Learning Curve Effect in Various Industries and Products

Ford Model T        1909 -23      0.29        87%
Integrated Circuits  1962-68       0.047      67%
Photovoltaic Cells   1971-2000  0.042      72%




Lean Manufacturing
By Wikipedians
PediaPress
page 144
http://books.google.co.in/books?id=n0qKUzfYbyUC

Capability Maturity Model for Industrial Engineering - Industrial Engineering Capability Maturity Model (IECMM)

Proposed by Narayana Rao K.V.S.S. (29 November 2013)

7. Taking responsibility for total costs of the company - Total Cost Industrial Engineering
6. Taking Responsibility for complete technology efficiency engineering
5. Doing Operation Research Studies and Statistical Studies to reduce variation and optimize system/process  variables
4. Study of complete method/process and improving the method/process (Methods Efficiency Engineering)
3. Motion Study and improving the motion pattern of the operator and training him
2. Training Operators to do the activity in standard time
1. Time Study for a specified process and Standard Time Setting.




Industrial Engineering Capability Maturity Model (IECMM)
Posted in http://www.xzbu.com/3/view-3385415.htm (22.8.2012)

L1 (Initial stage): Some individuals in the company are implementing IE projects. The results depend on the individual's ability to implement in. In the initial stage, IE process  is unpredictable. 　　

L2 (Repeatable): IE awareness has increased. There is a procedure to implement IE. The new IE project can refer to past experience in similar projects which are planned and managed. Because IE project planning and tracking is stable and is able to repeat the success of previous experience.

L3 (Defined Level): IE  management has been standardized.  Establishment of clear responsibilities for the  IE management is made. The whole enterprise activities undertaken by IE Standard procedure has been documented. In a defined level of enterprise,  IE process and quality can be summarized as "standard and consistent." The process of project activities of either IE or IE management activities are stable and repeatable. 　　

L4 (Managed level): For IE process results and activities, quantitative targets are set. All IE activities and  projects are measured and analyzed and appropriate precautions are taken to maximize benefits. In the management-level,  enterprise IE process and quality can be summarized as "predictable", the process can be measured and controlled within an acceptable range of variation. 　　


L5 (Optimization level): Enterprise is a now in  dynamic self-improvement stage. The entire company is committed to continuous process improvement. At optimization level of the enterprise, the basic characteristics of IE process and quality can be summarized as "continuous improvement."


The model in Chinese Language


工业工程能力成熟度模型（IECMM）
(pronunciation - Gōngyè gōngchéng nénglì chéngshú dù móxíng)

L1（初始级）：企业一般不能提供开展和维持IE活动的稳定的环境，IE项目的实施是临时的，实施的结果依赖于个人的能力。处于初始级，IE过程和产品质量是不可预测的。

Qǐyè yībān bùnéng tígōng kāizhǎn hé wéichí IE huódòng de wěndìng de huánjìng,IE xiàngmù dì shíshī shì línshí de, shíshī de jiéguǒ yīlài yú gèrén de nénglì. Chǔyú chūshǐ jí,IE guòchéng hé chǎnpǐn zhí liàng shì bùkě yùcè de.

　　L2（可重复级）：企业IE意识有了提高，在局部范围内建立了实施IE的规程，新的IE项目可以参考以往类似项目的经验进行策划和管理。因为IE项目的策划和跟踪是稳定的，能重复以前的成功经验，因此处于该级别的企业的IE过程可概况为“有纪律的”。

Qǐyè IE yìshí yǒule tígāo, zài júbù fànwéi nèi jiànlìle shíshī IE de guīchéng, xīn de IE xiàngmù kěyǐ cānkǎo yǐwǎng lèisì xiàngmù dì jīngyàn jìnxíng cèhuà hé guǎnlǐ. Yīnwèi IE xiàngmù dì cèhuà hé gēnzōng shì wěndìng de, néng chóngfù yǐqián de chénggōng jīngyàn, yīncǐ chǔyú gāi jíbié de qǐyè de IE guòchéng kě gàikuàng wèi “yǒu jìlǜ de”.




　　L3（已定义级）：企业IE管理已规范化，有完善的IE管理制度，设立了IE管理机构并明确职责，对IE管理及如何实施IE进行了系统的阐述，整个企业的IE活动的开展的标准过程已文档化。处于已定义级的企业的IE过程和产品质量可概括为“标准的和一致的”，无论是IE项目活动过程还是IE管理活动，都是稳定且可重复的。


Qǐyè IE guǎnlǐ yǐ guīfànhuà, yǒu wánshàn de IE guǎnlǐ zhìdù, shèlìle IE guǎnlǐ jīgòu bìng míngquè zhízé, duì IE guǎnlǐ jí rúhé shíshī IE jìnxíngle xìtǒng de chǎnshù, zhěnggè qǐyè de IE huódòng de kāizhǎn de biāozhǔn guòchéng yǐ wéndàng huà. Chǔyú yǐ dìngyì jí de qǐyè de IE guòchéng hé chǎnpǐn zhí liàng kě gàikuò wèi “biāozhǔn dì hé yīzhì de”, wúlùn shì IE xiàngmù huódòng guòchéng háishì IE guǎnlǐ huódòng, dōu shì wěndìng qiě kě chóngfù de.

　　L4（已管理级）：企业对IE活动的成果以及活动过程，都设置了定量的目标，对IE所有项目的重要活动进行度量，并进行分析及采取相应的预防措施。处于已管理级的企业IE过程和产品质量可概括为“可预测的”，过程是已测量的并能控制在可接受的变化范围内。


Qǐyè duì IE huódòng de chéngguǒ yǐjí huódòng guòchéng, dōu shèzhìle dìngliàng de mùbiāo, duì IE suǒyǒu qǐng mù dì zhòngyào huódòng jìnxíng dùliàng, bìng jìn háng fēnxī jí cǎiqǔ xiāngyìng de yùfáng cuòshī. Chǔyú yǐ guǎnlǐ jí de qǐyè IE guòchéng hé chǎnpǐn zhí liàng kě gàikuò wèi “kě yùcè de”, guòchéng shì yǐ cèliáng de bìng néng kòngzhì zài kě jiēshòu de biànhuà fànwéi nèi.

　　L5（优化级）：企业是一种动态的自我完善的管理，整个企业致力于持续的过程改进。处于优化级的企业，IE过程和产品质量的基本特征可概括为“持续改进”。

Qǐyè shì yī zhǒng dòngtài de zìwǒ wánshàn de guǎnlǐ, zhěnggè qǐyè zhìlì yú chíxù de guòchéng gǎijìn. Chǔyú yōuhuà jí de qǐyè,IE guòchéng hé chǎnpǐn zhí liàng de jīběn tèzhēng kě gàikuò wèi “chíxù gǎijìn”.


References given in the paper

[1]James R.Persse（王世锦，蔡愉祖 译）．CMM实施指南[M].北京：机械工业出版社，2003。
　　[2]邓世专.持续改进——CMM的精髓[EB/OL].北京：计世网（http://www2.ccw.com.cn/01/0119/b/0119b04_1.asp）。
　　[3]韦海英.制造业企业工业工程能力成熟度模型（IE-CMM）研究[D].武汉：华中科技大学，2009。
　　[4] Kim Caputo（于宏光，王家锋 等 译）．CMM实施与软件过程改进[M]．北京：机械工业出版社，2003。
　　[5] 蔺宇，齐二石，史英杰.中国工业工程发展及其在制造业的应用研究[J].天津：科学学与科学技术管理, 2007(4)。
　　[6]李欣.项目管理成熟度模型及其评估方法研究[D].西安：西北工业大学，2004。

Industrial Efficiency Engineering - Japanese - 産業効率エンジニアリング

Engineering an efficient environment that employs or SIMATIC existing controller, the TIA Portal framework for the new controller - SIMATIC STEP 7 version 12

http://www.automation.siemens.com/automation/jp/ja/automation_systems/automation-software/tiaportal/controller-sw-tia-portal/pages/default.aspx



Sangyō kōritsu enjiniaringu  - 産業効率エンジニアリング  - Industrial efficiency engineering






http://www.kpit.com/japan/product-engineering/solutions/engineering-design

http://www.engineer.jp/

Cost Management Accounting

Robin Cooper wrote that Japanese companies maintained cost management accounting system to help them in managing and reducing costs. This is in addition to the traditional cost accounting system whose function was to provide inventory valuation information for financial accounting.

Kaizen costing is one such accounting activity.

Industrial Efficiency Engineering - A more descriptive title for Industrial Engineering

In Japan it was known by that name.


Deloitte - Engineering Efficiency

http://www.deloitte.com/assets/Dcom-UnitedKingdom/Local%20Assets/Documents/Industries/Manufacturing/uk-mfg-engineering-efficiency.pdf


Optimizing Production Operations
http://www.deloitte.com/view/en_GB/uk/industries/manufacturing/optimising-production-operations/index.htm

Deloitte

Plant Network Optimization
http://www.deloitte.com/assets/Dcom-UnitedKingdom/Local%20Assets/Documents/Industries/Manufacturing/uk-mfg-plant-network-optimisation.pdf

Toyota Production System is Just in Time Quality Production System

Toyota Production System can be described as Just in Time Quality Production System

TPS is JITQPS

Quality denotes customer acceptance and zero defects.
A defect in JIT system is very costly. Hence, good amount of effort goes into defect prevention activity in Toyota system.

What is the communication system used for ensuring just in time production. Customer has to inform the supplier what he wants and when he wants.

Shiego Shingo Described the basic principles behind TPS as

TPS – the principle behind the tool: 

“Provide the customer’s (internal and external customer) exact requirement immediately with perfect quality.”
(http://oldleandude.com/2011/01/25/shigeo-shingo%E2%80%99s-revolution/  )






________________________________________________

Came across the interesting blog 27.11.2013

Bruce Hamilton's Blog
http://oldleandude.com/

Blogs recommened by Bruce

_____________

http://www.aleanjourney.com/

http://blog.maskell.com/

http://leanthinkingnetwork.org/2011/11/02/hello-welcome/

http://gotboondoggle.blogspot.in/

http://michelbaudin.com/

http://thinkingpeoplesystem.wordpress.com/

http://www.leanblog.org/

http://jefffuchs.wordpress.com/

http://etmmfg.com/blog
_____________
_____________

combined waterjet and plasma on the same CNC machine

One of the things you might notice after looking at the above list is that waterjet and plasma fit together very nicely, each processes advantages nicely cancelling the other’s disadvantage. So these two cutting processes fit nicely together, giving a machine a very wide range of capabilities for processing almost any material.

But the biggest reason for the waterjet-plasma combination is the cost to produce parts. Many parts produced from steel plate require high precision in some areas, but not on the entire part. If you purchase a waterjet cutting machine, you have to cut the entire part using waterjet. If your competitor down the street buys a waterjet-plasma combo, he could produce the same part for less than half the cost! By combining the speed of plasma with the accuracy of waterjet, you can dramatically reduce the time and cost to cut most typical parts for metal fabrication.

http://www.esab-cutting.com/the-cnc-cutting-blog/waterjet-cutting/why-combine-waterjet-and-plasma-on-the-same-cnc-machine.html

Jig and Fixture Design Manual - Erik Karl Henriksen - 1973 - Book Information

Written for the experienced engineer as well as the student, this comprehensive reference presents the fundamental aspects of jig and fixture design in a readable manner.

http://books.google.co.in/books?id=OX9hspFzRAsC

Chapter 22 Economics of Jigs and Fixtures

Foot Operated Machines - Jigs - Fixtures

FOOT PEDAL OPERATED SHEARING MACHINES
http://www.jawfeng.com.tw/foot-pedal-operated-shearing-machines.html



Foot Operated Sealing Machines
http://www.sevanapackagingsystems.com/foot-operated-sealing-machines-1454558.html


DONA PAPER PLATE MAKING MACHINE: FOOT OPERATED
http://www.indiatoolsonline.com/machines/dona-plate-making-machine/foot-operated-dona-plate-making-machine-detail

A very user friendly foot operated machine, low priced and dedicated to fix hangers as well as hinges for strut backs!
http://www.cassese.com/eng/multifix/cassese_mf10.html

Foot Operated Machine

We offer Foot Operated Machines, which are manufactured for optimum utility. Ideally designed for convenient functioning, these machines are operated by foot-paddles. These machines are generally used for leak proof sealing of aluminum foil bag and paper metalized polyester, multi-laired bag and namkeen pouches.
http://www.inkjetprinter.co.in/foot-operated-machine-690694.html

Pedal Foot Operated Pepsi Machine
http://www.pouchpackingmachines.net/pedal-foot-operated-pepsi-machine--265842.html

Safety foot operated switch Fox
http://www.jokabsafety.com/products/control-devices/safety-foot-operated-switch/

Foot Operated Soap Stamping Machine
http://www.sakunengineers.in/foot-operated-soap-stamping-machine.html

Foot Operated Core Cutting Machine.
http://www.slittcoatengineers.com/foot-operated-core-cutting-machine.htm

Foot Operated Capper
http://www.fillingmachinesindia.com/foot-operated-capper.html
Interesting demonstration video in it. It can be made two handed operation by having two bottles capped in each cycle.

Sangyo Noritsu - Industrial Efficiency in Japan

Nihon Noritsu Kyokai  - Japanese Efficiency Association - Known as Japanese Management Association

Sangyo noritsu kenkyujo - Industrial Efficiency Institute

Sangyo noritsu kenkyujo - Industrial Efficiency Research Institute

noritsu zoshin,  -  “efficiency  increase”

Scientific Management - kagakuteki kanriho

industrial rationalization - sangyo gorika

productivity - seisansei

Human relations - ningen kankei

quality control - hinshitsu tosei

Total quality control - zenshateki hinshitsu kanri

拡がるＩＥ視点  -
http://monoist.atmarkit.co.jp/mn/articles/1104/05/news001.html


Japan IE review magazine
http://www.j-ie.com/ie-review/backnumber/

Lean System Consultancy by H.B.Maynard - Accenture

http://www.hbmaynard.com/ClientArticles/CSUpdate4.asp


Early in 1999, Matthews Bronze and Maynard entered into a partnership. Matthews Bronze had a desire to improve manufacturing productivity and begin a Lean journey through the use of Pull-Through (Lean) Manufacturing techniques.

Matthews has realized the following improvements in the photopolymer operation:

61% increase in throughput
69% reduction in production response time
300% increase in value-added ratio
75% reduction in defective pieces


http://www.hbmaynard.com/CaseStudies/2004/YorkCasket03-31-04.asp

York Caskets to remain competitive  needed to reduce unit costs by 20 to 40 percent. To reach this goal, York partnered with H.B. Maynard and Company, Inc. for assistance in converting the wood casket plant to a Lean Continuous Flow operation.

The strategy recommended by Maynard was to first design a Lean Manufacturing system using sound industrial engineering tools, including value-stream analysis, work method design and work balancing using engineered time standards, and kanban-controlled work flow.

This initiative provided an immediate impact on York’s productivity. Shortly after implementing the changes, York saw a 20 percent reduction in labor hours per casket in the post-finish area. Defects were reduced by 48%. Production response time in the post-finish area was reduced dramatically, from three hours to one hour. In turn, the value added ratio increased from 19 percent to 50 percent.

Lean Production - Toyota System - Womack, Jones, and Roos

Content in Chapter 3

Chapter 3. The Rise of Lean Production

Example of Lean Production

In American Companies, die changes required a full day. The American companies dedicated die presses to each part. To Ohno of Toyota, that was not the solution. He has to stamp all the parts he needed from only few press lines. Hence he decided to decrease the die change time and he went on decreasing the die change time to 3 minutes and he also eliminated the need for die change specialists. The operators only will change the die. In the process he made the unexpected discovery - it actually cost less per part to make small batches of stampings than to run off enormous lots (due to  small setup costs).

Making only a few parts before assembling them into a car cause stamping mistakes to show up instantly. It made the production people more concerned about quality and that eliminated defectives significantly. But to make the system a success, Ohno needed both an extremely skilled and a highly motivated work force. Workers have take the initiative to maintain quality production. Otherwise, the whole factory will come to a halt.

Ohno organized his assembly workers into teams. The teams were given a set of assembly steps, their piece of line and told to work together on how best to perform the necessary operations. They work under a team leader, who would do assembly tasks, as well as coordinate the team and would  fill in for any absent worker. In mass production plans there were foremen and utility workers used to take the place of absentees. Ohno next gave the teams the job of housekeeping, minor tool repair, and quality checking. Finally, he gave them responsibility for process improvement also. This continuous, incremental improvement process, kaizen in Japanese, took place in collaboration with the industrial engineers, who still existed in much small number.

Ohno reasoned that rework at the end of assembly due to finding errors in final inspection is a waste. He wanted even assembly workers to pass on the work only if it is defect free and in case there is a defect which they could not rectify, they can stop the line and take the time to rectify the defect even with the help of other workers. Also, problem solving through 5 Whys methods is also used to avoid recurrence of the problem. In the initial days of this practice, the line was stopped  many times and workers got frustrated, with practice, the stoppages decreased significantly. Today, in Toyota plants,  yields approach 100 percent. That is the line practically never stops.  The extra benefit due to this method was that quality of shipped cars steadily improved. You cannot build quality by inspection, you have to build quality at the production centers only.  Today, Toyota assembly plant have practically no rework areas and perform almost no rework on assembled cars. In contrast, mass-production plants devote 20 percent of plant area and 25 percent of their total hours of final-assembly effort to fixing mistakes. American buyers report that Toyota's vehicles have among the lowest number of defects of any in the world, comparable to the very best of the German luxury car producers, who devote  many hours of assembly effort to rectification.


Chapter 4. Running the Factory

Classic Lean Production - Description of  Toyota Takaoka Plant

Toyota Takaoka plant was started in 1966.

The army of indirect workers so visible in General Motors plant are not there. Practically every workers in the plant is adding value. Toyota believes in face-to-face communication and hence facilities are located close together.  Less than an hour's worth of inventory was next to each worker. The line is well balanced and every worker worked at the same pace. If a defective part was found, worker carefully tagged it and send to quality control area of replacement.  Five why method is followed for every defective piece found.  Every worker has facility to stop the line. But the line is rarely stopped. There is no rework area for the assembled cars. Almost every car was driven direct from the line to the boat or truck.

There were practically no buffer between paint and final assembly. There were no parts warehouses. The work place was harder but there was a sense of purposefulness.

Mass Production versus Lean Comparision

Gross assembly hour per car was only 18 hours in comparison to 40.7 in GM Famingham plant.

Takaoka was almost twice as productive, three times as accurate as Framingham, but uses only 60% space. Its parts inventory was only 2 hours in comparison to 2 days of GM plant. It is a revolution because the change/improvement was in many dimensions. Also, the line can be changed to a new model a few days only.

Getting to Lean

Important organizational features of lean plants are responsible for half of the overall performance difference among plants of the world. The other two are automation and manufacturability.

The truly lean plant has two key organizational features.

It transfers the maxium number of tasks and responsibilities to those workers actually adding value to the car on the line.

It has in place a system for detecting defects that quickly traces  every problem, once discovered, to its ultimate cause.

In a lean plant all information of plant are displayed on andon boards.  Every time something goes wrong in the plant, every employee knows it and any employee who knowns how to help runs to lend a helping hand.

It is the dynamic work team that is at the heart of the lean factory.  To build efficient teams number of steps are necessary.  Firsr workers, who are team members, need to be taught a wide variety of skills. - in fact, alla the jobs in their work group or team so that tasks can be rotated and workers fill in for each other. Apart from production jobs, workers have to acquire many additional skills: simple machine repair, quality checking, housekeeping, and materials-ordering. They need encouragement to think proactively to solve problems before they become serious.

The authors say that workers respond only when they feel management values skilled workers, makes sacrifices to retain them and is willing to delegate responsibility to them.

The tools used in lean production system as covered by various authors on lean system are consolidated in
Lean Production System Tools - Categorization - Industrial Engineering

Taiichi Ohno specially praises and appreciates the role of industrial engineering in making Toyota, a success.
Taiichi Ohno on Industrial Engineering - Toyota Style Industrial Engineering


Explanation of the Toyota Production System by Taiichi Ohno in the book on Toyota Production System - Summary
Toyota Production System - Origin and Development - Taiichi Ohno






Related Reading

http://www.toyotageorgetown.com/gbl.asp

http://www.toyota-global.com/company/history_of_toyota/75years/text/entering_the_automotive_business/chapter1/section4/item2.html

http://www.toyota.de/images/toyota_in_the_world2008_tcm281-893219.pdf

Operation Analysis - Plant Layout Analysis

As the result of detailed methods efficiency analysis, suggestions are likely to be advanced concerning the improvement of plant layout.

The arrangement of machines and other equipment in the best locations for economical manufacturing plays an important part in efficient plant operation.

As the principles of scientific management began to develop,  plant layout also received more
attention. In the course of time, certain principles were developed which were thought to conform with efficient plant operation. The most important of these were briefly as follows:

1. Haw material should come in at one end of the shop, and the finished product should emerge at the other end.

2. Aisles should be provided for transportation purposes and should be kept clear at all times.

3. Like machines should be grouped and arranged in straight lines or orderly rows.

4. Ample space should be provided around each machine for the placement of material.

The general appearance of layouts made in conformance with these principles was pleasing. A sense of orderliness and lack of crowding was attained, and it was felt for some time that work was done efficiently under such conditions.

More detailed studies,  however, have shown that such arrangements are far from satisfactory and that many inefficiencies exist. Material travels farther than necessary; too much valuable floor space is used for storage purposes ; there is a great deal of back travel; military lines cause unnecessary walking and make it impossible to couple machines; finally, too much labor is spent in moving material about. As the result of a
realization of these facts, a new set of principles has been evolved which may be stated as follows:

1. When material is laid aside at the end of one operation, it should be placed in the position at which it may best be picked up for the next operation.

2. The distance that the operator must move to obtain or to lay aside material should be reduced to a minimum.

3. Time spent by a machine making a cut under power feed is idle time as far as the operator is concerned.



These three principles have a profound influence on plant layout. When applied, they usually result in layouts that look as chaotic to the uninformed observer as the original layouts. They are anything but inefficient, however, as can be recognized from the fact that there are no piles of material standing about, that
there is very little material handling as a separate activity, and that one operator is often found to be operating more than one machine.

Types of Plant Layout. 

Process Grouping

Industrial plants are laid out in two different ways. First, all equipment for a given process may be
grouped together; that is, all milling machines may be located in one part of the department, all welding in another, and all assembly work in still another. Process or horizontal grouping has several advantages. Because all operators doing a given class of work are located together, supervision is easier. New workers
can observe experienced operators on similar jobs and can learn by observation. Material for repairs and servicing can be kept accessible in a near-by location. The appearance of a line-up of similar machines is pleasing. These reasons made process grouping popular throughout industry until fairly recent times.

The disadvantages of process grouping, however, became more and more apparent as detailed studies were made. It was seen that material handling would be greatly simplified if the machines and other equipment were placed in the order in which they were to be used in producing a given product. If, for example, a part
was drilled, milled, painted, and assembled, the provision of a drill press, a milling machine, a paint booth, and an assembly bench lined up in order would permit the product to be manufactured with a minimum of handling. Hence, a different type of layout known as " product" or " vertical " grouping was developed.

Product Grouping

Product grouping, of course, was always practiced in plants manufacturing a single standard product. The advantages were so obvious that equipment was arranged in the order in which it was used. In plants manufacturing a variety of products, however, the full possibilities of product grouping developed much
later. Some of these plants had individual products which were manufactured in large quantities. In order to reduce costs, these products were separated from miscellaneous work, usually primarily to set up a separate costing center which might be assigned a lower overhead or burden rate. When a single product was
segregated and the equipment for producing it was set up in a special space, the equipment was arranged in conformance with the flow of material throughout the process or, in other words, product grouping was practiced.

The advantages gained were so striking that the possibilities of segregating other products were quickly sought. Product grouping replaced process grouping wherever possible.

On miscellaneous work, product grouping is impractical, and therefore process grouping must be used. Even in such cases, however, it is possible to make layouts that conform to the three -principles mentioned above to a large extent.


It will be seen, therefore, that although there are two different types of plant layout, the principles of effective layout practice may be achieved with either type.

Collecting Layout Information. 

It is a relatively simple matter to make an efficient layout if the principles to which it should conform are clearly understood and if complete information is available regarding the product and the processes which it must undergo. If information is collected in the proper form, the layout may be said almost to make itself in a number of cases.

For layout purposes, the operation process chart is one of the most valuable tools available.

In approaching a layout study, an operation process chart should first be constructed. If the layout is for a miscellaneous line of work, operation process charts should be constructed for representative jobs. In addition, information should be collected regarding the floor space available, expected yearly and monthly
activity, and possibilities of greater production in the future. Samples of the product in various stages of completion will also be of assistance in visualizing the processes and the material-handling problem involved.

The time required to perform each operation should be care-fully determined. If no time study data are available, time studies should be taken if the operations are being performed, or careful estimates should be prepared. This information is of primary importance, for the allowed time multiplied by the pro-duction desired per day will determine the number of work stations that must be provided for each operation.

When all information has been collected, it should be arranged for convenient use. A floor plan of the available manufacturing space is first laid out to scale on a table, drawing board, or sheet of stiff cardboard. The operation process chart should be placed where it can be studied easily; that is, it should be tacked to the wall in front of the layout table or placed in some other con-venient position. The samples of the product should be lined up in the order of the process and placed where they may be glanced at from time to time.

Finally, all other data should be put in form for convenient reference.

The manner in which this may be done ;  Present- and expected-activity data are first given. Then each operation is considered in order. The number of work stations required is computed and recorded, and any special information that may have a bearing on the process is noted. The floor space occupied by each work station is ascertained and recorded.

Layout Templates. 

During the course of a layout study, many different arrangements of equipment will be considered. There-fore, it is desirable to prepare templates (representing each work station or piece of equipment) which may be shifted about readily as different arrangements are considered.

Templates are made to the same scale as the floor plan. The scale J4 inch = 1 foot is convenient for most layouts. Templates are commonly made from light cardboard or stiff drawing paper. They should represent the total floor space occupied by the equipment under extreme conditions. A milling machine, for example, should be represented with its table extended the maximum distance in each direction, and a screw machine should be shown with the maximum length of bar stock in place.

Sometimes, it may be desirable to show the space around the work station that is occupied by raw and finished material. If so, the space so occupied should be indicated by sectioning or color on the template. Different methods of handling material may be developed during the course of the layout study, and
therefore a distinction should be made between space occupied by equipment, which Is not subject to change, and space occupied by material.

A layout representation should be as clear as possible, for a number of different Individuals will examine it before it Is finally approved. Small models of the equipment placed on a drawing or other representation of the available floor space as shown by Fig. 94 undoubtedly present the clearest understanding of the
layout, but their preparation often consumes more time than is justified by the clearness gained. Photographs of equipment glued to the templates, as shown by Fig. 95, however, are comparatively easy to prepare and will add to the clearness of the layout. If photographs of a suitable size are not available, templates may be colorejl to distinguish among different types of equipment. If a layout when made has to be presented for
approval to executives who are not particularly familiar with the work, the adoption or rejection of the proposed layout may depend upon the clearness with which it is presented.

Making the Layout. 

The floor plan on which the layout is made may be a blank plan showing only the fixed features of the
floor space, such as columns, elevators, and -washrooms; or if only a minor revision is contemplated, it may show the present location of all equipment. If the latter, the present flow of material can be indicated by lines drawn between machines and equipment to show the path followed by material.

The study of a layout is more than a one-man job. One man can collect information and samples and prepare the floor plan and templates. He can study the problem and make the best initial arrangement that he can conceive. In order to get the benefit of suggestions from every possible source, however, he should then call in others and ask for criticism. The plant superintendent will view the problem from one angle, the foreman
in charge of the work from another, and the operators who do the work from still another. Their comments and suggestions should be encouraged, for the resulting layout will be much improved.

When a number of individuals are commenting on a layout, many revisions will be suggested. Tlie layout representation should be such, therefore, that it can be readily changed. At the outset, it may be inadvisable to fasten the templates in position in any way. If they are merely laid on the floor plan, they can be shifted about until a rough approximation of the desired arrangement is obtained. The templates must then be
located carefully with all aisles, material-storage spaces, conveyers, and so on, represented to scale. At this point, it becomes desirable to fasten the templates down in position so that they will not move. Thumbtacks, map pins, brads, staples, or rubber cement may be used. If desired, tacks or map pins with different colored heads may be used to represent different classes of equipment.

A layout bristling with pins is not an easy object to handle. Therefore, rubber cement may be preferable for securing templates to the layout. A small dab of cement should be put on the back of the template and the template stuck in position. While the cement is wet, the template may be slid about as it is being brought into exact position. The cement hardens quickly and will hold the template securely. If, however, it is desired to
remove the template, a slight pull will unstick it. The dried cement on the floor plan and on the template may be rubbed off with the finger, restoring them both to their original condition. In working with templates, a two-dimensional representation is obtained, and there is a tendency to overlook the fact that the actual manufacturing space is three-dimensional. Hence, everything may be placed on the floor while overhead space is unoccupied. This point should be kept in mind while making layouts, for material storage., conveyers, and so on, may often be placed above the floor level.

There is also a tendency to work with standard pieces of equipment and to try to make the process conform to the equipment rather than the equipment to the process. This is particularly true in connection with benches. Standard benches are used, and work is arranged on them as well as possible. Often, this
involves extra travel of material and extra movement of operators. Special benches are not costly, and they will often pay for themselves many times over. Figure 96 shows a portion of a special bench designed for a clock-motor assembly. The bench solved a difficult handling problem and permitted the work to
flow so that when material is laid aside by one operator it is in convenient position for grasping by the next.

When an arrangement is arrived at that seems satisfactory, the flow of material should be indicated to ascertain if the shortest possible movements are called for. Since the layout is always subject to revision, material flow may best be indicated by threads running from work, station to work station. If tacks or pins are used to hold the templates in position, the thread may be run from tack to tack quite easily. If templates are secured by rubber cement, a dab of cement in the proper places will fasten the thread in position.

Figure 97 shows a typical layout representation at the initial stage of the study. Several different products are manufactured, and, hence, different-colored threads are used to show the flow of different products.


When manufacturing is done on different floors, layouts of each floor may be made separately. They may then be shown in their relation to one another by placing them one above the other in a holding rack, as shown by Fig. 98. A rack of this kind occupies considerable space, however; if this is an important consideration, it may be more desirable to attach the layout representation to a wall with hinges. When the layout is not in use, it hangs on the wall, occupying little space, as shown by Fig. 99. When it is needed, any or all floor representations can be swung up in a position for study, as shown by Fig. 100.

Testing the Layout. When a given layout has been made in accordance with the foregoing methods and when it has been reviewed by all who are In a position to offer constructive comment, the layout at this point represents the best arrangement that those who have worked on it can visualize. If the layout has been made for a single product or for a relatively few products, it is probably safe to proceed with the physical arrangement of the equipment. If, however, the layout is designed for a variety of products, it is usually desirable to subject it to a more thorough test before beginning the physical moves.

The method of testing the flow of material by means of colored threads is useful at the initial stages of the layout, but if many different products are involved, the layout eventually becomes covered with a maze of interweaving threads, and it is difficult to recognize the flow of individual items.

A clearer method of testing the flow of materials is to secure a number of copies of the layout reproduced on a small scale. The original layout may be photographed, and a number of 8)4- by 11-inch prints obtained, or the layout may be redrawn to a smaller scale with a minimum amount of detail shown and a number of
blueprints made. Each small-scale reproduction may then be used to show by means of lines the flow of a single item. Since only one item is shown at a time, any backtracking or excessive travel is clearly revealed.

If the machines used in the production of a given part are marked and the number of pieces per hour obtainable from each machine are shown, a very clear understanding of the way the product will move through the layout will be gained, and possible difficulties can be foreseen. For example, assume that a part is
processed on two machines located side by side. If the production per hour is the same for each machine, the part will flow past this point without difficulty: If, however, the first machine produces at the rate of 600 pieces per hour and the second at the rate of 60 pieces per hour, parts are certain to pile up between
the two machines.

With this fact clearly established, the necessary action can be taken to minimize manufacturing difficulties. The recognition of the bottleneck will suggest its elimination by improving the method for the second operation or by providing additional machines. If it cannot be eliminated, then sufficient floor space
must be provided to hold the maximum amount of material that is likely to pile up ahead of the second machine.

Making the Physical Layout. 

When all parts flowing through the layout have been tested individually and all undesirable conditions have been reduced to a minimum, the physical layout can be started with the certainty that it will function reasonably well. At the same time, no matter how carefully a layout may be made on paper, it is quite likely that it will not be perfect. In working with a small scale, distances that require a step or two to cover
are so small that they may be overlooked. A two-dimensional representation does not portray clearly how the actual layout will look, and templates convey only a partial idea of the real nature





of the equipment. For these reasons, it is well to consider the
paper layout as being only tentative and to check it carefully as
the actual layout is made. At least one plant has established
the rule that when new layouts are made or old layouts revised,
no machine or piece of equipment is to be permanently fastened
in position until a few pieces have been manufactured. Most
equipment will operate for a while" even if it is not firmly anchored,
and by testing the layout in actual operation, opportunities for
minor improvements are frequently discovered.

Preserving Layouts. Changing conditions cause more or less
frequent layout revisions. Therefore, the layout representations
should be preserved for future use. Where changes in product
are frequent, as for example, in the automobile industry, layout
representations may be kept set up permanently so that they are
always available for study. In more static industries, the lay-
outs may be placed hi a dustproof container and stored until
wanted. A really clear layout representation takes some time
to prepare, and it is usually more economical to store it than to
make a new one the next time a revision is contemplated.

Full Knol Book - Method Study: Methods Efficiency Engineering - Knol Book

Normal and Maximum Working Areas - Work Place Layout

Figure 69 (Maynard)  is a sketch showing how the normal and maximum working areas for the hands in the horizontal plane are usually determined. In drawing the sketch, it is assumed that the worker is comfortably seated at or standing by his bench or table of proper height. His arms hang naturally from the shoulders. Placing his right hand on the near edge of the table approximately opposite his left side, he can sweep his right hand through the arc AMB. The area included between this arc and the edge of the table is generally said to represent the normal or most comfortable working area for the right hand.

The points along the arc AMB can be reached with a motion of the third class. To reach all other points within the area bounded by the arc, a fourth-class motion must be employed. It requires more time to make a fourth-class motion than it does to make a third-class motion of the same length. Hence, the arc AMB should receive preference when making layouts.

Even when third-class motions can be employed, motions of equal length cannot be made in the same length of time at all points, along the arc AMB. Motions are made most quickly near point A most slowly at point B. When motions must be made much beyond point M in the direction of point B y fatigue increases materially. The closer the hand approaches B } the more unnatural is the position that the arm must assume. In fact, if the elbow rests on the table, the point B cannot be reached at all.



The arc which bounds the maximum working area is traced
by the fingers when the arm, fully extended, is. pivoted about the
shoulder. For the right hand, this is arc CKD in Fig. 69. The
limitations discussed above do not apply to the maximum area.
All points can be reached by fourth-class motions, and motions
can be made as quickly in one section as in another. In posi-
tioning material within "this area, the chief concern should be to
keep the length of the movements at a minimum. If possible,
the section near BD should not be used. Besides involving
maximum travel, it requires a rather awkward and fatiguing
wrist motion to reach material located in bins anywhere except
at point D, or in other words, when the arm is not fully extended.

The above discussion applies equally to the areas used by the
left hand and arm.

In order to confine all motions to the third class, material
should be placed along the paths that the hands normally follow,
or along the arcs FLE and AMB of Fig. 69. The only point at
which the hands can work together without Involving the use of
shoulder motions to -change the position of the arms is the point J.
In reality, this is not a point but a small area, is determined

by the ^rist and finger motions that can be used without moving

the arms. , ,

In the vertical plane, the arc described by the fingers when a third-class movement Is made is the arc AB of Fig. 70, and the arc CD is the maximum arc made employing a fourth-class move- ment. These arcs determine
the efficient placement of
materials in the vertical plane.
When positioning tools that
are suspended above the work
area, care should be taken to
locate them within the sphere
which would be generated if
the arc CD, Fig. 70, were to be
rotated about the body of the
operator as an axis. If no
other equipment or material
interferes, the tools should be

located On the Sphere which
WQU ^ b e generated by similarly

rotating the arc AB ; but in any
case, they should be located so that they can be reached without
the necessity of employing body movements.

Methods Efficiency Engineering Studies - Detailed to Brief

The more detailed the study, "the greater the amount of time required to make it. With any study, the savings effected must equal or exceed the cost of making the study if the expenditure is to be justified from an economic standpoint.

Type A.

Written job analysis using one or more types of process charts and
analysis sheets.
Motion study employing motion pictures.
Motion time study.
Standardization including motion-picture training.
Time study.

Type B

Written job analysis using analysis sheets.
Motion study by analysis and observation.
Standardization including written instructions.
Time study.

Type C
Mental job analysis.
Standardization including verbal instructions.
Time study.

Type D

Written job analysis of class of work using process charts and analysis
sheets for analysis of representative jobs.
Motion study of representative jobs, usually employing motion
pictures to determine best methods.
Standardization including written instructions.
Time study.
Time formula.

Type E

Mental job analysis during general survey of work.
Motion study by analysis and observation during general survey.
Standardization.
Time study.
Time formula.

Type F

Standard data.

Types A, B, and C are applied particularly to individual jobs. Types D and E are applied to classes of work comprised of similar jobs, and type F is applied to either individual jobs or classes of work where quantities are very small.

The kind and the amount of study that are economically justified on any job or class of work are determined by three principal factors, namely, the repetitiveness of the job, the man-machine content, and the expected life of the job.


Source: Operation Analysis, Chapters 4 and 5, Maynard)

Behavioral Aspects of Industrial Engineering

Occasionally, ideas occur which appear to possess advantages to the originator other than those which can be measured in dollars and cents. In presenting suggestions of this nature, advantages and disadvantages should be presented in tabulated form, so that a decision can be quickly made.

Ideas of this kind are more subject to rejection than those which show definite money savings. Perhaps the advantages to be gained are so largely theoretical that a busy man is not able to visualize them, or perhaps the cost of making the change seems to outweigh the intangible benefits that are expected. If a suggestion of this type is rejected after proper presentation, the suggester should drop it and cease to worry about it. Fretting about unadopted ideas occupies the mind when it should be engaged in originating new suggestions and often causes dissatisfaction and reduces efficiency.

The rejection of an idea does not mean that it possesses no merit. It merely indicates that the benefits it offered did not appear to the one who made the decision to be sufficiently important to warrant expending the effort necessary to get them. The decision is made in the light of such factors as present trends, the future business outlook, and the amount of money available for making improvements. In 6 months or a year, the situation may have changed, and the idea may be welcomed and adopted upon re-presentation. If the idea is presented the second time by another individual, the one who first presented it has a natural tendency to feel discouraged. He must ward off this feeling by recognizing that conditions change and that fresh angles of presentation often lead to the adoption of old ideas. The best antidote against discouragement is to go out and discover another idea. Solving problems and originating suggestions bring satisfaction to the type of men who are in supervisory positions and help to make the daily job more interesting.

(Source:  Chapter 2 - Operation Analysis by Maynard)


Updated 22 August 2017, 23 November 2013

Factory - Early Origin - History

In a factory  workers were concentrated under one roof, and subjected to discipline and supervision.


Pollard (1968) in his classic work on the rise of Factory, mentions three large plants, all employing over 500 employees before 1750.  Perhaps the most “modern” of all industries was silk throwing. The silk mills in Derby built by Thomas Lombe in 1718 employed 300 workers and was located in a five-story building. After Lombe’s patent expired, large mills patterned after his were built in other places as well. Equally famous was the Crowley ironworks, established in 1682 in Stourbridge in the midlands (not far from Birmingham) and which employed at its peak 800 employees.

Richard Arkwright’s works in Cromford employed about 300 workers; he also helped found the New Lanark mills in Scotland which employed a workforce of 1600 in 1815 (most of which were indoor). Such huge firms were unusual, perhaps, but by 1800, there were in Britain around 900 cotton-spinning factories, of which a third were “mills” employing over 50 workers and the rest small sheds and workshops, with a handful of workers – though even those by that time were larger than households.


Cyfarthfa ironworks in Wales which employed 1500 men in 1810 and 5,000 in 1830.


The first factory in the United States was begun after George Washington became President. In 1790, SAMUEL SLATER, a cotton spinner's apprentice who left England the year before with the secrets of textile machinery, built a factory from memory to produce spindles of yarn.

The factory had 72 spindles, powered by by nine children pushing foot treadles, soon replaced by water power. Three years later, JOHN AND ARTHUR SHOFIELD, who also came from England, built the first factory to manufacture woolens in Massachusetts.

From these humble beginnings to the time of the Civil War there were over two million spindles in over 1200 cotton factories and 1500 woolen factories in the United States.


http://time.dufe.edu.cn/jingjiwencong/waiwenziliao/pittsburgh.pdf

http://www.ushistory.org/us/25d.asp

Tools and Combination Tools Electronics Assembly

Since the early days of the electronics industry Lindstrom has been the Brand manufacturers chose for high volume work and critical applications. Our RX Series ergonomic cutters were the first designed to fit the tool to the user, and revolutionized the handtool industry, beginning in electronics assembly and aerospace production.

As these industries matured devices shrank in size and increased in complexity and Lindstrom developed new profiles on pliers and cutter types to meet their demands: Ultra-Flush cutters for anti-shock military applications, tapered and relieved cutters to get in between and under tiny components, super-radiused pliers to bend sensitive wire without scratching, and extra-small tip cutters for microscopy. Still, the most valued feature of Lindstrom tools is high quality, from the famous Swedish steel to the attention to detail.

TL 29D tweezers: reverse action gently holds component (special pliers shown).

RX8248 Flush cutters: 45° angled tips, long 18 mm jaws for improved access.

TL 51S-SA-ET tweezers: soft ESD-safe, cleanroom compatible Ergo-Touch grips.
http://www.lindstromtools.us/products/electronics-assembly

http://www.tdiinternational.com/contents/en-us/d861_tdi-precision-handtools.html

Precision Hand Tools used in Electronics Assembly
Typical Applications for TDI Hand Tools:

Electronics, Medical Device, Laser, Microwave and Disk Drive Assembly
Electronic PCB Assembly
Circuit Die and Integrated Circuit Package Assembly
Circuit Board Repair and Rework
Biotech, Biology, Military and Aerospace Electronics Assembly
Surface Mount Rework and Assembly
Labs, R&D, Cleanrooms and ESD Sensitive Applications
Work under a Microscope / Microelectronics
Handling of Small Components, Wafers, Substrates and Wires
Wire and Lead Cutting
Wafer Pick and Place
Holding Parts for Soldering
Precision Electronics Assembly Handtools

Printed Circuit Board / Package

TDI offers the largest selection of ESD Safe static dissipative handtools for critical ESD low voltage applications.



Precision Tweezers for Electronics Assembly & Labs    
TWEEZERS

Offering the highest precision Swiss tweezers for electronics and medical device assembly, laboratories and application specific applications. TDI's Swiss tweezer provide high precision tip symmetry and balance, with polished tip edges and non-scratch anti-glare finish. Lead free.

Metal Tweezers - Swiss Super Alloy, Swiss stainless anti-magnetic, Italian stainless anti-magnetic and industrial grade metal tweezers.

General Purpose Stainless Anti-Magnetic Tweezers

Fiber Tip Tweezers

Cushion Grip Tweezers - ESD Safe

ESD Safe Static Dissipative Tweezers - For the most critical ESD applications (<50V ESD Threshold)

Application Specific Tweezers - Component, flat tip, reverse action, surface mount, tweezer cutters & wafer handling.





VACUUM PICKUP TOOLS

Constant Vacuum Pickup Tools - For In-Line Vacuum Source
For use with in-line vacuum systems. Purchase individual handles, tips & hoses. Ergonomic light weight handles - precision vacuum handling of small parts.

Complete Constant Vacuum Pickup Kits - With Vacuum Pumps
Complete kits include vacuum pumps, handles, hoses and tips.

Portable Vacuum Pickup Wands
Self contained, portable vacuum pickup tools. No batteries or hoses required.

Individual Vacuum Pickup Tool Parts
Vacuum cups, probes, filters for vacuum pickup wand handle, static dissipative vacuum hose, hose adapters and fittings.

WaferPik® Portable
Portable vacuum wafer pickup tool. Piston activated vacuum, no batteries required. Holds 3-12" wafers and fits between 3/16" wafer spacing.

Vacuum Pickup Tools for electronics assembly and labs.

 

Precision Lead Cutters, Pliers and Micro Shears for Electronics Assembly  
WIRE CUTTERS, PLIERS AND SHEARS



Oval Wire Cutters - ESD Safe Cushion Grips

Taper Wire Cutters - ESD Safe Cushion Grips

Angulated Wire Cutters - ESD Safe Cushion Grips

Tip Cutters - ESD Safe Cushion Grips

Pliers - ESD Safe Cushion Grips

Micro Shears - ESD Safe Non-Slip Grips

 

MICRO MINI TOOLS



Diamond Scribes

Micro Probes

Micro Rulers - For use under microscopes.

Micro Pliers - Reverse action, squeeze to open.

Micro Scissors

Micro Spatulas (Oilers) ESD Safe Versions now Available

Pin Vise Tool Handles

Micro Mini Tools, Rulers, Diamond Scribes & Scissors



Precision wire-cutting scissors for electronics assembly.  
SCISSORS



Stainless Steel Scissors

Micro Scissors - Reverse action, squeeze to open.

Ceramic Tip Scissors - Static Dissipative JD Ceramic Tips. Stainless Handles.



INSPECTION / REWORK / OTHER TOOLS

Probes - Stainless steel, conductive PEEK and also with ESD safe / ergonomic cushion grips.

Spatulas - Stainless steel spatulas and micro spatulas (oilers).

Scalpels (Non Surgical) - #1 and #3 handles and interchangeable blades.  Also with ESD safe / ergonomic cushion grips.

Inspection Mirrors - Adjustable stainless steel mirrors.

Component Grabber - 4-prong small parts/component grabber.

Pin Vise Handles - Stainless steel pin vise handles, also with ESD safe / ergonomic cushion grips.

Micro Pliers Stainless steel, reverse action squeeze to open.

Inspecition and circuit board rework handtools



Printed Circuit Board Holders    
PRINTED CIRCUIT BOARD HOLDERS

These circuit board holders are the perfect support for assembly and soldering/desoldering processes of printed circuit boards. The holder can be easily taken apart into single pieces and reassembled in different combinations. Complete with cover protected by ESD safe foam and dividers.

PCB - Printed Circuit Board


TDI LCR SMART TWEEZERS



Inductance (L), capacitance (C) and resistance (R) can be measured with automatic selection of the test parameters and test range.
Convenient one hand operation, can easily be set for right or left hand use via the navigation menu.
Ideal for Surface Mount Devices
Automated Component Identification
Precise Test Leads made in Switzerland.
Portable and Ergonomic Design.
Comes with built in Li-Ion rechargeable battery. Battery replacements are not required.
Universal 110-220V power supply, micro USB charging cord and hard carrying case are included.

http://www.tdiinternational.com/contents/en-us/d861_tdi-precision-handtools.html

Radar Value Engineering

Customer Problem:

A surveillance radar with outdated, proprietary computer hardware and software had limited performance and limited technical refresh capability, with much higher, long term maintenance costs. Use of proprietary systems had also led to decreased reliability, maintainability, and availability, rendering the radar ineffective, and/or inoperable at critical times, resulting in valuable data losses during execution of costly flight and ground test activities.

What INTUITIVE did:

The Value Engineering (VE) Team used the VE methodology to mitigate obsolescence of the signal data processing equipment utilized by the sensors. Efforts identified decommissioned government furnished equipment, which were inexpensively purchased from an alternate government agency and applied toward future builds of radars.

Impact:

The VE Program avoided major and costly redesign and accelerated the production and fielding of new radar units, as well as improved the availability of cost-effective radar components and assemblies resulting in a saving of over $116M.
http://www.irtc-hq.com/projects/value-engineering/


Value Engineering
Theater High Altitude Area Defense (THAAD)
Transmit / Receive Module

Photo of Theater High Altitude Area Defense (THAAD) - Transmit/Receive Integrated Multi-channel Module (T/RIMM) Part of the transmit/receive module of the THAAD radar was a Transmit/Receive Element Assembly (T/REA) type architecture. This technology is costly and outdated. A study was conducted to determine possible alternatives for improved performance and cost reduction of the module. The study determined that the transmit/receive function of the radar could be accomplished at a lower cost through a Transmit/Receive Integrated Multi-channel Module (T/RIMM) architecture developed by Raytheon Electronic Systems.

The T/REA type architecture was replaced with the T/RIMM type architecture on the radar module, greatly reducing the life cycle cost of the THAAD radar.
 
The Government Saved $27.4M Over a 7 - Year Period in Cost Avoidance.
http://www.redstone.army.mil/amrdec/io/VEP_EX2.html

Muda, Muri, Mura - Industrial Engineering and Buddhism Relation - Japan

In Japan, Total Industrial Engineering is defined as eliminating Muda, Muri and Mura.

Without Reason (Muri), Inconsistent (Mura) and a Man Without a Horse (Muda).

There are used even in martial arts training
http://www.budotheory.ca/index.php/budo-theory-book/28-resources/resarticles/59-without-reason-inconsistent-wasteful-muri-mura-muda

The terms are connected to Buddhist philosophy.

Muri is inadequate resources and Muda is waste of resources. When you do a thing without both of them you are doing moderation, the Buddhist philosophy.

Industrial Engineering - Efficiency Improvement in Japan - History

It is an interesting history compiled from the translated versions from Japanese. Some portions have to be still edited for clarity.



　Yoichi Ueno graduated from Tokyo Imperial University psychology subject 1903. However, Ueno who did not like to play with abstract theory, shifted to the study of the application of  psychology. He moved into areas  advertisement psychology, aptitude test and psychology  and gradually shifted to efficiency study.
　Psychology is study of human behavior, and efficiency is the result of human behavior or characteristic of human behavior. Ueno appreciated and like the  scientific administration of Taylor, Taylor died in 1915. Ueno was impressed by  time and motion studies of work of American F.B. Gilbreth. He also followed the achievements of Emerson,Bath, and studied their papers and tried to introduce them  to Nihon Sangyo.

　Ueno helped in the  spread of this scientific administration activity efficiency campaign and also the Efficiency  principles, which Emerson advocated.
　However, Ueno acted as an enlightenment diffuser of this efficiency principles. He acted as management consultant,  author,  teacher, and above all as a  thinker.

　The practice of efficiency was there in Japan for a long time. The practice that hang in Showa in one factor that it adapts in condition and climate of Nihon Sangyo at the time and was able to give effect to from the early days in the Taisho era, and existed. And would it not be thought of Japanese-style efficiency that couldn't help pursuing improvement innovation again and the use? There is bright honor said to be "Ueno of Public" in 3 leaders in efficiency world here.

　Ueno developed in field of industry efficiency after watching an article of way to  study human movement using photograph in an American magazine during university attendance at school in around 1907. With great interest to learn it further, he sent a direct letter to Gilbreth who is the founder of Motion Study. The correspondence continued afterward and deepened friendship deepened. Mrs. Gilbreth was a psychologist and she sent many documents to Ueno, and Ueno made full use of it and published "psychology of person and business efficiency" from that content in 1919. Of course he introduced time and motion studies of work in that.

　Furthermore,  Ueno met  Gilbreth  when Ueno went for European and American inspection on behalf of  the Ministry of Agriculture and Commerce in 1921. During that visit, in a meeting of The Society of Industrial Engineers held in Chicago, Gilbreth let Ueno talk about "efficiency exercise of Japan". , and when what we invited's first honorary member committee Yoichi Ueno from Japan which approved of purpose of this meeting to was powerful at all and was great joy. Ueno continued friendship with Lillian Gilbreth after Gilbreth's death in 1924.

Taylor's ideas were first introduced to Japan in February 1911 with the publication of a book written by Ikeda Toshiro titled "Mueki no tesu O habuku hiketsu" (The Secret of Reducing Futile Labor). The saying is that about a million and half copies of this small booklet or phamplet was bought in Japan. The Japanese industrialists were so eager to know about it. In 1913, the full book, The Principles of Scientific Management, was translated into Japanese by Hoshino Yukinori and was published as Gakujiteki Jigyo Kanriho.

Interest in scientific administration and its founder Frederick Winslow Taylor increased rapidly, when a special feature in the extra edition of the magazine "business world" was brought out by  Jujiro Izeki, chief editor of the magazine.
　
It is a series of things that developed interest in scientific administration, and time and motion studies of Gilbreth and it gave life to the study of industrial efficiency in Japan.

　
http://www.jma.or.jp.e.is.hp.transer.com/activity/series01-03-01.html



Among Taylor’s foreign students were the Japanese. Yukinori Hoshino, a bank director from Osaka, was visiting the United States in 1911, when scientific management was much in the public eye. He sought and received permission to translate one of Taylor’s books, which was published in Japan in 1913. Soon Japanese students, industrialists and educators were making the pilgrimage to Taylor’s estate and touring his showcase companies. Japanese shipyards, cotton mills and government factories launched time studies and other experiments in scientific management.

In 1923 the Mitsubishi Electric Company reached a technical cooperative agreement with Westinghouse to
send people to the United States to learn time-study methods. The delegates from Mitsubishi analyzed
hundreds of the tasks involved in the manufacturing of electric fans and soon were spreading the new techniques throughout Japan. And Taylor’s disciples visited Japan, to lecture, to inspect factories and otherwise to help guide the embryonic movement. In 1961, when Taylor’s son Robert visited Japan, executives of the Toshiba Corporation were enquiring for memetoes of Taylor,  a pencil, a picture, anything that had been associated with his father, "something that Fred Taylor had touched or handled."

Taylor-made(19th-century efficiency expert Frederick Taylor) by Robert Kanigel, The Sciences May 1997 v37 i3 p18(1), pp.1-5.






Ueno was giving lectures in Waseda University administration course, Ueno was  in-house education lectures  by Director of the Lion Toothbrushing main office. When the lecture was completed, he was asked  to study the factory efficiency. He has to wrestle for work improvement of bag filling factory of powder toothbrushes. He was 36-year-old time (1920) in 1920. He studied books in various ways, but he had no practical experience in  real efficiency improvement.

He was not able to sleep the previous night for his first visit to factory. Ueno studied times  by stopwatch for 15 girl workers, changed placement for assembly line, established break for 15 minutes at 10:00 and 3:00, and brought forward  45 minutes closing time  and gave  30 minutes for the lunch break. The actual working hours of the day were shortened by one hour, but  Ueno  succeeded in increasing the amount of production 20% up of the day, area used reduced by  30%, and savings half-finished goods also realized.

And he emphasized that you should distribute profit brought by such an efficiency study into incentives for manager, consumers, worker and efficiency study and suggested.

This  example of Llion Toothbrushing in chart  was in 1921 shown in Osaka "factory administration class" hosted by the chamber of commerce in 1921. This explanation impressed Osaka chamber of commerce vice-president Taichi Nakayama and consultancy assignments in  Sun Temple (club cosmetics), Fukusuke Tabi were undertaken  and enlightenment spread through the results.


These  Osaka consultancies converted Ueno from teacher  of scientific administration to full-scale practitioner of efficiency improvement. This made him  temporary efficiency section manager at the Osaka Mint Bureau and as  duty, he spent  for an average of three days in month from 1925. Understanding and support of Taichi Nakayama in particular are said to have contributed to the practice and study of industrial efficiency of Ueno very much.

The establishment of cooperation society industry efficiency research institute

　Sakae, Shibusawa, Iesato Tokugawa become promoter to deal with labor movement that cooperation party suddenly developed (1919) from the World War I direct next in 1919 and are foundation established as research engine to plan cooperation harmony of the labor and management as super hierarchic engine of semi-governmental management.

　ILO (I.L.O.) was established in (1919) in 1919, and Japan joined to progress of the industrialization promptly in the same year. It is the right in the same year that cooperation society was established.

　"Cooperation" is not to talk about merely things for trying. It is necessary we study way of thinking of scientific administration, and to spread that it is more necessary to think about how we should do to increase and to bend and collect the profit before thinking that we do profit that the labor and management got for note.
Preparation for the industrial efficiency research institute establishment in Cooperation Society was made by  saying that efficiency improvement of factory provides the  base of union-management cooperation. It was suggested that the director be Yoichi Ueno for the efficiency research institute. . Cooperation society pushed forward the proposal for this establishment. The Ministry of Agriculture and Commerce agreed and dispatched Ueno for European and American factory inspection study. On his return, Ueno was appointed as Manager of  Cooperation Society Industry Efficiency Research Institute. In 1922, 39-year-old Ueno took charge of the responsibility.

　We want to add that the institute wasstarted by recognition that efficiency  is the issue of management in corporate management in particular it is an issue related to labor and management.

　However, with the Great Kanto Earthquake of 1923, this would be closed, but  it was succeeded by Nihon Sangyo Efficiency Research Institute in cooperation hall in 1925.  Ueno did study, publication, lecture, class, consultation, diagnosis about efficiency and training and education with the activity contents afterwards.


Start of Japanese efficiency alliance society

　In  Osaka, Kanagawa, Hamamatsu, Aichi, Ehime, Hyogo, Manchurian, and  Tokyo efficiency meetings for the study have taken place and associations for the purpose of efficiency study and the practice have been established in each place. Ueno  had contributed to the establishment directly or indirectly.

　It was intended to start Japan efficiency alliance society to make nationwide coalition of these groups to increase of our country's industry efficiency.

 Publication of  monthly "industry efficiency" was planned.
　In addition, in 1929, they we attended scientific management international Committee meet (CIOS) as representative of alliance society globally and also they organized United States industry inspection team by invitation of the Taylor association headquarters in 1930 and play an active part as the head inside and out, They planned to bring out  "efficiency handbook" for scientific administration for Japan which plans publication of "the tailor complete works" after returning home, and based on Japanese circumstances in publication, It took seven years to publish it in 1941, but it was an  extremely valuable document in history of management efficiency in Japan.  Takuo Godou, Okiie Yamashita sent preface to this "efficiency handbook".

In March 1942,  the Japan Management Association (JMA) was established as an organization to promote that concept, based on IE and other management methods.
　
However, Ueno established Japanese efficiency school in the ground of Todoroki, Tokyo in April of the year and then started current industrial efficiency junior college, forerunner of industry efficiency University. The Japan Management Association  had as chairperson Takuo Godou, and as  President Kakuzo Morikawa. But Ueno participated in this organization as Counselor.

Incarnation of original efficiency concept

　In 1935, Ueno launched monthly magazine called "ochibo" from Nihon Sangyo efficiency research institute,
　And later industrial efficiency theory, basics of business administration are developed in this.

(1) What kind of thing is efficiency?
　Efficiency means using rational methods for  achieving a purpose. If means (resources) is too bigger than purpose, "it is waste" and "is unreasonableness" if too small.

(2) Wrong efficiency concept
　It is not efficiency not thing forcing effort without aim with efficiency to do most even more. Efficiency is thing which should be accomplished not thing which you should increase, and only this is principle not principles as much as possible. (not clear. Needs to changed)

(3) As for the idea of efficiency, the origin is the same as Orient-like religion morality
　Without "unreasonableness,"  and  without "waste".  In other words, basic principle of efficiency accords with teaching of moderation by  Buddha and Confucius.

(4) Scientific administration is method to discover way (as standard equipment) of the inside, and to enforce this
　It is efficiency to show the "equities" in 100%, and everything (financial resources) discovers the "equities", and study to clarify (process) in process is scientific administration. (Not clear needs to be changed)

(5) There are three in order to perform scientific  administration for efficiency
　The first stage: Plan……Make standard
　The second stage: Enforcement……Carry out
　The third stage: Control……Control enforcement in light of standard

(6) 3mu - Conquer  "unreasonableness",  "waste" and "irregularity" with efficiency study. That pursuit discovers right way.

http://www.jma.or.jp.e.is.hp.transer.com/activity/series01-03-03.html



Approach and efficiency way to Orient thought

　Ueno connected way of thinking of  Taylor with Buddhism and Confucianism.

　Scientific administration discovers fairmess. "Efficiency way" or fairness is Buddhist doctrine. In monthly "ochibo," number of articles appeared to promote the "efficiency way" to improve the simple ratuio (Ratio of out put/in put).

　The essence of Buddhist doctrine  - It is efficiency when you  "omit waste, and  remove unreasonableness, and protect moderation, and walk moderation".

Postwar Ueno and creativity development

　 Kiyoshi Asai, Okiie Yamashita, and Yoichi Ueno would take office as personnel affairs officials as the later National Personnel Authority to reform Japanese public employee system on request from Japanese Government as postwar activity fundamentally in 1946, but the results of Ueno more than 40 years were 64 years old with thing evaluated from both the United States and Japanese Government at this time.

　We contributed to efficiency school resumption (1946) in Japan, the establishment (1950) of industrial efficiency junior college, organization (1949) of federation of all-Japan efficiency, the establishment (1951) of Japan management consultant society, and there was efficiency activity in level of tentative completion because of the important post, but Ueno has begun to wrestle for problem new once again afterwards.

　It is about 1955. It published general enlightenment book and technical book by "development of originality" in sequence, but it was the last interval of Ueno that approached "what human being was", and, "science for solution to the problem," theme called creativity development was answer more.

　Ueno died at the age of  74-years  in October, 1957.

http://www.jma.or.jp.e.is.hp.transer.com/activity/series01-03-04.html

http://www.jma.or.jp.e.is.hp.transer.com/activity/series-01.html

(It is an interesting history compiled from the translated versions from Japanese. Some portions have to be still edited for clarity.)

Good description of spread of Scientific management in Japan was in the book
Distortion in the Study of Japanese Modern and Contemporary Economic History Pp. 75
Google book link http://books.google.co.in/books?id=RNycyM_xjDYC

Another description of efficiency movement in Japan
Management, Education and Competitiveness: Europe, Japan and the United States, Pp. 102-103
Google Book Link - http://books.google.co.in/books?id=PQYLQxgG_UQC

Ford Methods and Ford Shops - Book 1914 - Important Points

The first systematizer found that the Ford en-Bloc four cylinders casting traveled no less than 4000 feet in the course of finishing, a distance subsequently reduced to about 334 feet.  (p.38)

Missionary labors of Mr. Taylor and his disciples (p.39)  Ford shops are doing an unguessed cost-reducing service in showing how closely even the larger of small machine tools may be placed with no loss of per-hour efficiency. (p.39)

Visitors cannot find in the Ford shops any examples of orlhodox machine-tool placing  in generic  groups, lathes together in one place, drilling machines, willing milling  and planing machines each in a group by themselves. (p.39)

Brazing furnaces are in the natural production line of travel. (p.40)

In three days one has to become a first class moulder (p.41)

Henry Ford  "We must all live. If a man can make himself of any use at all, put him on, give him his
chance and if he tries to do the right thing we can find a living  for him anyway,"

This Ford labor policy must have given hope, most valuable of all human possessions. to many and many a despairing brain.

Next the shortage  chaser makes his 8.30 am report at the checker's office by 

writing  the same on his checker's office blackboard, 40 inches wide by 40 inches high, with 59 lines for writing  in chalk. (p.66)

The Ford en bloc four-cylinder casting form is very far from being a simple 

affair either in the foundry or in the machine shop.  
The cylinders receive twenty one inspections and gaugings in the course of finishing. The machining is so carefully conducted that less than one half of 1 per centof the cylinders are spoiled in machining. Somewhere about 8 per cent of the 
cylinders moulded are lost in the foundry.  

Should the fault be due to any workman's act, he is of course, duly informed and his faulty practice changed. (p.76)

Ford Cylinder Machining Operations (Pp.77-84)

The machine inspectors, one or more in each nmchinc-shop component-production department, move from one machine to another and note work in progress. There are about one hundred and twenty day
machine inspectors and about one hundred night machine inspectors. The machine inspector notes any fault in any operation in progress, and may either correct faulty tool-setting himself, or may call the department-foreman's attention to the fault, or may order a change of tools or may call a tool-setter to remedy a fault. Machine inspectors enough are placed in each department to cover all operations in that department at frequent interval, so that no faulty operation shall proceed for any great length of time. The
office of the machine inspector is highly  important and his powers are large and are exercised at discretion. (p.98)


In  Septcmber, 1913, the Ford car chassis assembling occupied 600 feet length of floor apace, and required 14 hours of one man's time to assemble one chassis standing still in one place while being assembled.

April 29.1914,with the chasis chain-driven while assembling, 1,212 Ford chassis were assembled on three parallel elevated-rail assembling lines, by 2,080 hours of labor, giving one chassis assembled for each 93
minutes of labor, as compared with 840 minutes of labor in September.
1013.

The stationery chassis too 600 feet in length.
floor space, while on moving chassis lines took only 300 foot long.

As for Ford motor assembling. In October, 1913, 9,900 labor hours were required to assemble 1,000 motors in one day, which gives 9 hours 54 minutes = 594 minutes for each motor assembled.  May 4, 1914,
l,003 motors, chain-driven on rails, were assembled with 3,976 labor hours, or '?38,500 minutes = 238,560 = 237 minutes and 52 seconds time for each motor-assembly completed, a saving of 356 minutes 8 seconds = 5 hours and 56 minutes per motor. In other words, more than 2 and half  motors were assembled  May 4, 1914, in the time it took to assemble 1 motor in the month of October, 1913, when the motor assembly was made by first-class American mechanics, working in what was believed by the Ford engineers in the ninth of October, 1913, to be the very best  manner possible.

The Ford shops are now making equally surprising gains by the installation of component-carrying  slides, or ways, on which components in process of finishing  slide by gravity  from the hand of one operation-performing Workman to the hand of the next operator.

All of this Ford practice is of great importance to manufacturers at large, because the Ford engineers assert that these improved methods of handling work by slide:, of moving assembles in progress, and of minutely dividing assembling operations, can be applied to any and all small-machine manufacturing, with very large reductions of labor-cost. (p.103)


The Ford engineers are now moving over 500 machine tools in the Highland Park shops, and are having a large number of new machine tools constructed, many of them showing striking novelties of design, in order to take full advantage of the new things they themselves have learned in the last ten or twelve months. (p.104)

The new Ford method of finishing the cylinder bores of small gas engines by a rolling process,  gives an excellent interior cylinder surface.  This method cylinder bore finishing costs but very little and is believed
to produce results far superior to those obtained by the  very best cylinder grinding practice and  at a small fraction of cylinder-bore grinding costs (p.104)


Piston and connecting-rod assembling, changed within the  last two montsh 14 men assemble 4000 pistons and connecting rods in 8 hour-day. Earlier 28 men were employed. No change whatever in the tools used, and in the ultimate operations performed (105 - how - is it motion study).

Finally the motor-assembling foreman analyzed the time with the stop-watch and found that 4 hours out of the 9-hour day were spent in walking — that is to say, in body movements of each assembler made by moving his feet.  He changed the operation and surrendered 14 men.

The old process and new process were explained in details (Pp.108 to 110)

Ford engineers are making efforts to bring the work at such a height that the workman can either stand or sit erect, any stoop being now well known to cause a marked reduction in the worker's output. (p. 111)

Previous to the installation of this moving magneto-assembling line, the Ford fly-wheel magneto had been a one-man assembly, each work- man on this job doing all the assembling of one fly-wheel magneto and
turning out from 35 to 40 completed assemblies per 9-hour day. The work was done by experienced men, but was not so uniformly satisfactory- as was desired, and was costly as a matter of course.

Forty assemblies per 9-hour day, best time for one-man work gives nearly 20 minutes time to each one.

The moving-assembly line was placed in work with 29 men, splitting the one-man operation into 29 operations, the 29 men began turning out 132 magneto assemblies per hour, or 1188 per 9-hour day,
one man's time producing one fly-wheel magneto assembly in 13 minutes 10 seconds, a saving of nearly 7 minutes time on each assembly, or more than  one-third of the best one-man time. (p. 112)

After improvements on March 1, 1914, 18 men assembled 1,175 magnetos in 8 hours in around 7 minutes of a man's time. After some time 14 men assembled 1,335 magnetos.

January 1. 1913, axle assembling, 150 minutes 

January 1, 1914, axle assembling, , 66 and half minutes. 

July 13, 1914. axle assembling, , 26 and half minutes 

https://archive.org/stream/fordmethodsandf00faurgoog/fordmethodsandf00faurgoog_djvu.txt