Thursday, January 31, 2019

IISE Explanation - WHAT INDUSTRIAL & SYSTEMS ENGINEERS DO?




Principles of Industrial Engineering - IISE 2017 Annual Conference Presentation

_____________
_____________


WHAT INDUSTRIAL & SYSTEMS ENGINEERS DO?



Industrial and systems engineering is about choices. Other engineering disciplines apply skills to very specific areas. ISE gives practitioners the opportunity to work in a variety of businesses.

Many practitioners say that an industrial and systems engineering education offers the best of both worlds: an education in both engineering and business.

The most distinctive aspect of industrial and systems engineering is the flexibility it offers. Whether it's shortening a rollercoaster line, streamlining an operating room, distributing products worldwide, or manufacturing superior automobiles, these challenges share the common goal of saving companies money and increasing efficiencies.

As companies adopt management philosophies of continuous productivity and quality improvement to survive in the increasingly competitive world market, the need for industrial engineers is growing. Why? Industrial and systems engineers are the only engineering professionals trained specifically to be productivity and quality improvement specialists.

Industrial engineers figure out how to do things better. They engineer processes and systems that improve quality and productivity. They work to eliminate waste of time, money, materials, energy and other commodities. This is why many industrial engineers end up being promoted into management positions.

Many people are misled by the term industrial engineer. It's not just about manufacturing. It also encompasses service industries, with many ISEs employed in entertainment industries, shipping and logistics businesses and healthcare organizations.

Here is a list of quick facts about careers as an industrial engineer.

The benefits of industrial engineering 




More efficient and more profitable business practices
Better customer service and product quality
Improved efficiency
Increased ability to do more with less
Making work safer, faster, easier and more rewarding
Helping companies produce more products quickly
Making the world safer through better designed products
Reducing costs associated with new technologies


Source:
https://www.iise.org/details.aspx?id=716   Accessed on 31 January 2019

Friday, January 25, 2019

Creativity and Performance in Industrial Organization - Andrew Crosby - Book Information

Creativity and Performance in Industrial Organization


Andrew Crosby
Routledge,  216 pages
First published in 1968


Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences.

This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press.

Reproduced here in facsimile, this volume was originally published in 1968 and is available individually.

For a preview of the book
https://books.google.co.in/books?id=4WpUAQAAQBAJ



To be updated with contents

Productivity Accounting - 2015 - Emili Grifell-Tatjé, C. A. Knox Lovell - Book Information




Productivity Accounting



Emili Grifell-Tatjé, C. A. Knox Lovell


Cambridge University Press, 26-Jan-2015 - Business & Economics - 408 pages


The productivity of a business exerts an important influence on its financial performance. A similar influence exists for industries and economies: those with superior productivity performance thrive at the expense of others. Productivity performance helps explain the growth and demise of businesses and the relative prosperity of nations.

Productivity Accounting: The Economics of Business Performance offers an in-depth analysis of variation in business performance, providing the reader with an analytical framework within which to account for this variation and its causes and consequences.

The primary focus is the individual business, and the principal consequence of business productivity performance is business financial performance. Alternative measures of financial performance are considered, including profit, profitability, cost, unit cost, and return on assets. Combining analytical rigor with empirical illustrations, the analysis draws on wide-ranging literatures, both historical and current, from business and economics, and explains how businesses create value and distribute it.

https://books.google.co.in/books?id=Xz3WBQAAQBAJ


Productivity Drivers  


(Pages 22 to 32)

Productivity Drivers Internal


1. Quality of Management: General
2. Quality of Management: Human Effort Engineering and Human Resource Management.
3. Quality of Management: Allocation of Resources
4. Quality of Management: Adoption of New Technology
5. Quality of Management: Product Range and Diversification
6. Quality of Management: Cost Reduction and Waste Elimination
7. Quality of Labor
8. Quality of Capital ( and Intermediate Goods in a Gross Output Context)
9. Quality of Outputs of Services

Productivity Drivers External


1. Institutions
2. Ownership
3.The competitive environment
4. Regulation, Deregulation and Regulatory Structure
5. Structural Reform and Liberalization
6. Demographics
7. Geography
8. Public Infrastructure and Research & Development


The authors say the list is only indicative and not comprehensive. They are intended to emphasize that productivity is controllable either by firm management, or by the aggregate economy's helmsmen.

(to be updated)







Saturday, January 19, 2019

SCIENTIFIC MANAGEMENT - A LIST OF EARLY REFERENCES - Part 1 - 1 to 100


https://archive.org/stream/bulletin21newyuoft/bulletin21newyuoft_djvu.txt

Total 550 entries are there in the list.

1832

1. Babbage, Charles. On the economy of machinery and manufactures. London:
Charles Knight, 1832. 1 p.l., xxiv, 3S7 p. 2. ed. 16°. VBA

2. Twemlow, G. On modes of obtaining important results by simple means. (Asiatic Society of Bengal. Journal. Calcutta,  1832. V. 1, p. 68-70, 195-198.) * OHA 1878

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



1881

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

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



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



1891

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

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

Contrasts this with other plans.



1893

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

Discusses the administration of belting.



1885

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



1886

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

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



1895

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

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

VFA

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



1896

16. Roland, Henry. Six exaniplcs of suc-cessful shop management. (Engineering
magazine, New York. v. 12, Oct. - Dec, 1896. Feb. - March, 1897. p. 69-85. 270-285,
395^12, 831-837, 994-1000; v. 13, April. 1897, p. 10-19.) VDA



1897

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

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

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

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

20. Six examples of successful shop

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

VDA



1898

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

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

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

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



1899

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

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

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



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

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

26. Experience with the premium

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

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

27. The premium plan criticised.

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

28. Some questions regarding the

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

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

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

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

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



1900

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

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

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

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

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

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


1900, continued.

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

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

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

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

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

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

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

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

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

An editorial comment.

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

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

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



1901

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

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

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

VDA

The old trade unions vs. wisely organized labor.



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

Takes up control of hoisting and surface arrange-
ments.

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

Discusses the practice in British workshops.

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

A valuable summary of the whole question.

50. Uses and abuses of organizations

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

What employers may prevent and effect by united

action.

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

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

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

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

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

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

of materials.

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

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

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

Read the article on 20 January 2019 from volume 20
https://babel.hathitrust.org/cgi/pt?id=mdp.39015075018641;view=1up;seq=769

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

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

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



22



THE NEW YORK PUBLIC LIBRARY



1901, cotitinued.

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

A description of the Victoria works.

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

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

Sketches conditions as they are and as they
might be.

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

Considers the small individual power plant.

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

Written from the standpoint of a practical employer of the system.

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

Solution of the problem of shop design and arrangement.

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

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

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

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

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

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

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

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

A hand-book for works managers.



1902

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

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

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

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

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

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

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

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

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

The card index system in shop administration.

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

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

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

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

VDA

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

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

Concerned particularly with the commercial side
of foundry management.

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



SCIENTIFIC MANAGEMENT



23



1902, continued.

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

Explains system adopted and its success.

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

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

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

ttVFA

Explains system used.

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

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

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

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

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

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

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



1903

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

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

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

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

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

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



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

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

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

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

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

VDA

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

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

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

95. The fixing of piece work. (Engfi-

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

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

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

The shop system of the Canadian Composing Co.

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

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

Advocates Mr. Taylor's methods.

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

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

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

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


Updated on 20 January 2019
First posted on 8 October 2017

Friday, January 18, 2019

Project Industrial Engineering



Productivity improvement - Engineering - Industrial Engineering - Front-line employees and others


Yesterday (17 Jan 2019)  we had a discussion in the class regarding engineering contribution to productivity and industrial engineering contribution to productivity



In Times of India, 18 January 2019, in page 17 there is a news item - A 50 km tunnel through Oz mountain.



The new item says Musk quoted 800 million dollars for the tunnel. Some people commented that it was a bargain. Suppose the estimated construction cost is $500 million. This achievement is that of project engineering and it must have captured the earlier productivity ideas.



But industrial engineers may still make efforts and decrease the cost say 25 million during the 5 years of construction. This can be said to be project industrial engineering.



Apart from that the frontline operators as well as others may come up with suggestions for more productivity improvements. Let us say this also contributes another 25 million dollars. Thus all the steps contribute to productivity improvement.



Productivity improvements that are done during project implementation stage are captured at the time of design in future projects.  The cycle continues.


Earlier post on the topic in 2012

Project Industrial Engineering - An Explanation

Saturday, January 5, 2019

New Technology With Potential to Improve Productivity - Response of Industrial Engineers

What can be the response of industrial engineers to news item regarding the development of new technology with productivity potential?

Super-hard metal alloy could save $100 million
ISE ; Industrial and Systems Engineering at Work; Norcross Vol. 50, Iss. 10,  (Oct 2018): 15



How industrial engineers use such information? Can you share any illustration of such use.

Question posted in Linkedin Communities.



https://www.linkedin.com/feed/update/urn:li:activity:6487210032487329792/

Industrial Engineering Network
https://www.linkedin.com/feed/update/urn:li:activity:6487208836729016320/


IISE Community

https://www.linkedin.com/feed/update/urn:li:activity:6487208492301156352/




Friday, January 4, 2019

Technology Readiness Scale - TRL Scale

Two years later, in 1991, NASA used the TRL scale in its Integrated Technology Plan for
Civil Space Program (OAST, 1991).

Two new levels, 8 and 9 were added in the late 1980s by John C. Mankins, who later wrote a white paper (Mankins, 1995) that also slightly rephrased the description of the lower levels. Mankins provided a “discussion” for each level that included multiple examples of technologies at certain TR levels as illustrations. He also defined the typical cost to achieve for each level. The nine levels were as follows:


Level 1 - Basic principles observed and reported
Level 2 - Technology concept and/or application formulated
Level 3 - Analytical and experimental critical function and/or characteristic proof-of concept
Level 4 - Component and/or breadboard validation in laboratory environment
Level 5 - Component and/or breadboard validation in relevant environment
Level 6 - System/subsystem model or prototype demonstration in a relevant environment
(ground or space)
Level 7 - System prototype demonstration in a space environment
Level 8 - Actual system completed and “flight qualified” through test and demonstration
(ground or space)
Level 9 - Actual system “flight proven” through successful mission operations



Levels 1 and 2 – the theoretical part of development – are labelled with “low ‘unique’
cost” because they are the results of scientific research programs.

NASA does not start these programs.  The costs of these programs are borne by institutionalized
science,  universities, and research laboratories in the US and elsewhere; therefore, the additional amount that NASA spends specifically on them is minimal.

Level 3 has a small unique cost, TRL 4 is several factors higher than Level 3, and TRL
5 is again several factors higher than TRL 4. The costs grow exponentially and then peak at TRL
8, which is the most costly to achieve. Mankins emphasizes that the actual numbers are very
technology dependent.

In 2008, a chief scientist at Boeing looking back at the track record of TRL usage (Whelan, 2008) in Boeing’s R&D concluded that most projects reach TRL 6 before even 10% of the total funds are committed. NASA TRL scheme predicts that costs will multiply at nearly every step between TRL 3-8.

Source:  From NASA to EU: the evolution of the
TRL scale in Public Sector Innovation
Mihály Héder
The Innovation Journal: The Public Sector Innovation Journal, Volume 22(2), 2017, article 3

NASA TRL definitions
https://www.nasa.gov/pdf/458490main_TRL_Definitions.pdf



Technology at level 4 in October 2018

Wear Resistant Plantinum Gold Alloy
News on the item was published in ISE Magazine, October 2018
Super-hard metal alloy could save $100 million
Anonymous. ISE ; Industrial and Systems Engineering at Work; Norcross Vol. 50, Iss. 10,  (Oct 2018): 15

https://share-ng.sandia.gov/news/resources/news_releases/resistant_alloy/

https://ip.sandia.gov/technology.do/techID=204