A special study of Caribbean Countries.
https://books.google.co.in/books?id=pY_GAAAAQBAJ&printsec=frontcover#v=onepage&q&f=false
https://books.google.co.in/books?id=pY_GAAAAQBAJ&printsec=frontcover#v=onepage&q&f=false
Friday, September 30, 2016
Thursday, September 29, 2016
Productivity Education - A Proposal for a Framework
International Conference On Applied Economics – ICOAE 2010 523
THE LINK BETWEEN EDUCATION AND PRODUCTIVITY: THE EMPLOYERS’ PERSPECTIVE
MARIA ELIOPHOTOU MENON
Abstract
The paper investigates the views of employers in Cyprus regarding the effect of education on productivity in their organisation.
Information was collected through in-depth interviews with 26 individuals who represented different types of employers (public sector institutions, semi-government institutions, small and large private organisations, and key stakeholders). The majority of respondents did not perceive a strong link between education and productivity, nor did they consider the type of education received to have an impact on productivity, expressing views that are consistent with the screening model. Participants identified the problems which limit the positive effect of education on productivity at their organisations, and offered suggestions on overcoming these problems.
Does education raise productivity, or just reflect it?
*
Arnaud Chevalier (University College Dublin & CEE), Colm Harmon (University College Dublin & CEPR) and Ian Walker (University of Warwick, IFS & CEE)
Version 1.01 14 November 2002
Abstract
This paper attempts to implement, using a variety of UK datasets, a number of suggestions from the existing literature for empirically discriminating between the human capital and signalling/screening explanations of the observed correlation between education and wages. Most of these tests are based on the idea that screening is more important in some sectors than others. Although we have
reservations about the power of the tests used we find little support for signalling/screening ideas in these tests. Finally, we exploit a little used distinction between the two theories, based on the response of individuals to a change in the education incentives for some people of the education distribution, to provide a more definitive test and find that the data in the UK appears to strongly support the human capital explanation.
http://cep.lse.ac.uk/events/conferences/cee/walker.pdf
My idea is to present a model having three components
Productivity knowledge
Productivity attitude (Favorable attitude towards productivity improvement process and productivity improvement)
Productivity behavior (actions that implement productivity improving practices, that develop productivity improvement processes, actions that analyse productivity of resources using current methods of analysis, actions that develop new methods of analysis, actions that conduct training in productivity management, actions that celebrate productivity improvements, etc)
Productivity education has to be productivity learning. The learning has to result in change of behavior. It has to result in new behavior that enhances productivity. But negative attitudes toward productivity will become barriers. Hence productivity education needs to focus on attitude development. So productivity knowledge must have a component that provides inputs that help in formation of favorable attitudes about productivity improvement. I need to develop my thoughts further and publish it as a paper in an industrial engineering journal. I am posting it here to get some opinions and comments.
Updated 2 October 2016, 26 Feb 2015
Sunday, September 11, 2016
Human Behavior Analysis Associated with Industrial Engineering Projects
Industrial engineering projects has implications for operators and also the systems they improve are man machine systems. Hence, unless the cooperation of operators is obtained, the system improvement will not take place. It means, industrial engineers have to analyse the expected behavior from operators, their supervisors and engineers toward the new proposed systems and take adequate steps to get favorable reaction.
The following questions are to be asked by them or analysed by them. They have to take the help of Organization Behavior specialists, Human Resource Managers and Industrial Relations experts in this regard.
1. Who are the people affected by the proposed new system? What type of employees are they?
2. What has been their feeling toward changes in the past? How will the traditions of their group be
affected by the proposal?
3. Who are the leaders of the group involved? What will be their reaction? How can they be sold on the proposal?
4. What is the immediate supervisor's probable reaction? Are his ideas incorporated in the proposal?
How can he be brought into the plan so that he feels favorably toward it? Can he be given the
major credit for the plan?
5. What is the attitude of the union toward such a proposal? How is the union contract involved?
6. Will the proposal require that men be laid off or demoted? Can satisfactory transfers be arranged?
7. Will wage rates and incentive rates be fairly adjusted as part of the change? Will men be asked
to take more responsibility or do more work without extra compensation? Will men be asked to work
against their own interests?
8. How will the proposal affect persons in other departments in the plant? What will be their reaction?
9. Will the proposal take all the responsibility and skill away from certain jobs? If so, will present employees lose prestige with their fellow workers? Will it be possible to keep present employees satisfied under the new conditions?
10. Have the workers involved had ample opportunity to express their views regarding improvements
included in the proposal? Have their ideas been given honest consideration and credit?
11. Do employees trust the data of the industrial engineers? Are they convinced performance standards are fairly set?
12. How are lines of promotion affected by the proposal? Will some workers be cut out of advancement they have worked toward under the present setup?
13. What kind of appeal would be most successful in getting acceptance from the workers? Who
should introduce and sell the plan to them?
14. What is the proper timing for introducing the proposed plan? Are the workers or supervisors temporarily upset about something? When should the plan be installed?
15. What are the long-time human relations effects of the proposal?
Reference
Industrial Engineering and Human
By M. T. DAVIS
Engineering and Science Monthly
February 1944
pp. 14 - 15
Operator Productivity Improvement Using Appropriate Hand Tools
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.
Hand tool manufacturers are continuously developing new hand tools and power tools that give more productivity. Motion study specialists and human effort engineers have to monitor developments in hand tools and power tools to do engineering economic analysis and acquire them for the organization as early as possible.
Combination tools save the time of releasing and picking the tools.
Read some of the claims made by tool manufacturers regarding productivity improvement possibility.
High Performance Tools for Carpet Cleaning
http://www.cfrcorp.com/docs/CFR108_Tools_fin.qrk.pdf
High Tension Hacksaw
https://www.milwaukeetool.com/press-releases/milwaukee-extends-hand-tool-line-with-high-tension-hacksaw
High Productivity Tools from Damar International
http://www.ainsmag.co.uk/powpr/4611da1a_wright_hand_tools.htm
Industrial engineers can also design hand tools. Their familiarity with number of hand tools will provide them with concepts to make more productive hand tools.
Information on more productivity improving hand tools welcome.
Combination tools save the time of releasing and picking the tools.
Read some of the claims made by tool manufacturers regarding productivity improvement possibility.
High Performance Tools for Carpet Cleaning
http://www.cfrcorp.com/docs/CFR108_Tools_fin.qrk.pdf
High Tension Hacksaw
https://www.milwaukeetool.com/press-releases/milwaukee-extends-hand-tool-line-with-high-tension-hacksaw
High Productivity Tools from Damar International
http://www.ainsmag.co.uk/powpr/4611da1a_wright_hand_tools.htm
Industrial engineers can also design hand tools. Their familiarity with number of hand tools will provide them with concepts to make more productive hand tools.
Information on more productivity improving hand tools welcome.
Guidelines for Layout around the Workstation
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.
Guidelines for Layout around the Workstation to Increase Productivity of Operator Motions
The guidelines are based on principles of motion economy only.
(1) Both hands have to be utilized for productive work. If similar work is being done by each hand, there should be a separate bins for supply of materials or parts for each hand.
(2) If the eyes are used to select material, as far as possible the material should be kept in an area where the eyes can locate it without there being any need to turn the head.
(3) Use semi-circular arrangements as hands can move over semicircle only in sitting position.
(4) Provide comfortable seating Design the workplace using anthropometric data.
(5) Use appropriate bins depending on the shape of components and make it easy for the operators to pick up or slide the components.
accommodate material.
(6) Hand tools should be picked up with the least possible disturbance to the rhythm and symmetry of movements. As far as possible the operator should be able to pick up or put down a tool as the hand moves from one part of the work to the next, without making a special movement.
(7) As curved movements take less time compared to straight line movements and reversals, tools should be placed on the arc of movements, but they have to be away from the path of movement of material or components from bin to the work place.
(8) Tools should be easy to pick up and replace; as far as possible they should have an automatic return, or they should be at the place close to the location of the next piece of material to
be moved so that tool can be released and the material can be picked up.
(9) Finished work should be:
(a) dropped down a hole or a chute using a foot movement.
(b) dropped through a chute, as the hand making the first motion of the next cycle;
(c) put in a container placed so that hand movements are kept to a minimum;
(d) placed in a container in such a way that the next operative can pick it up easily.
(Industrial engineers have to learn the design of delivery chutes for components)
(10) Always look into the possibility of using pedals or knee-operated levers for locking or indexing devices on fixtures or devices for disposing of finished work.
(Industrial engineers have to learn the design of foot operated pedals and the mechanisms that transfer the motion to the workholding devices to release the component.)
The guidelines are based on principles of motion economy only.
(1) Both hands have to be utilized for productive work. If similar work is being done by each hand, there should be a separate bins for supply of materials or parts for each hand.
(2) If the eyes are used to select material, as far as possible the material should be kept in an area where the eyes can locate it without there being any need to turn the head.
(3) Use semi-circular arrangements as hands can move over semicircle only in sitting position.
(4) Provide comfortable seating Design the workplace using anthropometric data.
(5) Use appropriate bins depending on the shape of components and make it easy for the operators to pick up or slide the components.
accommodate material.
(6) Hand tools should be picked up with the least possible disturbance to the rhythm and symmetry of movements. As far as possible the operator should be able to pick up or put down a tool as the hand moves from one part of the work to the next, without making a special movement.
(7) As curved movements take less time compared to straight line movements and reversals, tools should be placed on the arc of movements, but they have to be away from the path of movement of material or components from bin to the work place.
(8) Tools should be easy to pick up and replace; as far as possible they should have an automatic return, or they should be at the place close to the location of the next piece of material to
be moved so that tool can be released and the material can be picked up.
(9) Finished work should be:
(a) dropped down a hole or a chute using a foot movement.
(b) dropped through a chute, as the hand making the first motion of the next cycle;
(c) put in a container placed so that hand movements are kept to a minimum;
(d) placed in a container in such a way that the next operative can pick it up easily.
(Industrial engineers have to learn the design of delivery chutes for components)
(10) Always look into the possibility of using pedals or knee-operated levers for locking or indexing devices on fixtures or devices for disposing of finished work.
(Industrial engineers have to learn the design of foot operated pedals and the mechanisms that transfer the motion to the workholding devices to release the component.)
Expert and Novice Performance in an Industrial Engineering - Book Information
https://books.google.co.in/books?id=FjUzaviHYoEC
Industrial Engineers work in many areas in engineering organizations
Manufacturing
Material handling
Maintenance
Product Design
Product packing
Stores and Material Handling in Stores
Inspection and Testing
Supply Chain - Implementing industrial engineering in all supply chain partner organizations
Construction
Airconditioning and other utilities
Captive powerplants
Monday, September 5, 2016
Lathe Machine - Productivity - Efficiency Improvement
How to Increase Machining Efficiency through Machine Monitoring
A manufacturer that is distinctive for its attention to in-cycle machining productivity describes its efforts to obtain efficiency improvements outside of the machining cycle. The shop’s primary tool is a simple, daily, graphical recap that illustrates when each machine tool was and was not making parts.
2/1/2016 Modern Machine Shop, Peter Zelinski , Senior Editor
http://www.mmsonline.com/articles/how-to-increase-machining-efficiency-through-machine-monitoring
Improving CNC Machine Shop Efficiency and Productivity
[March 16, 2015]
http://advancedprecisionmachine.com/advanced-precision-machining-blog/improving-cnc-machine-shop-efficiency-and-productivity/
http://www.productionmachining.com/articles/monitoring-improves-machine-up-time-and-shop-efficiency
Innovative Techniques of Enegy-effeciency in Machining
Vivek Kumar*, Ayush Gupta*, Ishu Aggarwal* and Yatheshth Anand**
*Student, School of Mechanical Engineering, SMVDU.
** School of Mechanical Engineering, SMVDU.
Katra, Jammu, INDIA
Mechanical Engineering, SMVDU.
2014
http://www.ripublication.com/iraer-spl/iraerv4n3spl_15.pdf
Investigation on Automation of Lathe Machine
Prakash N. Parmar1, Prof. N. C. Mehta2, Prof. Manish V. Trivedi3
1Student of M.E. (CAD/CAM),
2Head of Department, Professor3, Department of Mechanical Engineering, Noble Engineering
College, Junagadh, Gujarat, INDIA.
International Journal of Emerging Technology and Advanced Engineering
Volume 4, Issue 5, May 2014)
EFFECTS OF VARYING JOB PARAMETERS ON RELEASE TIME
USING LATHE MACHINE
T. I. OGEDENGBE, Department of Mechanical Engineering, The Federal University of Technology Akure, Nigeria,
B. KAREEM, Department of Mechanical Engineering, The Federal University of Technology Akure, Nigeria,
O. O. OJO, Department of Mechanical Engineering, The Federal University of Technology Akure, Nigeria,
International Journal of Engineering Innovation and Management 3 (2013)
Implementing a Preventive Maintenance Planning Model on an Ageing and Deteriorating
Production System
Richa Chouhan, Dr. Manoj Kumar Gaur†and Rohit Tripathi
HCTL Open Int. J. of Technology Innovations and Research
Volume 4, July 2013
Development of a new machining setup for energy efficient turning process
Conference Paper · April 2013
https://www.researchgate.net/publication/261224667_Development_of_a_new_machining_setup_for_energy_efficient_turning_process
Ten tips on improving productivity in Machine Shops.
Jul 05, 2008
http://www.teccarbidetools.com/tectools-blog/bid/4596/Ten-tips-on-improving-productivity-in-Machine-Shops
Improving energy efficiency of machine tools
T. Holkup 1, J. Vyroubal 1, J. Smolik 1
1 Research Center for Manufacturing Technology (RCMT), Czech Technical University in Prague,
Czech Republic
http://www.gcsm.eu/Papers/53/4.1_79.pdf
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