Tuesday, October 31, 2017

October - Industrial Engineering Knowledge Revision Plan


Principles of Motion Economy, Motion Study, Ergonomics, Job Evaluation, Wage Incentives

Principles of Industrial Engineering


October - First Week

Human Effort Industrial Engineering

We studied Taylor's Scientific Management in the introduction to industrial engineering. In Human Effort Industrial Engineering, we need to study "Motion Study" by Frank Gilbreth in full to understand the origin of the discipline.

MOTION STUDY - Frank B. Gilbreth - Part 1




MOTION STUDY VARIABLES - Frank B. Gilbreth - Part 2

I. Variables of the Worker.
II. Variables of the Surroundings, Equipment, and Tools
III. Variables of the Motion.


MOTION STUDY VARIABLES - Frank B. Gilbreth - Part 3

Variables described by Gilbreth tell us about the early scientific framework of human productivity science. We need to identify the variables that were subsequently added to this framework and scientific laws developed based on them.

MOTION STUDY VARIABLES - Frank B. Gilbreth - Part 4

MOTION STUDY VARIABLES - Frank B. Gilbreth - Part 5

MOTION STUDY VARIABLES - Frank B. Gilbreth - Part 6

October - Second Week


Principles of Motion Economy
Principles of Motion Economy - More Details - R.M. Barnes

Motion Study - Human Effort Engineering

The Two-Handed Process Chart for Motion Study
Motion Study - Operation Analysis - Questions

Principles of Human Effort Engineering
Operator Productivity Improvement Using Appropriate Hand Tools - Introduction to Jigs and Fixtures


October - 3rd Week - Ergonomics

Human Effort - Nature and Effects

Basic Ergonomic Principles


Ergnomic Guidelines for Manual Material Handling


Ibrahim H. Garbie
Department of Mechanical and Industrial Engineering, Sultan Qaboos University

October - Fourth Week - Human Productivity Management

Job Evaluation

Pay Reforms

Wage Incentives - Literature Review


Psychology of Management - Lilian Gilbreth Summary

One Year Industrial Engineering Knowledge Revision Plan

January - February - March - April - May - June

July - August - September - October - November - December

17 October Birthday - Ralph M Barnes (1900)
Rules of Barnes

Updated  30 September 2017,  23 August 2017,  11 Sep 2016

Thursday, October 19, 2017

Focus Areas of Industrial Engineering - Proposed in 2017

Focus Areas of Industrial Engineering - First Presented in the Commencement Lecture of PGDIE Program, NITIE, 2017




Productivity Science

Product Industrial Engineering

Process Industrial Engineering

Industrial Engineering Optimization

Industrial Engineering Statistics

Industrial Engineering Economics

Human Effort Industrial Engineering

Productivity Measurement

Productivity Management

Applied Industrial Engineering

The focus areas are based on the following explanation of Functions of Industrial Engineering



The functions of industrial engineering are derived from the Principles of Industrial Engineering presented at the 2017 Annual Conference of IISE, held at Pittsburgh, USA

Taylor - Narayana Rao Principles of Industrial Engineering



Applied Industrial Engineering

3D priniting or any new technology does not make IE obsolete.  It provides additional work to IEs. IEs have to focus on different areas. Therefore we have to appreciate your specialization in IT

New technologies do not make IE irrelevant. In Industrial Engineering Focus areas,  I added Applied Industrial Engineering as a new area. Focus Areas of Industrial Engineering -

Applied industrial engineering indicates the application of IE principles, methods and techniques in each new technology to make it more productive and reduce its cost in each application. It involves identifying specific technology and management dimensions that have an effect on productivity (productivity science)  and changing the processes and management procedures to maintain the variables in the required magnitudes and proportions (productivity engineering and management). So 3D printing requires industrial engineering and industrial engineers in the area of manufacturing 3D printing machines and also to utilize 3D printing process with increasing levels of productivity.

Each technological development, increases the work for industrial engineers by providing new technology on which IEs have to work. IE is industry expansion engineering and each new engineering product and service depends on IE for its growth.

It is a comment I wrote on the blog post in IISE blogs


Sunday, October 15, 2017

Behavioral Approach to Productivity and Productivity Management


Participative management system


Managing productivity in organizations : a practical, people-oriented perspective

This book provides information on the effects of several behavioural science techniques that are believed to improve productivity in organisations.

Managing productivity in organizations : a practical, people-oriented perspective

Richard E. Kopelman.
New York : McGraw-Hill, c1986.

Advances in Ergonomic Design of Systems, Products and Processes pp 15-30 |
Human-Oriented Productivity Management as a Key Criterion for Success in the Digitalised Working World

Patricia Stock, Sascha Stowasser

The world of work and business is constantly changing. At the moment, the digitalisation megatrend is significantly changing framework conditions for companies with a range of new requirements. Within this context, a growing desire for more flexibility, which can be achieved thanks to new developments in information and communication technology, can be seen both at companies and among employees. To ensure the long-term success of digitalisation at companies, work must be organised with a human-oriented focus in all operating areas. Human orientation has both a direct as well as an indirect impact on productivity. For efficient human-oriented productivity management, new methods and tools in industrial engineering are required, which would allow the digitalised working world to be analysed and shaped.


Advances in Ergonomic Design of Systems, Products and Processes: 2016 - Book Information

Advances in Ergonomic Design of Systems, Products and Processes: Proceedings of the Annual Meeting of GfA 2016

Christopher Marc Schlick, Sönke Duckwitz, Frank Flemisch, Martin Frenz, Sinem Kuz, Alexander Mertens, Susanne Mütze-Niewöhner
Springer, 01-Feb-2017 - Technology & Engineering - 366 pages

These proceedings summarize the best papers in each research field represented at the 2016 Annual Meeting of the Human Factors and Ergonomics Society (GfA) in the German-speaking area, held at Institute of Industrial Engineering and Ergonomics of RWTH Aachen University from March 2–4. The meeting featured more than 200 presentations and 36 posters reflecting the diversity of subject matter in the field of human and industrial engineering. This volume addresses human factors and safety specialists, industrial engineers, work and organizational psychologists, occupational medicines as well as production planners and design engineers.


Christopher Marc Schlick - Check for his articles

Interesting articles

Human-Oriented Productivity Management as a Key Criterion for Success in the Digitalised Working World
Patricia Stock, Sascha Stowasser
Pages 15-30

Fields of Action for Work Design in Industrie 4.0
Tim Jeske, Frank Lennings
Pages 61-72
Skilled Workers: Are They the Losers of “Industry 4.0”?
Georg Spöttl
Pages 73-87
Work Requirements and Qualifications in Maintenance 4.0
Lars Windelband
Pages 89-102

Training Interventions to Increase Innovation and Productivity in Age-Diverse Teams
K. Küper, W. Rivkin, K.-H. Schmidt
Pages 115-124

Front Matter
Pages i-ix

Best-Practice Approach for a Solution-Oriented Technology Assessment: Ethical, Legal, and Social Issues in the Context of Human-Robot Collaboration
Jochen Nelles, Susanne Kohns, Julia Spies, Christina Bröhl, Christopher Brandl, Alexander Mertens et al.
Pages 1-14

Human-Oriented Productivity Management as a Key Criterion for Success in the Digitalised Working World
Patricia Stock, Sascha Stowasser
Pages 15-30

Recource-Constrained Project Scheduling Problem: Investigation of the Quality of Project Plans
Sven Tackenberg, Sönke Duckwitz, Christina Schmalz, Christopher Marc Schlick
Pages 31-59

Fields of Action for Work Design in Industrie 4.0
Tim Jeske, Frank Lennings
Pages 61-72
Skilled Workers: Are They the Losers of “Industry 4.0”?
Georg Spöttl
Pages 73-87
Work Requirements and Qualifications in Maintenance 4.0
Lars Windelband
Pages 89-102

Development of a Business Game for Teaching the Kanban Method
David Brown, Sven Hinrichsen, Melissa Paris
Pages 103-114

Training Interventions to Increase Innovation and Productivity in Age-Diverse Teams
K. Küper, W. Rivkin, K.-H. Schmidt
Pages 115-124

Change into an Ergonomic 3 Shift Model with a Reduction of the Night Shifts for All Workers
Corinna Jaeger
Pages 125-133
Vocational Competency Management Through the Use of Serious Games: Opportunities and Risks Using the Example of the Harbour Industry
Daniela Ahrens, Sven Schulte
Pages 135-148
Retirement Research Requires a Broad View and Interdiciplinarity
Hans Martin Hasselhorn, Melanie Ebener, Wenke Apt
Pages 149-158
Age-Differentiated Analysis of the Influence of Task Descriptions on Learning Sensorimotor Tasks
Francoise Kuhlenbäumer, Philipp Przybysz, Susanne Mütze-Niewöhner, Christopher Marc Schlick
Pages 159-175
The Potential of Virtual Interactive Learning Environments for Individual and Organizational Learning: An Example for the Maintenance of Electrical Equipment
Michael Dick, Tina Haase, Wilhelm Termath
Pages 177-190
Designing Rooms for Virtual, Informal Communication: Reciprocal Awareness as a Central Criterion
Corsin Flepp, Michael Imhof, Gregory Meier, Thomas Ryser, Roger Burkhard, Hartmut Schulze et al.
Pages 191-208
Analysis of the Stress and Strain of Repetitive Assembly Tasks
Markus Jürgen Heidl, Alexandre Boespflug
Pages 209-218
Analysis and Evaluation of Physical Workload During Long-Cyclic Tasks as a Prerequisite for Ergonomic Work Design
Dorothee Müglich, Karlheinz Schaub, Bastian Kaiser, Steffen Rast, Lukas Bier, Katharina Rönick et al.
Pages 219-232
Walking “Normally” vs. “Sideways” in Simulated, Simple Assembly Operations: Analysis of Muscular Strain in the Legs
Jurij Wakula, Dorothee Müglich, Ralph Bruder
Pages 233-245
Analysis of a Multimodal Human-Robot-Interface in Terms of Mental Workload
Marc Schneider, Barbara Deml
Pages 247-260
How to Evaluate the Usability of Smart Devices as Conceivable Work Assistance: A Systematic Review
Jan Terhoeven, Sascha Wischniewski
Pages 261-274

Menu Styles of Mobile Devices and Their Influence on Gaze Behavior While Walking
Jessica Conradi, Bjoern Nord, Thomas Alexander
Pages 275-288
An Age-Differentiated Perspective on Visualizations of Personal Health Data
Sabine Theis, Peter Rasche, Alexander Mertens, Christopher Marc Schlick
Pages 289-308
How the Duration of Automated Driving Influences Take-Over Performance and Gaze Behavior
Anna Feldhütter, Christian Gold, Sonja Schneider, Klaus Bengler
Pages 309-318
Uncanny and Unsafe Valley of Assistance and Automation: First Sketch and Application to Vehicle Automation
Frank Flemisch, Eugen Altendorf, Yigiterkut Canpolat, Gina Weßel, Marcel Baltzer, Daniel Lopez et al.
Pages 319-334
Man-Robot Collaboration in the Context of Industry 4.0: Approach-Avoidance Tendencies as an Indicator for the Affective Quality of Interaction?
Gerhard Rinkenauer, Adrian Böckenkamp, Frank Weichert
Pages 335-348
Joint Angle Depending Representation of Maximum Forces in Digital Human Models: Investigating Multivariate Joint-Torque Polynomials for Elbow Flexion and Elbow Extension
André Kaiser, Michael Spitzhirn, Angelika C. Bullinger
Pages 349-366

Work Systems - Definition and Evolution of Work Systems Design in Industrial Engineering

ISO 6385:2016 Preview
Ergonomics principles in the design of work systems

ISO 6385:2016 establishes the fundamental principles of ergonomics as basic guidelines for the design of work systems and defines relevant basic terms. It describes an integrated approach to the design of work systems, where ergonomists will cooperate with others involved in the design, with attention to the human, the social and the technical requirements in a balanced manner during the design process.

Users of this International Standard will include executives, managers, workers (and their representatives, when appropriate) and professionals, such as ergonomists, project managers and designers who are involved in the design or redesign of work systems. Those who use this International Standard can find a general knowledge of ergonomics (human factors), engineering, design, quality and project management helpful.

The term "work system" in this International Standard is used to indicate a large variety of working situations, including permanent and flexible work places. The intention of this International Standard is to assist in the improvement, (re)design or change of work systems. Work systems involve combinations of workers and equipment, within a given space and environment, and the interactions between these components within a work organization. Work systems vary in complexity and characteristics, for example, the use of temporary work systems. Some examples of work systems in different areas are the following:

- production, e.g. machine operator and machine, worker and assembly line;

- transportation, e.g. driver and car or lorry, personnel in an airport;

- support, e.g. maintenance technician with work equipment;

- commercial, e.g. office worker with workstation, mobile worker with a tablet computer, cook in a restaurant kitchen;

- other areas like health care, teaching and training.

The observance of ergonomic principles applies to all phases throughout the life cycle of the work system from conception through development, realization and implementation, utilization, maintenance and support to decommissioning.

The systems approach in this International Standard gives guidance to the users of this International Standard in existing and new situations.

The definitions and ergonomic principles specified in this International Standard apply to the design of optimal working conditions with regard to human well-being, safety and health, including the development of existing skills and the acquisition of new ones, while taking into account technological and economic effectiveness and efficiency.

The principles in this International Standard are applicable to many other human activities, e.g. in the design of products for domestic and leisure activities. A more general description of the principles in this International Standard can be found in ISO 26800.



IISE Work Systems Division members have an interest in the art, science, and practice of designing, implementing, analyzing and improving human-machine systems that work together to produce goods and provide services.

Vision (what we want to become)
Work Systems Division is to be the leading source for promoting advancements in the science, mathematics, and engineering principles that define work systems.
The Work Systems Division inspires those with an interest in designing, implementing, analyzing, and improving Work Systems in all environments (terrestrial, subterranean, underwater, atmospheric, outer space, cyberspace, etc.).
Mission (what we are doing today)
The Work Systems Division primary focus is on defining/establishing a work systems framework and scientific approach to design, standardization, measurement, analysis and optimization.

"A work system is a system in which human participants and/or machines perform work using information, technology, and other resources to produce products and/or services for internal or external customers. Typical business organizations contain work systems that procure materials from suppliers, produce and deliver products or services to customers, find customers, create financial reports, hire employees, coordinate work across departments, and perform many other functions.

The work system concept is a common denominator for many types of systems that operate within or across organizations."


Holitistic Work System Design and Management - Oulu Phd thesis

Industrial Engineering and Ergonomics: Visions, Concepts, Methods and Tools Festschrift in Honor of Professor Holger Luczak

Christopher M. Schlick
Springer Science & Business Media, 03-Oct-2009 - Technology & Engineering - 710 pages

The 60th birthday of Prof. Luczak is the reason for this book. He will be honoured for his research work during the "GfA-confernece" in March 2009. This book is the correspondig "Festschrift" for him.

Age-Differentiated Work Systems

Christopher Marc Schlick, Ekkehart Frieling, Jürgen Wegge
Springer Science & Business Media, 14-Mar-2013 - Technology & Engineering - 448 pages

The disproportionate aging of the population of working age in many nations around the world is a unique occurrence in the history of humankind. In the light of demographic change, it is becoming increasingly important to develop and use the potential of older employees.

This edited volume Age-differentiated Work Systems provides a final report on a six-year priority program funded by the German Research Foundation (DFG) and presents selected research findings of 17 interdisciplinary project teams. The idea is that it will serve both as a reference book and overview of the current state of research in ergonomics, occupational psychology and related disciplines. It provides new models, methods, and procedures for analyzing and designing age-differentiated work systems with the aim of supporting subject matter experts from different areas in their decisions on labor and employment policies. Therefore over 40 laboratory experiments involving 2,000 participants and 50 field studies involving over 25,000 employees were conducted.

Further objectives of the edited volume were to provide a pluridisciplinary compilation of the extensive information acquired over the six-year program period, to illustrate the range of the research field, and to convey an integrated understanding of age-differentiated work systems to readers.

Work Systems Engineering - Groover

Work in work systems refers to human work

Work Is our primary means of livelihood
Serves an important economic function in the global world of commerce
Creates opportunities for social interactions and friendships
Provides the products and services that sustain and improve our standard of living

Work is an activity in which one exerts physical and mental effort to accomplish a given task or perform a duty
Task or duty has some useful objective
Worker applies skills and knowledge for successful completion
The activity has commercial value
The worker is compensated

Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, 2007
Pearson Education, Inc., Upper Saddle River, NJ.


Saturday, October 14, 2017

Machine Based Industrial Engineering - Japanese Practice - Karakuri Kaizen

Karakuri in Japanese  “からくり改善”

Machine Based Industrial Engineering - Narayana Rao

Prof. Narayana Rao indicated that while Taylor and Gilbreth advocated improvement of both machine and work of man for increasing productivity, Industrial engineering discipline and profession gradually neglected machine improvement. The technical component of IE gradually deteriorated so that engineering disciplines started considering IE as a non-engineering discipline and they termed it imaginary engineering (where engineering is not present).

But Japanese IE has emphasized machine improvement appropriately and came out with ideas like SMED and Poka-Yoke. Japanese IE practices Karakuri Kaizen or production equipment improvement for productivity improvement.

You can get an idea of Japanese practice from the information of the training programme brochure by JIIE.

Production equipment and improvement tools - the IE viewpoint

 Production Equipment / Improvement Tools from the IE Perspective and Approach

Theme Strengthen manufacturing skills at the site by "Karakuri technology"

Organized by a Faculty from
Ishikawa Improvement Technology Laboratory

While the market change is intense, large-scale investment in factories and lines becomes a major management risk, already proved in the consumer electronics industry where management has deteriorated due to sluggish TV sales. It is better to reduce the burden of depreciation and amortization and to accumulate production technology capabilities and facility conservation capabilities by making inexpensive small equipment improvements.

Every year "Karakuri improvement Ⓡ" efforts are becoming active and productive. It is also important to know the mechanism of this improvement effort. It is important to learn the point of view or the idea of ​​ingenuity to improve the analytical ability and imagination of engineers.
In this seminar, you can focus on the following things.

Concept of instruments that activate work improvement in the workplace · Points of focus on improvement of semi-automated line equipment · Point of view of small scale capacity automation line resistant to demand change (that can accommodate changes in demand)

Expected results of attendance (expected effect)

You can learn the point of view of jigs & fixture and other facilities to improve the factory  and improvement techniques for realization.

As demand in the market becomes more and more uncertain, you can build a factory with a small capacity that avoids risks and can acquire the secret for realizing the line and equipment suitable for it.

What is "Karakuri technology"?

In order to flexibly respond to changes in demand, it is necessary to switch to small-scale manufacturing, and it is devising means of "kaizen" and "Karakuri" to realize it.

About the faculty experience
The opinion that production technology should proceed with both "IE-like method" and "technology innovation", was used while developing the planning of device / semiconductor production line and equipment fixture.  Over the years he has  been in charge of improving the productivity of production sites and improving the quality yield the  company. As a slogan "To further evolve the site with cheap and compact equipment and fixtures", while conducting work improvement at the factory, quality improvement and guidance on inventory reduction, as "Karakuri technology".  Having developed human resources and guidance of technology, he helped the company and showed  great results. After leaving the company in 2009, he entered into business as a lecturer of the IE Association and a senior talent advisor related to the above based on his own experience.

Program contents

1. "Self-developed" Karakuri technology "developed with cell production"
· Cell production born in the consumer electronics industry · Point of view of equipment supporting small-scale cell production · Key to develop into cell production in equipment type industry · Background called "Karakuri technology"

2. "Points of focus on Improvement Tools that Activate the Site"
· "Mottainai" is the origin of monozukuri · IE's idea power required for engineers · Physical applications · mechanisms familiar to improvement tools are focused on taking each combination part of straight / rotational / circular motion (Including exercises)

3. "Points of focus for making a difference"
· Fundamentals to realize cheap and small jig equipment · Focus on "functions" that generate added value · Factors of cost increase · Focus on examples of devising fixtures and equipment · Pokayoke's tricks are " Focusing on (including exercises)
· Imagination makes creativity

4. "Autonomous production line collecting wisdom"
· Step by step expansion of production line · Basic idea of ​​in-house equipment · Concept and point of view of production line // realization · Improvement examples

5."Human Resource Development and Activities"
· Training of collapsed human resources and problems at the work site · Curriculum for thinking and training of technicians · Activities developed throughout the company · Measures for reforming awareness of engineers and improving technical skills

6. "Summary"
· Q & A


For More Information on Karakuri in English Visit




Industrial Engineering in Telugu - పారిశ్రామిక ఇంజనీరింగ్ - ఇండస్ట్రియల్ ఇంజనీరింగ్

పారిశ్రామిక ఇంజనీరింగ్ 【 IE 】 ఇండస్ట్రియల్ ఇంజనీరింగ్

పరిశ్రమల ఇంజనీరింగ్ అనేది కంపెనీలు మరియు ఇతర సంస్థలకు ఉత్పత్తులను ఉత్పత్తి చేయడానికి మరియు సేవలను అందించడానికి వివిధ వనరులను సమర్థవంతంగా ఉపయోగించేందుకు శాస్త్రీయ పద్ధతుల వ్యవస్థ. ఇంజనీరింగ్ విభాగాల్లో ఇది ఒకటి.

శాస్త్రీయ పద్ధతుల ద్వారా విశ్లేషణ మరియు మెరుగుపరుస్తున్న సాంకేతిక పరిజ్ఞానం మరియు విజ్ఞానం ద్వారా మానవ వనరులు, సామగ్రి, సామగ్రి, నిధులు, సమాచారం, సమయం మొదలైన వనరులను సమర్థవంతంగా ఉపయోగించుకోవడం ద్వారా తక్కువ వనరులతో వ్యాపారాన్ని త్వరగా అమలు చేయడానికి అది అర్థం. విస్తృతమైన అర్థంలో, సాధారణంగా నిర్వహణ మరియు కార్పొరేట్ కార్యకలాపాల కోసం శాస్త్రీయ నిర్వహణ పద్ధతులు ఉన్నాయి, కానీ ఒక ఇరుకైన అర్థంలో సాధారణంగా కర్మాగారాలు మరియు ఇతర సైట్లలో ఉత్పత్తి కార్యకలాపాల సామర్థ్యాన్ని మరియు హేతుబద్ధీకరణను ప్రోత్సహించడానికి ఒక పద్ధతిగా చెప్పవచ్చు ఇది తరచుగా అర్థంలో ఉపయోగిస్తారు.

e-Words Japan

పారిశ్రామిక ఇంజనీరింగ్ లో  ప్రవర్తన విశ్లేషణ

 పని విశ్లేషణ

ఈ వ్యాసంలో, "ప్రవర్తన విశ్లేషణ" లేదా "చలన విశ్లేషణ" పద్ధతి నుండి మోషన్ విశ్లేషణను మేము పరిశీలిస్తాము, ఇది ఇండస్ట్రియల్ ఇంజనీరింగ్ (ఇఇ) రంగంలో ప్రవర్తన విశ్లేషణ పద్ధతి.

మోషన్ విశ్లేషణ ఏమిటి ?

అన్నింటిలో మొదటిది, "ప్రవర్తన విశ్లేషణ"
"ఒక పని" లేదా "ఒక చక్రం పని" కోసం కార్మికుల "ఆపరేషన్ కంటెంట్లు" యొక్క వివరణాత్మక పరిశీలన మరియు విశ్లేషణ

మోషన్ విశ్లేషణ కోసం

ఈ ప్రవర్తన విశ్లేషణ యొక్క ప్రయోజనం ఏమిటి?
పరస్పర సంబంధాన్ని వివరించే "పని", "చర్యలు" లోకి విశ్లేషించడం ... మరియు "వృత్తి చికిత్సకుడు ద్వారా పని విశ్లేషణ యొక్క ప్రయోజనం మరియు పద్ధతి, ప్రవర్తన విశ్లేషణ మరియు కార్యాచరణ విశ్లేషణ మధ్య తేడా గురించి ఆలోచిస్తూ! మేము మోషన్ విశ్లేషణ ప్రయోజనం గురించి మాట్లాడుతున్నారు.
పారిశ్రామిక ఇంజనీరింగ్ రంగంలో,

కార్మికుల పనిని వివరంగా వివరంగా విశ్లేషించడం ద్వారా, వాటిలో అనవసరమైన చర్యలను తొలగించి, తక్కువ అలసటతో ఆర్ధిక చర్యల క్రమం మరియు కలయికను నిర్ణయిస్తారు.

మోషన్ విశ్లేషణ విధానం

సో, ఈ ప్రవర్తన విశ్లేషణ పద్ధతి, ఏ రకమైన విషయం ఉంది?
క్రింది రెండు విభాగాలుగా విభజించబడినట్లయితే రెండు ప్రధాన పద్ధతులున్నాయి.

①సర్విబ్ విశ్లేషణ
సాబిగ్ విశ్లేషణ ఏమిటి?

సర్వే విశ్లేషణ అనేది ఫ్రాంక్ · బ్యాంకర్ · గిల్బ్రేజ్ · సీనియర్ (FBGilbreth, 1868-1924) "రూపొందించిన మోషన్ రీసెర్చ్ పద్ధతి, ఇది అమెరికన్ పని యొక్క మార్గదర్శిగా ఉంది.
దీనిని మైక్రో మోషన్ విశ్లేషణ అని కూడా పిలుస్తారు.
ఈ విశ్లేషణ పద్ధతిలో, ఒక వ్యక్తి ఏదో పని చేసేటప్పుడు ప్రాథమిక చర్యలను 18 రకాల రకాలుగా (సర్వ్లెట్స్) విభజించవచ్చు, ప్రతి ఒక్కటి నిర్వచించవచ్చు మరియు ప్రస్తావించి, దానిని చేయవచ్చు.

మార్గం ద్వారా, "సాబ్రిగ్"

ఆసక్తికరమైన! !
సర్రోగ్ (Therblig) గుర్తు గురించి

ఇది ఒక చార్ట్లో మిస్టర్ FB గిల్బ్రేజ్ = ఒక సర్రోగ్ (ఉద్యమం) ద్వారా వర్గీకరించబడిన ఒక మానవుడి యొక్క ప్రాథమిక 18 ప్రవర్తనను చూపుతుంది.
మేము ఈ 18 జంతువులను ఎక్కువగా మూడుగా వర్గీకరించాము.

1 వ రకం

మొదటి వర్గం తొమ్మిది చర్యలు ప్రధానంగా ఉన్నత అవయవాలతో పనిచేయడానికి అవసరం.
ఆ పనిని చేయటానికి అవసరమైన అంశం.

విస్తరించు: రవాణా ఖాళీ [unloaded] (TE)
పట్టుకోండి: గ్రహించు (జి)
రవాణా: రవాణా లోడెడ్ (TL)
స్థానం నిర్ణయం: స్థానం (పి)
సమీకరించడం: సమీకరించటం (ఎ)
యంత్ర భాగాలను విడదీయడం: యంత్ర భాగాలను విడదీయు (DA)
· ఉపయోగించండి: ఉపయోగించండి (U)
రిలీజ్: రిలీజ్ లోడ్ (RL)
· పరిశీలన: తనిఖీ (I)
క్లాస్ 2

రెండవ వర్గం ప్రధానంగా జ్ఞాన అవయవాలు, మెదడులను ఉపయోగించే ఐదు చర్యలు.
వర్గం ఒకటి అంశాలను నెమ్మదిగా ఒక ధోరణి ఉంది.

· శోధన: శోధన
వెతుకుము: వెతుకుము
· ఎంచుకోండి: ఎంచుకోండి
థింకింగ్: ప్లాన్
· సిద్ధం: పూర్వస్థితి (PP)

తరగతి 3

మూడవ వర్గం పని కోసం అనవసరంగా నాలుగు చర్యలు అవుతుంది.
దీని పని ఆధునికం కాదు.

పట్టుకొని ఉంచండి: పట్టుకోండి
తప్పించుకోలేని ఆలస్యం: తప్పించుకోలేని ఆలస్యం (UD)
నివారించగల ఆలస్యం: నివారించగల ఆలస్యం (AD)
· మిగిలిన: విశ్రాంతి
సురాబ్రి విశ్లేషణ ద్వారా పనిని మెరుగుపరచడానికి దశలు

తదుపరి దశలో సెర్బిగ్ విశ్లేషణ ద్వారా మేము పని మెరుగుపరుస్తాము.

① ఈ ప్రక్రియ ప్రతి ప్రక్రియ కోసం విశ్లేషించబడుతుంది, మరియు అది పైన పేర్కొన్న "సర్వబగ్ సంకేతం" తో సంగ్రహించబడుతుంది.
"మొత్తం" వర్గం 2 "మరియు" వర్గం 3 "యొక్క నిష్పత్తిని అధ్యయనం చేయండి.
Pro నిష్పత్తి పెద్దగా ఉంటే, అక్కడ పనిలో వ్యర్థం ఉందని మరియు మెరుగైన ప్రణాళికను పరిగణనలోకి తీసుకుంటున్నారని నిర్ధారించండి.

ఇది ఒక ప్రవాహం అవుతుంది.

ఉదాహరణకు, మీరు వర్గం 2 యొక్క ఆలోచన "ఆలోచన" తో ఎక్కువ సమయాన్ని తీసుకుంటే, "మాన్యువల్ లేదా మేమో" లేదా మెరుగుపరచడం వంటి వాటిని మెరుగుపరచడానికి లేదా దాన్ని తగ్గించడానికి "కాల్ చేయండి" గా మీరు ప్రతిపాదించవచ్చు.

సినిమా విశ్లేషణ

చలన చిత్ర విశ్లేషణ అనేది ఆపరేషన్ మరియు ఆపరేషన్ సమయం వస్తువు యొక్క పనిని "షూటింగ్" చేసి మరోసారి ఫ్రేమ్ను విశ్లేషించడం ద్వారా "మెరుగుదలకు" ఒక పద్ధతి.

కింది విధంగా విశ్లేషణ కోసం రెండు పద్ధతులు ఉన్నాయి.

మెమో మోషన్ విశ్లేషణ

చలన విశ్లేషణతో షూటింగ్ తక్కువ వేగంతో పడుతుంది.
ఇది చిత్రం లో ఈ వంటి ఉంది!

ఈ మెమో మోషన్ విశ్లేషణ కోసం "పని అభివృద్ధి" పేర్కొనబడింది.

② మైక్రో మోషన్ విశ్లేషణ

మేము మైక్రో మోషన్ విశ్లేషణతో షూటింగ్ కోసం "అధిక వేగం షూటింగ్" ఉపయోగించండి.
ఇది చిత్రం లో ఈ వంటి ఉంది!

ఇది స్లో మోషన్ షూటింగ్ అని పిలవబడే ఉంది!
ఇది సాధారణ మళ్ళా పని కోసం ఉపయోగించిన ఒక సాంకేతికత, రెండు చేతి కదలిక విశ్లేషణ.

పారిశ్రామిక ఇంజనీరింగ్ × పునరావాస అవకాశం

పైన చెప్పినట్లుగా, పారిశ్రామిక స్థాయి ఇంజనీరింగ్ రంగంలో సాధారణ స్థాయికి చలన విశ్లేషణ యొక్క పద్ధతిని మేము సంక్షిప్తీకరించాము.

IN Japanese - http://otpress.info/crossbreed-ie/

IE పారిశ్రామిక ఇంజనీరింగ్ కోసం నిలుస్తుంది.
జపాన్ IE అసోసియేషన్ ఈ విధంగా భావిస్తుంది.

IE యొక్క ప్రాథమిక ఆలోచన

"IE అనేది వనరులను కనిష్టీకరించడం మరియు విలువ మరియు వ్యర్థాలను బహిర్గతం చేయడం ద్వారా విలువ మరియు విలువను పెంచుతున్న ఆలోచన మరియు ఆలోచన యొక్క మార్గం, అది గ్రహించే సాంకేతికత.

ఇది ఒక పద్దతి మరియు ఒక సంపన్నమైన మరియు ఫలవంతమైన సమాజాన్ని నిర్మించడానికి సమయాన్ని ఉపయోగించుకోవటానికి, మరియు తయారీ పరిశ్రమలో, వ్యవసాయం, పబ్లిక్ ఆర్గనైజేషన్లు మరియు కుటుంబ జీవితం వంటివి కూడా వినియోగిస్తుంది. "(2008)

విలువ అది ఆనందించే వైపు అవసరమైన చర్యలు మరియు స్థాయిలు సూచిస్తుంది, మరియు అది చర్య, సమయం, నాణ్యత, పరిమాణం, ధర, సున్నితత్వం మరియు అందువలన యొక్క కంటెంట్ పరంగా వ్యక్తం చేయబడింది.
• "మానిఫెస్ట్ విలువ మరియు వ్యర్థాలను తయారు చేయడం" అనేది భాగంగా ఉత్పత్తి విలువ మరియు భాగాన్ని ఉత్పత్తి చేయకుండా మరియు పరిమాణాత్మకంగా లేదా గుణాత్మకంగా సూచించే భాగం మధ్య స్పష్టంగా వేరుపరచడం.
విలువ భాగంగా స్పష్టంగా వేరు చేయడానికి, నిజమైన పరిమాణం · సమయం మరియు పరిమాణం కొలిచేందుకు కంటి, వ్యర్థం మరియు సమయాన్ని పరిమాణంగా గ్రహించాలి.
అంతేకాక, వ్యయాలను తొలగించడం, ప్రామాణికత మరియు సమయం అధ్యయనాలు మరియు "విజువలైజేషన్" మరియు "సమస్య సమస్య పరిపూర్ణత వ్యవస్థ" వంటి నిర్వహణ పద్ధతులు వంటి వివిధ IE పద్దతుల ద్వారా నిర్వహణ వనరులను (వ్యాపార నిర్వహణ) వ్యర్థాల తొలగింపు) ప్రభావవంతంగా ఉంటుంది.
ఆర్థిక కార్యక్రమాలలో, మానవ వనరుల అభివృద్ధి మరియు యంత్రాంగం భవనం అనేది IE కార్యకలాపాలను అభివృద్ధి చేయడానికి పరిస్థితులను ప్రోత్సహించడానికి ఒక ముఖ్యమైన అంశం.
పారిశ్రామిక నిర్వహణ రంగంలో ఉత్పాదకత మెరుగుదల కార్యకలాపాల నుండి IE సంభవించినప్పటికీ, ఆధునిక కాలంలో అది లాజిస్టిక్స్, వ్యవసాయం, చేపల పెంపకం, సేవ, వైద్య, ఆర్థిక, ప్రజా సంస్థ కార్యకలాపాలు మరియు రోజువారీ జీవితంలో కూడా విస్తృతంగా ఉపయోగించబడుతుంది ఇది ఉపయోగించబడుతుంది.

IE యొక్క నిర్వచనం ప్రకారం, 1955 లో నిర్వచించిన అమెరికా యొక్క IE అసోసియేషన్ (AIIE = ప్రస్తుత IIE) సాధారణంగా సూచిస్తారు.

"IE అనేది ప్రజలు, వస్తువుల మరియు సామగ్రి యొక్క ఇంటిగ్రేటెడ్ సిస్టమ్స్ రూపకల్పన, అభివృద్ధి మరియు స్థాపనకు సంబంధించినది, మరియు సిస్టమ్ నుండి పొందిన ఫలితాలను వివరించేందుకు, అంచనా వేయడానికి మరియు అంచనా వేయడానికి, గణితం, ఫిజిక్స్, సోషల్ సైన్సెస్ నైపుణ్యం మరియు టెక్నాలజీ యొక్క సూత్రాలు మరియు పద్ధతులను ఉపయోగించండి.

IE యొక్క ప్రాథమిక ఆలోచన మారదు. ఏదేమైనప్పటికీ, మారుతున్న సమయాలతో, పారిశ్రామిక సామాజిక నిర్మాణం మరియు జీవనశైలి మార్పు నాటకీయంగా ఎప్పటికప్పుడు డిమాండ్లకు ప్రతిస్పందనగా IE కూడా పెరుగుతుంది.


Sunday, October 8, 2017



Total 550 entries are there in the list.


1. Babbage, Charles. On the economy
of machinery and manufactures. London:
Charles Knight, 1832. 1 p.l., xxiv, 3S7 p.

2. ed. 16°. VBA

2. Twemlow, G. On modes of obtaining important results by simple means. (Asiatic Society of Bengal. Journal. Calcutta,  1832. V. 1, p. 68-70, 195-198.) * OHA


3. Smith, Frederic. Workshop management; a manual for masters and men. London: E. Menken [1878]. 1 p.l., iii-vi,  76 p. 5. ed. 12°. (Wyman's technical
series.) VNB


4. Hall, Albert F. Method of arranging
and indexing drawings and patterns. [With
discussion.) (American Society of Me-
chanical Engineers. Transactions, New
York. V. 2, 1881, p. 369-379.) VFA

5. Smith, Oberlin. Nomenclature of ma-
chine details. [With discussion.] (Ameri-
can Society of Mechanical Engineers.
Transactions, New York. v. 2, 1881, p. 358-
369.) VFA

10-11. Towne, Henry R. Gain sharing. (American Society of Mechanical Engi-
neers. Transactions, New York. v. 10, May, 1889, p. 600-626.) VFA


12. Rowan, James, and F. A. Halsey.
The premium plan of paying for labor.
(American Society of Mechanical Engi-
neers. Transactions, New York. v. 12,
June, 1891, p. 755-780.) VFA

Also printed in Sibley journal of engineering,
Ithaca, N. Y., March, 1902. p. 219-237, VDA. Re-
printed as chapter 11 of Trade unionism and labor
problems, edited by J. R. Commons, 1905.

Contrasts this with other plans.


13. Taylor, Frederick Winslow. Notes on belting. (American Society of Mechani-
cal Engineers. Transactions, New York. V. 15, Dec, 1893, p. 204-259.) VFA

Discusses the administration of belting.


6-7. Metcalfe, Henry. The cost of manufactures and the administration of work- shops, public and private. New York:  J. Wiley & Sons, 1885. 2 p.l., 322 p. illus. 8°. TM


8. Metcalfe, Henry. The shop order sys-
tem of accounts. (American Society of
Mechanical Engineers. Transactions, New
York. V. 7, May, 1886, p. 440-488.) VFA

9. Towne, Henry R. The engineer as
economist. (.American Society of Me-
chanical Engineers. Transactions, New
York. V. 7, May, 1886, p. 428-432.) VFA


14. Outerbridge, A. E. The educational
influence of machinery. (Engineering
magazine, New York. v. 9, May, 1895, p.
225-231.) VDA

15. Taylor, Frederick Winslow. A piece
rate system; being a step toward partial
solution of the labor question. (American
Society of Mechanical Engineers. Trans-
actions, New York. v. 16, 1895, p. 856-903.)


Also printed in American Ex:onomic Association,
Economic studies, v. 1, no. 2, June, 1896, p. 89-129,
TB, and in C. B. Thompson, Scientific management.
p. 636-683, TM. Also printed, in abstract, in En-
gineering magasine. New York, v. 10, Jan., 1896,
p. 690-698, VDA.





16. Roland, Henry. Six exaniplcs of suc-
cessful shop management. (Engineering
magazine, New York. v. 12, Oct. - Dec,

1896. Feb. - March, 1897. p. 69-85. 270-285,
395^12, 831-837, 994-1000; v. 13, April.

1897, p. 10-19.) VDA


17. Channing, J. Parke. Mine accounts.
(Engineering magazine. New York. v. 13,
Sept., 1897, p. 926-933.) VDA

18. Outerbridge, A. E., jr. Labor saving
machinery the secret of cheap production.
(Engineering magazine, New York. v. 12,
Jan., 1897, p. 650-656.) VDA

Shows that labor saving machinery and high
priced intelligent mechanics will enable us to compete
with cheap labor.

19. Roland, Henry. Cost-keeping meth-
ods in machine shop and foundry. (Engi-
neering magazine. New York. v. 14. Oct..
1897 - Jan., 1898, p. 56-63, 225-238, 464-472,
626-634.) VDA

20. Six examples of successful shop

management. (Engineering magazine,
New York. v. 12, Oct. - Dec, 1896, Feb. -
March, 1897. p. 69-85, 270-285. 395-412, 831-
837, 994-1000; v. 13, April, 1897, p. 10-19.)



21, Norris, H. M. A simple and effective
system of shop cost-keeping. (Engineer-
ing magazine. New York. v. 16. Dec, 1898,
Feb. - March, 1899, p. 384-396, 812-820, 957-
968; v. 17, p. 76-87.) VDA

Describes a system of cost-keeping in shops of
which the author has been in charge. -

22. Roland, Henry. An effective system
of finding and keeping shop-costs. (En-
gineering magazine. New York. v. 15,
April. July -Sept., 1898. p. 77-86. 610-620
749-758, 1000-1016; v. 16, Oct. - Nov., 1898.
p. 37-48, 207-214.) VDA

Gives simplest cost-keeping system known, which
begins and ends with the job ticket.


23. Browne, Sir Benjamin C. Standard-
ising in engineering construction. (Engi-
neering magazine. New York. v. 18. Oct. -
Dec, 1899. p. 33-40, 169-176, 403-409.) VDA

24. Darlington, P. J. Methods of re-
munerating labor. (Engineering maga-
zine. New York. v. 17, June, Sept., 1899.
p. 444-454, 925-936.) VDA

25. Halsey, F. A. The administration of
the premium plan. (American machinist,

New York. v. 22. July 6-13, 27, 1899, p.
609-611, 631-632, 691-695.) VFA

Shows how the plan is carried out in some shops
where used.

26. Experience with the premium

plan of paying for labor. (American ma-
chinist. New York. v. 22, March 9, 1899,
p. 180-182.) VFA

At the Canadian Rand Drill Co., Sherbrookc, Que.

27. The premium plan criticised.

(American machinist. New York. v. 22,
June 22, 1899, p. 556-559.) VFA

28. Some questions regarding the

premium plan with answers to them.
(American machinist. New York. v. 22,
March 23, 1899, p. 240-241.) VFA

29. Hansel, Charles. The evolution of
safety in railway travel. (Engineering
magazine. New York. v. 16, Jan., 1899. p.
599-609.) VDA

30. Lewis, J. Slater. Works management
for the maximum of production. (Engi-
neering magazine. New York. v. 18, Oct. -
Dec, 1899, p. 59-68, 201-208, 361-368; v.
19, May, 1900, p. 211-220.) VDA

31. Orcutt, H. F. L. Machine-shop man-
agement in Europe and Ainerica. (Engi-
neering magazine. New York. v. 16, Jan. -
March, 1899, p. 549-SS5, 703-710. 921-931;
v.- 17. April -Aug., 1899. p. 15-22, 268-276,
384-398, 594-601, 743-749.) VDA

32. Roland, Henry. The revolution in
machine-shop practice. (Engineering maga-
zine. New York. v. 18, Oct.. 1899 -Feb..
1900. p. 41-58, 177-200, 369-388, 530-549,
729-746.) VDA


33. Arnold, Horace L. The expense ac-
count of the machine shop. (Engineering
magazine. New York. v. 20, Dec, 1900,
p. 365-372.) VDA

Deals with the principles and systems of factory
accounting and the aids thereto.

34. Charlcton, A. G. The general prin-
ciples of successful mine management.
(Engineering magazine, New York. v. 20,
Nov., 1900, p. 235-246; Jan., 1901, p. 685-
702.) VDA

"The principles of management are akin to those
of any industrial undertaking but their adaptation is
f^pecial to the field."

35. Church, A. Hamilton. The meaning
of commercial organization. (Engineer-
ing magazine. New York. v. 20, Dec, 1900,
p. 391-398.) VDA

The strong feature of this article is the demon-
stration that organixation is an integral and even
basal part of successful work.



1900, continued.

36. Cokely, M. Piece work as an agency
in machine-shop cost reduction. (Engi-
neering magazine, New York. v. 20, Nov.,
1900, p. 192-198.) VDA

The author's point of view is that of a man stand-
ing between employer and workmen where he com-
mands a complete view of both.

37. Diemer, Hugo. Commercial organi-
zation of the machine shop. (Engineering
magazine, New York. v. 19, June - Sept.,
1900, p. 342-347, 511-517. 705-711, 892-898;
V. 20, Nov., 1900. p. 229-234.) VDA

The order follows the natural course_ of work-
through the shop and the whole scheme is adapted
to small and moderate sized works as well as large

38. Functions and organization of

the purchasing department. (Engineering
magazine. New York. v. 18, March, 1900,
p. 833-836.) VDA

39. Halsey, F. A. The economics of the
premium plan. (American machinist, New
York. V. 23, May 3, 1900, p. 41&-420.) VFA

Shows that the common impression that the pre-
miums are an additional charge upon production is

40. Lewis, J. Slater. Works management
for maximum production. (Engineering
magazine. New York. v. 19, Mav, 1900, p.
211-220.) ' VDA

41. New shop methods a corollary of
modern machinery. (Engineering maga-
zine, New York. v. 19, June, 1900, p. 369-
372.) VDA

An editorial comment.

42. Nonis, H. M. Actual experience with
the premium plan. (Engineering maga-
zine. New York. v. 18, Jan., 1900, p. 572-
584.) VDA

43. O'Connell, James. Piece work not
necessary for best results in the machine
shop. (Engineering magazine, New York.
V. 19, June, 1900, p. 373^380.) VDA

44. Redl, Eugen. Elemente der Organi-
sation und Administration industrieller
Unternehmungen. Als Leitfaden fiir Stu-
dierende, Betriebstechniker, Gewerbetrei-
bende und Fabrikanten. Leipzig: F. Deuticke,
1900. ix, 290 p. 4°. TDO


45. Allen, Leicester. A project for a bu-
reau of engineering data. (Engineering
magazine. New York. v. 22, Dec, 1901.
p. 408-413.) VDA

Pleads for the extension of bureaus of engineer-
ing, particularly in the field of dynamic engineering.

46. Barnes, George Nicol. Uses and
abuses of organisation among employers
and employees. (Engineering magazine,
New York. v. 20, Jan., 1901, p. 560-567.)


The old trade unions vs. wisely organized labor.

47. Blakemore, William. The manage-
ment and control of the colliery. (Engi-
neering magazine. New York. v. 21, July-
Aug., 1901, p. 563-570, 735-740.) VDA

Takes up control of hoisting and surface arrange-

48. Booth, W. H. Modern systems for
shop work. (Electrical review, London,
v. 49, Aug. 23, 1901, p. 330-332.) ft VGA

Discusses the practice in British workshops.

49. Browne, Sir Benjamin C. The appli-
cation of piece work and the premium plan.
(Engineering magazine, New York. v. 20,
Feb., 1901, p. 913-919.) VDA

A valuable summary of the whole question.

50. Uses and abuses of organizations

among employers and employees. (Engi-
neering magazine, New York. v. 20, Jan.,
1901, p. 553-559.) VDA

What employers may prevent and effect by united


51. Canniff, W. H. The discipline and
control of railway employees. (Engineer-
ing magazine, New York. v. 20, Jan., 1901,
p. 753-760.) VDA

Mr. Cannilfs review stands as the formation of
a policy so surely founded that it has stood the trial
of daily application in every aspect of labor matters
and general economic conditions.

52. Church, A. Hamilton. Proper distribu-
tion of establishment charges. (Engineering
magazine. New York. v. 21, July -Sept.,
1901, p. 508-517, 725-734, 904-912; v. 22,
Oct. -Nov., 1901, p. 31-40, 231-240, 367-
376.) VDA

The problem of determining the true proportion
of expense so that its price may be fixed to return
its true proportion of profit,

53. Ennis, William Duane. The engineer-
ing management of industrial works. (En-
gineering magazine. New York. v. 22,
Nov., 1901, p. 241-246.) VDA

Argues for the man scientifically and practically
trained in the utilization of forces and the handling

of materials.

54. Gantt, Henry Laurence. Bonus sys-
tem of rewarding labor by the Bethlehem
Steel Co. (Engineering news. New York,
v. 46, Dec. 12, 1901, p. 460-462.) VDA

55. Gunn, James Newton. Cost keeping;
a subject of fundamental importance. (En-
gineering magazine. New York. v. 20,
Jan., 1901, p. 703-708.) VDA

"The author draws clearly the outlines of the
province of the production or industrial engineer."

56. Hardman, John E. The practical
management of mining operations. (En-
gineering magazine. New York. v. 20,
Jan., 1901. p. 665-684.) VDA

57. Higgins, Milton P. Intensified pro-
duction and its influence upon the worker.
(Engineering magazine. New York. v. 20.
Jan., 1901, p. 568-576.) VDA

Shows that its influence does not narrow the
powers and life of the individual workman.



1901, cotitinued.

58. Lazenby, A. Advanced methods in a
British engineering workshop. (Engineer-
ing magazine, New York. v. 22, Dec, 1901,
p. 377-397.) VDA

A description of the Victoria works.

59. Lewis, J. Slater. The mechanical and
commercial limits of specialisation. (En-
gineering magazine, New York. v. 20, Jan..
1901. p. 709-716.) VDA

60. Longmuir, Percy. Opportunities
for bettering the work of the foundry.
(Engineering magazine, New York. v. 22.
Oct., 1901, p. 60-68.) VDA

Sketches conditions as they are and as they
might be.

61. Moses, Percival Roberts. Cost deter-
mination in isolated electric plants. (En-
gineering magazine, New York. v. 20,
March, 1901, p. 1082-1088.) VDA

Considers the small individual power plant.

62. Norris, H. M. The premium plan of
labor remuneration. (Engineering maga-
zine. New York. v. 20, Jan., 1901, p. 631-
640.) VDA

Written from the standpoint of a practical em-
ployer of the system.

63. Orcutt, H. F. L. Shop arrangement
as a factor in efficiency. (Engineering
magazine. New York. v. 20, Jan., 1901, p.
717-722.) VDA

Solution of the problem of shop design and ar-

64. Patterson, J. H. Altruism and sym-
pathy as factors in works administration.
(Engineering magazine, New York. v. 20,
Jan., 1901, p. 577-602.) VDA

Gives examples of the manner in which the com-
fort of employees is considered in well known estab-
lishments in Europe and America.

65. Rowan, James. A premium system
of remunerating labor. (Institution of
Mechanical Engineers. Proceedings, Lon-
don. 1901, parts 3-5, Sept., 1901, p. 865-
882.) VFA

66. Thompson, Sanford E. The Taylor
differential piece-rate system. (Engineer-
ing magazine, New York. v. 20, Jan., 1901,
p. 617-630.) VDA

It is so manifestly in the line of reason and of
progress in the economy of production that the final
outcome is in no sort of doubt.

67. Weir, William, and J. R. Richmond.
Workshop methods: some efficiency fac-
tors in an engineering business. [With dis-
cussion. j (Institution of Mechanical En-
gineers. Proceedings. London. 1901, parts
3-5, Sept., 1901, p. 895-918.) VFA

A paper read at the International Engineering
Congress, Glasgow, in 1901.

68. Works management number of Engi-
neering magazine. (Engineering maRa-
zine. New York. v. 20, Jan., 1901.) VDA

A hand-book for works managers.


69. Arnold, Horace L. Cost-finding
methods for moderate-sized shops. (En-
gineering magazine. New York. v. 24,
Dec, 1902, p. 385-395.) VDA

Devoted to practical cost-keeping systems suited
to a small shop or to a separate department of a large

70. Carpenter, Charles U. Money-mak-
ing management for workshop and factory.
(Engineering magazine, New York. v. 22,
Feb., 1902. p. 693-720; v. 23. May -Aug..
1902. p. 195-206. 413-424, 562-572. 733-740;
V. 24, Oct., 1902, p. 89-97.) VDA

Mr. Carpenter writes from experience in an enter-
prise which stands as a model of business success, of
excellence in the mechanical quality of its output
and enlightened methods of handling labor.

71. Ennis, William Duane. Intensified
production and industrial investment. (En-
gineering magazine. New York. v. 23,
Sept.. 1902, p. 895-900.) VDA

This article is particularly interesting in its recog-
nition of the variables which should and must modify
the decision upon particular items sometimes ap-
parently running counter to the general policy of

72. Falconer, Kenneth. The factory of-
fice. (Engineering magazine, New York.
V. 23. April -July, 1902, p. 70-74, 253-262.
386-394, 573-582.) VDA

Shows that the factory office may be separated
from the general system of accounting.

73. The numerical recording of ship-
ping and manu*'acturing orders. (Engi-
neering magazine. New York. v. 22,
March. 1902, p. 881-888.) VDA

The card index system in shop administration.

74. Gantt, Henry Laurence. Bonus sys-
tem of rewarding labor. (American review
of reviews, New York. v. 26, Sept., 1902,
p. 326-328.) ♦ DA

75. Halsey, F. A. The origin of the
premium plan — a personal statement.
(American machinist. New York. v. 25,
Jan. 9, 1902, p. 53-54.) ft VFA

76. Longmuir, Percy. The economical
significance of a high wage rate. (Engi-
neering magazine. New York. v. 24, Nov. -
Dec, 1902. p. 223-230. 396-401.) VDA

77. Emotion and reason among Brit-
ish workingmen. (Engineering magazine.
New York. v. 22, March, 1902, p. 847-854.)


Shows the need for the substitution of reason for
the mere influence of emotion.

78. Recording and interpreting foun-
dry costs. (Engineering magazine. New
York. v. 23, Sept., 1902. p. 887-894.) VDA

Concerned particularly with the commercial side
of foundry management.

79. McFarland, Walter M. The growth
of economy in marine engineering. (En-
gineering magazine, New York. v. 22,
March, 1902, p. 829-846.) VDA



1902, continued.

80. National Cash Register Co. (Iron
trade review, Cleveland, v. 35, May 1, 1902,
p. 53-63.) 3-ttVHA

Explains system adopted and its success.

81. Parsons, Isaac D. The economy of
isolated electric plants. (Engineering
magazine. New York. v. 22, Jan. -Feb.,
1902. p. 573-588. 721-736.) VDA

Investigation as to economy of generating elec-
tricity in an isolated plant or from a central station.

82. Rowan, James. The premium plan
at the works of David Rowan & Co.,
Glasgow, Scotland. (American machinist.
New York. v. 25, Jan. 9, 1902, p. 49-53.)


Explains system used.

83. Siebert, G. The commercial manage-
ment of engineering works. (Engineering
magazine. New York. v. 22, Feb., 1902. p.
653-658.) VDA

84. Simonet, Jules. . Organisation des
services d'une usine. (Revue de meca-
nique, Paris, v. 10, May 31, 1902, p. 429-
465.) VFA

Discusses details of works organization with a com-
plete scheme for the arrangement and administra-
tion of a manufacturing estate.

85. Some aspects of workshop manage-
ment. (Engineer, London, v. 94, July 4,
1902. p. 1. July 18. p. 51-52. Aug. 1. p. 101,
Aug. 15. p. 154-155, Aug. 29. p. 201. Sept.
12. p. 249-250, Sept. 26, p. 293-294, Oct. 10,
p. 342-343.) VA

A series of articles from the point of view of
the British manufacturer discussing systems of man-
agement as they should be conducted.

86. Taylor, William. The science of the
workshop. (Engineering. London, v. 74,
Sept. 19. 1902, p. 394-395.) VDA

Discusses materials, processes and tools, tracing
the foundation of this science.


87. Andrews, Ian. The commercial man-
agement of factories. (Engineering mag-
azine. New York. v. 25, July, 1903, p. 539-
545.) VDA

Considers the relations and functions which the
office manager should bear to the cost of production.

88. Arnold, Horace L. Purchase by the
organized factory. (Engineering maga-
zine. New York! v. 25, June, 1903. p. 399-
408.) VDA

This treats of the systematic knowledge and con-
trol of the materials coming into a shop.

89. Earth, Carl George. Slide rules for
the machine shop as a part of the Taylor
system of management, (.\merican So-
ciety of Mechanical Engineers. Transac-
tions, New York. v. 25, Dec, 1903, p. 49-
62.) VFA

Reprinted in C. B. Thompson, Scientific manage-
ment, p. 405-419, TM.

90. Buchanan, Robert. Foundry manage-
ment in the new century. (Engineering
magazine. New York. v. 24, Dec. 1902 -
March. 1903. p. 369-384, 515-540, 695-713,
879-^95; v. 25, April -June, 1903, p. 49-72,
215-226. 409-414.) VDA

A systematic review of the best foundry practice,
surveying the entire field of equipment and manage-

91. Colwell, C. A. Cost reduction by the
use of the premium plan. (Engineering
magazine. New York. v. 25, May, 1903. p.
227-236.) VDA

Five months practical personal experience intro-
ducing the premium plan into a large shop.

92. Converse, John W. Some features of
the labor svstem and management at the
Baldwin Locomotive Works. (American
Academy of Political and Social Science.
Annals, Philadelphia, v. 21, 1903, p. 1-9.)


93. Day, Charles. The machine shop
problem. (American Society of Mechani-
cal Engineers. Transactions, New York,
v. 24, June, 1903, p. 1302-1321.) VFA

94. Diemer, Hugo. Cost finding methods
for moderate sized shops. (Engineering
magazine. New York. v. 24, Jan., 1903. p.
577-589.) VDA

Furnishes a working description of a practical sys-
tem in actual use in a shop.

95. The fixing of piece work. (Engfi-

neering magazine. New York. v. 26, Oct.,
1903. p. 169-176.) ■ VDA

Shows that determining of correct rates is the
fundamental starting point of any system.

96. Falconer, Kenneth. Cost finding
methods for moderate-sized shops. (En-
gineering magazine. New York. v. 25,
April, 1903. p. 89-98.) VDA

The shop system of the Canadian Composing Co.

97. Gantt, Henry Laurence. A graphical
daily balance in manufacture. (American
Society of Mechanical Engineers. Trans-
actions. New York. v. 24, June, 1903. p.
1322-1336.) • VFA

98. Modifying systems of manage-
ment. (American Society of Mechanical
Engineers. Transactions, New York. v.
25, Dec, 1903, p. 63-67.) VFA

Advocates Mr. Taylor's methods.

99. Hess, Henry. Manufacturing: capital,
costs, profits and dividends. (Engineering
magazine. New York. v. 26, Dec, 1903,
p. 367-379.) VDA

Applies the results of cost-finding methods to the
ultimate questions of profit or loss in production.

100. Jacobs, E. The general principles
of mine accounting. (Engrineering maga-
zine. New York. v. 25, April, 1903, p. 73-
80.) VDA

Defines the scope, the function and the basic
principles of the science of systematic record as
applied to mines.  

Japanese Industrial Engineering Websites and Pages

Google search for  産業工学 - 定義

What is IE (details)
IE stands for Industrial Engineering.
Japan IE Association thinks as follows.

The basic idea of ​​IE

"IE is a way of thinking and way of thinking that maximizes value  by minimizing resources and revealing value and waste. It is also a technology to realize it."

It aims to devise a method of work and a way of using time to build a rich and fruitful society, and it is utilized not only in the manufacturing industry but also in the service industry, agriculture, public organizations and family life. (2008)


· Value refers to the actions and levels required by the side enjoying it, and it is expressed in terms of content of action, time, quality, quantity, cost, sensitivity and so on.
· "To make manifest value and waste" is to clearly distinguish between the part generating value and the part not producing value and quantitatively or qualitatively indicating it.
· In order to clearly distinguish the value part, it is necessary to quantitatively grasp the eye, waste, and time to measure the true value · time and quantity.
· Moreover, in order to derive its value, minimize management resources (business management) by means of various IE methods such as waste elimination, standardization, and time studies, and management management methods such as "visualization" and "problem problem realization system" The elimination of waste) is effective.
· In economic activities, human resource development and mechanism building is an important factor to foster conditions for developing IE activities.
· Although IE originates from productivity improvement activities in the field of industrial management, in modern times it is widely used such as logistics, agriculture and fishery industry, service, medical, finance, public organization activities, and even in the area of ​​everyday life It is utilized.

As a definition of IE, what the IE Association of America (AIIE = current IIE) defined in 1955 is generally referred to.

"IE is related to the design, improvement and establishment of integrated systems of people, goods and equipment, and in order to clarify, predict and evaluate the results obtained from the system, Use the principles and methods of Mathematics, Physics, Social Sciences expertise and technology together.
The basic idea of ​​IE will not change. However, with the changing times, IE also continues to grow in response to the demands of the times as industrial social structure and lifestyle change dramatically.


http://d-engineer.com/industrialeng/ - interesting - steps in production are explained in detail. Principles of process planning are also interesting.


http://www.itmedia.co.jp/im/articles/0802/26/news134.html  - Interesting information.

IE  term was first used in the article "Cost Keeping" published in Engineering Magazine in 1901 by James N. Gunn. It is said to be the first article,  to the extent that it can be confirmed in the literature.

This was to assert that the discovery and improvement of cost in the production process was an important work of a technician (engineer), and effort was made to establish the job category and develop curriculum.

Gunn, James Newton. Cost keeping; a subject of fundamental importance. (Engineering magazine. New York. v. 20,  Jan., 1901, p. 703-708.) VDA

"The author draws clearly the outlines of the  province of the production or industrial engineer."

Japan Industrial Management Association

e-Words Japan

Google Books

Illustration Introduction Books that clearly understand the basics and mechanisms of business production plants : Make good things quickly and cheaply!
Yoshida Toshiyuki
Hidekazu system , Aug 10, 2006 - 214 pages

Complete explanation of all operations of the factory from manufacturing to management activities.

Saturday, October 7, 2017

Industrial Engineering in Japan - Japanese Wikipedia

Industrial Engineering
Industrial engineering ( IE ) is a field of engineering . In general, it is simply called IE (eye-e) taking English initials. In addition, IEr abbreviated originally derived in Japan rarely is also scattered.
Literal translation is industrial engineering (grammar). However, that term is "a generic term for scientific technical methods to be utilized for business management and production management" and from this perspective IE will be divided into production engineering ( management, engineering ), management engineering ( management ) , Management engineering (Kanryagakuku) has been translated.
table of contents
1 Outline
2 Contents of IE
2.1 IE on overall business management
2.2 IE related to production (work)
2.3 IE related to others
3 References
4 Related items
In Japan, IE is translated into production engineering, management engineering, industrial engineering, management engineering, but there is no definite definition, "IE" which abbreviated industrial engineering is used as the most appropriate term. Although the definition of IE is each country and it continues to change with the development of IE, the IE Association of the United States states that "IE concerns the design, improvement, and implementation of integrated systems of human beings, materials, equipment and energy IEEE Computer Science and Technology (IE), in order to explicitly predict and evaluate the results obtained by such a system, along with methods related to engineering analysis and planning, expertise and techniques in mathematics, physics, and social science We will use ".
"The IE Association of Japan is" IE is to design, upgrade and install a management system that manifests its functions together with human beings, materials, and facilities. "IE defines, predicts, In order to evaluate, we will utilize specific knowledge in mathematics, natural sciences, humanities science, and also use principles and techniques on technical analysis and comprehension together. " Taking these as a whole can be said to be an engineering approach necessary for solving management management problems.
Contents of IE
IE is roughly divided into the following items.
# IE on general management
# IE on production (work)
# IE related to others
IE on overall business management
OA (office automation) by automation of office automation, information system (design and management), management plan forecast, which is important in long-term management planning, MAPI method (centering on research and development, evaluation of new products) , Product planning and the like. A method that can be said as a major comprehensive of these is Operations research (OR).
IE on production (work)
In the strict sense, it is the foundation of IE, work research (work measurement / improvement). Work measurement is a time study consisting of the scientific management method of Frederic Taylor , but in the past we measured the standard time using a tool similar to watch, but in recent years the PTS method (default time method), WF Method, MTM method, DMT method are widely adopted. It is possible to analyze interrelationships such as work and actions in a " quantitative " manner at the planning stage before the work execution.
Work improvement is said to be work research , based on Gil Bless 's behavioral research. Currently it analyzes with advanced imaging techniques such as memo · motion analysis, micro motion analysis and VTR etc.
In addition to work at the production site, this technology may be used for IE even in office work based on work measurement / improvement.
Production planning
Plant placement
Work management
Wage management
In addition, in order to make these major administrative controls smooth, there are the following.
Material management
Inventory control
Equipment management

Products developed by industrial design ( iPod nano )
Transport control
Energy management (power management, thermal management, etc.)
quality management
Subcontract management
It is possible to supplement the calculation of cost control and basic unit management using engineering and technical methods.
IE related to others
For details, refer to " Industrial Design "
"IE Fundamental Theory" Taxation Accounting Association , written by Shinji Kai , April 1, 1996 , ISBN 9784419001766
"Data Science for Environment and Quality" by Tetsuro Sugihara, Production Engineering
Related items

Translation of Wikipedia article in Japanese

Friday, October 6, 2017

Gilbreth's Statement on Principles of Motion Economy

Barnes has restated the principles proposed by Gilbreth and names them as principles of motion economy.

The set of principles are given as summary to the paper "A Fourth Dimension to Measuring Skill for Obtaining the One Best Way to do Work" in Society of Industrial Engineers Bulletin, November 1923.
(The fourth dimension of measuring motions it time)

1. Fast motions cannot be made in the same path as slow motions.

2. Relative speeds cannot be made at different speeds.

3. The learner will learn quickest if he works at the motion speed of the expert from the beginning.

4. Relativity of simultaneity is an important unit of measurement of the One Best Way to work.

There are 24 points in the statement.

Wednesday, October 4, 2017

Industrial Engineering - Subject Update

October 2017

Interesting books and articles

Production and Operations Analysis: Seventh Edition
Steven Nahmias, Tava Lennon Olsen
Waveland Press, 15-Jan-2015 - Technology & Engineering - 820 pages

The Seventh Edition of Production and Operations Analysis builds a solid foundation for beginning students of production and operations management. Continuing a long tradition of excellence, Nahmias and Olsen bring decades of combined experience to craft the most clear and up-to-date resource available. The authors’ thorough updates include incorporation of current technology that improves the effectiveness of production processes, additional qualitative sections, and new material on service operations management and servicization. Bolstered by copious examples and problems, each chapter stands alone, allowing instructors to tailor the material to their specific needs. The text is essential reading for learning how to better analyze and improve on all facets of operations




Some implications of the experience factor for managerial accounting

Technology in the Modern Corporation: A Strategic Perspective
Mel Horwitch
Elsevier, 22-Oct-2013 - Technology & Engineering - 244 pages

Technology in the Modern Corporation: A Strategic Perspective examines the role of technology in corporate planning and all that this relationship implies to corporate organization and strategy.
Organized into 13 chapters, this book first discusses the management of corporate entrepreneurship; technological innovation and interdependence; and the rise and character of modern technology strategy. Subsequent chapters describe corporate research and development; corporate strategies for managing emerging technologies; approaches for the strategic management of technology; innovation and corporate strategy; and executive succession, strategic reorientations, and organization evolution.

Technological Change and Productivity Growth
Albert N. Link
Taylor & Francis, 1987 - Business & Economics - 77 pages

Technology, productivity and process change

William J. Abernathy and Phillip L. Townsend
Year of publication: 1975

Published in: Technological forecasting & social change : an international journal. - Amsterdam : Elsevier, ISSN 0040-1625, ZDB-ID 2807002. - Vol. 7.1975, 4, p. 379-396

Tuesday, October 3, 2017

Industrial Engineering Knowledge Center - Globally Read and Appreciated Blog

3 October 2017

Audience details

United States
United Kingdom


Total visits as on 3 October 2017

Pageviews today
Pageviews yesterday
Pageviews last month
Pageviews all time history


Approximately 25% of the visits are from USA.

Principles of Industrial Engineering
Proceedings of the 2017 Industrial and Systems Engineering Conference
IISE, Pittsburgh, USA
Presentation Video
Full Paper - https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2569.pdf