Could you imagine the world without engineers? How do we survive our life today without their greatest contributions? Try to think if we don’t have amazing computers and internet which connects our life to the different people and it can be used for variety of research and we can gain more knowledge, a wonderful televisions that enables us to see a different world and through this we can learn about other people and events in different places, cars and other vehicles that makes possible to fast commute from one place to another, a simple light bulb that provides light in our every dark nights, great buildings that serves a shelter and business locations, longest roads and bridges that provides passage for easy transportation.
Let us learn and discover some of the great and amazing works and principles of engineers.
DANYANG- KUNSHAN GRAND BRIDGE (CHINA)
The bridge is located on the rail line between Shanghai and Nanjing in East China’s Jiangsu province. It is in the Yangtze River Delta where the geography is characterized by lowland rice paddies, canals, rivers and lakes. The bridge runs roughly parallel to the Yangtze River, about 5 to 50 miles south of the river. It passes through the northern edges of population centers (from west to east) beginning in Danyang, Changzhou, Wuxi, Suzhou and ending in Kunshan.
Lake in Suzhou.It was completed in 2010 and opened in 2011. Employing 10,000 people, construction took four years and cost
about $8.5 billion. Danyang–Kunshan Grand Bridge currently holds the Guinness World Record for the longest bridge in the world in any category as of June 2011.
BIG DIG (USA)
The Central Artery/Tunnel Project (CA/T), known unofficially as the Big Dig, was a megaproject in Boston that rerouted the Central Artery (Interstate 93), the chief highway through the heart of the city, into a 3.5-mile (5.6-km) tunnel. The project also included the construction of the Ted Williams Tunnel (extending Interstate 90 to Logan International Airport), the Leonard P. Zakim Bunker Hill Memorial Bridge over the Charles River, and the Rose Kennedy Greenway in the space vacated by the previous I-93 elevated roadway. Initially, the plan was also to include a rail connection between Boston's two major train terminals.
The official planning phase started in 1982; the construction work was done between 1991 and 2006; and the project concluded on December 31, 2007, when the partnership between the program manager and the Massachusetts Turnpike Authority ended.The Big Dig was the most expensive highway project in the U.S. and was plagued by escalating costs, scheduling overruns, leaks, design flaws, charges of poor execution and use of substandard materials, criminal arrests, and even one death. The project was originally scheduled to be completed in 1998 at an estimated cost of $2.8 billion (in 1982 dollars, US$6.0 billion adjusted for inflation as of 2006).
However, the project was completedonly in December 2007, at a cost of over $14.6 billion ($8.08 billion in 1982 dollars, meaning a cost overrun of about 190%) as of 2006. The Boston Globe estimated that the project will ultimately cost $22 billion, including interest, and that it will not be paid off until 2038. As a result of the deaths, leaks, and other design flaws, the consortium that oversaw the project agreed to pay $407 million in restitution, and several smaller companies agreed to pay a combined sum of approximately $51 million. The Rose Fitzgerald Kennedy Greenway is a roughly 1.5-mile-long (2.4 km) series of parks and public spaces, which are the final part of the Big Dig after Interstate 93, was put underground. The Greenway was named in honor of Kennedy family matriarch Rose Fitzgerald Kennedy, and was officially dedicated on July 26, 2004.
SUEZ CANAL (EGYPT)
The Suez Canal (Arabic: قناة السويس Qanāt al-Sūwais) is an artificial sea-levelwaterway in Egypt, connecting the Mediterranean Sea and the Red Sea. Opened in November 1869 after 10 years of construction work, it allows ship transportbetween Europe and Asia without navigation around Africa. The northern terminus is Port Said and the southern terminus is Port Tawfiq at the city of Suez. Ismailialies on its west bank, 3 km (1.9 mi) from the half-way point. When first built, the canal was 164 km (102 mi) long and 8 m (26 ft) deep. After multiple enlargements, the canal is 193.30 km (120.11 mi) long, 24 m (79 ft) deep and 205 metres (673 ft) wide as of 2010. It consists of the northern accesschannel of 22 km (14 mi), the canal itself of 162.25 km (100.82 mi) and the southern access channel of 9 km (5.6 mi).
The canal is single lane with passing places in the "Ballah By-Pass" and theGreat Bitter Lake. It contains no locks; seawater flows freely through the canal. In general, the canal north of the Bitter Lakes flows north in winter and south in summer. The current south of the lakes changes with the tide at Suez. The canal is owned and maintained by the Suez Canal Authority (SCA) of Egypt. Under international treaty, it may be used "in time of war as in time of peace, by every vessel of commerce or of war, without distinction of flag."
KASHIWAZAKI-KARIWA NUCLEAR POWER PLANT (JAPAN)
The Kashiwazaki-Kariwa Nuclear Power Plant (柏崎刈羽原子力発電所 Kashiwazaki-Kariwa genshiryoku-hatsudensho?, Kashiwazaki-Kariwa NPP) is a large, modern (housing the world's first ABWR) nuclear power plant on a 4.2-square-kilometer (1,038 acres) site including land in the towns of Kashiwazaki and Kariwa in Niigata Prefecture, Japanon the coast of the Sea of Japan, from where it gets cooling water. The plant is owned and operated by The Tokyo Electric Power Company (TEPCO). It was the largest nuclear generating station in the world by net electrical power rating.
2007 : It was approximately 15 miles from the epicenter of the second strongest earthquake to ever occur at a nuclear plant, the Mw 6.6 July 2007 Chūetsu offshore earthquake. This shook the plant beyond design basis and initiated an extended shutdown for inspection, which indicated that greater earthquake-proofing was needed before operation could be resumed. The plant was completely shut down for 21 months following the earthquake.
2009: Unit 7 was restarted after seismic upgrades on May 9, 2009, followed later by units 1, 5, and 6. (Units 2, 3, 4 were not restarted). However all units have since been stopped for regular inspection. After the April 2011 earthquake safety improvements are being carried out 2011-2013 but no units are expected to restart until mid-2013.
FALKIRK WHEEL (SCOTLAND)
The Falkirk Wheel is a rotating boat lift in Scotland. It connects the Forth and Clyde Canal with the Union Canal. Named after the nearby town of Falkirk in central Scotland, the lift opened in 2002. The two canals it serves were previously connected by a series of 11 locks, but by the 1930s these had fallen into disuse. The locks were filled in and the land built upon.
The plan to regenerate central Scotland's canals and reconnect Glasgow withEdinburgh was led by British Waterways with support and funding from seven local authorities, the Scottish Enterprise Network, the European Regional Development Fund, and the Millennium Commission. Planners decided early on to create a dramatic 21st-century landmark structure to reconnect the canals, instead of simply recreating the historic lock flight. Designs were submitted for a boat lift to link the canals; the Falkirk Wheel design won. As with many Millennium Commission projects the site includes a visitors' centre containing a shop, café, and exhibition centre.
The difference in height at the wheel is 24 metres (79 ft), roughly equivalent to the height of an eight-storey building. The Union Canal is still 11 m higher than the aqueduct which meets the wheel, and boats must pass through a pair of locks to descend from this canal onto the aqueduct at the top of the wheel.
The structure is near the Rough Castle Fort; the closest village is Tamfourhill. On 24 May 2002, Queen Elizabeth II opened the Falkirk Wheel as part of her Golden Jubileecelebrations. The opening was delayed a month due to flooding caused by vandals who forced open the wheel's gates.
The main project architect was Tony Kettle who was, at the time, Design Principal of Edinburgh based RMJM. Kettle worked out the concept of keeping two arms upright while rotating, by building a model using his daughter’s Lego toy construction set. This model was displayed in the V&A British Design Exhibition in 2012. Initial designs by Nicoll Russell Studios and engineers Binnie Black & Veatch.
Bachy/Soletanche and Morrison Construction Joint Venture won the contract to design the wheel and receiving basin, a new section of canal, a tunnel beneath the Antonine wall and a section of aqueduct. In turn the Joint Venture appointed Butterley Engineering to design and construct the wheel. Butterley undertook all construction work for the wheel and set up its own team to carry out the design work. This team comprised Tony Gee and Partners, to undertake the structural design responsibilities and M G Bennett & Associates to design the mechanical and electrical equipment for the wheel.
The wheel has an overall diameter of 35 metres (115 ft) and consists of two opposing arms which extend 15 metres beyond the central axle and take the shape of a Celtic-inspired, double-headed axe. Two sets of these axe-shaped arms are attached about 35 metres (115 ft) apart to a 3.5 metres (11 ft) diameter axle. Two diametrically opposed water-filled caissons, each with a capacity of 80,000 imperial gallons (360,000 l; 96,000 US gal), are fitted between the ends of the arms.
These caissons (also known as gondolas) always weigh the same whether they are just full of water or are carrying their combined capacity of 600 tonnes (590 long tons; 660 short tons) of floating canal barges as, according to Archimedes' principle, floating objects displace their own weight in water, so when the boat enters, the amount of water leaving the caisson weighs exactly the same as the boat. This keeps the wheel balanced. Despite its enormous mass, it rotates through 180° in five-and-a-half minutes using very little power. It takes just 22.5 kilowatts (30.2 hp) to power the electric motors, which consume just 1.5 kilowatt-hours (5.4 MJ) of energy in four minutes, roughly the same as boiling eight kettles of water.
The wheel is the only rotating boat lift of its kind in the world. The United Kingdom has one other boat lift: the Anderton boat lift inCheshire. The Falkirk Wheel is an improvement on the Anderton boat lift and makes use of the same original principle: two balanced tanks, one going up and the other going down.
Since 2007 the Falkirk Wheel has featured on the obverse of the new series of £50 notes issued by the Bank of Scotland. The series of notes commemorates Scottish engineering achievements with illustrations of bridges in Scotland such as the Glenfinnan Viaduct and the Forth Rail Bridge.
FALKIRK WHEEL IN MOTION
MILLAU VIADUCT (FRANCE)
Designed by the French structural engineer Michel Virlogeux and British architectNorman Foster, it is the tallest bridge in the world with one mast's summit at 343.0 metres (1,125 ft) above the base of the structure. It is the 12th highest bridge deck in the world, being 270 metres (890 ft) between the road deck and the ground below.Millau Viaduct is part of the A75-A71 autoroute axis from Paris to Montpellier. Construction cost was approximately €400 million. It was formally inaugurated on 14 December 2004, and opened to traffic on 16 December. The bridge has been consistently ranked as one of the great engineering achievements of all time.
THE MOSE PROJECT (LARGEST FLOOD PREVENTION PROJECT)
Background to the Modulo Sperimentale Elettromeccanico (MOSE) project
Floodgates and components of the Venetian Lagoon project
Contractors involved with Venice's MOSE scheme
FREDERICK TAYLOR- TIME AND MOTION STUDY PRINCIPLE
A time and motion study (or time-motion study) is a business efficiency technique combining the Time Study work of Frederick Winslow Taylor with the Motion Study work of Frank and Lillian Gilbreth (the same couple as is best known through the biographical 1950 film and book Cheaper by the Dozen). It is a major part of scientific management (Taylorism). After its first introduction, time study developed in the direction of establishing standard times, while motion study evolved into a technique for improving work methods. The two techniques became integrated and refined into a widely accepted method applicable to the improvement and upgrading of work systems. This integrated approach to work system improvement is known as methods engineering and it is applied today to industrial as well as service organizations, including banks, schools and hospitals.
Time study is a direct and continuous observation of a task, using a timekeeping device (e.g., decimal minute stopwatch, computer-assisted electronic stopwatch, and videotape camera) to record the time taken to accomplish a task and it is often used when:
· there are repetitive work cycles of short to long duration,
· wide variety of dissimilar work is performed, or
· process control elements constitute a part of the cycle.
The Industrial Engineering Terminology Standard defines time study as "a work measurement technique consisting of careful time measurement of the task with a time measuring instrument, adjusted for any observed variance from normal effort or pace and to allow adequate time for such items as foreign elements, unavoidable or machine delays, rest to overcome fatigue, and personal needs."
The systems of time and motion studies are frequently assumed to be interchangeable terms, descriptive of equivalent theories. However, the underlying principles and the rationale for the establishment of each respective method are dissimilar, despite originating within the same school of thought.
The application of science to business problems, and the use of time-study methods in standard setting and the planning of work, was pioneered by Frederick Winslow Taylor.Taylor liaised with factory managers and from the success of these discussions wrote several papers proposing the use of wage-contingent performance standards based on scientific time study. At its most basic level time studies involved breaking down each job into component parts, timing each part and rearranging the parts into the most efficient method of working. By counting and calculating, Taylor wanted to transform management, which was essentially an oral tradition, into a set of calculated and written techniques.
Taylor and his colleagues placed emphasis on the content of a fair day’s work, and sought to maximize productivity irrespective of the physiological cost to the worker. For example, Taylor thought unproductive time usage (soldiering) to be the deliberate attempt of workers to promote their best interests and to keep employers ignorant of how fast work could be carried out. This instrumental view of human behavior by Taylor prepared the path for human relations to supersede scientific management in terms of literary success and managerial application.
HENRY FORD- ASSEMBLY LINE TECHNIQUE
For the first time, 's entire Highland Park, automobile factory is run on a continuously moving assembly line when the chassis--the automobile's frame--is assembled using the revolutionary industrial technique. A motor and rope pulled the chassis past workers and parts on the factory floor, cutting the man-hours required to complete one " " from 12-1/2 hours to six. Within a year, further assembly line improvements reduced the time required to 93 man-minutes. The staggering increase in productivity effected by Ford's use of the moving assembly line allowed him to drastically reduce the cost of the Model T, thereby accomplishing his dream of making the car affordable to ordinary consumers.
In introducing the Model T in October 1908, Henry Ford proclaimed, "I will build a motor car for the great multitude." Before then, the decade-old automobile industry generally marketed its vehicles to only the richest Americans, because of the high cost of producing the machines. Ford's Model T was the first automobile designed to serve the needs of middle-class citizens: It was durable, economical, and easy to operate and maintain. Still, with a debut price of $850, the Model T was out of the reach of most Americans. The Ford Motor Company understood that to lower unit cost it had to increase productivity. The method by which this was accomplished transformed industry forever.
Prototypes of the assembly line can be traced back to ancient times, but the immediate precursor of Ford's industrial technique was 19th-century meat-packing plants in and Cincinnati, where cows and hogs were slaughtered, dressed, and packed using overhead trolleys that took the meat from worker to worker. Inspired by the meat packers, the Ford Motor Company innovated new assembly line techniques and in early 1913 installed its first moving assembly line at Highland Park for the manufacture of flywheel magnetos. Instead of each worker assembling his own magneto, the assembly was divided into 29 operations performed by 29 men spaced along a moving belt. Average assembly time dropped from 20 minutes to 13 minutes and soon was down to five minutes.
With the success of the magneto experiment, Ford engineers put the Model T motor and then the transmission on moving assembly lines. On October 7, 1913, the chassis also went on the moving assembly line, so that all the major components of the Model T were being assembled using this technique. Ford rapidly improved its assembly lines, and by 1916 the price of the Model T had fallen to $360 and sales were more than triple their 1912 level. Eventually, the company produced one Model T every 24 seconds, and the price fell below $300. More than 15 million Model T's were built before it was discontinued in 1927, accounting for nearly half of all sold in the world to that date. The affordable Model T changed the landscape of America, hastening the move from rural to city life, and the moving assembly line spurred a new in factories around the world.
JUST IN TIME PRINCIPLE
Just in time (JIT) is a production strategy that strives to improve a business return on investment by reducing in-process inventory and associated carrying costs. To meet JIT objectives, the process relies on signals or Kanban (看板 Kanban ) between different points, which are involved in the process, which tell production when to make the next part. Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a part on a shelf. Implemented correctly, JIT focuses on continuous improvement and can improve a manufacturing organization'sreturn on investment, quality, and efficiency. To achieve continuous improvement key areas of focus could be flow, employee involvement and quality.
JIT relies on other elements in the inventory chain as well. For instance, its effective application cannot be independent of other key components of a lean manufacturing system or it can "end up with the opposite of the desired result." In recent years manufacturers have continued to try to hone forecasting methods such as applying a trailing 13-week average as a better predictor for JIT planning; however, some research demonstrates that basing JIT on the presumption of stability is inherently flawed.
The philosophy of JIT is simple: the storage of unused inventory is a waste of resources. JIT inventory systems expose hidden cost of keeping inventory, and are therefore not a simple solution for a company to adopt it. The company must follow an array of new methods to manage the consequences of the change. The ideas in this way of working come from many different disciplines including statistics, industrial engineering, production management, and behavioral science. The JIT inventory philosophy defines how inventory is viewed and how it relates to management.
Inventory is seen as incurring costs, or waste, instead of adding and storing value, contrary to traditional accounting. This does not mean to say JIT is implemented without an awareness that removing inventory exposes pre-existing manufacturing issues. This way of working encourages businesses to eliminate inventory that does not compensate for manufacturing process issues, and to constantly improve those processes to require less inventory. Secondly, allowing any stock habituates management to stock keeping. Management may be tempted to keep stock to hide production problems. These problems include backups at work centers, machine reliability, process variability, lack of flexibility of employees and equipment, and inadequate capacity.
In short, the Just-in-Time inventory system focus is having “the right material, at the right time, at the right place, and in the exact amount”, without the safety net of inventory. The JIT system has broad implications for implementers.
These are only some of their amazing works but we can still learn and discover more about their contributions and how they made are world a better place by just visiting our blog.
Kunshan Grand Bridge 1, Kunshan Grand Bridge 2
Big Dig 1, Big Dig 2
Suez Canal 1, Suez Canal 2
Kariwa Nuclear Power Plant
Kunshan Grand Bridge 1, Kunshan Grand Bridge 2
Big Dig 1, Big Dig 2
Suez Canal 1, Suez Canal 2
Kariwa Nuclear Power Plant