Friday, June 30, 2017

Modern Engineering and Modern Shop Management - F.W. Taylor

There is a close analogy between the methods of modern engineering and this type of management. Engineering now centers in the drafting room as modern management does in the planning department. The new style engineering has all the appearance of complication and extravagance, with its multitude of drawings; the amount of study and work which is put into each detail; and its corps of draftsmen, all of whom would be sneered at by the old engineer as "non-producers." For the same reason, modern management, with its minute time study and a managing department in which each operation is carefully planned, with its many written orders and its apparent red tape, looks like a waste of money; while the ordinary management in which the planning is mainly done by the workmen themselves, with the help of one or two foremen, seems simple and economical in the extreme.

The writer, however, while still a young man, had all lingering doubt as to the value of a drafting room dispelled by seeing the chief engineer, the foreman of the machine shop, the foreman of the foundry, and one or two workmen, in one of our large and successful engineering establishments of the old school, stand over the cylinder of an engine which was being built, with chalk and dividers, and discuss for more than an hour the proper size and location of the studs for fastening on the cylinder head. This was simplicity, but not economy. About the same time he became thoroughly convinced of the necessity and economy of a planning department with time study, and with written instruction cards and returns. He saw over and over again a workman shut down his machine and hunt up the foreman to inquire, perhaps, what work to put into his machine next, and then chase around the shop to find it or to have a special tool or template looked up or made. He saw workmen carefully nursing their jobs by the hour and doing next to nothing to avoid making a record, and he was even more forcibly convinced of the necessity for a change while he was still working as a machinist by being ordered by the other men to slow down to half speed under penalty of being thrown over the fence.

No one now doubts the economy of the drafting room, and the writer predicts that in a very few years from now no one will doubt the economy and necessity of the study of unit times and of the planning department.

Another point of analogy between modern engineering and modern management lies in the fact that modern engineering proceeds with comparative certainty to the design and construction of a machine or structure of the maximum efficiency with the minimum weight and cost of materials, while the old style engineering at best only approximated these results and then only after a series of breakdowns, involving the practical reconstruction of the machine and the lapse of a long period of time. The ordinary system of management, owing to the lack of exact information and precise methods, can only approximate to the desired standard of high wages accompanied by low labor cost and then only
slowly, with marked irregularity in results, with continued opposition, and, in many cases, with danger from strikes. Modern management, on the other hand, proceeds slowly at first, but with directness and precision, step by step, and, after the first few object lessons, almost without opposition on the part of the men, to high wages and low labor cost; and as is of great importance, it assigns wages to the men which are uniformly fair. They are not demoralized, and their sense of justice offended by receiving wages which are sometimes too low and at other times entirely too high.

One of the marked advantages of scientific management lies in its freedom from strikes. The writer has never been opposed by a strike, although he has been engaged for a great part of his time since 1883 in introducing this type of management in different parts of the country and in a great variety of industries. The only case of which the writer can think in which a strike under this system might be unavoidable would be that in which most of the employees were members of a labor union, and of a union whose rules were so inflexible and whose members were so stubborn that they were unwilling to try any other system, even though it assured them larger wages than their own. The writer has seen,
however, several times after the introduction of this system, the members of labor unions who were working under it leave the union in large numbers because they found that they could do better under the operation of the system than under the laws of the union.

There is no question that the average individual accomplishes the most when he either gives himself, or some one else assigns him, a definite task, namely, a given amount of work which he must do within a given time; and the more elementary the mind and character of the individual the more necessary does it become that each task shall extend over a short period of time only. No school teacher would think of telling children in a general way to study a certain book or subject. It is practically universal to assign each day a definite lesson beginning on one specified page and line and ending on another; and the best progress is made when the conditions are such that a definite study hour or period can be assigned in. which the lesson must be learned. Most of us remain, through a great part of our lives, in this respect, grown-up children, and do our best only under pressure of a task of comparatively short duration. Another and perhaps equally great advantage of assigning a daily task as against ordinary piece work lies in the fact that the success of a good workman or the failure of a poor one is thereby daily and prominently called to the attention of the management. Many a poor workman might be willing to go along in a slipshod way under ordinary piece work, careless as to whether he fell off a little in his output or not. Very few of them, however, would be willing to record a daily failure to accomplish their task even if they were allowed to do so by their foreman; and also since on ordinary piece work the price alone is specified without limiting the time which the job is to take, a quite large falling off in output can in many cases occur without coming to
the attention of the management at all. It is for these reasons that the writer has above indicated "a large daily task" for each man as the first of four principles which should be included in the best type of management.

It is evident, however, that it is useless to assign a task unless at the same time adequate measures are taken to enforce its accomplishment.  It is to compel the completion of the daily task then that two of the other principles are required, namely, "high pay for success" and "loss in case of failure." The advantage of Mr. H. L. Gantt's system of "task work with a bonus," and the writer's "differential rate piece work" over the other systems lies in the fact that with each of these the men automatically and daily receive either an extra reward in case of complete success, or a distinct loss in case they fall off even a little.

The four principles above referred to can be successfully applied either under day work, piece work, task work with a bonus, or differential rate piece work, and each of these systems has its own especial conditions under which it is to be preferred to either of the other three. In no case, however, should an attempt be made to apply these principles unless accurate and thorough time study has previously been made of every item entering into the day's task.

They should be applied under day work only when a number of miscellaneous jobs have to be done day after day, none of which can occupy the entire time of a man throughout the whole of a day and when the time required to do each of these small jobs is likely to vary somewhat each day. In this case a number of these jobs can be grouped into a daily task which should be assigned, if practicable, to one man, possibly even to two or three, but rarely to a gang of men of any size. To illustrate: In a small boiler house in which there is no storage room for coal, the work of wheeling the coal to the fireman, wheeling out the ashes, helping clean fires and keeping the boiler room and the outside of the boilers clean can be made into the daily task for a man, and if these items do not sum up into a full day's work, on the average, other duties can be added until a proper task is assured. Or, the various details of sweeping, cleaning, and keeping a certain section of a shop floor windows, machines, etc., in order can be united to form a task. Or, in a small factory which turns out a uniform product and in uniform quantities day after day, supplying raw materials to certain parts of the factory and removing finished product from others may be coupled with other definite duties to form a task. The task should call for a large day's work, and the man should be paid more than the usual day's pay so that the position will be sought for by first-class, ambitious men. Clerical work can very properly be done by the task in this way, although when there is enough of it, piece work at so much per entry is to be preferred.

In all cases a clear cut, definite inspection of the task is desirable at least once a day and sometimes twice. When a shop is not running at night, a good time for this inspection is at seven o'clock in the morning, for instance. The inspector should daily sign a printed card, stating that he has inspected the work done by ----, and enumerating the various items of the task. The card should state that the workman has satisfactorily performed his task, "except the following items," which should be enumerated in detail.

F.W. Taylor - Shop Management

Updated  18 June 2017, 27 May 2017

Hollis Godfrey in his 1913 article THE TRAINING OF INDUSTRIAL ENGINEERS specifically mentions training for industrial engineers in the planning department.

June - Industrial Engineering Knowledge Revision Plan

Industrial Engineering - Introduction to  Basic Principles and Techniques

June First Week, 1 to 5 - 2016

Principles of Industrial Engineering - Taylor - Narayana Rao


Industrial Engineering Introduction
Component Areas of IE: Human Effort engineering and System Efficiency Engineering

Pioneering Efforts of Taylor, Gilbreth and Emerson
Principles of Motion Economy

Motion Study - Human Effort Engineering
Ergonomics - Introduction

Work Measurement
Predetermined Motion Time Systems (PMTS)

Methods Efficiency Engineering
Product Design Efficiency Engineering

June 2 Week, 8 to 12

Plant Layout - Efficiency
Value Engineering - Introduction

Statistical Quality Control – Industrial Engineering
Inspection Methods Efficiency Engineering

Operations Research - An Efficiency Improvement Tool for Industrial Engineers
Engineering Economics is an Efficiency Improvement Tool for Industrial Engineers

Industrial Engineering and Scientific Management in Japan
Shigeo Shingo - The Japanese Industrial Engineer

System Engineering Process and Its Management
Systems Improvement Process

June 3 week, 15 to 19

Systems Installation - Installing Proposed Methods
Productivity, Safety, Comfort, and Operator Health Management

Organizing for Industrial Engineering: Historical Evolution of Thinking
Current Research in IE

Managing Change in Improvement Projects - Comfort Zone to Comfort Zone
Supply Chain Cost Reduction

Total Improvement Management
Total Industrial Engineering - H. Yamashina

Industrial Engineering Economics - Important Component of Industrial Engineering
Time Value of Money - Time Value of Money Calculations

June 22 to 26

Cash Flow Estimation for Expenditure Proposals - Depreciation and Other Related Issues
Required Rate of Return - Cost of Capital  - Required Rate of Return for Investment or Expenditure Proposal..

NPV - IRR and Other Summary Project Assessment Measures
Income Expansion Projects - Cost Reduction Projects - Replacement Decisons

Present-Worth Comparisons
Rate-of-Return Calculations

Equivalent Annual-Worth Comparisons
Expected Values and Risk of Project Revenues and Costs

Structural Analysis of Alternatives
Engineering Economic Analysis - Subject Update - Recent Case Studies

June Month Birthdays - Management Scholars and Professors

IE Techniques to be Revised

Principles of Industrial Engineering/Scientific Management by Taylor
Twelve Principles of Efficiency - Harrington Emerson
Product Design Efficiency Engineering (Value Engineering) - Application of Engineering Technology
Methods Efficiency Engineering - Operation Analysis (Maynard) - Application of Engineering Technology
    Plant Layout - Material and Man Movement Analysis and Optimization
    Innovations in Industrial Engineering by Shigeo Shingo - SMED and Poka Yoke
Operations Research - Application of Mathematical Modelling and Optimization in Technology Processes (Product and Process), Business Processes and Managerial Processes.
Application of Statistics in Industrial Engineering - Six Sigma, SPC, SPC, Forecasting
Engineering Economics - Economic Analysis of Engineering Projects - Income Enhancing Projects as well as Cost Reduction Projects - It evaluates and improves capital productivity both long term as well as short term
Human Effort Engineering - Motion study - Principles of Motion Economy, Motion Study
Ergonomics - Application of knowledge of anatomy, physiology, and bio mechanics and findings of experiments on actual working situations

Work Measurement - Productivity Measurement - Cost Measurement

Productivity Management 

High Efficiency/Productivity Systems  Industrial Engineering- Lean Systems Industrial Engineering - Toyota Production System

One Year Industrial Engineering Knowledge Revision Plan

January - February - March - April - May - June

July - August - September - October - November - December

In months after June the articles prescribed have to be modified as a new scheme is started in 2015.

Industrial Engineering - Introduction to  Basic Principles and Techniques - June (28 article are included so far)

Scientific Management of Taylor  (July 17 articles)

12 Principles of Efficiency by Harrington Emerson

Motion Study

Operation Analysis - Method Study - Methods Efficiency Engineering (August 25 articles)

Work Measurement 

Value Engineering


Mathematics and Optimization

Application of Statistics for Cost Reduction and Productivity Improvement

Engineering Economics

Business Process Improvement

Management Process Improvement

Productivity Management and Improvement (20 articles)

Lean Systems (December 20 articles)

Updated  4 June 2017, 29 May 2016, 26 May 2016, 16 Feb 2016

Thursday, June 29, 2017

Industrial Engineering is Kaizen Engineering

The word Kaizen was used by American and Japanese marketers to promote supervisory training and productivity improvement techniques. But the word "Kaizen" has become so popular that we can use it to describe and promote Industrial Engineering.

Industrial Engineering is Kaizen Engineering.

Why? The core engineering component of industrial engineering is redesign of products and processes to increase productivity. It means industrial engineering is change engineering. It is  good change engineering. Industrial Engineering is Kaizen Engineering.

The word "Kaizen" became popular because industrial engineers used in Japan to promote IE. But the entire world may understand IE better today as Kaizen Engineering.

How Kaizens are visualized by operators, supervisors, engineers, managers and industrial engineers.

Kaizens start in observation. Then the identification occurs. Time and effort go into thinking about finding a solution to the problem that is causing waste. Root cause analysis is part of kaizen problem solving thinking process. A solution emerges after some period of problem solving effort. It is tried on models and on in the actual production situation. If successful, it is reported. It becomes part of the standard process after evaluation by some senior or more experienced people. Then it is promoted among all the operators using the same process.

So we can steps like

Kaizen Research
Kaizen Development
Kaizen Experiment
Kaizen Analysis
Kaizen Approval
Kaizen Implementation
Kaizen Evaluation (Post implementation)
Kaizen Promotion

So we can think of Kaizen Sale in the marketing and selling terminology. We alread said "Kaizen Research" which is similar to market research. It is actually market research. Kaizen developer has to do customer research.

30 June 2017 (8.45 am)

IE Redesign Implementation - Principle of Industrial Engineering


7-Implementation of Redesigns

Industrial engineers study existing designs or proposed new designs of products and processes and come out with redesigns. Industrial engineers have full responsibility for implementing these redesigns. They have to become redesign implementation team members or team leaders and ensure that redesigns are implemented and give the productivity and cost reduction benefits, that were estimated in the economic analysis of the redesign.


Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017



Engineering Economic Analysis - Principle of Industrial Engineering


6-Industrial Engineering Economic Analysis


Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017



Optimization - Principle of Industrial Engineering


5-Industrial Engineering Optimization


Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017


Machine Utilization Economy - Principle of Industrial Engineering


4-Machine Utilization Economy


Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017



Industrial Engineering in All Branches of Engineering - Principle of Industrial Engineering


3-Industrial Engineering is applicable in all Branches of Engineering


Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017


Industrial Engineering in Various Branches of Engineering

Industrial Engineering in Civil Engineering

Industrial Engineering in Electrical Engineering

Productivity Engineering - Principle of Industrial Engineering


2-Productivity Engineering




Wednesday, June 28, 2017

15. Continuous Improvement - Employee Participation Principle of Industrial Engineering


15-Continuous Improvement - Employee Participation


Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017



Productivity Incentives - Principle of Industrial Engineering




Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017



Hearty Cooperation - Principle of Industrial Engineering



Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017



Productivity Management- Principle of Industrial Engineering


18-Productivity Management


Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017



Industrial Engineering of Management Process - Modifying management process to increase productivity

Elaborate Planning Organization - Need and Utility

System Level Focus - Principle of Industrial Engineering


19-System Level Focus


Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017



Productivity Measurement - Principle of Industrial Engineering


20-Productivity Measuarement


Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017



Cost Measurement - Principle of Industrial Engineering


21 Cost Measurement


Industrial engineers have to know at the start of the year, the unit cost figures of various products being produced in their organizations. They have to be involved in measuring the costs at the end of the period. Their contribution is reflected in the reduction shown in the unit costs at the end of the year. The value of the work of IEs to the company is the cost reduced over the year.

Measurement of costs today is the responsibility of cost accounting department.  But it only provides the proof for the effective industrial engineering work.

Industrial engineers must learn cost measurement and they should be able to visualize how costs incurred daily become unit costs of products. Their cost reduction also first focuses on various resources used in daily work. But any saving of resource has to become a reduction in some product's unit cost. The IE must be able to see the future consequence of his current action clearly and check whether it happened or not according to his plan at the end of the period.

Principles of Industrial Engineering - Presentation 

by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017


Social Media Use by Industrial Engineers - Industrial Engineers on Social Media

Industrial Engineers on Linkedin

Jabil, Ukrain




Tuesday, Aug. 4, 2015 2 p.m. Eastern time | Register now
Presenter: David Brandt, Web managing editor, Institute of Industrial Engineers
In the past decade, social media has elevated to the primary communication platform on the Internet, thanks in large part to advancing mobile technology. Today, anyone can share a thought, comment on an event, or capture a picturesque moment in real time for all of the digitally connected world to see.
But just what is it you should be sharing? And what role can your social media presence play in enhancing the reputation of IIE – including its societies, divisions, regions and chapters? How can you participate in IIE’s social network year-round (instead of only at the IIE Annual Conference)?
In this webinar, IIE’s David Brandt (whose presence is arguably hard to miss on IIE’s LinkedIn and Facebook groups) will provide tips for best practices in social media sharing on IIE's social network and beyond. He’ll help attendees leverage their personal and IIE-related social media brands to become the best resources on the Web for educating and informing others about IIE and the IE profession. He’ll also answer questions about what IIE subgroups can do to increase the frequency of their social media sharing as well as the diversity of its shared content.
David Brandt is the Web managing editor for the Institute of Industrial Engineers. He has been operating in social media professionally since 2009. Brandt has a bachelor’s degree in mass communications from Piedmont College in Demorest, Georgia, as well as certification in Web design and development from Emory University in Atlanta.

Updated  29 June 2017, 19 June 2015

Industrial Engineering Methods - Classified Articles with Links

Updated  31 June 2016,

History of Industrial Engineering

Bulletins of Taylor Society 1916, 1917 etc.

Contribution of Taylor to Industrial Engineering - Shop Management and Scientific Management

Industrial Engineering - Definition, Explanation, History, and Programs

Functions of Industrial Engineering

Motion Study - Explanation by Frank B. Gilbreth - Index

H. Harold Bass
Supervisor Research and Development Group
Industrial Engineering Division
Eastman Kodak Company, Rochester, New York
1963, University of California

Deployment of Industrial Engineering West Germany after WWII

Product Design Efficiency Improvement

Analysis of Material in Methods Efficiency Engineering

Product Design Efficiency Engineering

Value Engineering - Introduction

Functional Analysis Systems Technique (FAST) - Value Engineering Method

Value Engineering - Examples, Cases and Benefits

Value Engineering Applications in India (Tisco 1993 paper in Value World)

Fifth Annual Industrial Engineering Institute of the University of California, 1953
By L, D, Miles General Electric Company

Scaling Lean Product Management for Better Innovation
Ash Maurya  wrote the step-by-step guide for implementing Lean startup practices, titled Running Lean, created the Lean Canvas tool, and blogs regularly about these topics at

Ash has written a new book  "Scaling Lean: Mastering the Key Metrics for Startup Growth," about applying Lean Startup principles to go from new product concept to a product that will have a predictable success with customers. The concepts discussed in the book apply to any product innovation effort that involves creating a new product or improving an existing one.

Process Efficiency Improvement  - System Efficiency Improvement

Methods Efficiency Engineering

Method Study

Eliminate, Combine, Rearrange, Simplify - ECRS Method - Barnes

Work Station Design - Introduction

Process Analysis - Questions/Check List

Method Study - Case Studies

Inspection Methods Efficiency Engineering

Operation Analysis

5S System - Work Place Design (Industrial Engineering)

Seven Wastes Model

SMED - Single Minute Exchange of Dies - An Industrial Engineering Innovation

Toyota Production System Industrial Engineering - Shigeo Shingo

Optimization of Engineering Systems and Engineering Management Systems

Operations Research - An Efficiency Improvement Tool for Industrial Engineers

Mathematical Programming for Industrial Engineers
Mordecai Avriel, Boaz Golany
CRC Press, 16-May-1996 - Mathematics - 656 pages

Fuzzy Applications in Industrial Engineering
Cengiz Kahraman
Springer, 31-May-2007 - Mathematics - 598 pages

Technological Concepts and Mathematical Models in the Evolution of Modern Engineering Systems: Controlling • Managing • Organizing
Mario Lucertini, Ana Millàn Gasca, Fernando Nicolò
Birkhäuser, 06-Dec-2012 - Mathematics - 246 pages

Using Statistics and Improving Productivity

Statistics - Applications by Industrial Engineers - Knol Book

Statistics and Industrial Engineering

Statistical Quality Control – Industrial Engineering

Lean Six Sigma

Factory Organization in Relation to Industrial Education
Author(s): Hugo Diemer
Source: The Annals of the American Academy of Political and Social Science, Vol. 44, The
Outlook for Industrial Peace (Nov., 1912), pp. 130-140
Diemer suggested a department of records with knowledge of statistics

Industrial Engineering Economics

Engineering Economics is an Efficiency Improvement Tool for Industrial Engineers

Engineering Economic Analysis - Case Studies

Engineering Economics - Bulletin - Information Board

Human Effort Engineering

Motion Study - Explanation by Frank B. Gilbreth - Index

Motion Study - Human Effort Engineering

Principles of Motion Economy

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

Ergonomics - Introduction

Human Effort Engineering - Bulletin Board

Ergonomics Chapter in ILO OSH Handbook

Measurements for Industrial Engineering

Work Measurement

Time Study Equipment

Predetermined Motion Time Systems (PMTS)

MOST - Maynard Operation Sequence Technique - Chapter Contents

Productivity Measurement

Productivity Management

Review of Total Productivity Management

Organizing for Industrial Engineering: Historical Evolution of Thinking

Work Simplification
Active involvement of operators in improving work under industrial engineering

Mason Haire .68

E.P. Degarmo

All three articles in UCAL,Berkeley, conference on IE, 1951

The organization and use of industrial engineering techniques in
Hong Kong industry, 1979

John V. Valenteen
UCAL, IE workshop 1956

Industrial Engineering - Current Issues

Engineering Economic Analysis of New Technologies - Robots, 3D Printing, IoT, Solar Power and Other Renewable Energy Sources, Electric Cars, Driverless Cars,
Digital Transformation of Engineering Activities, Guidelines for Efficient Implementation.
Specialization in Industrial Engineering with Focus on Engineering Branches
Value Creation and Awareness Enhancement
Ethics of Industrial Engineers
Emphasis on System Level Industrial Engineering (D. Scott Sink)
Total Cost Industrial Engineering and Total Productivity Management
Analytics and Industrial Engineering
Digital Tools and Industrial Engineering (Virtual Reality, Online Training of IE Tasks)
Augmented Activities of IE.




Updated 29 June 2017,  31 July 2016,  14 July 2016,  23 June 2016,  12 June 2016

Tuesday, June 27, 2017

Fortune 41 to 50 Companies - Industrial Engineering Departments - Activity


41 Dell Technologies


Michael Palmer
M & A Integration Senior Director, Industrial Engineering @ Dell P.E. PMP CPE
Dell Technologies   Georgia Institute of Technology
Austin, Texas

Senior Manufacturing Engineering Manager
Company NameDell
Dates Employed1997 – 2004  Employment Duration7 yrs
Led Dell’s Global Engineering team responsible for increasing manufacturing, logistics capacity >300% with a >50% reduction in operational costs helping maximize profitability during Dell Inc. high growth period 1998-2006
Led the Laptop and Consumer Desktop Process engineering organization in designing, implementing and operating Manufacturing and IT processes and operations for Dell's businesses in support of "hyper growth" period. Led global teams in defining strategy to support rapid growth and even more rapid improvements in manufacturing productivity and cost using continuous flow, lean, customer focused success, and TQM principles.

42 MetLife


44 PepsiCo


Jim Boucher
Vice President, PAB Supply Chain, Commercialization & Integration at PepsiCo
PepsiCo   Purdue University
Chicago, Illinois

Manager, Production Services
Dates EmployedJul 1990 – May 1993  Employment Duration2 yrs 11 mos
LocationGreater Chicago Area
Leadership or Planning, capacity and inventory management, co-pack planning, warehouse operations, procurement, and transportation management.
Manager, Industrial Engineering - Quaker Oats
Dates EmployedJun 1988 – Jun 1990  Employment Duration2 yrs 1 mo
LocationKansas City, Missouri Area
Lead facility cost management process, new product costing and variable standard development.

Senior Industrial Engineer - Quaker
Dates EmployedJun 1987 – Jun 1988  Employment Duration1 yr 1 mo
CMP and financial variance analysis, coordinate new product costing and variable standard development.
Industrial Engineer - Quaker
Company NamePepsiCo
Dates EmployedJan 1986 – May 1987  Employment Duration1 yr 5 mos
LocationCedar Rapids, Iowa Area
Lead RTE, Shipping and Milling CMP efforts, new product costing and variable standard development.

45 Archer Daniels Midland

46 UPS

47 Intel

48 Prudential Financial

49 Albertsons Cos.

50 United Technologies

Please provide more information on IE in the companies through the comments

Fortune 31 to 40 Companies - Industrial Engineering Departments - Activity

All engineering companies must have industrial engineering departments


31  Comcast

32   IBM

Jordan Susskind
Industrial Engineer
IBM   Northwestern University
New York, New York

State Farm Insurance Cos.

34  Phillips 66

35  Johnson & Johnson

36 Procter & Gamble


Engineering at P&G is a well-oiled machine. Day after day, we’re innovating new products and driving cost-efficient solutions. Here, you’ll play a part in designing all the bells and whistles (and expert technology) to make our multimillion-dollar machines, plants and work processes that make our products. You’ll improve the capability, safety and productivity of all our systems, while reducing costs for our business. From Process or Automation Engineer to Manufacturing and more, you’ll be at the center of building some of the world’s best brands. Ready to get started?

37 Valero Energy

38 Target

39 Freddie Mac

40 Lowe’s

Please provide more information on IE in the companies through the comments

Fortune 21 to 30 Companies - Industrial Engineering Departments - Activity


21  J.P. Morgan Chase

22  Express Scripts Holding

23  Home Depot

24  Boeing


Mimi Truong
Industrial Engineer
Boeing   University of Washington
Everett, Washington

Carla Mejias
Industrial Engineer at Boeing
Boeing   University of Central Florida
Charleston, South Carolina

Jonathan Wright
Industrial Engineer at Boeing
Boeing   Villanova University
Philadelphia, Pennsylvania

25Wells Fargo

26Bank of America Corp.



29  Anthem


Please provide more information on IE in the companies through the comments

Fortune 11 to 20 Companies - Industrial Engineering Departments - Activity


11     AmerisourceBergen



Alan Sheaffer
Industrial Engineering Management
Amazon   Penn State University
Greater Los Angeles Area

Senior Worldwide Innovation & Design Engineer

Aug 2016 – Present
Greater Seattle Area

Job Advertisement

Sr. Industrial Engineer
Location Seattle, WA, US
Seniority Level
Mid-Senior level

Job Description
Do you want to be part of an organization that is on the leading edge for operations, supply chain, and fulfillment design? The Amazon Fresh operations team is looking for a proven technical leader with extensive experience designing physical buildings and implementing process improvement projects within the fulfillment and distribution industry. As the Sr. Industrial Engineer, you will work with broad set of stakeholders including operations, engineering, capacity planning and retail to design and develop the next generation Fresh & Pantry FC, while challenging the status quo of existing operations. This position requires a firm understanding of engineering systems, forecasting, cost estimating and process flows in order to successfully complete the design cycle.

In this role, you will have the opportunity to display your skills in the following areas:
Develop a detailed schedule for managing the end-to-end engineering design process.
Engage with vendors to define engineering requirements and procure budgetary quotes.
Create a detailed capital approval plan for new fulfillment centers and use this plan to obtain funding for launching a new fulfillment operation.
Work with stakeholders to build a cross-functional team to execute the operational launch of a new site.
Develop innovative design concepts to improve throughput and labor in Fresh & Pantry FC’s.
Scope and implement next generation automation solutions for Fresh & Pantry FCs.

Our Sr. Industrial Engineers work across the organization to find solutions to complex problems and are expected to innovate on behalf of our customers to ensure these solutions provide a flawless experience. In order to accomplish this, a Sr Industrial Engineer must think strategically and make data driven decisions. You will be driving efforts, both independently and as part of larger project teams and you’ll have a significant impact on this growing business. Successful candidates will be strong leaders who can prioritize well, communicate clearly and have a consistent track record of delivering results. You must have the experience and capability to create and present documentation for senior executives and align your roadmap with Amazon’s strategic objectives. Excellent written and verbal communication skills are essential. You should be experienced in working with data to analyze root causes, implementing long term solutions and leading teams with advanced analytical, mathematical, and quantitative capabilities.

Basic Qualifications

BA or BS in Industrial Engineering, or equivalent technical field from an accredited university
7+ years in Operations, Design, Engineering or capital project management for a Grocery or Food Service Distribution firm
Demonstrated ability to own projects, think big and influence across all levels of an organization
Excellent communication skills, ability to simplify complex topics for broad audiences
Willingness to travel up to 30%

Preferred Qualifications
MBA or Master’s Degree in a related field
Design experience in the grocery industry, with an emphasis on chilled and frozen facility design.
Operations or Industrial Engineering experience in a grocery fulfillment operation
Alternatively, 5+ years’ experience in Material Handling solutions

13 General Electric

14 Verizon

15Cardinal Health

16  Costco

17  Walgreens Boots Alliance

18 Kroger


Charon Newton, MBA
Industrial Engineer
Kroger   Keller Graduate School of Management of DeVry University
Cincinnati Area, KY

Industrial Engineer
Company NameKroger
Dates EmployedApr 2017 – Present  Employment Duration3 mos
LocationCincinnati, Ohio

Industrial Engineer
Company NameTradeGlobal
Dates EmployedAug 2016 – Present  Employment
LocationCincinnati, Ohio

Industrial Engineer Manufacturing
Company NameKroger
Dates EmployedOct 2014 – Present  Employment Duration

Corporate industrial Engineer
Company NameKroger
Dates EmployedNov 2010 – Present  Employment Duration

Industrial Engineer Logistics
Company NameKroger
Dates EmployedMar 2016 – Sep 2016  Employment
LocationCincinnati Area

19  Chevron


Sahika Korkmaz
Human Factors and Performance Engineer at Chevron
Chevron   The Ohio State University
San Francisco Bay Area

Global Downstream and Chemicals Senior Human Performance Advisor
Company NameChevron
Jan 2015 – Present
LocationSan Francisco Bay Area
Human Factors and Ergonomics Team Lead
Company NameChevron
Jan 2013 – Dec 2014
LocationSan Ramon, CA

Human Factors and Ergonomics Advisor
Company NameChevron
Apr 2008 – Dec 2012
LocationSan Ramon, CA

Adjunct Professor
Company NameSan Jose State University
Dates EmployedJan 2009 – Dec 2014  Employment Duration6 yrs

20  Fannie Mae

Please provide more information on IE in the companies through the comments

Monday, June 26, 2017

Fortune 1 to 10 Companies - Industrial Engineering Departments - Activity

1. Walmart

2017 Intern Conversion: 2018 Full-Time Central Ops Industrial Engineer

What you'll do

Analyzes and interprets information for one or more initiative work streams to improve business efficiency
Assumes duties of Project Manager III, Innovation in the absence of the Project Manager III, Innovation
Collaborates cross-functionally on assignments with internal and external stakeholders to understand the results of data analyses and research
Demonstrates up-to-date expertise in Innovation Department and applies this to the development, execution, and improvement of action plans
Develops and directs one or more work streams of a cross-functional project to achieve desired results
Develops tools that support decision making and business cases
Models compliance with company policies and procedures and supports company mission, values, and standards of ethics and integrity
Provides and supports the implementation of business solutions

2. Berkshire Hathaway

3. Apple

4. Exxon Mobil

5. McKesson

Kerra Young
Industrial Engineer Lead - LMS Implementation at McKesson
McKesson   University of Pittsburgh
Pittsburgh, Pennsylvania

6. UnitedHealth Group

Lead Industrial Engineering at UnitedHealth Group
UnitedHealth Group   Institute of Management Technology, Ghaziabad
Noida Area, India

UnitedHealth Group - Business Analyst - Industrial Engineering (3-7 yrs)
Careers at Optum, a UnitedHealth Group Company
UP/Noida, India

#Project Management  #Business Analysis  #Analytics  #Statistics  #Change Delivery
Discipline - Business Operations

Industry - Business Analysis

Job Description :

- Consult organizational leaders on standard time measures; manage work study and work analysis, analysis of work samples, and developing methods of measuring work performance.

- Apply statistical modeling and perform mathematical methods to determine account level operational process performance and staffing requirements.

- Positions in this function are responsible for end-to-end business process activities reviewing, creating, controlling and improving business processes.

- Develop innovative solutions using industrial engineering fundamentals, advanced statistical models, development of new technologies, and common sense

- Assist leadership team in establishing project strategies, developing project plans, and cost/benefit analysis to ensuring project success.

- Provide analysis for identifying business requirements, specifications, design requirements, and testing efforts for process improvement, technical, and analytical projects.

- Improves work flow by studying process flowcharts, recommending modifications in work flow and work procedures.

- Recommend methods for improving utilization of personnel, deployment of technology, and tool development.

- This position is required to understand the principles of statistical quality control and basic project management skills.

- Apply statistical methods and perform mathematical calculations considering quality control objectives to resolve productivity problems, maximize reliability

- Analyze given data and operating conditions; implementing changes follow-up on results by involving key responsible people

- The duties of an industrial engineer encompasses a wide scope of procedures from researching and reviewing statistical data .

No. of Openings - 1

Qualification :

Required Skillset :

Educational Qualification :

- Bachelor's degree in Industrial/ Mechanical /Production Engineering with Process Engineering experience.

- Experience or coursework applying statistical methods.

- Intermediate proficiency with Microsoft Excel, Minitab, Access, Visio and PowerPoint.

- Excellent communication, time/project management, problem solving, organizational and analytical skills.

- When they review data, identify and resolve problems they should be highly organized, scrupulous, and creative in their approach.

- Excellent analytical, mathematical, and creative problem-solving skills.

7. CVS Health

Industrial Engineer
Job ID: 522582BR
Business Area: CVS Health
Primary Location: VA ‒ Fredericksburg
Job Type: Full Time
Job Category: Distribution Center, Corporate
Clinical Licensure Required: N/A
Location Code DC011

Position Summary:

As an Industrial Engineer, you will play a key role in driving improved productivity and cost effectiveness by recommending and implementing changes to improve the performance of systems and people, increase utilization of labor and other resources while maintaining or improving safety, quality and customer service. 

The Industrial Engineer may also manage a variety of projects including, but not limited to analysis, design, process improvement, and implementation of capacity, material handling system and technology changes.The Industrial Engineer reports to the Regional Industrial Engineering Manager and will closely coordinate work with the local DC Director.

Additional responsibilities of the Industrial Engineer include:

· Providing engineering support for the establishment of accurate labor standards using time study or equivalent techniques.
· Maintaining complete standards and methods documentation, perform all scheduled audits. Maintain Labor Management System, written procedures and layouts as needed to reflect changes in business requirements,preferred methodologies, etc. and insure continued accuracy of standard.
· Supporting of all performance management initiatives.
· Improving work methods by analyzing methods and procedures to ascertain the most efficient way to perform all warehouse tasks.(Reducing steps, travel, non-value added time, and waste, deploying best practices, works amplification, staff planning, balancing, and identification/removal of barriers to productivity).
· Optimizing material flow (Travel reduction,process balancing, optimizing storage utilization and put-away logic, and efficient slotting)
· Providing Operations team with necessary support and guidance for improving utilization of our resources (Direct and Indirect Labor, equipment, space, etc.)
· Providing technical support for material handling system improvement(configuration, improved capacity, efficiency)
· Monitoring and maintain a deep understanding of variables impacting key performance metrics, contributing input and support to team in achieving targets.
· Providing guidance and support for cost reduction projects.

Required Qualifications:
- 2+ years of experience with logistics operations
- 1+years of experience working with labor standards
- 1+ years of experience carrying out industrial engineering assignments of a broad nature
- Experience with Distribution and/or Lean/Six-Sigma/Labor Standards
- Travel may be requires up to 25% of the time.

Preferred Qualifications:
- Industrial Engineering Co-op or Intern Experience
- Experience with Warehouse Management Systems
- Proficient in MS Excel with Macros, MS Access, VBA, Word, and Power Point

8. General Motors

Jeff Miller
Lead Industrial Engineer at General Motors
Oxford, MichiganAutomotive

General Motors
Lead Industrial Engineer - Orion Assembly
General Motors
August 2010 – Present (6 years 11 months)
Lead Industrial Engineer for the General Assembly team at the small car Orion Assembly Plant, a lean model plant for General Motors in North America . Responsible for line balance, productivity, throughput and manpower targets in one of the world's only combo gas and electric vehicle assembly lines. My experience includes managing two highly successful major vehicle launches and multiple re-rates, while developing and promoting an ever evolving cast of young industrial engineers through our team. Major Lean Manufacturing implementation experience, specifically in the areas of standardized work, work place organization and continuous improvement.

9. AT&T

10. Ford Motor

Doug Rickert
Industrial Engineering Mgr. Ford Motor Company
Ford Motor Company   Ball State University
Greater Detroit Area


Industrial Enginering Manager - Ford North America
Ford Motor Company
Sep 2010 – Present  Employment Duration6 yrs 10 mos
 Ford Motor Company
Vehicle Operations Industrial Engineering
Ford Motor Company
Sep 1988 – 2013  Employment Duration25 yrs
Responsible for labor planning for 3 North American Asembly Plants

Tom Hernandez
Industrial, Sr. Engineer 2004-2007
Ford Motor Company

Sachin Jain
Cost Study Coordinator at Ford Motor Company
Ford Motor Company
Cincinnati, Ohio
Jul 2016 – Present
Complete plant wide cost studies for product design changes, capacity increases, coordinating from various stakeholders (logistics, engineering, facilities and production).

Ford Motor Company - Industrial Engineer
Jun 2012 – June 2016

Please provide more information on IE in the companies through the comments

Friday, June 23, 2017

Michel Baudin - Working with Machines - Jidoka - Book Information

Working with Machines: The Nuts and Bolts of Lean Operations with Jidoka

Michel Baudin

Productivity Press, 2007 - Business & Economics - 354 pages
How do companies in high labor cost countries manage to remain competitive?
In western manufacturing, the more manual a process, the more severe the competitive handicap of high wages. Full automation would make labor costs irrelevant but remain impractical in most industries. Most successful manufacturing processes in advanced economies are neither fully manual nor fully automatic -- they involve interactions between small numbers of highly skilled people and machines that account for the bulk of the manufacturing costs and thereby remain competitive.

In Working with Machines: The Nuts and Bolts of Lean Operations With Jidoka, author Michel Baudin explains how performance differences that can be observed from one factory to the next are due to the way people use the machines -- from the human interfaces of individual machines to the linking of machines into cells, the management of monuments and common services, automation, maintenance, and production control.

Google Book Link

Table of Contents

A guided tour

Part I: Human-Machine interfaces
Chapter 1: Using machine controls
Chapter 2: Performing operations on machines
Chapter 3: Understanding the process
Chapter 4: Programming machines

Part II: Machine cells
Chapter 5: Cellular manufacturing with machines
Chapter 6: Design and implementation of a machine cell
Chapter 7: From operator job design to task assignment
Chapter 8: Cell automation and chaku-chaku line
Chapter 9: Grouping cells into focuses factories

Part III: Common services and monuments
Chapter 10: Working with monuments
Chapter 11: Setup time reduction

Part IV: Automation
Chapter 12: The lean approach to automation
Chapter 13: Improving legacy automated systems

Part V: Machine maintenance
Chapter 14: Machine and facilities maintenance
Chapter 15: Improving maintenance
Chapter 16: Maintenance information systems
Chapter 17: Overall Equipment Effectiveness (OEE)

Where should you go from here?

Updated 24 June 2017, 23 August 2013

9th Waste - Wasting Machine's Potential Productivity -- Elimination - Essential Industrial Engineering Activity

F.W. Taylor clearly identified two categories of waste. Wasting machine's productivity potential and man's productivity potential. He proposed solutions to both.

Frank Gilbreth proposed flow process chart to examine five elements of a process and eliminate waste.




Temporary delay or storage

Permanent delay or storage

Flow process chart became very popular and was used for good number of years.

Taichi Ohno expanded it to Seven

T – Transport – Movement of material, people
I – Inventory – Stock of materials, parts, and finished items
M – Motion – movement of hands and other body parts in operating machines of hand tools
W – Waiting – Men and machines waiting for parts or instructions
O – Over production – Making more than is IMMEDIATELY required
O – Over processing – Tighter tolerances or higher grade materials than are necessary
D – Defects – Items scrapped and rework

Ohno's Seven waste model also became popular and was applied to others areas of activity like software development.

Then the 8th waste was added

Wastage of physical and mental skills of people.

So far in this waste concepts, an important waste identified and tackled by F.W. Taylor and which is the basis of industrial engineering is not attended to properly. This waste is the wastage of machine capability and power. Taylor experimented and found the solution to this problem in the case of machine tools through his publication "The Art of Metal Cutting." He explained his suggested method in his article "Piece Rate System". book length papers, "Shop Management", and "Scientific Management". For achieving the potential productivity of man machine system, the machine parameters need to be studied and selected and adjusted appropriately to get the best output from the machine in terms of quantity and cost maintaining the specified quality. This evaluation and adjustment of machine parameters is an engineering activity to be carried out to assure the lowest cost, highest income to employees and shareholders and provision of maximum goods and services to the society. This is part of the technical component of industrial engineering - the productivity engineering component of industrial engineering.

9th Waste - Wastage of Machine Potential, Capability and Power - Wasting Machine's Potential Productivity

First published in this blog on 23 June 2017. This understanding came to me (Narayana Rao K.V.S.S. )on 22 June 2017, as I am listening to a presentation on Barriers to Lean Implementation.

Machine Work Study

Machine Work Study was proposed by Narayana Rao in a paper presented in the NCIETM 2016 to take care of this 9th Waste (November 2016).

The four principles of the 21 principles of industrial engineering is related to the elimination of this waste.

4. Principles of machine utilization economy to be developed for all resources used in engineering systems.

Examples of Efforts to Increase Machine Productivity or Potential Productivity through Industrial Engineering Activity - Research, Development of Alternatives, and Implementation

Machinery productivity monitoring systems

Machinery productivity monitoring systems are sets of technical elements that serve to acquire, transfer and assess machinery productivity data. Output is the information for management in the required format (numeric or graphical) to reveal weaknesses in the process that allows us to identify potential opportunities for improvement.

Improving dragline productivity using big data

August 2016

Mining operations produce an enormous amount of data through numerous parallel, though diverse, monitoring systems. Data mining and analytics can be a major part of a successful mining improvement process.

In this case, the goal is to find a single target variable and its value that will drive operator behaviour to operate the dragline at maximum production capacity and speed while not exceeding machine fatigue.

Simulated productivity of one- and two-armed tree planting machines

Ersson B. T., Jundén L., Bergsten U., Servin M. (2013).  Silva Fennica vol. 47 no. 2 article id 958.

9th Waste - Speed Loss

14 July 2015
Similar viewpoint was expressed by Steve Borris in the linkedin article
"Speed Losses" would be my recommendation for the 9th Lean Waste.