How to Transport Light-Weight Cans Without Damage Through a High Speed Process?

you give us very little to do your work.

I don't think you realize what is involved and you may be over your head.

If you want help.

• Develop a project plan, with QUANTIFIABLE objectives.
• Break it down into smaller processes with a process or network diagram
• Do as much as you can on your own.
• Then come here with the information and asked, for ideas or opinions.

This is only a brief statement, if you need help putting a project plan together and the requirements, start a new thread.

If you need some direction on this, ask.

Good Luck

I am confused. Is this a job opening posting or are you asking if we can solve your engineering for free? Neither of these ideas are what you probably meant to propose here. What do you want us to do for you to solve your engineering problem?

There are specialty product transport conveyor solutions in the can and bottle handling industry that will do this, have a look on the internet (as I don't know their specific company names).

Alternatively look at how your existing system is operating and see if you can modify it to fix the problem (increasing the radius of conveyor bends, adding additional or better sensors, adding deceleration buffers at the end of transport lines, reducing distances between moving product to reduce impact force, etc).

Yes it could be a number of reason, accumulation tables for one. An analysis has to be to pinpoint the risks in the line as a whole.

And with the complexity, it is best to break it down in smaller segments and deal with it that way.

^{I wonder if we'll hear from the op?}

I have to disagree and putting this back on topic.

Eng: Do I get to see the project plan?

MBA: Thats on a need to know basis.

Thats no project plan. That may fall under a program plan that comprised of a project plans.

I have done projects as the project engineer/lead engineer that was in excess of $1,000,000 with out a structured project plan, But I did have direction. Its difficult, and its not without issues, but with commitment and integrity it works.

I have seen Project engineers that looked only to better themselves, nothing wrong with that that happens, but they due it at the detrimental expense of their employers.

Where I found a project plan works, is having a well defined scope, because this area, especially with project such as the one listed. Scope Creep will devastate the project with budget and schedule overruns with a constant redefining of the scope, without adjustment to the original quote. You need reference points. A scope does that.

I made a living in taking over poorly planned projects cleaning these up, and giving companies options (usually there are few options for me to work with) from a large but poorly planned or a poor performing projects.

And to get these options usually turned out to be to sell the company.

By:

• organize
• land a huge project that would be profitable,
• Ensure the performance of the project
• Look for a buying for the company
• Sell

Its can be downright depressing. All due to poor management.

You're correct my absurd dialog happens when there is no project plan. You're wrong to think that engineers are never expected to meet mysterious or obscured design goals.

You're wrong to think that engineers are never expected to meet mysterious or obscured design goals.

No Redfred, That is not what I mean't, I seen it done.

What my point was, I have seen engineers who was managing projects, that agreed to changes from the customer, whether increased throughput, quality, upgrades, adders......ect......

and never followed through with a confirmed change order with the adders to the original quote.

Try to get your money out from that.

That is when you have a scope to reference off of, then you never take a verbal change order that is not followed up with a written one with a signed response.

Two companies, I had to liquidate because of that. ^{Along with poor engineering practices.} Just so happened, it was the same engineer, that hosed it up, and then skipped to another company and then proceeded hose that company up, and then skipped again.

I just had to see where he skipped to, he created allot of work for me.

So here's the paradox. What should an engineer do when they believe the contracted design will not work but the engineer sees a way to make it work? There is no single correct answer to this paradox. In some cases the anticipated added gratuity engineering is why a contract is awarded. In some cases the project creep expense destroys all profit for the engineering company. In some cases the customer is so clueless in their design needs that they wouldn't know a fair price or good design if it bit them.

That is not the problem or a paradox, but is a sign of poor (and gutless) management. It only comes with a poor Project Plan

difficult situation yes, but inaction will creates a problem. The last sentence of this post will explain why you have this problem.

I have had to break the news to the client many a times, especially when stepping into a project that resembles an abortion.

Talking about a hot seat. But, what one does is not do is leave the client .......hanging.

When I break the news. I show them the weaknesses for success, but,.... I always put forth a solution, and there are times where the client would request me to be in on the meetings back at their main office to explain and support.

And then it is up to the customer to kill the project. rarely has this happened. But I will confess, there were a couple of times that my suggestion was to kill the project.

And if the customer is clueless, which is the case allot of the times......initally on the start of a project, it falls under the project manager to keep him abreast.

Communication!

What I have experience, initially is the customer not so much knows what he really wants, but does not now what his needs are. Thats when a good project manager brings in tasks specialist......usaully engineers, or if he's a project engineer himself makes it easier.

And to steer the customer to point out his/her actually needs. It requires some salesmanship (I hate that word), but when you know what his goals are, you can accomplish this allot better.

And guess where you find those goals? a good Project Management Plan.

Have your client contact me directly by PM system here.

Or, did you want to retain my devepolment company?

There's not much pro bono consulting done here.