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。

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