Tuesday, December 24, 2013

Toyota Style Industrial Engineering - American Industrial Engineering - Difference



Toyota Style Industrial Engineering has focus on efficiency and waste elimination from manufacturing processes. They use all techniques advocated by pioneers to achieve their objective with some significant improvements.


Value analysis and engineering
Process Analysis
Operation Analysis
Motion Analysis
Work measurement
 Layout Improvement


 New Techniques - Shiegeo Shingo

SMED
Poka-yoke

Mathematical optimization
Operations Research
Statistics

New ideas - Reduce total costs associated with inventory - setup, inventory carrying cost and shortage cost.
Develop machines with more intelligence.
Involve operators and supervisors in improvement activities apart from industrial engineers and managers.
Strong belief,  commitment and effort for continuous improvement.

Monday, December 23, 2013

Industrial Engineering Techniques for Discussion and Presentation




1. Value Analysis and Engineering

2. Process Analysis using Flow Process Chart and Operation Process Chart - Method Study

3. Operation Analysis - Maynard - Nine areas

4. Principles of Motion Economy - Motion Analysis

5. Work Measurement using Stop Watch

6. OR Models

7. Six Sigma

8. PERT and CPM

9. Value Stream Mapping

10. SMED

11. Poka Yoke

12. Lean Manufacturing

Taachi Ohno - Japanese Books

Creating a Lean R&D System: Lean Principles and Approaches for Pharmaceutical and Research-Based Organizations - Book Information



Creating a Lean R&D System: Lean Principles and Approaches for Pharmaceutical and Research-Based Organizations
Terence M Barnhart
CRC Press, 20-Aug-2012 - Business & Economics - 267 pages

The ability to find and remove barriers between people and their systems in R&D can almost guarantee a doubling in performance, and often delivers multiples of that. R&D teams that have smooth handoffs deliver 100 percent of the required knowledge at those handoffs. As a result, such teams do not lose critical information, have unexpected knowledge gaps appear in their projects, or have uncoordinated knowledge transfers that waste minutes, days, and even months every year.

Creating a Lean R&D System: Lean Principles and Approaches for Pharmaceutical and Research-Based Organizations lays out the logic of why Lean implementation isn’t strictly for manufacturing and describes why it can be just as effective in R&D organizations. Terence Barnhart, former senior director of continuous improvement at Pfizer R&D, describes the theoretical and physical underpinnings of creating a Lean transformation in any R&D organization, as exemplified by the Lean transformation initiated within the R&D division of a global pharmaceutical company.

Describing how to merge Lean principles with the cultural virtues inherent in R&D, the book presents Lean approaches that can be easily applied in pharmaceutical and research-based organizations. It takes a strategic approach to solving two problems unique to the Lean field. The first is in noting the key distinctions between R&D and manufacturing, and developing a Lean approach specific to the R&D environment. The second is that it proposes a systematic middle-out (merger/maneuver) strategy to help you initiate and sustain a Lean culture within your pharmaceutical R&D organization that will help you immediately engage all stakeholders involved.

http://books.google.co.in/books?id=I7FE_DLSmJQC

Industrial Engineering in Toyota - Japanese Pages

The success of Toyota in cost reduction, productivity improvement, and international competitiveness and its celebrated Toyota Production System, fulfilled the dream of Yoichi Ueno (that Japan can guide US in improved practices of efficiency improvement). The success of #Toyota and the World Class #TPS was  built on the sustained efforts many Japanese persons who understood Taylor and Gilbreth's writings and improvised them in implementing them in Japanese companies.


Sunday, December 22, 2013

Toyota Kaizen Methods: Six Steps to Improvement - 2010 - Book Information



Isao Kato, Art Smalley
CRC Press, 19-Oct-2010 -  156 pages


Toyota Kaizen Methods: Six Steps to Improvement focuses on the skills and techniques practiced inside Toyota Motor Corporation during the past decades. This workbook focuses on the actual training course concepts and methods used by Toyota to develop employee skill level, a core element of Toyota’s success. It is not a book about holding Western-style five-day Kaizen events, which were in reality quite rare during the development of Toyota’s production system and are virtually nonexistent today inside Toyota. Written by two of Toyota’s most revered and experienced trainers, the book —

Traces the origins of Kaizen since the inception of Toyota Motor Corporation
Articulates the basic six-step Kaizen improvement skills pattern taught inside Toyota
Helps practitioners of Kaizen improve their own skill level and confidence by simplifying concepts and removing any mystery in the process
Provides homework assignments and a wealth of forms for analyzing work processes
If you take the time to study the concepts detailed here, you will be reviewing the same methods and techniques that were harnessed by generations of Toyota supervisors, managers, and engineers. These techniques are not the secret ingredient of Lean manufacturing; however, mastery of these timeless techniques will improve your ability to conduct improvement in almost any setting and generate improvement results for your organization.

http://books.google.co.in/books?id=RS4nsJGsgmEC

Issued the book from the NITIE library



Monday, December 16, 2013

4-Week Basic Training Program in Industrial Engineering at NITIE, Mumbai, India



We will conduct 4-week training programs for companies on industrial engineering of product design and production processes.


Topics

Introduction to Industrial Engineering
Product Design Efficiency Engineering - Value Analysis and Engineering
Production Methods Efficiency Engineering
Human Effort Engineering
       Motion Analysis and Economical Motion Design
      Work Measurement
Lean Manufacturing
Japanese Innovations in Industrial Engineering
Application of Statistics for Zero Defects and Six Sigma
Optimization and Operations Research applied to Product Design and Production Processes
Accounting and Engineering Economics for Economical Design, Equipment and Production Decisions
Behavioral and Management Aspects of Industrial Engineering



You send an email to  Dr. K.V.S.S. Narayana Rao, Professor Industrial Engineering, NITIE ,  kvssnrao55 at gmail.com

Saturday, December 14, 2013

Intra Ocular Lens at $5 - Drive Down Cost Creatively



David Green has figured out how to make expensive medical products affordable to the world's poorest people. He helped found Aurolab, a nonprofit manufacturing company in India, to produce surgically implanted artificial lenses for cataract patients for US$4 - $6 apiece, a dramatic reduction in the average US$100 - $150 price for lenses,

http://proxied.changemakers.net/journal/03january/herbst.cfm

Aurolab - Case Study
http://www.policyinnovations.org/ideas/policy_library/data/MakingSightAffordable1/_res/id=sa_File1/INNOV0103_p25-41_ibrahim-et-al.pdf


Intraocular Lens Production at $5 by Fred Hollows Foundation
http://www.hollows.org.au/news-media/fred-hollows-lens-production-passes-four-million

Friday, December 13, 2013

How to Find Low Cost High Quality Alternatives for Value Engineering - Industrial Engineering?



Search intensively for low cost alternatives by:

Studying handbooks

Perusing trade literature

Contacting people who might have pertinent information

Focusing intense creativity sharply on the task to be accomplished

Refining the results obtained by the above methods

Unless this search for low cost alternative is effectively and penetratingly done, the real low cost solutions will not be identified by industrial engineers.

Handbooks only contain information on materials and processes and their uses. They will not contain cost information.

Cost information can be obtained by a combination of the following sources

The cost department and cost ledger, The financial accounting department and ledger
Cost analyses
Catalogues
Suppliers of products and materials
Special cost studies

Miles said 100 times more information than that which was presented in his book is necessary a high degree of value work.

Wednesday, December 11, 2013

LEAN Supply Chain Planning: The New Supply Chain Management Paradigm for Process Industries - 2013 - Book Information

LEAN Supply Chain Planning: The New Supply Chain Management Paradigm for Process Industries to Master Today's VUCA World

Josef Packowski
CRC Press, 26-Nov-2013 - Business & Economics - 493 pages


Delivering excellent service to all customers is the key imperative for many sustainable businesses. So why do so many supply chains struggle to fulfill customer requirements at competitive costs? The answer is simple: traditional supply chain planning, which was tailored to a predominantly stable and predictable business environment, cannot handle the new challenges in the world of variability, uncertainty, complexity, and ambiguity—the VUCA world.

Companies can either accept the drawbacks that often result in high inventories, poor asset utilization, and unsatisfactory customer service or, they can change their view of the fundamental approach to supply chain management. LEAN Supply Chain Planning: The New Supply Chain Management Paradigm for Process Industries to Master Today’s VUCA World introduces a new paradigm and a new approach to managing variability, uncertainty, and complexity in today’s planning processes and systems.

Introducing a cutting-edge supply chain management concept that addresses current problems in the process industry's supply chains, the book presents powerful methods developed by leading research institutes, process industry champions, and supply chain experts. It explains how readers can change their approach to the fundamental planning paradigms in a manner that will help their organizations achieve higher levels of responsiveness, improved levels of customer service, and substantial increases in cost-efficiencies.

This holistic practitioner’s guide describes how to establish the right accountabilities for performance management and also provides a set of meaningful metrics to help measure your progress. Supplying detailed guidelines for transforming your supply chain, it includes first-hand reports of leading organizations that have already adopted some of the facets of this paradigm and used the relevant instruments to achieve unprecedented improvements to customer service, supply chain agility, and overall equipment effectiveness.


http://books.google.co.in/books?id=zSUtAgAAQBAJ

Lean Distribution: Applying Lean Manufacturing to Distribution, Logistics, and Supply Chain - 2012 - Book Information

Lean Distribution: Applying Lean Manufacturing to Distribution, Logistics, and Supply Chain

Kirk D. Zylstra
John Wiley & Sons, 19-Jun-2012 - Business & Economics - 240 pages


"Kirk Zylstra's focus on the customer is a fresh approach to lean. Companies that can bear the burden of variability will develop a strategic advantage in today's volatile market."
—Travis Jarrell Institute of Industrial Engineers Program Committee Chair
"Lean Distribution is a comprehensive yet concise work with clear leanings. Kirk's experience across a range of industries brings a unique understanding of common opportunities and solutions available to optimize distribution processes. Lean techniques, typically effective in manufacturing processes, are applied in the downstream supply chain in a practical and productive manner that will offer something to any business distributing tangible goods."
—F. Jeff Duncan Jr. VP, CIO, and Director of Technology Louisiana Pacific Corp.

"Lean Distribution has robustly captured the revolution occurring in today's increasingly competitive and global supply chain. Eliminating losses through lean manufacturing and lean distribution initiatives will become even more critical enablers to organizations developing cost-advantaged supply chains."
—Rick McDonald Director of Manufacturing The Clorox Company

http://books.google.co.in/books?id=jhaGGLoPdE0C

Lean Supply Chain Management Essentials: A Framework for Materials Managers - Bill Kerber, Brian J. Dreckshage - 2011 - Book Information

Lean Supply Chain Management Essentials: A Framework for Materials Managers

Bill Kerber, Brian J. Dreckshage
CRC Press, 27-Jun-2011 - Business & Economics - 274 pages


Presenting an alternate approach to supply chain management, Lean Supply Chain Management Essentials: A Framework for Materials Managers explains why the traditional materials planning environment, typically embodied by an Enterprise Resource Planning (ERP) system, is an ineffective support system for a company that wants to adopt Lean practices. It begins by defining supply chain management basics, including roles, objectives, and responsibilities from a traditional framework. Next, it describes Lean basics and explores the conflicts between Lean and the traditional framework.

The book focuses on the materials management aspects of Lean, such as leveling work into the value stream, heijunka scheduling, standard work, and the concept of intervals, including Every Part Every Interval (EPEI). By combining traditional materials management tools, such as Sales and Operations Planning (S&OP), with Lean manufacturing approaches and applying them to different manufacturing environments, the authors clarify the logic behind why you are doing what you’re doing with Lean components and how they fit together as a system. Specifically, they explain how to:

Determine which leveling strategy to use to smooth production
Calculate interval to determine lot sizes in various production environments
Apply Lean to purchasing, warehouse, and logistics areas
Use your value stream map for green initiatives and risk management
Replace capacity planning and shop floor control with visual factory, operator balance charts, EPEI, and plan for every part
Illustrating why balancing demand and capacity is better than trying to balance supply and demand, the book includes a definitive chart that matches Lean tools to the planning and control charts that have served as the model for ERP systems. It integrates the principles learned from Toyota’s fifty-plus-year journey with Lean principles to provide the up-to-date understanding required to approach the application of Lean to your supply chain with a methodology that allows for experimentation, learning, and continuous improvement.

http://books.google.co.in/books?id=kmnsDjqKJm4C

Sunday, December 8, 2013

Kaizens - Production Improvement Ideas Implemented - India - Kaizen Eye



http://www.kaizeneye.com/visit/kaizen_detail.aspx?kz_id=3006
Fevicol keeps drying in its drum, leading to wastage of same
Drum is covered from all sides within a wooden box with cover on the top also.
Drying of fevicol has reduced upto the 60 %. Quality of fevicol remains as is throughout its consumption from the drum, for change in its viscosity is NEGLIGIBLE.

http://www.kaizeneye.com/visit/kaizen_detail.aspx?kz_id=3000
Zero rejection on CV line::ASSY C/MEMBER Cyl Mtg.

http://www.kaizeneye.com/visit/kaizen_detail.aspx?kz_id=2500
Tube light should glow only if machine starts

http://www.kaizeneye.com/visit/kaizen_detail.aspx?kz_id=2000
To eliminate the hand/finger injuries at Rieter winder

http://www.kaizeneye.com/visit/kaizen_detail.aspx?kz_id=1500
Elimination of extra time for counting.

http://www.kaizeneye.com/visit/kaizen_detail.aspx?kz_id=1000
Eliminate graphite primer drops falling on the floor.


http://www.kaizeneye.com/visit/kaizen_detail.aspx?kz_id=529
To reduce the maintenance cost of air supply units.


http://www.kaizeneye.com/visit/kaizen_detail.aspx?kz_id=102
Problem: 3 operator,3 machines were input for 210 nos. Production.The line was  Covering more area (40 sq. Mtrs)
Improvement: Line balancing done & layout  Made compact .Now 2 operators & 3 Machines are the input for 210 nos. Production.The area covered is 28 sq. Mtrs.

http://www.kaizeneye.com/visit/kaizen_detail.aspx?kz_id=101
Problem: Position of hinge used to get shifed While clamping manually in ye-2 r/b Non split fixture.More time was taken for clamping.
Improvement
Pneumatic clamping done for quality & productivity improvement.

Crank Shaft Design, Manufacture, and Inspection - Students Projects - IE Course




Productivity Improvement Of Crankshaft by Priti Mandwe
INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 2, ISSUE 7, JULY 2013
http://www.ijstr.org/final-print/july2013/Productivity-Improvement-Of-Crankshaft.pdf

Improving Productivity of Crank Shaft Machine Line Using TPS Techniques and Simulation - 2013 paper
http://www.academia.edu/3255498/IMPROVING_PRODUCTIVITY_FOR_ENGINE_CRANK_SHAFT_MACHINING_LINE_USING_TPS_TECHNIQUES_AND_SIMULATION




Crankshaft introduction
http://www.the-crankshaft.info/2009/07/sketch-of-crankshaft_4384.html

Crankshaft nomenclature
http://www.the-crankshaft.info/2009/07/sketch-of-crankshaft_607.html

Dimensions of crankshafts - Thumb rules
http://www.the-crankshaft.info/2009/07/sketch-of-crankshaft_07.html

Counterweights on crankshaft
http://www.the-crankshaft.info/2009/07/sketch-of-crankshaft.html

Crank shaft materials
http://www.the-crankshaft.info/2009/07/crankshaft_06.html

Crank shaft material choice for durability
http://www.irday.com/html/Engine%20fuel%20engineering/20080412/9349.html

Crankshaft design - some questions
http://orion.math.iastate.edu/lhogben/classes/crankshaft.pdf

Crankshaft analysis

Evolution of crankshaft design analysis
http://support.mscsoftware.com/cgi-bin/kb_files/Cummins_Pfleuger_paper.pdf?name=ri%2F1-13%2F1-13B2-2668%2FCummins_Pfleuger_paper.pdf


Improving Productivity of Crank Shaft Machine Line Using TPS Techniques and Simulation - 2013 paper
http://www.academia.edu/3255498/IMPROVING_PRODUCTIVITY_FOR_ENGINE_CRANK_SHAFT_MACHINING_LINE_USING_TPS_TECHNIQUES_AND_SIMULATION
____________________________________________________________________________

Students' Projects and Posts


Crankshaft design, manufacturing and testing procedure Chevrolet Aveo U-VA 1.2 LS 76 BHP 4 Cyl Engine
Design of Crankshaft   Maruti Suzuki 800  - 37 BHP 3 cylinder
Process Design  Crankshaft TVS WEGO
Crank Shaft Design    45 HP 3 cylinder engine
Design and Manufacture of Crank shaft - Maruti Swift - 4 cylinder 53 HP engine
Design of crank shaft for Mahindra Xylo - 4cylinder d2 variant Diesel CRDE technology, ९५भ्प
 Design of crankshaft of Hero Honda Splendor -single cylinder air cooled engine, power 5.5KW @8000 RPM
Design of Crankshaft_Taurus Tipper_Ashok Leyland
Design Crank Shaft Ford figo            4 Cylinder 1.2 lt Power 70 भप

design and manufacture of crankshaft for FORD FIESTA

_______________________________________________________________
Orinally posted by me in http://knol.google.com/k/narayana-rao/crank-shaft-design-manufacture-and/2utb2lsm2k7a/ 2712

Saturday, December 7, 2013

Automation & Productivity Tools By Langlais Computer Consultants, LLC - USA


Jidoka - Automation and Mechanization - Process Engineering and Industrial Engineering in Toyota Production System

Jidoka, a pillar of Toyota Production Systems advocates automation with human touch in all operations of a process to increase productivity of operators as well as that of total systems.


http://www.cncsw.com/


Langlais Computer Consultants, LLC
67 Posa Drive
Bristol, CT  06010
Phone:  (860) 589-0093
Email:  lcc-sales@cncsw.com
Bristol, CT, USA

Engineering Review - India

ANTECH TECHNOLOGY INSTITUTE - CAD CAM Training for Productivity - Pune - India


http://www.antechmicro.com/index.php?option=com_content&view=article&id=18&Itemid=24

ANTECH TECHNOLOGY INSTITUTE
(Training and Projects)
16 B Parvati Industrial Estate
Parvati
Pune 411009
India
Tel No. : +91 20 32313236, +91 9823515053
Email : atc@antechmicro.com

ANTECH head quarters in Pune - India develops, markets & support innovating solutions in the field of CAD/CAM/Embedded technology to Engineering Industries. Our Focus is on manufacturing sector and would like to remain in the same. Antech today is well diversified group and followings is the partial list of our products and services.

DNC, BTR and machine monitoring solutions. (Wire /Wireless)
CAD CAM for CNC wire EDM, laser, Gas cut and turret punch press
Technological solutions for Engg. Colleges and polytechnics
Training programs in CAD CAM
Training programs in Embedded & VLSI
3D CAD CAM software from UGS Solutions, USA
Consultation in CNC turret punch press

AAA Innovations - CNC Machining Productivity Consultants - India


http://aaainnovations.net/Aboutus.html

Benefits Provided

Less Machine Investment required

Cost Savings

Productivity Improvement

Cycle Time Reduction

Advance Future Technology

Service Delivery on Time

Avoidance of Accidents of CNC Machines


ACCIDENTS OF CNC MACHINE PREVENTED FROM :

Sudden breakage of insert in the auto cycle
Insert wear
Due to more material cutting (variation in input material)
Wrong offset value input
During changeover setting of different components.
Semi-skill associate while operating the machine
IMPROVES

Overall equipment availability
Productivity (from 10% to 50 %)
Machine life
Tool utilization (tool life can be improved by 20% to 250%)
Life of fixture parts, holders etc
SAVINGS

Machine damages by avoiding the accidents
Production losses due to setting after accident
Production losses due to machine breakdown (after accident)
SAFTEY

Man accidents on machine are avoided during setting
FUTURE

It can be very effectively used in making the automation of machine successful by avoiding accidents in automated machine, which is the major limitation of automation.
TIME REQUIRED

Time duration for completion of one machine 24 - 40 hrs. (That is actual machine hold time).

http://aaainnovations.net/WhyOurService.html

SMED - Single Minute Exchange of Dies - Bibliography



Setup time reduction: SMED-balancing  integrated model for manufacturing systems with automated transfer
2013 paper
http://www.enggjournals.com/ijet/docs/IJET13-05-05-259.pdf

Setup Time Reduction of Medical Device Assembly Process
2011 - MS Dissertation
Changeover time from 0.15mg to 0.3 mg
Gonzenbach, Derek L.
http://www2.uwstout.edu/content/lib/thesis/2011/2011gonzenbachd.pdf

Setup Time for Reduction of Electronics Assembly - 2005
http://escholarship.org/uc/item/0f94x554#page-1

SMED process description and videos

The power of smed - procedure also discussed
http://www.maintenanceworld.com/Articles/jonesM/Single-Minute-Exchange-Die.html


Setup Time Reduction - PCB Assembly - 1997
http://escholarship.org/uc/item/6kn3d2gm#page-1

SMED Guide - Treitsch - Defence guide - Uses pictures from Shingo's book
http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ada255893


A Revoultion in Manufacturing: SMED by Shigeo Shingo - Google Book with Preview facility
http://books.google.co.in/books?id=ooXVVIfqEQwC

Kaizen for Quick Changeover
by Keisuke Arai, Kenichi Sekine
Google book link
http://books.google.co.in/books/about/Kaizen_for_Quick_Changeover.html?id=dKZBFGYJrhYC



Presentation on SMED - 2005 presentation on Best Practices
http://bec.msoe.edu/sig_presentations/setup_reduction_2005_nov.pdf




Line Improvement in SMT Electronics - MS thesis
http://www.smtnet.com/library/files/upload/SMT-Line-Improvements.pdf


SMED Implementation Step by step Part 1
http://www.leanexpertise.com/ArticlesLX/SMED%20Step%20by%20Step.htm

Part 2
http://www.leanexpertise.com/ArticlesLX/SMED%20Step%20by%20Step%20Part%202.htm

Setup time reduction in a batch manufacturing plant - BS thesis
http://digitalcommons.calpoly.edu/cgi/viewcontent.cgi?article=1090&context=imesp


SMED steps in die cutting - pictorial description - 52 pages
http://www.aadieinc.com/newsletters/ABC%20SMED.pdf



 Paperboard Packaging / Feb, 2000
A Proactive Approach to Pre-makeready : Here's what you can do to make sure that makeready proceeds quickly and smoothly
http://findarticles.com/p/articles/mi_m3116/is_2_85/ai_n27556318/

SMED
https://workspace.imperial.ac.uk/insolex/Public/18%20SMED.pdf

SMED Quick Changeover
http://members.peo.on.ca/index.cfm/document/1/ci_id/44383/la_id/1

SMED: Literature Review  - 2012
http://www.thinkinglean.com/img/files/PAPER_3.pdf

An Application of SMED Methodology in an Electric Power Controls Company - 2011
http://www.incdmtm.ro/mecahitech2011/articole/Pp47-55.pdf


Good presentation on SMED
http://www.freeleansite.com/training.html


http://www.thefabricator.com/article/toolanddie/how-to-implement-quick-die-change


http://www.ptonline.com/articles/extrusion-goes-'just-in-time'-with-quick-die-changers


Die Making and Die Design
Franklin D. Jones
1915
https://archive.org/details/diemakingdiedesi00jone





GS Productivity Solutions Limited - Bristol, UK - CNC Productivity Consultants



http://www.gspsltd.co.uk/


What can GS Productivity Solutions provide?
When you are looking for innovation to help improve efficiency and quality, GSPS are able to offer cutting edge solutions, all the nescessary training and the technical job knowledge and back up to ensure that your manufacturing facility is always running at peak performance.

Our team specialise in the sale (at the right price!), the installation (at the right time!) and the training (to right level!) of only the products we consider will fit your company and your job.  If we don’t cover what you need, we’ll  probably know someone who does -

Probing
Machining
Production Management
Microsoft Excel
CAD/CAM systems
Siemens controllers
Data Collection
Haas controllers
Fanuc Controllers

GS Productivity Solutions Ltd

37 Baileys Mead Road

Stapleton

Bristol

BS16 1AE

England

Trainor and Associates - IE Consultants - Bartlett, TN, USA



http://industrialengineeringconsultingfirm.com/


Trainor and Associates
Process Improvement Specialists
4285 Wind Tree Cove
Bartlett, TN 38135

bobtrainor@bellsouth.net
Phone: 901-373-8940

10 Industrial Engineering Services
http://industrialengineeringconsultingfirm.com/structured-processimprovements

SMED - YouTube Videos



Seeing believing. Recently in a class, I was describing the SMED procedure and a participant said, it is impossible. He would have believed it, if I showed him this video which I found it on 5.12.2013. The incident occurred some time in November 2013


Shanley Enterprises - Clamps - Die change video
______________

______________

In the above video the old die is removed, the new die is inserted and some bolts were tightened in 5.26 minutes.

A large stamping press die change over using an air cart and our mechanical die change clamps

http://DieChangeClamp.com


Atlas Technologies Automatic Die Change System - Video
_______________

_______________


Vidoe Published on 20 Aug 2012
Atlas Technologies fully automatic, domino die change utilizes one additional cart to the number of presses in the line. The line shown above exchanges die sets in less than 5 minutes.
________________________________________________________________________________
________________________________________________________________________________

Removing the Old Die in 5.39 minutes
_______________

_______________


Fitting the New Die in 7.42 minutes
______________

______________


_____________ ______________

Sipe Engineering - York, Pennsylvania - Industrial Enginering Consultancy Services

call us at (717)-881-3145

Plant Layout
Plant Transformation
Operation Excellence
Lean Manufacturing
Facilities Engineering
Standard Data
Work Measurement Studies
Value and Non Value-Added Activities
Cellular Layout
Work Cell Designtire-building-factory-floor
AutoCad Layout
Work Flow
Process Improvement
Value Stream Mapping (VSM)
Setup Reduction


http://www.sipeengineering.com/services/

http://www.sipeengineering.com/contact/

Thursday, December 5, 2013

Sunday, December 1, 2013

Takeshi Kawase - Industrial Engineering - Definition


Takeshi Kawase is one of Japan’s foremost authorities on Industrial Engineering.



Definition of Industrial Engineering

Kawase defines IE as dealing with the efficiency of systems that include humans.


Compare with definition of Narayana Rao K.V.S.S.
Industrial Engineering is Human Effort Engineering and System Efficiency Engineering.



Believing that IE lies between science and the humanities, he draws from both approaches. Thus, Kawase insists that manufacturing must be automated to the fullest, while never losing sight of the fact that people are not machines. As he clearly shows, above all else people make value judgments, and it is these judgments that will lead to effective problem solving.


Although well versed in the theories and techniques of IE, Takeshi Kawase focuses on the philosophy of problem solving. The keystones of his philosophy lie in the ideas that every problem has an owner and that a problem’s owner is the person best equipped to solve the problem, as long as the techniques are straightforward and the necessary support is provided. The goal therefore is to come up with a solution that matches the owner’s needs and that will enhance rather than diminish job satisfaction and pride. To this end, Human-Centered Problem Solving advocates the implementation of the line-centered model of problem solving as the most effective way to achieve this goal.


Human-Centered Problem Solving: The Management of Improvements   -  Book by Kawase

Human-Centered Problem Solving: The Management of Improvements presents problem solving as an on-going process. Thus, a problem is never entirely solved. It changes, evolves, and points to new goals, for a system without problems is static and therefore unproductive. Without problems, there can be no innovation. As Kawase reminds his readers, kaizen was a relatively unused word when it was chosen to translate the term “improvement” imported from the United States.

Human-Centered Problem Solving: The Management of Improvements does not offer a quick fix. Rather, it calls for a long-term perspective that allows for the democratization of problem solving. Only by avoiding the common mistake of delegating problem solving to “specialist” will every member of an organization become a problem-solving specialist. Only then will the organization become vibrant, innovative, and successful.

Human-Centered Problem Solving: The Management of Improvements is must reading for harried corporate staff overwhelmed by seemingly impossible problems. For students of IE, it will shape their thinking now and throughout their careers. Human-Centered Problem Solving: The Management of Improvements’ approach to problem solving points to a future when problems are seen as opportunities, not barriers.

http://www.apo-tokyo.org/catalogue/3library.pub.htm


About Gemba
http://andresugiyono.edublogs.org/2006/11/24/about-genba/



Japanese Leaders in Efficiency - Productivity Movement - Industrial Engineering.

Yoichi Ueno - Japanese Leader in Efficiency - Productivity Movement
#IndustrialEngineering #Productivity #CostReduction #Japanese
https://nraoiekc.blogspot.com/2016/06/yoichi-ueno-japanese-leader-in.html

Rear Admiral Takuo Godo - Productivity Promoter in Japan
#IndustrialEngineering #Productivity #CostReduction #Japanese
https://nraoiekc.blogspot.com/2016/06/rear-admiral-takuo-godo-productivity.html


Shigeo Shingo - The Japanese Industrial Engineer - Contribution to Industrial Engineering
#IndustrialEngineering #Productivity #CostReduction #Shingo #Japanese
https://nraoiekc.blogspot.com/2012/03/shigeo-shingo-japanese-industrial_20.html

Taiichi Ohno on Industrial Engineering - Toyota Style Industrial Engineering
#IndustrialEngineering #Productivity #CostReduction #Japanese
https://nraoiekc.blogspot.com/2013/11/taiichi-ohno-on-industrial-engineering.html


Takeshi Kawase - Industrial Engineering - Definition. IE  deals  with the efficiency of systems that include humans.
#IndustrialEngineering #Productivity #CostReduction #Japanese
https://nraoiekc.blogspot.com/2013/12/takeshi-kawase-industrial-engineering.html

Industrial Engineering in Japan - Achievements - News Items




2012

Kou Kimura, currently MD of the Chennai (India) plant, will return to Japan to take up a senior position within NML’s Manufacturing and Industrial Engineering Division.
http://automotivehorizon.sulekha.com/takayuki-ishida-succeeds-timonobu-tokuyama-as-md-of_newsitem_4199


2011


Japan Management Association (JMA; Chairman: Norio Yamaguchi) has founded the GOOD
FACTORY AWARDs to commend Japanese companies’ factories for achieving results in their
kaizen activities, such as raising productivity and improving quality in manufacturing.
The first award winners were the following five companies: Aizu Olympus Co., Ltd.; Toshiba
Information Equipment (Philippines) Inc.; Toyota Motor Asia Pacific Eng. & Mfg./Toyota Motor
Thailand; Fuji Xerox of Shenzhen Ltd.; and PT. Yamaha Music Manufacturing Asia.
(For an outline of the GOOD FACTORY AWARDs, see p. 2.)

Olympus Corporation is pleased to announce that Aizu Olympus Co., Ltd. (Aizu Olympus) has won the Good Factory Award presented by the Japan Management Association (JMA). Aizu Olympus, the Medical Business Group of Olympus, is primarily involved in the manufacture of medical endoscopes.

Introduced in 2011, these prestigious awards will be presented each year to factories that are regarded as having set an example of excellence for manufacturing in Japan. The judges will examine various examples of organizational innovation initiatives at factories in Japan and throughout Asia, including productivity and quality improvements. The wide-ranging selection criteria include processes, success factors, workplace know-how, improvements in workers' awareness, and social contribution.

There are four Good Factory Award categories. The award won by Olympus is the Monodzukuri Process Innovation Award, which is presented to a factory that has comprehensively enhanced and strengthened manufacturing processes in its factories and business sites through initiatives in such areas as industrial engineering (IE)*1 improvement, information technology (IT), quality assurance, process improvement, supply chain management (SCM)*2 improvement, just-in-time (JIT)*3 production, procurement innovation, logistics innovation and automation.

Terminology
*1 Industrial engineering (IE) is a general field of engineering encompassing the design, implementation, administration and improvement of systems to ensure the effective utilization of production resources, including human resources, facilities and information.
*2 Supply chain management (SCM) is a management method targeted toward the improvement of management efficiency through the integrated management of flows of goods from the procurement of materials through to later stages, including production, distribution and retailing.
*3 Just in time (JIT) production involves the production of the products needed by customers, in the quantities required, and at the times required.


August 2004

Nissan ‘Strike Zone’ Improves Ergonomic Practices
Nissan is getting down to the nitty gritty of improving its already industry-leading efficiency, says Hidetoshi Imazu, Nissan’s senior vice president-Manufacturing & Industrial Engineering.

That includes a new measure of worker ergonomic perfection Nissan has dubbed the “strike zone,” which Imazu says is a precisely defined body-movement area where a worker most efficiently can complete a given task with the least amount of strain.

Imazu says his company’s manufacturing engineers now are attempting to have every assembly line task performed in the strike zone, which not only eases effort but, ultimately, aids efficiency.

The strike-zone concept is proving particularly helpful in Japan, whose workforce is aging,
http://wardsauto.com/news-amp-analysis/nissan-strike-zone-improves-ergonomic-practices



1932

Jikan kenkyū ni yoru sagyō hyōjun ketteihō /
[by Stewart M. Lowry, Harold B. Maynard and G. J. Stegemerten]; Katō Takeo, Noda Nobuo yaku oyobi chū.

時間研究による作業標準決定法

Main Author: Lowry, Stewart McKinley, 1896-
Related Names: Noda, Nobuo., Katō, Takeo., Stegemerten, Gustave James 1892-, Maynard, Harold Bright 1902-
Language(s): Japanese
Published: Tokyo : Manejimento Sha Chosabu, 1932.
Subjects: Motion study.Time study.Industrial efficiency.
Note: Translation of : Ch.1-35, Time and motion study and formulas for wage incentives. New York, 1927.
Physical Description: vii, 371 p. : 24 cm.












Cost Management and Total Cost Management - Bibliography



Books

Total Cost Management Framework - Book by AACE
Association for Advancement of Cost Engineering
http://www.qsrequin.com/Papers/TCMFramework_WebEdition.pdf



ICEC Cost Management Journal - Collection of Classic Papers
http://www.icoste.org/ICMJ.htm


Handbook of Management Accounting Research, Volume 2
Christopher S. Chapman, Anthony G. Hopwood, Michael D. Shields
Elsevier, 14-Sep-2011 - Business & Economics - 742 pages
http://books.google.co.in/books?id=Nwg69xNyG54C


Papers

Bibliography - Selected Articles from Cost Management - Formerly Journal of Cost Management
http://maaw.info/JournalofCostManagement.htm  - Some articles have summaries also


Total cost of ownership for railway assets
by IIM Cal faculty
http://www.apiems.net/archive/apiems2004/pdf/apiems2004_8.5.pdf
(IE conference papers)



AN INTEGRATED ACTIVITY-BASED COSTING AND ECONOMIC VALUE ADDED
SYSTEM AS AN ENGINEERING MANAGEMENT TOOL FOR MANUFACTURERS
Narcyz Roztocki
Kim LaScola Needy
University of Pittsburgh
Department of Industrial Engineering
http://www.logistics.tuc.gr/contents/lessons/kostol/ROZTOCKI.PDF



Activity-based cost management for design and
development stage
David Ben-Arieh*, Li Qian
Department of Industrial & Manufacturing Systems Engineering, Kansas State
2001 paper
http://www.efsa.unsa.ba/~nijaz.bajgoric/dst/abc2.pdf



Presentations
Role of Cost Management in Infrastructural Projects
2011 presentation
by President of Italian Association for Advancement of Total Cost Management
http://netlipse.eu/media/40193/NWM%20Bari%20-%20Gianluca%20di%20Castri%20%20-%20The%20Role%20of%20Total%20Cost%20Management%20in%20Controlling%20Major%20Infrastructural%20Projects.pdf

Cost Management in an imperfect world - Briding the gap between theory and practice - Ginette B. Basak
Plenary lecture 2006
http://www.icoste.org/SloveniaPlenaryLectures/icecFinal00185.pdf



Cost Estimating and Estimator's Job - A Description




Job Shop Estimating


Estimator’s job -  dozen tasks. In reality, these tasks may overlap or evolve in different sequences.

1. Process identification
2. History retrieval
3. Compatibility check
4. Work order prep
5. Time study
6. Material planning
7. Fixtures/special handling
8. Costing
9. Pricing
10. Presentation
11. Review
12. Optimization

Job shop estimating: A business process examined in 12 steps


The estimator is expected to know how to dissect a product design into a manufacturing sequence.

An estimator might review the documentation provided with a request for quote (RFQ)  in several passes or stages. Experienced estimators, in reality, are able to perform almost all of these modes of analysis simultaneously.

An early pass through the design is made to identify which features of the product can be manufactured in-house as well as those that must be subcontracted. The next stage might be to plan a sequence of manufacturing, starting with cutting raw material, progressing through each stage of fabrication, and ending with the product ready for shipment and invoicing. With the general work sequence outlined, the estimator will need to obtain bids for the subcontracted fabrication steps. While waiting for those bids to come in, the estimator refines each of the in-house manufacturing steps in terms of material condition on input, material condition on output, labor, machinery, tooling, fixtures, software, quality control, yield, and queue time.


Clearly, a detailed cost estimate can require a significant amount of effort on the part of the estimator. To minimize wasted effort, perhaps the first-pass evaluation is to determine compatibility. If the project is not a good fit with the shop, the shop shouldn’t waste time quoting it.

Subtleties involved in determining compatibility. This is essentially a measure of the degree of difficulty of the project. Part of the strategic vision for the shop is to define what the ideal project entails.
It is a matter of company policy to decide what to do about jobs that deviate from the “ideal” project. For example, the shop’s machinery capabilities allow it to hold tolerances that differentiate it from the competition. As a result, the shop’s mission might call for targeting high-precision work that demands rigorous quality control procedures to eliminate defects.

In this setting, the estimator may look at a project that has very coarse tolerances as if it required the precision capability available in-house. This decision is likely to result in a very high price quote relative to the competition’s with less capital overhead—essentially turning away the super-easy in favor of the ideal.

That same estimator might come across a project that requires more than the normal degree of precision. Perhaps the parts will have to be 100 percent inspected and sorted to achieve the desired consistency in a delivered batch of parts. The tactic is to quote the hypercritical project as if it were “routine.” This will result in a low price quote relative to the competition’s, which passes on all anticipated manufacturing expenses to the customer.

This “hard-is-easy” approach will attract work aggressively at the extreme level of difficulty for the shop. This is not a sustainable business model. Giving good work away for no gain is nonsense. With experience based on its performance, the shop can adjust its pricing tactics over time to establish both the ideal customer margin as well as the ideal mix of manufacturing projects.

Specifically, what is an estimator looking for while trying to determine how well a project fits with the shop?

Verifying the Capabilities

The estimator uses retrieval tools to pull the previous history of the project when updating a price quote.In the context of a compatibility check, the estimator attempts to verify that the project can be built “same as last time.”
Given that the design of the project has not changed, the estimator needs to verify that all of the machinery, tooling, fixtures, and skill set remain available. If there is a deficiency in capacity, then the estimator might consider subcontracting or some alternative response to the RFQ.

In terms of tooling, the considerations are very trade-specific. The goal is to identify tooling expenses that must be included in the price quotation. As an example of a tooling compatibility issue, imagine working in a sheet metal shop that operates a CNC turret press for punching and profiling the flat blank. To punch a rectangular hole, punch and die tooling can be manufactured to the perfect dimension. On the other hand, a smaller punch—either square or rectangular—can be used with several strokes to carve out the desired rectangular cutout.

The estimator will need to balance the expense of obtaining the perfect tooling—in this case, the rectangular punch and die tooling—with the extra machine time, cosmetic appearance, and deburring requirements of carving the hole with several strokes using on-hand tooling. If the production batch size is large enough, dedicated tooling is a cost advantage. For small batches or quick-turn jobs, using on-hand tooling in a less-than-ideal way might be the most cost-effective solution.

In addition to tooling, basic compatibility with the machinery is a vital consideration. If the part won’t fit in the machine, the estimator shouldn’t quote the project. In the sheet metal trade, the press brake equipment presents several constraints on what is buildable. These constraints are not always intuitive to the designer. A frequent problem is sheet metal that crashes into the machine during the final folding operation. Part designers often don’t take that into consideration.

Not the least important is compatibility with the raw material. There are the obvious errors and oversights, such as calling for anodize on steel parts or tapped holes in thin sheet metal. Some materials will not flow in an injection mold given the required cross section and distance. Many metal alloys are difficult to bend in a press brake—without the proper inside bend radius the part would crack at the bend. If the estimator fails to note these pitfalls, the shop will be doomed to less-than-stellar performance by either failing to produce the promised product or by producing the project at a loss.

Each manufacturing process has limitations. These include tolerance and precision, compatibility with raw materials, weight and size range of the raw billet, and schedule availability. Trade-specific considerations include details like minimum hole size, distance from hole to bend, and depth of the hole.

Establishing a Dialogue

When the estimator is confronted with designs that violate some manufacturing constraint, the project obviously cannot be built as designed. The shop’s strategic policy will govern what the estimator is to do. It might be productive to have the estimator make design suggestions to improve the manufacturability of the project. For example, if the issue is with a hole specification that is too small, the estimator could quote it based on the hole being changed to an acceptable size and noting that deviation on the price quotation.
Sometimes the customer will welcome these helpful suggestions. This cost-savings suggestion dialogue is an additional service that adds value to the business relationship between the customer and the job shop. However, the suggestion also can be offensive to some. The customer’s response might be, How dare you question my design?

Making an Operational Impact

One of the joys of being a job shop is being a shared resource. Over time the estimator may see a trend developing in the variety of projects that successfully pass through the shop. Perhaps that trapezoidal cutout that has been made with several machine cycles—for several different customers—should be converted to a dedicated tool or workcell. This would be an investment in tooling that the shop would make to improve its prevailing internal operating costs.

This overall review of trends in project compatibility might lead the estimator to make internal recommendations for upgrades in machinery as well as in tooling. “Designed for manufacturing” applies to the product as well as to the production line. If you find yourself subcontracting a lot of the same thing, why not do it in-house if it would improve scheduling, expense, or quality control? The review of how compatible the shop is with the target market is not always part of the estimator’s job responsibilities. However, if suggestions are solicited, the estimator has access to a gold mine of information.

Reviewing the performance history of the shop’s bids is a powerful tool. Company management can find out how compatible the estimator’s quotes are with the shop’s business goal. Again, the metrics and policies for reviewing an estimator’s performance will be specific to each firm. We will generalize by saying that a gross profit can be calculated for each project completed in the shop. A target gross profit could be established and used as one of the measures of the estimator’s compatibility with the shop.

Regular review and focused adjustments in behavior should result in harmony. Sometimes the behavioral adjustments happen on the production line, either as a result of improved work order instructions, setup procedures, or improved training.

The estimator’s performance is a function of vision. Knowing what the shop’s internal capabilities are is a vital contributor to excellent cost estimating. An occasional sabbatical as a shop worker can help the estimator to complete better time-and-motion studies and predictions for manufacturing operations.
Attending tradeshows gives the estimator a chance to investigate state-of-the-art equipment, which might be needed in the future.

Visiting the customer enables the estimator to understand the context of the project. These visits can help refine packaging, inspection, and cosmetic handling procedures.

Tours of subcontractors’ facilities are another great way to expand the estimator’s skill set. Businesses change and evolve. Keeping up with the best in the shop’s business network gives the estimator a definite competitive advantage.

Adopted from the source:



Articles on Steps of Job Estimating


Step 3: Evaluate the fit of the product being quoted
Step 4: Preparing the "work order"
Step 5: Preparing the "time study"
Step 6: Anticipating the costs of material inventory
Step 7: Dealing with the nonrecurring onetime expenses
Job shop estimating: Programming, fixtures, and special handling
Step 8: Feedback from completed work history
Step 9: Anticipating the needs of the marketing effort
Step 10: Documentation for the marketing effort
Step 11: Review with an eye on improvement



Saturday, November 30, 2013

Learning Curve Effect in Various Industries and Products




Ford Model T        1909 -23      0.29        87%
Integrated Circuits  1962-68       0.047      67%
Photovoltaic Cells   1971-2000  0.042      72%




Lean Manufacturing
By Wikipedians
PediaPress
page 144
http://books.google.co.in/books?id=n0qKUzfYbyUC


Kaizen Assembly: Designing, Constructing, and Managing a Lean Assembly Line - Book Information

Chris A. Ortiz
CRC Press, 26-Jun-2006 -  264 pages


Kaizen Assembly: Designing, Constructing, and Managing a Lean Assembly Line takes you step-by-step through an actual kaizen event. This approach demonstrates in detail the mindset, the processes, and the practical insight needed to transform your current assembly line into a world-class lean operation.

Chris Ortiz brings the experience of over 150 successful kaizen events to the pages of this unique guide. Using clear, succinct, and unambiguous language rather than more general and esoteric terms found in other books, he explains how to implement waste reduction, 5S, time and motion studies, line balancing, quality-at-the-source, visual management, and workstation and assembly line design. Taking a unique approach, the book follows an example of the assembly process for an electric bike including illustrations of nearly every step along the way. Ortiz even includes the most valuable teaching tool of all: past mistakes, how they were overcome, and how to identify and avoid them.

Providing expert guidance that will last long after the consultants have left, Kaizen Assembly supplies the tools you need to make kaizen and lean assembly a permanent fixture at the heart of the shop floor.


http://books.google.co.in/books?id=61Wr87UGAFAC

Friday, November 29, 2013

Capability Maturity Model for Industrial Engineering - Industrial Engineering Capability Maturity Model (IECMM)



Proposed by Narayana Rao K.V.S.S. (29 November 2013)

7. Taking responsibility for total costs of the company - Total Cost Industrial Engineering
6. Taking Responsibility for complete technology efficiency engineering
5. Doing Operation Research Studies and Statistical Studies to reduce variation and optimize system/process  variables
4. Study of complete method/process and improving the method/process (Methods Efficiency Engineering)
3. Motion Study and improving the motion pattern of the operator and training him
2. Training Operators to do the activity in standard time
1. Time Study for a specified process and Standard Time Setting.




Industrial Engineering Capability Maturity Model (IECMM)
Posted in http://www.xzbu.com/3/view-3385415.htm (22.8.2012)

L1 (Initial stage): Some individuals in the company are implementing IE projects. The results depend on the individual's ability to implement in. In the initial stage, IE process  is unpredictable.   

L2 (Repeatable): IE awareness has increased. There is a procedure to implement IE. The new IE project can refer to past experience in similar projects which are planned and managed. Because IE project planning and tracking is stable and is able to repeat the success of previous experience.

L3 (Defined Level): IE  management has been standardized.  Establishment of clear responsibilities for the  IE management is made. The whole enterprise activities undertaken by IE Standard procedure has been documented. In a defined level of enterprise,  IE process and quality can be summarized as "standard and consistent." The process of project activities of either IE or IE management activities are stable and repeatable.   

L4 (Managed level): For IE process results and activities, quantitative targets are set. All IE activities and  projects are measured and analyzed and appropriate precautions are taken to maximize benefits. In the management-level,  enterprise IE process and quality can be summarized as "predictable", the process can be measured and controlled within an acceptable range of variation.   


L5 (Optimization level): Enterprise is a now in  dynamic self-improvement stage. The entire company is committed to continuous process improvement. At optimization level of the enterprise, the basic characteristics of IE process and quality can be summarized as "continuous improvement."


The model in Chinese Language


工业工程能力成熟度模型(IECMM)
(pronunciation - Gōngyè gōngchéng nénglì chéngshú dù móxíng)

L1(初始级):企业一般不能提供开展和维持IE活动的稳定的环境,IE项目的实施是临时的,实施的结果依赖于个人的能力。处于初始级,IE过程和产品质量是不可预测的。

Qǐyè yībān bùnéng tígōng kāizhǎn hé wéichí IE huódòng de wěndìng de huánjìng,IE xiàngmù dì shíshī shì línshí de, shíshī de jiéguǒ yīlài yú gèrén de nénglì. Chǔyú chūshǐ jí,IE guòchéng hé chǎnpǐn zhí liàng shì bùkě yùcè de.

  L2(可重复级):企业IE意识有了提高,在局部范围内建立了实施IE的规程,新的IE项目可以参考以往类似项目的经验进行策划和管理。因为IE项目的策划和跟踪是稳定的,能重复以前的成功经验,因此处于该级别的企业的IE过程可概况为“有纪律的”。

Qǐyè IE yìshí yǒule tígāo, zài júbù fànwéi nèi jiànlìle shíshī IE de guīchéng, xīn de IE xiàngmù kěyǐ cānkǎo yǐwǎng lèisì xiàngmù dì jīngyàn jìnxíng cèhuà hé guǎnlǐ. Yīnwèi IE xiàngmù dì cèhuà hé gēnzōng shì wěndìng de, néng chóngfù yǐqián de chénggōng jīngyàn, yīncǐ chǔyú gāi jíbié de qǐyè de IE guòchéng kě gàikuàng wèi “yǒu jìlǜ de”.




  L3(已定义级):企业IE管理已规范化,有完善的IE管理制度,设立了IE管理机构并明确职责,对IE管理及如何实施IE进行了系统的阐述,整个企业的IE活动的开展的标准过程已文档化。处于已定义级的企业的IE过程和产品质量可概括为“标准的和一致的”,无论是IE项目活动过程还是IE管理活动,都是稳定且可重复的。


Qǐyè IE guǎnlǐ yǐ guīfànhuà, yǒu wánshàn de IE guǎnlǐ zhìdù, shèlìle IE guǎnlǐ jīgòu bìng míngquè zhízé, duì IE guǎnlǐ jí rúhé shíshī IE jìnxíngle xìtǒng de chǎnshù, zhěnggè qǐyè de IE huódòng de kāizhǎn de biāozhǔn guòchéng yǐ wéndàng huà. Chǔyú yǐ dìngyì jí de qǐyè de IE guòchéng hé chǎnpǐn zhí liàng kě gàikuò wèi “biāozhǔn dì hé yīzhì de”, wúlùn shì IE xiàngmù huódòng guòchéng háishì IE guǎnlǐ huódòng, dōu shì wěndìng qiě kě chóngfù de.

  L4(已管理级):企业对IE活动的成果以及活动过程,都设置了定量的目标,对IE所有项目的重要活动进行度量,并进行分析及采取相应的预防措施。处于已管理级的企业IE过程和产品质量可概括为“可预测的”,过程是已测量的并能控制在可接受的变化范围内。


Qǐyè duì IE huódòng de chéngguǒ yǐjí huódòng guòchéng, dōu shèzhìle dìngliàng de mùbiāo, duì IE suǒyǒu qǐng mù dì zhòngyào huódòng jìnxíng dùliàng, bìng jìn háng fēnxī jí cǎiqǔ xiāngyìng de yùfáng cuòshī. Chǔyú yǐ guǎnlǐ jí de qǐyè IE guòchéng hé chǎnpǐn zhí liàng kě gàikuò wèi “kě yùcè de”, guòchéng shì yǐ cèliáng de bìng néng kòngzhì zài kě jiēshòu de biànhuà fànwéi nèi.

  L5(优化级):企业是一种动态的自我完善的管理,整个企业致力于持续的过程改进。处于优化级的企业,IE过程和产品质量的基本特征可概括为“持续改进”。

Qǐyè shì yī zhǒng dòngtài de zìwǒ wánshàn de guǎnlǐ, zhěnggè qǐyè zhìlì yú chíxù de guòchéng gǎijìn. Chǔyú yōuhuà jí de qǐyè,IE guòchéng hé chǎnpǐn zhí liàng de jīběn tèzhēng kě gàikuò wèi “chíxù gǎijìn”.


References given in the paper

[1]James R.Persse(王世锦,蔡愉祖 译).CMM实施指南[M].北京:机械工业出版社,2003。
  [2]邓世专.持续改进——CMM的精髓[EB/OL].北京:计世网(http://www2.ccw.com.cn/01/0119/b/0119b04_1.asp)。
  [3]韦海英.制造业企业工业工程能力成熟度模型(IE-CMM)研究[D].武汉:华中科技大学,2009。
  [4] Kim Caputo(于宏光,王家锋 等 译).CMM实施与软件过程改进[M].北京:机械工业出版社,2003。
  [5] 蔺宇,齐二石,史英杰.中国工业工程发展及其在制造业的应用研究[J].天津:科学学与科学技术管理, 2007(4)。
  [6]李欣.项目管理成熟度模型及其评估方法研究[D].西安:西北工业大学,2004。

Industrial Efficiency Engineering - Japanese - 産業効率エンジニアリング



Engineering an efficient environment that employs or SIMATIC existing controller, the TIA Portal framework for the new controller - SIMATIC STEP 7 version 12

http://www.automation.siemens.com/automation/jp/ja/automation_systems/automation-software/tiaportal/controller-sw-tia-portal/pages/default.aspx



Sangyō kōritsu enjiniaringu  - 産業効率エンジニアリング  - Industrial efficiency engineering






http://www.kpit.com/japan/product-engineering/solutions/engineering-design

http://www.engineer.jp/

Thursday, November 28, 2013

Cost Management Accounting

Robin Cooper wrote that Japanese companies maintained cost management accounting system to help them in managing and reducing costs. This is in addition to the traditional cost accounting system whose function was to provide inventory valuation information for financial accounting.

Kaizen costing is one such accounting activity.

Wednesday, November 27, 2013

Industrial Efficiency Engineering - A more descriptive title for Industrial Engineering

Toyota Production System is Just in Time Quality Production System

Toyota Production System can be described as Just in Time Quality Production System

TPS is JITQPS

Quality denotes customer acceptance and zero defects.
A defect in JIT system is very costly. Hence, good amount of effort goes into defect prevention activity in Toyota system.

What is the communication system used for ensuring just in time production. Customer has to inform the supplier what he wants and when he wants.

Shiego Shingo Described the basic principles behind TPS as

TPS – the principle behind the tool: 

“Provide the customer’s (internal and external customer) exact requirement immediately with perfect quality.”
(http://oldleandude.com/2011/01/25/shigeo-shingo%E2%80%99s-revolution/  )






________________________________________________

Came across the interesting blog 27.11.2013

Bruce Hamilton's Blog
http://oldleandude.com/

Blogs recommened by Bruce

_____________

http://www.aleanjourney.com/

http://blog.maskell.com/

http://leanthinkingnetwork.org/2011/11/02/hello-welcome/

http://gotboondoggle.blogspot.in/

http://michelbaudin.com/

http://thinkingpeoplesystem.wordpress.com/

http://www.leanblog.org/

http://jefffuchs.wordpress.com/

http://etmmfg.com/blog
_____________
_____________

Tuesday, November 26, 2013

combined waterjet and plasma on the same CNC machine



One of the things you might notice after looking at the above list is that waterjet and plasma fit together very nicely, each processes advantages nicely cancelling the other’s disadvantage. So these two cutting processes fit nicely together, giving a machine a very wide range of capabilities for processing almost any material.

But the biggest reason for the waterjet-plasma combination is the cost to produce parts. Many parts produced from steel plate require high precision in some areas, but not on the entire part. If you purchase a waterjet cutting machine, you have to cut the entire part using waterjet. If your competitor down the street buys a waterjet-plasma combo, he could produce the same part for less than half the cost! By combining the speed of plasma with the accuracy of waterjet, you can dramatically reduce the time and cost to cut most typical parts for metal fabrication.

http://www.esab-cutting.com/the-cnc-cutting-blog/waterjet-cutting/why-combine-waterjet-and-plasma-on-the-same-cnc-machine.html

Jig and Fixture Design Manual - Erik Karl Henriksen - 1973 - Book Information



Written for the experienced engineer as well as the student, this comprehensive reference presents the fundamental aspects of jig and fixture design in a readable manner.

http://books.google.co.in/books?id=OX9hspFzRAsC

Chapter 22 Economics of Jigs and Fixtures

Foot Operated Machines - Jigs - Fixtures



FOOT PEDAL OPERATED SHEARING MACHINES
http://www.jawfeng.com.tw/foot-pedal-operated-shearing-machines.html



Foot Operated Sealing Machines
http://www.sevanapackagingsystems.com/foot-operated-sealing-machines-1454558.html


DONA PAPER PLATE MAKING MACHINE: FOOT OPERATED
http://www.indiatoolsonline.com/machines/dona-plate-making-machine/foot-operated-dona-plate-making-machine-detail

A very user friendly foot operated machine, low priced and dedicated to fix hangers as well as hinges for strut backs!
http://www.cassese.com/eng/multifix/cassese_mf10.html

Foot Operated Machine

We offer Foot Operated Machines, which are manufactured for optimum utility. Ideally designed for convenient functioning, these machines are operated by foot-paddles. These machines are generally used for leak proof sealing of aluminum foil bag and paper metalized polyester, multi-laired bag and namkeen pouches.
http://www.inkjetprinter.co.in/foot-operated-machine-690694.html

Pedal Foot Operated Pepsi Machine
http://www.pouchpackingmachines.net/pedal-foot-operated-pepsi-machine--265842.html

Safety foot operated switch Fox
http://www.jokabsafety.com/products/control-devices/safety-foot-operated-switch/

Foot Operated Soap Stamping Machine
http://www.sakunengineers.in/foot-operated-soap-stamping-machine.html

Foot Operated Core Cutting Machine.
http://www.slittcoatengineers.com/foot-operated-core-cutting-machine.htm

Foot Operated Capper
http://www.fillingmachinesindia.com/foot-operated-capper.html
Interesting demonstration video in it. It can be made two handed operation by having two bottles capped in each cycle.