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Herramientas de rectificación

Herramientas de rectificación
Siempre que se trate de calibrar y rectificar de manera económica la piedra, tanto de manera artesanal como industrial, se emplean herramientas diamantadas de fresado.

ofrece herramientas diamantadas de rectificación y fresado para los tipos de piedra mas usuales:
1. marmol
2. piedra caliza
3. travertino
4. piedra arenisca
5. esquisto
6. granito
7. piedra artificial

detalladamente..
Las herramientas diamantadas de fresado WINTERSTONE se emplean siempre que calidad y duración útil de la maquinaria han de responder a los mas altos criterios. WINTERSTONE proporciona una solución de costes optimizada para los diversos ambitos de aplicación. Se precisa una amplia gama de productos para cubrir las diferentes areas de piedra natural o de material abrasivo. El experto de WINTERSTONE le asesora en todas las decisiones concernientes a la herramienta.




El número de los segmentos, forma de los segmentos y su disposición sobre el soporte son aspectos que determinan la calidad dela herramienta, así como una buena refrigeración y construcción estable de la maquina.

Las herramientas WINTERSTONE de rectificación y fresado cumplen con los estandares técnicos actuales y ofrecen una alta calidad, buenas prestaciones y una prolongada vida útil.

La experiencia acumulada por WINTERSTONE a nivel mundial, el uso inteligente del diamante sintético y natural junto con una extraordinaria constancia de la calidad convierten a las herramientas WINTERSTONE de rectificación y fresado en un producto puntero en el mercado.

Diríjase a nosotros para obtener una solución ideal para su proceso de rectificación y fresado!

'RECTIFICACIONES Y AJUSTES MAYA'. RECTIFICADO DE BANCADAS A MAQUINAS Y HERRAMIENTAS : COMO SON TORNOS , FRESADORAS, TROQUELADORAS, MADRILADORAS, CEPILLOS, RECTIFICADORAS CILINDRICAS Y SUPERFICIES PLANAS, MAQUINAS DE CONTROL NUMERICO O CENTROS DE MAQUINADO Y CNC SIN LIMITE DE DIMENSIONES.COLOCACION DE MATERIAL ANTIFRICCIONANTE PARA RECUPERAR ALTURAS Y EVITAR DESGASTE DE SUS BANCADAS TURCITE.ING. CAMILO MAYA SOTO(GERENTE GENERAL).





Biography
Vilfredo Pareto

www.Allegiance.com

http://www.envisionsoftware.com/articles/Hawthorne_Effect.html[4/7/2011 3:07:06 PM]

» Elton Mayo and Hawthorne Effect - Studies in Motivation

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The Hawthorne Experiments and Employee Motivation
EltonMayo's studies grew out of preliminary experiments at the Hawthorne plant from 1924 to 1927 on the effect of light on productivity. Those experiments showed no clear connection between productivity and the amount of illumination but researchers began to wonder what kind of changes would influence output.

Variables Affecting Productivity
Specifically, Elton Mayo wanted to find out what effect fatigue and monotony had on job productivity and how to control them through such variables as rest breaks, work hours, temperature and humidity. In the process, he stumbled upon a principle of human motivation that would help to revolutionize the theory and practice of management. Elton Mayo selected two women, and had those two select an additional four from the assembly line, segregated them from the rest of the factory and put them under the eye of a supervisor who was more a friendly observer than disciplinarian. Mayo made frequent changes in their working conditions, always discussing and explaining the changes in advance.

Relay Assembly
The group was employed in assembling telephone relays - a relay being a small but intricate mechanism composed of about forty separate parts which had to be assembled by the girls seated at a lone bench and dropped into a chute when completed. The relays were mechanically counted as they slipped down the chute. The intent was to measure the basic rate of production before making any environmental changes. Then, as changes were introduced, the impact to effectiveness would be measured byincreased or decreased production of the relays.

Feedback mechanism
Throughout the series of experiments, an observer sat with the girls in the workshop noting all that went on, keeping the girls informed about the experiment, asking for advice or information, and listening to their complaints. The experiment began by introducing various changes, each of which was continued for a test period of four to twelve weeks. The results of these changes are as follows:

Work Conditions and Productivity Results
Under normal conditions with a forty-eight hour week, including Saturdays, and no rest pauses. The girls produced 2,400 relays a week each. 1. They were then put on piecework for eight weeks. Output increased 2. They were given two five-minute breaks, one in the morning, and one in the afternoon, for a period of five weeks. Output increased, yet again 3. The breaks were each lengthened to ten minutes. Output rose sharply

http://www.envisionsoftware.com/articles/Hawthorne_Effect.html[4/7/2011 3:07:06 PM]

» Elton Mayo and Hawthorne Effect - Studies in Motivation

4. Six five-minute breaks were introduced. The girls complained that their work rhythm was broken by the frequent pauses Output fell only slightly 5. The original two breaks were reinstated, this time, with a complimentary hot meal provided during the morning break. Output increased further still 6. The workday was shortened to end at 4.30 p.m. instead of 5.00 p.m. Output increased 7. The workday was shortened to end at 4.00 p.m. Output leveled off 8.Finally, all the improvements were taken away, and the original conditions before the experiment were reinstated. They were monitored in this state for 12 more weeks. Output was the highest ever recorded - averaging 3000 relays a week

Elton Mayo's Conclusions on Job Performance
Elton Mayo came to the following conclusions as a result of the study: The aptitudes of individuals are imperfect predictors of job performance. Although they give some indication of the physical and mental potential of the individual, the amount produced is strongly influenced by social factors. Informal organization affects productivity. The researchers discovered a group life among the workers. The studies also showed that the relations that supervisors develop with workers tend to influence the manner in which the workers carry out directives. Work-group norms affect productivity. The Hawthorne researchers were not the first to recognize that work groups tend to arrive at norms of what is 'a fair day's work.' However, they provided the best systematic description and interpretation of this phenomenon. The workplace is a social system. The researchers c



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