Tuesday, March 29, 2016

Industrial Engineering Using IoT




Take costs out


Driverless cars and appliances that manage energy consumption are examples consumer IoT . But the significant component of IoT initiatives  will occur in the business-to-business environment. 70% of IoT applications and value creation will be in the B to B space.


In business-to-business markets, there are three ways in which a supplier can deliver value to its customers. One way is to enable the customer to sell more product, either by capturing additional market share or by expanding the end market. A second way is to enable the customer to reach a higher price point due to the improvement done in the product. IoT has applications in  both of these alaternatives.

But the larger opportunity involves the third route to value creation and capture, namely initiatives that take costs out from the current cost base.

Significant amounts are spent after a  company buys the new equipment.  The costs involve ongoing operating costs – energy use, preventive and corrective maintenance, replacement of consumables and operator time among them. Some are related to commissioning, calibration, inspections, start-and-stop operations and changeovers related to production or customization. Some are related to regulation and record-keeping requirements.


These cost areas can be reduced through use of  IoT.  Contributions that take costs out are to be focused by industrial engineers.

Smart equipment initiatives that are self-funded out of savings realized in the costs  that are presently spent are going to become success stories for companies that focus their investments in that direction and bring those contributions to their customers.


Enterprises have to visualize the cost savings in  the complex customer chains that exist in many business markets.

It often will be the case that the opportunity to take costs out will involve a participant several stages down the customer chain, rather than the supplier’s direct customer.


In one recent case, a corporation approached the challenge of identifying IoT initiatives that made business sense by asking the question, “What data would have a game-changing impact on our business?”  A brain storming team was formed and engineers and sales people collaborated in an ideation session. One idea involved offering a remote monitoring service that could manage performance and detect problems on behalf of customers, many of whom operated the equipment at hundreds of sites. Capturing a database about what was going on with the equipment just prior to instances of failure had the potential to define the improvements that could avoid such failures. Enabling the company’s equipment to provide meaningful data to drive the enterprise’s decisions on new product investments had the potential to ensure that future product development initiatives would be rewarded in the market.


IoT Success stories will come in many flavors, but most of them will require a deliberate and thoughtful approach to generate a real understanding of how to translate new streams of data into value. Focusing on opportunities to take costs out of customers’ existing cost base,  on opportunities to gain a competitive data-driven advantage in markets, and on opportunities to answer the previously unanswered questions that can enable your own enterprise to make sound decisions on investments are three routes through which you can build the foundation for IoT success stories.

Industrial engineers have an important role to play in taking costs out of the production system throug huse of IoT systems in the cost of their factories, cost of supply chain and customer chain.


IoT Articles

You ain't seen nothing yet
IoT offers plentiful ways to add value in business-to-business markets
Industrial Engineer Engineering and Management Solutions at Work
April 2016    |    Volume: 48    |    Number: 4
The member magazine of the Institute of Industrial Engineers


http://www.mckinsey.com/industries/high-tech/our-insights/the-internet-of-things

http://www.pcworld.com/article/2690192/intel-pushes-factory-iot-with-9-million-cost-savings-at-plant.html

http://www.theguardian.com/sustainable-business/2015/mar/16/internet-of-things-energy-costs

http://www.businessinsider.in/How-energy-companies-and-utilities-are-using-the-Internet-of-Things-to-be-more-efficient-and-save-billions/articleshow/47239764.cms

https://www.linkedin.com/pulse/cost-reduction-preventive-maintenance-using-internet-iot-chakraborty









F.W. Taylor - Shop Management - Essays with Links

Halsey Plan - F.W. Taylor's Comments
http://nraoiekc.blogspot.com/2013/08/halsey-plan-fw-taylors-comments.html



Shop Management - Themes

1. Definition of Management

2. Difference in Production Quantity between a first class man and an average man

3. Developing and Employing First Class People in an Organization

4. Confronting Soldiering - Slow Pace of Work

5. Halsey Plan - F.W. Taylor's Comments
http://nraoiekc.blogspot.com/2013/08/halsey-plan-fw-taylors-comments.html

6. Task Management

7. Investment for Increasing Productivity or Efficiency

8. Importance of people - organization

9. Modern Engineering and Modern Shop Management

10. Task Management - Starting and Ending Times

11. Task Work - Some More Thoughts

12. Usefulness of Gantt's system

13. Time Study by F.W. Taylor

14. Bicylcle Ball Inspection Case Study

15. Need for Functional Foremanship or Functional Organisation of Foremen

16. Functional Foremanship

17. Production Planning and Control

18. Role of Top Management in Managing Change to High Productive Shop

19. Train Operators in High Productivity One by One and Then in Small Batches

20. Organizing a Small Workshop for High Productivity

21. Introducing Functional Foremanship

22. Personal Relations Between Employers and Employed

23. Don't be in a hurry - It Takes Time to Manage Change

24. Best Practices in Shop Management



Interteresting to note

New Shop Floor Management - by Kiyoshi Suzaki
https://books.google.co.in/books?id=WM1b8NXzYZ4C&printsec=frontcover#v=onepage&q&f=false

Halsey Plan - F.W. Taylor's Comments


Of all the ordinary systems of management in use (in which no accurate scientific study of the time problem is undertaken, and no carefully measured tasks are assigned to the men which must be ccomplished in a given time) the best is the plan fundamentally originated by Mr. Henry R. Towne, and improved and made practical by Mr. F. A. Halsey. This plan is described in papers read by Mr. Towne before The American Society of Mechanical Engineers in 1886, and by Mr. Halsey in 1891, and has since been criticized and ably defended in a series of articles appearing in the "American Machinist."

The Towne-Halsey plan consists in recording the quickest time in which a job has been done, and fixing this as a standard. If the workman succeeds in doing the job in a shorter time, he is still paid his same wages per hour for the time he works on the job, and in addition is given a premium for having worked faster, consisting of from one-quarter to one-half the difference between the wages earned and the wages originally paid when the job was done in standard time. Mr. Halsey recommends the payment of one third of the difference as the best premium for most cases. The difference between this system and ordinary piece work is that the workman on piece work gets the whole of the
difference between the actual time of a job and the standard time, while under the Towne-Halsey plan he gets only a fraction of this difference.

It is not unusual to hear the Towne-Halsey plan referred to as practically the same as piece work. This is far from the truth, for while the difference between the two does not appear to a casual observer to be great, and the general principles of the two seem to be the same, still we all know that success or failure in many cases hinges upon small differences.

In the writer's judgment, the Towne-Halsey plan is a great invention, and, like many other great inventions, its value lies in its simplicity.

This plan has already been successfully adopted by a large number of establishments, and has resulted in giving higher wages to many workmen, accompanied by a lower labor cost to the employer, and at the same time materially improving their relations by lessening the feeling of
antagonism between the two.

This system is successful because it diminishes soldiering, and this rests entirely upon the fact that since the workman only receives say one-third of the increase in pay that he would get under corresponding conditions on piece work, there is not the same temptation for the employer to cut prices.

After this system has been in operation for a year or two, if no cuts in prices have been made, the tendency of the men to soldier on that portion of the work which is being done under the system is diminished, although it does not entirely cease. On the other hand, the tendency of the men to soldier on new work which is started, and on such portions as are still done on day work, is even greater under the Towne-Halsey plan than under piece work.

To illustrate: Workmen, like the rest of mankind, are more strongly influenced by object lessons than by theories. The effect on men of such  an object lesson as the following will be apparent. Suppose that two men, named respectively Smart and Honest, are at work by the day and receive the same pay, say 20 cents per hour. Each of these men is given a new piece of work which could be done in one hour. Smart does his job in four hours (and it is by no means unusual for men to soldier to this
extent). Honest does his in one and one-half hours.

Now, when these two jobs start on this basis under the Towne-Halsey plan and are ultimately done in one hour each, Smart receives for his job 20 cents per hour + a premium of 20 cents = a total of 40 cents. Honest receives for his job 20 cents per hour + a premium of 3 1/8 cents = a total of 23 1/8 cents.

Most of the men in the shop will follow the example of Smart rather than that of Honest and will "soldier" to the extent of three or four hundred per cent if allowed to do so. The Towne-Halsey system shares with ordinary piece work then, the greatest evil of the latter, namely that its very foundation rests upon deceit, and under both of these systems there is necessarily, as we have seen, a great lack of justice and equality in the starting-point of different jobs.

Some of the rates will have resulted from records obtained when a first-class man was working close to his maximum speed, while others will be based on the performance of a poor man at one-third or one quarter speed.

The injustice of the very foundation of the system is thus forced upon the workman every day of his life, and no man, however kindly disposed he may be toward his employer, can fail to resent this and be seriously influenced by it in his work. These systems are, therefore, of necessity slow and irregular in their operation in reducing costs. They "drift" gradually toward an increased output, but under them the attainment of  the maximum output of a first-class man is almost impossible.

Objection has been made to the use of the word "drifting" in this connection. It is used absolutely without any intention of slurring the Towne-Halsey system or in the least detracting from its true merit.

It appears to me, however, that "drifting" very accurately describes it, for the reason that the management, having turned over the entire control of the speed problem to the men, the latter being influenced by their prejudices and whims, drift sometimes in one direction and sometimes in another; but on the whole, sooner or later, under the stimulus of the premium, move toward a higher rate of speed. This drifting, accompanied as it is by the irregularity and uncertainty both as to the final result which will be attained and as to how long it will take to reach this end, is in marked contrast to the distinct goal which is always kept in plain sight of both parties under task management, and the clear-cut directions which leave no doubt as to the means which are to be employed nor the time in which the work must be done; and these elements constitute the fundamental difference between the two systems.

Mr. Halsey, in objecting to the use of the word "drifting" as describing
his system, has referred to the use of his system in England in
connection with a "rate-fixing" or planning department, and quotes as
follows from his paper to show that he contemplated control of the speed
of the work by the management:

"On contract work undertaken for the first time the method is the same
except that the premium is based on the estimated time for the execution
of the work."

In making this claim Mr. Halsey appears to have entirely lost sight of
the real essence of the two plans. It is task management which is in use
in England, not the Towne-Halsey system; and in the above quotation Mr.
Halsey describes not his system but a type of task management, in which
the men are paid a premium for carrying out the directions given them by
the management.

There is no doubt that there is more or less confusion in the minds of
many of those who have read about the task management and the
Towne-Halsey system. This extends also to those who are actually using
and working under these systems. This is practically true in England,
where in some cases task management is actually being used under the
name of the "Premium Plan." It would therefore seem desirable to
indicate once again and in a little different way the essential
difference between the two.

The one element which the Towne-Halsey system and task management have
in common is that both recognize the all-important fact that workmen
cannot be induced to work extra hard without receiving extra pay. Under
both systems the men who succeed are daily and automatically, as it
were, paid an extra premium. The payment of this daily premium forms
such a characteristic feature in both systems, and so radically
differentiates these systems from those which were in use before, that
people are apt to look upon this one element as the essence of both
systems and so fail to recognize the more important, underlying
principles upon which the success of each of them is based.

In their essence, with the one exception of the payment of a daily
premium, the systems stand at the two opposite extremes in the field of
management; and it is owing to the distinctly radical, though opposite,
positions taken by them that each one owes its success; and it seems to
me a matter of importance that this should be understood. In any
executive work which involves the cooperation of two different men or
parties, where both parties have anything like equal power or voice in
its direction, there is almost sure to be a certain amount of bickering,
quarreling, and vacillation, and the success of the enterprise suffers
accordingly. If, however, either one of the parties has the entire
direction, the enterprise will progress consistently and probably
harmoniously, even although the wrong one of the two parties may be in
control.

Broadly speaking, in the field of management there are two parties--the
superintendents, etc., on one side and the men on the other, and the
main questions at issue are the speed and accuracy with which the work
shall be done. Up to the time that task management was introduced in the
Midvale Steel Works, it can be fairly said that under the old systems of
management the men and the management had about equal weight in deciding
how fast the work should be done. Shop records showing the quickest time
in which each job had been done and more or less shrewd guessing being
the means on which the management depended for bargaining with and
coercing the men; and deliberate soldiering for the purpose of
misinforming the management being the weapon used by the men in
self-defense. Under the old system the incentive was entirely lacking
which is needed to induce men to cooperate heartily with the management
in increasing the speed with which work is turned out. It is chiefly
due, under the old systems, to this divided control of the speed with
which the work shall be done that such an amount of bickering,
quarreling, and often hard feeling exists between the two sides.


F.W. Taylor, Shop Management

Friday, March 25, 2016

March 4th Week - Industrial Engineering Revision Plan




Industrial Engineering Techniques Application 


Technical Processes (Engineering Processes)
Managerial Processes (Related to Technology Area Management)


Business Processes
Managerial Processes (Related to Business Area Management)



In every article the role of industrial engineer and relevant technique of industrial engineering  is to be specifically mentioned.  Please help me by writing a comment on what can be included to serve that purpose.


20th March - Birthday of Man of Productivity - Low Prices and High Incomes

Frederick Winslow Taylor - A Pioneer Industrial Engineer
http://nraoiekc.blogspot.com/2012/04/frederick-winslow-taylor-pioneer.html
Date of Birth: 20th March, 1856
Contribution of Taylor to Industrial Engineering
Shop Management
Scientific Management


March 4 Week (22 to 26)









28 March
http://nraomtr.blogspot.com/2015/04/principles-of-management-subject-update.html
29 March
http://nraomtr.blogspot.com/2015/01/marketing-management-subject-update-2015.html

Thursday, March 24, 2016

Developing and Employing First Class People in an Organization - F.W. Taylor



The aim in each establishment should be:

(a) That each workman should be given as far as possible the highest grade of work for which his ability and physique fit him.

(b) That each workman should be called upon to turn out the maximum amount of work which a first-rate man of his class can do and thrive.

(c) That each workman, when he works at the best pace of a first-class man, should be paid from 30 per cent to 100 per cent according to the nature of the work which he does, beyond the average of his class.

And this means high wages and a low labor cost. 


These conditions not only serve the best interests of the employer, but they tend to raise
each workman to the highest level which he is fitted to attain by making him use his best faculties, forcing him to become and remain ambitious and energetic, and giving him sufficient pay to live better than in the past.

Under these conditions the writer has seen many first-class men developed who otherwise would have remained second or third class all of their lives.

Is not the presence or absence of these conditions the best indication that any system of management is either well or badly applied? And in considering the relative merits of different types of management, is not that system the best which will establish these conditions with the
greatest certainty, precision, and speed?

In comparing the management of manufacturing and engineering companies by this standard, it is surprising to see how far they fall short. Few of those which are best organized have attained even approximately the maximum output of first-class men.

Source
F.W. Taylor, Shop Management

F.W. Taylor - Shop Management - With Appropriate Sections
http://nraoiekc.blogspot.com/2016/03/fw-taylor-shop-management-with.html


Updated on 24 March 2016, 3 August 2013

Sunday, March 20, 2016

F.W. Taylor Scientific Management - With Appropriate Sections



Scientific Management - Themes


1. Importance of National Efficiency

2. Foundation of Scientific Management

3. Soldiering and Its Causes

4. Underlying Philosophy for the Old Systems of Management

5. Scientific Management - Introduction

6. THE PRINCIPLES OF SCIENTIFIC MANAGEMENT

7. Illustrations of Success of Scientific Management - - Pig Iron Handling

8. Background for Development of Scientific Management - -Midvale Steel Company Machine Shop

9. Elaborate Planning Organization - Need and Utility

10. Illustrations of Success of Scientific Management - Bricklaying Improvement by Gilbreth

11. Illustrations of Success of Scientific Management - Bicycle Balls Inspection Example

12. Scientific Management in Machine Shop

13. Development of Science in Mechanic Arts

14. Study of Motives of Men

15. Scientific management in its essence

16. Role of Top Management in Implementing Scientific Management

17. Scientific Management Summarized



The Principles of Scientific Management - Reassessment after 100 Years in 2011


Scientific management was published in 1911.

Relevance of The Principles of Scientific Management 100 Years Later
Special Issue of
Journal of Business and Management – Vol. 17, No. 1, 2011
Link for full journal
http://www.chapman.edu/business/_files/journals-and-essays/jbm-editions/jmb-vol-17-01.pdf

F.W. Taylor - Shop Management - With Appropriate Sections

Shop Management - Themes


1. Definition of Management 

2. Difference in Production Quantity between a first class man and an average man

3. Developing and Employing First Class People in an Organization

4. Confronting Soldiering - Slow Pace of Work

5. Halsey Plan - F.W. Taylor's Comments

6. Task Management

7. Investment for Increasing Productivity or Efficiency

8. Importance of people - organization

9. Modern Engineering and Modern Shop Management

10. Task Management - Starting and Ending Times

11. Task Work - Some More Thoughts

12. Usefulness of Gantt's system

13. Time Study by F.W. Taylor

14. Bicylcle Ball Inspection Case Study

15. Need for Functional Foremanship or Functional Organisation of Foremen

16. Functional Foremanship

17. Production Planning and Control

18. Role of Top Management in Managing Change to High Productive Shop

19. Train Operators in High Productivity One by One and Then in Small Batches

20. Organizing a Small Workshop for High Productivity

21. Introducing Functional Foremanship

22. Personal Relations Between Employers and Employed

23. Don't be in a hurry - It Takes Time to Manage Change

24. Best Practices in Shop Management



Interteresting to note

New Shop Floor Management - by Kiyoshi Suzaki
https://books.google.co.in/books?id=WM1b8NXzYZ4C&printsec=frontcover#v=onepage&q&f=false

Saturday, March 19, 2016

Industrial Engineers and the Make in India Initiative in India



There is an article "Industrial Engineers and the Manufacturing Renaissance" in Industry Week.
http://www.industryweek.com/education-training/industrial-engineers-and-manufacturing-renaissance?page=1

NC State University's Industrial Engineering Profesor Paul Cohen made some interesting points that are relevant to Industrial Engineering Education in India.

We have entered the era of Manufacturing 2.0, where both shop floor employees and engineers will need new skills for more advanced manufacturing.

One of the primary skills is the ability to use information technology to connect all the pieces of a more complex, interdependent manufacturing environment. Additive manufacturing will contribute to a very distributed supply chain and it is to be in a network as designs can be sent over the network to 3D printing firms.

There is also a major challenge in teaching engineers how to design products to take advantage of 3D printing.  Certain geometries that can’t be produced with other processes can be produced using  3D printing processes.

Industrial engineers can identify cost reduction opportunties in producing components using 3D printing processes.

Industrial engineers in particular deal with people from the shop floor to the boardroom. So they should be able to communicate with everybody. So education in communication skills is essential for IEs.

The U.S. does not have enough industrial engineers moving through the educational pipeline. Cohen cites a 2012 article in The New York Times that examined the production ramp-up for Apple’s iPhone. The article noted that 8,700 industrial engineers were needed to oversee the 200,000 employees of Foxconn who would manufacture the phones. Apple estimated that it would take nine months to find that number of engineers in the U.S. But in China, it took only 15 days. That shows China is developing more IEs

According to Cohen, U.S., produces 3,300 industrial engineers a year.

How many IEs are produced in India through universities.  In India, we need to recognize the importance of IE stream and take steps to strengthen the stream.



Thursday, March 17, 2016

Production Time Study App - Gustavo Yuji Sousa




 I have developed an Industrial Engineering App to support Time Study. There are a lot of unique features as Email Reports and Non-Cyclic records segregation useful to determine machine efficiency and operator workload.    

https://www.linkedin.com/pulse/production-time-study-app-gustavo-yuji-sousa-6108421674439307264

Sunday, March 13, 2016

March 3rd Week - Industrial Engineering Revision Plan





Operations - Production Management starts in this week


March 3 week (15 - 19 March 2016)

Developing Enterprisewide or Company Wide Marketing Orientation
Management of Marketing Department and Function

Operations - Production Management 


Introduction to the Field of Operations Management
Operations Strategy and Competitiveness - Review Notes

Optimizing the Use of Resources with Linear Programming


Manufacturing Process Selection and Design


20th March - Birthday of Man of Productivity - Low Prices and High Incomes

Frederick Winslow Taylor - A Pioneer Industrial Engineer
Date of Birth: 20th March, 1856
Contribution of Taylor to Industrial Engineering
Shop Management
Scientific Management


In the marketing management articles you will come across marketing productivity discussion. Industrial engineers are concerned with marketing productivity and they improve marketing processes to improve their productivity. The various activities in marketing are studied by IEs to understand the processes and activities to redesign them improving their efficiency. Second, marketing is related to exchange of ideas. Industrial engineers come up with many ideas of process improvement, and they have to know the marketing steps to market and sell their ideas.


Operations Management Area - Main focus area for IEs for Improvement

IEs have to improve both technical and management processes


Operations management in engineering organizations is the main area for industrial engineering activity. In operations management activity, there are many areas where engineering is the primary knowledge discipline and IEs are the people to improve these areas for productivity improvement, cost reduction and waste elimination. Hence IEs have to study operations management in detail as they will be involved improving technical processes as well as managerial processes in operations managment area.


Friday, March 11, 2016

Cost Reduction - Industrial Engineering of 3D Printers and 3D Prinited Parts



In 2011, the world produced approximately $11.3 trillion in manufacturing value added, according to United Nations Statistics Division (UNSD) data.

Globally, an estimated $967 million in revenue was collected for additive manufactured goods with the U.S. accounting for an estimated $367 million or 38 % of global production in 2013.

Approximately 62.8% of all commercial/industrial units sold in 2011 were made by the top three producers of additive manufacturing systems: Stratasys, Z Corporation, and 3D Systems based out of the United States. Approximately 64.4 % of all systems were made by companies based in the United States.


Provided below are the categories of 3D printing/Additive manufacturing prcesses  and the adapted definitions of these processes re from the ASTM F2792 standard:

Binder Jetting: This process uses liquid bonding agent deposited using an inkjet-print head to join powder materials in a powder bed.

Directed Energy Deposition: This process utilizes thermal energy, typically from a laser, to fuse materials by melting them as they are deposited.

Material Extrusion: These machines push material, typically a thermoplastic filament, through a nozzle onto a platform that moves in horizontal and vertical directions.

Material Jetting: This process, typically, utilizes a moving inkjet-print head to deposit material across a build area.

Powder Bed Fusion: This process uses thermal energy from a laser or electron beam to selectively fuse powder in a powder bed.

Sheet Lamination: This process uses sheets of material bonded to form a three-dimensional object.
Vat Photopolymerization: These machines selectively cure a liquid photopolymer in a vat using light.



Lindemann C., U. Jahnke, M. Moi, and R. Koch. “Analyzing Product Lifecycle Costs for a Better Understanding of Cost Drivers in Additive Manufacturing.” Proceedings of the 2012 Solid Freeform Fabrication Symposium. <http://utwired.engr.utexas.edu/lff/symposium/proceedingsArchive/pubs/Manuscripts/2012/2012-12-Lindemann.pdf>

Baumers, Martin. “Economic Aspects of Additive Manufacturing: Benefits, Costs, and Energy Consumption.” 2012. Doctoral Thesis. Loughborough University.

Stoneman, Paul. The Economics of Technological Diffusion. 2002. Oxford: Blackwell.

Atzeni, Eleonora, Luca Iuliano, Paolo Minetola, and Alessandro Salmi. 2010. “Redesign and Cost Estimation of Rapid Manufactured Plastic Parts.” Rapid Prototyping Journal 16 (5): 308–17.

Hopkinson, Neil, and Phill M. Dickens. “Analysis of Rapid Manufacturing – Using Layer Manufacturing Processes for Production.” Proceedings of the Institution of Mechanical Engineers, Part C : Journal of Mechanical Engineering Science. 2003. 217(C1): 31-39. <https://dspace.lboro.ac.uk/dspace-jspui/handle/2134/3561>

Ruffo, M, Christopher Tuck, Richard J.M. Hague. “Cost Estimation for Rapid Manufacturing – Laser Sintering Production for Low to Medium Volumes.” Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture. 2006. 1417-1427. <https://dspace.lboro.ac.uk/dspace-jspui/handle/2134/4680>

Wednesday, March 9, 2016

Industrial Engineering IE 1.0 - IE 2.0 - IE 3.0



My comment in IIE Linked in Group.

Yes Lean is an improvement in industrial engineering  over the system that was designed by Taylor and his followers. If Taylorism gave IE 1.0, Lean gave IE 2.0. IT gave IE 3.0. But we IE professionals are not able to write our history properly and support contributors to IE development adequately.

https://www.linkedin.com/groups/75670/75670-6113368730438295553

Wednesday, March 2, 2016

New Product Industrial Engineering



Industrial Engineering

On the one hand, the Industrial segment requires technology intensive products with long product cycles. On the other, consumers are demanding radical and connected solutions that have the potential to transform lives and businesses. However, in both cases, demand is shifting towards emerging markets. Companies must address the need for product localization, new technologies and features and conform to regulations for environment and safety.

Tech Mahindra brings more than a decade’s experience in end-end engineering solutions and services for the consumer goods and industrial segments. Our significant technology expertise We in off-highway equipment, machinery, electrical and electronic equipment and HVAC systems and across various next generation technologies such as Machine to Machine (M2M) applications, Internet of Things, intelligent systems, etc. means we deliver future ready connected engineering solutions that transform businesses.


New Product development

Derivative products design
Platform changes
Innovation and technology programs
Prototype, test and validate
New features and feature upgrades
Advanced analysis
Appearance


Systems Engineering

System and subsystem performance prediction
DFSS/DFR/DoE studies
Six Sigma for process improvements
Testing for EHS/Regulatory requirements (RoHS, UL)
Reliability Engineering
Reliability Test Plan creation and testing
Failure Root Cause Analysis
FRACAS
Warranty Analysis
Software reliability estimation and prediction
Electronics Engineering
Software development and verification
Develop diagnostic and testing software tools
Firmware development
PCB layout design and development
CAD Management
3D database development
Engineering Change Management
Top down design
Harnessing
Customization
Technical Publications
Cataloging services
Analysis
Structural analysis
Thermal analysis
CFD analysis
Dynamic system simulation
Mold flow
Competitive Benchmarking
Continuous benchmarking based on cost, features and performance
Data for strategic decision making
Analysis for multi-generation product and technology plans
Identifying cost-out opportunities
Address key performance gaps

Value Engineering
Teardown and competitive Benchmarking analysis
Component simplification
Material change and modularity
Should Costing


Supplier Change
Global Sourcing
Raw material and component sourcing
EHS and supplier audits
Supplier selection, development, quality and program management
3rd party lab qualifications and regulatory certifications


Process Engineering

Plant design and engineering
3d modeling and plant simulation
Digital manufacturing
P&ID, plant layout design
Electrical and civil engineering
Manufacturing engineering
Methods and Planning
Tools and fixture design
NC and CMM programming
Industrial Automation
Real time data collection
Controller programming
HMI, SCADA
Test automation
Robotics
System engineering
Robot programming
Advanced process control
Knowledge based self-training

Manufacturing Operations Management

http://www.techmahindra.com/services/integrated_engineering_solutions/vertical%20competencies/industrial.aspx






Job About Océ - Industrial Engineer New Product Introductions (NPI)
You cannot apply for this job anymore..


Job has expired on July 22, 2015





Océ Technologies - Industrial Engineer New Product Introductions (NPI); 

Accelerating manufacturing performance by building and successfully delivering global manufacturing/operations for new products
Specifications - (explanation)
Location Venlo
Function types Technical, Laboratory positions, Research, Development, Innovation
Scientific fields Natural Sciences, Engineering, mechanical engineering or electrical engineering
Hours 40.0 hours per week
Education University Graduate
Job number AT 48281

About employer Océ Technologies
Short link  www.academictransfer.com/28638

Job description
Great career opportunity for an Industrial or Manufacturing Engineer with NPI experience! Looking for an international oriented job where you are challenged to create a full-scale lean manufacturing operation? Then you should apply for this job!

Your challenge as Industrial Engineer

You are responsible for designing, implementing a full-scale lean manufacturing operation, a unique opportunity to build world class manufacturing for new products in which the rules have yet to be fully defined. Therefore you are building and maintaining relationships with your counterparts at the (local) innovation centers in Netherlands and Canada. And you liaise and engage with counterparts at the supply center in Germany as well. You drive global NPI and process changes involved in a strong project team across geographies.

With your strong interpersonal skills, enthusiasm and NPI experience you build and inspire successful a global manufacturing processes and organization. Effective and efficient manufacturing methods and processes are crucial in your operation. With your experience, you implement and ensure outstanding product quality, short assembly lead times and ‘short time to market’. The introduction of effective production concepts processes and methods result in a cost effective and accelerated production at our supply centers.

To ensure successful industrialization, operations and excellent performance with outstanding quality and short assembly lead time, you engage with key stakeholders at product development in Netherlands and in Canada during product design phase. You identify project risks in time and define risk reduction and mitigation plans for the product and for the manufacturing processes.

You provide guidance and support to your Industrial Engineering colleagues as well as other teams together building a successful international Manufacturing organization by preparing and aligning plans and deliverables. You act as a Project coach for the Industrial Engineers in the multi disciplinary Project team. Focusing on the team’s interpersonal development draws the team together, ensuring it grows further as a high performing, winning team.

To maintain effective operations as well as enhancing actual performance you are continuously identifying opportunities for improvement. You analyze data, workflow, KPI reports and forecasts and translate these into appealing plans challenging your stakeholders (e.g. Quality Assurance, Procurement, Supply Chain) to improve the way we work every day.

This position is based in Venlo, the Netherlands, and you report to the Manager Manufacturing Machines.
Requirements
Academic level of working and thinking, educational background in mechanical engineering or electrical engineering. Master degree is preferred
About 5 years ‘hands-on’ industrial engineering experience in a manufacturing/assembly environment with high-tech product or capital goods and complex production processes. Proven experience in NPI is required , experience with flatbed machines is preferred
Experience with and in-depth knowledge of Lean Manufacturing and advanced improvement methodologies is a must. Experience in coaching winning teams is a plus
Ability to outperform on quality, timeline and realization of improvements and innovations. Developing clear strategies and processes – long-term thinker
Strong conceptual, analytical and presentation skills, keen eye for processes and presentation. And outstanding interpersonal and influencing skills necessary to gain acceptance and achieve delivery over different sites
Capable in defining and/or programming KPIs for visual monitoring of manufacturing processes, IT know how beyond MS Office is desired
Excellent communication and presentation skills in English. Profound knowledge of Dutch is required
Permission to work in the Netherlands, no relocation needed
Willing to travel, 10/15% on a yearly base – mainly to Germany and sometimes to Canada
Conditions of employment
What do we have to offer you?

We offer you a versatile and challenging job in an international high-tech and fast paced organization. Since Océ is facing multiple growth opportunities in the world of printing today, your role in building and enhancing manufacturing processes and organization is crucial. You will work together with many stakeholders across geographies, continuing to develop a performance driven mindset for a best in class organization. If you are looking for a next career step in a changing international organization, global scope having lots of responsibilities and where you are challenged to create and deliver a world class lean manufacturing operations for new products, this is the job you are looking for!

Benefits

Besides a challenging working environment, scope for personal and professional development you will receive an interesting package of employment conditions;
Competitive salary
Full-time job – a 40-hour week with flexible hours
38 vacation days
Commuting allowance
Thirteenth month payment and holiday allowance
Employer
About Océ
Océ is a global leader in digital imaging, industrial printing and collaborative business services. Océ’s mission is to accelerate new digital print technologies and transform them into local printing products and services for blue-chip multinationals around the globe and creative studios around the corner. A Canon Group Company, Océ operates a vast global network of R&D centres to connect emerging digital print technologies to future markets.
Department
Manufacturing
Manufacturing is responsible for the manufacturing and in time delivery of ‘best-in- class’ high mix low volume Océ products within the Canon Organization. Challenges within the Manufacturing organization are enhancing the Lean philosophy, improving and growing the industrialization (methods) for ink and print heads as well as developing a ‘world class’ supply base and value chains.

https://www.academictransfer.com/employer/Oce-Technologies/vacancy/28638/lang/en/






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For more info, call 416-537-0505 or Click Here to Contact us.
https://www.inertiaengineering.com/searching-for-the-right-industrial-engineering-toronto-firm/

https://www.inertiaengineering.com/turn-key-product-development/product-engineering/


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