Industrial Engineering - Productivity Improvement - Process Improvement - Product Redesign - Continuous Improvement
Industrial engineering is improvement in various elements of engineering operations to increase productivity. Along with engineering elements, industrial engineers evaluate and improve many other elements also as they are responsible for productivity and cost of items produced in a process. Through assignments of improving productivity and efficiency of information technology and software engineering processes, industrial engineers specializing in IT were given responsibility for business processes also. Thus industrial engineers with focus on various branches of engineering provide their services to companies and society to improve various elements of the products and processes on a continuous basis over the product life cycle. They are active in engineering or production-maintenance-service-logistic processes and business processes.
Productivity improvement always focuses on quality and flexibility issues as productivity improvement should not lead to any deterioration in quality or flexibility. Delivery and cost are always at the core of industrial engineering. Thus when QFCD paradigm came, that is attention to quality, flexibility, cost and delivery became prominent, many industrial engineers were given the responsibility of managing this function of continuous improvement.
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Focus Areas of Industrial Engineering - Brief Explanation
Productivity Science: Science developed for each element of machine operation and each element of human tasks in industry.
Productivity Science - Determinants of Productivity
Product Industrial Engineering: Redesign of products to reduce cost and increase value keeping the quality intact.
Product Industrial Engineering
Process Industrial Engineering: Redesign of processes to reduce cost and increase value keeping the quality intact.
Process Industrial Engineering
Industrial Engineering Optimization: Optimizing industrial engineering solutions created in Product Industrial Engineering and Process Industrial Engineering.
Operations Research - An Efficiency Improvement Tool for Industrial Engineers
Operations Research - An Efficiency Improvement Tool for Industrial Engineers
Industrial Engineering Statistics: Using statistical tools like data description, sampling and design of experiments in industrial engineering activity.
Statistics and Industrial Engineering
Industrial Engineering Economics: Economic analysis of industrial engineering projects.
Engineering Economics is an Efficiency Improvement Tool for Industrial Engineers
Human Effort Industrial Engineering: Redesign of products and processes to increase satisfaction and reduce discomfort and other negative consequence to operators.
Motion Study - Human Effort Industrial Engineering
Productivity Measurement: Various measurements done by industrial engineers in industrial setting to collect data, analyze data and use the insights in redesign: Product Industrial Engineering and Process Industrial Engineering.
Industrial Engineering Data and Measurements
Productivity Management: Management undertaken by industrial engineers to implement Product Industrial Engineering and Process Industrial Engineering. Management processes industrial engineering is also part of productivity management.
Productivity Management
Applied Industrial Engineering: Application of industrial engineering in new technologies, existing technologies, engineering business and industrial processes and other areas.
Applied Industrial Engineering - Process Steps
How many Industrial Engineers can a Company Employ for Cost Reduction?
For $100 million cost, there can be one MS IE and 6 BSIEs.
https://nraoiekc.blogspot.com/2020/03/value-creation-model-for-industrial.html
Industrial Engineering - Lean Manufacturing - Parent - Child Relationship
How many Industrial Engineers can a Company Employ for Cost Reduction?
For $100 million cost, there can be one MS IE and 6 BSIEs.
https://nraoiekc.blogspot.com/2020/03/value-creation-model-for-industrial.html
Industrial Engineering - Lean Manufacturing - Parent - Child Relationship
Renault - Industry 4.0
Renault Industry 4.0 - Production Plants
Our production system is future-focused, undergoing a major transformation in response to the changing challenges of the automotive industry and the expectations of our customers. The 4.0 revolution is ushering in new business functions, new skills and new tools. It is the driving force behind a connected, agile and competitive production base.
An illustration of this digital shift is our recent partnership with Google Cloud.
With an ambitious objective: a sharing of industrial and technological experience between two leaders to encourage the creation of new industrial solutions. This ambition illustrates the continuation of our digital transformation, initiated in 2016: connecting our production sites, managing industrial data, transforming our logistics processes around the world, with the aim of continuously improving our standards of excellence. At the heart of this plan, our teams will have the opportunity to strengthen their data culture, with coworking sessions and high-level training with Google teams.
4 Key initiatives to drive digital transformation
Real-time supply management
As soon as a customer orders a vehicle, suppliers are informed, raw materials are prepared and logistics flows are established.
Simpler processes with connected tools
In our production plants, digital technology helps employees to be more mobile and proactive and to share information. It also contributes to easier decision-making on the production line.
Continuous traceability
Vehicle parts, assembly and packaging are tracked in real time, so customers can follow the progress of their order.
Data for planning
Data are sent and analyzed continuously to conduct remote operations and simulations as well as to optimize maintenance.
#01
People and robots, hand in hand
In the production plant of the future, the production line resembles a futuristic ballet.
Robots and machines of all sorts work alongside human operators. Automatic trolleys zip around continuously, carrying the required kits, articulated arms help operators in their work, a cobot or collaborative robot fits parts with a high degree of precision, alongside an operator...
In industry 4.0, people and robots work together.
8000
robots in our plants
Our perspective:
With the continuous increase in product customization to satisfy customer expectations and the presence of connected project managers, the 4.0 plant allocates the heaviest and most repetitive tasks to robots: handling unwieldy parts or part picking. This takes the strain off the operators who are thereby able to concentrate on tasks of greater added value, such as the quality of engine or vehicle assembly. The 4.0 plant has an essential component at its core: people!
It’s a real revolution. The energy of the cobot needs to be controlled since there is always somebody next to it. The movements mustn’t be too fast. A shared pace of work needs to be established, based on task-sharing.
JAIME
Cobot Manager, Séville plant (SPAIN)
#02
Virtual reality, real progress!
With VR, we train operators, anticipate maintenance issues and conduct production line simulations that resemble reality as closely as possible. For example, we can study how best to integrate a new part on the line and optimize configuration. As a result, we can carry out all sorts of tests and adjustments without interrupting the flow.
4364
people followed VR training in Brazil
Our perspective:
VR can be used to model the production line and make sure in advance that space is used efficiently. We can also study the best way to build several versions of a vehicle without stopping the lines for reconfiguration. The virtual and real worlds are synchronized. This improves on-site productivity. With respect to learning, VR ensures that trainees learn the right techniques and movements safely. VR is an essential tool in industry 4.0, delivering benefits that are both economic and operational.
Here we deploy all digital themes. For training, Virtual Reality (VR), used as a complement to practical cases, allows us to learn by example. At the forefront of this approach, we worked with a local VR/3D startup to develop immersive and fun virtual tours with them.
ISABELLE
Lean and Digital Manager, Cléon plant (FRANCE)
#03
Total traceability, nothing is wasted!
Total traceability is one of the pillars of digital transformation, one of the main driving forces in the 4.0. plant.
As part of an approach to maximize quality, the Full Track and Trace project provides the history of the vehicle as it is put together, rather like an ID card! We can see the context in which it was built, who by, and we can track it through to delivery. The customer has access to all the stages preceding vehicle reception.
The Packaging Managing System tracks every parcel. As packaging can be expensive – sometimes costing more than the part inside – real-time tracking is a major objective. In this way, the plant is able to keep a tight rein on inventory and procurement. All efforts are made to avoid disrupting production.
2200
LoRa Sensors
Our perspective:
Full traceability is at the core of our approach to quality. It also contributes to cost efficiency. By improving part identification, standardizing traceability, associating a part with a production process and implementing geolocation data, we are able to track logistics in real time. We save time in managing inventory, which is sized to the minimum necessary. In the plants, various technologies such as RFID chips and the LoRa protocol (Long Range) are used.
New technologies create value for our business. We have made real savings in packaging. We are proud to have developed the first Alliance logistics flow featuring geolocated packaging, using LoRa technology. This protocol allows small amounts of data to be collected in real time, with great accuracy and customization.
DANIEL
Senior Manager Logistics, Pitesti plant (ROMANIA)
Renault - Industrial Engineering Activities
NOVEMBER 29, 2019 All news
RENAULT-NISSAN-MITSUBISHI ACCELERATE OPERATIONAL EFFICIENCY OF THE ALLIANCE
PRESS RELEASE – November 29, 2019
Renault-Nissan-Mitsubishi, the world’s leading automotive alliance, held its monthly Alliance Operating Board Meeting in Boulogne-Billancourt, France, attended by Jean-Dominique Senard, Chairman of the Alliance Operating Board and Renault, Makoto Uchida, nominated CEO Nissan Motor Co, Osamu Masuko, Chairman Mitsubishi Motors, Clotilde Delbos, acting CEO Renault, Takao Kato CEO Mitsubishi Motors, Ashwani Gupta, nominated COO Nissan Motor Co, Jose-Vicente de Los Mozos, acting Deputy CEO Renault and Olivier Murguet, acting Deputy CEO Renault.
The meeting concentrated on improving the efficiency of the Alliance with a deep, common understanding of the work to be achieved by the Alliance in the future.
The Board members all agreed on programs to significantly enhance and accelerate the operational efficiency of the Alliance for the benefit of the three companies, including action plans to maximize the contribution of the Alliance to support each company’s strategic plan and operating profit.
Synergy based operational efficiency target is more than €10 billion cost reduction by the end of 2022
https://www.alliance-2022.com/news/renault-nissan-mitsubishi-accelerate-operational-efficiency-of-the-alliance-and-will-appoint-alliance-general-secretary/
RENAULT-NISSAN-MITSUBISHI INCREASE ANNUAL SYNERGIES TO €5.7 BILLION
PRESS RELEASE – Paris/Yokohama/Tokyo, June 13, 2018
• Annual synergies rise 14%, from €5 billion in 2016 to €5.7 billion in 2017
• Mitsubishi Motors reports first full year of synergies as Alliance member
• Further convergence underway in Aftersales, Quality & Total Customer Satisfaction and Business Development
• The Alliance reaffirms synergy target of more than €10 billion by the end of 2022
https://www.alliance-2022.com/news/renault-nissan-mitsubishi-increase-annual-synergies-to-e5-7-billion/
Lean Leadership
March 24, 2014
Renault-Nissan Consulting’s Managing Consultant Dean Simpson shares his view on Lean Leadership principles.
Lean principles
What are the key concepts of Lean thinking?
A clear focus on everyone meeting the external customer’s requirement
A clear definition of internal/supplier relationships
All value-adding activities in the organisation should be improved
All non-value adding activities should be removed
A faster process is a better process
Effective measurement and analysis of processes
https://renaultnissanconsulting.wordpress.com/2014/03/24/lean-leadership/
Where is industrial engineering in Renault's lean?
All value-adding activities in the organisation should be improved
All non-value adding activities should be removed
A faster process is a better process
Effective measurement and analysis of processes
All the above four are achieved by IE methods and techniques
An interview with lean thinking pioneer Freddy Ballé (Renault)
July 30, 2019
http://leaninpublicsector.org/an-interview-with-lean-thinking-pioneer-freddy-balle/
https://www.scality.com/solved/lean-management-with-michael-balle/
https://www.koganpage.com/article/why-should-leaders-switch-from-lean-to-hyper-manufacturing (The idea of hyper-frugality has attracted many companies (industrial or not), such as Renault, which developed its Dacia Logan following the principles of hyper-frugality).
January 20, 2013
Akira Sakurai who successfully steered Renault-Nissan Automotive India, operations in the initial phase of production as Chief Executive Officer & Managing Director of RNAIPL, has now been appointed as SVP, Manufacturing & Industrial Engineering division at the Corporate Headquarters in Japan.
https://www.business-standard.com/article/companies/renault-nissan-appoints-kou-kimura-as-ceo-md-111042000225_1.html
Renault - Industrial engineers
Adnane BOULAHFA
Industrial Engineer
Paris Area, France
Renault-Nissan-Mitsubishi
Dec 2017 – Dec 2019
https://www.linkedin.com/in/adnane-boulahfa-048b1595/
İrem Nizamoğlu
Industrial Engineer at Groupe Renault
Bursa, Turkey
https://www.linkedin.com/in/irem-nizamo%C4%9Flu-106875183/
Mesut GURCAN
Industrial Engineer chez Renault-Nissan-Mitsubishi
France
Aftersales Logistics Industrial Engineer
Renault-Nissan-Mitsubishi
Jul 2017 – Present
• In charge of Aftersales APW (Alliance Production Way) activities for European Division
• APW and Lean Coach
• DMD Auditor through European Spareparts Warehouses (7 countries)
• Realisation of “Lean Improvement Chantier” at Suppliers and internally
• Monitorisation of Standard Operation definition for the new WMS project
• Support for training and monitoring of the QRQC Problem Solving method
• Carry out Quick win Kaizen actions
• Definition of shared standard methods and tools with NISSAN
https://www.linkedin.com/in/mesut-gurcan-55aa9171/
kamar ait lemqeddem
Industrial Engineer chez Renault-Nissan-Mitsubishi
Paris Area, France
https://www.linkedin.com/in/kamar-ait-lemqeddem-641073a0/
RENAULT CHOOSES DASSAULT SYSTÈMES FULL V6 PLM TO IMPROVE THE COMPANY’S PRODUCTIVITY
Renault and Dassault Systèmes pioneer ground-breaking approach: Global online Collaboration to boost Innovation. Renault has selected Dassault Systèmes’ V6 PLM (Product Lifecycle Management) as its new global product development solution, in order to improve productivity.
Renault has already started to implement the ENOVIA V6 based collaborative platform and CATIA V6, and will rapidly move to the full DS V6 portfolio to enable the company and its suppliers to collaborate on the creation of new product designs in real time.
Renault will deploy V6 PLM in all geographies and throughout all brands. The online access to the digital mock-up (DMU) will lead to a simplification of the collaboration between engineering sites. This use of a unique, collaborative interface for all developers worldwide supports simultaneous product/process engineering to get it ‘right the first time’.
https://www.cadcam-group.eu/blog/renault--press-release
Renault Samsung ranks high in productivity in Harbour Report
By Shim Woo-hyunPublished : Nov 28, 2017
http://www.koreaherald.com/view.php?ud=20171128000911
https://www.fleetnews.co.uk/news/2002/7/16/renault-has-biggest-number-of-productive-plants/11877/
Nissan
BBC Video on Lean in Nissan - for Students
https://www.bbc.co.uk/teach/class-clips-video/business-ks4-gcse-steph-mcgovern/zdp6gwx
Ryan McDaniel
Director, Manufacturing Strategy & Planning Office at Nissan North America
United States
https://www.linkedin.com/in/ryan-mcdaniel-74b77012/
Industrial engineers are employed and productivity improvement and cost reduction are practiced in many companies using Industrial engineering philosophy, principles, methods, techniques and tools.
Index to Industrial Engineering Practice in Top Global Manufacturing Companies - Top 100
Online Handbook of Industrial Engineering
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