Friday, January 31, 2025

Background Material - 2025 India National Productivity Week Theme - From Ideas to Impact: Protecting Intellectual Property for Competitive Startups

The theme for Productivity Week 2025 provides a crucial platform to address the interconnected challenges and opportunities related to innovation, intellectual property (IP), and productivity within the Indian startup ecosystem.

It emphasizes the importance of fostering a culture of innovation while equipping startups with the necessary tools, strategies, and resources to succeed. 

The UK Department of Trade and Industry’s (DTI 1998) definition of innovation, 

‘the successful exploitation of new ideas’.


NPC Concept Paper

National Productivity Week Theme 2025:  From Ideas to Impact: Protecting Intellectual Property for Competitive Startups 


1. Introduction: 

In today’s innovation-driven economy, intellectual property (IP) is critical to startup success. A solid IP strategy safeguards innovations, enhances valuation, strengthens market position, and attracts investment. Coupled with productivity tools and methodologies, startups can optimize resources, reduce costs, and accelerate growth. India’s startup ecosystem is experiencing rapid expansion.. However, funding for IP-specific activities remains limited, and gaps in IP literacy and access to expertise hinder long-term competitiveness. Many startups fail to leverage IP effectively for securing funding, protecting market share, or scaling globally. Operational inefficiencies compound these challenges. AIMA surveys reveal startups struggle to adopt advanced productivity tools, while the CII highlights a shortage of qualified IP professionals, driving up costs and limiting access to expertise. These barriers constrain innovation in an increasingly competitive market. For India to solidify its position as a global innovation leader, empowering startups with knowledge, tools, and resources to innovate, protect, and commercialize their ideas is not just beneficial—it is imperative. 

2025 India National Productivity Week Theme - From Ideas to Impact: Protecting Intellectual Property for Competitive Startups - Concept Paper

https://nraoiekc.blogspot.com/2025/01/2025-india-national-productivity-week.html


Challenges, Opportunities and Management of Innovation Tasks - Ideas to Impact on Revenues and Profits


Concept Paper Highlights.

Innovation Ecosystem Development: Showcase inspiring success stories of Indian and global startups, create networking opportunities, and connect startups with experienced mentors, investors, and industry experts to bridge the gap between startups and the broader innovation community, facilitating their journey from ideation to impactful execution. 


Innovation Management and New Product Development - Paul Trott - Book Information

https://nraomtr.blogspot.com/2025/01/innovation-management-and-new-product.html


Innovation Management - Introduction - Paul Trott - Chapter Summary

https://nraomtr.blogspot.com/2025/01/innovation-mmanagement-introduction.html


Managing Innovation Within Firms - Trott - Chapter Summary

https://nraomtr.blogspot.com/2025/01/managing-innovation-within-firms-trott.html


Total Innovation Management - Introduction

https://nraomtr.blogspot.com/2025/01/total-innovation-management-introduction.html


Innovation on the Production Line - Process innovations - Role of Operations - Paul Trott - Chapter Summary

https://nraomtr.blogspot.com/2025/01/innovation-on-production-line-process.html


Managing Intellectual Property - Paul Trott - Chapter Summary

https://nraomtr.blogspot.com/2025/01/managing-intellectual-property-paul.html


Managing Organisational Knowledge - Paul Trott - Chapter Summary


From Ideas to Impact On Results - Revenues and Profits from Innovations and Improvements - Presentation Slides

https://nraoiekc.blogspot.com/2025/01/from-ideas-to-impact-on-results.html


Interesting Article 

Innovation Procss - Organizing for Innovation

https://www.organizing4innovation.com/innovation-management-process/


HOW TO FOSTER INNOVATION IN OPERATIONS MANAGEMENT

1 August 2024

https://lyceum.co.za/commerce/how-to-foster-innovation-in-operations-management/


What are the key responsibilities and tasks of an innovation manager?

Innovation needs dedicated support and ongoing engagement, like HR, Marketing, Accounting, or Engineering. Dive into the vital roles of innovation teams and managers, how they build structures for innovation, and the key traits that make a successful innovation leader. 


INNOVATION IN BUSINESS: WHAT IT IS & WHY IT’S IMPORTANT


Productivity Challenges and Opportunities in Indian Companies - Manufacturing and Service

Industrial engineering is the discipline that has primary focus on productivity at the design stage and productivity improvement during operations for the entire product life and project life. In India. in industrial engineering doctoral, post-graduate and undergraduate programs are offered, Most of the top companies employ industrial engineers in industrial engineering departments.


Concept Paper Highlights.

Productivity Enhancement: Introduce startups to cutting-edge productivity methodologies such as Agile, Lean Startup, and Design Thinking, along with the latest digital tools for project management, collaboration, automation, and data analytics. Focus on optimizing resource utilization, reducing operational inefficiencies, and accelerating time-to-market, enabling startups to achieve scalable and sustainable growth in a dynamic business environment. 


Boosting Productivity and Operational Efficiency:  i. ii. iii. Organize workshops, boot camps, and training sessions on modern productivity methodologies (Agile, Lean, Design Thinking) and digital tools (project management software, collaboration platforms). Develop and disseminate industry-specific best practices and case studies on productivity management in startups. Promote the adoption of cloud-based solutions, automation tools, and other technologies that enhance collaboration, efficiency, and data-driven decisionmaking. 

Adopt Productivity Tools: Use modern tools to optimize operations and accelerate growth. 


Modern Industrial Engineering - A Book of Online Readings. PDF File. FREE Download. 

Download the Index to 500 Best Industrial Engineering ONLINE articles and essays arranged module wise. A Comprenhensive coverage of modern industrial engineering.

Provides description of various productivity improvement studies related to products, facilities, processes and systems.

https://www.academia.edu/126612353/Modern_Industrial_Engineering_A_Book_of_Online_Readings


10200+ views. Principles of Industrial Engineering. IISE Conference Presentation Video. 

https://www.youtube.com/watch?v=pU8CdWfZZdU


Industrial Engineering - Principles, Curriculum Subjects, Methods, Studies, Techniques, and Tools.

https://nraoiekc.blogspot.com/2025/01/industrial-engineering-principles.html


INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. Version 3.0 Very Popular Free Download EBook. 10,200+ Downloads/Views so far. 

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0


What are the processes under your productivity management? Are you fulfilling your targets?

Process Improvement Management - Process Productivity Management.

https://nraoiekc.blogspot.com/2023/04/process-improvement-management.html


Data Analytics Period in Productivity Improvement - Productivity Engineering and Management

https://nraoiekc.blogspot.com/2017/06/data-analytics-period-in-productivity.html



Creating, Enhancing and Protecting Intellectual Property - Challenges and Opportunities


Concept Paper

In today’s innovation-driven economy, intellectual property (IP) is critical to startup success. A solid IP strategy safeguards innovations, enhances valuation, strengthens market position, and attracts investment.

a) IP Education & Strategy: Equip startups with a deep understanding of intellectual property (IP) rights, including patents, trademarks, copyrights, trade secrets, and industrial designs. Emphasize strategic IP portfolio development, including licensing, enforcement, and commercialization, to secure competitive advantages and boost valuation.

Strategies for Gap Fulfilment & Implementation: 

Addressing these gaps requires a multi-pronged approach with concrete actions: 

a) Enhancing IP Awareness and Utilization:  i. ii. iii. Develop and implement targeted IP training programs for startups in partnership with industry associations (e.g., NASSCOM, FICCI) and academic institutions. Create online resources, toolkits, and interactive modules on IP management, commercialization strategies, and best practices. Establish an IP helpdesk or hotline offering free or low-cost initial consultations and guidance. 


b) Improving Access to IP Expertise and Resources:  i. ii. iii. Establish a network of accredited IP attorneys and consultants offering discounted or pro bono services to early-stage startups. Promote and facilitate access to IP insurance schemes to mitigate the financial risks associated with IP litigation and enforcement. Advocate for government grants and subsidies specifically for IP protection and commercialization activities, perhaps through existing programs like Startup India.


 c) Streamlining IP Processes and Strengthening Enforcement:  i. Continue to digitize and streamline IP application and registration processes, reducing bureaucratic hurdles and processing times. ii. iii. Invest in training and resources for IP examiners to improve efficiency and reduce backlogs. Strengthen IP enforcement mechanisms by increasing penalties for infringement and improving coordination between law enforcement agencies.

Stakeholder Call to Action 

Startups - - Prioritize IP from Day One: Integrate IP strategy early; conduct audits and develop IP management plans. Invest in Continuous Learning: Stay updated on IP laws, best practices, and attend training programs.


Enhancing Intellectual Property of a Firm, Organization or Company

https://nraomtr.blogspot.com/2025/01/enhancing-intellectual-property-of-firm.html




Ud.  31.1.2025,  25.1.2025

Pub. 21.1.2025


February - IIIE - NPC - Month of Industrial Engineering and Productivity Management

 

Important event for industrial engineers and productivity managers. 

2025 India National Productivity Week - 12 - 18 February  Theme - From Ideas to Impact: Protecting Intellectual Property for Competitive Startups.

The UK Department of Trade and Industry’s (DTI 1998) definition of innovation, 

‘the successful exploitation of new ideas’.

The theme for Productivity Week 2025 provides a crucial platform to address the interconnected challenges and opportunities related to innovation, intellectual property (IP), and productivity within the Indian startup ecosystem.

For industrial engineers innovation and productivity are important themes to focus on. IEs have to organize events, participate in the event actively and promote industrial engineering as the department, function and discipline to promote productivity through innovation.

I am collecting background material to support industrial engineers in preparing for the events of the week.

Background Material 

2025 India National Productivity Week - February 12- 18,  Theme - From Ideas to Impact: Protecting Intellectual Property for Competitive Startups.

https://nraoiekc.blogspot.com/2025/01/background-material-2025-india-national.html


Please share ppts etc. of the events organized in your company after the event. 


Productivity management module lessons of IE Online course (5th Year in succession)

Productivity Management Module - Lessons of Industrial Engineering FREE ONLINE Course. 

https://nraoiekc.blogspot.com/2020/12/productivity-management-course-lessons.html




https://www.iiie-india.com/IIIE/index.php

https://www.iiie-india.com/IIIE/national-council.php

http://www.journal-iiie-india.com/



IIIE - The Institution


The Industrial Engineering discipline has been fostered and developed In our country by the Professional Institution, the Indian Institution of Industrial Engineering, founded as early as 1957. During the last five decades and more, the Institution has been consistently doing extensive and pioneering work in disseminating, fostering, developing and advancing the discipline and profession of Industrial Engineering in our country.

https://www.iiie-india.com/IIIE/industrial-engineering.php

IIIE Foundation Day 27 January.

Definition of Industrial Engineering


"Industrial Engineering is concerned with the design, improvement and installation of integrated systems of men. materials and equipments. 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".


Some of the VITAL areas regularly covered by Industrial Engineering are : 

Strategic Planning

Strategic Planning for Industrial Engineering

R&D Management; Technological, Economical and Market Forecasts; Investment Analysis; Location, Manufacturing Strategies; Product/ Service Mix and Range; Global Trend etc.


Product / Service Design

Product Industrial Engineering

Innovation; Customer Needs, Value Analysis; Product Quality and Reliability ; Process Design, Standardisation; Obsolescence, Upgradation, Replacement; World Standards etc.


Work System Design

Work System Industrial Engineering

Operations Analysis, Plant Layout and Material Handling; Flexible Manufacturing. Automation; Capacities Financing and Financial Controls; Operations Design, Main Considerations; Productive Maintenance, Total Quality Management, Cost and Budgetary Controls, Employee Training etc. Standards, Bench Marking, Business Process Re-engineering, Modernisation, Global Developments etc.


Supply Chain Management

Supply Chain Industrial Engineering

Materials Management, Frame work to analyse Supply Chains, Transportation in a supply chain, Facility Decisions-network in a supply chain and Information Technology in a supply chain.


Human Resource Management

Human Effort Industrial Engineering

Skill Analysis, Forecasting and Man Power Planning; Training and Retraining, Employee Motivation and Retention; Redeployment, Appraisal, Counselling, Personal Development; Environment of Knowledge Based Work, Knowledge, Workers etc.


Cashing On Communication And Information Technology

Quantitative Analysis; Information Systems; Networking between Locations, Vendors and Customers; Computer-assisted Planning and Control of Operations, Materials etc. Computer assisted Accounting, Budgetary and Costing System; Computer Aided Designing, Computer Aided Manufacturing, Expert Systems etc.


Other Areas

Involving Systems with Technical, Economic and Social Considerations and their Interfaces.



Relevant Articles


Value Analysis

Process Design,

Standardisation 

Replacement

Operations Analysis, 

Plant Layout and Material Handling; 

Flexible Manufacturing. 

Automation;

Employee Training 

 Information Systems

 Computer Aided Designing, 

Computer Aided Manufacturing,



IIIE Students Corner - FaceBook

https://www.facebook.com/groups/315161755354718/

https://www.spce.ac.in/IIIE_student_chapter.php

https://www.spce.ac.in/contact.php


337. Functions of Productivity Management

338. The Evolution of Productivity Management

339. Productivity Management - F.W. Taylor

340. Productivity Management in Operations Management Since 1886

340a. New. Process Improvement Management - Process Productivity Management - Target: 3.6% Cost Reduction per Year

https://nraoiekc.blogspot.com/2023/04/process-improvement-management.html 

341. Productivity Management - Improving Productivity - Stevenson in Operations Management Book

342. Functional Foremanship - F.W. Taylor

        Productivity - Basic Concepts

Harrington Emerson - 12 Principles of Efficiency - Productivity Management

343. Harrington Emerson - The Twelve Principles of Efficiency - Part 1 - Principles of Productivity Management

344. Harrington Emerson - The First Efficiency Principle: Clearly Defined Ideals (Objectives and Goals)

345. Industrial Engineering #Data. Harrington Emerson - The Sixth  Efficiency Principle: Reliable, Immediate, Adequate, and permanent Records. 

346. Harrington Emerson's The Seventh Efficiency (Productivity Management) Principle: Despatching.

347. Harrington Emerson's Eighth Efficiency (Productivity Management) Principle: Standards and Schedules 

https://nraoiekc.blogspot.com/2013/10/chapter-10x-eighth-principle-standards.html

348. Harrington Emerson's Ninth Efficiency (Productivity Management) Principle: Standardized Conditions. 

https://nraoiekc.blogspot.com/2013/10/chapter-11-ninth-principle-standardized.html


349. Harrington Emerson's Tenth Efficiency (Productivity Management) Principle: Standardized Operations. 

https://nraoiekc.blogspot.com/2013/10/chapter-12-tenth-principle-standardized.html


350. Harrington Emerson's Eleventh Efficiency (Productivity Management) Principle: Written  Standard-Practice Instructions. 

https://nraoiekc.blogspot.com/2013/10/chapter-xiii-eleventh-principle-written.html

351. Harrington Emerson's Twelfth  Efficiency (Productivity Management) Principle: Efficiency Reward. 

https://nraoiekc.blogspot.com/2013/10/chapter-14-twelfth-principle-efficiency.html

352. Harrington Emerson:  12 Efficiency Principles  Applied to Measurement and Cure of Wastes. 

https://nraoiekc.blogspot.com/2013/10/chapter-15-efficiency-principles.html


354.  Industrial Engineering - Its Role in Productivity Improvement

355.  Productivity Planning

356.  Manufacturing Cost Reduction Policy Deployment - Introduction.

357. Organizing for Industrial Engineering Department and Function

358. Resourcing for IE Department and Productivity Improvement Projects

359. Productivity - Communication

360. Productivity Training by Industrial Engineers

361. Productivity Control - Productivity Management - Koontz & O'Donnell

https://nraoiekc.blogspot.com/2022/03/productivity-control.html

362. Principles and Practices of Productivity Management

https://nraoiekc.blogspot.com/2021/06/principles-of-productivity-management.html



366. Industrial Engineering Strategy

367. Success Stories - Industrial Engineering, Productivity Improvement and Productivity Management


IIIE Chapters


https://www.linkedin.com/company/iiie-ggv-student-chapter/posts/?feedView=all


ud. 22.1.2025

Pub. 6.7.2024  6 July 2024








Thursday, January 30, 2025

Principles of Process Design

 

12 Principles of Process Design

Andrew Clark




Process All Inputs

Verify Success of the Output

Use Minimum number of Steps

Create Flow

Cause Zero Defects

Be Reliably Repeatable

Keep an Accurate Record of Activity  - of the design related activities?

Update the Record as YOu Do a Task.

Build Self-Correcting Systems - Include poka-yokes?

Measure and Manage Outputs

Track System Performance

Apply Continuous Improvement



https://www.linkedin.com/pulse/12-principles-process-design-andrew-j-clark-the-logistics-optimiser/



 Product and Process Design Principles: Synthesis, Analysis and Evaluation  4th Edition

Warren D. Seider, Daniel R. Lewin, J. D. Seader, Soemantri Widagdo, Rafiqul Gani, Ka Ming Ng

ISBN: 978-1-119-28263-1 May 2016 784 Pages

A principal objective of this textbook is to describe and model modern strategies for the design of chemical products and processes, with an emphasis on a systematic approach. This third edition expands upon the strategies for product design, beginning with the need for a project charter, followed by the creation of an innovation map in which potential new technologies are linked to consumer needs. Then, it focuses on the Stage-GateTM Product-Development Process (SGPDP) for the design of basic, industrial, and configured consumer chemical products. Six new case studies have been added to illustrate these product design strategies.


https://www.wiley.com/en-us/Product+and+Process+Design+Principles%3A+Synthesis%2C+Analysis+and+Evaluation%2C+4th+Edition-p-9781119282631

https://nraoiekc.blogspot.com/2022/07/product-and-process-design-principles.html


How to Design an Efficient Process

Benjamin Babb May 12, 2023


Process charts


BPMN

SIPOC

IPO

https://www.pipefy.com/blog/design-efficient-process/


The nine principles of Process Design

December 11, 2015

Wallace Oliveira

https://www.heflo.com/blog/bpm/business-process-design-principles/


Case Study: Applying Process Design Principles

Dan Madison is a principal in Value Creation Partners. He facilitates process improvement using lean, six sigma, reengineering, and continuous improvement techniques. Dan is the author of Process Mapping, Process Improvement, and Process Management.


Dan Madison has studied what a business process should look like for fifteen years. He studied what major corporations did in process improvement that made them successful and distilled his findings into design principles that anyone can use. He has come up with 38 design principles that apply to all business processes.

https://www.bpminstitute.org/resources/articles/case-study-applying-process-design-principles


5 Principles for Good Process Design

December 14, 2021

Posted by: Henning Shuhart

https://www.criticalmanufacturing.com/blog/how-mes-helps-medtechs-to-overcome-fluctuating-demand-and-supply-chain-disruptions-2/


Process Design - Process Analysis - Operation Analysis - Interesting explanation.

https://www.vskills.in/certification/tutorial/process-design/


Product Design Process (PDP)

https://engineeringproductdesign.com/knowledge-base/product-design-process/


Integrated Product and Process Design - 

Introduction.


National Academies of Sciences, Engineering, and Medicine. 1995. Information Technology for Manufacturing: A Research Agenda. Washington, DC: The National Academies Press. https://doi.org/10.17226/4815.


https://www.signavio.com/bpmn-2-0-for-efficient-process-design/



Google search: Effective Process Design



Ud. 30.1.2025

Pub. 19.4.2023




Wednesday, January 29, 2025

Product and Process Industrial Engineering of Generative AI - LLM Models - Deepseek Story

The product and the processes used in the products of Deepseek are the result of cost reduction and productivity improvement orientation promoted by industrial engineering in engineering activities and tasks. 

Modern Industrial Engineering - A Book of Online Readings.

365+ Lessons and articles and 100+ Case Studies on Industrial Engineering. 

https://www.academia.edu/126612353/Modern_Industrial_Engineering_A_Book_of_Online_Readings


29.1.2025

🎉 DeepSeek-R1 is now live and open source, rivaling OpenAI's Model o1. Available on web, app, and API. 

Click for details.

Into the unknown

Start Now

Free access to DeepSeek-V3.

Experience the intelligent model.

Get DeepSeek App

Chat on the go with DeepSeek-V3

Your free all-in-one AI tool

https://www.deepseek.com/



On 29 November 2023, DeepSeek released the DeepSeek-LLM series of models, with 7B and 67B parameters in both Base and Chat forms. It was developed to compete with other LLMs available at the time. The paper claimed benchmark results higher than most open source LLMs at the time, especially Llama 2.  Like DeepSeek Coder, the code for the model was under MIT license, with DeepSeek license for the model itself.


7 May 2024

DeepSeek-V2, a strong Mixture-of-Experts (MoE) language model characterized by economical training and efficient inference. 

It comprises 236B total parameters, of which 21B are activated for each token, and supports a context length of 128K tokens. DeepSeek-V2 adopts innovative architectures including Multi-head Latent Attention (MLA) and DeepSeekMoE. MLA guarantees efficient inference through significantly compressing the Key-Value (KV) cache into a latent vector, while DeepSeekMoE enables training strong models at an economical cost through sparse computation. Compared with DeepSeek 67B, DeepSeek-V2 achieves significantly stronger performance, and meanwhile saves 42.5% of training costs, reduces the KV cache by 93.3%, and boosts the maximum generation throughput to 5.76 times. We pretrain DeepSeek-V2 on a high-quality and multi-source corpus consisting of 8.1T tokens, and further perform Supervised Fine-Tuning (SFT) and Reinforcement Learning (RL) to fully unlock its potential. Evaluation results show that, even with only 21B activated parameters, DeepSeek-V2 and its chat versions still achieve top-tier performance among open-source models.

https://arxiv.org/abs/2405.04434


GitHub page on DeepSeek-V2

https://github.com/deepseek-ai/DeepSeek-V2


Model Architecture for Lower Cost

DeepSeek-V2 adopts innovative architectures to guarantee economical training and efficient inference:

 MLA (Multi-head Latent Attention), which utilizes low-rank key-value union compression to eliminate the bottleneck of inference-time key-value cache, thus supporting efficient inference.

For Feed-Forward Networks (FFNs), we adopt DeepSeekMoE architecture, a high-performance MoE architecture that enables training stronger models at lower costs.



R1
On 20 November 2024, DeepSeek-R1-Lite-Preview became accessible via DeepSeek's API. It was trained for logical inference, mathematical reasoning, and real-time problem-solving.

The DeepSeek-R1 model provides responses comparable to other contemporary LLMs, such OpenAI's GPT-4o and o1, despite being trained at a significantly lower cost—stated at US$6 million compared to $100 million for OpenAI's GPT-4 in 2023—and requiring a tenth of the computing power of a comparable LLM.


In December 2024, they released a base model DeepSeek-V3-Base and a chat model DeepSeek-V3. The model architecture is essentially the same as V2.


By 27 January 2025 the Deepseek Chat app had surpassed ChatGPT as the highest-rated free app on the iOS App Store in the United States.  The chatbot reportedly answers questions, solves logic problems and writes computer programs on par with other chatbots on the market.



26.12.2024

NewsIntroducing DeepSeek-V3 2024/12/26

🚀 Introducing DeepSeek-V3

Biggest leap forward yet

⚡ 60 tokens/second (3x faster than V2!)

💪 Enhanced capabilities

🛠 API compatibility intact

🌍 Fully open-source models & papers


https://api-docs.deepseek.com/news/news1226




Cost Reduction of Deekseek Products

The Steps

[D] How exactly did Deepseek R1 achieve massive training cost reductions, most posts I read are about its performance, RL, chain of thought, etc, but it’s not clear how the cost of training of the model was brought down so drastically


DeepSeek’s AI Cuts $95M in Costs and 98% of GPUs

https://www.linkedin.com/pulse/deepseeks-ai-cuts-95m-costs-98-gpusthe-disruption-big-tech-lfhof/


DeepSeek’s Optimization Strategy: Redefining AI Cost and Efficiency.

Posted on Jan 29


By focusing on cost reduction, open-source collaboration, and efficient model architectures, DeepSeek is redefining what’s possible in AI—democratizing access and challenging the status quo.


As AI continues to evolve, one thing is clear: the future belongs to those who can do more with less. And DeepSeek is leading the way.


Technical Report

PDF Available

Analysis of Efficiency Enhancement through DEEPSEEK Technology and DIKWP Semantic Space Transformation Interaction

January 2025

DOI:10.13140/RG.2.2.29761.67684

Authors:

Yucong Duan, Hainan University

Zhendong Guo, Hainan University

https://www.researchgate.net/publication/388437776_Analysis_of_Efficiency_Enhancement_through_DEEPSEEK_Technology_and_DIKWP_Semantic_Space_Transformation_Interaction


6.2.2025

Event - Deploying DeepSeek V3 and DeepSeek-R1 on Amazon SageMaker



Speakers:

Supreeth S Angadi | GenAI/ML Startups Solution Architect, AWS, 

Pradipta Dash | Senior Startups Solutions Architect, AWS, 

Sourabh Jain | Sr. GenAI Startups Account Manager, AWS


Language:

English


Address:

Bagmane Constellation Business Park Block-7, Bagmane Constellation Service Rd, Ferns City, Doddanekkundi, Bengaluru, Karnataka 560048, IN



Event details



Day Thursday, February 6, 2025


Time 10:00 AM - 4:00 PM India Time


Type IN PERSON

Place  Bagmane Constellation Business Park Block-7, Bagmane Constellation Service Rd, Ferns City, Doddanekkundi, Bengaluru, Karnataka 560048, IN




Are you a startup founder or machine learning (ML) engineer looking to effectively deploy and manage AI models while optimizing costs?


Join us for an intensive hands-on workshop exploring Amazon SageMaker Studio's unified ML development environment and learn production-ready strategies for model deployment.


DeepSeek is a cutting-edge family of large language models that has gained significant attention in the AI community for its impressive performance, cost-effectiveness, and open-source nature. DeepSeek offers a range of models including the powerful DeepSeek-V3, the reasoning-focused DeepSeek-R1, and various distilled versions. These models stand out for their innovative architecture, utilizing techniques like Mixture-of-Experts and Multi-Head Latent Attention to achieve high performance with lower computational requirements.


In this hands-on workshop, you'll learn about Amazon SageMaker Studio's comprehensive toolkit to self-host large language models from DeepSeek while maintaining cost efficiency.


Who is this for? This workshop is ideal for:


Startup founders and technical leaders creating AI solutions

ML Engineers and Data Scientists

DevOps professionals managing GenAI/ML infrastructure

Technical decision-makers evaluating GenAI/ML platforms

Developers interested in self-hosting open-source LLMs

Engineers looking to optimize their GenAI/ML infrastructure costs

During this hands-on workshop, you'll learn how to leverage Amazon SageMaker Studio's unified environment to streamline your ML workflows and implement cost-effective model deployment strategies.


Key highlights:


Master Amazon SageMaker Studio's unified interface and development environment

Hands-on implementation of self-hosting DeepSeek and similar models

Deploy cost-optimization strategies including scale-to-zero capabilities

Enhance inference performance using Fast Model Loader and container caching

Best practices for managing GenAI/ML development lifecycle

Real-world examples of production GenAI/ML infrastructure optimization

Interactive troubleshooting and optimization sessions

This workshop is specifically designed for startup teams who want to productionze GenAI/ML infrastructure while maintaining cost efficiency. You'll gain hands-on experience with Amazon SageMaker's advanced features and learn practical strategies for managing GenAI/ML workloads.



Prerequisites:


Laptop with adequate specifications for hands-on exercises

Basic understanding of machine learning concepts

Familiarity with Python programming

AWS account access

Basic knowledge of container technologies

Understanding of ML deployment concepts.


https://aws.amazon.com/startups/events/deploying-deepseek-v3-and-deepseek-r1-on-amazon-sagemaker-q1



https://en.wikipedia.org/wiki/DeepSeek















Prof Bidanda Bopaya - Industrial Engineering - Publications

Ph.D. in Industrial and Management Systems Engineering, The Pennsylvania State University, 1987

M.S. in Science & Technology, Western Carolina University, 1983

B.S. in Electrical Engineering, National Institute of Technology (ex KREC - Surathkal, University of Mysore), 1976




Maynard's Industrial and Systems Engineering Handbook, 6th Edition - Edited by Prof. Bopaya M. Bidanda
2023




Bidanda, B., and Redfern, M., "Development of a Microcomputer Based Slip Tester," To appear in Computers and Industrial Engineering Journal.

Hu, G., Wang, L., Chen, Y., and Bidanda, B., "An Oligopoly Model to Analyze the Market and Social Welfare for Green Manufacturing Industry," To appear in Journal of Cleaner Production.

Basu, S., and Bidanda, B., 2013, "Eco-efficient construction and building materials," in Shortcomings of eco-labelling of construction and building materials, E.A. Pacheco-Torgal, ed., Woodhead Publishing.

Bidanda, B., and Norman, B.A., 2012, "Enhancing Endoscope Reprocessing within the VA Health System," Industrial & Systems Engineering Research Conference, Orlando, Florida.

Desai, S., Bidanda, B., and Lovell, M., 2012, "Material and process Selection in product design using decision-making techniques (AHP)," European Journal on Industrial Engineering, no.3.

Wu, S., Shuman, L., Bidanda, B., Baleban, C., and Sochats, K., 2012, "A Hybrid Modeling Framework to Simulate Disaster Response Decisions," International Journal of Advanced Intelligence Paradigms, no.1.

Bidanda, B., Hu, G., Shankar, M.R., Abolghasem, S., and Basu, S., 2011, "Assessing the Environmental Footprint of Manufactured Products: A Survey of Current Literature," International Journal of Production Economics.

Bidanda, B., Hu, G., Wang, L.Z., and Chen, Y., 2011, "An Oligopoly Model to Analyze the Market and Social Welfare for Green Manufacturing Industry," International Conference on Production Research, Stuttgart.

Hu, G., Wang, L.Z., Chen, Y., and Bidanda, B., 2011, "An Oligopoly Model to Analyze the Market and Social Welfare for Green Manufacturing Industry," International Conference on Production Research, Stuttgart.

Arisoy, O., and Bidanda, B., 2009, "Strategic Decision Making in Global Supply Networks," in Strategic Information Systems, M.G. Hunter, ed..

Arisoy, O., Azim, M., and Bidanda, B., 2009, "Project Management in a Flat World Circa 2025," in Project Management Circa 2025, B. Bidanda, and D. Cleland, eds., Project Management Institute.

Cleland, D., and Bidanda, B., 2009, "PROJECT MANAGEMENT CIRCA 2025," Project Management Institute.

Gaussin, M., Hu, G., Shankar, R., and Bidanda, B., 2009, "Assessing the Environmental Footprint of Manufactured Products: A Survey of Current Literature," International Conference on Production Research, Shanghai.

Hu, G., and Bidanda, B., 2009, "A Product Upgrade Decision Model for Sustainable Manufacturing," Industrial Engineering Research Conference, Miami, Florida.

Hu, G., and Bidanda, B., 2009, "Modeling Sustainable Product Life Cycle Decision Support Systems," Int. J. Production Economics.

Hu, G., Wang, L., and Bidanda, B., 2009, "A Multi-objective Model for Project Portfolio Selection to Implement Lean and Six Sigma Concepts," International Journal of Production Research, no.23, pp. 6611-6625.

Hu, G., Wang, L., and Bidanda, B., 2009, "Sustainable Manufacturing and Project Management Circa 2025," in Project Management Circa 2025, B. Bidanda, and D. Cleland, eds., Project Management Institute.

Bidanda, B., and Bartolo, P., 2008, "VIRTUAL PROTOTYPING & BIO-MANUFACTURING IN MEDICAL APPLICATIONS," Springer Science Publishers.

Arisoy, O., and Bidanda, B., 2008, "Strategic Decision Making in Global Supply Networks," in Encyclopedia of Networked & Virtual Organizations, M.M. Cunha, and G.D. Putnik, eds., Information Science Reference, pp. 1509-1515.

Bunce, M., Wang, L., and Bidanda, B., 2008, "Leveraging Six Sigma with Industrial Engineering tools in Crateless Retort Production," International Journal of Production Research, pp. 6701-6719.

Dhawan, A., Srinivasan, S., Rajib, P., and Bidanda, B., 2008, "Minimizing total cost and regular and emergency sources: a neuro-dynamic programming approach," International Journal of Production Research.

Wu, S., Shuman, L., Bidanda, B., Kelley, M., Sochats, K., and Balaban, C., 2008, "Agent-based discrete event simulation modeling for disaster responses," J. Fowler, and S. Mason, eds., pp. 1908-13.

Wu, S., Shuman, L., Bidanda, B., Prokopyev, O., Kelley, M., Sochats, K., and Balaban, C., 2008, "Simulation-based decision support system for real-time disaster response management," J. Fowler, and S. Mason, eds., pp. 58-63.

Bartolo, P., and Bidanda, B., 2007, "BIO-MATERIALS AND PROTOTYPING APPLICATIONS IN MEDICINE," Springer Science Publishers.

Cohen, Y., Wang, M., and Bidanda, B., 2007, "Modeling and implementation of agent-based discrete industrial automation," in Innovative algorithms and techniques in automation, industrial electronics and telecommunications, K. Elleithy, M. Karim, A. Mahmood, and T. Sobh, eds., Springer, pp. 535-541.

Desai, S., Bidanda, B., and Bartolo, P., 2007, "Metallic and Ceramic Biomaterials: Current and Future Directions," in Bio Materials and Prototyping Applications in Medicine, P. Bartolo, and B. Bidanda, eds., Springer.

Hu, G., and Bidanda, B., 2007, "Modeling Sustainable Product Lifecycle Decision Support Systems," Chile.

Hu, G., Wang, L., and Bidanda, B., 2007, "Project Portfolio Selection for Implementing Lean and Six Sigma Concepts," Nashville.

Hu, G., Wang, L., Wang, Y., and Bidanda, B., 2007, "A New Model for Closed Loop Product Lifecycle Systems," Nashville.

Srinivasan, S., Jain, C., and Bidanda, B., 2007, "Software and Other Project Management Practices in India," in Project Manager's Handbook: Applying Best Practices across Global Industries, D. Cleland, and L.R. Ireland, eds., McGraw Hill.

Wang, L., Hu, G., and Bidanda, B., 2007, "A Game Theoretic Model of the Market Competition between Green and Ordinary Products," Proceedings of the 2007 Industrial Engineering Research Conference, Nashville.

Wu, S., Shuman, L., Bidanda, B., Kelley, M., Sochats, K., and Balaban, C., 2007, "Disaster policy optimization: A simulation based approach," pp. 872-877, Nashville.

Wu, S., Shuman, L., Bidanda, B., Kelley, M., Sochats, K., and Balaban, C., 2007, "Embedding GIS in disaster simulation," 27th Annual ESRI International User Conference.

Wu, S., Shuman, L., Bidanda, B., Kelley, M., Sochats, K.M., and Balaban, C., 2007, "Embedding GIS in disaster simulation."

Wu, S., Shuman, L.J., Bidanda, B., Kelley, M., Lawson, B., Sochats, K.M., and Balaban, C.D., 2007, "System implementation issues of Dynamic Discrete Disaster Decision Simulation System (D4S2) - Phase I," R.R. Barton, B. Biller, S.G. Henderson, M. Hsieh, J. Shortle, and J.D. Tew, eds., pp. 1127-34.

Bidanda, B., and Arisoy, O., 2006, "Project Management in an Outsourcing Environment," in The Global Project Management Handbook (2nd Edition), D. Cleland, and R. Gareis, eds..

Bidanda, B., Arisoy, O., and Shuman, L.J., 2006, "Colombia & the New Global Economy: Implications of Tratado de Libre Comercio for Colombian Industry, Engineers & Engineering Educators," Revista de ingenieria, pp. 83-90.

Bidanda, B., Arisoy, O., and Shuman, L.J., 2006, "Offshoring Manufacturing: Implications for engineering jobs and education: A survey and case study," Robotics and Computer Integrated Manufacturing, no.6.

Arisoy, O., Bidanda, B., and Shuman, L., 2006, "Multi-expert multi-criteria decision making in outsourcing," Orlando.

Arisoy, O., Gokhan, M., Needy, K.L., and Bidanda, B., 2006, "Activity Based Costing and Life Cycle Costing in Outsourcing Decision Analysis," Orlando.

Cohen, Y., Wang, M.E., and Bidanda, B., 2006, "Modeling and Implementation of Agent-Based Discrete Industrial Automation," International Conference on Industrial Electronics, Technology & Automation.

Creehan, K., and Bidanda, B., 2006, "Computer-Aided Reverse Engineering of the Human Musculo-skeletal system," Virtual & Physical Prototyping, no.2.

Hu, G., Wang, Y., and Bidanda, B., 2006, "PLM Systems for Network-centric manufacturing," Orlando.

Hu, G., Wang, Y., and Bidanda, B., 2006, "Product Life cycle management challenges in trans-national environments," Orlando.

Lai, J.P., Shuman, L.J., and Bidanda, B., 2006, "A Surrogate Approach to Simulation Optimization," Orlando.

Puthpongsiriporn, T., Porter, D.J., Bidanda, B., Wang, M.E., and Billo, R.E., 2006, "Attribute-Level Neighbor Hierarchy Construction Using evolved Pattern-based Knowledge Induction," IEEE Transactions on Knowledge and Data Engineering, no.7.

Bidanda, B., Arisoy, O., and Shuman, L., 2005, "Manufacturing Outsourcing: Implications for Engineering Jobs & Education," FAIM 2005 Conference, pp. 884-892, Bilbao, Spain.

Bidanda, B., Arisoy, O., and Shuman, L.J., 2005, "The New Global Economy: Implications for Manufacturing Engineers and Educators."

Bidanda, B., Ariyawongrat, P., Needy, K.L., Norman, B.A., and Tharmmaphornphilas, W., 2005, "Human Related Issues in Manufacturing Cell Design, Implementation, and Operation: A Review & Survey," International Journal of Computers & Industrial Engineering, no.48, pp. 507-523.

Bidanda, B., Shuman, L.J., Thomes, K., and Arisoy, O., 2005, "Adapting Engineering Coursework for Increased Global Relevance," Annual Conference of the American Society for Engineering Education, Salt Lake City.

Alrashdan, A., Motavalli, S., and Bidanda, B., 2005, "Creation of Surface Models for Re-engineering of Manufactured Parts," International Conference of Production Research, Italy.

Cohen, Y., Bidanda, B., and Rokach, L., 2005, "A New Technique for Modeling & Implementation of Agent-Based Discrete Industrial Automation," FAIM 2005 Conference, pp. 424-431, Bilbao, Spain.

Creehan, K., and Bidanda, B., 2005, "Computer Aided Reverse Engineering of Human Tissues," pp. 155-160.

Needy, K., Norman, B.N., Besterfield-Sacre, M.B., Rajgopal, J., and Bidanda, B., 2005, "Integration and Synthesis of the Industrial Engineering Curriculum via an Unstructured Problem Solving Course," Annual Conference of the American Society for Engineering Education, Salt Lake City.

Shuman, L.J., Bidanda, B., Thomes, K., and Feick, L., 2005, "The Global and Societal Challenge - An Innovative Approach to ABET Criterion 3.H. and beyond," Annual Conference of the American Society for Engineering Education, Salt Lake City.

Bidanda, B., and Bartolo, P., 2004, "Guest Editorial - Product Development," International Journal of Product Development, no.2.

Bidanda, B., and Desai, S., 2004, "Strategic planning models for prototyping and product development centers," International Journal of Product Development, no.2.

Norman, B.A., Besterfield-sacre, M.E., Bidanda, B., Needy, K.L., and Rajgopal, J., 2004, "A Conceptual Model for Integrating and Synthesizing the industrial engineering curriculum," American Society for Engineering Education Annual Conference, Salt Lake City.

Sunanta, O., and Bidanda, B., 2004, "A Comparison of Manual and Mechanical Lapping Methods on Valve Re-conditioning," Industrial Engineering Research Conference, Houston.

Bidanda, B., Desai, S., and Lovell, M., 2003, "The Business of Virtual and Rapid Prototyping," pp. 91-95.

Needy, K.L., Nachtmann, H., Roztocki, N., Warner, R.N., and Bidanda, B., 2003, "Implementing Activity Based Costing Systems in Small Manufacturing Firms: A Field Study," Engineering Management Journal, no.1, pp. 3-10.

Needy, K.L., Norman, B.A., Bidanda, B., Ariyawongrat, P., Tharmmaphornphilas, W., and Warner, R.C., 2002, "Assessing human capital: A lean manufacturing example," Engineering Management Journal, no.3, pp. 35-39.

Norman, B.A., Tharmmaphornphilas, W., Needy, K.L., Bidanda, B., and Warner, R.C., 2002, "Worker Assignment in cellular manufacturing considering technical and human skills," International Journal of Production Research, no.6, pp. 1479-1492.

Bidanda, B., Needy, K.L., and Norman, B.A., 2001, "Worker Assignment for cellular manufacturing considering technical, human, and lean skills," 2001 NSF Design, Service and Manufacturing Grantees and Research Conference, Tampa, FL.

Bidanda, B., Shuman, L.J., Rajgopal, J., Besterfield-sacre, M.E., and Rubial, C., 2001, "Flexible Doctoral Programs for International faculty: A Refined Model with preliminary results," International Conference for Engineering Education, Oslo.

Creehan, K., and Bopaya, B., 2001, "Computer Aided Reverse Engineering of Human Tissues and Structures," International Conference of Production Research, Prague.

Needy, K.L., Norman, B.A., Bidanda, B., Tharmmphornphilas, W., Aiyawongrat, P., and Warner, R.C., 2001, "Human Capital Assessment in Lean Manufacturing," American Society for Engineering Management Proceedings, pp. 233-239, Huntsville, AL.

Rafe, G.E., Needy, K.L., Bidanda, B., and Schmidt, T.A., 2001, "Delivering continuous manufacturing education and training via internet-based distributed virtual laboratories," 2001 Frontiers in Education Conference, Reno, NV.

Sunant, O., and Bidanda, B., 2001, "A Fuzzy Logic Advisory System for Flat Surface Lapping," International Conference of Production Research, Prague.

Bidanda, B., 2000, "Assembly Line Balancing," in Maynard Industrial Engineering Handbook, K. Zandin, ed., McGraw Hill.

Bidanda, B., Aguwa, C., and Nnaji, B., 2000, "A Manufacturing Modernization Model for Developing Countries," 5th USA-Africa Conference on Manufacturing Technology, Abuja, Nigeria.

Bidanda, B., Needy, K.L., and Norman, B.A., 2000, "Worker Assignment for cellular manufacturing considering human issues," 2000 NSF Design and Manufacturing Research Conference, Vancouver, British Columbia.

Bidanda, B., Needy, K.L., Norman, B.A., and Warner, R., 2000, "Skills and Cells," World Symposium GT-CM 2000, San Juan, Puerto Rico.

Billo, R.E., Bidanda, B., and Adickes, M., 2000, "Bar Codes and Other Data Collection Methods," in Maynard Industrial Engineering Handbook, K. Zandin, ed., McGraw Hill.

Carnahan, B., Warner, R.C., Bidanda, B., and Needy, K.L., 2000, "Predicted glass furnace output using statistical and neural computing methods," International Journal of Production Research, no.6, pp. 1255-1269.

Maitra, A., Bidanda, B., and Nnaji, B., 2000, "A Framework for Task Level Programming in Automated Storage and Retrieval Systems," 9th Industrial Engineering Research Conference, Cleveland, OH.

Needy, K.L., Bidanda, B., and Gulsen, M., 2000, "A model for the development, assessment, and validation of activity based costing systems for small manufacturers," Engineering Management Journal, no.1, pp. 31-38.

Needy, K.L., and Bidanda, B., 2000, "Production Flow Strategies," in Maynard Industrial Engineering Handbook, K. Zandin, ed., McGraw Hill.

Norman, B.A., Tharmmaphornphilas, W., Needy, K.L., Bidanda, B., and Warner, R.C., 2000, "Assigning workers to tasks considering technical and human skills," 9th Industrial Engineering Research Conference, Cleveland, OH.

Rafe, G., Needy, K.L., and Bidanda, B., 2000, "Motivations for a distributed virtual laboratory for continuous manufacturing education and training," 2000 American Society for Engineering Education Annual Conference, St. Louis, MO.

Bidanda, B., and Needy, K.L., 1999, "Development of an activity based costing system in your small company," Industrial Engineering Solutions '99 Conference, pp. 58-63, Phoenix, AZ.

Bidanda, B., Colosimo, R.L., Warner, P.J., and Billo, R.E., 1999, "Project Management & Implementation of Cellular Manufacturing," in Handbook of Cellular Manufacturing Systems, S. Irani, ed., John Wiley & Sons.

Rafe, G., Needy, K.L., and Bidanda, B., 1999, "Motivations for a distributed virtual laboratory for continuous manufacturing education and training," American Society for Engineering Education Annual Conference, Charlotte, NC.

Bidanda, B., Kadidal, M., and Billo, R., 1998, "Development of an Intelligent Castability and Cost Estimation System," International Journal of Production Research, no.2, pp. 547-568.

Billo, R.E., and Bidanda, B., 1998, "Part Family Identification: The Role of Engineering Databases," in Group Technology & Cellular Manufacturing: State-Of-The-Art Synthesis of Research and Practice, Kluwer Academic Publishers.

Cohen, Y., Bidanda, B., and Billo, R., 1998, "Accelerating the Generation of Work Measurement Standards through Automatic Speech Recognition: A Laboratory Study," International Journal of Production Research, no.10, pp. 2701-2715.

Petri, K., Billo, R., and Bidanda, B., 1998, "A Neural Network Process Model for Abrasive Flow Machining Operations," Journal of Manufacturing Systems, no.1, pp. 52-64.

Aguwa, C.C., Bidanda, B., and Nnaji, B.O., 1997, "Shared Manufacturing in Developing Countries: An African Perspective," The Fourth Africa-USA International Conference on Manufacturing Technology, Pittsburgh.

Billo, R.E., Bidanda, B., and Adickes, M., 1997, "Performance Testing of Hand-Held Scanners for 2D Barcode Symbologies," Factory Automation & Integrated Manufacturing (FAIM) Conference, York, U.K..

Bidanda, B., and Billo, R., 1996, "Parametric Design and NC Code Generation of Countersink Cutting Tools," International Journal of Computer Integrated Manufacturing, no.2, pp. 105-112.

Berardi, M., and Bidanda, B., 1996, "A Non-traditional Economic Justification Model for Advanced Technologies," the 5th Industrial Engineering Research Conference, Minneapolis, Minnesota.

Billo, R., Bidanda, B., and Tate, D., 1996, "A Genetic Cluster Algorithm for the Machine Component Grouping Problem," Journal of Intelligent Manufacturing, no.3, pp. 1-13.

Billo, R., Bidanda, B., Cohen, Y., Fei, C.Y., and Petri, K.L., 1996, "Performance Standards and Testing of Two-Dimensional Bar Code Systems for Overhead Scanning," Journal of Manufacturing Systems, no.5, pp. 305-315.

Billo, R., Needy, K., and Bidanda, B., 1996, "Challenges Facing Information Technologies to Support World Class Manufacturing Practices," Computers In Industry, pp. 163-165.

Cleland, D., Bidanda, B., and Chung, C., 1996, "Human Issues in Technology Implementation - Part 2," Industrial Management, no.5, pp. 15-16.

Cohen, Y., Bidanda, B., Billo, R.E., and Zandin, K.B., 1996, "On Integrating Work Measurement Systems with Voice Recognition Technologies," the 5th Industrial Engineering Research Conference, Minneapolis, Minnesota.

Cohen, Y., and Bidanda, B., 1996, "A Discrete Control Modeling Technique for Automated Industrial Systems," the Embedded Computing Conference, Paris.

Maitra, A., Bidanda, B., and Rubinovitz, J., 1996, "Need for the Development of a Generic Programming Interface for Industrial Robots," the SPIE Conference, pp. 89-95.

Wilhelm, M., Smith, A.E., and Bidanda, B., 1996, "Integrating an Expert System and a Neural Network for Process Planning," Engineering Design and Automation, no.4, pp. 259-269.

Wilhelm, M., Smith, A.E., and Bidanda, B., 1996, "Process Planning Using an Integrated Expert System and Neural Network Approach," in Hybrid Intelligent Systems Applications, J. Liebowitz, ed., Cognizant Communications/ISIS, pp. 3-23.

Bidanda, B., and Billo, R., 1995, "On the Use of Students for Developing Engineering Laboratories," Journal of Engineering Education, no.2, pp. 205-212.

Bidanda, B., and Billo, R.E., 1995, "On the Development of an Intelligent Speech-Based Work Measurement System," the 5th International FAIM Conference, Stuttgart, Germany.

Bidanda, B., and Needy, K.L., 1995, "Activity Based Costing for Small Manufacturers," the Fourth I.E. Research Conference, Nashville, TN.

Bidanda, B., Billo, R.E., and Cohen, Y., 1995, "A New Generation of Two Dimensional Bar Code Symbologies," the 13th International Conference on Production Research, Jerusalem.

Billo, R., and Bidanda, B., 1995, "Representing group technology classification and coding techniques with object oriented modeling," IIE Transactions, pp. 542-554.

Billo, R.E., Bidanda, B., and Kharbanda, P., 1995, "Re-Engineering Process Plans for Manufacturing Cell Design: A Case Study," the 13th International Conference on Production Research, Jerusalem.

Billo, R.E., and Bidanda, B., 1995, "Testing of Two-Dimensional Bar Code Systems for Overhead Sortation and Tracking," the Fourth I.E. Research Conference, Nashville, TN.

Burns, G., and Bidanda, B., 1995, "Modular Hierarchical Control Networks for the Specification and Implementation of Automated Manufacturing Control Systems," the Fourth I.E. Research Conference, Nashville, TN.

Cleland, D.I., Bidanda, B., and Chung, C., 1995, "Human Issues in Technology Implementation - Part 1," Industrial Management, no.4, pp. 22-27.

Cohen, Y., and Bidanda, B., 1995, "A New Generation of Work Measurement Systems for Manufacturing & Industrial Applications," the 13th International Conference on Production Research, Jerusalem.

Petri, K.L., Billo, R.E., and Bidanda, B., 1995, "The Development of Non-traditional Process Models for Extrusion Honing," the Fourth I.E. Research Conference, Nashville, TN.

Bidanda, B., and Hosni, Y., 1994, "Reverse Engineering and its Relevance to Industrial Engineering: A Critical Overview," Computers and Industrial Engineering Journal, no.2, pp. 343-348.

Bidanda, B., Narayanan, V., and Billo, R., 1994, "Reverse Engineering & Rapid Prototyping," in Handbook of Automation and Manufacturing Systems, R.C. Dorf, and A. Kusiak, eds., John Wiley & Sons.

Billo, R., Bidanda, B., and Kharbanda, P., 1994, "Re-Engineering Process Plans for Effective Manufacturing Cell Formation," International Journal of Manufacturing Systems Design, no.3, pp. 217-229.

Billo, R., Bidanda, B., and Peternel, J., 1994, "Enhancing Classification and Coding Techniques with Object Oriented Modeling for Group Technology Applications," the Third I.E. Research Conference, pp. 549-554, Atlanta, GA.

Billo, R., Bidanda, B., and Tate, D., 1994, "A Genetic Algorithm Formulation of the Cell Formation Problem," 16th Int. Conference on Computers and Industrial Engineering, Ashikaga, Japan.

Billo, R., and Bidanda, B., 1994, "A Student Advising System for Undergraduate Engineering Curricular Scheduling," Computers in Education, no.3, pp. 205-213.

Burns, G., and Bidanda, B., 1994, "An Iconic Programming System for Flexible Control of Automated Systems," ISRAM 1994, Maui.

Burns, G., and Bidanda, B., 1994, "An Integrated Petri Net Environment for Analysis and Logic Control of Manufacturing Systems," the Third I.E. Research Conference, Atlanta, GA.

Burns, G., and Bidanda, B., 1994, "The Use of Hierarchical Petri Nets for the Automatic Generation of Ladder Logic Programs," the ESD/IPC' 94 Conference & Exposition, pp. 169-179, Detroit, MI.

Dharwadkar, S., Bidanda, B., and Cleland, D., 1994, "Shared Manufacturing Assistance Center Project: A New Product Development," in THE GLOBAL PROJECT MANAGEMENT HANDBOOK, D. Cleland, and R. Gareis, eds., McGraw Hill.

Motavalli, S., and Bidanda, B., 1994, "Modular Software Development for Digitizing Data Analysis in Reverse Engineering," Computers and Industrial Engineering Journal, no.2, pp. 395-410.

Redfern, M., and Bidanda, B., 1994, "Slip Resistance of the Shoe-Floor Interface Under Bio-mechanically Relevant Conditions," Ergonomics, no.3, pp. 511-524.

Sergio, B., Smith, A., and Bidanda, B., 1994, "Reducing Waste in Casting with a Predictive Neural Model," Journal of Intelligent Manufacturing, pp. 277-286.

Bidanda, B., Billo, R., and Peternel, J., 1993, "Computer Aided Feature Based Design and NC Code Generation of Countersink Tools," the FAIM 1993 Conference, CRC Press, pp. 245-254, Limerick, Ireland.

Bidanda, B., Cleland, D., and Dharwadkar, S., 1993, "Shared Manufacturing: An Approach to Global Competitiveness," the FAIM 1993 Conference, CRC Press, pp. 55-66, Limerick, Ireland.

Bidanda, B., Cleland, D.I., and Dharwadkar, S., 1993, "SHARED MANUFACTURING SYSTEMS: A GLOBAL PERSPECTIVE," McGraw-Hill Book Company, New York.

Bidanda, B., Cohen, P.H., and Tunasar, C., 1993, "FIXPERT: A Rule Based System for Workholding Device Selection of Rotational Parts," in EXPERT SYSTEMS IN PRODUCTION & MANUFACTURE: STRUCTURE AND RULES, S. Anand, and A. Mital, eds., Chapman and Hall.

Bidanda, B., Rubinovitz, J., and Narayanan, V., 1993, "CAD-Based Interactive Off-line Programming of Spray Glazing Robots," International Journal of Computer Integrated Manufacturing, no.6, pp. 357-365.

Ben-Brahim, S., Smith, A., and Bidanda, B., 1993, "Relating Product Specifications and Performance Data with a Neural Network Model for Design Improvement," Journal of Intelligent Manufacturing, pp. 367-374.

Billo, R.E., and Bidanda, B., 1993, "The Start Up of an Automated Data Collection Laboratory," 4th Annual Automatic Identification Educators Conference, Philadelphia.

Burns, G., Rajgopal, J., and Bidanda, B., 1993, "Integrating Group Technology and TSP for Scheduling Operations with Sequence Dependent Setup Times," the Second I.E. Research Conference, pp. 837-841, Los Angeles, CA.

Narayanan, V., Bidanda, B., and Rubinovitz, J., 1993, "Off-Line Programming and Path Planning of Spray Glazing Robots," the XIII International Conference for Production Research (ICPR), Elsevier Science Publishers.

Rajgopal, J., and Bidanda, B., 1993, "On the Use of Statistical Design in Manufacturing Engineering Education," International Journal of Applied Engineering Education, no.4.

Smith, A., Martinez, S., and Bidanda, B., 1993, "A Neural Predictive Quality Model for Slip Casting Using Categorical Metrics," the Second I.E. Research Conference, pp. 265-269, Los Angeles, CA.

Bidanda, B., and Muralikrishnan, C.K., 1992, "Flexible Fixtures for Intelligent Manufacturing," in Intelligent Design and Manufacturing, A. Kusiak, ed., John Wiley & Sons.

Bidanda, B., Shuman, L., and Puerzer, R., 1992, "On Teaching CAD Concepts to Industrial Engineers," Engineering Design Graphics Journal, no.2, pp. 11-18.

Ben-Brahim, S., Smith, A., and Bidanda, B., 1992, "Estimating Product Performance and Quality from Design Parameters Via Neural Networks," the First I.E. Research Conference, Chicago, IL.

Cleland, D., Bidanda, B., and Dharwadkar, S., 1992, "A Shared Manufacturing Assistance Center Project," the Project Management Institute Seminar & Symposium, pp. 466-473, Pittsburgh, PA.

Motavalli, S., and Bidanda, B., 1992, "Modular Software Development for Reverse Engineering Applications," the First I.E. Research Conference, Chicago, IL.

Narayanan, V., Rubinovitz, J., and Bidanda, B., 1992, "On the Development of Computer Based Path Planning Strategies for Robotic Spray Glazing," Computers and Industrial Engineering Journal, pp. 15-18.

Bidanda, B., Motavalli, S., and Harding, K., 1991, "Reverse Engineering: An Evaluation of Prospective Non-Contact Technologies and Applications in Manufacturing Systems," International Journal of Computer Integrated Manufacturing, no.3, pp. 145-156.

Bidanda, B., Rubinovitz, J., and Narayanan, V., 1991, "Off-line Programming for Robotic Spray Glazing Cell," Fourth World Conference on Robotics Research, Pittsburgh, PA.

Bidanda, B., Shuman, L., and Puerzer, R., 1991, "On Teaching CAD Concepts to Industrial Engineers," the ASEE Conference, New Orleans.

Motavalli, S., and Bidanda, B., 1991, "Development of a Part Image Reconstruction System for Reverse Engineering of Design Modifications," Journal of Manufacturing Systems, no.5.

Rajgopal, J., and Bidanda, B., 1991, "On Scheduling Parallel Machines with Two Setup Classes," International Journal of Production Research, no.12, pp. 2443-2458.

Redfern, M., and Bidanda, B., 1991, "Programmable Shoe/Floor Tester to Evaluate Floor Slipperiness," in ADVANCES IN INDUSTRIAL ERGONOMICS AND SAFETY III, W. Karwowski, and J.W. Yates, eds., Taylor & Francis.

Bidanda, B., and Cleland, D.I., 1990, "THE AUTOMATED FACTORY HANDBOOK: TECHNOLOGY AND MANAGEMENT," Tab Professional and Reference Books, Blue Ridge Summit, PA.

Bidanda, B., and Motavalli, S., 1990, "On the Applications of Part Image Reconstruction Systems in Automated Manufacturing," 5th International conference on CAD/CAM, Robotics and Factories of the Future, Elsevier Science Publishers, Norfolk, Virginia.

Bidanda, B., and Rajgopal, J., 1990, "Optimal Selection of Workholding Devices for Rotational Parts," IIE Transactions, no.1.

Bidanda, B., Motavalli, S., and Patterson, G.P., 1990, "On the Development of a Computerized System for Cephalometric Analysis," Journal of Medical Systems, no.1.

Burhanuddin, S., and Bidanda, B., 1990, "Industrial Robots," in THE AUTOMATED FACTORY HANDBOOK; TECHNOLOGY AND MANAGEMENT, B. Bidanda, and D.I. Cleland, eds., Tab Professional and Reference Books (Division of McGraw-Hill), Blue Ridge Summit, PA.

Bidanda, B., and Cleland, D., 1989, "Techniques to Assess Project Feasibility," Project Management Journal, no.2.

Bidanda, B., and Motavalli, S., 1989, "Reverse Engineering using Structured Lighting," 4th International Conference on CAD/CAM, Robotics and Factories of the Future, Elsevier Science Publishers, Delhi, India.

Bidanda, B., Rubinovitz, J., and Raman, S., 1989, "Development of a Spatter Index for Automated Welding Inspection Using Computer Vision," Computers in Industrial Engineering Journal, no.2, pp. 215-224.

Knott, K., Bidanda, B., and Pennebaker, D., 1988, "The Economics of Robotic Welding," The International Journal of Production Research, no.1.

Bidanda, B., and Knott, K., 1987, "Roadblocks to Robotic Welding," Journal of Methods-Time Measurement.

Bidanda, B., "Designing and Implementing Large Scale Cellular Manufacturing Systems," Banff.

Bidanda, B., "Designing and Implementing Large Scale Cellular Manufacturing Systems," IIE Solutions Conference, Banff.

Bidanda, B., and Cohen, P.H., "An Integrated CAD-CAM Approach for the Selection of Workholding Devices for Concentric, Rotational Components," 14th conference of the NSF Production Research and Technology Program, Society of Manufacturing Engineers, Dearborn, MI.

Bidanda, B., and Cohen, P.H., "Automated Fixture Selection for Rotational Parts," 3rd International Conference for CAD/CAM and Robotics, Elsevier Science Publishers.

Bidanda, B., and Cohen, P.H., "Development of a Computer Aided Fixture Selection System for Concentric, Rotational Parts," Symposium on Advances in Integrated Product Design and Manufacturing, pp. 219-226.

Bidanda, B., and Motavalli, S., "Building CAD Models with Non-Contact Techniques," IIE Conference, Atlanta, GA.

Bidanda, B., and Rubinovitz, J., "Use of a Computer Vision System to check for Spatter in Butt Welds," 22nd SES Annual Meeting.

Bidanda, B., and Wolfe, H., "An Analysis for Manufacturing System Laboratory Development," ASEE Conference, pp. 303-307, Portland, OR.

Bidanda, B., Cohen, P.H., and Schmidt, A.O., "Cellular Manufacturing for Small Shops," International Conference on Technology and Technology Exchange-ICTTE 1986.

Bidanda, B., Colosimo, R., and Petri, K., "On Improving Manufacturing Efficiency," the International Conference on Manufacturing Excellence: Mexcel 95, Bangalore, India.

Bidanda, B., Di Pasquale, J., Clune, J., and Creehan, K., "Rapid Prototyping & Reverse Engineering Applications in a BioMedical Environment," International Conference of Production Research, Limerick, Ireland.

Bidanda, B., Narayanan, V., Brahim, B.S., and Thorne, J., "On the Development of a Robotic Work Cell for Sanitary Ware Spray Glazing," XIII Conference in Computers and Industrial Engineering, Orlando, Florida.

Bidanda, B., Rajgopal, J., and Shuman, L., "Flexible Doctoral Programs for International Faculty," International Conference for Engineering Education, Rio de Janerio.

Bidanda, B., Sepideh, A., Shankar, M.R., and Basu, S., "Sustainable Design and Manufacturing by Mapping, Microstructure from Severe Shear Deformation in Machining," 14th IFAC Symposium on Information Control Problems in Manufacturing, Bucharest.

Billo, R., Bidanda, B., and Peternel, J., "Parametric Design of Countersink Cutting Tools," the Second I.E. Research Conference, pp. 370-374, Los Angeles, CA.

Billo, R., Tate, D., and Bidanda, B., "Comparison of a Genetic Algorithm and Cluster Analysis for the Cell Formation Problem: A Case Study," the Third I.E. Research Conference, pp. 543-548, Atlanta, GA.

Billo, R.E., and Bidanda, B., "How to Implement ADC," the Automatic Identification & Data Capture Seminar, Pittsburgh, PA.

Billo, R.E., and Bidanda, B., "Modeling Effective Material Tracking Systems: A Case Study in Wireless Technology," Banff.

Cohen, Y., and Bidanda, B., "Y- Nets for Automated Production," the International Conference for Production Research (ICPR), Osaka.

Cohen, Y., and Bidanda, B., "Y-Nets: A New Technique for Modeling Discrete Control in Industrial Systems," the Sixth Industrial Engineering Research Conference, pp. 586-591, Miami Beach.

Colosimo, R., Needy, K., and Bidanda, B., "Worker Assignments in Implementing Manufacturing Cells," the Sixth Industrial Engineering Research Conference, pp. 240-245, Miami Beach.

Kadidal, M., and Bidanda, B., "A Castability Expert System," XV Conference in Computers and Industrial Engineering, Florida.

Narayanan, V., and Bidanda, B., "Analysis of Process Parameters for Robotic Spray Glazing," the Fourth I.E. Research Conference, Nashville, TN.

Rajgopal, J., Bidanda, B., and Shuman, L., "Flexible Doctoral Programs for International Faculty," International Conference on Engineering Education, Rio de Janerio.


http://www.engineering.pitt.edu/People/Faculty/SSOE/Active/Bidanda,-Bopaya/

150 Years of Taylor's Engineering, Industrial Engineering, Productivity Improvement, Science, Engineering and Management - 1875 - 2025

Engineering, Industrial Engineering, Productivity Improvement, Science, Engineering and Management have an interesting 150 years history starting with Taylor taking up engineering education instead of law.

1875 - Taylor started his engineering education with an apprenticeship.

1880 - Founding of American Society of Mechanical Engineers.

1895

TAYLOR, F. W., "A Piece-Rate System, Being a Step Toward Partial Solution of the Labor Problem,"
Transactions of the American Society of Mechanical Engineers 16, 856-903, 1895


Frederick Taylor's Productivity System for Rapidly Attaining The Maximum Productivity - Part 1


The advantages of this system of management (Taylor's Piece Rate System) are :

The manufactures are produced cheaper under it.
The system is rapid  in attaining the maximum productivity of each machine and man




TAYLOR, F. W., "A Piece-Rate System, Being a Step Toward Partial Solution of the Labor Problem,"
Transactions of the American Society of Mechanical Engineers 16, 856-903, 1895

A PIECE-RATE SYSTEM: BEING A STEP TOWARD PARTIAL SOLUTION OF THE LABOR PROBLEM.

BY FRED W. TAYLOR.


The system introduced by the writer (Taylor's system of productivity improvement and piece rate payment),  makes each workman’s interests the same as that of his employer, pays a premium for high efficiency, and soon convinces each man that it is for his permanent advantage to turn out each day the best quality and maximum quantity of work.

The writer has endeavored in the following pages to describe the system of management introduced by him in the works of the Midvale Steel Company, of Philadelphia, which has been employed by them during the past ten years with the most satisfactory results.

The system consists of three principal elements :

( i ) An elementary rate-fixing department. - The productivity improvement department.

( 2 ) The differential rate system of piece-work.

( 3 ) What he believes to be the best method of managing men who work by the day.




Elementary rate-fixing differs from other methods of making piece-work prices in that 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 a piece-work price is wanted for work 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. While this method seems complicated at the first glance, it is, in fact, far simpler and 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 differential rate system of piece-work consists, briefly, in offering two different rates for the same job, a high price per piece in case the work is finished in the shortest possible time and in perfect condition (quality emphasis), and a low price if it takes a longer time to do the job, or if there are any imperfections in the work. (The high rate should be such that the workman can earn more per day than is usually paid in similar establishments.) 

The system by which the writer proposes managing the men who are on day-work consists in paying men and not positions. Each man’s wages, as far as possible, are fixed according to the skill and energy with which he performs his work, and not according to the position which he fills. Every endeavor is made to stimulate each man’s personal ambition. This involves keeping systematic and careful records of the performance of each man, as to his punctuality, attendance, integrity, rapidity, skill, and accuracy, and a readjustment from time to time of the wages paid him, in accordance with this record.

The advantages of this system of management are :

First. That the manufactures are produced cheaper under it (cost of production per unit is reduced), while at the same time the workmen earn higher wages than are usually paid.

Second . Since the rate-fixing is done from accurate knowledge instead of more or less by guess-work, the motive for holding back on work, or “ soldiering ”, and endeavoring to deceive the employers as to the time required to do work, is entirely removed, and with it the greatest cause for hard feelings and war between the management and the men.

Third. Since the basis from which piece-work as well as day rates are fixed is that of exact observation, instead of being founded upon accident or deception, as is too frequently the case under ordinary systems, the men are treated with greater uniformity and justice, and respond by doing more and better work.

Fourth, It is for the common interest of both the management and the men to cooperate in every way, so as to turn out each day the maximum quantity and best quality of work.

Fifth. The system is rapid, while other systems are slow, in attaining the maximum productivity of each machine and man ; and when this maximum is once reached, it is automatically maintained by the differential rate.

Sixth. It automatically selects and attracts the best men for each class of work, and it develops many first-class men who would otherwise remain slow or inaccurate, while at the same time it discourages and sifts out men who are incurably lazy or inferior.

Finally. One of the chief advantages derived from the above effects of the system is, that it promotes a most friendly feeling between the men and their employers, and so renders labor unions and strikes unnecessary.

There has never been a strike under the differential rate system of piece-work, although it has been in operation for the past ten years in the steel business, which has been during this period more subject to strikes and labor troubles than almost any other industry. In describing the above system of management the writer has been obliged to refer to other piece-work methods, and to indicate briefly what he believes to be their shortcomings.

1903

Paper Shop Management  presented in ASME Conference.
F.W. Taylor - Shop Management - With Appropriate Sections

1906
Taylor - Productivity Science and Art of Metal Cutting - Important Points

1907 - 1908 - Industrial Engineering course was started by Prof. Diemer in Penn State College.

1910



                                                                         F.W. Taylor
                                                    Publications and Contribution of Taylor

Important Points of Prof. Diemer's Description of Taylor's Industrial Engineering

  • Analyze each engineering process into its ultimate, simple elements, and develop ideal or perfect elements.
  • Make all due allowances for rational and practical conditions and establish an attainable commercial unit time production standard for every step.
  • The next step is attaining continuously the unit time production standard, involving both quality and quantity for each element.
  • Process integration - Assembling the improved prime elements into a well-arranged, well-built, smooth-running engineering process (machine).
  • The industrial  engineer must be able to select mechanical devices, people and perfect the organization that suits present needs and secures prompt returns in profit.
  • Engineering as applied to production means the planning in advance of production so as to secure certain results.
  • The engineer calculates and plans with absolute certainty of the accomplishment of the final results in accordance with his plans, which are based ultimately on fundamental truths of natural science.
  • The mechanical engineer has to do with the design, construction, testing, and operating of machines. The mechanical engineer designs with certainty of correct operation and adequate strength.  Industrial engineering (Production engineering) has to do with the output of men and machines. It requires a knowledge of both. The product involved may be anything that is made by or with the aid of machinery.
  • It is the business of the Industrial engineer (production engineer) to know every single item that constitutes his finished product, and every step involved in the handling of every piece. He must know what is the most advantageous manufacturing quantity of every single item so as to secure uniformity of flow as well as economy of manufacture. He must know how long each step ought to take under the best attainable working conditions.


Process/operation element analysis was described in detail by H.B. Maynard.


TAYLOR'S INDUSTRIAL ENGINEERING - PROF. DIEMER


The first president of ASME in 1880 pointed out that engineers have to make efforts to reduce cost or products.  Mr. Henry R. Towne laid the foundation for cost reduction by engineers  (industrial engineering) through his paper "The Engineer as an Economist." Towne also described his conception of industrial engineering in a 1905 convocation address to Purdue Engineering Students. Prof. Diemer specially describes the concept of industrial engineering according to F.W. Taylor.

Mr. Taylor is the earliest and foremost advocate of engineering management and industrial engineering. Taylor's contribution to production management is well known though his works shop management and scientific management. His contribution to industrial engineering is not that direct through specific works. But he is credited as the father of industrial engineering as his ideas and works became industrial engineering in practice and theory. As early as 1889, Mr. Taylor earnestly pleaded that shop statistics and cost data should be more than mere records, and that they in themselves constituted but a small portion of the field of investigation to be covered by the industrial engineer. While he did not so express himself, the gist of his treatment of factory management is this:

He 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.

The word "production" indicates the making or manufacturing of commodities. Engineering as applied to production means the planning in advance of production so as to secure certain results. A man may be a good mechanic but no engineer. The distinction between the mechanic and the engineer is that the mechanic cuts and tries, and works by formulae based on empiricism. The engineer calculates and plans with absolute certainty of the accomplishment of the final results in accordance with his plans, which are based ultimately on fundamental truths of natural science.

The mechanical engineer has to do with the design, construction, testing, and operating of machines. The mechanical engineer designs with certainty of correct operation and adequate strength. Production engineering has to do with the output of men and machines. It requires a knowledge of both. The product involved may be anything that is made by or with the aid of machinery.

It is the business of the production engineer to know every single item that constitutes his finished product, and every step involved in the handling of every piece. He must know what is the most advantageous manufacturing quantity of every single item so as to secure uniformity of flow as well as economy of manufacture. He must know how long each step ought to take under the best attainable working conditions. He must be able to tell at any time the exact condition as regards quantity and state of finishedness of every part involved in his manufacturing process.

The engineer must be able not only to design, but to execute. A draftsman may be able to design, but unless he is able to execute his designs to successful operation he cannot be classed as an engineer. The production engineer must be able to execute his work as he has planned it. This requires two qualifications in addition to technical engineering ability: He must know men, and he must have creative ability in applying good statistical, accounting, and "system" methods to any particular production work he may undertake.

With regard to men, he must know how to stimulate ambition, how to exercise discipline with firmness, and at the same time with sufficient kindness to insure the good-will and cooperation of all. The more thoroughly he is versed in questions of economics and sociology, the better prepared will he be to meet the problems that will daily confront him. As economic production depends not only on equipment and plant, but on the psychological effect of wage systems, he must be able to discriminate in regard to which wage system is best applicable to certain classes of product.

Hugo Diemer defined or explained Industrial Engineering in chapter I in his book published in 1910.

FACTORY ORGANIZATION AND ADMINISTRATION BY HUGO DIEMER, M.E.

Professor of Industrial Engineering, Pennsylvania State College; Consulting Industrial Engineer
FIRST EDITION
McGRAW-HILL BOOK COMPANY,  NEW YORK
1910



https://archive.org/details/factoryorganiza00diemgoog

Above link was accessed by me on 8.10.2022. The book available is 3rd edition published in 1921. See page 11. Point 15. It was mentioned that in the first edition of the book, the writer outlined the methods of industrial engineer. It was briefly given again this edition.



The first edition of the book is available at

Hugo Diemer started industrial engineering with first teaching a subject, then starting a 2-year program and then a 4-year program.

1911
F.W. Taylor Scientific Management - With Appropriate Sections

1915

INDUSTRIAL ORGANIZATION AND MANAGEMENT

HUGO DIMER
1915
https://archive.org/stream/industrialorgan00diemgoog/industrialorgan00diemgoog_djvu.txt


Qualifications of Time-Study Observer

(pp. 203 to 207)

It is desirable, although not absolutely essential, that the observer be trained in the trade under observation.  College training in laboratory practice in which a man has become accustomed to taking accurate readings is good preparation for this work, provided it has been followed by some shop
training in the trade involved.

The workman on whom the time study is made should always be informed of its purpose, and his interest and co-operation secured. Time study for the purpose of getting the motion and time elements should always be made on first-class men, and such percentage of extra time added in establishing a time limit as will afford an incentive for the average man.

It is customary to pay an advance over a man's ordinary rate when he is acting as a subject for time
and motion studies. This extra pay is in no sense in the nature of a bribe, but it is in recognition of the fact that the man is being called upon to assist in a higher grade f work, since he and the time-study man are now doing team work of a research nature, which is a higher grade of work than ordinary production. The workman may be called upon by the time-study man to stop suddenly in the midst of a process, and to think about certain motion elements involved, and discuss whether these elements are ordinary practice, or whether a certain improvement, short cut, or device suggested by the time-study man is feasible or not, and many similar matters.

Preparation of the Instruction Card

An instruction card is the synthetic or constructive result of the analytic or observational operation known as the time study. It will be noticed that in the instruction card each element or sub-operation is distinctly listed and the standard time which has been agreed on is listed after each sub-operation.

After the time-study work has progressed to such an extent that a considerable variety of standard elemental operations and times have been listed and filed, the building-up of the instruction card for a new piece will consist very largely in assembling these standard elements, leaving only a few elements remaining, for which the time can frequently be figured from known data, so that the actual time-study work becomes less all the time, and the result of every additional time study becomes more and more extensive.

Doing the Work According to Instructions

Where the men have never worked under instruction cards, it will require patient and systematic training and an insistence on careful reading and following of the individual steps of the elemental operation instructions. At the beginning men who have been accustomed to looking at the time consumed on a job merely in the light of the total time are apt to consider impossible the time reductions indicated on most instruction cards.

The writer had experience of this sort in the assembling of automobiles and of engine-governors. After considerable preliminary work in planning and getting materials and tools ready, accompanied by careful time studies, it was decided to offer a bonus in the case of automobile-assembling, beginning at 100 total hours of assemblers' time. The best previous record had been 225 hours. With careful handling of the men the time was reduced at the first to 90 hours and ultimately it was a common occurrence for the total assembling time to take no longer than 65 or 70 hours. In the case of steam-engine governors a great deal of time had been lost by reason of poor fits and the necessity of having the assemblers do a great deal of filing. After the adoption of standard limits on the parts which were to be fitted together, the total time of assembling governors was reduced to about one-third of the former time.

A skilled demonstrator or leader needs to remain with the workers until they are able to do the tasks specified in the instruction cards, and within the time limits designated. When a job has reached the stage where it is continuously done in the time specified, it can be safely left alone. Frequently, however, after considerable savings have been made on work done by an experienced man or group of men, when a new man or group of men undertakes the same task, it takes a much longer time. Under these circumstances it is quite likely that the services of the demonstrator or leader will be again required.

2017
Principles of Industrial Engineering - Taylor - Narayana Rao

2020
THE NEW INDUSTRIAL ENGINEERING (2020): CREATING ENTERPRISE EXCELLENCE
An Article in  Maynard's Industrial and Systems Engineering Handbook, 6th Edition - Edited by Prof. Bopaya M. Bidanda


Publication - Job Shop Lean: An Industrial Engineering Approach to Implementing Lean in High-Mix Low-Volume Production Systems  By Shahrukh A. Irani.

2021
#IISEAnnual2021 - Captains of Industry Forum with Apple CEO Tim Cook - Interview
https://www.youtube.com/watch?v=W6kcA8weV90

Important point made. - Industrial engineers are not happy with status quo. They are constantly in search of improvement and innovation


------------------------------------------------------------------------





-------------------------------------------------------------------------



2023
Publication:
Maynard's Industrial and Systems Engineering Handbook, 6th Edition - Edited by Prof. Bopaya M. Bidanda


2025

2025 India National Productivity Week - 12 - 18 February Theme - From Ideas to Impact: Protecting Intellectual Property for Competitive Startups.

The theme for Productivity Week 2025 provides a crucial platform to address the interconnected challenges and opportunities related to innovation, intellectual property (IP), and productivity within the Indian startup ecosystem.

For industrial engineers innovation and productivity are important themes to focus on. 

IEs have to organize events, participate in the event actively and promote industrial engineering as the department, function and discipline to promote productivity through innovation.

I am collecting background material to support industrial engineers in preparing for the events of the week.

Background Material - 2025 India National Productivity Week - February 12- 18, Theme - From Ideas to Impact: Protecting Intellectual Property for Competitive Startups.




How Industrial Engineering is Changing the World in 2025?

AIIEM
Mission
Our mission is to empower industrial engineers and managers across the Middle East and North Africa by enhancing their skills and knowledge, enabling them to meet evolving market demands. We are committed to fostering education, promoting professional development, and conducting essential market research to create sustainable solutions in the educational sector.