Friday, March 27, 2015

IEOM International Conference on Operations Excellence and Service Engineering, September 10-11, 2015, Orlando, USA


Artificial Intelligence
Automation and Control
Case Studies
Construction Management
Data Analytics
Decision Sciences
Engineering Education
Engineering Management
Entrepreneurship and Innovation
Environmental Services
Financial Service Management
Healthcare Operations and Services
Human Factors and Ergonomics
Industrial Services
Industry Practices and Solutions
Information Technology
Inventory Management
Lean and Six Sigma
Logistics Services
Maintenance Services
Manufacturing and Design
Modeling and Simulation
Operations Management
Operations Research
Production Planning and Management
Project Management
Public Service
Quality and Reliability
Retail Service
Service Systems and Management
Supply Chain
Systems Engineering
Technology Management

High School STEM Project Presentation Competition
Poster Competition
Senior Design Project Presentation Competition
Undergraduate Research Presentation Competition


Paper/Abstract Submission: May 15, 2015
Review Feedback: June 15, 2015
Registration: July 15, 2015


1. Six Sigma and Lean Green Belt Certification
2. Entrepreneurship, Intrapreneurship (Corporate Entrepreneurship) and Innovation

Tuesday, March 24, 2015

Macro-level Human Effort Engineering

Industrial engineers only recommend job cuts is the opinion of many people. But it is not true.

Industrial engineering increase the productivity of any operator. A self employed person can increase his productivity and earn more income with the assistance of industrial engineers.

Industrial engineers think of welfare of operators. They think of welfare of people. They do not want them to be unemployed. They want full employment societies.

Recently I analyzed and came to the conclusion that India can provide extra employment to 20 crore people in the next years and create a structural change in the employment scene of the country. It is an example of macro-level human effort engineering done by industrial engineering profession.

30 Crore Employed Indians - Full Employment in India

Sunday, March 22, 2015

Management Module for Industrial Engineers

The management module to be taught to IE students must have the following components.

Management of Industrial Engineering Projects

Customer interaction
Project Plan
Project organization
Project Staffing
Execution and Direction
Project Control

Management of IE Department

Transition from Industrial Engineering Manager to Operating Managers

Becoming a Profit Center Manager

Becoming a CEO

Saturday, March 21, 2015

Incremental Improvement Industrial Engineering and Break Through Improvement Industrial Engineering

Industrial engineering may come with incremental improvement projects and breakthrough improvement projects  out of its department activity. Similarly it can support incremental and breakthrough improvement projects of operating departments. In the case of projects initiated and executed by operating departments its provides its expert services in the form of reviews and audits.

An IE project may be categorized as break through whenever it achieves a cost reduction of more than 30% in any operation cost or cost of a component.

One textbook says incremental improvements are done by changing the way people work based on their knowledge, attitudes and beliefs.

Radical improvements are brought in by changing equipment and organization (it means the basic technology is changed).

Japanese first insist on incremental improvements before thinking of equipment changes.

Friday, March 13, 2015

Lean Software Development and IT Enabled Services


Lean Engineering: Applying Lean Startup Principles at Paypal
Recorded at:
 by Bill Scott on Aug 25, 2013


The Lean India Summit - Nov 15-16, 2013
at Taj Vivanta Hotel, Trinity Circle, Bangalore
Organized by Knowledge Works

When you agile, you get lean

Kaizen Principles for Creating Great Agile Teams

Invisible Waste and Hidden Opportunities in IT
TBMCG article

Interesting article on What Wipro, a software company learned from Toyota.

A blog on agile development and Kanban

Books on Lean Software Development

Implementing Lean Software Development: From Concept to Cash (Addison-Wesley Signature Series)
by Mary Poppendieck
Lean software development: an agile toolkit By Mary Poppendieck, Tom Poppendieck
Lean software strategies: proven techniques for managers and developers
Peter Middleton, James Sutton
Implementing lean software development: from concept to cash
By Mary Poppendieck, Tom Poppendieck
Leading Lean Software Development: Results Are Not the Point
By Mary Poppendieck, Tom Poppendieck

The Poppendiecks are authors of Lean Software Development, winner of the 2004 Jolt Software Development Productivity Award

Lean IT: Enabling and Sustaining Your Lean Transformation 2010 book

Lean Enterprise Software and Systems
LESS 2013, Ireland
Conference Proceeding
Preview from Google Books

NITIE - PGDIE - Have a look this
Leansoftware Development - Tutorial Slides by the Poppendiecks
Lean Essays
by Poppendieck LLC

Podcast with Mary and Tom Poppendieck
Google Video on Competing on Speed
Mary Poppendieck
Original Knol - 4309

Wednesday, March 11, 2015

Lean Product Development - Low Waste Product Development - Efficient Product Development

I am developing the article

Some Differences between Lean Product Development and Functional Product Development

Lean              -         Functional Product Development
Lean Thinking    -             Functional Management
Rapid Model Replacement  -  Slow model replacement
Frequent model-line expansion - Infrequent model line expansion
More incremental product improvements - More radical product improvements
Heavyweight project managers  -  Lightweight project coordinators
Overlapping compressed phases  - Sequential long phases
High levels of supplier engineering  - High levels of in-house engineering
Design team and project-manager continuity -  Department member continuity
Good communication mechanisms  - Walls between departments
Cross-functional teams  -     Narrow skills in specialized departments

Seven Waste Model Application to Product Development

The Lean Aerospace Initiative (LAI) Product Development Team applied the seven wastes model to product development.

Source: Warmkessel, J. (1998). Introduction to the Product Value Stream. Cambridge, MA.

• Over Production

• Too Much Detail
• Unnecessary Information
• Redundant Development(Reuse
not practiced)

• Transportation

• Information/Software
• Communications Failure
• Not Standards Based
• Multiple Sources
• Incompatible destinations requiring multiple transport

• Waiting

• Information Created Too Early
• Late Delivery of Information
• Unavailable Information
• Quality Suspect

• Processing

• Unnecessary Serial Processing
• Lack of Needed Information
• Poor/Bad decisions affecting
• Excess/Custom Processing
• Not processed per process
• Too Many Iterations/Cycles
• Unnecessary Data Conversions
• Excessive Verification
• No Transformation Instructions
• Decision Criteria Unclear
• Working WithWrong Level of Detail
• Propagation of Bad Decisions
• Processing of Defective Information
• Multiple Tasking When Not Required

• Inventory

• Too Much Information
• Incomplete Content
• Poor Configuration Management

• Unnecessary Movement

• Information User Not Connected
to Sources Requiring Manual
• Information Pushed to Wrong

• Defective Product

• Quality Lacking or Suspect
• Conversion Error
• Wrong Level of Information
• Incomplete Information
• Ambiguous Information
• Inaccurate Information
• Tolerance Exceeded
• Poor Configuration Management

Sunday, March 8, 2015

Line has to keep Staff Informed and Staff Has to Keep Abreast of Relevant Context - Application to Industrial Engineering

Koontz and O'Donnell, authors of the famous and popular management text, Principles of Management devoted a chapter to the working of staff specialist in their book. It shows the importance of staff specialists in the management process.

They advocated the practice of keeping staff informed. Line has to keep its staff informed of various events in the organization so that when their help is sought, they are in the know of things and do not take up a problem as people without knowledge of the organization issues. Line managers have to continuously communicate to its staff the relevant information of events happening in the organization.

Staff also have the responsibility of knowing proactively what is happening in the organization so that when required they can apply their special tools of analysis on company specific processes. So staff have to update their discipline tools as well as organization processes.

What does it mean for industrial engineering practice?

As an organization adopts new technology, business processes or managerial processes, it has to inform its industrial engineers and train them also in these new processes. Industrial engineers have to take interest and learn relevant aspects of these new processes so that they industrial-engineer these processes as and when their services are sought for redesigning the new processes.

An interesting comment on the note by Scott Sink in Linkedin Community

Scott Sink
Executive Director, Integrated LeanSigma Certification, College of Engineering, ISE, Ohio State University
Narayna, I know Koontz and O'Donnell well. I'd suggest you read a seminal piece of work by James Thompson, Organizations in Action. and that you think about types of technology and interdependencies. In general, I think that communication to ensure coordination is valuable, absolutely. And at same time it depends on the level and type of interdependency.

Friday, March 6, 2015

Six Sigma in Machining Processes

Justifying Six Sigma Projects in   Manufacturing Management
Tapan P. Bagchi, Narsee Monjee Institute of Management Studies, Shirpur
NMIMS Review, 2012
The paper gives justification for investing reducing sigma of ball bearing outer race and inner race grinding operation.

Six-sigma Project on Coolant/Chip System Improvement – Batch 1
IMTMA organized a formal program focused at “performance of the coolant & swarf management on machine tools” through Six-sigma approach during May/ June 2011.

To upgrade machining process capability, Prof. Jerard is conducting research on the process capability of machine tools.

 Currently, CNC manufacturers are providing  two indicators of precision: positioning accuracy and repeatability. But what is the standard deviation of a machine tool?  For example, a machine tool with a standard deviation of 0.002 in. can achieve a six sigma quality level  only when the tolerance band of a part is 0.022 in. If the standard deviation doubles to 0.004 in.,  jump from six sigma quality level to 66,800 defects per million (three sigma).

If machine tools have be made with smaller standard deviations,  error sources such as machine axis squareness, encoder inaccuracy, tool and workpiece deflection, thermal expansion, tool runout and tool wear etc. have to be understood and their impact on standard deviation has to be found. Many of these factors change with time, environmental conditions and usage.

Cost Reduction - Concept Papers, Cases, Reports and News

Concept Papers

CFD for Productivity in Design

Robust Design Optimization for Productivity in Design Departments

Riding the Storm in 2012 - How to make cost reduction possible? Deloitte White paper
Easy efficiency opportunities have dried up. But still cost reduction is required. This means more strategic, agrresive cost and performance initiatives have to be taken up by companies.

Sustained Cost Reduction - Bain & Co.

Supply Chain Cost Reduction UPS

Sustained Cost Transformation - Bain

Top Consultants in Cost Reduction

Strategic Cost Reduction: Services Overview - Accenture

Sustained Cost Transformation - Bain

Sustainable Cost Reduction - Deloitte

Cost Management and Cost Reduction - KPMG

Design to Value - McKinsey

Sustainable Cost Reduction - PWC

Scope and Challenge Papers


Achieving Sustainable Cost Reduction in Investment Banks - Accenture

For Photovotaics cost reduction is a priority

IT Cost Reduction - CIOs are using New Technologies

Case Studies and News

August 2012

Cost Reduction Opportunity in Imaging Systems in Companies

The process of optimizing the imaging and output infrastructure unnecessarily high costs and underutilized assets. IDC Research studied nine large enterprises in the United States, Europe, and Asia and found the majority of organizations studied reported major problems related to overall cost awareness of their imaging hardware, their ability to assess device utilization, and high costs of maintaining an often aged and out-of-date fleet of printers, copiers, and multifunction devices. Based on the experiences of these nine companies and other research, IDC published a white paper that looks at the unnecessary costs and inefficiencies that typically exist within these resources and the significant opportunities to achieve cost savings, boost employee productivity, and speed up core business processes from tighter integration between the document advances of hardcopy devices and business process workflows.

May 2011

Lean Processes Trim $1.3M in Costs From ORs at Michigan's Oakwood Annapolis Hospital

DuPont™ Surlyn® as a Seal Layer Enables Increased Productivity During Filling of Resealable Tubular Bags

Updated 6 March 2015, 21 Feb 2013

Tuesday, March 3, 2015

Experience Curve, Continuous Cost Reduction and Breakthrough Cost Reduction through Industrial Engineering

Experience Curve, Continuous Cost Reduction and Breakthrough Cost Reduction or Continuous Productivity Improvement and Breakthrough Productivity Improvement.

I  created the framework for industrial engineering activity by saying it can be applied to technical processes, business processes and managerial processes. If the classification can be made more finer, it is applicable to various processes in that detailed classification. So one question is what is the contribution of industrial engineering in technical process, managerial processes and  business processes. An effort to give an estimate of the contribution is required.

Second question is the experience curve effect. Experience effect is discussed in various subjects like strategic management, operations management and of course in industrial engineering subject the concept of experience effect.

If we are able to reduce the total cost of production by 5% every year, in seven years by the time production doubles (assuming a growth rate of 10% of production every year), the  cost will  come down to 69.8% of the production cost previous to the year in which the cost reduction process started.

Average cost per unit or unit cost in the 7 year, when cumulative production doubles in 7 years with 5% cost reduction in total cost of production per year                         -    0.698   (0.95^7)

I think cost reductions of this order are happening in many industries.