Chapter-1- Introduction.pptx

CHAPTER ONE
THE BASICS OF MATERIALS HANDLING
EQUIPMENT AND THEIR SELECTION

Introduction
Materials handling can be defined as the art and science of conveying, elevating,
positioning, transporting and packaging and storing of materials regardless of size,
form and weight
which effect a saving in money, time and place.
The reference to materials handling as an art and science is made, because the
solution of most con the experience and judgement of individual materials handling
engineer.
Modern analytical methods and engineering data, formula statistics and standards
are becoming increasingly helpful in arriving at a definite answer for some aspects of
the problems.
Materials handling equipment is of a vital importance in the economical and
efficient performance of all modern industrial operations, where materials are handled
and re-handled from their source, through manufacturing and processing.

In many cases, materials handling equipment is the only possible means
of moving materials because of their characteristics or for other reasons
such as location, safety and capacity requirements.
 In fact in many plants the predominant operation is the handling of
materials from their raw state until they become finished products
(Fig.1.1).
In short consider an industrial plant as a black box. The input (raw
material or semi-finished product) is unloaded, stored in the raw material
store, fed into the handling equipment in the plant, processed and finally
the output (semi-finished or finished products) again stored in the finished
product store until loading it to the destination required

1.2 Unloading and Feeding Equipment for Bulk Material
 Unloading common carriers or other means of transportation is an
important operation in most plants which consume or process bulk
materials.
 Such materials may be received in trucks, trailers, ships, boats, barges,
and various types of cars such as mine cars, hopper bottoms, gondolas,
and boxcars.
 Operation of unloading equipment may vary from seasonal or intermittent
use at some mines, grain elevators, and small plants, to the severe "day in,
day out" service at steel mills and large steam generating stations.
 Selection of the most effective and economical unloading equipment
depends upon the type of carrier to be unloaded, the characteristics and
condition of the material, the unloading rate, annual tonnage, the means of
moving cars or barges to and from unloader, and, in the case of large ships, the
cost of demurrage.
 The average unloading rate, in cars per hour, includes both the unloading
cycle and the time required to move cars to and from the unloading
operation.

 The most effective use of unloading equipment often requires haulage machines or car
spotters to reduce the delays of such movements.
 Also, feeding and conveying equipment is more economical when the hopper, into
which the car is unloaded, is large enough to contain sufficient material to
continuously feed the system while cars are shifted to and from the unloading operation.
 Unloading of free flowing material seldom requires considerations other than those
of capacity and appropriate type of equipment (Fig.1.2, a, b, c, d, e, and f).
 Sluggish or sticky materials often require car shaker for quick, clean discharge of
hopper cars, or a rotary dumper for higher capacities.
 Frozen coal or ore may require thawing to free it from car sides, after which the
discharge of moderate capacities of frozen lumps may usually be accelerated by a car
shaker.
 Higher capacities of frozen material can best be unloaded with a rotary car dumper.
Various types of bucket elevator unloads are also available for unloading ships of grain,
barges of coal and other free flowing materials at capacities up to 2000 or more tons per hour.
Fig.1.2 Unloading Equipment

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 After the unloading process, the material is stored in the raw material store. Then a
uniformly controlled feed is necessary for the most effective performance of
most bulk conveying systems and for may processing operations.
 Selection of the most suitable type of feeders depends upon the required
capacity, as well as the size, flowability, moisture content and other
characteristics of the material.
 Before dispatching, the material is packed and stored in the finished product store.
Fig.1.3 Feeding Equipment
1.3 Classification and Application of Materials Handling Equipment
 It is clear that materials handling plays a vital role in industrial plant
operations.
 A good materials handling system is flexible, compatible and reliable.
 By flexibility we mean that the handling equipment has the capacity to respond
or confirm to new situations easily, while compatibility requires the number of
varieties of models and makes of equipment to be reduced.
 The ability of materials handling equipment and system to operate safely,
frequently and reliably has become increasingly important

A good handling system may have the following benefits
i.Reduce cost by
- Utilizing space to better advantage
- Increasing productivity
- Making a few number of effective movements
ii.Reduce waste by
- Eliminating damage to materials during the handling process.
- Maintaining proper control over the in-and-out of stock handling process
iii.Improve working conditions by
- Providing safer working conditions
- Reducing worker fatigue
iv.Improve the efficiency of the plant by
- Providing a better organization of storage facilities
The general field of materials handling may be technically divided
into five distinct functional divisions or spheres of activity and into
three main groups according to their design features. The five distinct
functional divisions or spheres of activity are:

1.Bulk handling: It involves the extracting, handling and storage of bulk materials
including gases liquids, semi-liquids and solids. These processes apply particularly
in the processing, basic heavy industries, and in the mine and construction
industries.
2.Unit handling: In manufacturing operations it covers the handling of formed
materials in the initial, intermediate and final stages of manufacture. It involves
the handling of unit loads ranging from pins to locomotives.
3.Packaging: Covers the design, selection and use of in process containers, and
includes packing of semi-finished and finished products.
4.Warehousing: The area covered by warehousing includes the receiving, storing,
shipping of materials in any form, and at any point in the process of manufacture
and distribution.
5.Carrier Handling: It covers the loading, securing, transporting, unloading and
transfer of all kinds of materials in highway trucks railway cars, barges, ships,
airplanes and at carrier terminals.
The three groups of materials handling equipment classified by their design
features are indicated in Fig.1.4.

6
a.Hoisting Equipment: A group of machines with lifting gear intended for moving
loads mainly in batches. This type of equipment is intended mainly for unit loads.
Hoisting machinery, cranes and elevators belong to this group.
b.Conveying Equipment: A group of machines, which may have no lifting gear
and which move load in a continuous flow. They are intended for bulk and unit loads
one at a time. All conveyors including pneumatic and hydraulic conveyors belong to
this group.
c.Surface and Overhead Equipment: A group of machines, which may not be
provided with lifting gear and which usually handle loads in batches. Trackless
trucks, narrow- gauge cars belong to this group.

application of materials handling equipment is very wide. It is worthwhile to list a few of
them.
1.Manufacturing Industry: The handling of all kinds of materials in the process of
manufacturing represents probably the largest single field for the extensive use of a wide
range of materials handling equipment.
2.Building Construction Industry: The architect must familiarize himself with the many
aspects of building planning and construction that involves the proper receiving sorting,
storing and moving of materials.
3.Heavy Construction Industry: Modern materials handling methods and equipment for
handling construction materials and for large-scale movement of earth and road building
operations have greatly influenced civil engineers in the planning and performance of
heavy construction works.
4.Mining Industry: In both underground mines and open pit operations, the use of new
materials handling methods and equipment in the extraction, handling and transportation of
coal and ore have cut the cost of extracting the materials mined to a mere fraction of the former
expenditure.
5.Food Industry: The proper choice of materials handling method and equipment highly
influences industries like grain, flour, cereal, meat packers, sugar mills, breweries, canning
plants, bakery and confectionery, ice and cold storage.
6.Automotive and Transportation Industry: This is the area where recent developments of
materials handling equipment is widely applied. This category includes industries as
automobile, railroad, truck aircraft, ships, etc.

1.4 Typical Hoisting and Conveying Equipment
 Materials handling plays an important part in industrial economy. It is an integral part
of most modern industries.
 Great steam plants would not be possible with out coal handling equipment,
nor could steel, paper, chemical, cement and manufacturing plants function
without them. Some of the typical materials handling equipment are given
below. Fig.1.5
 depicts a typical hoisting machines like screw jack, electric hoists, capstans, pulleys,
bridge cranes and crane trolley. The components and the theory of those will be dealt
from Chapter Two to Chapter Six, in Part Two of this text.
 An introduction on conveyors and their applications along with figures are
given below (Fig.1.6 to Fig.1.13). Details of these conveyors are discussed in Part
Three of this text (From Chapter Seven to Twelve).
a) Screw Jack
b) Electric Hoists
c) Electric Capstan
(Horizontal Drum)
d) Rope Pulleys

e) Single-grider Bridge Crane
g) Crane on a power-driven truck
h) Wall Jib Crane
Fig.1.5 Typical Hoisting Machines
a. Belt Conveyors: They are suitable for handling many materials in a wide rang of
sizes, over long distances up and down slops. They are outstanding for low power
requirements, high capacities, simplicity and dependable operation. Material is
carried on belt running over anti-friction idler rolls.
Fig. 1.6 Belt Conveyor
b. Oscillating Conveyors: They are adapted to handling hot abrasive stringy and
irregular shaped lumpy materials as well as dusty materials or those that cannot be
exposed. They have leak-proof trough in which there are no moving parts and can be
enclosed and sealed for dust-proof or gas tight operation. They are made in three types
for light, medium and heavy-duty service.

C, Apron Conveyors: They handle many kinds of materials but are particularly
suitable to those which are heavy, abrasive or lumpy. Bladed overlapping carrying
pans are usually
Fig.1.7 Oscillating Conveyor
 mounted on two strands of chain operating on track they are self feeding and can be
used on combined horizontal and inclined paths.
Fig.1.8 Apron Conveyor
d. Screw Conveyors: They are adapted to a wide range of bulk materials of fine
and moderate sizes. They consist of helically formed flights on revolving shafts,
generally mounted in stationary, enclosed troughs which may be water or steam
jacketed for cooling, drying, etc. The rotation of the screw advances the material.
Fig.1.9 Screw Conveyor

e. Flight Conveyors: They use scraper plates or flights, carried by one or two
strands of chain to push coal or other nonabrasive material align in troughs which
may be horizontal, inclined or a combination of both. Discharge may be over the end
or through the gates at intermediate points.
Fig.1.10 Flight Conveyor
f. Bucket Elevator: They are probably the most widely used methods for
elevating bulk materials. Various types of design are available to meet the
requirements of different materials and operating conditions. Buckets are mounted
on chain or belt.
 They receive material at the boot and discharge it over the head wheel by
centrifugal action or by gravity. The centrifugal discharge types are normally
used for free flowing, fine to medium size lump materials. Those
discharging by gravity, which comprise positive discharge, continuous bucket
and internal discharge types, are generally used for materials more difficult to
handle due to large lumps, sluggishness, fragile or similar characteristics.

________________
Fig.1.11 Bucket Elevator
g. Wide Chain Drag Conveyor: They are simple and satisfactory for handling
saw dust, wood chips and abrasive materials such as ash. Single strands of wide drag
chains slide the material in steel, hard iron or concrete troughs.
Fig.1.12 Wide Chain Drag Conveyor
h.Pneumatic Conveyor: This term generally identifies a pneumatic pipeline conveyor
into which dry, pulverized materials are fed mechanically and their
transportation to the destination by the expanding energy of compressed air. The
basic units of such a system are:
 A positive airlock feeder
 The piping system
 The product receiver
 The air supply, either a positive pressure blower or an air compressor
 Dust filters

Fig.1.13 Pneumatic Conveyors
5. Selection of the Proper Equipment
Various Materials Handling Equipment (MHE) can perform the same operation. The
success of an individual handling equipment or of a complete system depends
largely upon its suitability for the material it must handle. Usually there are various
alternative methods for handling materials in any given facility. The question is, how
does one go about selecting the right approach? The following sequence of steps
is a recommended approach for solving materials handling problems.
Identify and define the problem.
a)Collect relevant data.
b)Analyze the data.
c)Evaluate alternative
d)Choose the preferred solution.
e)Apply the solution

a. Identifying the Problem
Identifying a materials handling problem is not always an easy task. Often
problems in a plant are attributed to other factors, such as production or
quality control, when the underlying cause actually stems from the handling
approach being used.
Checklists given below can be used as a starting point and aid in spotting handling
problems in an existing plant. The checklists of this type should not be relied
on in themselves; sometimes they can be misleading. However, in general they do
help to spot symptoms that are associated with poor materials handling practices.
- Crowded operating conditions
- Cluttered aisles
- Cluttered docks
- Poor housekeeping
- Jam-ups in service departments
- Backtracking in materials flow
- Obstacles in materials flow
- Manual loading and unloading
- Manual handling or loads weighing more
than 25 kg
- Two-man lifting jobs
- Excess temporary storage
- Excess time spent retrieving stored
goods
- Unused building cube space

-High indirect labor costs
- Skilled employees waste time handlin
materials
- Materials handling equipment mor
than 10 years’ old
Excessive re handling (too much
picking up, setting down)
-Single pieces handled instead of unit
loads
- Production delays
- Idle equipment and machines
- High damage rate
- High demurrage charges
A good starting point in evaluating the quality of materials handling in an existing
facility is to take a plant tour, armed with a clipboard and checklist. While
trying to spot signs of inefficient materials handling, the observer should also try
to see if relationships can be noted between the different problems. First,
the engineer or analyst should look for relationships between problems
within an operating section or department. The next step is to look for
relationships among problems in different departments. It is important that
handling efficiency be optimized throughout the facility, not just within one
isolated department

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b.Defining the Problem
Once a problem has been identified, the next important step is to define it fully. The
problem definition must include its scope. For example, suppose that considerable
clutter and confusion exist at a work area on the shop floor of a plant. What is the
scope of the problem? Is it limited to the work area itself, and attributable to a lack of
on-site storage facilities, or poor workplace handling practices? Or, might the problem
also encompass the way materials are being delivered from the receiving area, or from
the adjacent department? Perhaps the delivery of materials should be in an even flow
throughout the day, rather than in large, staggered increments. Possibly the difficulty
is caused by a poor layout of the production area.
The problem definition should, wherever possible, contain quantitative
information. How many meters is the adjacent department away from the work site?
How many square feet of floor space, or cubic feet of space, have been allocated to
storage? How many different parts
and tools are involved, and how have they been organized before delivery to
production?
c.Collecting Relevant Data
Answers to some of the necessary question may not be immediately available.
Rather, some data collection and analysis may be necessary in order to uncover the
desired information. Often information must be developed regarding the flow of
materials through the facility, along with the types of moves that take place. Care

d.Analyze the Data
A good first step in analyzing the data is to consider the 20 Principles of Materials
Handling. These principles are a distillation of accumulated experience and
knowledge on the part of many practitioners and students of materials handling. As
with any such listings, they should be viewed as general principles that can be used
as a starting point in developing a solution. However, they do not represent absolute
rules in any sense. Rather, they should be combined with other factors before
arriving at a solution. For example, although the use of gravity should be
encouraged whenever practical, in certain applications powered conveyors are
clearly the preferred solution when compared with gravity chutes.
The Twenty Principles of Materiel Handling
1. Orientation Principle: Study the system relationships thoroughly prior to
preliminary planning in order to identify existing methods and problems,
physical and economic constraints, and to establish future requirements and
goals
2. Planning Principle: Establish a plan to include basic requirements,
desirable options, and the consideration of contingencies for all material
handling and storage activities.

3. Systems Principle: Integrate those handling and storage activities which are
economically viable into a coordinated system of operation including receiving,
inspection, storage, production, assembly, packaging, warehousing, shipping and
transportation.
4. Unit Load Principle: Handle products in as large a unit load as practical.
5. Space Utilization Principle: Make effective utilization of all cubic space.
6. Standardization Principle: Standardize handling methods and equipment
wherever possible.
7. Ergonomic Principle: Recognize human capabilities and limitations by
designing material handling equipment and procedures for effective interaction
with the people using the system.
8. Energy Principle: Include energy consumption of the material handling
systems and material handling procedures when making comparisons or
preparing economic justifications.
9. Ecology Principle: Minimize adverse effects on the environment when selecting
material handling equipment and procedures.

10. Mechanization Principle: Mechanize the handling process where feasible to
increase efficiency and economy in the handling of materials.
11. Flexibility Principle: Use methods and equipment which can perform a variety
of tasks under a variety of operating conditions.
12. Simplification Principle: Simplify handling by eliminating, reducing, or
combining unnecessary movements and /or equipment.
13. Gravity Principle: Utilize gravity to move material wherever possible, while
respecting limitations concerning safety, product damage and loss
14. Safety Principle: Provide safe material handling equipment and methods
which follow existing safety codes and regulations in addition to accrued
experience.
15. Computerization Principle: Consider computerization in material handling
and storage systems, when circumstances warrant, for improved material and
information control.
16. System Flow Principle: integrate data flow with the physical material flow in
handling and storage.

17. Layout Principle: Prepare an operational sequence and equipment layout for all
viable system solutions, then select the alternative system which best integrates
efficiency and effectiveness.
18. Cost Principle: Compare the economic justification of alternate solutions in
equipment and methods on the basis of economic effectiveness as measured by
expense per unit handled.
19.Maintenance Principle: Prepare a plan for preventive maintenance and scheduled
repairs of all material handling equipment.
20.Obsolescence Principle: Prepare a long range and economically sound
policy for replacement of obsolete equipment and methods with special consideration
to after-tax life cycle costs.
e. Evaluating Alternatives
Once appropriate data have been assembled and analyzed, the engineer can begin
developing and evaluating alternative solution plans. The elements of a materials
handling solution include people, equipment, facilities, money, and time. Thus,
formulation of a solution involves questions of the following type:

- How many operators will be involved?
 What kind of training will they require?
 How many supervisors will be needed?
 How large a maintenance staff will be needed, and what types of skills should they
have?
 What types of equipment will be used?
 What are the power requirements?
 Will a new additional building be required?
 How soon can we get on stream?
 How much will it cost?
 What is the expected return on investment?
To answer these and related questions both technical and economic factors must be
considered. Usually the primary technical factor is a thorough knowledge of the types
of handling equipment available, their advantages and disadvantages for specific
applications, their purchase, installation, and operating costs, and their adaptability to
different situations. Plant visits, seminars, short courses, trade shows, and business
publications are all good sources of information.
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f. Choosing the Solution
Whenever possible, tests should be applied to various alternative approaches. In some
cases, alternative schemes might be tested with simulation models or other quantitative
techniques. In other cases, particularly those involving bulk solids, laboratory or pilot-
plant runs may provide required data. The various proposed solutions should also be
tested against economic criteria. Factors such as cash flow, investment, tax, credit, and
income tax must always be taken into account.
The proper choice of MHE requires knowledge of the operational characteristics
of the various MHE and a thorough understanding of the production process and
organizational setup of the enterprise.
The principal technical factors for the choice of types of MHE are the following:
1. Kinds and properties of load to be handled:
i. Unit loads: for these types of loads their form, weight, convenient bearing surface
or parts by which they can be suspended, brittleness, temperature, etc. are to be
noted.
ii. Bulk loads: for these types of loads lump size, tendency to cake, volume, specific
weight, temperature, chemical properties etc. are to be known.

2.Required hourly capacity: The knowledge of hourly capacity is essential
for the determination of the type of the operation. The operation can be
either continuos or intermittent.
3. Direction and length of travel: the direction can be, horizontal inclined or
vertical. The distance that the load moves may range from few millimeters to
thousands of meters.
4.Methods of stacking loads at the initial, intermediate and final points:
Mostly unit loads are stored in stacks and shelves while bulk loads are stored in
piles and bins.
5.Characteristics of production process involved in moving loads: This is
the most important factor to affect the choice of MHE for the movement of
materials is closely linked with the manufacturing process.
6.Consideration of specific local conditions: This may include the shape and the
size of area, the type and design of the building, the possible arrangements of
processing units and ambient conditions, dust, humidity, temperature, pressure,
etc.
7.Economic and other considerations: This may include capital outlay,
operational cost, considerations for further expansion, period of existence,
kind of energy available and safety and operational convenience.

After technical and economic factors have been considered, however, another set of
factors that must be dealt with are the intangibles. Often, these items can tip the
scales in one direction or another. Typical intangibles include the following:
 Increase in morale
 Job enrichment
 Improved customer service
 Compatibility with company philosophy
 Adaptability to future changes in technology
 Operating feasibility (considering availability of labor and skills)
 Operator comfort
 Ability to cope with changing conditions
 Reputation with customers and vendors
 Durability of equipment
 Adaptability for expansion (or reduction)
 Quality of service

Simulation and other methods of computer analysis can be used to help evaluate
feasibility of alternatives. It is important, however, that the assumptions, underlying
any model and the relationships represented in it, are thoroughly understood.
g. Applying the Solution
Once a preferred solution has been identified, the major challenge is developing the
implementation plan. Obviously a different degree of effort and expertise is required
for obtaining a hoist, a section of conveyor, or a shelving section, as is the case for
planning an engineered materials handling system. Depending on the complexity of
the job, assistance may be required from equipment manufacturers, distributors,
consultants, and systems contractors.
Generally, the following steps are involved in implementing a materials handling
systems project.
1. Develop specifications
2.Evaluate supplies
3.Evaluate bids
4.Select supplies
5.Award contracts

1. Develop specifications
It is most important that the bid specification be written, be well organized, and spell out
clearly and precisely what various vendors will be bidding against. Even in a small job,
involving only a few pieces of equipment, competitive bids can vary widely in price if
vendors do not understand clearly what the specifications are to which they must bid. As a
minimum, requests for bids should be accompanied by scaled drawings whenever
appropriate. If larger systems are involved, consultants are often brought in to assist with bid
preparation.
2.Evaluating Suppliers
For a materials handling system of any significant size, qualifying those suppliers that will be
invited to submit bids is an important part of the bid preparation process. Evaluation of
supplier capabilities is also a factor when subsequent bids are being evaluated. Depending on
the scope of the project, it might be a good idea to tour the prospective supplier's facilities, with
the following questions in mind.
- What is the condition of the supplier's plant?
- How well organized are plant operations?
- What is the condition and age of equipment?
- How good is the quality control?
- How busy is the supplier?

- Will his workload permit him to give proper attention to my project?
- What full-time skills are available in mechanical, electrical, and structure crafts?
- How about data processing capabilities?
If possible, customers of the supplier also should be visited to see how their
systems are working out. If possible, operators and mechanics should be
interviewed, as well as supervisory and managerial personnel, in order to get a
balanced viewpoint. Information about the following matters should be sought:
- How smooth was the system installation and start-up?
- Did the supplier assist in setting up a training program for the user's personnel?
- How helpful was the supplier in setting up a maintenance program and spare parts
inventory?
Was the supplier effective in solving problems that surfaced during installation and
start-up?
- Did supplier personnel have adequate skills, and were the same people
available throughout the duration of the project?
- Is the system delivering what was promised in terms of performance and uptime?
3.Evaluating the Bid
An important part of evaluating competitive bids is making sure that all vendors are
bidding to the same specifications. This job is made easier when well-written, precise
specifications are prepared in advance. Otherwise, prices quoted may have no relation
to duty classification or construction grade of equipment quoted.

In the case of a large system or facility, a performance specification may be the
basis on which prospective suppliers bid. This type of specification spells out the
type of performance required (pallets per hour handled, number of picks per hour,
etc.), but does not necessarily restrict the supplier to the type of approach to be used.
Rather, the burden is on the bidder to suggest the approach to be taken.
4.Selecting the Supplier
When such a performance specification is evaluated, a meticulous cost analysis is an
important if not the major part of the evaluation. Operating costs as well as initial
costs must be evaluated carefully for every alternative approach. Anticipated
maintenance costs and spare parts inventory costs are among the items to be included
in the operating cost category. In a surprisingly large number of cases, the initial cost
of a system does not represent the overriding consideration when compared against
total life-cycle costs.
Obviously, absolute cost figures should be balanced against perceptions of overall
supplier
capabilities. A supplier presenting the lowest overall cost bid may also carry the
lowest overall confidence level. Qualitative judgements must be made at this point. In
some cases, numerical point rating systems might be applied to help factor such
issues into the evaluation.

5.Awarding the Contract
Once the supplier has been selected and the winning bid chosen, the contract must be awarded.
Often the success of the system fails down at this point. Practicality must be kept in mind when
the contract is drawn up. The important thing is that the system meets performance specifications,
on time, and within budget. The supplier should not be bogged down with an overly restrictive
contract that limits his abilities to perform. On the other hand, the needs of the customer, as
identified and approved by top management, must not be compromised. Basically, the contract
should be viewed as a tool for helping both parties-the customer and the supplier-in managing the
project. A good materials handling contract generally contains the following elements.
- Objectives of the system
- Modes of operation
- Environmental factors (temperature, atmosphere, seasonal factors)
- Description of loads to be handed, along with volume and throughputs
- Target date for system to be operational at specified performance level
- Designated responsibility on the part of supplier and user for insurance, safety,
scheduling, and life protection
- Warranty details
- Supplier and user share of project management responsibilities
- Acceptance criteria
- Terms of payment
- Procedures for handling system changes and new requirements
- Spare parts stocking manuals
- Supplier support activities and training materials

1.6 Review Questions
1.Define what Materials Handling Equipment (MHE) are, and describe their
applications.
2.What factors will be considered when selecting the most effective and
economical unloading equipment?
3.State the factors that have to be considered while selecting efficient and suitable
types of feeders.
4.List down some of the benefits obtained from implementing a good material
handling system.
5.Discuss the three main groups of material handling equipment when they are
treated according to their design features.
6.Describe the necessary steps that are involved in implementing a material
handling systems project.

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