Saturday, August 30, 2025

Productivity Management - Research



My Research paper - 2019

Proceedings of the 61st National Convention of Indian Institute of Industrial Engineering & 5th International Conference on Industrial Engineering (ICIE-2019), pp.240-244 

Evolution of Productivity Management- Present Scope, Opportunity and Challenges


K.V.S.S. Narayana Rao
Professor, National Institute of Industrial Engineering (NITIE), Mumbai


Abstract - Frederick Taylor started productivity management theory development with his 1895 paper on piece rate system, and developed it further in "shop management" and "scientific management" papers. His methods were adopted in industrial engineering and operations management disciplines. Productivity, efficiency improvement and cost reduction as objectives of industrial engineering were indicated by many authors and scholars. Scott Sink and David Sumanth came out with textbooks on productivity management. But a review of the curricula of industrial engineering and a survey reveal that productivity management is not yet an important area in teaching and practice. In this paper, an attempt is made to highlight the development of important productivity management theories and practices through literature review, curricula review, opinion of IE faculty and profit center managers. The current scope, opportunity and challenges for productivity management are brought out in the paper. 
Keywords - Productivity management, Productivity, Efficiency


2.4 Productivity Measurement and Productivity Management

Sumanth (1984) described productivity management as a formal process involving all levels of management and employees with ultimate objective of reducing the cost of the manufacturing, distributing, and selling of a product or service through an integration of the four phases of the productivity cycle, namely, productivity measurement, evaluation, planning and improvement. Productivity planning is based on productivity measurement and evaluation. Productivity evaluation determines the change in the total productivity between two successive periods and derives the possible ways in which the change has occurred. This is an after the fact analysis and provides the causes of productivity change. When an organization understands the productivity change methods and techniques that it had used for productivity improvement and inputs and outputs of productivity change projects, it can plan for productivity improvement in the future. The data base generated for potential of each productivity improvement way can be used as a framework for assessing new productivity improvement ways proposed by industrial engineers. Thus a productivity planning framework was presented by Sumanth. The productivity plan is part of productivity management and the other functions of management, namely organization, staffing/resourcing, directing and controlling have to be performed to achieve the productivity plans.  The execution part of productivity management is termed productivity improvement by Sumanth. He noted that managers are practising the management of productivity in an informal fashion. But, the need and scope for formal productivity management was highlighted. Productivity management can be assigned to a “director of productivity’ or “productivity coordinator” or “productivity manager.”

In regard to teaching of productivity management, Sumanth remarked that topics related to productivity improvement and management are covered in several schools around the world in informal fashion in courses on operations management, work study, motion and time study, etc. He gave the opinion that his book provides the basic support for formal productivity management education in industrial engineering programs and business administration programs. It seems that still in many curricula, formal productivity management is not covered and only some topics related to productivity improvement are being covered in various courses.


Scott Sink authored the book “Productivity Management: Planning, Measurement and Evaluation, Control and Improvement in 1985 (Sink, 1985). He also described the productivity management process with the starting point as productivity measurement. The steps in the productivity management process are given as: (1) measuring and evaluating productivity; (2) planning for control and improvement of productivity based on information provided by measurement and evaluation process; (3) making control and improvement interventions; and (4) measuring and evaluating the impact of these interventions. For productivity evaluation, standards are to be generated by one of the various methods as appropriate. The methods indicated include: 1. Estimation 2. Engineering approach 3. Historical information 4. Normative values. Both Sumanth (1984) and Sink (1985) indicated large number of productivity improvement methods and techniques which can be used for productivity improvement. Sink gave more focus on human aspects of productivity management. The issues discussed include delegation, decentralization, Theory Z, motivation, incentive systems, behaviour modification, goal setting, job design and redesign, employee involvement and performance/productivity action teams. 


3. IMPORTANCE OF PRODUCTIVITY AND PRODUCTIVITY MANAGEMENT IN INDUSTRIAL ENGINEERING

The question whether productivity is an important objective of industrial engineering was assessed by looking at web pages of 73 industrial engineering programs ranked as top 75 courses in the USA by https://www.collegefactual.com. In 63 program descriptions, productivity was mentioned as an objective of interest in industrial engineering. 

3.1 Teaching of Productivity Management in IE Programs and Practice of Productivity Management 

Sumanth (1984) noted in his book that productivity issues are discussed in industrial engineering programs in various subjects. But he proposed a formal subject in industrial engineering programs that starts with productivity measurement, evaluate its improvement bases and uses that information to plan productivity improvement for future years. More authors have described functions of productivity management including organization, resource acquisition, directing and controlling. A study of program brochures and course descriptions of 73 institutes showed that productivity management as a separate subject is not being taught in IE programs. An attempt is made to contact faculty of these institutes connected to program coordination for exploring the relevance of productivity management to industrial engineering by asking the following questions through emails.
• Is productivity management a relevant area of industrial engineering?
• Was it tried as a subject in your institute and is it being taught presently?
• Do you support the view that productivity management has not attained a significant position in IE curricula?
• What needs to be done to promote productivity management in IE curricula as well as in IE professional practice?
28 responses have come. 16 responses have answers to some questions. All 16 agree that productivity management is a relevant area of industrial engineering. This is the general opinion that emerges from the email based survey carried out in this research endeavour. Regarding the second question, most of the responses state that it is covered in number of subjects. In one program, productivity improvement course covers management aspects also. In one program there was a course on productivity management earlier, but it is now discontinued. Thus, majority of the programs are still covering only some productivity management issues in multiple courses as stated by Sumanth (1984). Third question is regarding the importance attained by the area of productivity management. 11 responses are available. Three responses are emphatic that it has attained significance. Three responses indicate that it has not attained the significance. Five responses indicate that some significant role is given to productivity management.

Fourth question is concerned with suggestions to promote productivity management. 10 responses are available. The suggestions include better marketing of the course to institutions, industry demand for such a course in IE programs, and a requirement from the accreditation/certifying agencies for a course on productivity management. 

Full Paper - Download from:

Evolution of Productivity Management-Present Scope, Opportunity and Challenges
By Narayana Kvss








https://publications.waset.org/industrial-and-systems-engineering


Pradip K. Ray, S. Sahu, (1990) "Productivity Management in India: A Delphi Study", International Journal of Operations & Production Management, Vol. 10 Issue: 5, pp.25-51, https://doi.org/10.1108/01443579010005245
https://www.emeraldinsight.com/doi/abs/10.1108/01443579010005245

Productivity and Competitiveness:A Model for Developing Economies
C Bhaktavatsala Rao
Manager, (Corporate Planning), Ashok Leyland, Madras
ASCI Journal of Management
Volume 23, 1994
Paper with lot details about Indian Industry and some productivity improvement models.
https://asci.org.in/journal/Vol.23(1994)/v23_2_bha.htm

Evolution of Scientific Management Towards Performance Measurement and Managing Systems for Sustainable Performance in Industrial Assets: Philosophical Point of View
R.M. Chandima Ratnayake
Vol 4, No 1 (2009)
https://www.jotmi.org/index.php/GT/article/view/tre3/483


Improvement of Manpower and Equipment Productivity in Indian Construction Projects
Venkatesh M.P. & Saravana Natarajan
IJAER, 2019, Vol.14(2), pp. 404.409
Paper downloaded






2017 IISE Annual Conference Pittsburgh
Productivity management is an important function in industrial engineering. Productivity science and productivity engineering are the other two important functions. Productivity training and productivity measurement can also be indicated as important activities of industrial engineering.

Principles of Industrial Engineering

Prof. Narayana Rao published the paper "Principles of Industrial Engineering" in the proceedings of IISE 2017 Annual Conference and presented the paper in the conference on 23 May 2017.

You can download the full paper.
http://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2569.pdf

Presentation Video on YouTube

Presentation in the IISE 2017 Pittsburgh, USA Annual Conference

IISE 2017 Annual Conference Papers


IISE 2017  conference papers are available in pre-publication format in the site
https://www.xcdsystem.com/iise/program/A20a5CK/

Productivity management sessions are indicated below. Go to the day and session and you can download the papers.

Productivity Management

...(22 May 11.00  - 12.20 am; 22 May  2 - 3.20 pm; 23 May 12.30 to 1.50; )


22 May 11.00  - 12.20 am

Chair: Mario Beruvides, Texas Tech University
Presentations

An analysis on the prevention, appraisal and failure model in COQ: Convergences and contradictions.
https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2511.pdf
Armando Elizondo-Noriega, Texas Tech University; David Güemes-Castorena, Tecnológico de Monterrey; Mario Beruvides, Texas Tech University

System dynamics modeling of cost of quality: An initial review of the literature
 Armando Elizondo-Noriega, Texas Tech University; David Güemes-Castorena, Tecnológico de Monterrey; Mario Beruvides, Texas Tech University

An Examination of Behavioral Economic Nudges in Technical Management
https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_3130.pdf
Richard Burgess, Texas Tech University - Whitacre College of Engineering ; Mario Beruvides, Texas Tech University

The Dynamics between Working Capital Management and Total Productivity Management
https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2486.pdf
Naveen Tiruvengadam, Texas Tech University; Mario Beruvides, Texas Tech University


Productivity Management 2

Day:Monday, May 22, 2017
Time: 2:00 PM - 3:20 PM



Chair: Brian Mitchell, Szent Istvan University
Presentations

Labor Productivity and Optimal Team Size in an Inspection Process
https://www.xcdsystem.com/iise/abstract/File7673/FinalPaperFile_2556.pdf
Alireza Namdari, Western New England University ; Julie Drzymalski, Drexel University; Hamid Tohidi, South Tehran Branch, Azad University

Improving Fleet Readiness: A Case Study Utilizing the AirSpeed Methodology
https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_3359.pdf
David Englehart, Navy; Daniel Zalewski, University of Dayton; Kellie Schneider, University of Dayton

ICTS’ Use in Customer-supplier Relationship on Collaborative NPD: Literature Review
https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2863.pdf
Daisy Valle, Federal University of Rio Grande do Sul; Mateus Lima, Federal University of Rio Grande do Sul; Alejandro Germán Frank, Federal University of Rio Grande do Sul

A new dispersion model for decision making under risk
https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2972.pdf
Behnam Malakooti, Case Western Reserve University


Productivity Management 3

Day:Tuesday, May 23, 2017
Time: 12:30 PM - 1:50 PM



Chair: Gary Gress, University of Calgary
Presentations

A Multi-Objective Stochastic Programming Model for Team Formation Problems under Uncertainty in Time Requirements
Fahimeh Rahmanniya, The University of Tennessee Knoxville; Andrew Yu, The University of Tennessee

Principles of Industrial Engineering
12:50 PM - 1:10 PM
http://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2569.pdf
Venkata Satya Surya Narayana Rao Kambhampati, National Institute of Industrial Engineering

Presentation Video
___________________

___________________

Program Performance Impact of Integrating Program Management and Systems Engineering
https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2794.pdf
Eric Rebentisch, Massachusetts Institute of Technology; Thomas Reiner, RWTH Aachen; Edivandro Conforto, Independent Consultant; Stefan Breunig, RWTH Aachen University


Updated on 30.8.2025,  30 May 2019, 17 June 2017



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Academia-Edu PDF Files - E-Books, Papers and Presentations - Industrial Engineering Publications of Prof. K.V.S.S. Narayana Rao

 Visit  https://nitie.academia.edu/NarayanaKvss



Industrial Engineering

The primary focus of IEs has to be improvement of engineering. In addition to it, they have to improve many other areas. In all areas including engineering, they have to involve specialists from those areas to do detailed designs, production and installation. Industrial engineers have to evaluate all new developments in engineering for use within the systems, facilities and processes in their organization for productivity improvement.

New - January  2025

Modern Industrial Engineering - A Book of Online Readings.

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

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

175 Reads/Downloads in January 2025


2024 Most Popular IE Book - 10,000+ Reads/Downloads

INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. 

Version 3.0.  

Very Popular Free Download EBook. 

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0

290+ Reads/Downloads in January 2025



Evolution of Productivity Management-Present Scope, Opportunity and Challenges
By Narayana Kvss



30.8.2025
18,444 views

1.4.2025
17,500+ views

1.12.2024

15,500+

Last year 1 December 2023, it was 10,000+ Views. This year it is 15,500+ Good progress.

https://www.facebook.com/kvssnrao/posts/pfbid02914jqokUA2MbxbzrVfR5pAKWUv8Hq8MvwNjcefmdpQeF7TLVV8qKYzVtxJZrYrjSl

https://nitie.academia.edu/NarayanaKvss







ud. 30.8.2025, 8.4.2025, 

Pub. 4.12.2024

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Friday, August 29, 2025

Process Study - Process Improvement Study - Process and Operation Productivity Analysis and Engineering - Module of Process IE







Lesson 78 of Industrial Engineering ONLINE Course.


Process Study and Analysis, Operation Study and Analysis were elaborated in a presentation by Dr. K.V.S.S. Narayana Rao

Parts  of  Process Study

• Process Charting - Operation Sequence
• Process Analysis (Make or Buy Decisions, ECRS)
• Operation Analysis (For each operation - Machines & Facilities, Machine Effort and Human Effort)
• Machine Work Study
• Method Study (Work place and working conditions improvement)
• Motion Study (Human effort reduction)
• Time Study (Operation/Element Simplification to reduce time)
• Work Measurement
• Cost Measurement
• Productivity Measurement
• Quality Assessment, Safety Assessment



Productivity Analysis - Comparison of Current Process to Ideal or the Best Process has to be done from System level up to Element level.

Productivity Analysis:  Productivity analysis is a powerful systematic methodology to measure system performance, system efficiency, system effectiveness, resource utilization and profitability. Productivity analysis helps decision makers to identify the driving factors of productivity, adopt the appropriate action and monitor its consequences.

Henok Tamirat Ltebo. Productivity Improvement of SME Garment Manufacturing Industry: Case Study. International Journal of Industrial and Manufacturing Systems Engineering. Vol. 7, No. 1, 2022, pp. 1-8. doi: 10.11648/j.ijimse.20220701.11

Process Industrial Engineering Method/Procedures

Process Industrial Engineering - Methods and Techniques - Part 1 -  Part 2 -  Part 3 -  Part 4 -  Part  5




Process Planning


Gideon Haveli wrote the book "Process and Operation Planning. This is the basic or first process design of a new product. The product design group may do periodically improvement of the product and process design group may modify the process to take care of product design modifications. On their own also, process design group may modify the current process to improve it further.

Industrial engineers have the responsibility to be present in the shop floor, observe the daily production data, daily cost data and technology developments to come out with process and operation changes that increase productivity and reduce costs. Improvement of products and processes based on development of productivity science was  shown to be economical and value adding by Taylor and Gilbreth and hence industrial engineering departments were set up. There is enough work for industrial engineers to be with the product and process throughout the product life cycle as counterparts to product and process designers on the shop floor and do design modifications in products and processes.

In industrial engineering methods, there is a systematic process analysis method (first proposed in a systematic way by Frank Gilbreth using process charts) and system of operation analysis described Maynard (practiced in Westinghouse).

Process Chart Method of Productivity Analysis 

Process Chart

In process chart proposed by him in 1921, Gilbreth tried to depict many activities in the process in a pictorial format. Maynard in 1939, said six activities and symbols are sufficient.  ASME in its standardization of process charts recommended five steps. 

Operation - Inspection - Transport - Temporary Delay - Permanent Storage. 

Using the above five steps, two charts became popular,

1. Operation process chart - showing operations and inspections
2. Flow process chart - It shows along with operation/inspection, the three more steps - transport, temporary delay and permanent storage.

The two process charts show operations involved in the processes. To improve each operation, the inputs and methods of each operation are to be studied in detail. Also operations contain work elements. Improvement requires improving each work element and each input into operation. We generally speak of material, machine, machine and method. Man does movements and motions. Industrial engineering later recognized the role of energy and information also in operations and processes. Therefore we can conceptualize material industrial engineering, machine effort industrial engineering, human effort industrial engineering, energy industrial engineering, information industrial engineering. Information is created by planning or production planning. Therefore as part of process and operation improvement, production planning aspects are also examined by industrial engineers.

Process Analysis

Make or Buy Analysis - At each process analysis related to a part, industrial engineers can generate alternatives for make or buy and take appropriate decision. They have to compare cost of internal manufacture with new buy alternatives explored. They can make internal manufacture analysis for parts being purchased from outside now.

The process charts are used for analyzing whether each operation in the process is necessary or not. In the next step, it is examined whether the operations can be combined. We can also examine whether the operation needs to be split into two and two separate machines are to be used. The sequence of operations can also be changed.  These decisions regarding operations are termed as process analysis. After these decisions are taken, the proposed operations are subjected to operation analysis. Shigeo Shingo explained that in operation analysis we examine the working of the machine and operator.

Maynard recommended that the right procedure for process improvement has to be first productivity analysis and engineering of operations and inspections. Then subsequently the necessary transport, and storage operations can be analysed. Even some temporary delays of material and components are part of a plan (due to batch quantity decisions) and not random occurrences according to the interpretation given by Shigeo Shingo.

Now we have the permission or leeway and also need to add more steps to the process chart. Information is an important to be added in a process chart. Also, the popularity of value stream mapping indicates the need for adding a data box after each row in a process chart. The term "total process chart" is already in use. So we can use the term to indicate steps we deem are important in our organization.


Operation Analysis


Maynard has given large number of questions which are to be asked and answered as part of operation analysis. In terms of process chart framework, we can regroup them into questions relevant to each step of the process flow chart. But first full list of questions given by Maynard are given and then subsequently  regrouping will be done in lessons discussing each step of the process chart and more questions will be added from the current literature. Readers can be indicate some more questions as well as modifications to the questions given in the list.

Each step of the process can be generally termed as operation (Shigeo Shingo). In this terminology, the first step is the processing step or value addition step, Remaining four may be necessary to complete the process of transferring the value added product or item to the customer. But still they are non-value adding items which are to be minimized to the extent possible rather than increasing them and incurring additional cost. 


Lesson 83 of Industrial Engineering ONLINE Course.


Machine Work Study

Questions on Machine, Equipment and  Tools



The tools  and equipment used to perform the operation needs to analysed logically. The following questions are the sort that will lead to suggested improvements:

1. Is the machine tool best suited to the performance of the operation of all tools available? (Alternative machines, new machines)

2. Would the purchase of a better machine be justified?

3. Can the work be held in the machine by other means to better advantage? (Alternative fixtures)

4. Should a vise be used?

5. Should a jig be used?

6. Should clamps be used?

7. Is the jig design good from a motion-economy standpoint?

8. Can the part be inserted and removed quickly from the jig?

9. Would quick-acting cam-actuated tightening mechanisms be desirable on vise, jig, or clamps?

10. Can ejectors for automatically removing part when vise or jig is opened be installed?

11. Is chuck of best type for the purpose? (Alternatives)

12. Would special jaws be better? (Alternatives for jaws)

13. Should a multiple fixture be provided?  (To reduce setup time)

14. Should duplicate holding means be provided so that one may be loaded while machine is making a cut on a part held in the other?

15. Are the cutters proper?  (Alternative cutting tools)

16. Should high-seed steel or cemented carbide be used? (Now there are more alternatives)

17. Are tools properly ground? (Geometry of cutting tool - Taylor's experiments)

18. Is the necessary accuracy readily obtainable with tool and fixture equipment available?

10. Are hand tools pre-positioned ?

20. Are hand tools best suited to purpose? (Alternatives)

21. Will ratchet, spiral, or power-driven tools save time?

22. Are all operators provided with the same tools?

23. Can a special tool be made to improve the operation?

24. If accurate work is necessary, are proper gages or other measuring instruments provided? (Alternative inspection devices - Inspection operation of operation-inspection chart)

25. Are gages or other measuring instruments checked for accuracy from time to time?

Questions which will lead to suggestions for improvement of "Make-ready" and "Put-away" Elements  are:

1. How is the job assigned to the operator (job card or ticket issue to operator)?
2. Is the procedure such that the operator is ever without a job to do (delays in giving job ticket)?
3. How are instructions imparted to the operator? (Instruction card)
4. How is material secured?
5. How are drawings and tools secured?
6. How are the times at which the job is started and finished checked?
7. What possibilities for delays occur at drawing room, toolroom, storeroom, or time clerk's office? (Analysis of delays in flow process chart)
8. If operator makes his own setup, would economies be gained by providing special setup men?
9. Could a supply boy get tools, drawings, and material?
10. Is the layout of the operator locker or tool drawer orderly so that no time is lost searching for tools or equipment? (Work place orderliness - 5S)
11. Are the tools that the operator uses in making his setup adequate?
12. Is the machine set up properly?  (Is inspection necessary/)
13. Is the machine adjusted for proper feeds and speeds?  (Instruction card - machine adjustment)
14. Is machine in repair, and are belts tight and not slipping?
15. If vises, jigs, or fixtures are used, are they securely clamped to the machine?
16. Is the order in which the elements of the operation are performed correct?
17. Does the workplace layout conform to the principles that govern effective workplace layouts?
18. Is material properly positioned?
19. Are tools prepositioned?
20. Are the first few pieces produced checked for correctness by anyone other than the operator?
21. What must be done to complete operation and put away all equipment used?
22. Can trip to return tools to tool room be combined with trip to get tools for next job?
23. How thoroughly should workplace be cleaned?
24. What disposal is made of scrap, short ends, or defective parts?
25. If operation is performed continuously, are preliminary operations of a preparatory nature necessary the first thing in the morning?
26. Are adjustments to equipment on a continuous operation made by the operator? (Total productive maintenance - Maynard)
27. How is material supply replenished?
28. If a number of miscellaneous jobs are done, can similar jobs be grouped to eliminate certain setup elements? (Sequencing issue)
29. How are partial setups handled?
30. Is the operator responsible for protecting workplace overnight by covering it or locking up valuable material?  (Responsibility of operator to take care of work pieces and equipment)


Related Case Studies

As part of  Industrial Engineering ONLINE Course, every one of the issues raised by Maynard and additional issues related to machine work study, operator work study, operation process chart and flow process chart will be discussed and case studies will be provided.

6. Prime Turning (TM) - New Turning Process with High Productivity
RE-INVENTING TURNING FOR THE FUTURE FACTORY, TODAY
SANDVIK COROMANT TECHNICAL PAPER, 2018

Case studies are being provided everyday with the lessons of the course.

Questions for Productivity Analysis of Material:


1. Does the material specified appear suitable for the purpose for which it is to be used?

2. Could a less expensive material be substituted that would function as well?

3. Could a lighter gage material be used?

4. Is the material furnished in suitable condition for use?

5. Could the supplier perform additional work upon the material that would make it better suited for its use?

6. Is the size of the material the most economical?

7. If bar stock or tubing, is the material straight?

8. If a casting or forging, is the excess stock sufficient for machining purposes but not excessive?

9. Can the machinability of the material be improved by heat-treatment or in other ways?

10. Do castings have hard spots or burned-in core sand that should be eliminated?

11. Are castings properly cleaned and have all fins, gate ends, and riser bases been removed?

12. Is material sufficiently clean and free from rust?

13. If coated with a preserving compound, how does this compound affect dies?

14. Is material ordered in amounts and sizes that permit its utilization with a minimum amount of waste, scrap, or short ends?

15. Is material uniform and reasonably free from flaws and defects?

16. Is material utilized to the best advantage during processing?

17. Where yield from a given amount of material depends upon ability of the operator, is any record of yield kept?

18. Is miscellaneous material used for assembly, such as nails, screws, wire, solder, rivets, paste, and washers, suitable?

19. Are the indirect or supply materials such as cutting oil, molding sand, or lubricants best suited to the job?

20. Are materials used in connection with the process, such as gas, fuel oil, coal, coke, compressed air, water, electricity, acids, and paints, suitable, and is their use con- trolled and economical?

Questions Analysis of Tolerances and Finishes


1. What are the inspection requirements of this operation?

2. What are the requirements of the preceding operation?

3. What are the requirements of the following operation?

4. Will changing the requirements of a previous operation make this operation easier to perform?

5. Will changing the requirement of this operation make a subsequent operation easier to perform?

6. Are tolerance, allowance, finish, and other requirements necessary?

7. Are they suitable for the purpose the part has to play in the finished product ?

8. Can the requirements be raised to improve quality without increasing cost?

9. Will lowering the requirements materially reduce costs?

10. Can the quality of the finished product be improved in any way even beyond present requirements?

Observe the relation between succeeding operations is being evaluated in this case also.

In value engineering analysis techniques, Miles has indicated that giving a cost estimate for each tolerance will bring out excess cost created by tolerances.

This article is an initial note to bring out the important contribution made to industrial engineering and methods productivity engineering by Maynard. The details will be covered in "Process Industrial Engineering Module" of the course. In this article a beginning is being made to start the detailed analysis.

I now feel production planning and control is a component of process chart analysis as far as process improvement is concerned. Industrial engineers have to improve production planning routines as part of process chart analysis. Such an emphasis is not there in IE curriculum, as process chart is method is taught in work study or time and motion study courses.

Process Human Effort Industrial Engineering 


Process Human Effort Industrial Engineering Module.


Data to be Collected for Process and Operation Productivity Analysis.


For each operation in the total process chart, there is likely to be direct equipment, indirect equipment (providing working conditions), material being processed, indirect material, direct operators, indirect operators, supervisors and managers, information, and energy. All resources are to be identified, quantity used in the operation and per unit of product are to be collected. The nature of work performed or utility of material is to be ascertained. In case of machines and operators, time being taken to do elements of operations and if standard times already exist have to be collected. Lot of data collection has to be occur before starting the process and operation analysis.

The detailed data related to operations analysis are entered into operation analysis sheets. Operation analysis sheet is a detailed sheet in comparison to the total process chart which is used at first to judge whether the operation is a required operation or not? That decision does not require the resources being used to do the operation. Hence resource use is not captured in process chart, but is captured in operation analysis sheet.

Productivity Engineering - Productivity analysis helps the industrial engineer to identify opportunities for improvement. Then the IE has to do engineering work to come out with new machine accessories, tools and cutting tools, jigs and fixtures etc. He can prescribe alternate machines within the shop or machines in vendor organizations.


Process and Operation Productivity Analysis - Module Lessons




Process Analysis for Productivity Improvement Opportunities


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Updated on 18,8,2025,  13.12.2023,  8.11.2023, 16.8.2023, 30.9.2022,  17.8.2022,  27.6.2022,  17 August 2021, 4 August 2020
First published on 19 July 2020.




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Thursday, August 28, 2025

Manufacturing Business Process Reengineering - Manufacturing Process Reengineering

A Redesign for Engineering

by Arnold O. Putnam

From the HBR Magazine (May 1985)

Investing in new technology will not alone ensure the competitiveness of U.S. industry. Things have to be run right, and processes must be efficient. Industry must do its job correctly and quickly. Despite the investment and attention it has recently given to manufacturing, American industry is still slower to market than some of its foreign competitors, and the final product often has many defects. Along the way, scrap, rework, and inefficient use of factory time make costs needlessly high.

https://hbr.org/1985/05/a-redesign-for-engineering




 A Manufacturing Business Process Reengineering Method: Design and Redesign of a Production Control Model

https://link.springer.com/chapter/10.1007/978-0-387-34876-6_18


 Modelling Techniques for Business Process Re-engineering and Benchmarking

 Chapter


Manufacturing process re-engineering revisited

https://link.springer.com/chapter/10.1007/978-0-387-35067-7_9


Manufacturing process re-engineering,  is a traditional manufacturing/industrial engineering activity which has been actively pursued for the past half century and has even more universal appeal in the 1990’s. 

It is important to note that contemporary application of this traditional, process re-engineering activity should also be done in conjunction with a study of appropriate production/process control. Experience with four different companies which produce four vastly different product lines will be examined to emphasize the importance of process re-engineering for contemporary manufacturing systems.


Flexibility to Manufacturing Process Reengineering for Mass Customization

January 2005

Authors:

Naiqi Wu

Guangdong University of Technology


https://www.researchgate.net/publication/228969493_Flexibility_to_Manufacturing_Process_Reengineering_for_Mass_Customization



Manufacturing process re-engineering of a production line. 

DiVA portal

http://www.diva-portal.org/smash/get/diva2:1417715/FULLTEXT01.pdf




Search Engine for DR-NTU Singapore Repository

https://dr.ntu.edu.sg/search?configuration=homePageTopItems&view=list&spc.page=4&query=manufacturing%20process%20reengineering










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Industrial Automation - Learning Modules and Videos

 


Siemens


https://www.siemens.com/global/en/products/automation/topic-areas/sce-education-training/learning-modules-courses.html

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Logistics System Industrial Engineering

In the flow process chart framework, the operations transport, permanent storage and temporary storage or delays form the logistic system. Processing operations and inspection form the manufacturing system. The logistic system is also subjected to industrial engineering as part of operation industrial engineering.

In the supply chain system also logistics system is there. It is also needs industrial engineering.


What is a logistics department?

A logistics department is the company division charged with ensuring that goods and services reach customers or production lines as efficiently as possible and at the expected time.


Functions of the logistics department


Supply and procurement management


The logistics department is tasked with managing product availability in the warehouse and streamlining goods receipt, storage and dispatch.


Order fulfilment and shipping  - On the Sales side





Cost optimisation

By thoroughly analysing supply chain activities, the logistics department can implement changes aimed at reducing operational expenses without compromising service quality.


Planning and data analysis


Distribution and transport


Supplier and Receipt quality management


Continuous improvement and innovation

https://www.mecalux.com/blog/logistics-department


Software for Logistics: 8 Major Types and Their Benefits

https://www.digiteum.com/8-major-types-of-software-for-logistics/


Driving Savings via Inbound Logistics Network Design

MIT Center for Transportation & Logistics

By: Geraldine Mae P. Felicio and Deepika Sharma Advisor: Dr. Sergio Alex Caballero 

Summary: In this study, we studied inbound supply network for a CPG company to find opportunities to optimize both cost and visibility. This report studies three design changes to the CPG company’s current inbound supply network, namely: 1) Consolidated Inbound and Outbound Deliveries, 2) Develop a Supplier Village and relocate supplier firms in that village, and 3) Reallocate Raw materials and Packing Materials inventory to Finished Good inventory site.  

Warehouse Industrial Engineering - Warehouse Efficiency Improvement - Bibliography

Warehouse and Factory Material Handling Equipment and Systems - Manufacturers and Systems

Smart Warehouse - Industry 4.0 Warehouse - Warehouse 4.0

Warehouse Productivity - Efficiency Improvement

https://nraoiekc.blogspot.com/2016/10/warehouse-productivity-efficiency.html


Knowledge Base for Process Productivity Improvement - News - Information for

Related Content


 LIE Case Study

https://www.wagnerlogistics.com/who-we-are/case-studies/35-industrial-engineering


 Department of Industrial and Systems Engineering, University at Buffalo - Transportation and Logistics ISE

Transportation and logistics ISE research 


India - Transport and Logistics Services - Growth, Productivity and Quality - Seminar 21 January 2021.

Logistics Industrial Engineering Intern

Date:  Jun 16, 2021

Brand:  Oakley

Location:  Foothill Ranch, CA, US, 92610

Requisition ID: 365441 

Store #: O00116 Human Resources - 1ICON FHR 

Position:Seasonal/Temporary

Total Rewards: Benefits/Incentive Information

Oakley.  Designed to push the boundaries of performance.  From advanced eyewear technology to apparel innovation, Oakley sets itself apart from the rest. Backed by the power of Luxottica, our athletes and customers expect the best in sports performance and Oakley employees help to fuel this drive


GENERAL FUNCTION


Oakley. Designed to push the boundaries of performance.  From advanced eyewear technology to apparel innovation, Oakley sets itself apart from the rest. Backed by the power of Luxottica, our athletes and customers expect the best in sports performance and Oakley employees help to fuel this drive. 


The Oakley Summer Internship Program is a 10-week immersion into the Oakley brand. It’s a project-based internship where you will have the opportunity to learn, collaborate, and contribute to business success by working on priority projects. At Oakley, we love what we do! We are looking for students who share our passion and can turn their passion into dedication and focus to deliver great results.


See possibilities at Oakley by joining us as a summer intern in a Logistics Industrial Engineering related function.


 


MAJOR DUTIES AND RESPONSIBILITIES


Identities opportunities for process improvements and develops projects to improve

Streamlines operations to improve services to our customers.

Works cross functionally with key stakeholders across the Luxottica organization.

 


 BASIC QUALIFICATIONS


Currently pursuing a degree in Industrial Engineering, Supply Chain Management, Logistics or related major

Self-starter and driven to succeed

Previous internship experience in engineering, logistics or continuous improvement

Minimum 3.0 GPA

Must be authorized to work in the U.S.

Available the full 10-week program, 40 hours per week

Interest in corporate finance & accounting.

Ability to multi-task and thrive in a fast-paced, dynamic environment

 

 PREFERRED QUALIFICATIONS

Study abroad or international exposure

Demonstrate leadership ability and relationship building skills

Upon request and consistent with applicable laws, Luxottica will provide reasonable accommodations to individuals with disabilities who need assistance in the application and hiring process.  To request a reasonable accommodation, please call the Luxottica Ethics Compliance Hotline at 1-888-887-3348 or e-mail HRCompliance@luxotticaretail.com (be sure to provide your name and contact information for either option so that we may follow up in a timely manner). 

https://jobs.luxottica.com/LRNA/job/Foothill-Ranch-Logistics-Industrial-Engineering-Intern-CA-92610/667986101/

LIE Minor

https://engineering.kennesaw.edu/systems-industrial/degrees/minor-logistics.php



Logistcs Companies


TCI Express India

https://www.tciexpress.in/express-services.aspx



Ud 28.8.2025  16.1.2023, 24.6.2021




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Industrial Engineering in Chemical Engineering

Ubiquity of Industrial Engineering Principle - Industrial Engineering is applicable to all branches of engineering.

Industrial Engineering - Production and Distribution Unit Cost Reduction through Productivity Improvement.

Productivity improvement is primarily reduction of machine time and operator. So industrial engineers attempt to use maximum possible speed in case of machines and men taking care to produce required quality, upkeep of equipment, comfort, safety and health of operators. For this they develop productivity science of basic engineering processes in all branches of engineering.

Industrial engineering system efficiency engineering.


Heliyon
Volume 11, Issue 3, 15 February 2025, e42057
Research article
Productivity improvement through lean tools in cement industry – A case study

Md. Tanjid Hossen Irfan, Md. Rafiquzzaman, Yeasin Arafat Manik


Accenture - Labor productivity in the chemical industry report 2023

Enhance  productivity as a chemical engineer using tools and technologies.

Mastering Process Optimization in Chemical Engineering
A Comprehensive Guide to Enhancing Efficiency and Productivity in Chemical Processes
Sarah Lee AI generated Llama-4-Maverick-17B-128E-Instruct-FP8 6 min read · June 18, 2025

A literature review on process intensification: An innovative and sustainable food processing method
Shivangi Srivastava et al.
Applied Food Research
Volume 4, Issue 1, June 2024, 100363

Research articleOpen access
Energy efficiency and productivity of a Pressure Swing Adsorption plant to purify bioethanol: Disturbance attenuation through geometric control
Jesse Y. Rumbo-Morales, Gerardo Ortiz-Torres, Felipe D.J. Sorcia-Vázquez, Carlos Alberto Torres-Cantero, ... Mario A. Juarez

Process intensification (PI) improves the productivity, consistency, and resource effectiveness of industrial processes.
• PI enhances food safety, nutrient content, shelf life, flavour, and texture.
• It encourages environmentally friendly processing, uses less water and energy, and creates less byproducts.

Plant design and economics for chemical engineers

DAV University - study-material




Using advanced analytics to boost productivity and profitability in chemical manufacturing
February 5, 2018 | Article

Chemical Manufacturing: Productivity, Safety & Maintenance, Second Edition
Process Analytics for Better Operations
Chemical Manufacturing
Download the second edition of a collection of case studies and articles on some of our many chemical and petrochemical customers. It highlights different analytical measurement challenges they faced, and how METTLER TOLEDO solutions provided the answer.

Some topics on chemical manufacturing covered are:

Increase Your Chlorine Production with a New, Highly Durable pH Sensor
Switching to Condition Based Maintenance, “Indispensable” Sensor Technology at Mitsubishi
Sensor Life Extended by 12 Months, Plus Hands-free Maintenance
Your Off-line pH Measurements Might Be Misleading and Costing You a Lot of Money
Intelligent Sensor Solves pH Measurement Issues in Electroplating Process
Reduce Explosion Risk in 2 Seconds with In Situ Oxygen Analysis
Minimizing Explosion Risk Where Other Solutions Cannot
Improved Flare Safety in Butadiene Production
Preventing Explosions Demands In Situ, TDL Oxygen Sensors
In Situ Analyzer Ensures Safe Vapor Recovery Unit O2 Limits
Resilient Conductivity Sensor Succeeds in Harsh Acidic Process
 
Optimization of Systems
 
Ethylene Process Design Optimization
 
 
 
Engineering Economics
 
 


Digital Twins in Chemical Plants for Productivity and Quality

Bibliography





























Digitalisation and IoT have been identified by the UK’s Chemistry Council as two of the key strategy levers to accelerate innovation-led growth in the chemical industry.

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

Productivity and IE in Fertilizer Manufacturing

 2009
Improving Productivity of Ammonia and Urea Plants
of Gadepan Units of Chambal Fertilisers and Chemicals Ltd. India
http://www.faidelhi.org/FAI%20Seminar%202008/Presentations/Session%20III/Presentation%202.pdf

2008
Improvement of Energy Efficiency in India
http://shodhganga.inflibnet.ac.in/bitstream/10603/8669/11/11_chapter%203.pdf


Samsung Engineering is engaged by Ruwais Fertilizer Industries (FERTIL), a subsidiary of Abu Dhabi National Oil Company, to develop the new fertilizer plant. To deliver an integrated process control system for FERTIL-2, a new fertilizer plant being built near Abu Dhabi in the United Arab Emirates, Samsung selected  Honeywell’s Experion® Process Knowledge System (PKS) and Safety Manager to fully automate the facility and increase output for ammonia and urea used in fertilizer production by up to 50%.
https://www.honeywellprocess.com/en-US/news-and-events/Pages/PR_04122011_Honeywell-Systems-to-Boost-Productivity-at-New-Abu-Dhabi-Fertilizer-Plant.aspx

IC Controls is committed towards a  sustainable outlook for the fertilizer industry.

Precise water quality monitoring and measurement ensures improved productivity and efficiency of your process.
IC Controls wants to ensure that your manufacturing process is efficient and productive. Our products can
increase your production, improve your appearance to stakeholders, and minimize your impact on the environment. Your manufacturing process will be promoted as safe, responsible, and sustainable.
http://www.iccontrols.com/files/Sustainability%20for%20the%20Fertilizer%20Industry.pdf


Energy Efficiency in Fertiliser production and use
http://www.eolss.net/sample-chapters/c08/e3-18-04-03.pdf

India’s Fertilizer Industry: Productivity and Energy Efficiency
1999
http://energy.lbl.gov/ea/ies/iespubs/41846.pdf


Energy Efficiency Improvement Projects in Indian Fertilizer Plants
June 1995
USAID Project
http://pdf.usaid.gov/pdf_docs/PNACA413.PDF
 

Productivity and IE in  Basic Organic Chemical Manufacturing


Water Benchmarking to improve productivity in basic organic chemical manufacturing

Basic organic chemical manufacturing sector water use benchmarks 
Performance measures Benchmark kL per tonne
Minimum 0.10 
Mean 1.94
Maximum 4.0

http://nbweb.com.au/getattachment/8e29a3e9-8721-4a27-80d1-e72aad4e4975/Basic-organic-chemical-manufacturing-factsheet-Sep.aspx

Productivity Performance of Indian Chemical Sector: 2012
http://mospi.nic.in/mospi_new/upload/JIS_2012/Prod_Chemical_Sector_Post_R_corr_sep12.pdf


Chemical Process Simplification: Improving Productivity and Sustainability
Girish K. Malhotra
ISBN: 978-0-470-48754-9
282 pages
December 2010
Wiley

Table of Contents
Preface xiii
1 Process Simplification: Basic Guidelines 1

2 Process Solutions 9

3 Commonalities of Businesses 53

4 Laboratory Process Development 77

5 Mass and Heat Balance 95

6 Reaction Kinetics 111

7 Physical Properties 123

8 Combination of Heat, Mass Balance, and Physical Properties 135

9 Cross-Fertilization of Technologies 159

10 Scale-up to Commercialization 171
http://as.wiley.com/WileyCDA/WileyTitle/productCd-0470487542.html

 


Productivity and IE in Synthetic Dye and Pigment Manufacturing


Absolute.Za depth filters provide unmatched performance for the chemical process industries. Z.Plex* technology has been used to create a depth filter, which has absolute filtration (99.9% efficiency at the rated micron) and long life. This combination delivers the lowest total operating cost for the most demanding applications in the chemical process industries. A leading manufacturer of ink jet dyes trialed Absolute.Za in their manufacturing process. The company was looking for improved productivity, faster processing and lower total operating cost, while maintaining their customers’ quality requirements. The manufacturing process was a batch operation, which included over 350 different ink dye formulations. Organic solvents used were primarily ketones. Absolute filtration at 0.5 micron was required for ink quality.

Production and purchasing management viewed the performance and cost savings of switching to the Absolute.Za as an "easy decision," and initiated the required steps to implement its use.
2012 GE power and water case study

CLEANER PRODUCTION CASE STUDY IN DYE MANUFACTURING
http://wmc.nic.in/case-studies6.asp

Dintex Dyechem Green Productivity Case Study
ECONOMIC SAVINGS
This resulted in savings of over Rs.16 million (US$ 357,136) a year — from an initial investment of some Rs 17 million (US$379,457).
http://www.apo-tokyo.org/gp/e_publi/gpdp9599/P23_26dintex.pdf

Dye Manufacturing Technologies and pollution
1998 paper
http://www.ifc.org/wps/wcm/connect/2b23c4004885526cab84fb6a6515bb18/dye_PPAH.pdf?MOD=AJPERES



Updated on 28.8.2025, 13.8.2025,   13.4.2022, 8 January 2021
First published 11 January 2012



 
 
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