Dissertation--Universität Heidelberg, 2001. / Bibliogr. p. 537-561.

Thesis (M.S. in Electrical Engineering)--Naval Postgraduate School, March 2004. / Thesis advisor(s): Frank E. Kragh. Includes bibliographical references (p. 151-153). Also available online.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2003. / Includes bibliographical references.

As Moore's law continues to 20nm and below, traditional CMOS device faces severe short channel effects. Industry is switching from traditional CMOS to FinFET in order to keep Moore's law alive. Due to the three-dimensional structure of FinFET, many challenges need to be solved. After that, FinFET will finally be able to replace traditional CMOS in the semiconductor industry. This thesis discusses the manufacturing challenges of FinFET. In addressing these challenges, characterization of the FinFET standard cells has been done. The characterization is based on saturation current, leakage current, implantation angle and the average edge placement error at metal one layer. Three design variables, including the metal pitch, the fin pitch and the fin width are optimized to achieve better design quality. Standard cell library which contains combinatorial cells as well as sequential cells are characterized and optimized. Two optimization scenarios are included in the final results. One is performance driven, optimizing the saturation current and the leakage current, while the other is manufacturability driven, optimizing the implantation angle and the average EPE. The optimization results show the tradeoff between performance and manufacturability. / text

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This project was created to address an important issue currently faced by test facilities measuring static pressure for air-conditioning and heat pumps. Specifically, ASHRAE Standard 37, the industry standard for test setup, requires an outlet duct of a certain length, based on the unit outlet geometry, and this ducting added to the unit height may result in a test apparatus height that exceeds psychometric test room dimensions. This project attempted to alter the outlet duct in a way that reduces the test apparatus height while maintaining the reliability of the ASHRAE Standard 37 testing setup. The investigation was done in two scenarios, the first, which altered the direction of the flow after the unit with an elbow and measured static pressure downstream of the elbow, and the second which inserted a passive resistive piece in the flow to decrease the required distance between the unit and the static pressure measurement. Three air handling units were used in Scenario 1 and Scenario 2 testing, with the two smallest units additionally being tested in Scenario 1 with an over-sized duct. The scenario tests were required to be within 5% power and 2.5% airflow of a baseline test following ASHRAE Standard 37. he results for Scenario 1 have shown that ASHRAE Standard 37 can be modified to reduce testing height restrictions by using a square elbow with turning vanes, provided it is oriented in a specific way in relation to the blower. Furthermore, additional Scenario 1 testing on the over-sized outlet duct shows that possibilities exist for using a single over-sized duct to successfully meet ASHRAE Standard 37 testing conditions when testing a variety of units. Finally, the results of Scenario 2 have shown that the height constraints of the outlet duct can be reduced by installing a passive resistive device consisting of a mesh at the outlet; however, this approach applies only to those units with the heat exchanger located downstream of the blower. As a result of specific issues or problems that were encountered during the project that were beyond the scope, eleven case studies were presented and recommended for future work.

Sammanfattning Denna rapport behandlar införandet av standardiserat arbete i produktionssystemet hos företaget Inission Munkfors AB. Arbetet har utförts i kursen Examensarbete för högskoleingenjörsexamen i maskinteknik (MSGC17), som ges vid Fakulteten för hälsa, natur & teknikvetenskap på Karlstads universitet.Företaget Inission Munkfors AB har som mål att från år 2012 till år 2017 kunna fördubbla omsättningen och halvera ledtiden, med samma personalstyrka som år 2012 (75st anställda). Detta kallar företaget "Inspirit 2x2 2017", och strategierna för att nå målen är att: skaffa fler och rätt kunder, ha en unikt bra leveransprecision och alla medarbetare ska vilja vara med. Detta ska uppnås genom att bl.a. tillämpa standardiserade arbetssätt, som är en av Toyotas 14 principer.Denna studie fokuserar på monteringsprocessen av ett specifikt elektronikskåp. Företaget har en tidigare historik med stor frihet gällande hur arbetsuppgifter utförts av medarbetarna. Detta har lett till att montörerna har utvecklat individuella sätt att montera elektronikskåpen på, vilket gjort att en spridning i monteringstid har uppstått. Från en nulägesanalys av processerna i produktflödet utfördes tidtagning, observationer av arbetssätt, och från resultatet dokumenterades förbättringsförslag gällande kvalitet och effektivitet med stöd av Lean-teori om slöseri och standard. För monteringsprocessenskapades och infördes en metodstandard. Under framtagningen av metodstandarden fördes en diskussion med de berörda medarbetarna om vad företagets strategier innebär, teori angående standard och varför det är viktigt att arbeta standardiserat. Under mötet framkom att det finns en negativ inställning bland medarbetarna gällande företagets uppsatta mål, och okunskap kring strategierna samt behovet av att arbeta standardiserat. Några av medarbetarna ansåg att standardiserat arbetssätt inte skulle vara till någon hjälp för dem, vilket tyder på en rädsla för förändring i arbetssättet. Denna negativa inställning och rädsla kan övervinnas genom attledningen skapar ökad förståelse för målen och behovet av att arbeta standardiserat. Vid mätning av cykeltider för två montörer visade resultatet att spridningen i monteringstid minskat från 11 h och 15 min till 15 min vid införandet av metodstandarden. Detta indikerar det som beskrivs i teorin att spridningen sannolikt minskar när alla gör på samma sätt. Monteringen tog tidigare i genomsnitt 8,15 h, och de nya mätningarna visade att monteringen tog i genomsnitt 5,5 h, vilket ger möjligheter till minskad ledtid för produkten. Företaget bör fortsätta dessa mätningar för att se hur spridningen ser ut mellan fler montörer. När arbetssättet är väl inövat och monteringstiden balanserats bör metodstandarden tidsättas för att synliggöra avvikelser och möjliggöra förbättringsarbete i processen. / Abstract This report treats the introduction of standardized work in Inission Munkfors AB's production system. The work has been performed in the course Degree Project for Degree of Bachelor of Science in Engineering - Mechanical Engineering (MSGC17), given at the Faculty of Health, Nature & Technology at Karlstad University.The company Inission Munkfors AB aims from year 2012 to 2017 to double the turnover, halve the lead time, with the same number of employees as in year 2012 (75 people). This goal is called "Inspirit 2x2 2017" by the company, and the strategies for reaching the goal are: acquire more and correct customers, have a unique delivery precision and to get all the coworkers on board in the change process. One of the corner stones to achieve this will be practising standardized work, which is one of Toyota's 14 principles. This study focuses on the assembly process of a specific electronics cabinet. The company has a former history of freedom regarding how working tasks are performed by the workers. This has led to a development of individual ways of assembly among the workers, which have caused a scatter in assembly time.From a current state analysis of processes in the flow of products, proposals for improvement in effectiveness and quality were documented with support from Lean theory about waste and standard, and for the assembly process a standardized work method was created and introduced. During the development of the standardized work method, a discussion was held with co-workers about the meaning of the company's strategies, theory regarding standardization and the importance of standardized work. From the meeting it was realised that the co-workers have a negative attitude towards the company's goal, and lack of knowledge regarding the meaning of the strategies and the need for standardized work. Some of the co-workers thought that standardized work wouldn't help their daily work, which indicates fear of change. The negative attitude and fear of change can most likely be overcome if the management teaches understanding for the goal and the need for standardized work.The result of the assembly time for two assemblers shows that the scatter has decreased from 11 h and 15 min to 15 min when the standardized work method was introduced. The resultsindicates what is described in the theory that the scatter will decrease if everybody practises the same way. The former average time for mounting was 8,15 h, and the new results shows an average time of 5,5 h, which generates possibilities in cutting lead time for the product. The company need to continue these time studies to be able to see how the scatter is affected by the rest of the co-workers. When the standardized work method has been practised by the co-workers and the scatter in assembly time is rather balanced, the time for executing the activities in the standardized work method should be introduced and documented. This enables visualisation of deviations and makes it possible to improve the process.

No description available.

The main claim defended is that a notion of discursive rationality emerges from the framework of Austinian speech act theory, and, moreover, is an appropriate tool for the resolution of the identified normativity problem. I thus propose a qualified endorsement of an approach owed in large part to Habermas's concept of communicative action.

Thesis (M.S.)--Virginia Polytechnic Institute, 1970. / Also available via the Internet.