Industrial Engineering is Human Effort Engineering and System Efficiency Engineering.
IE Knowledge: Articles, Books, Course Pages and Materials,Lecture Notes, Project Reviews, Research Papers Study Materials,YouTube Video Lectures
Material process flow plays a big role in the mining value chain. This includes analyzing impact of unscheduled events owing to mechanical breakdowns of LHDs, trucks and critical transportation
medium, queuing time, and such overheads. There are a number of other causal variables that can be analyzed for impact on production throughput on a daily/monthly basis using techniques such as Machine Learning, Continuous Pattern Matching and Statistical Predictive Model.
Big Data Analytics Platform, equipped with these models, can leverage the value, volume, velocity and variability of data, delivering several benefits across extraction, intermediate transportation and final transport to plants.
05 Dec 2014 - Mining Journal Feature
Exclusive Mining Big Data Guide now available
The first comprehensive Mining Big Data Guide, just published by Mining Journal, suggests results of a survey by MJ in the first half of 2014 was on the money: big data, and big data analytics, will be transformational for the industry over the next 5-10 years.
For Zero defects, Shigeo Shingo came up with an industrial engineering solution. Industrial engineering needs efficiency sense and focus. They have to use engineering knowledge to improve the efficiency of engineering systems and reduce costs. The solution proposed by Shingo for zero defect production is Poka-Yoke. The features built into the machine and associated devices that prevent defects from happening.
Mistake-Proofing for Operators: The ZQC System
Shigeo Shingo, Productivity Press Development Team
Productivity Press, 01-Jan-1997 - Business & Economics - 80 pages
The Zero Quality Control System (ZQC) is a mistake-proofing approach that prevents defects by monitoring processing conditions at the source and correcting errors that cause defects. Since it is human nature to make mistakes, ZQC does not blame people for errors, but instead finds ways to keep errors from becoming defects. In this breakthrough approach, mistake-proofing devices called poka-yoke are used to check and give feedback about each product or operation in the process, not just a sample. This book introduces operators and assembly workers to the basic methodology of ZQC in an easy-to-read format that covers all aspects of this important manufacturing improvement strategy.
Mistake-Proofing for Operators includes the instructional features that are the signature of the Shopfloor Series. In this series Productivity Press has taken the lead in adult education by teaming with instructional designers to develop complete programs for frontline learning. The goal: to place powerful and proven improvement tools such as ZQC and mistake-proofing in the hands of your company's entire workforce.
Winner of the 1990 Shingo Prize for Excellence in Manufacturing, Mistake-Proofing for Operators is based on Zero Quality Control: Source Inspection and the Poka-Yoke System by Shigeo Shingo http://books.google.co.in/books?id=KVQCKuhdWxgC
If your goal is 100% zero defects, here is the book for you — a completely illustrated guide to poka-yoke (mistake-proofing) for supervisors and shop-floor workers. Many poka-yoke ideas come from line workers and are implemented with the help of engineering staff or tooling or machine specialists. The result is better product quality and greater participation by workers in efforts to improve your processes, your products, and your company as a whole.
The first section of the book uses a simple, illustrated format to summarize many of the concepts and main features of poka-yoke. The second section shows 240 examples of poka-yoke improvements implemented in Japanese plants.
Organizes examples according to the broad issue or problem they address.
Pinpoints how poka-yoke applies to specific devices, parts and products, categories of improvement methods, and processes.
Provides sample improvement forms for you to sketch out your own ideas.
Use Poka-yoke in study groups as a model for your improvement efforts. It may be your single most important step toward eliminating defects completely. (For an industrial engineering perspective on how source inspection and poka-yoke can work together to reduce defects to zero, see Shigeo Shingo's Zero Quality Control.) http://books.google.co.in/books?id=hR_8Ulz6d_oC
Scientific study for improving efficiency and productivity was advocated by F.W. Taylor in his treatise on Scientific Management. Application of scientific management in engineering branches became the discipline of industrial engineering. Efficiency improvement practice was started in other economic activities also. The public administration discipline also adopted the scientific management principles of efficiency improvement.
I would like to write more about it in some more time.
But at this moment I request readers to download and read this document on successful suggestion programs released by a working group of Federal Government, USA.
Products and processes are two important outputs of engineering. Industrial engineering (IE) is productivity improvement activity. When IE is applied to products and processes, it is termed product IE and process IE respectively.
Frank Gilbreth suggested the involvement of operators in process analysis and improvement in 1921 in an article on process charts. Hence, formal and structured involvement of operators in process improvement was started by the industrial engineering and scientific management professions in the decade of 1911 to 1920 itself. But the practice got more systematized by Alan Mogensen in 1929 with the publication of his book The Commen Sense Approach to Improvement.
Toyota started its cost reduction improvements after second world war and made the front line kaizen a best practice and fruitful. People know more about the front line kaizen of Toyota and less about the contribution of engineers and especially industrial engineers in Toyota's success.
We have to make use of available resources. Instead of lamenting on the unavailability of the IE activities of engineers in Toyota, we have to learn about the best practice of Toyota front line kaizen and try to implement in our organizations. We have to learn about industrial engineer's best practices from some other organization.
Some references about Toyota's suggestion scheme successes are given below.
The New Shop Floor Management - Kiyoshi Suzaki - Published in 1993
100 years of evolution of shop management thought
Shop floor is the place where the most fundamental, value-added activities take place, whether they are in manufacturing, services, or construction.
There are approaches for maximizing the potential of people at the shop floor. This book will explore such potential by focusing attention on the shop floor.
One of the major focuses of this book is self-management of people on the shop floor, The Japanese call shop floor managemet genba kanri. This book attempts to share new perspectives on shop floor management and provide pragmatic approaches for increasing people's self-managing capabilities.
Konosuke Matsushita said. "we make people first before making products."
Each person has self-managing or autonomous capabilities. If they are linked to the total organization, we can create a system that is more humane.
The problems on the shop floor may seem big when managers try to solve them by themselves, but when try to solve the same problem by involving everybody and their creativity, they can solve them more of them more easily.
One view of shop floor management
Improvement of people
Problem solving utilizing collective wisdom of people.
New Shop Floor Management - Empowering People for Continuous Improvement / Company Transformation
Productivity = Performance in QCDSM/ Man + Macine + Material |+ Method + Measurement
We need to figure out ways to allocate resources intelligently and have people prove their contribution to the company's progress.
Chapter 2 Developing A Customer Oriented Organization
Working on Our Mindset
Instead of self-centered thinking, we need to practice selflessness.
Chapter 3. Establishing Company within Company
The Mini-Company Concept
Every operator has a supplier - Every operator has a customer
The front line supervisor as President of a mini-company
Benefits of Mini-company concept
People develop sense of ownership
Glass Wall or Glass Window Management
Open communication throughout the company.
Shop floor has to be self explanatory so that people get feedback and self-manage. If we practice this idea, talents of people are utilized to address key concerns of the shop right then and there. If we practice good glass wall management, we will utilize the collective wisdom of people better.
Chapter 4. Involving Everybody in the Process of Continuous Improvement
Standards represent an organization's capabilities
Chapter 5. Upgrading Everybody's Skills
Skills for Self-Management
Skills related to doing and delivering with existing practices
Skills related to improvement
Skills related to self improvement
Skills related to team work
Skills related to specific tasks
Skills related to management
Chapter 6. Acquiring \problem Solving Skills
Chapter 8. Leading People for Continuous Improvement
Managers as Leaders have to consider Employees as Customers
Guiding Improvement Activities
Phrases Managers Should Not Use
Qualifications as Leaders
Changing Your Behavior as Leader - Steps Involved
Get stimuli - Read books, journals, magazines, papers - Listen to experts, bosses, colleagues, customers, suppliers - Visit other companies doing good work - Watch videos - Consult catalogues
Acquire new knowledge - Identify the new knowledge in the stimuli and think over it regarding implications to your success and the required behavior
Modify your attitude - If the new knowledge requires you to change some attitude, accept its implication and change your attitude
Change your behavior - New knowledge and change in attitude will motivate you to change your behavior. Try the new way of doing thing as an experiment. Do role plays in your mind as well as physically.
Change your Habit - Practice the new behavior so that when the event happens you can exhibit the new behavior as a habit.
1. Name board
2. Current operator(s) name(s)
3. Standard operating procedures
5. Andon switch or button to make the andon on.
6. Sample inspection place
7. Explanation of installed poka yoke
8. Machine operator self-maintenance procedure
9. Machine down time recording sheet
10. Safety checklist
11. description recent improvement (kaizens - good changes)
12. Layout of the area.
13. SPC chart
14. QC process table
15. Sample products
16. Production control board
17.Marking of the floor with place for every thing in the work center.
Chapter 11. Looking at Ourselves in the Mirror
Evaluating the Level of Shop Floor Management
The Presidential Audit
Chapter 12. Where do We Go from Here?
Ideas for Implementation
Making it Work
Questions and Answers on Implementation
Appendix 3.1 Checklist for Supervisor's Roles and Responsibilities
Management of Work
Management of Material
Management of Machines
Management of Safety
Management of Environment
Management of Improvement
Appendix 6.3 Checklist for Idea Generation
Appendix 7.4 Continuous Improvement Study Group Activities
Appendix 9.1 Supervisor's Daily, Weekly, Monthly, and Yearly Activities