Marketing Strategy - Marketing Process for Industrial Engineering

Who has to develop marketing strategy planning for industrial engineering?

Industrial engineering professional associations, Academic institutions and departments of IE, IE departments of companies, Individual IEs, 

Introduction

How to compete and succeed in a  market place?  One part of the answer is a commitment to creating and retaining satisfied customers.  Second part is adapting to a continuously changing marketplace through market-oriented strategic planning.

Strategic planning calls for action in three key areas. The first calls for managing the services of industrial engineering  as a portfolio of services. Resources in a period must be allocated to various services based on the demand potential. Second, each service has to be assessed for its market growth rate and the position and fit in the market. Based on this assessment objectives and goals are to be fixed for each service and strategy, that is game plan for achieving the objectives and goals is to be made for each IE service.

Marketing plays a key role in the strategic planning process. Customers' needs are the core focus of strategy. 

Marketing Services and Marketing Strategy for IE

Planning at the corporate level, division and business levels is an integral part of the marketing process. Businesses are engaged in delivering value at a profit to customers. This value delivery process can be initiated through a technological development and the producer hires people to make and sell. In this type of value delivery process, marketing takes place in the second half of the value delivery process.

Marketing at the beginning. There is homework or initial work to be done by marketing before a product is conceptualized or designed. The marketing staff have to identify the potential market for the likely product (product idea) and must segment the market and select the appropriate target segment and then only product can be finalized for its specific attributes. Kotler emphasized that segmentation, targeting, positioning (STP) is the essence of strategic marketing.

Once the IE  unit accepts to offer the value proposition supported by marketing as well as operations, further marketing activities include detailed product specifications, distribution system and price decisions. At the next stage, the value proposition is to be communicated in the market so that there are enough potential customers who are aware of the product and will be inclined to buy the product for the trial. Advertising through mass communication channels, public relations, personal selling and sales promotion campaigns are launched in this stage to make actual sales.

To carry out the three marketing activities outlined at the three stages, marketing managers follow the marketing process.

The marketing process consists of analyzing marketing opportunities, developing marketing strategies, planning marketing programs, and managing the marketing effort. (Kotler)

Analyzing Marketing Opportunities

Periodically, marketing managers have to analyze the long-run opportunities in the market or economic environment for improving the IE unit's performance. These opportunities can be for new products. Marketers have to conduct formal research using secondary sources followed by personal, phone, mail surveys, which are further supported by focus groups (primary sources). The data collected is analyzed by statistical tools to identify the effects of various marketing activities. In the marketing research, information related to long-term activities of competitors is also to be collected understood.

Developing Marketing Strategies

The information collected from the marketing research process to support marketing strategy decisions has to be analyzed to find stable and distinct market segments. The needs and potential of each segment needs to estimated and the segment that the market can serve best and make optimal profit is to be determined. For this selected target segment, differentiation decision for the product offered is to be arrived at and positioning strategy has to finalized. While differentiation can be in multiple attributes, position strategy calls for one or two features to be emphasized in communications so that position is associated with the company's product whenever a potential user thinks of the product.  In the case of industrial engineering, various marketing segments of one type of category can be self employed persons, small firms, medium scale firms, large firms, global firms and foreign firms.

The differentiation decision gives the signal for full development of the new product. Marketing has further role to play in the new product development process. The marketing strategy related to the product gets modified based on the life cycle stages: introduction, growth, maturity, and decline. The marketing strategy is also influenced by the position the product gets in the competitive market place: leader, challenger, follower and niche player. Internationalization and globalization may become possible or may become necessary at some stage in the product life cycle and marketing strategy may need to redeveloped taking into consideration the expanded market.

Marketing Programs

Marketing strategy decisions have to be converted into marketing allocations of budget and manpower for the marketing tools of the marketing mix.

Marketing mix is a key concept in marketing management and allows orderly thinking of the marketing process.

*Marketing mix is the set of marketing tools that the firm uses to pursue its marketing objectives in the target market. (Kotler)

There are large number of marketing tools. McCarthy provided a categorization for them in terms of four Ps of marketing: Product, price, place and promotion. Under each P, there are number of tools. Some choices are possible in short term frames while some choices may take longer-time. A choice to develop a new product can be implemented in long-term only. To make budget allocations to various possible marketing tools, sales-response functions are developed. The functions indicate how sales would be affected by the various incremental amounts spent on each specific tool.

Product related marketing tools can be related to quality, design,packaging, branding etc.

Price related options or marketing tools would be commissions to wholesalers and retailers, discounts and credit terms.

Place options are related to distribution outlets. In the case of IE services of inhouse IEs and consultant IEs is one choice. Student internship projects is also a choice. IE services offered by operating engineers, supervisors and operators is another option.

Promotion includes personal sales, as well as choice of mass media, events to support and now social media activities.

Marketing strategy making and marketing programs development form the marketing process. Of course these activities are subjected to managerial oversight which is under the activity of managing the marketing effort.

To sum it up Marketing Strategy activity is divided into:

Differentiating and Positioning the Market Offering

Developing New Products

Managing Life-Cycle Strategies

Designing Appropriate Competitive Strategies (Leader, Challenger,, Follower, Nicher)

Designing Global Marketing Strategy

Marketing Programs categorized as:

• Product related programs
• 
  
• Pricing decisions
• 
  
• Marketing channel decisions
• 
  
• Promotion decisions

Developing Marketing Strategies and Plans - Kotler & Keller- Quick Review

_____________________

_____________________


Related Articles

Kotler and Keller - 14 Edition Marketing Management Brief

30 Day MBA Self Study Course - Free Notes

February Management Knowledge Revision Plan

Planned Revision schedule for marketing chapters is in February and March

Product and Process - Performance and Productivity (Cost Reduction) Improvement

Bain & Company - Performance and Productivity (Cost Reduction)  Improvement

we can help you improve every component of your operations to boost the top and bottom lines.



From targeted solutions that yield an immediate impact to broad transformation programs that redefine how work gets done, Bain can help you take every function within your company to new levels of performance.

Cost Transformation. Eliminate ineffective, nonessential spending, and redirect the savings to the investments that will power your growth. Whether you need a sustained cost transformation effort, want to explore the substantial advantages of zero-based budgeting (perhaps in tandem with zero-based redesign), or need to accelerate a transformation  to quickly achieve cash, cost, capital or revenue benefits, we can help. We can also work with you to drive down costs (and boost revenue) by tackling complexity so that you can devote more focus to customer needs.

Corporate Support. Raise the bar for your support functions, from a focus on efficiency to adding value and embracing digitalization. Transform finance, IT, HR, legal, facilities management and other functions into valued business partners that work together to provide a competitive advantage. If some of these functions are, or should be, centralized as shared services, we can help you maximize the speed, efficiency and quality of the work. And, in cases in which it makes more sense to partner with third parties, Bain can guide you on choosing and working with the best partners so that your sourcing strategy complements your internal capabilities and serves your growth strategy.

Operations. From procurement and supply-chain efficiency to a range of core and cutting-edge manufacturing capabilities, we offer a broad range of experts with deep experience in operations. From the C-suite to the research lab to the shop floor to the customer service center, we can help you improve every component of your operations to boost the top and bottom lines.


https://www.bain.com/consulting-services/performance-improvement/  (23 February 2019)

Marketing "Industrial Engineering"

Why industrial engineers have to study marketing management?

Industrial engineers have to study marketing because they have to market "Industrial Engineering."  Because they have to market industrial engineering services.  They can create demand for their services only by marketing them.

What is marketing? One view


Definition of American Marketing Association

Marketing (Management) is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational goals.

According to the definition marketing is applicable to ideas, goods and services. What is industrial engineering?  Is it an idea or a bundle of services? Whether it is an idea or bundle of services marketing is applicable to it.

Does industrial engineering satisfy needs, wants and goals of individuals or organization?

The answer has to be yes from you. Do you agree or not?

The definition says marketing plans the conception of the idea or service.  So to develop the idea or service of industrial engineering on an ongoing basis requires the support of marketing or marketing knowledge.

What can you get as a return for your industrial engineering services? Marketing helps you in giving an answer or getting an answer.

How do you promote industrial engineering services in your target market segment? Marketing helps you in finding the answer.

Do you know? What is the target segment of F.W. Taylor when he first presented his paper "Piece Rate System" in 1895?

How do you solicit customers for IE services? Marketing will provide the support.

Do you know there is an idea called internal marketing? How to market "industrial engineering" internally in an organization? Marketing may provide the answer.

While the above description relates to marketing "industrial engineering" services, productivity engineering has customer orientation right from the beginning. Productivity engineering has linked its growth to the marketing of goods and services and therefore productivity engineers have to understand marketing implications of their productivity efforts through interaction and interface with marketing persons.


Read in more detail

The Marketing Concept - Kotler
Marketing Management Revision Article Series

The Link between Productivity and Sustainability - Circular Economy Concept

Proposition: Productivity improvement helps in preventing environmental degradation and promoting sustainability (planet, profits and people). 

The current efforts to prevent environmental degradation, to promote sustainability, and circular economy identify productivity improvement as one of the solutions to the problem They call for increased productivity and resource efficiency. Industrial engineers, productivity professionals in engineering have to respond to the demand and deliver the required services in various engineering based sectors of the economy. Productivity improvement of material, energy, information systems, machines and even labor (man) contribute to sustainability.

To achieve sustainable development, promoting productivity is a key issue.

For green transformations which aim to decouple the direct connection between human wellbeing, resource use and environmental degradation, the issue of improving resource productivity becomes increasingly important. Resource productivity is the quantity of a good or service that is obtained through the expenditure of a unit of resource.

According to the United Nations Environment Programme, Japan uses only 0.3 kg of materials per 1 dollar of its GDP, compared to 6 kg in China, 4 kg in India and 9 kg in Vietnam.

What is the link between productivity, circular economy and the SDGs?
22 May 2017
Patrick Schröder
Research Fellow
Institute of Development Studies, University of Sussex.
https://www.ids.ac.uk/opinions/what-is-the-link-between-productivity-circular-economy-and-the-sdgs/



Supporting (and removing obstacles to) circular economy business models can provide a triple win:

increasing productivity and economic growth
improving the quality and quantity of employment
saving lives, by reducing environmental impacts such as water pollution, air pollution and climate change.

Virtuous Circle: How the Circular Economy Can Create Jobs and Save Lives in Low and Middle-income Countries
29 August 2016
https://www.ids.ac.uk/publications/virtuous-circle-how-the-circular-economy-can-create-jobs-and-save-lives-in-low-and-middle-income-countries/


Increasing productivity key to revive growth and support sustainable development in Asia and the Pacific
Asia Pacific needs to achieve major productivity gains to achieve the Sustainable Development Goals and achieve inclusive growth -  UN ESCAP executive secretary Shamshad Akhtar.
28 April 2016
https://www.eco-business.com/opinion/increasing-productivity-key-to-revive-growth-and-support-sustainable-development-in-asia-and-the-pacific/

Full chapter: Increasing productivity for reviving economic growth and supporting
sustainable development - UNESCAP
https://www.unescap.org/sites/default/files/Chapter3_Survey2016_1_2.pdf

There are a number of practical steps that have the potential to improve decision making in this context

They involve improving:
the efficiency of resource use
our understanding of ecological systems
our ability to measure the capital stock.
Markulev, A. and Long, A. 2013 On sustainability: an economic approach, Staff Research Note, Productivity Commission, Canberra.
https://www.pc.gov.au/research/supporting/sustainability


Wuppertal Institute Research Project

"The Wuppertal Institute undertakes research and develops models, strategies and instruments for transitions to a sustainable development at local, national and international level. Sustainability research at the Wuppertal Institute focuses on the resources, climate and energy related challenges and their relation to economy and society. Special emphasis is put on analysing and stimulating innovations that decouple economic growth and wealth from natural resource use."

Increase of Resource Productivity as a Core Strategy for Sustainable Development

07/2005 - 06/2007

 The German Sustainability Strategy and the EU Sustainability Strategy alike intend to focus on an increase of resource productivity. Resource productivity is also an important factor for increasing competitiveness, innovations, environmental protection, and employment.

The project shall develop options on how to reconfigure the framework of economic action in connection with entrepreneurial and sectoral strategies aiming to result in a radical increase of resource productivity.

Three main theses constitute the project's background:

Thesis 1:
A significant increase of resource productivity requires an abolishment of counterproductive incentive structures and the establishment of supporting incentive systems instead. It has to be analysed where favourable incentives should be enforced and where, as far as possible, counterproductive shifting effects, e.g. negative rebound effects have to be reduced. The combination of financial, legal and informational incentives is crucial.

Thesis 2:
Parts of the economy actively work on the increase of resource productivity. Few successes of pioneers, however, do not suffice for followers and diffusion effects, the more so as signals of the economic framework are not precise. The task is to develop increase rates of resource productivity such as those realised in labour productivity systematically.


Thesis 3:
A new incentive structure is required for the increase of resource productivity. Its dynamic is essentially spurred by the private economy. It generates positive macroeconomic effects and minimises intersectoral and interregional shifting of environmental damages at the same time.

Work packages:

Advancement of information systems for the measuring of resource productivity
Identification of restraints, success factors and potentials beyond current trends
Development of incentive structures and instruments
Assessment of hypothetical microeconomic and sectoral enhancement potentials of resource productivity.
https://wupperinst.org/en/p/wi/p/s/pd/85/

Lightweighting - Material Productivity Improvement Method
https://nraoiekc.blogspot.com/2019/02/lightweighting-material-productivity.html

Lightweighting - Material Productivity Improvement Method

Dec 2018

Lightweighting as method and technology is mature enough now to make a significant impact on manufacturing of cars and air planes and thus help the planet also in promoting less resource consumption. It is a material productivity improvement method.

Gregory E. Peterson is a  principal materials engineer for the Michigan Manufacturing Technology Center, a consulting organization that helps manufactur­ers improve profits and performance.

The MMTC and Peterson were asked in 2017 to find a lighter alternative to the C2’s steel frame for  and produced a composite frame comprising ultra high-strength steel, aluminum, magnesium and carbon fiber. It weighs 33% (or 89 lb.) less. The frame is also 450% stronger. Thus , the Michigan Manufacturing Technol­ogy Center helped develop an aftermarket Corvette (C2) frame that is lighter and stronger than the original.

The amount of fiberglass in the Corvette has given way to more complex, even lighter composite materials. The Formula One engineers create vehicles that can rocket to 62 mph in about 1.7 seconds and weigh less than 2 tons. They’re so good at lightweighting they have a minimum weight of 1,618 lb.

A thumb rule of  lightweighting is that a 10% weight reduction leads to a 6% to 7% increase in fuel economy.

There are more ways to make cars lighter nowadays. The parts are changing in shape and composition, blending various metals and carbon fiber reinforced plastic, relying on next-gen design software and techniques such as additive manufacturing.

If the structure becomes lighter, other elements do as well, from the suspension to the brakes to the tires.

Apart from speed, more and more the drive is for better fuel economy, or more recently increased range on an electric vehicle. The need to reduce your carbon footprint because governments around the world are demanding it is also promoting lightweighting projects.

Now for various reasons, lightweighting has become a top priority of carmakers. 

Lightweighting could potentially reduce vehicle mass by half and boost fuel efficiency by 35%. That’s dramatic; it will take a lot of work.

Innovations in metallurgy, material science and 3D-printing are leading the acceleration.

Aluminum provides a 40% to 45% mass improvement over steel. In 2015, Ford began making its bestselling F-150 pickup truck body out of aluminum, lightening it by 700 lb.

  LIFT (Lightweight Innovations for Tomorrow) Consortium is a public-private partnership of universities, manufacturers and the U.S. Navy’s Office of Naval Research. 

There is  the problem of  cost in  implementing light weight  materials. Traditional carbon steel is currently priced around $0.40/lb., and aluminum more than doubles carbon steel’s price at $0.88.

LIFT, part of the Manufacturing USA network, exists to find the right lightweight materials and way to implement them in the subsequent manufacturing processes. Their statement is that you want to get in the range of about $2 incremental cost for every pound saved. Otherwise, it’s really not a good value for the customer. 

Aluminum sheet now falls within this range, as does the third generation of advanced high-strength steel. AHSS  can reduce weight by 25%-39% over conventional steel. Aluminum has less mass than AHSS, but is weaker and is more expensive. Aluminum is lighter than Advanced High-Strength Steel, but costs more. AHSS seems to have the edge in emissions when comparing well-to-wheel scores. A life cycle assessment model by the WSA found that AHSS reduced at best 6,600 lb. of CO², while aluminum was 3,300. But recycling of aluminum is one-tenth of the energy of getting it out of ground and there’s a lot available. This may give preference to aluminum.

Magnesium is an up-and-coming metal. It costs $2.10/lb. but can reach up to 60% in weight savings.

The real solution from LIFT’s perspective will be found when the perfect combination of these metals (and plastics and carbon fiber) are implemented. In each scenario they first tinker with the array of prospective materials to create optimal strength, safety and fuel economy. Then they have to ensure the different metals don’t negatively interact

The Corvette frame developed by MMTC, which will be commercialized by a low-volume manufacturer in Michigan, used continuous bonds with structural adhesives, while being 450% stiffer in bending, is easier to manufacture, and requires inexpensive tooling and minimal labor.

High (Carbon) Fiber 

“Carbon fiber has the best potential for lightweighting, but takes a lot of energy.

Carbon fiber is 55% lighter than carbon steel and can be ten times stronger, but the limiting factor is cost. Despite the price, which could be up to $500/lb., aerospace manufacturers value the performance and use it. Half of the Airbus A350 XWB airliner’s total weight is carbon fiber reinforced plastic. Formula One, where expense always comes in a distant second to performance, also relies heavily on the material.

A new low-cost carbon fiber is available at $5/lb. Engineers are now figuring out how to attain the high throughput the auto industry needs. A Boeing or Airbus can take several hours to create one part. The goal is to reach 90 seconds to make a carbon fiber lift gate or hood.

The cycle time is limiting CFRP at BMW. The i3 and i8 hybrid sports cars had been made out of CFRP and could get up to 76 mpg. But for the new iNext cars are produced in Din­golfing, Germany, where the cycle times are 60 seconds, BMW has to  revert back to a metal frame. 

The carbon fiber industry will be worth about $6.1 billion in 2023, more than double the 2017 value, according to a markting research estimate. 

The education of people involved in the manufacturing has to be in using fibres. With composites, you’re concerned with how the fibers are aligned, the thermoset system like epoxy, temperature, and the time exposed to that temperature to achieve the properties you want.

A New Design Method 

Climate change is real. A driving force behind GM’s is the vision of a future with zero crashes, zero emissions and zero congestion.

Why does a seat belt bracket look the way it does? Because of machining requirements. But what if machining was re­placed by additive manufacturing?

A revolutionary new approach GM starts with is Autodesk’s generative design software, an engineering software tool that uses artificial intelligence and cloud computing to manifest dozens to hundreds of possible models based on physical requirements. For a bracket, it must attach at certain lengths and support specific loads, AI eliminates material that was sub-optimized only for the manufacturing process.

Generative design opens up a whole new set of lightweighting opportunities. 

The end result that GM achieved is a stainless-steel bracket that looks more like a human knee, smoother with ligament-like supports, as opposed to a robust, square shape comprised of eight welded pieces. The new version is also 40% lighter and 20% stronger.

General Motors - Generative Design
uploaded by Autodesk ___________________


___________________

https://www.industryweek.com/technology-and-iiot/road-lightweighting-tech-materials-leading-way

Design for Additive Manufacturing - Bibliography
Design for 3D Printing - Additive Manufacturing - Product Industrial Engineering - Article - Paper Collection

Design for Productivity - Productivity Engineering - Product Industrial Engineering
https://nraoiekc.blogspot.com/2019/02/design-for-productivity.html
____________________

____________________



____________________

____________________



_____________________


_____________________

February - Industrial Engineering Knowledge Revision Plan with Links

A New Initiative started in May 2019

Industrial Engineering ONLINE Course 

Modules

• Introduction to Industrial Engineering
• Contribution of Taylor, Gilbreth, Emerson, Maynard, Barnes, Shigeo Shingo
• Productivity Science
• Productivity Engineering - 
• Product Industrial Engineering, 
• Process Industrial Engineering
• IE Economic Analysis
• IEOR
• IE Statistics - Six Sigma Optimization
• Human Effort Industrial Engineering
• IE Measurements
• Productivity Management
• Applied Industrial Engineering 
• Industrial Engineering 4.0
• Industrial Engineering Case Studies 

February 1st Week

The Nature of Organizing - Review Notes
Departmentation in Organizations - Review Notes



Line-Staff Authority and Decentralization - Review Notes
Effective Organizing and Organizational Culture - Review Notes



Summary - Principles - Organizing
Human Resource Management and Selection




Performance Appraisal and Career Strategy
Manager and Organization Development



Summary - Principles - Staffing
Resourcing; A Function of Management

Feb 2nd week

Human Factors and Motivation
Leadership - Koontz and O'Donnell - Review Notes






Supervision - Introduction - Public Administration Point of View
Committes and Group Decision Making - Review Notes




Communication - Koontz and O'Donnell - Review Notes
Summary of Principles - Directing - Leading



The System and Process of Controlling - Review Notes
Control Techniques and Information Technology


12 February

Productivity Control
http://nraomtr.blogspot.com/2011/12/productivity-control.html

Overall Control and Preventive Control - Review Notes

Feb 3rd Week

Summary - Principles of Controlling
Global and Comparative Management



Organizing - Global Management Issues - Review Notes
Staffing - Global Management Issues



Leading - Global Management Challenges
Controlling - Global Management Challenges - Review Notes



Management and Entrepreneurship: Science, Theory and Practice
Managerial Skills



Principles of Management - List
Principles of Management - Subject Update Articles Recent Years

February 4th Week

Marketing Management Revision Articles

The Marketing Concept Kotler
Marketing Strategy - Marketing Process - Kotler's Description



Scanning of Environment for Marketing Ideas and Decisions
Marketing Strategy - Differentiating and Positioning the Market Offering



Management of Marketing Department and Function
Marketing Research and Market Demand Forecasting


Consumer Behavior
Analysis of Consumer Markets


Organizational Buying Processes and Buying Behavior
Market Segmentation and Selection of Target Segments

One Year Industrial Engineering Knowledge Revision Plan

January - February - March - April - May - June

July - August - September - October - November - December


Updated 3 February 2018
16 February 2016

.

2000 - 2009 Productivity Science - Research & Development to Increase Productivity - Research Papers and Related News - Since 2000

2005

Effectiveness of participatory ergonomics: summary of a systematic review
https://www.iwh.on.ca/summaries/sharing-best-evidence/effectiveness-of-participatory-ergonomics

Productivity Science - Research & Development to Increase Productivity - Research Papers and Related News - Since 2000

Design for Productivity - Productivity Engineering - Product Industrial Engineering

Design for Productivity - A Productivity Engineering Task
_______________


_______________

2019

MAXIMIZE ROI AND PRODUCTIVITY WITH THE LITHIUM SAFEFLEX BATTERY.
7 Feb 2019
https://www.forkliftaction.com/news/newsdisplay.aspx?nwid=21421

2018

Workforce skills at all levels boost innovation and productivity
January 2018

https://esrc.ukri.org/news-events-and-publications/evidence-briefings/workforce-skills-at-all-levels-boost-innovation-and-productivity/

Lancet study: ‘Spectacles increase productivity among tea workers with near vision’

2018

https://indianexpress.com/article/cities/pune/lancet-study-spectacles-increase-productivity-among-tea-workers-with-near-vision-5284112/

Productivity Improvement of Cladding by Friction Stir Additive Manufacturing
https://www.energy.gov/sites/prod/files/2019/02/f59/ne-amm-feng-all-position-cladding.pdf

2017

Research To Increase Productivity - of Golf Course
AUGUST 4, 2017
By USGA Green Section
http://www.usga.org/course-care/turfgrass-and-environmental-research/research-updates/2017/research-to-increase-productivity.html

2016
HOW CAN EMPLOYERS INCREASE THE PRODUCTIVITY AND
RETENTION OF ENTRY-LEVEL, HOURLY EMPLOYEES?
James T. Bond and Ellen Galinsky
Families and Work Institute, Research Brief No. 2
November 2006

Study on the Key Factor Parameters to Increase Productivity in Construction and Manufacturing Industries.
K Almazyed, A Alaswad and A.G Olabi
IOP Conference Series: Materials Science and Engineering, Volume 114, conference 1, 2016
https://iopscience.iop.org/article/10.1088/1757-899X/114/1/012097

2014

Can Architecture Increase Productivity? The Case of Green Certified Buildings
Onyeizu, Eziaku
2014, PhD Thesis
https://researchspace.auckland.ac.nz/handle/2292/23524

2013

Does Fitness and Exercises Increase Productivity? Assessing Health,
Fitness and Productivity Relationship
Mansour Sharifzadeh
California State Polytechnic University Pomona, American Journal of Management vol. 13(1) 2013



Research "increase productivity"

Design for Productivity - Productivity Engineering - Product Industrial Engineering

Design for Productivity - A Productivity Engineering Task

"Design for Productivity" is task in which productivity science can be developed and productivity engineering is done. It is based on the proposition that as productivity of a machine or production equipment  increases, the price paid for it by the customer increases.

For each machine or production equipment or production item, productivity science needs to be developed. Productivity science guides engineering effort. (Narayana Rao, 6 February 2019).


_____________________


_____________________

Illustration
Productivity Drivers - 3D Printing

The output per unit time of  3D printer depends on:

–Size of extrusion nozzle opening: ; The bigger the opening the more the material flow.

–Size of part to be printed. More volume, more time

–Part orientation on the build bed. X-Y orientations can usually be built faster than parts set up to build in the Z orientation.

–Complexity of part to be printed. Parts with many angles, curves and other geometric features will take longer to build than a straightforward box type shape.

–Material choice. In extrusion systems, every material flows at a different rate.

–Type of laser used in powder-bed systems.

–Type of material used in powder-bed systems. Plastics and metals will build at different rates.

–Required print resolution; Fine resolutions mean slower build rates.

–Part density. Fully dense parts can take longer to build than those with filler support.

https://formlabs.com/blog/fdm-vs-sla-vs-sls-how-to-choose-the-right-3d-printing-technology/


3D printers are being made more and more productive over time by developing ways in which productivity drivers can be increased in the 3D printers to give more and more productivity. For more information, please see:

3D Printing - Additive Manufacturing Industrial Engineering - Productivity Science and Engineering


Industrial engineering researchers and developers have to engage in design for productivity and come have to come out with themes and design directions.

"Design for Productivity" - Prior Use of the Concept

The term "Design for Productivity" is already employed some to indicate the need for the activity.

Design for Productivity is a Product Design Approach

Australian Productivity Council (APC)

Better Products, Lower Production Costs
The objective of the Design for Productivity process is to achieve a superior product, in aesthetic and technical terms, to improve market performance, while simultaneously reducing the resources needed to produce them.

Design for Productivity is a product design approach that applies market study, value analysis, industrial design, input substitution, product simplification and part count reduction in a rigorous, innovative and systematic way to dramatically improve the relationship between product cost and selling price.


The APC has achieved extraordinary results through the application of these methods – in some cases part counts have been reduced by 70% and embedded labour by 80%, expensive production facilities simplified and complex fixtures and assembly equipment eliminated. Reducing input costs while enhancing quality and appeal is the most effective way to improve competitiveness.

http://www.australianproductivity.com/productivity/design-for-productivity/

Technology Design and Development for Productivity

Product design for productivity and innovation with engineering thermoplastics and their blends in the nineties
C. Bailly  W. L. Sederel
October 1993 https://doi.org/10.1002/masy.19930750106
Macromolecular Symposia
Volume75, Issue 1, October 1993

 In today's competitive environment it is vital to be the high quality, low cost, green producer.  The drivers call for specific R&D approaches have to focus on  cost and ecological improvements of processes and products.

Possibilities are:

(i) novel catalysis with fewer process steps, higher yields and selectivity for the production of monomers and polymers.

(ii) solvent‐free polymerisation processes, resulting in lower investment cost, lower operating cost and the lack of solvent traces in the final product

(iii) design of polymer modifications, e.g. higher flow and/or higher heat co‐polymers such that products can be produced in existing equipment resulting in acceptable Return‐on‐Investment (ROI).

Higher flow products are specifically needed for thin‐wall designs to allow optimum use of the high mechanical properties of engineering thermoplastics, making shorter processing cycles possible during moulding and bringing less material in the environment.

This paper discusses various routes to high flow technology, such as improving processing window, molecular engineering and blends.



Design for productivity – achieve a step-change in the efficiency of your assembly line and dramatically increase the number of units you can make and the speed with which you can make them.

Good design can greatly simplify the process of manufacturing a product, resulting in significant reductions in cost and assembly time. To achieve this, however, it is essential that designers and engineers work together, so that products are developed with assembly in mind.

https://www.ifm.eng.cam.ac.uk/ifmecs/industry/design-for-transformation/





13.11.2014 14:37
SLM: New machine design and exposure concept facilitates scalable productivity and building space
Petra Nolis M.A. Marketing & Kommunikation
Fraunhofer-Institut für Lasertechnik ILT
A this year’s EuroMold, which takes place in Frankfurt from November 25-28, 2014, the Fraunhofer Institute for Laser Technology ILT will for the first time present its new SLM machine design and exposure concept. This solution makes it easy to scale productivity and building space at significantly lower cost than previous machine designs allowed.

Additive manufacturing via selective laser melting (SLM) has been successfully used to make prototypes and small-series production runs of predominantly compact components for a number of years now. But users want the ability to increase productivity via higher build-up rates, and would like more flexibility in terms of available building space. Beyond this, it remains vitally important for series production on an industrial scale to have robust process engineering with reproducible component quality and the ability to monitor processes.

Experts are currently pursuing several approaches to increasing productivity and building space. Until now, productivity has mainly been boosted by using higher laser power in combination with optics systems that allow operators to adjust the beam diameter. Larger building spaces are currently achieved through the use of a movable single optical system or multiple parallel beam sources and scanner systems.

Systematic advantages of the new design

Scientists at Fraunhofer ILT used funding provided by the Cluster of Excellence »Integrative Production Technology for High-Wage Countries« to develop, design and build a new machine concept at their site in Aachen. Their design dispenses with scanner systems altogether and instead relies on a printer head featuring several individually controllable diode lasers that is moved using linear axes. The advantage of multi-spot processing is that it means the system’s build-up rate can be increased significantly by adding a virtually unlimited number of beam sources – with no need for modifications to the system design, exposure control software or process parameters. The new plant design also makes it possible to increase building space simply by extending the travel lengths of the axis system and without changing the optical system. In addition, the processing head has a local shielding gas flow system that guarantees a constant stream of shielding gas at each processing point, regardless of the size of the installation space. This is essential for achieving position-independent, reproducible component quality. The new design also allows process monitoring systems to be incorporated into the production system. These monitoring systems can also be set up in much simpler form than current coaxial systems allow.

Fraunhofer ILT at EuroMold 2014

Experts from Fraunhofer ILT will use a laboratory demonstrator to present their new SLM machine concept at the joint Fraunhofer booth C66 in Hall 11.

Contact

M.Sc. Florian Eibl
Rapid Manufacturing Group
Telephone +49 241 8906-193
florian.eibl@ilt.fraunhofer.de

Dr. Wilhelm Meiners
Head of Rapid Manufacturing Group
Telephone +49 241 8906-301
wilhelm.meiners@ilt.fraunhofer.de

Fraunhofer Institute for Laser Technology ILT
Steinbachstraße 15
52074 Aachen, Germany

Weitere Informationen:
http://www.ilt.fraunhofer.de

Design for 3D Printing - Additive Manufacturing - DFAM - Introduction

Liquid-Based Additive Manufacturing Systems 

 3D Systems' Sterolithography Apparatus
 Stratasys' PolyJet
 3D Systems' MultiJet Printing System
 EnvisionTec's Perfactory®
 RegenHU's 3D Bioprinting
 Rapid Freeze Prototyping
 Optomec's Aerosol Jet Systems
 Two-Photon Polymerisation
 3DCeram's Ceramic Parts
 Other Liquid-Based AM Systems

Solid-Based Additive Manufacturing Systems 

Stratasys' Fused Deposition Modelling
Mcor Technologies' Selective Deposition Lamination
Sciaky's Electron Beam Additive Manufacturing
Fabrisonic's Ultrasonic Additive Manufacturing
Other Solid-Based AM Systems

Powder-Based Additive Manufacturing Systems 

3D Systems' SLS
SLM Solutions' Selective Laser Melting
3D Systems' CJP Technology
BeAM's LMD Systems
Arcam's Electron Beam Melting
DMG MORI's Hybrid AM
ExOne's Digital Part Materialisation
HP's Multi Jet Fusion™
Other Powder-Based AM Systems


DFAM is to be  viewed as a new design approach: a framework for the composition of a part or an assembly, and the application of specific design tools geared toward AM.

By focusing on how a product should function rather than how it’s made, companies drive innovation. The decision can be to use a traditional process like CNC machining, AM, or a hybrid of both.  The best solution is derived from an unencumbered analysis for the desired function.Direct Digital Manufacturing (DDM) has proven especially useful in many situations, whether as an end-use solution or as means to augment existing processes.





Bibliography

https://www.designworldonline.com/how-to-get-the-most-out-of-additive-manufacturing/

Book Series on Technology Management - Interesting Collection

It is an interesting series. Somebody should start similar series in Industrial Engineering.


Series on Technology Management
Book Series: Series on Technology Management
ISSN (print): 0219-9823


Managing Editor
Joe Tidd
SPRU
The University of Sussex
Falmer, Brighton BN1 9RF
UK



The Technology Management Series is dedicated to the advancement of academic research and management practice in the field of technology and innovation management. The series features titles which adopt an interdisciplinary, multifunctional approach to the management of technology and innovation, and includes work which seeks to integrate the management of technological, market and organisational innovation. All titles are based on original empirical research, and includes research monographs and multiauthor edited works. The focus throughout is on the management of technology and innovation at the level of the organisation or firm, rather than on the analysis of sectoral trends or national policy.

Call for Book Proposals
We welcome book proposals which satisfy the criteria of the series. In particular we call for proposals for books which adopt an interdisciplinary approach to the management of technology and innovation. Areas of potential interest include:

the marketing of novel technologies
management of complex innovations
management of service innovation
innovation management in small firms
innovation in network organisations




Driving Cost-effective Innovation with Concurrent Systems: Strategy, Process, Organization & Technologies
By (author): Frank Hull (Fordham University, USA)
Managing Innovation: Internationalization of Innovation
Edited By: Alexander Brem (Friedrich-Alexander-Universität Erlangen-Nürnberg, Germany & University of Southern Denmark, Denmark), Joe Tidd (University of Sussex, UK) and Tugrul Daim (Portland State University, USA)
Managing Innovation: What do We Know About Innovation Success Factors?
Edited By: Alexander Brem (Friedrich-Alexander-Universität Erlangen-Nürnberg, Germany & University of Southern Denmark, Denmark), Joe Tidd (University of Sussex, UK) and Tugrul Daim (Portland State University, USA)

Managing Innovation: Understanding and Motivating Crowds
Edited By: Alexander Brem (Friedrich-Alexander-Universität Erlangen-Nürnberg, Germany & University of Southern Denmark, Denmark), Joe Tidd (University of Sussex, UK) and Tugrul Daim (Portland State University, USA)

Volume 31-Innovation Heroes: Understanding Customers as a Valuable Innovation Resource
By (author): Fiona Schweitzer (Grenoble École de Management, France & University of Applied Sciences Upper Austria, Austria) and Joe Tidd (University of Sussex, UK)

Volume 30-Innovation Discovery: Network Analysis of Research and Invention Activity for Technology Management
Edited By: Tugrul Daim (Portland State University, USA) and Alan Pilkington (University of Westminster, UK)

Volume 29-Exploiting Intellectual Property to Promote Innovation and Create Value
Edited By: Joe Tidd (University of Sussex, UK)

Volume 28-Promoting Innovation in New Ventures and Small- and Medium-Sized Enterprises
Edited By: Joe Tidd (University of Sussex, UK)

Volume 27-The Role of Creativity in the Management of Innovation: State of the Art and Future Research Outlook
Edited By: Alexander Brem (University of Southern Denmark, Denmark), Rogelio Puente-Diaz (University Anáhuac, Mexico) and Marine Agogué (HEC Montréal, Canada)

Volume 26-Total Value Development: How to Drive Service Innovation
By (author): Frank M Hull (Cass Business School, UK & Fordham University, USA) and Chris Storey (University of Sussex, UK)
Volume 25-Small Firms as Innovators: From Innovation to Sustainable Growth
By (author): Helena Forsman (University of Tampere, Finland)
Volume 24-The Knowledge Enterprise: Innovation Lessons from Industry Leaders
By (author): Edward Huizenga (University of Amsterdam, The Netherlands & Benthurst & Co, The Netherlands)
Volume 23-Open Innovation Research, Management and Practice
Edited By: Joe Tidd (SPRU, University of Sussex, UK)
Volume 22-Discontinuous Innovation: Learning to Manage the Unexpected
By (author): Peter Augsdörfer (Technische Hochschule Ingolstadt, Germany), John Bessant (University of Exeter, UK), Kathrin Möslein (Universität Erlangen-Nürnberg, Germany), Bettina von Stamm (Innovation Leadership Forum, UK) and … See all authors
Volume 21-Workbook for Opening Innovation: Bridging Networked Business, Intellectual Property and Contracting
By (author): Jaakko Paasi (VTT Technical Research Centre of Finland, Finland), Katri Valkokari (VTT Technical Research Centre of Finland, Finland), Henri Hytönen (VTT Technical Research Centre of Finland, Finland), … See all authors
Volume 20-Bazaar of Opportunities for New Business Development: Bridging Networked Innovation, Intellectual Property and Business
By (author): Jaakko Paasi (VTT Technical Research Centre of Finland, Finland), Katri Valkokari (VTT Technical Research Centre of Finland, Finland), Tuija Rantala (VTT Technical Research Centre of Finland, Finland), … See all authors
Volume 18-Perspectives on Supplier Innovation: Theories, Concepts and Empirical Insights on Open Innovation and the Integration of Suppliers
Edited By: Alexander Brem (University of Erlangen-Nuremberg, Germany) and Joe Tidd (University of Sussex, UK)
Volume 19-From Knowledge Management to Strategic Competence: Assessing Technological, Market and Organisational Innovation
Edited By: Joe Tidd (University of Sussex, UK)
Volume 17-Managing Process Innovation: From Idea Generation to Implementation
By (author): Thomas Lager (Grenoble Ecole de Management, France)
Volume 16-Perspectives on User Innovation
Edited By: Stephen Flowers (University of Brighton, UK) and Flis Henwood (University of Brighton, UK)
Volume 15-Gaining Momentum: Managing the Diffusion of Innovations
Edited By: Joe Tidd (SPRU, University of Sussex, UK)
Volume 14-Innovation and Strategy of Online Games
By (author): Jong H Wi (Chung-Ang University, South Korea)
Volume 13-Building Innovation Capability in Organizations: An International Cross-Case Perspective
By (author): Milé Terziovski (University of Melbourne, Australia)
Volume 12-Project-Based Organization in the Knowledge-Based Society
By (author): Mitsuru Kodama (Nihon University, Japan)
Volume 11-Involving Customers in New Service Development
Edited By: Bo Edvardsson (Karlstad University, Sweden), Anders Gustafsson (Karlstad University, Sweden), Per Kristensson (Karlstad University, Sweden), Peter Magnusson (Karlstad University, Sweden) and Jonas Matthing (Karlstad University, Sweden)
Volume 10-Open Source: A Multidisciplinary Approach
By (author): Moreno Muffatto (University of Padua, Italy)
Volume 3-From Knowledge Management to Strategic Competence: Measuring Technological, Market and Organisational Innovation
Edited By: Joe Tidd (SPRU, University of Sussex, UK)
Volume 9-Service Innovation: Organizational Responses to Technological Opportunities & Market Imperatives
Edited By: Joe Tidd (University of Sussex, UK) and Frank M Hull (Fordham University, USA)
Volume 8-Digital Innovation: Innovation Processes in Virtual Clusters and Digital Regions
Edited By: Giuseppina Passiante (University of Lecce, Italy), Valerio Elia (University of Lecce, Italy) and Tommaso Massari (University of Lecce, Italy)
Volume 7-Innovation Management in the Knowledge Economy
Edited By: Ben Dankbaar (University of Nijmegen, The Netherlands)
Volume 6-Social Interaction and Organisational Change: Aston Perspectives on Innovation Networks
Edited By: Oswald Jones (Aston University, UK), Steve Conway (Aston University, UK) and Fred Steward (Aston University, UK)
Volume 5-R&D Strategy and Organisation: Managing Technical Change in Dynamic Contexts
By (author): Vittorio Chiesa (Università degli Studi di Milano-Bicocca, Milan, Italy)
Volume 4-Japanese Cost Management
By (author): Yasuhiro Monden (University of Tsukuba, Japan)
Volume 3-From Knowledge Management to Strategic Competence: Measuring Technological, Market and Organizational Innovation
Edited By: Joe Tidd (SPRU, University of Sussex, UK)
Volume 2-The Knowledge Enterprise: Implementation of Intelligent Business Strategies
By (author): J Friso den Hertog (MERIT, Maastricht University & Altuïtion bv, 's Hertogenbosch, The Netherlands) and Edward Huizenga (Altuïtion bv, 's Hertogenbosch, The Netherlands)
Volume 1-Engines of Prosperity: Templates for the Information Age
By (author): Gerardo R Ungson (University of Oregon, USA) and John D Trudel (The Trudel Group, USA)