Sunday, December 31, 2017

Product Productivity Engineering

22 December 2017

Product Productivity Engineering - Definition and Explanation

Developing and Designing products that promise higher productivity in processes at the user end is product productivity engineering.  (Narayana Rao K.V.S.S., 22 December 2017)
(IISE Linkedin Group Topic:

Examples of High Productivity Equipment and Machines

CNC Lathe for High-Productivity Vertical Turning of Flange-Type Workpieces

Extreme rigidity, high rapid traverse speeds and short strokes, together with the integral coolant system, guarantee precision, high productivity levels and short idle times for the VSC 250 production machine.

Okuma’s new 2SP-2500H CNC lathe featuring smart machine productivity

24 October, 2017
Okuma has launched the 2SP-2500H two-spindle CNC lathe, with innovative front-facing twin spindles to provide much higher levels of productivity and far greater reliability, for auto parts and other mass production applications. The 2SP-2500H is an automation-ready machine that integrates two lathes into one unit with a standard loader that feeds blanks for continuous front and back work.

In industrial engineering, product productivity engineering has to develop as an area of practice. Industrial engineers focus on increasing the productivity of processes and in that process identify improvements in machines and equipment that increase the productivity of the process under evaluation. This knowledge can be used in the development and design stages of machines and equipment. Hence within the industrial engineering profession, product productivity engineers and process productivity engineers can interact and exchange ideas and take up new development and design projects to create machines and equipment that provide higher productivity.

More Examples of High Productivity Equipment and Machines

Innovative, High Productivity Fiber Laser Tube Cutting

TruLaser Tube 5000 fiber laser tube cutting machine from TRUMPF is the world’s first tube cutting machine with a solid-state laser to eliminate the need for a fully enclosed housing, making it quick and easy to load individual tubes and profiles or to remove finished parts while the machine is in operation.
December 30, 2017

The W 250 from Wirtgen: world class in performance and productivity

The strength of the W 250 lies in its ability to mill large job sites on motorways or airports at top speed. The Wirtgen large milling machine can remove asphalt layers with a milling depth of up to 350 mm and hard concrete surfaces at a high advance rate. In addition to removing complete roadway sections in a single pass, individual layers can also be removed extremely economically.


High rigidity and high productivity turning machine Milling series
Overwhelming cost performance

HyperSync™ - eIMC™ in-mold closing technology – up to 20% improvement in productivity

All-new high-performance, fully integrated system for specialty closure manufacturing -The HyperSync™

HyperSync™ uses the revolutionary new eIMC™ in-mold closing technology. This servo-driven technology allows for the safe overlapping of mold functions, providing precise, controlled closing of flip-top closures while still in the warm position. The speed of closing is carefully controlled, allowing for quick closing movements with precision; this ensures the fastest closing speed while maintaining the ideal force required and ensuring optimal part quality. The use of eIMC™ in-mold closing technology provides up to 20% increase in productivity, with nearly two seconds saved per cycle depending on the application.

High Productivity Machines - Marketing Advantage

High productivity machines have  marketing advantages. They are rationally desirable and hence demand exists for high productivity machines. There is also the communication advantage. You can advertise high productivity machines, get immediate sales and also create brand value. Your company will be associated with innovativeness and high productivity. Whenever, machines are being replaced buyers look at your catalogues and include your company in the product request notifications.

22 December - National Mathematics Day - India

Updated  31 December 2017,  25 December 2017, 23 December 2017, 22 December 2017
First published on 22 December 2017

Sunday, December 24, 2017

Productivity Innovations

Productivity Innovations

Lowering the price can signal innovation in processes. A company can communicate that with convincing story of the innovation involved.
(  25 December 2017

Sunday, December 10, 2017

Applied Industrial Engineering - 2017 Bulletin

Applied Industrial Engineering

IE in New Technologies - IE with New Technologies

Implementation of  Industrial Engineering Principles and Techninques in New Technologies (Engineering Processes) and Business Processes

1. Additive Manufacturing Productivity

Assembly Design Framework for Additive Manufacturing Based on Axiomatic Design Concept
Yosep Oh, University at Buffalo; Sara Behdad, University at Buffalo, SUNY


AM productivity

According to the design for assembly (DFA) concept, design features should be integrated into a few physical parts to reduce design complexity.  However, building up a single product can have some negative effects on the AM productivity by increasing buildup time and cost. In this paper, a design framework using the assembly concept is proposed with the aim of letting the AM productivity reach an allowable level. The design framework is developed based on an Axiomatic Design (AD) approach, where AM productivity elements including buildup time, assembly time and the amount of support are considered as non-functional requirements (nFRs). The AM productivity is assessed by the Information Axiom to choose the best design. The proposed design framework can help engineers design and evaluate AM products.

Interesting references cited in the paper

* Thomas, D.S. and Gilbert, S.W., 2014, Costs and Cost Effectiveness of Additive Manufacturing - A Literature Review and Discussion, NIST.
* Oh, Y. and Behdad, S., 2016, Assembly Based Part Design to Improve the Additive Manufacturing
Productivity: Process Time, Cost and Surface Roughness, ASME IDETC, Charlotte, NC, USA.
* Zhang, Y., Bernard, A., Gupta, R.K. and Harik, R., 2014, Evaluating the Design for Additive Manufacturing: A
Process Planning Perspective, Procedia CIRP, 21, 144–150.
* Thompson, M.K., 2013, Improving the Requirements Process in Axiomatic Design Theory, CIRP Annals - Manufacturing Technology, 62, 115–118.

2. Biomanufacturing (Biotechnology) Productivity

Productivity in Biomanufacturing

Researchers are examining the possibility of taking  advantage of the natural differences in productivity among cells that are used in biomanufacturing. They foster mutations to create genetic variability and then use microchips to analyze the behavior of individual cells, choosing the most prolific for larger-scale production.

3. Productivity and Nanotech

Productive Nanotech Systems


OSRAM Boosts LED Chip Productivity With Nanotechnology
Aug 27, 2014

4. Electric Batteries and Productivity Applications

Nano One Enhances Pilot Productivity and Files a New Patent

Vancouver B.C. Dr. Stephen Campbell, Principal Scientist at Nano One Materials, today announced that Nano One has filed a patent related to yield improvements in its process for the manufacture of lithium metal oxide cathode materials for use in advanced lithium ion batteries.
August 2017

5. IoT and Productivity

McKinsey Global Institute Report
JUNE 2015
You can donwload the report from the web

How the Internet of Things will reshape future production systems
By Vineet Gupta and Rainer Ulrich
September 2017

6. New Technology and Equipment for Productivity

Virtual reality (VR) training simulator.

How Does Technology Affect Productivity?
Apr 9, 2014

 AIM's March 2014 Business Confidence Survey asked two questions.
1. "Has technology allowed your company to produce more goods or provide more services than a decade ago with the same or fewer employees?
2. Can you quantify the economic effect?"

62 percent of the employers who responded said "yes" to the first question.

Among them only some could quantify the benefits. The gains reported in productivity were in  the 10-25 percent range. At the limits,  one manufacturer doubled output without adding workers, and a non-profit service provider more than tripled productivity.

Regarding profit improvement, some manufacturers remarked  that productivity improvements did not strengthen their bottom lines due to downward pressure on prices.  Some  companies in services industries cited offsetting costs from new regulations.

Trend 5: Technology enables greater productivity in infrastructure industry

7. Productivity in Hotels

New JW Marriott hotel rides on technology for productivity
25 March 2017

The 634-room luxury hotel has "taken the initiative to implement new technologies and processes to improve the efficiency of its operations, as well as the overall guest experience" One of the systems  is the (hotel's) use of the Knowledge Touch rostering system to better manage and allocate manpower during peak periods by analysing business volume and needs. the hotel has also adopted Radio Frequency Identification (RFID) technology to track and replace worn-out items such as linen in hotel rooms and  has freed up valuable manpower for more productive uses .

JW Marriott Resort Saves $100K with Push-to-Talk Tech

Friday, December 8, 2017

Soft Skills for Industrial Engineers

At the 1972 CONARC (US Army) Soft Skills Conference Dr. Whitmore presented a report  aimed at figuring out how the term "soft skills" (in the areas of command, supersivion, counceling and leadership) is understood in various CONARC schools. Based on this research study,  the following definition was formulated:

"Soft skills are important job-related skills that involve little or no interaction with machines and whose application on the job is quite generalized.

It was also highlighted that hard skills are related to machines, and we understand laws and operations related to machines well. But, we do not the laws related to fellow human beings that well and hence in the case of soft skills, education and training is not that straight forward.

It can be said and simplified that soft skills are people skills. In Industrial Engineering curriculums, we include subjects related to organizational behavior, and the content of this subject must have the objective of increasing the knowledge and skills involved in the interacting with people in cooperative ventures.

Kantrowitz classified soft skills into seven main clusters

1. self management and self performance management skills.

2. Managing others and Managing others' performance management.

3. Organization/leadership skills

4. Interpersonal skills

5. Communication/Persuasion skills

6. Political/Cultural skills

7. Counterproductive skills

You can read more about each of these skill categories in

Organizational Behavior - Review Notes - Based on Fred Luthans Book

Negotiation skills

Negotiations - Knowledge, Research and Skills


Listening and Negotiation
2016 ASEE Annual Conference & Exposition

Cost Reduction and Optimization for Manufacturing and Industrial Companies - Joseph Berk - Book Information,descCd-tableOfContents.html

Chapter 1: Organizing a Cost-Reduction Program.

Part I Labor.

Chapter 2: Head Count.

Chapter 3: Time Standards.

Chapter 4: Efficiency.

Chapter 5: Utilization.

Chapter 6: Overtime.

Chapter 7: Multiple Shifts.

Chapter 8: Lost Time.

Chapter 9: The Learning Curve.

Part II Material.

Chapter 10: Make-versus-Buy Determinations.

Chapter 11: Inventory Minimization.

Chapter 12: Material Utilization.

Chapter 13: Minimizing Supplier Costs.

Chapter 14: Supplier Negotiation.

Chapter 15: Supplier Competition.

Part III Process.

Chapter 16: Work-Flow Optimization.

Chapter 17: Setup Time Reduction.

Chapter 18: Material-Handling Improvements.

Chapter 19: Scrap and Rework Reduction.

Chapter 20: Cleanliness.

Part IV Design.

Chapter 21: The Design Approach.

Chapter 22: Requirements Relaxation.

Chapter 23: Tolerance Relaxation.

Chapter 24: Materials Substitution.

Chapter 25: Packaging.

Part V Overhead.

Chapter 26: General Overhead Expenses.

Chapter 27: Travel.

Chapter 28: Inspection.

Part VI Gaining Disciples and Measuring Progress.

Chapter 29: Suggestion Programs.

Chapter 30: Measuring Progress.


Google Book Link with Preview facility

14. Supplier Negotiation

Chapter sections:

The Bottom Line

Key Questions

The Supplier Negotiation Road Map


The First Offer

Multiple Issues


Tracking Progress

Negotiation Traps


Negotiation Power

Conclude Negotiations Professionally


Who Should Do This Work


Updated 9 December 2017, 29 June 2013

Industrial Engineering - Health Care Partnership

Thursday, November 30, 2017

Culture and Productivity - Bibliography


Culture and productivity – an equation for success


National Culture, Creativity, and Productivity: What’s the Relationship with Student Achievement?
Zheng Fang, Xianxuan Xu, Leslie W. Grant, James H. Stronge & Thomas J. Ward
Pages 395-406 | Published online: 14 Nov 2016
Creativity Research Journal
Volume 28, 2016 - Issue 4

Culture, religion and productivity: Evidence from European regions
Anneli Kaasa
BEH - Business and Economic Horizons
Volume 12 | Issue 1 | 2016 |pp.11-28


Proof That Positive Work Cultures Are More Productive
Emma SeppalaKim Cameron
DECEMBER 01, 2015
Harvard Business Review

Impact of Organizational Culture on Productivity and Quality
Management: a Case Study in Diamond Operations Unit, DTC
Kabelo Kelepile
International Journal of Research in Business Studies and Management
Volume 2, Issue 9, September 2015, PP 35-45
ISSN 2394-5923 (Print) & ISSN 2394-5931 (Online)

The impact of work-life culture on organizational productivity
Isabel de Sivatte, Judith R. Gordon, Pilar Rojo, Ricardo Olmos, (2015) "The impact of work-life culture on organizational productivity", Personnel Review, Vol. 44 Issue: 6, pp.883-905,


Investigate the Relationship between Organizational Culture and Human
Resources Productivity (Case study: Arman Credit Institute)
Hamed Mohammadi, and Ahmed Raza Shekarchizadeh
International Journal of Management and Humanity Sciences. Vol., 3 (8), 2744-2751, 2014
Available online at

The Influences of organisational cultural practices on productivity in
prison farms in Zimbabwe
David D. Madzikanda and Tinashe Muroiwa
University of Zimbabwe Business Review, Volume 2, No. 2, 2014



The impact of culture and employee-focused criteria on productivity: A structural equation modelling approach
AIP Conference Proceedings 1522, 1442 (2013);
Mohd Rashid Ab Hamid

Culture and employee-focus are factors that have an impact on productivity and they have to be aligned with the productivity initiatives in the organization in order to increase productivity.  Therefore, this article investigated the impact of culture and employee-focused criteria on productivity in Higher Education Institutions (HEIs) in Malaysia using intangible indicators through core values.

Improving workplace productivity and corporate culture: perceptions and experiences of the
effects of workplace massage
Deborah Nicola Lane
Submitted to satisfy the requirement for the degree of Doctor of Philosophy
College of Sport and Exercise Science
Victoria University
March 2013


Organizational Culture and its effect on productivity; the case study of
La Community Bank
Dwirantwi, Eric Addo
A thesis submitted to the Institute Of Distance Learning, Kwame Nkrumah
University of Science and Technology in partial fulfillment of the requirements
for the degree of
September, 2012

How Participative Leadership Powers a Culture of Productivity
© 2012 WorldatWork.  |

IZA DP No. 6845
Cultural Diversity and Plant‐Level Productivity
September 2012
Michaela Trax
Stephan Brunow
Jens Suedekum


Organizational culture and productivity
Ahmadi, Ebadollaha
Procedia Social and Behavioral Sciences 15 (2011) 772–776

Organisational Culture, Productivity and the South African Work Place: A Case Study of Cranco Metals Ltd.
Alternation, 13,2, 2006


Productivity, Culture and Society: The Essential Contribution of Psychology as a
Social Science
ISBN #: 189653872X
This paper was prepared for the Scientific Affairs Committee of the Canadian Psychological Association
by Dr. John Service, Executive Director, and Dr. Patrick O’Neill, Chair, Scientific Affairs.


A Thesis submifted by
Duncan Andrew GIBSON
in fulfilment of the requirements for the award of the Degree of Ph. D.
Surrey European Management School
University of Surrey

Is group productivity loss the rule or the exception? Effects of culture and Group based Motivation
Erez, Miriam; Somech, Anit
Academy of Management Journal; Dec 1996; 39, 6;

Culture, Productivity and Structure: A Singapore Study
Foo Check-Teck
Volume: 13 issue: 4, page(s): 589-609
Issue published: October 1, 1992


Finding the culture of productivity.

Akin, G., & Hopelain, D. (1986). Finding the culture of productivity. Organizational Dynamics, 14(3), 19-32.

Investigates factors related to productivity from work culture perspective. Environments that encourage productivity are described.   The worker perceptions of the structures and elements that constitute work culture and the qualities that make for a strong culture of productivity are elicited.

The term "culture of productivity" refers to the shared understandings of workers in highly productive settings and the commonly known procedures and rules these workers use to understand productivity and to be productive.

Results and findings from the investigation suggest that productivity occurs when management, supervisors, and workers focus primarily on the work being produced and factors influencing successful outcomes. It is concluded that essential qualities of productive cultures are legibility, coherence, and adaptation/flexibility in the workplace.

Wednesday, November 29, 2017

Graduate Certificate in Productivity Improvement - Oakland University

Department of Industrial and Systems Engineering
502 Engineering Center  (map)
(248) 370-2989 • Fax (248) 370-2699

Coordinator for the year 2014 -2015
Robert Van Til
502B Engineering Center
(248) 370-2211

Program Description:

The Graduate Certificate in Productivity Improvement program is designed for any engineer (mechanical, electrical, civil, computer, etc.) who wants access to the productivity tools needed for their current job, or to upgrade their skills to help get a promotion or a better job.

Admission terms and application deadlines

Before an applicant’s file can be reviewed for full program admission, all application documents must be received in Graduate Study and Lifelong Learning by the semester deadlines listed below. Incomplete applications will not be sent to departments for admission review.

July 15 for fall semester
November 15 for winter semester
March 15 for summer semester
International applicants
Application requirements

To be considered for graduate admission, applicants must submit all Graduate Application Requirements and additional department requirements by the published application deadlines:

Graduate Application Requirements

Additional department application requirements
B.S. in any engineering discipline. Applicants from other disciplines such as computer science, engineering technology, information technology and software engineering, would be considered after successfully completing appropriate prerequisite courses.

Grade point average of 3.0 or better.
Official Graduate Record Examination (GRE) results are required for those international applicants whose undergraduate cumulative grade point average is less than 3.0 on a 0.0 - 4.0 scale or their international institution is not accredited by a regional accrediting agency of the USA. The Department of Industrial and Systems Engineering may choose to waive the GRE requirement if at least one of the following special circumstances is met:
Applicant’s last degree is from a U.S. institution accredited by a regional accrediting agency.
Applicant’s overall GPA from last degree is at least 3.0.
Applicant has worked in the USA for at least two years in the engineering profession.

Certificate requirements

To fulfill the certificate requirements, a student must

complete at least 16 credits of graduate-level work as described below under Course requirements,
earn a cumulative GPA of at least 3.0 in courses applied toward the certificate, satisfy all requirements concerning academic progress

Course requirements

a. Required courses (12 credits)

Students are required to select at least three courses from:

ISE 510 - Supply Chain Modeling and Analysis (4 credits)
ISE 517 - Statistical Methods in Engineering (4 credits)
*  ISE 530 - Engineering Operations Research - Stochastic Models (4 credits)
*  ISE 569 - Computer Simulation of Discrete Event Systems (4 credits)
*  ISE 580 - E-Commerce and ERP (4 credits)
ISE 581 - Lean Principles and Application (4 credits)
*  ISE 583 - Production Systems and Workflow Analysis (4 credits)
*  ISE 585 - Statistical Quality Analysis (4 credits)
*  ISE 587 - Foundations of Systems Engineering I (4 credits)
ISE 680 - Engineering Decision Analysis (4 credits)
ISE 684 - Computer-Integrated Manufacturing Systems (4 credits)

b. Elective course (4 credits)

Select any one 500-level or higher ISE course, including any additional course from the list of required courses above (except ISE 501, 502, 503, 594, 690, 691, 794 and 795).

Latest web page for the course

Updated 1 December 2017, 24 February 2015

Sunday, November 19, 2017

Friday, November 17, 2017

2016 - Productivity Research - Information and Important Points - Part 1

Accounting for Productivity Dispersion over the Business Cycle

Robert J. Kurtzman and David Zeke

T h e J o u r n a l o f D e v e l o p i n g A r e a s
Volume 50 No. 2 Spring 2016


Varun Kumar Das*
Indira Gandhi Institute of Development Research, India

Australian Economic History Review, Vol. 56, No. 2 July 2016


University of South Australia (
JEL categories: C18, O39, O40
While research into the determinants of growth is ongoing, assessing the
productivity of factor inputs, including technological progress, remains a key to
understanding what drives economic growth and how this process can be sustained
in the long run.

Increasing productivity is fundamental to increasing material well-being, and
in world with a growing population, vital to the living standards of millions of people.
Assessing and measuring what contributes to productivity improvement are,
however, difficult. While technological change or change in technical efficiency is
frequently cited (especially in the growth literature) as critical to productivity, other
elements, including human capital, scale economies, changes in organisational or
managerial methods, and institutional change (covering everything from legal
regimes to the level of community trust), are also known to be contributing factors.

In the economic growth literature, the productivity of factor inputs is a major
contributing factor to long run growth.

In recent years, some researchers have increased the number of intermediary
inputs used in their productivity estimates to include materials (M), energy (E),
and services (S). The aim is to better isolate the impact of technology (the residual
in most growth equations) more precisely.22 These KLEMS models are less
applicable in studies using pre 1950 data as accurate information on the inputs is
highly variable or missing.

22. Pilat, D., and P. Schreyer. (2002) Measuring productivity. OECD Economic Studies, Vol. 2001/2. 10.1787/
eco_studies-v2001-art13-en [accessed 2 /1/2016]


G. I. Umoh
Sylva Waribugo
University of Port Harcourt, Rivers State, Nigeria

Yabing and Abraham (2013) carried out a research on capacity planning and performance
in capital intensive service facilities and found out that when firms plan their capacity through the
integration of service resources and incentive contract design, they can better cope with market
uncertainty and also increase their profitability. They further argued that while firms with high
capacity utilization are likely to have increased profitability and cope with uncertainty in market
demand, they have to also maintain a reasonable service level and shorter waiting periods so as to
have competitive advantage. Alberto and Roberto (2007) carried out a similar study on plant
capacity planning and productivity and submitted that several indices of capacity like gross
utilization, net utilization, working efficiency, availability and saturation have influence on the
aggregate productivity of the system.

Also, Umoh, Wokocha, and Amah (2013) did a study on production planning and
corporate productivity performance in the Nigerian manufacturing industry. Their study reveals
that production planning has a positive influence on cost minimization, return on equity capital
and growth. Adegbuyi and Asapo (2010) followed a similar scholarly trajectory by studying the
effect of production planning and budgeting on organizational productivity in a food and
beverage firm. The result of their study shows that there is a significant relationship between
production planning operations and organizational productivity.

Mahmood, et al. (2014), in their
study, postulated that when policies are directed towards knowledge and technology management
capability, idea management capability, project development capability and commercialization
capability which are dimensions of innovation capacity planning–organizations stand to increase
their productivity.

Maishanu and Kadiri (2012) conducted a study on workers satisfaction and organizational
productivity in the Nigerian aviation sector and concluded that the productivity of the sector is
greatly influenced by the level of satisfaction of workers.

*  Connecting empowerment-focused HRM and labour productivity to work engagement: the
mediating role of job demands and resources

Karina Van De Voorde and Marc Van Veldhoven, Tilburg University
Monique Veld, Open University in the Netherlands
Human Resource Management Journal, Vol 26, no 2, 2016, pages 192–210

The paper does not investigate the effect of any variable on productivity

* Estudios de Economía. Vol. 43 - N° 2, Diciembre 2016. Págs. 199-215 199

Corruption, provincial institutions and manufacturing firm productivity: New evidence from a transitional economy*

Corrupción, instituciones provinciales y productividad manufacturera:
Nueva evidencia para una economía en transición
Tran Quang Tuyen**
Vu Van Huong***
Doan Thanh Tinh****

*  Explaining Cross-Country Productivity Differences in Retail Trade

David Lagakos
University of California, San Diego, and National Bureau of Economic Research

It is regarding productivity in retail trade emphasizing car ownership and tax evasion in traditional

*  Kaasa A., 2016.

"Culture, religion and productivity: Evidence from European regions”, 

and Economic Horizons, Vol.12(1), pp.11-28,

Productivity plays an important role for economic growth and the welfare of people.
Hence, there is no doubt that the possible determinants of productivity deserve to be
studied. When looking at the determinants of productivity at the aggregate (society) level,
the research has mainly focussed on factors like human capital, R&D, innovations etc. that
have been shown to be positively related to productivity and economic growth. However,
it has been argued that these factors may not be sufficient for explaining differences in the
levels of productivity in different countries (Sayes, 2011). Hence, the research has to go
beyond these standard factors of productivity and explore other possible factors
(Beugelsdijk and van Schaik, 2005).

Culture comprises people’s  values, beliefs, attitudes, behaviour, etc.. In addition,
religion is something that often guides people’s choices and behaviour. As productivity
can be expected to be related to the everyday performance of the workforce, cultural and
religion-related differences may prove quite useful in explaining differences in productivity
levels between countries or regions.

While the possible impact of culture and/or religion on productivity has been theoretically addressed more or less directly in many studies, only a few studies have examined these relationships empirically (Hall and Jones, 1999; Islam, 2008; Grafton et al., 2002; Gorodnichenko and Roland,

Both the correlation and regression analysis showed individualism to be positively and
power distance to be negatively related to labour productivity, confirming the
expectations. Masculinity also turned out to be negatively related to productivity,
confirming the positive impact of feminine values rather than masculine values.
Uncertainty avoidance, although negatively related to productivity according to the
correlation analysis, appeared to be insignificant in the regression analysis. Both general
religiosity and the achievement motivation indicator capturing the values of a strong work
ethic turned out to be insignificant after cultural dimensions were added, indicating that
cultural dimensions seem to capture the sources of labour productivity better than
religiosity or values associated with religiosity.

2016, 69, 3–66


Indiana University
University of Iowa
University of Iowa
Indiana University

marginal costs also vary at the individual level
of analysis across occupations and measures of productivity.
Given such, the extent to which the context allows productivity stars
to keep their marginal costs low will serve as a conductor of cumulative
advantage exhibited in that productivity distribution. We refer to this
source of cumulative advantage as multiplicity of productivity.Multiplicity
of productivity is a conductor because it makes it easier to draw on past
success to create future success.

Hypothesis 1: Multiplicity of productivity will be a conductor of cumulative
advantage, such that the end result of higher
multiplicity work contexts will be a greater likelihood
of a power law distribution and a greater proportion of
productivity stars (i.e., heavier tail).

Productivity stars, wittingly or unwittingly, are able to dominate through
monopolistic means (e.g., Borghans & Groot, 1998; Franck & N¨uesch,
2012). Accordingly, we offer the following hypothesis involving monopolistic
productivity as a conductor for cumulative advantage:
Hypothesis 2: Monopolistic productivity will be a conductor of cumulative
advantage, such that the end result of higher
monopolistic work contexts will be a greater likelihood
of a power law distribution and a greater proportion of
productivity stars (i.e., heavier tail).

Empirically, job autonomy generally has a positive relation with productivity
(Humphrey, Nahrgang, & Morgeson, 2007).

job autonomy provides the discretion that can allow stars to
show their creativity and innovation (Ohly & Fritz, 2010) as well as
allowing them to more fully utilize their unique competencies (McIver,
Lengnick-Hall, Lengnick-Hall, & Ramachandran, 2013).

Hypothesis 3: Job autonomy will be a conductor of cumulative advantage,
such that the end result of jobs with greater
autonomy will be a greater likelihood of a power law
distribution and a greater proportion of productivity
stars (i.e., heavier tail).

a highly complex job such
as that of a academic researcher has long been known to demonstrate a
heavy-tailed productivity distribution in terms of number of publications
as well as citations (Shockley, 1957), as have other prototypically complex
jobs that have become so pervasive in today’s knowledge economy (e.g.,
software engineers; Curtis, Sheppard, Milliman, Borst, & Love, 1979;
Darcy & Ma, 2005). On the other hand, less complex jobs from the manufacturing
sector exhibit little variance in outputs (Schmidt & Hunter,

resource-based theory, which usually focuses on productivity at the firm and not the
individual level of analysis, describes complex output, especially output at the tails of the distribution, as more difficult to imitate and less likely to be substituted by even slightly less productive firms (Barney, Ketchen, & Wright, 2011).

Hypothesis 4: Job complexity will be a conductor of cumulative advantage, such that the end result of jobs with greater complexity will be a greater likelihood of a power law distribution and a greater proportion of productivity stars (i.e., heavier tail).

Hypothesis 5: Productivity ceiling will be an insulator of cumulative advantage, such that the end result of jobs with lower productivity ceilings will be a smaller likelihood of a power law distribution and a smaller proportion of productivity stars (i.e., lighter tail).

becoming aware of the shape of the productivity distribution, and not assuming normality, is a necessary first step before such decisions can be made.

The presence of nonnormal productivity distributions also has implications
for compensation practices. In particular, pay dispersion may be
seen as more acceptable and fair to employees if they are aware that the
distribution has a heavy tail (i.e., a large proportion of productivity stars).
Thus, it may be beneficial to share information on the shape of the productivity
distribution with various organizational members. However, if
the compensation system does not offer additional rewards to productivity
stars, productivity information may lead to dissatisfaction among those
individuals who are the top producers—possibly leading to a decrease in
their productivity or even departure from the organization. Thus, it is important
to consider the anticipated consequences of making information
on productivity distributions available.

Barney JB, Ketchen DJ, Wright M. (2011). The future of resource-based theory:
Revitalization or decline? Journal of Management, 37, 1299–1315.

Buzacott JA (2002).
The impact of worker differences on production system output.
International Journal of Production Economics, 78, 37–44. doi:10.1016/S0925-

* RAND Journal of Economics
Vol. 47, No. 3, Fall 2016
pp. 608–630

Demand or productivity: what determines firm growth?

Andrea Pozzi∗
Fabiano Schivardi∗∗

Modern theories of industry dynamics assume that firms are heterogeneous along a single
unobserved dimension, productivity, which determines the firm’s performance and growth
(Jovanovic, 1982; Hopenhayn, 1992).

the assumption that all firms look alike to consumers fails to capture an important ingredient of
firm performance.

We start our analysis by setting up a standard model of monopolistic competition on the
demand side and Cobb-Douglas technology on the production side, each with its own stochastic

Productivity shocks are then identified as residuals of the production function equation, with output deflated with firm-level prices.

To explain our findings, we rely on insights from scholars emphasizing the role of managerial ability
and corporate practices in the exploitation of technology shocks (Bloom, Sadun, and Van Reenen,
2012; Dranove et al., 2014). Our results show that managerial practices are important for not only
within-firm productivity growth, but also to enhance the process of efficient factors allocation
across firms.

Foster, Haltiwanger, and Syverson (2008) were the first to separately
identify demand and productivity shocks. They show that failing to disentangle demand and TFP
shocks leads to an underestimation of new entrants’ contribution to productivity growth. Foster,
Haltiwanger, and Syverson (2016) study the process of accumulation of idiosyncratic demand,
finding that demand shock builds up slowly and that it depends on past firm sales. Our results
complement theirs: though it takes time to build idiosyncratic demand, we show that reacting to
its fluctuations is easier than reacting to changes in productivity.

Our theoretical framework relies on a model of monopolistic competitionwhere firms choose
inputs to produce output, subject to a CES demand and a Cobb-Douglas production function as in
Melitz (2000).

The market appeal component ( i t ) picks up heterogeneity in firms’ demand driven by
differences in the perceived quality of the product, controlling for its physical attributes. It relates
to similar concepts introduced by Foster, Haltiwanger, and Syverson (2016) and Gourio and
Rudanko (2014), who link it to the stock of consumers who have tried the product in the past (the
“customer base”). Other instances of demand shocks consistent with our setting are spreading of
good word-of-mouth, improvements in the brand image, and the perception or the visibility of
the products, for example, as a result of advertising.

The idea behind this postulate is
that TFP shocks represent a shift in the production technology, and responding to them likely
entails shifting the way things are done within the firm: for instance, a change in the skill mix
of the employees or the use of different types of capital inputs. If the firm’s management lacks
the expertise to implement these complementary reorganizations, the adjustment of the scale
of operation following a TFP shock will be incomplete. This scenario might be less likely for
demand shocks, where the need to cater to a larger mass of customers can be met by simply
scaling up production without necessarily requiring reorganization.

The framework sketched in Section 5 delivers an empirical prediction for the presence
of a managerial ability friction: the size of the untransmitted component of TFP should be
smaller for firms with better managerial ability, as they are more likely to be able to reorganize
their activities to take full advantage of the productivity shock.18

Our results imply that managerial practices
are not only important for within-firm productivity growth, but also for the process of efficient
factors allocation across firms. Improving our understanding of the determinants of firms’ reaction
to shocks of different nature may contribute in an innovative way to the debate on the efficient
allocation of resources.

* J Prod Anal (2016) 45:131–155

The determinants of productivity in Chinese large and medium-sized industrial firms, 1998–2007

Sai Ding, • Alessandra Guariglia • Richard Harris

The average TFP growth in Chinese industries is 9.6 % per annum during the period
1998–2007, and is mainly driven by firm entry. The subsector decomposition exercises show that the inter-firm
resource reallocations are more prominent across industries than across provinces.

Productivity is viewed as the most important long-run
driver of economic growth in both economic theory and
empirical research. According to Klenow and Rodrı´guez-
Clare (1997), total factor productivity (TFP) growth
accounts for 90 % of the international variation in output
growth. Easterly and Levine (2001) argue that the major
empirical regularities of economic growth indicate an
important role for the residual rather than for factor accumulation.

Second, unlike most previous
studies, which rely on the method of Olley and Pakes
(1996) or Levinsohn and Petrin (2003) to construct TFP,
we use a system Generalized Method of Moments (GMM)
estimator (Blundell and Bond 1998). We believe it is
important to use this approach as many studies have shown
that firms have (unmeasured) productivity advantages that
persist over time, which need to be captured.

Our results indicate increasing returns to scale in the
majority of industries and a (usually large) positive time
trend representing technical change.

we calculate TFP using a Cobb-Douglas log-linear
production function approach including fixed effects. The
inclusion of fixed effects is necessary as empirical evidence
using firm-level panel data consistently shows that firms
are heterogeneous (productivity distributions are significantly
‘spread’ out with large ‘tails’ of firms with low
TFP), but more importantly that the distribution is persistent—
firms typically spend long periods in the same part of
the distribution (see, for instance, Bartelsman and Dhrymes
1998; Haskel 2000; and Martin 2008). Such persistence
suggests that firms have ‘fixed’ characteristics (associated
with access to different path dependent (in)tangible
resources, managerial and other capabilities) that change
little through time, and thus need to be modeled. In the
light of these considerations, we estimate the following

** Younger firms more productive

Firm age is found to affect TFP significantly and negatively
for most industries. This is consistent with the
belief that younger firms produce with greater efficiency
and better technology than older firms. Obviously the
hypothesis that productivity increases as the firm ages
through learning-by-doing is not supported by our data for

(Interesting articles with many references on productivty determinants)


Contemporary Economic Policy (ISSN 1465-7287)
Vol. 34, No. 3, July 2016, 572–586
Online Early publication October 23,

the measured TFP fails to provide true technology shocks if one of the assumptions is violated.

This section summarizes the theoretical background of estimating embodied technical
progress simultaneously with disembodied technical progress when there are scale economies
and imperfect competition. An empirical framework developed here will extend the model of
Kim (2014) to include a variety of factors that have influence on technical change.

We use the Japan Industrial Productivity (JIP)
Database 2011, which comprises various variables
necessary to estimate TFP for the Japanese
economy. Based on the database, we compile a
panel of 52 manufacturing industries for the year
1973–2010, from which we can construct all the
variables required for estimation.

Estimates of Determinants for Japanese Durable Manufacturing Productivity

Average TFP growth (Δ¯a)
Impact of trade
Interindustry externality
Embodied technology
Technology and market environment

The results suggest significant influence of
embodied technical progress on productivity
growth for the Japanese manufacturing industry,
which should be isolated from disembodied
technical progress in estimating the impact of
factor determinants of the productivity growth.

Technology embodied in the physical capital,
not the capital itself, determines productivity
growth. On the other hand, coefficient estimates
of R&D investment are statistically insignificant
in every model, suggesting technology acquired
from R&D investment generates productivity
growth when embodied into physical and
human capital.
For interindustry externality, IT investment of
the total manufacturing industry has positively
significant effects on productivity growth,

For globalization and trade, openness has a
negative and significant influence on productivity

Estimation results show that coefficient
estimates of technologies embodied in human
capital, physical capital, and IT capital are all
positively significant, suggesting the existence
of considerable embodied technical progress for
the Japanese manufacturing industry. Furthermore,
including embodied technical progress
renders the impact of physical and R&D capital
on productivity growth insignificant, implying
that R&D impacts are realized only after being
embodied into other capitals.

The Economic Journal, 126 (May), 654–681.Doi: 10.1111/ecoj.12373©2016 Royal Economic Society. Published by

JohnWiley & Sons, 9600 Garsington
Road, Oxford OX4 2DQ, UK and 350 Main Street, Malden, MA 02148, USA.


Maria Cubel, Ana Nuevo-Chiquero, Santiago Sanchez-Pages and Marian Vidal-Fernandez

Despite the large body of literature on the determinants of labour force earnings, a substantial part of the wage inequality across and even within a range of demographic characteristics and occupations still remains unexplained. In his seminal work, Becker (1964) highlighted the relevance of cognitive skills in explaining earning differences. However, variations in cognitive abilities fail to account fully for the residual wage inequality.

Within the set of non-cognitive skills, personality traits are one of the most relevant instruments in the study of differences in earnings. Mueller and Plug (2006) show that the effect of personality traits on earnings is of similar magnitude to the one of cognitive skills.

Recent studies have linked job performance and wages to the so-called ‘Big Five’ personality traits: openness, conscientiousness, extraversion, agreeableness and neuroticism (Heckman et al., 2006; Fletcher, 2013).

This article uses a laboratory experiment to directly test the relationship between the Big Five personality traits and individual productivity (claimed as the first article to use the methodology in this area).

 Nyhus and Pons (2005) report a negative correlation between neuroticism and wages for
both men and women, and a negative correlation of agreeableness with wages for women only.

To summarise the literature reviewed, the take home messages are:

(i) neuroticism and agreeableness are consistently correlated with lower earnings while more conscientious individuals present better labour market outcomes;
(ii) gender differences in the effects of personality traits can contribute to explain the gender wage gap; and
(iii) the estimated effect of personality is of comparable magnitude to that of cognitive skills.


This trait is defined as lack of emotional stability and predictability and by the presence of mood changes, anxiety and insecurity. Neuroticism has been consistently found to hinder wages.
Hence, hypothesis is that high levels of neuroticism should be correlated with low
performance in our experiment.

This trait measures the extent to which individuals are careful, responsible and hard
working. Because it is associated to efficient, organised, achievement-oriented and selfdisciplined
individuals, conscientiousness shows a consistent positive relation with labour market outcomes. In a similar way, we expect a positive relationship between conscientiousness and performance in our experiment, because being careful, efficient and focused should improve accuracy in the task.

Individuals who are open to new experiences are typically imaginative, artistic, curious,
creative and intellectually oriented. In their laboratory study, M€uller and Schwieren (2012) observe a negative correlation between openness and performance in the same addition task under piece-rate payment, albeit in a five-minute round. Our conjecture is that this  result might be driven by creative and artistic individuals who are likely to find the task repetitive and boring. They might also be more likely to engage in the experiment, as a new experience, but the characteristics of the task are likely to countervail this initial positive effect. Therefore, we expect a negative net effect of openness on performance in our task.

Survey evidence suggests that the overall effect of agreeableness on labour market outcomes is negative.

The facet of extraversion associated to ambition could have a positive impact on performance.

The hypotheses tested in the paper are:
HYPOTHESIS 1. Neuroticism is negatively associated with performance.
HYPOTHESIS 2. Conscientiousness is positively associated with performance.
HYPOTHESIS 3. Openness has a negative relationship with perforitude.


The Big Five personality traits are jointly significant and the individual scores are largely consistent with our hypotheses. As in the previous literature using survey data and in line with our hypothesis H1, more neurotic subjects perform significantly worse in our task:

Our hypothesis regarding conscientiousness (H2) is also supported. We find a positive and significant effect of this trait on performance, in line with the results obtained in both the economics and the psychology literatures. The coefficients for agreeableness and openness are, although insignificant, negative and of sizeable magnitude

Sunday, November 12, 2017

Vanadium Redox-Flow Storage Batteries

The patent for this battery was filed in 1986 by inventors - Maria Skyllas-Kazacos, Miron Rychick, Robert Robins


In the Chinese port city of Dalian, a plant is opened by Rongke Power to manufacture 300 MWs of storage batteries based on this technology. The plant has expansion plans to increase capacity to 3 GWs per year.

Saturday, November 11, 2017

Empowerment and Productivity

Empowerment and Productivity

empowerment can be used to increase employee productivity, organizational commitment, job
satisfaction, and innovativeness (Spreitzer, 1995; Lawler, Mohrman, and Ledford, 1992, 1995;
Neilsen and Pedersen, 2003; Kirkman and Rosen, 1999; Guthrie, 2001).

Sergio Fernandez and Tima Moldogaziev  "A Causal Model of the Empowerment Process: Exploring the Links between Empowerment Practices, Employee Cognitions, and Behavioral Outcomes"
Paper presented at the 11th National Public Management Research Conference,
Maxwell School, Syracuse University, Syracuse, New York, June 2-4, 2011.

Human resource productivity: Altin and Lars (2005) believed that productivity index in the services sector depends on human factors (human resource). Japan productivity center (JPC) introduced to increase productivity of employees in three factors: development of employees is included empowerment and their education, participative management, justice and equitable distribution (understanding of employees from equitable distribution and productivity growth); likewise, this center (JPC) knows factors of speed of operations, quality of operations, unit cost, job flexibility, people commitment, right communications, understanding of productivity, satisfaction and
quality of work life and goodness of people participation as indexes of people productivity (Stainer, 1997). Savery (1998) in the his study was stated main factors of people productivity in organization:
satisfaction of people from work and work life, flexible work-time, participative of employees with managers, motivation and attempt of managers and employees, continuous planning and up-date technology, education and empowerment o people, effective management, intelligence of people, pay and reward systems, view ofmanagement about productivity (positive or negative / continuous or sort-term) and finally the moral and commitment of employees about their job, careers and organization and responsibility. Ozbiligin (2005) knows the most important factors of human resource productivity are included creativity, pay levels, capability and skills of people, how to job path and position of people in organization, kind of management on them and organizational
flexibility. Wysocki & et al. (2006) were expressed that influence of human resource productivity in the today’s world is as a fact and also were said about factors which can affect on this face that are included: nature of  job and personality (appropriation of job and employee), motivation (financial and spirituality), job awareness and understanding, job satisfaction, QWL and participating people in organization activities, participating people in action and activity, importance to employees by CEO and not just important to work and finally having fair treatment with employees. Create areas of participation and corporation, use follower commands in creating objectives and pay attention to human behaviors, removing confrontations and contradictions, removing communication barriers are factors which cause to increase productivity in organization, likewise observing performance standards and attempt to improvement it, pay attention to satisfaction from kind of work and job,
knowing the important of work and understanding the beneficial of work are agents which increasing productivity(Khaki, 2007).

J. Basic. Appl. Sci. Res., 1(10)1603-1610, 2011
Journal of Basic and AppliedScientific Research

The Relationship between Empowerment and Human Resource Productivity in Organization
Noor-Mohammad Yaghoobi, Jamshid Moloudi , Omolbanin Azadikhah

Advantages of employee empowerment include: increased employee education and training;
employees participate in creating their own goals; increased employee contribution; increased
respect among employees secondary to teamwork; increased power equals lower absenteeism
and better productivity; employees have more satisfying work; an increased depth of competence among employees secondary to cross-training; less conflict with administration and managers; fewer middle management positions means decreased cost to the company. Employees are more likely to agree with changes if they participate in decision making.

Proceedings of the International Conference on Global Business, Economics, Finance and
Social Sciences (GB15_Thai Conference) ISBN: 978-1-941505-22-9
Bangkok, Thailand, 20-22 February 2015 Paper ID: T567

Empowerment as a New Approach in the Management
Hamid Saremi,
Department of Accounting,
Islamic Azad University,
Quchan, Iran.

Friday, November 10, 2017

Industrial Engineering - Bulletin Board

The earlier Blog URL:


Industrial Engineering Knol Books by Narayana Rao


Industrial Engineering Knowledge Revision - One Year Plan

January - February - March - April - May - June

July - August - September - October - November - December

The Purpose, Philosophy, Principles and Methods of Industrial Engineering
Masters in Industrial Engineering Programme Orientation Address 2016


November 2017

November - Industrial Engineering Knowledge Revision Plan

Empowerment and Productivity

Engineering Materials for Cost Reduction
Posted by Michael Pfeifer, Ph.D., P.E.
One approach to cost reduction is to re-engineer products to use less expensive materials or reduced quantities of higher priced materials.  This approach can have a significant impact on a product’s costs, since the materials used in a product account for a large part of its total cost.

Interesting work in Industrial Engineering being done by

Random Selection of Industrial Engineering Articles for the Day

Industrial engineering Principles, Methods Tools and Techniques

Industrial Engineers - Share at least one productivity idea of yours every year

Contribute Brainstorming Bits for Productivity Improvement.

I suggest that all industrial engineering participating in productivity improvement contribute at least one productivity initiative of theirs every year through a blog post, social media entry or email in a group. The blog post can be in their own blog, on a blog of their company or it can be submitted to blogs of their institute or professional associations. The social media posts can be on their profile, a page, or in a community. That way the community will have multiple examples of productivity improvement in the entire global economy and some of these examples act as brainstorming particles that excite others to think and implement productivity measures in their organizations. By sharing only one idea every year, every industrial engineer engaging in productivity improvement can energize the entire profession.

I am very happy that Mr. Keven McManus, a regular author in Industrial Engineer magazine supported the idea in FaceBook Community of IISE.

NIFT should focus on Industrial Engineering

Low Cost Materials and Processes - Information Board - 2014 - Database for Industrial Engineering and Value Engineering

Branding for Industrial Engineering

Industrial Engineering Strategy

Industrial Engineering of Technical Processes

  Manufacturing Systems Industrial Engineering
  Material Handling Systems Industrial Engineering
Quality and Inspection Systems Industrial Engineering
Storage and Warehouse  Systems Industrial Engineering
Supply Chain Systems Industrial Engineering
Logistics Systems Industrial Engineering
  Information Systems Industrial Engineering
Lean Manufacturing Systems Industrial Engineering
    Maintenance System Industrial Engineering

Industrial Engineering of Business Processes

Marketing and Selling Processes  Industrial Engineering
Purchase Processes  Industrial Engineering
Accounting Processes  Industrial Engineering
Customer Service Processes  Industrial Engineering
Human Resource Recruitment  Process Industrial Engineering

Continued in 

Productivity and Industrial Engineering News - Bulletin Board - February 2014

November 2014
Industrial Engineering Strategy - Decisions to be taken by top management
Toyota Production Industrial Engineering updated by adding all chapters of the book

July - Industrial Engineering Knowledge Revision Plan
Industrial Engineering Knowledge Revision Plan - Started on 17 June 2014

February 2014

Shigeo Shingo - The Japanese Industrial Engineer - Contribution to Industrial Engineering  Updated on 18.2.2014

3 Feb 2014
IntelliJ IDEA 13 Wins Jolt Productivity Award for Coding Tools 2014!
Dr. Dobb’s Journal named IntelliJ IDEA 13 the winner of the Jolt Productivity Award for Coding Tools 2014, an annual award given to the best IDEs and coding tools.

January 2014


Vacuum drying - increased moulding productivity - Plastics Processing

“Vacuum drying is six times faster than with desiccant systems, which not only makes possible much shorter cold startups but also reduces the risk of material degradation, since resin is exposed to elevated temperature for 80% less time,” said Mr. Smith. “This remarkable drying speed is attributable to a far more efficient method for extracting moisture from resin pellets — so much more efficient that vacuum dryers reduce energy consumption by up to 60% in comparison with desiccant dryers.”

Solutions to Drive Warehouse Productivity
In this webcast, Eric Hepburn, Vice President of Distribution Center Management for Penske Logistics, shares proven techniques on how to devise a labor management strategy that can make a huge impact on your distribution operations.


Three reasons why blogging helps research productivity

Efficient cooling system improves productivity in plastic moulding

As cooling time is the biggest factor in plastic moulding cycle and one of the deciding factors for the quality requirements, better control upon the same will improve the productivity to a great extent.
Analysis of cooling performance at regular intervals is always advisable to maintain and/or improve the cooling efficiency.
The pump/s, pipe diameter and cooling tower are selected accordingly and the design is optimised. Design can be optimised for new plants and for modification of existing plant.

Wave Walker Boosts Productivity
WaveWalker can considerably boost productivity in tasks such as drilling and pipeline and cable-laying.

Bangladesh boosts garment productivity with SewEasy System for industrial engineering
The SewEasy SMV estimation system, established on PMTS technology serves factories since 1996, and is based on MTM.

Remarkable increase in productivity with the new SEHO SelectLine
SEHO Systems GmbH, a worldwide leading manufacturer of automated soldering systems and customer-specific solutions, will present the new SEHO SelectLine selective soldering system

H.C. Starck's Newton facility awarded Industry Week's 2013 Best Plants
The global supplier of technology metals was able to reduce waste, optimize productivity, streamline processes, improve efficiencies, and reduce cost.


Productivity and Online Learning

The Need for Greater Productivity through Online Learning, Part 1
The Need for Greater Productivity through Online Learning, Part 2
The Need for Greater Productivity through Online Learning, Further Thoughts

Productivity Commission of New Zealand suggests 25 recommendations that it believed would boost the productivity of the services sector

Tap behavioural economics for productivity boost
Businesses must select leaders and managers who can engage their employees

Preparing For Productivity: The Rise Of The Maintenance Planner

Guide to assessing productivity in your organisation - Productivity South Africa
Download the Guide to assessing productivity in your organisation - (139KB)

The Domino N600i
The only digital colour label press that combines
the productivity of flexo with the flexibility of digital printing

Resource Productivity of Japanese Manufacturing Subsidiaries in the Philippines: A Comparative Case Study.
Source: DLSU Business & Economics Review . Jul2011, Vol. 21 Issue 1, p15-28. 14p. 5 Charts.
Author(s): Cortez, Michael Angelo A.
(EBSCO Host)

Industrial Productivity
What determines how much a worker can produce in different periods and in different countries? The answer is found in the study of a sensitive ratio between the cost of labor and the cost of machinery
By Seymour Melman
Scientific American Volume 193, Issue 1

3M™ High Productivity Pad 7300, 20 in, 5/case

Value Engineering of Ventilator

Productivity and IE in Stock and Commodity Exchange Trading

Integrated production planning and control: A multi-objective optimization model
Cheng Wang, Xiao-Bing Liu
Journal of Industrial Engineering and Management
Vol 6, No 4 (2013)

A Novel Optimization Method on Logistics Operation for Warehouse & Port Enterprises Based on Game Theory
Junyang Li, Xiaomin Zhu, Runtong Zhang
Journal of Industrial Engineering and Management
Vol 6, No 4 (2013)

2014 International Conference on Industrial Engineering and Applications(ICIEA 2014)

Papers on the following topics will be presented in oral and poster sessions:
· Decision Analysis and Methods
· E-Business and E-Commerce
· Engineering Economy and Cost Analysis
· Engineering Education and Training
· Global Manufacturing and Management
· Healthcare Systems and Management
· Human Factors
· Information Processing and Engineering
· Intelligent Systems
· Manufacturing Systems
· Operations Research
· Production Planning and Control
· Project Management
· Quality Control and Management
· Reliability and Maintenance Engineering
· Safety, Security and Risk Management
· Service Innovation and Management
· Supply Chain Management
· Systems Modeling and Simulation
· Technology and Knowledge Management

Conference papers will be selected to be published in Journal of Industrial and Intelligent Information (JIII, ISSN: 2301-3745, 10.12720/jiii,


Rokla Rockwheel cutting unit increases productivity in abrasive material mining

Productivity From Packaging Line Solutions
Rennco is a manufacturer of semi-automatic and fully automatic vertical bagging machines and medical device heat sealing systems

Low-cost and more versatile robots to increase productivity
Rise of the machines: Robots on the factory floor
Vanguard Plastics in Southington, Conn., has put a robot named Baxter($25,000) in its plant to work side by side with some of the 22 people on its floor.

New Inserts Boost Productivity in a Wide Range of Tough Turning Applications
Walter's new geometries bring production efficiencies for turning high temperature alloys, titanium machining and tough roughing jobs.

Drum Debarker — Continuous Wood Feeding And Other Productivity-Boosting Mechanisms

Reduce press downtime between jobs in stamping machines

How We Increased Productivity on the Shop Floor
Paul Downs founded Paul Downs Cabinetmakers in 1986. It is based outside Philadelphia.

Tips for Maximizing Productivity and Decreasing Costs in Welding Job Shops

Analysis of buffered assembly line productivity
Ryspek Usubamatov, Abd Alsalam Alsalameh, Rosmaini Ahmad, Abdul Rahman Riza, (2014) "Analysis of buffered assembly line productivity", Assembly Automation, Vol. 34 Iss: 1, pp.34 - 40

Comprehensive, quantitative bioprocess productivity monitoring using fluorescence EEM spectroscopy and chemometrics.
Analyst, 2014, Accepted Manuscript!divAbstract

InfoPrint Productivity Tracker
Insights to help drive out cost

Converged infrastructure boosts Oracle DBA productivity
Converged infrastructure boosts DBA productivity, according to a new Wikibon report. Wikibon’s research examined Oracle database administrators (DBAs) in particular and found that highly converged infrastructure lowered costs and raised productivity between 40 and 50 percent.


$1 billion Soros backed fund for Supply Chain Efficiency Improvement Projects

Niedermaier, CEO of New York-based Tau Investment Management has teamed up with investor Alexander Soros— the son of billionaire financier George Soros to raise $1 billion  to revamp the vast number of firms that form supply chains for various products. He said firms participating in supply chains are full of inefficiencies and outdated equipment that can be upgraded for a nice profit. His Tau Investments has chosen as its first target textile and apparel manufacturing in emerging markets, a $1 trillion industry.

Management and Productivity

Decreasing workplace transparency can increase productivity.

Harvard Business School Assistant Professor Ethan S. Bernstein shows that decreasing the observation of employees can increase their productivity.  His paper "Transparency Paradox: A Role for Privacy in Organizational Learning and Operational Control"  won the 2013 Best Published Paper Award from both the Academy of Management's Organization and Management Theory Division and Organizational Behavior Division.

Tivoli Storage Productivity Center - IBM
Tivoli Storage Productivity Center simplifies the following data and storage management processes:
Storage administration options where you can choose from an advanced GUI or VMware plug-in. It also includes Cognos® Business Intelligence and pre-designed reports.
Storage and device management to give you fast deployment with agent-less device management – while intelligent presets improve provisioning consistency and control.
Integrated performance management features end-to-end views, including devices, SAN fabrics and storage systems. The server-centric view of storage infrastructure enables fast troubleshooting.
Data replication management that enables you to have remote mirror, snapshot and copy management and supports Windows, Linux, UNIX and System z data.

Increasing  the productivity of sales simplifying the Insurance form filling process

Tata AIA Life Insurance Company Ltd today said it has implemented a host of new processes that will make life insurance simpler and increase the productivity of its sales force.
Tata AIA Life is one of the first insurance companies in India to fully switch over to a ‘Standard Proposal Form’ for all products consequently offering convenience in making completion of applications faster and easier for the customers. This also makes the agent sales kit lighter since different proposal forms for different products would not be required any further.

Productivity in Germany

Highest 111.June 2012
102.3 in November 2013

Impact of Temperature and Climate Variability on Milk Productivity of Bovines
Mitigation Measures - India

22 Productivity Principles From Proverbs

Improving field service productivity with tablet pcs

Modern Compass Improves Oilfield Productivity, Cuts Costs

U.S. Geological Survey (USGS) comments that multiple reservoirs of oil and gas can be now be accessed from a single platform by drilling vertically and then horizontally, but drill operators need to know which way their drill bits are going to maxi­mize production and avoid collisions with other wells. One way to accomplish this important task is to install a magnetometer—a sort of modern-day compass—in a drill-string instrument package that follows the drill bit.

ATC 900 the most productive tire changer solution on the market

The dual-disc bead breaker, center clamp system and automatic demounting tool make the ATC 900 the most productive tire changer solution on the market. Leverless demounting and powered wheel lift reduce technician fatigue and opportunity for injury. Dual disc bead breakers and servo positioned and electronically synchronized so the technician can efficiently maintain a safe and ergonomic bay position.

December 2013

Industrial Engineering of Warehouses - Efficiency Improvement of warehouses

The New role of Industrial Engineering  by Jan Kosturiak and Robert Debnar (Article in 2008)
Practices in USA, Europe and Japan Compared and Changing Directions Identified.

The American school of Industrial Engineering combines statistical methods in quality, mathematics and optimisation methods of operation research, simulation and  the methods for work analysis and facilities layout planning. The base of the methods of the Japanese school of Industrial Engineering is the Toyota Production System oriented on waste elimination in the entire value stream. But also Japanese universities and companies incorporated simulation, mathematics and operation research programmes into the traditional Industrial Engineering methods. In an  issue of Harvard Business review, Toyota´s President Katsuaki Watanabe emphasizes the importance of combining continuous improvement (Kaizen) with radical innovations (Kakushin).

 The traditional focus of Industrial Engineering is on process analysis and improvement.  and also the human aspects related to flexibility, productivity and creativity.

 Information technology is being increasingly integrated into IE courses and alongside the basic subjects that deal with hard facts, there are more and more classes looking at issues of teamwork, people motivation, communication skills, emotional intelligence and ethics.




Focus of Industrial Engineering

Systems Optimisation, Statistical Process Control, Simulation, Bottleneck Management, Project Management  - USA

Complex process optimisation, CIM, CAD/CAM, Flexible Automation, Systems Engineering, Digital Factory - Europe

Waste Elimination, Simplification, Visualisation, Low Cost Automation,  Common Sense, Lean, TPS, Kaizen - Japan

Typical Role of the Industrial Engineer

Systems Integrator, Optimiser, Process Improvement and re-engineering - USA

Production Process Optimisation, - Europe

Lean Manager, Teacher, Trainer, - Japan

Who are the Industrial Engineers?

Industrial Engineering Department, Operation Management - USA

Department of Work and Process Organisation, Production Planning Department _ Europe

Hancho – Supervisor on Shop Floor, Every Employee from CEO to the Worker on the Line has some IE Skills - Japan

Leading  associations and organizations

Institute of Industrial Engineers, Maynard´s, Lean Institute, MIT, Purdue University, Goldratt Institute - USA

REFA, MTM, Fraunhofer - Europe

Toyota, Nissan, Omron, JMA, JUSE - Japan

Some IE  Leaders

Babbage Towne, Hasley, Gantt, Taylor, Gillbreth, Ford, Deming, Shewhart, Pritsker, White, Malcom

Fayol, Mitrofanov, Altschuller, Schulmpeter, T.Baťa, J.Baťa, Warnecke

Toyota, Suzaki, Imai, Takeda, Shingo, Ishikawa, Taguchi, Ohno, Monden

Focus on the “empolyee´s muscles” (performance – physical intelligence) and brains (kaizen – mental intelligence) shifting to  Focus on the employee´s heart (self motivation, emotional intelligence)  and soul (moral and ethics – soul intelligence)

Management philosophy
Trade Off Thinking - High Quality OR Low Cost, Affordable OR Customized to Breakthrough Thinking, High Quality AND Low Cost, Affordable AND Customized

Improvement Concepts
Lean Manufacturing, Six Sigma, TOC shifting to Systematic Innovation, Lean Product Development

Management principles
Management by objectives, process and project management shifting to  Management by opportunities, company as a  living organism

Mass customisation,  individualisation, global competition, fast overcoming of traditional rules and standards mean that many change processes are running in companies world wide under the slogan “give your customer what he wants – but faster than your competitors”.

There are three fundamental concepts in industrial engineering focused on customer value:

1. Lean Management

2. Theory of Constraints based Total Productivity Management

3. Six Sigma

Over the last decade, many companies have tried to copy Toyota‘s principles. They are applying methods for waste elimination from production and business processes, they compare benchmark indicators like value added index or working hours per product. But the essence of Toyota’s excellence is not yet captured . Toyota has been developing this system consistently for over 50 years. Toyota has developed a system of knowledge which creates reusable knowledge, maintains it, and leverages its use in the future. Nobody from Toyota employees wrote a handbook of the Toyota Production System, this is the business of other management gurus. The values and principles of the Toyota Production System are developed in the minds and daily jobs of all the employees. All the knowledge gained throughout the design or production process, what works and what doesn’t work, could be captured and consistently applied for all future projects. Toyota doesn´t call its system “lean”, but it is lean, Toyota doesn´t speak about knowledge management, but it does it!

The lean concept originated in Toyota is oriented on waste identification and elimination from the whole process chain (Value Stream Management). In other words – lean focus is the maximisation of added value in all the production, logistical, administrative and development processes. TOC (Theory of Constraints) is based on the identification and elimination of the system´s constraints with the goal ongoing throughput improvement. The throughput is defined as the rate at which the organisation generates money through sales. In other words, throughput is the added value in the process chain per time unit. The Six Sigma philosophy identifies and eliminates variation from the value stream so that defects approach zero and quality delights the customer. Six Sigma, Lean and TOC continuously improve knowledge in pursuit of perfection and involve and empower the employees.

Many companies are oriented on low cost strategies. But some cost attack programmes or the transfering of production facilities to low cost countries showed that it is not the right and strategic solution. In recent years, many West European and US manufacturing firms have moved their production plants to the low cost countries. Over time, they recognised that they had lost some competitive advantages because some departments were physically separated (e.g. product design and development, production engineering, production, logistics) and the communication and co-operation between them was limited. Also many cultural differences reduced the effects of the low cost location. Not even the massive implementation of lean management, Six Sigma or other world class concepts can sometimes bring any radical improvement. Company success is not only in the optimisation of current processes (doing right things right).

 What is the new role of industrial engineering in coming years?

1. The industrial engineer will still focus on value stream improvement, but not only in manufacturing. Administrative, product development, customer service and logistical processes offer huge improvement potential.

2. The integration of traditional concepts for process improvement like Lean, Six Sigma and TOC. These concepts for waste elimination, reduction of process variation and throughput increase will be combined with concepts for customer value creation.

3. Today, the typical job position of industrial engineers is in the production and logistics departments. In the future, the industrial engineers will penetrate into the departments for product and process development and innovation management, where the higher opportunities to reduce costs, eliminate waste and improve quality rather than production are.

4. Industrial engineers have to increase their orientation on the people. Not only in the traditional sense – ergonomics, but also in the areas of emotional intelligence, co-operation, knowledge management, coaching, training, leadership, communication, etc. The companies should be able to solve the following important questions regarding knowledge management: How to share, communicate and develop the best corporate practices in the organisation? How to transfer knowledge between employees on the projects and actions in the company? How to increase and measure knowledge? How to change knowledge into innovation as fast as possible?

5. The design and development of teamwork in the entire company – this is the crucial competence of industrial engineers for the future. They need to work in  the creative teams of strong individuals, focused on innovation ability.  The other important task is to work in  multi-cultural teams in the global production networks.

6. Work analysis and measurement is the traditional competence of industrial engineers. New opportunities for this discipline are in logistics, distribution, office, and product and process development.

7. Industrial engineers will penetrate from production departments to other company areas. There are many new application fields for traditional IE methods – e.g. 5S in information systems, simulation and value stream management of supply chain networks, simplification and streamlining of management processes – waste in meetings, reporting, etc.

The most used methods and concepts of industrial eingineering in the industrial companies are  – Value Stream Industrial Engineering  (not only in production processes, but also in office, logistical chains and product development processes),  – Work Analysis and Measurement (in European companies more traditional methods are used MTM or UAS, American companies use MOST more often),  – Computer simulation (in Europe EM Plant or Witness, in US companies more often, Arena, Automod, etc.),  – TPM based waste elimination - Total Productivity Management based on TOC  – Quality in process – SPC, poka yoke, andon, jidoka, stop line  – 5S and Quick Changeover  – Different Systematic Problems Solving Approaches – Kaizen (individual improvement ideas, workshops, quick win activities, Improvement Projects with DMAIC methodology  – Planning of U shaped  Lines with one piece flow and Low Cost Intelligent Automation (LCIA) concepts  – Team work, visual management, management by objectives  – Pull systems in production and logistics (internal and external milk run concepts)  – Traditional IE problem solving methods – FMEA, QFD, Project Management, A3 reports, etc. -

Productivity Solutions - Corus

November 2013

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

EM - The Trade Magazine on Efficient Manufacturing

October 2013

An Interesting Book published in 1921
What industrial engineering includes; for industrial executives; 101 things to do, 1001 results others secured
Author: Knoeppel, C.E., & co. (New York). Full book can be downloaded from Archive.Org

Wearable technology for warehouse

Industrial Engineering - History  article published

September 2013

It should be stated here emphatically that there is nothing that can permanently bring about results from scientific management, and the economies that it is possible to effect by it, unless the organisation is supported by the hearty co-operation of the men. Without this there is no scientific management. - Gilbreth in Applied Motion Study, Book. Page No. 29-30

Frugal Engineering - Product design for Bottom of the pyramid consumers - An emerging paradigm. Industrial engineers have to understand and contribute to it as value engineering is an important component of it.      Frugal Engineering - Introduction Note - Bibliography and Case Studies

How to Make a Pareto Chart using Excel Pivot Table

Economically Efficient Design of Products and Production Processes - Presentation Transcript

How to Get Your Trucks Loaded by the End of the Week

Walmart ready to give loans to Bangladesh companies for improving safety. It procures from 280 firms in Bangladesh.!

August 2013

Taylor's Contribution to Industrial Engineering in Shop Management and Scientific Management

F.W. Taylor's Shop Management Classified into Themes

Defintion of Management - F.W. Taylor
Difference in Production Quantity between a first class man and an average man - F.W. Taylor
Developing and Employing First Class People in an Organization
Confronting Soldiering - Slow Pace of Work
Halsey Plan - F.W. Taylor's Comments
Task Management

Plant Layout Optimization - Case Studies

July 2013

Laboratories to accompany Intro to IE Course


North Eastern University's Allen Soyster, former IIE President


Robots operating CNC Machines
Video included in the web page.

Energy Cost Optimization in a Water Supply System Case Study
Daniel F. Moreira and Helena M. Ramos
Journal of Energy
Volume 2013 (2013), Article ID 620698, 9 pages

Accounts Payable Automation DHL EXEL Supply Chain - IBM ECM Presentation



Door Handle Assembly on Conveyor


May 2013

An interesting note on productivity of knowledge workers.
Knowledge at Wharton article
Productivity in the modern office: A Matter of impact

10.3.2013  has some interesting subjects including ergonomics by Prof Debkumar Chakraborty, IIT Guwahati. Check the site.


An Interesting paper on Innovation and TQM relation. A good matrix of man, machine, material, method, culture was given in the paper

Process Techno - Innovation Using TQM in Developing Countries Empirical Study of Deming Prize Winners

 The companies studied are Indian companies

By Fasil Taddese(1), Hiroshi Osada(2)

1 (Ph.D Student) Graduate School of Innovation Management, Tokyo institute of Technology. Japan. Tel: +81-3-90-9818-6778. E-mail: fasil.t.aa   at
2 (Ph.D) Professor of Management of Technology. Graduate School of Innovation Management, Tokyo Institute of Technology. Japan. Tel: +81-3-3454-8979. E-mail: hosada  at

Productivity Improving Technologies - Wikipedia Article - Good article

1994 Ergonomics Conference Proceedings VI - Good description of methods engineering class room exercise is there in it.
Google Book Link -

Manufacturing Design for Productivity - Airconditioner Assembly Line
A good report with good literature review

26 December 1791 - Birthday of Charles Babbage Industrial Engineering Pioneer -

News Resources for Food manufacturers to improve their productivity

Google Book Link for the book The Dynamics of Progress; Time, Method and Measure
Rationalising production, human activity are discussed in detail in this book

A good presentation on Basis of Industrial Engineering - Methods Improvement and Work Measurement - 235 slides


USC Viterbi Daniel Epstein Department of Industrial Engineering

With the formation of the new Daniel J. Epstein Institute, the Epstein Department is uniquely positioned to be the thought leader in shifting the industrial engineering profession paradigm from cost and time minimization to one that includes quality of life factors as well.

Stan Settles
Epstein Department Chair


A Collection - Cost Reduction - Concepts Papers, Cases, Reports and News

Addressing the potential rebound effect of efficiency improvement in a polyethelene plastic bag production company.

Daphne Anne Patricio,  Jerrick Christopher Dy, and Dr. Anna Bella Siriban-Manalang
Industrial Engineering Department, De La Salle University, Manila, Philippines

Dr. Anna Bella Siriban-Manalang is now a very popular speaker in various global forums on lean systems and sustainability.
(emails of writers available in the paper)


Part handling aids
soft drop chute

Physiology of Race Walking

Ergonomics - Knol Book  more chapters added to the book

Birthday of Frank Gilbreth - Our appreciation of Gilbreth for his contribution to  development of a discipline.
Bricklaying System - Book by Gilbreth - It is a full view book

Let Industrial Engineering Be Your Guide on the Road to Foodservice Design Efficiency

University of Tennessee - Global IE student education and project camp
More than 90 students from developing countries will converge on the University of Tennessee campus this month for a College of Engineering program to learn cutting-edge industrial engineering practices  in the area lean systems and gain cultural experiences.

July 7 is Frank Gilbreth's Birthday. Knowledge day for Industrial Engineering

Interesting Articles

Democracy or Seduction? The Demonization of Scientific Management and the
Deification of Human Relations By Kyle Bruce 2009

Critical Theorising, Taylorist Practice, and ILO Chrys Nyland, Confernce paper, 2001

The Politics of Management Thought: A Case Study of the Harvard Business School and the Human Relations School, Ellen S. OConnor, Stanford,
Academy of Management Review, January 1999

Elton Mayo on Hawthorne Studies

An interesting article by Juran
The Taylor System and Quality Control

One more article of interest

Quality Wars - Google Book

Sakamoto, Shigeyasu, "Process Design Concept: A New Approach to IE", Industrial Engineering, March 1989, pp. 31-34.

In this article Sakamoto advocated process design based on the management requirements or the system requirements. My opinion is that designing a system based on requirements is the job of experts in that discipline. For example forging experts would design forging process and welding expert would design welding process. Industrial engineers enter the picture only after the initial visioning of the process was done by the concerned field experts.

Paper: The New Role of Industrial Engineers may not include Traditional Industrial Engineering Practices
Michael Sanders and Kenneth Morrison;jsessionid=djkl88nc1vdx?url=file%3A%2F%2Flocalhost%2FE%3A%2Fsearch%2Fconference%2F28%2FAC%25202004Paper826.pdf

Competencies for Industrial Engineers document

High Velocity SAS Coding: Application of IE to software Development

Implementation of industrial engineering principles to improve a Mercedes Benz vehicle service centre

Piloting Lean Principles at Intermountain Health Care

Book Information

Kaizen for Quick Changeover
by Keisuke Arai, Kenichi Sekine
Google book link

2nd International Conference on Industrial Engineering (ICIE) at SVNIT Surat, 20-22 February 2013

Articles in Japanese - Translate using Google translate and read them
Analysis techniques for efficient transportation layout
See all its pages

____________________ ____________________
Industrial Automation and Control  NPTEL Video Lecture Series Play List

Introduction to Industrial Engineering by Jane M. Fraser is now available at

Productivity improvement initiatives of Small and Medium Enterprises Development Authority, Pakistan


Miniature V-8 engines
Industrial engineering students are to be encouraged to take up similar production activities on hobby basis.


Funding of Value Engineering Projects through Corporate versus Business Unit Level - Cisco case study - 2008 - MS thesis  MIT

Cost Analysis for Light Duty Vehicles - Analysis for EPA - 2009 analysis


Twinkle, Twinkle India's NITIE  Poem incorporating IE tools and principles

Process action teams at Boeing article 2007 Boeing News

Engineering Ergonomics at Boeing article 2007 Boeing News
Mechanism of ballistic movement
Ph d Thesis


What is Industrial Engineering? Article By KVSSNRao
What is Industrial Engineering? Videos
What is industrial engineering? Going's Answer in 1911 (Summary)
What is industrial engineering? Going's Explanation in 1911 (Full chapter)

What is industrial engineering?
1934 article

Evolution of Industrial Engineering
Link to access the article
NC State University article.
Interesting point. Emphasizes discrete mathematics

Hindu education plus article on IE and IE B.Tech and M.Tech programmes in India

New knols

2011 - Knol Day of Economics - 15th May - Birthday of Paul Samuelson
Economics is an important for industrial engineers.

Industrial engineering directs the efficient conduct of manufacturing, construction, transportation, or even commercial enterprises of any undertaking, indeed in which human labor is directed to accomplishing any kind of work . Industrial engineering has drawn upon mechanical engineering, upon economics, sociology, psychology, philosophy, accountancy, to fuse from these older sciences a distinct body of science of its own . It is the inclusion of the economic and the human elements especially that differentiates industrial engineering from the older established branches of the profession (Going, 1911)

IEs have to remember economists and their contribution to improving engineering economics.

Emmy Aware Winning Video on Industrial Engineering from University of Buffalo.


Article on the video on IIE website

Department of Industrial Engineering, ICAI Engineering School, Comillas Pontifical University, Madrid  (Job advertisemet in 2009)
Software for Motion Economy

Generating Economic Motion Plans for Manual Operations - Masters Thesis (Computer Engineering)


IE Conference, India, February 2011

West Bengal University of Technology (WBUT)
BF 142 , Sector-1, Salt Lake City,
Kolkata 700064,

The 1st National Conference on Industrial Engineering (NCIE-2011) is being organized by the Department of Industrial Engineering & Management at West Bengal University of Technology, Kolkata India. The focus of the conference is on recent advances in the area of Industrial Engineering & Management in improving the productivity of industrial firms.

Paper Submission Deadline: 5th February 2011
Registration Deadline: 12th February 2011
Conference Date: 17th and 18th February 2011

Industrial Engineering Knol Books

 New Concept to be explored


Interesting links on value engineering

DoD value engineering handbook

The U.S. Army Corps of Engineers Europe District value engineering program identified more than $150 million in potential savings on projects in fiscal 2009 – the most ever identified in a fiscal year to date.
The biggest contributors to the windfall include $21 million in accepted savings from a Missile Defense Agency site in Poland and $18 million in potential savings from a family housing project at Wiesbaden.


Recent Knols Posted

A case study of use to industrial engineers
Handling Plastics in a Materials Recovery Facility Appendix A
Optimization of Actual Operations
Appendix A Material Recovery Facility Case Studies

Job announcement for Industrial Engineering Manager in Linkedin

Industrial Engineering Manager
Extensive Meat Background (5-10 Years) with experience in Time and Motion Studies. It is a Corporate Position and is based out in KY.
Posted in linkedin around 22.8.2009

Task Analysis

A small presentation on task analysis by Prof. Alan Hedge, Cornell University, 2008

Message from a Past IIE President - December 2008

Article "Leading the Way: The Future of Industrial Engineering is in our Hands", by Louis Martin-Vega, Dean of Engineering at North Carolina State University, Industrial Engineer, December 2008.

He outlined four challenges for the profession

1. All IEs need to expand their roles as advocates of IE.
2. All IEs have to try harder to intersect with sister engineering disciplines.
3. Increase domain expertise in emerging areas like energy and environment managment.
4. Use modern educational tools in IE curriculums.


Ergonomics in manufacturing

 By Waldemar Karwowski, Gavriel Salvendy

Industrial Engineering Blogs


Knols on Industrial Engineering

Written by

Narayana Rao K.V.S.S.

By Narayana Rao K.V.S.S.

Updated  12 November 2017,  26 July 2017,  18 June 2016,  12 June 2016,  3 Jan 2015