Sunday, December 31, 2017

Product Productivity Engineering

22 December 2017

Product Productivity Engineering - Definition and Explanation

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

Examples of High Productivity Equipment and Machines

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

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

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

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

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

More Examples of High Productivity Equipment and Machines

Innovative, High Productivity Fiber Laser Tube Cutting

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

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

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


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

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

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

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

High Productivity Machines - Marketing Advantage

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

22 December - National Mathematics Day - India

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

Sunday, December 24, 2017

Productivity Innovations

Productivity Innovations

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

Sunday, December 10, 2017

Applied Industrial Engineering - 2017 Bulletin

Applied Industrial Engineering

IE in New Technologies - IE with New Technologies

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

1. Additive Manufacturing Productivity

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


AM productivity

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

Interesting references cited in the paper

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

2. Biomanufacturing (Biotechnology) Productivity

Productivity in Biomanufacturing

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

3. Productivity and Nanotech

Productive Nanotech Systems


OSRAM Boosts LED Chip Productivity With Nanotechnology
Aug 27, 2014

4. Electric Batteries and Productivity Applications

Nano One Enhances Pilot Productivity and Files a New Patent

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

5. IoT and Productivity

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

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

6. New Technology and Equipment for Productivity

Virtual reality (VR) training simulator.

How Does Technology Affect Productivity?
Apr 9, 2014

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

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

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

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

Trend 5: Technology enables greater productivity in infrastructure industry

7. Productivity in Hotels

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

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

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

Friday, December 8, 2017

Soft Skills for Industrial Engineers

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

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

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

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

Kantrowitz classified soft skills into seven main clusters

1. self management and self performance management skills.

2. Managing others and Managing others' performance management.

3. Organization/leadership skills

4. Interpersonal skills

5. Communication/Persuasion skills

6. Political/Cultural skills

7. Counterproductive skills

You can read more about each of these skill categories in

Organizational Behavior - Review Notes - Based on Fred Luthans Book

Negotiation skills

Negotiations - Knowledge, Research and Skills


Listening and Negotiation
2016 ASEE Annual Conference & Exposition

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

Chapter 1: Organizing a Cost-Reduction Program.

Part I Labor.

Chapter 2: Head Count.

Chapter 3: Time Standards.

Chapter 4: Efficiency.

Chapter 5: Utilization.

Chapter 6: Overtime.

Chapter 7: Multiple Shifts.

Chapter 8: Lost Time.

Chapter 9: The Learning Curve.

Part II Material.

Chapter 10: Make-versus-Buy Determinations.

Chapter 11: Inventory Minimization.

Chapter 12: Material Utilization.

Chapter 13: Minimizing Supplier Costs.

Chapter 14: Supplier Negotiation.

Chapter 15: Supplier Competition.

Part III Process.

Chapter 16: Work-Flow Optimization.

Chapter 17: Setup Time Reduction.

Chapter 18: Material-Handling Improvements.

Chapter 19: Scrap and Rework Reduction.

Chapter 20: Cleanliness.

Part IV Design.

Chapter 21: The Design Approach.

Chapter 22: Requirements Relaxation.

Chapter 23: Tolerance Relaxation.

Chapter 24: Materials Substitution.

Chapter 25: Packaging.

Part V Overhead.

Chapter 26: General Overhead Expenses.

Chapter 27: Travel.

Chapter 28: Inspection.

Part VI Gaining Disciples and Measuring Progress.

Chapter 29: Suggestion Programs.

Chapter 30: Measuring Progress.


Google Book Link with Preview facility

14. Supplier Negotiation

Chapter sections:

The Bottom Line

Key Questions

The Supplier Negotiation Road Map


The First Offer

Multiple Issues


Tracking Progress

Negotiation Traps


Negotiation Power

Conclude Negotiations Professionally


Who Should Do This Work


Updated 9 December 2017, 29 June 2013

Industrial Engineering - Health Care Partnership