Resources search results "Power"

Top 3 Issues That a Top-Notch Mobile Sales Solution Will Address
Command Alkon
Spend More Time in the Field Generating Business Mobile technology that allows real-time information to be collected and shared is changing the face of the construction industry. This technology is being used to track daily activities and critical information, and streamline collaboration between teams in the field and at the office. What's shaking up sales processes in the technology world? Mobile sales solutions. Many sales people love their current manual or isolated quoting processes because they’re easy and have very few constraints. However, the rest of the organization often suffers from the headaches resulting from the lack of visibility or audit trails inherent to these processes, which ultimately negatively impacts your organization’s operational stability and growth plans. If this sounds like your organization, it may be time to investigate automated solutions that are designed specifically for the Heavy Building Materials industry that can empower accurate sales forecasting and minimize quoting inaccuracies. What Can A Mobile Sales Solution Do for My Business? Three problems that a mobile sales solutions address includes: 1) Generating timely and accurate quotes: Roughly 25% of Heavy Building Materials production volume is quoted and shipped within 24 hours. Without real-time information, there is room for unintended errors to easily creep into the process; such as outdated pricing and unauthorized discounts. According to well-regarded research firms, these rebills can cost companies up to 5% of the original transaction value. Progressive Ready-Mix Producers and Bulk Material Suppliers are using mobile sales solutions to more effectively perform quoting, monitoring, and forecasting through an investment that can easily pay for itself by eliminating just a handful of credit and rebill situations. 2) Maintaining realistic pipeline estimates and forecasts: Recent research by the Aberdeen Group shows that only around 55% of companies that do not implement a best-in-class forecasting process achieve their sales quotas, compared to 97% of companies that choose to implement advanced forecasting approaches achieving theirs. With a sales solution in place that provides real-time visibility into both an accurate backlog and an accurate sales forecast, you are empowered to make decisions and adjustments that steer your organization in the right direction on a daily basis (even a hourly basis, if needed) instead of relying on a monthly snapshot of quickly outdated information.  3) Missing opportunities due to lack of visibility in the field: How often does your company miss opportunities simply because a bid date is missed?  Does each sales team member have their own approach to selling, quoting, and closing opportunities?  Is pricing consistency a problem you deal with? With a mobile sales solution designed specifically for the industry in place you can gain the visibility you need to monitor and enforce sales activities and ensure a consistent and professional buying experience to your market. MOBILEsales is Command Alkon’s mobile sales solution for the Heavy Building Materials industry. This tool helps you standardize your sales approach across your team and eliminate issues that arise from inaccuracies and inefficiencies.
Delivery Information Available at the Touch of a Button
Command Alkon
This year has truly blown by. It’s hard to believe that it’s already August – which means it’s practically Christmas, right? I have a very large family, so usually around this time is when I start to budget and plan for Christmas shopping. I have a difficult time in large crowds, so the hustle and bustle of Christmas shopping in the mall isn’t my thing whatsoever. I prefer staying home in my PJs and shopping around on my favorite app – Amazon. Despite my early jump on the holidays, there are ALWAYS those few friends or family members that I forget about – perfect opportunity for Amazon! While I’m shopping around for a gift, the app gives me an estimate of when my goods will be delivered before I hit “purchase.” Real-time tracking gives me peace of mind to know that everything I ordered will be here before Christmas. Business is all about the customer: what the customer wants and what they get. I’m always a very satisfied customer when I use Amazon, and that’s why I continue to do so. I love constantly receiving information about the goods that I’ve purchased and having confidence that they will be delivered to me when I need them. What if you could also provide your customers with an experience that sets you apart from your competition? What if you too could offer a way for your customers to feel empowered during the order and delivery process? MOBILEjobsite can work for your business in ways that Amazon works for me. Your customer can receive dispatch data in real-time, regardless of their location. Like my Amazon app, this tool is an easy-to-navigate app that gives the user information on orders scheduled for today, upcoming orders for future days, real-time truck locations, load-level summaries of completed and upcoming orders, notifications when a load is on the way to your site, and records of load status times. A consumer survey conducted by Convey, a team of supply chain and technology professionals, showed that the customer forms impressions about the brand throughout the purchase experience, and these impressions are reaffirmed or destroyed by the experience they receive through the delivery process. To succeed, customer loyalty must be a core focus. Gain a competitive advantage by efficiently improving the delivery experience.
Gain a Competitive Advantage by Efficiently Improving the Delivery Experience
Command Alkon
This year has truly blown by. It’s hard to believe that it’s already August – which means it’s practically Christmas, right? I have a very large family, so usually around this time is when I start to budget and plan for Christmas shopping. I have a difficult time in large crowds, so the hustle and bustle of Christmas shopping in the mall isn’t my thing whatsoever. I prefer staying home in my PJ's and shopping around on my favorite app – Amazon.Despite my early jump on the holidays, there are ALWAYS those few friends or family members that I forget about – perfect opportunity for Amazon! While I’m shopping around for a gift, the app gives me an estimate of when my goods will be delivered before I hit “purchase.” Real-time tracking gives me peace of mind to know that everything I ordered will be here before Christmas.Business is all about the customer: what the customer wants and what they get. I’m always a very satisfied customer when I use Amazon, and that’s why I continue to do so. I love constantly receiving information about the goods that I’ve purchased and having confidence that they will be delivered to me when I need them. What if you could also provide your customers with an experience that sets you apart from your competition? What if you too could offer a way for your customers to feel empowered during the order and delivery process?MOBILEjobsite can work for your business in ways that Amazon works for me. Your customer can receive dispatch data in real-time, regardless of their location. Like my Amazon app, this tool is an easy-to-navigate app that gives the user information on orders scheduled for today, upcoming orders for future days, real-time truck locations, load-level summaries of completed and upcoming orders, notifications when a load is on the way to your site, and records of load status times.A consumer survey conducted by Convey, a team of supply chain and technology professionals, showed that the customer forms impressions about the brand throughout the purchase experience, and these impressions are reaffirmed or destroyed by the experience they receive through the delivery process. To succeed, customer loyalty must be a core focus. Gain a competitive advantage by efficiently improving the delivery experience.
Interested in BIG Productivity Gains? Wipe Out Non-Productive Driver and Fleet Time
Command Alkon
There’s some good, solid news for the construction industry: Dodge Data & Analytics Index projects that we’ll have “moderate strengthening” through the end of 2018. But in terms of productivity, we appear to be heading in a different direction. Of note, a recent survey of 600 global construction leaders* compiled by PlanGrid and FMI Corporation mentions: ·         Poor communication, rework and bad data management cost the construction industry; $177 billion annually in labor costs in the United States alone. ·         Construction workers lose almost two full working days per week solving avoidable issues and searching for project information. ·         Each construction project team member spends more than 14 hours weekly on average dealing with conflict, rework and other issues. ·         Almost half of all rework is due to poor communication among project stakeholders, and poor project information, while 26% of rework is due to poor communication or miscommunication between team members caused unresponsiveness of team members; the inability of project stakeholders to collaborate effectively; and the lack of a common platform for all team members to communicate and share project data. ·         The most common goals for technology adoption included providing better access to project data, improving project productivity and increasing the accuracy of project information. ·         Workers are not taking full advantage of mobile devices and IT investments. Stamp Out Non-Productive Driver and Fleet Time for Big Productivity Gains It stands to reason that companies who address productivity issues will not only avoid scrambling for information and wasted hours and energy but also quickly gain competitive advantage. If you’re managing drivers and trucks that wheel in and out of numerous sites during the day or week and aren’t using automatic processes via technology to more efficiently track and manage your fleet, there’s more good news. You can increase driver productivity and avoid the 20-40 minutes per truck per day that’s lost through clocking in and out and other non-productive activities during: ·         Time in Transit ·         Time at the Job Site ·         Time in the Yard Forty minutes per day, per truck may seem marginal at first glance. But 200 minutes/week x 48 weeks/ year = 9,600 minutes, 160 hours or a total of 4,000 hours of inefficiency for a fleet of 25 trucks. Time in the yard is the lever most within a producer’s control and represents over half of the total nonproductive time per truck. So, rather than simply adding incremental trucks and drivers to the fleet to boost productivity (which unfortunately only adds to the total non‐productive hours and fails to improve operational processes), consider a solution that: ·         Uses automatic processes via technology to more efficiently track and manage your fleet. ·         Enables your drivers to punch the clock from in the cab, an efficiency enhancer that alone could save you up to 20 minutes per day (this is time spent in your own yard, under your own watch, that you can act on quickly to recapture those minutes, regardless of what happens away from your yard). ·         Captures a meaningful portion of that lost time from each driver. ·         Provides a constant view into the location and performance of your entire fleet. ·         Is adaptable and helps your teams collaborate in real-time with a “central source of truth” and access to relevant data when you need it. At least 50% of employees’ non‐productive time can be captured back efficiently and effectively when the right combinations of levers are pulled – both in terms of area of focus (i.e., time in yard) and adaptability to each individual customer’s business process requirements. This equates to big productivity increases over both the short- and long-term. Learn more about how Command Alkon’s TrackIt solution offers an industry specific, flexible and fully customizable solution to track your fleet and meet your specific needs, including in-cab time and attendance functionality focused at recapturing lost time in the yard, helping you drive a more efficient fleet and improve your profitability. *500 respondents from the United States and 99 from Australia, New Zealand, United Kingdom and Canada. Of those surveyed, 49% work for general contractor firms, 36% came from specialty trades and 15% were owners. Over 300 respondents came from the commercial sector and the other respondents represent industrial and manufacturing, heavy civil, healthcare, power (oil and gas, and energy), education and government.
Interested in BIG Productivity Gains? Wipe Out Non-Productive Driver and Fleet Time
Command Alkon
There’s some good, solid news for the construction industry: Dodge Data & Analytics Index projects that we’ll have “moderate strengthening” through the end of 2018. But in terms of productivity, we appear to be heading in a different direction. Of note, a recent survey of 600 global construction leaders* compiled by PlanGrid and FMI Corporation mentions: ·        •Poor communication, rework and bad data management cost the construction industry; $177 billion annually in labor costs in the United States alone.        •Construction workers lose almost two full working days per week solving avoidable issues and searching for project information. ·       • Each construction project team member spends more than 14 hours weekly on average dealing with conflict, rework and other issues. ·         •Almost half of all rework is due to poor communication among project stakeholders, and poor project information, while 26% of rework is due to poor communication or miscommunication between team members caused unresponsiveness of team members; the inability of project stakeholders to collaborate effectively; and the lack of a common platform for all team members to communicate and share project data. ·        •The most common goals for technology adoption included providing better access to project data, improving project productivity and increasing the accuracy of project information. ·        •Workers are not taking full advantage of mobile devices and IT investments.      Stamp Out Non-Productive Driver and Fleet Time for Big Productivity Gains It stands to reason that companies who address productivity issues will not only avoid scrambling for information and wasted hours and energy but also quickly gain competitive advantage. If you’re managing drivers and trucks that wheel in and out of numerous sites during the day or week and aren’t using automatic processes via technology to more efficiently track and manage your fleet, there’s more good news. You can increase driver productivity and avoid the 20-40 minutes per truck per day that’s lost through clocking in and out and other non-productive activities during: ·         •Time in Transit ·         •Time at the Job Site ·         •Time in the Yard Forty minutes per day, per truck may seem marginal at first glance. But 200 minutes/week x 48 weeks/ year = 9,600 minutes, 160 hours or a total of 4,000 hours of inefficiency for a fleet of 25 trucks. Time in the yard is the lever most within a producer’s control and represents over half of the total nonproductive time per truck. So, rather than simply adding incremental trucks and drivers to the fleet to boost productivity (which unfortunately only adds to the total non‐productive hours and fails to improve operational processes), consider a solution that: ·         •Uses automatic processes via technology to more efficiently track and manage your fleet. ·         •Enables your drivers to punch the clock from in the cab, an efficiency enhancer that alone could save you up to 20 minutes per day (this is time spent in your own yard, under your own watch, that you can act on quickly to recapture those minutes, regardless of what happens away from your yard). ·         •Captures a meaningful portion of that lost time from each driver. ·         •Provides a constant view into the location and performance of your entire fleet. ·        •Is adaptable and helps your teams collaborate in real-time with a “central source of truth” and access to relevant data when you need it. At least 50% of employees’ non‐productive time can be captured back efficiently and effectively when the right combinations of levers are pulled – both in terms of area of focus (i.e., time in yard) and adaptability to each individual customer’s business process requirements. This equates to big productivity increases over both the short- and long-term. Learn more about how Command Alkon’s TrackIt solution offers an industry specific, flexible and fully customizable solution to track your fleet and meet your specific needs, including in-cab time and attendance functionality focused at recapturing lost time in the yard, helping you drive a more efficient fleet and improve your profitability. *500 respondents from the United States and 99 from Australia, New Zealand, United Kingdom and Canada. Of those surveyed, 49% work for general contractor firms, 36% came from specialty trades and 15% were owners. Over 300 respondents came from the commercial sector and the other respondents represent industrial and manufacturing, heavy civil, healthcare, power (oil and gas, and energy), education and government.
Vertical Shaft Impactors
Stedman Machine Company
The Stedman V-Slam™ is the vertical shaft impactor for all your coarse-to-fine crushing needs. It offers significant savings over higher-priced competitive crushers. The V-Slam, with its low horsepower per ton of throughput, minimizes operating costs. Our vertical shaft impactors feature multiple rotor configurations for various applications. From open and enclosed rotors to the Stedman Patented Tubular Rotor, each machine is configured to provide customers exactly what is needed for their unique application.The V-Slam has a wide speed range as well as the highest rotor tip speed allowing a high degree of process control.The new Patented Tubular Rotor provides many benefits over the standard shoe and anvil designs as well as rock-shelf applications. The easily replaceable and indexable rotor tubes, cut your total operating cost and maintenance time in half, making V-Slam the easiest VSI to maintain and one of the best impact crusherson the market.Vertical Shaft Impactor ApplicationsLimestoneSand & GravelGlassFerro Silicon & Silicon CarbideAluminum Dross & Other SlagsBurnt MagnesiteTungsten CarbideTrona SulfateBariteBakery WasteZeoliteand much more...Click here for information on retrofitting your existing VSI to the NEW Stedman Tubular RotorGive Your Materials a Spin in our Test Facility VSIThe Stedman Testing & Toll Processing Facility is the place to test your material in our full size VSI. If it can be crushed, ground, pulverized or mixed, chances are we’ve done it. We have more than 10,000 test reports to help get you to the best solution quickly. To learn more about what to expect from testing, read this article that ran in POWDER BULK ENGINEERING magazine.
How Much Does It Cost To Operate a Crusher?
Stedman Machine Company
How Much Does It Cost To Operate a Crusher? By Chris Nawalaniec Crushing equipment is the heart of an industrial material-processing system. The size reduction choice you make will have a profound impact on the profitability of your business. When the right choice is made, you should expect many years of profitable operation. How do you make the right crusher choice? Crushers are not glamourous. They are brute force workhorses and what they do is simple, really. Size-reduction equipment in all forms is adding energy to a material to make big pieces smaller. Simple, right? Cost versus Value What does it cost or what is it worth? Producers need to keep that simple equation in mind. We all have to keep our eye on the ball and stay focused on profitability. What are Crushing Costs? Capital acquisition cost Base machine Structures and chutes Motors, drives, guards Energy consumption per unit produced Electricity Compressed air Wear parts cost Normal maintenance Planned downtime Lubrication costs Oil Grease Major repairs Infrequent maintenance Unplanned downtime Labor Normal maintenance Special or unique tools required When the above costs are all accounted for, they are used to quantify the production costs related to size reduction and are expressed in cost per unit of measure production. For example, $0.50 per tph. What Does Value Mean? There are always opportunities to buy a machine at a lower upfront cost. This usually translates into paying higher operating costs over the life of the equipment. Higher service labor cost. Higher wear parts costs. Higher energy costs. Often there is a justifiable case to spend additional capital dollars for the better machine. When evaluating crushing equipment suppliers, crusher manufacturers should quantify both costs: purchase price and operating costs. Before you purchase, ask for reference customers to visit. Selecting Equipment Why are there so many types of equipment? Our team brainstormed this question, and we came up with more than 50 tools or machines that are used for size reduction. What we are addressing here is industrial size reduction of dry, solid materials, which are grown, mined or chemically synthesized, and need to have a physical dimension alteration to be put to use. Customers are asked five questions to begin the equipment selection process. What is the material? What is the moisture content? What is the maximum size going into the machine? What is the size range desired after crushing? What is the desired production rate of finished product? When it’s time to dive a bit deeper to define the problem, we ask some additional questions. How long do you expect to operate the plant? Are you looking at mobile, skid-mounted or fixed installation? Are there electrical limitations or special power requirements at the plant site? Is the system open or closed circuit? Do we need to consider future expansion plans now? The variables above all affect your costs. Let’s take the first question as an example. How long do you plan to operate? There are times when mines reserves, stockpiles, permits, project contract terms affect expected life. If a project is limited by any factor, then “good enough” could be the best choice. As long as the equipment is safe and there are machine wear parts and service available, then going “cheap” may be the best choice. Another factor to consider with low-cost is limited post-sale assistance if there is some process change or major equipment problem. You don’t want to be hung out to dry. Aggregate producers typically expect to be running and profitable for many years. Always buy a crusher from an established company, develop a relationship, and expect ongoing service and personal contact. Ask before you buy about how they approach post-sale parts sales and service. Ask the company quoting how they intend to offer service for their crusher. How many field service people do they have? Are they local, regional or too far away? Not having responsive suppliers will have a significant impact on your plant profitability. Summary Investing in the best size reduction equipment for your specific needs is a big decision. The above should give you a lot to think about so equipment solutions can be objectively analyzed. Chris Nawalaniec is vice president of sales and marketing at Stedman Machine Co.
Stedman Size Reduction Test Lab Testing Materials From A-Z
Stedman Machine Company
Stedman Size Reduction Test Lab, Testing Materials From A-Z, Featuring Full-Size Crushing Equipment for Dependable Results. Stedman's unique test lab assures you're buying the right equipment for the job. Our highly-trained and experienced technicians will test your materials on full-size equipment. The Stedman testing program gives you the information you need to select the right crushing and size reduction equipment. Grand Slam™ Impactor, The Stedman 30" x 30" Grand Slam tests secondary and tertiary applications. Gap settings and rotor speeds for specific particle size gradation can be determined. H-Series™ Multi-Row Cage Mill Pulverizer, A wide variety of 2, 4 and 6 row cage designs with a complete range of sleeve/pin spacings. V-Slam™ Impactor, Designed for size reduction of minerals, ores and chemicals. Micro-Max™ Fine Grind Air Swept Mill , Screenless mill capable of producing a wide range of particle sizes. Liquid injection ports standard for grinding heat sensitive materials, or by adding heat capable of grinding and drying in one pass. Aurora™ Single or Dual Rotor Crusher , Designed for higher throughput and smaller particles. Ideal when delumping for pneumatic conveying or unloading. Complete Analysis From Experienced Professionals , The quality data produced from the test of your material helps you estimate operating costs from power consump­tion to wear parts. The written technical report provided to you includes: • Moisture content analysis • Gilson screening of raw feed particle size distribution • Product particle size distribution • Bulk density analysis • Abrasion test results • Estimated metal replacement costs • Horsepower consumption
Superior Maintenance Performance: Three Conditions - One Answer
PAUL D TOMLINGSON
I have attached a PowerPoint (PPT) presentation on how to implementing a Mine Maintenance Management Program. But before you study it please understand that superior maintenance performance is built on three conditions: 1 - Maintenance proficiency – Maintenance personnel from manager to worker are proficient in all aspects of management, control and work execution. 2 - Knowledgeable support – All mining departments understand the help needed to make maintenance successful and provide it. 3 - Strategic direction – Mine managers assign mutually–supporting departmental objectives, provide policies to guide interdepartmental actions and verify performance. The one proven answer that meets these conditions is a quality maintenance program. That program must spell out who does what, how, when and why. These guidelines must be applied to the nine essential maintenance management phases: How to (1) Request or (2) Identify work, (3) Classify it to determine the best reaction, then how to (4) Plan, (5) Schedule, (6) Assign, (7) Control and (8) Measure the resulting work and finally, (9) Assess accomplishments against goals such as performance standards and budgets. All personnel in maintenance as well as those who interact with maintenance must be included in the program since every maintenance action requires a supporting or cooperative interdepartmental reaction. Just as the maintenance planner follows specific planning procedures, so must the purchasing agent who orders major component replacements for the job the planner is organizing. After 44 years as a mining maintenance management consulting in all types of mining operations, I can confidently state that the absence of a quality program will preclude meeting these three conditions and frustrate all efforts to achieve superior maintenance performance.