Showing posts with label Machine work study. Show all posts
Showing posts with label Machine work study. Show all posts

Friday, April 3, 2026

Machine Work Study - Machine Tool - Metal Cutting - Taylor - Part 1


The Machine Work Study was done by Taylor over a period of 26 years on metal cutting over the period of 1880-1906 and the results of the study as productivity science of metal cutting were presented in the 1906 conference of ASME. Taylor himself was the president of ASME and he gave the presentation as Presidential Address.

Results of 50,000 experiments

The following is a record of some of our more important steps: _

33 (A) In 1881, the discovery that a round-nosed tool could be run under given conditions at a much higher cutting speed and there- fore turn out much more work than the old-fashioned diamond- pointed tool.

34 (B) In 1881, the demonstration that, broadly speaking, the use of coarse feeds accompanied by their necessarily slow cutting speeds would do more work than fine feeds with their accompanying high speeds.

35 (C) In 1883, the discovery that a heavy stream of water poured directly upon the chip at the point where it is being removed from the steel forging by the tool,would permit an increase in cutting speed, and, therefore, in the amount of work done of from 30 to 40 per cent. In 1884, a new machine shop was built for the Midvale Steel Works, in the construction of which this discovery played a most important part; each machine being set in a wrought iron pan in which was collected the water (supersaturated with carbonate of soda to prevent rusting), which was thrown in a heavy stream upon the tool for the purpose of cooling it. The water from each of these pans was carried through suitable drain pipes beneath the floor to a central well from which it was pumped to an overhead tank from which a system of supply pipes led to each machine. Up to that time, so far as the writer knows, the use of water for cooling tools was confined to small cans or tanks from which only a minute stream was allowed to trickle upon the tool and the work, more for the purpose of obtaining a water finish on the work than with the object of cooling the tool; and, in fact, these small streams of water are utterly inadequate for the latter purpose. So far as the writer knows, in spite of the fact that the shops of the Mid- vale Steel Works until recently have been open to the public since 1884 no other shop in this country was similarly fitted up until that of the Bethlehem Steel Company in 1899, with the one exception of a small steel works which was an offshoot in personnel from the Midvale Steel Company.

36 (D) In 1883, the completion of a set of experiments with round nosed tools; first, with varying thicknesses of feed when the depth of the cut was maintained constant; and, second, with varying depths of cut while the feed remained constant, to determine the efiect of each of these elements on the cutting speed.

37 (E) In 1883, the demonstration of the fact that the longer a toolis called upon to work continuously under pressure of the shaving, the slower must be the cutting speed, and the exact determination of the effect of the duration of the cut upon the cutting speed.

38 (F) In 1883, the development of formula: which gave mathematical expression to the two broad laws above referred to. Fortunately these formulae were of the type capable of logarithmic expression and therefore suited to the gradual mathematical development extend- ing through a long period of years, which resulted in making our slide rules, and solved the whole problem in 1901.

39 (G) In 1883, the experimental determination of the pressure upon the tool required on steel tires to remove cuts of varying depths and thickness of shaving.

40 (H) In 1883, the starting of a set of experiments on belting described in a paper published in Transactions, Vol. 15 (1894).

41 (J) In 1883, the measurement of the power required to feed a round-nosed tool with varying depths of cut and thickness of shaving when cutting a steel tire. This experiment showed that  EVERY MACHINE  TOOL required as much pressure to feed it as to drive the cut. This was one of the most important discoveries made by us, and as a result all steel cutting machines purchased since that time by the Midvale Steel Company have been supplied with feeding power equal to their driving power and very greatly in excess of that used on standard machine tools.

42 (K) In 1884, the design of an automatic grinder for grinding tools in lots and the construction of a tool room for storing and issuing tools ready ground to the men.

43 (L) From 1885 to 1889, the making of aseries of practical tables for a number of machines in the shops of the Midvale Steel Company, by the aid of which it was possible to give definite tasks each day to the machinists who were running machines, and which resulted in a great increase in their output.

44 (M) In 1886, the demonstration that the thickness of the chip or layer of metal removed by the tool has a much greater effect upon the cutting speed than any other element, and the practical use of this knowledge in making and putting into everyday use in our shops a series of broad-nosed cutting tools which enabled us to run with a coarse feed at as high a speed as had been before attained with r‘ound- nosed tools when using a fine feed, thus substituting, for a considerable portion of the work, COARSE FEEDS AND 1-non srnnns for our old maxim of coansn FEEDS AND snow srnnns.

45 (N) In 1894 and 1895, the discovery that a greater proportional gain could be made in cutting soft metals through the use of tools made from self-hardening steels than in cutting hard metals,the gain made by the use of self-hardening tools over tempered tools in cutting soft cast iron being almost 90 per cent, whereas the gain in cutting hard steels or hard cast iron was only about 45 per cent. Up to this time, the use of Mushet and other self-hardening tools had been almost exclusively confined to cutting hard metals, a few tools made of Mushet steel being kept on hand in every shop for special use on hard cast- ings or forgings which could not be cut by the tempered tools. This experiment resulted in substituting self-hardening tools for tempered tools for all “ roughing work” throughout the machine shop.

46 (P) In 1894 and 1895, the discovery that in cutting wrought iron or steel a heavy stream of water thrown upon the shaving at the nose of the tool produced a gain in the cutting speed of SELF-HARDEN- mo TOOLS of about 33 per cent. Up to this time the makers of self- hardening steel had warned users never to use water on the tools.

47 (Q) From 1898 to 1900, the discovery and development of the Taylor-White process of _treating tools; namely, the discovery that tools made from chromium—tungsten steels when heated to the melting point would do from two to four times as much work as other tools. This is the discovery of modern high-speed tools.

48 (R) In 1899- 1902, the development of our slide rules, which are so simple that they enable an ordinary workman to make practical and rapid everyday use in the shop of all the laws and formulae deduced from our experiments.

49 (S) In 1906, the discovery that a heavy stream of water poured directly upon the chip at the point where it is being removed from CAST IRON by the tool would permit an increase in cutting speed, and therefore, in the amount of work done, of 16 per cent.

(T) In 1906, the discovery that by adding a small quantity of vanadium to tool steel to be used for making modern high speed chromium-tungsten tools heated to near the melting point, the red hardness and endurance of tools, as well as their cutting speeds, are materially improved.

51 We regard as of by far the greatest value  our mathematical work  on experimental data which has resulted in the development of the slide rules; i. e., the mathematical expression of the exact effect upon the cutting Speed of such elements as the shape of the cutting edge of the tool, the thickness of the shaving, the depth of the cut, the quality of the metal being cut and the duration of the cut, etc. This work enables us to fix a daily task with a definite time allowance for each workman who is running a machine tool, and to pay the men a bonus for rapid work.

52 The gain from these slide rules is far greater than that of all the other improvements combined, because it accomplishes the original Object, for which in 1880 the experiments were started; i. e., that of  superseding “ rule of thumb” by scientific control.

53 By far the most difficult and illusive portion of this work has been the mathematical side: first, finding simple formula: which expressed with approximate accuracy the effect of each of the numer ous variables upon the cutting speed; and, second, finding a rapid method of using these formulae in the solution of the daily machine shop problems.



63 In the second portion of this paper will be given in detail a statement of the appliances, methods and principles which we believe to be necessary to use in order to obtain reliable results. For the pur- pose of a. more general discussion of the subject, however, it seems important to anticipate this portion of the paper by describing in detail the standard which we have finally adopted as a true criterion for determining the effect of each of the variables upon the cutting speed.

64 The efect of each variable upon the problem is best deter- mined by finding the exact rate of cutting speed (say, in feet per minute) which shall cause the tool to be completely ruined after having been run for 20 minutes under uniform conditions.

65 For example, if we wish to investigate the effect which a change in the thickness of the feed has upon the cutting speed,~it is necessary to make a number of tools which are in all respects uniform, as to the exact shape of their cutting edge, their clearance and lip angles, their chemical composition and their heat treatment. These tools must then be run one after another, each for a period of 20 minutes, throughout which time the cutting speed is maintained exactly uniform. Each tool should be run at a little faster cutting speed than its predecessor, until that cutting speed has been found which will cause the tool to be completely ruined at the end of 20 minutes (with an allowance of a minute or two each side of the 20-minute mark). In this way that cutting speed is found which corresponds to the particular thickness of shaving which is under investigation.



66 A change is then made in the thickness of the shaving, and another set of 20-minute runs is made, with a series of similar uniform tools, until the cutting speed corresponding to the new thickness of feed has been determined; and by continuing in this way all of the cutting speeds are found which correspond to the various changes of feed. In the meantime, every precaution must be taken to maintain uniform all the other elements or variables which affect the cutting speed, such as the depth of the cut and the quality of the metal being cut; and the rate of the cutting speed must be frequently tested during each 20-minute run to be sure that it is uniform.

67 The cutting speeds corresponding to varying feeds are then plotted as points upon a curve, and a mathematical expression is found which represents the law of the effect of feed upon cutting speed. We believe that this standard or method of procedure constitutes the very foundation of successful investigation in this art; and it is from this standpoint that we propose to criticise both our own experiments and those made by other investigators. For further discussion of our standard method of making experiments see Par. 137.

68 It was only after about 14 years’ work that we found that the best measure for the value of a tool lay in the exact cutting speed at which it was completely ruined at the end of 20 minutes. In the meantime, we had made one set of experiments after another as we successively found the errors due to our earlier standards, and realized and remedied the defects in our apparatus and methods; and we have now arrived at the interesting though rather humiliating con- clusion that with our present knowledge of methods and apparatus, it would be entirely practicable to obtain through four or five years of experimenting all of the information which we have spent 26 years in getting.

69 The following are some of the more important errors made by us:

70 We wasted much time by testing tools for a shorter cutting period than 20 minutes, and then having found that tools which were apparently uniform in all respects gave most erratic results (particularly in cutting steel) when run for a shorter period than 20 minutes; we erred in the other direction by running o.ur tools for periods of 30 or 40 minutes each, and in this way used up in each single experi- ment so much of the forging that it was impossible to make enough experiments in cutting metal of uniform quality to get conclusive results. We finally settled on a run of 20 minutes as being the best all-round criterion, and have seen no reason for modifying this conclusion up to date. 

71 We next thought a proper criterion for judging the effect of a given element upon the cutting speed lay in determining the particular cutting speed which would just cause a tool to be slightly discolored below the cutting edge at the end of the 20 minutes. After wasting six months in experimenting with this as our standard, we found that it was not a true measure; and then adopted as a criterion a certain definite dulling or rubbing away of the cutting edge. Later it was found, however, that each thickness of feed had corresponding to it a certain degree of dullness or injury to the cutting edge at which point regrinding was necessary (the thicker the shaving the duller the tool should be before grinding); and a third series of experiments was made with this as a standard. While experimenting on light forgings a standard dullness of tool was used which was just sufficient to push the forging and tool apart and so slightly alter the diameter of the work.‘ All of these criterions were discarded, however, when in 1894 we finally bit upon the true standard, above described, of completely ruining the tool in 20 minutes.

72 As will be pointed out later in the paper, this standard demands both a very large and expensive machine to experiment with, and also large, heavy masses of metal to work upon, which is unfortunate; but we believe without apparatus and methods of this kind it is out of the question to accurately determine the laws which are sought. See paragraphs 210-263.

73 Experiments upon the art of cutting metals (at least those experiments which have been recorded) have been mainly undertaken by scientific men, mostly by professors. It is but natural that the scientific man should lean toward experiments which require the use of apparatus and that type of scientific observation which is beyond the scope of the ordinary mechanic, or even of engineers unless they have been especially trained in this kind of observation. It is perhaps for this reason more than any other that in this art several of those elements which are of the greatest importance have received no atten- tion from experimenters, while far less fruitful although more complicated elements, have been the subject of extended experiments.

74 As an illustration of this fact we would call attention to two of the most simple of all of the elements which have been left entirely untouched by all experimenters, namely: a the effect of cooling the tool through pouring a heavy stream of water upon it, which results in a gain of 40 per cent in cutting speed; b the effect of the contour or outline of the cutting edge of the tool upon the cutting speed, which when properly designed results in an equally large percentage of gain.

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

The problem before us may be again briefly stated to consist cf a careful study of the effect which each of the twelve following variable elements has upon the selection of the cutting speed and feed and therefore on the cutting time.

a. The quality of the metal which is to be cut, i. e., its hardness or other qualities which affect the cutting speed;
b. The diameter of the work;
c The depth of the cut, or one-half of the amount by which the forging or casting is being reduced in diameter in turning;
d. 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; e The elasticity of the work and of the tool;
f. The shape or contour of the cutting edge of the tool, together with its clearance and lip angles;
g. The chemical composition of the steel from which the tool is made, and the heat treatment of the tool ;
h. Whether a heavy stream of water, or other cooling medium, is used on the tool;
j. The duration of the cut, i. e., the time which a tool must last under pressure of the shaving without being reground; '
k. The pressure of the chip or shaving upon the tool;
l. The changes of speed and feed possible in the lathe; m The pulling and feeding power of the lathe at its various speeds.


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

 137 Before entering upon the details of our experiments, it seems necessary to again particularly call attention to the fact that “standard cutting-speed” is the true criterion by which to measure the


To give another illustration of our practical use of this standard. If, for example, we wish to determine which make of tool steel is the best, we should proceed to make from each of the two kinds to be tested a set of from four to eight tools. Each tool should be forged from tool steel, say, 5- inch x 1§ inch and about 18 inches long, to exactly the same shape, and after giving the tools made from each type of steel the heat treatment appropriate to its chemical composition, they should all be ground with exactly the same shaped cutting edge and the same clearance and lip angles. One of the sets of eight tools should then be run, one tool after another, each for a period of 20 minutes, and each at a little faster cutting speed than its predecessor, until that cutting speed has been found which will cause the tool to be completely ruined‘ at the end of 20 minutes, with an allowance of a minute or two each side of the 20-minute mark.


Every precaution must be taken throughout these tests to maintain uniform all of the other elements or variables which affect the cutting speed, such as the depth of the cut and the quality of the metal being cut. The rate of the cutting speed must be frequently tested during each 20-minute run to be sure that it is uniform throughout.

Throughout this paper, “the speed at which tools” give out in 20 minutes, as described above, will be, for the sake of brevity, referred to as the “standard speed.” ~ 141 After having found the -“standard speed” of the first type of tools, and having verified it by ruining several more of the eight tools at the same speed, we should next determine in a similar manner the exact speed at which the other make of tools will be ruined in 20 minutes; and if, for instance, one of these sets of tools exactly ruins at a cutting speed of 55 feet, while the other make ruins at 50 feet per minute, these “standard speeds," 55 to 50, constitute by far the most important criterion from which to judge the relative economic value of the two steels for a machine shop.


https://babel.hathitrust.org/    cgi/ssd?      id=mdp.39076000032131

About Carl Barth
https://www.naha.stolaf.edu/pubs/nas/volume13/vol13_7.htm




Ud. 3.4.2026
Pub. 28.5.2020

Friday, March 6, 2026

Machine Effort Industrial Engineering - Machine Study and Machine Work Study

MACHINE EFFORT INDUSTRIAL ENGINEERING - Neglected Component of Industrial Engineering of F.W. Taylor.

"Through this lowering of the selling price the whole public, the buyer and user, of the joint product of the labor and machinery have profited by getting what they buy cheaper." - Taylor in Testimony.

Note products of industrial establishments are the joint product of the labor and machinery.

Celebrate the birthday of F.W. Taylor in your Industrial Engineering Department and Company. Share what you are implementing in your company from Taylor's Ideas.

Birthday of F.W. Taylor 20th March. Modern Industrial Engineering March  2026 Issue - Taylor Month of IE - Contribution of F.W. Taylor to Industrial Engineering and Productivity Management - Implemented and Neglected

Access Essays on F.W. Taylor's Writing - Belt Drive Design, Productivity System and Section, Shop Management, Productivity Science of Machining, and Scientific Management

https://www.linkedin.com/pulse/march-2026-issue-taylor-month-ie-contribution-fw-industrial-kvss-71nlc

I am highlighting in the year 2026, the tasks neglected by industrial engineering profession even though Taylor thought of them. Machine effort industrial engineering got neglected in industrial engineering curriculums. It is a major blunder. IE professors have to correct this deficiency as early as possible to make IE a strong engineering and management discipline that improves engineering processes and systems effectively.



Frederick Taylor's Productivity Improvement System - Element Level Machine/Tool/Work Improvement - Time Calculation and Measurement -  Piece Rate Fixing  -  1895 

 Part 1 -  Part 2   -  Part 3 -  Part 4 - Part 5 - Part 6


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

https://nraoiekc.blogspot.com/2019/06/taylor-art-of-metal-cutting-important.html


Productivity Improvement in Machine Shop - F.W. Taylor

https://nraoiekc.blogspot.com/2020/05/productivity-improvement-in-machine.html


Practices of Toyota - Machine Effort Industrial Engineering 


Equipment Acquisition and Improvement 

Toyota plans its production systems with low operating rate for many machines. Hence, Toyota buys less expensive machines. But it improves the machines to suit its requirements continuously. 

Improving Methods of Operation

The operation, which is a man-machine combination can be improved through:

1. Improvements in human motions
2. Improvement in machine movements - increasing machine cutting speeds, reducing time through simultaneous cutting on multiaxis machines, and using multiple turret heads to shorten tool replacements.
3. Mechanizing human motions.

Improving human motions

Motion study can be used to reduce the operation time or the operator time. Motion study improves the movements or motions made by the operator and also improves the arrangement of materials and tools. 5S movement of Japanese industry is basically the offshoot of principles of motion economy.

Items must be arranged neatly, they must be easily accessible and they must be uniformly aligned.

Improvements in Machine Movements

Examples include raising output by increasing machine cutting speeds, reducing time through simultaneous cutting on multi-axis machines, and using multiple turret heads to shorten tool replacement time. This could involve using faster cutting processes like milling in the place of slower process like shaping.

Mechanizing Human Motions

In Toyota, first the human motions are optimized and then mechanization is attempted. Whenever mechanization is thought of its economics are thoroughly investigated. Toyota insists on kaizen - good change.

Seven Steps in Automating Machining Operations (Baudin)

In early days Toyota engineers had a list of tasks to be done in automating machining. Now all their machines are automated to a very large extent. But engineers of companies that are in the process of automating can learn from the Toyota's automation steps list.


1. Adding a power drive:  As we know, most of the machines now provide power to the work piece in case of lathe and to the rotary tool in case of milling machines.

2. Adding power feed: In case of lathe, tool feed is done through power. Still an operator is required to stop the cut.

3. Automatic stopping of the cut:  If the machine can stop the cut automatically as specified, the operator can start the cut and go and attend another machine. If the tool can come to the starting position after completing a cut, it will save some more time of the operator.

4. Automatic unloading: If the operation is completed, the machine can eject the completed part.

5. Automatic loading: If the machine can eject the completed part and pick and load the new blank, it is the next level of automation. The operator's role and required time further gets reduced.

6. Automatic problem detection: If the machine can detect problems in its functioning through sensors, operator is further relieved of some monitoring functions. If a problem is detected, machine will stop and announce the situation through alarms. Operator can come and take care of the problem.

7.Automatic transportation: In this automation step, the completed part of a machining operation is moved to the next machine automatically.

https://nraoiekc.blogspot.com/2021/04/jidoka-automation-and-mechanization.html

https://nraoiekc.blogspot.com/2022/05/the-toyota-production-system-features.html


27.3.2026

Narayana Rao KVSS

Professor (Retired), NITIE - Now IIM Mumbai - Offering FREE IE ONLINE Course Notes



For each connected machine, the details of work done by the machine can be described by events. Each speed change can be an event. Each feed change can be an event etc.


The machine working can be captured as events and the work of machine between each machine related event can be captured. This will give the opportunity to examine machine effort and improve it.










Ud. 6.3.2026

Pub. 3.7.2025





Saturday, January 31, 2026

Principles of Machine Utilization Economy - Taylor, Barnes, Maynard, Nakajima, Narayana Rao

 Machine efficiency in industrial plants is poor. Explained well by Harrington Emerson in 1911.

The machine end-efficiency in some plants is not over 4 per cent of the guaranteed capacity. Eight hours out of 24 gives a work time-efficiency of 33 per cent, not running half the time during shop hours gives a shop time-efficiency of 50 per cent; many machines exceed the requirements of the work put to them, as when a big planer is used instead of a shaper, this form of efficiency dropping often to 70 per cent ; and finally, machines are often run so slowly as to show a speed efficiency of only 3.5 per cent. When we reflect that there are other dependent sequences in the material inter-relations, in the work, and in the machine inter-relations, that there are dependent sequences between material and labor and machine, as when unnecessarily hard material lengthens the time of both man and machine, or when defective machine spoils material and wastes workers' time, or when unskilled man spoils material and injures machine — the marvel is not that industrial operations are so inefficient, but that, consider-ing the dependent sequences, they are in each term of the sequence so high*

https://nraoiekc.blogspot.com/2013/10/chapter-8-sixth-principle-reliable.html

You require principles of machine effort utilization. Is it not? But industrial engineering profession ignored machine effort industrial engineering for many many years.

Nakajima with his OEE model brought machine back into the analysis and improvement stream.


Principles of motion economy for human effort industrial engineering. 
Principles of machine utilization economy for machine effort industrial engineering.

Taylor's Industrial Engineering - Machine Utilization Economy 

Principles of Machine Productivity - F.W. Taylor


1. A careful study is to made of the time required to do each of the many elementary operations of machining of components manufactured in the establishment.
2.These elementary operations are then classified, recorded, and indexed, and when work is to be done,  the job is first divided into its elementary operations, the time required to do each elementary operation is found from the records, and the total time for the job is summed up from these data.
3. This method is more effective than the method of estimating the time based on time taken to do whole jobs of similar components.
4. To implement the principles, in the case of work done by metal-cutting tools, such as lathes, planers, boring mills, etc., F.W. Taylor undertook a long and expensive series of experiments  to determine, formulate, and finally practically apply to each machine the law governing the proper cutting speed of tools, namely, the effect on the cutting speed of altering any one of the following variables : the shape of the tool (i.e., lip angle, clearance angle, and the line of the cutting edge), the duration of the cut, the quality or hardness of the metal being cut, the depth of the cut, and the thickness of the feed or shaving.
5. The careful study of the capabilities of the machines and the analysis of the speeds at which they must run is to be made.
6. Defects or shortcoming in machines will be realized when the best methods of cutting metals are determined and the necessary modifications have to be made, if possible. Otherwise, replacement needs to be done at the earliest economic opportunity.
7. Systematization of many small details in the running of the machine shop, such as the care of belting, the proper shape for cutting tools, and the dressing, grinding, and issuing tools, oiling machines, issuing orders for work,  and a host of other minor methods and processes which may waste a machinist's time or machine time.
8. The care of the equipment is to be improved.

Machine Utilization Principle of Industrial Engineering - Prof. Ralph Barnes


1. Few people advocate using human labor to do work that can be done better and cheaper by machines.

2. It is suggested that the best manual method and the best combination of manual and machine method (mechanized) be developed and used as a basis for evaluating a proposed automated process.

(Restated as: Compare best manual method, mechanized method and automated method for each element of an operation and choose the best.)

3. If a large-volume fairly complex job is to be considered, a comparison would be of the estimated cost to do each element of each suboperation manually, or in machanized way, or automatically.

Ralph Barnes is the first PhD in Industrial Engineering. He wrote the popular text, Motion and Time Study.

Industrial engineers have to learn mechanization and automation that is engineering very well and use it in industrial engineering to provide increased support of machines to people to increase their productivity and standard of living.

Machine Work Study to Promote Machine Utilization Economy - Narayana Rao


Machine Work Study was proposed by Narayana Rao to emphasize the need to study the machine and its engineering elements as part of industrial engineering studies. Machine work study is related to the machine or tool and its proper use like motion study is related to the man and his motions to do work with tools or completely with hands. The issues to be covered in machine work study are already structured in books on metal cutting and machine tools. The productivity dimension of the metal cutting theory has to be covered in machine work study and methodology is to be provided for doing machine work study. Operation analysis by Maynard and Stegemerten provides the basic framework for doing machine work study.


Production Equipment Productivity Analysis. 
The choice of the machine.  Replacement analysis.  OEE analysis. Machine Work Study.
Lesson 87 of Industrial Engineering ONLINE Course.


Machine Shop Process Industrial Engineering


Machine Shop Process Industrial Engineering that includes all focus areas industrial engineering is presented in a separate article.

Productivity Science
Productivity Science of Machining - Stephenson - Agapiou
IE Measurements
Process Industrial Engineering - Process Alternatives and Economic Analysis of IE Proposed Alternatives
IEOR - Optimization in Machining Processes
IE Statistics Optimization - Six Sigma Method
Human Effort Engineering in Machine Shop
Applied Industrial Engineering in Machine Shop
https://nraoiekc.blogspot.com/2020/04/machine-shop-process-industrial.html


Improving Machine Capacity Utilization by Hemant Patil
https://www.linkedin.com/in/hemant-patil-industrial-engineer/



Principles of Machine Economy
  • Minimize the machine time in process planning.
  • Identify and minimize machine related losses during operations.

A.    Seven major losses that impede overall equipment efficiency


1 Failure losses (Breakdown) Losses due to failures.
Types of failures include sporadic function-stopping failures, and function-reduction failures in which the function of the equipment drops below normal levels.

2 Set up and adjustment losses
Stoppage losses that accompany set-up changeovers

3 Cutting blade change losses
Stoppage losses caused by changing the cutting blade due to breakage, or caused by changing the cutting blade when the service life of the grinding stone, cutter or bite has been reached.

4 Start-up losses
When starting production, the losses that arise until equipment start-up, running-in and production processing conditions stabilize.

5 Minor stoppage and idling losses

Losses that occur when the equipment temporarily stops or idles due to sensor actuation or jamming of the work. The equipment will operate normally through simple measures (removal of the work and resetting).

6 Speed losses
 Losses due to actual operating speed falling below the designed speed of the equipment.


7 Defect & rework loss
Losses due to defects & reworking

B. Losses that impede equipment loading time


8 Shutdown (SD) losses
Losses that arise from planned equipment stoppages at the production planning level in order to perform periodic inspection and statutory inspection

C. Five Major losses that impede workers efficiency


9 Management losses Waiting losses that are caused by management, such as waiting for materials, waiting for a dolly, waiting for tools, waiting for instructions etc.

10 Motion losses
Man-hour losses arising from differences in skills involved in etc.

11 Line organization losses
 Idle time losses when waiting for multiple processes or multiple platforms.

12 Distribution losses
 Distribution man-hour losses due to transport of materials, products (processed products) and dollies.

13 Measurement and adjustment losses
Work losses from frequent measurement and adjustment in order to prevent the occurrence and outflow of quality defects.

D Three major losses that impede efficient use of production subsidiary resources

                    
14 Energy losses        
 Losses due to ineffective utilization of input energy (electric, gas, fuel oil, etc) in processing.

15 Die, jig and tool losses
Financial losses (expenses incurred in production, regarding renitriding, etc.) which occur with production or
repairs of dies, jigs and tolls due to aging beyond services life or breakage.

16 Yield losses
 Material losses due to differences in the weight of the input materials and the weight of the quality products


Improvement Techniques
Source: D matrix (matrix of causal losses and their improvement techniques)
H. Yamashina & T. Kubo (2002) Manufacturing cost deployment, International
Journal of Production Research, 40:16, 4077-4091, DOI: 10.1080/00207540210157178



Individual approaches/techniques

1. Breakdown analysis
2. Setup time reduction
3. Tool life improvement
4. Startup time reduction
5. PM analysis
6. Cycle time reduction
7. Cp, Cpk improvement
8. N.V.A.A.
9. Operation method
10. Layout improvement
11. Inspection method
12. Yield improvement
13. Material saving method
14. Energy saving method


Systematic approaches

1. Operative maintenance
2. Preventive maintenance
3. Predictive maintenance
4. Quality maintenance
5. Quality assurance
6. Education and training


Improvement techniques for losses


1. Breakdown analysis

In the first step, maintenance by production operators can be implemented to prevent the forced deterioration of each facility component. 

In the second step, individual approaches such as processing point analysis and so on are adopted to eliminate causes of the breakdown. 

In the third step, preventive maintenance is implemented to do planned maintenance of facility components regularly. 

Finally, predictive maintenance is implemented using various kinds of diagnostic technology in the forth step. 

In addition to these steps, breakdown and repair rates are further reduced through improvement in skill of maintenance workers, etc. 

There are several steps and approaches in each of the improvement of activities. Therefore, the most appropriate technique corresponding to the condition of each facility must be selected. 

Improvement activities for losses associated with operators. Losses of man-hours are reduced through, for example, confirmations in operating methods, improvements in plant layouts (to reduce movementof operators), automation with the introduction of robots, etc.

Improvement activities for losses associated with material, etc. In reducing yield loss, for example, activities such as design changes increase the yield ratio. One example of improvement approaches in
indirect material loss is to reduce unit prices by decreasing the consumption of machining lubricant and other indirect materials. 

In case of improvements about die and jig losses, cost reduction is possible by, for example, extending their lives through confirming their specifications. 

Examples of improvement approaches in energy loss are to increase energy efficiency by reducing the down time of facilities, to decrease the unit price, etc.

More detailed descriptions of improvement techniques for the other losses are given in K. Okazaki (1996).


Focused Equipment Improvement for TPM Teams

Japan Institute of Plant Maintenance
Routledge, 13-Nov-2017 - Business & Economics - 142 pages

As distinguished from autonomous maintenance, where the main goal is to restore basic conditions of cleanliness, lubrication, and proper fastening to prevent accelerated deterioration, FEI looks at specific losses or design weaknesses that everyone previously thought they just had to live with. Once your TPM operator teams are progressing with their daily autonomous maintenance activities, you will want to take the next advanced step in TPM training with this book.
Key Features:

  • A simple and powerful introduction to P-M Analysis
  • hints for unraveling breakdown analysis
  • numerous ideas for simplifying and shortening setups
  • ideas for eliminating minor stoppages and speed losses
  • basic concepts of building quality into processing
  • real-life examples from a leading Japanese tool company
  • Educate and empower all your workers to support your TPM improvement activities. 

This book discusses in detail 5 of the 6 big losses discussed in TPM literature.


TPM: Collected Practices and Cases

Productivity Press
CRC Press, 13-Feb-2019 - Business & Economics - 140 pages

Equipment downtime can bring a lean manufacturing operation to a complete standstill. Total productive maintenance (TPM) is such a fundamental part of becoming lean because a machine failure at one step of a continuous flow process will halt all the steps before and after it.


16 Big Losses in Production and Ways to Minimize Them
https://www.olanabconsults.com/articles/16-big-losses-in-production-and-how-to-prevent-them




Machine Utilization Principles - Nakajima

Total Productive Maintenance - Nakajima

(Note in the Training Material for the Course Conducted by me in 1994 for ONGC in the subject of Managerial Economics and Costing for Engineers

The Definition of TPM

The Spread of TPM in Japan

How do TPM and TQC Differ?


The Basic Concepts of TPM

1. Maximizing Overall Equipment Effectiveness

2. Autonomous Maintenance
In factory automation, production workers do not have to operate machines themselves. These operators asked to oversee machines can do inspection of the automatic machines every day or week as per a plan and do routine maintenance. Specialist maintenance persons can act as equipment doctors, who periodically do expert diagnostic checks and do the required maintenance.

3. Small Group Activities in Maintenance
Similar to quality circles, zero defect movement groups and Jishu Kanri.

Program for Evolving TPM

1. Five Activities - Pillars

2.Twelve Steps to Evolve TPM


Maximizing Overall Equipment Effectiveness

Eliminating Six Big Losses

Autonomous Maintenance

Small Group Activities in Maintenance

Education and Training for Evolving TPM

‘Jishu Kanri’ activities in the Japanese steel industry Small group activities being promoted by the industry as a whole
HIDEO SUGISAWA &KAZUO HIROSE
International Journal of Production Research, Volume 15, 1977 - Issue 6, Pages 523-538
The group activities called ‘ Jishu Kanri ’ by foremen and workers in the forefront of production has been actively promoted in the Japanese Steel Industry by establishing a committee for ’ Jishu Kanri’ activities in the Japan Iron and Steel Federation, with the positive cooperation of its member companies. Nearly 8 years have elapsed since the establishment of this committee, and during this period the ability and skill of the group leaders and members in managing group activities and their awareness of problems and solutions have been greatly improved, thereby contributing much to the improvement of quality, attainment of production targets, reduction in the production costs, and improvement of safety.
https://www.tandfonline.com/doi/abs/10.1080/00207547708943147?journalCode=tprs20

The Japan Iron & Steel Federation adopted the name "Jishu-Kanri GK) Activities" to generalize the uniqueness of small group activities in this industry. JK activities are defined as "continuous group activities in which individual workers voluntarily organize small groups, select leaders from among themselves, hold discussions on an equal footing, and with their leaders as the nuclei, take up problems at the workshop, set goals for the solution of the problems, and make efforts to achieve the goals with participation by everyone".

Workers' voluntary problem solving activities cover a wide range such as product quality enhancement, efficiency improvement, cost reduction, promoting safety at the workshop, and others. In 1983, ensuring work safety was the top of activity (27.4%). About 90% of the activities in 1993 related to four areas: 
efficiency improvement (30.8%), cost reduction (24.6%), ensuring work safety (19.6%) and product quality enhancement (14.6%).
Innovation and Jishu Kanri Activities in the Japanese Steel Industry,
YONEYAMA, Kikuji,
ECONOMIC JOURNAL OF HOKKAIDO UNIVERSITY, 24, 25-58
1995
Doc URL:   http://hdl.handle.net/2115/30527

jishu 自主, じしゅ

自 oneself
主 master, 

Jishu  - mean by himself as per his decision

Jishu kanri is managing by himself, or his decisions
https://nihongomaster.com/japanese/dictionary/word/30338/jishu#:~:text=lord%2C%20chief%2C%20master%2C%20main%20thing%2C%20principal


Hoshin Kanri

Hoshin means direction and Kanri means management in Japanese.
https://kanbanize.com/lean-management/hoshin-kanri/what-is-hoshin-kanri


https://iopscience.iop.org/article/10.1088/1742-6596/1179/1/012089

https://books.google.co.in/books?id=bkhKaEspqaEC




Original knol - http://knol.google.com/k/narayana-rao/ manufacturing-system-losses-idenfied-in/  2utb2lsm2k7a/ 3211



Updated on 31.1.2026, 16.10.2025, 6.5.2022,  10 Feb 2021, 24 August 2019, 20 April 2012

Tuesday, January 27, 2026

2024 Machine Shop Engineering, Technology & Industrial Engineering - Productivity Improvement & Cost Reduction News

Say YES to Knowledge Based Industrial Engineering. 

Use recent developments in engineering & technologies in process improvement for productivity.

Forward Thinking About Productivity: Assess each engineering and technology develop about its productivity benefit for the processes of your organization.
 

https://www.themachinist.in/category/machine-tools  (A Times group magazine) 


https://mfgnewsweb.com/archives.aspx

Metal Working Equipment News 

https://www.equipment-news.com/

Twitter Hashtag Machining

https://twitter.com/hashtag/Machining


Productivity Science of Machining - F.W. Taylor - Experiments and Results.

Free Download

https://www.academia.edu/104259034/Productivity_Science_of_Machining_F_W_Taylor_Experiments_and_Results


https://shopmetaltech.com/category/cutting-tools/


Manufacturing design and process planning

https://www.manufacturingsolutions.sandvik/en/our-offering/manufacturing-design-and-process-planning/



2024 News



Modern Machine Shop  MMS 2024 Top Shops


2024 Top Shops Honorees Announced

Modern Machine Shop Recognizes Excellence in Manufacturing with Annual Award 


2024 Honorees

Category: Machining Technology


SSP – Twinsburg, OH


Category: Shopfloor Practices & Performance


Major Tool & Machine – Indianapolis, IN

Major Tool & Machine

https://www.majortool.com/

Category: Business Strategy & Performance


Mitotec Precision – Necedah, WI


Category: Human Resources


JD Machine, Advanced Manufacturing – Ogden, UT

https://www.mmsonline.com/zc/top-shops/2024-top-shops

Published 09/11/2024
MMS Top Shop 2024
Custom ERP System Drives Automation in Large-Format Machining in Major Tool & Machine – Indianapolis, IN
https://www.mmsonline.com/articles/how-a-custom-erp-system-drives-automation-in-large-format-machining

Published 07/25/2024
Increasing Productivity with Digitalization and AI
Job shops are implementing automation and digitalization into workflows to eliminate set up time and increase repeatability in production.





November 2024

Discover now: CoroMill® MS20, sustainable manufacturing and how to elevate your CAM skills

Sandvik Coromant

https://www.linkedin.com/pulse/discover-now-coromill-ms20-sustainable-manufacturing-3pocf/

Don’t miss out: New tools, AI insights, and why your machines need to start talking

Sandvik Coromant

October 11, 2024

https://www.linkedin.com/pulse/dont-miss-out-new-tools-ai-insights-why-your-machines-ezqsf/

Top essential reads: Your guides to AI, cost reduction, and automation

Sandvik Coromant

August 26, 2024

https://www.linkedin.com/pulse/top-essential-reads-your-guides-ai-cost-reduction-automation-cwmif/



Sandvik Coromant to Present “The Cutting Edge of Connectivity” at IMTS 2024

July 25, 2024 11:01 am   

Industry expert Jeff Rizzie looks at the future of machining with sensorized tooling in educational session at the 2024 International Manufacturing Technology Show


Leading cutting tool maker and advanced machining solutions provider Sandvik Coromant will deliver a presentation offering insights on sensor-enabled tooling and the future of manufacturing at the upcoming International Manufacturing Technology Show (IMTS) in Chicago.


May 2024

NEW PRODUCTS

Innovative Workholding for Turning and Milling


HWR WORKHOLDING USA will bring its full line of innovative workholding products to IMTS 2024, exhibiting for the first time at booth 431579. HWR will be highlighting new and existing solutions for both turning and milling applications, and will present a RoboJob automation cell demonstrating the ease with which HWR products facilitate process automation.


For milling applications, HWR will be showcasing its SolidLine family of zero-point workholding products. The newest of these include SolidGrip MAXX and SolidBolt FLEXX, both released in 2024. SolidGrip MAXX allows users to quickly convert two standard vises into a single large-capacity vise with a maximum clamping range of 800 mm (31.5 in.), offering a highly secure, cost-effective solution for large-part manufacturers.

https://www.americanmachinist.com/new-products/product/55128554/innovative-workholding-for-turning-and-milling-hwr-workholding-usa-imts-2024



10 Feb 2024

https://www.advancedmanufacturing.org/manufacturing-engineering/future-proofing-your-workshop/article_5ec4bf8a-e5f8-11ee-bd90-bba99f563a27.html



9 September 2024

Monday, Sept. 9, from 3:15-4:10 p.m. IMTS 24

The educational session, titled “The Cutting Edge of Connectivity: How Sensorized Tooling is Driving Manufacturing into the Future,” will be led by Jeff Rizzie, Sandvik Coromant Strategic Key Account Manager. He has over 43 years of industry experience in metal cutting, machine tool integration and Industry 4.0 technologies.

The discussion, held in room W192-C on Monday, Sept. 9, from 3:15-4:10 p.m., will explore the latest advancements in sensor-equipped tools and best practices for making the most of data. The presentation will also cover:


Data connectivity options to integrate tool sensor data with wider factory systems/networks

Using sensor data to optimize machining parameters like speeds, feeds and depths of cut

How sensorized tooling data and insights can drive productivity improvements

How investing in sensorized tooling can achieve long-term cost savings and efficiency gains across manufacturing processes.

https://www.practicalmachinist.com/sandvik-coromant-to-present-the-cutting-edge-of-connectivity-at-imts-2024/


20 May 2024


Pdf

https://www.home.sandvik/globalassets/5.-news-media/publications/meet-sandvik-m%C3%B6t-sandvik-pdfer/meet-sandvik-pdf-archive/2024/sandvikmeet-20241.pdf


https://www.linkedin.com/advice/0/what-limitations-using-sensors-machine-tools-skills-robotics-2bbgc



February 2024


Latest Developments in CNC Machining: February 2024

https://amfg.ai/2024/03/12/latest-developments-in-cnc-machining-february-2024/


23 Sep 2023

https://www.home.sandvik/en/offerings/manufacturing-and-machining-solutions/


Ud. 27.1.2026,. 21.11.2024







Monday, October 20, 2025

Machine Work Study - Online Book - Narayana Rao



Machine Work Study - Productivity Improvement Based on Machine and Machine Work Redesign

_____________

_____________

_____________

_____________

Machine Work Study – Industrial Engineering Analysis of Machine in Production System - A Presentation 



Machine Work Study – Man Work Study – Taylor’s Conceptualization of Scientific Study of Man-Machine Systems is a presentation done by Dr. K.V.S.S. Narayana Rao, Professor,  (NITIE), in December 2015

Taylor (1911) “The Principles of Scientific Management”  - Scientific management in a machine shop. 

Taylor described the implementation of scientific management in a machine shop.

First Stage – Machine Related Improvements

The slide-rules developed for determining optimal speeds and feeds were used to determine the optimal speed and feed for every element of work done on this machine.

The Pulling power of the machine at its various speeds and feeds was determined.

The belt drive and pulleys of the machine were adjusted so that the machine can be run at the proper speed for each element.

The shape of tools was specified and the tools made of high-speed steel (already in use in the company) were properly dressed, treated, and ground.

After preparing the machine, tools and instruction cards in this way, the machinist was asked to work according to the new instruction card and all varieties of work were finished on the lathe and the times were recorded.
The gain in time was found to range from two and one-half times to nine times.


Handwork of Operators – Time and Motion Study

The change from rule-of-thumb management to scientific management involves, however, not only a study of machine effort, that is the proper speed for doing the work and a remodelling of the tools and the implements in the shop, but also study of human effort.

Hence elaborate analysis of the hand work was done.

Hand work depends upon the manual dexterity and speed of a workman, independent of the work done by the machine. On some machines, the time saved by scientific hand work was greater than that saved in machine-work.


Industrial Engineering Discipline - Neglected Machine Productivity Improvement

Industrial Engineering discipline has not developed a subject for analysis of machine related elements and over time the area got neglected. Facilities planning and Material Handling were included in IE programmes but they were also not integrated adequately with process improvement (productivity engineering) function adequately.

Early Authors on Scientific Management.

They recognized the machine work improvement.

Bertrand Thompson  (wrote between 1914 to 1920)

Scientific management was implemented -  first, by determining with the aid of experienced investigators the best materials, equipment, machine methods and man methods to use. In many machine shops, it was the practice to issue to the workman an instruction card containing directions as to feeds, speeds, tools, and times of machine elements and also the manual elements with their standard times in their proper sequence. The combination of machine work improvement and man work improvement resulted in substantial improvements in machine shop work

Malcolm Keir (1918)

Scientific management advocates development of science and a thorough investigation of the work involving analysis of materials, equipment, environment; motion study, fatigue study, time study; research into the laws of health, psychological experiment and community improvement.

Farquhar (1919)

Difference between improving impersonal means of production and human effort in production.


In his paper, he took up for description first, the mechanical phase - the more purely impersonal aspects - divorced so far as possible from the human factor.  He stated that the two were to a certain extent interactive, yet sufficiently distinct to warrant separate treatment.

H.B. Maynard (1927 & 1937)

H.B. Maynard, a popular industrial engineer of the next generation, was a coauthor of "Time and Motion Study and Formulas for Wage Incentives" Stewart McKinley Lowry, Harold Bright Maynard, Gustave James Stegemerten, McGraw-Hill Book Company, Incorporated, 1927. In that book "operation analysis" was described. It evaluated various aspects of the production system including the machine. Maynard and Stegemerten later   authored "Operation Analysis" in which they discussed each and every step of operation analysis in a separate chapter. This book should have been included in IE curriculums.

One Conclusion

There is a need for developing a subject of machine element and work analysis in IE curriculum based on the definition. "Industrial engineering is system efficiency engineering and human effort engineering" by Narayana Rao.

Machine Work Study - Lessons

Study of machine work has to begin with production engineering lessons related to the machine in use. In this series of lessons of machine tool work is covered.

Metal Cutting Theory - Productivity Focus Lessons


50

Metal Cutting Processes - Industrial Engineering and Productivity Aspects
https://nraoiekc.blogspot.com/2020/07/metal-cutting-processes-industrial.html

News - Information for Maintenance Operation Analysis
https://nraoiekc.blogspot.com/2020/07/news-information-for-maintenance.html

51

Machine Tools - Industrial Engineering and Productivity Aspects

52

Machining Cutting Tools - Industrial Engineering and Productivity Aspects

53

Machine Tool Toolholders - Industrial Engineering and Productivity Aspects

54

Metal Cutting Temperatures - Industrial Engineering and Productivity Aspects

55

Machining Process Simulation - Industrial Engineering and Productivity Analysis

56

Cutting Tool Wear and Tool Life Analysis - Industrial Engineering and Productivity Aspects

57

Surface Finish - Industrial Engineering and Productivity Aspects

58

Work Material - Machinability - Industrial Engineering and Productivity Aspects

59

Machine Rigidity - Industrial Engineering and Productivity Aspects

60

Machining Time Reduction - Machining Cost Reduction - Industrial Engineering of Machining Operations

61

Machine Tool Cutting Fluids - Industrial Engineering and Productivity Aspects


62

High Speed Machining - Industrial Engineering and Productivity Aspects

63

Design for Machining - Industrial Engineering and Productivity Aspects



Process Planning of Machining




Process Analysis for Productivity Improvement Opportunities




82


83



84



85



86



87



88



89



90


91


92



93







Productivity Engineering


101














Machine Work Study - Machine Time Estimation - Machine Time Reduction - Machining Cycle Time Optimization


Now the machine shop process industrial engineering that includes all focus areas of industrial engineering is developed.


Metal Cutting Theory -  Developments - News


Metal Cutting Theory, Machines and Tools for Machine Work Study


Metal cutting theory is the basis for machine work study or machining process industrial engineering. Understanding process planning is the next step in the knowledge base. Process planning provides step by step instructions to carry out a given job for machining. The process plan is the input for industrial engineering study.

Machine work study and other areas of industrial engineering applied in machining process is explained in:

Machine Shop Process Industrial Engineering



Cutting Tools


Industrial Engineering - Hand Tools, Cutting Tools and Machine Accessories for Productivity


Jigs and Fixtures


Jigs and Fixtures - Principles, Books, Manuals

Setup Time Reduction (SMED)


Eight Steps or Principles for SMED - Shigeo Shingo

CNC Machine - Setup Time Reduction - Bibliography - Case Studies

Poka - Yoke


Poka-Yoke - Shigeo Shingo

Special Purpose Machines


Special Purpose Machines for Increased Productivity

Smart Machines


Productivity Improvement Through Smart Machines

Many articles need to be added to this book


Updated on 20.10.2025, 9 May 2020,  26 March 2020
9 May 2019

Saturday, October 18, 2025

Job Analysis in Time Study - Lowry, Maynard and Stegemerten




Change my Mind?  - Read this Chapter by Job Analysis in Time Study - Lowry, Maynard and Stegemerten

An imaginary engineer can't do this analysis and give right recommendations.


Chapter from  Time and motion study and formulas for wage incentives,

by Stewart M. Lowry ... Harold B. Maynard ... and G. J. Stegemerten ...
Stegemerten, G. J. 1892-1987., Maynard, Harold B. 1902-1975.
Language(s): English
Published: New York, McGraw-Hill Book Company, inc., 1927.
Edition: 1st ed.
https://catalog.hathitrust.org/Record/006566035



Important Points 

Time Study (Industrial Engineering) - Leading factor in obtaining  low costs and efficient operation.

(Always Remember - Effectiveness First. Efficiency Next)


It is because time study aims at the elimination of waste of time, effort, and material and because of the speeding up of standard operations and processes used in production work by the close study and searching analysis that it involves, time-study work is now recognized by every progressive plant manager to be a leading factor in mass production, low costs, and efficient operation. - Lowry, Maynard and Stegemerten (1927)    [Chapter II].


Job Analysis

It means, in a broad sense, analyzing the job and everything required for the performance of the job, such as materials, tools, method of procedure, and working conditions. It means segregating the job into its component parts, comparing methods and similar work, and determining the reason for and the importance of each operation. 

It is a good policy never to be suspicious nor to question the honesty of an operator.


The necessity for a practical knowledge of proper tools for performing a given operation, of the correct handling and use of these tools, and of proper working conditions can hardly be exaggerated. Without this knowledge, the time-study man cannot be expected to analyze any job with a view to determining and establishing the most efficient and systematic method of performance. 

The success of a time-study man will depend largely on his analytical ability and the amount of this practical knowledge which he possesses. 

The time-study man should know the reason for every detail (of the) operation being performed and its effect in the ultimate use and success of the product. He will then be able to make suggestions intelligently toward improving the product, eliminating unnecessary operations, and facilitating necessary work.


The inspector (now process planner) and the time-study man (industrial engineer) will work together in determining permissible allowances and will act as a check on each other in determining the standard method for doing the work. 



Materials

All materials should meet required specifications as to physical properties and conditions. All abnormal conditions, such as castings being extra hard or defective due to improper molding or bar metals being oversize, unusually tough, or crooked, should be traced to the cause and an attempt made to bring about a correction.


Excess material on castings over that necessary to insure the required finish should be eliminated if practicable from a foundry standpoint. The reason for excess material in any place over that required for the proper making of the part should be traced to the source, and suggestions made to eliminate it.

Materials such as oil and cutting compounds for machining or sand for molding, which are used in the making of parts or the performing of operations, should be suited to the nature of the work.


Machine, Cutting, and Hand Tools.


Cutting tools used on machines should be properly ground and should have the correct clearances and shapes. 


Machine tools and all driving equipment and belts should be in good repair. 


The time-study man should determine whether or not the work is being done on the machine best suited to the job being studied. No job should be done on a No. 1 milling machine that could be done better and faster on a No. 4 milling machine, nor should a job be finished on a milling machine, lathe, or boring mill that could be worked to an advantage on a grinder, or vice versa. 


An engine-lathe job should not be done on a turret lathe, nor a turret-lathe job on an engine lathe. In analyzing the tools used on a job, the time-study man may find that the operation could be segregated to advantage, i.e., part of it could be done on one machine and part on another with a resultant saving in time. 


For example, in the machining of cast-iron bushings, the elements of the inside and the outside surfaces must be parallel. It is very hard to get this condition on a turret lathe. Nearly true surfaces may be gotten if the set-up is carefully made by an expert, but even then there will be some variation between the individual pieces, and the results are neither dependable nor satisfactory. For these reasons, it was formerly held that the job could be done only on an engine lathe. A time-study man, in analyzing this job preparatory to making a time study, believed that the rough and finish boring and the rough turning could be done on a turret lathe. Then, by mounting the bushing on a mandrel, the finish turn could be made accurately on an engine lathe. This was tried successfully, and a 45 per cent reduction in machining time resulted. 


An operation done on a bench by hand can sometimes be partly done on a machine to advantage. Riveting is sometimes done on a bench when a saving in time and an improvement in appearance might be effected by upsetting the rivets with a hammer just enough to hold them in place and then by finishing the job on a rivet spinner. 




Jigs and Fixtures.-Wherever the quantity warrants, special jigs and fixtures should be used, as they effect a great saving in time and assure more accurate and uniform work. Multiple jigs and fixtures, i.e., those made to hold several pieces, should be applied whenever it would be an advantage to do so. Indexing and rotary fixtures should be used in machining operations wherever possible, as they very often make it possible to reduce the time for performing an operation to the time required to remove and place the part to be machined. Self-centering devices on lathe operations should be used where practicable. Often it will be found to an advantage to secure two fixtures where it is necessary to remove the fixture to reload it. The operator can then load one while the cut is being made on the other. The time-study man should continually try to effect savings by the elimination of elements of the operation through the application of specially designed fixtures. 


To give an example of what can be accomplished by the application of special fixtures, a job that was formerly ground on a plane surface grinder was held in a vise during the operation. It was suggested that a multiple fixture be made so that the job could be done on a Blanchard grinder. Accordingly, a fixture to hold 20 pieces was designed and made. The work was transferred to the Blanchard grinder and a saving of 80 per cent in time was made. 


There should be discipline with a feeling of freedom and cooperation between the supervisors and the workmen, and a mutual respect and interest for one another's duties, problems, and responsibilities.




18th October - Birthday of H.B. Maynard - A famous second generation industrial engineer.

Major Contributions  -  Time Study (1927) - Operation Analysis   - MTM - Handbook of Industrial Engineering (1956) - Most.

Celebrate the birthday, 

October 2025 Issue of Modern Industrial Engineering LinkedIn Newsletter focuses on Barnes - Maynard  - Human Effort - Machine Effort Industrial Engineering.

https://www.linkedin.com/pulse/modern-industrial-engineering-october-2025-barnes-maynard-kvss-8vbjc

#IndustrialEngineering #Productivity #CostReduction