Thursday, May 30, 2013

Pollen and Climate

Picture Climate: How Pollen Tells Us About Climate

Image of a bee covered in pollen on a flower
As bees gather nectar from flowers like this one, they become covered in pollen and spread it around to other flowers enabling the plants to reproduce.
If you have allergies, you know exactly what this bee is covered in. It’s pollen! Every year around springtime, pollen spores come out and wreak havoc on thousands in the form of itchy watery eyes, runny noses, and uncontrollable sneezing. But how can these pesky spores help scientists learn about the past climate?
Pollen grains are the sperm-carrying reproductive bodies of seed plants like conifers, cycads, and flowering plants. Each of these grains has its very own unique shape depending on what plant it comes from, and their walls are made of a substance known as sporopollenin, which is very chemically stable and strong.
When pollen grains are washed or blown into bodies of water, their tough outer walls allow them to be preserved in sediment layers in the bottoms of ponds, lakes, or oceans. Because of their unique shapes, scientists can then take a core sample of the sediment layers and determine what kinds of plants were growing at the time the sediment was deposited. Knowing what types of plants were growing in the area allows the scientists to make inferences about the climate at that time by using knowledge about modern and historical distributions of plants in relation to climate.
Once they take a core sample, the scientists isolate the pollen and spores from the sediments and rocks using both chemical and physical means. The grains are very small, typically between 10 and 200 micrometers, which requires mounting them on microscope slides for examination. To give you an idea of how small that really is, there are 1,000 micrometers in 1 millimeter, and a millimeter is about equal to the width of a pinhead. The scientists then count and identify the grains using a compound microscope and generate diagrams of the type and abundance of pollen in their samples.
By analyzing pollen from well-dated sediment cores, scientists can obtain records of changes in vegetation going back hundreds of thousands, and even millions of years. Not only can pollen records tell us about the past climate, but they can also tell us how we are impacting our climate. Comparing trends in vegetation from the last few thousand years to recent trends in vegetation can also help scientists determine whether human activities have had significant impacts on ecosystems.
NCDC’s Paleoclimatology Program distributes the data products of various collaborative efforts to collect and organize pollen records from around the globe. These data include pollen counts and related information, as well as several different derived datasets. Check out all of NCDC’s available fossil and surface pollen data at on the Paleoclimatology Program’s Fossil and Surface Pollen Data web page. 

Friday, May 17, 2013

Laser cutting.


At Aquascan we use a laser to cut the tender names, logos and much more.

Focusing on downtime reduction in laser cutting

Automated laser optics management can keep the laser cutting when it normally might not be
If a laser cutting machine is not cutting, it has no chance of making money for the shop. Downtime related to maintenance is understandable. Downtime related to the slow process of attending to laser optics is frustrating. Automation, however, can help keep that laser cutting machine running, even when it's cutting different material thicknesses.

Focusing on downtime reduction in laser cutting - TheFabricator.com
Figure 1
As metal fabricators take on more low-volume, high-mix work, they have to minimize downtime of laser cutting machines to maintain a high level of productivity. Automated management of laser optics can save hours of downtime over a year’s worth of laser processing activity.
The metal fabrication industry has gone through several volatile years—expanding during the dot-com and real estate booms and contracting during the recessions that followed. This roller coaster ride (much more tumultuous than my favorite childhood roller coaster, Mr. Pip’s Wild Ride at Palisades Park, N.J.) feels like it is nearing its final stages. The major gyrations are done, and things are smoothing out just a little.
Somewhere between the start of this ride and today, business models in the metal fabricating industry evolved into something different (see Figure 1). Business owners are struggling with uncertainty as they are unable to forecast order streams confidently and faced with escalating operating costs, especially as they relate to new government regulations and health care. Companies are still interested in increasing throughput, but unlike in the past, they are not immediately hiring people to solve their productivity problem.
These shop owners are instead relying on automation—both for material handling and basic machine functions. These advanced features make machine operation more efficient and productive.
Automated material handling increases green light time for laser cutting machines. Material loading is done much more quickly than can be done manually. Additionally, automated material handling allows for unattended operation—loading blanks, unloading cut parts and the accompanying skeletons, and repeating the operation until all sheets have been processed.
Laser cutting equipment with material handling automation is identified easily in fabricating operations. The machines have single-level loading systems nearby or, in some instances, very large material storage towers that have shelves for different sheet metal sizes, material types, or even finished parts.
Productivity improvement because of the automation also is easy to identify. Shop management typically can expect to see a 40 percent increase in throughput after installing an advanced material loading and unloading system.

Automation Beyond Material Handling

But what about downtime associated with setting up the laser cutting machine? Other areas for downtime management are often less obvious than material handling, but they also can have a dramatic effect on throughput.
The downtime problem is exacerbated with today’s smaller batch sizes. Orders aren’t as large as they once were, and companies are working with thousands of part numbers, not hundreds. These volumes can lead to drags on productivity and spikes in costs of operation if shops aren’t prepared properly.
For example, laser cutting equipment without automated setup functions use compromised settings when cutting varied materials. This commitment to one type of cutting lens may enable the laser to cut with limited operator intervention, which may be desired especially when running with automated material handling, but the laser cutting machine is not being run optimally.
For the record, laser cutting machines without these automated functions can run efficiently. However, it is difficult to maintain long-term, efficient production if the job shop has regular part changeovers. Research done on actual machine changeovers reflects that manual changes typically take around 26 minutes to complete, when done properly. If the shop considers all of the steps involved in a standard laser setup—set up lens, install nozzle, focus the lens, set the gap, set the focal point, do a test cut, tweak the lens if necessary, and start production—it can understand how setting up for a job can get out of hand very quickly. Simply put, waiting for an operator delays production while the machine sits idle.
Automated changeover functions are much more efficient and take less than 1 minute, including a torch change and pallet transfer. Many operators skip or shorten the changeover process and run the laser cutter in a compromised cutting condition with general settings that can reduce machine performance by 25 percent to 30 percent. The machine is running and has the appearance of being a productive, money-making investment, but it is actually costing the shop added expense because the setup is not fine-tuned to the cutting application.
Compromised laser cutting reduces cutting speeds dramatically, but because shop owners are rarely involved directly in laser machine operation, they are not aware of the lost revenue. This oversight can offset the performance gains available with new technology and, ultimately, devastate the return on investment that a company is looking for with the purchase of a new machine.
Focusing on downtime reduction in laser cutting - TheFabricator.com
Figure 4
Some metal fabricating shops stick with a 7.5-in. lens to cut all material thicknesses, not just plate. By not changing over to a 5-in. lens for thinner materials, for example, the operator is taking more time than necessary to complete the cutting job and simultaneously consuming more assist gases.

Automated Setup Functions

These new functions automatically set up the machine, check for wear on critical components, and make adjustments to optimize the cutting parameters. Core automated setup functions include torch changing, nozzle changing, intelligent focal distance measuring/adjusting, and profiling.
Torch and Lens Changer. Some manufacturers have designed torches that can adjust focal lengths to accommodate different material types and thicknesses. All manufacturers, however, make a variety of lens configurations that are optimized for specific applications. Unless workpiece type and thickness don’t vary much, the shop needs to change out torches for optimized cutting of the material (see Figure 4). If a fabricator elects to use a standard lens for multiple cutting jobs, it risks slowing the process down because feed rates are not maximized and the operator likely has to spot-check the material to ensure clean cuts are being made.
Nozzle Changer. Nozzle diameter is critical in cleaning the molten debris from the cut path. If a nozzle diameter is too small, it will need to slow down to clean the cut path. If the nozzle is too large, it will need more gas to flush the path, which can significantly increase laser gas costs.
Automated Focal Distance Adjustment. Measuring and adjusting focal distance traditionally requires considerable setup time as well as a skilled and experienced operator. Intelligent functions enable an operator with limited experience to set the focal distance automatically using programmed commands. This helps to ensure dross-free cutting. Additionally, these systems compensate for focal distance changes that occur as lenses become contaminated.
Automated Profile Adjustment. The automated profiler recalibrates to ensure the optimal distance between the nozzle and workpiece is achieved.

Optimized Cutting = Improved Cash Position

Not only does automated setup technology typically result in a significant increase in throughput by reducing operator intervention, it also results in reduced assist gas consumption because the proper nozzle is selected for the application. To illustrate the impact of this type of automated laser optics management, all a shop has to do is take a look at an analysis of its laser-related production over a full year.

The wider the variation in materials and thicknesses, the greater the economic advantage gains with automated setup. For these calculations, a consistent nest configuration was applied to the annual production analysis. Nozzles and other setup functions were performed automatically to match optimal cutting parameters. With automated setup functions, the laser cutter cut the annual production volume in 3,287 hours as compared to 4,170 hours with a single lens. The shop also has a considerable laser gas savings because of the automated functions.
An experienced laser applications engineer can provide a detailed review of an entire production model based on a metal fabricator’s nested sheets using the shop’s actual materials. The economic impact analysis specific for the shop should be comprehensive enough to show the real cost benefit.

Monday, May 13, 2013

Defense Contracts

Pentagon Cuts Defense Contracts

   

Charles Dharapak/AP - The Pentagon is seen in this aerial view in Washington.
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By Nick Taborek, Published: May 12

  Pentagon contracts tumbled 52 percent in April from a month earlier as across-the-board federal budget cuts took hold.
The Defense Department announced awards with a maximum value of $19 billion in April, about 22 percent lower than a year earlier, according to procurement data. The biggest contract, a $6.9 billion network equipment deal, was won by a group of eight companies led by General Dynamics.
The military is scheduled to absorb $37 billion in cuts this year under the reductions known as sequestration. The contract slowdown is "undoubtedly tied to sequestration'' and reflects an even sharper drop in awards than mandated under the cuts, said Larry Allen, president of Allen Federal Business Partners, a consulting company in McLean. In March, the Pentagon awarded $39.4 billion in contracts.
Military buyers probably have "erred on the side of caution'' by holding back spending to preserve funding for priorities later in the year, Allen said in an e-mail. "There is a tremendous sense of pressure not to spend right now.''
The possibility of furloughs for civilian Pentagon workers, which haven't yet begun, may be further delaying awards, Allen said. Defense Secretary Chuck Hagel said he's still reviewing options that may avert furloughs more than three months after the Pentagon said automatic budget cuts may require unpaid leave for as many as 750,000 civilian workers.
The automatic reductions began March 1 and will cut as much as $1.2 trillion in federal spending over nine years if President Obama and Congress fail to agree on a broader program of budgetary reductions.
April's award total was 34 percent less than the monthly average of $28.8 billion in the 12 months ended March 31, according to data compiled by Bloomberg. The military is required to announce awards valued at $6.5 million or more.
The $6.9 billion, six-year network equipment contract is part of an Air Force program known as Netcents-2. The agreement was awarded a year ago and then rebid after more than 10 companies filed protests with the Government Accountability Office, which arbitrates federal contract disputes.
The deal may be delayed again. Eleven companies, including Dell, have filed new challenges, according to the GAO's Web site.
Round Rock, Tex.-based Dell declined to comment, Scott Radcliffe, a company spokesman, said in an e-mail.
Rob Doolittle, a spokesman for Falls Church-based General Dynamics, also declined to comment on the award, citing the pending protests.
The second-largest contract in April was a five-year, $1.5 billion award for Army helicopter maintenance and upgrades. It went to two closely held businesses: Science and Engineering Services, based in Columbia, and Support Systems Associates, based in Melbourne, Fla.
The contract, announced April 30, involves work on Apache, Black Hawk and Chinook helicopters and represents new business for Support Systems Associates, said John Hamilton, the company's vice president of contracts.
"It is a major effort for the company,'' Hamilton said in a phone interview. The work will result in the company starting a new operation in the Huntsville, Ala., area, he said.
Hamilton said his company, which has 200 employees, plans to subcontract work to London-based BAE Systems, the Pentagon's seventh-biggest supplier.
The top two awards and eight of the 10 biggest defense deals in April were "multiple-award contracts." In such arrangements, several contractors are selected to supply a certain type of product or service. They then compete with one another for orders as specific needs arise.
The biggest award to a single company was an $830 million agreement with Lockheed Martin, the Pentagon's top contractor, to provide F-16 jets for Iraq's military.
The order is expected to extend work at the Fort Worth F-16 production line through mid-2017, Mark Johnson, a Lockheed spokesman, said in an e-mail.
The Bethesda-based contractor received awards with a potential value of $1.03 billion in April, excluding multiple-award contracts, the highest total of any company.
 -Bloomberg Government

 

Thursday, May 2, 2013