Friday, June 30, 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)

Wednesday, June 28, 2017

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



Industrial Engineers on Linkedin


Jabil, Ukrain
https://www.linkedin.com/in/aleksandr-turyanytsya-320b17102/

https://www.linkedin.com/in/dmitry-dovbishchuk-8498a4a9/

Panasonic
https://www.linkedin.com/in/diana-salgado-82299121

SKF USA Inc.
https://www.linkedin.com/in/siddharthsoodscm/


2015

http://partsolutions.com/social-media-engineering-just-how-do-engineers-use-the-internet-infographic/



SMART MESSAGING ON IIE'S SOCIAL MEDIA NETWORK
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.
http://www.iienet2.org/details.aspx?id=39385


Updated  29 June 2017, 19 June 2015

Tuesday, June 27, 2017

Fortune 41 to 50 Companies - Industrial Engineering Departments - Activity



RANK   COMPANY  
REVENUES ($M)





41 Dell Technologies

$64,806

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
LocationGlobal
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.

https://www.linkedin.com/in/michaelepalmer/

42 MetLife
$63,476

43Aetna
$63,155

44 PepsiCo

$62,799


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

Manager, Production Services
PepsiCo
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.
 PepsiCo
Manager, Industrial Engineering - Quaker Oats
PepsiCo
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.
 PepsiCo

Senior Industrial Engineer - Quaker
PepsiCo
Dates EmployedJun 1987 – Jun 1988  Employment Duration1 yr 1 mo
CMP and financial variance analysis, coordinate new product costing and variable standard development.
 PepsiCo
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.

https://www.linkedin.com/in/jim-boucher-b8025889/

45 Archer Daniels Midland
$62,346

46 UPS
$60,906

47 Intel
$59,387

48 Prudential Financial
$58,779

49 Albertsons Cos.
$58,734

50 United Technologies
$57,244

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

RANK   COMPANY  
REVENUES ($M)




31  Comcast
$80,403


32   IBM
$79,919

Jordan Susskind
Industrial Engineer
IBM   Northwestern University
New York, New York
https://www.linkedin.com/in/jordan-susskind-b8087694/

33
State Farm Insurance Cos.
$76,132

34  Phillips 66
$72,396

35  Johnson & Johnson
$71,890

36 Procter & Gamble

$71,726


ENGINEERING
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?

http://pgcareers.com/career-areas-find-your-fit/engineering/



37 Valero Energy
$70,166

38 Target
$69,495

39 Freddie Mac
$65,665

40 Lowe’s
$65,017

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

Fortune 21 to 30 Companies - Industrial Engineering Departments - Activity



RANK   COMPANY    REVENUES ($M)



21  J.P. Morgan Chase
$105,486


22  Express Scripts Holding
$100,288


23  Home Depot
$94,595


24  Boeing

$94,571

Mimi Truong
Industrial Engineer
Boeing   University of Washington
Everett, Washington
https://www.linkedin.com/in/mimi-truong-ab10a376/

Carla Mejias
Industrial Engineer at Boeing
Boeing   University of Central Florida
Charleston, South Carolina
https://www.linkedin.com/in/carla-mejias-03644b88/

Jonathan Wright
Industrial Engineer at Boeing
Boeing   Villanova University
Philadelphia, Pennsylvania
https://www.linkedin.com/in/jonathan-wright-29a42726/


25Wells Fargo
$94,176


26Bank of America Corp.
$93,662


27Alphabet
$90,272


28Microsoft
$85,320


29  Anthem
$84,863


30Citigroup
$82,386


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

Fortune 11 to 20 Companies - Industrial Engineering Departments - Activity



RANK   COMPANY  
REVENUES ($M)

11     AmerisourceBergen
$146,850

12    Amazon.com

$135,987

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

Experience
 Amazon
Senior Worldwide Innovation & Design Engineer

Aug 2016 – Present
Greater Seattle Area

https://www.linkedin.com/in/alansheaffer/


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

https://www.linkedin.com/jobs/view/284109416/

13 General Electric
$126,661

14 Verizon
$125,980

15Cardinal Health
$121,546

16  Costco
$118,719

17  Walgreens Boots Alliance
$117,351

18 Kroger

$115,337


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



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

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

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

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

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

https://www.linkedin.com/in/charon-newton-mba-91603416/


19  Chevron

$107,567


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

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

Chevron
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

https://www.linkedin.com/in/sahika-korkmaz-b310624/

20  Fannie Mae
$107,162

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

http://fortune.com/fortune500/list/

1. Walmart


2017 Intern Conversion: 2018 Full-Time Central Ops Industrial Engineer
https://careers.walmart.com/us/jobs/825979BR-2017-intern-conversion-2018-full-time-central-ops-industrial-engineer-bentonville-ar

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
https://www.linkedin.com/in/kerrayoung/

6. UnitedHealth Group


RAJESH GOPINATH
Lead Industrial Engineering at UnitedHealth Group
UnitedHealth Group   Institute of Management Technology, Ghaziabad
Noida Area, India
https://www.linkedin.com/in/rajesh-gopinath-49568510/

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.

http://www.iimjobs.com/j/unitedhealth-group-business-analyst-industrial-engineering-3-7-yrs-268035.html

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

https://jobs.cvshealth.com/job/fredericksburg/industrial-engineer/5770/3440492

8. General Motors


Jeff Miller
Lead Industrial Engineer at General Motors
Oxford, MichiganAutomotive

Experience
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

Experience

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
https://www.linkedin.com/in/doug-rickert-37801a3b/

Tom Hernandez
Industrial, Sr. Engineer 2004-2007
Ford Motor Company
https://www.linkedin.com/in/tom-hernandez-aa73a0b/

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
Ohio
https://www.linkedin.com/in/sachin-jain-3092a49/


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
http://books.google.co.in/books?id=wYyJoS3Cex4C



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?
Bibliography
Index


Updated 24 June 2017, 23 August 2013

Productivity Management - Books and Articles



Research Papers and Articles

2017
Nudge management: applying behavioural science to increase knowledge worker productivity
Authors
Authors and affiliations: Philip Ebert, Wolfgang Freibichler
Open AccessPoint Of View, First Online: 21 March 2017
Journal of Organization Design, December 2017, 6:4


Productivity Management in an Organization: Measurement and Analysis

kongkiti phusavat
2013
Download fullbook from
http://www.toknowpress.net/ISBN/978-961-6914-05-5.pdf


Evidence-based Productivity Improvement: A Practical Guide to the Productivity Measurement and Enhancement System (ProMES)

Robert D. Pritchard, Sallie J. Weaver, Elissa L. Ashwood
Routledge, 2012 - 316 pages

This new book explains the Productivity Measurement and Enhancement system (ProMES) and how it meets the criteria for an optimal measurement and feedback system. It summarizes all the research that has been done on productivity, mentioning other measurement systems, and gives detailed information on how to implement this one in organizations. This book will be of interest to behavioral science researchers and professionals who wish to learn more about the practical methods of measuring and improving organizational productivity.
https://books.google.co.in/books?id=nEloq-dnEgEC




2009
Edmonton City Productivity Audit
http://www.edmonton.ca/city_government/documents/12342_City_Productivity_with_Admin_Response.pdf

Service Productivity Management: Improving Service Performance using Data Envelopment Analysis (DEA)
H. David Sherman
Springer, 10-Sep-2006 - Business & Economics - 350 pages
The service economy is now the largest portion of the industrialized world's economic activity. This development has dramatically raised the importance of maximizing productivity excellence in service organizations. The correlation between the service economy and productivity excellence has lead service organization managers to recognize the value of using benchmarking techniques to identify and adopt best practices in their organizations. As the use of benchmarking metrics in service organizations has increased, correspondingly these organizations have improved continuously by allowing service units to learn from methods that prove the most effective. Service Productivity Management provides the insights and methods to answers questions on a whole range of productivity issues, of which some examples are: How do you manage profitability of a network of hundreds or thousands of branch offices disbursed over several states and countries? How can managed-care organizations manage the quality and cost of hundreds of physicians providing health services to millions of plan members? What methods would enable a government to ensure that the multiple offices serving citizens across a country are operating at low cost while meeting the required service quality? Each of these service settings are examples of the many service providers that deliver a complex set of services to a widely diversified set of customers. The book systematically explores complex service issues and analyzes each case for a variety of ways to improve service productivity, quality, and profitability. Service Productivity Management is an in-depth guide to using the most powerful available benchmarking technique to improveservice organization performance -- Data Envelopment Analysis (DEA). (1) It outlines the use of DEA as a benchmarking technique. (2) It identifies high costs service units. (3) It isolates specific changes to each service unit to elevate their performance to the best practice services level providing high quality service at low cost. (4) And most important, it guides the improvement process. The discussion and methods are all supported by case-study applications to organizations that have sought and have successfully improved its performance. The techniques discussed in the book are accessible to any and all managers with access to Microsoft. Excel spreadsheet software (Excel). Throughout the book, step-by-step guidance is provided to enable any reader to apply DEA and the Excel software to their organization. Packaged with the book comes a ready-to-use DEA software CD for Microsoft. Excel Add-in to run DEA analyses on any set of organizations of interest to the reader.
http://books.google.co.in/books/about/Service_Productivity_Management.html?id=eD1WFzO6nt8C



Productivity Management: A Practical Handbook

Author: Joseph Prokopenko
Publisher: ILO

Google Book Link
http://books.google.co.in/books?id=0jyOKj8S_iYC

Preview available

ILO always emphasized the productivity of all resources instead of a single point focus on labor productivity.

You can order the book from ILO
http://www.ilo.org/global/publications/ilo-bookstore/order-online/books/WCMS_PUBL_9221059014_EN/lang--en/index.htm



A Guide to Integrated Management of Productivity Activities
Spring, Singapore
Full Book - Published in 2011 - Interesting Contents

http://productivity.business.gov.sg/en/download/Guide-to-IMPACT.pdf

SPRING's Productivity Management Program - APO report
http://www.apo-tokyo.org/wp/news/spring%E2%80%99s-productivity-management-programme.html

Appoint a Productivity Manager for Your Organization - Singapore Govt. Message
http://productivity.business.gov.sg/en/getstarted_3.aspx


Energy Productivity Management - Details of a training program
Belgium
http://www.dnv.be/Binaries/Energy%20productivity%20management%20-%20Flyer%20(print)_tcm141-465607.pdf


The Power of Productivity: Wealth, Poverty, and the Threat to Global Stability

William W. Lewis
McKinsey Global Institute
University of Chicago Press, 01-Sep-2005 - Business & Economics - 368 pages

The Power of Productivity provides powerful and controversial answers to the  question of ameliorating  economic disparity among countries. William W. Lewis, the director emeritus of the McKinsey Global Institute,  draws on extensive microeconomic studies of thirteen nations over twelve years—conducted by the Institute itself—to counter virtually all prevailing wisdom about how best to ameliorate economic disparity. Lewis's research, which included studying everything from state-of-the-art auto makers to black-market street vendors and mom-and-pop stores, conclusively demonstrates that, contrary to popular belief, providing more capital to poor nations is not the best way to help them. Nor is improving levels of education, exchange-rate flexibility, or government solvency enough. Rather, the key to improving economic conditions in poor countries, argues Lewis, is increasing productivity through intense, fair competition and protecting consumer rights.

As The Power of Productivity explains, this sweeping solution affects the economies of poor nations at all levels—from the viability of major industries to how the average consumer thinks about his or her purchases. Policies must be enacted in developing nations that reflect a consumer rather than a producer mindset and an attendant sense of consumer rights. Only one force, Lewis claims, can stand up to producer special privileges—consumer interests.

The Institute's unprecedented research method and Lewis's years of experience with economic policy combine to make The Power of Productivity the most authoritative and compelling view of the global economy today, one that will inform political and economic debate throughout the world for years to come.
https://books.google.co.in/books?id=lSwLll6GNNcC


Measuring and Improving Organizational Productivity: A Practical Guide

Robert D. Pritchard
Greenwood Publishing Group, 1990 - 248 pages


Productivity has become a national priority. Its effects are being felt on all levels--national, industrial, and individual. An organization must be able to measure productivity before effectively improving it. This volume is the first practical guide for developing productivity measurement systems. It describes the use of the Productivity Measurement and Enhancement System (ProMES) designed by its author and his colleagues. An important tool for organizations, this step by step guide discusses how to measure productivity and then how to use this measurement.

Robert Pritchard's guide first presents a detailed description of the development and uses of ProMES. The background and description of ProMES is followed by details on how to develop ProMES in any organization. Questions and answers about using the system are discussed together with further issues on how to implement the system. The use of the system with other productivity improvement techniques is also covered. The volume concludes with a discussion on evaluating the effects of a productivity improvement system. It is a valuable practical source for industrial and organizational psychologists, management consultants, classes, and workshops.
https://books.google.co.in/books?id=abIy-ewzrvMC


No-Nonsense Guide to Measuring Productivity
W. Bruce Chew
HBR, JANUARY 1988 ISSUE
https://hbr.org/1988/01/no-nonsense-guide-to-measuring-productivity

Productivity management: A neglected approach for reducing federal government costs

Authors
Peter J. Lemonias,
Brian L. Usilaner
Global Business and Organizational Excellence, Volume 3, Issue 2, Spring 1984
Pages 145–154
First published: March 1984, National Productivity Review, Volume 3, Issue 2,


Organizing for productivity management
Marta Mooney
National Productivity Review
Volume 1, Issue 2, pages 141–150, Spring 1982

Updated  24 June 2017.  2 October 2016, 13 Sep 2015
First published: 29 October 2013

Wednesday, June 21, 2017

Management Process Industrial Engineering - Management Process Productivity Reengineering - Management Process Productivity Redesign



Industrial engineers  redesign processes to improve their productivity. Productivity improvement most of the times happens in that process only. But sometimes a change in the process can improve productivity in a downstream processes.

Industrial engineers evaluate management processes also for their productivity implications. Many times the management process may be negatively affecting productivity in the operations that are being carried out according to the plans and procedures prescribed by the management process. In such a case, industrial engineers may suggest a change in the process. The process change can be defined and developed by industrial engineers or managers themselves may do it. Industrial engineers from the time of F.W. Taylor (Father of Industrial Engineering) have suggested and implemented management process changes.

In the first full length work of Taylor, Shop Management, number of management changes were proposed and described with examples of implementation.

The management process or procedure changes suggested by F.W. Taylor are described below. This content is excerpted from Origin of Industrial Engineering - Shop Management

1. Definition of Management 


The art of management has been defined, "as knowing exactly what you want men to do, and then seeing that they do it in the best and cheapest way.'"

What the workmen want from their employers beyond anything else is high wages, and what employers want from their workmen most of all is a low labor cost of manufacture.

These two conditions are not diametrically opposed to one another as would appear at first glance. On the contrary, they can be made to go together in all classes of work, without exception

This book is written mainly with the object of advocating high wages and low labor cost as the foundation of the best management, of pointing out the general principles which render it possible to maintain these conditions even under the most trying circumstances, and of indicating the various steps which the writer thinks should be taken in changing from a poor system to a better type of management.



The possibility of coupling high wages with a low labor cost rests mainly upon the enormous difference between the amount of work which a first-class man can do under favorable circumstances and the work which is actually done by the average man.


6. Task Management



The writer has found, through an experience of thirty years, covering a large variety in manufactures, as well as in the building trades, structural and engineering work, that it is not only practicable but
comparatively easy to obtain, through a systematic and scientific time study, exact information as to how much of any given kind of work either a first-class or an average man can do in a day, and with this information as a foundation, he has over and over again seen the fact demonstrated that workmen of all classes are not only willing, but glad to give up all idea of soldiering, and devote all of their energies to turning out the maximum work possible, providing they are sure of a suitable permanent reward.

With accurate time knowledge as a basis, surprisingly large results can be obtained under any scheme of management from day work up; there is no question that even ordinary day work resting upon this foundation will give greater satisfaction than any of the systems in common use, standing as they do upon soldiering as a basis.


The writer chooses from among a large variety of trades to which these principles have been applied, the yard labor handling raw materials in the works of the Bethlehem Steel Company at South Bethlehem, Pa.,


The first step was to place an intelligent, college-educated man in charge of progress in this line. This man had not before handled this class of labor, although he understood managing workmen. He was not familiar with the methods pursued by the writer, but was soon taught the art of determining how much work a first-class man can do in a day. This was done by timing with a stop watch a first-class man while he was working fast. The best way to do this, in fact almost the only way in which the timing can be done with certainty, is to divide the man's work into its elements and time each element separately. For example, in the case of a man loading pig-iron on to a car, the elements should be: (a)
picking up the pig from the ground or pile (time in hundredths of a minute); (b) walking with it on a level (time per foot walked); (c) walking with it up an incline to car (time per foot walked); (d)
throwing the pig down (time in hundredths of a minute), or laying it on a pile (time in hundredths of a minute); (e) walking back empty to get a load (time per foot walked).

The most difficult elements to time and decide upon in this, as in most cases, are the percentage of the day required for rest, and the time to allow for accidental or unavoidable delays.


Example of 400% increase in work output


Between twelve and thirteen tons of pig-iron per man had been carried from a pile on the ground, up an inclined plank, and loaded on to a gondola car by the average pig-iron handler while working by the day.


A man was selected from persons doing this task  to make the first start under the writer's system. He was trained in a new way of working as developed by Taylor and his associates and supervised. He loaded on piece work from forty-five to forty-eight tons (2,240 lbs. each) per day.


He regarded this task as an entirely fair one, and earned on an average, from the start, $1.85 per day, which was 60 per cent more than he had been paid by the day.

As the first man started on the work earned steadily $1.85 per day, this object lesson gradually wore out the opposition to the new arrangement, which ceased rather suddenly after about two months. From this time on there was no difficulty in getting plenty of good men who were anxious to start on piece work under the new method in various jobs, and the difficulty lay in making with sufficient rapidity the accurate time study of the elementary operations or "unit times" which forms the foundation of this kind of piece work.

Throughout the introduction of piece work, which was done after a thorough time study, for each new section of the work, one man only was put on each new job, until he had demonstrated that the task set was a fair one by earning an average of $1.85 per day. After a few sections of the work had been
started in this way, the complaint on the part of the better workmen was that they were not allowed to go on to piece work fast enough. It required about two years to transfer practically all of the yard labor from day to piece work. And the larger part of the transfer was made during the last six months of this time.

The study of "unit times" for the yard labor took practically the time of two trained men for two years. Throughout this time the day and piece workers were under entirely separate and distinct management. The original foremen continued to manage the day work, and day and piece workers were never allowed to work together. Gradually the day work gang was diminished and the piece workers were increased as one section of work after another was transformed from the former to the latter.

Two elements which were important to the success of this work should be noted:

First, on the morning following each day's work, each workman was given a slip of paper informing him in detail just how much work he had done the day before, and the amount he had earned. This enabled him to measure his performance against his earnings while the details were fresh in his mind. Without this there would have been great dissatisfaction among those who failed to climb up to the task asked of them, and many would have gradually fallen off in their performance.

Second, whenever it was practicable, each man's work was measured separately by itself.

What the writer wishes particularly to emphasize is that this whole system rests upon an accurate and scientific study of unit times, which is by far the most important element in scientific management. With it, greater and more permanent results can be attained even under ordinary day work or piece work than can be reached under any of the more elaborate systems without it.


For each job there is the quickest time in which it can be done by a first-class man. This time may be called the "quickest time," or the "standard time" for the job. Under all the ordinary systems, this
"quickest time" is more or less completely shrouded in mist. In most cases, however, the workman is nearer to it and sees it more clearly than the employer.

Under ordinary piece work the management watch every indication given them by the workmen as to what the "quickest time" is for each job, and endeavor continually to force the men toward this "standard time," while the workmen constantly use every effort to prevent this from being done
and to lead the management in the wrong direction. In spite of this conflict, however, the "standard time" is gradually approached.

With accurate time study as a basis, the "quickest time" for each job is at all times in plain sight of both employers and workmen, and is reached with accuracy, precision, and speed, both sides pulling hard in the same direction under the uniform simple and just agreement that whenever a first-class man works his best he will receive from 30 to 100 per cent more than the average of his trade.






7. Investment for Increasing Productivity or Efficiency



Before starting to make any changes in the organization of a company the following matters should be carefully considered: First, the importance of choosing the general type of management best suited to the particular case. Second, that in all cases money must be spent, and in many cases a great deal of money, before the changes are completed which result in lowering cost. Third, that it takes time to reach any result worth aiming at. Fourth, the importance of making changes in their proper order, and that unless the right steps are taken, and taken in their proper sequence, there is great danger from deterioration in the quality of the output and from serious troubles with the workmen, often
resulting in strikes.

It is not at all generally realized that whatever system may be used, --providing a business is complex in its nature--the building up of an efficient organization is necessarily slow and sometimes very expensive.

Almost all of the directors of manufacturing companies appreciate the economy of a thoroughly modern, up-to-date, and efficient plant, and are willing to pay for it. Very few of them, however, realize that the best organization, whatever its cost may be, is in many cases even more important than the plant; nor do they clearly realize that no kind of an efficient organization can be built up without spending money. The spending of money for good machinery appeals to them because they can see machines after they are bought; but putting money into anything so invisible, intangible, and to the average man so indefinite, as an organization seems almost like throwing it away.



8. Importance of people - organization


The writer feels that management is also destined to become more of an art, and that many of the, elements which are now believed to be outside the field of exact knowledge will soon be standardized tabulated, accepted, and used, as are now many of the elements of engineering. Management will be studied as an art and will rest upon well recognized, clearly defined, and fixed principles instead of depending upon more or less hazy ideas received from a limited observation of the few organizations with which the individual may have come in contact. There will, of course, be various successful types, and the application of the underlying principles must be modified to suit each particular case. The writer has already indicated that he thinks the first object in management is to unite high wages with a low labor cost. He believes that this object can be most easily attained by the application of the
following principles:

(a) A LARGE (specified) DAILY TASK. --Each man in the establishment, high or low, should daily have a clearly defined task laid out before him. This task should not in the least degree be vague nor indefinite, but should be circumscribed carefully and completely, and should not be easy to accomplish (unless the operator works for the full allotted time with adequate speed).

(b) STANDARD CONDITIONS. --Each man's task should call for a full day's work, and at the same time the workman should be given such standardized conditions and appliances as will enable him to accomplish his task with certainty.

(c) HIGH PAY FOR SUCCESS (in completing the task). -- He should be sure of large pay when he accomplishes his task.

(d) LOSS IN CASE OF FAILURE (to complete the task). --When he fails he should be sure that sooner or later he will be the loser by it (because of low wages).

When an establishment has reached an advanced state of organization, in many cases a fifth element should be added, namely: the task should be made so difficult that it can only be accomplished by a first-class man.

They call, however, for a greater departure from the ordinary types of organization than would at first appear. In the case, for instance, of a machine shop doing miscellaneous work, in order to assign daily to each man a carefully measured task, a special planning department is required to lay out all of the work at least one day ahead. All orders must be given to the men in detail in writing; and in order to lay out the next day's work and plan the entire progress of work through the shop, daily returns must be made by the men to the planning department in writing, showing just what has been done. Before
each casting or forging arrives in the shop the exact route which it is to take from machine to machine should be laid out. An instruction card for each operation must be written out stating in detail just how each operation on every piece of work is to be done and the time required to do it, the drawing number, any special tools, jigs, or appliances required, etc. Before the four principles above referred to can be successfully applied it is also necessary in most shops to make important physical changes. All of the small details in the shop, which are usually regarded as of little importance and are left to be regulated according to the individual taste of the workman, or, at best, of the foreman, must be thoroughly and carefully standardized; such. details, for instance, as the care and tightening of the belts; the exact shape and quality of each cutting tool; the establishment of a complete tool room from which properly ground tools, as well as jigs, templates, drawings, etc., are issued under a good check system, etc.; and as a matter of importance (in fact, as the foundation of scientific management) an accurate study of unit times must be made by one or more men connected with the planning department, and each machine tool must be standardized and a table or slide rule constructed for it showing how to run it to the best advantage.

At first view the running of a planning department, together with the other innovations, would appear to involve a large amount of additional work and expense, and the most natural question would be is whether the increased efficiency of the shop more than offsets this outlay? It must be borne in mind, however, that, with the exception of the study of unit times, there is hardly a single item of work done in the planning department which is not already being done in the shop. Establishing a planning department merely concentrates the planning and much other brainwork in a few men especially fitted for their task and trained in their especial lines, instead of having it done, as heretofore, in most
cases by high priced mechanics, well fitted to work at their trades, but poorly trained for work more or less clerical in its nature.

15. Need for Functional Foremanship or Functional Organisation of Foremen


In the writer's experience, almost all shops are under-officered. The foreman has too many duties to fulfill.

His duties may be briefly enumerated in the following way. He must lay out the work for the whole shop, see that each piece of work goes in the proper order to the right machine, and that the man at the machine knows just what is to be done and how he is to do it. He must see that the work is not slighted, and that it is done fast, and all the while he must look ahead a month or so, either to provide more men to do the work or more work for the men to do. He must constantly discipline the men and readjust their wages, and in addition to this must fix piece work prices and supervise the timekeeping. Hence, Taylor advocates functional foremanship.

16. Functional Foremanship


The following is a brief description of the duties of the four types of executive functional bosses which the writer has found it profitable to use in the active work of the shop: (1) gang bosses, (2) speed bosses, (3) inspectors, and (4) repair bosses.

The gang boss has charge of the preparation of all work up to the time that the piece is set in the machine. It is his duty to see that every man under him has at all times at least one piece of work ahead at his machine, with all the jigs, templates, drawings, driving mechanism, sling chains, etc., ready to go into his machine as soon as the piece he is actually working on is done. The gang boss must show his men how to set their work in their machines in the quickest time, and see that they
do it. He is responsible for the work being accurately and quickly set, and should be not only able but willing to pitch in himself and show the men how to set the work in record time.

The speed boss must see that the proper cutting tools are used for each piece of work, that the work is properly driven, that the cuts are started in the right part of the piece, and that the best speeds and
feeds and depth of cut are used. His work begins only after the piece is in the lathe or planer, and ends when the actual machining ends. The speed boss must not only advise his men how best to do this work, but he must see that they do it in the quickest time, and that they use the speeds and feeds and depth of cut as directed on the instruction card In many cases he is called upon to demonstrate that the work can be done in the specified time by doing it himself in the presence of his men.

The inspector is responsible for the quality of the work, and both the workmen and speed bosses must see that the work is all finished to suit him. This man can, of course, do his work best if he is a master of the art of finishing work both well and quickly.

The repair boss sees that each workman keeps his machine clean, free from rust and scratches, and that he oils and treats it properly, and that all of the standards established for the care and maintenance of the machines and their accessories are rigidly maintained, such as care of belts and shifters, cleanliness of floor around machines, and orderly piling and disposition of work.

The following is an outline of the duties of the four functional bosses who are located in the planning room, and who in their various functions represent the department in its connection with the men. The first three of these send their directions to and receive their returns from the men, mainly in writing. These four representatives of the planning department are, the (1) order of work and route clerk, (2) instruction card clerk, (3) time and cost clerk, and (4) shop disciplinarian.

Order of Work and Route Clerk. After the route clerk in the planning department has laid out the exact route which each piece of work is to travel through the shop from machine to machine in order that it may be finished at the time it is needed for assembling, and the work done in the most economical way, the order of work clerk daily writes lists instructing the workmen and also all of the executive shop bosses as to the exact order in which the work is to be done by each class of machines or men, and these lists constitute the chief means for directing the workmen in this particular function.

Instruction Card Clerks. The "instruction card," as its name indicates, is the chief means employed by the planning department for instructing both the executive bosses and the men in all of the details of their work. It tells them briefly the general and detail drawing to refer to, the piece number and the cost order number to charge the work to, the special jigs, fixtures, or tools to use, where to start each cut, the exact depth of each cut, and how many cuts to take, the speed and feed to be used for each cut, and the time within which each operation must be finished. It also informs them as to the piece rate, the differential rate, or the premium to be paid for completing the task within the specified time (according to the system employed); and further, when necessary, refers them by name to the man who will give them especial directions. This instruction card is filled in by one or more members of the planning department, according to the nature and complication of the instructions, and bears the same relation to the planning room that the drawing does to the drafting room. The man who sends it into the shop and who, in case difficulties are met with in carrying out the instructions, sees that the proper man sweeps these difficulties away, is called the instruction card foreman.

Time and Cost Clerk. This man sends to the men through the "time ticket" all the information they need for recording their time and the cost of the work, and secures proper returns from them. He refers these for entry to the cost and time record clerks in the planning room.

Shop Disciplinarian. In case of insubordination or impudence, repeated failure to do their duty, lateness or unexcused absence, the shop disciplinarian takes the workman or bosses in hand and applies the proper remedy. He sees that a complete record of each man's virtues and defects is kept. This man should also have much to do with readjusting the wages of the workmen. At the very least, he should invariably be consulted before any change is made. One of his important functions should be that of peace-maker.

17. Production Planning and Control


The following are the leading functions of the planning department:

(a) The complete analysis of all orders for machines or work taken by the company.

(b) Time study for all work done by hand throughout the works, including that done in setting the work in machines, and all bench, vise work and transportation, etc.

(c) Time study for all operations done by the various machines.

(d) The balance of all materials, raw materials, stores and finished parts, and the balance of the work ahead for each class of machines and workmen.

(e) The analysis of all inquiries for new work received in the sales department and promises for time of delivery.

(f) The cost of all items manufactured with complete expense analysis and complete monthly comparative cost and expense exhibits.

(g) The pay department.

(h) The mnemonic symbol system for identification of parts and for charges.

(i) Information bureau.

(j) Standards.

(k) Maintenance of system and plant, and use of the tickler.

(l) Messenger system and post office delivery.

(m) Employment bureau.

(n) Shop disciplinarian.

(o) A mutual accident insurance association.

(p) Rush order department.

(q) Improvement of system or plant.


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

Before starting to make any radical changes leading toward an improvement in the system of management, it is desirable, and for ultimate success in most cases necessary, that the directors and the important owners of an enterprise shall be made to understand, at least in a general way, what is involved in the change. They should be informed of the leading objects which the new system aims at, such, for instance, as rendering mutual the interests of employer and employee through "high wages and low labor cost," the gradual selection and development of a body of first class picked workmen who will work extra hard and receive extra high wages and be dealt with individually instead of in masses.

They should thoroughly understand that this can only be accomplished through the adoption of precise and exact methods, and having each smallest detail, both as to methods and appliances, carefully selected so as to be the best of its kind. They should understand the general philosophy of the system and should see that, as a whole, the system to be introduced must be in harmony with its few leading ideas,

They should be shown that it pays to employ an especial corps to introduce a new system just as it pays to employ especial designers and workmen to build a new plant; that, while a new system is being introduced, almost twice the number of foremen are required as are needed to run it after it is in; that all of this costs money, but that, unlike a new plant, returns begin to come in almost from the start from improved methods and appliances as they are introduced, and that in most cases the new system more than pays for itself as it goes along; that time, and a great deal of time, is involved in a radical change in management, and that in the case of a large works if they are incapable of looking ahead and patiently waiting for from two to four years, they had better leave things just as they are, since a change of system involves a change in the ideas, point of view and habits of many men with strong convictions and prejudices, and that this can only be brought about slowly and chiefly through a series of object lessons, each of which takes time, and through continued reasoning; and that for this reason, after deciding to adopt a given type, the necessary steps should be taken as fast as possible, one after another, for its introduction. The directors should be convinced that an increase m the proportion of non-producers to producers means increased economy and not red tape, providing the non-producers are kept busy at their respective functions.

They should be prepared to lose some of their valuable men who cannot stand the change and also for the continued indignant protest of many of their old and trusted employees who can see nothing but extravagance in the new ways and ruin ahead.

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

Organizing for Introducing New Methods and Functional Foremenship


Before taking any steps toward changing methods the manager should realize that at no time during the introduction of the system should any broad, sweeping changes be made which seriously affect a large number of the workmen.  Throughout the early stages of organization each change made should affect one workman only, and after the single man affected has become used to the new order of things, then change one man after another from the old system to the new, slowly at first, and rapidly as  public opinion in the shop swings around under the influence of proper object lessons. Throughout a considerable part of the time, then, there will be two distinct systems of management in operation in the same shop; and in many cases it is desirable to have the men working under the new system managed by an entirely different set of foremen, etc., from those under the old.

The first step, after deciding upon the type of organization, should be the selection of a competent man to take charge of the introduction of the new system. The manager should keep himself free as far as possible from all active part in the introduction of the new system. While changes are going on it will require his entire energies to see that there is no falling off in the efficiency of the old system and that the quality and quantity of the output is kept up.

The respective duties of the manager and the man in charge of improvement, and the limits of the authority of the latter should be clearly defined and agreed upon, always bearing in mind that responsibility should invariably be accompanied by its corresponding measure of authority.

The worst mistake that can be made is to refer to any part of the system as being "on trial." Once a given step is decided upon to implement based on various trials, all parties must be made to understand, that now they have to implement.In making changes in system the things that are given a
"fair trial" fail, while the things that "must go," go all right.

Where to begin is a perplexing and bewildering problem. Employees are in general suspicious of change.

The first changes should be such as to allay the suspicions of the men and convince them by actual contact that the reforms are after all rather harmless and are only such as will ultimately be of benefit
to all concerned. Such improvements then as directly affect the workmen least should be started first. At the same time it must be remembered that the whole operation is of necessity so slow that the new system should be started at as many points as possible, and constantly pushed as hard as possible. In the metal working plant which we are using for purposes of illustration a start can be made at once along all of the following lines:

First. The introduction of standards (standard conditions) throughout the works and office.

Second. The scientific study of unit times on several different kinds of work.

Third. A complete analysis of the pulling, feeding power and the proper speeding of the various machine tools throughout the place with a view of making a slide rule for properly running each machine.

Fourth. The work of establishing the system of time cards by means of which ultimately all of the desired information will be conveyed from the men to the planning room.

Fifth. Overhauling the stores issuing and receiving system so as to establish a complete running balance of materials.

Sixth. Ruling and printing the various blanks that will be required for shop returns and reports, time cards, instruction cards, expense sheets, cost sheets, pay sheet, and balance records; storeroom; tickler; and maintenance of standards, system, and plant, etc.; and starting such functions of the planning room as do not directly affect the men.

If the works is a large one, the man in charge of introducing the system should appoint a special assistant in charge of each of the above functions just as an engineer designing a new plant would start a number of draftsmen to work upon the various elements of construction.

Training Functional Foremen 


The most important and difficult task of the organizer will be that of selecting and training the various functional foremen who are to lead and instruct the workmen, and his success will be measured principally by his ability to mold and reach these men. They cannot be found, they must be made. They must be instructed in their new functions largely, in the beginning at least, by the organizer himself; and this instruction, to be effective, should be mainly in actually doing the work. Explanation and theory Will go a little way, but actual doing is needed to carry conviction. To illustrate: For nearly two and one-half years in the large shop of the Bethlehem Steel Company, one speed boss after another was instructed in the art of cutting metals fast on a large motor-driven lathe which was especially fitted to run at any desired speed within a very wide range. The work done in this machine was entirely connected, either with the study of cutting tools or the instruction of speed bosses. It was most interesting to see these men, principally either former gang bosses or the best workmen, gradually change from their attitude of determined and positive opposition to that in most cases of enthusiasm for, and earnest support of, the new methods. It was actually running the lathe themselves according to the new method and under the most positive and definite orders that produced the effect. The writer himself ran the lathe and instructed the first few bosses. It required from three weeks to two months for each man.

Perhaps the most important part of the gang boss's and foreman's education lies in teaching them to promptly obey orders and instructions received not only from the superintendent or some official high in the company, but from any member of the planning room whose especial function it is to direct the rest of the works in his particular line; and it may be accepted as an unquestioned fact that no gang boss is fit to direct his men until after he has learned to promptly obey instructions received from any proper source, whether he likes his instructions and the instructor or not, and even although he may be convinced that he knows a much better way of doing the work. The first step is for each man to learn to obey the laws as they exist, and next, if the laws are wrong, to have them reformed in the proper way.

20. Organizing a Small Workshop for High Productivity


In starting to organize even a comparatively small shop, containing say from 75 to 100 men, it is best to begin by training in the full number of functional foremen, one for each function, since it must be
remembered that about two out of three of those who are taught this work either leave of their own accord or prove unsatisfactory; and in addition, while both the workmen and bosses are adjusting themselves to their new duties, there are needed fully twice the number of bosses as are required to carry on the work after it is fully systematized.


21. Introducing Functional Foremanship


The first of the functional foremen to be brought into actual contact with the men should be the inspector; and the whole system of inspection, with its proper safeguards, should be in smooth and
successful operation before any steps are taken toward stimulating the men to a larger output; otherwise an increase in quantity will probably be accompanied by a falling off in quality.


Next choose for the application of the two principal functional foremen, viz., the speed boss and the gang boss.


It is of the utmost importance that the first combined application of time study, slide rules, instruction cards, functional foremanship, and a premium for a large daily task should prove a success both for the workmen and for the company, and for this reason a simple class of work should be chosen for a start. The entire efforts of the new management should be centered on one point, and continue there until unqualified success has been attained.

When once this gain has been made, a peg should be put in which shall keep it from sliding back in the least; and it is here that the task idea with a time limit for each job will be found most useful.


22. Personal Relations Between Employers and Employed


"No system of management, however good, should be applied in a wooden way. The proper personal relations should always be maintained between the employers and men; and even the prejudices of the workmen should be considered in dealing with them.

"The opportunity which each man should have of airing his mind freely, and having it out with his employers, is a safety-valve; and if the superintendents are reasonable men, and listen to and treat with respect what their men have to say, there is absolutely no reason for labor unions and strikes.


"It is not the large charities (however generous they may be) that are needed or appreciated by workmen so much as small acts of personal kindness and sympathy, which establish a bond of friendly feeling between them and their employers.

"The moral effect of this system on the men is marked. The feeling that substantial justice is being done them renders them on the whole much more manly, straightforward, and truthful. They work more cheerfully, and are more obliging to one another and their employers.

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


Time is an important factor in managing the change from current productivity to high productivity. If any one expects large results in six months or a year in a very large works he is looking for the impossible. If any one expects to convert union men to a higher rate of production, coupled with high wages, in six months or a year, he is expecting next to an impossibility. But if he is patient enough to wait for two or three years, he can go among almost any set of workmen in the country and get results.

Other prominent pioneer industrial engineers like Frank Gilbreth, Harrington Emerson, Henry Gantt, H.B. Maynard, R.L. Barnes, Benjamin Niebel, Marvin Mundel, Shigeo Shingo and others did management process industrial engineering redesigned management processes for improving the productivity systems being managed or for reducing the resources involved in running the management process.

The research journals of industrial engineering still carry many articles in which industrial engineering professors and professionals keep making various suggestions to modify management processes for improving the productivity of systems.


Management Systems Engineering - Book

http://www.wmich.edu/emrl/vt/pdf/book/4015/

http://www.wmich.edu/emrl/vt/pdf/book/


Updated  23 June 2017, 18 March 2017