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27.10.2011., četvrtak

SHOP FLOOR MATS - SHOP FLOOR


Shop floor mats - Wholesale engineered wood flooring.



Shop Floor Mats





shop floor mats






    shop floor
  • The part of a workshop or factory where production as distinct from administrative work is carried out

  • The Shop floor literally is the floor of a factory (machine shop) where people work on machines, or the space in a retail establishment where goods are sold to customers. It is opposed to offices and so forth providing accommodation to the business's management.

  • workplace consisting of the part of a factory housing the machines; "the productive work is done on the shop floor"





    mats
  • Become tangled

  • Tangle (something, esp. hair) in a thick mass

  • (mat) a thick flat pad used as a floor covering

  • (mat) entangle: twist together or entwine into a confusing mass; "The child entangled the cord"

  • (mat) flat: not reflecting light; not glossy; "flat wall paint"; "a photograph with a matte finish"











shop floor mats - Airug Anti




Airug Anti Fatigue Floor Mat - 5ft. x 3ft. Dim.


Airug Anti Fatigue Floor Mat - 5ft. x 3ft. Dim.



Closed-cell PVC sponge matting provides excellent leg and back support and reduces discomfort from standing for long periods of time. Slip-resistant, directional ribbed-top surface contributes to a safe work area. Protects floors while shielding falling tools from damage. Mat is 3/8 in. thick, black in color and has all 4 sides beveled and sealed. For dry, light-to-medium-duty work areas. U.S.A. Factory shipped. Color: Black, Dimensions L x W (ft.): 5 x 3, Thickness (in.): 3/8, Pattern Design: Ribbed, Material Type: PVC










89% (9)





Two couples relaxing on large floor mat




Two couples relaxing on large floor mat





Shop on stilts inhabitants sitting on floor mat

Black panther stout

water bottle

Cambrew says“Black Panther Stout is a stout named after the powerful symbol for strength, energy and health. Black Panther Stout embodies the full quality of a stout with an alcohol content of 8% to 8.3% by volume. Black Panther Stout is robust, full bodied with special bitterness and a strong hoppy aroma, to put back what the day has taken out.”

I say: I was hoping for an imperial stout that did Huey P. Newton proud. J. Edgar Hoover called the Black Panthers “the greatest threat to internal security in the United States” and I believe that this beer is an equal threat to the security of my internal organs. Alcohol content is 8%, so Black Panther burns on the way down like setting fire to Watts in 1966 and then beats you about the liver like a COINTELPRO agent. Thin head, burnt butter and molasses flavours. Finish is dry and astringent.

Availability: Widely available, can only

If this beer was an animal, it would be: A jive turkey











Grocery Floor 3




Grocery Floor 3





This drove me nuts! I tried to get what I had for #2 and then play with the edges but I could not get the dirt to "pop" the way I had before. I really don't like this. BLAH! Frames and such did not help either.

The dirty Market Basket floor, complete with orange linoleum squares and grocery store floor mat.









shop floor mats








shop floor mats




New Shop Floor Management






In this first comprehensive departure from the time-and-motion dictums of Frederick Taylor's Shop Management that have influenced management practices for most of this century, Kiyoshi Suzaki offers a framework for successfully conducting business at its most crucial point-the shop floor. Drawing on the principles of holistic management, where organizational boundaries are smashed and co-destiny is created, Suzaki demonstrates how modern shop floor management techniques -- focusing maximum energy on the front line -- can lead to dramatic improvements in productivity and valueadded-to-services.
The role of management today, Suzaki argues, is to eliminate its own responsibilities by thinking of the organization from the genba, or shop floor, point of view. In this challenge, Suzaki claims, organizations need to collect the wisdom of people by practicing "Glass Wall Management," where organizations become transparent, enabling employees to contribute maximum creativity as opposed to blocking their potential with what he calls "Brick Wall Management." Further, to empower individuals to selfmanage their work and satisfy their customers, Suzaki asserts that they all should learn to manage their own "mini-company," where everybody is considered president of his or her area of responsibility.
Front-line supervisors, Suzaki shows, must develop a mission and goals and share them both up and downstream. He cites examples of the "shop floor point of view" -- McDonald's Corporation's legal staff learning how to sell hamburgers and fix milkshake machines; Honda's human resource staff training on the assembly line -- that narrow the gap between top management and the shop floor. By upgrading people's skills, focusing on empowerment, and streamlining processes, Suzaki illustrates that an organization will realize concrete improvements in quality, cost, delivery, safety, morale, and ultimately, its competitive position.

In this first comprehensive departure from the time-and-motion dictums of Frederick Taylor's Shop Management that have influenced management practices for most of this century, Kiyoshi Suzaki offers a framework for successfully conducting business at its most crucial point-the shop floor. Drawing on the principles of holistic management, where organizational boundaries are smashed and co-destiny is created, Suzaki demonstrates how modern shop floor management techniques -- focusing maximum energy on the front line -- can lead to dramatic improvements in productivity and valueadded-to-services.
The role of management today, Suzaki argues, is to eliminate its own responsibilities by thinking of the organization from the genba, or shop floor, point of view. In this challenge, Suzaki claims, organizations need to collect the wisdom of people by practicing "Glass Wall Management," where organizations become transparent, enabling employees to contribute maximum creativity as opposed to blocking their potential with what he calls "Brick Wall Management." Further, to empower individuals to selfmanage their work and satisfy their customers, Suzaki asserts that they all should learn to manage their own "mini-company," where everybody is considered president of his or her area of responsibility.
Front-line supervisors, Suzaki shows, must develop a mission and goals and share them both up and downstream. He cites examples of the "shop floor point of view" -- McDonald's Corporation's legal staff learning how to sell hamburgers and fix milkshake machines; Honda's human resource staff training on the assembly line -- that narrow the gap between top management and the shop floor. By upgrading people's skills, focusing on empowerment, and streamlining processes, Suzaki illustrates that an organization will realize concrete improvements in quality, cost, delivery, safety, morale, and ultimately, its competitive position.










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