INDUSTRIAL ENGINEERING is redesign (engineering) of Products, Facilities and Processes for Productivity increase.
Productivity Management Imperative for USA - McKinsey. Returning US productivity to its long-term trend of 2.2 percent annual growth would add $10 trillion in cumulative GDP over the next ten years (2023 - 2030).
Productivity Management Imperative for USA - McKinsey. Returning US productivity to its long-term trend of 2.2 percent annual growth would add $10 trillion in cumulative GDP over the next ten years (2023 - 2030).
INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. E-Book FREE Download.
This book has many topics relevant to the subject introduction to industrial engineering. Value analysis, and optimization are two areas that are to be added. (Comment in 2015).
Pearson New International Edition:
Pearson Education, Limited, Nov 1, 2013 - 744 pages
https://books.google.co.in/books/about/Work_Systems_Pearson_New_International_E.html?id=h41MngEACAAJ
https://bookshop.pearson.de/technology-engineering-agriculture/technology-general-issues/technical-design/work-systems-pearson-new-international-edition.html
Chapter 1 INTRODUCTION
1.1 The Nature of Work
1.2 Work System Defined
1.3 Types of Occupations
1.4 Productivity
1.5 Organization of the book
Chapter 2 MANUAL WORK AND WORKER-MACHINE SYSTEMS
2.1 Manual Work Systems
2.2 Worker-Machine Systems
2.3 Automated Work Systems
2.4 Determining Worker and Machine Requirements
2.5 Machine Clusters
Chapter 3 WORK FLOW, BATCH PROCESSING, AND WORK CELLS
3.1 Sequential Operations and Work Flow
3.2 Batch Processing
3.3 Defects in Sequential Operations and Batch Processing
3.4 Work Cells and Worker Teams
Chapter 4 MANUAL ASSEMBLY LINES
4.1 Fundamentals of Manual Assembly Lines
4.2 Analysis of Single Model Assembly Lines
4.3 Line Balancing Algorithms
4.4 Other Considerations in Assembly Line Design
4.5 Alternative Assembly Systems
Chapter 5 LOGISTICS OPERATIONS
5.1 Introduction to Logistics
5.2 Transportation Operations
5.3 Material Handling
5.4 Quantitative Analysis of Material Handling Operations
Work Systems - 2013 - Mikell P. Groover - Important points of the chapters
Work System Defined
As a physical entity, a work system is a system consisting of humans, information, and equipment designed to perform useful work
As a field of professional practice, work systems include:
Work methods - analysis and design of tasks and jobs involving human work activity
Work measurement – analysis of a task to determine the time that should be allowed to perform the task
Jobs and Occupations
Four broad categories that reflect the work content and job function:
1. Production workers - make products
2. Logistics workers - move materials, products, or people
3. Service – provide a service, apply existing information and knowledge, communicate
4. Knowledge workers - create new knowledge, solve problems, manage
Productivity
Productivity is the level of output of a given process relative to the level of input
Process can refer to
Individual production or service operations
Productivity is an important metric in work systems because Improving productivity is the means by
which worker compensation can be increased without increasing the costs of products and services they produce
Factors Impact on Productivity
Labor itself does not contribute much to improving productivity
More important factors beside Labor: Capital - substitution of machines for
human labor
Technology - fundamental change in the way some activity or function is accomplished
Important to recognize important gains in productivity are more likely to be made
By the introduction of capital and technology in a work process
Than by attempting to get more work in less time out of the workers
Productive Work Content
A given task performed by a worker can be considered to consist of
Basic productive work content
Theoretical minimum amount of work required to accomplish the task
Excess nonproductive activities
Extra physical and mental actions of worker
Do not add value to the task
Do not facilitate the productive work content
Take time
Excess Nonproductive Activities Can be classified into three categories:
Excess activities due to poor design of product or service
Excess activities caused by inefficient methods, poor workplace layout, and
interruptions
Excessive activities cause by the human factor
Poor Design of Product or Service
Products with more parts than necessary, causing excess assembly time
Product proliferation
Frequent design changes
Waste of materials
Quality standards too stringent
Inefficient Methods, Layout, Etc.
Inefficient layout that increases material handling activities
Inefficient workplace layout that increases hand, arm, and body motions
Methods that include unnecessary work elements that waste time
Frequent equipment breakdowns
Workers waiting for work
The Human Factor
Absenteeism
Tardiness
Workers deliberately working slowly
Inadequate training of workers
Industrial accidents caused by human error
Hazardous materials that cause occupational illnesses
Work Systems: The Methods, Measurement and Management of Work
Mikell P. GrooverPearson New International Edition:
Pearson Education, Limited, Nov 1, 2013 - 744 pages
For sophomore or junior-level courses in industrial engineering. This book provides up-to-date, quantitative coverage of work systems and how work is analyzed and designed. Thorough, broad-based coverage addresses nearly all of the traditional topics of industrial engineering that relate to work systems and work science. The author's quantitative approach summarizes many aspects of work systems, operations analysis, and work measurement using mathematical equations and quantitative examples.
https://books.google.co.in/books/about/Work_Systems_Pearson_New_International_E.html?id=h41MngEACAAJ
https://bookshop.pearson.de/technology-engineering-agriculture/technology-general-issues/technical-design/work-systems-pearson-new-international-edition.html
Table of Contents
Chapter 1 INTRODUCTION
1.1 The Nature of Work
1.2 Work System Defined
1.3 Types of Occupations
1.4 Productivity
1.5 Organization of the book
Part I Work Systems and How They Work
Chapter 2 MANUAL WORK AND WORKER-MACHINE SYSTEMS
2.1 Manual Work Systems
2.2 Worker-Machine Systems
2.3 Automated Work Systems
2.4 Determining Worker and Machine Requirements
2.5 Machine Clusters
Chapter 3 WORK FLOW, BATCH PROCESSING, AND WORK CELLS
3.1 Sequential Operations and Work Flow
3.2 Batch Processing
3.3 Defects in Sequential Operations and Batch Processing
3.4 Work Cells and Worker Teams
Chapter 4 MANUAL ASSEMBLY LINES
4.1 Fundamentals of Manual Assembly Lines
4.2 Analysis of Single Model Assembly Lines
4.3 Line Balancing Algorithms
4.4 Other Considerations in Assembly Line Design
4.5 Alternative Assembly Systems
Chapter 5 LOGISTICS OPERATIONS
5.1 Introduction to Logistics
5.2 Transportation Operations
5.3 Material Handling
5.4 Quantitative Analysis of Material Handling Operations
https://www.slideshare.net/MuhammadImran294/ ch05-logistics
Chapter 6 SERVICE OPERATIONS AND OFFICE WORK
6.1 Service Operations
6.2 Office Work
Chapter 6 SERVICE OPERATIONS AND OFFICE WORK
6.1 Service Operations
6.2 Office Work
https://www.slideshare.net/MuhammadImran294/ ch06-service-operations
Chapter 7 PROJECTS AND PROJECT MANAGEMENT
7.1 Projects
7.2 Project Management
7.3 Project Scheduling Techniques
7.4 Project Crashing
7.5 Software for Projects
Chapter 7 PROJECTS AND PROJECT MANAGEMENT
7.1 Projects
7.2 Project Management
7.3 Project Scheduling Techniques
7.4 Project Crashing
7.5 Software for Projects
https://slideplayer.com/slide/ 7969803/
Chapter 8 INTRODUCTION TO METHODS ENGINEERING AND OPERATIONS ANALYSIS
8.1 Evolution and Scope of Methods Engineering
8.2 How to Apply Methods Engineering
8.3 Basic Data Collection and Analysis Techniques
8.4 Methods Engineering and Automation
Part II Methods Engineering and Layout Planning
Chapter 8 INTRODUCTION TO METHODS ENGINEERING AND OPERATIONS ANALYSIS
8.1 Evolution and Scope of Methods Engineering
8.2 How to Apply Methods Engineering
8.3 Basic Data Collection and Analysis Techniques
8.4 Methods Engineering and Automation
https://slideplayer.com/slide/ 13127598/ chapter 8
Chapter 9 CHARTING AND DIAGRAMMING TECHNIQUES FOR OPERATIONS ANALYSIS
9.1 Overview of Charting and Diagramming Techniques
9.2 Network Diagrams
9.3 Traditional Industrial Engineering Charts and Diagrams
9.4 Block Diagrams and Process Maps
Chapter 9 CHARTING AND DIAGRAMMING TECHNIQUES FOR OPERATIONS ANALYSIS
9.1 Overview of Charting and Diagramming Techniques
9.2 Network Diagrams
9.3 Traditional Industrial Engineering Charts and Diagrams
9.4 Block Diagrams and Process Maps
https://slideplayer.com/slide/ 5663857/ Chapter 9
https://slideplayer.com/slide/ 11278263/ Supplement material to Ch 9.
Chapter 10 MOTION STUDY AND WORK DESIGN
10.1 Basic Motion Elements and Work Analysis
10.2 Principles of Motion Economy and Work Design
Chapter 11 FACILITY LAYOUT PLANNING AND DESIGN
11.1 Types of Production Plant Layouts
11.2 Other Types of Layouts
11.3 Systematic Layout Planning
Part III Time Study and Work Measurement
Chapter 12 INTRODUCTION TO WORK MEASUREMENT
12.1 Time Standards and How They Are Determined
12.2 Prerequisites for Valid Time Standards
12.3 Allowances in Time Standards
12.4 Accuracy, Precision, and Application Speed Ratio in Work Measurement
Chapter 13 DIRECT TIME STUDY
13.1 Direct Time Study Procedure
13.2 Number of Work Cycles to be Timed
13.3 Performance Rating
13.4 Time Study Equipment
Chapter 14 PREDETERMINED MOTION TIME SYSTEMS
14.1 Overview of Predetermined Motion Time Systems
14.2 Methods-Time Measurement (MTM)
14.3 Maynard Operation Sequence Technique (MOST)
Chapter 15 STANDARD DATA SYSTEMS
15.1 Using a Standard Data System
15.2 Developing a Standard Data System
15.3 Work Element Classifications in Standard Data Systems
15.4 Analysis of Machine-Controlled Element Times
15.5 SDS Advantages and Disadvantages
Chapter 16 WORK SAMPLING
16.1 How Work Sampling Works
16.2 Statistical Basis of Work Sampling
16.3 Application Issues in Work Sampling
Chapter 17 COMPUTERIZED WORK MEASUREMENT AND STANDARDS MAINTENANCE
17.1 Computer Systems for Direct Time Study and Work Sampling
17.2 Computerized Systems Based on Predetermined Motion Times and Standard Data
17.3 Work Measurement Based on Expert Systems
17.4 Maintenance of Time Standards
Chapter 18 THE ECONOMICS AND APPLICATIONS OF TIME STANDARDS
18.1 Economic Justification of Work Measurement
18.2 Applications of Time Standards and Time Study
Chapter 19 LEARNING CURVES
19.1 Learning Curve Theory
19.2 Why the Learning Curve Occurs
19.3 Estimating or Determining the Learning Rate
19.4 Factors Affecting the Learning Curve
19.5 Learning Curve Applications
19.6 Time Standards Versus the Learning Curve
Chapter 20 LEAN PRODUCTION
20.1 Elimination of Waste in Production
20.2 Just-In-Time Production
20.3 Autonomation
20.4 Worker Involvement
Chapter 21 SIX SIGMA AND OTHER QUALITY PROGRAMS
21.1 Overview and Statistical Basis of Six Sigma
21.2 The Six Sigma DMAIC Procedure
21.3 Other Quality Programs
Chapter 22 INTRODUCTION TO ERGONOMICS AND HUMAN FACTORS
22.1 Overview of Ergonomics
22.2 Human-Machine Systems
22.3 Topic Areas in Ergonomics
Chapter 23 PHYSICAL ERGONOMICS: WORK PHYSIOLOGY AND ANTHROPOMETRY
23.1 Human Physiology
23.2 Muscular Effort and Work Physiology
23.3 Anthropometry
Chapter 24 COGNITIVE ERGONOMICS: THE HUMAN SENSORY SYSTEM AND INFORMATION PROCESSING
24.1 The Human Sensory System
24.2 Perception
24.3 Attention Resources
24.4 Memory
24.5 Response Selection and Execution
24.6 Common Cognitive Tasks
24.7 Design Guidelines for Cognitive Work
Chapter 25 THE PHYSICAL WORK ENVIRONMENT
25.1 The Visual Environment and Lighting
25.2 The Auditory Environment and Noise
25.3 Climate Control in the Work Environment
Chapter 26 OCCUPATIONAL SAFETY AND HEALTH
26.1 Industrial Accidents and Injuries
26.2 Occupational Disorders and Diseases
26.3 Occupational Safety Health Laws and Agencies
26.4 Safety and Health Performance Metrics
Chapter 27 WORK ORGANIZATION
27.1 Organization Principles
27.2 Organization Structures
Chapter 28 WORKER MOTIVATION AND THE SOCIAL ORGANIZATION AT WORK
28.1 Motivation and Job Satisfaction
28.2 The Social Organization at Work
Chapter 29 JOB EVALUATION AND PERFORMANCE APPRAISAL
29.1 Job Evaluation
29.2 Performance Appraisal
Chapter 30 COMPENSATION SYSTEMS
30.1 Overview of Compensation Systems
30.2 Time-Base Pay Systems
30.3 Direct Wage Incentive Systems
30.4 Gain Sharing
30.5 Profit Sharing
Appendix: Statistical Tables
Chapter 10 MOTION STUDY AND WORK DESIGN
10.1 Basic Motion Elements and Work Analysis
10.2 Principles of Motion Economy and Work Design
Chapter 11 FACILITY LAYOUT PLANNING AND DESIGN
11.1 Types of Production Plant Layouts
11.2 Other Types of Layouts
11.3 Systematic Layout Planning
Part III Time Study and Work Measurement
Chapter 12 INTRODUCTION TO WORK MEASUREMENT
12.1 Time Standards and How They Are Determined
12.2 Prerequisites for Valid Time Standards
12.3 Allowances in Time Standards
12.4 Accuracy, Precision, and Application Speed Ratio in Work Measurement
Chapter 13 DIRECT TIME STUDY
13.1 Direct Time Study Procedure
13.2 Number of Work Cycles to be Timed
13.3 Performance Rating
13.4 Time Study Equipment
Chapter 14 PREDETERMINED MOTION TIME SYSTEMS
14.1 Overview of Predetermined Motion Time Systems
14.2 Methods-Time Measurement (MTM)
14.3 Maynard Operation Sequence Technique (MOST)
Chapter 15 STANDARD DATA SYSTEMS
15.1 Using a Standard Data System
15.2 Developing a Standard Data System
15.3 Work Element Classifications in Standard Data Systems
15.4 Analysis of Machine-Controlled Element Times
15.5 SDS Advantages and Disadvantages
Chapter 16 WORK SAMPLING
16.1 How Work Sampling Works
16.2 Statistical Basis of Work Sampling
16.3 Application Issues in Work Sampling
Chapter 17 COMPUTERIZED WORK MEASUREMENT AND STANDARDS MAINTENANCE
17.1 Computer Systems for Direct Time Study and Work Sampling
17.2 Computerized Systems Based on Predetermined Motion Times and Standard Data
17.3 Work Measurement Based on Expert Systems
17.4 Maintenance of Time Standards
Chapter 18 THE ECONOMICS AND APPLICATIONS OF TIME STANDARDS
18.1 Economic Justification of Work Measurement
18.2 Applications of Time Standards and Time Study
Chapter 19 LEARNING CURVES
19.1 Learning Curve Theory
19.2 Why the Learning Curve Occurs
19.3 Estimating or Determining the Learning Rate
19.4 Factors Affecting the Learning Curve
19.5 Learning Curve Applications
19.6 Time Standards Versus the Learning Curve
PART IV New Approaches in Process Improvement and Work Management
Chapter 20 LEAN PRODUCTION
20.1 Elimination of Waste in Production
20.2 Just-In-Time Production
20.3 Autonomation
20.4 Worker Involvement
Chapter 21 SIX SIGMA AND OTHER QUALITY PROGRAMS
21.1 Overview and Statistical Basis of Six Sigma
21.2 The Six Sigma DMAIC Procedure
21.3 Other Quality Programs
Part V Ergonomics and Human Factors in the Workplace
Chapter 22 INTRODUCTION TO ERGONOMICS AND HUMAN FACTORS
22.1 Overview of Ergonomics
22.2 Human-Machine Systems
22.3 Topic Areas in Ergonomics
Chapter 23 PHYSICAL ERGONOMICS: WORK PHYSIOLOGY AND ANTHROPOMETRY
23.1 Human Physiology
23.2 Muscular Effort and Work Physiology
23.3 Anthropometry
Chapter 24 COGNITIVE ERGONOMICS: THE HUMAN SENSORY SYSTEM AND INFORMATION PROCESSING
24.1 The Human Sensory System
24.2 Perception
24.3 Attention Resources
24.4 Memory
24.5 Response Selection and Execution
24.6 Common Cognitive Tasks
24.7 Design Guidelines for Cognitive Work
Chapter 25 THE PHYSICAL WORK ENVIRONMENT
25.1 The Visual Environment and Lighting
25.2 The Auditory Environment and Noise
25.3 Climate Control in the Work Environment
Chapter 26 OCCUPATIONAL SAFETY AND HEALTH
26.1 Industrial Accidents and Injuries
26.2 Occupational Disorders and Diseases
26.3 Occupational Safety Health Laws and Agencies
26.4 Safety and Health Performance Metrics
Part VI Traditional Topics in Work Management
Chapter 27 WORK ORGANIZATION
27.1 Organization Principles
27.2 Organization Structures
Chapter 28 WORKER MOTIVATION AND THE SOCIAL ORGANIZATION AT WORK
28.1 Motivation and Job Satisfaction
28.2 The Social Organization at Work
Chapter 29 JOB EVALUATION AND PERFORMANCE APPRAISAL
29.1 Job Evaluation
29.2 Performance Appraisal
Chapter 30 COMPENSATION SYSTEMS
30.1 Overview of Compensation Systems
30.2 Time-Base Pay Systems
30.3 Direct Wage Incentive Systems
30.4 Gain Sharing
30.5 Profit Sharing
Appendix: Statistical Tables
Work Systems - 2013 - Mikell P. Groover - Important points of the chapters
Work System Defined
As a physical entity, a work system is a system consisting of humans, information, and equipment designed to perform useful work
As a field of professional practice, work systems include:
Work methods - analysis and design of tasks and jobs involving human work activity
Work measurement – analysis of a task to determine the time that should be allowed to perform the task
Jobs and Occupations
Four broad categories that reflect the work content and job function:
1. Production workers - make products
2. Logistics workers - move materials, products, or people
3. Service – provide a service, apply existing information and knowledge, communicate
4. Knowledge workers - create new knowledge, solve problems, manage
Productivity
Productivity is the level of output of a given process relative to the level of input
Process can refer to
Individual production or service operations
Productivity is an important metric in work systems because Improving productivity is the means by
which worker compensation can be increased without increasing the costs of products and services they produce
Factors Impact on Productivity
Labor itself does not contribute much to improving productivity
More important factors beside Labor: Capital - substitution of machines for
human labor
Technology - fundamental change in the way some activity or function is accomplished
Important to recognize important gains in productivity are more likely to be made
By the introduction of capital and technology in a work process
Than by attempting to get more work in less time out of the workers
Productive Work Content
A given task performed by a worker can be considered to consist of
Basic productive work content
Theoretical minimum amount of work required to accomplish the task
Excess nonproductive activities
Extra physical and mental actions of worker
Do not add value to the task
Do not facilitate the productive work content
Take time
Excess Nonproductive Activities Can be classified into three categories:
Excess activities due to poor design of product or service
Excess activities caused by inefficient methods, poor workplace layout, and
interruptions
Excessive activities cause by the human factor
Poor Design of Product or Service
Products with more parts than necessary, causing excess assembly time
Product proliferation
Frequent design changes
Waste of materials
Quality standards too stringent
Inefficient Methods, Layout, Etc.
Inefficient layout that increases material handling activities
Inefficient workplace layout that increases hand, arm, and body motions
Methods that include unnecessary work elements that waste time
Frequent equipment breakdowns
Workers waiting for work
The Human Factor
Absenteeism
Tardiness
Workers deliberately working slowly
Inadequate training of workers
Industrial accidents caused by human error
Hazardous materials that cause occupational illnesses
https://bookshop.pearson.de/technology-engineering-agriculture/technology-general-issues/technical-design/work-systems-pearson-new-international-edition.html
Updated on 6.4.2022, 8 November 2020, 24 August 2019, 5 July 2015
It has got good contents. Needs to be promoted.
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