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Instruction To Use Mig Welder

MIG welders can be useful tools to connect two metal surfaces together. MIG welder required careful operation due to involve gas, fire and electricity. That may seem like a dangerous combination, but with proper care, a MIG welder can be safely utilized.

The steps needed for operating a MIG welder.

Before use MIG welder, wear personal protective equipment like welding gloves, welding helmet, hearing and eye protection wear to protect from sparks of MIG welder can easily burn or blind instantly. Protective eyewear because of the light alone that comes from the welding is dangerous to look at without protection. If possible, get a helmet that automatically darkens when the MIG welder is operating.

Adjust the tip voltage to the proper setting. The tip voltage determines how deep your welding will penetrate the surface you are working on. If your setting is too low, you will only create melting on the surface. If the setting is too high, you might put a hole in your material.

Set the feed rate of the MIG welder. The feed rate controls gas you let the welder expunge depending on the material you are working with, the feed rate may need to be adjusted higher or lower.

Zigzag patterns are the best way to create a good weld because they do not allow the arc to stay in one place too long. If it does, the arc can destroy your material rather than weld it.

Follow this instruction and read your manual before you attempt to do any welding

1. Locate a 220V outlet.

2. Plug in MIG Welder into the outlet.

3. Attach ground cord into the welder.

4. Attach wire feed welder cord into the welder.

5. Attach the welder’s feed wire.

6. Adjust the voltage and wire feed rate to preferred settings.

7. Switch on the welder.

8. Use the wire bush to clean the surface that will be welded.

9. Use the ground cord from the welder to cramp onto the piece of steel to be welded.

10. Place the welding handle near your starting position.

11. Pull your helmet over your face.

12. Begin welding by pulling the wire feed trigger.

13. Weave a wire feed from side to side.

14. Continue welding until you see expected outcome.

Iso 9001 — When are We Ready?

An effective Quality Management System (QMS) is never really “complete”, as there should always be emphasis on continuously improving the performance of the processes that make up the QMS and the products that are provided the organization. While a properly designed QMS isn’t ever going to be truly finished, it can be “ready” in terms of being an adequate, suitable and effective tool capable of having a positive impact on the operations being performed by the implementing organization.

For many organizations, this “readiness” is validated by obtaining third-party registration from an accredited ISO 9001 registrar. For organizations that new to the registration process, as the name implies, this is an activity performed by an accredited outside organization to verify that the organization has adequately documented and effectively implemented their QMS in accordance with the requirements of the ISO 9001:2000 standard.

Prior to attempting ISO 9001:2000 registration, an organization should assess their level of preparedness and degree of compliance with the ISO 9001:2000 standard. Primarily, this assessment is made through the performance of a formal, documented “internal audit” of the QMS and its related processes, performed by either qualified internal personnel or by utilizing the services of an outside contractor. The performance of an internal audit is specifically required by the ISO 9001 standard, so it must precede the registration process regardless.

For a program that is “new” – one that was recently designed, developed and implemented, I personally recommend that an additional, informal review be performed preceding the more formal internal audit, just as a means of assuring that the organization has “covered all of its bases”, so to speak (think design review). This way, an informal review determines if an organization is ready for a formal internal audit, a formal internal audit determines if an organization is ready for a third-party registration audit, and a third-party registration audit determines if an organization meets the requirements for ISO 9001:2000 registration. Whew.

The purpose of this review is not to collect objective evidence of program compliance (such as in an internal audit), but rather to ensure that the program is ready for more formal assessment. As part of such review, I would initially consider at least 10 key items:

• An adequately communicated Quality Policy

• A designated Management Representative

• A documented Quality Manual

• Documented procedures required by the standard

• Additional procedure and/or Work instructions as appropriate to the complexity of the processes being performed

• Internal training of personnel on the QMS and on the activities they are performing

• A documented Management Review

• At least one Internal audit

• Adequate historical data relating to the performance of the QMS

• Adequate analysis of process performance

There’s one more key item, while not directly addressed, is implied in each above — Implementation, Implementation and Implementation. Implementation is KEY. And remember, it never happened if there’s no record that it was performed.

The degree of documentation generated as a result of this activity should be left to discretion of the organization, but as this is an informal review, this could be considered technically as outside of the organization’s internal audit program. Being for “informational use only”, this activity wouldn’t be subject to the same documentation requirements as an audit, unless this was a requirement specified within the organization’s procedures. Again, this is an informal review, not a formal internal audit.

Documentation should however be generated regarding any issues that were identified during this informal assessment, through the Corrective Action or Preventative Action process established with the organization’s QMS. This activity will ensure that any deficiencies are adequately addressed and also serve to demonstrate the effectiveness of these two key processes. This also provides information that can be used as part of the organization’s management review.

Keeping Your Small Business Going by Avoiding Financial Crises

Having a superb product, soaring sales and stupendous customer service are undoubtedly some of the things which go into making a successful business. But all of this is irrelevant if you suffer a financial crisis. Without a sound stable financial position the slightest shock can be enough to send your business crashing to the ground.

So what can you do to ensure that all your hard work is not in vain? What can you do to make sure that a financial crisis doesn’t rock the boat or even sink it? Let’s take a look at what can cause these jolts and, more importantly, what you can do about it.
Poor Record Keeping and Administration

Business owners are usually not good record or bookkeepers! People who start businesses are the ones who have great ideas, see a gap in the market or have the personality to sell anything. They are not people who jump out of bed in the morning and say «Great, it’s a VAT and paperwork day today!»

If you are to keep your business on the straight and narrow then you have to accept that there are going to days like this; you can’t avoid it. You must keep records of your sales, your purchases, how much you have, how much raw material or finished goods you hold.

Without these records you will very quickly lose track of where you are. You won’t know:

•    What you have spent your money on

•    You won’t know where your cash is going

•    You won’t know where all your stock is — has someone stolen it? Who knows?
You are effectively working in the dark and this is not conducive to financial stability. So what sort of records are we talking about? Nothing sophisticated. It can be as simple as a book with one page for your income and another for your expenditure. At least once a month total it all up to see how money you have made (I hope!). There’s a saying. ‘The people who keep records are the people who break records’ — so true.

Not Watching Your Bank Balance

Do you know exactly what your bank balance is today? Why is it important? Because if you are going to write a cheque you must know whether you have the money on your account. If you don’t that nasty Bank Manager may just bounce it.

Obviously this can have a negative effect on your reputation; your credit will be damaged and you may struggle to get support from your Bank and suppliers in the future. All because you didn’t check what your balance was.

To avoid this make sure you keep a running total in a cash book of what you have on your account. Why not sign up for Internet Banking? These days all the High Street Banks make this facility available, so there is no excuse for losing track of where you stand.

Poor Cash and Credit Management

Closely linked to keeping an eye on your Bank balance is how you handle your cash flow. There are 3 aspects to this.

1.    Don’t be tempted to keep too much at your home or on your business premises. You could lose it to thieves, fire or flood
2.    If you are doing ‘business-to-business’ sales then you may be faced with having to sell on credit. If so then be disciplined in chasing up any outstanding payments. You can’t afford to be embarrassed about asking for a cheque. If you have agreed 1 month credit, why wait for 3 months? Chase as hard as you can because remember you have your own debts to pay!

3.      You may be lucky to have a period of credit granted by the people you buy from. If they give you one month’s credit, then stick to it. If you decide to hold onto your bills before paying you may be faced with a Solicitor’s letter. Don’t ignore the problem and hope the phone calls will go away  — they won’t!
No Cost Controls

To keep yourself in a strong financial position shop around for purchases you have to make. Compare prices and specifications. Have an upper limit beyond which you will not pay. Always be on the lookout for a good deal.
Spending On the Wrong Things

Running your own business can be a very powerful feeling! You may be tempted to spend on anything but the business — a new car, flash clothes, a new kitchen. Well, you have to look the part don’t you??

During the early years and even when you are established make sure you spend your hard earned cash on the right things. The trappings of success may not be right at this stage of your business life. Your business, in order for it to grow, needs cash. Remove the cash and you remove the life blood which keeps your business alive.
You have to be disciplined in your expenditure and ask yourself the question, ‘Will this cost add anything to my business?’. Don’t act on impulse; go away and think about every large expenditure. If the answer to the question is no, then you should think twice about spending.
Failing To Make Cuts in Time

Failing to make the necessary cuts to ensure the survival of your business is something you cannot afford to do. If you spot you have a problem do something about it! Don’t sit back and hope things will get better; the chances are it won’t.

If you have product or service which is not performing and it’s costing you money don’t try and dress it up — be ruthless and cut it out. Make your decision quickly; don’t hang about. Not acting fast will only compound the problem.
Depending On a Small Number of Customers

Having a small number of customers is not a problem when everything is going well, but if one or two leave you or fail to pay up on time, then this can cause problems.
If you depend on 3 customers and one of them leaves then you are faced with a 33% reduction in sales. Unless you can replace him immediately you may not be able to cut your overheads quick enough to avert any crisis.

You cannot afford for your business to be held to ransom. Try and diversify as much as you can. Get out there and get new customers.
The same applies to businesses which rely on only one or two products. A shift in public tastes can leave you high and dry with unsold stock and no business!
Not Having a Budget

One good financial discipline is to have a budget. At the beginning of each year sit down and, based on your previous year’s income and expenditure, set new targets. Look to see where you can cut back in expenditure or even what to cut out all together.

Armed with your budget you will have a guide to work to. This will be a second check before you make any large unnecessary purchases.

Having a budget will provide discipline to your expenditure. At the end of every month up date it by including your actual income and expenditure then compare your budget with the actuals. Going through this exercise will give you more focus and what your business is doing. It can help you put things right by highlighting the problem areas.
No Contingency Plan In Place

Bigger businesses need to have a contingency plan for all parts of the business. A contingency plan is basically a plan which answers the question, «What would we do if this happened …?»

What is your «if»? What if you lose your premises? What if your computer goes down?
For a small business the biggest risk is you! What would happen to your business if you fall ill or even die? Most small businesses are totally dependent on the owner. You do everything!

If you are ill enough for one or two months that you can’t work who will see to the customers? Who will get new ones? Who will see to the paperwork? Who will collect the money owed to you?

These are important questions you must answer now. You have to identify someone who could fill in for you if you are to avoid a potential financial crisis. Your next step is to write a manual on how your business works, and outlining all the key processes. If something does happen then at least there is a path to follow!
Not Talking To Your Bank Manager

As soon as most people see a financial crisis looming the person they try and avoid most is t
heir Bank Manager! If they see him walking on the same side of the road they will cross to avoid bumping into him.

The Bank Manager is usually the first person you should speak to. Bank Managers like to be kept up to date with what is happening in your business. They don’t like surprises. It’s when they are kept in the dark they make decisions that can have a major impact on your business.

You must resolve to talk to your Bank Manager the moment you suspect there is a problem. Who knows, he may surprise you by offering to do something to help!
Financial problems can usually be avoided by taking a step back from the business and thinking about what can go wrong. Once you know that, then you can take actions to put preventative measures in place before it’s too late.