Each industrial engineer in the IE department has to prepare a matrix showing the productivity improvement techniques he used in each process under his productivity management and the benefit realized.
Such a matrix will help in planning productivity improvement in the following years.
The table will also identify the techniques in which a particular IE is more proficient.
Effective industrial engineering has to satisfy management about the contribution it made to the organization.
The prime contribution of IE has to be cost reduction through productivity improvement.
Productivity improvement is achieved through time reduction of capital assets and human resources and usage reduction of consumable items.
Reduction of machine time and man time have to be made through time studies. Time study was developed by F.W. Taylor to do this task. The purpose of time study is to measure the time taken being taken currently by each element of the task and study each element to find opportunities for time reduction. The time study includes time measurement (or work measurement) and analysis for drivers of time at element level.
If the Time study is taken as the highest level task, it will have many lower level studies.
Machine Capabilities
Manpower capabilities
Method study
Motion study
Machine Appropriateness Study etc.
Here's an outline of a comprehensive plan to make an industrial engineering department more effective:
Plan to Enhance Industrial Engineering Department Effectiveness
This plan focuses on key pillars to ensure the Industrial Engineering (IE) department operates at its peak, delivering maximum value to the organization.
I. Define Vision, Mission, and Scope
Department Vision:
Establish a clear, concise vision statement that articulates the desired future state of the IE department (e.g., "To be the strategic partner in optimizing organizational processes, driving efficiency, and fostering innovation across all operations.").
Mission Statement:
Develop a mission statement detailing the department's core purpose and how it contributes to the overall organizational goals (e.g., "The IE department's mission is to apply scientific principles and analytical methods to design, improve, and integrate systems of people, materials, information, equipment, and energy, thereby enhancing productivity, quality, and cost-effectiveness.").
Clearly Defined Scope and Responsibilities:
Outline the specific areas of focus (e.g., process improvement, layout optimization, capacity planning, work measurement, supply chain analysis, quality control, ergonomics, data analytics).
Clarify roles and responsibilities within the department and its interfaces with other departments.
Link to Organizational Goals:
Ensure all IE initiatives are directly aligned with the company's strategic objectives (e.g., cost reduction, market expansion, new product development, sustainability).
Regularly review and adjust IE priorities based on evolving business needs.
Stakeholder Engagement:
Identify key stakeholders (e.g., operations, finance, R&D, sales).
Establish formal channels for communication and collaboration to understand their needs and secure their buy-in for IE projects.
Project Prioritization Framework:
Implement a robust system for evaluating and prioritizing potential IE projects based on impact, feasibility, resource requirements, and strategic alignment.
Consider using tools like a weighted scoring model or a project portfolio management approach.
Standardized Methodologies:
Adopt and standardize proven IE methodologies
Time Study - F.W. Taylor
Motion Study - Gilbreth
Process Chart Analysis - Gilbreth - Augmented to Process Study
Method Study - Maynard
Operation Analysis - Maynard
Motion and Time Study (Work Measurement)
Work Study
Predetermined Motion Time Systems (MTM, Most, Modapts)
Process Charts - Man Machine Chart
Toyota Production System
SMED
Jidoka (Autonomated Machines)
Total Productivity Management
Productivity Measurement
Total Quality Management
Benchmarking
Lean Manufacturing
Six Sigma
Simulation
Theory of Constraints
DFMA
Principles of Industrial Engineering
Functions of Industrial Engineering
Focus Areas of Industrial Engineering
Machine Work Study
Provide training and resources to ensure consistent application.
Data-Driven Decision Making:
Emphasize the collection, analysis, and interpretation of operational data to identify bottlenecks, waste, and improvement opportunities.
Utilize statistical process control (SPC) and other analytical tools.
Continuous Process Mapping and Analysis:
Regularly map current-state processes to identify inefficiencies and design future-state processes.
Foster a culture of critical thinking about existing workflows.
Software and Tools:
Invest in appropriate software for simulation (e.g., Arena, FlexSim), layout design (e.g., AutoCAD), data analysis (e.g., Minitab, R, Python), project management, and enterprise resource planning (ERP) integration.
Automation and Digitalization:
Explore opportunities to automate data collection, reporting, and routine analytical tasks.
Leverage digital twins or advanced analytics for predictive insights.
Knowledge Management System:
Implement a system to document best practices, project learnings, standard operating procedures (SOPs), and analytical models for easy access and reuse.
Skill Assessment and Development:
Conduct a thorough assessment of current IE staff skills and identify gaps.
Develop a continuous learning plan focusing on technical skills (e.g., advanced analytics, specific software), soft skills (e.g., communication, change management, leadership), and industry-specific knowledge.
Encourage certifications (e.g., Lean Six Sigma Black Belt).
Cross-Functional Training:
Provide opportunities for IE personnel to gain exposure to different departments and operational areas.
Mentorship and Coaching:
Establish mentorship programs within the department to foster knowledge transfer and professional growth.
Culture of Innovation and Continuous Improvement:
Encourage experimentation, problem-solving, and a proactive approach to identifying and addressing inefficiencies.
Recognize and reward contributions to improvement initiatives.
Key Performance Indicators (KPIs):
Define clear, measurable KPIs for the IE department that reflect its contribution to organizational goals (e.g., cost savings realized, process cycle time reduction, productivity improvements, project completion rates, ROI of IE projects).
Regular Reporting:
Establish a cadence for reporting on project progress, achieved benefits, and departmental performance to senior management and relevant stakeholders.
Use dashboards and visual aids for effective communication.
Post-Implementation Review:
Conduct post-implementation reviews for major projects to assess actual impact versus planned benefits and identify lessons learned.
Internal Departmental Collaboration:
Foster strong teamwork and knowledge sharing within the IE department.
Cross-Functional Partnerships:
Actively collaborate with other departments (e.g., Production, Quality, Supply Chain, IT, Finance) to ensure integrated solutions and successful implementation of improvements.
Effective Communication Strategy:
Develop a communication plan to keep all stakeholders informed about IE initiatives, progress, and successes.
Highlight the value and impact of IE work to build credibility and support.
Regular Departmental Review:
Periodically review the effectiveness of the IE department's own processes, tools, and structure.
Feedback Mechanisms:
Implement mechanisms for internal and external stakeholders to provide feedback on the IE department's performance.
Benchmarking:
Benchmark against leading IE departments in other organizations or industries to identify best practices and areas for improvement.
The above items are refined in each iteration of the presentations given to specific companies. Answering specific questions of the participants collected before the presentation is an important value adding part of the interaction.
Survey done during 1988-89.
Product Work Breakdown Structure
Value Engineering - Analysis
Manufacturing Engineering (Process Planning)
Flexible Manufacturing/Automation
Computer Integrated Manufacturing
Tools
Plant Engineering
Energy Management Conservation
Accuracy Control
Methods Improvement
Plant Layout
Plant Layout
Group Technology - Flow Lines or Assembly Lines
Work Measurement
Engineering Economy
Human Resources Accounting
Capital Investment Analysis
Economics of Production
Material Requirement Planning
Computer Simulation
Production Planning
Production Scheduling
Preparation - Delivery Oral - Written Reports
Project Management of Productivity Projects (Providing IE services to Projects)
Learning Curve Concepts
Developing and Communicating Standards
Psychology of Sales
Operations Reserach
Statistical Analysis
Human Factors/Ergonomics
Behavioral Science Application
What is your IE Methods/Techniques Portfolio?
Are You Using the Following Concepts and Related Methods/Techniques
Industrial Engineering - Some Important Concepts - A Presentation
https://nraoiekc.blogspot.com/2025/07/industrial-engineering-some-important.html
https://nraoiekc.blogspot.com/2012/02/role-and-career-of-industrial-engineer.html
Revolution Needed in Industrial Engineering to Make It More Effective
Prabhakar Deshpande
Published in Industrial Engineering (Volume 6, Issue 2)
2022
https://www.sciencepublishinggroup.com/article/10.11648/10073883
One AI Summary on Effective Industrial Engineering
Effective Industrial Engineering focuses on configuring and optimizing complex processes, systems, and organizations by integrating principles from various disciplines to improve efficiency, productivity, and quality. This involves analyzing and designing systems, streamlining workflows, reducing costs, and enhancing service quality within various industries. Configuring a systems involves specifying and integrating many components. Configuring is an engineering task. Optimization determines the values of the operating variables of each of these components. Normally each component has a range of operating values.
Key aspects of effective industrial engineering include:
Science based selection of system/process resources
Systems Thinking:
Viewing processes as interconnected systems of components to identify bottlenecks and areas for improvement.
Data-Driven Decision Making:
Developing shop floor operating data and studying and analyzing the data utilizing various techniques including charts, graphs, advanced statistical analysis, operations research, and simulation modeling to make informed decisions about process optimization.
Integration of People, Materials, Information, Equipment, and Energy:
Ensuring that all elements of a system are appropriately selected based on system requirement and integrating their work to make them work efficiently to achieve optimal performance.
Continuous Improvement:
Implementing strategies to constantly streamline workflows, reduce costs, and improve overall performance.
Adaptability and Innovation:
Keeping up with the latest technologies and methodologies to address evolving challenges and opportunities.
In essence, effective industrial engineering is about:
Making things work better: Improving the efficiency and effectiveness of processes and systems.
Making things work smarter: Utilizing data and analytical tools to make informed decisions and optimize performance.
Making things work together: Ensuring that all components of a system are appropriate and integrated and working towards a common goal.
Making things work sustainably: Optimizing resource utilization and minimizing environmental impact ( a new focus of businesses that IE has to satisfy.)
Here's an outline of a comprehensive plan to make an industrial engineering department more effective:
Plan to Enhance Industrial Engineering Department Effectiveness
This plan focuses on key pillars to ensure the Industrial Engineering (IE) department operates at its peak, delivering maximum value to the organization.
I. Define Vision, Mission, and Scope
Department Vision:
Establish a clear, concise vision statement that articulates the desired future state of the IE department (e.g., "To be the strategic partner in optimizing organizational processes, driving efficiency, and fostering innovation across all operations.").
Mission Statement:
Develop a mission statement detailing the department's core purpose and how it contributes to the overall organizational goals (e.g., "The IE department's mission is to apply scientific principles and analytical methods to design, improve, and integrate systems of people, materials, information, equipment, and energy, thereby enhancing productivity, quality, and cost-effectiveness.").
Clearly Defined Scope and Responsibilities:
Outline the specific areas of focus (e.g., process improvement, layout optimization, capacity planning, work measurement, supply chain analysis, quality control, ergonomics, data analytics).
Clarify roles and responsibilities within the department and its interfaces with other departments.
II. Strategic Alignment and Prioritization
Link to Organizational Goals:
Ensure all IE initiatives are directly aligned with the company's strategic objectives (e.g., cost reduction, market expansion, new product development, sustainability).
Regularly review and adjust IE priorities based on evolving business needs.
Stakeholder Engagement:
Identify key stakeholders (e.g., operations, finance, R&D, sales).
Establish formal channels for communication and collaboration to understand their needs and secure their buy-in for IE projects.
Project Prioritization Framework:
Implement a robust system for evaluating and prioritizing potential IE projects based on impact, feasibility, resource requirements, and strategic alignment.
Consider using tools like a weighted scoring model or a project portfolio management approach.
Standardized Methodologies:
Adopt and standardize proven IE methodologies
Time Study - F.W. Taylor
Motion Study - Gilbreth
Process Chart Analysis - Gilbreth - Augmented to Process Study
Method Study - Maynard
Operation Analysis - Maynard
Motion and Time Study (Work Measurement)
Work Study
Predetermined Motion Time Systems (MTM, Most, Modapts)
Process Charts - Man Machine Chart
Toyota Production System
SMED
Jidoka (Autonomated Machines)
Total Productivity Management
Productivity Measurement
Total Quality Management
Benchmarking
Lean Manufacturing
Six Sigma
Simulation
Theory of Constraints
DFMA
Principles of Industrial Engineering
Functions of Industrial Engineering
Focus Areas of Industrial Engineering
Machine Work Study
Provide training and resources to ensure consistent application.
Data-Driven Decision Making:
Emphasize the collection, analysis, and interpretation of operational data to identify bottlenecks, waste, and improvement opportunities.
Utilize statistical process control (SPC) and other analytical tools.
Continuous Process Mapping and Analysis:
Regularly map current-state processes to identify inefficiencies and design future-state processes.
Foster a culture of critical thinking about existing workflows.
Software and Tools:
Invest in appropriate software for simulation (e.g., Arena, FlexSim), layout design (e.g., AutoCAD), data analysis (e.g., Minitab, R, Python), project management, and enterprise resource planning (ERP) integration.
Automation and Digitalization:
Explore opportunities to automate data collection, reporting, and routine analytical tasks.
Leverage digital twins or advanced analytics for predictive insights.
Knowledge Management System:
Implement a system to document best practices, project learnings, standard operating procedures (SOPs), and analytical models for easy access and reuse.
Skill Assessment and Development:
Conduct a thorough assessment of current IE staff skills and identify gaps.
Develop a continuous learning plan focusing on technical skills (e.g., advanced analytics, specific software), soft skills (e.g., communication, change management, leadership), and industry-specific knowledge.
Encourage certifications (e.g., Lean Six Sigma Black Belt).
Cross-Functional Training:
Provide opportunities for IE personnel to gain exposure to different departments and operational areas.
Mentorship and Coaching:
Establish mentorship programs within the department to foster knowledge transfer and professional growth.
Culture of Innovation and Continuous Improvement:
Encourage experimentation, problem-solving, and a proactive approach to identifying and addressing inefficiencies.
Recognize and reward contributions to improvement initiatives.
Key Performance Indicators (KPIs):
Define clear, measurable KPIs for the IE department that reflect its contribution to organizational goals (e.g., cost savings realized, process cycle time reduction, productivity improvements, project completion rates, ROI of IE projects).
Regular Reporting:
Establish a cadence for reporting on project progress, achieved benefits, and departmental performance to senior management and relevant stakeholders.
Use dashboards and visual aids for effective communication.
Post-Implementation Review:
Conduct post-implementation reviews for major projects to assess actual impact versus planned benefits and identify lessons learned.
Internal Departmental Collaboration:
Foster strong teamwork and knowledge sharing within the IE department.
Cross-Functional Partnerships:
Actively collaborate with other departments (e.g., Production, Quality, Supply Chain, IT, Finance) to ensure integrated solutions and successful implementation of improvements.
Effective Communication Strategy:
Develop a communication plan to keep all stakeholders informed about IE initiatives, progress, and successes.
Highlight the value and impact of IE work to build credibility and support.
Regular Departmental Review:
Periodically review the effectiveness of the IE department's own processes, tools, and structure.
Feedback Mechanisms:
Implement mechanisms for internal and external stakeholders to provide feedback on the IE department's performance.
Benchmarking:
Benchmark against leading IE departments in other organizations or industries to identify best practices and areas for improvement.
In a survey of America, companies by Sumanth found that many companies had formal productivity programs.
Productivity, Journal of NPC, had an article on Industrial engineering services in a 1988 issue.
ud. 7.8.2025
Pub. 16.7.2025
JMAC TPM pages - guidance tips - pages to be collected
2022
Sundaram Auto Components bestowed with TPM Excellence Award for its Mysuru plant
Mysuru plant one of 25 manufacturing units globally to bag the honour for 2021.
February 2, 2022
Sundaram Auto Components Limited (SACL), a TVS Group Company and one of India’s leading plastic auto component manufacturers, has been recognised in the category, ‘Total Productive Maintenance (TPM) Excellence Award’- presented by Japan Institute of Plant Maintenance (JIPM) for its Mysuru plant. With this award, SACL joins the elite list of other 24 companies globally and six within India to be conferred this award.
2021
https://www.sciencedirect.com/science/article/pii/B9780128194263000059
https://www.4industry.com/overview-of-tpm-manufacturing/
Digital maintenance is discussed in the above article. You can download connected worker use case library - collection of case studies from the article.
https://www.emerald.com/insight/content/doi/10.1108/JQME-09-2020-0098/full/html
https://www.linkedin.com/pulse/maintenance-40-total-productive-tpm-emiro-v%C3%A1squez
https://turcomat.org/index.php/turkbilmat/article/view/3813
http://www.ieomsociety.org/singapore2021/papers/826.pdf
https://asq.org/training/total-productive-maintenance-tpmtqg
https://hal.archives-ouvertes.fr/hal-03384467/document
https://publisher.uthm.edu.my/ojs/index.php/IJSCET/article/view/6293
https://www.researchgate.net/publication/332550822_Application_of_Total_Productive_Maintenance_in_Service_Organization
https://www.scielo.br/j/gp/a/R7x6DPTx5QLgkjJWpXWJhpQ/
https://www.ciiblog.in/benefits-of-planned-maintenance-the-tpm-approach/
https://itegam-jetia.org/journal/index.php/jetia/article/view/740
https://www.egyankosh.ac.in/bitstream/123456789/11700/1/Unit-18.pdf
https://www.jetir.org/view?paper=JETIR1405007
http://ijdri.com/me/wp-content/uploads/2021/05/18.pdf
https://www.taylorfrancis.com/chapters/edit/10.1201/9781315164809-73/total-productive-maintenance-implementation-way-improve-working-conditions-val%C3%A9rio-nunes
https://econpapers.repec.org/RePEc:eee:proeco:v:95:y:2005:i:1:p:71-94
https://curve.coventry.ac.uk/open/items/87f6ff65-bfd6-4b5e-8264-c00976721a8c/1 phd thesis
https://tulip.co/library/suites/total-productive-maintenance-app-suite/
http://repository.sustech.edu/handle/123456789/26702
https://www.ejers.org/index.php/ejers/article/view/2376
https://search.proquest.com/openview/6c52cd3ea14e74ee0b7a04033ff56cfa/1?pq-origsite=gscholar&cbl=2026366&diss=y
https://riunet.upv.es/bitstream/handle/10251/180464/Saxena%20-%20Total%20productive%20maintenance%20TPM%20as%20a%20vital%20function%20in%20manufacturing%20systems.pdf?sequence=1&isAllowed=y
https://kuwaitjournals.org/jer/index.php/JER/article/view/10475
http://ijarsct.co.in/Paper1626.pdf
https://www.academia.edu/56914267/Total_Productive_Maintenance_in_RMG_Sector_A_Case_Burlingtons_Limited_Bangladesh
https://interpro.wisc.edu/courses/improving-equipment-uptime-and-performance-with-tpm/
https://www.tandfonline.com/doi/full/10.1080/01969722.2021.2018549
https://www.hcltech.com/sites/default/files/resources/brochure/files/2021/05/24/hcl_connected_asset_management_brochure.pdf
http://www.repository.rmutt.ac.th/dspace/bitstream/123456789/2846/1/RMUTT-151694.pdf
https://josi.ft.unand.ac.id/index.php/josi/article/view/529
https://www.routledge.com/TPM-Collected-Practices-and-Cases/Press/p/book/9781563273285
https://www.adlittle.com/en/insights/viewpoints/sustainable-and-highly-productive-supply-chain
https://www.frost.com/news/press-releases/abb-recognized-by-frost-sullivan-for-enabling-optimal-process-optimization-and-energy-efficiency-with-its-market-leading-electrification-of-desalination-solutions/
2020
https://www.machinemetrics.com/blog/total-productive-maintenance-iiot
https://scholar.uwindsor.ca/etd/8347/
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3590948
https://www.jiem.org/index.php/jiem/article/download/3286/957
https://www.plantengineering.com/articles/how-tpm-boosts-productivity-in-manufacturing/
https://www.linkedin.com/pulse/tpm-l%C3%A0-g%C3%AC-total-productive-maintenance-minh-nguy%E1%BB%85n
https://www.researchgate.net/publication/333115252_A_study_of_total_productive_maintenance_TPM_and_lean_manufacturing_tools_and_their_impact_on_manufacturing_performance
http://portal.amelica.org/ameli/jatsRepo/300/3001776015/html/index.html
https://www.ijesi.org/papers/Vol(9)i6/Series-1/E0906012941.pdf
https://www.tetrapak.com/content/dam/tetrapak/publicweb/gb/en/services/documents/case-tps-CIP.pdf
https://www.semanticscholar.org/paper/Total-Productive-Maintenance-Review%3A-A-Case-Study-Singh-Rastogi/f2be9514afeaf108ece0cd44b61612ff0f7b534c
https://www.emerald.com/insight/content/doi/10.1108/JQME-11-2020-0118/full/pdf
https://leanmanufacturing.online/total-productive-maintenance-in-supply-chain-management-part-1/
https://www.tvsts.com/tpm
https://www.ijsr.net/archive/v9i12/SR201122152147.pdf
https://www.ijrar.org/papers/IJRAR2001384.pdf
https://www.ijert.org/tpm-based-focused-breakdown-reduction-strategy-in-industry
http://nopr.niscair.res.in/handle/123456789/55476
http://arcnjournals.org/images/ASPL-IJMS-7-4-3.pdf
https://www.mscdirect.com/betterMRO/msc-generate-pdf/11051
https://daneshyari.com/article/preview/11263000.pdf
https://www.autocarpro.in/news-national/bajaj-auto%E2%80%99s-chakan-plant-bags-advanced-tpm-award-57036
https://www.mahindra.com/news-room/knowledge-centre/impact-stories/m-and-m-s-farm-equipment-sector-bags-advanced-special-award-for-tpm
https://www.industr.com/en/jishu-hozen-autonomous-maintenance-in-the-manufacturing-industry-2541742
https://pubmed.ncbi.nlm.nih.gov/32322743/
https://jcgirm.com/wp-content/uploads/2020/10/5-JCGIRM-2015-Vol-2-issue-3-pp-67-79.pdf
http://journal.feb.unpad.ac.id/index.php/jbm/article/view/280
https://www.irjet.net/archives/V7/i3/IRJET-V7I3663.pdf
https://www.taylorfrancis.com/books/mono/10.4324/9781315137971/autonomous-maintenance-seven-steps-masaji-tajiri-fumio-gotoh
https://www.austar.com.hk/index.php?c=skill&a=index&son_id=555&cate_id=223&id=60
https://repositorioacademico.upc.edu.pe/handle/10757/652482
https://newsstellar.com/article/the-complete-guide-to-calculating-total-manufacturing-costs-unleashed-software
December 2020
______________
https://www.youtube.com/watch?v=tTb26nBuBU4
______________
1991 - 2000
https://www.emerald.com/insight/content/doi/10.1108/13552519710167692/full/html
https://www.emerald.com/insight/content/doi/10.1108/02656710810890890/full/pdf?title=total-productive-maintenance-literature-review-and-directions
https://elsmar.com/pdf_files/TPM.pdf
https://www.iosrjournals.org/iosr-jmce/papers/ICAET-2014/me/volume-3/8.pdf?id=7622
https://books.google.co.in/books/about/TPM_A_Route_to_World_Class_Performance.html?hl=fr&id=sqP9xmLgp5IC&redir_esc=y
http://psasir.upm.edu.my/8110/1/GSM_1998_23_A.pdf
https://www.ijert.org/research/lean-manufacturing-an-approach-for-waste-elimination-IJERTV4IS040817.pdf
http://www2.uwstout.edu/content/lib/thesis/1999/1999cook.pdf
http://www.anpad.org.br/admin/pdf/gol493.pdf
http://www.egyankosh.ac.in/bitstream/123456789/12470/1/Unit-6.pdf
https://ieeexplore.ieee.org/iel7/7113953/7123067/07123145.pdf
https://books.google.co.in/books/about/Maintenance_Strategy.html?id=aA8hsS0867cC
https://dspace.lib.cranfield.ac.uk/bitstream/1826/4603/1/Richard_M_Greenough_Thesis_1999.pdf
https://asmedigitalcollection.asme.org/CES/proceedings-pdf/CEC1997/99847/27/2370748/cec1997-4303.pdf
https://reliabilityweb.com/articles/entry/the_abcs_of_failure_getting_rid_of_the_noise_in_your_system
https://www.controlglobal.com/assets/Media/MediaManager/ReducingOperationsAndMaintenanceCosts.pdf
https://www.plant-maintenance.com/change.shtml
https://books.google.co.in/books/about/Gemba_Kaizen_A_Commonsense_Low_Cost_Appr.html?id=USZrSZXmYBkC&redir_esc=y Masaki Imai
http://archives.digitaltoday.in/businesstoday/22071999/cover.html
https://www.nber.org/system/files/working_papers/w7285/w7285.pdf
https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Economic%20Studies%20TEMP/Our%20Insights/Manufacturing%20productivity/MGI_Manufacturing_productivity_Report.pdf
https://leanconstruction.org/uploads/wp/media/docs/Koskela-TR72.pdf
https://www.elsevier.com/books/maintenance-strategy/kelly/978-0-08-093839-4
https://www.sqa.org.uk/files/hn/d2580549.pdf
https://www.delphisuppliers.com/vendor_documents/delphi-h/BlueBook/02%20Manufacturing%20Engineering/2C%20Lean%20Equipment%20Design%20Guides/Lean%20Equipment%20Design%20Guide%202nd%20print.pdf
https://www.taylorfrancis.com/books/mono/10.4324/9780367807726/5s-operators-hiroyuki-hirano
https://dtek.karnataka.gov.in/storage/pdf-files/Syllabus%20C-15/MY%20C-15%205%20and%206.pdf
Diploma course in mech. full curriculum - Karnataka State.
https://digital.library.unt.edu/ark:/67531/metadc277695/m2/1/high_res_d/1002727156-kaynak.pdf
https://eprints.nottingham.ac.uk/11470/1/301664.pdf
http://www.emeraldinsight.com/doi/abs/10.1108/00251749510093888
https://www.ptonline.com/articles/15-ways-to-raise-blown-film-productivity-without-breaking-the-bank
http://scholarworks.rit.edu/cgi/viewcontent.cgi?article=8426&context=theses
https://research.library.mun.ca/1343/1/Wong_Daniel.pdf
https://pdf.usaid.gov/pdf_docs/pnabp296.pdf
https://www.pc.gov.au/inquiries/completed/black-coal/benchmarking/tasmanasiapacific.pdf
https://smallbusiness.chron.com/productivity-plan-19095.html
https://irdproducts.com/assets/introductiontovibrationtechnology.pdf
https://www.nap.edu/read/6369/chapter/8
1981-1990
https://hbr.org/1986/09/why-some-factories-are-more-productive-than-others
https://books.google.com/books/about/New_Manufacturing_Challenge.html?id=6EHtJE8NHD0C
https://www.emerald.com/insight/content/doi/10.1108/eb054835/full/pdf?title=productivity-measurement-in-a-manufacturing-company
https://www.osti.gov/servlets/purl/7228787
https://www.bls.gov/opub/mlr/1982/06/art1full.pdf
https://www.bls.gov/mfp/trends_in_multifactor_productivity.pdf
https://www.jstor.org/stable/25060699
https://rosap.ntl.bts.gov/view/dot/18966/dot_18966_DS1.pdf?
https://sloanreview.mit.edu/article/manufacturing-innovation-lessons-from-the-japanese-auto-industry/
https://www.fs.fed.us/pnw/pubs/pnw_rp430.pdf Analysis of new harvesting technology
https://www.treca.org/furn./margin/reliability_evaluation_of_engineering_systems_solution_pdf
https://spiral.imperial.ac.uk/bitstream/10044/1/47254/2/Shein-A-1988-MPhil-Thesis.pdf Shovel truck productivity
http://files.eric.ed.gov/fulltext/ED311650.pdf
https://vtechworks.lib.vt.edu/bitstream/handle/10919/39114/LD5655.V856_1990.P563.pdf?sequence=1
https://dash.harvard.edu/bitstream/handle/1/30703977/w0722.pdf?sequence=1&isAllowed=y
http://pure.iiasa.ac.at/3420/1/WP-90-032.pdf
https://www.ri.cmu.edu/pub_files/pub3/ayres_robert_1981_1/ayres_robert_1981_1.pdf impact of robots
http://etheses.whiterose.ac.uk/14611/1/238684-VOL1.pdf
1971 - 1980
https://www.wbdg.org/FFC/ARMYCOE/COETM/tm_5_610.pdf
https://research.upjohn.org/cgi/viewcontent.cgi?article=1154&context=up_press
https://hbr.org/1971/03/what-we-can-learn-from-japanese-management
https://hbr.org/1980/03/let-first-level-supervisors-do-their-job
http://www.omdec.com/wikifiles/nowlanHeap.pdf
http://www.diva-portal.org/smash/get/diva2:1326454/FULLTEXT02.pdf
https://rosap.ntl.bts.gov/view/dot/406/dot_406_DS1.pdf?
https://files.eric.ed.gov/fulltext/ED084361.pdf
https://shareok.org/bitstream/handle/11244/19121/Thesis-1977-M515s.pdf?sequence=1 About sewing machine
https://www.ifn.se/wfiles/wp/wp017.pdf
https://www.jstor.org/stable/43294322 About Taylor
https://dspace.mit.edu/bitstream/handle/1721.1/35236/MIT-EL-78-041-06569951.pdf?sequence=1
https://www.hitachicm.us/includes/documents/brochures/KL-EN146NA-US_ZW50-80_04_21_G4_To_Print.pdf
https://web.njit.edu/~turoff/pubs/delphibook/delphibook.pdf Delphi method
http://pdf.usaid.gov/pdf_docs/PNAAM423.pdf
https://smartech.gatech.edu/bitstream/handle/1853/24516/rezai_soheil_197608_ms_100647.pdf
Ud. 5.8.2025
Pub. 8.2.2022
Total Productivity Management (TPmgt): A Systemic and Quantitative Approach to Compete in Quality, Price and Time
David J. Sumanth
CRC Press, 27-Oct-1997 - Business & Economics - 424 pages
Poised to influence innovative management thinking into the 21st century, Total Productivity Management (TPmgt), written by one of the pioneers of productivity management, has been a decade in the making.
This landmark publication is the most extensive book available on the subject of total productivity management. At a time when downsizing and layoffs are the norm, this innovative and highly organized book shows you how to treat human resource situations with a caring, customer-oriented, yet competitive attitude through integration of technical and human dimensions. This book makes use of a set of proven models and provides a systematic framework and structure to link total productivity to an organization's profitability.
Total Productivity Management describes the tasks required of all constituents in an understandable format that they can relate to and by which regards can be realized for performance in all resource categories including direct labor, administrative staff, managers, professional personnel, materials, liquid assets, technologies, energy, and other areas.
https://books.google.co.in/books?id=mLAv09ocvTsC
Table of Contents
1. Introduction
Misconceptions about Quality, Technology, and Productivity
Problems with the "Partial Productivity Perspective"
Managerial Techniques Commonly Used in Decision-Making
Organizational Goals for Managerial Decision-Making
Importance of Management's Role in Increasing Productivity
Proposed Approach to Management Decision-Making
Relationship Between Total Productivity and Other Management Goals
2. The Need for "Total Productivity Management" (PTmgt)
Unique Factors Affecting Enterprises
Confused Emphases of the 1970's and 1980's
Continued Chaos of the 1990's
Challenges as Opportunities
Bridging the Technology Discontinuities
Social Changes
Family Unit-An Endangered Species
Technology, The Uncontrollable Monster
Ecological Imbalance
The "One-World Syndrome"
Summary
3. The Basic Concept and Management Philosophy of TPmgt
The "Total Productivity Perspective"
TPmgt: The Definition
TPmgt: The Concept and Philosophy
TPmgt: The Three-Legged Stool Analogy
TPmgt: The Conceptual Framework
TPmgt: The Integration Mindset of 3 Competitiveness Dimensions
4. The Systematic 10-Step Process© for TPmgt
Implementation of the Basic TPmgt
Implementation of the Comprehensive TPmgt
Mission Statement
TPM and/or CTPM Analysis
Management Goals
"Fishbone" Analysis
Action Plans
PQT Training
Implementation of Action Plans
Management Goals Achieved?
TPG
New Goals
Important Note on the TPmgt Implementation
5. Case Studies: Selected Applications
Banking
Consulting
Construction
Dry-Cleaning
Education
Healthcare
Insurance
Printing
Restaurant
Retailing
Tourism
Transportation
Utilities
Chemicals
Computer Peripherals
Electronics
Heavy Equipment
Machine-Tools Manufacturer
Medical Devices
Seafood Processing
Space Systems
6. Unique Features of TPmgt
Interdisciplinary Emphasis in Management Decision-Making
"People-Building" Emphasis, with Behavioral Thrust
Product/Service Unit Orientation (Instead of Functional Focus)
"Customer-Chain" Thinking
Systemic Perspective for Integration
Independence from Culture
Ability to Understand the Technology - Total Productivity Synergy
Ability to Understand and Affect the Quality - Total Productivity Linkage
Ability to Interlink the Dimensions of Competitiveness
Unique Features Compared to Other Management Philosophies
Comprehensiveness of Problem-Solving Approaches in Training
Comprehensiveness of productivity and Quality Improvement Techniques
Ability to Quantify the Impact on the BOttom Line
Reward Systems Based on Total Productivity Gainsharing
The PRacvtice of "Management is a Moral Issue"
Summary
7. Frontiers Beyond TQM and Reengineering
The TQM Wave-Where's it Headed?
The Reengineering Dynamite
The TPmgt Total Package?
8. Benefits of TPmgt
Customer Responsiveness
Quality-Competitiveness
Total Cost-Competitiveness
Team-Building and Accountability
Technology Planning
Investment Analysis
Acquisition and Merger Planning
Resource Budgeting and Allocation
Automatic "Profit-Targeting"
Compatibility with Well-Established Data-Collection Formats
9. Universality of TPmgt
Fundamental Similarities in Manufacturing and Service Enterprises
Principles of TPmgt
Rules for Maximum Success with TPmgt
10. Where To Go From Here?
Blueprint for Action
Need for Formal Education and Training in TPmgt
Expert System Tools for TPmgt
Videotape and Seminars on TPmgt
Appendix A: Historical Introduction to Quality
Appendix B: The TPM© Formulas
Index
Ud. 5.8.2025
Pub.3.3.2022
Lesson 307 of IEKC Industrial Engineering ONLINE Course Notes.
Industrial Engineering Measurements - Online Course Module
Sumanth's total productivity model
https://books.google.co.in/books?id=mLAv09ocvTsC&pg=PA5#v=onepage&q&f=false
‘Productivity’ is the standard that indicates measures how efficiently the material, the labor, the capital and the energy can be utilized. Analysis and measurement of ‘Productivity’ can help to know the areas for taking corrective actions towards planning of business firm.
Productivity is known as the relationship between output and all employed inputs measured in real terms. It refers to a comparison between what comes out of production and what goes into production that is the arithmetical ratio between the amount produced and the amount of all resources used in terms of manufacture.
It may be measured for manufacturing organizations or their departments for which separate records are maintained.
The success of an industrial organization is determined by the level of efficiency in reducing cost and providing consumer services. Analysis and Measurement of Productivity can help to find out the areas where the corrective steps will have been taken in the way of planning of business firm.
TOTAL PRODUCTIVITY MODEL
Total Productivity Model developed by David J. Sumanth in 1979 considered 5 items as inputs.
These are Human, Material, Capital, Energy and other expenses.
This model can be applied in any manufacturing or service organization.
Total Productivity= Total Tangible Output÷ Total Tangible Input.
Total tangible output= Value of finished units produced + partial units produced + Dividends from securities + Interests from bonds +Other incomes.
Total tangible inputs= Value of human inputs+ capital inputs+ materials purchased+ energy inputs + other expenses (taxes, transport, office expenses etc.)
Sumanth’s provided a structure for finding productivity at product level and summing product level productivities to total firm level productivity.
The model also has the structure for finding partial productivities at the product level and aggregating them to product level productivities.
Total Productivity= Total Tangible Output÷ Total Tangible Input
= O1+O2+O3+O4+O5 / H+M+FC+WC+E+X
Where,
O1 is value of finished units of output.
O2 value of partially completed units of output ,
O3 dividend income,
O4 interest income ,
O5 other income.
H human input, M material input , FC fixed capital input , WC working capital input, E energy input , and x other expense.
https://www.slideshare.net/anilp264/sumanths-total-productivity-model-29348562
A Case Study
Adapted from Edosomwan, J. A and David J. Sumanth. (1996). Productivity Measurement Guide: A Practical Approach for Productivity Measurement in Organizations. New York: McGraw-Hill, Inc. (pp. 179-198)
Human partial productivity index
Employees Measure January October
Workers
Hourly paid Units/$ 17.88 24.14
P.P.I 1.00 1.35
Salaried Units/$ 0.366 0.354
P.P.I 1.00 0.967
Professionals
Hourly paid Units/$ 2.438 3.155
P.P.I 1.00 1.294
