50 Ton Gantry Crane

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Gantry cranes can be classified into different types in terms of the gantry crane beams configuration, cantilever, crane supporting systems, the material handling selection types, application fields and the lifting trolley systems. Details are as follows:

1. By structure: double main girder gantry crane, box or truss gantry cranes.
2. By cantilever: single-cantilever gantry crane, double cantilever, no cantilever gantry crane.
3. By support methods: rail mounted gantry cranes, rubber tired gantry cranes.
4. By the picking device points: hook gantry crane, grab gantry crane, electromagnetic gantry cranes and so on.
5. By use occasions: universal gantry cranes, shipbuilding gantry cranes, hydropower station gantry cranes and so on.

Manufacturers have been pursuing productivity maximization and efficiency maximization. Today, 50 ton gantry crane manufacturers often rely on next-generation information technologies such as cloud computing, data-driven manufacturing, information physics systems, and industrial 4.0. These advanced concepts will undoubtedly stimulate the transformation and development of the manufacturing industry. However, what is contrary to this is the status quo in the manufacturing industry. There is a lot of waste in the manufacturing process that needs to be controlled.

Before discussing digitization and optimization, manufacturers need to carefully examine their own operational processes, identify wasteful areas, and develop effective methods to reduce or eliminate waste. Controlling waste is the first step for manufacturing companies to adopt advanced intelligent manufacturing strategies.

Manufacturing consists of a series of conversion processes. The shop processes the raw materials into finished products or semi-finished products through a series of separate conversion processes such as forging, welding or machining. Each process includes many separate elements. The basic elements of machining include tools, machine tools, fixtures, and coolant supply. Together these elements form a processing system that is supported by the relevant equipment and components in the production system.

The planning, programming, and economic management functions center on the production system and constitute the production environment. The core element of the production environment is people. Although computers, robots, and other advanced technologies are widely used in manufacturing today, the decision-makers who control the overall environment are people.

The machining process is based on a series of technical application details concerning tool selection, cutting conditions, programming, and workpiece materials and tooling fixtures. Other key details include production requirements and the specified quality level of the finished workpiece.

The relationship between application details and economic effects of these technologies and their development and change laws are called production economics. The goal of production economy is to balance all involved factors. The technical elements aim to produce satisfactory results in terms of workpiece quality, quantity, and timely delivery, but at the same time, in order for the sustainable development of the company, the operating costs must be controlled.

However, waste in manufacturing systems can interfere with the mechanism of action that balances the economics of production. There are various forms of waste in the manufacturing system. Such waste can destroy balance. For example, using a 60kW machine in a continuous cutting application with only 15kW is a waste of energy and power. For another example, when the finished workpiece does not reach the required quality level, the time, money, and resources invested in the processing process are wasted due to product failure. Similarly, when manufacturing parts are unnecessarily higher than the required quality level, it is also a waste because higher quality means more cost.

Insufficient use or misuse of intellectual resources is also a waste, which is often neglected. Some employees of the company may have knowledge or skills that can help the company’s development. However, due to lack of communication, internal politics of the company, and other reasons, their knowledge, and skills are not fully utilized, so they are wasted.

After determining waste behavior and classifying it, the shop should develop a plan to reduce or eliminate waste. Manufacturers can use many tools to identify, quantify, and minimize waste. For example, an analysis of tool usage, operation, and performance degradation will help identify problems.

This type of analysis has shown that in some cases, as many as 20% to 30% of the tools are mistakenly judged as scrapped by workers, and in fact, they can still be used – the remaining tool life is wasted. By setting clear tool scrap standards and communicating the standards to the workshop staff, the waste of tool life can be greatly reduced.

Similarly, machine downtime analysis can quantify the time it takes for tool setup, programming, and tool change. These analyses often show that up to 50% to 60% downtime can be avoided by better understanding, implementation, and coordination of these necessary but time-consuming activities.

With interviews, surveys, and training programs, you can find a lot of useful information when dealing with personal issues that lead to wasted intellectual resources and knowledge skills. As a result, employees can work better and develop their own capabilities to maximize productivity.

In machining operations, true value-adding activities occur only when the tool actually cuts metal and generates chips. Others, such as parts loading and fixing, are called “value support activities.” These activities do not directly increase the value of the product, but they are necessary activities to realize the added value.

The third activity in the processing system is non-essential activity. These activities neither create value nor support the creation of value. Instead, they consume resources and will not bring any benefit. It is purely wasteful. Solving problems is a non-essential activity. If the process was designed and controlled reasonably at first, then there would be no problem and no time wasted.

After eliminating the waste, the theoretical production economy can be realized. At this point, the economic progress of production can be directly applied to the company. However, care must be taken when trying to eliminate every waste. The key is to quantify the investment return on waste reduction activities. The total elimination of waste may involve very large investments. From an economic point of view, accepting waste or partially wasting and coexisting with them may be a better option. When making such decisions, proper quantitative analysis needs to be followed, and the company needs to balance the pros and cons internally.