Sorry for a non-design post. Was stuck with this bug for a week. Browsed through several communities online to fix the problem, but couldn’t. Came to an extent to which I felt I’d remove my McAfee suite completely and disable my license. It all began after a .dat update on my McAfee and the program started showing a blank white screen whenever I opened it. Initially, as any McAfee user would go about, I used the MVT or the Virtual Technician to determine the problem. It fixed several registry errors and updated my SiteAdvisor, but it also showed that I had an outdated .dat file and I MVT was unable to update it. So the next step I chose was to search for the .dat file on the McAfee download page. I downloaded the latest .dat file and tried to update my virus database manually. Unfortunately, during the update process, this message popped up; “The specified resource language ID cannot be found in the image McShield.dll: The system cannot find the file specified.” I tried this over and over but was of no use. Initially I thought it could’ve been an issue with a registry fix I had performed using CCleaner, but even after reverting those changes, I couldn’t fix this problem. Then I tried running an ‘sfc/sannow’ on my cmd (run as an admin) window. I knew this would inspect and repair any corrupt .dll files. But the scan used to get stuck in the middle with this message; “Windows Resource Protection could not perform the requested operation”. I didn’t wanna run my system in Safe Mode, run a system restore and all that, so I skipped this method. Also tried using MalwareBytes and Stinger to find out if this was a malware issue, but didn’t help.
So how I solved it? Pretty simple. I uninstalled IE9 and McAfee from the system. Restarted the system, downloaded and re-installed McAfee from my account’s page, re-installed IE9 and enabled all the McAfee add-on’s in IE9. BOOM That solved it. So, remember, even if you don’t use IE for browsing, make sure all updates for IE and it’s add-ons are applied. This could be a problem caused due to disabling of McAfee addon’s or not updating them.
Tetra Pak is a packaging company established in the year 1960. Their platform family began with the introduction of a tetrahedral shaped package to store milk. The company now has six filling equipment platforms. The most important factor influencing platform development at the company is the lead time of development. The company is always striving to achieve the customer demands by keeping the development time as small as possible. The company has three main administrative domains; processing, packaging and distribution lines. The basic structure of handling tasks at these domains is that there is always an engineer responsible for each sector who works in parallel. They test and make sure the platform lines are running properly. One of the important things to highlight regarding Tetra Pak’s strategy is the use of a generic V model. The company breaks down the system for a specific requirement into smaller parts which can make it easier to work with. Once this is done, they move on to the architectural design. Architectural design is used to build the machine structure, which helps in parallel sequencing of module design. At this stage, they try to group all the variants into one module and at the same time make sure the functions are grouped in the right way too. To achieve this, there are specifications which are stated via each requirement. They are categorized into packaging system specification, equipment development specification, interface specification and module specification. These specifications explain what type of signal is required and what functions are required to obtain the desired requirement. Thus, architectural design is used to bring a balance between conflicting requirements. Each platform equipment line has varying equipment specifications based on the requirements. The platform developed from a single platform line has to be maintained under certain critical functions such as speed, MTBF and Lifetime. Design level meetings are held at module level to check if all the design criteria’s are met and if the products developed meet the requirements. Modularization at Tetra pak has helped the company in better resource utilization and to reduce time to market. It has also reduced machine costs and life cycle costs of the product. But, the major influential factor has been the reduction in lead time. The company has already developed a road map for the next decade that lays down which module needs to be changed and what percentage of commonality has to be maintained. Although the company has an effective modularization strategy, there have been some limitations in innovation at the same time.
The company’s primary focus is on the production of cabs and vehicles for a variety of brands. They work with a foundation of support from the Volvo Production System and Operational Development. Volvo’s product variants have increased exponentially throughout the years. This has been the result of customer requirements and demands. With a global presence, the company is striving to meet the demands of its customers based on pre-defined attributes. The challenge the company is facing is dealing with the product variety. The specifications vary with the variety when the company moves from one market located in one country to another and to sort the product and make it simpler to work with, the company divides the truck platform into three major categories, the product structure, the architecture and the modules. With the right permutation of all three, the company is able to achieve the desired configuration of its platform with a wide and brand distinct product offering and efficient assembly. Starting with the vehicle module structure, the company identifies the vehicle module as a geometrical structure for breaking the product down into different modules. Say for example, the demands on battery boxes vary in Europe and US (12V in Europe and 24V in the US), and the company has to cater to this demand in the right way. To work with modules, the company has come up with the “Lego Box” strategy. This in order to identify what really is the key building boxes in the product platforms for the future. Another factor is to keep the concept global, i.e. the product should be accepted throughout countries. For obtaining follow-ups for each of the introduced platform, the company has an attribute called key performance indicators. These indicators reveal how the company should deal with commonality and differentiation. They are capable of making decisions on how much of the components used in one truck should be used in the other. Say, at Volvo GTO, 60% of the components used in one are used in another. Considering the architecture (interfaces), the company sets rules about different distances for the platform. At GTO, they strive towards reducing the number of interfaces between the parts. In addition to this the company also tries to reduce the flexibility of combining different parts. By standardizing the architecture and reducing the no. of interfaces, the company is able to provide its customers the same product which saves resource and time. The final attribute is the product structure. In this case, the company’s salesperson gathers all the customer requirements and translates it into a BOM with variants and part numbers. Parts are listed on the y-axis and the product offering on the x-axis. With this, the company tries to link these variants and part numbers to come up with the right platform. The modules, the architecture and the product structure all possess a triangular relationship where one attribute is dependent on the other.