Designing for Production - by Benjamin W. Niebel and Edward N. Baldwin.- Book Information

 Designing for production,

by Benjamin W. Niebel and Edward N. Baldwin.

https://catalog.hathitrust.org/Record/001044719

OPERATION ANALYSIS - Maynard - Stegemerten - 1939 - Book Information

 CONTENTS

 PREFACE

 CHAPTER I

 THE FUNCTION OF METHODS ENGINEERING IN INDUSTRY

 Definition of Methods Engineering Explanation of the Term

 " Methods Engineering" Development of Methods Engineering

 Economic Function of Methods Engineering Methods Engineer

ing and Shop Supervisors.

 CHAPTER II

 APPROACH TO OPERATION ANALYSIS

 Approach to Operation Analysis The Questioning Attitude

 Operation Analysis Need Not Be Confined to Methods Engineers

 Making Suggestions for Improvement.

 CHAPTER III

 LIMITATIONS OF OPERATION ANALYSIS

 Our Work Is Different Effect of Quantity on Field of Operation

 Analysis Class of Work to Which Operation Analysis Is Not

 Applicable.

 CHAPTER IV

 TYPES OF METHODS STUDY

 Types of Methods Study Type A Methods Study Type B

 Methods Study Type C Methods Study Types D and E

 Methods Study Type F Methods Study.

 CHAPTER V

 FIELD OF APPLICATION OF Six TYPES OF METHODS STUDY

 Repetitiveness Labor Content Life of Job Determination of

 Field of Application of Six Types of Methods Study Using the

 Table.

 CHAPTER VI

 PROCESS CHARTS

 Process Charts Use of Process Charts Types of Process Chart.

 CHAPTER VII

 THE OPERATION PROCESS CHART

 Constructing the Operation Process Chart Typical Operation

 Process Charts The Operation Process Chart as a Layout Aid.

 FLOW PROCESS CHARTS  CONTENTS

 CHAPTER VIII

 Uses of the Flow Chart Symbols Used for Flow-chart Construc

tion Constructing the Flow Process Chart Typical Flow-chart

 Study Results of Flow-chart Analysis Flow Charts and Plant

layout Study Flow Charts as an Aid to the Study of Office or

 Clerical Routine Process Charts as a Supervisory Aid Process

 Charts in the Jobbing Shop General and Detailed Analysis.

 CHAPTER IX

 THE ANALYSIS SHEET

 Importance of Systematic Procedure Nine Points of Primary

 Analysis Mental Job Analysis Written Analysis The Analysis

 Sheet Item 1 Item 2 Item 3 Item 4 Item 5 Item 6 Item

 7 Item 8 Item 9.

 CHAPTER X

 USE OF THE ANALYSIS SHEET

 Example of Filled-in Analysis Sheet The Analysis Sheet as a

 Supervisory Aid General Use of the Analysis Sheet.

 CHAPTER XI

 OPERATION ANALYSIS PURPOSE OF OPERATION

 Unnecessary Operations in Industry Questions Typical Answers

 Eliminating Operations.

 CHAPTER XII

 OPERATION ANALYSIS COMPLETE LIST OF ALL OPERATIONS PER

FORMED ON PART

 Necessity for Reviewing All Operations Questions Typical

 Answers Conclusion.

 CHAPTER XIII

 OPERATION ANALYSIS INSPECTION REQUIREMENTS

 Necessity for Fixed Inspection Standards Questions Relation of

 Methods Study to Quality Results of Analyzing Inspection

 Requirements.

 CHAPTER XIV

 OPERATION ANALYSIS MATERIAL

 Questions Suitability of Material Size and Condition of Material

 Effective Use of Material Salvage Materials Supply Materials

 Conclusion.

 CHAPTER XV

 OPERATION ANALYSIS MATERIAL HANDLING

 Material Handling to and from Work Station Hand Trucks

 Electric Trucks Tractor-trailer Systems Conveyers Conveyers

 for Miscellaneous Work Material Handling at tlie Work Station

 Questions.

 CHAPTER XVI

 OPERATION ANALYSIS SETTJP AND TOOL EQUIPMENT

 Questions on "Make-ready" and "Put-away" Elements Make

 Ready Setup The Workplace Layout Put Away Questions

 on Tool Equipment Tool Design Hand Tools.

 CHAPTER XVII

 OPERATION ANALYSIS TEN COMMON POSSIBILITIES FOR OPERATION

 IMPROVEMENT

 Gravity Delivery Chutes Drop Delivery Methods Used by Two

 or More Operators Chairs for Industrial Workers Ejectors and

 Quick-acting Clamps Foot-operated Mechanisms Two-handed

 Operation Normal Working Area Layout Changes and Machine

 Coupling Utilization of Improvements Developed for Other Jobs.

 CHAPTER XVIII

 MAN AND MACHINE PROCESS CHARTS

 Constructing The Chart Typical Problem Multiple Machine

 Operation on Miscellaneous Work Principles of Multiple Machine

 Operation.

 CHAPTER XIX

 PLANT-LAYOUT PRACTICES

 Development of Plant-layout Practices Types of Plant Layout

 Collecting Layout Information Layout Templates Making the

 Layout Testing the Layout Making the Physical Layout

 Preserving Layouts.

 CHAPTER XX

 OPERATION ANALYSIS WORKING CONDITIONS AND METHOD .... 253

 Questions Light, Heat, and Ventilation Safety Other Condi

tions Method.

 CHAPTER XXI

 OPERATION-ANALYSIS CHECK SHEET

 Using the Analysis Check Sheet The Analysis Check Sheet and

 Industrial Training.

 PROGRESS PROCESS CHARTS

 CHAPTER XXII

 Typical Progress Process Charts Uses of Progress Process

 Charts Conclusion.

Improvement - Productivity - Innovation - Ideas for Garment - Apparel Industry

 

1. Smart Presser Foot & Auto-Machine Processing Device for Runstitch Operations

https://www.linkedin.com/feed/update/urn:li:activity:7384281138095190016/

Supply Chain Industrial Engineering - Concept and Bibliography

 

Introduction to Modern Industrial Engineering.  

by Prof. Narayana Rao K.V.S.S.

In 0.5% on Academia.edu. 10,525+ Downloads so far.

FREE Download from:

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0 

Every engineering area has associated industrial engineering.

Every Engineering Topic has Industrial Engineering and Productivity Aspects.

Engineering Topics and Industrial Engineering and Productivity Aspects.

https://nraoiekc.blogspot.com/2022/07/engineering-topics-and-industrial.html

What is Industrial and Systems Engineering?

IISE Definition of Industrial Engineering

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

https://nraoiekc.blogspot.com/2022/03/industrial-engineering-iise-definition.html

Note: 

Industrial and systems engineering (ISE) is concerned with the design, improvement and installation of integrated systems ...   to specify, predict, and evaluate the results to be obtained from such systems.

It is result orientation. Primarily productivity orientation.

Simple Explanation by Narayana Rao K.V.S.S.

Industrial engineering is system efficiency engineering. Its main components are productivity science, productivity engineering and productivity management.

Supply chain is a system. There is supply chain IE.

Similarly every management area has associated industrial engineering.

Supply chain management area has supply chain industrial engineering function to be fulfilled by supply chain managers in association with industrial engineers.

Supply Chain Industrial Engineering - Concept

SCM

Supply chain (SC) extends from suppliers to the ultimate customer. Supply chain fulfills the order given by the customer. So we can visualize marketing activity and sales activity that gets the customer order. Once the order is received by the organization, supply chain management (SCM) activity takes over and fulfills the order, that is delivers the product or the service and collects the payment. If a return is there, SCM has to take care of that also. 

In practice, the supply chain, that is focus of a company starts from the level of suppliers the company would like to include. Some company may include tier 2 suppliers, suppliers supplying to immediate suppliers or tier 1 suppliers. The ultimate customer who buys for personal use is included in the supply chain by definition.

What are the tasks of supply chain management. Production, inspection, transport, storage, after sales service, maintenance of equipment and facilities, production planning and control, production design, process design etc. fall under supply chain management. In a way, supply chain management is extension of works management, the earlier concept that used to include supply side management also. 

SCIE

Industrial engineering is an engineering based discipline to take care of efficiency of systems. When efficiency increases, increased production of specified effectiveness or quality or customer satisfaction takes place. Hence when system efficiency increases, total effectiveness of the system goes up. Supply chain management offers scope to industrial engineers to go to supplier plants and offer IE expertise and support in the supplier development task. The two important performance dimensions of supply chain are responsiveness and efficiency. Industrial engineers focus on efficiency. As supply chain designers change engineering configurations to increase responsiveness, industrial engineers follow them to incrementally modify the configuration to increase efficiency while maintaining responsiveness for each unit supplied.

The follow three activities are relevant to include in this context.

Product Design, Process Design & Reengineering

Process design is the original design. Supply chain has original design to provide required responsiveness and attainable efficiency. Reengineering is the fundamental rethinking and radical redesign of processes to improve performance dramatically in terms of cost, quality, service, and speed based on developments in science, technology or process management. Process reengineering is about engineering redesign and is done undertaken as a major project. It would normally involve substantial capital investment as number of new facilities including machines and equipment are acquired. It is normally undertaken by the facilities engineering and process engineering (process planning) department.

Product designs are also modified by industrial engineers to reduce cost and increase productivity.

Process Analysis

Process analysis leads to process improvement. To analyze the process, documentation of the process needs to be done of the working of the existing process as taking place in the shop now. This activity of recording and analyzing existing processes is the main task undertaken by industrial engineers. It is incremental improvement of the process at planned periods to capture new developments in engineering and creative ideas to apply the existing knowledge to processes inside the company. In this exercise effort is made to involve many in the company by circulating existing process charts.  Examining  the strategic issues also can help identify opportunities for improvement apart from operational issues. A gap analysis can be done between a process’s competitive priorities and its current competitive capability requirements.

In engineering and manufacturing process, industrial engineers carry out process improvement to improve productivity. Process improvement is based on the systematic study of the activities and flows of each process to improve it. Productivity science, engineering and management activities are involved in process productivity improvement. Supply chain industrial engineering is process study and analysis in the area of supply chain management.

Process Improvement Based on Operator/Supervisor/Engineer Suggestions and Shop-floor Based Improvements

Process improvement is based on the   understanding of  the process, and digging out the details. Hence frontline operators have significant ideas to contribute to process improvement. Through seeking their suggestions, process improvement is made a continuous process and incremental improvements at small and micro level keep taking place. In Toyota Motors, Ohno gave responsibility to shop floor personnel also for process improvement apart from process planning and industrial engineering.

https://nraomtr.blogspot.com/2019/08/process-strategy-and-analysis-important.html

Supply chain industrial engineering can be done by industrial engineers from IE department or by being posted in supply chain departments. Supply chain industrial engineering can be part of supplier development activity.

Productivity and Efficiency Improvement in Supply Chain Partner activities is practiced by Toyota Motors.


Toyota Style Industrial Engineering - Waste Elimination - Ohno

"We have eliminated waste by examining available resources, rearranging machines, improving machining processes, installing autonomous systems, improving tools, analyzing transportation methods and optimizing the materials at hand for manufacturing. High production efficiency has also been maintained by preventing the recurrence of defective products, operational mistakes, and accidents, and by incorporating workers' ideas." Taiichi Ohno (P. 21)

Japanese businesses carefully studied industrial engineering (IE), a company-wide manufacturing technology directly tied to management that was developed and applied in the United States.

(Note the point - Industrial engineering (IE) is , a company-wide manufacturing technology directly tied to management (scientific management) that was developed and applied in the United States.)

https://nraoiekc.blogspot.com/2013/11/taiichi-ohno-on-industrial-engineering.html

For detailed treatment of process industrial engineering applicable to internal manufacturing facilities and supply chain partners' manufacturing facilities go through lessons of:

Process Industrial Engineering FREE ONLINE Course. 

https://nraoiekc.blogspot.com/2020/06/process-industrial-engineering-free.html

Implement Toyota Style Industrial Engineering in Supply Chain

2021

Supply Chain Costing and Performance Management

Gary Cokins, Terry Pohlen, Tom Klammer

John Wiley & Sons, 22-Jun-2021 - Business & Economics - 272 pages

A “how-to” guide for supply chain professionals who need accurate cost information for end-to-end processes

With the increasing pace of globalization, supply chain professionals find that they have less and less margin for error in their decisions making. Competition is getting more intense, and, unfortunately, CFOs and accountants do not currently provide supply chain managers with the information required to make better decisions. Supply Chain Costing and Performance Management, 2nd Edition, will show you (and the executives you report to) how to understand and apply various enterprise and corporate performance management (EPM/CPM) methods related to costs and profit margins and performance measurements.

This book is a “how-to” guide to assist supply chain managers and employee teams to obtain interenterprise cost information on supply chain processes. It provides techniques for obtaining accurate cost and performance information on the activities performed within your firm and on activities performed by trading partners. The techniques and approaches in this book were developed from supply chain costing practices implemented by leading-edge firms. You will learn how you can gain access to reasonably accurate costs and profit margins involved with suppliers, products, stock keeping units (SKUs), service-lines, channels, and customers. In addition, you will gain insight into the activity costs in end-to-end business processes, including the “drivers” for each type of cost.

Learn how to access accurate cost and pricing information related to both your company and your trading partners.

Overcome siloed information by creating your own costing practices using proven methods drawn from leading firms.

Understand what drives activity costs for each step in end-to-end business processes

Assess the performance of your costing activities with step-by-step measurement guidelines

Make better decisions and improve performance and profitability with clearer, more transparent cost and price data

The information in this book will empower supply chain managers with the ability to make better decisions and improve their organizations’ performance and profitability.

https://books.google.co.in/books?id=5BcuEAAAQBAJ

2020

Chapter 9. Supplier Management and Development: Creating a World-Class Supply Base

in Purchasing & Supply Chain Management, 7th Edition

Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Cengage Learning, 2020

https://books.google.co.in/books?id=2mf6DwAAQBAJ&pg=PA326#v=onepage&q&f=false

2nd Edition Link

https://books.google.co.in/books?newbks=1&newbks_redir=0&redir_esc=y&id=EPAJAQAAMAAJ

8 November 2020

http://www.esourcingwiki.com/index.php/Supplier_Performance_Management - Business case and benefits

https://www.leandna.com/blog/6-strategies-to-improve-supplier-performance/  

SUPPLIER MANAGEMENT–BENEFITS, PROCESS, & BEST PRACTICES

By Jijnyasa Patowarya In Supplier Management Dec 13th, 2018

https://www.zycus.com/blog/supplier-management/understanding-supplier-management-its-benefits-process-and-best-practices.html

https://www.sdcexec.com/sourcing-procurement/article/12244659/continuous-process-improvement-key-to-realizing-supply-chain-potential

https://www.metricstream.com/insights/business-aligned-supply-chain-Management.htm

Research Article | Open Access

Volume 2016 |Article ID 8641702 | https://doi.org/10.1155/2016/8641702

Strategy for Improving Efficiency of Supply Chain Quality Management in Buyer-Supplier Dyads: The Suppliers’ Perspective

Hyun Jung Kim,1 Jiyoon Son,2 and Soo Wook Kim2

Mathematical Problems in Engineering / 2016

https://www.hindawi.com/journals/mpe/2016/8641702/

Supplier quality improvement: The value of information under uncertainty

John Quigley Lesley Walls Güven Demirel Bart L.MacCarthy Mahdi Parsa

European Journal of Operational Research

Volume 264, Issue 3, 1 February 2018, Pages 932-947

3 Supplier Management Strategies That Drive Results

https://www.nts-unitek.com/blog/supplier-management-strategies/

Research and Practical Issues of Enterprise Information Systems II pp 717-726| 

A Model of Lean Supplier Management Based on the Lean Production

https://link.springer.com/chapter/10.1007/978-0-387-75902-9_81

Improve Vendor Quality Control

By F. Curtis Barry & Company

https://www.fcbco.com/articles-and-whitepapers/articles/bid/129532/10-ways-to-improve-vendor-quality-control

Managing Supplier Involvement in Process Improvement in Manufacturing

Michael A. McGinnis  Rafeekh Mele Vallopra

Journal of Supply Chain Management, Volume 37, Issue 2, June 2001, Pages 48-53

First published: 05 April 2006 https://doi.org/10.1111/j.1745-493X.2001.tb00105.x

https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1745-493X.2001.tb00105.x

Open access peer-reviewed chapter

Supply Chain Quality Management

By Lynn A. Fish

Published: August 1st 2011

DOI: 10.5772/19973

https://www.intechopen.com/books/supply-chain-management-pathways-for-research-and-practice/supply-chain-quality-management

Vendor and Clients: Integrating Process Improvement Efforts across Both Sides of a Strategic Partner Relationship (Part 1)

James Thompson

10/27/2009

https://www.processexcellencenetwork.com/lean-six-sigma-business-performance/articles/vendor-and-clients-integrating-process-improvement

Supplier Development - A Strategy for Improvement

Purchasing and Supply Chain Management

2015

By Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

https://books.google.co.in/books?id=cAJoBwAAQBAJ&pg=PA339#v=onepage&q&f=false

Supplier quality development: A review of literature and industry practices

Khosrow Noshad & Anjali Awasthi

International Journal of Production Research 

Volume 53, 2015 - Issue 2

Pages 466-487

https://www.tandfonline.com/doi/abs/10.1080/00207543.2014.954679?src=recsys&journalCode=tprs20

5 September 2020

Supply Chain Industrial Engineering Process Charts

2019

What makes a Supply Chain leader?

These organizations prioritize their value chains, ensuring that the supply chain and its related functions are fully integrated with organizational strategy.

A focus on the customer

Visibility through networks of suppliers and partners

Effectiveness and Efficiency (Sustainable) practices in design, manufacturing and delivery.
https://www.sap.com/cmp/dg/supply-chain-leaders/index.html

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 13 June 2019
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SAP Design Module
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SAP Design Module Playlist
https://www.youtube.com/watch?v=_I0MnfCMkbQ&list=PL00ZizFAuhWshhrvZfOdlnPe0H_BMXieB
______________

Proposal for Supply Chain Industrial Engineering

Presentation made in a seminar "Recent Trends in Industrial Engineering" organized by  National Institute of Technology, Surat and IIIE Chapter Surat on 6 April 2013.


Part 2
Supply Chain Industrial Engineering
7 Apr 2013
_______________

________________


Part 1
Supply Chain - Industrial Engineering Tools and Techniques
7 Apr 2013
_______________

_______________


_______________

Toyota Supply Chain Management
https://www.youtube.com/watch?v=IRb4yOKrzs0
_______________


Supply Chain Engineering - What is it?

https://thesupplychainengineer.com/supply-chain-engineering-2/

How to Apply IE Techniques in SCM to Reduce Cost and Cut Wastage
Vincent Cheung, M.Phil (IE) BPS Global, 2009 Presentation
http://www.bps-group.net/download/CILT_Seminar_in_Singapore_4_Nov_09.pdf

Supply Chain  - Open Access Book Edited by Vedran Kordic

http://www.intechweb.org/books/show/title/supply_chain

D. Giglio and R. Minciardi, “Modelling and Optimization of Multi-Site Production Systems in Supply Chain Networks,” Proceedings of the 2003 IEEE International Conference

Y. S. Li, F. F. Ye, Z. M. Fang, and J. G. Yang, “Flexible Supply Chain Optimization and Its SRT Analysis,” Industrial Engineering and Management, vol. 10, no. 1, February 2005, Springer-Verlag, China, pp. 89-93.

Steve Hopper, Supply Chain Industrial Engineer

http://www.linkedin.com/in/SteveHopper


Measurement of Supply Chain Performance

Measuring Supply Chain Performance
Benita M. Beamon
1999 paper
ftp://ftpserv.uncc.edu/coba/mbad/cooper/mbad6208_Spring10/class13(current)/ReadingsReDesign/SCPerformance(Beamon).pdf
( Cost is given as one dimension and responsiveness is given as the other dimension. )

Performance Assessment of Supply Chain Management: A Balanced Scorecard Approach
Computers and Industrial Engineering 2007 - Paper
http://kertogral.etu.edu.tr/SCM_performance_measurement_balanced_score_card_2007_CAIE.pdf
( In internal perspective to promote efficiency and effectiveness in our business processes is given as the mission )


Planing Supply Chain - System Design and Operations Planning
Measurements Provided by Industrial Engineering Discipline/Departments


Controlling Supply Chain
Measurements Provided by IED and Actions Initiated by IED




Scott Stephens, Craig Gustin, and Jim Ayers, "Reengineering the Supply Chain
- The Next Hurdle,"  Information Strategy: The Executive's Journal, Fall 1997, pp. 13-18

The authors said improvements have to be extended to the supply partners. It is not any more sufficient to improve internal operations of a company.

Supply Chain Efficiency - Supply Chain Waste Elimination -

Supply Chain Efficiency - Concept and Measures

Exploring Efficiency and Effectiveness in the Supply Chain - Conceptual Analysis
http://impgroup.org/uploads/papers/4670.pdf

Measurement of Efficiency in a Supply Chain'
Doctoral Thesis
http://pure.ltu.se/portal/files/2331159/LTU-LIC-0851-SE.pdf


Supply Chain Responsiveness and Efficiency – Complementing or Contradicting Each Other?
http://www.systemdynamics.org/conferences/2006/proceed/papers/MINNI308.pdf

Measuring Supply Chain Efficiency - DEA Approach
Indian Pharma Industry - 2012 paper
http://www.joscm.com.br/download/JOSCM_VOL5_NUMBER1_4.pdf



Ilsuk Kim, Hokey Min, (2011) "Measuring supply chain efficiency from a green perspective", Management Research Review, Vol. 34 Iss: 11, pp.1169 - 1189
http://www.emeraldinsight.com/journals.htm?articleid=1959373

Measuring Supply Chain Efficiency and Congestion - DEA approach - Shipping
2003
http://www.engineeringletters.com/issues_v18/issue_4/EL_18_4_08.pdf

How SCOR Model Enhances Global Supply Chain Efficiency and Effectiveness
http://ihome.ust.hk/~al_mtm/files/How_SCOR_Model_Enhance_Global_Supply_Chain_Efficiency_Effectiveness.pdf

An Approach towards Overall Supply Chain Efficiency - MS Thesis 2002
https://gupea.ub.gu.se/bitstream/2077/2360/1/gbs_thesis_2002_29.pdf

Lean Supply Chain

Lean supply chain. The aim is to reduce the total cost of the supply chain-removing waste and creating the most value for the customer.

Improving Supply Chain Efficiency

Combining Lean and Agile Supply Chain - 2011 Paper
http://www.academicjournals.org/ajbm/PDF/pdf2011/4Sept/Banihashemi.pdf

Supply Chain Cost Reduction - Book by Amacom
http://nraomtr.blogspot.in/2011/11/supply-chain-cost-reduction.html

Lean Supply Chain - Concept, Development and Design

Lean Thinking for the Supply Chain
Tompkins
http://www.tompkinsinc.com/article/2004/lean-thinking-supply-chain/

Seven Steps to Building a Lean Supply Chain
Mandyam M. Srinivasan
Mandyam M. Srinivasan is The Ball Corporation Distinguished Professor of Business at the University of Tennessee. He is the author of the book, Streamlined: 14 Principles for Building and Managing the Lean Supply Chain.
http://www.industryweek.com/planning-amp-forecasting/goal-lean-supply-chain


From Lean Manufacturing to Lean Supply Chain: A Foundation for Change
2004 Paper by Lawson, USA
http://swe.lawson.com/www/resource.nsf/pub/Lawson_Whitepaper_2_A4_LowRes.pdf/$FILE/Lawson_Whitepaper_2_A4_LowRes.pdf

Understanding the Lean Supply Chain - Beginning the Journey
2005 Report on Lean Practices in  Supply Chain
APICS - ORACLE - Georgia Southern University
http://coba.georgiasouthern.edu/centers/lit/oracle_WP_supply_chain_r6.pdf


Lean practices in the supply Chain - 2008 Survey
Jones Long LaSalle Report - with participation of APICS, Georgia Tech, and Supply Chain Visions
http://www.joneslanglasalle.com/Documents/JLL-LeanPracticesInSupplyChain.pdf


Lean in Supply Chain Planning  - 2011 Report
Cap Gemini
http://www.capgemini.com/m/en/tl/Lean_in_Supply_Chain_Planning.pdf


Lean Supply Chain Road Map - Book Chapter - McGraw-Hill - 2011
http://www.mhprofessional.com/downloads/products/0071771212/0071771212_ch01.pdf

http://logistics.about.com/od/supplychainintroduction/a/Lean_SCM.htm


Webinars by Georgia Tech
Becoming a Lean Supply Chain Professional - Episode 1
Becoming a Lean Supply Chain Professional - Episode 2
https://www.scl.gatech.edu/resources/whitepapers

https://logistics.gatech.pa/en/education/courses#warehouse-layout




Analytics and Risk Management for Supply Chain Efficiency
http://www.verisk.com/Verisk-Review/Articles/Analytics-and-Risk-Management-for-Supply-Chain-Efficiency.html

From Supply to Demand Chain Management: Efficiency and Customer Satisifaction
2002 - JOM article
http://info.cba.ksu.edu/sheu/MANGT662/MT662_SC%20Reading/Demand%20chain%20Heikkila.pdf


USING SUPPLY CHAIN EFFICIENCY IN PORTFOLIO SELECTION
http://asbbs.org/files/2011/ASBBS2011v1/PDF/F/Farahbod.pdf


___________________

Supply Chain Efficiency - Company News and Reports

Unilever supply chain efficiency, 2009
http://www.logisticsit.com/articles/2009/05/05/4342-unilever-supply-chain

Supply Chain Software

SunSmart Global Inc., an ISO 9001:2015 Certified Multinational Software Corporation incorporated in 2004. SunSmart is headquartered in Silicon Valley, USA and has offices in the UK, Europe, Middle East, India and Far East. SunSmart has more than 3000+ man years of Software Solutions & Services experience in the business verticals of Banking, Financial Services, Securities, Insurance, Government, Retail, Healthcare, Manufacturing and Education.
Products
CRM Software
ERP Software
Asset Management Software
HRMS Software
Procurement Management Software
https://www.sunsmartglobal.com/about-us/


Updated on 16.10.2025, 18.9.2024, 29.7.2024,  6.5.2022,  12.1.2022,  21.12.2021,  10 July 2020,   28 June 2020, 16 February 2020
First posted on 25 September 2012

Dr. H.B. Maynard - Industrial Engineer of Repute (1902-75)

He was a 1923 M.E. graduate in Industrial Engineering from Cornell University, and later received his Doctor of Laws from the University of Miami. He began his career as a time study engineer with Westinghouse in 1924.  He spent six years at Westinghouse working his way up to Superintendent of Production. During this time, he became an authority in time and motion study, and  he teamed with Gus Stegemerten and Stuart Lowry to write “Time and Motion Study.”

He coined the term “Methods Engineering”.  In 1934, Dr. Maynard established the Methods Engineering Council (MEC) in Pittsburgh as a “time study training company.” Westinghouse was the first client of MEC, and the first consulting engagement occurred in 1936 with Mine Safety Appliances.

He started a research project with Westinghouse in 1941 to make time study and standard setting much more fair to workman and worked  with Gus Stegemerten and Jack Schwab. The three member team  developed the Methods Time Measurement (MTM) work measurement technique, published in 1948. Dr. Maynard put the MTM technique into the public domain by forming the MTM Association in 1952 — an Association which still exists today.

(Source: http://www.hbmaynard.com/Exchange/vol9-4.pdf  )

Books

OPERATION ANALYSIS - Maynard - Stegemerten - 1939 - Book Information

https://nraoiekc.blogspot.com/2025/10/operation-analysis-maynard-stegemerten.html

Maynard's Industrial Engineering Handbook - 5th Edition - Book Information and Review Articles

https://nraoiekc.blogspot.com/2012/02/maynards-industrial-engineering.html

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

https://nraoiekc.blogspot.com/2023/01/maynards-industrial-and-systems.html

IEKC Industrial Engineering ONLINE Course Notes

https://nraoiekc.blogspot.com/2020/06/hb-maynard-methods-time-measurement-mtm.html

Original Knol 2736

Ud 13.11.2021

Pub 14.3.2012

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

 

Principles of motion economy for human effort industrial engineering. 

Principles of machine utilization economy for machine effort industrial engineering.

Taylor's Industrial Engineering - Machine Utilization Economy 

Principles of Machine Productivity - F.W. Taylor

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

Machine Utilization Principle of Industrial Engineering - Prof. Ralph Barnes

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

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

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

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

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

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

Machine Work Study to Promote Machine Utilization Economy - Narayana Rao

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

Production Equipment Productivity Analysis. 

The choice of the machine.  Replacement analysis.  OEE analysis. Machine Work Study.

Lesson 87 of Industrial Engineering ONLINE Course.

https://nraoiekc.blogspot.com/2020/08/production-machineequipment.html

Machine Shop Process Industrial Engineering

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

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

Improving Machine Capacity Utilization by Hemant Patil

https://www.linkedin.com/in/hemant-patil-industrial-engineer/

https://industryreadyskills.com/blogs/f/improving-machine-capacity-utilization

Principles of Machine Economy

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

A.    Seven major losses that impede overall equipment efficiency

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

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

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

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

5 Minor stoppage and idling losses

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

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

7 Defect & rework loss
Losses due to defects & reworking

B. Losses that impede equipment loading time

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

C. Five Major losses that impede workers efficiency

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

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

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

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

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

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

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

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

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

Improvement Techniques

Source: D matrix (matrix of causal losses and their improvement techniques)

H. Yamashina & T. Kubo (2002) Manufacturing cost deployment, International

Journal of Production Research, 40:16, 4077-4091, DOI: 10.1080/00207540210157178

Individual approaches/techniques

1. Breakdown analysis

2. Setup time reduction

3. Tool life improvement

4. Startup time reduction

5. PM analysis

6. Cycle time reduction

7. Cp, Cpk improvement

8. N.V.A.A.

9. Operation method
10. Layout improvement

11. Inspection method

12. Yield improvement

13. Material saving method

14. Energy saving method

Systematic approaches

1. Operative maintenance

2. Preventive maintenance

3. Predictive maintenance

4. Quality maintenance

5. Quality assurance

6. Education and training

Improvement techniques for losses

1. Breakdown analysis

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

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

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

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

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

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

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

Improvement activities for losses associated with material, etc. In reducing yield loss, for example, activities such as design changes increase the yield ratio. One example of improvement approaches in

indirect material loss is to reduce unit prices by decreasing the consumption of machining lubricant and other indirect materials. 

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

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

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

Focused Equipment Improvement for TPM Teams

Japan Institute of Plant Maintenance

Routledge, 13-Nov-2017 - Business & Economics - 142 pages

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

Key Features:

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

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

https://books.google.co.in/books?id=H2Q-DwAAQBAJ

TPM: Collected Practices and Cases

Productivity Press

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

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

https://books.google.co.in/books?id=eNc5byKalbsC

16 Big Losses in Production and Ways to Minimize Them

https://www.olanabconsults.com/articles/16-big-losses-in-production-and-how-to-prevent-them

Machine Utilization Principles - Nakajima

Total Productive Maintenance - Nakajima

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

The Definition of TPM

The Spread of TPM in Japan

How do TPM and TQC Differ?

The Basic Concepts of TPM

1. Maximizing Overall Equipment Effectiveness

2. Autonomous Maintenance

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

3. Small Group Activities in Maintenance

Similar to quality circles, zero defect movement groups and Jishu Kanri.

Program for Evolving TPM

1. Five Activities - Pillars

2.Twelve Steps to Evolve TPM

Maximizing Overall Equipment Effectiveness

Eliminating Six Big Losses

Autonomous Maintenance

Small Group Activities in Maintenance

Education and Training for Evolving TPM

‘Jishu Kanri’ activities in the Japanese steel industry Small group activities being promoted by the industry as a whole

HIDEO SUGISAWA &KAZUO HIROSE

International Journal of Production Research, Volume 15, 1977 - Issue 6, Pages 523-538

The group activities called ‘ Jishu Kanri ’ by foremen and workers in the forefront of production has been actively promoted in the Japanese Steel Industry by establishing a committee for ’ Jishu Kanri’ activities in the Japan Iron and Steel Federation, with the positive cooperation of its member companies. Nearly 8 years have elapsed since the establishment of this committee, and during this period the ability and skill of the group leaders and members in managing group activities and their awareness of problems and solutions have been greatly improved, thereby contributing much to the improvement of quality, attainment of production targets, reduction in the production costs, and improvement of safety.

https://www.tandfonline.com/doi/abs/10.1080/00207547708943147?journalCode=tprs20

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

Workers' voluntary problem solving activities cover a wide range such as product quality enhancement, efficiency improvement, cost reduction, promoting safety at the workshop, and others. In 1983, ensuring work safety was the top of activity (27.4%). About 90% of the activities in 1993 related to four areas: 

efficiency improvement (30.8%), cost reduction (24.6%), ensuring work safety (19.6%) and product quality enhancement (14.6%).

Innovation and Jishu Kanri Activities in the Japanese Steel Industry,

YONEYAMA, Kikuji,

ECONOMIC JOURNAL OF HOKKAIDO UNIVERSITY, 24, 25-58

1995

Doc URL:   http://hdl.handle.net/2115/30527

jishu 自主, じしゅ

自 oneself

主 master, 

Jishu  - mean by himself as per his decision

Jishu kanri is managing by himself, or his decisions

https://nihongomaster.com/japanese/dictionary/word/30338/jishu#:~:text=lord%2C%20chief%2C%20master%2C%20main%20thing%2C%20principal

Hoshin Kanri

Hoshin means direction and Kanri means management in Japanese.

https://kanbanize.com/lean-management/hoshin-kanri/what-is-hoshin-kanri

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

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

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



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

Articles and Books by R.M. Barnes - Bibliography

Books

Motion and Time Study

AN INVESTIGATION OF SOME HAND MOTIONS USED IN FACTORY WORK
BY R a l p h M. B a r n e s
Professor of Industrial Engineering
Mechanical Engineering Department
College of Engineering
University of Iowa
Iowa City, Iowa
PU B L ISH E D BY T H E U N IV ER SITY
IOW A CITY, IOW A
February, 1936
http://ir.uiowa.edu/cgi/viewcontent.cgi?article=1006&context=uisie


STUDIES OF HAND MOTIONS AND RHYTHM APPEARING IN FACTORY WORK
BY
R a l p h M . B a r n e s
Professor of Industrial Engineering
Mechanical Engineering Department
College of Engineering
University of Iowa
AND
M arvin E. M u n d e l
Research Assistant in Mechanical Engineering
College of Engineering
University of Iowa
PUBLISHED BY T H E UN IVER SITY
IO W A CITY, IO W A
FEBRUARY, 1938
http://ir.uiowa.edu/cgi/viewcontent.cgi?article=1012&context=uisie







A STUDY OF HAND MOTIONS USED IN SMALL ASSEMBLY WORK
B y
R a l p h M . B a r n e s
Professor of Industrial Engineering
and Director of Personnel
College of Engineering
University of Iowa
AND
M a r v in E . M u n d e l
Research Assistant in Mechanical Engineering
College of Engineering
University of Iowa
PUBLISHED BY TH E UNIVERSITY
IOWA CITY, IOWA
January, 1939
http://ir.uiowa.edu/cgi/viewcontent.cgi?article=1016&context=uisie



A STUDY OF SIMULTANEOUS SYMMETRICAL  HAND MOTIONS
By
R a l p h M. B a r n e s
Professor of Industrial Engineering
and Director of Personnel
College of Engineering
University of Iowa
A N D
M a r v in E . M u n d e l
Research Assistant in Mechanical Engineering
College of Engineering
University of Iowa
PUBLISHED BY THE UNIVERSITY
IOWA CITY, IOWA
April, 1939
http://ir.uiowa.edu/cgi/viewcontent.cgi?article=1017&context=uisie

STUDIES OF ONE AND TWO-HANDED WORK
I. Grasping Small Parts from Different Type Bins
II. Grasping Various Sized Parts
III. Positioning Small Parts
By
Ra l ph M. B arnes
Professor of Industrial Engineering
and Director of Personnel
College of Engineering
University of Iowa
Marvin E. Mu n d e l
Instructor in Industrial Engineering
College of Engineering
University of Iowa
AND
J o h n M. Ma c k e n z ie
Graduate Student in Mechanical Engineering
College of Engineering
University of Iowa
PUBLISHED BY THE UNIVERSITY
IOWA CITY, IOWA
March, 1940
http://ir.uiowa.edu/cgi/viewcontent.cgi?article=1021&context=uisie


A STUDY OF THE EFFECT OF PRACTICE ON THE ELEMENTS OF A FACTORY OPERATION
By
R a l p h M . B a r n e s
Professor of Industrial Engineering
and Director of Personnel
College of Engineering
University of Iowa
And
J a m e s S. P e rk in s
Industrial Engineer
Western Electric Company
Chicago, Illinois
W ith the assistance and collaboration of
J. M. J u ra n
Manufacturing Engineer
Western Electric Company
New York, New York
PUBLISH ED BY T H E UNIVERSITY
IOWA CITY , IOWA
NOVEMBER, 1940
http://ir.uiowa.edu/cgi/viewcontent.cgi?article=1022&context=uisie

Books

Barnes - Industrial Engineering and Management, Problems and Policies - 1931

https://nraoiekc.blogspot.com/2021/11/barnes-industrial-engineering-and.html

Updated on 145.10.2025,  9.9.2020

1 July 2013