than £8,500 a year (including the value of any benefits they receive) do not pay tax on the benefit. Pool cars are not taxed. A pool car must be used by more than one employee, and must not normally be kept overnight at an employees home. B Employees pay tax at their top rate. The tax charge is based on an assumed 22/100 x 22/100) and £1,188 (£18,000 x 30/100 x 22/100) respectively. Diesel-powered cars attract an extra charge of 3 per cent, subject to the same 35 per cent maximum charge unless they are Euro IV compliant in which case no supplement is due. The level of CO2 emissions at which a particular charge applies declines annually. For example, the minimum (attracting a charge of 15 per cent) was 165gm/k in 2002/2003. In 2004/2005 it is 145gm/k. For the following two years it has frozen at 140gm/k. The intention is to persuade businesses to buy more fuel-efficient cars. private fuel. The amount they are taxed depends not on the value of the free fuel but on the fuel efficiency of the engine. A The percentage charge for each car is the same as that cars charge for car benefit. The rules change from time to time. This briefing was updated after the Chancellors 17 March 2004 Budget. Cars with higher CO2 emissions have a higher percentage charge. The charge at a given level of emissions increases from year to year. Diesel-powered cars attract an extra charge of three per cent (subject to the 35 per cent maximum), unless they conform to the Euro IV standard. Cars using alternative technology attract the lowest charge (15 per cent), plus extra discounts (see 3C). Higher business mileage now has no effect on the tax charge. Nor has the age of the car, except that a special scale charge applies to cars registered before 1998. C The list price is based on the price published by the manufacturer, importer or distributor, plus delivery charges, tax and VAT (but not vehicle excise duty). B The percentage charge is applied to an annual figure for fuel benefit to determine the amount of taxable benefit. It also includes the list price of accessories (plus fitting and VAT). Accessories worth up to £100, fitted after the car has been delivered to the employee, are excluded. So are mobile phones (although the use of handheld phones while driving is illegal, and employers are potentially liable unless they have forbidden it), equipment necessary to a disabled driver, and equipment necessary to the driver to perform his duties. Inland Revenue agreement may be needed. The cost of enabling the car to run on compressed natural gas (CNG) or liquid petroleum gas (LPG) is also excluded. C For 2004/05 the annual figure is £14,400. So for a car emitting 180gm/k, with a percentage charge of 22 per cent, the tax arising on the fuel charge for a basic rate (22 per cent) taxpayer would be £697 (£14,400 x 22/100 x 22/100). T      ");
array_files[44]=new Array(0,4,"./pdf/archive/cartax.pdf","2009-02-23","118K"," TA4CART.indd    ","","","DIRECTORS BRIEFING Company cars and tax Company cars are one of the most popular employee benefits. Altogether, 1.3 million UK directors and employees drive company cars. Of these, half receive free fuel for private use. Successive governments have increased taxation on cars and fuel. Both employers and employees now need to consider the tax implications of company cars before making decisions. Since April 2002, the system has been reformed to encourage companies to run `greener cars. A cars CO2 emission levels now determine the tax paid for both new and existing vehicles, though older vehicles (registered before 1998) are still taxed on engine size. This briefing covers: BRIEFING TA 4 (England) www.businesslinknorthants.org 08457 566 566 benefit of at least 15 per cent of the cars list price. This minimum applies to the cleanest, most fuel-efficient petrol-driven cars. There are further discounts for cars run on alternative fuels or alternative technology (see 3C). FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the tax briefings have the codes TA 1, TA 2, etc. How employees and employers are currently taxed on company cars. Ways to reduce the tax paid. The difference between buying and leasing a car. The assumed benefit increases in one per cent stages to a maximum of 35 per cent, depending on the cars CO2 emissions. The higher the emissions, the higher the assumed benefit (effectively the charge) will be. For example, in 2004/05 the assumed benefit on a car emitting 180gm of CO2 per kilometre (gm/k) is 22 per cent. The assumed benefit on a car emitting 220gm/k is 30 per cent. Assuming that the list price of the car was £18,000, the tax charge (to a basic rate taxpayer) would be £871 (£18,000 x Updated 01.05.04 Employee tax A Company cars are taxed as a benefit in kind for most employees. There are some special cases. DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. If you need further information or help, ask the distributor of this briefing about the services available to you. Directors are almost always taxed, regardless of what they earn. Employees earning less than £8,500 a year (including the value of any benefits they receive) do not pay tax on the benefit. Pool cars are not taxed. A pool car must be used by more than one employee, and must not normally be kept overnight at an employees home. B Employees pay tax at their top rate. The tax charge is based on an assumed 22/100 x 22/100) and £1,188 (£18,000 x 30/100 x 22/100) respectively. Diesel-powered cars attract an extra charge of 3 per cent, subject to the same 35 per cent maximum charge unless they are Euro IV compliant in which case no supplement is due. The level of CO2 emissions at which a particular charge applies declines annually. For example, the minimum (attracting a charge of 15 per cent) was 165gm/k in 2002/2003. In 2004/2005 it is 145gm/k. For the following two years it has frozen at 140gm/k. The intention is to persuade businesses to buy more fuel-efficient cars. private fuel. The amount they are taxed depends not on the value of the free fuel but on the fuel efficiency of the engine. A The percentage charge for each car is the same as that cars charge for car benefit. The rules change from time to time. This briefing was updated after the Chancellors 17 March 2004 Budget. Cars with higher CO2 emissions have a higher percentage charge. The charge at a given level of emissions increases from year to year. Diesel-powered cars attract an extra charge of three per cent (subject to the 35 per cent maximum), unless they conform to the Euro IV standard. Cars using alternative technology attract the lowest charge (15 per cent), plus extra discounts (see 3C). Higher business mileage now has no effect on the tax charge. Nor has the age of the car, except that a special scale charge applies to cars registered before 1998. C The list price is based on the price published by the manufacturer, importer or distributor, plus delivery charges, tax and VAT (but not vehicle excise duty). B The percentage charge is applied to an annual figure for fuel benefit to determine the amount of taxable benefit. It also includes the list price of accessories (plus fitting and VAT). Accessories worth up to £100, fitted after the car has been delivered to the employee, are excluded. So are mobile phones (although the use of handheld phones while driving is illegal, and employers are potentially liable unless they have forbidden it), equipment necessary to a disabled driver, and equipment necessary to the driver to perform his duties. Inland Revenue agreement may be needed. The cost of enabling the car to run on compressed natural gas (CNG) or liquid petroleum gas (LPG) is also excluded. C For 2004/05 the annual figure is £14,400. So for a car emitting 180gm/k, with a percentage charge of 22 per cent, the tax arising on the fuel charge for a basic rate (22 per cent) taxpayer would be £697 (£14,400 x 22/100 x 22/100). T      ");
array_files[45]=new Array(0,4,"./pdf/archive/advert_strategy.pdf","2009-02-23","151K","advert_strategy.pdf    ","","","BRIEFING MA 9 (England) DIRECTORS BRIEFING Advertising strategy Almost every business needs to promote itself in some way, reaching out to customers and potential customers. For businesses with large numbers of target customers in well-defined market segments, advertising is often a cost-effective way of communicating with them. This briefing covers: x x ¤ 08457 566 566 www.businesslinknorthants.org Making consumers feel good about your company can boost sales. FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the marketing briefings have the codes MA 1, MA 2, etc. B You may need to convey a specific one-off message to your market. x For example, informing people of a special offer, or a particular benefit of your product. Setting your promotional objectives and deciding whether to advertise. Determining your promotional budget. Deciding where and when to advertise. Measuring the effectiveness of your advertising campaign. C You may need to prompt specific action, such as the customer visiting your premises. x x x x If you are building up a database of leads, your objective might be to gather the contact details of potential customers. If your product is suitable, your objective may be to create sales there and then. x Your objectives Before deciding whether to use advertising, clarify what you are trying to achieve. Your ultimate objective is probably to increase sales. But your promotional activities may focus on intermediate objectives that make sales and other business objectives easier at the end of the day. Draw up a list of SMART objectives (specific, measurable, agreed, realistic, time-limited), against which you can measure the effectiveness of your campaigns (see 6). A You may need to create awareness of something, or change customer attitudes. x D You may need to address your existing customers, rather than win new ones. Updated 01.12.02 (A) Creating a reputation as the market leader may allow you to increase your prices and win long-term contracts. Building brand awareness for a product makes the product easier to sell. It also makes it easier to launch new products. x x Keeping up `front of mind awareness encourages customers to consider you first when they place their next orders. B What media best reach your target market (see 4)? Advertising is only cost-effective if it reaches a readership or audience which significantly overlaps with your target audience. Be specific about who you are trying to communicate with. C Could advertising carry the right message? x In the mix Consider whether advertising is the most costeffective way of achieving your objective, or whether other forms of promotion would be more effective. A Who are you trying to reach? In general, advertisements work best when they carry a concise message. For example, highlighting the thing that distinguishes your company or brand from your competitors, reinforcing the main benefit of your product or conveying the impression that you are a `good company. The form of the advertisement may physically limit what you can say. For example, banner advertisements on websites work best if your message can be boiled down to three or four words. Where and how you advertise is determined by your appeal, focus and image: your market positioning. A new delicatessen might be wasting money advertising in a freesheet paper, but that medium would be suitable and probably succeed for a discount tyre fitter. Mike Butterworth, Business Link for London x x What common characteristics define your target market? For example, consumers in the same geographical area, individuals from the same socio-economic background or people who share a common interest. (See Research for your marketing, MA 12.) Decide if you want to reach end-users or intermediaries. Be clear who makes the buying decision. Your advertisement, and the media in which you advertise, must suit your image. See Writing an advertisement, MA 10. D Would advertising work within your timescales? x x x Advertising agencies A As a rule of thumb, consider using an agency if you plan to spend more than £10,000 on advertising. x Preparing an advertisement for publishing or broadcasting can take time, depending on the media. E Are there cost-effective alternatives? Depending on your target audience and advertising objectives, other forms of promotion may be a more effective use of your budget. For example: x Six out of ten consumers refer to the Yellow Pages with an open mind. Theres no need to call yourself Abracadabra Plumbing Company so youre first in the list. Most people look two thirds of the way down a list and choose a business that has a local phone number. David Watkins, The Pink Elephant Training Company Typically, agency fees will amount to around 15 per cent of your advertising budget. Agencies can usually negotiate discounts on advertising that will reduce the cost by ten to 15 per cent. x B Look for an agency that has experience of your industry or type of business. x Direc      ");
array_files[46]=new Array(0,4,"./pdf/archive/Writing%20a%20Mailshot.pdf","2009-02-23","151K","Writing a Mailshot.pdf    ","","","BRIEFING MA 7 (England) DIRECTORS BRIEFING Writing a mailshot ¤ 08457 566 566 www.businesslinknorthants.org Most businesses send out mailshots several times a year, whether they are large-scale mailings or batches of individualised letters to a dozen key customers at a time. If the targeting and the offer are right, you get a positive response. If you get them wrong, it is junk mail. You need a good list, a proven product and a strong offer, embodied in a compelling mail pack. But writing a successful mailshot need not be difficult, if you set about it the right way. With the help of this briefing, most businesses can tackle the task of writing their own mailshot material. It covers: x x x x x What do they want to hear about your product? What are their likely objections? FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the marketing briefings have the codes MA 1, MA 2, etc. x C Choose the right format. Mail, fax and email give you three distinct options. Each of them needs to be written in a different way. x Most mailings will consist of a pack of several items that is posted second class, or first class if the timing is important. This briefing focuses on writing a traditional mailshot, to be printed and sent out by post. Fax is limited to black and white and costs money to receive. It will only be welcomed by people who are keen to hear what you have to say. For example, special deals for established customers. Knowing what you are trying to achieve. Getting the content right. Essential tips on form and style. The keys to maximum response. x Amended 01.09.03 Plan your approach A Know what objectives you want the mailshot to achieve for your business. x You may want it to sell a product or to generate sales leads. You may want to launch a new product or service or break into new markets. You may be test marketing, to try out new products, packaging or campaign ideas. You may want to enhance your service to existing customers by giving them up-todate information. x x x B Identify your readers, so you know what sort of approach is likely to work best. x What prior knowledge do they have about your product? Why do they need what you are offering? x Fax mailshots need powerful content and should not go beyond a single page. x x The brief should be detailed and specific -- who, what, when, where, why? Consider the needs of different audiences and different market sectors. You should plan to write separate versions of the letter for different groups in your mailing list. Email is instant and almost free but can be seen as intrusive. Copy for email mailshots needs to be brief, factual and emphatic. (See Email, IT 15, and Marketing on the Internet, IT 18.) x If you keep contact data for mailings or email mailshots, you must comply with the Data Protection Act (see Your firm and the Data Protection Act, LA 14). Do not fax or email anyone who has not already expressed a desire to hear from you. See Direct mail, MA 3, and Marketing with your database, MA 6. B Identify one major benefit for the customer and lead with that. Other reasons can come later, but start by backing your most likely winner. x Making a start A The first step is to write yourself a brief. x Forget trying to be clever. You do not need a smart idea. Finding a simple, powerful way to say what your product or service does for people will usually be the best approach. If your product is truly unique or exclusive, say so. 12 ways to maximise response 1 Write a straightforward headline, featuring your main benefit, to start the reader off on the right track. You have only seconds to make an impact. Get to the point immediately and avoid waffle in your opening sentence. Explain your offer. Make sure your reader sees the big benefits in the first paragraph. Show how your product solves the customers problem. Be clear. Be simple. Be convincing. Use short words, short sentences and short paragraphs. Focus on the reader and the readers needs. When you are writing, talk to the reader directly, as `you. Use the tried and tested attention-getting words -- bargain, big, bright, easy, first, free, improved, love, money, new, now, offer, safe, save, want, and, above all, you. Avoid sounding self-important in the hope of sounding serious. C Work out how to get the readers attention. x Offer a tangible and quickly-realised benefit for an obviously reasonable price. Other approaches include highlighting unusual product features, emphasising low prices, launching special offers and competitions and using startling headlines. Send a free product sample, if you can. Include a small gift, a voucher or a cheap, unexpected gimmick. Good gimmickry wins attention, even from serious corporate customers. 2 x My approach is to list all the questions people would ask if you were talking to them face to face, prioritise them, putting the most important ones first, and then answer them all. If you do this, the copy writes itself. Brian Thomas, The Lee Thomas Partnersh      ");
array_files[47]=new Array(0,4,"./pdf/archive/Top10Tips_Networking.pdf","2009-02-23","32K"," Microsoft Word - Top 10 Tips - Networking.doc    ","","","Top 10 Tips ­ Networking Supplied by: Stanair Industrial Door Services 1. If possible, find out from the facilitators of the event who will be attending and then try to recognise the trades/professions that have a synergy with your own ie (plumbers, electricians and painters and decorators). (Solicitors, accountants, business rescue and insolvency practitioners). (Photographer, florist, personal travel counsellor/travel agent). Then try to get an introduction to these people at the meeting. Arrive early so that as people come in, you can, if you wish, be introduced to them or introduce yourself to them. If you are in the room already, people will come and introduce themselves to you, rather than you arriving late, having to go and join a group or interrupt a conversation that is already taking place. Having arrived early and formed a discussion group, people may come and hover on the edge of your group. Find an appropriate time whether you, or someone else is talking to include that other person into your group. Do it politely, invite them in. Hello, Im Michael Markham (or use your own name if you wish) and you are? and let them tell the group who they are and what it is they do. They will remember you for including them. Make sure you are remembered. When you get a chance to introduce yourself, make sure you speak slowly and clearly so that people understand and remember your name and what it is you do, and do try to make it interesting. At most networking meetings we get an opportunity to speak on a one to one, sometimes to the table and occasionally to the whole gathering and usually we are afforded either one or two minutes to do this. It is important that we make an impression during that time. The important points to get across during this time are ­ your name, your company name, briefly what it is that you do, the name of an organisation that you would like a warm introduction into and then finally, your name, your company name and a memory hook, if you have one. If you dont have one, develop one. This is often referred to as elevator talk because they say that during the time it takes you to take an elevator ride (that is a lift ride in England of course), you should be able to tell someone what you do. 2. 3. 4. 5. Top 10 Tops Supplied by... 2 Henson Way Telford Way Industrial Estate KETTERING NN16 8PX Phone: 01536 482187 Fax: 01536 411799 Web: www.stanair.co.uk Top 10 Tips ­ Networking Supplied by: Stanair Industrial Door Services It is important to prepare this and rehearse it so that you always know what it is you are going to say. I have attended network meetings, in fact Chamber lunch meetings where people have been offered a 2-minute slot and have refused it because they havent prepared it. That, in reality is a missed opportunity to get business. 6. On the basis that you network to meet new people and make new contacts, try not to stand or sit with people you already have a relationship with unless it is, of course, to further that relationship in a positive work based manner. You can always socialise at another time. Ask people if you can help them. Is there someone that they would like an introduction to either at the meeting or an organisation outside of the meeting where you may have access and can, therefore, introduce them. Wear your name badge on your right hand side so that as people shake your hand, your name badge is straight in their view rather than having to tilt or turn their head to look at the name badge on the left hand side. Look for people standing on their own and set about helping them by making them feel at ease or by introducing them to a group or an individual with whom they may have a business synergy. They will remember as that nice person who saved them from their own shyness. Finally, make sure you have plenty of business cards with you. Keep your own cards in one pocket and the cards that you receive, after you have shown an interest in them, in a separate pocket. You may wish to write on the cards that you receive where and when you met the person. Just as a memory jogger for yourself for the future. 7. 8. 9. 10. Top 10 Tops Supplied by... 2 Henson Way Telford Way Industrial Estate KETTERING NN16 8PX Phone: 01536 482187 Fax: 01536 411799 Web: www.stanair.co.uk     ");
array_files[48]=new Array(0,4,"./pdf/archive/Top10Tips_Credit_Control.pdf","2009-02-23","55K"," Top 10 Tips - Networking    ","","","Top 10 Tips ­ Credit Control Supplied by: Direct Route (Credit Management) 1. Why are you in business? You are in business to make money. Do not fall into the trap of confusing profit with cash. Many companies go out of business as a result of not being paid and not because they do not make enough profit. Solid credit control policies will protect you from this. Ensure you have a robust but flexible credit control policy. Agree with your partner, management team or accountant what your specific parameters are going to be and stick to them. Most businesses, that offer credit, will attract habitual late payers and incur bad debt at some point during their trading cycle, it is almost a fact of life. Check your industry standard for debtor days and measure your company performance against that industry standard. You will quickly identify how good or bad your performance is. Credit references, who is giving them? A common scenario for a potential debtor is to tender friendly referees when applying for credit. Most industries are like rabbit warrens where everyone knows everyone else, use this network to your advantage check with ALL known suppliers within your trade not just the applicants favourites. Also use a Credit Reference Agency which is a member of the Credit Services Association (www.csa-uk.com) prices per reference varies from £15 to virtually nothing. Regularly review your sales ledger. It is of paramount importance that you review your sales ledger and that you are completely au fait with the outstanding balances. Ensure your credit controller (you in a small business) has issued all the relevant credit notes and the balances on the ledger are the actual sums owed. DO NOT put off issuing credit notes it will only slow up further the process of CASH COLLECTION. A credit control review should take place at least once a month. Regularly review credit limits. Remember nothing is written in stone, credit limits are not static they can be reduced as well as increased. If an account has stopped ordering from you there will be a reason. If it is more than a 3 month period review the credit limit downwards, retake references or cancel credit terms altogether. A credit account limit is your companys estimation of risk use it wisely. 2. 3. 4. 5. Top 10 Tops Supplied by... Direct Route (Credit Management) Liam Stubbins 55 Morrison Park Road West Haddon NORTHAMPTON NN6 7BJ Phone:01788 510114 Fax:01788 510114 Top 10 Tips ­ Credit Control Supplied by: Direct Route (Credit Management) 6. Avoid wearing your sales hat when making a credit control decision. The decision to extend credit limits or payment periods should not be made purely from an increased sales pressure or perspective. You must assess the customers ability to pay, their reputation and their trading history with your company. With a clear mind and referring to your company parameters (as in point 2) enter into any credit extensions purely from a commercial point of view. This will be difficult for small businesses but you will be better off in the long run. Do not become a free overdraft. If you have got your sums right then you will know that your sales revenues profit margins, payments in and out will happen within a finite timeframe. Habitual late payers and bad debtors can significantly derail these time frames and result in businesss defaulting with their own suppliers. This can result in you being chased by your suppliers. The maths here are simple, the debtor, by not paying your bill may result in the debtor not using their own overdraft and avoiding cost whilst placing you in an embarrassing and untenable position with any number of your suppliers. Proactive credit control equals respect. Most customers respect suppliers who have strong credit control policies it creates an image of professionalism and ensures you are placed high on the list of suppliers to be paid. For larger balances telephone a few days before the due date to ensure your payment is on the next cheque run. If it is not then ask why not, you can now address any issues that will prevent payment. Outsource debt recovery. Do not be concerned or afraid of outsourcing debt recovery it will show your customers you mean business, it will add weight to the collection process and remember debt recovery specialists know what they are doing. They have access to the latest legislation and can navigate you through the minefield of the legal process in a swift and efficient manner. They will bring gravity and pace to the whole process. Finally Cash is king. Remember turnover is vanity, profit is sanity and payment is reality. 7. 8. 9. 10. Top 10 Tops Supplied by... Direct Route (Credit Management) Liam Stubbins 55 Morrison Park Road West Haddon NORTHAMPTON NN6 7BJ Phone:01788 510114 Fax:01788 510114     ");
array_files[49]=new Array(0,4,"./pdf/archive/TU3%20-%20Drying.pdf","2009-02-23","572K"," Cover~TU3    ","","","Energy Efficiency in Plastics Processing Technical Update 3: Polymer drying Energy efficient drying in plastics processing 1 Introduction Drying of plastics before processing is necessary for successful processing of hygroscopic polymers and is also useful for repeatable processing of many non-hygroscopic polymers (see Box 1). If polymers are not dried then moisture in and on the surface of a polymer will convert to steam during processing and this may either show as a bubble or surface imperfection or create a plane of weakness in the moulding. Hygroscopic polymers will absorb moisture to an equilibrium level in normal atmosphere and this will affect the quality of the finished moulding. Non-hygroscopic materials may not require dehumidified drying but they will carry surface moisture that should be removed before processing by the use of hot air dryers. Preheating maintains materials at a constant temperature and can give improved cycling and increased production rates. In this case drying can be regarded as insurance against lost production that would be far more expensive than the cost of the drying operation. Hygroscopic and nonhygroscopic polymers Hygroscopic polymers (such as PA, PET, ABS and PC) absorb water readily into the bulk material and the water becomes chemically bonded to the polymer chains. This type of material has a natural moisture content of up to 1% and will always require drying to be processed successfully. Non-hygroscopic polymers (such as PE, PP and PMMA) do not absorb water but can pick up moisture on the granule surface in high humidity atmospheres. This type of polymer may require drying depending on the history of the material. It is estimated that where drying accounts for approximately 15% of the total energy used in plastics processing when it is required as part of the process and possibly even more than this is certain processes. Using an optimised process and the new technologies it is possible to reduce this by up to 50%. This represents considerable savings in both energy usage and cost. 1.1 Good practice tips · Drying is often a hidden cost in processing - it is worth making a careful study of the amount of time taken, the temperature required and the kWh used. · Drying systems have `hidden motors for blowers, correct specification and motor management practices can considerably reduce costs. · Correct storage of granules in a dry environment will reduce the granule moisture content before drying. · Granules will require less drying in warm dry weather and cycle times can be adjusted to reduce energy use. · After drying any material should be kept in a sealed container or be conveyed by a sealed system. 2 Conventional Technology 2.1 Manual and hot air drying Oven drying is not recommended for any polymer processing operation. Whilst initially cheap, it has high energy costs and high batch-to-batch variations in material moisture content. Hot air drying is only suitable for non-hygroscopic polymers where the only moisture present is on the surface of the granules. Energy efficient drying in plastics processing 2.2 Desiccant drying Dehumidified air for drying is the most widely used technique and the efficiency of drying using dehumidified air has been shown to exceed that of oven or hopper dryers by an energy efficiency factor of 5. Desiccant dryers work by passing moisture-laden air through a canister containing desiccant beads. The strongly hygroscopic desiccant adsorbs moisture from the air to produce dry air, which is then heated and passed through the drying hopper containing the plastic granules. The warm dry air then removes moisture from the granules and the wet cooler air is recycled back to the dryer through a closed loop system for further drying and use. The desiccant canister is regularly removed from the drying stream for high heat regeneration to remove the moisture that it has adsorped. Absorb and Adsorb Absorption = The penetration of a substance into the body of another. Adsorption = The taking up of one substance at the surface of another. The difference is very well defined, a desiccant takes water out of the air to dry it and adsorbs it ­ there is no penetration of the water removed from the air into the body of the desiccant so the desiccant does not absorb the moisture. All the moisture is on the surface of the desiccant. The typical dryer uses either indexing desiccant canisters or valve arrangements to regularly cycle the desiccant through the drying and regeneration stages to avoid overloading the desiccant. The cycle can be determined either through a simple timer (which is energy inefficient) or when the dry air dew point reaches a set point (to indicate the need for regenerated desiccant). However, the most efficient method is to measure the moisture content of the material to determine the regeneration cycle time. The regeneration stage is completely separate from the drying stage but it is common for the heat used during regeneration to be recycled into heating the process air before it is sent to the drying hopper. The typical process cycle time for dry      ");
array_files[50]=new Array(0,4,"./pdf/archive/TU2%20-%20Cooling.PDF","2009-02-23","115K"," Cover~TU2    ","","","Energy Efficiency in Plastics Processing Technical Update 2: Cooling water Energy efficient process cooling water supply in plastics processing 1 Introduction Plastics processing uses large amounts of energy to heat raw materials and to form these into products. In every case there is also a need to remove this heat from the process to solidify the plastic and complete the process. This means that the provision of a reliable and consistent source of cooling water is essential for fast and repeatable process times in all sectors of the plastics processing industry. Whilst there is a great deal of emphasis in the plastics industry on energy efficient heating and processing of the plastic, there is much less emphasis on energy efficient cooling ­ a process that uses as much, if not more, energy and a process with huge opportunities for energy efficiency improvements. Energy consumption in the general plastics industry could be reduced by between 10 and 15% but the potential for savings in area of cooling are even greater and it is estimated that energy savings of 25% are easily achievable without any technical risk. Cooling and refrigeration plant uses approximately 11% of all the energy consumed in manufacturing in the UK. Implementing good practice and proven technology could significantly reduce this expenditure. This Technology Update is designed as a primer to a range of no cost low cost actions and measures that can easily be taken to reduce energy usage in providing cooling process water for plastics processing. Measures of performance Energy Efficiency Ratios COP is the ratio of the cooling capacity to the absorbed power of a compressor. CSOP is the ratio of the cooling capacity to the absorbed power of the complete system. This includes the effect of the power consumption of fans and pumps as well as the compressor. COP and CSOP can be used to indicate the relative energy efficiency of the chiller or the system and to compare systems with one another. The measurement of COP and CSOP are dependent on the conditions used to asses them and should only be used for comparison when identical conditions are used. Good practice tips · Cooling plant efficiency can be improved by a multitude of measures; the main task is to decide between the competing measures. · Cooling plant is generally reliable and tends to be ignored unless there is a problem. Regular analysis of performance data is recommended to enable any loss of efficiency to be detected before complete loss of service. 2 Air Blast Cooling Standard chilled water system installations do not take full advantage of cold ambient weather conditions and constantly use energy to provide the cooling. It is, however, possible to use low ambient temperatures to pre-cool the return water from the process and to considerably reduce the chiller load and usage. Low ambient temperatures are experienced for a large part of the year in the UK and the ambient temperature is below 15oC for almost 75% of the year (see chart at right). During these periods air blast cooling can be used to considerably reduce energy costs. Air blast cooling is particularly suitable for use in the plastics processing industry in the UK because the ambient and flow temperatures involved in plastics processing are relatively similar and air blast cooling can be used to its best advantage. Air blast cooling only Chiller only Air blast cooling + chiller Percentage of year that air blast cooling is active Energy efficient process cooling water supply in plastics processing Installation of an air blast cooler as a free cooler into the cooling system can produce significant energy savings for minimal additional capital costs. Air blast cooling in practice The installation and operation of air blast coolers as a pre-cooling or total cooling system is straightforward and a typical installation of an air blast cooler is shown at right. If the ambient temperature falls to 1oC or more below the return water temperature then air blast cooling can become effective and the automatic 3-way valve operates to divert the return water through the air blast cooler section. This pre-cools the water, reducing the load on the main chiller and therefore reduces the energy use and cost1. Air blast cooler Three way valve Chiller Schematic of air blast cooling installation The lower the ambient temperature falls below the return water temperature, the greater the air blast cooling effect. When the ambient temperature is as little as 3oC below the return water temperature the pre-cooling achieved is sufficient to switch the main chiller off completely and the chiller load is reduced to zero. The only energy consumed at this stage is that used to drive the fan motors of the air blast cooler. The physical layout of an air blast cooler consists of a finned copper tube, an aluminium fin matrix and a 3 way valve with electronic microprocessor control that follows the external ambient temperature to control the switching of the return water to the air blast cooler when ambient conditions allow it to be effective. Varying the fan speed or pr      ");
array_files[51]=new Array(0,4,"./pdf/archive/TU1%20-%20All-electric.PDF","2009-02-23","890K"," Microsoft Word - Technical Update 1 - All-electric Machines _V2-0_.doc    ","","","Energy Efficiency in Plastics Processing Technical Update 1: All-electric injection moulding machines All-electric injection moulding machines Introduction All-electric injection moulding machines have seen a rapid rise in application in many parts of the world, particularly in Asia, but the introduction of these machines in Europe and particularly in the UK has been much slower. This is despite the proven energy saving features of this type of machine and the multitude of other benefits that they provide. This Technology Update reviews the benefits of all-electric injection moulding machines to clarify these and to act as an incentive to the UK injection moulding sector to use this energy efficient technology. Traditionally the cost of energy has represented between 4 and 5% of the cost of a moulding but rising energy costs are increasing this considerably. The cost of energy used in producing a moulding could easily be the difference between profit and loss for the job and represent the profit that is achieved in the business. All-electric or `hybrid? Some manufacturers use a `hybrid technology combining both electric and hydraulic operation for specific applications. This allows moulders to benefit from the advantages of both electric and hydraulic operations. Purchasers should note that `hybrid machines might not achieve all of the benefits listed in this Technology Update. Early all-electric machines had a significant initial purchase cost differential compared to conventional hydraulic machines (in the order of 50%) but, as with any new technology, this differential is decreasing rapidly as the technology becomes more mature and economies of scale become effective. As with most machines, the initial cost of a moulding machine will be less than the cost of energy used during its lifetime but the energy cost will be even more for machines that are not energy efficient. Energy efficient machines will save money in the long term ­ an important factor when customers are beginning to expect price decreases through the lifetime of a product. As with any item of capital equipment, the initial purchase cost should not be the dominant factor in the decision making process. The `whole life cost of the equipment (initial cost + operating costs) is the important cost and all-electric machines show economies in not only energy costs but also in maintenance costs and overall operational efficiency i.e. there is less downtime due to maintenance and breakdowns. Machine size All-electric machines are rapidly increasing in size and clamp force. When first introduced, the maximum clamp pressure available was approximately 30 tonnes. This has now increased to approximately 1000 tonnes and continues to increase. It is predicted that the upper size limit of all-electric machines will continue to rise with developments in technology. The increase in clamping force is due to the continued development of transmission and motor design. A decrease in the inertia of servo motors has also allowed faster reaction times during the injection phase and higher speeds during the clamping phase. The benefits All-electric machines have many benefits that are both common and independent of the specific manufacturer and some of these are reviewed below. Energy savings All-electric injection moulding machines have the potential to reduce the energy usage in injection moulding by between 30 and 60% depending on the particular moulding and the all-electric machine being used. An energy use profile through a complete moulding cycle shows that energy is saved during all the phases of the moulding cycle and an energy profile for a typical application is shown below. All-electric injection moulding machines All-electric machines show energy efficiency during all phases of the injection cycle. Controlled trials carried out by many manufacturers show significant energy savings. These savings are achievable across a broad range of materials from PS to PC and across a range of material grades. The energy savings can be achieved even if the cycle time is retained at that required for the conventional hydraulic machine. Typical recorded energy savings for all-electric machines in a variety of applications Application Medical product (inhaler) Medical product component Automotive product (connector) Automotive product (connector) Household product (shower panel) Cap stack tool Garden product (flower pot) Typical recorded energy saving 58% 60% in PS (53% in PC - with same mould conditions) 62% 33% 55% Between 28% and 64% 40% In most cases, decreased cycle times are also possible by carrying out operations in parallel (such as clamping and injection and opening and ejection) that can energy consumption and increase productivity. Where trials have been carried out using all-electric machines and optimised cycle times the energy saving and productivity of the machine is maximised. On conventional machines, the hydraulic system is required to provide peak power for a very limited part of the cycle and is overrated for much of the time. Receivers or accumulators can be used a      ");
array_files[52]=new Array(0,4,"./pdf/archive/Styropack.PDF","2009-02-23","133K"," Styropack    ","","","Energy Efficiency in Plastics Processing Case Study - Styropack (Aberaman) Monitoring and Targeting in Plastics Processing Introduction Some plastics processors simply accept and pay the energy bills as they arrive, no matter what the amounts. Some plastics processors treat energy as a fixed cost that they are unable to reduce. Rising energy costs and the need to improve energy consumption mean that these are no longer acceptable practices ­ if they ever were. Monitoring energy usage and targeting improvements, rather than simply accepting and paying the bill or treating energy as a fixed cost, leads to greater control of energy usage and reductions in both energy usage and costs. The techniques of monitoring and targeting are sometimes seen by the plastics industry as being expensive and not relevant to the industry. This Case Study shows how Styropack (Aberaman) uses low cost but effective monitoring and targeting methods to not only control energy costs but also to provide extremely sensitive indicators of process efficiency and operational effectiveness. Energy monitoring provides targets for energy cost improvements and also indicators for process efficiency and effectiveness monitoring. The company EPS products for impact and thermal protection Styropack (UK) Ltd is the leading moulder of EPS (expanded polystyrene) packaging in the UK. It has 8 production plants and 150 machines spread throughout the UK and employs some 350 people. It is part of the international Synbra Group which has 32 sites in the UK and Europe. Styropack (UK) Ltds annual turnover is around £32m. The companys clients include many of the household names in the electronics, electrical and automotive markets such as Sony, Candy, Crosslee, Philips, Sanyo, LG Electronics, Compaq, Samsung and Panasonic. Styropacks UK-wide network means that the company can be located close to the customer to reduce transport costs and fuel emissions. The Aberaman site produces EPS protective packaging for the telelectronics industry located in the South Wales area. The site employs approximately 55 people and EPS moulding rapidly generates large volumes of product processes several thousand tonnes of EPS per year. Energy is the third largest component of the product cost after raw materials and labour. Using the information All recording and reporting from the system is computer based and the system allows distributed access to all the site utilities consumption data. This access is available in real time (for the current processes) and in historic detail (for comparison and viewing of trends). The information can then be used by the Management Team to analyse consumption against the relevant production statistics and to set targets for energy use reduction. The actions Internal development The Technical Manager at the Aberaman site has used in-house resources to develop and install a utilities monitoring and analysis system for all the major utilities. This system provides essential operating data to the Management Team. The system consists of a variety of sensors measuring energy and water use for each process area and these are linked together to provide a complete factory energy monitoring system. The monitoring system interface is largely graphical to enable the user to quickly identify areas of excessive or out of specification energy use. The benefits The experience at Styropack (Aberaman) shows that measuring, recording and acting on the gas, electricity and water usage can have very positive cost and operational benefits. It is estimated that the policy of monitoring and targeting energy usage improvements has reduced energy costs by up to 10% to date and the system continues to provide guidance and information for further energy reduction actions. Historic records show that the trend for the benchmark values of gas, electricity and water usage per kg of EPS raw material has been downwards since 2003 and current results are now significantly lower than the average values for 2003. The continued decrease in these costs has allowed the company to remain competitive and to protect jobs. Low cost The system shows that it is possible to develop a low-cost but effective monitoring system to manage the energy and water usage in a plastics processing site. The system is currently being extended to cover more processes and areas of the factory but all extensions are treated as standard budget items and there is no specific budget for the monitoring and targeting system ­ the system is integrated into the factory operations and is treated as such. Real time information for process control A particular aspect of the system is that it is not used simply for the measurement and control of the energy usage. The energy use during many of the process steps is a key measure of the process efficiency and the energy use can be used as a process control signal. The energy usage can be used to carry out fault finding on process both for corrective and preventive action. Similarly, water usage during the process is measured and monitored as part of the drive to reduce the cost of u      ");
array_files[53]=new Array(0,4,"./pdf/archive/StressManagement.pdf","2009-02-23","146K","StressManagement.pdf    ","","","BRIEFING HR 13 (England) DIRECTORS BRIEFING Stress management ¤ 08457 566 566 www.businesslinknorthants.org Stress affects employers as well as employees. It can cause illness and absenteeism. It can also be the cause of bad business decisions, poor workplace relations and loss of productivity. This briefing covers the following points: x x x D Overall, where stress is a problem, productivity will be lower. x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the HR briefings have the codes HR 1, HR 2, etc. For example, employees may miss deadlines, or even ignore them. The cost of ignoring stress. How to recognise stress. The major causes of workplace stress, and what to do about them. Relaxation techniques. Pressure is a part of getting any job done. Many people thrive on pressure, up to a point. But when pressure becomes stress, it is a problem management needs to address. x Recognising stress The sooner you recognise excessive stress, the sooner you can do something about it. A Train your employees to look out for the symptoms of serious stress in themselves and their colleagues. The cost of stress Every day, over a quarter of a million people in the UK take time off because of stress. It is believed to be responsible for up to 40 per cent of all absences from work and can reduce employee performance by up to 70 per cent. A High levels of workplace stress are likely to result in high levels of employee turnover. x Updated 01.12.02 (A) Continuous employee turnover will disrupt business and reduce productivity. It will also increase costs (for example, on recruitment and training). x B Employees who are under stress make poor decisions. x x They are more likely to make casual errors. They may also apply faulty judgement to more important matters (for example, contract negotiations). C Workplace relations and customer service may deteriorate. x Employees are likely to be more irritable and less tolerant. x Make sure they know you are prepared to discuss problems, so they bring them to your attention. x The standard of their work may suddenly drop. They may start taking more sick leave. x B Individuals may find they cannot cope with their workloads. x D Employees under stress may show signs of physical illness. x They may constantly feel rushed and unable to concentrate. They may not be able to switch off from work, or feel tired all the time. In the worst cases, they may dread coming in to work at all. E The Health and Safety Executive publishes a free guide called `Work-related stress (01787 881165 or www.hse.gov.uk/ pubns). x They may complain of nausea, frequent headaches and migraines or other unexplained aches and pains. They may admit to sleeping badly. They may seem jumpy, or you may notice they are shaky or trembling. An effective way to reduce stress is to give employees greater control over their work activities. Listen to their concerns and where possible take action. A caring and supportive approach will benefit both the individual and the company. Carole Spiers, Carole Spiers Associates x x x C You may notice behavioural changes, even though the employees concerned may not be aware of them. x People suffering from stress may experience longer-term serious illness. x Employees under stress are likely to lose their sense of humour and become moody and irritable. The pattern of their working days may change. For example, they might start staying late, and consistently refuse to take breaks. Stress has been linked to asthma, high blood pressure, heart disease, ulcers, strokes and even cancer. Stress can cause mental health problems, such as anxiety or depression, and may even lead to suicide. Visit the Mental Health Foundation website at www.mentalhealth.org.uk for free booklets and links to other sources of help. x x Tough at the top Owner managers and directors often find their positions lonely and isolating, which itself can cause stress. A There is often little support in decisionmaking. Employees often expect the boss to know exactly what to do. x The common causes of stress at work are explained in 3­7 below. Pressure of work A common cause of workplace stress is taking on (or being expected to take on) too much work. A Giving employees unrealistic targets can result in a drop in morale and a corresponding loss of productivity. x Decision-making is more stressful if there is no-one to share responsibility should things go wrong. Discussing work-related or personal problems with employees may feel inappropriate, leading to further feelings of isolation. x It is counterproductive to expect employees to meet unreasonable deadlines on a continuous basis. Poor instructions and lack of planning and prioritising may also cause stress, particularly when combined with a heavy workload (see Managing your time, HR 19). Employees may over-estimate their own capacity for work, in an attempt to please or impress. They may then be reluctant to admit that they have bitten off more than they can ch      ");
array_files[54]=new Array(0,4,"./pdf/archive/SWOT_analysis.pdf","2009-02-23","40K"," Microsoft Word - SWOT analysis.doc    ","","","DOING A SWOT ANALYSIS Action List 1. 2. 3. 4. 5. 6. 7. 8. Involve employees from all the key areas of your business in your SWOT analysis (SWOT: strengths, weaknesses, opportunities, threats). Consider involving key customers, suppliers or other sympathetic outsiders who know your market and can provide an objective view. Ask participants to collect and review information on internal resources and external factors affecting the business. Arrange a brainstorming session to identify your firms strengths and weaknesses and the opportunities and threats facing it. Decide whether you have the skills and objectivity to chair the session yourself, or should use an external facilitator. Create an open and honest atmosphere; avoid judging or disagreeing with suggestions; try to draw out weaknesses and threats. Review internal operations (such as finances, marketing, management and personnel, production) to identify strengths and weaknesses. Review external organisations (eg competitors, customers and suppliers) and the business environment and market to identify opportunities and threats. 9. When there are no further suggestions, discuss the ideas that have been raised; agree the key strengths, weaknesses, opportunities and threats. 10. Identify any additional information you need to confirm your analysis; if necessary, carry out further market research. 11. Assess the significance of your SWOT analysis; identify areas where you have a competitive advantage (or disadvantage). 12. Create and execute an action plan to tackle weaknesses, capitalise on strengths and opportunities and deal with threats. 13. Use the analysis and action plan as a review tool before important decisions, so that your decisions fit what your analysis suggests. /more For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org Cardinal Rules Do: · · · · involve a team which understands your business encourage openness and honesty in brainstorming assess issues objectively use your analysis to create an action plan Dont: · · · avoid uncomfortable home truths criticise or ignore suggestions made while brainstorming base your analysis on inadequate information Copyright © Business Hotline Publications Ltd, 2003. All rights reserved For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org     ");
array_files[55]=new Array(0,4,"./pdf/archive/RPC-Llantrisant.PDF","2009-02-23","118K"," Llantrisant    ","","","Energy Efficiency in Plastics Processing Case Study - RPC-Llantrisant Infrared drying technology Introduction Drying of hygroscopic plastics before use is vital for successful processing. This is particularly important for the processing of PET containers; both from virgin and recycled material and the energy cost is substantial. It is estimated that up to 15% of the energy used in processing these materials is used in the drying stage and that this can be reduced by up to 50% with new technologies. Infrared drying (IRD) is a proven new technology for the pre-drying and recrystallisation of PET. IRD operates by using infrared radiation to heat only the solid polymer mass, the surrounding air remains cool and unaffected by the infrared radiation. IRD directly heats the core of the polymer to vaporise absorbed moisture that is then removed by a stream of cool air passing over the polymer. IRD is the most exciting new development in material drying I have seen for many years. Steven Jones Technical Manager RPC-Llantrisant The company The RPC Group is Europes leading manufacturer of rigid plastic packaging, offering products made by three main conversion processes; blow moulding, injection moulding and thermoforming. The group has over 40 autonomous sites in 12 countries and employs over 6,000 people. The group provides products to a wide range of customers ranging from large European manufacturers of consumer products (such as Unilever and Nestlé) through to smaller national businesses. Products are supplied to all sectors of the market but particularly to the beauty and personal care sector and the food packaging sector. The group was formed in 1991 through a management buy-out of UK plastics packaging companies and the Llantrisant site was acquired in 2004. The Llantrisant site specialises in injection stretch and extrusion blow moulding and particularly in short run moulding of rigid PET, HDPE, LDPE, PP and PVC containers. IRD uses new technology to rapidly dry and recrystallize PET materials The Llantrisant site is investing in new production technologies to improve processing economics and the ability to process recycled materials. The actions Closing the loop RPC-Llantrisant is a large processor of PET and the UK currently produces approximately 200,000 tonnes of PET plastic bottles annually, of which only 15,000 tonnes are collected for recycling. RPC-Llantrisant and UPM (the technology supplier) and have been working with Closed Loop London Limited in collaboration with London Remade and WRAP (Waste and Resources Action Programme) to investigate innovative processes for the recycling of post-consumer PET plastic bottles. WRAP is also supporting trials on the technical feasibility and customer acceptance of recycled PET in retail packaging to develop a more efficient systems for recycling food grade PET. The energy cost for reprocessing is between 5 and 7% of the product sales cost and energy usage and cost reductions are very highly geared. There is therefore a strong driving force to reduce energy costs in the process to improve the economics of recycling. cylinder and the power of the infrared heaters. The benefits Comparative power consumption studies have been carried out between IRD and a conventional desiccant dryer fitted with power saving technology. The conventional dryer had an energy consumption of 0.125 kW/kg/hr and the IRD had an energy consumption of 0.095 kW/kg/hr. These studies were based on identical virgin PET material, throughput rate and final moisture content. The IRD process therefore shows an energy use reduction of 24%. Recycled PET not only needs drying but also needs recrystallisation, with the IRD process a separate process step for recrystallisation is not needed; the two processes can be carried out in one pass and recycled PET (as a blend with virgin PET) can be crystallized and dried in one pass. The studies also showed that the time taken for the IRD process was considerably less than that for conventional dryers, i.e. the crystallizing and drying time is approximately 8 minutes compared to 6 hours for conventional dryers. The machine and application Material drying accounts for over 15% of the total energy used in the production of PET bottles and a reduction in the energy used can have a significant effect on the process economics. Conventional dryers use desiccant beds, heater banks and high pressure blowers to pre-dry the polymer before processing. With IRD the polymer is conveyed to the inlet of a horizontal cylinder that incorporates an internal spiral feed. As the cylinder rotates the material is gently transported through the length of the cylinder by the internal spiral feed to pass under an infrared radiator that heats and dries the polymer before it is discharged from the cylinder to the polymer processing stage. Varying application requirements are accommodated by changing the cylinder diameter, cylinder length and the power of the infrared radiator. The final moisture content of the polymer before processing is a function of the residence time in the cylinder and temperatur      ");
array_files[56]=new Array(0,4,"./pdf/archive/PST%20Leaflet%2007%20200307.pdf","2009-02-23","1090K"," Polymer Study Tours 07.indd    ","","","teache rs comments The balanced mix of lectures, laboratory sessions and industrial visits has given me much greater knowledge and insight into the composition, testing and processing of plastics. John Wigley, Bradfield College, Reading I cant congratulate the organisation enough for the broad-based course you offered with the added advantage of being able to interact with specialist experts to have specific questions answered at any time. Geoff Faulkner, Head of Design Tech Art & Design, Woking College 2007 I am Head of Design & Technology and the information and expertise I have accumulated will be easy to impart to A Level D&T Product Design students. Jeremy Twyman, King Edward VII School, Sheffield All in all it was a superb intensive learning experience, bringing science and technology teachers together from secondary schools and Teacher Education Institutes Susan McLaren, University of Strathclyde, Glasgow Plastics are now an essential part Plastics of life and we have to learn to use them in a sustainable way. 20th year our I mistakenly though that consumer items ie paper bags, glass bottles were somehow preferable and less polluting than plastics. Having seen energy costs for manufacture and transport, combined with the costs of collection and removal I can see that plastic does have an unfair press. Jeff Knox, University of Sunderland cou rse ove r view These 3½ day residential courses are designed to provide teachers with case studies that they can use in contextual teaching of both science and design & technology and they give teachers the opportunity to meet in an informal environment to exchange views on the teaching of science and design & technology. They help to educate teachers on the science, technology and applications of polymers (both plastics and rubbers). In addition the courses promote the knowledge of polymers and plastics and their importance to the quality of everyday life and thereby enhance the image of plastics and the plastics industry in the eyes of future consumers. In line with the current curriculum there is a session on citizenship that focuses on recycling and the calculation of life cycle analysis costs. The course gives teachers the unique opportunity to visit major plastics processing companies and to attend lectures and discussions with leading figures from industry and academia. There are sessions in the laboratories where the teachers can operate machines to make and collect samples for their schools and use test equipment. There is a session on testing and identification of plastics that can be used back at school. Teachers who complete the course will receive a Certificate of Attendance from the ASE for their CPD portfolio. The Worshipful Company of Horners Educational Trust initiated this teacher education programme in 1987 and they still provide most of the sponsorship funding. The course costs about £700 per teacher and we ask each teachers school to contribute £100, the Homers Educational Trust and generous sponsorship by companies and organisations involved in supporting education provide the rest. To date more than about 1700 teachers have benefited from the scheme, and more importantly so have the countless young people they have taught. The programme is residential with a duration of 3½ days, run at three regional UK Centres - Napier University in Edinburgh, London Metropolitan University, and University of Bradford. To accommodate teachers schedules as conveniently as possible, Polymer Study Tours take place at the end of the summer term, and on a different week for all three venues. The course outline is similar at all three residential centres, with differences to suit the local plastics factories that are to be visited and the facilities of the sponsoring Universities. The course outline is opposite: 2007 indu str aw are ne ss f o r te ache rs industr y awareness for teachers Day 1 Starts 3pm to allow for travel to the course Introduction to the course and plastics industry, science and economic History and design of polymer products from horn to modern plastics Dinner, followed by informal ice breaker event such as rocket car racing Day 2 Polymer Materials and Polymer Applications - formal lectures The Schools Affiliate Scheme - Diane Talbot Institute of Materials, Minerals and Mining Polymer Workshop in the labs - Hands on processing and testing where the teachers get to make things and break things, and take photos for their schools Dinner, followed by quest lecture from local industrialist or academic Day 3 Industrial visits to local plastics processing companies - photo opportunities Course dinner with short speech by an Officer from the Worshipful Company of Horners Closes about 4pm Day 4 Polymer Identification and Testing - Tests that can be replicated at schools The Sustainable Environment talk and discussion on recycling - John Sale Plastics Product Design - Examples of good and bad design - John Mcloughlin The Polymer Industry and Support for Schools Final session - Evaluation, development and improvement. CD ROM of course material and photos is provided la      ");
array_files[57]=new Array(0,4,"./pdf/archive/PST%20Application%20form%2007%20200307.pdf","2009-02-23","505K"," Application form 07.indd    ","","","Yes, I would like to reserve a place on a Polymer Study tour Surname (please print): First name(s): Job title & responsibility: Subject area: School / College address for correspondence: School Tel: Mobile Tel: E mail address: School Fax: Please tick chosen venue: Napier University 17th - 20th June 2007 London Metropolitan University 24th - 27th June 2007 Bradford University 8th - 11th July 2007 New venue in 2007 specialising in micro-moulding & nanotechnology £100 £100 £100 I enclose a cheque for £100, made payable to ASE to cover administration costs. No refund can be made after 27 May 2007; substitutes from the same school to the same centre are acceptable. Please send to: Belinda Blakeney, Conferences and Events Team, ASE, College Lane, Hatfield, Herts, AL10 9AA. Tel: 01707 283008 or email: belindablakeney@ase.org.uk For further information see www.horners.org.uk or www.ase.org.uk     ");
array_files[58]=new Array(0,4,"./pdf/archive/Motivating.pdf","2009-02-23","159K","Motivating.pdf    ","","","BRIEFING HR 27 (England) DIRECTORS BRIEFING Motivating employees Most employees spend less than half their time at work being genuinely productive. For the business owner, this is frustrating and expensive. Ironically, though, the employer is usually the major cause of the problem. Almost all employees will be highly productive if they feel enthusiastic and motivated. This briefing explains: x x ¤ 08457 566 566 www.businesslinknorthants.org No `us and them Manipulating and bullying people simply does not work. It leaves them demotivated. The key to successful motivation is your attitude. (See Leadership, HR 12.) A Treat employees as partners in the business. x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the HR briefings have the codes HR 1, HR 2, etc. How to make people want to work well. How to align employees goals with those of the business. How to handle disagreements. x Keep people informed about business performance and management decisions. Ask employees for their views before making decisions which affect them. Give each person a good, comfortable working environment and the right training and equipment for the job. x x What is motivation about? Motivation is based on giving people an appropriate combination of rewards. A Employees need an awareness of the possibilities for them at work and the freedom to choose options and goals. B Most individuals need to feel they have responsibility and the power to influence results by their actions. People have their own priorities in relation to the rewards they get from work. x B Build up an atmosphere of trust and teamwork, not defensiveness and fear. Updated 01.12.02 (A) C Rewards may include money, recognition, friendships, security, the challenge of new projects or a sense of doing something worthwhile and `making a difference. D For many people, the chance to achieve ambitions is a major motivation. Remember that what motivates you may not motivate your employees. A company run on fear is a miserable place to work, full of people who avoid making decisions in case they are wrong. x C Keep communication open and honest. (See Communicating with employees, HR 32.) x Avoid blame -- and acknowledge that mistakes are an inevitable part of the learning process. Encourage people to ask for help when difficulties arise. Schedule regular appraisals for employees, to review progress, problems and plans (see Performance appraisals, HR 10). Encourage employees to do most of the talking during these sessions, by using open questions like: `How well do you feel you are doing? x x Motivational carrots Remuneration packages play an important role in motivating employees. But every employee is different and what motivates one employee may be of little or no interest to another. To tackle this, some companies offer a `salad bar approach to remuneration that allows staff to pick and choose their benefits package. A The most visible or obvious part of any remuneration package is the salary. x x D Take an interest in peoples lives. Be prepared to chat about the things your employees are interested in. Listen actively to whatever people have to say. E F Be consistent, and fair, in your approach. Build team spirit with regular briefings. (See Teambuilding, HR 31.) x Dont generalise. You have to pay attention to the individual. People weigh up their net gain against their net effort -- and if it doesnt quite balance, they take remedial action. Sarah Pigott, Business Link West Salary can be made up of several elements including basic pay, commission, bonuses (see box page 3), profit-related pay and share dividends. See Remuneration, HR 26. But remember that many of the most motivated people are also the worst paid (eg nurses and teachers). Hold brief daily or weekly meetings to plan work, establish goals and discuss any special events and deadlines. Hold daily or weekly debriefings. Share any news and problems and give employees credit for their achievements. x Agree goals People will not be motivated if they do not know what is expected of them. The objectives you identify for the company need to be turned into practical, achievable goals for the individuals working in it. If employees can see how their success contributes to the big picture, they will feel motivated and enjoy being part of the team. A Always agree realistic goals that directly benefit the business. For example, reward a salesperson according to sales made, not according to the number of sales calls. x B Many employees appreciate company contributions to pension, insurance or healthcare schemes. x It is often much cheaper for companies to offer access to group schemes like pensions than it would be for employees to purchase individual rights. C Company cars remain a popular perk for many employees despite increasing taxation on cars and fuel. See Company cars and tax, TA 6. Everyone makes mistakes, but few people go to work with the intention of failing. Misplaced or unjust criticism is hugely       ");
array_files[59]=new Array(0,4,"./pdf/archive/Managing_stress.pdf","2009-02-23","31K"," Microsoft Word - Managing stress.doc    ","","","MANAGING YOUR STRESS Action List 1. 2. 3. 4. Recognise physical symptoms: for example, headaches and tension, upset stomach, continual tiredness or problems sleeping. Recognise behavioural symptoms: for example, nervousness, irritability, loss of sense of humour, excessive smoking or communication problems. Recognise work symptoms: for example, inability to focus, poor decisionmaking, loss of enthusiasm, feeling overloaded. Identify any work causes: for example, unrealistic targets and deadlines, bad time management and overlong hours, or poor working relationships. 5. 6. 7. 8. 9. Identify any domestic causes: for example, relationship problems, bereavement, financial problems. Where possible, remove the cause: for example, refuse additional work commitments and sort out relationship problems. Try to accept causes you cannot change, and remind yourself of other, positive aspects to your life. Break down big jobs: create smaller, achievable tasks, decide what to prioritise and recognise each step you achieve. Work on your attitude: accept your limitations and avoid taking stress out on others instead of dealing with the problem. 10. Get support: talk problems over with friends, join a group of others in a similar position, or get a business mentor. 11. Get a healthy life: eat properly, take exercise or practise relaxation techniques. 12. Be active: physical activities and hobbies are far more relaxing than watching television or doing nothing but worry. 13. Take breaks during the working day; set aside `quality time at home, and plan (and take) long weekends and holidays. 14. Learn how you react to pressure and how you can best deal with stress. /more For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org Cardinal Rules Do: · · · · · · learn to recognise the symptoms identify the causes take action to sort out problems pace yourself get support learn to relax Dont: · · · ignore stress keep problems to yourself take stress out on colleagues and family Copyright © Business Hotline Publications Ltd, 2003. All rights reserved For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org     ");
array_files[60]=new Array(0,4,"./pdf/archive/ManagingTime.pdf","2009-02-23","134K"," HR19MAN.indd    ","","","DIRECTORS BRIEFING Managing your time Time is like money. If you control it, you can create a satisfactory and productive working environment. If you do not control it, you can spend your working life in an exhausting and depressing muddle. This briefing explains how to make time work for you. It covers: BRIEFING HR 19 (England) www.businesslinknorthants.org 08457 566 566 D Consider whether you need to spend time on things that are urgent but not important. FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the HR briefings have the codes HR 1, HR 2, etc. Can you delegate them to someone else? E Prioritising and planning. Creating routines and systems. Handling information and minimising distractions. Using time management aids, and analysing your use of time. Consider whether you should be spending any time at all on things that are neither important nor urgent. Make time by dropping them altogether. Planning Base your plans on your priorities, taking into account your own way of working. A You may find it useful to start by planning your week, then your day. Setting goals Few people have the time to do everything. So it is important to focus on priorities. A Establish your goals if you want to allocate your time effectively. Assess the tasks to be done for their Updated 01.09.03 Aim to spend your time on activities which help you to achieve your goals. B In allocating your time, activities which are important and urgent should get the highest priority. For example, important activities involving other people where your input is essential. Any delay by you may cause delays all down the line, reducing other peoples ability to function effectively. C High priority should also go to things that are important but not urgent. For example, strategic planning should be given high priority, as should anything that improves your efficiency. importance in achieving your goals, and allocate your time accordingly. B You may want to allocate some time each day to clearing the decks. C Divide the principal tasks for the day into achievable blocks of work. Tackle them one at a time. Ensure they are achievable on a daily basis. Get small, urgent tasks (for example, dealing with voicemail) out of the way. Delegate work if other people can do it more quickly, cheaply or effectively. Make sure that other people know what they should be aiming to achieve that day. D Set realistic deadlines for all your activities. With longer-term projects, set interim deadlines, as well as a final deadline. Allow time for contingencies. The longer the project, the more contingency time will be needed. Decide whether your deadlines are fixed or flexible. Do not allow work (particularly less important work) to take longer than it should. If ten minutes is all a job is worth, make sure it is done in ten minutes. If you have a lot of customers or contacts, contact management software can have a tremendous impact on your efficiency. It is flexible, fast and easy to use. Tim Wilmot, Wizard Systems Time management aids Although the impetus to manage your time better must come from within you, there are various aids that will help you do it. A Use your diary, personal organiser, personal digital assistant (PDA) or personal information management system (PIM) for both day-to-day organisation and forward planning. E Schedule your work to suit your state of mind at different times of the day or week. For example, if you are at your liveliest and most outgoing in the late morning, schedule your customer calls at that time. They can provide a record of how you have spent your time, act as an aide-memoire and can store useful information, including to-do lists and contact details. An electronic diary or personal organiser, which can be accessed by your colleagues, will enable them to identify the gaps in your schedule in which they can organise meetings or discussions. Routines and systems Create systems for routine business. A Consider investing in contact management software and other new technology to help you schedule and manage regular calls and activities. B One of the simplest forms of time management aid is the to-do list. This will remind you what you have to do and help you find out how realistic you are in scheduling. Establish your own contacts database, carefully set up for your requirements. Use email for regular contact with customers and employees. Programme your telephone with the numbers you dial most frequently, and use the redial facility. Carry a pocket recorder to record ideas. Use a personal organiser or diary (see box). Consider investing in voice recognition software to allow you to dictate letters. Note down what you have to achieve today, or this week. Tick off tasks as you accomplish them. Seeing what you have achieved will boost your confidence. Remember to add any new tasks that arise from a completed job. C For longer-term projects, it makes sense to use a project planner. B Create standard templates and forms for       ");
array_files[61]=new Array(0,4,"./pdf/archive/MH%20Technical%20Mouldings.PDF","2009-02-23","96K"," Mouldings    ","","","Energy Efficiency in Plastics Processing Case Study - MH Technical Mouldings All-electric injection moulding machines Introduction All-electric injection moulding machines can reduce energy use in injection moulding for all types of materials. The technology is not only applicable for commodity plastics but also works exceptionally well for engineering plastics that need higher processing temperatures and also need higher torque motors for successful processing. MH Technical Mouldings now have a policy of only purchasing allelectric machines. The benefits are so clear-cut that we no longer purchase hydraulic machines except for very special applications. Mike Malby Managing Director MH Technical Mouldings The aim of this Case Study is to illustrate the practical benefits of all-electric machines in processing engineering plastics and how they can benefit processors in terms of reducing energy usage and costs, improving processing productivity and improving quality. Successful processors of technical plastics are rapidly making all-electric machines the machine of choice for new machines and in some cases this is now a company policy. The company MH Technical Mouldings is part of the MH Group of companies; consisting of MH Mould Tools, MH Technical Mouldings, MH Technical Developments and MH Components. The MH Group of companies provides a range of design and manufacturing services to the plastics industry and the service portfolio includes design, rapid prototyping, rapid tooling, production tooling, injection moulding, plastic finishing and assembly. The Group is an independent company based West Sussex and aims to use the range of Group resources to provide a seamless transition from development to production for their customers. Established over 35 years ago, the MH Group has used investment in the latest plant and technology to remain at the forefront of the plastics processing market. This has generated a strong and expanding customer base in diverse and demanding sectors such as aerospace, automotive, white goods, telecoms, electronics and lighting. All-electric machines have clear benefits for technical mouldings. MH Technical Mouldings provides the production capacity for the group and operates 24 injection moulding machines with sizes ranging from 22 tonnes to 520 tonnes, the majority of which are fitted with robotics. The smaller machines are Boys, whilst the larger machines are all Negri Bossi, which enables production of mouldings of up to 2.5 kg. The materials processed are primarily engineering plastics, both filled and unfilled, as well as conductive materials. larger machines the energy usage and cost savings are up to 60% for some products and tooling. These significant savings generate short pay back times on the investment in the new technology machinery. When the first all-electric machines were purchased in 2003, the additional cost for purchasing all-electric was approximately 30% and payback times of 2 years were achieved. Since then, the additional cost for purchasing all-electric has decreased rapidly and all-electric machines purchased in late 2004 cost only around 10% more than equivalent hydraulic machines. This has reduced the payback time to less than 1 year for new purchases. This is not the only benefit for MH, the new all-electric machines have proved to be excellent at producing technical mouldings where accuracy and control are paramount. The all-electrics have successfully delivered reduced costs and improved productivity for MH Technical Mouldings. The investments have been so effective and the benefits have been so clear-cut that MH Technical Mouldings now has a policy of only purchasing all-electric machines except for very special applications. The actions Expanding demand Expanding demand for complex and costeffective technical solutions and the need to reduce costs has led MH Technical Moulding to invest in energy efficient technology and to purchase 5 new machines since 2003. Four of these machines are all-electric and the purchases have significantly reduced energy usage and costs for the company. The machines and applications The initial all-electric machine purchased in 2003 was a Negri Bossi VE 210 ELMA and this was followed 6 months later in 2003 by an identical Negri Bossi VE 210 ELMA machine. Three new machines were purchased in 2004 ­ a Negri-Bossi VE 90 ELMA, a NegriBossi VE 70 ELMA and a 40 tonne Boy hydraulic machine for a specialist product application. Most of the products produced by MH Technical Mouldings use engineering plastics that require high processing temperatures and high processing torques. Processing at MH generally involves high temperatures and the new all-electric machines have uprated motors specified to cope with the higher torques used. This is especially necessary as PC is a frequently used material at MH Technical Mouldings. All machines produce highly technical mouldings in markets where accuracy and repeatability are key factors for success in gaining and retaining business. Transferring the lessons The introduction of all-electric moulding machi      ");
array_files[62]=new Array(0,4,"./pdf/archive/Linpac%20Automotive.PDF","2009-02-23","129K"," (Southend)V3    ","","","Energy Efficiency in Plastics Processing Case Study - Linpac Automotive Ltd Retro-fitted motor controls Introduction Purchasing the most energy efficient new technology machines is a vital step towards reducing energy usage. Despite this, the overwhelming amount of energy used in the plastics processing industry is in machines that are already in existence and operating successfully. These machines were not always originally designed with energy efficient operation as a priority. The rate of replacement of the existing machines in the plastics processing industry with new technology machines is not rapid and there is a need to improve the energy efficiency of current machines as much as a need to invest in energy efficient new technology. This Case Study looks at retrofitted motor controls using one technology but there is a range of similar technologies to improve the energy efficiency of existing motors and drives. It is now [Linpacs] intention to recommend this technology to all senior managers throughout the group... Rob Parkes NRG Control The company The Linpac Group started in 1959 as a paper packaging company in Lincolnshire, serving local fresh food producers and has grown to become a £1 billion global business with core activities in packaging, materials handling and automotive components. The group employs over 10,000 people across the five continents and has seven major divisions, operating as a separate business centres, focused on specific process technologies, products and markets. The LINPAC Automotive Division has three UK plants at Southend, Dunstable and Scunthorpe and another in Spain. It is a global supplier to the automotive industry producing interior and exterior trim components and is also active in trade injection moulding. The Southend site has 325 employees and operates 35 injection moulding machines in the size range 250 tonnes to 2700 tonnes. The site also has facilities for gas injection moulding, co-injection moulding, PU The overwhelming energy use in plastics processing is in machines already in existence. We need to improve the energy efficiency of current machines as much as we need to invest in energy efficient new technology. foaming, vacuum forming and automated assembly operations. The actions Retrofitting to save energy Retrofitted dynamic motor speed controllers continuously regulate pump speeds throughout the moulding cycle and can achieve significant reductions in motor power consumption without affecting cycle time or process control. The systems are applicable to most makes and models of injection moulding machines currently available and are eligible for Enhanced Capital Allowances. consumption of the machine is reduced. Where all the pump volume is required, such as during toggle lock to reach clamp tonnage in the minimum time, the controller runs the motor at full speed. Large energy savings are possible during phases where no machine movement is needed and pump discharge is only required to maintain holding pressure (during injection hold and part ejection) during these phases the motor speed can be considerably reduced. The benefits The saving throughout the overall moulding cycle was 15.6 kW, half of the power consumption with the motor running at full speed. The saving on the second machine showed a similar pattern, with a reduction of 14.4 kW, a saving of 51%. These savings exceeded the predicted savings. Comparative power consumption studies have been carried out before and after installation of this power control technology on a range of machines producing a range of products from 520 tonnes to 1100 tonnes and show savings of between 10 and 35 kW. The machines and application SyncroSpeedTM retrofitted motor controllers supplied by NRG Control were installed on two Negri Bossi NB720 injection moulding machines (90 kW motors) moulding a 2impression armrest in ABS on a 71 second cycle. Before installation, detailed studies of the motor power variations during moulding were carried out. These estimated the potential savings to be 13 kW. The motor controller consists of three main elements: · A power hook-up, which places a high performance variable speed in circuit with the motor itself; · An interface between the host machine and the motor control system; · Software running on the motor speed controller that makes continual adjustments to regulate the motor speed via the variable speed drive. In conventional operations if less than 100% of the hydraulic system capacity is needed then oil delivered by the pumps is excessive and any over-production is diverted without doing any useful work. The retrofitted motor controller system follows the speed values set on the machines display screen and regulates pump speeds and discharge rates to deliver the correct volume of oil. No extra oil is produced at pressure and the energy Transferring the lessons The use of this technology is not applicable to all processors. The technology works best for fixed displacement, vane or gear pump machines with a motor size of 55 kW or higher using no accumulators and a cycle time of greater tha      ");
array_files[63]=new Array(0,4,"./pdf/archive/IncreaseProfit.pdf","2009-02-23","128K"," ST16PROF.indd    ","","","DIRECTORS BRIEFING Increasing profitability Few people are in a position to sit back and watch the profits roll in. Creating and increasing profitability depends on doing a hundred little things better than the competition. If you are lucky, a single change could provide an immediate boost to your profitability. More often, you will need to put the right building blocks in place to provide the framework for gradual, but continuous, improvements. This briefing outlines: BRIEFING ST 16 (England) www.businesslinknorthants.org 08457 566 566 The cost of selling to existing customers is almost always lower than the cost of acquiring new customers. FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the strategy briefings have the codes ST 1, ST 2, etc. Defending a high market share against competitors is easier than defending high profit margins. Focusing exclusively on margins is a common mistake. But so too is an over emphasis on turnover. Keep a sensible balance. B For most businesses, the easiest way to increase profitability is to reduce costs (see 3). The best opportunities to increase your profitability directly. How to create a framework for increasing profitability. If you have a low gross profit margin, reducing direct costs dramatically increases the profit on each sale. Eliminating unnecessary overheads has an Updated 01.12.02 The main chance The best opportunities for increasing profitability vary from business to business. A For many businesses, the best way to improve profitability is to increase turnover (see 2). If you have a high gross profit margin, every sale is highly profitable. Once your turnover reaches breakeven, profits will increase rapidly. Reaching critical mass creates a virtuous circle. Acquiring new customers is made easier by your market presence and reputation, and unit costs are reduced through economies of scale. If your customers tend to be loyal, the value of each new customer lies not just in the immediate sale, but in future sales as well. DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. If you need further information or help, ask the distributor of this briefing about the services available to you. immediate impact on the bottom line. C Every business can increase profitability by reducing hidden costs (see 4). MA 9, and Exhibitions, MA 2.) Actively sell. Do not just take orders. (See Selling technique, SE 2, and Negotiating a sale, SE 1.) Retain existing customers. (See Building customer loyalty, MA 4.) If appropriate, extend your product range (but see 5C). Some products are not price-elastic. For example, newsagents cannot raise the price of a newspaper. So they must look to increase turnover on other, high-margin products, such as chocolates. Derek Lemay, Baker Tilly Small, young businesses and mature, stagnant businesses are particularly susceptible to hidden costs. D Every business can increase profitability by creating an appropriate framework. This will help you to: Focus on profitability (see 5). Make the most of your employees (see 6). Manage for continuous improvement (see 7). Increase or optimise prices (see Pricing, MA 8). C Review your credit limits if sales to a particular customer go up significantly and consider a credit check. You could be left in the lurch if the customer goes bust while owing you money. Maximise the value of your sales. Increasing turnover A Focus on a niche market. (See Planning your marketing, MA 5.) Consider moving upmarket and providing a premium product and service. Add features to products if the perceived value to the user is greater than the cost to you. Charge a full price. Get value from the extras you provide. (See Pricing, MA 8.) Keep your product or service up to date. If possible, make sure it stays ahead of the competition. (See Innovation, ST 14.) Compare price and quality with a competing product. Understand this market. Segment your target market, so you can fine-tune what you offer. B Invest resources in increasing sales volume. Use advertising and other promotional techniques, such as seminars and exhibitions. (See Advertising strategy, D Focus your efforts on your most profitable customers. Target customers who: Drop poor customers as they can consume a disproportionate amount of your efforts. Andrew Jardine, Atlantic Industries Place large or frequent orders. Pay the full price, on time. Are low maintenance. The sales menu Businesses which offer a menu of products can use a simple technique to improve overall profitability. Sales and profit margins are reviewed periodically, and products (menu items) are divided into four categories. A High percentage of sales and high profit margins. Adjust your sales mix to favour your most profitable products (see box). Aim for sustainable growth. See Creating a valuable business, ST 17. Nurture these stars. Reducing costs A Minimise direct costs, such as the purchase of raw materials. B High percentage of sales but low profit margins.      ");
array_files[64]=new Array(0,4,"./pdf/archive/Identifying_Training_needs.pdf","2009-02-23","32K"," Microsoft Word - Identifying Training needs.doc    ","","","IDENTIFYING TRAINING NEEDS Action List 1. 2. 3. 4. 5. 6. 7. 8. 9. Review your business objectives and identify critical activities. Set measurable performance standards: for example, measures of production efficiency or marketing success. Monitor performance to identify problem areas. Get feedback from customers, suppliers and other key business partners; consider using interviews or surveys in areas such as customer satisfaction. Ask employees to raise concerns and make suggestions; include discussion of training needs in employee performance management. Identify any dependencies: for example, where only one employee has crucial skills or knowledge. Review any legal requirements such as health and safety training. Review any changes you plan or expect (eg new products, procedures or technologies); identify potential weaknesses and problems. Consider how employees roles may change: for example, your plans to promote individuals and to develop new employees. 10. Prioritise weaknesses, problems and potential problems. 11. Consider how improving systems or equipment could contribute to resolving problems. 12. Consider whether poor performance reflects bad management: for example, a failure to agree clear objectives and motivate employees. 13. Consider whether you have unrealistic expectations given the calibre or number of employees, and if you need to recruit new talent or reassign roles. 14. Consider whether training will be an effective solution; assess employees willingness to learn, and preferred learning style. 15. Identify training options; set clear objectives for training activities. 16. Implement a pilot training scheme and review the outcome before rolling the programme out. /more For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org 17. Regularly review the outcome of training to identify further training needs and to assess the effectiveness of your training-needs analysis. Cardinal Rules Do: · · · · · focus on critical activities anticipate change analyse the causes of poor performance identify alternatives to training review outcomes Dont: · · · · · assume different employees have the same needs expect employees to achieve unrealistic goals, with or without training ignore other factors contributing to poor performance organise training without clear objectives impose inappropriate training on unwilling employees Copyright © Business Hotline Publications Ltd, 2003. All rights reserved For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org     ");
array_files[65]=new Array(0,4,"./pdf/archive/ITdisaster.pdf","2009-02-23","155K","ITdisaster.pdf    ","","","BRIEFING IT 1 (England) DIRECTORS BRIEFING IT disaster prevention Many small and medium-sized businesses rely heavily on their IT networks, but do not always take adequate steps to safeguard them. System crashes, data corruption and other problems can have disastrous consequences -- and could even cause a business to fail completely. To anticipate problems, and to minimise the damage caused by them, you will need to set up and implement an effective disaster prevention strategy. This briefing focuses on IT. To find out how to reduce the impact of other types of disaster, such as fire and burglary, see Managing insurance risks, IN 3. This briefing covers: x x x ¤ 08457 566 566 www.businesslinknorthants.org could also lose key management information. x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the IT briefings have the codes IT 1, IT 2, etc. Other systems may be less crucial to your business. For example, if you only use a PC to write letters. A system breakdown would be inconvenient, but not disastrous. B Consider the value of the data you hold. Certain types of data may be particularly valuable. For example: x Commercially sensitive information (eg your price list or customer details). Personal details on employees or other individuals. You have a legal responsibility under the Data Protection Act for how you use and protect this information. x Assessing the risks you face. Pre-empting potential problems. Making contingency plans. Updated 01.09.03 Assessing risks The amount of time and money you spend on disaster prevention will depend on what you use your system for, and the specific risks it faces. Conduct a systematic risk assessment to work out the most suitable approach. A Think about the importance of your systems to your business processes. x DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. `Mission-critical systems are vital to your business. They need to be highly reliable, and repaired quickly if they fail. For example, a database used by customer service to respond to telephone enquiries, or an e-commerce website. Accounting systems can be essential. Problems could lead to errors or delays in payment, and cashflow difficulties. You x If you need further information or help, ask the distributor of this briefing about the services available to you. x Information you base key decisions on. x C Analyse the potential impact of IT problems. x x x User error and power cuts are the most common problems. Disgruntled employees may try to cause malicious damage. Viruses are an increasing threat if you use email and the Internet. Theft, fraud and hacking can be a serious risk, particularly for companies that hold sensitive types of data. For example, if you collect customers credit card details through your website. IT systems also face physical threats (eg fire and water damage). See Managing insurance risks, IN 3. Imagine your business as a `house of cards, with each card being a critical business function or process. Which cards would cause the whole structure to collapse if removed? These are the critical processes you must protect. Noel Carey, IBM Business Continuity and Recovery Services Repairing problems can be expensive. Delays and errors caused by IT problems could lose you customers. For example, if customers do not receive their orders on time, they might look for alternative suppliers. Time will be wasted correcting errors and restoring customer goodwill. Employees are likely to be less productive. x x x x x D Identify specific risks faced by your system. How likely are they to occur? E Take steps to minimise these risks (see 2­7). Safe system upgrades When you make changes to your system, there is a higher risk of disaster. Following a safe procedure is essential. A Check the upgrade is really necessary. x Review the risks regularly to monitor changes in the importance of your data and systems. Sensible purchasing A Look for reliability and simplicity when buying computer hardware and software. x The benefits offered by new versions of software packages do not always justify the inconvenience of upgrading. B C Back up the system before you start. Take steps to minimise problems. x x Unless you have complex IT needs, use offthe-shelf products with a proven track record. Getting support will be easier than with a bespoke package. Get recommendations from contacts with similar needs. Tell your supplier how you intend to use software, and state what other software packages your system is running. Different packages may not work well together. According to an American study, 60 per cent of companies whose main IT system fails for more than ten days go bankrupt. Steve Johnson, Developing Futures Make sure the upgrade is compatible with existing software and hardware. Wait a few months after new software is released before buying it. Problems are more likely to have been ironed out. Upgrade systems during an inactive period to reduce disruption, for      ");
array_files[66]=new Array(0,4,"./pdf/archive/ITDisPrev.pdf","2009-02-23","155K","ITDisPrev.pdf    ","","","BRIEFING IT 1 (England) DIRECTORS BRIEFING IT disaster prevention Many small and medium-sized businesses rely heavily on their IT networks, but do not always take adequate steps to safeguard them. System crashes, data corruption and other problems can have disastrous consequences -- and could even cause a business to fail completely. To anticipate problems, and to minimise the damage caused by them, you will need to set up and implement an effective disaster prevention strategy. This briefing focuses on IT. To find out how to reduce the impact of other types of disaster, such as fire and burglary, see Managing insurance risks, IN 3. This briefing covers: x x x ¤ 08457 566 566 www.businesslinknorthants.org could also lose key management information. x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the IT briefings have the codes IT 1, IT 2, etc. Other systems may be less crucial to your business. For example, if you only use a PC to write letters. A system breakdown would be inconvenient, but not disastrous. B Consider the value of the data you hold. Certain types of data may be particularly valuable. For example: x Commercially sensitive information (eg your price list or customer details). Personal details on employees or other individuals. You have a legal responsibility under the Data Protection Act for how you use and protect this information. x Assessing the risks you face. Pre-empting potential problems. Making contingency plans. Updated 01.09.03 Assessing risks The amount of time and money you spend on disaster prevention will depend on what you use your system for, and the specific risks it faces. Conduct a systematic risk assessment to work out the most suitable approach. A Think about the importance of your systems to your business processes. x DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. `Mission-critical systems are vital to your business. They need to be highly reliable, and repaired quickly if they fail. For example, a database used by customer service to respond to telephone enquiries, or an e-commerce website. Accounting systems can be essential. Problems could lead to errors or delays in payment, and cashflow difficulties. You x If you need further information or help, ask the distributor of this briefing about the services available to you. x Information you base key decisions on. x C Analyse the potential impact of IT problems. x x x User error and power cuts are the most common problems. Disgruntled employees may try to cause malicious damage. Viruses are an increasing threat if you use email and the Internet. Theft, fraud and hacking can be a serious risk, particularly for companies that hold sensitive types of data. For example, if you collect customers credit card details through your website. IT systems also face physical threats (eg fire and water damage). See Managing insurance risks, IN 3. Imagine your business as a `house of cards, with each card being a critical business function or process. Which cards would cause the whole structure to collapse if removed? These are the critical processes you must protect. Noel Carey, IBM Business Continuity and Recovery Services Repairing problems can be expensive. Delays and errors caused by IT problems could lose you customers. For example, if customers do not receive their orders on time, they might look for alternative suppliers. Time will be wasted correcting errors and restoring customer goodwill. Employees are likely to be less productive. x x x x x D Identify specific risks faced by your system. How likely are they to occur? E Take steps to minimise these risks (see 2­7). Safe system upgrades When you make changes to your system, there is a higher risk of disaster. Following a safe procedure is essential. A Check the upgrade is really necessary. x Review the risks regularly to monitor changes in the importance of your data and systems. Sensible purchasing A Look for reliability and simplicity when buying computer hardware and software. x The benefits offered by new versions of software packages do not always justify the inconvenience of upgrading. B C Back up the system before you start. Take steps to minimise problems. x x Unless you have complex IT needs, use offthe-shelf products with a proven track record. Getting support will be easier than with a bespoke package. Get recommendations from contacts with similar needs. Tell your supplier how you intend to use software, and state what other software packages your system is running. Different packages may not work well together. According to an American study, 60 per cent of companies whose main IT system fails for more than ten days go bankrupt. Steve Johnson, Developing Futures Make sure the upgrade is compatible with existing software and hardware. Wait a few months after new software is released before buying it. Problems are more likely to have been ironed out. Upgrade systems during an inactive period to reduce disruption, for      ");
array_files[67]=new Array(0,4,"./pdf/archive/HSE%20safety%20sheet%209%20-%20compression%20moulding%20machines.pdf","2009-02-23","27K","     ","     ","     ","Safety at compression moulding machines Plastics Processing Sheet No 9 Introduction This sheet was produced by the Health and Safety Executive (HSE) in consultation with the Plastics Processors Health and Safety Liaison Committee. This committee comprises HSE, employers and employee representatives in the plastics industry. It is one of a series dealing with safety at specific machines used within the plastics industry. It describes the causes of accidents at compression moulding machines and details safeguarding standards, checklists and safety precautions for use during mould change. These sheets have been designed to be read in conjunction with Plastics Processing Sheet No 3 Managing machinery safety in small plastics factories. Accident history and causes Over 40 accidents at compression moulding machines were investigated by HSE inspectors from 1986-1996. Table 1 summarises the parts which caused the injury and why the incident occurred. These machines were being used in the manufacture of both plastic and rubber products. Of the above accidents, 30 happened during normal operation and 11 during maintenance/setting activity. The commonest causes of accidents were the following: q q q Ejector pin assembly Table 1 Causes of accidents Part causing injury Tools in powered motion No Cause No 11 9 4 2 4 2 1 1 1 2 2 1 1 26 Guarding incomplete or none fitted Interlock defective/overridden Working inside guard/machine not isolated Two-hand control used but another operator present Tools in gravity fall 9 Levering open stuck platens on multidaylight press Descent due to poor maintenance Descent due to poor modification of valves Bolts on top mould sheared Scotch removed 6 Unsafe systems of work Inadequate guarding Failure to use two-hand control Cause unknown 3 44 Insufficient detail to classify Total inadequate safeguarding fitted; the safeguarding had fallen into disrepair; or the safeguarding had been overridden. Guarding standards for production The standards outlined in Table 2 describe acceptable and practicable safeguards for the significant hazards on compression moulding machines supplied before April 1994 (when the European Standard BS EN 289:1994 was published for new machinery). Table 2 Hazard Safeguard Traps between the moving platens/moulds from operators position Fixed mould presses: Either: q dual-channel interlocking, with the first channel having two guard position sensors acting on the control circuit and the second channel having a device which directly or indirectly interrupts a power medium when the guard is open; or q guard inhibited power interlocking; or q dual-channel interlocking, with one position sensor for each channel; or q photoelectric systems; or q on smaller machines, two-hand control with additional fixed guards to prevent the possibility of access by another person. If platen movement on upstroking presses is slower than 12 mm/s see Note.* Loose mould presses: If platen movement is faster than 12 mm/s, access to the trapping points between the platens should be prevented by single-channel interlocking with two guard position sensors. Where there is any reason for an operators hand to go between the moulds/platens, safeguarding should be as for fixed mould presses. If platen movement on upstroking presses is slower than 12 mm/s see Note.* Traps in the core and ejector mechanism Traps between platens/moulds as a result of gravity fall (where applicable) Access to the dangerous parts should be prevented either by interlocking them with the front operators guard, or by using localised fixed guards. To prevent trapping between the moulds on downstroking presses some form of physical restraint should be provided. Either: q one or more scotches, capable of supporting the weight of the ram, platen and tool, inserted when the platen has returned to the top of its stroke. On large machines (800 mm in any platen dimension and 500 mm maximum stroke) engagement of the scotch should be automatic; on small machines(800m in any platen dimension and 500m maximum stroke) the scotch may be manually engaged if it is interlocked with the guard; or q a pilot-operated check valve and counterbalance valve assembly connected to the lower end of the hydraulic cylinder. - Where a scotch operates in conjunction with an interlocked guard, the guard should not be able to open until the scotch is in place. - Where a scotch operates in conjunction with an electro-sensitive device, scotches should be capable of arresting the closing stroke at any point at which trapping can occur. Traps between the platens and presses where full body access is possible Where operators can walk into the area between the platens (usually when the machine bed is at floor level or below), a person-sensing device should be provided which will not allow the platens to close if an operator is present in the danger area. Relevant technologies include different forms of electro-sensitive devices, such as photo-electrics and scanning devices. If the machine can be operated from the rear, safeguarding there should be to the same standard as that at th      ");
array_files[68]=new Array(0,4,"./pdf/archive/HSE%20safety%20sheet%208%20-%20window%20manufacturing%20machinery.pdf","2009-02-23","26K","     ","     ","     ","Safety at window frame manufacturing machines Plastics Processing Sheet No 8 Introduction This sheet was produced by the Health and Safety Executive (HSE) in consultation with the Plastics Processors Health and Safety Liaison Committee. This committee comprises HSE, employers and employee representatives in the plastics industry. It is one of a series dealing with safety at specific machines used within the plastics industry. It describes the causes of accidents with window frame manufacturing machines, and details safeguarding standards and checklists. These sheets have been designed to be read in conjunction with Plastics Processing Sheet No 3 Managing machinery safety in small plastics factories. Accident history Because of the way that the reports of accidents at window frame manufacturing machinery have been coded under the Reporting of Injuries, Diseases, and Dangerous Occurrences Regulations (RIDDOR), it is not possible to provide figures of the total number of such accidents reported to HSE. Data is available on the numbers investigated however (see Tables 1 and 2), but the numbers quoted must be recognised as being only a small proportion of those that will have occurred. Table 1 Accidents investigated by HSE from 1986-1996 Type of Saws Routers/ Corner Welding machine slotters cleaning machines machines End milling machines Other q q Table 2 Causes of accidents Machine Part Clamp Blade/ 76 cutter: normal operation Blade/ cutter: setting/ maintenance 5 11 7 Saws Routers/ Welding slotters machines Corner cleaning machines 4 2 2 End milling machines Other 2 2 2 1 1 Blade/ 10 cutter: cleaning (eg swarf) Other dangerous part 4 2 1 1 1 1 More detailed analysis identifies the following common failures: q safeguarding provided had been removed or fallen into disrepair, especially spring returns on `selfadjusting saw guards; unsafe systems of work during production and maintenance; poor adjustment of guards or safety devices; safeguarding had been provided but was inadequate, especially at welder clamps and routers/slotters; inadequate clamping or securing of the workpiece; or poor instruction, training and supervision. q All Major 93 28 17 4 8 3 7 1 3 0 7 1 q q Causes of accidents Table 2 provides additional data on these investigated accidents and summarises both the parts of machinery involved and the circumstances. Guarding standards for production The standards outlined in Table 3 describe commonly accepted and practicable safeguards for the significant hazards on machinery used for manufacturing window frames, both new and second-hand. Table 3 Hazard Accessible powered clamps (all types of machinery) Workpiece movement Safeguard Either restricted stroke (6 mm or less), two-hand control, guarding of the clamps or low pressure approach to within 6 mm of the workpiece: in this case, the clamp should retract if an obstruction is detected during descent. The approach pressure on the clamp should not be adjustable by the user. Where practicable, clamping or other means of restraint should be provided if there is a risk of the workpiece moving and causing injury during machining, particularly at saws (including bead saws), routers/slotters and end millers. Where sequencing is automatic, the blade/cutter should be interlocked with the clamping mechanism, so that blade/cutter cannot be presented to the workpiece until it is clamped. Fixed guarding (eg a tunnel guard) should be provided, which encloses the saw blade in both its cutting and retracted position. Where this is not practicable, the teeth of the saw blades should be fully enclosed by a self-adjusting guard (with mechanical linkages, not reliant on gravity alone) when in the rest position. Where cutting is automatically initiated, and the blades not fully enclosed during the cutting process, this should be by controls which require the operator to use both hands. Where it is not practicable to fit a self-adjusting guard (as described above), then a fixed or gravityoperated adjustable guard should be provided with a hold-to-run button or trigger switch on the operating handle. The button or switch should be arranged so that, when the button is released, power to the saw blade spindle is removed. Where it is possible to stand between the powered moveable saw-blade carriages and there is a risk of crushing, hold-to-run operating controls should be located in a position which prevents the operator being injured. There should be a clear view of the working area from the operators position. Contact with mitre saw blades where blade movement is lateral One of the following safeguarding combinations should be provided: Either: q Contact with the blades of the following types of saw: pivoting single- and double-head mitre, cutoff/pull-up, cross-cut/ draw, bead and snip fixed or interlocked guards which prevent access to the blades in their cutting and retracted positions; or automatic blade guards which move into the forward position in advance of the blades and cover the blade to the greatest extent practicable during the cutting process. In their retracted position the blad      ");
array_files[69]=new Array(0,4,"./pdf/archive/HSE%20safety%20sheet%207%20-%20Extruder%20with%20caterpillar,%20belt%20or%20haul-off.pdf","2009-02-23","27K","     ","     ","     ","Safety at extruders with caterpillar, belt or roller haul-offs Plastics Processing Sheet No 7 Introduction This sheet was produced by the Health and Safety Executive (HSE) in consultation with the Plastics Processors Health and Safety Liaison Committee. This committee comprises HSE, employers and employee representatives in the plastics industry. It is one of a series dealing with safety at specific machines used within the plastics industry. It describes the causes of accidents with extruders and haul-off machines, and details safeguarding standards, checklists and safety precautions for use during setting. These sheets have been designed to be read in conjunction with Plastics Processing Sheet No 3 Managing machinery safety in small plastics factories. Accident history q Table 1 Accidents reported under RIDDOR 1992/93-1995/96 Year Extruders All 92/93 48 93/94 71 9 28 1 94/95 63 7 45 7 95/96 44 7 44 8 Major 11 Haul-offs All Major 48 4 Causes of accidents About 80 accidents at extruders and haul-offs have been investigated by HSE inspectors from 1986-1996. Tables 2(a) and 2(b) summarise the parts of the machine and the circumstances involved. Most of the accidents were caused by one of the following: inadequate safeguarding fitted; the safeguarding had been removed or fallen into disrepair; or the safeguarding had been overridden, usually for setting. Table 1 shows the number of accidents at extruders and haul-off machines reported to HSE from 1992-1996 under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR). It shows that these machines continue to injure very similar numbers of employees each year. q q Table 2(a) Causes of accidents at extruders Part causing injury Feed rolls and hopper 15 Cause Access to moving parts in hopper to clear blockages Access to associated crammer/roll feed systems to clear blockages Barrel unit/screw 6 Access through openings to retrieve foreign bodies Material burns during set up or purging Burns from contact with die head Feeding with guard removed Screen changer 2 Failure of safety device No guard Ancillary at die end (eg including calenders and sheet rollers) Transmission machinery 17 In-running nips 7 8 2 2 1 1 1 1 17 3 Adjusting in motion No guard 2 1 Table 2(b) Causes of accidents at haul-offs Part causing injury Haul-off Cause Feeding in sheet/strip to haul-off and inadequate guard Operator clearing waste, snagged material or cleaning belt with either no guard in place or with the guard open Trapped in running nip between sheet and roller due to inadequate guarding Aligning/adjusting extrusion in haul-off Setting - no guard or guard removed or guard defeated Cross-cut saw Access to saw due to inadequate guard Guard fell down on hand when clearing blockage Insufficient detail to classify Total 21 13 4 3 3 2 1 6 53 Guarding standards for production The standards outlined in Tables 3(a) and 3(b) describe commonly accepted and practical safeguards for the significant hazards on extruders and haul-off machines. For the guarding of newer extruders from 1997, see BS EN 1114-1:1997 Extruders and extruder lines. Part 1: Safety requirements for extruders. Draft European Standard prEN 1114-3 Extruders and extrusion lines. Part 3: Safety requirements for haul-offs, when published, will specify safety requirements for new haul-offs. British Standards are available from BSI Customer Services, 389 Chiswick High Road, London W4 4AL Tel: 0181 996 7000 Fax: 0181 996 7001. Table 3(a) Extruders Hazard Traps at main feed opening Safeguard Access to the rotating screws (main drive and feed) should be prevented by design, eg a hopper construction providing a safe distance. Alternatively, fixed guarding (eg a grille) can be provided at the openings. If the hopper and/or the feed throat is removable, then these should either be interlocked with the screw drive, or access to the screw should be prevented by a fixed grille. If there is access to the dangerous movement of the screw, then these should be protected by design, fixed or interlocked guards. Hot parts above 80°C need to be protected against accidental contact using guards or insulation. Where hot parts are necessarily exposed (eg at the die head), warning signs are required. Splash guards to be used at the die. Traps at other openings in the barrel Burns from hot surfaces Burns from molten splash, in particular at start-up with material in the barrel Trapping by crammer feed system elements Access to mechanical screen changer Protection of danger areas by design, fixed or interlocked guards. Any openings in the barrel exposed by movement of the crammer system should be guarded as for main feed opening. Interlocked guards required. Table 3(b) Haul-offs (caterpillar, belt or roller) Hazard Trap at feed nip during normal operation (ie other than start-up/feeding) Safeguard Access to the nip formed by the conveyor infeed should be prevented by: q q Fixed guards in the form of protective structures preventing access to the danger zone. Tunnel guards extending from the inlet along the product line. The length of the tunnel g      ");
array_files[70]=new Array(0,4,"./pdf/archive/HSE%20safety%20sheet%206%20-%20Thermoforming.pdf","2009-02-23","49K","     ","     ","     ","Safety at thermoforming machines Plastics Processing Sheet No 6 Introduction This sheet was produced by the Health and Safety Executive (HSE) in consultation with the Plastics Processors Health and Safety Liaison Committee. This committee comprises HSE, employers and employee representatives in the plastics industry. It is one of a series dealing with safety at specific machines used within the plastics industry. It describes the causes of accidents with thermoforming machines, and details safeguarding standards, checklists and safety precautions for use during setting. These sheets have been designed to be read in conjunction with Plastics Processing Sheet No 3 Managing machinery safety in small plastics factories. Accident history Table 1 shows the number of accidents at thermoforming machines reported to HSE from 1992-1996 under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR). It shows these machines continue to injure very similar numbers of employees each year. Table 2 Causes of accidents Part causing injury Drape table/mould/plug 23 Cause Interlock failed or defeated during maintenance Operator defeated interlock Setter inadvertently actuated control while in machine Setter inside machine with guard closed Operator reached through defective guard Guards not interlocked Guillotine/trimming knife 14 Fixed guards broken or inadequate Interlock defeated or fixed guards removed to free jam or remove product Setter did not isolate and make safe Setter defeated interlock to adjust stroke Clamp 8 Interlocking defeated Defective interlocked guard Setter in machine with guard closed Stacker mechanism Feeding mechanism 4 4 Inadequate guarding of the mechanism In-running nip inadequately guarded Cleaning feed conveyor without isolating Heater unit 3 Heater not interlocked to guard Operator reaching over the top of the fixed guard Setter did not isolate machine and heater battery moved Take-off conveyor Insufficient detail to classify 2 3 Traps not adequately guarded 7 4 4 4 2 2 7 4 2 1 4 3 1 4 3 1 1 1 1 2 Table 1 Thermoforming machine accidents reported under RIDDOR 1992/93-1995/96 Year All Major 92/93 29 3 93/94 25 3 94/95 29 3 95/96 31 4 Causes of accidents Over 60 accidents at thermoforming machines were investigated by HSE inspectors from 1986-1996. Table 2 summarises the parts of the machine causing injury and the circumstances involved The vast majority of failings involved can be reduced to one of the following: q q inadequate safeguarding fitted; the safeguarding had been removed or fallen into disrepair; or the safeguarding had been overridden, usually for setting. q Guarding standards for production The standards outlined in Table 3 describe commonly accepted and practicable safeguards for the significant hazards on thermoforming machines, both new and second-hand. Safeguarding requirements for both manual and in-line machines have been incorporated into a single table, so reference should be made to the left-hand margin to identify which section of the table is applicable. Table 3 Hazard Forming section: machines that can be manually loaded and/or unloaded. Traps at the drape/table/plug/clamp Large machines Either: q Safeguard dual-channel interlocking with one position sensor in each channel (this may be control interlocking); or guard-inhibited power interlocking; or photo-electric systems. q q The use of control guards (ie where closing the guard initiates platen closure) is acceptable on all thermoforming machines except for those where there is sufficient space for a person to stand between the operators guard and the press. Small machines The standard for large machines should be applied unless the only powered motion is that of the drape table and/or heater battery. In such cases, two-hand control (with fixed guards at sides and rear) is acceptable. Where clamp frames are brought down with guard open to hold the material, a facility for two-stage clamping under low pressure should also be provided. Movement of drape table at base of machine Heater bank Fixed guards, or drape table movement control interlocked with access door. (It is possible to connect the bottom access door to the operators guard interlocking system.) Trapping by heater unit(s) will be prevented by the guarding arrangements specified for elsewhere on the machine. To control the fire risk, the movement of the heater should be interlocked with the opening of the guard so that opening the guard causes the heater to return to its rest/rear position. Mechanical hazard at the intake (eg transmission machinery, nips at powered rollers, braking mechanisms) should be protected by fixed/interlocked guards (single channel with one position sensor) or other effective means. Insulate where the temperature can exceed 80oC. Where hot parts are necessarily exposed, warning signs are required. Single-channel interlocked guards operating in the control circuit to prevent dangerous movement when the guard is opened. Interlocking as for forming section. Also access to the blade through the discharge opening should be prevented       ");
array_files[71]=new Array(0,4,"./pdf/archive/HSE%20safety%20sheet%205%20-%20Blow%20Moulders[1].pdf","2009-02-23","27K","     ","     ","     ","Safety at blow moulding machines Plastics Processing Sheet No 5 Introduction This sheet was produced by the Health and Safety Executive (HSE) in consultation with the Plastics Processors Health and Safety Liaison Committee. This committee comprises HSE, employers and employee representatives in the plastics industry. It is one of a series dealing with safety at specific machines used within the plastics industry. It describes the causes of accidents at blow moulding machines and details safeguarding standards, checklists and safety precautions for use during setting. These sheets have been designed to be read in conjunction with Plastics Processing Sheet No 3 Managing machinery safety in small plastics factories. Accident history Table 1 shows the number of accidents at blow moulding machines reported to HSE from 1992-1996 under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR). It shows these machines continue to injure very similar numbers of employees each year. Table 1 Blow moulding machine accidents reported under Table 2 Causes of accidents Part causing injury Mould tools 28 Cause/reason Reaching beneath guards to adjust when setting Guard removed during setting Interlocks inadequate or poorly maintained Other Discharge area/conveyor/swing arm 16 Holes in guards to allow removal of fallen articles Guards defeated for same reason Other Trimming area 11 Gaps in or under guards giving access to remove flash Inadequate interlocking Other Blow pins Mould carriage (from extruding to blow station) 5 4 Access for adjustment through inadequate guards Guards removed Trap between it and fixed parts when setting with override key Inadequate interlocking to hydraulic or pneumatic channel Preform area Stripper plate Other (extruder, hopper, cooling fan) Insufficient detail to classify 2 1 3 7 Access via poorly guarded area on top of machine for adjustment Trapped when servicing: air dumped by emergency stop Various 10 5 3 10 7 3 6 5 1 5 3 2 2 2 2 1 3 RIDDOR 1992/93-1995/96 Year All Major 92/93 53 5 93/94 51 7 94/95 69 4 95/96 46 5 Causes of accidents Nearly 80 accidents on blow moulding machines were investigated by HSE inspectors from 1986-1996. Table 2 summarises the parts of the machine and the circumstances involved. Most of the failings can be reduced to one of the following basic types: q q inadequate safeguarding fitted; the safeguarding had been removed, damaged, defeated or fallen into disrepair; or the safeguarding had been overriden, usually for setting or maintenance. q Guarding standards for production The standards outlined in Table 3 describe commonly accepted and practicable safeguards for the significant hazards on blow moulding machines supplied before February 1996. On 15 February 1996 European Standard BS EN 422:1996 was published and came into effect for new blow moulding machines. Table 3 Hazard Dangerous moving parts * in the mould area Safeguard Guarding interlocked with the drive(s) (pneumatic, hydraulic or electrical) for the dangerous parts and sufficient fixed guarding to complete the enclosure. The interlocking system should be dual channel and both channels should be monitored to prevent any further dangerous movement if a fault is detected. If not protected by the guarding systems specified for the mould area, use: q q Other dangerous moving parts* fixed guarding; or distance guarding positioned to take account of safety distances to prevent the operator reaching the danger zone; or single-channel interlocked guarding, monitored to prevent any further dangerous movement if a fault is detected. q . . . and for large machines** A monitored, person-sensing safety device should be installed, eg: q q q a pressure-sensitive mat which extends between the moulds; or an electro-sensitive device; or a mechanical latch which prevents involuntary guard closure and which can only be released from outside the mould area. Having triggered such a device, it should be necessary to do one of the following before initiating another cycle: q q q reset the safety devices; close the guards; and actuate an enabling device to confirm the danger area is clear. Reset and enabling device actuation positions should provide a clear view of the danger areas. It should not be possible to actuate the enabling device from the danger area. Accessible emergency stops should be fitted on both sides of the mould. At large rotary machines they should be placed at intervals of 2 m or less inside the danger area. Dangerous moving parts* which can be reached through the delivery aperture If not protected by the guarding systems specified for the mould area, use: q q fixed guarding; or distance guarding positioned to take account of safety distances to prevent the operator reaching the danger zone; or interlocked product delivery systems, monitored to prevent any further dangerous movement if a fault is detected. Such product delivery systems would include: single-channel interlocked guarding, consisting of outward opening doors which are activated to let articles out but otherwise act as an interlocked guard      ");
array_files[72]=new Array(0,4,"./pdf/archive/HSE%20safety%20sheet%204%20-%20Injection%20Moulders%20%20[1].pdf","2009-02-23","27K","     ","     ","     ","Safety at injection moulding machines Plastics Processing Sheet No 4 Introduction This sheet was produced by the Health and Safety Executive (HSE) in consultation with the Plastics Processors Health and Safety Liaison Committee. This committee comprises HSE, employers and employee representatives in the plastics industry. It is one of a series dealing with safety at specific machines used within the plastics industry. It describes the causes of accidents at injection moulding machines (IMM) and details safeguarding standards, inspection checklists and safety precautions for use during mould changing. These sheets have been designed to be read in conjunction with Plastics Processing Sheet No 3 Managing machinery safety in small plastics factories. Accident history Table 1 IMM accidents reported under RIDDOR 1992/93-1995/96 Year All Major 92/93 83 12 93/94 95 10 94/95 96 12 95/96 103 11 Causes of accidents Over 200 accidents at injection moulding machines were investigated by HSE inspectors from 1986-1996. Table 2 summarises the operations being undertaken and the types of accident/parts involved. Table 2 Area Cores Burns Front Top DisClamp Rear Other Total and and guard guard charge area guard ejectors splashes area Operation Normal operation Setting/ maintenance 45 30 27 10 9 6 2 29 158 22 9 11 6 0 3 2 15 68 More detailed analysis has shown that most of the accidents were caused by: q q q inadequate safeguarding fitted; the safeguarding had been removed or fallen into disrepair; or the safeguarding had been overriden, usually for setting. Table 1 shows the number of accidents at injection moulding machines reported to HSE from 1992-1996 under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR). It shows these machines continue to injure very similar numbers of employees each year. Guarding standards for production The standards outlined in Table 3 describe commonly accepted and practicable safeguards for the significant hazards on injection moulding machines in use before July 1997 (when European Standard BS EN 201:1997 was published for new machinery). Table 3 Hazard Moving platens via the front guard Safeguard Dual-channel interlocking comprising: q q one channel consisting of an interlocking system acting on the control circuit, with two guard position sensors (one positive/one negative); and a second channel consisting of a device which interrupts the power medium, either directly or via a pilot system (hydraulic, electrical or pneumatic), when the guard is opened. The two guard position sensors and the second interlocking device should be monitored so that any fault will be detected and the machine stopped. On machines originally designed before 1985, it is acceptable to have a mechanical restraint instead of monitoring. The use of control guards (ie where closing the guard initiates platen closure) is acceptable on all machines except for those which are large* and have powered guard closure. Moving platens via the rear guard Moving platens on `large machines* If access from the rear is only for setting or maintenance, then two position sensors are required with interlocking arrangements that interrupt the cycle, switch off the main drive to the platen, shut off any energy accumulators and release stored energy. If the cycle can be initiated from the rear, then provide safeguards as for front guard. q Where bodily access is possible between the mould faces, a person-sensing device, monitored once a cycle, should be provided (eg electro-sensitive protective device, pressure-sensitive mat, scanning device). Emergency stops should be provided on both sides of the mould. If a person can stand between the operators guard and the mould, one of the following should be provided: a person-sensing device (eg electro-sensitive protective device, pressure-sensitive mat, scanning device) monitored once a cycle, which prevents the closing movement of the platens; or a chock/latch which is monitored once a cycle, which prevents closing of the guard. Suitably placed emergency stop(s) should be provided. These may be the same as those described above provided they are accessible. q Guards closed under power must be controlled by a hold-to-run control device positioned to give a clear view of the mould. Moving platens via the top of the mould Moving platens via the mould discharge Either fixed guards or interlock guarding to the standard for a setters rear guard. The choice will depend on frequency of access. The design of the machine frame may prevent the operator reaching into the tools. If not, one of the following should be provided: q q q q Traps at cores and ejectors (if movement of cores/ejectors is necessary with the operators guard open) fixed guarding; single-channel interlocked guarding which can be control interlocking; distance guarding; or electro-sensitive protective device. A lockable mode selector facility should be provided which will allow movement only of the core/ejector mechanisms (ie not the tools) and the following precautions taken against traps in the area: q q the safe design o      ");
array_files[73]=new Array(0,4,"./pdf/archive/HSE%20safety%20sheet%203%20-%20Machinery%20Safety[1].pdf","2009-02-23","20K","HSE safety sheet 3 - Machinery Safety[1].pdf    ","","","Managing machinery safety in small plastics factories Plastics Processing Sheet No 3 Introduction This sheet was produced by the Health and Safety Executive (HSE) in consultation with the Plastics Processors Health and Safety Liaison Committee (PPHSLC). This committee comprises HSE, employers and employee representatives in the plastics industry. It has been written for the owners and managers of small plastics companies, but it may also be useful to larger companies. It should be read alongside the relevant manufacturing process sheets for your factory. Plastics Processing Sheets No 4 5 6 7 8 9 10 11 Process Injection moulding Blow moulding Thermoforming Extrusion/haul-off Window frame manufacture Compression moulding Granulators Reeling/winding Safeguarding overridden A shift supervisor was trying to clear a blockage at the cutting station on an in-line thermoforming machine. He opened the guard and expected the machine to stop, but the interlock had been rendered inoperative by a setter earlier in the day while fault finding. As a result, the supervisor lost two fingers and his hand was badly crushed. What do I need to do? Why do accidents happen at plastics machinery? In preparing these sheets, HSE has reviewed ten years of accident data from the plastics industry. From this analysis, three major causes stand out: q q Taken together, these three factors account for most major injuries at plastics machinery. Three examples from 1997/98 are quoted below and typify what can go wrong if machinery safety is not properly managed. Inadequate safeguarding fitted An operator was feeding a haul-off with a newly extruded run of plastic profile. The extrusion was hot and he was wearing gloves. When he presented the extrusion to the nip, the glove stuck to the plastic and his hand was pulled into the nip. There was no guard at the infeed to the unit, and he suffered a crushed hand and broken wrist. Safeguarding removed/in disrepair A fixed guard on a blow moulding machine was removed to clear product blockages and was not replaced. Some time later, on another shift, a university student doing holiday work had his hand crushed and tendons severed by the carriage mechanism when trying to clear another blockage. This sheet explains why you need to actively manage machinery safety to prevent accidents and it describes a simple system for doing so. In using such a system you will be complying with regulations 5 and 6 of the Provision and Use of Work Equipment Regulations 1998 (PUWER 98) which relate to the maintenance and inspection of machinery safeguards. To prevent accidents like these in your own factory, you need to assess the risks and address each of the three main causes in turn, namely: q provide the right safeguarding in the first place; check that this is kept in position and is working effectively; and make sure that safe systems of work are followed for setting. inadequate safeguarding fitted; q the safeguarding had been removed or fallen into disrepair; or q q the safeguarding had been overridden, usually for setting. As a result, the major injury rate for machinery accidents in the plastics processing industry in 1997/98 was 65% higher than that for all manufacturing industry. All this may sound daunting for a small company without the benefit of specialist staff, but the eight sheets listed in the Introduction provide the conclusions of generic risk assessments for you. They detail acceptable safeguarding requirements, contain checklists and describe safe setting procedures where relevant. These specifications have been discussed and agreed with industry representatives from the British Plastics Federation (BPF), the Packaging and Industrial Films Association (PIFA) and the Plastics Machinery Distributors Association (PMDA). The checklists build on procedures and arrangements already in use within the industry. Step 1 Compare the safeguarding standards on your own machines against those in the relevant process-specific sheet. As a result of this, you may need to upgrade what you now have in position to currently acceptable standards of safety. (These safeguarding improvements will not require existing machines to be CE-marked.) You will also need to consider whether the description in the sheet adequately covers all the specifics of your plant. For example, you might have robot feeds, conveyor systems or other customised features to take into account. Step 2 The process-specific sheets include two sets of checklists. The first contains mainly visual and functional checks for the operator to undertake (usually each day/shift). These should only take a few minutes to complete and can be viewed as part of a start-up or handover procedure. The operators checklist has been written in a form suitable for all machines of a given type, so it should first be customised and simplified to make it more directly relevant to your plant. Keep in only those features on your own machines. You should also add any extra detail specific to your machinery (like the robots and conveyors mentioned above), or from the manufacturers instructions      ");
array_files[74]=new Array(0,4,"./pdf/archive/HSE%20safety%20sheet%202%20-%20Recycling[1].pdf","2009-02-23","45K","     ","     ","     ","HSE information sheet Plastics recycling Plastics Processing Sheet No 2 Introduction This information sheet was produced by the Health and Safety Executive in consultation with the Plastics Processors Health and Safety Liaison Committee. The committee comprises the Health and Safety Executive, employers and employee representatives in the plastics industry. Plastics recycling is a growth industry, especially for smaller businesses, and this growth is set to continue. This information sheet is aimed at these smaller businesses. It identifies the commonly encountered hazards and the basic precautions to be taken for: q q q q machinery safety; noise; hazardous substances; and material handling and safe access. maintenance purposes, and have not been replaced. For this reason, supplementary time-delayed interlocks should be used to prevent access until the dangerous parts have come to rest. These will normally be needed at the feed guards on granulators, agglomerators and extruders and at the discharge guards of granulators and agglomerators. However, such precautions may not be necessary on larger granulators, for example where removal of the hopper is a major operation in itself. Recommendations for further reading are listed at the end of the information sheet. Machinery safety Four types of machine are in widespread use in the industry: granulators, agglomerators/crumbers, shredders and extruders. Some issues are common to most or all of these machines, whereas other requirements are more machine specific. This information sheet has been prepared with existing machinery in mind, but new, CE-marked machines may be built to alternative standards. Common issues Operating instructions/training Whatever the age of the machinery, companies should refer to manufacturers operating manuals and train their staff in safe operating procedures. Feed/discharge openings Feed openings and discharge points to and from dangerous parts (eg rotors, cutters, blades and screws/rams) should be designed or safeguarded so that operators cannot reach these parts. Means of access will always include: q reaching through the opening with hands/arms; but depending upon the feeding system and the heights of platforms, etc may also include: q q reaching through the opening with feet/legs; and accidentally falling into the opening. Figure 1 Time delayed bolt-operated interlock Film feeding There is a risk of the operator becoming entangled in the film while feeding the machine, and they can be drawn forcibly against the machine, or into it. To prevent this, the film should be fed in mechanically or be pre-cut, shredded, baled or bagged and ideally fed in as a `ball so that it no longer presents a risk of entanglement. A maximum length of 1.5 m is recommended if the material is pre-cut. Flying process material Where there is a risk of process material flying out from machinery feed openings, screens or flaps should be provided to prevent people being struck. If there is still a risk, impact grade face protection should be provided and worn. Metal contamination Metal coming into contact with high speed cutters/blades can cause major damage to the machinery and eject high-speed particles of metal into the workplace. Measures should be taken to prevent metal contaminants entering machinery (eg hand sorting and metal detectors). Emergency stops Emergency stops should be fitted within easy reach of operating positions. These should be red, mushroom-headed buttons which stop all dangerous motion and require positive re-setting. Maintenance Interlocking of guards A number of serious accidents have occurred because bolted guards have been removed to clear blockages, or for A safe system of work is required for any maintenance activities which involve the removal of guards. Where the maintenance work involves access into the machine, this system should include a lock-off procedure. Figure 2 Multiple hasp Shredders For manually fed machines, a balance has to be struck between machine safety and good ergonomic feeding practice. As a minimum, the working platform should be at least 1.2 m below the level of the feed opening to prevent operators overbalancing onto the dangerous parts. However, if the operator can still reach the dangerous parts from this position, additional precautions will be needed. A number of accidents have occurred when operators have used their arms or legs to apply downward pressure on the feed material. Such dangerous practices should not be permitted. There should be no need for any such action on the part of the operator if appropriate shredder and cutting tools are used to draw the material into the shredding chamber. As an alternative, the feed material could be held against the cutters by a mechanical device. Extruders Many parts of extruders will be hot. To prevent burns, these parts should be insulated or protected. Personal protection and warning signs may also be needed. There is also a risk of molten plastic being ejected. Impact grade face protection and hand protection (suitable for heat, cuts, puncture and chemicals) should be prov      ");
array_files[75]=new Array(0,4,"./pdf/archive/HSE%20safety%20sheet%2011%20-%20winding%20machinery%20for%20plastic%20sheet%20and%20film.pdf","2009-02-23","42K","HSE safety sheet 11 - winding machinery for plastic sheet and film.pdf    ","","","HSE information sheet Safety at the winding zones of winding machines for plastic sheet and film Plastics Processing Sheet No 11 Introduction This sheet was produced by the Health and Safety Executive (HSE) in consultation with the Plastics Processors Health and Safety Liaison Committee. This committee comprises HSE, employers and employee representatives in the plastics industry. It is one of a series dealing with safety at specific machines used within the plastics industry. It describes the causes of accidents at the winding zones of winding machines, and details safeguarding standards and safety checklists. It has been designed to be read in conjunction with Plastics Processing Sheet No 3 Managing machinery safety in small plastics factories. In this document the term `nip is used to refer to the intake between two rollers (whether driven or not). `Running nip is used to refer to the trap created between the material and any roller, reel, mandrel or core. Accident history Table 1 shows the number of accidents at plastics industry winders that have been reported to HSE from 1992-1996 under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR). It shows that, on average, there is a reportable accident on these machines somewhere in the UK three weeks out of every four. Table 1 Reeling/winding accidents reported by the plastics industry under RIDDOR 1992/93 - 1995/96 Year All Major 92/93 48 4 93/94 28 1 94/95 38 1 95/96 44 8 HSEs investigation experience is that employees are often placed at risk when deliberately intervening in the winding process. The tasks they are carrying out commonly include: threading up; smoothing material; cutting samples from the web; splicing onto the new core; adjusting slitters; and fault diagnosis. The safeguarding options listed in this sheet, together with other aids such as `scrolling rolls to smooth creases, will provide the most practicable levels of operator protection when any of these tasks need to be done. Guarding standards Applying these standards Both nips and running nips should normally be presumed to be dangerous. For example, one fatality has occurred on a machine running as slow as 5 m per minute. The safeguarding standards described in this sheet should be applied. However, there may be circumstances where the nips and running nips are not a danger and so some precautions described in this sheet will not be needed. For example: q where the rollers are of such low torque that they can be stopped by one hand; where they are positioned out of reach; or in the case of running nips, where easy withdrawal of the hand from the trap is possible. q q The use of trip wires A number of different safeguards are currently found in use at winders, ranging from fixed and interlocked guards to simple trip wires. While trip wires can minimise accidents and injuries, they do not always prevent them and the law requires a more effective form of safeguarding where this is practicable. Trip wires should not therefore be used as primary safeguards other than in the defined circumstances set out in Tables 3, 4 and 5. When trip wires have to be used, their positioning is critical and they need to be very deliberately sited so that they are activated by an involuntary action rather than a conscious act. The sensitivity of the trip wire and the speed of the machines braking mechanism must always be checked to ensure that involuntary activation of the trip will stop the winder almost instantaneously (ie quickly enough to prevent a serious injury). Causes of accidents Over 130 accidents at winding machines have been investigated by HSE inspectors in the 10 years up to 1996. Table 2 summarises the circumstances involved. The table shows that there are three main types of accident: being drawn in at a nip; being drawn in at a running nip; and being injured by a falling mandrel/reel. The falling mandrel/reel accidents do not require detailed guidance and are not dealt with in the safeguarding standards which follow. Table 2 Causes of accidents Part causing injury Either: nips between a roller and the reel/mandrel/core (eg driving roller or pressure roller); or nips between rollers not in contact with the reel/mandrel/core No 45 Cause/reason No safeguards provided. Opening in fixed guard too large. Guard removed or safety device off during setting. Electro-sensitive protective equipment (ESPE) ineffective because wrongly positioned. Trip wire/device only activated after person drawn into nip. Unsafe system of work. Nip guard ineffective because wrongly positioned. Other. Running nip between the material and the reel/mandrel/core 38 No safeguards provided. Trip wire/device not activated, or only activated after person drawn into the running nip. Fixed guard removed. Interlocked guard defeated. Fixed guard ineffective because wrongly positioned. Other. Running nip between the material and any other roller Mandrel/reel 3 33 No safeguards provided. Dislodged from bearings. Not secured in position. Dropped while being manually handled. Dropped due to failure of inadequately maintai      ");
array_files[76]=new Array(0,4,"./pdf/archive/HSE%20safety%20sheet%2010%20-%20granulators.pdf","2009-02-23","26K","     ","     ","     ","Safety at granulators Plastics Processing Sheet No 10 Introduction This sheet was produced by the Health and Safety Executive (HSE) in consultation with the Plastics Processors Health and Safety Liaison Committee. This committee comprises HSE, employers and employee representatives in the plastics industry. It is one of a series dealing with safety at specific machines used within the plastics industry. It describes the causes of accidents at granulators and details safeguarding standards, checklists and safety precautions needed during feeding operations and when gaining access into the cutting chamber. These sheets have been designed to be read in conjunction with Plastics Processing Sheet No 3 Managing machinery safety in small plastics factories. Accident history Table 1 shows the number of accidents at granulators reported to HSE from 1992-1996 under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR). It shows these machines continue to injure very similar numbers of employees each year. Table 2 Causes of accidents Part causing injury Blade 25 Powered motion Cause/reason 10 Access to blade for cleaning/blockage clearance. Hopper removed. Machine not isolated and locked off and started by third party. Operator removed bolted guard to clear blockage. Fail to danger interlock. Rundown device inoperative/faulty. Access to blade via feed hopper to clear blockage with machine left running. Unpowered movement of the blade Blade stationary Feed material 13 Safe access, unpowered movement of the blade - often when the blockage was removed. 2 Safe access, cut on sharp edge of the stationary blade. 4 Entanglement or jarring when feeding long lengths of material into the granulator. 4 Non-interlocked flapdoor at feed opening. No guard at feed rolls, just a tripwire. 3 Table 1 Granulator accidents reported under RIDDOR 1992/931995/96 Year All Major 92/93 27 3 93/94 35 8 94/95 42 4 95/96 30 3 Causes of accidents Nearly 40 accidents involving granulators were investigated by HSE inspectors from 1986-1996. Table 2 summarises the parts of the machine and the circumstances involved. The vast majority of the failings can be reduced to one of the following: q unsafe systems of work, both when gaining access to the cutting chamber and when feeding materials; inadequate safeguarding; or the safeguarding provided had fallen into disrepair. q q 2 2 2 1 13 2 4 Feed rolls 3 1 Part causing injury Hopper 2 Cause/reason Fell into hopper. Machinery stationary. Trapped as hopper lid was being closed under power. 1 1 1 1 1 Ejected material Motor cooling fan Transmission machinery 1 1 1 No ejection restraint. Guard vibrated loose and fell off. Transmission machinery not securely fenced. Guarding standards for production The standards outlined in Table 3 describe commonly accepted and practicable safeguards needed for the significant hazards on granulators supplied before the publication of European Standard prEN 12012-1. This standard, when published, will specify safety requirements for new blade granulators. Table 3 Hazard Access to blades when rotor is under powered motion or running down Safeguard Reaching through feed opening and hopper By design, ie size of feed opening in hopper and its position, to prevent the operator reaching the blades when standing at the highest operating position. Reaching into cutting chamber with hopper removed When the hopper can be removed or hinged out of position before the rundown period is completed, then a time-delayed interlock should be fitted to prevent access until the dangerous parts have come to rest. Reaching through any other openings in the feed hopper, eg inspection covers Either: q q fixed guarding positioned to comply with safety distances; or a time-delayed interlock. Reaching through the discharge area Either: q a fixed mesh guard, positioned to comply with safety distances, used in conjunction with a safe system of work whenever it is removed; or a removable mesh guard with a time-delayed interlock. q Unpowered movement of blades Ejection of process material or machine parts from: q q A safe system of work, including rotor restraint where necessary. Either: q by design of the feed hopper, eg restraining plates, dog-legs etc; or by protective flaps at the feed hopper. feed hopper opening; or q chamber. Chamber to be strong enough to withstand the impact of breaking or loosening of a blade during rotation. Entanglement with flexible feed material Either: q q use of mechanical feeding device; or feeding of pre-cut, shredded, baled or bagged material ideally fed in as a ball. Maximum length of pre-cut material to be 1.5 m. Falling through feed hopper opening If feed openings are large enough to allow whole body entry then the hopper opening should be at least 1.2 m above the working platform. Hazard Movement of power-operated devices such as feed hopper, screen plate cradle or other enclosing equipment Safeguard A time-delayed interlock to prevent such devices being operated until all movement of the rotor and feed rolls has stopped. If movement of such a device create      ");
array_files[77]=new Array(0,4,"./pdf/archive/HSE%20safety%20sheet%201%20-%20EPS[1].pdf","2009-02-23","24K","     ","     ","     ","HSE information sheet Fire and explosion risks from pentane in expandable polystyrene (EPS) Plastics Processing Sheet No 1 Introduction This information sheet was produced by the Health and Safety Executive in consultation with the Plastics Processors Health and Safety Liaison Committee. The Committee comprises the Health and Safety Executive, employers and employee representatives in the plastics industry. Raw expandable polystyrene (EPS) bead contains a flammable gas, usually pentane. Pentane is extremely flammable. Its flash point is minus 50°C and its boiling point 36°C. It is heavier than air and odourless. Some pentane is given off all the time the material is being stored and transported, and will even be released from finished products for a short while after manufacture. EPS is normally delivered in containers designed to reduce as far as possible the amount of pentane given off. However, some pentane may leak from packaging, and the amount given off will increase when packages are opened ready for production. The Health and Safety Executive (HSE) has investigated many factory fires caused by the ignition of pentane. This information sheet is aimed at all those who manufacture, transport and process EPS bead and finished products. Hazards and precautions Here are seven essential things you should know about pentane in EPS bead, however you handle or use it: q q Use of a gas monitor will enable you to identify where pentane `hot spots are likely to occur, and to measure concentrations. There is no difference in pentane risk between flame-retardant and regular EPS. q Delivery Make sure that you follow the information on your suppliers safety data sheet about safe unloading. In particular you should: q q q prohibit smoking; exclude other ignition sources; leave containers or trucks open before unloading to allow pentane to disperse (or force-ventilate); offload in a well-ventilated place. q Storage Expanded polystyrene bead will emit pentane vapour in factory storerooms. So make sure that you: q store octabins containing expandable bead in a well-ventilated area; store pre-foam in a well-ventilated area, using lowlevel vents. You can use this simple formula to decide how many air changes per hour are needed, and, from this, whether assisted ventilation will be needed: y = 2W V q Pentane will ignite if it comes into contact with any surface with a temperature that exceeds 285°C, eg a light bulb. Smoking must be prohibited anywhere EPS bead is used or stored. Temporary heating appliances used in winter can present an ignition risk where EPS bead is stored, if they are not suitable for use in such atmospheres. Check any appliances you find. Temporary electrical wiring and the use of portable electric tools can ignite pentane. Avoid the first, and allow the second only under controlled conditions. Check that electrical switches, ventilation fans etc are suitable for use where flammable vapours of pentane can occur. q q where y = air changes per hour needed; W = mass of material in tonnes; and V = volume of the storage area in cubic metres. As a guide, if the result is six air changes per hour or less, you can probably rely on general ventilation. Pre-expansion At this stage, pentane vapour being given off will be mixed with steam which will reduce its flammability, but pentane/steam vapour should still be vented to outside because of the residual risk. q q Maturing silos Tests carried out by HSE have shown that explosive mixtures can be generated in the head space of maturing silos. In fabric silos you should: q interlock the block transport system so that if the conveyor stops, the electrical supply to the wire cuts out; provide electrical fault detection to prevent wires running red hot and check it regularly; have carbon dioxide/dry powder extinguishers available and people trained in their use. q q q use natural fabrics or conductive fabrics in earthed structures; provide and use a gas detector (either a permanently installed detector or a portable one for periodic sampling use, as appropriate); and ventilate at low levels around the silos, with the form of the ventilation based on the sampling results. Finished goods q Pentane can still be given off from finished goods. So make sure that you: q q q treat finished goods stores as a fire risk area; closely control hot work; keep other combustibles away; keep finished goods in a well-ventilated place after moulding. In metal silos you should: q q ventilate to keep levels of pentane below the lower explosive limit (LEL) - see the suppliers data sheet; ensure that metal silos are robust and fitted with explosion relief, venting to a safe place on the top; ensure that they are earthed; provide and use a gas detector (as described above). q q Recycling of in-house waste Flammable vapour can still be given off. So make sure that you: q q q keep scrap in a well-ventilated storeroom. Hot work Conveying ducts The risk is higher when the beads are drier, but in all cases there is a real risk of fire from static electricity. So you should make sure that: q Hot work on plant, whi      ");
array_files[78]=new Array(0,4,"./pdf/archive/H&S%20Risk%20Assessment.pdf","2009-02-23","153K","H&S Risk Assessment.pdf    ","","","BRIEFING LA 4 (England) DIRECTORS BRIEFING Health and safety risk assessment Faced with the mass of legislation, meeting your health and safety requirements can seem a daunting task. Fortunately, the most critical part of managing health and safety -- risk assessment -- is relatively straightforward. This briefing covers: x x x x ¤ 08457 566 566 www.businesslinknorthants.org different sites, include other hazards which you can expect to come across. B Decide who could be affected. You are responsible for the health and safety of everyone who could be affected, not just your employees. x FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the law briefings have the codes LA 1, LA 2, etc. How to carry out a risk assessment. What the most common hazards are. How to control the risks. Handling the paperwork. Visitors, contractors and new employees may be at extra risk. Bear in mind that they may not be aware of your safety procedures. Consider anyone who is likely to be particularly vulnerable (eg the disabled, pregnant women, young people and people who work on their own). For an overview of your responsibilities under health and safety legislation, see Health and safety, LA 3. x The process In most work environments, you (or your designated health and safety officer) can carry out the risk assessment yourself, calling in specialist help for specific hazards (eg to monitor levels of airborne dusts or noise). A Identify the hazards (see 2, 3 and 4). x C Evaluate how likely employees and others are to be hurt and how effective your existing precautions are (see 5). Updated 01.05.03 DIRECTORS BRIEFING a book in four pages More than 160 briefings are now available. Physically inspect your premises and the tasks carried out there. Ask employees and safety representatives what hazards they are aware of. Working as a small team -- with an insider from each department to provide experience and an outsider for a fresh eye -- can be useful. Check suppliers instructions and information on equipment and materials. Check your records of accidents and sickness. These may point to hazards. If your work varies, or you operate on x x x If you need further information or help, ask the distributor of this briefing about the services available to you. x x If there are any specific legal requirements affecting your industry, have you complied with them? Do you meet industry standards? What risk remains? How many people could it affect, and how badly? kinds of accident. These may be quite hard to recognise when you are looking around familiar premises, so a checklist approach is useful. A Identify places where uneven floors, loose cables and spillages may cause people to trip or slip when moving around. x x x D Decide what you can do to eliminate or minimise the risk (see 6). x Note areas where poor lighting might increase the risk from these hazards. Ideally, you should eliminate the hazard altogether. Most risks can be reduced to acceptable levels with simple procedures and systems. Consider additional measures, which are reasonably practicable, to reduce the risk to an acceptable level. For example, warning signs or personal protective equipment (see 6E). B C Look out for sharp corners and open drawers that people might walk into. Check doors and crossings where people might collide. x Health and safety law is complex. This briefing reflects our understanding of the basic legal position as known at the last update. Obtain legal advice on your own specific circumstances and check whether any relevant rules have changed. For an overview of developments in business law in 1999, 2000, 2001, and 2002, see the law briefings, LA 7, LA 9, LA 13, and LA 16. x x People carrying large items or pushing loaded trolleys may not be able to see where they are going. E Record the outcome of your health and safety risk assessment and any corrective action taken (see 7). x D Pay special attention to staircases and unguarded drops where people might fall. E Make a note of areas where unstable stacking or poor storage might lead to people being hit by falling objects. x The written record can be a useful reminder of areas that you may need to keep under review. Even files falling down from a high shelf could cause serious injuries. F Review your assessment periodically (eg annually). x If an accident occurs, it must be reported and investigated. You will also need to amend your assessment when circumstances change (eg when you acquire new equipment). Common hazards A hazard is something that has the potential to harm or injure someone. Machinery, power tools and inflammable or corrosive materials can create specific accident hazards in the workplace. But even an office with just a few items of office machinery, consumables, heaters, fans and kettles could contain many hazards. A Unsafe electrical installations (eg overloaded sockets or old or damaged wiring) can start fires or cause electric shocks. x Accidents waiting to happen There are n      ");
array_files[79]=new Array(0,4,"./pdf/archive/Energy%20Efficiency%20in%20Plastics%20Processing%20worksheets.pdf","2009-02-23","416K"," Tangram    ","","","Energy efficiency in plastics processing Practical worksheets for industry Energy worksheets 1 - 12 TANGRAM TECHNOLOGY Energy efficiency in plastics processing Energy efficiency in plastics processing Practical worksheets for industry Energy worksheets CONTENTS Part 1 Part 2 Part 3 Part 4 Part 5 Part 6 Part 7 Part 8 Part 9 Part 10 Part 11 Part 12 Reducing energy costs - the first steps ....................................................................3 The rewards .................................................................................................................4 Capital equipment selection .......................................................................................5 Injection moulding.......................................................................................................6 All-electric injection moulding machines ..................................................................7 Extrusion ......................................................................................................................8 Extrusion blow moulding ............................................................................................9 Drying ...........................................................................................................................10 Cooling .........................................................................................................................11 Motors and drives........................................................................................................12 Compressed air ...........................................................................................................13 Buildings ......................................................................................................................14 Produced by Tangram Technology Ltd.: www.tangram.co.uk 2 Energy efficiency in plastics processing Reducing energy costs - the first steps The Climate Change Levy will increase the cost of electricity by 0.43p/kWh and the base energy generation costs are rising throughout the world. Energy costs are always somebody elses problem and the plastics processing industry generally regards the energy as an overhead and as a fixed cost. This is untrue and energy is both a variable and a controllable cost. Most processors could easily reduce energy costs (without large investments) and increase profits through simple good energy management practice. This series aims to show you how to reduce energy usage and increase your profits. locate areas for monitoring and improvement. Energy is a variable and a controllable cost The vital questions Before you can start to reduce your energy costs you need to understand where, when why and how much energy you are using. This information provides the benchmarks and signposts for improvement. Where are you using energy? The main electrical energy users are motors and drives, heaters, cooling systems and lighting systems. A simple site energy distribution map will show where energy is being used. If you are using a single meter it may be cost effective to use sub-meters to get further information on the areas of high energy use. Sub metering allows you to start to calculate the cost of energy for each operation and to identify areas of high energy usage - a key factor in reducing energy costs. A first step is to produce an energy map of your site to When are you using energy? The time at which you are using energy is important and demand plotted versus time will give invaluable information on how to reduce the energy costs (see below). Data for such plots should be available from your supply company. Look for unusual peak variations from day to day and energy use when there is no production. A demand graph also helps you to find the `base load. This is the load used for heating, lighting, compressors and pumps when you have no production at all. Another way to find the base load is to record the meter readings (in kWh) and production volumes (in kg) at the end of each shift. Plot the amount of polymer processed against the energy consumption. From the graph, the energy use at zero production gives an idea of the `base load. Reducing the base load is a sure way to make savings. Why are you using energy? Ideally energy should be used only to produce good product and the most important energy benchmark is the energy used to process good product (in kWh/kg). This is called the specific energy consumption (SEC) and can be found from the slope of the graph produced to find the base load. It can be compared to the industry averages to provide targets for energy reduction. Is energy being used to keep machines idling when they could be turned off? Are heaters running that are not being used? Are compressors running just to pump air out of leaks? Finding out why you are using energy will reveal a wide range of possible steps for reducing energy use. How much energy are you using? Electricity charges are based on a Productive operation combination of factors (see right) and an initial survey will reveal areas for       ");
array_files[80]=new Array(0,4,"./pdf/archive/EffectivePR.pdf","2009-02-23","49K","EffectivePR.pdf    ","","","BRIEFING MA 11 (England) DIRECTORS BRIEFING Effective PR ¤ 08457 566 566 www.businesslinknorthants.org A good image is a valuable asset. Effective public relations (PR) creates good publicity, building your reputation with customers and others whose opinion matters to you. While advertising can be purchased immediately, generating positive publicity can take time. On the other hand, good PR has greater credibility and can have more impact than advertising. This briefing covers: x x x x x You may be able to publicise events, such as product launches, through the media. Trade publications often have sections for this kind of announcement. You can use PR to influence people who matter to your business -- and sometimes to get them to change their minds (see 2). For example, suppliers, trade associations, local councils, MPs, community groups, regulatory authorities or investors. FURTHER HELP There are other Directors Briefing titles that can help you. These briefings are referred to in the text by name and by the code given to each briefing. For example, the marketing briefings have the codes MA 1, MA 2, etc. x Planning your PR activities. Making news and handling the media. Writing a press release. Choosing and using a PR agency. B PR usually brings long-term benefits, rather than immediate sales, so begin it well in advance of when you need the results. x Planning You may need to reach several target groups, all with slightly different messages. Your planning process should prioritise these target groups and agree key messages for them. A Decide what your objectives are. x You cannot control the timing of media coverage. You may have to send press releases over a period of months to a publication before Amended 01.01.04 Most PR aims to build your reputation with customers. Favourable comments by journalists about your product are more credible than the same claims made in your advertisements. PR can be used to increase awareness of your business and products. Even a single mention in a national paper can generate a large number of enquiries. PR can reinforce advertising campaigns and other promotional activities. For example, local newspapers may be prepared to provide editorial on businesses which advertise with them. x x it pays any attention to you. x Its not all selling Public relations can sometimes involve a lot more than putting out press releases and talking to journalists. You may have important objectives that cannot be achieved just by gaining press publicity. A You may need to reach small, select groups of individuals directly, with complex or specialised messages. x Although a single mention may have an impact, good PR will create a cumulative effect, as your publicity builds up. Some publications have long lead times. Many monthly magazines operate on four-month lead times, while guides (eg for hotels) are published annually and may need to be contacted months in advance. x C Choose media that reach your target audience and are likely to give you coverage. x Ask your customers what they read, hear and watch. Use directories such as BRAD, Hollis or Willings Press Guide to find details of publications in your area. Research publications and broadcasts to find out what kinds of stories they cover. Request an advance features schedule. It is always easier to get exposure in local newspapers and specialist magazines than in the national press. But do not be afraid to approach the nationals, if your story is strong enough. B Advertising tends to simplify issues. With carefully targeted PR, you can put a different spin on your message for each of the audiences you need to address. Some businesses find that alternative forms of promotion are more cost-effective. See Planning your marketing, MA 5, Advertising strategy, MA 9, Direct mail, MA 3, Marketing with your database, MA 6, and Exhibitions, MA 2. x x You may be able to influence key `opinionformers to think well of your company and mention or use your products. x x The opinion-formers you decide to target will depend on your markets. For example, councillors, MPs and MEPs, local politicians, pop or sports stars, celebrities, authors or business leaders. C D Budget realistically for the time and costs involved. x You may be able to lobby and influence trade bodies, or even the government, to adopt policies favourable to your business. The largest cost of PR is often management time, rather than cash. Using a PR agency (see 8) can increase the effectiveness of your PR and reduce the demands on your time (but will increase the cash costs). Opportunities A Most businesses generate natural opportunities for PR activity. For example: x x x Be wary about commenting publicly on a topical news issue as the reputation of your business could be judged on your individual opinion. If you do have to comment, stick to an issue related to your industry and where possible give a balanced argument. Nichola Sharpe, Freud Communications x A new product launch. Opening new premises. Appointments of new staff. Large or interesting orders or customers. Milestone events (eg your 1,000th c      ");
array_files[81]=new Array(0,4,"./pdf/archive/Disaster_prevention.pdf","2009-02-23","31K"," Microsoft Word - Disaster prevention.doc    ","","","IT DISASTER PREVENTION Action List 1. Consider how serious the consequences of system failure, misuse or data loss could be; use this to decide how much to invest in disaster prevention. 2. 3. 4. 5. 6. 7. 8. Purchase proven equipment and software; try to avoid bespoke systems. Arrange any external support you may need: for example, installation, maintenance, training, troubleshooting and disaster recovery. Physically protect your equipment; use surge protectors or uninterruptible power supplies and ensure that your premises are secure. Establish security procedures (eg password control) and use anti-virus software and an Internet firewall. Assign responsibility for the system to one individual; provide appropriate training and clear guidance on when to call on external experts. Train employees how to use your IT system and specify what tasks must be referred to others; establish a procedure for reporting faults or problems. Establish and implement an email and Internet policy to regulate employees use of the Internet and to minimise the risks of a virus entering your system. 9. Restrict software installation and configuration to authorised, trained personnel; ban employees from installing unnecessary software. 10. Establish a safe installation and upgrade procedure, including backing up data, updating your anti-virus protection and running parallel systems while testing if necessary. 11. Carry out regular routine maintenance: for example, cleaning equipment, running system utilities, archiving old files and testing system performance. 12. Establish an effective daily back-up procedure, and store back-ups securely off-site; regularly test to ensure that you can restore data. 13. Keep clear records of system configuration, software versions and upgrades or patches; securely store copies of software and updates. For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org 14. Prepare contingency plans in case of disaster, including manual systems for maintaining key operations; consider insuring your system and data. Cardinal Rules Do: · protect your system physically and with appropriate software and procedures train employees identify and arrange any external support you need back-up your data make contingency plans · · · · Dont: · · · allow untrained employees to install unnecessary software ignore the need for routine maintenance assume that procedures will always be followed Copyright © Business Hotline Publications Ltd, 2003. All rights reserved For more information on this topic please call 08457 566 566 or visit www.businesslinknorthants.org     ");
array_files[82]=new Array(0,4,"./pdf/archive/Coda%20Plastics.PDF","2009-02-23","86K"," Plastics    ","","","Energy Efficiency in Plastics Processing Case Study - Coda Plastics Ltd. All-electric injection moulding machines Introduction All-electric injection moulding machines have substantial benefits in terms of reducing energy usage. They are an emerging technology and have considerable benefits for most processors. Despite this, the uptake of the technology in the UK has been slow compared to that of the Far East and the USA. The aim of this Case Study is to illustrate the practical benefits of all-electric machines and how they can benefit processors in terms of reducing energy usage and costs, improving processing productivity and improving quality. For many applications, all-electric machines are rapidly becoming the technology of choice and most major manufacturers of conventional injection moulding machines already produce all-electric or `hybrid machines (all-electric with some elements of the machine using hydraulics). All-electric machines give up to 40% energy savings and have other quantifiable benefits in productivity, process control and quality. Jamie Campbell Coda Plastics Ltd. The company Coda Plastics was formed in 1973 and has since grown to become one of the largest independently owned UK manufacturers of injection moulded caps/closures and roll-on deodorants. The company operates from a modern purpose-built factory in the North Norfolk market town of North Walsham. Codas primary manufacturing process is injection moulding and the company operates 25 machines in the size range 30 to 330 tonnes with a policy of purchasing identical machine types (where possible) to give increased flexibility in production planning and shorter than average lead times. The current production facility is capable of manufacturing over 20 million mouldings per month. The company primarily manufactures a range of closure systems for the packaging sector, ranging from simple screw caps to flip tops and non-drip valves. The expertise and experience in designing, developing and manufacturing plastic packaging components All-electric machines are ideally suited for high volume and high accuracy products has also been successfully transferred to other market sectors including the automotive and electrical markets, toys, DIY, flooring and horticulture. As a result, Coda has a customer portfolio that includes many blue-chip companies in the toiletries, cosmetics, household and technical sectors. Coda continues to invest in new production technology, such as all-electric injection moulding machines, and product development, such as non-drip closure systems and the development of the first integrally moulded large ball roll-on deodorant pack in the UK. has also increased productivity by 10% through reduced cycle times and improved quality through more accurate process control. Using the Carbon Trust Loan Scheme The purchase of the all-electric machine was made using the Carbon Trust interest free loans scheme and Coda have since used the scheme again to purchase an advanced hydraulic moulding machine to further increase capacity and decrease costs. In both cases the energy savings from the purchase of the machines will fund the repayment of the loans. Coda believes that satisfied customers come back; obviously the same principle applies to their use of the Carbon Trust Loans scheme. The actions Expanding demand As a successful moulder, Coda Plastics needed new injection moulding machines to increase production capacity and reliability. Equally there was a need to make strategic decisions to reduce energy costs in a market where the cost of energy is a rapidly growing component of the product cost. Coda decided to purchase a new all-electric machine meet all of the competing demands for increased, improved production reliability and reduced energy costs. Transferring the lessons The introduction of all-electric moulding machines to the UK plastics processing industry is increasing, moulders (both contract and in-house) are rapidly recognising the many benefits offered by the machines. With rising energy costs the substantial reductions in operating costs possible by using all-electric machines provides a compelling case for investing in the technology. The additional benefits of improved productivity through decreased cycle times and improved product quality make all-electric machines very attractive for moulders. The availability of interest free loans from the Carbon Trust (subject to conditions) makes the purchasing decision even more compelling. The lessons learnt from the use of allelectric injection moulding machines at Coda Plastics Ltd. are readily transferable to other UK plastics processors and could be used to reduce energy usage and costs in many companies. The machine and application The machine purchased was a Negri-Bossi VE 160 ELMA. This machine has shown energy savings of up to 60% (0.29 kWh/kg compared to 0.67 kWh/kg) when directly compared to an equivalent hydraulic machine running the same tooling and process settings. The machine is used to run multi-cavity cap and closure tooling using 4, 8, 12 and 24 impression tooling.      ");
array_files[83]=new Array(0,4,"./pdf/archive/BarclaysManufacturing.pdf","2009-02-23","93K"," Manufacturing 0105.doc    ","","","Manufacturing Review January 2005 Summary · · · The manufacturing sector accounted for about 16% of the UK economy (measured by gross value added) in 2003 and 12% of employment. 158,500 enterprises operated in the sector, with a combined turnover of £448 billion in 2003. According to official government statistics, the output of the manufacturing sector rose by just over 1% in 2004. However, these data show that output fell during the second half of the year. Leading business surveys have shown a somewhat stronger picture. Both the CBI Industrial Trends Survey and the Purchasing Managers Survey suggest that output continued to expand throughout 2004. Moreover, respondents to the CBI Industrial Trends Survey expect output to increase in the early months of this year. Having declined sharply during the early years of the decade, profitability is recovering slowly, driven by consolidation and improvements to productivity and efficiency. Manufacturers currently face intense energy and raw material cost pressures. But unit wage costs remain controlled. And producers are also increasing their own prices at the fastest rate since the mid 1990s. The improvement in profitability has driven a tentative reversal in the sectors investment cycle, which is expected to gather strength this year. This is expected to induce a modest turnaround in the recent downward trend in bank borrowing. As regards prospects, the manufacturing sector faces many challenges including the degree of slowdown in growth in the UK economy over the next year, the prospect of continuing sluggish growth in its major European export markets, rising input costs, the impact of the sharp fall in the value of the dollar and the continued shift in global industry to low labour cost countries in the Far East and central and eastern Europe. Overall, we expect output to rise by 1-2% in 2005, continuing the gradual recovery evident since 2002. Against the background of long term structural changes in global industry, UK manufacturing will continue to specialise in those sectors in which it has comparative advantage, either those where proximity to the domestic market is important, such as food processing or the production of building materials, or those characterised by high value add or a high technological content, such as electronic capital goods, pharmaceuticals and aerospace. · · · · · Output The manufacturing sector remains a key component of the UK economy. Contrary to widespread perception, manufacturing output has actually risen over the longer term. But because growth has lagged behind that of GDP, its share of economic activity has shrunk over the longer term, a trend which has been evident in most developed economies. Manufacturing output Index 2001=100 110 100 90 80 70 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 Source: ONS The manufacturing sector accounted for about 16% of the UK economy (measured by gross value added) in 2003 and accounted for about 12% of Portfolio Strategy employment. According to the annual business inquiry, there were 158,500 enterprises operating in the sector and the turnover of manufacturers amounted to £448 billion in 2003. The official statistics indicate that manufacturing output rose by about 1% last year, continuing a slow recovery which has been evident since the trough in production in 2002. But the data suggest some renewed weakness in activity in the second half of 2004. Business surveys, however, have tended to paint a stronger picture and have raised the issue of whether the official data might be understating manufacturing activity. The Purchasing Managers Survey of manufacturing has returned a reading of well over 50 throughout the past year, a result which is consistent with an expansion in output. Indeed, this survey has recorded the strongest results since 1996. The results from the CBI Industrial Trends Survey also suggest that output increased throughout 2004. Manufacturing output Annual % change 8 6 4 2 0 -2 -4 -6 -8 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 Source: ONS Manufacturing output Annual % change Q4 2004 / Q4 2003 Fuel Refining Mechanical Engineering Other Transport Equipment Electrical Engineering Metal Manufacturing & Metal Products Motor Vehicles Food, Drink & Tobacco Chemicals & Pharmaceuticals Building Materials Paper & Board Plastic Processing Wood & Wood Products Textiles & Clothing 8.9 4.7 3.1 2.3 1.5 1.2 0.9 0.6 0.4 -3.7 -5.6 -5.7 -15.1 Source: ONS Purchasing managers survey A reading above 50 indicates expansion in output A reading below 50 indicates contraction in output 60 55 50 45 40 96 97 98 Manufacturing 99 00 01 02 03 04 Source: CIPS 05 The fuel refining sector enjoyed the strongest growth in the year to the fourth quarter. However, the engineering industries all recorded above average growth, led by the mechanical engineering sector and other transport equipment (principally aerospace). The engineering sector has benefited from an upturn in investment in the UK and some improvement in exports. In contrast, the output of the textiles and clothing industry declin      ");
array_files[84]=new Array(0,4,"./pdf/archive/BarclayManufacturingReview06.pdf","2009-02-23","271K"," Manufacturing Review April 2006    ","","","");
array_files[85]=new Array(0,4,"./pdf/archive/Application%20form%20%2707.pdf","2009-02-23","504K"," Application form 07.indd    ","","","Yes, I would like to reserve a place on a Polymer Study tour Surname (please print): First name(s): Job title & responsibility: Subject area: School / College address for correspondence: School Tel: Mobile Tel: E mail address: School Fax: Please tick chosen venue: Napier University 17th - 20th June 2007 London Metropolitan University 24th - 27th June 2007 Bradford University 8th - 11th July 2007 New venue in 2007 specialising in micro-moulding & nanotechnology £100 £100 £100 I enclose a cheque for £100, made payable to ASE to cover administration costs. No refund can be made after 27 May 2007; substitutes from the same school to the same centre are acceptable. Please send to: Belinda Blakeney, Conferences and Events Team, ASE, College Lane, Hatfield, Herts, AL10 9AA. Tel: 01707 283008 or email: belindablakeney@ase.org.uk For further information see www.horners.org.uk or www.ase.org.uk     ");
array_files[86]=new Array(0,4,"./pdf/archive/Anson%20Packaging.PDF","2009-02-23","2860K"," Packaging    ","","","Energy Efficiency in Plastics Processing Case Study - Anson Packaging Air blast cooling Introduction Standard chilled water system installations do not take full advantage of cold ambient weather conditions and constantly use energy to provide the cooling. It is, however, possible to use low ambient temperatures to pre-cool the return water from the process and to considerably reduce the chiller load and usage. As I drive to work on a cold morning I know that we are saving energy because the free cooling is active. Paul Robson Anson Packaging Low ambient temperatures are experienced for a large part of the year in the UK and the ambient temperature is below 15°C for almost 75% of the year. During these periods air blast cooling can be used to considerably reduce energy costs. Air blast cooling is particularly suitable for use in the plastics processing industry in the UK because the ambient and flow temperatures involved in plastics processing are relatively similar and air blast cooling can be used to its best advantage. The company Anson Packaging is part of the Avro Group, an independent holding company which was formed in the early 1900s and which specialises in packaging materials. The group has a turnover in excess of £30 million and employs over 400 people on four sites across the UK. For over 30 years Anson Packaging has been producing thermoformed plastic food packaging for product areas such as dairy, bakery, confectionery, biscuits, produce, snack foods as well as other bespoke packaging for both food and non-food products. The company is a recognised industry leader and in 2002 achieved external recognition through the Management Today/Cranfield University Best Factory Awards. In 2002 awards were received for Best Small Plant ­ Winner, Innovation, Research & Design ­ Winner and Best Process Plant - Highly commended. The Haddenham site is approved to BS EN ISO 9001:2000 and to the BRC/IoP Technical Standard for Packaging When the climate conditions are right air blast cooling becomes active to reduce energy use and save money. and is regularly audited by major retailers and large food groups. The company carries out sheet extrusion and thermoforming in a variety of materials at the Haddenham site. enough then the air blast cooling provides the total cooling load and the coolant flow does not enter the chiller at all and the chiller is switched off. The benefits The air blast cooling is operational for varying periods depending on the prevailing climate. MET Office data shows that the system contributes significantly to the energy used for cooling for all except the very hottest months of the year (July and August). For all other months the air blast cooling contributes depending on the exact climate, but during the coldest months (November through February) the air blast cooling contributes over 80% of the cooling needs of the factory. The payback time for the project is calculated to be between 12 and 26 months depending on the cost energy negotiated by the company. Anson Packaging is extremely pleased with the long term benefits of the installation and checks show that, when the external temperature is suitable, the system operates as specified and takes substantial cooling loads from the main chiller unit. The actions Free cooling - using the UK climate to save energy In 1999, due to the condition of their existing water chiller, Anson Packaging Ltd. decided to install an air blast cooling addition to their existing water chiller system to reduce energy usage and costs. The cooling system provides process cooling water for the sheet extrusion area and the thermoforming area and operates automatically when the climatic conditions are suitable for air blast cooling. The equipment and specifications The air blast cooling was provided in parallel with the existing cooling installation to provide a total cooling capacity of 520 kW at a power input of 140 kW. The air blast cooling is installed such that it only becomes operational when the climate conditions are suitable. The air blast cooling will completely cope with the factory demands at ambient air temperatures of 9°C or below. At 9°C or below the existing chiller unit is switched off completely and all cooling is provided by air blast cooling. The chilled water supply temperature for the factory is required to be at 13°C for normal operation and factory operation is scheduled for 120 hours per week for 50 weeks of the year. Air blast cooling control is by motorised valves that are connected to an ambient temperature thermostat. The thermostat determines (from the external temperature) whether the flow of coolant solution will pass through the air blast cooler before entering the conventional chiller. This allows either full or partial air blast cooling to take place. If partial cooling is too take place the coolant is cooled prior to entering the chiller for further cooling. If the temperature is low Transferring the lessons The introduction of air blast cooling into cooling circuits for plastics processors is a proven technology with extremely rapid pay back      ");
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