Industrial Engineering Concepts - IE Course Module 2 Review

Industrial Engineering Concepts - Industrial Engineering ONLINE Course   Module 2 - Review

Productivity science and art of cutting metals

The ultimate object of all experiments in this field is to learn how to remove the metal from our forgings and castings in the quickest time, and that therefore the productivity science and art of cutting metals may be briefly defined as the knowledge of how, with the limitations caused by some and the opportunities offered by others of the above twelve variable elements, in each case to remove the metal with the highest appropriate cutting speed.

Taylor - Productivity Science and Art of Metal Cutting - Important Points

Elementary rate-fixing department.

In elementary rate-fixing procedure,   a careful study is made of the time required to do each of the many elementary operations into which the manufacturing of an establishment may be analyzed or divided. These elementary operations are then classified, recorded, and indexed, and when work is to be done,  the job is first divided into its elementary operations, the time required to do each elementary operation is found from the records, and the total time for the job is summed up from these data. This is the estimate of minimum time in which the job can be done giving maximum productivity. This method is more effective than the old method of recording the time required to do whole jobs of work, and then, after looking over the records of similar jobs, guessing at the time required for any new piece of work.

The advantages of this system of management are :

First. That the manufactures are produced cheaper under it and  the workmen are given opportunity of  earning higher wages through increased production per day (Workmen who produce the item in the minimum time get additional productivity reward).

Second. Since the rate-fixing or time-fixing is done from accurate knowledge instead of more or less by guess-work, the management and the men can cooperate in every way, so as to turn out each day the maximum quantity and best quality of work because a genuine plan of production is used based on accurate knowledge.

Third. The system is rapid, while other systems are slow, in attaining the maximum productivity of each machine and man. 

Taylor's Industrial Engineering - First Proposal 1895

Machine Work Study

In machine based production systems, the large increase in output obtained in the system described by Taylor is due partly to the actual physical changes, either in the machines or small tools and appliances. The preliminary time study (done with an objective of productivity improvement) almost always shows that improvement is  necessary in the machine related engineering elements before elements done on the machine by operator can be improved to reduce the time taken. In simple manual systems, the operator's work may be solely examined. But  the gain made in machine based system  is  legitimately due to the improvement of the machine system (machine work study).

Industrial Engineering Described in Shop Management by F.W. Taylor

Machine based industrial engineering

Machine based industrial engineering is not getting the attention and industrial engineering is on the decline globally as it has lost its uniqueness as a discipline in which engineering is combined with cost analysis, engineering redesign based on cost (time and productivity also) information and productivity management of engineering activities.  IE scholars have to take steps to correct this deficiency as early as possible. Machine work study as a subject in IE was proposed to take up productivity improvement of machine work.

Productivity Improvement in Machine Shop - F.W. Taylor

The Science of Human Motions - Human Effort

The science which exists in most of the mechanic arts is, however, far simpler than the science of cutting metals.

The general steps to be taken in developing a simple law of this class are as follows:

First. Find, say, 10 or 15 different men (preferably in as many separate establishments and different parts of the country) who are especially skillful in doing the particular work to be analyzed.

Second. Study the exact series of elementary operations or motions which each of these men uses in doing the work which is being investigated, as well as the implements each man uses.

Third. Study with a stop-watch the time required to make each of these elementary movements and then select the quickest way of doing each element of the work.

Fourth. Eliminate all false movements, slow movements, and useless movements.

Fifth. After doing away with all unnecessary movements, collect into one series the quickest and best movements as well as the best implements.

This one new method, involving that series of motions which can be made quickest and best, is then substituted in place of the ten or fifteen inferior series which were formerly in use. This best method becomes standard, and remains standard, to be taught first to the teachers (or functional foremen) and by them to every workman in the establishment until it is superseded by a quicker and better series of movements. In this simple way one element after another of the science is developed.
Development of Science in Mechanic Arts - F.W. Taylor

The time problem for machine tools

The study of this subject involved the solution of four important problems:

First. The power required to cut different kinds of metals with tools of various shapes when using different depths of cut and coarseness of feed, and also the power required to feed the tool under varying conditions.

Second. An investigation of the laws governing the cutting of metals with tools, chiefly with the object of determining the effect upon the best cutting speed of each of the following variables:

(a) The quality of tool steel and treatment of tools (i.e., in heating, forging, and tempering them).

(b) The shape of tool (i.e., the curve or line of the cutting edge, the lip angle, and clearance angle)

(c) The duration of cut or the length of time the tool is required to last before being re-ground.

(d) The quality or hardness of the metal being cut (as to its effect on cutting speed).

(e) The depth of the cut.

(f) The thickness of the feed or shaving

(g) The effect on cutting speed of using water or other cooling medium on the tool.

Third. The best methods of analyzing the driving and feeding power of machine tools and, after considering their limitations as to speeds and feeds, of deciding upon the proper counter-shaft or other general driving speeds.

Fourth. Enabling an ordinary mechanic to answer quickly and accurately for each machine in the shop the question, "What driving speed, feed, and depth of cut will in each particular case do the work in the quickest time?" (But instruction cards given to operators for each operation contain the cutting parameters. It is a later development)

Stop Watch Time Study for Human Effort Elements

Each job should be carefully subdivided into its elementary operations, and each of these unit times should receive the most thorough time study.

Mr. Thompson has developed what are in many respects the best implements in use in time study. The blank form or note sheet used by Mr. Thompson, contains essentially:

(1) Space for the description of the work and notes in regard to it.

(2) A place for recording the total time of complete operations--that is, the gross time including all necessary delays, for doing a whole job or large portions of it.

(3) Lines for setting down the "detail operations, or units" into which any piece of work may be divided, followed by columns for entering the averages obtained from the observations.

(4) Squares for recording the readings of the stop watch when observing the times of these elements. If these squares are filled, additional records can be entered on the back. The size of the sheets, which should be of best quality ledger paper, is 8 3/4 inches wide by 7 inches long, and by folding in the center they can be conveniently carried in the pocket, or placed in a case containing one or more stop watches.

This case, or "watch book," is another device of Mr. Thompson's. It consists of a frame work, containing in it one, two, or three watches, whose stop and start movements can be operated by pressing with the fingers of the left hand upon the proper portion of the cover of the note-book. The frame is bound in a leather case resembling a pocket note-book, and has a place for the note sheets described.
Time Study for Process Time Reduction - F.W. Taylor

Maintain Quality of the Process/Operation in Increasing Productivity

It is important for industrial engineers (IEs) to know the ideas of Taylor on quality and human relations. IEs have to read original papers of Taylor and always remember what he said and interpretation and criticism of his ideas by others.

The first move before in any way stimulating them toward a larger output was to insure against a falling off in quality. After insuring against deterioration in quality only, effective means are to be  adopted to increase the output.  An accurate daily record, both as to quantity and quality are to be  kept for the improvements done in the process.
Taylor on Quality, Human Relations and Management

MOTION STUDY: A METHOD FOR INCREASING THE EFFICIENCY OF THE WORKMAN

There are three stages in this study:

1. Discovering and classifying the best practice.

2. Deducing the laws.

3. Applying the laws to standardize practice, either for the purpose of increasing output or decreasing hours of  labor, or both.

Laws give relations between various human effort variables and efficiency or productivity of the workman

VARIABLES THAT AFFECT MOTION ECONOMY

Every element that makes up or affects the amount of work that the worker is able to turn out must be considered separately; but the variables which must be studied in analyzing any motion, group themselves naturally into some such divisions as the following:

I. Variables of the Worker.

1 . Anatomy. 2. Brawn. 3. Contentment. 4. Creed. 5. Earning Power. 6. Experience.
7. Fatigue. 8. Habits. 9. Health. 10. Mode of living. 11 . Nutrition. 12. Size.
13. Skill. 14. Temperament. 15. Training.

II. Variables of the Surroundings, Equipment, and Tools.

1. Appliances. 2. Clothes. 3. Colors. 4. Entertainment, music, reading, etc.
5. Heating, Cooling, Ventilating. 6. Lighting. 7. Quality of material.
8. Reward and punishment. 9. Size of unit moved. 10. Special fatigue-eliminating devices.
11. Surroundings. 12. Tools. 13. Union rules. 14. Weight of unit moved.

III. Variables of the Motion.

1. Acceleration.

2. Automaticity.

3. Combination with other motions and sequence.

4. Cost.

5. Direction.

6. Effectiveness.

7. Foot-pounds of work accomplished.

8. Inertia and momentum overcome.

9. Length.

10. Necessity,

11. Path.

12. "Play for position."

13. Speed.
Gilbreth's Human Effort Industrial Engineering - Motion Study - Part 2

Process Chart

The Process Chart is a device for visualizing a process as a means of improving it.

The aim of the process chart is to present information regarding existing and proposed processes in such simple form that such information can become available to and usable by the greatest possible number of people in an organization before any changes whatever are actually made, so that the special knowledge and suggestions of those in positions of minor importance can be fully utilized.

The procedure for making, examining and improving a process is, therefore, preferably as follows:

a.  Examine process and record the existing process in detail.

b.  Develop projection exhibits and show them executives and workers in  theater.  

c. Improve present methods by the use of —

1 Suggestion system

2 Motion study

3 Micromotion studies and chronocyclegraphs. 

d. Develop the One Best Way to do Work.

e. Implement the new method through written description of new methods or 'write-ups," "manuals," ''codes," ''written systems," as they are variously called as Standards and Standing orders.

e. Make process chart of the process as finally adopted as a base for still further and cumulative improvement.

Process Charts - Gilbreths - 1921

Psychology Evaluation of Scientific Management by Lilian Gilbreth - 1914

These conclusions will include the following:

1. "Scientific Management" is a science and science of management.
2. Contrary to a widespread belief that Scientific Management kills individuality, it is built on the basic principle of recognition of the individual, not only as an economic unit but also as a personality, with all the idiosyncrasies that distinguish a person.
3. Scientific Management fosters individuality by functionalizing work.
4. Measurement, in Scientific Management, is of ultimate units of subdivision.
5. Standardization under Scientific Management applies to all elements.
6. The accurate records of Scientific Management make accurate programmes possible of fulfillment.
7. Through the teaching of Scientific Management, the management is unified and made self-perpetuating.
8. The method of teaching of Scientific Management is a distinct and valuable contribution to Education of workmen and foremen.
9. Incentives under Scientific Management not only stimulate but benefit the worker.
10. It is for the ultimate as well as immediate welfare of the worker to work under Scientific Management.
11. It teaches men to cooperate with the management as well as to manage.
12. The psychological element of Scientific Management is the most important element.
13. Because Scientific Management is psychologically right it is the ultimate form of management.
14. Scientific Management simultaneously
a. increases output and wages and lowers costs.
b. eliminates waste.
c. turns unskilled labor into skilled.
d. provides a system of self-perpetuating welfare.
e. reduces the cost of living.
f. bridges the gap between the college trained and the apprenticeship trained worker.
g. forces capital and labor to cooperate and to promote industrial peace.

It is important that industrial engineers have to recognize that scientific management was evaluated by Lilian Gilbreth, a psychologist from a human behavior  perspective and a positive opinion was given. Industrial engineering, appeared as a part of the system of management and engineering developed to reduce cost of products made using engineering processes and methods.

Psychology Evaluation of Scientific Management by Lilian Gilbreth - 1914

Harrington Emerson -  Principles of Efficiency - Productivity Management

Efficiency improvement is a specialized knowledge area, and companies have to appoint specialists to develop the efficiency develop function in the organization and take their help in announcing programs and practices.

Reliable records are required for good plans including good efficiency plans. 

Standardized conditions and standardized operations are communicated to concerned persons in the organization through standard practice instructions. The efficiency expected will come about only when all activities are performed as per standard practice instructions.

Efficiency improvement has to result in benefit to all involved to sustain it. Employees have to receive efficiency reward as the efficiency in organization goes and the financial benefits are realized.

Harrington Emerson - A Pioneer Industrial Engineer - His Principles and Practices

Hugo Diemer - What is Industrial Engineering?

Hugo Diemer is the first industrial engineering professor and he also started the IE four year degree course for the first time at Penn State College.

Taylor considers a manufacturing establishment just as one would an intricate machine. He analyzes each process into its ultimate, simple elements, and compares each of these simplest steps or processes with an ideal or perfect condition. He then makes all due allowances for rational and practical conditions and establishes an attainable commercial standard for every step. The next process is that of attaining continuously this standard, involving both quality and quantity, and the interlocking or assembling of all of these prime elements into a well-arranged, well-built, smooth-running machine. It is quite evident that work of this character involves technical knowledge and ability in science and pure engineering, which do not enter into the field of the accountant. Yet the industrial  engineer must have the accountant's keen perception of money values. His work will not be good engineering unless he uses good business judgment. He must be able to select those mechanical devices and perfect such organization as will best suit present needs and secure prompt returns in profit. He must have sufficiently good business sense to appreciate the ratio between investment and income. 

The industrial engineer to-day must be as competent to give good business advice to his corporation as is the skilled corporation attorney. Upon his sound judgment and good advice depend very frequently the making or losing of large fortunes. Mr. James Newton Gunn is responsible for the use of the term " production engineer" or "industrial engineer" in speaking of the engineer who has to do with plant efficiency.
Prof. Hugo Diemer - Taylor's Industrial Engineering

What is industrial engineering? Answer by Going (1911)

Industrial engineering is the applied science of management. It directs the efficient conduct of manufacturing, construction, transportation, or even commercial enterprises of any undertaking, indeed, in which human labor is directed to accomplishing any kind of work.

Industrial engineering has drawn upon mechanical engineering, upon economics, sociology, psychology, philosophy, accountancy, to fuse from these older sciences a distinct body of science of its own. It provides guidelines or direction to the work of operatives, using the equipment provided by the engineer, machinery builder, and architect. The central purpose of  industrial engineer  is efficient and economical production.

Two Phases of Industrial Engineering

The analytical phase

To this province of industrial engineering belong the collection and tabulation of statistics about a business, the accurate determination and analysis of costs, and the comparison of these costs with established standards so as to determine whether or not they are normal.

The active, creative and synthetic phase

The second phase of industrial engineering the active, creative and synthetic phase, goes on from this point and effects improvements in existing methods, devises new methods and processes, introduces economies, develops new ideas. It makes us do the things we are doing now more economically or shows us how to do a new thing that is better than the old. To this part of works management belongs, for example, the re-arrangement of manufacturing plants, of departments, or of operations so as to simplify the process of manufacture; the correction of inefficiencies, whether of power, transmission, equipment or labor; the invention and application of new policies in management which make the ideals and purposes of the head operate more directly upon the conduct of the hands; the devising of new wage systems by which, for example, stimulus of individual reward proportioned to output makes the individual employee more productive.
Industrial Engineering - The Concept - Developed by Going in 1911

Taylor - Field of productivity research

Young Taylor reasoned that it is management's business to know what is a proper day's work to increase productivity in the factory, to sell products at lower prices by producing them at lower cost and providing higher wages to the operators.  Taylor pioneered the field of productivity research.  He requested and secured permission to conduct "some experiments." They yielded results in the nature of measured procedures and possibilities of work which put supervision and management of his gang, and later of the entire shop, on a factual basis. The body of interlocking procedures which resulted from these investigations came to be known as the "Taylor System," and to the doctrine and principles later derived from them was given the name "Scientific Management."

The principal point of view from which he considered the effect of every change in a variable was the length of time it took to perform an operation, quality of product according to specification being always a condition precedent to the recording of these time data. Time being such an important factor in cost generally, any condition which resulted in diminution of time was considered an improved condition.
Taylor Society Bulletin on Industrial Engineering - Taylor's Way

H.B. Maynard - MACHINE EFFORT INDUSTRIAL ENGINEERING

Operation Analysis

Maynard and Stegemerten authored a full book on "Operation Analysis" and discussed each factor in more detail. To study the operation, process chart is not adequate. Gilbreth, himself wrote in his 1921 article that process chart is only for visualizing the complete process in a simplified view. For study of each operation, different recording means are to be employed.  Maynard proposed operation analysis sheet for this purpose.
H.B. Maynard - Operation Analysis - Introduction

DEFINITION OF METHODS PRODUCTIVITY ENGINEERING

The methods productivity engineering procedure integrates all of the practical devices that have been developed to bring about increased productivity into one unified procedure. It includes several steps.  Methods productivity engineering is the technique that subjects each operation of a given piece of work to close analysis in order to eliminate every unnecessary operation and in order to approach the quickest and best method of performing each necessary operation; it includes the standardization of equipment, methods, and working conditions; it trains the operator to follow the standard method; when all this has been done,  it determines by accurate measurement the number of standard hours in which an operator working with standard performance can do the job.

MAYNARD's HUMAN EFFORT INDUSTRIAL ENGINEERING

In the above definition or explanation of "Methods productivity engineering", we can see both machine effort IE and human effort IE.

"Methods productivity engineering is the technique that subjects each operation of a given piece of work to close analysis in order to eliminate every unnecessary operation and in order to approach the quickest and best method of performing each necessary operation; it includes the standardization of equipment, methods, and working conditions; it trains the operator to follow the standard method; when all this has been done,  it determines by accurate measurement the number of standard hours in which an operator working with standard performance can do the job."

Methods productivity engineering includes the standardization of equipment, methods, and working conditions. - H.B.Maynard.

Standardization of equipment is machine effort IE. 

Standardization of methods, and working conditions is human effort IE.

METHODS-TIME MEASUREMENT

Methods-time measurement is a useful tool for helping to engineer a method before beginning production. The methods-time measurement procedure, which is based upon predetermined methods-time standards, supplies standard time for each motion done by an operator in a method of doing an operation.
H.B. Maynard - Methods Time Measurement (MTM) - Introduction

Work Simplification

Alan Mogensen made an organizational arrangement for it in the form of work simplification workshops. In the workshop, operators are  given inputs in process chart improvement approaches and are involved in improvement of the processes. He termed it as common sense method study. The pattern of work simplification is an organised approach of conducting the work simplification workshop with training inputs and encouraging all to participate in the improvement of method/motion.
Work Simplification - Alan Mogensen

Productivity of three important resources

Barnes has indicated that productivity of three important resources used in production or engineering systems is important. Labor, capital and material are the three important resources.

Labor productivity

Capital productivity

Material productivity

For increasing the productivity of labor, motion and time study are used. (For increasing productivity of machines, machine work study needs to be done - Taylor).
Method Study - Ralph M. Barnes - Important Points of Various Chapters

Product Industrial Engineering

'Product Industrial Engineering' is industrial engineering of products. It is continuous improvement of product to reduce its cost. L.D. Miles is the pioneer in this area of IE and he developed "Value Engineering"  as a method in the area of cost reduction of products.. He is very clear in the focus of the method that he had developed - cost reduction. His line of attack is primarily on product design and the inefficiencies that exist in it in its synthesis. He saw an opportunity to redesign it later in the product life cycle based on an analysis of its function and alternatives available in the technology and supply market.

Value engineering has for its purpose the efficient identification of unnecessary cost, i.e., cost which provides neither quality nor use nor life nor appearance nor customer features. It focuses the attention of engineering, manufacturing, and purchasing on one objective – equivalent performance for lower cost. It results in the orderly utilization of low cost alternative materials, low cost alternative processes including new processes, and abilities of specialized suppliers to procure items at lower costs.
Product Industrial Engineering for Cost Reduction - L.D. Miles

Value Analysis Techniques

Apart from the focus on function of the part and looking for alternatives to perform the function reliably at a lower cost, Miles provided 13 additional ideas as value analysis techniques.

1. Avoid generalities
2. Get all available costs
3. Use information from the best source
4. Blast create and refine
5. Use real creativity
6. Identify and overcome roadblocks
7. Use industry experts to extend specialized knowledge
8. Get a dollar sign on key tolerances
9. Utilize vendors’ available functional products
10. Utilize and pay for vendors’ skills and knowledge
11. Utilize specialty processes
12. Utilize applicable standards
13. Use the criterion, “would I spend my money this way?”

L.D. Miles - 13 Techniques of Value Analysis

Taylor's Efficiency Way Connected to Oriental Thought

In 1935, Ueno launched monthly magazine called "ochibo" from Nihon Sangyo efficiency research institute, and explained his way of thinking about efficiency.
　
(1) What kind of thing is efficiency?
Efficiency means a state that is rational means every thing was done for a purpose with adequate resources. If resources are too big for the purpose, "it is useless (waste)."  It is impossible (to do a job) if resources are too small for the purpose.

(2) It does not force effort without reducing work content. It is not efficiency to do more by working more. Efficiency should not increase effort. With the same effort more should be accomplished.

(3) Idea of efficiency has the same origin as Orient-like religious morality, without "unreasonableness,"

Efficiency means without waste. In other words, basic principle of efficiency accords with teaching of moderation of Buddha and Confucius. Ueno connected way of thinking of Taylor  in scientific administration to sayings of Buddhism and Confucianism.
　
It is said  to be efficiency when "we omit waste", "remove unreasonableness", and "we practice  moderation", and "walk moderation".

The famous Muda, Mura, Muri. Don't waste, Don't burden, Don't vary daily output requirements too much.

Yoichi Ueno - Japanese Leader in Efficiency - Productivity Movement

Toyota style Industrial Engineering - Waste Elimination - Ohno

"We have eliminated waste by examining available resources, rearranging machines, improving machining processes, installing autonomous systems, improving tools, analyzing transportation methods and optimizing the materials at hand for manufacturing. High production efficiency has also been maintained by preventing the recurrence of defective products, operational mistakes, and accidents, and by incorporating workers' ideas." Taiichi Ohno (P. 21)

Taiichi Ohno on Industrial Engineering - Toyota Style Industrial Engineering

TPS is Industrial Engineering - Shigeo Shingo

Shigeo Shingo said
80% of the TPS is waste elimination that is industrial engineering,
15% - production management and
5% - kanban (sign board) communications
Industrial Engineering - Foundation of Toyota Production System

Industrial Engineering - New Framework - Narayana Rao (2017)

Industrial Engineering - Definition
Industrial Engineering is System Efficiency Engineering and Human Effort Engineering.

Principles of Industrial Engineering - Functions of Industrial Engineering - Focus Areas of Industrial Engineering

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https://www.youtube.com/watch?v=LHdUvj9go-E
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Machine Work Study
Industrial Engineering 4.0
Taylor's Industrial Engineering in New Framework - Narayana Rao

Module  2

Contribution of Taylor, Gilbreth, Emerson, Maynard, Barnes, Lehrer, Shigeo Shingo

Day 14

Taylor - Productivity Science and Art of Metal Cutting - Important Points

Process Industrial Engineering - Illustration:    Cryogenic Machining Adoption - Productivity Improvement at Lockheed Martin


15

Taylor's Industrial Engineering - First Proposal 1895

Process Industrial Engineering - Illustration - Investment in Sliding-Head Lathe with Chipbreaking Feature

16

Industrial Engineering Described in Shop Management by F.W. Taylor

Process Industrial Engineering - Illustration - Process Improvement via Toolholder Change

17

Productivity Improvement in Machine Shop - F.W. Taylor

Tool Wear and Temperature Analysis for Process Improvement

18

Development of Science in Mechanic Arts - F.W. Taylor

Dynamic Control of Circulatory Pumps for Heating Systems Saves 20% of Energy Cost

19

Time Study for Process Time Reduction - F.W. Taylor

Process Industrial Engineering - Illustration - Additive Manufacturing of Fixtures - Productivity Benefits

20

Taylor on Quality, Human Relations and Management

Process Industrial Engineering - Illustration -Alternative Lubricants and Productivity - Case Study

21

Gilbreth's Human Effort Industrial Engineering Motion Study - Part 1

Illustration of Human Effort Productivity Improvement - Bricklaying Improvement by Gilbreth

22

Gilbreth's Human Effort Industrial Engineering - Motion Study - Part 2

Illustration of Human Effort Productivity Improvement - Pig Iron Handling by Taylor

23

Gilbreth's Human Effort Industrial Engineering - Motion Study - Part 3

Illustration of Human Effort Productivity Improvement - Bicycle Balls Inspection Example - Taylor

24

Gilbreth's Human Effort Industrial Engineering - Motion Study - Part 4

Case Study - Method Study - Cast Iron Housing Loading and Unloading 2014

25

Gilbreth's Human Effort Industrial Engineering - Productivity Science of Motion Study - Variables Affecting of Motion Time.
ACCELERATION - AUTOMATICITY - COMBINATION WITH OTHER MOTIONS, AND SEQUENCE - COST - DIRECTION AND USE OF GRAVITY - EFFECTIVENESS - FOOT-POUNDS OF WORK ACCOMPLISHED - INERTIA AND MOMENTUM OVERCOME - LENGTH

Case Study - Method Study - Welding Fixture Redesign - Productivity Improvement 2002

26

Gilbreth's Human Effort Industrial Engineering - Productivity Science of Motion Study - Future Scope

Case Study: Method and Motion Study in a Printing Company - 2019

27

Process Charts - Gilbreths - 1921

Case Study - Examining All Operations in a Process

28

It is important that industrial engineers have to recognize that scientific management was evaluated by Lilian Gilbreth, a psychologist from a human behavior  perspective and a positive opinion was given. Industrial engineering, appeared as a part of the system of management and engineering developed to reduce cost of products made using engineering processes and methods.

Psychology Evaluation of Scientific Management by Lilian Gilbreth - 1914

Implementing Standard Work - Issues

29

After discussing the contribution of Taylor and Gilbreth in more detail, the contribution of many other industrial engineering researchers, professionals, consultants and authors are provided in a series of notes to introduce more industrial engineering concepts. These concepts and their applications will be discussed in more detail in various focus area modules of the course.

Harrington Emerson - A Pioneer Industrial Engineer - His Principles and Practices

Case Study: New Scheduling Algorithm Substantially Improves Foundry Productivity - 2017

30

Prof. Hugo Diemer - Taylor's Industrial Engineering

Industrial Engineering Exercise: Productivity Analysis of a Newly Introduced Machine

31

Industrial Engineering - The Concept - Developed by Going in 1911

Productivity Improvement Using Alternative Boring Heads

32

Taylor Society Bulletin

Information for IE: Productivity Improvement Technology in Grinding - 2020

33

H.B. Maynard - Operation Analysis - Introduction

Operation Analysis and Improvement: Application of Tribos Toolholder for Productivity

34

H.B. Maynard - Methods Time Measurement (MTM) - Introduction

Operation Improvement:   Rego-Fix ER Collets for Tools - Productivity Improvement Case

35

Work Simplification - Alan Mogensen

Operation Improvement: Productivity Improvement Through Tool and Toolholder Change - Corogrip

36

Method Study - Ralph M. Barnes - Important Points of Various Chapters

Collet for Corochuck 930 with Mechanical Locking - Productivity Improvement Use Case


37

Product Industrial Engineering for Cost Reduction - L.D. Miles

Value Analysis and Engineering - Examples by L.D. Miles - Part 2

38

L.D. Miles - 13 Techniques of Value Analysis

Unless special effort to know is made, engineers take 10 years to know engineering developments and implement them in their company processes - L.D. MILES.
Prime Turning (TM) - New Turning Process with High Productivity
RE-INVENTING TURNING, SANDVIK COROMANT TECHNICAL PAPER, 2018
https://nraoiekc.blogspot.com/2020/06/sandvik-coromant-cutting-tools.html

39

Yoichi Ueno - Japanese Leader in Efficiency - Productivity Movement

Sandvik PrimeTurning™ Increases Productivity - Case Studies

40

Toyota style Industrial Engineering - Waste Elimination - Ohno

"We have eliminated waste by examining available resources, rearranging machines, improving machining processes, installing autonomous systems, improving tools, analyzing transportation methods and optimizing the materials at hand for manufacturing. High production efficiency has also been maintained by preventing the recurrence of defective products, operational mistakes, and accidents, and by incorporating workers' ideas." Taiichi Ohno (P. 21)

Taiichi Ohno on Industrial Engineering - Toyota Style Industrial Engineering

Productivity Improvement Using Through-Tool High Pressure Coolant

41

Industrial Engineering - Foundation of Toyota Production System

42

Taylor's Industrial Engineering in New Framework - Narayana Rao

Updated 13 July 2021

pub: 27 June 2020