Wednesday, June 7, 2023

Industrial Engineering of Welding Processes


Principles of Welding Productivity

To improve productivity, managers must:

Standardize Procedures Based on Improved Processes. - Provide the same facilities and instructions at all places in the factory where similar operations are being done.
Observe, Record,  Examine (Analyze) and Develop Improved and More Productive Welding Operations.





Picture source: https://www.army.mil/article/106672/welder_works_to_prevent_casualties_along_afghanistans_most_important_highway


Gain Visibility of Welding Process to Increase Productivity
Insight Core Software

_____________________



https://www.youtube.com/watch?v=Z-QjFN1jCCs
_____________________


https://weldingproductivity.com/     Welding Productivity Magazine

LEARN TO IDENTIFY, MEASURE, AND MANAGE THE COSTS OF WELDING PRODUCTION PROCESSES


The American Welding Society  Course

Every year, welding manufacturing operations lose millions of dollars in profits due to the improper calculation of costs and inefficient welding practices. Participants in this course will learn to identify, measure, and manage the costs of production in order to reduce expenses and ensure quality. Topics include welding process variables, weld procedure specifications, calculating weld metal volume and deposition rates, and managing the costs of labor, materials, equipment, and overhead. Please see the course curriculum for a complete list of topics.


COURSE MODULES

MODULE 1 – Process Variables: Current, Amperage, Voltage

MODULE 2 – Process Variables: Polarity, Inductance, Arc Length, CTTWD, Shielding Gas

MODULE 3 – Process Variables: Travel Angle, Transverse Angle, Travel Speed, Electrode Position, Wire Feed Speed

MODULE 4 – SMAW: Process Variables

MODULE 5 – GTAW: Process Variables

MODULE 6 – GMAW: Process Variables

MODULE 7 – FCAW: Process Variables

MODULE 8 – SAW: Process Variables

MODULE 9 – Weld Process Comparison: Advantages and Disadvantages I

MODULE 10 – Weld Process Comparison: Advantages and Disadvantages II

MODULE 11 – Manufacturing Costs: Materials, Labor, Equipment, Overhead

MODULE 12 – Welding Procedure Specification

MODULE 13 – Determining the Cost of Weld: Calculating Area

MODULE 14 – Determining the Cost of Weld: Calculating Volume

MODULE 15 – Determining the Cost of Weld: Calculating Deposited Weight

MODULE 16 – Determining the Cost of Weld: Calculating Deposition Efficiency

MODULE 17 – Determining the Cost of Weld: Calculating Deposition Rate

MODULE 18 – Calculating Labor Costs: Arc Time, Non-Arc Time, Total Labor Time

MODULE 19 – Calculating Labor Costs: Operator Factor

MODULE 20 – Calculating Labor Costs: Problem Solving

MODULE 21 – Calculating Filler Metal and Labor Costs: Problem Solving

MODULE 22 – Calculating Weld Job Costs: Problem Solving

MODULE 23 – Managing Costs: Joint Design, Weld Design, WPS, Mistake Proofing, Production Planning

MODULE 24 – Managing Costs: Eliminating Operations, Supporting Activities, Field Welding, process Selection

MODULE 25 – Managing Costs: Unforeseen Costs, Quality Issues, Overwelding

Focus Area-wise Articles, Case Studies and Research Papers -  Industrial Engineering of Welding Processes


Productivity Science


Process Variables: Current, Amperage, Voltage, Polarity, Inductance, Arc Length, CTTWD, Shielding Gas, Travel Angle, Transverse Angle, Travel Speed, Electrode Position, Wire Feed Speed

Data Analysis and Modeling Techniques of Welding Processes: The State-of-the-Art
By Rogfel Thompson Martinez and Sadek Crisóstomo Absi Alfaro
Published: March 10th, 2020
DOI: 10.5772/intechopen.91184

Product Industrial Engineering


Design for welding: Design recommendations - nptel
https://nptel.ac.in/courses/107103012/module6/lec2.pdf

Design for Welding-I - nptel
https://nptel.ac.in/courses/112101005/21

Weld Joint Design
https://www.haynesintl.com/alloys/fabrication-brochure/welding-and-joining/weld-joint-design

DFM for Welding | Machine Design
https://www.machinedesign.com/mechanical/dfm-welding

A team of five people from a major Midwestern manufacturer of welding equipment joined together with a team of expert business strategists. The goal? To reduce the cost of one of their “heart-of-the-line” products – a welding rod.
https://adapt.consulting/project/improve-packaging/

29 March 2019
Using Value Engineering, IMI Remosa was able to re-develop its products which significantly reduced welding and other manufacturing costs and created a compelling solution for the customer at a competitive price.
https://www.imiplc.com/media/imi-in-action/imi-critical-engineering/value-engineering-delivering-competitive-advantage.aspx

Process Industrial Engineering


Robotic Welding

16-JAN-2019
Research to improve welding process for manufacturing industries
New research, led by the University of Leicester, will optimize the welding and additive and manufacturing process.
Arc welding and additive manufacturing are hugely important for creating large metal components relatively inexpensively and quickly.

New research led by Professor Hongbiao Dong from the University of Leicester's Department of Engineering has shown how to optimise this process to improve efficiency and cost.
the team inserted small tungsten and tantalum particles into the melt pool. Due to their high melting points, the particles remained solid in the melt pool long enough for them to be tracked using intense beams of X-rays.

The X-rays were generated using the synchrotron particle accelerator at Diamond Light Source, which is the UK's National facility for synchrotron light. The results revealed that arc welding can be optimised by controlling the flow of the melt pool and changing the associated active elements on the surface.
https://eurekalert.org/pub_releases/2019-01/uol-rti011619.php
https://www.sciencedaily.com/releases/2019/01/190116115515.htm

T.Y. Chernysheva et al., "Overview Information Systems for Calculating Processes Welding Stainless Steels", Materials Science Forum, Vol. 938, pp. 12-17, 2018
The possibilities of using nanomaterials and nanocoatings for machine building are considered. The review of software for engineering calculations of welding processes and heat treatment is carried out. A decision support system for choosing a rational amount of nanostructured modifier powders for welding corrosion-resistant steels is proposed.
https://www.scientific.net/MSF.938.12

A good combination of tool, process, and technique for weld preparation contributes to making robust, defect-free welds
THE TUBE & PIPE JOURNAL JUNE 2018
Special tool for bevelling saddles
https://www.thefabricator.com/article/tubepipefabrication/good-looks-aren-t-everything-especially-in-welding

2007
Reducing Waste of Welding Resources


Design of Welding fixture for sample parts and user manual - Theseus
https://www.theseus.fi/bitstream/handle/10024/141317/Theis_Ashek_Elahe.pdf


Industrial Engineering Optimization


2006

Welding parameters optimization for economic design using neural approximation and genetic algorithm, 

Hsien-Yu Tseng, The International Journal of Advanced Manufacturing Technology
February 2006, Volume 27, Issue 9–10, pp 897–901

Industrial Engineering Statistics

Industrial Engineering Economics


Metal Inert Gas (MIG) welding  vs.  Shielded Metal Arc (Stick Electrode) Process


In Gas Metal Arc Welding (GMAW), also known as Metal Inert Gas (MIG) welding, an electric arc is established between the workpiece and a consumable bare wire electrode. The arc continuously melts the wire as it is fed to the weld puddle. The weld metal is shielded from the atmosphere by a flow of an inert gas, or gas mixture.

Continuing developments have made the mig process applicable to the welding of all commercially important metals such as steel, aluminum, stainless steel, copper and several others. Materials above .030in. (.76 mm) thick can be welded in all positions, including flat, vertical and overhead.It is simple to choose the equipment, wire electrode, shielding gas, and welding conditions capable of producing high-quality welds at a low cost.

https://www.esabna.com/euweb/mig_handbook/592mig1_1.htm

The mig process can afford the user considerable cost savings when compared to other welding processes.The question that usually arises is whether mig will save me money and should I use it. Most commonly, the question concerns a comparison to the shielded metal arc (stick electrode) process.

The only way one can decide if the savings with the mig process can pay back the investment in new equipment, welder training and production changes is to evaluate it for your shop and your product. In order to determine this, cost studies must be made.

The most important factors in determining the welding cost are labor requirements, overhead allocations,and materials. Labor requirements and associated overhead allocation dominate the cost. However, there are many manufactured procedures associated with a completed weldment other than just the welding where the mig process affords economic benefits. These include weld cleaning, metal finishing, reduced inspection time, and a reduced number of defects. Other factors affecting the cost may be available fixturing, materials handling, work rules, customer requirements, welding fumes, etc.

The greatest incentives to investigate mig are the case histories over the past quarter century.

In those shops where welding is a significant part of the product cost, the cost of a weldment has been reduced by about 40% to 50% by using the mig process.

The standard formula presented for the major cost factors associated with making the weld can be used for any electric welding process.

https://www.esabna.com/euweb/mig_handbook/592mig9_1.htm


Human Effort Industrial Engineering



Virtual Reality-based Training System for Metal Active Gas Welding

By Hwa Jen Yap, Zahari Taha, Hui Kang Choo and Chee Khean Kok
November 26th 2014
https://www.intechopen.com/books/the-thousand-faces-of-virtual-reality/virtual-reality-based-training-system-for-metal-active-gas-welding

2014
Profiling mild steel welding processes to reduce fume emissions and costs in the workplace.
Keane MJ, Siert A, Chen BT, Stone SG.
Ann Occup Hyg. 2014 May;58(4):403-12

To provide quantitative information to choose the best welding processes for minimizing workplace emissions, nine gas metal arc welding (GMAW) processes for mild steel were assessed for fume generation rates, normalized fume generation rates (milligram fume per gram of electrode  consumed), and normalized generation rates for elemental manganese, nickel, and iron. Shielded metal arc welding (SMAW) and flux-cored arc-welding (FCAW) processes were also profiled.

Fume emission rates per gram of electrode consumed were highest for SMAW (~13 mg fume g(-1) electrode) and lowest for GMAW processes such as pulsed spray (~1.5mg g(-1)) and CMT (~1mg g(-1)). Manganese emission rates per gram of electrode consumed ranged from 0.45 mg g(-1) (SMAW) to 0.08 mg g(-1) (CMT). Nickel emission rates were generally low and ranged from ~0.09 (GMAW short circuit) to 0.004 mg g(-1) (CMT). Iron emission rates ranged from 3.7 (spray-mode GMAW) to 0.49 mg g(-1) (CMT). The processes studied have significantly different costs, and cost factors are presented based on a case study to allow comparisons between processes in specific cost categories. Costs per linear meter of weld were $31.07 (SMAW), $12.37 (GMAW short circuit), and $10.89 (FCAW).

The study provides information to aid in the choice of process. Suggestions for overcoming barriers to utilizing new and less hazardous welding processes are also provided.
https://www.ncbi.nlm.nih.gov/pubmed/24515891

Productivity Measurement

(Cost, Time and Productivity Measurement and Estimating)

ESTIMATING AND COMPARING WELD METAL COSTS
https://www.esabna.com/euweb/awtc/lesson9_2.htm

2011
Estimation and Comparison of Welding Cost of MIG & MAG Process on Mild Steel
If MAG is used instead of MIG for the process where the properties required are satisfactory (by MAG welding) than one can make more profit.


Productivity Management


ESAB developed the Value Added Engineering (VAE) process to give our customers an edge. When you choose VAE, you get access to the only team of welding and cutting experts - industry-wide - who come to you, analyze your production processes, and make recommendations based on factual data collected at your shop.

Our value added engineering recommended modifications to your process have the potential to quantifiably improve quality, enhance productivity, and boost profits. We'll reveal untapped revenue opportunities through capacity growth, increased product sales, and improved employee productivity.
https://www.esabna.com/us/en/support/value-added-engineering/index.cfm





Year-wise Articles, Case Studies and Research Papers -  Industrial Engineering of Welding Processes


Process Selection for Welding

https://www.lincolnelectric.com/en-us/support/welding-how-to/Pages/process-selection-detail.aspx

https://awo.aws.org/online-courses/economics-of-welding/

Welding Handbook - 10th Edition, Volume 1
Welding and Cutting Science and Technology
https://www.aws.org/publications/page/10th-edition-volume-1

Metal Inert Gas (MIG) welding  vs.  Shielded Metal Arc (Stick Electrode) Process


In Gas Metal Arc Welding (GMAW), also known as Metal Inert Gas (MIG) welding, an electric arc is established between the workpiece and a consumable bare wire electrode. The arc continuously melts the wire as it is fed to the weld puddle. The weld metal is shielded from the atmosphere by a flow of an inert gas, or gas mixture.

Continuing developments have made the mig process applicable to the welding of all commercially important metals such as steel, aluminum, stainless steel, copper and several others. Materials above .030in. (.76 mm) thick can be welded in all positions, including flat, vertical and overhead.It is simple to choose the equipment, wire electrode, shielding gas, and welding conditions capable of producing high-quality welds at a low cost.

https://www.esabna.com/euweb/mig_handbook/592mig1_1.htm

The mig process can afford the user considerable cost savings when compared to other welding processes.The question that usually arises is whether mig will save me money and should I use it. Most commonly, the question concerns a comparison to the shielded metal arc (stick electrode) process.

The only way one can decide if the savings with the mig process can pay back the investment in new equipment, welder training and production changes is to evaluate it for your shop and your product. In order to determine this, cost studies must be made.

The most important factors in determining the welding cost are labor requirements, overhead allocations, and materials. Labor requirements and associated overhead allocation dominate the cost. However, there are many manufactured procedures associated with a completed weldment other than just the welding where the mig process affords economic benefits. These include weld cleaning, metal finishing, reduced inspection time, and a reduced number of defects. Other factors affecting the cost may be available fixturing, materials handling, work rules, customer requirements, welding fumes, etc.

The greatest incentives to investigate mig are the case histories over the past quarter century.

In those shops where welding is a significant part of the product cost, the cost of a weldment has been reduced by about 40% to 50% by using the mig process.

The standard formula presented for the major cost factors associated with making the weld can be used for any electric welding process.

https://www.esabna.com/euweb/mig_handbook/592mig9_1.htm


Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, Welders, Cutters, Solderers, and Brazers,
on the Internet at https://www.bls.gov/ooh/production/welders-cutters-solderers-and-brazers.htm

2022

(PDF) Digitization of welding processes 
16-Jan-2022 — the sensors in digitizing the welding processes are presented.
https://www.researchgate.net/publication/350609080_Digitization_of_welding_processes


2021

How to calculate and estimate Welding Cost?
https://www.materialwelding.com/how-to-calculate-and-estimate-welding-cost/


2020


COST OF WELDING AND COST OF WELDED STRUCTURES
http://www.eolss.net/Sample-chapters/C05/E6-171-29.pdf

A Work on Welding Productivity
http://www.ijitee.org/wp-content/uploads/papers/v9i5/E2228039520.pdf

Data Analysis and Modeling Techniques of Welding Processes
by RT Martinez · 2020
https://www.intechopen.com/chapters/71388


2019


16-JAN-2019
Research to improve welding process for manufacturing industries
New research, led by the University of Leicester, will optimize the welding and additive and manufacturing process.
Arc welding and additive manufacturing are hugely important for creating large metal components relatively inexpensively and quickly.

New research led by Professor Hongbiao Dong from the University of Leicester's Department of Engineering has shown how to optimise this process to improve efficiency and cost.
the team inserted small tungsten and tantalum particles into the melt pool. Due to their high melting points, the particles remained solid in the melt pool long enough for them to be tracked using intense beams of X-rays.

The X-rays were generated using the synchrotron particle accelerator at Diamond Light Source, which is the UK's National facility for synchrotron light. The results revealed that arc welding can be optimised by controlling the flow of the melt pool and changing the associated active elements on the surface.
https://eurekalert.org/pub_releases/2019-01/uol-rti011619.php
https://www.sciencedaily.com/releases/2019/01/190116115515.htm


2018

Kemppi Robotic Welding Application Center Opens in India
Finland’s Kemppi opened up a robotic welding application center in Pune, India to respond to the increasing needs for welding automation.
The Pune center is equipped with Kemppi’s A7 MIG Welder and KempArc robotic welding systems integrated with robots from well-known robot manufacturers. The systems are presented in action to demonstrate the efficiency and quality that can be reached with Kemppi’s Wise optimized welding processes.
https://www.maintworld.com/Applications/Kemppi-Robotic-Welding-Application-Center-Opens-in-India


T.Y. Chernysheva et al., "Overview Information Systems for Calculating Processes Welding Stainless Steels", Materials Science Forum, Vol. 938, pp. 12-17, 2018
The possibilities of using nanomaterials and nanocoatings for machine building are considered. The review of software for engineering calculations of welding processes and heat treatment is carried out. A decision support system for choosing a rational amount of nanostructured modifier powders for welding corrosion-resistant steels is proposed.
https://www.scientific.net/MSF.938.12

A good combination of tool, process, and technique for weld preparation contributes to making robust, defect-free welds
THE TUBE & PIPE JOURNAL JUNE 2018
Special tool for bevelling saddles
https://www.thefabricator.com/article/tubepipefabrication/good-looks-aren-t-everything-especially-in-welding

2015
Economic analysis and justification for automated welding systems


2014
Profiling mild steel welding processes to reduce fume emissions and costs in the workplace.
Keane MJ, Siert A, Chen BT, Stone SG.
Ann Occup Hyg. 2014 May;58(4):403-12

To provide quantitative information to choose the best welding processes for minimizing workplace emissions, nine gas metal arc welding (GMAW) processes for mild steel were assessed for fume generation rates, normalized fume generation rates (milligram fume per gram of electrode  consumed), and normalized generation rates for elemental manganese, nickel, and iron. Shielded metal arc welding (SMAW) and flux-cored arc-welding (FCAW) processes were also profiled.

Fume emission rates per gram of electrode consumed were highest for SMAW (~13 mg fume g(-1) electrode) and lowest for GMAW processes such as pulsed spray (~1.5mg g(-1)) and CMT (~1mg g(-1)). Manganese emission rates per gram of electrode consumed ranged from 0.45 mg g(-1) (SMAW) to 0.08 mg g(-1) (CMT). Nickel emission rates were generally low and ranged from ~0.09 (GMAW short circuit) to 0.004 mg g(-1) (CMT). Iron emission rates ranged from 3.7 (spray-mode GMAW) to 0.49 mg g(-1) (CMT). The processes studied have significantly different costs, and cost factors are presented based on a case study to allow comparisons between processes in specific cost categories. Costs per linear meter of weld were $31.07 (SMAW), $12.37 (GMAW short circuit), and $10.89 (FCAW).

The study provides information to aid in the choice of process. Suggestions for overcoming barriers to utilizing new and less hazardous welding processes are also provided.
https://www.ncbi.nlm.nih.gov/pubmed/24515891


Virtual Reality-based Training System for Metal Active Gas Welding

By Hwa Jen Yap, Zahari Taha, Hui Kang Choo and Chee Khean Kok
November 26th 2014
https://www.intechopen.com/books/the-thousand-faces-of-virtual-reality/virtual-reality-based-training-system-for-metal-active-gas-welding

2012
Open access peer-reviewed Edited Volume

Welding Processes

Radovan Kovacevic
Edited by Radovan Kovacevic
Southern Methodist University, United States of America
https://www.intechopen.com/books/welding-processes

2011
Estimation and Comparison of Welding Cost of MIG & MAG Process on Mild Steel
If MAG is used instead of MIG for the process where the properties required are satisfactory (by MAG welding) than one can make more profit.


2007
Reducing Waste of Welding Resources

2006

Welding parameters optimization for economic design using neural approximation and genetic algorithm, 

Hsien-Yu Tseng, The International Journal of Advanced Manufacturing Technology
February 2006, Volume 27, Issue 9–10, pp 897–901


Training Materials on Welding


BASIC WELDING FILLER METAL TECHNOLOGY
A Correspondence Course
©COPYRIGHT 2000 THE ESAB GROUP, INC.ESAB Welding &Cutting Products
https://www.esabna.com/euweb/awtc/lesson1_1.htm



Updated 7.6.2023, 4.5.2022,  6 March 2022,  26 September 2021,  22 April 2019, 19 April 2019

Search results for "economics of welding processes"

Tuesday, June 6, 2023

Rhino Tool House - Support and Consultancy for Productivity Improvement of Processes

 

Improvements Throughout your Entire Organization from One Company
03 May 2023 
Rhino Tool House works closely with you to help analyze your entire process and find ways to improve your total manufacturing operation. If you simply want a new or replacement tool, we’ve got that too. In fact, when you turn to Rhino, you’ve turned to the company who has not only the broadest selection of tools there is, but also the latest technologies focused on tying your entire process together. This video snapshot shows a mini production line and talks about how we can work with you to analyze your current situation and find value-added solutions to help you achieve greater productivity, increased quality, and a safer work environment today.

https://www.assemblymag.com/videos/6326680256112?bctid=6326680256112

The Advantages of Ceiling Mounted Cranes and How They Can Improve Your Material Handling Process


Riveter
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https://www.youtube.com/watch?v=ZWATeWE_m1o
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Scientific Thinking at the Operating Level - Scientific Management - Toyota Kata

 

Thinking Scientifically

From the Frontlines to the Top in Any Organization


Toyota Kata gets practiced is by frontline work teams reacting to and solving problems in their processes. The sense of direction comes from a process standard.  The goal is to close the gap between the actual situation and the standard. Potential solutions are taken as ideas to test (experiment). There are four boxes for each experiment. What is the idea? What do you predict will happen? Then after running the experiment, what actually happened? And what did you learn?


https://medium.com/@734mike/thinking-scientifically-407fa7e0db27


https://www.linkedin.com/posts/benoitleclair_toyotakata-kata-lean-activity-6966034247765655552-TDDm/


https://www.slideshare.net/agilemtl/bringing-scientific-thinking-to-life-by-sylvain-landry


Bringing scientific thinking to life: An introduction to Toyota Kata for next-generation business leaders (and those who would like to be)

Sylvain Landry

Editions JFD, 10-Jun-2022 - Business & Economics - 178 pages

https://books.google.co.in/books?id=44F0EAAAQBAJ




















Sunday, June 4, 2023

Strategic Lean Mapping by Steve Borris - 2012 - Book Information

 Strategic Lean Mapping by Steve Borris - 2012 


Table of Contents

Overview

About the Author

INTRODUCTION

ACKNOWLEDGMENTS

1 The Storm Before the Calm

1.1 Profit or Turnover?

1.2 Adapting to New Techniques

1.3 Diagnosis

1.4 Resistance to First Projects

1.5 Where Will We Get the Time to Do Projects?

1.6 Productivity Tip

1.7 Overall Equipment Efficiency

1.8 Culture

1.9 Why Is It So Important That the Initiative Works and Is Sustained?



2 Finding Improvement Opportunities

3 The Big Picture Map

4 Process Mapping

5 Capacity Mapping

6 Lean Manufacturing, the Value-Stream Map, and Partial Value

7 Problem Solving and Decision Making


https://www.barnesandnoble.com/w/strategic-lean-mapping-steve-borris/1133491162


Detailed table of contents

https://www.accessengineeringlibrary.com/content/book/9780071788557/front-matter/preface2


Preview

https://books.google.co.in/books/about/Strategic_Lean_Mapping.html?id=py7b4FrUlc0C 


https://www.linkedin.com/in/steve-borris-author-b8114827/recent-activity/articles/








Philip J. Gisi - Fundamentals of Daily Shop Floor Management - 2023 - Book Information

Fundamentals of Daily Shop Floor Management

A Guide for Manufacturing Optimization and Excellence

By Philip J. Gisi

Copyright 2023 



 

 


Description

Survival and thriving in today’s business environment require companies to continuously strive for operational excellence at all levels of the organization. Simply working to maintain existing operations is not an adequate or sustainable business strategy, especially when competing in a global market. To remain relevant, companies must adopt a process control and continuous improvement mentality as an integral part of their daily work activities. These two operational disciplines form the foundation and stepping stones for manufacturing excellence. Processes must be stable, capable, and controlled as a prerequisite for sustainable improvement. Sustainable improvements must be strategic, continuous, and focused on process optimization.


Modern-day manufacturing is rapidly changing in the face of technological, geopolitical, social, and environmental developments. These challenges are altering the way we think and act to transform raw materials into finished goods. Meeting these challenges requires particular attention to how we develop and engage people and apply technology for long-term sustainability and competitive advantage. This book takes you on a journey to explore the fundamental elements, management practices, improvement methods, and future direction of shop floor management.


Part 1 of this five-part book considers workplace culture, organizational structure, operational discipline, and employee accountability as the foundation for a robust manufacturing system. 

Part 2 studies the impact of process standardization, data analytics, information sharing, communication, and people on daily shop floor management. Once the management system has been adequately described, 

Part 3 concentrates on its effective execution, monitoring, and control with a deep look into the people, methods, machines, materials, and environment that make it possible. Like every good manufacturing text, efficiency and productivity are key topics. 

Part 4 explores various methods, tools, and techniques associated with product and process development, productivity improvement, agile methods, shop floor optimization, and manufacturing excellence. 

Part 5, shifts focus to emerging technologies, engaging the reader to contemplate technology’s impact on the digital transformation of the manufacturing industry.



Table of Contents

Fundamentals of Daily Shop Floor Management:


A Guide for Manufacturing Optimization and Excellence


Table of Contents:


Preface


Figure P.1: Steps to Operational Excellence


Figure P.2: Daily Shop Floor Management Roadmap


Reference


Acknowledgment


About the Author


Introduction


Overview


Book Contents


Part 1 - Shop Floor Foundation


Part 2 - Shop Floor Fundamentals


Part 3 - Shop Floor Management


Part 4 - Shop Floor Improvement


Part 5 - Shop Floor - Next Generation


The Journey to Manufacturing Excellence


Daily Shop Floor Management


Essential Practices of Shop Floor Management


Figure I.1: Principles and Practices of Daily Shop Floor Management


Summary


Side Bar: 8 Steps for Improving Shop Floor Performance


Key Points


A Note about Supply Chain Management (SCM)


Manufacturing Supply Chain Management


Administration


Production


Distribution


Figure I.2: Key Supply Chain Functions


Figure I.3: Supply Chain Management (SCM) Activities


Figure I.4: Production Activities


Sources


Part 1 - Shop Floor Foundation


Overview


Figure 1.0.1: The Fundamental Elements of DSFM


1.1 Organizational Culture)


Introduction


Lean Mindset and Culture


Key Points – Culture


Organizational Commitment


Key Points - Commitment


Organizational Alignment


Key Points


Side Bar: A Multicultural World


Side Bar: Influencing Commitment


Source


1.2 Organizational Structure


Overview


Figure 1.0.1A: Fundamental Elements of Daily Shop Floor Management


Figure 1.2.1: Elements of Organizational Structure


Organizational Framework


Business Strategy


Guiding Principles


Routine Practices


Shop Floor Management Planning


Manufacturing Operations Manual (MOM)


Side Bar: A Manufacturing Management System


Guidelines, Procedures & Standards


Shop Floor System Execution


Standard Work Routines


Figure 1.2.2 Operating Instructions


Shop Floor System Monitoring


Figure 1.2.3: System Monitoring Practices


Key Process Indicators (KPI)


Visual Controls


Gemba Walks


Performance Reviews


Layered Process Audits


Process Control


Deviation Management


Action Item List


Structured Problem Solving


Total Productive Maintenance


Productivity Improvement


Key Points


Side Bar: Shop Floor Expectations


1.3 Operational Discipline


Overview


Figure 1.0.1B: Fundamental Elements of Daily Shop Floor Management


Sustainable Discipline


Improving Operational Discipline


How to Maintain Operational Discipline


Side Bar: Discipline Matters


Key Points


Sources


 


 


1.4 Employee Accountability


Overview


Figure 1.0.1C: Fundamental Elements of Daily Shop Floor Management


Corporate Accountability


Employee Accountability


Side Bar: Ways to Enhance Employee Accountability


Peer Accountability


Shop Floor Accountability


Setting Employee Expectations


Employee Feedback


Employee Empowerment


Rewards and Consequences


Treat People with Respect


Communication


Strategy Alignment


Case Study: Are you a Management Tool or Empowered?


Accountability vs. Micro-management


Attitude, Behavior and Accountability


Commitment and Accountability


Key Points:


Side Bar: Personal Accountability


Part 2 - Shop Floor Fundamentals


Overview


Figure 2.0.1 Fundamentals of Shop Floor Management


2.1 Standardization


Introduction


Figure 2.1.1: Shop Floor Control and Improvement


Workplace Cleanliness and Organization (5S)


Procedures and Standard Work Instructions (SWI)


Figure 2.1.2: Standard Work Instruction (SWI)


Standard Operation Sheet (SOS)


Figure 2.1.3: Standard Operation Sheet (SOS)


Work Place Design


Key Points


2.2 Shop Floor Data and Information


Measurement Data


Figure 2.2.1 Typical Manufacturing Metrics


Key Process Indicators


Figure 2.2.2: Input, Process, and Output indicators


Figure 2.2.3: Types of Metrics


Sidebar: Setting Performance Expectations


Data Gathering


Figure 2.2.4: Data Collection Plan


Data Analysis


Data Reporting


Key Points


2.3 Data Visualization


Overview


Visual Controls for Process Management


Figure 2.3.1: Visual Communication Elements


Common Visual Control Displays


Information or Communication Boards


Figure 2.3.2: Information or Communication Board Example


Figure 2.3.3: A Production Line Board Hourly Output Template


Manpower Planning Boards


Employee Cross-Training / Qualification Matrix


Figure 2.3.4: Employee Qualification Matrix


Andon Boards & Lights


Tip: Chart Preparation


Key Points


2.4 Shop Floor Communication


Overview


Figure 2.4.1: Five Shop Floor Communication Methods


Machine to Machine (M2M) Communication


Machine to Business (M2B) or Machine to Enterprise (M2E) Communication


Shop Floor Communication


Daily Meetings


Figure 2.4.2: Daily Meeting Hierarchy


Weekly Meetings


Monthly Meetings


Project Performance Reviews


Gemba Walks


Case Study: Gemba Walks in Action


Mobile Devices


Key Points


2.5 Shop Floor People


People Overview


Employee Empowerment


Respect, Honesty, Trust


Training & Development


Side Bar: Developing People through Workshops


Mentoring & Coaching


Recognition & Reward


Stakeholder Management


Side Bar: Employee Satisfaction


Key Points


2.6 Facilities Management


Shop Floor Environment


Technical Cleanliness


Ergonomics


ESD


Utilities


Key Points


Part 3 - Shop Floor Management


Overview


Figure 3.0A: Fundamental Elements of Daily Shop Floor Management


3.1 Manufacturing System Execution


Overview


Figure 3.0B: Fundamental Elements of Daily Shop Floor Management


Standard Work Routines


Figure 3.1.1: Roles, Responsibilities, and Standard Work Routines Hierarchy


Figure 3.1.2: Snapshot of Standard Work Routines.


Preparing Standard Work Routines


Key Points


3.2 Manufacturing System Monitoring


Overview


Figure 3.0C: Fundamental Elements of Daily Shop Floor Management


Process Monitoring / Verification


Figure 3.2.1: Shop Floor Monitoring Practices


Go, See, Observe


Gemba Walks


Side Bar: The 10 Minute Gemba Walk


Scrap Walks / Reviews


Layered Process Audits


Side Bar: Standard Process Audit Questions


Performance Reviews


Key Points


3.3 Manufacturing System Control


Overview


Figure 3.0D: Fundamental Elements of Daily Shop Floor Management


Manufacturing System Control


Figure 3.3.1: Manufacturing Practices and System Elements


Process Control


Figure 3.3.2: A View of Shop Floor Management


Manufacturing System Integrity


Standard Work Routines


Deviation Management


Figure 3.3.3: Deviation Management Methodology


Structured Problem Solving


Action Items


Figure 3.3.4: Example of Action Item Format


Decision Making


Poka Yoke


Jidoka


Figure 3.3.5: Jidoka Process Flow


Change Management


Production Change Points


Bottleneck Management


Additional Manufacturing System Controls


Figure 3.3.6: Manufacturing System Control Methods


Key Points


3.4 Manpower


Overview


Figure 3.4.0 Engaging with People


People Availability


People Flexibility


Workload Balancing


Manufacturing Gages and Tools


Employee Motivation


Training & Experience


Workplace Design & Ergonomic


Working Conditions (environment)


Autonomous Maintenance


Labor Efficiency


Employee Safety


Side Bar: Covid-19 in the Workplace


Key Points


3.5 Materials


Overview


Materials Requirements Planning (MRP)


Material Deployment and Replenishment


Milk Run


Water Spider


Material Handling and Storage


Traceability


Inventory Management


Figure 3.5.1: Categories of Manufacturing Materials


Health and safety


Side Bar: Material Kitting


Key Points


3.6 Manufacturing Equipment, Fixtures & Tooling


Overview


Equipment Optimization (Effectiveness, Reliability and Durability)


Overall Equipment Effectiveness (OEE)


Efficiency Losses (Big Six Losses)


Figure 3.6.1: OEE Losses and Examples


OEE Calculation


OEE Improvement Cycle with PDCA


Equipment Improvement Metrics - MTTR / MTBF


Figure 3.6.2: Visual of Time to Repair and Time Between Failure


Spare Parts Management


Side Bar: Tips for Reducing Equipment Downtime - Good Operating Disciplines


Equipment Reliability


Equipment Calibration


Measurement Systems Analysis


Figure 3.6.3: Measurement System Analysis Overview


Total Productive Maintenance (TPM)


Autonomous Maintenance


Systemic Maintenance


Training & Qualification


Asset Management


Equipment Durability


Key Points


3.7 Methods


Overview


PDCA


5S Method


Deviation Management


Side Bar: Investigating Abnormalities


Change Management


Structured Problem Solving


Figure 3.7.1: Problem Solving Methods


Just-in-Time Inventory


Policy Deployment


Figure 3.7.2: Policy Deployment


Side Bar: Organizational Policy


Single Minute Exchange of Die (SMED)


Figure 3.7.3: Changeover Time Reduction Process


Agile Manufacturing


Side Bar: Negative Side to Company growth


Summary


Key Points


3.8 Environment


Overview


Building layout/design


Ergonomics


Safety


Figure 3.8.1: Safe Workplace


Lighting


Temperature


Ventilation


Air Quality


Air Current


Noise


Humidity


Facility Space


Case Study: The Value of Space


Vibration


Key Points


Part 4 - Shop Floor Improvement


Overview


4.1 Product & Process Development


Overview


Design for Manufacturing


Figure 4.1.1: Design for Manufacturing Overview


Design for Six Sigma


Figure 4.1.2.: DFSS Methodology (DICOV)


Design & Process FMEA


Figure 4.1.3.: Failure Modes & Effects Analysis


Key Points


4.2 Productivity Improvement


Overview


Figure 4.2.0: Process Maturity


Incremental Improvement


Sustainable Improvement


Side Bar - Leveraging Organizational Knowledge


Improvement Methods


Quality Circles


Figure 4.2.1 - Seven Basic Quality Tools


Employee Idea Management


Set-up and Changeover (SMED)


Six Sigma DMAIC


Figure 4.2.2: Six Sigma DMAIC Methodology


Kata / PDCA Project


Figure 4.2.3 The Five Toyota Kata Questions and Four Reflections


Value Analysis


Figure 4.2.4. Value Analysis Process


Kaizen Events


Figure 4.2.5: Kaizen Event Process


Jishuken (Self-study) Workshops


Side Bar: Jishuken Workshops


Improvement Tools & Techniques


Go, See, Observe, Understand and Confirm


Side Bar: Tip for Effective Observation


Workplace Design


Process Mapping


Six Thinking Hats


Workload Balancing


Figure 4.2.6: Workload Balancing - Before and After


Production Leveling


Figure 4.2.7: Production Leveling.


Yamazumi Charts


Figure 4.2.8: Yamazumi chart


Buffer Management


Best Practice Sharing


Lessons Learned


Key Points


References


4.3 Agile Methods


Agile Overview


Application of Agile Practices


Predictive, Iterative and Incremental Life Cycles


Figure 4.3.1: Predictive Life Cycle


Figure 4.3.2: Iterative Life Cycle


Daily Stand-up meetings


Retrospectives


Co-location


Side Bar: Agility Response


Case Study: Manufacturing Agility


Key Points


4.4 Shop Floor Optimization


Overview


Figure 4.4.0: Optimize


Knowledgeable and Skilled People


Cooperation and Collaboration


Available and Reliable Equipment


Materials Management


Practices and Procedures


Operator Movement Optimization


Material Flow Optimization


Environmental Optimization


Optimization Methods, Tools and Techniques


Process Characterization


Design of Experiments


Response Surface Analysis


Process Flow Optimization Methods


Value Stream Mapping / Design


Figure 4.4.1 Value Stream Improvement


Side Bar: Optimization Beyond the Shop Floor


Constraint Management


Spaghetti Diagram


Figure 4.4.2 – Spaghetti Diagram Example


Lessons Learned


Case Study: A Pitch for Lessons Learned


Key Points


4.5 Manufacturing Excellence


Overview


Enterprise Alignment


Organizational Structure


Operational Discipline


Employee Accountability


Side Bar: Organize and Prioritize


Agility Mindset


Employee Development


Process Control


Continuous Improvement


Side Bar: Welcome Visitors


Technical Advancement


Supplier Partnerships


Lessons Learned


Shop Floor Practices


Summary


Case Study: Rules of Engagement


Key Points


Part 5 - Next Generation Shop Floor


Overview


Industry 4.0 Expectations


Digital Transformation


Productivity Improvements that make a Difference


Part 1 - Technical Innovations


Collaborative Robots (Cobots)


Figure 5.1: Cobot


Robotic Process Automation (RPA)


Automated Guided Vehicles (AGVs)


Micro AGVs


Smart Glasses


Centralized (Automated) Inspection (AOI)


Case Study: Visual Inspection with Artificial Intelligence


Fixed Production Cell


Autonomous (digital) Workforce


Part 2 - Thinking Differently


Big Data


Side Bar: Improvement Projects Using AI


Equipment Robustness (Reliability & Durability)


Predictive Equipment Maintenance


Figure 5.2: Evolution of Predictive Maintenance


Spare Parts Management


3D Printing of Spare Parts


Suitcase Tester


Vendor Managed Inventory (VMI)


Figure 5.3: Vendor Managed Inventory


Machine Learning


Modular Product Architecture


Mobile Devices


Gamification


Environmental Sustainability


Key Points


Appendices


Appendix 1 - Daily Shop Floor Management Checklist


Appendix 2 - Manufacturing Operations Manual


Appendix 3 - Standard Work Routines


Appendix 4 - Tips for Shop Floor Monitoring


Appendix 5 - SMED Workshop


Appendix 6- Jishuken Workshop Outline


Appendix 7 -Acronyms & Terms



https://www.routledge.com/Fundamentals-of-Daily-Shop-Floor-Management-A-Guide-for-Manufacturing-Optimization/Gisi/p/book/9781032370545

Thursday, June 1, 2023

Industrial Engineering - Operation Study - Arthur G. Anderson - 1928


Adapted from the book

Industrial Engineering and Factory Management, by Arthur G. Anderson

Anderson, A. G. (Arthur G.), 1886-Anderson, A. G. (Arthur G.), 1886-
Published: New York,The Ronald Press Company, copyright 1928
Description  xiii, 623 p.


Anderson used the description of time study as given by Taylor as the basis and reformulated the Taylor's prescription into process industrial engineering.

Process industrial engineering breaks the process into operations, and studies production machines, associate tools, accessories, work holding devices, material handling equipment and containers, associated facilities, service facilities, layout of plant, layout of the work place and identifies improvement opportunities to increase productivity. The improvement ideas range from invention machines and processes to increase productivity to simple changes like modifications to jigs and fixtures.  Methods Engineering, Method Study, Operation Study, and Operation Analysis are some of terms used to describe this phase or step of process industrial engineering.

After all equipment and facility related studies are completed, the focus is shifted to the manual effort required to operate machines and tools. Motion study initially developed by Gilbreth and further developed by others is used at this stage of process industrial engineering.

Determination of time required to do an operation and complete a process are essential requirement for determining the productive potential of an organization. Time study is the name presently used for this phase of the process industrial engineering. But Taylor used Time Study to described the whole procedure of process industrial engineering. It is because he developed his thinking in the context of rate setting. For rate setting, he proposed elementary rate fixing department and under that activity he described the entire process industrial engineering and gave the name of time study. But Anderson and Lowry, Maynard & Stegemerten expanded the Taylor's idea into Method, Motion and Time Studies. Under method they highlighted study of machines and equipment. Machine work study is proposed recently to describe this activity as work study has focus on human work.


 OPERATION STUDY—NATURE AND SCOPE

Operation Study is the popular term for the more inclusive title "Job Standardization. Motion and Time Study."

Operation study involves an analysis and standardization of all factors influencing the doing of a task, the development of the best method of performance, and the determination of the time required. Standardization is finding the best arrangement to achieve a goal and making all aware of the best arrangement so that it is used by all engaged in achieving that goal. In an organization, management has to ensure that all activities, operations and processes are standardized. That is best way of performing an activity, operation or process is found out and in all parts of the organization the best way is used to perform each operation.

The aim of operation study is to make the manufacturing establishment in its entirety most efficient and effective; to insure that the personnel, buildings, equipment, operating and auxiliary departments are suitable for the work to be done, and function to advantage.

The following benefits accrue from operation study:
(1) the best manufacturing conditions as to equipment, layout,  and surroundings are established and maintained, and improvements stimulated;
(2) the best methods, and the skill of the most expert workers are understood and made available to all others, increasing average efficiency and earning power;
(3) uniformly consistent and correct task times are set affording an accurate basis for setting wage rates fair to man and management; thus eliminating a prolific cause of industrial unrest;
(4) production is increased;
(5) quality is improved and made more uniform;
(6) waste of time, materials and human energy is eliminated;
(7) production may be scheduled and delivery dates set with assurance;
(8) a detail check is provided on the effective functioning of every auxiliary department as previously arranged for; they become truly service departments of the highest order.

As a consequence manufacturing costs will be at a minimum, making higher wages and lower prices possible.

Operation study is the foundation of good production/manufacturing/supply chain management. Operation study is derived from the explanation that Taylor gave for Time Study in 1912.

In 1912, Taylor had occasion to outline and define time study, and he said: "Time study" consists of two broad divisions, first, analytical work, and second, constructive work.

The analytical work of time study is as follows:

(a) Divide the work of a man performing any job into simple elementary movements.
(b) Pick out all useless movements and discard them.
(c) Study, one after another, just how each of several skilled workmen makes each elementary movement, and with the aid of a stop watch select the quickest and best method of making each elementary movement known in the trade.
(d) Describe, record and index each elementary movement, with its proper time, so that it can be quickly found.
(e) Study and record the percentage which must be added to the actual working time of a good workman to cover unavoidable delays, interruptions, and minor accidents, etc.
 (f) Study and record the percentage which must be added to cover the newness of a good workman to a job, the first few times that he does it.
(g) Study and record the percentage of time that must be allowed for rest, and the intervals at which the rest must be taken, in order to offset physical fatigue.

The constructive work of time study is as follows:

(h) Add together into various groups such combinations of elementary movements as are frequently used in the same sequence in the trade, and record and index these groups so that they can be readily found. 
(i) From these several records, it is comparatively easy to select the proper series of motions which should be used by a workman in making any particular article, and by summing the times of these movements, and adding proper percentage allowances, to find the proper time for doing almost any class of work. 
(j) The analysis of a piece of work into its elements almost always reveals the fact that many of the conditions surrounding and accompanying the work are defective; for instance, that improper tools are used, that the machines used in connection with it need perfecting, that the sanitary conditions are bad, etc. And knowledge so obtained leads frequently to constructive work of a high order, to the standardization of tools and conditions, to the invention of superior methods (processes) and machines.


Scope of Operation Study.—It will be noted that under (j) job standardization work is suggested, while (b) and (c) refer to motion study.




Job Standardization


Job standardization denotes the establishment of the best possible conditions with respect to all physical factors which influence the job and is a first natural objective in all operation-study work. A new plant, laid out, designed, built and equipped completely ready for operation by progressive managers and industrial engineers will presumably be ideal with respect to job standardization. Where ideal conditions cannot be realized in existing workshops the best standards attainable can be set and maintained. An outline for job standardization and motion-study work is as follows: 

Outline for Job Standardization and Motion-Study Work

A. Object
B. Location
C. Relations to other processes 1. Processes preceding 2. Processes following 3. Routing methods
D. Materials
E. Equipment 1. Machines 2. Tools 3. Transportation facilities 4. Miscellaneous 5. Floor plan
F. Local conditions 1. Lighting 2. Ventilating 3. Heating 4. Safety devices 5. Sanitation 6. Fire protection
G. Personnel 1. Number 2. Position of each operator 3. Method of wage payment
H. Process: A complete and detailed account of every motion made, etc.
I. Lost motion and interference
J. Recommendations

Some of the important things to consider are as follows:

Equipment.—A study of existing equipment may suggest changes and improvements or repairs. The need to bend over, to lift heavy materials or parts, to take more than a step or two, slows up the work and tires the operator; which suggests the economical utilization of mechanical devices. Processes should be those which combine economy with uniformity of standard quality. Productivity is dependent upon the use of best of machines as appropriate for each operation, and the maintenance of normal conditions with respect to their upkeep. Proper means of transporting and handling materials must be utilized.

Tools.— This phase of the investigation will consider the selection of proper steels (tool materials), shape, size, variety and tempering of tools, procedure in issuing them when needed, and their repair and resharpening after use. Likewise all necessary auxiliary equipment in the way of bolts, blocks, clamps, dies, jigs, etc., should be standardized,—perhaps for each operation—kept in good condition, and made readily available.  Assurance must be had that the tools needed for a given task will be available. To ensure this, the tool room organization and administration have to studied and improved. 

Materials.—Economy in the use of materials should be studied. Waste should be considered, remembering that workmen constantly handling a material may become careless and insensible to its value. Disposing, reclaiming or utilization of waste should be provided for. Considering the consumer's use of the product and methods of manufacture, the kind and grade of material used should be analyzed. Another material may be better, a cheaper grade prove as suitable, or a better grade may be less expensive to process and the finished product more uniform as to quality. A study of storeroom practice may suggest ways of eliminating delays in the issuing of materials. 

Layout.—All the machines and workplaces in the department have a relation one with another, and must be considered together. Departmental arrangement is important. A uniform, maximum flow of materials in process is the aim. To achieve this, moves between operations should be short, space sufficient, inspection points and storage areas provided for, production facilities balanced so that congestion will not take place at certain points, with perhaps idle work areas at others. Tool, store and stock rooms must be readily accessible and service centers convenient. Most factories grow by adding manufacturing space here and there, until finally production arrangements are haphazard. In one instance the path of travel of a part was reduced from 535 feet to 27 feet, four truck trips including two elevator journeys dispensed with, and the method changed to require four operators instead of five. Much time was saved. 

Environment.—Intelligent attention will be given to adequate illumination, ventilation, sanitation, comfort of floors, unnecessary noises or objectionable odors, and danger hazards. Environment has an impact on productivity.  Adjustments and changes suggested by the analysis have to be implemented. 

When the work is completed provision must be made for the maintenance of the standards established. Best performances are possible only when conditions are "right," and standard performances possible only when conditions do not vary materially. 

Operation study brings about a great change in the relation of auxiliary departments to the operating departments, and the attitude of executives. The man doing a job ordinarily,  has little option but to accept equipment, arrangements, tools, materials, environment, etc., as they come. The worker is at the bottom of the ladder of authority. With operation study job requirements are analyzed and standardized in every particular; and the service required of auxiliary departments and executives is outlined in minute detail, and effective functioning checked at every turn. The job is now supreme, and workmen in a position to demand effective management. This is as it should be, for mental inertia and laziness are as prevalent among one group as the other. 

After standardization of all physical factors including production machines, tools and material handling equipment, motion study has to be done for development of the best method for operator or operators for doing the operation. Then the method is to taught to the workers. 

Motion Study.—Motion study involves an analysis of the movements made in performing an operation with the object of eliminating useless and unnecessarily fatiguing motions and arranging the necessary ones in a logical sequence. As a part of motion study also, certain aspects of physical factors as workplace layout and arrangements are analyzed for their effect on time taken by the operators to complete their motions. Thus a portion of motion study improve job standardization further. Thus proper facilities are specified first and then the motions which the worker makes in performing the task are subject to study. 

In motion study, it is well to record the motions of each hand separately and the need for using both hands as is done thereon. The performance of the most successful workers should be studied to the end that the best method may be evolved for the benefit of all.  Effort is made to achieve a method which is simple, direct and easy to perform, and in which results are attained by straight, short and quick motions which succeed each other naturally, establishing a rhythm and harmony of action of the hands and body that makes for accuracy, speed and minimum fatigue.

Thoughtful observation of a worker and consideration of the significance of his movements, of the machinery, tools and accessory equipment used, of incidental delays, the receipt of materials, manner  of its handling and of the disposal of his finished work, may well suggest action leading to increased productivity at less cost and with less effort. A machinist turning out 198 castings a day, each weighing 35 pounds, in carrying them to and from his machine walked over two miles a day under load. By rearranging his stock trucks he at once doubled his output and earning capacity. An extreme case perhaps, but innumerable instances of time savings ranging upward from a few per cent are being effected. Preliminary stop-watch studies may aid in judging the relative worth of alternate methods and reveal facts not apparent from observation. 

Administration and Production Control.—The productivity of a department or a work station will be influenced by the success with which work in process is controlled, and the smoothness with which the administrative machinery functions. Production centers must be coordinated, delays and interruptions anticipated and guarded against, and supply and auxiliary service departments made efficient. It should be appreciated that while motion study accompanied by the suggested job standardization work invariably results in increased output this is not accomplished by speeding up the worker, but by reducing friction, training in proper methods, and removing obstacles that he has previously needed to overcome. Poor lighting or deficient ventilation slows up the worker; while the need to manipulate a machine which can be made to operate automatically, or to lift and carry a 50 pound casting 10 or 15 feet every few minutes are obstacles to easy, rapid work. Observation of the worker accompanied as it is by a detailed study of the task provides data for selecting workers possessing the necessary physical and mental qualifications and manual or trade skill. This may be available to the personnel department in the form of a job specification card. 

The outline suggests the compilation of data for an entire trade, as that of machinist, for example, which when suitably indexed would enable a man sitting at a desk to determine accurately the time of doing any operation in the trade. It has not been possible to do this because of the variety of equipment and tools used, differences in methods, and varying conditions existing in different plants. 

Synthetic Time Studies.—Some tool manufacturers now provide fundamental operation time data with their machines which approximates what Taylor had in mind. This is supplemented in plants by studies designed to yield time data covering all elemental motions made in using the equipment. With sufficient data of this character, properly arranged and classified, the operation time for any job within the capacity of the machine may be calculated without the need for taking individual studies. 

Operation Time Studies.—In the past, most efforts have been devoted to making operation time studies—ascertaining the proper time for the doing of an individual task or operation. This is accomplished by observation of the worker at the machine, or work station while doing the job. 

The Use of Charts, Diagrams and Formulas.—Data obtained in either of the ways suggested may be utilized to prepare standards which are expressed in charts, diagrams or formulas. By the use of these, task operation times may be determined. 

Stop-Watch Study.—The primary purpose of stop-watch studies is to record operation times and provide a basis for setting rates. It is the third and final phase of operation study. With facilities for doing a task and the conditions surrounding it at their best and standardized, and with the worker trained in the best method of accomplishment, studies with a stop-watch enable an observer to determine the time it ought to take to perform the task. Rates set in this manner will be based upon facts and relatively fair as compared with each other. 

To an increasing extent management and men are favoring the use of time study as the one best method of setting task times. The improvement effected by standardization work and training in best methods that precede stop-watch studies are the phases of operation study that enable work to be accomplished in minimum time. Stop-watch studies tell men and management what that time should be and eliminate cause for disagreements on this vital point. 

Combination of Job Standardization, Motion Study and Time Study.— The activities of job standardization, motion Study and time Study are carried out at operation and process levels throughout the life of the process and factory.

When operation study is inaugurated in an existing plant this procedure in the sequence suggested is to be recommended for an entire process if times set are to prove equitable, for changes and improvements effected for the benefit of one operation will influence the time for doing others. 

In a new plant the first step and much of the second will have been cared for in its design. 

In going plants, technology  is not static and the evolution constantly taking place necessitates changes and readjustments. New methods are introduced, improved equipment is added, the product is altered in design, or possibly new items are added. Materials are constantly being replaced by others, newly developed and more suitable or cheaper to use. Recent years, for example, have seen the development of  bakelite, decalcomania, drop forgings, aluminum and steel castings, pressed steel and punched parts. Likewise machine improvements offer possibilities for combining operations, and perfection of processes for simplification. For example, the introduction of a new method of finishing automobiles has cut down by several days the production time for this phase of the work, and greatly decreased the space and facilities needed. This typical situation calls for continual revision of obsolete task times and the setting of standards for new operations. In all such cases job standardization and motion-study work will be carried on as a preliminary to each and every stop-watch study of an individual task or operation. The work is never finished and it goes on during the life of the process and production establishment. 

Questions for Review

1. What does operation study involve doing?
2. What is the aim of operation study?
3. What important benefits are expected to accrue from operation study?
4. Explain the meaning and nature of job standardization. Of motion study. Of stop-watch study.

Updated on 1.6.2023,  14 July 2019, 12 July 2019



Productivity and IE in Aluminum Sheet, Plate, and Foil Manufacturing

331315 Productivity and IE in Aluminum Sheet, Plate, and Foil Manufacturing


Manufacturing History: Aluminium foil rolling - Thinner, faster, wider
http://www.alufoil.org/manufacturing-history-aluminium-foil-rolling-thinner-faster-wider.html


2023

Jindal Aluminium - Cost Reduction Efforts

https://www.financialexpress.com/industry/streamlining-aluminium-industry-jindal-aluminium-focuses-on-rd-for-newer-applications-to-reduce-costs/3098484/

https://jindalaluminium.com/streamlining-aluminium-industry-jindal-aluminium-focuses-on-rd-for-newer-applications-to-reduce-costs/


Jindal Aluminium Limited: Taking strides in sustainable manufacturing
Anonymous.  Aluminium International Today; Redhill Vol. 34, Iss. 2,  (Mar/Apr 2021): 30.

https://www.proquest.com/openview/1d540a54aff7522a23daa7f2411f5732/1

Jindal Aluminium Limited | Technological Changes Set to Revolutionize Manufacturing in the Next 5 Years
https://jindalaluminium.com/jindal-aluminium-limited-technological-changes-set-to-revolutionize-manufacturing-in-the-next-5-years/



2011
Noranda Aluminum Holding Corp. - A passion for Productivity

The company uses its CORE program (“Cost Out, Reliability and Effectiveness”),  a project-based framework to control costs, de-bottleneck capacity constraints and improve reliability at the company’s production facilities.

 Noranda’s CORE projects fall into three broad categories. The first is the do-it-better category – small-scope process changes that require little or no capital. For example, smelter engineers increased the size of the anodes in one of the smelters three pot lines from 61 inches to 63 inches. This change required essentially no capital.  The benefit was reduced voltage, increased amperage and $1 million in annualized savings.

Second is the better-tools category – projects requiring modest capital, and provide employees with additional tools to either drive out costs or improve operational reliability and effectiveness. In one of its rolling mill facilities, for example, the company  installed an internally developed graphite-spray system. The new system improved quality, improved reliability and reduced graphite usage, generating more than $100,000 of savings in its first quarter of operations.

Third are major projects that require meaningful capital and extend over several quarters or years. An example: a $2.5 million project to replace a piece of equipment that slits larger pieces of foil to allow for processing into thinner material. This slitter project allowed that facility to meet the needs of certain product groups, which it previously could not serve in a cost-effective manner.
http://manufacturing-today.com/index.php/featured-content/670-noranda-aluminum-holding-corp

Manufactuters



http://alnan.com/en/aboutus/index.htm
China


India

INDAL
IFL
PGF
BALCO
IFL
Annapurna Foils Ltd (AFL)
Synthiko Foils
http://www.dsir.gov.in/reports/techreps/tsr012.pdf


ud. 1.6.2023
pub 21.2.2014