Zymergen ( Now Ginkgo) - Emeryville - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant.

2025

https://www.weforum.org/organizations/zymergen/

Now Zymergen is part of Ginko.

https://www.ginkgo.bio/about

AI-Designed Evolution: The Future of Machine-Driven Biology

Andre Ripla MBA.,

AI | Automation | BI | Digital Transformation | Process Reengineering

https://www.linkedin.com/pulse/ai-designed-evolution-future-machine-driven-biology-andre-pfmbe/

Both Zymergen and Ginko case studies are in the above article.

2019

Lighting the way: New leaders in the fourth industrial revolution

July 3, 2019 

Biotechnology firm Zymergen brought robotics and artificial intelligence (AI) to bioengineering labs, traditionally highly manual sites. Innovation rates soared, allowing Zymergen to use bioengineering for products previously were not feasible.

https://www.mckinsey.com/capabilities/operations/our-insights/operations-blog/lighting-the-way-new-leaders-in-the-fourth-industrial-revolution

https://www.weforum.org/press/2019/07/scaling-intelligent-manufacturing-10-factories-leading-the-way-in-innovation/

Zymergen’s Opportunity to Drive the Fourth Industrial Revolution through Biology

Mar 9, 2020

by Josh Hoffman, CEO, Zymergen

The World Economic Forum and McKinsey recently published a whitepaper in which they recognize Zymergen as a “lighthouse company”, in implementing  the Fourth Industrial Revolution technologies. 

The world of petroleum-based material development and manufacturing is experiencing a significant innovation lull; fewer new ideas, fewer areas for improvement, and a finite raw material resource that’s running out quickly. Bio-based manufacturing is the answer and it will create the next industrial revolution.

Zymergen is bringing the best of pure technology, automation, and biological experimentation together in a single platform and thus  transforming the way things are made. 

At Zymergen, our view is that biological system of the universe or earth itself is the world’s greatest manufacturing system.  So we partner with nature to create and commercialize revolutionary new materials. We developed a unique technology platform that combines biology, machine learning, and automation to develop  the largest library of proprietary genomic data in the world, and we use that information to discover, design and scale in a way no other company can. As a result, we can bring new products to market in half the time and for one-tenth the cost of companies that use petrochemical-based materials. And the applications are incredibly broad: from electronics to adhesives to agriculture products — and more. There are loads of benefits to our approach, including lower cost, shorter time to market and dramatically lower environmental footprint. But at the end of the day, we’re actually making better products, and that’s a key difference between our team and others in this emerging space.

Our team fuses deep biology, chemistry, and computer science expertise. We invested in creating an automated, high-throughput biomanufacturing system that can be reconfigured in minutes and can scale to fill a factory, bringing the best of pure technology, automation, and biological experimentation together in a single platform that is wholly transforming the way things are made.

In the time we’ve been in operation, we have realized a 40% increase in our production yield and a 50% reduction in lead time, all while lowering our operating costs by 42% — simply by optimizing our capacity, inventory and teams.

https://medium.com/@zymergen/growing-zymergens-opportunity-to-drive-the-fourth-industrial-revolution-through-biology-d3e3342fe367

https://medium.com/@dcvc/bringing-zymergen-to-scale-enabling-engineering-biology-with-ai-robotics-d998a2b0cc1

https://medium.com/@peterkakljugin/ai-pioneers-unveiling-cutting-edge-artificial-intelligence-startups-ae284ba2f6e8

Pdf files

https://partnershiponai.org/wp-content/uploads/2021/08/Case-Study_Zymergen.pdf

https://www.appengine.ai/company/zymergen

https://www.linkedin.com/pulse/bioengineering-revolution-maria-marenco

https://www.linkedin.com/pulse/top-10-ai-startups-2020-healthcare-clinical-trail-ganapathy-shankar

https://www.sumitomo-chem.co.jp/english/news/detail/20190417e.html

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6944054/

https://www.biofuelsdigest.com/bdigest/2018/12/13/zymergen-the-porsche-911-of-the-materials-superhighway-raises-400m-in-monumental-series-c-round/

https://www.ginkgobioworks.com/

https://www.nature.com/articles/s41467-020-20122-2

https://www.forbes.com/sites/johncumbers/2020/06/05/how-california-can-lead-the-global-bioeconomy-a-conversation-with-zymergen-ceo-josh-hoffman/?sh=57481c56a64a

https://glasp.co/youtube/p/zymergen-ceo-josh-hoffman-on-biofacturing-plus-founderu-startup-math-e1231

https://ecorner.stanford.edu/podcasts/insights-of-an-accidental-entrepreneur/

Ud. 27.5.2025

Pub. 30.4.2024

Lean and Clean Production Systems - Industrial Engineering Solution

http://www.iiedetroit.org/Newsletters/2000/00marpdf.pdf

Lean and clean companies boost productivity by eliminating inefficiency, streamlining production, improving the workplace environment, and increasing wages. Lean and clean companies become supremely competitive. The environmentally proactive companies had higher return on investment, higher sales growth, and higher operating income.

Many practices of energy efficiency and clean production are compatible. Both  have the same goal; systematically reducing waste. In the case of lean production  the waste is wasted time, and the measures of inefficiency are high inventories, defects, and customer complaints. In clean production, the measure of inefficiency is pollution - air pollution, water pollution, and solid waste. If a company has successfully  reduced waste and implemented lean,  lean and clean management is the next step in the ongoing process of increasing profits and productivity.

Henry Ford was obsessed with minimizing  waste of resource and time, His 1926 book Today and Tomorrow, reviews his many approaches to reducing waste.

Ud. 27.5.2025

Pub. 12.1.2012

More Industrial Engineering Studies on Lean Manufacturing Systems

Yash Dave and Nagendra Sohani in the paper "The Journey of Lean Manufacturing: Literature Review" published in Udyog Pragati, April-June 2011, Pp.22-34, stated that lean manufacturing term was coined by MIT researchers to describe the collection of efficiency improvements that Toyota Motors adopted. Because of its origin at Toyota Motors the same collection of improvement has also been called teh "Toyoto Production System."

Industrial engineering provided a great boost to productivity of the production systems in the early two decade of the 20th century. Management thinkers like Peter Drucker acknowledge the contribution of Taylor in developing differential wage plans, means of identifying better methods at elements level, time study to estimate task times, scientific study manual as well as machine methods etc. Industrial engineering once again made a great contribution to the manufacturing systems by coming up with SMED and the resultant lean manufacturing system.

Industrial engineers are continuing the task by doing further studies on lean manufacturing systems.

___________________________

• An Industrial Engineering Evaluation and Enhancement of Value Stream Mapping
  • Value Stream Mapping from an Industrial Engineering Viewpoint
  • Value Network Mapping (VNM): Visualization and Analysis of Multiple Flows in Value Stream Maps

Value Stream Mapping: A Model for Quantification of Value

• Cost Model for Value Stream Mapping

Dynamic Performance Evaluation of Value Stream Maps

A Study Guide on Bottleneck Scheduling using Theory Of Constraints

Source: http://www-iwse.eng.ohio-state.edu/ISEFACULTY/IRANI/Industrial%20Engineering%20Studies%20on%20Lean%20Manufacturing.htm

____________________________ 

APPLICATION OF LEAN MANUFACTURING TECHNIQUES FOR THE DESIGN OF
THE AIRCRAFT ASSEMBLY LINE
by
Victoria Elena Gastelum

Submitted to the Sloan School of Management and the Department of Mechanical Engineering in
partial fulfillment of the requirements for the degrees of
MASTER OF SCIENCE IN MANAGEMENT and MASTER OF SCIENCE IN MECHANICAL ENGINEERING
at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY, June 2002
http://lean.mit.edu/downloads/download-document/137-application-of-lean-manufacturing-techniques-for-the-design-of-the-aircraft-assembly-line.html

____________________________

Lean Systems - MIT Theses

http://lean.mit.edu/downloads/2002-theses/view-category.html

Ud. 27.5.2025

Pub. 12.1.2012

Industrial Engineering and Lean Manufacturing Concept

The persons in leadership roles in industrial engineering discipline have failed industrial engineering discipline.  Peter Drucker, the management guru highlighted the issue. They have not augmented industrial engineering discipline adequately and ceded ground to other professional associations mainly because they pursued short term incomes following the latest successful fad without developing the IE discipline through appropriate research and method development and improvement efforts.

IE is very broad in its foundation purpose to contribute to any technology developed in any engineering branch. Similary is it has the mandate to respond to any development in management or in any social science. Developments in other subjects strengthen IE. They do not weaken its purpose or practice.

Lean Has Failed!
Jim Womack in  Planet Lean


On the occasion of  the 20th anniversary of the founding of the Lean Enterprise Institute and the 10th anniversary of the Lean Global Network  – Womack said that he was thinking about the original promise of the lean movement  created by the books "The Machine That Changed the World in 1990" and "Lean Thinking in 1996.“

Failures of lean is an idea in that thinking.

The article by Michel Baudin discusses the issue further.
https://michelbaudin.com/2017/09/03/where-lean-has-failed-jim-womack-planet-lean/


I made a comment on it. I have taken important points from others comments and replies. You can read full comments from the above Baudin's post.

Narayana Rao KVSS
SEPTEMBER 11, 2017 @ 10:00 PM
Comment on LinkedIn:

I attended the 2017 Annual Conference of IISE and presented Principles of Industrial Engineering. Lean systems as systems having 50% or 100% productivity advantage was a correct description for what TPS achieved in comparison to other earlier productive organizations. It is a wrong strategy to ignore the earlier productivity improvement discipline “industrial engineering’ altogether. The lean movement would have succeeded to a more extent if industrial engineers were included in the strategic thrust right from the start. Yes, still what Womack says is right. The lean transformation of systems giving a significant boost to productivity has to be continued by finding root causes for the delay in transformation projects and lower than expected results.

A reply by  Ashok Motwani


Where is an evidence that industrial engineering was ignored when Lean ‘movement’ was started and was part of some strategy?

My reply Narayana Rao KVSS
SEPTEMBER 11, 2017 @ 10:11 PM


Yes. The books on lean by Womack actually criticized IE. They did not interpret lean as an advance in IE or productivity movement. They did not recommend adding lean section in IE. They recommended a separate lean promotion office without any reference to IE department. In the Pittsburgh conference, I actually heard from professional IEs, that they were ignored by the lean movement.

Michel Baudin replied

There are many types of engineering involved with manufacturing, but essentially ignored by the bulk of the “Lean movement.” Under the Lean flag,  people like Art Smalley or JT Black and myself. did not ignore them.

Process engineers work on the physics and chemistry of the manufacturing process in laboratories; manufacturing engineers on process planning in the factory or shop floor. industrial engineers  work on the shop floor to improve the process on a continuous basis to reduce costs further.

Social scientists downplay the engineering dimension of TPS because they don’t understand it.

Lonnie Wilson then commented

I am amazed that Womack and other academics who studied rather than implemented Lean have become such thought leaders. "I would add that the key is to understand it. That understanding comes from actually doing it….and doing it as a manager within a company, rather than doing is as a consultant at arms length…"

REPLY
Michel Baudin

Good managers don’t always make good consultants and vice versa. The two are different professions, best suited for different personalities and require different skill sets.

In manufacturing, before becoming consultants, I think people should first put in 5 to 10 years as engineers or managers in a manufacturing company after coming out of school. If they are comfortable in that environment and adept at managing their careers in it, they are better off staying and rising through the ranks.

Lean Manufacturing Story - Pierson Workholding - 2018

https://www.youtube.com/watch?v=tZd2Bj-wfqk

https://www.youtube.com/watch?v=B8MQhX3QPEE  Pierson Workholding factory tour.

https://www.youtube.com/watch?v=gPUmY8WnnpU

https://www.youtube.com/watch?v=wUpbbK104Zg

Updated 27.5.2025, 6.12.2020

First published 29.11.2019

Changes in Toyota Production System Brought in by Taiichi Ohno

Vehicles per worker was ten times the figure of Japan in USA.


Taiichi Ohno,  had joined Toyota in 1943, having worked previously in Toyoda loom-machinery plant. . Ohno gradually introduced a series of interrelated innovations in manufacturing to implement JIT combined with Jidoka (poka yoke)  that complemented and rivaled the achievements of Frederick Taylor and Henry Ford.

1948: Ohno instituted a “pull” system in the machining shop for engines, asking each worker to move back to the previous station to retrieve work-in-process, just at the necessary time in the amount needed only for immediate processing.  This contrasted with the traditional “push” systems used  in the U.S., Japan, and Europe, where components were made according to a schedule released by production planning department.

1949: Ohno also made workers in the machining shop operate several machines each, rather than specialize This procedural change seemed to improve worker productivity. Ohno then asked production workers to conduct their own inspections. This improved quality on the line and raised worker output by cutting down on nonproductive inspection staff.

1950: Toyota extended the pull concept to mar keting through the policy of limiting production to orders received by Toyota Motor Sales from dealers.
Toyota synchronized engine and transmission machining with final assembly, to reduce further in-process inventories.

Indicator lights introduced on the engine lines alerted supervisors to problems.

1953: Ohno introduced an early “kanban” system into the machining shop, using the exchange of paper tags to signal processing operations or parts production. The Japanese called this the “super market method,” since it mimicked the practice in U.S. supermarkets where customers went to stores to buy what they wanted  while the supermarket replaced items on shelves as it sold them.
To simplify manufacturing, procurement, and conveyance Toyota also instituted a standardization program for car and truck components.

1955: Toyota synchronized its body and final assembly shops to eliminate more in-process in ventories.
Controls introduced on parts deliveries further cut inventories.

Toyota started to mix the loading of components in small lots for machine tools and to mix model runs on final assembly lines to raise equipment utilization as well as lower inventories.

Line-stop buttons introduced on assembly lines gave workers authority to halt production if they noticed defects or if other problems arose.

1957: Indicator lights installed on all production lines alerted supervisors outside the machining shop to problems.
1959: A control system for internal and in-house-to-outside conveyances again cut in-process inventories and waiting time.
1961: Toyota introduced the kanban system to some outside parts suppliers.
1962: Toyota then extended the kanban system to all in-house shops, placing the entire company on a small-lot, pull system.
Foolproof devices (poka-yoke) added to machine tools helped prevent defects and overproduction.

Toyota lowered stamping-press changeover times for dies from two or three hours in previous years to fifteen minutes, Rapid setups increased equipment utilization and made small-lot production more economical, as well as helped reduce in-process inventories by cutting lead times.

1963: Managers were now asking workers to operate an average of five machines each, compared with three to four since 1949, two in 1947, and one in previous years. This seemed to raise labor productivity further.
1965: Toyota extended the kanban system to all outside parts deliveries, further reducing in-process inventories.
1971: Toyota cut die setup times for stamping presses to three minutes and adopted the practice of moving workers to different positions on assembly lines as needed.
1973: Toyota allowed suppliers to deliver directly to assembly lines, fully linking them with its in-house parts conveyance system.

Improvements in Productivity and Inventory Levels

Vehicles manufactured per worker per year tripled at Toyota between 1955 and 1957 and then rose another 60 percent by 1964. Toyota appears to have passed the productivity levels at GM, Ford, and Chrysler by 1965.

Nissan on the other hand focused on improving its levels of automation, also worked at reducing setup times, improving in-house synchronization, and controlling parts deliveries. Gross productivity levels at Nissan increased fivefold between 1955 and 1964 and doubled between 1965 and 1970.

http://www.toyota-global.com/company/history_of_toyota/75years/common/pdf/production_system.pdf





World Markets Automotive Productivity Index for Europe - Results for 2000 cont.
Actual Vehicles per Employee
                                                                             
  Manufacturer                            Produced  1997   1998   1999   2000
               Plant          Country     in 2000                            
  Nissan       Sunderland   UK            327,701   98     105    94     101
  Toyota       Burnaston    UK            171,338   58     72     81     86  
  Ford         Saarlouis    Germany       383,893   59     59     77     81  
  GM           Eisenach     Germany       145,200   77     76     82     81  
  Ford         Valencia     Spain         343,794   57     58     73     77  
  GM           Antwerp      Belgium       329,300   n/a    n/a    63     77  
  Renault      Valladolid   Spain         280,667   59     64     71     77  
  Volkswagen   Pamplona     Spain         376,164   77     76     60     77  
  Fiat         Melfi        Italy         364,882   70     73     70     76  
  Renault      Novo Mesto   Slovenia      122,919   n/a    n/a    n/a    73  
  Renault      Palencia     Spain         255,621   n/a    n/a    69     71  
  SEAT         Martorell    Spain         516,146   69     69     66     71  
  Renault      Flins        France        379,722   57     59     80     70  
  Renault      Douai        France        399,933   61     68     68     67  
  Renault      Maubeuge     France        245,648   n/a    56     63     67  
  PSA          Aulnay       France        401,370   51     58     62     64  
  GM           Zaragoza     Spain         373,600   67     67     69     62  
  GM           Bochum       Germany       350,000   n/a    n/a    n/a    62  
  Ford         Dagenham     UK            148,000   62     61     60     62  
  Fiat         Termini      Italy         153,265   n/a    n/a    n/a    61  
               Im.                                                          
  GM           Ellesmere    UK            169,200   n/a    n/a    n/a    60  
               Port                                                          
  PSA          Mulhouse     France        425,764   55     58     61     59  
  Fiat         Tychy        Poland        241,651   n/a    n/a    n/a    59  
  Fiat         Mirafiori    Italy         379,733   54     61     58     57  
  PSA          Vigo         Spain         437,162   35     52     52     56  
  Honda        Swindon      UK            74,017    62     64     83     55  
  PSA          Ryton        UK            187,797   n/a    n/a    n/a    55  
  Peugeot                                                                    
  Daimler      Rastatt      Germany       200,000   n/a    n/a    48     53  
  Chrysler                                                                  
  MG Rover     Longbridge   UK            178,557   34     31     n/a    52  
  (1)                                                                        
  GM           Luton        UK            112,900   39     43     47     49  
  Volkswagen   Wolfsburg    Germany       686,240   39     42     50     46  
  Volvo        Ghent        Belgium       122,200   n/a    n/a    n/a    45  
  Fiat (2)     Cassino      Italy         219,096   39     40     44     See
                                                                         note
  PSA          Poissy       France        282,985   36     45     43     44  
  Volvo (3)    Born         Netherlands   156,336   36     50     n/a    40  
  Volvo        Torslanda    Sweden        133,680   n/a    n/a    n/a    40  
  PSA          Madrid       Spain         166,272   n/a    n/a    n/a    40  
  Peugeot                                                                    
  PSA          Mangualde    Portugal      49,753    n/a    n/a    n/a    40  
  Peugeot                                                                    
  PSA          Rennes       France        245,860   n/a    41     39     35  
  GM           Russelsheim  Germany       189,400   n/a    n/a    n/a    34  
                                                                             
  Skoda        Mlada        Czech         264,592   33     35     32     34  
               Boleslav     Republic                                        
  PSA          Sochaux      France        250,861   25     31     31     34  
  Renault      Sandouville  France        194,831   36     41     40     32  
                                                                             
  Volkswagen   Emden        Germany       225,693   28     37     29     27


http://www.prnewswire.co.uk/news-releases/nissans-sunderland-car-plant-sets-new-european-productivity-standards-154794285.html


For 2010 GM leads the pack with 42 sold per worker. Ford is a close second at 38 vehicles per employee, while VW finishes woefully behind at just 18 units per worker.

http://www.autoblog.com/2011/04/06/which-automaker-is-the-most-productive/

Ud. 27.5.2025

Pub. 14.11.2013

Reengineering by Industrial Engineering

 

2025 - A to Z Industrial Engineering - Blogging Theme - Industrial Engineering Benefits the Society and Organizations

Industrial Engineering - Systems/Processes/Methods Improvement Using Engineering solutions creatively.

Industrial Engineering - Prime focus - Productivity Improvement.

Productivity improvement gives National Prosperity and Organization Prosperity.

Source: https://www.linkedin.com/posts/national-productivity-council-gandhinagar_cartoonseriesabr10-productivity-economicgrowth-activity-7301162658278379520-eyyl

A to Z of Industrial Engineering - Blogging Challenge April 2025 - Proposed Posts

https://nraoiekc.blogspot.com/2025/02/a-to-z-of-industrial-engineering.html

Existing Collection of Articles

A to Z of Industrial Engineering - Principles, Methods, Techniques, Tools and Applications

https://nraoiekc.blogspot.com/2018/06/a-to-z-of-industrial-engineering.html

Modern Industrial Engineering - Summary Explanation.

https://www.linkedin.com/pulse/modern-industrial-engineering-summary-explanation-april-kvss-8hiyc

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

Reengineering by  Industrial Engineering

Industry 4.0 Technology set based Reengineering Going on. Industrial Engineering 4.0 is in action.

The Coca-Cola Company - Best Practice Industry 4.0 Plants. Declared as Lighthouse Plants - WEF - McKinsey Awards- https://nraoiekc.blogspot.com/2024/04/the-coca-cola-company-ballina-plant.html

Reengineering is total redesign of a process using  a new technology or set of technologies to realize significant increase in effectiveness and efficiency.

Industrial engineers identify such technologies and make reengineering proposals for approval by top management. Once the proposal is approved, reengineering teams are formed and industrial engineers are included in the team. An industrial engineer may head the team also.

As a part of the team, team members are given education  and training in the new technology to implement reengineering project.

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

The main components of ISE knowledge that reflect a categorisation of pertinent industrial and systems engineering theories and models include (1) work design & measurement, (2) operations research & analysis, (3) engineering economic analysis, (4) facilities engineering & energy management, (5) quality & reliability engineering, (6) ergonomics & human factors, (7) operations engineering & management, (8) supply chain management, (9) engineering management, (10) safety, (11) information engineering, (12) design and manufacturing engineering, (13) product design & development, and 14) system design & engineering.

Post Included In

Modern Industrial Engineering - LinkedIn News Letter - May 2025 Issue. 

Topic of Focus - Current Issues of Interest in Industrial Engineering to Make it Effective.

https://www.linkedin.com/pulse/current-issues-interest-industrial-engineering-may-2025-kvss-1hekc

------

May - Industrial Engineering Lessons - Notes - Industrial Engineering Knowledge Center

 In May the Circulation of the lessons in the social media for the year 2024-2025 gets completed.

In June 2025, circulation for the course of the year 2025-2026 will be started.

470

Productivity and IE in Paint, Coating, and Adhesive Manufacturing

https://nraoiekc.blogspot.com/2014/01/productivity-and-ie-in-paint-coating.html

1.5.2025

471 

Productivity and IE in Motorcycle and Scooter Manufacturing

https://nraoiekc.blogspot.com/2014/01/productivity-and-ie-in-motorcycle-and.html

2

472

Productivity and IE in Pharmaceutical and Medicine Manufacturing

https://nraoiekc.blogspot.com/2014/01/productivity-and-ie-in-pharmaceutical.html

3

473

Grinding - Productivity Science and Productivity Engineering - Opportunities for 2020 and Beyond

https://nraoiekc.blogspot.com/2020/01/grinding-productivity-science-and.html

4

474

Productivity and IE in Dies , Jig, and Fixture Manufacturing

https://nraoiekc.blogspot.com/2014/02/productivity-and-ie-in-dies-jig-and.html

 

475

Productivity and IE in Apparel Manufacturing

https://nraoiekc.blogspot.com/2014/01/productivity-and-ie-in-apparel.html

476

Productivity and IE in Electronic Assembly Manufacturing

https://nraoiekc.blogspot.com/2014/02/productivity-and-ie-in-electronic.html

7

477

Productivity and IE in Iron and Steel Pipe and Tube Manufacturing

https://nraoiekc.blogspot.com/2014/02/productivity-and-ie-in-iron-and-steel_9830.html

478

Bosch Automotive - Bursa - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant

https://nraoiekc.blogspot.com/2024/04/bosch-automotive-bursa-industrial.html

Deployed  AI use cases such as close loop process control for hydro-erosion, and upskilling 100% of the workforce.  

They reduced unit manufacturing cost by 9% and improved OEE by 9%.

479

CEAT - Halol, India Plant - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant.

https://nraoiekc.blogspot.com/2024/04/ceat-halol-india-plant-industrial.html

CEAT deployed Fourth Industrial Revolution use cases like advanced analytics to optimize cycle times and digitalization of operator’s touchpoints. 

The site reduced cycle times by 20%, process scrap by 46%, and energy consumption by 15% . 

Overall, this resulted in approximately a 2.5 times increase in export and OEM sales in two years.

480

Dr Reddy's - Hyderabad Plant - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant

https://nraoiekc.blogspot.com/2024/04/dr-reddys-hyderabad-plant-industrial.html

The site deployed 40+ 4IR use cases by operating in garage mode and leveraging IIoT & democratized platform for advanced analytics. 

It improved manufacturing cost by 43% while proactively enhancing quality and reducing energy by 41%.

481

Ericsson - Lewisville Plant - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant

https://nraoiekc.blogspot.com/2024/04/ericsson-lewisville-plant-industrial.html

The use of digital twins led to substantial enhancements: a 25% increase in throughput and a 50% reduction in unplanned downtimes.

482

Foxconn - Shenzen Plant - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant

https://nraoiekc.blogspot.com/2024/04/foxconn-shenzen-plant-industrial.html

Shenzhen factory uses computer-controlled autonomous manufacturing in the dark, basically without assembly line workers in the production of electrical equipment components used in smartphones. It is  equipped with an automated optimization system for Machine Learning and AI devices, an intelligent self-maintenance system, and an intelligent real-time monitoring system. 

The factory’s production efficiency has been increased by 30%  and the inventory cycle reduced by 15%.

483

GlaxoSmithKline (GSK) Hertfordshire Plant - Industrial Engineering 4.0

https://nraoiekc.blogspot.com/2024/04/glaxosmithkline-gsk-hertfordshire-plant.html

The GSK plant has applied advanced technologies throughout its manufacturing operation, using advanced analytics and neural networks.  This has improved line speeds at the site by 21%, cut downtime, increased yields, and delivered an OEE (overall Equipment effectiveness) improvement of 10%.

GSK has applied deep-learning image recognition to detect quality defects, and is using artificial intelligence to optimise machine throughput. 

By implementing digital twin technologies, it has boosted capacity by 13%, while cycle time monitoring and the use of digital visualisation tools have cut cycle times by 9%.

484

Haier - Hefei Plant - Industrial Engineering 4.0 - Industry 4.0 WEF-McKinsey Lighthouse

https://nraoiekc.blogspot.com/2024/04/haier-hefei-plant-industrial.html

Haier’s Hefei air conditioner factory applied advanced algorithms, digital twins, knowledge graphs and other cutting-edge technologies in the research and development (R&D), production and testing of household central AC systems, resulting in a 33% increase in energy efficiency, a 58% drop in the defect rate, a 49% increase in labour productivity and a 22% drop in unit manufacturing costs.

485

Ingrasys - Taoyuan, Taiwan Plant - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant

https://nraoiekc.blogspot.com/2024/04/ingrasys-taoyuan-taiwan-plant.html

By deploying AI use cases across order forecasting, warehouse and production scheduling, product design, quality and assembly-testing domains, Foxconn Industrial Internet’s Taiwan factory has achieved a 73% increase in production efficiency, a 97% reduction in product defects, a 21% reduction in lead time and a 39% decrease in unit manufacturing costs.

486

Johnson & Johnson - Industrial Engineering - Productivity Improvement Activities - Industry 4.0 Lighthouse Plant

https://nraoiekc.blogspot.com/2024/04/johnson-johnson-industrial-engineering.html

Johnson Xi’an replaced its manual facility with a Fourth Industrial Revolution-enabled new factory in 2019. This facility includes digital twins for technology transfer and material handling, intelligent automation of continued process verification (CPV) and batch execution processes. 

This has shortened the product transfer time by 64% during site relocation and has enabled a 60% decrease in non-conformance, while improving productivity by 40%, operating costs by 24% and GHG emissions by 26%.

487

K-Water - Hwaseong - REPUBLIC OF KOREA - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant

https://nraoiekc.blogspot.com/2024/04/k-water-hwaseong-republic-of-korea.html

K-water launched a next-generation AI water treatment plant to reduce production costs, improve responsiveness and reduce human error. It is being scaled across 40+ other sites.

It has helped K-water to reduce its chemical usage by 19%, improve labour efficiency by 42% and reduce power consumption by 10%.

488

LONGi Solar - Jiaxing Plant - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant

https://nraoiekc.blogspot.com/2024/04/longi-solar-jiaxing-plant-industrial.html

Jiaxing site implemented more than 30 Fourth Industrial Revolution use cases, using AI and advanced analytics to boost manufacturing operations. 

The site achieved a 28% reduction in unit manufacturing costs, a 43% cut in yield loss and an 84% decrease in production lead time within one year, while also lowering energy consumption by 20%.

489

Mondelēz - Beijing Plant - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant

https://nraoiekc.blogspot.com/2024/04/mondelez-beijing-plant-industrial.html

Mondelez - Sricity

Mondelēz Beijing implemented 38 Fourth Industrial Revolution use cases, such as an AI-powered dough-making lights-off workshop and gas consumption optimization by machine learning. As a result, Mondelēz Beijing has achieved a 28% net revenue growth and 53% increase in labour productivity while reducing GHG emissions by 24% and food waste by 29%.

490

Novo Nordisk - Hillerød Plant - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant

https://nraoiekc.blogspot.com/2024/04/novo-nordisk-hillerd-plant-industrial.html

Novo Nordisk has invested in digitalization, automation and advanced analytics, building a robust Industrial Internet of Things operating system to be scaled across their manufacturing footprint, increasing equipment efficiency and productivity by 30%.

491

Procter & Gamble - Takasaki Plant - Industrial Engineering 4.0 - WEF - McKinsey Light House Plant

https://nraoiekc.blogspot.com/2024/04/procter-gamble-takasaki-plant.html

The site implemented Fourth Industrial Revolution use cases such as data flow integration, digital twin, machine learning across end-to-end value chain (from R&D to customers). 

As a a result, the innovation lead time accelerated by 72%, shutdown days for trial were reduced by 21%, and order horizon from customers improved 14-fold.

The plant leverages 4IR capabilities such as data science, AI and machine learning across end-to-end value chain from R&D to retail customers. Altogether, it has been improving productivity and enabling faster reaction to market needs while growing production capability.

492

Quaker Houghton - Industrial Engineering 4.0 - Intelligent Die Casting

https://nraoiekc.blogspot.com/2024/04/quaker-houghton-industrial-engineering.html

493

Schneider Electric - Hyderabad

https://nraoiekc.blogspot.com/2024/04/schneider-electric-hyderabad-plant.html

Over four years, the plant reduced its energy consumption by 59 per cent, improved waste optimisation by 64 per cent, decreased CO2 emissions by 61 per cent, and reduced water consumption by 57 per cent.

To improve energy efficiency and thereby reduce CO2 emissions, the Hyderabad team focused on the highest energy consumers in the plant: air compressors and chillers. An IoT-enabled device, Equaliser 4.0, was installed to regulate the compressors, thereby improving their efficiency. For the chillers, a data-driven energy management system with closed-loop control was fitted to constantly monitor and adjust energy consumption in real-time, optimising energy efficiency.

494

The Coca-Cola Company - Ballina

https://nraoiekc.blogspot.com/2024/04/the-coca-cola-company-ballina-plant.html

The site implemented digital, and analytics use cases. As a result, it improved cost by 16% while expanding its SKU portfolio by 30%

495

Unilever - Sonepat

https://nraoiekc.blogspot.com/2024/04/unilever-sonepat-plant-industrial.html

Unilever Sonepat implemented 30+ Fourth Industrial Revolution use cases in its E2E supply chain. Top use cases included boiler and spray dryer process twins, as well as customer data-informed no-touch production planning and inventory optimization. 

This improved service by 18%, forecast accuracy by 53%, conversion cost by 40% and Scope 1 carbon footprint by 88%.

496

Western Digital - Bang Pa-In

https://nraoiekc.blogspot.com/2024/04/western-digital-prachinburi-plant.html

497

Zymergen - Emeryville

https://nraoiekc.blogspot.com/2024/04/zymergen-emeryville-industrial.html

Biotechnology firm Zymergen brought robotics and artificial intelligence (AI) to bioengineering labs, traditionally highly manual sites. 

Innovation rates soared, allowing Zymergen to use bioengineering for products previously were not feasible.

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

498

Course End Summary - Part 1 - IEKC IE Online Course - Engineering in Industrial Engineering

https://nraoiekc.blogspot.com/2022/05/summary-part-1-iekc-ie-online-course.html

499

Course End Summary - Part 2 - IEKC IE Online Course - Support from Non-Engineering Subjects

https://nraoiekc.blogspot.com/2022/05/course-end-summary-part-2-iekc-ie.html

List of All Lessons

https://nraoiekc.blogspot.com/2024/12/modern-industrial-engineering-book-of.html

Ud. 23.5.2025

Pub. 17.5.2025