Friday, December 14, 2018

Human Oriented Productivity Enhancement - Improvement Program

Prof Masayoshi Takahashi,

HOPE- Human Oriented Productivity Enhancement

HOPP - Human Oriented Productivity Program


*Sharing Japanese system of management of successful companies

*20 Keys of work improvement as advocated by Prof Masayoshi Takahashi, Y.S Fakuda of Japan

Japanese 20 Productivity keys

1.Good house keeping

2.Rationalizing systems in the organization

3.Reducing work in process and Inventory

4.Quick change over technology

5.Value analysis & work improvement

6.Zero monitoring manufacturing

7.Couple manufacturing

8.Maintenance of machines

9. Punctual work attitude

10.Waste elimination

11.Quality assurance system

12.Developing suppliers to meet your requirement

13.Empowering workers to make improvements

14.Small group work culture in the organization

15.Skill versatility and cross training

16.Production scheduling

17.Effciency control & Management

18.Conserving energy and materials

19.Application of existing technology

20 Computer technology and company wide net working ERP

*Factories  can be measured on the scale of 1-5 and assessed by trainers and show the current level and set targets for improvements.

 Sridhar Reddy


A.Sridhar Reddy BE, MIE, FIV
Senior Vice President
M/S Integritti HRes Solutions Pvt.Ltd, Banglaore

Management advisor (International)
Former General Manager –HMT Corporate -Personnel Directorate (HRD + HRM) and
Japanese productivity Improvement , ISO 9000& TQM Grievance, counseling
+ 29 years of experience- Trained by Swiss on Quality &
Japanese on Productivity Improvement


1. Rs 20 Cr. Savings to Jordan industries due to HAPPI program - 10 Industries covering 5000 employees- countrywide-presented to prime minister and Ambassador Japanese

2. Worked as Japanese management Advisor to Jordan Government on Industrial policy- 10 enterprises-6000 workers

3. Worked as consultant in Sri Lanka- 25enterprises 3000 workers

4. Assignments at England, Singapore , Malaysia, Dubai,

Brief description:

Jordan (Annual Total savings Rs 25,0 Lakhs of 10 companies
Soaps , Toiletry, LG-TV , Refrigerators, . Aqaba Vegetable Oil, Phones .Biscuits, Carpets , Paints, Cosmetics, .Arab Carpets, Air conditioners, Arab drip irrigation, Foundry, .Fertilizer, Presses, Vegetable oils

Sri Lanka
Coach building , Blue Diamond,.Jewelry, .Ceylinco securities, Stock brokers , Seylon merchant bank, Treasury, Insurance Co,.Air lines ticketing & travels Ceylon bank , Legal cell, World trading, Cey homes, .Transport,. Marketing consumers, Corporate , Legal cells

Information and technology IT sector
Associate consultant on ERP – HRD module and
Customer complaint analysis of capital goods , Watches,
-Unisoft Bangaloore
-Nsoft Bangalore
-Brio software division
-e-net group on HR Manual- Bangalore

2. Indian Consultancy- Private Industreies

Wind mill Energy sector M/s Enercon India ltd .>150 employees in south
( Service & Erection)
Rs 1.6 Cr savings for Enercon India Ltd.,- Wind Mill projects
Companywide , covering Administration, finance, purchase , manufacturing
security, sub contractors

3 sites at Chitradurga, Kanyakumari and Coimbatore

1. Improvement projects 77 completed and going for South zone
competition & moving towards new Team approach work culture
2. Total savings of Rs 160,00.000=00

Milk Diary NANDANI

Karnataka milk federation KMF unions
Conducted HRD and productivity work shop to more than 1000 participants in different areas like Corporate Directors ,office staff , Marketing, Processing area workers, supervisors, management staff, Village farmers, men & women who supply milk to union.

Cattle feed plant Gubbi- 85 employees
Employees achieved savings equal to One month salary of all employees due to projects taken by teams; voluntary & enthusiastic implementation with least cash out on improvement projects and utilizing in house talent and material. . High morale of employees instate owned enterprise . The appreciation by corporate management and directors to Gubbi plant and expanding to other units.
- Rs 8 0 L to KMF Cattle feed Gubbi plant, equal to 4 months total
employees salary + reduction of of cost of production by 250 Rs/ ton
Mother Diary Yelahanka , trained all employees+ Market,
dispatch of Milk satchets to dealers, Pre sales and sales
improvement by 10 %- Rs 50 L savings

Tumkur Milk union – Improvement of total productivity and
promotion kaizens including Chilling centers – Rs 12L savings
Cattle feed plant at Hasan improvement of productivity and
reducing cost of production
Cattle feed plant at Rajanukunte Bangalore
Companywide work conducted and lot of saving seen
Milk Diary Mysore
Companywide work conducted and lot of saving seen
Milk Diary unit at Bellary
Companywide work conducted and lot of saving seen

Suveswara Bangalore
- Life long employed- resently 1.0 crore turnover with 100 employees an new premises of industry shed built newly. TS certified
• more than 500 kaizens in first 2 years improvements adding directly to current year profits- Involvement of all employees in shop , customer satisfaction, Inventory reduction, .

Unit Alfa , Bommasandra turn over increased from
22L to Rs 50 L- Life long employed new
premises of industry shed built newly

Shakambari Kanakapura increased turn over from 50L
to Rs 80L - life long employed new- ISO certified Co
premises of industry shed built newly
CNC machines- Machining Titanium material and ZERO deviation
High value . Shop floor re organizing for better work environment,
Eco friendly, reduction in scrap and reworking.
Total savings of 3 months savings for the current year
* The proprietor wants us to be the third eye for total operations,
including shop floor improvements and enhancing customer base
Added VMC, CNC Milling machine

SN Automats, Bangalore: Total Management advisor to new premises and making it defect rate 0.2 % achievement- turn over of
10 L labor job- premises of industry shed built newly- 15 CNC MC

Sunik Industries , Bangalore
100 employees – turnover 60 L / month- Total consutancy- lLife long employed- Iso certified Co. with ERP

Capronics Bangalore
Prited circuit manufacturer- process improvement and team work
Publications of Practical HRD hand Books for seminars ”your car”

Yantech company
ISO certifying agency- certified 4 companies process

Karnataka Government offices:
KSRTC Regional work shop kengeri- Trained 250 employees and improved productivity in select areas.
Commissioner of Police-Bangalore, - Lokayuktha officers
Women & child, -Co-operative Banks etc.,
- covered more than 800 staff.
*Conducted work shop on Office productivity and customer focus
Police Academy
– trained more than 500 Sub inspectors & Inspectors
Human resource Development covering Listening, Communication, team work, Time management, Office maintenance and Japanese management concepts and Out door management exercises and camps
“Retrieval of Any document or item in 60 seconds” How to handle customers in human approach and tough handling of Law breakers

Bangalore Police Commissioners office 25 Inspectors & Office staff
Human resource Development covering Listening, Communication, team work, Time management, Office maintenance and Japanese management concepts and Out door management exercises and camps
“Retrieval of Any document or item in 60 seconds”
Women and child welfare- office staff -125 office staff
“Retrieval of Any document or item in 60 seconds”
Human resource Development covering Listening, Communication, team work, Time management, Office maintenance and Japanese management concepts for day to day life

General achievements

- Management development Institute & knowledge
-Management for Multi unit manufacturing companies
-“Employees take 12 months salary & Voluntarily return
1 month’s salary to organization” by practicing “HOPE”

Guest faculty :

* IIT’s ,IIMs, MBA ,MCA and Engineering colleges
* Worked as Faculty in T.John MBA college, Bangalore
* As gest faculty to AMC, Reddy vemana college,
Co-operative colllege

Consultant on :

• Waste elimination, Productivity, Office productivity,
• Customer Satisfaction-Ecstasy,
MBA , BBM college students
• ISO Certified auditor- Organized 18 units certification
• Human Resource Development & Human Resource Management
• Counseling- employ grievance + family + individual + stress
Programs conducted: Individual development, Team work, How to
work in organizations/ Industries, stress management, Memory,
Social organizations like Rotarians, Jacyees
Evening lecture on Self development, Stress management,

3. Publications on Human Resource Development:

• HRD Book “Your Car” 5000 copies

• Waste Elimination
• TQM- executive Hand book
• Technical papers presented on Quality
Recognition from UK , Japan & Poland



Tuesday, December 11, 2018

Output, Cost and Productivity of Information Systems - Industrial Engineering Challenge Area

Information systems are attracting huge capital investments and operating expenditures. But the productivity impact of these investments is not visible. We have a productivity paradox. It means the output of information systems is not getting captured as a valuable addition to the measured quantity of goods and services. Industrial engineering profession has identified information as an important element in production systems or engineering systems to be studied by industrial engineers. But still in this area, IE seems to be in germination stage only.

Monday, December 10, 2018

Development Strategy for Industrial Engineering

Applied Industrial Engineering - Industrial Engineering 4.0 is a growth opportunity for Industrial Engineering Profession in the World

Summary of

"Thinking about the Application and Development Strategy of Industrial Engineering"

Quan-qing LI, Ming LI
(C)2011, IEEE

Characteristics of Industrial Engineering

Analysis of the origin of industrial engineering, reveals that the original industrial engineering has the following characteristics:

1. It is developed to solve management problems of production side of manufacturing industry. (F.W. Taylor mentioned that management or entrepreneur or financial capitalists/investors focused on marketing and finance and production was left to superintendents and foremen. The systems content of production management activity was very low and reliance was on the persons and their knowledge based on their experience and thinking.)

2. Efficiency was the objective and Industrial Engineering was called "Efficiency Engineering" also.

3. The subject reflected the characteristic of "Thing Big, Act Small." The big aspect refers to the objective, the efficiency and cost of of the production activity of the enterprise. The small aspect refers to the action point. The IE activity can start from little things such as an individual worker's action, working tool, workflow (a step of the process) and so on.

Application Range of Industrial Engineering

The authors say it is sufficient to say that IE analyses and improves objects and people.  Materials and equipment are objects.  Operation of objects requires energy. Also operation is based on information. Hence the term objects covers material, machine, energy and information.

Two Kinds of Technology - Specialized Engineering and Industrial Engineering

Basic Engineering - Industrial Engineering (Effort Engineering - Productivity Engineering)

Processes or systems convert input into output through a conversion process.

Input ------------- Conversion -------------> Output

In the conversion task, two kinds of technology play a big roles. One is the technology to realize physical and chemical change which transforms the input into desired shape having the desired properties and functions. This technology is created by various specialized engineering branches in various products.  The second type of technology modifies the first technology or redesigns the first core technology into combination (integration) and collocation, and makes the system more efficient and less costly (maintaining the quality). The second technology is called the industrial engineering technology. The first technology pays main attention to production process. The second technology pays attention to production management issues of productivity and cost reduction.

For any system, improving efficiency and reducing cost are its inspiring objectives.

Reasons for Neglecting Industrial Engineering Technology

Specialized engineering technology is the necessary condition of the system existence and running. Without it the system is unable to run, so it cannot be neglected. With industrial engineering the system can be run better for more profits and less waste.  But many entrepreneurs are satisfied with the normal running of the system and do not aspire after the good that is possible with additional effort.

Second, the specialized engineering technology is produced first. Industrial engineering technology is produced after a time lag (hysteresis).

Third the benefit of specialized engineering technology is immediate, appearance of the production system. The benefits waste elimination methods take more time to show significant results.

Development Stages of Industrial Engineering in Various Technologies

In each technology we can see:
1. Germination period.
2. Cornerstone-laying period
3. Growth period
4. Slow growth or maturity period.

In each technology, the four periods will appear. As specialized engineering disciplines create new technologies, there will be germination period during which industrial engineers have to explore and understand the new technology and identify the productivity levers and barriers. They have to develop productivity science of the new technology. Based on the science they have to develop productivity engineering solutions. As productivity solutions are demonstrated, more and more organizations adopt them and the growth phase will start. The growth period is extended by new scientific and engineering solutions. Productivity management innovations related to the new technology may also come into existence. As technology matures, IE related to the technology also stagnates.

The authors feel in manufacturing sector, IE is in slow growth period. In service industry, it is still in cornerstone-laying period.

Difficulties Faced by IE in Extending Its Applications

1. Industrial engineering applications have to customized to the organizations. Hence its extension is made difficult.

2. Similarly industrial engineering is technology specific. Industrial engineering is nearly the technology of "one-to-one" to solve the problem.

3. The hysteresis involved in developing IE solutions and the possibility of running the systems based on specialized engineering solutions for a long period means, the application of IE can be delayed in the new technologies.

4. The idea, "Think Big, and Act Small" may not be working right. IE does not have methods that aid thing big. IEs are not happy with micro level initiatives and improvements. Hence IE as an activity is negatively impacted from both sides.

Suggestions to Speed up the Application and Extension of Industrial Engineering

1. Popularize the basic purpose of industrial engineering. It is seeking more efficiency. Do not be satisfied with the present level of efficiency. Search for ideas in productivity science, productivity engineering and productivity management. Develop applications in house. Contact consultants, researchers and academicians.

2. The industrial engineering has to speed up research and development. It needs innovations in research (science), technology (engineering) and methods. Only innovations in technology and methods can be used by the organizations and therefore can provide growth to industrial engineering profession.

Innovations in Industrial Engineering - Changing Landscape of Industrial Engineering



You can view the full article in



Applied Industrial Engineering Implementation Steps - Industrial Engineering 4.0 Context



Related Article

Applied Industrial Engineering  Bulletin
IE in New Technologies - IE with New Technologies

Thursday, December 6, 2018

Frederick Taylor's Piece Rate System - Part 1

The advantages of this system of management (Taylor's Piece Rate System) are :

The manufactures are produced cheaper under it.
The system is rapid  in attaining the maximum productivity of each machine and man

TAYLOR, F. W., "A Piece-Rate System, Being a Step Toward Partial Solution of the Labor Problem,"
Transactions of the American Society of Mechanical Engineers 16, 856-903, 1895



The ordinary piece-work system involves a permanent antagonism between employers and men, and a certainty of punishment for each workman who reaches a high rate of efficiency. The demoralizing effect of this system is most serious. Under it, even the best workmen are forced continually to act the part of hypocrites, to hold their own in the struggle against the encroachments of their employers.

The system introduced by the writer, however, is directly the opposite, both in theory and in its results. It makes each workman’s interests the same as that of his employer, pays a premium for high efficiency, and soon convinces each man that it is for his permanent advantage to turn out each day the best quality and maximum quantity of work.

The writer has endeavored in the following pages to describe the system of management introduced by him in the works of the Midvale Steel Company, of Philadelphia, which has been employed by them during the past ten years with the most satisfactory results.

The system consists of three principal elements :

( i ) An elementary rate-fixing department.

( 2 ) The differential rate system of piece-work.

( 3 ) What he believes to be the best method of managing men who work by the day.

Elementary rate-fixing differs from other methods of making piece-work prices in that a careful study is made of the time required to do each of the many elementary operations into which the manufacturing of an establishment may be analyzed or divided. These elementary operations are then classified, recorded, and indexed, and when a piece-work price is wanted for work the job is first divided into its elementary operations, the time required to do each elementary operation is found from the records, and the total time for the job is summed up from these data. While this method seems complicated at the first glance, it is, in fact, far simpler and more effective than the old method of recording the time required to do whole jobs of work, and then, after looking over the records of similar jobs, guessing at the time required for any new piece of work.

The differential rate system of piece-work consists, briefly, in offering two different rates for the same job, a high price per piece in case the work is finished in the shortest possible time and in perfect condition, and a low price if it takes a longer time to do the job, or if there are any imperfections in the work. (The high rate should be such that the workman can earn more per day than is usually paid in similar establishments. ) This is directly the opposite of the ordinary plan of piece-work in which the wages of the workmen are reduced when they increase their productivity.

The system by which the writer proposes managing the men who are on day-work consists in paying men and not positions. Each man’s wages, as far as possible, are fixed according to the skill and energy with which he performs his work, and not according to the position which he fills. Every endeavor is made to stimulate each man’s personal ambition. This involves keeping systematic and careful records of the performance of each man, as to his punctuality, attendance, integrity, rapidity, skill, and accuracy, and a readjustment from time to time of the wages paid him, in accordance with this record.

The advantages of this system of management are :

First. That the manufactures are produced cheaper under it, while at the same time the workmen earn
higher wages than are usually paid.

Second . Since the rate-fixing is done from accurate knowledge instead of more or less by guess-work, the motive for holding back on work, or “ soldiering ”, and endeavoring to deceive the employers as to the time required to do work, is entirely removed, and with it the greatest cause for hard feelings and war between the management and the men.

Third \ Since the basis from which piece-work as well as day rates are fixed is that of exact observation, instead of being founded upon accident or deception, as is too frequently the case under ordinary systems, the men are treated with greater uniformity and justice, and respond by doing more and better work.

Fourth, It is for the common interest of both the management and the men to cooperate in every way, so as to turn out each day the maximum quantity and best quality of work.

Fifth. The system is rapid, while other systems are slow, in attaining the maximum productivity of each machine and man ; and when this maximum is once reached, it is automatically maintained by the differential rate.

Sixth. It automatically selects and attracts the best men for each class of work, and it develops many first-class men who would otherwise remain slow or inaccurate, while at the same time it discourages and sifts out men who are incurably lazy or inferior.

Finally. One of the chief advantages derived from the above effects of the system is, that it promotes a most friendly feeling between the men and their employers, and so renders labor unions and strikes unnecessary.

There has never been a strike under the differential rate system of piece-work, although it has been in operation for the past ten years in the steel business, which has been during this period more subject to strikes and labor troubles than almost any other industry. In describing the above system of management the writer has been obliged to refer to other piece-work methods, and to indicate briefly what he believes to be their shortcomings.

1. Capital demands fully twice the return for money placed in manufacturing enterprises that it does for real estate or transportation ventures. And this probably represents the difference in the risk between these classes of investments.

2. Among the risks of a manufacturing business, by far the greatest is that of bad management ; and of the three managing departments, the commercial, the financiering, and the productive, the latter, in most cases, receives the least attention from those that have invested their money in the business, and contains the greatest elements of risk. This risk arises not so much from the evident mismanagement, which plainly discloses itself through occasional strikes and similar troubles, as from the daily more insidious and fatal failure on the part of the superintendents to secure anything even approaching the maximum work from their men and machines.

3. It is not unusual for the manager of a manufacturing business to go most minutely into every detail of the buying and selling and financiering, and arrange every element of these branches in the most systematic manner and according to principles that have been carefully planned to insure the business against almost any contingency which may' arise, while the manufacturing is turned over to a superintendent or foreman, with little or no restrictions as to the principles and methods which
he is to pursue, either in the management of his men or the care of the company’s plant.

4. Such managers belong distinctly to the old school of manufacturers ; and among them are to be found, in spite of their lack of system, many of the best and most successful men of the country. They believe in men, not in methods, in the management of their shops ; and what they would call system in the office and sales departments, would be called red tape by them in the factory. Through their keen insight and knowledge of character they are able to select and train good superintendents, who in turn secure good workmen ; and frequently the business prospers under this system (or rather, lack of system) for a term of years.

5. The modem manufacturer, however, seeks not only to secure the best superintendents and workmen, but to surround each department of his manufacture with the most carefully woven network of system and method, which should render the business, for a considerable period at least, independent of the loss of any one man, and frequently of any combination of men.

6. It is the lack of this system and method which, in the judgment of the writer, constitutes the greatest risk in manufacturing; placing, as it frequently does, the success of the business at the hazard of the health or whims of a few employees.

7. Even after fully realizing the importance of adopting the best possible system and methods of management for securing a proper return from employees and as an insurance against strikes and the carelessness and laziness of men, there are difficulties in the problem of selecting methods of management which shall be adequate to the purpose, and yet be free from red tape, and

8. The literature on the subject is meagre, especially that which comes from men of practical experience and observation. And the problem is usually solved, after but little investigation, by the adoption of the system with which the managers are most familiar, or by taking a system which has worked well in similar lines of manufacture.

9. Now, among the methods of management in common use there is certainly a great choice ; and before describing the “ differential rate” system it is desirable to briefly consider the more important of the other methods.

10. The simplest of all systems is the “day-work” plan, in which the employees are divided into certain classes, and a standard rate of wages is paid to each class of men ; the laborers all receiving one rate of pay, the machinists all another rate, and the engineers all another, etc. The men are paid according to the position which they fill, and not according to their individual character, energy, skill, and reliability.

11. The effect of this system is distinctly demoralizing and levelling; even the ambitious men soon conclude that since there is no profit to them in working hard, the best thing for them to do is to work just as little as they can and still keep their position. And under these conditions the invariable tendency is to drag them all down even below the level of the medium.

12. The proper and legitimate answer to this herding of men together into classes, regardless of personal character and performance, is the formation of the labor union, and the strike, either to increase the rate of pay and improve conditions of employment, or to resist the lowering of wages and other encroachments by the part of employers.

13. The necessity for the labor union, however, disappears when men are paid, and not positions ; that is, when the employers take pains to study the character and performance of each of their employees and pay them accordingly, when accurate records are kept of each man’s attendance, punctuality, the amount and quality of work done by him, and his attitude towards his employers and fellow-workmen.

As soon as the men recognize that they have free scope for the exercise of their proper ambition, that as they work harder and better their wages are from time to time increased, and that they are given a better class of work to do— when they recognize this, the best of them have no use for the labor union.

14. Every manufacturer must from necessity employ a certain amount of day-labor which cannot come under the piece-work system ; and yet how few employers are willing to go to the trouble and expense of the slight organization necessary to handle their men in this way ? How few of them realize that, by the employment of an extra clerk and foreman, and a simple system of labor returns, to record the performance and readjust the wages of their men so as to stimulate their personal ambition, the output of a gang of twenty or thirty men can be readily doubled in many cases, and at a comparatively slight increase of wages per capita!

15. The clerk in the factory is the particular horror of the old-style manufacturer. He realizes the expense each time that he looks at him, and fails to see any adequate return ; yet by the plan here described the clerk becomes one of the most valuable agents of the company.

Go to   Part 2

Updated  7 December 2018, 8 November 2018, 21 July 2018

Productivity Management - Bulletin Board


Management Approach for Resource-Productive Operations: Design of a Time-Based and Analytics-Supported Methodology Grounded in Six Sigma
Markus Hammer
Springer, 10-Jul-2018 - Business & Economics - 258 pages

Markus Hammer investigates a time-based and analytics-supported operations management approach. He explores five perspectives: 1) the needs of industry, in particular manufacturing in process industries, 2) the impact of digitization, with focus on Big Data and analytics, 3) the management of operations through time-based performance metrics, 4) how operations improvement methods and advanced process control help achieve resource-productive operations and 5) learning from practice based on two empirical case studies. The author conceives, explains, and tests an implementation methodology. The final case study proves that the developed implementation methodology works in practice.


Productivity management system for a machine
Patent US9605413B2
Inventor Xinyu GEQiang Chen
Current Assignee Caterpillar Inc 
Priority date 2015-05-29
2017-03-28  US9605413B2 Grant

A multi-tool machine for utilizing a plurality of work tools includes an engine and a controller operatively coupled to the engine. The engine is configured to operate at a first engine operating configuration when a first work tool is coupled to the machine and configured to operate at a second engine operating configuration when a second work tool is coupled to the machine. The controller is configured to transition the engine from the first configuration to the second configuration when the machine transitions from the first work tool to the second work tool.

Cost Attack Teams
BorgWarner Inc.'s Diversified Transmission Products plant in Muncie, Indiana.
"An important part of cost reduction strategy is getting  employees involved in reducig cost of  manufacturing operations.  Cost Attack Teams (CATs) are used for it.

A CAT is born when an employee on the plant floor gets an idea about how something could be done better. Any employee at BorgWarner's Muncie plant is empowered to implement his or her idea. A CAT team made up of other operators, engineers, quality control people, and anyone else whose area of specialty might be needed to make the idea work.

Each week, the members of the CATs that successfully implemented improvements the preceding week participate in a drawing for a $100 gift certificate. Every month, there is an additional drawing, with the winner receiving $500 worth of BorgWarner stock.

Updated on 7 December 2018
earlier 27 October 2018

Tuesday, December 4, 2018

Aims and Objectives of Industrial Engineering - Prof F. F. Groseclose 1949

November 22, 1949
F. F. Groseclose, Director
School of Industrial Engineering
Georgia Institute of Technology
Atlanta, Georgia

The successfully Industrial Engineer must possess special interests and abilities in the analysis of the human, technical, and cost problems of modern manufacturing.

The Aims and Objectives of the Curriculum in Industrial Engineering

The aims and objectives of the curriculum in Industrial Engineering are to furnish young men  prepared for the field and/or job as outlined below:

The increasing magnitude and complexity of modern industrial plants has demanded the development of a branch of engineering widely recognized as Industrial Engineering.

The field of the Industrial Engineer is that of the process and production expert engaged in planning, organizing, improving, managing, and operating various processes for production manufactured products of all kinds and varieties.

New problems have arisen and new techniques have been developed during recent years which are peculiar to and characteristic of Industrial Engineering. These include the analysis of a proposed product with regard to the possible steps and sequences of operations involved in its manufacture, a selection of the most efficient machines to perform these operations, the layout of the plant and shops to provide for the flow of the product from one machine to another, organization of the material supply, avoidance or elimination of bottlenecks, together with the related problems of quality and cost control, testing, inspection, and personnel relations.

Industrial Engineering coordinates men, materials, machines, and methods so as to solve problems met in the conversion, transformation, and fabrication of raw materials into the products of industry. The successfully Industrial Engineer must possess special interests and abilities in the analysis of the human, technical, and cost problems of modern manufacturing. In addition, he must possess the personality and attributes of character which will enable him to work with and direct others in the planning and operation of manufacturing enterprises.

The Job of the Industrial Engineer

What Do Industrial Engineers Do? The Industrial (also called management of administrative) Engineer makes surveys of how industrial plants or businesses are organized and operated, and on the basis of such studies, he prepares recommendations to executives for changes in the way things are made or in the set-up of money in the conduct of business.

To carry out this work, he makes use of his knowledge of the principles of business organization and administration, engineering, economics, industrial psychology, statistics, accounting, and marketing. He may examine and observe new equipment and how men work, make time and motion studies, study production records and products, or talk with management and production personnel. He tries to obtain a comprehensive view of any plant or business activity such as: planning and scheduling of production; production methods, standards equipment, cost records, and control; how materials and goods are received, packed, and shipped; the hiring, training, and management of personnel; wage payment system, relation of unions to management; the system for purchasing materials and supplies; the advertising and distribution of products; and the manner in which the business is to be established. Many Industrial Engineers, especially consultants with long training and experience, are qualified to survey and advise on all phases of a business or industrial organization. Most of them work in a particular industry, such as an electric utility or a chemical process industry, and deal with a particular broad phase of industrial engineering work, for example, plant design and construction, plant production, sales and marketing, purchasing, personnel and labor relations, wage systems, finances, or traffic management.

Who Should or Should Not Take Up Industrial Engineering? The Industrial Engineer combines the aptitudes of a mechanical engineer, accountant, and business executive. He should have an aptitude for studying such college subjects as engineering, calculus, statistics, economics, and business administration. He should have an interest in all kinds of jobs and in the machines and men who manufacture goods; he should have the ability to spot a problem in getting something made, gather all the related facts about processes and costs, stick to the facts in working out a solution, and present his conclusions or ideas in clear, concise English to business executives. He should be able to visualize in three dimensions in order to develop plans for the layout of equipment or for the successive steps in getting work done.

F. F. Groseclose, Director
School of Industrial Engineering
Georgia Institute of Technology
Atlanta, Georgia
November 22, 1949

Productivity and IE in Electronic Assembly Manufacturing


Dymax light-curable materials are one-component products and typically reach full cure in 1-30 seconds. The one-component nature and fast cure of LCMs provide cost-reducing benefits including:

Lower Capital Costs: Dispensing systems for one-component materials cost significantly less than systems for two-component materials.
No Pot Life Problems: Two-component systems generally have pot lives measured in minutes or hours. Products with short pot life require frequent purge cycles, often resulting in clogged mixing elements.
No Hazardous Waste: Material purged from a system that remains uncured is usually classified as hazardous waste. Dymax products are one-component systems, so there is no off-ratio mixing or purging. Manufacturers can cure 100% of products, eliminating waste.
Shorter Cycle Times: Less work-in-progress and shorter lead times.
Increased Capacity: Bonding steps that may have been bottlenecks with slower systems are no longer bottlenecks.
Less Floor Space: Elimination of ovens, humidity chambers, conveyors and racks.
Easier and Better Automation: Indexing time on a line is reduced and inspection can be completed on-line. Reducing the complexity of fixturing during the curing process is also possible.
Dymax manufacturers light-curable materials for plastic sealing, metal bonding, and glass assembly, as well as for joining dissimilar substrates. Temporary maskants for protection of components during surfacing finishing operations, conformal coatings for printed circuit boards, and form in place gaskets are also available. Dymax products are utilized in a wide range applications within the appliance, medical device, electronic, aerospace and defense, and automotive industries worldwide.

Augmentd reality for electronic assembly

Fitter for Electronic and Electrical Assemblies
Skill specifications

New DOW CORNING® EA-5151 Quick in Connect (QiC) Adhesive Formulated to Accelerate Electronic Assembly and Increase Production Throughput



By a vibration and a specially created strip for leading and positioning the contact elements conditions for automated SMD assembly were created. This enabled a large decrease in the prime cost of the products and an increase in the productivity of the whole production.

Benefits of the system for an automatic passing of components are:

- An automatic assembly of final products was possible as the problem regarding the precise assembly of contact components was solved;
- The productivity increased 8 times, which enabled the accomplishment of the increased volume of production;
- The labor considerably reduced, which reduced the prime cost of the product considerably
- The rework rate considerably decreased. This guarantees a lack of refusals among the clients;
- The possibility of stopping work of an assembly line decreases.

YEAR IV, ISSUE 2, P.P. 31-33 (2016)

Optimasplus - Total Assembly Productivity Solution$FILE/OptimaPlus.pdf

Design assistance, claimed to maximise efficiency, flexibility and profitability while optimising space, has been introduced by Lista. ListaWorks design assistance provides custom-configurable solutions to electronics assembly workspaces. Experts examine and predict current and future storage and workspace requirements, and propose solutions that provide high-density, reduced-footprint storage and offer the greatest workspace productivity.

Lista Offers Workstation Solutions for Electronic Assembly


Machine Vision Optimizing Electronics Production

Samsung Electronics: And the Struggle For Leadership of the Electronics Industry
Tony Michell
John Wiley & Sons, 28-Jun-2010 - Business & Economics - 256 pages
This book views Samsung Electronics in terms of corporate life cycle as well as product portfolio and strategy. It also examines the issues Samsung faces as it proceeds further into the 21st century.
Written from the perspective of an experienced commentator on Korean and global business, this book presents not simply a narrative or an adulatory and uncritical account of Samsung's rise, but a considered analysis of the secrets of success that both business students and CEOs will want to read and consider applying to their own companies.

SLIM: Short Cycle Time and Low Inventory in Manufacturing at Samsung Electronics
Robert C. Leachman • Jeenyoung Kang • Vincent Lin
Department of Industrial Engineering and Operations Research, University of California at Berkeley,
Berkeley, California 94720–1777
IBM Korea, Inc., MMAA Building, Dogok-dong, Gangnam-gu, Seoul, Korea 467–12
Leachman and Associates LLC, 5870 Carmel Way, Union City, California 94587
Interfaces, 2002 INFORMS
Vol. 32, No. 1, January–February 2002, pp. 61–77


IT Hardware Sector - Report by NMCC in 2010
Chapter 3 is on productivity

Updated on 5 December 2018
First posted on 2 February 2014