Wednesday, July 31, 2024

Energy Industrial Engineering

Industrial engineers have to step up the efforts in Energy Industrial Engineering. Energy is part of IE definition.



Energy Industrial Engineering
SAINT-GOBAIN - ENERGY SAVINGS PLAN

10/06/2022


The plan  is based on two pillars:

Continuous optimization of its production processes and the use of its buildings, to limit energy consumption and CO2 emissions,
Designing and commercializing solutions that combine both performance and sustainability for energy-efficient building renovation and light construction.


Doubling our actions for continuous improvement of our production processes  by:

improvements to production tools (e.g. work on furnace insulation; installation of more energy-efficient and/or variable-speed motors; improved metering and visualization of energy consumption, energy management system; reduction of equipment idling) and production processes (e.g. recovery of waste energy for heating or energy production),

solutions to reduce the use of natural resources, through the reuse or recycling of raw materials: the use of recycled glass - cullet - for the production of flat glass or glass wool also has the advantage of emitting less energy during melting than sand,

the development of lighter materials and products, which require less energy and fewer raw materials to manufacture.

Additional energy savings thanks to the investment of €100 million per year to reduce CO2 emissions

Saint-Gobain is earmarking a targeted investment and research and development budget of around €100 million per year until 2030 to reduce CO2 emissions and save energy, especially in the European plants.

Shifting the energy mix towards low-carbon and renewable sources
Throughout the world, the Group is accelerating the switch to green energy sources, with very concrete results in Mexico, Brazil, Poland, Spain and the United-States. In the latter, for example, the Group doubled in 2021 its share of renewable electricity in its global electricity consumption to nearly 40%.

Mobilizing all Group employees
In addition to these initiatives, the Group is mobilizing all its employees worldwide to save energy, with numerous initiatives in offices, sales outlets, logistics centers, research centers and on sustainable mobility:

Renovation of our current buildings,
Systematic installation of LEDs, presence detectors, time-based controls, daylighting,
Limiting the use of heating and air-conditioning, lowering the temperature in offices (-1.5°C at Group headquarters),
Deployment of photovoltaic solutions, in particular on plant roofs and parking lot shelters,
Reduction of business travel and development of soft mobility and carpooling.











Saint-Gobain Benchmarking Result - Energy IE Project in  gypsum board dryer process



Saint-Gobain’s  Gypsum business applies World Class Manufacturing (WCM) techniques to identify, prioritize, and implement projects in the environmental, technical reliability, safety, focused improvement, and people development fields.  Saint-Gobain stacks opportunities up against the performance of all major consumers of gas and electricity to compare them against theoretical minimums and worldwide best practices within the company. From there they can identify how they specifically improve certain processes. The project in Moundsville, West Virginia, was initiated when one of these comparisons showed more than $500,000 of excess electricity being spent on the gypsum board dryer process. Saint-Gobain knew there was a significant cost-savings to be achieved through improving the process.

HOW THEY DID IT
After a brief audit, the team saw a potential opportunity to assess the five fans serving the gypsum board dryers. These fans were already equipped with Variable Frequency Drives (VFD) to modulate the speed of the fan motors in response to differing demand conditions so if adjustments needed to be made, the team believed they could be executed quickly.

The facility was given a budget of $10,000 and 12 months to complete the work. They started by installing five thermocouples (one for each of the five fan zones) to check for drastic changes in process conditions. They purchased the thermocouples for $5,000 and five new temperature transmitters for $1,500. All installation and wiring were done in house at no additional cost and was completed by March. The working hypothesis for the test was that significant energy savings could be achieved by lowering the fan speeds without impacting the quality of the ultimate product.

SOLUTION
Once the equipment was installed, the team needed to show all of the operators how testing different fan speeds would affect the running of the equipment. Many had been operating it the same way since the plant was commissioned. To achieve these, the team held individual trainings with each operator showing them that the board quality would remain constant with no changes to operational procedure if the fans were adjusted by using specific techniques that would still allow for the test outcomes.

By the end of April, the facility had completed two trials with each operator (eight trials in total) showing that no adverse effect was present on any of their products.

At the beginning of the project, the team put the goal at 2% reduction in electrical consumption in the dryer, but by the end of the testing, they were able to exceed this. The ultimate total reduction was 3%.

With this now known, the fan speeds were reduced by up to 30% with no effect on product quality. The total electrical savings was $68,000 per year.

EXPANDING COMPANY-WIDE
Once this project was completed, the results were shared to the North American Gypsum Energy Champions, a group that works to replicate best practices for sustainability across the gypsum business, and then they were shared with all of Saint-Gobain’s North America Sustainability Champions which sees what can be done company-wide.



EcoStruxure Resource Advisor, cloud-based enterprise software that provides one view into energy and sustainability data and savings opportunities




To track consumption and spend, the company now uses EcoStruxure Resource Advisor, cloud-based enterprise software that provides one view into energy and sustainability data and savings opportunities

• Within its factories, Saint-Gobain relies on Schneider Electric's edge control and connected devices that help gather the energy data necessary to optimise and actively manage consumption.


7th Annual IEA’s Global Conference on Energy Efficiency - Video

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https://www.youtube.com/watch?v=Uq3B4tlFPCQ
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10 June 2022

7th Annual IEA’s Global Conference on Energy Efficiency 

Global energy and climate leaders meeting at the IEA’s Global Conference on Energy Efficiency have agreed on actions to accelerate improvements in energy efficiency that can reduce energy bills, ease dependence on imported fuels and speed up reductions in greenhouse gas emissions.




Industrial Engineering - IIE Definition - Emphasis on Energy

"Industrial engineering is concerned with the design, improvement and installation of integrated systems of people, materials, information, equipment and energy. It draws upon specialized knowledge and skill in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design, to specify, predict, and evaluate the results to be obtained from such systems."

Energy was identified as an important resource to be specifically highlighted in the definition so that it gets adequate attention of industrial engineers. Despite the addition of the term to the definition, no focused efforts were done by IE profession and discipline to come out with any standard IE approach for increasing the energy efficiency. There is a lot of energy efficiency work being undertaken by specialists in this field but IE departments in companies have not reported their embracing this activity and providing the benefit to their organizations.

John Preston, ( Corporate Industrial Engineer, Dura Automotive Systems in Rochester Hills, Mich. and president of IIE’s Greater Detroit Chapter ) authored a paper on energy efficiency studies, "Energizing continuous improvement," and it was published in Industrial Engineer (IIE Magazine), July 2011.

The ideas presented in the paper could give a starting point for IEs to look at their work in the field of energy industrial engineering.
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It is common for management to think that energy costs are fixed. Managers surmise that their operations will incur similar utility charges each month regardless of any actions taken to reduce expenses.

Energy cost analysis

But energy bills are visible and clear. They are simple measures. They show how much energy the facility used, and when it was  incurred. They can be compared to other monthly figures such as total direct labor hours or sales. Facilities or units that do not manage their energy costs will have similar monthly utility usage over time, even with variation in monthly sales or labor hours. The facilities that lack correlation between these figures are more than likely those with the most opportunities to reduce utility and other major expenses. Hence, industrial engineers can locate units that offer scope for energy efficiency improvement.

This data is readily available. Accounting  departments typically store well-organized utility bills for four or five years. Accounting department also can assist by providing sales, labor hours or other figures to be used for comparison. It takes little time to create trend charts of these records.

Once the data is collected simple linear regression is to used in the analysis.  Most of the projects identified in operations that previously had no energy management program have payback periods of less than one year. In operations with significant opportunities, excellent projects exist that will have payback periods of less than a month. Most importantly, the resulting utility bills with decreased costs quickly demonstrate the benefit of these projects.

Getting started - More Concrete Steps

The first step is identifying the facility that has the most opportunity. Collect each facility’s utility bills for the last 12 months. Using simple linear regression, compare the monthly electricity bills to monthly sales or another common measure, such as labor hours. The facility with the lowest R² probably has the most opportunity to reduce energy costs. The closer R² is to one  (1 ), the more likely the plant’s monthly sales are related to electricity costs and can be predicted by the model. As R² gets closer to zero (say up to 0.5), it’s less likely that sales correlate to energy costs, meaning the model cannot predict future outcomes.

Next is conducting an analysis of the chosen site to determine if the targeted facility effectively manages its energy costs. Investigate if and how the facility tracks its energy costs and usage over time. Note who in the organization has the data and how it is used. Ask the maintenance or engineering manager if they know which equipment or building uses the most energy and when the energy is used. Ask them if projects have been completed or planned to be completed that reduce energy costs. If there is little evidence of measurement, analysis or improvement, it is likely that there are significant opportunities to reduce energy costs.

Energy Audit

The targeted facility needs to have an energy audit performed. The energy audit will show what is using the most energy and when it is used. The energy audit of the targeted facility needs to be performed by an individual or group who have experience in that facility’s industry. Industrial engineers can take the services of  certified energy managers who  will have the capabilities and equipment to perform the needed analysis. The audit needs to yield quantitative data that provide direction toward the most wasteful forms of energy use within the facility. The analysis will provide hard evidence and improvement ideas to eliminate the wastes.

Using the results of the energy audit and its recommendations, develop and implement a project that reduces energy waste without much investment. Popular quick payback projects include installing high-efficiency lighting, developing shutdown procedures and investing in auto-off controls. These kinds of projects carry little risk. They are inexpensive and significantly reduce electricity bills. After the project is completed, develop a presentation that documents the project’s success.

Shutdown procedures

A good initial project could focus on shutdown procedures. One factory that left on its equipment when production was not running developed basic shutdown procedures. These procedures included who was responsible for turning off equipment, how to turn off the equipment and what equipment was to be left on. The changes reduced the factory’s electricity bill by 12 percent, which saved the company approximately $60,000 per year.

Build and sustain the momentum from the success of your first project. The momentum can be used to  replicate the project at other facilities within the organization. If the first project was well-documented, it will not take significant effort to convince other facilities of the project’s worth.
Automatic Shutoff Controls

A good follow-up to shutdown procedures would be to analyze the efficacy of automatic shutoff controls. In one example, a large automotive factory left its stamping presses running continuously, even when production was not scheduled. The project led to the purchase of 86 programmable logic controllers, which were installed on the presses. These devices automatically shut down equipment after the machines have been idle for a period of time. The devices cost the company about $20,000, but they saved the business at least $260,000 per year in electricity. This project reduced the factory’s electrical usage by 5 percent.

Lighting Upgrade

A lighting upgrade is a more expensive project that also can yield positive results. One factory used inefficient metal halide high-intensity discharge (HID) fixtures and bulbs to light its floor space. The factory removed the HID fixtures and replaced them with high-efficiency T8 fluorescent lamps. The cost to purchase and install the new fixtures was about $55,000 after rebates. The project saved the company roughly $90,000 per year in electricity and bulbs.

Roadblocks to success

Energy cost reduction have not received high priority in many organizations. So Industrial engineers have to take some precautions in proposing projects.

Ensure the direction from the energy audit. The energy audit needs to provide clear direction. The audit has to document the source of and solutions to the facility’s energy waste. The audit needs to include interval trend data on the largest users of energy. Interval trend data will provide clear evidence of the energy use and waste. Without interval trend data, the results of the audit will not offer the quantitative proof necessary to request capital funding for improvements.

Ensure capable resources. In these situations, the opportunities to reduce costs need to be well-documented and escalated to decision makers so that for quick ROI projects, upper management sanctions seeking  resources external to the facility.
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John Preston provided a beginner's guide for energy industrial engineering. Make a regression between utility bills and sales. Employ and conduct an energy audit. Take up some low cost projects like shutdown procedures, automatic shutoff systems and lighting improvement. Then develop further expertise in energy efficiency improvement,
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2022

Indianapolis-based Energy Systems Network has launched  'a first-of-its-kind statewide program' in partnership with the Emerging Manufacturing Collaboration Center. Energy INsights aims to help manufacturers use artificial intelligence and data science to reduce energy costs.
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Energy Efficiency of Manufacturing Processes and Systems

Konstantinos Salonitis
MDPI, 09-Nov-2020 - Technology & Engineering - 224 pages
This Special Issue addresses the important issue of the energy efficiency of both manufacturing processes and systems. Manufacturing is responsible for one-third of global energy consumption and CO2 emissions. Thus, improving the energy efficiency of production has been the focus of research in recent years. Energy efficiency has begun to be considered as one of the key decision-making attributes for manufacturing. This book includes recent studies on methods for the measurement of energy efficiency, tools and techniques for the analysis and development of improvements with regards to energy consumption, modeling and simulation of energy efficiency, and the integration of green and lean manufacturing. This book presents a breadth of relevant information, material, and knowledge to support research, policy-making, practices, and experience transferability to address the issues of energy efficiency.


Analysis of Energy Efficiency of Industrial Processes

Vladimir S. Stepanov
Springer Science & Business Media, 06-Dec-2012

Related Blog Posts by Me in This Blog


Energy Efficiency Conference - ECEEE

Energy Efficiency and Productivity - International Events and Examples

Industrial Engineering in Electical Engineering

Cost Reduction Opportunities in Power Plants and Distribution Systems

Economic Analysis - Clean Energy Investment Proposals

Energy Productivity - Efficiency Improvement

Energy Industrial Engineering

National Energy Conservation Day



Energy Industrial Engineering Consultants



Hemant Diddee
 
Energy & Productivity Optimisation with non-invasive IOT, Embedded Dataloggers, Simulation, AI, Energy Auditor

HETA Datain
Nagpur, Maharashtra, India

Productivity and Energy Optimisation of Industry and Institutions using non-invasive IOT, Embedded Datalogger, Cloud Computing, Real Time Monitoring and Alerts, Simulation, and Off-site data analysis using Artificial Intelligence by Energy Auditors

Related Web Pages

Electrical Systems / Energy Management
Why are so few organizations investing in systematic energy productivity planning?
Energy Expert Peter Garforth explores the "We tried that 20 years ago and it didn't work..." syndrome.
By Peter Garforth
Apr 05, 2010

Industrial energy efficiency 1993 study
Science and Engineering Solutions for Energy Efficiency
http://www.ornl.gov/sci/ees/itp/documents/ITPEnergyAppsdisplay.pdf


Related blog posts by me

Energy Productivity - Efficiency Improvement
http://nraoiekc.blogspot.com/2012/09/energy-productivity-improvement.html

Energy Use Efficiency - IE for Energy Resource
http://nraoiekc.blogspot.com/2012/04/energy-use-efficiency-ie-for-energy.html

Energy Efficiency - An International Movement - Are IEs Participating?
http://nraoiekc.blogspot.com/2012/02/energy-efficiency-international.html

NATIONAL ENERGY CONSERVATION DAY - INDIA - 14 DECEMBER
http://nraoiekc.blogspot.com/2012/02/national-energy-conservation-day-india.html


Ud 28.7.2024,  30.8.2021,  25.8.2022,  8.7.2022,    27.2.2022,  4.9.2021
26.11.2014
Pub  January 2012
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Machining Time Reduction - Machining Cost Reduction - Industrial Engineering of Machining Operations






IE Research by Taylor - Productivity of Machining  - Part 1 - Part 2  - Part 3  - Part 4 - Part 5 


Machining Time Reduction - Machining Cost Reduction - Machine Productivity Improvement - Taylor - Narayana Rao


Taylor - Narayana Rao Principles of Industrial Engineering


Productivity Improvement Through Machining Time Reduction and Machining Cost Reduction - Important Industrial Engineering Task. 

Process improvement - What is machine time reduction? Man time reduction? Material usage reduction? Energy reduction? Information cost reduction?
 




The first president of ASME in his inaugural presidential address exhorted mechanical engineers to attention to the cost of reduction of machines and items produced through mechanical engineering design and production processes like cars.

The genius in F.W. Taylor resulted in proposing productivity improvement through machining time reduction (machine time reduction) and man time reduction as the core activity which will give cost reduction and income increase (to both employees and companies, this labor and capital).

Machining time reduction can be achieved by improving each of the elements that are used in machining. Taylor investigated each machine element - machine tools for power and rigidity, tool materials and tool geometry, work holding, use of coolant, cutting parameters (cutting speed, feed, depth of cut) and developed data and science for each element and increased productivity of machining. The framework laid by Taylor is followed even today and productivity improvement of machining is occurring.

TAYLOR (1906) - ELEMENTS AFFECTING CUTTING SPEED OF TOOLS IN THE ORDER OF THEIR RELATIVE IMPORTANCE 

278 The cutting speed of a tool is directly dependent upon the following elements. The order in which the elements are given indicates their relative effect in modifying the cutting speed, and in order to compare them, we have written in each case figures which represent, broadly speaking, the ratio between the lower and higher limits of speed as affected by each element. These limits will be met with daily in machine shop practice. 

279 (A) The quality of the metal which is to be cut; i.e., its hardness or other qualities which affect the cutting speed.

Proportion is as 1 in the case of semi-hardened steel or chilled iron to 100 in the case of very soft low carbon steel. 

280 (B) The chemical composition of the steel from which the cutting tool is made, and the heat treatment of the tool.

Proportion is as 1 in tools made from tempered carbon steel to 7 in the best high speed tools. 

281 (C) The thickness of the shaving; or, the thickness of the spiral strip or band of metal which is to be removed by the tool, measured while the metal retains its original density; not the thickness of the actual shaving, the metal of which has become partly disintegrated.

Proportion is as 1 with thickness of shaving 3/16 of an inch to 3.5 with thickness of shaving 1/64 of an inch.  

282 (D) The shape or contour of the cutting edge of the tool, chiefly because of the effect which it has upon the thickness of the shaving.

Proportion is as  1 in a thread tool to 6 in a broad nosed cutting tool. , 

283 (E) Whether a copious stream of water or other cooling medium is used on the tool.

Proportion is as 1 for tool running dry to 1.41 for tool cooled by a copious stream of water. 

284 (F) The depth of the cut; or, one-half of the amount by which the forging or casting is being reduced in diameter in turning.

Proportion is as 1 with 1/2 inch depth of cut to 1.36 with 1/8 inch depth of cut. 

285 (G) The duration of the cut; i. c., the time which a tool must last under pressure of the shaving without being reground.

Proportion is as 1 when tool is to be ground every 1.5 hour to 1.207 when tool is to be ground every 20 minutes.

286 (H) The lip and clearance angles of the tool.

Proportion is as 1 with lip angle of 68 degrees to 1.023 with lip angle of 61 degrees. 

287 (J) The elasticity of the work and of the tool on account of producing chatter.

Proportion is as 1 with tool chattering to 1.15 with tool running smoothly. 

288 A brief recapitulation of these elements is as follows: 
(A) quality of metal to be cut: 1 to 100; 
(B) chemical composition of tool steel: 1 to 7;
 (C) thickness of shaving: 1 to 3.5; 
(D) shape or contour of cutting edge: 1 to 6; 
(E) copious stream of water on the tool: 1 to 1.41; 
(F) depth of cut: 1 with 1/2 inch depth to 1.36 with 1/8 inch depth of cut; 
(G) duration of cut: 1 with 1.5 hour cut to 1.20 with 20-minute cut; 
(H) lip and clearance angles: 1 with lip angle 68 degrees to 1.023 with lip angle of 61 degrees; 
(J) elasticity of the work and of the tool: 1 with tool chattering to 1.15, with tool running smoothly.


Taylor's machining time reduction is given the name "Time Study." Time study became a principal technique of Industrial Engineering. But in the evolution of the discipline and profession, overtime, the s focus on study of man's work increased and time study became a subject or method that develops the standard time prescription for the method developed using method study. Method study also focused on manual work only primarily. A subject named "Work Study," a combination of method study and time study or work measurement became popular. Machine work based industrial engineering slow disappeared from industrial engineering. Professor Narayana Rao, brought the focus on machine back in industrial engineering by proposing "machine work study" as an important area in productivity improvement and industrial engineering. Machine based industrial engineering is part of Toyota Production System and was described by Shigeo Shingo in his book. Jidoka, a pillar of TPS, also is interpreted as machines that do not produce waste which indicates machine based productivity improvement. Machine work study involves evaluating each element of machine work with the current possible best practice, improving it appropriately and integrating all the elements to give the highest productivity, lower cost or lowest time. Element level improvement and integrating elements to get the best system improvement has to occur one after another in industrial engineering. Element level thinking and holistic thinking both have to take place in productivity improvement.

To do machine work study, industrial engineers required the basic knowledge and awareness of periodic developments in machine tool and cutting tool engineering and process planning. Productivity science discovers and codifies variables that have an effect on productivity. Industrial engineers have to combine productivity science with knowledge of machine tools and process planning to do productivity engineering.

Taylor's Contribution to Machining Time Reduction and Machining Science/Productivity Science

The first scientific studies of metal cutting were power requirements for various operations so that steam engines of appropriate size could be selected for tools. A number of researchers constructed crude dynamometers and conducted systematic experiments to measure cutting forces. The best known was E. Hartig, whose 1873 book  was a standard reference on the subject for many years. Development of more advanced dynamometers occupied researchers after Hartig's book was published. In addition, several studies of the mechanism of chip formation were carried out, most notably by Time, Tresca, and Mallock. By carefully examining chips, these researchers recognized that chip formation was a shearing process.

In 1868 Robert Mushet, an English steel maker, developed an improved tool steel. It was a Tungsten alloy which proved to be self hardening. Mushet  took extraordinary measures to prevent the theft of his recipe and the process he used is unknown to this day. The  material was  superior to carbon steel for cutting tools and was widely used in both Europe and America.

The great historical figure in the field of metal cutting, Frederick W. Taylor, was active at the end of the nineteenth century. Taylor became more famous as the founder of scientific management, and many books on scientific management do not mention his work in metal cutting. The metal cutting work, however, was crucial to the implementation of his productivity engineering and management theories. Books on machining still mention Taylor and his contribution to metal cutting theory.

As foreman of the machine shop, Taylor felt that shop productivity could be greatly increased if  a quantitative understanding of the relation between speeds, feeds, tool geometries, and machining performance can be established and the right combination of cutting parameters are specified by managers and used by machinists. Taylor embarked on a series of methodical experiments to gather the data  necessary to develop this understanding. The experiments continued over a number of years at Midvale and the nearby Bethlehem Steel Works, where he worked jointly with metallurgist Maunsel White. As a result of these experiments, Taylor was able to increase machine shop productivity at Midvale by hundred percent even though in certain individual jobs and machines, productivity increases was as much as a factor of five.  One of Taylor's important practical contributions was his invention of high speed steel, a cutting tool material. The material permitted doubling of cutting speed, which in turn permitted doubling spindle speed for the same diameter of the work and thereby increase in feed which reduced machining time.

Taylor also established that the power required to feed the tool could equal the power required to drive the spindle, especially when worn tools were used. Machine tools of the day were underpowered in the feed direction, and he had to modify all the machines at the Midvale plant to eliminate this flaw. He also demonstrated the value of coolants in metal cutting and fitted his machines with recirculating fluid systems fed from a central pump. Finally, he developed a special slide rule for determining feeds and speeds for various materials.

Taylor summarized his research results in the landmark paper On the Art of Cutting Metals, which was  published in the ASME Transactions in 1907. The results were based on 50,000 cutting tests conducted over a period of 26 years. Taylor's also indicated the  importance of tool temperatures in tool life and developed the famous tool life equation.  His writings clearly indicate that he was most interested in efficiency and economy in his experiments and writings.

Machine tools built after 1900 utilized Taylor's discoveries and inventions. They were designed to run at much higher speeds to take advantage of high speed steel tools. This required the use hardened steel gears, improved bearings and improved bearing lubrication systems. They were fitted with more powerful motors and feed drives and with recirculating coolant systems.

The automotive industry had become the largest market for machine tools by World War I and it has consequently had a great influence on machine tool design. Due to accuracy requirements grinding machines were particularly critical, and a number of specialized machines were developed for specific operations. Engine manufacture also required rapid production of flat surfaces, leading to the development of flat milling and broaching machines in place of  shapers and planers. The development of the automobile also greatly improved gear design and manufacture, and machine tools were soon fitted with quick-change gearing systems.  The automotive industry also encouraged the development of dedicated or single purpose tools. Early examples included crankshaft grinding machines and large gear cutting machines. It led to the development of transfer machine. An in-line transfer machine typically consists of roughly thirty highly specialized tools (or stations) connected by an automated materials handling system for moving parts between stations. The first was  built at Henry Ford's Model T plant in Detroit. . Transfer machines required  very large capital investments but the cost per piece was  lower than for general purpose machines for the  production volumes of  hundreds of thousands required in auto industry.

In the 1930's a German company introduced sintered tungsten carbide cutting tools, first in brazed form and later as a detachable insert. This material is superior to high speed steel for general purpose machining and has become the industry standard.

A great deal of research in metal cutting has been conducted since 1900. A bibliography of work published prior to 1943 was compiled by Boston,  Shaw and King.   The shear plane theory of metal cutting was developed by Ernst and Merchant  and provided a physical understanding of cutting processes which was at least qualitatively accurate for many conditions. Trigger and Chao  and Loewen and Shaw  developed accurate steady-state models for cutting temperatures. A number of researchers studied the dynamic stability of machine tools, which had become an issue as cutting speeds had increased. This resulted in the development of a fairly complete linear theory of machine tool vibrations. Research in all of these areas continues to this day, particularly numerical analysis work made possible by advances in computing. All these discoveries and their implementation in machine tools gives higher productivity in machining.

 One of the most important innovations in machine tools was the introduction of numerical control. Today CNC machine tools are the most used ones.

New tool materials were invented. A variety of ceramics are currently used for cutting tools, especially for hardened or difficult-to-machine work materials.  Ceramic and diamond tools have replaced carbides in a number of high volume applications, especially in the automotive industry.  Carbides (often coated with ceramic layers) have remained the tool of choice for general purpose machining. There has been a proliferation of grades and coatings available for all materials, with each grade containing additives to increase chemical stability in a relatively narrow range of operating conditions. For many work materials cutting speeds are currently limited by spindle and material handling limitations rather than tool material considerations. Dozens of insert shapes with hundreds of integral chip breaking patterns are available now.


Chapter 13. Machining Economics and Optimization 

in Metal Cutting Theory and Practice - Stephenson - Agapiou, 2nd Edition
Economic Considerations are important in designing the  machining process of a component. Each operation done on a machine involved number of decisions. There is more than one approach for doing an operation and each approach will have as associated machining time, part quality and cost of machining. An effective and efficient methodology is to be employed to attain the specified quality of the operation with the least cost.

 The machining cost of an operation on a component is made of several components. They include machine cost, tool cost, tool change cost (includes set up), handling cost, coolant cost etc. Some of these costs  vary significantly with the cutting speed is different directions. At a certain cutting speed we get the minimum cost and at certain other cutting speed we get the least machining time. There is a need to calculate these minimum point cutting speeds for each work material, tool material and machine tool combinations. F.W. Taylor developed slide rules for this purpose. Now those slide rules are not in place, but machining handbooks and machine tool/cutting tool manufacturers provide guidance. Process planners and industrial engineers need to do the required calculations depending on the trial production within their plans.

 Time Estimates Required

 Total Production Time for an Operation, TTO =
Tm + (Tm/Tl)Tlul + Tcs + Te + Tr + Tp + Ta + Td + Tx)

Where

TTO = Total Production Time for an Operation
Tm = Cutting time
Tl = Tool life
Tlul = Tool unloading and time
Tcs = Tool interchange time
Te = Magazine travelling time
Tr = Approach time
Tp = Table index time
Ta = Acceleration time
Td = Deceleration time
Tx = Tool rapid travel time

Time study used for machine work study has to determine these time times from formulas as well as time study observations for the existing way and proposed way to validate the time reduced by the operation analysis based on operation study and time data.

Constraints for Minimizing the Machining Time - Cost

Allowable maximum cutting force, cutting temperature, depth of cut, spindle speed, feed, machine power, vibration and chatter limits, and party quality requirement.



Industrial engineers must have knowledge of maximum permissible depth of cut. feed and cutting speed.

Industrial engineers have to monitor research and continuously update their understanding of limit to the constraints. Developments in engineering and industrial engineering keep increasing the quantity of limits in favor of more productivity.


The cutting parameters of various work materials will be covered in  Machinability of Metals - Machine Work Study Topic


Related Articles

Machining Operation Analysis and Improvement - Bibliography

Developments in Manufacturing Processes for Operation Analysis - Value Engineering - Product/Process Industrial Engineering

Manufacturing Processes - Book Information and Important Points - Under Collection

Updated on 31 July 2024,  30 July 2021,  2 April 2020
26 March 2020
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Toyota Way - Become Better and Better - Better Design and Further Industrial Engineering Changes

Information for IE - Case 60 - Industrial Engineering ONLINE Course.


Toyota welcomes industrial engineering. Continuous improvement after a design is put into production through total industrial engineering.

What is total industrial engineering?

Science + Common Sense

Experiment + Experience

Topline + Frontline Employees

Toyota Way is Improving Jidoka (Process Improvement) and JIT (Elimination of Delays and Improvement of Flow). The way is implemented in Toyota by Ohno through standardized instructions for machine and manual processes and material flow. Standardized, written instructions is the procedure developed by F.W. Taylor. Improvement of processes through development of productivity science is also advocated by F.W. Taylor. What Ohno did in addition, was the insistence on continuous improvement of the process. The process improvement team was expanded by Ohno. The engineer and the foremen were given the responsibility of improving the process every month in addition to maintaining material flow and completion of jobs following the existing process. Taylor also advocated that managers have to develop science of work. It is Ohno who could successfully implement the two ideas of Taylor, elementary rate fixing or industrial engineering and involvement of managers in improving processes and productivity.


Taiichi  Ohno on  Toyota Way


Taiichi Ohno repeats what Taylor said. Improve every element of an operation/process.


Improve machining processes,  install autonomous systems, improve tools,  rearrange machines,  improve  transportation methods. Examine available resources and  the materials at hand for manufacturing. optimize their use.

Prevent the recurrence of defective products, operational mistakes, and accidents, and by incorporate  workers' ideas."  


Toyota Industrial Engineering that is Ohno's Industrial Engineering is improving every element of the process and reducing every delay, defect and machine breakdown (Naryana Rao)


Toyota style Industrial Engineering - 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)

Source: Taiichi Ohno, Toyota Production System: Beyond Large Scale Production, pp. 21-22.




Toyota's Engineering Excellence - Product Design Excellence + Process Design Excellence + Shop Floor Data Based Improvement of Product and Process (Industrial Engineering)

Toyota Motors - Industrial Engineering Activities 


Toyota Motors is the pioneer in JIT. Just in Time production that eliminates long term storage and short term delays in flow.

Toyota Motors enriched industrial engineering immensely. ASME standardized the process flow chart with two categories focusing on temporary delays on the shop floor and storage in stores or warehouses. It is the Toyota executives who reasoned that these two stages are costing money, but not adding any special value to the transformation of input materials into required product. They focused on this aspect to develop a flow production system that does not require inventory in the store or on the shop floor. Their quest led them to make improvements in the basic transformation operation/process, inspection operation, and material handling/transport operation. The improvements made to these three steps in process flow chart gave a competitive edge to Japanese production systems and they are appreciated with the term "World Class Manufacturing."

Toyota reports its cost improvement activities in its annual reports and investor presentations. Shigeo Shingo explained the role of industrial engineering in Toyota Motors and Toyota Production System in a book.

Industrial engineering is profit engineering - Taiichi Ohno


Development of Toyota’s unique IE-based kaizen method (T. Ohno, Toyota Production System, p. 71):

“IE [industrial engineering] is a system and the Toyota production system may be regarded as Toyota-style IE… Unless IE results in cost reductions and profit increases, I think it is meaningless.”

WHY TOYOTA KEEPS GETTING BETTER AND BETTER AND BETTER 

Success never gets in the way of constant improvement. 


Here's how the world's best automaker works harder than ever to avoid ''large-corporation disease.''
(FORTUNE Magazine)
By Alex Taylor III REPORTER ASSOCIATES Mark D. Fefer, Rick Tetzeli, Tricia Welsh, and Wilton Woods
November 19, 1990 (FORTUNE Magazine) –


Kaizen is a slogan all around in Toyota City.  It can be explained as  ''continuous improvement'' in Japanese.

Toyota keeps doing lots of little things better and better. It has to philosophy take enough tiny steps and pretty soon you outdistance the competition (FW. Taylor's element level improvement).  Toyota has grabbed a crushing 43% share of car sales in Japan. In the just-ended 1990 model year, it sold more than one million cars and trucks in the U.S. for the first time becoming No. 4.  

The company simply is tops in quality, productivity, and efficiency. From its factories pour a wide range of cars, built with unequaled precision. Toyota turns out luxury sedans with Mercedes-like quality using one-sixth the labor Mercedes does.

The company originated just-in-time mass production and remains its leading practitioner.  And it keeps getting better. They say their  current success gives them the confidence and  best reason to change things for better.'

Extensive interviews with Toyota executives in the U.S. and Japan demonstrate the company's total dedication to continuous improvement. 

The $44,700 Lexus LS400 has become the first Japanese car to show that prestige doesn't have to wear a German or British nameplate. After only 14 months on the market, it outsells competing models from Mercedes-Benz, BMW, and Jaguar in the U.S. Japanese buyers have to wait a year to park one in the driveway. 

We wanted to recertify that customer satisfaction is our first priority.'' Globalization is a close second.  It is well on its way to its goal of six million cars and trucks a year by 1995. Global expansion and waves of new models haven't dented Toyota's profitability. It made a net profit of 4.7% on sales of $64.5 billion in fiscal 1990, which ended June 30. Toyota enjoys the highest operating margin in the world auto industry.

Toyota spends about 5% of sales on R&D, a slightly higher percentage than GM or Ford. 
Toyota builds its entire production process around just-in-time. It aims to manufacture only what is needed, when it is needed, and in the quantity needed. That leads to savings all along the line. The factory can balance production and stay in touch with shifting demand; the dealer keeps almost no inventory. Under Toyota's management, just-in-time has produced remarkable results. The company makes 59 passenger-car models from 22 basic designs. Ford, which sells about a third more cars, produces only 46 passenger-car models.

Using data collected by the International Motor Vehicle Program at MIT, professor Michael Cusumano estimates that Toyota needs only 13 man-hours to assemble a car in its best plant, vs. 19 to 22 hours for Honda and Nissan. Ford performs about as well as Honda and Nissan; GM lags behind. 

But Ohno spent 20 years perfecting it. Toyota's system is fed by a network of suppliers who also got education and training in Toyota methods of production and waste elimination using JIT production. The suppliers also perform more R&D than American ones.

Toyota's has 91,790 employees vs. 766,000 at GM. To feed its superb production system, Toyota reorganized product development in February. A council headed by Toyoda took over long-range product strategy. It is committed to more personalization with the statement ''In the 21st century, you personalize things more to make them more reflective of individual needs.'' The winners will be those who target narrow customer niches most successfully with specific models.

It is not only Industrial Engineering - Continuous Improvement - Design Excellence Also

To design each model,  Toyota employs a chief engineer with  broad responsibilities: He has charge of everything associated with the development of a car. First he determines its physical dimensions and suitability for its potential market, then how it will be made and who the suppliers will be. He meets and talks frequently with car buyers.  Besides getting the cars out, the chief engineer has to stay on top of social, political, and environmental trends and create a concept of the car that is in line with the trends. Toyota is grappling with issues that will affect future models, including fuel economy, alternative fuels, exhaust emissions, recyclability, highway congestion, and safety -- both active (antilock brakes, traction control) and passive (air bags, reinforced bumpers). 


Toyota can get its advanced engineering and design done sooner,  Product and manufacturing engineers are under the chief engineer who is concerned with managing both. So factory machinery gets developed in tandem with prototype testing. Typically prototype testing leads to changes in the car that require alterations in the assembly line. Since Toyota completes the two processes simultaneously, no last-minute changes stall the production plan. The Toyota system also drives down factory tooling costs. Tools and machinery can account for about three- quarters of the $1-billion-plus required to design a new model and ready a plant to build it. Custom-designed dies that punch out each piece of frame and sheet metal, and the big stamping presses that hold them cost a significant sum.

A researcher  estimates that Toyota designs and manufactures dies and presses for one-half to two-thirds less than the Big Three. They make 35% fewer strokes of the stamping press.  Fewer strokes mean lighter, less expensive dies, lower operating costs, shorter shutdowns, and reduced maintenance. Toyota parts are held  in the fixtures and require no force from the welding guns.'' It has automated the die manufacturing process. Computers drive numerically controlled machining tools that cut dies faster and more accurately than mechanical methods can. Giant cranes carry die castings to the machining tools and retrieve the finished dies. The whole system can run for ten days without human intervention: 

Quality is defined not as zero defects but, as another Toyota slogan has it, ''building the very best and giving the customer what he wants.'' Each worker serves as the customer for the process just before his, he becomes a quality-control inspector. If a piece isn't installed properly when it reaches him, he won't accept it. 

In quality circles, workers discuss ways to improve their tasks. The company is working to eliminate what it calls the three D's: the dangerous, dirty, and demanding aspects of factory work.

To reduce overtime, Toyota is investing heavily in automation. Capital spending will rise 39% to nearly $4.2 billion for the current fiscal year In final assembly, where the car body is fitted with its engine, transmission, electronics, and trim, Toyota has added robots that apply adhesive to the windshields and drop spare tires into trunks. Still, only 5% of the assembly line jobs are automated, vs. 30% at some Volkswagen and Fiat plants in Europe (which has long experience with labor shortages). White-collar workers,  also get a dose of training and job enrichment. ' A nine-month training regimen for new white-collar workers provides plenty of opportunity to imprint the company culture. College graduates embarking on a Toyota career spend four weeks working in a factory and three months selling cars. They get lectures from top management and instruction in problem solving. Their supervisors make them keep reworking solutions until they produce one that's suitable.

Until recently Toyota executives in USA found it hard to leave the supportive network of suppliers and well-established manufacturing practices of Toyota City. But now, american suppliers are being developed. Just-in-time was redefined from several hours to 3 1/2 days, but the discipline of the system was maintained.  Several hundred American supervisors went to Japan for training. The plant abounds with imported techniques, among them big electrical signs called andon boards that track daily production, signal overtime requirements, and identify trouble spots along the line.  Quality is high at Georgetown, Kentucky plant but productivity runs about 10% below Japanese levels. The company is also doubling the size of its California design center.

This local production is extended to many countries. This fall it started casting cylinder blocks in Indonesia, and it will soon begin making other parts in Thailand, Malaysia, and the Philippines. For now the parts are being shipped back to Japan, but eventually they will be assembled into cars at a more central location. Labor costs in Asia's less developed countries are one-third to one-fifth of Japan's, but workers require more intensive training and factories run more slowly. By 2000, Toyota expects to be operating one or two assembly plants in the region and selling one million cars and trucks annually in a 3.5 million vehicle market. Southeast Asia is a paradigm for how Toyota would like to operate in the future -- buying parts, building cars, and selling them around the world regardless of national boundaries.


Toyota has a plan for globalization.  It has five steps. Toyota is on the cusp of step four, which calls for turning overseas operations over to local managers. In the final stage, perhaps in 20 years, the company ''optimizes its operations by planning and managing all of them from a global perspective,'' Toyoda says. That would mean turning the world into a giant Toyota City with operations wherever they make economic sense. To pull that off,  Thanks to kaizen and kanban, continuous improvement and just-in-time, Toyota's lead over the competition -- American, European, and Japanese -- keeps growing and growing and growing.

Long No. 3 among the world's automakers, Toyota could go ahead of Ford in cars in 1993. It pumps out new models faster than anyone and keeps quality high, with fewer defects than any other manufacturer.

https://money.cnn.com/magazines/fortune/fortune_archive/1990/11/19/74363/index.htm


Updated 31 July 2024,  30 July 2021
Pub 16 July 2021
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Tuesday, July 30, 2024

Study - Reference Material for IIIE Industrial Engineering Course, India

I genuinely believe Industrial Engineering is a useful idea and subject. Continuous improvement of engineering systems based on productivity science and developments in engineering is possible, value adding and it needs to be done. - K.V.S.S. Narayana Rao




Industrial Engineering ONLINE Course


Course Modules

Introduction to IE
Industrial Engineering - Concepts - Historical Evolution

Process Industrial Engineering

Knowledge Prerequisite for Process Industrial Engineering

Introduction
Productivity Science - Research of F.W. Taylor
Productivity Science of Machining - Current State of the Knowledge
Process Planning

Process Industrial Engineering - Procedure

Material transformation
Inspection
Material Handling
Information
Temporary Shop Floor Delays (Waiting period on shop floor)
Formal Accounted Storage (Waiting period in stores)




Skyline Studys iiie Study Materials



Study materials of all subjects in Preliminary, Section A and Section B (Compulsory). 

The specific subjects list given below.


Preliminary section

Business Communication
Elements of Industrial Engineering
Mathematics for Engineers
Computers and Information Technology
Materials Science 

Section A

Probality and Statistical Methods
Operation Research
Finacial Accounting and Costing
Priciples and Practices of Management
Work System Design
Manufacturing Technology
Systems Approach
Economics and Indian Economic Environment

Section B(Compulsary Subjects)

Facilities Planning and Management
Supply Chain and Logistic Management
Production and Operation Management
Total Quality Management




Rajeswari Venkatesh  
Faculty for mechanical softwares at SSI CAD CAM mechanical software training
Coimbatore, Tamil Nadu, India 
Project guidance for IIIE
Final year project guidance for IIIE (Indian Institute of Industrial Engineering) students
Jun 2015 – Present
Location: Vilankurichi, Hopecollege 







Industrial Engineering ONLINE Course



Principles of Industrial Engineering - Taylor - Narayana Rao

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Syllabus IIIE


http://www.iiie-india.com/IIIE/syllabus.php





Elements of Industrial Engineering

A. Introduction:  Resources for Business, Goals of Business, Types of Waste like information, motion, man, equipments, money, energy etc., Need of optimization of resources.

B. Introduction, Evolution of Industrial Engineering, Industrial Engineering Functions, Role of Industrial Engineer, Qualities of Successful Industrial Engineer

Useful Material for Understanding Topics in IIIE Syllabus



B. Introduction, Evolution of Industrial Engineering, Industrial Engineering Functions, Role of Industrial Engineer, Qualities of Successful Industrial Engineer




C. Concepts of Productivity, Types of Productivity


“Productivity science is scientific effort, that in any specific work situation, identifies the appropriate philosophy, culture, systems, processes, technology, methods and human physical action and behavior and elements of each of them of that will maximize positive (social, environmental and economic) outcomes relative to the resources consumed.” - Narayana Rao (IISE 2020 Annual Conference Proceedings)

Frameworks for Productivity Science of Machine Effort and Human Effort

Rao, Kambhampati Venkata Satya Surya Narayana. IIE Annual Conference. Proceedings; Norcross (2020): 429-434.

https://www.proquest.com/openview/5786c4e6edff56abf808b4db26f083b3/1



Work Systems Design

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B. Method Study
C. Work Measurement
a). Stop Watch Time Study
b). Activity Sampling 


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Electives


IEE 01 Innovation and Value Engineering



Group II

IEE 05 Materials Handling
IEE 06 Industrial Automation

Group III

IEE 10 Total Productivity Management and Business Process Reengineering

Group IV

IEE 16

Project Management
Industrial engineers have to manage industrial engineering projects.





Updated 30.7.2024,  21 June 2021
12 Jun 2016,  8 Oct 2012


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Sunday, July 28, 2024

Focus of Industrial Engineering



औद्योगिक इंजीनियरिंग फोकस, Enfoque de Ingeniería Técnica Industrial, التركيز في الهندسة الصناعية




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Read in Chinese,   हिंदी में पढ़ें,    Leer en español   (Read in Spanish),    قراءة في اللغة العربية  (Read in Arabic)

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Focus of Industrial Engineering is Human Efficiency and System Efficiency in the design of integrated systems.

They are Efficiency Experts and They are not Functional Designers or Experts.
The Two Important areas of IE are Human Effort Engineering and Systems Efficiency Engineering. 

 

Introduction 


Institute of Industrial Engineers, the global professional body of industrial engineers provides the following definition for their discipline. "Industrial engineering is concerned with the design, improvement, and installation of integrated systems of people, material, information, equipment, and energy. It draws upon specialized knowledge and skills in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design to specify, predict, and evaluate the results to be obtained from such systems1."


The definition does not provide the focus of industrial engineers in a quick visible way. The curriculums and text books of the discipline also do not provide its focus clearly. Due to this shortcoming, there is an identity crisis in the profession and may people with qualifications in industrial engineering join other departments where focus is more clear and shun industrial engineering as a career. Could industrial engineering discipline discover its focus?

For this endeavor one may start by examining the evolution of Industrial engineering.

Evolution of Industrial Engineering


The earliest reference to Industrial Engineering that we could trace was the address delivered by Henry R. Towne2 at the Purdue University on February 24th, 1905. According to him,” the Engineer is one who, in the world of physics and applied sciences, begets new things, or adapts old things to new and better uses; above all, one who, in that field, attains new results in the best way and at lowest cost.”

Towne explained that Industrial Engineering is the practice of one or more branches of engineering in connection with some organized establishment of a productive character, in which are conducted the operations required in the production of some article, or series of articles, of commerce or consumption.

He emphasized that an engineer who combines in one personality the two functions of technical knowledge and executive ability   has open to him unlimited opportunities in the field of industrial engineering. F.W.Taylor is hailed as the Father of Industrial engineering. He focused on improving the output from persons working in various trades. Time study was his main technique. Gilberth brought in the technique of motion study and developed the science and art of improving human efficiency at work. Harrington Emerson independently developed the ideas of efficiency of business organizations and published the book "The Twelve principles of Efficiency.3" He was one of the founding members or organizers of  "The Efficiency Society," which was started in 1912. Taylor Society and the Efficiency merged at a later point in time. Taylor's and Emerson's efforts in promoting human efficiency and system's efficiency form the back bone of the current profession of Industrial engineering. 

Lehrer's Definition

Robert N. Lehrer, Editor-in-chief of the Journal of Industrial Engineering, had proposed the following definition for industrial engineering in 1954. “Industrial engineering is the design of situations for the useful coordination of men, materials and machines in order to achieve desired results in an optimum manner. The unique characteristics of Industrial Engineering center about the consideration of the human factor as it is related to the technical aspects of a situation, and the integration of all factors that influence the overall situation.”4

The definition proposed by Lehrer brought out the importance of human factor specifically. But this definition was modified by AIIE  to broaden it to a large extent. But in that process the focus was lost. 


Interpretation of IISE Definition

"Industrial engineering is concerned with the design, improvement, and installation of integrated systems of people, material, information, equipment, and energy. It draws upon specialized knowledge and skills in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design to specify, predict, and evaluate the results to be obtained from such systems1."


What  are terms in the definition related to focus of the discipline?

Design, improvement, and installation of integrated systems of people, material, information, equipment, and energy.

To specify, predict, and evaluate the results to be obtained from such systems.

Specialized knowledge and skills in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design.


What is core knowledge of Industrial Engineering? 

Principles and methods of engineering analysis and design.  - Principles and methods of engineering.

Additional knowledge to be used along with engineering.
Specialized knowledge and skills in the mathematical, physical, and social sciences.
Knowledge useful for industrial engineering.

What are activities of Industrial Engineering? 

Design, improvement, and installation of integrated systems of people, material, information, equipment, and energy.

Installation includes production, construction, fabrication etc. engineering or engineered products and services.

What is the purpose of Industrial Engineering? 

To specify, predict, and evaluate the results to be obtained from such systems.
Add improve (improvement of results).

Industrial engineers must be able to specify the results to be obtained from systems. (Requirement)

Industrial engineers must be able to predict the results to be obtained from systems. (given the design system).


Industrial engineers must be able to evaluate predict the results to be obtained from systems in operation.

Industrial engineers must improve the results to be obtained from systems in design stage or in operating stage.

What are important result areas - Focus of Industrial Engineering?

Cost
Productivity
Time taken by machines and men
Material consumption
Energy consumption
Information

Qualtiy - It is a constraint. IE should not result in lower quality.
Reliability

Delivery - Quanity produced as per demand.

Flexiblity

Sustainability










The definition proposed by Lehrer brought out the importance of human factor specifically. But this definition was modified by AIIE  to broaden it to a large extent. But in that process the focus was lost. Narayana Rao examined this problem and proposed the following definition5.

Definition by Narayana Rao

 

“Industrial Engineering is Human Effort Engineering. It is an engineering discipline that deals with the design of human effort in all occupations: agricultural, manufacturing and service. The objectives of Industrial Engineering are optimization of productivity of work-systems and occupational comfort, health, safety and income of persons involved.”


The proposed definition basically extends Lehrer’s definition and captures the work done by Taylor and Gilbreth. Both of them studied human effort in detail and optimized the work system. Industrial engineers will bring to the design of large production system like a factory, their specialized knowledge of the human effort and human factors, methodology of studying work, and work measurement. Industrial engineers will also have adequate knowledge of technologies and equipment being used in the factory and the business principles and implications. While the knowledge of the human effort, human factors, methodology of studying work, and work measurement are the common knowledge areas of industrial engineers, the technology specific to the various industries will be different and thus specialist industrial engineers will emerge for different industries. It is also in line with the practice of admitting engineers of all disciplines in post graduate programs of industrial engineering.

In the case of engineering disciplines, industrial engineers are concerned with those situations in engineering practice where there is involvement of people in production, installation or maintenance and they will do an advanced study of features of equipment, with which people interact and operate the equipment. Already industrial engineers are working in various areas where traditional engineering disciplines have no role like banks and hospitals. Redefining Industrial Engineering as Human Effort Engineering, explains the role, industrial engineers are performing currently in a wide variety of organizations. Also, the word ‘industry’ has the meaning of effort or sustained effort in English language. Thus, we are making the definition of Industrial Engineering easy to be comprehended by even ordinary persons. 
 
The objectives of Industrial Engineering are mentioned as optimization of productivity of work-systems and occupational comfort, health, safety and income of persons involved. Taylor examined all the three simultaneously in his work design efforts. Taylor became the target of criticism because at that point of time, his conclusion was that workers were capable of more output but they were not producing to their full potential. But still the objective of Taylor was not to squeeze production from workers for the benefit of managements. Industrial Engineering should be so defined and practiced that industrial engineers are invited by employees themselves to examine their work and improve their productivity. The improvement in productivity should not lead to additional discomfort to the employee. Actually, the study by an industrial engineer should lead to more comfort for the employee. The increases in productivity should always lead to increase in income of the employees concerned or in other terms wages and salaries should reflect productivity differences among employees. Then employees themselves will invite industrial engineers to help them to improve their productivity as well as comfort. Even a self-employed person should invite industrial engineers to come and study his work and redesign it to optimize his comfort, productivity and income.
 
The objective of optimization of productivity of work-systems captures the direction and effort of Harrington Emerson. Industrial engineering has many efficiency improvement techniques.
 
Industrial engineers have to focus on human efficiency and system efficiency in the design of integrated systems and they can look for a leadership role in the systems design due to their broad learning curriculum.





 References



1. http://www.iienet.org/public/articles/details.cfm?id=468
2.. Towne, Henry R., “Industrial Engineering” An Address Delivered  At the Purdue University, Friday, February 24th, 1905, downloaded from http://www.cslib.org/stamford/towne1905.htm
3. Emerson, H. (1912) The Twelve Principles of Efficiency, Engineering Magazine Company, New York, NY.
4. Lehrer, Robert N., “The Nature of Industrial Engineering,” The Journal of Industrial Engineering, vol.5, No.1, January 1954, Page 4
5. Narayana Rao, K.V.S.S., “Definition of Industrial Engineering: Suggested Modification,” Udyog Pragati, October-December, 2006

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Efficiency improvement techniques of Industrial engineering - List



1. Method study
2. Motion study
3. Time study
4. Value engineering
5. Statistical quality control
6. Statistical inventory control
7. Six sigma
8. Operations research
9. Variety reduction
10. Standardization
11. Incentive schemes
12. Waste reduction or elimination
13. Activity based management
14. Business process improvement
15. Fatigue analysis and reduction
16. Engineering economy analysis
17. Learning effect capture and continuous improvement (Kaizen, Quality circles and suggestion schemes)
18. Standard costing
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Some views and practices that support the view expressed in this article



Central to the discipline of industrial engineering are two themes: the interfaces among people and machines within systems, and the analysis of systems leading to improved performance. These issues motivated Taylor, and they motivate us today.



Human effort engineerng and System efficiency engineering can be identified in the above two themes.





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Industrial Engineering - Core Task


The core task in Industrial Engineering (IE) is continuous engineering change in product and processes to increase productivity. Other activities are additions to this core. If it is not done, engineering term has no meaning and IE has no competitive advantage.

"Industrial Engineering is System Efficiency Engineering and Human Effort Engineering. It is an engineering discipline that deals with the system efficiency."

The core design teams are first concerned with effectiveness and then with satisfactory efficiency. Industrial engineers evaluate and increase efficiency over the life cycle of the product and process based on intensive search of existing knowledge, creative application, efficiency related measurements and analysis, new technology developments, experience, and involving every body in operations as well as design in efficiency improvement. Improvements done by IEs are fed back into core design for the future products and processes.

Principles of Industrial Engineering With Supporting  Articles   https://nraoiekc.blogspot.com/2019/11/principles-of-industrial-engineering.html



Updated on  28.7.2024,  21 Feb 2020
19 March 2012
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