Industrial Engineering is Human Effort Engineering and System Efficiency Engineering.
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Development Patterns of Material Productivity: Convergence or Divergence?
Springer Science & Business Media, Feb 10, 2014 - 210 pages
Increasing concerns regarding the world’s natural resources and sustainability continue to be a major issue for global development. As a result several political initiatives and strategies for green or resource-efficient growth both on national and international levels have been proposed. A core element of these initiatives is the promotion of an increase of resource or material productivity. This dissertation examines material productivity developments in the OECD and BRICS countries between 1980 and 2008. By applying the concept of convergence stemming from economic growth theory to material productivity the analysis provides insights into both aspects: material productivity developments in general as well potentials for accelerated improvements in material productivity which consequently may allow a reduction of material use globally. The results of the convergence analysis underline the importance of policy-making with regard to technology and innovation policy enabling the production of resource-efficient products and services as well as technology transfer and diffusion.
Stevenson in his book "Operations Management" discussed the importance of productivity, factor affecting productivity and steps to improve productivity.
Factors That Affect Productivity
Important factors that affect productivity. Methods (Operator methods and motions), Equipment, Quality (performance specifications and defects) , Technology, and Management (production plans and schedules, organization and layout,motivation, job evaluation, wage and salary incentives, use of industrial engineering).
A commonly held misconception is that workers are the main determinant of productivity. But the fact is that many productivity gains in the past have come from technological improvements. Familiar examples include:
Adoption of the above technologies increased productivity in production - distribution systems.
However, buying technology or technology assets alone won’t guarantee productivity gains; it must be used wisely and thoughtfully. Careful planning is required to determine the productivity provided by the new technology to the systems of the organization after ascertaining the it is a feasible technology for the organization.
There is a dip in productivity that results while employees learn to use new equipment or procedures that will eventually lead to productivity gains after the learning phase ends.
Other factors that affect productivity include the following:
Standardizing processes and procedures wherever possible to reduce variability can
have a significant benefit for both productivity and quality.
Quality differences may distort productivity measurements. One way this can happen
is when comparisons are made over time, such as comparing the productivity of a factory
now with one 30 years ago. Quality is now much higher than it was then, but there
is no simple way to incorporate quality improvements into productivity measurements.
Use of the Internet can lower costs of a wide range of transactions, thereby increasing
productivity. It is likely that this effect will continue to increase productivity in the foreseeable
Computer viruses can have an immense negative impact on productivity.
Searching for lost or misplaced items wastes time, hence negatively affecting productivity.
Scrap rates have an adverse effect on productivity, signaling inefficient use of
New workers tend to have lower productivity than seasoned workers. Thus, growing
companies may experience a productivity lag.
Accidents can take a toll on productivity. Safety has to be improved.
A shortage of technology-savvy workers hampers the ability of companies to update computing
resources, generate and sustain growth, and take advantage of new opportunities.
Layoffs often affect productivity. The effect can be positive and negative. Initially, productivity
may increase after a layoff, because the workload remains the same but fewer
workers do the work—although they have to work harder and longer to do it. However,
as time goes by, the remaining workers may experience an increased risk of burnout,
and they may fear additional job cuts. The most capable workers may decide to leave.
Labor turnover has a negative effect on productivity; replacements need time to get up
Design of the work space can impact productivity. For example, having tools and other
work items within easy reach can positively impact productivity.
Incentive plans that reward productivity increases can boost productivity.
Equipment breakdowns and shortages of parts or materials.
The education level and training of workers and their health can greatly affect productivity.
The opportunity to obtain lower costs due to higher productivity elsewhere is a key reason many organizations turn to outsourcing. Hence, an alternative to outsourcing can be improved productivity.
Moreover, as a part of their strategy for quality, the best organizations strive for continuous improvement.
Productivity improvements can be an important aspect of that approach.
A company or a department can take a number of key steps toward improving productivity:
1. Develop productivity measures for all operations. Measurement is the first step in managing
and controlling an operation.
2. Look at the system as a whole in deciding which operations are most critical.
3. It is overall productivity that is important. Managers need to reflect on the value of potential productivity improvements before okaying improvement efforts. The issue is effectiveness of productivity improvement efforts.
There are several aspects of this. One is to make sure the result will be something customers
want. For example, if a company is able to increase its output through productivity
improvements, but then is unable to sell the increased output, the increase in productivity
isn’t effective. Second, it is important to adopt a systems viewpoint: A productivity
increase in one part of an operation that doesn’t increase the productivity of the system
would not be effective. For example, suppose a system consists of a sequence of two
operations, where the output of the first operation is the input to the second operation, and
each operation can complete its part of the process at a rate of 20 units per hour. If the
productivity of the first operation is increased, but the productivity of the second operation
is not, the output of the system will still be 20 units per hour.
4. Develop systems for achieving productivity improvements, such as soliciting ideas
from workers (perhaps organizing teams of workers, engineers, and managers), studying
how other firms have increased productivity, and reexamining the way work is done.
5. Planning productivity - Establish reasonable goals for improvement.
5. Make it clear that management supports and encourages productivity improvement. Provide
incentives for doing productivity improvements in all departments at all levels in the organization.
6. Measure productivity improvements and publicize them so that others in the organization recognize the opportunity for improvement.
Evidence-based Productivity Improvement: A Practical Guide to the Productivity Measurement and Enhancement System (ProMES)
Robert D. Pritchard, Sallie J. Weaver, Elissa L. Ashwood
Routledge, 2012 - 316 pages
This new book explains the Productivity Measurement and Enhancement system (ProMES) and how it meets the criteria for an optimal measurement and feedback system. It summarizes all the research that has been done on productivity, mentioning other measurement systems, and gives detailed information on how to implement this one in organizations. This book will be of interest to behavioral science researchers and professionals who wish to learn more about the practical methods of measuring and improving organizational productivity. https://books.google.co.in/books?id=nEloq-dnEgEC
Service Productivity Management: Improving Service Performance using Data Envelopment Analysis (DEA)
H. David Sherman
Springer, 10-Sep-2006 - Business & Economics - 350 pages
The service economy is now the largest portion of the industrialized world's economic activity. This development has dramatically raised the importance of maximizing productivity excellence in service organizations. The correlation between the service economy and productivity excellence has lead service organization managers to recognize the value of using benchmarking techniques to identify and adopt best practices in their organizations. As the use of benchmarking metrics in service organizations has increased, correspondingly these organizations have improved continuously by allowing service units to learn from methods that prove the most effective. Service Productivity Management provides the insights and methods to answers questions on a whole range of productivity issues, of which some examples are: How do you manage profitability of a network of hundreds or thousands of branch offices disbursed over several states and countries? How can managed-care organizations manage the quality and cost of hundreds of physicians providing health services to millions of plan members? What methods would enable a government to ensure that the multiple offices serving citizens across a country are operating at low cost while meeting the required service quality? Each of these service settings are examples of the many service providers that deliver a complex set of services to a widely diversified set of customers. The book systematically explores complex service issues and analyzes each case for a variety of ways to improve service productivity, quality, and profitability. Service Productivity Management is an in-depth guide to using the most powerful available benchmarking technique to improveservice organization performance -- Data Envelopment Analysis (DEA). (1) It outlines the use of DEA as a benchmarking technique. (2) It identifies high costs service units. (3) It isolates specific changes to each service unit to elevate their performance to the best practice services level providing high quality service at low cost. (4) And most important, it guides the improvement process. The discussion and methods are all supported by case-study applications to organizations that have sought and have successfully improved its performance. The techniques discussed in the book are accessible to any and all managers with access to Microsoft. Excel spreadsheet software (Excel). Throughout the book, step-by-step guidance is provided to enable any reader to apply DEA and the Excel software to their organization. Packaged with the book comes a ready-to-use DEA software CD for Microsoft. Excel Add-in to run DEA analyses on any set of organizations of interest to the reader. http://books.google.co.in/books/about/Service_Productivity_Management.html?id=eD1WFzO6nt8C
Measuring and Improving Organizational Productivity: A Practical Guide
Robert D. Pritchard
Greenwood Publishing Group, 1990 - 248 pages
Productivity has become a national priority. Its effects are being felt on all levels--national, industrial, and individual. An organization must be able to measure productivity before effectively improving it. This volume is the first practical guide for developing productivity measurement systems. It describes the use of the Productivity Measurement and Enhancement System (ProMES) designed by its author and his colleagues. An important tool for organizations, this step by step guide discusses how to measure productivity and then how to use this measurement.
Robert Pritchard's guide first presents a detailed description of the development and uses of ProMES. The background and description of ProMES is followed by details on how to develop ProMES in any organization. Questions and answers about using the system are discussed together with further issues on how to implement the system. The use of the system with other productivity improvement techniques is also covered. The volume concludes with a discussion on evaluating the effects of a productivity improvement system. It is a valuable practical source for industrial and organizational psychologists, management consultants, classes, and workshops. https://books.google.co.in/books?id=abIy-ewzrvMC
Productivity management: A neglected approach for reducing federal government costs
Peter J. Lemonias,
Brian L. Usilaner
Global Business and Organizational Excellence, Volume 3, Issue 2, Spring 1984
First published: March 1984, National Productivity Review, Volume 3, Issue 2,
Organizing for productivity management
National Productivity Review
Volume 1, Issue 2, pages 141–150, Spring 1982
Updated 2 October 2016, 13 Sep 2015
First published: 29 October 2013
International Conference On Applied Economics – ICOAE 2010 523
THE LINK BETWEEN EDUCATION AND PRODUCTIVITY: THE EMPLOYERS’ PERSPECTIVE
MARIA ELIOPHOTOU MENON
The paper investigates the views of employers in Cyprus regarding the effect of education on productivity in their organisation.
Information was collected through in-depth interviews with 26 individuals who represented different types of employers (public sector institutions, semi-government institutions, small and large private organisations, and key stakeholders). The majority of respondents did not perceive a strong link between education and productivity, nor did they consider the type of education received to have an impact on productivity, expressing views that are consistent with the screening model. Participants identified the problems which limit the positive effect of education on productivity at their organisations, and offered suggestions on overcoming these problems.
Does education raise productivity, or just reflect it?
Arnaud Chevalier (University College Dublin & CEE), Colm Harmon (University College Dublin & CEPR) and Ian Walker (University of Warwick, IFS & CEE)
Version 1.01 14 November 2002
This paper attempts to implement, using a variety of UK datasets, a number of suggestions from the existing literature for empirically discriminating between the human capital and signalling/screening explanations of the observed correlation between education and wages. Most of these tests are based on the idea that screening is more important in some sectors than others. Although we have
reservations about the power of the tests used we find little support for signalling/screening ideas in these tests. Finally, we exploit a little used distinction between the two theories, based on the response of individuals to a change in the education incentives for some people of the education distribution, to provide a more definitive test and find that the data in the UK appears to strongly support the human capital explanation. http://cep.lse.ac.uk/events/conferences/cee/walker.pdf
My idea is to present a model having three components
Productivity attitude (Favorable attitude towards productivity improvement process and productivity improvement)
Productivity behavior (actions that implement productivity improving practices, that develop productivity improvement processes, actions that analyse productivity of resources using current methods of analysis, actions that develop new methods of analysis, actions that conduct training in productivity management, actions that celebrate productivity improvements, etc)
Productivity education has to be productivity learning. The learning has to result in change of behavior. It has to result in new behavior that enhances productivity. But negative attitudes toward productivity will become barriers. Hence productivity education needs to focus on attitude development. So productivity knowledge must have a component that provides inputs that help in formation of favorable attitudes about productivity improvement. I need to develop my thoughts further and publish it as a paper in an industrial engineering journal. I am posting it here to get some opinions and comments.
Industrial engineering projects has implications for operators and also the systems they improve are man machine systems. Hence, unless the cooperation of operators is obtained, the system improvement will not take place. It means, industrial engineers have to analyse the expected behavior from operators, their supervisors and engineers toward the new proposed systems and take adequate steps to get favorable reaction.
The following questions are to be asked by them or analysed by them. They have to take the help of Organization Behavior specialists, Human Resource Managers and Industrial Relations experts in this regard.
1. Who are the people affected by the proposed new system? What type of employees are they?
2. What has been their feeling toward changes in the past? How will the traditions of their group be
affected by the proposal?
3. Who are the leaders of the group involved? What will be their reaction? How can they be sold on the proposal?
4. What is the immediate supervisor's probable reaction? Are his ideas incorporated in the proposal?
How can he be brought into the plan so that he feels favorably toward it? Can he be given the
major credit for the plan?
5. What is the attitude of the union toward such a proposal? How is the union contract involved?
6. Will the proposal require that men be laid off or demoted? Can satisfactory transfers be arranged?
7. Will wage rates and incentive rates be fairly adjusted as part of the change? Will men be asked
to take more responsibility or do more work without extra compensation? Will men be asked to work
against their own interests?
8. How will the proposal affect persons in other departments in the plant? What will be their reaction?
9. Will the proposal take all the responsibility and skill away from certain jobs? If so, will present employees lose prestige with their fellow workers? Will it be possible to keep present employees satisfied under the new conditions?
10. Have the workers involved had ample opportunity to express their views regarding improvements
included in the proposal? Have their ideas been given honest consideration and credit?
11. Do employees trust the data of the industrial engineers? Are they convinced performance standards are fairly set?
12. How are lines of promotion affected by the proposal? Will some workers be cut out of advancement they have worked toward under the present setup?
13. What kind of appeal would be most successful in getting acceptance from the workers? Who
should introduce and sell the plan to them?
14. What is the proper timing for introducing the proposed plan? Are the workers or supervisors temporarily upset about something? When should the plan be installed?
15. What are the long-time human relations effects of the proposal?
Industrial Engineering and Human
By M. T. DAVIS
Engineering and Science Monthly
pp. 14 - 15
Hand tool manufacturers are continuously developing new hand tools and power tools that give more productivity. Motion study specialists and human effort engineers have to monitor developments in hand tools and power tools to do engineering economic analysis and acquire them for the organization as early as possible.
Combination tools save the time of releasing and picking the tools.
Read some of the claims made by tool manufacturers regarding productivity improvement possibility.
The two-handed process chart is a process chart in which the activities of a worker's hands (or limbs) are recorded in their relationship to one another
The two-handed process chart shows the two hands (and if the feet are involved, feet also) of the operative moving or static in relation to one another, usually in relation to a time scale.
The two-handed process chart is prepared for analysis of repetitive operations. At least, one complete cycle of the work is to be recorded. Recording of every movement of the hand is recorded.
Symbols and Meanings
O OPERATION Is used for the activities of grasp, position, use, release,
etc., of a tool, component or material.
=> TRANSPORT Is used to represent the movement of the hand (or limb) to
or from the work, a tool or material.
D DELAY is used to denote time during which the hand or limb being charted is idle (although the others may be in use). ▼ HOLD is used to represent the activity of holding the work, a tool or material — that is, when the hand being charted is holding something.
Preparing the chart requires observation and this enables the motion study specialist to gain
an intimate knowledge of the motions involved in the job. Each motion is subjected to questioning from ECRS perspective. From the questioning, improvements are developed. A brain storming group can be formed for the questioning of each motion. The group can be shown some successful motion study examples through videos or printed articles and reports. The ideas that are generated should be written down in chart form when they occur. Different ideas are compared. The best method is
generally that which requires the fewest movements.
The two-handed process chart can be applied to assembly as well as component making jobs. In the assembly of small parts with close fits, "positioning" should be shown as a separate movement
apart from the actual assembling movement. Attention gets focused on the different movements that way improvements in each movement can be thought of during simplifying activity.
Guidelines for Layout around the Workstation to Increase Productivity of Operator Motions
The guidelines are based on principles of motion economy only.
(1) Both hands have to be utilized for productive work. If similar work is being done by each hand, there should be a separate bins for supply of materials or parts for each hand.
(2) If the eyes are used to select material, as far as possible the material should be kept in an area where the eyes can locate it without there being any need to turn the head.
(3) Use semi-circular arrangements as hands can move over semicircle only in sitting position.
(4) Provide comfortable seating Design the workplace using anthropometric data.
(5) Use appropriate bins depending on the shape of components and make it easy for the operators to pick up or slide the components.
(6) Hand tools should be picked up with the least possible disturbance to the rhythm and symmetry of movements. As far as possible the operator should be able to pick up or put down a tool as the hand moves from one part of the work to the next, without making a special movement.
(7) As curved movements take less time compared to straight line movements and reversals, tools should be placed on the arc of movements, but they have to be away from the path of movement of material or components from bin to the work place.
(8) Tools should be easy to pick up and replace; as far as possible they should have an automatic return, or they should be at the place close to the location of the next piece of material to
be moved so that tool can be released and the material can be picked up.
(9) Finished work should be:
(a) dropped down a hole or a chute using a foot movement.
(b) dropped through a chute, as the hand making the first motion of the next cycle;
(c) put in a container placed so that hand movements are kept to a minimum;
(d) placed in a container in such a way that the next operative can pick it up easily.
(Industrial engineers have to learn the design of delivery chutes for components)
(10) Always look into the possibility of using pedals or knee-operated levers for locking or indexing devices on fixtures or devices for disposing of finished work.
(Industrial engineers have to learn the design of foot operated pedals and the mechanisms that tranfer the motion to the workholding devices to release the component.)
Industrial Engineers work in many areas in engineering organizations
Stores and Material Handling in Stores
Inspection and Testing
Supply Chain - Implementing industrial engineering in all supply chain partner organizations
Airconditioning and other utilities
PRINCIPLES AND APPLICATIONS OF OPERATIONS RESEARCH
(from the perspective of an industrial engineer)
(From Maynard's Industrial Engineering Handbook, 5th Edition, pp. 11.27-11.44)
Jayant Rajgopal (From Rajgopal's website) http://www.pitt.edu/~jrclass/or/or-intro.html
How to Increase Machining Efficiency through Machine Monitoring
A manufacturer that is distinctive for its attention to in-cycle machining productivity describes its efforts to obtain efficiency improvements outside of the machining cycle. The shop’s primary tool is a simple, daily, graphical recap that illustrates when each machine tool was and was not making parts.
2/1/2016 Modern Machine Shop, Peter Zelinski , Senior Editor http://www.mmsonline.com/articles/how-to-increase-machining-efficiency-through-machine-monitoring
Innovative Techniques of Enegy-effeciency in Machining
Vivek Kumar*, Ayush Gupta*, Ishu Aggarwal* and Yatheshth Anand**
*Student, School of Mechanical Engineering, SMVDU.
** School of Mechanical Engineering, SMVDU.
Katra, Jammu, INDIA
Mechanical Engineering, SMVDU.
Investigation on Automation of Lathe Machine
Prakash N. Parmar1, Prof. N. C. Mehta2, Prof. Manish V. Trivedi3
1Student of M.E. (CAD/CAM),
2Head of Department, Professor3, Department of Mechanical Engineering, Noble Engineering
College, Junagadh, Gujarat, INDIA.
International Journal of Emerging Technology and Advanced Engineering
Volume 4, Issue 5, May 2014)
Improving energy efficiency of machine tools
T. Holkup 1, J. Vyroubal 1, J. Smolik 1
1 Research Center for Manufacturing Technology (RCMT), Czech Technical University in Prague,
Czech Republic http://www.gcsm.eu/Papers/53/4.1_79.pdf