Thursday, May 24, 2018

Blockchain Technology - Productivity and Cost Reduction Potential

Applied Industrial Engineering

Industrial Engineering have to have monitor technology environment to spot new technologies that have productivity improvement potential and take steps to adopt those technologies in their organization processes.

Productivity potential of new technologies are to be assessed qualitatively in early days and then quantitatively as pilot implementations and use cases take place.



2018


Often, productivity and security are seen as conflicting demands in business. But blockchain technology offers the potential to improve both. And now is the time for miners to see how it can work for them.
https://www.accenture.com/in-en/insight-highlights-natural-resources-blockchain-technology

Blockchain: what does the future hold for blockchain in Australia?
Our study explores how blockchain technology could be used across government and industry in Australia to deliver productivity benefits and drive local innovation.

Funded under the National Innovation and Science Agenda, we have delivered two reports that examine the risks and opportunities of blockchain technology in Australia.

We identified the following benefits for businesses.

Business

Since they remove the need for a third party, blockchains can reduce the number of stakeholders involved in a transaction therefore reducing cost and saving time. Blockchains can also enable better information sharing and better business processes, giving stakeholders more confidence and reducing cost and risk.
https://www.data61.csiro.au/en/Our-Work/Safety-and-Security/Secure-Systems-and-Platforms/Blockchain


Using distributed leders, many kinds of business transactions can be decentralised, eliminating the cost, complexity, and slowness of involving trusted intermediaries. Smart contracts provide new ways to automate complex, multi-party business transactions which reduce costs and increase the velocity of business.
http://www.information-age.com/just-cryptocurrency-advent-blockchain-business-123470825/


2017

Productivity In Society & The Blockchain
How and how much the blockchain can help improve productivity of our companies, governments, and society at large
Vivek Singh
Sep  2017
https://medium.com/kryptosstudio/productivity-in-society-the-blockchain-512265b87d47


2015

The Winning Blockchain Pattern For 21st Century Productivity
December 30, 2015
https://www.linkedin.com/pulse/winning-blockchain-pattern-21st-century-productivity-bob-bonomo

Sunday, May 20, 2018

Strategy, Cost and Industrial Engineering - Presentation - Transcipt

Strategy, Cost and Industrial Engineering

Books referred

Strategic Management and Competitive Advantage

J.B. Barney and W.S. Hesterly


Strategy

Decisions that assure that a firm has products or services that have a profitable demand for a long period of time

Competitive Advantage

A firm has competitive advantage when it is able to create more economic value than rival firm or firms.

Economic value is the difference between the perceived benefits gained by a customer and the full economic cost the product or service.



Gaining or Increasing Competitive Advantage

Increasing the perceived benefits gained by a customer (Differentiating the product or service by providing more benefit – Product/service improvement based strategy).

Decreasing  the full economic cost the product or service (Cost based strategy).

Business Level Strategies

Two Generic Business Level Strategies

Cost Leadership: generate economic value by having lower costs  than competitors
Example:  Wal-Mart

Product Differentiation: generate economic value by offering a product  that customers prefer over competitors’ product
Example:  Harley-Davidson

Industrial Engineering and Cost of Products

Industrial engineering optimizes (minimizes) cost of resources to produce the products and services at the designed level of quality.

Industrial engineering uses rationalization  to identify wastes and eliminates them from products and processes.

IE and Continuous Improvement

IE encourages all the employees to contribute ideas to reduces costs in various microlevel elements and tasks that help in continuous reduction of cost elements.

IE and Cost Reduction/Process Improvement Projects

IE department periodically undertakes process improvement projects to incorporate the latest efficiency improving technologies into the processes and contributes to cost reduction.

Industrial engineering identifies engineering changes in products and processes in the system that give productivity improvement and cost reduction.

Periodic Mathematical Optimization of Costs

Thus there are opportunities to do mathematical, statistical and OR based optimization periodically.

Cost Leadership Business Strategy

A firm that chooses a cost leadership business strategy focuses on gaining advantages by reducing its cost to below those of all its competitors

Popular companies following cost leadership strategies

Ryanair – Air travel
Timex and Casio – watches
BIC – disposable pen and razors
Walmart - Retail



What factors or actions create cost advantage?

Economies of scale
Diseconomies of scale create cost advantage sometimes – Mass versus Lean production
Experience difference – Learning curve economies
Acquisition of low cost productive inputs
Technology advantages independent of scale
Management policies

Economies of Scale

average cost per unit falls as quantity increases until the minimum efficient scale is reached

are a cost advantage because competitors may  not be able to match the scale because of capital
requirements (barrier to entry).

international expansion may allow a firm to have  enough sales to justify investing in additional
capacity to capture economies of scale.

Diseconomies of Scale

are an advantage for those who do not have  diseconomies of scale
occur when firms become too large and bureaucratic
are a risk of international expansion


Learning Curve Economies
a firm gets more efficient at a process with experience
the more complicated/technical the process,  the greater the experience advantage
international expansion may propel a firm down the  experience curve because of higher volumes

Differential Low-Cost Access to Productive Inputs
may result from:
history—being in the right place at the right time
being first into a market—esp. foreign markets
locking up a source—buying all of its output

Technology Independent of Scale
may allow small firms to become cost competitive
advantage typically accrues to the ‘owner’ of the  technology—may or may not be the ones who actually  use the technology
size of the advantage depends both on how valuable  and protectable the technology is
Industrial engineering department plays a key role in this.


Policy Choices
firms get to choose how they will serve the market
we’ll offer level of quality that is inexpensive to  produce
firms can make policy choices that give people  incentives to reduce cost at every opportunity 
Organization: Having staff consultants who decrease costs on a continuous basis using IE methods.

Cost Leadership & Competitive Advantage

A source of cost advantage will lead to competitive advantage  if that source is:

Valuable
Rare
Costly to Imitate
Organized (Implemented Appropriately)

Updated 2018 - May 2018

First published 22 September 2013





Industrial Engineering Strategy


Industrial engineering is profit engineering. (Taiichi Ohno)


Industrial engineering is profit engineering. If a company is not employing industrial engineering it is unnecessarily foregoing profits inherent in the products that it developed and designed to the performance satisfaction of good number of users. Profit conscious managers and owners have to understand and employ industrial engineering to achieve the full profit potential of their products.

What are your strategic decisions related to industrial engineering function?

1. What is your productivity/Efficiency Improvement - Cost Reduction goal?

2. Are you planning to realize experience curve effect benefits?

3. How much of the cost reduction - productivity improvement should come from specialist industrial engineers and other engineers and managers?

4. What will be the ratio of industrial engineers to other engineers and managers?

5. What bottlenecks or limiting factors have you identified in you facilities?

6. What techniques are going to receive special emphasis?

7. What is your training plan for specialist industrial engineers and other engineers and managers?

8. What is the top management attention to industrial engineering - productivity improvement - cost reduction activity?

9. What is the research and development budget for IE activity?

10. What is the total budget for productivity improvement? What is the budget for productivity projects to be initiated by industrial engineering department? What is the budget for productivity projects to be initiated by operating departments?



1. What is your productivity/Efficiency Improvement - Cost Reduction goal?

Total productivity management promoted by Japan Management Association, covered as a chapter in the Maynard Handbook (5th Edition) advocates setting up targets for cost reduction and productivity improvement. Similarly, Yamashina talks of manufacturing cost reduction deployment as a strategic decision in his world class manufacturing implementation. Total industrial engineering is one of the pillars of WCM promoted by Yamashina.

2. Are you planning to realize experience curve effect benefits?

Experience or learning curve effect is identified as one of the strategic cost drivers by strategic management literature in implementing cost leadership strategy (Creating and Executing Strategy: The Quest for Competitive Advantage, 14 Edition, Arthur Thompson Jr., A.J. Strickland, John E. Gamble and Arun K Jain, Tata McGraw Hill, 2006  p.119). Companies have to determine the slope of their learning curve and assess whether it is in line with the industry and have to take actions to improve learning in organization. Hence they have to plan to realize the experience curve effect.

3. How much of the cost reduction - productivity improvement should come from specialist industrial engineers and other engineers and managers?

F.W. Taylor (1911)  identified that production work was being carried out without the support adequate science. Taylor developed science of machine working as well as manual working in certain activities and developed his scientific management thought and promoted industrial engineering as a subject and as a full discipline in engineering institutions.  He recommended specially educated and trained industrial engineers to take up the work of developing science in various production activities and improvement of production processes using the science. According to Taylor, foreman at that time was already overloaded and similar is the case with senior production managers also as they were working without the support of staff specialists.

By 1930s, the situation changed. Alan Mogensen identified that processes redesigned by industrial engineering using the recent discovered science can further be improved by the involving operators and supervisors as they observe many minor improvement opportunities in the doing the work day after day. He came out with work simplification program to involve operators, supervisors and engineers in operation/process improvement. According to Allen Mogensen, Work Simplification is the organized use of common sense — on the part of everyone Involved — to find easier  and better ways of doing work.

Toyota Motors made exemplary use of utilizing the knowledge of every body in the production system to improve processes and operations. Now companies have a policy choice to make. What proportion of planned cost reduction will come from science/analysis based projects from industrial engineers and what proportion will come from line organization. The targets have to be included in the budgets of the various departments accordingly.



4. What will be the ratio of industrial engineers to other engineers and managers?

This decision is contingent of the decision above. The company has to employ some industrial engineers to promote total industrial engineering. Above that the number of IEs to be employed and their engineering background, and functional experience depends on the company's policy decisions regarding the planned cost reduction and responsibility given to IE and line departments.


5. What bottlenecks or limiting factors have you identified in you facilities?

Manufacturing cost reduction deployment is a topic in project appraisal chapter of financial management books as well as engineering economics and managerial economics books. They recognize that certain project proposals contain cost reduction a the benefit of the project. Yamashina in his WCM explicits recognizes cost reduction projects as a major input into the budgeting process and comes out with a mathematical model to select a cost reduction project portfolio for the coming period. In this context, company has to identify its limiting factors or bottlenecks whose productivity has to be improved by employing industrial engineering techniques. Based on this identification, the company personnel may come up with productivity improvement projects that make a significant improvement in the operation of the bottleneck facilities.


6. What techniques are going to receive special emphasis?

IE techniques are continuously refined and new techniques are being developed. The company has to opportunity of taking decisions on the intensive use of some techniques during the coming periods. For example many companies in India are now focusing on six sigma and industrial engineering techniques named as lean manufacturing or Toyota Production System to realize cost reduction and productivity improvement.



7. What is your training plan for specialist industrial engineers and other engineers and managers?

Based on the strategic decisions in the area of industrial engineering, the company has to conduct training programs to sensitize the employees on the need to use specified techniques and provide skills to those employees who presently do not have them. There is always a need to share recent success stories within the company as well as from other companies.


8. What is the top management attention to industrial engineering - productivity improvement - cost reduction activity?

If productivity is a strategic issue (it is for many companies as world's top companies declare their productivity improvement and cost reduction targets - Volkswagen and Coca Cola in 2014), top management has to participated in planning, organizing, resourcing, directing and controlling productivity improvement. They need to allocate time and participate in various activities related to productivity. Long time back, when Birla group was introducing WCM, in the first work shop of defect or waste identification, it was said that K.K. Birla, the chairman of the group himself participated to observe the work place and identify waste. Motilal Oswal, Motilal Oswal Securities Limited was another CEO, who participates in many training programmes organized by the company with enthusiasm.


9. What is the research and development budget for IE activity?

If companies have to use industrial engineering and enjoy the increased profits, they have to contribute to its theoretical development and first time application of the theory in company systems. Theoretical development is referred to as research and first time application is referred to as development. While, the big companies have a major responsibility to fund big projects, even smaller companies can contribute through their industry associations, industrial engineering professional organizations. In the context, it is important to note that the 2014 National Conference on Industrial Engineering by NITIE, was sponsored by BHEL, RCF, Neyveli Lignite Corporation and  Adani Gas Ltd.

10. What is the total budget for productivity improvement? What is the budget for productivity projects to be initiated by industrial engineering department? What is the budget for productivity projects to be initiated by operating departments?


Tweeddale J.W - Technology and Productivity


Tweeddale J.W. (1982) Productivity Enhancement: An Approach to Managing Beneficial Change in a Military-Industrial Work Setting. In: Mensch G., Niehaus R.J. (eds) Work, Organizations, and Technological Change. NATO Conference Series (II Systems Science), vol 11. Springer, Boston, MA


The paper describes the fund allocation and schemes for productivity improvement projects in Navy in 1982. It is good 





Related articles and Papers by Narayana Rao, K.V.S.S.

1. * Definition of Industrial Engineering

"Industrial Engineering is human effort engineering and system efficiency engineering." 

(Narayana Rao)

“Definition of Industrial Engineering: Suggested Modification”, Udyog Pragati, October-December, 2006.

Definition published in IIE (International)  magazine "Industrial Engineer,"  March 2010.   

2.“The Basic Role of the Industrial Engineer”, Udyog Pragati,     October-December, 1999.

3.“Definition of Industrial Engineering: Suggested Modification”, Udyog Pragati, October-December, 2006.

4.“Industrial Engineering: A Neglected Discipline in Management Literature,” Proceedings of AIMS 5th International Conference on Management, Hyderabad, December 2007.

5.“Role of Industrial Engineers in Technology Commercialization”, Proceedings of AIMS 5th International Conference on Management, Hyderabad, December 2007.

6.“The Concept of Human Effort Engineering: HR Dimension,” International Conference on Management,  HK Institute of Management & Research, Mumbai, 20-21 March, 2009.

7.“Human Effort Engineering and Human Resource Management,” Proceedings of HR Seminar organized by Naval Dockyard, Mumbai, 15th October 2009.

8.“Industrial Engineering and Basic Engineering Disciplines – Is Link Missing?”, AEDGE International Conference, HK Institute of Management & Research, Mumbai, Oriental Institute of Management, Mumbai, and University Utara Malaysia, 4-6, March, 2010.

9.“Industrial Engineering of Systems - System Industrial Engineering,” Proceedings of  Tenth global Conference of Flexible Systems Management, GloGift, Keio University, Yokohama, Japan July 26-27, 2010.

10.“Taylor to Yamashina - Employee Involvement in Industrial Engineering Projects,” Full paper reviewed and accepted for the 2011 Industrial Engineering Research Conference, IIE, USA, Reno, Nevada, May 2011

11.“The Primary Role of Industrial Engineer – Efficiency Management Internal  Consultant to Engineering Managers”, Udyog Pragati, July – September,2013

12.“The Objective and Organization of Industrial Engineering – Intent of Founders of the Discipline”, IIIE International Conference on Managing Supply Chain for Global Competitiveness, Nagpur, 25 – 27 October 2013.

13.Technology Efficiency Engineering - An Important Task of Industrial Engineering”, Proceedings of 2nd International Conference on Industrial Engineering, ICIE 2013.

14.“Industrial Engineering and Productivity Management in Coal Mining and Utilization: A Study with Special Reference to India”, Proceedings of 32 Annual International Pittsburgh Coal Conference, Pittsburgh, October 5 – 8, 2015.

15.“Machine Work Study – Man Work Study – Taylor’s Conceptualization of Scientific Study of Man-Machine Systems”, Proceedings of National Conference – NCIETM 2016 held at NITIE, Mumbai, 17 – 19, November 2016.

16.“Principles of Industrial Engineering”, IISE (Global Association of Industrial Engineering) Annual Conference, Pittsburgh, May 2017. Principles were developed and presented for the first time in the discipline.

17.“Functions and Focus Areas of Industrial Engineering”, Under Print (Coming issue of Udyog Pragati, published by NITIE.


Papers on Industrial Engineering and Strategy

THE DEVELOPMENT OF A STRATEGIC INDUSTRIAL ENGINEERING PHILOSOPHY
P. Leonard, P.S. Kruger and C.M. Moll
Department of Industrial and Systems Engineering
University of Pretoria, South Afric2006 paper based Phd thesis
https://repository.up.ac.za/bitstream/handle/2263/6752/Development_Leonard(2006).pdf?sequence=1

Thesis
A strategic engineering philosophy
Leonard, Pierre
URI: http://hdl.handle.net/2263/24132
Date: 2005-05-09
https://repository.up.ac.za/handle/2263/24132


https://repository.up.ac.za/bitstream/handle/2263/24132/01thesis.pdf?sequence=2&isAllowed=y


Updated 2018 - 21 May
First published 2 December 2014

Monday, May 14, 2018

Technology and Productivity - Role of Industrial Engineering


2016

Organisation of Markets
Authors: Jan De Loecker (Princeton), Allan Collard-Wexler (Duke University)

The productivity impact of new technology: evidence from the US steel industry

The introduction of new production processes can have dramatic effects on aggregate productivity within an industry.


When we evaluate the impact of a drastic technological change on aggregate productivity growth, we control for other potential drivers of productivity growth, including international competition, geography, and firm-level factors such as organization and management.

http://microeconomicinsights.org/productivity-impact-new-technology-evidence-us-steel-industry/

2000

LINKAGES BETWEEN TECHNOLOGICAL CHANGE AND PRODUCTIVITY GROWTH
By Steven Globerman
Western Washington University
Occasional Paper Number 23
 May 2000
https://www.ic.gc.ca/eic/site/eas-aes.nsf/vwapj/op23e.pdf/$file/op23e.pdf


1998

The Effect Of Technology Use On Productivity Growth

Robert H. Mcguckin , Mary L. Streitwieser  & Mark Doms
Journal - Economics of Innovation and New Technology
Volume 7, 1998 - Issue 1
Pages 1-26
https://www.tandfonline.com/doi/abs/10.1080/10438599800000026

We find that establishments that use advanced technologies exhibit higher productivity. This relationship is observed in both 1988 and 1993 even after accounting for other important factors associated with productivity: size, age, capital intensity, labor skill mix, and other controls for plant characteristics such as industry and region.


The Impact Of Technology Adoption On Firm Productivity
Myung Joong Kwon  & Paul Stoneman
Economics of Innovation and New Technology
Volume 3, 1995 - Issue 3-4, Pages 219-234
https://www.tandfonline.com/doi/abs/10.1080/10438599500000004

Three versions of the model relating productivity and technology adoption with varying degrees of endogeneity are developed and then tested upon a data set relating to the adoption of five different process technologies by 217 firms in the UK engineering industry over the period 1981–1990. All the results indicate that technology adoption has a positive impact on output and productivity.


1982

Tweeddale J.W - Technology and Productivity


Tweeddale J.W. (1982) Productivity Enhancement: An Approach to Managing Beneficial Change in a Military-Industrial Work Setting. In: Mensch G., Niehaus R.J. (eds) Work, Organizations, and Technological Change. NATO Conference Series (II Systems Science), vol 11. Springer, Boston, MA
https://books.google.co.in/books?id=wt_iBwAAQBAJ  Page 259



Created in 1978, as a reflection of growing management concern,
The Navy's Productivity Program was created in 1978 as management identified productivity enhancement as a key performance area, The program establishes the framework for improvement.
A network of productivity principals has been established in higher echelon Navy and Marine Corps commands with a Director of Productivity Management located in the Navy Secretariat.


The Navy Productivity Program, as presently structured, explores three major areas of opportunity. These are technological advancement, organizational development and process management.

TECHNOLOGY

Productivity improvements derive from changes in production methods, materials and machinery which "in turn stem from the accumulation of scientific and technological knowledge. The technology factor has been credited with at least 40 percent of the growth in productivity over the past five decades of domestic industrial experience.

The thoughtful integration of  productivity-beneficial technology to the Navy's industrial base represents a critical dimension of the Productivity Enhancement Program. This process requires enhancement of the capacity of the organization to accommodate innovation and to handle uncertainty.


To create a climate which encourages technological venture and innovation, a number of funding mechanisms have been introduced.


Cost of Ownership Reduction Investment (COORI) Program

Established as a part of the Navy's FY-82 budget planning, this program creates a funding base to support high payback capital investment opportunities. Candidate projects are placed in competition
by operating managers during budget planning (approximately two years before budget approval).

Fast Payback Program

The Fast Payback Program is designed to create a funding mechanism through which managers can fund high payback projects with short lead time provided the projects satisfy the following criteria:
1. The project costs less than $300,000 ($100,000 non-NIF).
2. The project has a payback of less than three years (two years non-NIF).

Funds are made available to support the Fast Payback Program through two funding mechanisms. These are:

Naval Industrial Fund NIF. Naval Shipyards, Air Rework
Facilities NARFs, Public Works Centers (PWCs) are among many of the Navy's industrial organizations which are NIF funded. Under this funding concept, "earnings" are credited to an industrially funded activity by charging fleet customers for goods and services

Procurement Funds - A productivity fund is created in procurement funds to take care of non-NIF activities.

Manufacturing Technology Program

This program explores the application of emerging technology (1) to reduce procurement and life cycle costs and (2) to increase productivity of existing assets.

Office of the Secreatary of Defense (OSD) Sponsored Productivity Enhancing Capital Investment (PECI) Program

1. Min investment $1 million.
2. At least 50 percent of the ROI has to come from Labor savings.
3. Payback period - max 4 years.
4. IRR - min 10%

The above is a good description of project schemes for encouraging project that promise productivity improvement.



Updated  15 May 2018, 28 November 2017






Sunday, May 13, 2018

Pilot Plant Industrial Engineering and Productivity Improvement


Industrial Engineers have to improve productivity in all engineering processes of all branches of engineering.

Pilot Plant Industrial Engineering for Productivity Improvement


Industrial has to work with product designers and do cost reduction and productivity improvement of new products at the design stage. They have to work with process developers to ensure the most productivity process at that stage. They need to work with pilot plant designers and developers to see that capital equipment decisions are rational and optimal. Then they have to observe the pilot plant processes and operator methods and motions to improve productivity based on actual work in the pilot plant. Industrial engineering done during the design, development, installation and operation of pilot plants can be termed pilot plant industrial engineering and it will be a very valuable service to industrial organizations and development of industry offered by industrial engineering discipline and profession.

Importance of Pilot and Demonstration Plants for Large Production Facilities
12 February 2018Mandar Deshmukh
http://indovance.com/knowledge-center/mechanical/importance-of-pilot-and-demonstration-plants-for-large-production-facilities/


Process Engineering for Scale-Up of Specialty Chemicals


 Xerox Research Centre of Canada (XRCC)

Scale-up of  chemicals encompasses various design methods through which a small lab process (typically at a gram scale) is enlarged to a large-scale process. The main objectives of scale-up activity at the Xerox Research Centre of Canada (XRCC) are:
 i) preparation of large quantities (typically 1000x lab scale) of materials having the same or similar chemical and physical properties of the material made at the small scale, and
ii) delivery of a manufacturing-ready process.

A reduction in unit manufacturing cost and improved quality are usually required and achieved on scale-up. Potential environmental and safety issues are adequately addressed at the engineering bench, before the process is scaled-up to the Pilot Plant. Process engineering plays a vital role in assuring an economical, robust, safe and environmentally friendly process for scale-up to manufacturing.

https://xrcc.external.xerox.com/white-papers/process-engineering-for-scale-up-of-specialty-chemicals.html


LGC Process and System Engineering

LGC briefly
A joint research unit…

The LGC is a chemical engineering research centre located in Toulouse
It is a joint research unit (UMR5503) bringing together:

The National Centre of Scientific Research (CNRS),
The Institut National Polytechnique (INP)
and the Université Paul Sabatier (UPS)
…and organised into 6 research departments …

One of them is Process and System Engineering


Home > Research at LGC > PSE - Process and System Engineering

Area of action
Methodology
- Development and integration of generic models and concepts for the prediction of process or system performance
- Experimental validation phase for systems that physically exist.
- Improvement of the efficiency of numerical processes to solve problems by a large range of linear and discrete variables linked by non-linear equations that can present combinatorial properties.
http://www.lgc.cnrs.fr/spip.php?article622


Chief Productivity Officer - Value Addition of the Organizational Role and Position



1985

The chief productivity officer
William A. Ruch  William B. Werther Jr.
National Productivity Review, Autumn (Fall) 1985 https://doi.org/10.1002/npr.4040040407
https://onlinelibrary.wiley.com/doi/pdf/10.1002/npr.4040040407

2010
David Toh, Chief Productivity Officer at Singapore Manufacturers' Federation, 2010 to 2012
https://www.fore-consulting.com/about
David Toh  is Principal Consultant at Fore Consulting in 2018

2012
CHIEF PRODUCTIVITY OFFICER AT P&G IS (PROBABLY) GOOD NEWS
Oct 26, 2012
As it declared  big ambitions in productivity improvement (cutting $10bn from costs and $1bn from marketing spending) P&G is a fascinating case study to follow.
https://blog.idcomms.com/chief-productivity-officer-at-pg-is-probably-good-news

2014
Patrick P.Poljan worked as Chief Productivity Officer at SABIC Innovative Plastics
https://ww2.frost.com/news/press-releases/dells-vp-global-supply-chain-operations-elected-manufacturing-leadership-board-governors/

2015

CEO should become the chief productivity officer. - Ngiam Tong Dow, Retired high-powered civil servant, Singapore
https://mothership.sg/2015/07/6-things-ho-kwon-ping-ngiam-tong-dow-beh-swan-gin-said-about-spores-next-50-years-that-you-mostly-agree-with/


2016
Cloud computing is not just transforming how we get work done, it’s transforming the role of the CIO. In fact, that CIOs may want to begin 2016 by updating their LinkedIn profiles to include a new business title that reflects their primary responsibility: “Chief Productivity Officer.”
https://cloudtweaks.com/2016/01/trends-cio-chief-productivity-officer/

Introducing the Chief Productivity Officer
https://www.mis-asia.com/resource/applications/big-data/introducing-the-chief-productivity-officer/

Say hello to the 'chief productivity officer'
https://www.digitalnewsasia.com/hello-chief-producvity-officer

What might future jobs look like?
Chief Productivity Officer: Using big data, these professionals will help companies become more productive while focusing their energy on the most impactful areas.
https://codakid.com/5-ways-to-prepare-your-child-for-jobs-that-dont-exist-yet/


2018
6 Reasons Your Company Needs a Chief Productivity Officer
Readily available technology can vastly increase productivity but to realize the potential you might have to make it somebody's job.
https://www.entrepreneur.com/article/308423

How Diageo’s Productivity Officer plans to save £500m by 2019
Brian Franz, Chief Productivity Officer (CPO) at Diageo, discussesd the transition from CIO to CPO.
He became Chief Productivity Officer (CPO) at Diageo in August 2015 and is using his many years of experience as a blue-chip CIO to drive true business change at the beverages company.
https://www.hottopics.ht/26824/diageo-chief-productivity-officer-on-expanding-business-strategy-through-data-and-tech/

Your IT Manager is now your Chief Productivity Officer
https://highfive.com/blog/traditional-it-is-dead-your-it-manager-is-now-your-chief-productivity-officer/

Philippe Cochet, VP & Chief Productivity Officer, General Electric (GE)
https://www.crunchbase.com/person/philippe-cochet
https://www.linkedin.com/in/philippe-cochet-72148118


WHY YOUR BUSINESS NEEDS A CHIEF PRODUCTIVITY OFFICER: 5 REASONS EXPLAINED
https://www.dexlabanalytics.com/blog/why-your-business-needs-a-chief-productivity-officer-5-reasons-explained


HCM Strategist - Chief Productivity Officer
Going forward, perhaps we should advocate for a title change as the HR practitioner role becomes an increasingly strategic function – an ad-hoc combination of Chief Culture Officer, Chief Talent Architect, and Chief Productivity Officer mashed into a new role I call “HCM Strategist.”
https://www.adp.com/solutions/large-business/insights/research-and-thought-leadership/article.aspx?id=54A7CE6C-4A0C-4A3B-BC53-55429C10FA3B


HR’s new role could be as the Chief Productivity Officer - Josh Bersin at HRD18
http://www.kingfishercoaching.com/hrd18-hrs-essential-role-in-the-new-world-of-work-josh-bersin/

PATRICE WILLIAMS
SVP Research & Development, Chief Productivity Officer

When it comes to meeting deadlines and maintaining the highest standards of quality with large projects, Thermal Systems relies on Patrice Williams. Our systems have to meet our customers expectations, and be installed in a way that keeps the price affordable. This takes incredible planning and attention to detail. Patrice focuses her time on meeting equally with our customers and our installation team.
http://thermalsystems.com/leadership/


Wednesday, May 9, 2018

Productivity IoT Engineering



Using IoT technology and systems to improve productivity of engineering and engineering related products and processes.



Illustrations

May 2018

Prediction, prevention and improvement with IoT at Flex

At Flex, IoT is everywhere because we’re constantly looking at places where we can add instrumentation and analytics to our processes and products to achieve more consistent and better outcomes.
https://www.ibm.com/blogs/client-voices/flex-iot-ecosystem-future-manufacturing/


Manpower Productivity Improvement Using IoT


Illustrations from Singapore Companies of replacing manpower with IoT enabled systems and devices


Symphony Group uses drones and IoT to count cars in its inventory. It used to take the company 50 man-hours to complete the count, but now it estimates to complete it within the hour using  a single technician.

HOPE Technik tackled  the challenge of carrying heavy loads for many industries by developing AGVs.The SESTO AGV is a robotic product and it functions flexibly in any facility. The AGVs do not require embedded lines or magnetic strips on the ground. SESTO AGV system has a payload ranging from 200 kilogrammes to 2 tonnes. Equipped with a laser-based navigation system and intelligent planning capability, the driverless  autonomous system functions without requiring any modifications to an existing environment.

The AGVs are deployed in a hospital, replacing four personnel to transport lab samples to lab technicians. The system handled over 500 deliveries per 12-hour shift and freed up the manpower.

In a semiconductor plant, five  SESTO AGVs helped take over the duties of twenty personnel, who previously transported work-in-progress materials between processes. This system handles 12,000 deliveries per 12-hour shift.

 AiTreat  is developing a Massage Assistive Robotic System (MARS) to help to help  the Traditional Chinese Massage practitioner serve two to five persons using robots to find massage needs and do massage with the massage plan created by the experienced practitioner. Thus it provides  direct labour productivity increase of 200-500 percent. MARS will have many different advanced sensors, like 3D, thermal, force/torque, distance, etc, to understand the points of tightness in the body and then provide the required massage at the required places.

https://www.techinasia.com/talk/madeinsingapore-iot-solutions-improve-labour-productivity



The Internet of Manufacturing Things:

Advances in sensors, standards and software could connect virtually everything

By Thomas R. Cutler
Industrial and Systems Engineering at Work
August 2014    |    Volume: 46    |    Number: 8

 IoT can improve various aspects of manufacturing efficiency, including productivity, asset health, profitability, quality, safety, employee safety and environmental impact. The narrow slice of the Industrial Internet of Things that mostly affects industrial engineers is the Internet of Manufacturing Things.
http://www.iise.org/industrialengineer/Details.aspx?id=37485


The Internet of Manufacturing Things
12 April, 2017
https://www.iot-now.com/2017/04/12/60647-internet-manufacturing-things/


Updated 10 May 2018, 20 September 2017

Monday, May 7, 2018

Modern Hand Tools and Power Tools - Productivity Potential


Excel Assembly Solutions for Power Tools

https://www.excelairtool.com


2018


Rivet Tools

Automatic Rivit feeders for more productivity and higher safety
6 November 2017
http://www.metalworkingworldmagazine.com/__trashed-2/


Rivet Gun
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________________

Riveting in Practice
________________

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Saturday, May 5, 2018

Productivity Improvement Techniques and Industry 4.0 Technologies - Interface and Interation



David Sumanth gave a classification of productivity improvement techniques.

In this post, we are trying to create an interface for the prodcutivity improvement techniques and industry 4.0 technologies by identifying the combination that provide benefit either way or two-way. The productivity techniques benefits increase by combing the technique with Ind 4.0 technology, or the productivity of Ind 4.0 technology implementation will increase with implementing the productivity improvement technique. The effect can be mutual also.

The idea of the post is derived from

Lean Transformation Integrated with Industry 4.0 Implementation Methodology
Conference Paper · July 2017
Conference: Conference: GJCIE 2017-Global Joint Conference on Industrial Engineering and Its Application Areas, At Vienne, Austria

https://books.google.co.in/books?id=G71EDwAAQBAJ&pg=PA103#v=onepage&q&f=false

Lean Production Systems for Industry 4.0
https://books.google.co.in/books?id=_Po1DwAAQBAJ&pg=PA43#v=onepage&q&f=false


Cellular Manufacturing - Data Analytics, Adaptive Robotics

Setup Time Reduction - Sensors, Auto-ID Technologies

Quality Control - Pattern Recognition, Data Analytics, Sensors

TPM - Data Analytics, Sensors, Augmented Reality

Production Smoothing - Data Analytics,

Kanban - Simplified Manufacturing Reorder Communication - Auto-ID Technologies, Sensors

WIP Reduction - Data Analytics, Sensors, M2M Communication

Supplier Development - IoT, Data Analytics

Jidoka - IoT, Sensors

CIM - M2M Communication, IoT, 3-D Printing, Sensors, Data Analytics, Adaptive Robotics





Method Study - Adaptation by Toyota Production System



Denis R. Towill, (2010) "Industrial engineering the Toyota Production System", Journal of Management History, Vol. 16 Issue: 3, pp.327-345, https://doi.org/10.1108/17511341011051234

Above paper by Towill describes how method study was adapted and used by Toyota executives in developing the globally accaimed World Class Manufacturing Model, Toyota Production System.


 The paper confirms there is a continuing role for well established method study techniques to be adapted to face new challenges, and output as “contemporary” industrial engineering.

 The paper supports the view that effective and efficient product delivery is best driven via sound industrial engineering expertise operating within an active learning organisation.

 Ohno remarked that Knowledge (and above all practice) in the use of the method study based waste elimination techniques should be a pre‐requisite skill for employees at all levels. This is a sometimes “hidden” secret of TPS, but dates back to Lillian Gilbreth in 1914.


 TPS has evolved over an extended period of time to achieve continuous material flow. There has been no single procedure or technical breakthrough. Much of the detail would have been familiar to the Gilbreths. However the scenario of the current TPS enterprise would be new to the Gilbreths. Similarly the various ways in which the systems approach has been successfully implemented throughout the organisation would appear strange.

The purpose of this paper is to examine the manifold linkages connecting the Toyota Production System (TPS) back to the Gilbreths and others, and to determine how these have contributed to enterprise‐wide best practice.

Description of the Japanese Management Association (JMA) personal handshake route originated by Frank Gilbreth in which experiences were handed down in lecture note format by successive generations of industrial engineers is given in the paper. The internationally recognised “softer” approach to teaching and coaching due to Lillian Gilbreth is then discussed. Finally the Gilbreth MOI2 Process Chart is examined.


https://www.emeraldinsight.com/doi/abs/10.1108/17511341011051234



Toyota Production System
A production system which is steeped in the philosophy of "the complete elimination of all waste" imbuing all aspects of production in pursuit of the most efficient methods.

Source:

http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/
Accessed on 5 May 2018

Toyota Motor Corporation's vehicle production system has been established based on many years of continuous improvements, with the objective of "making the vehicles ordered by customers in the quickest and most efficient way, in order to deliver the vehicles as quickly as possible."

The Toyota Production System (TPS) was established based on two concepts:

The first is called "jidoka" (which can be loosely translated as "automation with a human touch") which means that when a problem occurs, the equipment stops immediately, preventing defective products from being produced;

The second is the concept of "Just-in-Time," in which each process produces only what is needed by the next process in a continuous flow.

Based on the basic philosophies of jidoka and Just-in-Time, the TPS can efficiently and quickly produce vehicles of sound quality, one at a time, that fully satisfy customer requirements.

Jidoka

Human Touch of the Machine

— Highlighting/visualization of problems —
-Quality must be built in during the manufacturing process!-

If equipment malfunction or a defective part is discovered, the affected machine automatically stops, and operators cease production and correct the problem.

For the Just-in-Time system to function, all of the parts that are made and supplied must meet predetermined quality standards. This is achieved through jidoka.

Jidoka means that a machine safely stops when the normal processing is completed. It also means that, should a quality / equipment problem arise, the machine detects the problem on its own and stops, preventing defective products from being produced. As a result, only products satisfying quality standards will be passed on to the following processes on the production line.

Since a machine automatically stops when processing is completed or when a problem arises and is communicated via the "andon" (problem display board), operators can confidently continue performing work at another machine, as well as easily identify the problem's cause to prevent its recurrence. This means that each operator can be in charge of many machines, resulting in higher productivity, while continuous improvements lead to greater processing capacity.


Just-in-Time

Make only when needed

— Productivity improvement —
- Making only "what is needed, when it is needed, and in the amount needed!"

Producing quality products efficiently through the complete elimination of waste, inconsistencies, and unreasonable requirements on the production line.

In order to deliver a vehicle ordered by a customer as quickly as possible, the vehicle is efficiently built within the shortest possible period of time by adhering to the following:

When a vehicle order is received, a production instruction must be issued to the beginning of the vehicle production line as soon as possible.

The assembly line must be stocked with required number of all needed parts so that any type of ordered vehicle can be assembled.

The assembly line must replace the parts used by retrieving the same number of parts from the parts-producing process (the preceding process).

The preceding process must be stocked with small numbers of all types of parts and produce only the numbers of parts that were retrieved by an operator from the next process.




Process Waste Visualization Chart



Process waste elimination is an important objective of scientific management and industrial engineering disciplines. Frank Gilbreth proposed process charts to visualize and improve processes.

Taiichi Ohno and Shigeo Shingo combination brought of the 7-Waste Model and created a strong focus on identifying and eliminating waste.

The 7-Waste Model was further extended by others in more wastes. The flow process chart with five symbols can be further developed to identify more wastes and operationalized the extended 7-Waste Model.

The visualization chart can be record the follow events, flows or quantities

Storage
Transport of material
Movement of Operator
Set up of Machine
Uploading material
Batch quantity
Processing or Operation
Unloading material
Inspection
Defects or Rejections
Rework
Temporary delays
Idle time of machine
Idle time of operator


What more needs to be added?

Related Articles

Seven Wastes Model
http://nraoiekc.blogspot.com/2013/01/chapter-seven-wastes-model-2013-edition.html

Process Analysis - Questions/Check List
http://nraoiekc.blogspot.com/2012/02/process-analysis-questionscheck-list.html

Process Improvement Study Progress Chart
http://nraoiekc.blogspot.com/2013/11/progress-process-charts.html

Value Stream Mapping - Origins
http://nraoiekc.blogspot.com/2013/10/value-stream-mapping-origins.html





The Seven Types of Waste (Muda) – Now with 24 More Types of Waste
March 8, 2015



Improving Lean Design of Production Systems by Visualization Support
Volume 41, 2016, Pages 602-607
open access
https://www.sciencedirect.com/science/article/pii/S2212827116000159




Friday, May 4, 2018

Lean Manufacturing - World Class Manufacturing - Bibliography



Chapter - Lean Manufacturing: Recent Trends, Research & Development and Education Perspectivies
S. Vinodh and R. Ben Ruben
https://books.google.co.in/books?id=wlb1CAAAQBAJ&pg=PA1#v=onepage&q&f=false

In:   Research Advances in Industrial Engineering
J. Paulo Davim
Springer, 04-May-2015 - Technology & Engineering - 118 pages
https://books.google.co.in/books?id=wlb1CAAAQBAJ

This book provides discussions and the exchange of information on principles, strategies, models, techniques, methodologies and applications of industrial engineering. It communicates the latest developments and research activity on industrial engineering and is useful for all those interested in the technological challenges in the field.

See the preface in https://www.springer.com/in/book/9783319178240 
The first sentence is:  "Industrial engineering is the branch of engineering that is concerned with "increasing productivity through the management of people, methods of business organization and technology" or in other words, "industrial engineering is human effort engineering and system efficiency engineering"". 

Definition "Industrial engineering is human effort engineering and system efficiency engineering" was given by Narayana Rao K.V.S.S., Professor, National Institute of Industrial Engineering, Mumbai, India.

Prof. Rao developed and presented Principles of Industrial Engineering.


Lean Manufacturing - YouTube Video Play List
https://www.youtube.com/watch?v=AkP-HOBLsvk&list=PLzxiTolMU91UG69O-QfD0zxHeOo5SUo-U

___________________

___________________
Ian Johnson



Online Material maintained by Dr. Chao-Hsien Chu
___________________


Mail your comments and suggestions to: chu@ist.psu.edu.
 Framework for Achieving World Class Manufacturing.
 Awareness Revolution.
 5S: Fundations for Continuous Improvement.
 Visual Control.
 Modeling for JIT Production.
 Design of Manufacturing Cells.
 Balancing / Sequencing Mixed-Model Lines.
 SMED: Setup Reduction.



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WCM by Yamashina - Resources

http://better-operations.com/2013/05/22/world-class-manufacturing-at-chrysler-and-fiat/


http://cdn.intechopen.com/pdfs/43383/InTech-Improving_operations_performance_with_world_class_manufacturing_technique_a_case_in_automotive_industry.pdf




updated on  5 May 2018,  11 July 2017, 3 December 2013

Process Improvement Study Progress Chart


PROCESS IMPROVEMENT PROGRESS  CHARTS

In a process improvement study, improvement progress charts are to be made.

Maynard and Stegmerten

When a job is studied in great detail operation by operation, a number of suggestions for improvement will almost inevitably be made. Some of these will be adopted and put into effect at once. Others will be held up pending the decision of another department or supervisor. Still others will require experimentation to determine their feasibility, or several suggestions affecting the same point will have to be tried out to see which is the best.

As a result of this, the exact status of a study at any particular moment is often uncertain. This is particularly true if the study is being made by a group. When several people are involved, it is more difficult to keep their efforts pointed in the same general direction and to give them the same understanding of the progress of the study and its present solution status. In order to avoid working at cross-purposes, the group should pause from time to time to review what has already been accomplished, what is pending, and what remains to be done.

The  process study progress chart is a device that can be used for this purpose. It shows clearly and in a related manner the status of the job and of each operation of the job at the moment the chart was drawn up.

Typical Progress Process Charts. The progress process chart, or progress chart, is commonly prepared in two different forms. It may be drawn in the same manner as the operation process chart, or it may be a mere tabulation.

Figure 31 in Chap. VII ( Maynard and Stegmerten) showed the operation process chart that was prepared at the beginning of a study of the manufacture of an electric-clock motor and drum.
The operation process chart form of progress chart has certain definite advantages. It is in the same form as the operation process chart previously prepared and hence can be readily interpreted by anyone who is familiar with the operation chart. Further, it shows the operations in. order and in. their relation to one another; since the suggested changes on one operation often affect other operations,
this is highly desirable.

The other form of progress chart in tabulated form is shown by Fig. 107. This chart covers the stamping for which the flow chart, Fig. 36 of Chap. VIII, was prepared. The tabulated form
of progress chart possesses the advantage of being easy to prepare, since the whole chart may be made on a typewriter. If the job that it covers is fairly simple, this form is entirely satisfactory.

Uses of Progress Process Charts.

The use of the progress chart in connection with methods studies made by a group has already been pointed out. When the job is at all complicated and a number of different changes are contemplated, it will prove desirable to prepare an up-to-the-minute progress chart immediately before each meeting. If each group member has this chart before him, it will inform him of what has been accomplished on
those phases of the study with which he himself is not connected and will prevent much unnecessary discussion and comment. Free discussion should, of course, be encouraged at all meetings, but it should be discussion that will develop new ideas rather than a review of what has gone before.

The individual analyst will also find the progress chart a useful tool. It is seldom that a methods study can be started and carried through to a conclusion without interruption. Sometimes the methods study of a job must be carried on in conjunction with regular, routine rate-setting work. Again, because
progress is often halted while information or a decision is being awaited, methods studies of several jobs may be conducted at the same time. In any case, it will prove helpful from time to time to construct a progress chart to show how the methods study stands and to make sure that future efforts will be directed
effectively.

The analyst will in addition sometimes be questioned by his supervisor or other interested individuals concerning the accomplishments that are resulting from his studies. .A progress chart will answer such questions clearly and will enable the analyst to show what he is doing.

Conclusion.

The purpose of this volume has been first to give a general description of the various techniques of methods engineering and their relation to one another and then to discuss in some detail the procedures employed in connection with the first and a very important step of methods study, namely, operation analysis.

It will be seen that operation analysis is an entirely practical subject. The analyst, far from dealing with theoretical considerations, seeks for practical result-getting improvements. The various tools that he uses operation process charts, flow charts, the analysis sheet are designed principally to guide his
thinking and to keep clearly before him the points that he should study and seek to improve. The real accomplishments, however, are made by the analyst himself rather than by the tools that he
uses. No chart or form will take the place of sound reasoning and constructive thinking.

The examples given of improvements that resulted from operation analysis were taken from a number of different industries. Many kinds of operations performed on many kinds of products were described. It is impossible, of course, to include all operations encountered in industry, but it is hoped that enough have been given to show once and for all the baselessness of the "our-work-is-different " attitude.

To the analyst, all work is much the same. The externals are different, of course, for every job studied, but there are many fundamental points of similarity. In most cases, a part is picked up, worked upon, and set down. Certain motions are employed that are common to all jobs. If they can be improved on one job, they can be improved on many jobs.

Analysis work is not limited to methods engineers but may be conducted by anyone who is interested in bringing about job improvement. If the analysis work is done systematically in accordance with the procedure described in this book, more will be accomplished than if the work is done haphazardly. Anyone connected with industry can apply the procedure outlined, for there is nothing particularly difficult or technical about it. The trained observer with a background of previous experience in
making improvements will undoubtedly accomplish more than the man making his first analysis, for he will be able to recognize many possibilities for improvement at first glance and will know
the action to take that will be most effective in getting the improvements made. The beginner should not be discouraged by this, however, for he too will accomplish more as he becomes more experienced, and the only way experience can be gained is by making a number of analyses.

A group consisting of a superintendent, design engineer, foreman, inspector, group leader, and perhaps others, led by an experienced methods engineer, when formed for the purpose of
studying a job in which all are interested, will accomplish much. Each member will approach the problem from his viewpoint, and if the viewpoints are coordinated by capable leadership, the
results are likely to be much greater than an individual working alone can secure.

A methods study properly made consumes time and effort. Most industrial supervisors are so loaded with responsibilities and duties that they may find it difficult to give time to operation analysis. Nevertheless, the time should be found and used for that purpose. Progress is essential if an industry is to maintain its competitive position. Therefore, the type of analysis work that leads to improvement and progress is also essential. Just getting work out in accordance with an established routine is
not sufficient. To advance, the work must be put out better today than it was yesterday and better still tomorrow.

Any industrial executive or supervisor who has the interests of his company at heart should, therefore, devote a portion of his time to analyzing the work that comes under his supervision and
to improving it. Current problems are important, but at least 5 to 10 per cent of a week's time should be set aside for seeking improvements. If each supervisor of an organization will do this and will conscientiously do his best to make changes that will reduce waste and increase productive effectiveness, the organization will soon attain an enviable position.

Management has a certain responsibility in this connection. It should encourage the* search for improvements; it should consider all suggestions made, adopting as many as seem practical;
and, finally, it should reward outstanding accomplishments as an incentive to further effort.

It should be  remembered that any job can be improved if sufficient study is given it. This is literally true. There may be jobs here and there that cannot be improved further, but the authors have rarely encountered them. If they exist, they may be considered to be the exceptions that prove the rule. Throughout industry there are countless opportunities for improvement. Every operation in every plant offers a challenge. It can be done better. The problem is to find out how. Operation analysis is
a method of finding out,


Updated on 5 May 2018, 1 November 2013

Tuesday, May 1, 2018

May - Industrial Engineering Knowledge Revision Plan with Links







First Week

1 May
Cost Information for Pricing Decisions
http://nraomtr.blogspot.com/2011/12/cost-information-for-pricing-decisions.html

Cost Behavior Analysis and Relevant Costs
http://nraomtr.blogspot.com/2011/12/cost-behavior-analysis-and-relevant.html

2 May
Costing for Strategic Profitability Analysis
Cost Information for Customer Profitability Analysis

Costing for Spoilage, Rework and Scrap
Costing for Quality, Time and the Theory of Constraints

Costing for Inventory Management, JIT and Backflush
Cost Information and Analysis for Capital Budgeting

Cost Information for Management Control and Performance Control
Cost Information for Transfer Pricing

Second Week


Managerial Accounting or Management Accounting - Review Notes
Relevant Information and Decision Making - Marketing Decisions

Relevant Information and Decision Making - Production
Relevant Information and Decision Making - HR

The Master Budget - Accounting Information
Flexible Budgets and Variance Analysis - Review Notes

Responsibility Accounting for Management Control
Accounting Information for Management Control in Divisionalized Companies

Capital Budgeting - Accounting and Cost Information
Introduction to Organizational Behavior

Third Week

Environmental context: Information Technology and Globalization
 Environmental context: Diversity and Ethics

 Organizational Context: Design and Culture
Organizational Context:: Reward Systems

Perception and Attribution
Personality and Attitudes

Motivational Needs and Processes
Positive Psychology Approach to OB


Communication
 Decision Making

Fourth Week


 Stress and Conflict
Power and Politics

Groups and Teams
 Managing Performance through Job Design and Goal Setting



 Behavioral Performance Management
Effective Leadership Process


Principles of Industrial Engineering Presented by Professor K.V.S.S. Narayana Rao (Author of this blog) on 23 May 2017 at the Annual Conference of Institute of Industrial and Systems Engineers in Pittsburgh, USA.  Industrial Engineering is a management subject or discipline with Engineering as the foundation. Its primary application area is engineering systems. It augmented application area is any system.  INDUSTRIAL ENGINEERING IS SYSTEM EFFICIENCY ENGINEERING AND HUMAN EFFORT ENGINEERING (Definition by Narayana Rao - Published in Udyog Pragati, Jounral of NITIE in 2006)
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Great Leaders: Styles, Activities, and Skills
Principles of Innovation

Innovation - Strategic Issues and Methodology
Idea Generation in Organizations


One Year Industrial Engineering Knowledge Revision Plan

January - February - March - April - May - June

July - August - September - October - November - December


Cost Measurement is an important skill and practice area for industrial engineers,
See the slideshow - Introduction to Industrial Engineering

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 ____________________
Uploaded by Narayana Rao

Understanding human behavior, the content of the subject Organizational Behavior is also important for industrial engineers  to train operators in the redesigned methods and also to interact with them during the observation phase of the IE study and then involving them in developing new methods. Understanding human behavior is also essential to understand his commitment to work at 100% rating, commitment to zero defect production, and active participation in total industrial engineering efforts.

Updated 26 May 2017,   Principles of Industrial Engineering video added., 9 May 2015

Productivity Statistics - USA




https://www.bls.gov/news.release/pdf/prin.pdf

For release 10:00 a.m. (EDT) Thursday, April 19, 2018 


USDL-18-0591
Technical information: (202) 691-5606 • productivity@bls.gov • www.bls.gov/lpc
Media contact: (202) 691-5902 • PressOffice@bls.gov
PRODUCTIVITY AND COSTS BY INDUSTRY:
MANUFACTURING AND MINING INDUSTRIES – 2017
Labor productivity declines were widespread among manufacturing industries in 2017, with decreases in 54 of
the 86 four-digit NAICS industries. Of the 51 industries in durable manufacturing, 34 experienced productivity
decreases in 2017 led by a decline in the other transportation equipment industry of 11.5 percent. Nondurable
manufacturing also experienced widespread declines in 2017 with productivity falling in 20 of 35 industries, led
by the sugar and confectionery products industry with a decrease of 8.0 percent. Of the 4 industries in the mining
sector, 3 had productivity gains in 2017 led by the oil and gas extraction industry with an increase of 32.6
percent.


Long-Term Trends in Labor Productivity and Unit Labor Costs
Chart 4 displays the number of NAICS 4-digit manufacturing and mining industries with increases
in productivity, output, and hours worked for selected time periods through 2017.
Labor Productivity
• Over the entire 1987-2017 period, labor productivity rose in 83 of the 90 manufacturing
and mining industries. This was associated with output rising in 58 industries, while hours
worked increased in only 15.
• During the more recent 2007-2017 period, which included the Great Recession,
productivity increased in only 43 industries. These increases are predominantly the result
of a decline in hours worked rather than an increase in output, as hours worked fell in 72
industries while output increased in only 15.

IMTMA Productivity Institute - India



IMTMA Productivity Institute is equipped with state of the art training facilities including production CNC machines, metrology equipment including CMM, CAD/CAM systems, latest cutting tools and work holding accessories. Hands-on training is imparted in programming & operation of CNC machines and Productivity and Quality improvement concepts.


IMTMA Productivity Institute is equipped with state of the art training facilities including production CNC machines, metrology equipment including CMM, CAD/CAM systems, latest cutting tools and work holding accessories. Hands-on training is imparted in programming & operation of CNC machines and Productivity and Quality improvement concepts.

Is your work place suffering from poor productivity?

You have the machine in place, but not the knowledge to optimize usage?


Vision To facilitate Indian machine tool users to become the most productive metalworking companies
Mission To provide effective training to machine tool users on use, productivity improvement and upkeep of their machines
Training facilities
CNC Vertical Machining Centre - BFW
CNC Turning Centre - Jyoti
CNC Lathe Simple Turn - Ace Designers
CNC Co-ordinate Measuring Machines - Hexagon Metrology
Robot with 2D vision system - FANUC
Cutting tools and holders - Taegutec, Komet, Emuge, Guhring, Iscar
CNC/PLC Programming & Simulation Kits - Siemens
PC based CNC Simulation Softwares - Siemens, FANUC, Heidenhein
Tool Management System Including Non-contact type tool pre setter - Zoller
Touch probe for tool setup & work set up - Blum, Renishaw
Interchangeable clamping system and Hydraulic holders - Schunk
Clamping systems - Jergens, Alukeep, Sarda
Shrink fit system/ Holders - Bliz
Digital Height gauge - Electronica
TPM trak system for productivity monitoring - AMIT
CAD/CAM Softwares - Cadem, Delcam
Cutting fluid and accessories - Blaser
Hydraulic, Pneumatic Training Kits/ CNC controller - Bosch Rexroth
Digital/ Air Gauges/ Measuring Instruments - Baker
PLC Training kits - Mitsubishi Electric
Vision Inspection System - Customized Technologies
Class room with computer work stations in complete network with the CNC machines through LAN for seamless data transfer, productivity monitoring and control.



FINISHING SCHOOL IN PRODUCTION ENGINEERING :
Enhancing Productivity in Machining
Date : 9 July 2018 to 4 August 2018
(MON-SAT, 9AM-5:30PM) IMTMA Technology Centre,
BIEC - Tumkur Road, Bangalore
The Indian manufacturing sector has become major destination for global players not only for their manufacturing activities but also for marketing their latest developments specially in the field of CNC technologies. However, increased use of CNC machines / CNC automation doesn’t result in enhanced productivity directly. Systematic training in best manufacturing practices is highly crucial and well trained manpower can bring in significant improvement in productivity and quality levels thereby increased profitability. Amidst the competitive work environment today, Effective utilisation of resources including CNC machines, tooling, work holding and other accessories is the key to realise ever growing need for higher productivity.

Keeping this in view, Indian Machine Tool Manufacturers' Association (IMTMA) is organizing an exclusive hands on course “Finishing school in Production Engineering” at IMTMA Technology Centre, Bangalore to enhance skill sets of engineers and supervisors from manufacturing industries. This course is of 4 weeks duration and is totally practical oriented with Hands on practice in production CNC machines, CAD/CAM, Metrology equipment, Tooling and work holding systems and other accessories.

Engineers from TVS Motors, Maruti Suzuki, Hero Moto Corp, Sansera Engineering, Wabco India, Leo fasteners, Kar Mobiles, etc., have undergone this course and achieved Productivity and Quality improvement in their projects by implementing some of the key learnings. This course is also ideal for new recruits / trainees as well as fresh engineers in Mechanical engineering and allied branches, aspiring for challenging career in manufacturing industries. New recruits from Ashok Leyland, Kennametal India, Wipro Engineering, Ceratizit India, etc., underwent this course and got well prepared to serve the industry from day one.

Course Content
Review of machining operations, engineering drawing and metrology
Limit, Fits, Tolerances and surface roughness symbols
Geometric Dimensioning and Tolerancing (GD&T)
CNC Programming and CAD/CAM
Programming & Operation of CNC Turning centre
Programming & Operation of CNC Machining centre
Process Planning for CNC Machined Parts
Selection of Tooling and cutting parameters for CNC machining operations
Optimisation of CNC Programming and parameters for cycle time reduction and productivity improvement
Measurement & Quality Control of machined parts
Soft skills development
Project work and final test
Hands-on practice in CNC Turning and Machining Centres
Hands-on practice in measuring instruments
Hands-on practice in Tooling, Work Holding and other accessories
Industry visit for exposure to live production environment




Key Take Aways
After undergoing the programme, the participants will be able to -

To have complete insight in to Computer Integrated modern Manufacturing environment
To understand Engineering Drawing and develop process plan
To develop and optimise NC Programmes for CNC Turning and Machining Centres
To do proper selection of tools & cutting parameters for various CNC machining operations
To reduce cycle time and improve productivity / quality in CNC machining
To handle measuring instruments and equipment for quality control of machined parts
Training Methodology
Training in a modern Digital Factory
Class room sessions
Simulation using SINUTRAIN and NC GUIDE systems.
Hands-on training sessions on CNC Turning Centre & CNC Vertical Machining Centre
Hands-on sessions in CAD/CAM programming systems
Real time machining of components on CNC machines
Measurement practice in various measuring instruments
Industry visits & Project work.

Participant Profile
Engineers / supervisors from manufacturing industries, responsible for productivity and quality improvement
New recruits / trainees in manufacturing industries
Fresh Mechanical Engineers after completion of their Degree / Diploma in Mechanical or allied disciplines
Pre final year engineering students from Mechanical or allied disciplines
Design engineers willing to have strong foundation thro hands-on training in latest manufacturing practices


Office Locations

Head Office
Bangalore International Exhibition Centre (BIEC)
10th Mile, Tumkur Road, Madavara post
Bangalore - 562 123

T : +91 80 6624 6600
F : +91 80 6624 6661
E : info@imtmatraining.in

Regional Office (North)
Plot no. 249 F, Phase IV, Udyog vihar
Sector - 18, Gurgaon - 122 015
Haryana, India

T : +91 124 4014 101
F : +91 124 4014 108
E : info@imtmatraining.in

Regional Office (West)
12/5, D-1 Block
MIDC
Chinchwad
Pune - 411 019

T : +91 20 6410 0182/83
E : info@imtmatraining.in


http://www.imtmatraining.in/pages/4/Productivity%20Institute
http://www.imtmatraining.in/contact