Productivity Management - Research

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


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

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

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


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






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

Principles of Industrial Engineering

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

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

Presentation Video on YouTube

Presentation in the IISE 2017 Pittsburgh, USA Annual Conference

IISE 2017 Annual Conference Papers


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

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

Productivity Management

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


22 May 11.00  - 12.20 am

Chair: Mario Beruvides, Texas Tech University
Presentations

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

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

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

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


Productivity Management 2

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



Chair: Brian Mitchell, Szent Istvan University
Presentations

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

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

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

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


Productivity Management 3

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



Chair: Gary Gress, University of Calgary
Presentations

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

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

Presentation Video
___________________

___________________

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


Updated on 30 May 2019, 17 June 2017

Introduction to Work Study - ILO - Kanawaty - Book Chapters Information and Important Points

Part One. Productivity, Work Study and The Human Factor

1. Productivity and the Quality of Life

2. Work Study and Productivity

3. Work Study - The Approach

Part Two. Method Study

Part Three. Selected Production Management Techniques

Part Four. Work Measurement

Part Five. From Analysis to Synthesis

28. Combining Methods and Tasks: New Forms of Work Organization

• 1. Method Study and Work Measurement: Basic Tools for Job Design
• *Definitions for element, task, position, job given in some book. Even though job card is popular term, the job in that term is not monthly job. It is only the task to be completed in a specified limited time.
• 2. Design of Individual Work Roles
• 3. Design of Group Work in Production
• 4. Design of Product Oriented Organizations
• 5. Design of Enterprise Oriented Organizations
• 6. Criteria for Good Work Organization: Some Concluding Remarks

Part Six. Appendices

June - Industrial Engineering Knowledge Revision Plan with Links

A New Initiative started in May 2019

Industrial Engineering ONLINE Course 

Modules

• Introduction to Industrial Engineering
• Contribution of Taylor, Gilbreth, Emerson, Maynard, Barnes, Shigeo Shingo
• Productivity Science
• Productivity Engineering - 
• Product Industrial Engineering, 
• Process Industrial Engineering
• IE Economic Analysis
• IEOR
• IE Statistics - Six Sigma Optimization
• Human Effort Industrial Engineering
• IE Measurements
• Productivity Management
• Applied Industrial Engineering 
• Industrial Engineering 4.0
• Industrial Engineering Case Studies 

Industrial Engineering - Introduction to  Basic Principles and Techniques

Industrial engineering converts technical products and processes created by pure engineers and managers into commercially viable products and thereby creates industries - manufacturing/engineering service concerns that satisfy the needs of the people and make profit for the organizations. On an ongoing basis industrial engineering improves the profits of the organization by eliminating wastes and reducing cost through minimizing resource use.

Industrial engineering is system efficiency engineering and human effort engineering.

IE helps in creating new industries and prosperous industries.
IE makes enterprises rich. IE makes employees rich. IE makes societies rich.

#Industrialengineering   Twitterhashtag  popular

June First Week, 1 to 5 - 2016

June First Week - IE Knowledge Revision
http://nraoiekc.blogspot.com/2016/05/june-first-week-ie-knowledge-revision.html

1 June
Industrial Engineering Introduction
http://nraomtr.blogspot.com/2011/12/industrial-engineering-introduction.html

Industrial engineering Principles, Methods Tools and Techniques
https://nraoiekc.blogspot.com/2012/03/industrial-engineering-principles.html


2 June
Functions and Focus Areas of Industrial Engineering
https://nraoiekc.blogspot.com/2017/07/functions-of-industrial-engineering.html

Pioneering Efforts of Taylor, Gilbreth and Emerson
http://nraomtr.blogspot.com/2011/12/pioneering-efforts-of-taylor-gilbreth.html

3 June
Motion Study - Human Effort Engineering
http://nraomtr.blogspot.com/2011/12/motion-study-human-effort-engineering.html
Ergonomics - Introduction
http://nraomtr.blogspot.com/2011/12/ergonomics-introduction.html


4 June
Industrial Engineering Data and Measurements
https://nraoiekc.blogspot.com/2019/05/industrial-engineering-data-and.html

Work Measurement
http://nraomtr.blogspot.com/2011/12/work-measurement.html



5 June

Process Industrial Engineering
https://nraoiekc.blogspot.com/2017/02/process-industrial-engineering.html

Product Design Efficiency Engineering
http://nraomtr.blogspot.com/2011/12/product-design-efficiency-engineering.html

June 2 Week, 8 to 12

http://nraoiekc.blogspot.com/2016/05/june-second-week-ie-knowledge-revision.html

8 June
Plant Layout - Efficiency
http://nraomtr.blogspot.com/2011/11/plant-layout-efficiency.html
Value Engineering - Introduction
http://nraomtr.blogspot.com/2011/12/value-engineering-introduction.html


9 June
Statistical Quality Control – Industrial Engineering
http://nraomtr.blogspot.com/2011/12/statistical-quality-control-industrial.html
Inspection Methods Efficiency Engineering
http://nraomtr.blogspot.com/2011/12/inspection-methods-efficiency.html

10 June
Operations Research - An Efficiency Improvement Tool for Industrial Engineers
http://nraomtr.blogspot.com/2011/12/operations-research-efficiency.html
Engineering Economics is an Efficiency Improvement Tool for Industrial Engineers
http://nraomtr.blogspot.com/2011/12/engineering-economics-is-efficiency.html


11 June
Industrial Engineering and Scientific Management in Japan
http://nraoiekc.blogspot.com/2012/03/industrial-engineering-and-scientific.html
Shigeo Shingo - The Japanese Industrial Engineer
http://nraomtr.blogspot.com/2011/12/shigeo-shingo-japanese-industrial.html

12 June
System Engineering Process and Its Management
http://nraomtr.blogspot.com/2011/12/system-engineering-process-and-its.html
Systems Improvement Process
http://nraomtr.blogspot.com/2014/07/system-improvement-process.html


June 3 week, 15 to 19


15 June
Systems Installation - Installing Proposed Methods
http://nraomtr.blogspot.com/2011/12/systems-installation-installing.html
Productivity, Safety, Comfort, and Operator Health Management
http://nraomtr.blogspot.com/2011/12/productivity-safety-comfort-and.html


16 June
Organizing for Industrial Engineering: Historical Evolution of Thinking
http://nraomtr.blogspot.com/2011/12/organizing-for-industrial-engineering.html
Current Research in IE
http://nraomtr.blogspot.com/2011/12/current-research-in-ie.html


17
Managing Change in Improvement Projects - Comfort Zone to Comfort Zone
http://nraomtr.blogspot.com/2011/12/managing-change-in-improvement-projects.html
Supply Chain Cost Reduction
http://nraomtr.blogspot.com/2011/11/supply-chain-cost-reduction.html

18
Total Improvement Management
http://nraomtr.blogspot.com/2011/11/total-improvement-management.html
Total Industrial Engineering - H. Yamashina
http://nraomtr.blogspot.com/2011/11/total-industrial-engineering-h.html


19
Industrial Engineering Economics - Important Component of Industrial Engineering
http://nraoiekc.blogspot.com/2016/05/industrial-engineering-economics.html
Time Value of Money - Time Value of Money Calculations
http://nraomtr.blogspot.com/2011/11/time-value-of-money.html

June 22 to 26


22
Cash Flow Estimation for Expenditure Proposals - Depreciation and Other Related Issues
http://nraomtr.blogspot.com/2011/12/cash-flow-estimation-for-expenditure.html
Required Rate of Return - Cost of Capital  - Required Rate of Return for Investment or Expenditure Proposal..
http://nraomtr.blogspot.com/2011/12/required-rate-of-return-cost-of-capital.html


23
NPV - IRR and Other Summary Project Assessment Measures
http://nraomtr.blogspot.com/2011/12/npv-irr-and-other-summary-project.html
Income Expansion Projects - Cost Reduction Projects - Replacement Decisons
http://nraomtr.blogspot.com/2011/12/income-expansion-projects.html

24
Present-Worth Comparisons
http://nraomtr.blogspot.com/2011/11/present-worth-comparisons.html
Rate-of-Return Calculations
http://nraomtr.blogspot.com/2011/11/rate-of-return-calculations.html

25
Equivalent Annual-Worth Comparisons
http://nraomtr.blogspot.com/2011/11/equivalent-annual-worth-comparisons.html
Expected Values and Risk of Project Revenues and Costs
http://nraomtr.blogspot.com/2011/12/expected-values-and-risk-of-project.html

26
Structural Analysis of Alternatives
Engineering Economic Analysis - Subject Update - Recent Case Studies

June Month Birthdays - Management Scholars and Professors



IE Techniques to be Revised

Principles of Industrial Engineering/Scientific Management by Taylor
Twelve Principles of Efficiency - Harrington Emerson
Motion study - Principles of Motion Economy, Motion Study
Ergonomics - Application of knowledge of anatomy, physiology, and bio mechanics and findings of experiments on actual working situations
Work Measurement
Methods Efficiency Engineering - Operation Analysis (Maynard) - Application of Engineering Technology
Product Design Efficiency Engineering (Value Engineering) - Application of Engineering Technology
Plant Layout - Material and Man Movement Analysis and Optimization
Application of Statistics in Industrial Engineering - Six Sigma, SPC, SPC, Forecasting
Operations Research - Application of Mathematical Modelling and Optimization in Technology Processes (Product and Process), Business Processes and Managerial Processes.
Engineering Economics - Economic Analysis of Engineering Projects - Income Enhancing Projects as well as Cost Reduction Projects - It evaluates and improves capital productivity both long term as well as short term
Innovations in Industrial Engineering by Shigeo Shingo - SMED and Poka Yoke
Lean Systems Industrial Engineering - Toyota Production System


One Year Industrial Engineering Knowledge Revision Plan

January - February - March - April - May - June

July - August - September - October - November - December

In months after June the articles prescribed have to be modified as a new scheme is started in 2015.


Industrial Engineering - Introduction to  Basic Principles and Techniques - June (28 article are included so far)

Scientific Management of Taylor  (July 17 articles)

12 Principles of Efficiency by Harrington Emerson

Motion Study

Operation Analysis - Method Study - Methods Efficiency Engineering (August 25 articles)

Work Measurement 

Value Engineering

Ergonomics

Mathematics and Optimization

Application of Statistics for Cost Reduction and Productivity Improvement

Engineering Economics

Business Process Improvement

Management Process Improvement

Productivity Management and Improvement (20 articles)

Lean Systems (December 20 articles)



Industrial Engineering Social Media Pages

FaceBook Page Industrial Engineering:  https://www.facebook.com/Industrial-Engineering-144339218927635/ 

FaceBook Community: Management and Industrial Engineering: https://www.facebook.com/groups/729408370418752/

FaceBook IISE Community:  https://www.facebook.com/groups/IIEnet/

Updated 25 May 2019  2 June 2018, 5 June 2017,  29 May 2016, 26 May 2016, 16 Feb 2016

Machine Utilization - Efficiency - Productivity - Improvement - Information Board and Bibliography

May 2019

Payback of under 12 months for Productivity Investment 

PlantRun OEE Systems are very cost effective with current users reporting typical payback of under 12 months.
https://plantrun.com/oee-systems.html

February 2019

Turning Process

Possible Defects - Design Rules - Cost Drivers
https://www.custompartnet.com/wu/turning


Milling Process
Possible Defects - Design Rules - Cost Drivers
https://www.custompartnet.com/wu/milling

AMP for Machine Performance Evaluation and Improvement
Advanced Manufacturing Media
__________________


__________________



Mazak iSMART Factory Initiative Spreads to Japan Plant
July 13, 2017 by Mazak Corp. - Press Release

The next-generation iSMART Factory

These next-generation factories use advanced manufacturing cells and systems together with full digital integration to achieve free-flow data sharing in terms of process control and operation monitoring. In the Mazak iSMART Factory, the MTConnect  open communications protocol works with process support software and provides connectivity and the capability to monitor and then harvest data from all the different production floor machines, cells, devices and processes.


Mazak reports that the firm experienced double-digit increases in productivity and machine utilization in each facility immediately after the implementation of digital process monitoring through MTConnect and Mazak's SmartBox technology.” For the Oguchi Mazak iSMART Factory, the MTConnect open protocol allows the plant to use its own in-house cyber monitoring software. This software then works conjunction with Mazak’s Smooth Monitoring software so the plant can monitor operations and optimize production efficiency.
http://advancedmanufacturing.org/mazak-ismart-factory-initiative-spreads-japan-plant/

Mazak, Merlin, MT Connect
2015

MTConnect is an open-source, royalty- free manufacturing protocol that easily connects devices and systems from different suppliers to capture and share information in a common format, such as XML. By establishing an open and extensible channel of communication for plug-and-play interconnectivity between devices, equipment, and systems, MTConnect allows sources to exchange and understand each other’s data. Many key machine manufacturers support the protocol. This raw data is to be read and analyzed to turn it into more actionable information using additional software that translates the machine data into graphic reports including dashboards that provide information on the current performance of cells, departments, and overall plants and the targets. These comparisons can be done for smaller and smaller periods so that fabricators/production shops react and solve problems early to be on target.

The benefits of implementing these analytics include:


Productivity problems can be identified fast—accelerating resolution.
Plant-wide productivity typically increases by 10 to 50 percent.
Dashboard metrics can be available for everyone on the shop floor to see.

Merlin is  an industrial Internet platform for monitoring machines and equipment. Merlin is designed to monitor every machine in a shop--CNC machines, non-CNC machines, fabrication centers, and manual processes—providing information tied together in a production process manufacturing execution system.

Merlin uses various protocols (MTConnect, FANUC, Focas2, OPC, to name a few) to access relevant signals and monitors all machines and equipment in a plant.

Merlin using MTConnect is installed at Mazak Corp.’s machine tool manufacturing facility in Florence, Ky. The company employs about 750 people has a facility of about 800,000 sq. ft with a variety of machines and equipment  including laser cutting, press brake bending, welding, finishing, and equipment for other fabrication processes. It produces turning centers, multitasking machines, and vertical machining centers, including 5-axis models.



The Kentucky iSMART Factory  provides  high quality and reliable products through its Production-On-Demand practice. The comprehensive machine monitoring system provides secure reporting for shop floor and the plant-wide communication provides truly powerful results. The claims that
simply making basic dashboards visible on the shop floor increased productivity by roughly 20 percent. Machines that are stopped, waiting for materials or programs, are color-coded red on the dashboards and the entire plant comes to know of them. So, there are more responsive actions in the entire plant to make them work again as early as possible. Machine monitoring delivers instantaneous, automatic, and timed proactive e-mail and text alerts to minimize downtime. Detailed analyses of downtime root causes point to areas requiring more operator training. Identification and removal of unnecessary optional stops helps recover lost production time.

Benefits of implementing MTConnect and Merlin at Mazak included a 42 percent improvement in machine utilization.
http://www.canadianmetalworking.com/article/management/entering-a-new-information-age-for-machine-utilization

Tradeoff between Machine Utilization and Inventory

Should machine be idle or inventory stagnate.

Economics will decide the right decision. But what the Japanese have done is there optimized an alternative strategy. The alternative strategy of low inventory was optimized by reducing the need for inventories. Set up times were reduced and zero defects programme was implemented successfully that made small lots economically feasible. Hence there was no need to worry about machine utilization. It can be idle if there is no customer demand.  Produce when needed became the principle but machine has to be available when needed. So availability of the machine to satisfy the customer demand in the shortest planned time became the objective.


Bibliography

2017

http://www.mmsonline.com/articles/look-beyond-machine-utilization-when-installing-a-machine-monitoring-system


2010
Lessons in Machine Effectiveness Versus Efficiency
by Darrell Casey, Celerant Consulting
http://www.peoriamagazines.com/ibi/2010/mar/lessons-machine-effectiveness-versus-efficiency


Updated on 23 May 2019,  17 February 2019, 18 July 2017

Industrial Engineering of Information Systems - Scope

Information systems are engineering systems. Hardware is engineering item and software development is also an engineering branch. This information systems are engineering systems and industrial engineering which focuses on productivity of engineering systems has to a major role to play.

There are number of studies that point out that economy level productivity is not going up despite technological developments and investments in information systems.

To improve productivity of information systems, some attempts were done. But a focused attempt by industrial engineering profession to decrease the cost of information systems installation and operation would help the economy globally.

1. Productivity Science of Information Systems

Recent Productivity Growth: Role of Information Technology and Other Innovations
Martin N Bailey
2004
https://pdfs.semanticscholar.org/5e1c/f0348cab56a45951b23c7da8093fc517a97f.pdf

2. Process Industrial Engineering of Information Systems

Programmer Productivity Improvement

Availability of Computer Resources. In a study by Thadani it was found that a decrease in response time from 2.2 seconds to .8 seconds increased programmer interaction by 60 percent, programmer output increased by 58 percent, and the code quality improved by more than a factor of two. (Thadani, 1984)

CONSTRAINTS ON PROGRAMMER PRODUCTIVITY
https://www.andrews.edu/~vyhmeisr/papers/progprod.html

Using Task Context to Improve Programmer Productivity 

Mik Kersten and Gail C. Murphy  University of British Columbia 201-2366 Main Mall, Vancouver, BC V6T 1Z4 Canada
2006

Although the complexity of systems continues to increase, the ability of programmers to handle complexity does not. To address this mismatch,  a model of task context, can be layered over the existing structure models in the IDE and alongside with integrated task management facilities. We have tested the model on industry programmers, finding both quantitative and qualitative evidence that the use of task context can make programmers more productive.

We report a statistically significant improvement in the productivity of 16 industry programmers who voluntarily used Mylar for their daily work.
https://www.researchgate.net/publication/200085969_Using_task_context_to_improve_programmer_productivity

Productivity Engineering
Productivity Engineering SV
Oct 25, 2017
https://medium.com/@ProdEngSV/productivity-engineering-4aff8b560d0b

3. Product Industrial Engineering of Information Systems and Products

Software value engineering

Information Technology Value Engineering Model and Cost Efficiency in IT-Based Firms


This paper aims to explore the improved business performance established on optimum costs. This structure rests on a proposed information technology (IT) value engineering model, which is an engineering process associated with IT inclusion in a business organization. Therefore, the methodology approach utilizes systems engineering to develop an engineering scheme procedure by stating the problem, creating alternate resolutions, deciding a resolution, specifying the scheme, and confirming the model. Three Indonesian Telco's firms (Telkom, Indosat, and XL) provided the model with data to experiment it. Furthermore, the results disclose the IT value engineering model has worked. The model has provided the firms with the improved performance at lower costs.
https://www.researchgate.net/publication/314025544_Information_Technology_Value_Engineering_Model_and_Cost_Efficiency_in_IT-Based_Firms

4. Industrial Engineering Economics of Information Systems

Return on Investment in Information Systems Projects

Adoption and Replacement of Information System Components and Whole Systems




Economic Analysis of a Computer System with Software Up-Gradation and Priority to Hardware Repair over Hardware Replacement Subject to Maximum Operation and Repair Times
2015
https://www.researchgate.net/publication/275715318_Economic_Analysis_of_a_Computer_System_with_Software_Up-Gradation_and_Priority_to_Hardware_Repair_over_Hardware_Replacement_Subject_to_Maximum_Operation_and_Repair_Times

IT Infrastructure Core Services - Investment Evaluation Summary
2017
https://www.tasnetworks.com.au/TasNetworks/WebParts/TasNetworks/EWP/RR19Download.ashx?d=12558&m=v



New Technology Adoption Studies

Linux Adoption in the Public Sector: An Economic Analysis
2003
https://pdfs.semanticscholar.org/4b82/3cd7ae8afdef784424bb8dd0d72591c27378.pdf

5. Industrial Engineering Optimization of Information Systems

1972
A Methodology for the Design and Optimization
of Information Processing Systems
J. F. Nunamaker
Purdue University, Report Number:
72-051
https://docs.lib.purdue.edu/cgi/viewcontent.cgi?referer=&httpsredir=1&article=1430&context=cstech

2007
IBM
IT optimization to meet
business goals.
Part of the CIO implications series
http://www-935.ibm.com/services/uk/cio/optimize/optit_wp_gts_itoptimization.pdf

Proposal for Optimization of Information System☆
Vojtech Demoč, Zuzana Vyhnáliková, Patrik Aláč
Procedia Economics and Finance
Volume 34, 2015, Pages 477-484
open access

The main objective of this paper was to analyze the enterprise information system in a selected organization, summarizing the benefits and identifying the deficits of the system, followed up by a proposal of system changes with the aim to compensate the identified deficits.  In the last part of this paper, the proposal of the optimization of the IS and its selection is given.
https://www.sciencedirect.com/science/article/pii/S2212567115016573

6. Industrial Engineering Statistics in Information Systems

6-Sigma Projects in Information Systems

Six Sigma Information Systems: A Payroll Application
2008
iacis.org/iis/2008/S2008_1087.pdf

7. Human Effort Industrial Engineering in Information Systems

Ergonomic Studies

Ergonomics of Information Systems - EACE

www.eace.net/documents/AnItalianPioneerInCognitiveErgonomics.pdf

Human Computer Interaction

8. Industrial Engineering Measurement of Information Systems

Cost Measurement

On Modeling and Analyzing Cost Factors in Information Systems Engineering

Mutschler B., Reichert M. (2008) On Modeling and Analyzing Cost Factors in Information Systems Engineering. In: Bellahsène Z., Léonard M. (eds) Advanced Information Systems Engineering. CAiSE 2008. Lecture Notes in Computer Science, vol 5074. Springer, Berlin, Heidelberg

Introducing enterprise information systems (EIS) is usually associated with high costs. It is therefore crucial to understand those factors that determine or influence these costs.  We introduce the EcoPOST framework to investigate the complex cost structures of EIS engineering projects through qualitative cost evaluation models.  The EcoPOST framework is an important tool supporting EIS engineers in gaining a better understanding of the critical factors determining the costs of EIS engineering projects.
https://link.springer.com/chapter/10.1007/978-3-540-69534-9_38

Work Measurement

Productivity Measurement

Programmer Productivity

9. Productivity Management of Information Systems

2017

The work life of developers: activities, switches and perceived productivity

Meyer, André; Barton, Laura E; Fritz, Thomas; Murphy, Gail C; Zimmermann, Thomas

Many software development organizations strive to enhance the productivity of their developers.

All too often, efforts aimed at improving developer productivity are undertaken without knowledge about how developers spend their time at work and how it influences their own perception of productivity

https://www.zora.uzh.ch/id/eprint/136503/1/productiveWorkday_TSE17.pdf

10. Applied Industrial Engineering in Information Systems

Application of IE Methods in new information system technologies and implementations


Updated on 19 May 2019, 28 January 2019

IISE 2019 Annual Conference Orlando - Highlights

SCHEDULE-AT-A-GLANCE
https://www.iise.org/Annual/details.aspx?id=10042

WELCOME TO THE #IIEANNUAL2019!
Welcome to the IISE Annual Conference & Expo 2019 

at the exquisite Rosen Shingle Creek Hotel.

Don't forget to download the IISE Annual Conference app from the iOS App Store or the Google Play Store. After you download the app, your event code is IISE2019.

#IISEANNUAL2019 SOCIAL MEDIA TIPS

Whether you're attending the IISE Annual Conference and Expo or catching the highlights on the Web at home or work, we encourage you to share your thoughts about the conference, comment on speakers and sessions, and bring the topics you discuss during the conference to the online social media community. This is a great opportunity to learn from others outside of the session rooms and to network with fellow professionals within the industry.

We encourage you to take time to share your content on Twitter, Facebook, LinkedIn and Instagram as well as other social media sites you regularly visit online. The content you post - whether it's simply tweets or short posts, photos, and/or video content - will be shared throughout the IISE social network and may also appear on the IISE website or in an upcoming issue of ISE magazine.

Here are a few suggestions* to be aware of as you participate in social media activity tied to the 2019 conference:

Twitter
Tweets about this conference should be tagged with #IISEAnnual2019, so include the tag in your tweets.
https://twitter.com/hashtag/iiseannual2019
You have 280 characters to write with per tweet (including links and tags), so do your best to describe each element of your experience in a single post. But feel free to tweet as often as you like throughout the conference.
If you'd like for IISE to consider retweeting your post, then tag them directly by including @IISEnet anywhere in the tweet (not necessary to include "please retweet" or "please RT" in the post).

Click  to find IISE on Twitter.

Facebook
Post comments, photos and video on the IISE Facebook page.
Tag yourself, fellow attendees and the IISE in any conference-related posts.

Click  to find the IISE Facebook page on Facebook.

LinkedIn
LinkedIn does not have a photo or video display, but there are plenty of IISE group members eager to share and discuss the conference.
Like and comment on posts by other conference attendees.
Continue your session conversations on LinkedIn during and after the conference.
Click  to find IISE on LinkedIn.

Work Shop - Integrated Enterprise Excellence System

________________

________________

Integrated Enterprise Excellence: Going Beyond Lean Six Sigma and the Balanced Scorecard
Presenter: Forrest W. Breyfogle, Smarter Solutions, Inc.
https://www.iise.org/Annual/details.aspx?id=6792

An Important Presentation at 2017 IISE Annual Conference

Principles of Industrial Engineering

Productivity engineering dates back to 1880 in ASME proceedings. 

We may be able to find references to still older period. But Henry Towne provided the initial impetus in 1886. F.W. Taylor made the elaborate framework for productivity science, productivity engineering and productivity management.

________________

________________

Let us look forward to uploading presentations from 2019 conference.

Top 100 Industrial Engineering Videos on YouTube and Articles, Books, Essays

Top 100 Industrial Engineering Videos on YouTube
Top 100 Industrial Engineering Online Articles
Industrial Engineering Online Articles Books

Industrial Engineering of Systems - Narayana Rao K.V.S.S. 

Keio University, Tokyo, Japan

Principles of Industrial Engineering - Taylor - Narayana Rao

All videos on industrial engineering reflect the principles of scientific management and ideas on productivity improvement and cost reduction that F.W. Taylor gave over the period 1886 to 1911. Basic list of principles of industrial engineering and detailed list of principles of industrial engineering were developed by Narayana Rao K.V.S.S. during 2016-17.
Presented in IISE 2017, Pittsburgh Annual Conference
________________

________________



Industrial Engineering - Knol Books - Catalogue
http://nraoiekc.blogspot.com/2012/03/industrial-engineering-knol-books.html

1. What is Industrial Engineering?

225,156 views
https://www.youtube.com/watch?v=Ww9hDlwjeF4

Knol Handbook of Industrial Engineering - 2019
https://nraoiekc.blogspot.com/2019/05/knol-handbook-of-industrial-engineering.html

2. What is Industrial Engineering

142,657 views
https://www.youtube.com/watch?v=TI-dSckvw0Q

Introduction to Industrial Engineering - 2019 Knol Book
http://nraoiekc.blogspot.com/2012/03/introduction-to-industrial-engineering_30.html

3. Industrial and Systems Engineers Make a Difference Everywhere

129,709 views
https://www.youtube.com/watch?v=3K3-stVK0lM

F.W. Taylor - Shop Management - With Appropriate Sections
https://nraoiekc.blogspot.com/2016/03/fw-taylor-shop-management-with.html

4.Industrial Engineering - A Way of Life

116,028 views
https://www.youtube.com/watch?v=TB_a-nvJL2o

F.W. Taylor Scientific Management - With Appropriate Sections
https://nraoiekc.blogspot.com/2016/03/fw-taylor-scientific-management-with.html

5. INDUSTRIAL ENGINEERING

115,838 views

https://www.youtube.com/watch?v=WMbJuTlajsw

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

Value Analysis and Engineering - Online Book
https://nraoiekc.blogspot.com/2019/05/value-analysis-and-engineering-online.html

6. What is Industrial Engineering?

92,649 views
NJIT
https://www.youtube.com/watch?v=gb4nTNG63mQ

Machine Work Study - Online Book - Narayana Rao
https://nraoiekc.blogspot.com/2019/05/machine-work-study-online-book-narayana.html

7. Why Industrial Engineering is the Best

71,568 views
https://www.youtube.com/watch?v=agF1ZDMNo6g

Method Study: Methods Efficiency Engineering - Knol Book
https://nraoiekc.blogspot.com/2012/04/method-study-methods-efficiency.html

8. Industrial Engineering and Management - Alumnus Thomas Hooijman working at Strategy

68,621 views
https://www.youtube.com/watch?v=nOBS7v5yyos

Engineering Economics - Knol Book
https://nraoiekc.blogspot.com/2012/04/engineering-economics-knol-book.html

9. INDUSTRIAL ENGINEERING THE MAGIC AT DISNEY

63,441 views
https://www.youtube.com/watch?v=krCjsxDhNyM

Operations Research - Knol Book
https://nraoiekc.blogspot.com/2012/04/operations-research-knol-book.html

10. What is Industrial Engineering?

59,511 views
https://www.youtube.com/watch?v=EK-9XwV4PRE

Statistics - Applications by Industrial Engineers - Knol Book  More changes to be done.
http://nraoiekc.blogspot.com/2012/04/statistics-applications-by-industrial.html

11. INDUSTRIAL ENGINEERING - INTO EVERYTHING

41,242 views
https://www.youtube.com/watch?v=4wXe8CHzTdU

Human Effort Industrial Engineering - Knol Book
http://nraoiekc.blogspot.com/2012/04/human-effort-engineering-knol-book.html

12. INDUSTRIAL ENGINEERING: AN INTRODUCTION

35,511 views
https://www.youtube.com/watch?v=1frZHv_G8BI

Ergonomics - Knol Book
https://nraoiekc.blogspot.com/2012/04/ergonomics-knol-book.html

13. Industrial Engineering Lecture 16: work & motion study, standard & normal time

33,868 views
https://www.youtube.com/watch?v=jLz22GnKhzs

Work Measurement - Knol Book
https://nraoiekc.blogspot.com/2012/04/work-measurement-knol-book.html

14. Industrial engineering

32,785 views
https://www.youtube.com/watch?v=BERQ0RsJKMs


Improvement Management of Tasks, Processes and Systems - Knol Book
https://nraoiekc.blogspot.com/2012/04/improvement-management-of-tasks.html

15. Standard time calculation for industrial engineering

32,495 views
https://www.youtube.com/watch?v=paOdijgU4t8


Industrial Engineering in Practice - Knol Book
http://nraoiekc.blogspot.com/2012/04/industrial-engineering-in-practice-knol.html

16. Work Study Industrial Engineering and Operational Research BME 035

25,031 views
https://www.youtube.com/watch?v=xxUEXinWkgk

Supply Chain Industrial Engineering - Online Book
https://nraoiekc.blogspot.com/2012/09/supply-chain-industrial-engineering.html

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

Taylor - Narayana Rao Principles of Industrial Engineering
http://nraoiekc.blogspot.com/2017/06/taylor-narayana-rao-principles-of.html

17. Industrial Engineering Lecture 21: Line Assembly Balancing & largest candidate rule.

25,176 views
https://www.youtube.com/watch?v=drrSPuY_SSs

CNC Machine - Setup Time Reduction - Bibliography - Case Studies
http://nraoiekc.blogspot.com/2013/12/cnc-machine-setup-time-reduction.html

18. Industrial Engineering Lecture 1: Break even analysis, production system, fixed and variable cost

22,656 views
https://www.youtube.com/watch?v=1vdAxZHDEf4

Industrial engineering Principles, Methods Tools and Techniques
http://nraoiekc.blogspot.com/2012/03/industrial-engineering-principles.html

19. Industrial and Systems Engineering at Georgia Tech

22,620 views
https://www.youtube.com/watch?v=_N4vKv9d-KU

Value Engineering - Examples, Cases and Benefits
http://nraoiekc.blogspot.com/2012/03/value-engineering-examples-cases-and.html

20. Industrial Engineering and Management Sciences

20,870 views
https://www.youtube.com/watch?v=oBH5bhw3ctQ

Eliminate, Combine, Rearrange, Simplify - ECRS Method - Barnes
http://nraoiekc.blogspot.com/2013/09/eliminate-combine-rearrange-simplify.html

21. Manufacturing Tools - What does an Industrial Engineer do???? by Marty Rosenbloom of MBR Consults

21,184 views
https://www.youtube.com/watch?v=ef-pf7fvytY



September - Industrial Engineering Knowledge Revision Plan
http://nraoiekc.blogspot.com/2014/07/september-industrial-engineering.html

22. Industrial Engineering and Management

18,873 views
https://www.youtube.com/watch?v=yeuzjZLWSvg

The Concept of Human Effort Engineering: HR Dimension
http://nraoiekc.blogspot.com/2012/04/concept-of-human-effort-engineering-hr.html

23. Industrial Engineers Make A Difference

17,420 views
IISE
https://www.youtube.com/watch?v=8fnzIHfw4PI

Method Study
http://nraoiekc.blogspot.com/2012/02/method-study.html

24. Industrial Engineering and Operations Research

15,958 views
https://www.youtube.com/watch?v=0s3eyM6dRZQ

Eight Steps or Principles for SMED - Shigeo Shingo
http://nraoiekc.blogspot.com/2013/12/eight-steps-or-principles-for-smed.html

25. What is Industrial & Manufacturing Systems Engineering?

15,010 views
Iowa State University College of Engineering
https://www.youtube.com/watch?v=_8PTl3kJ70A

A to Z of Industrial Engineering - Principles, Methods, Techniques, Tools and Applications
http://nraoiekc.blogspot.com/2018/06/a-to-z-of-industrial-engineering.html

26. Industrial Engineering

14,927 views
https://www.youtube.com/watch?v=7mkdSFNtRCc

June - Industrial Engineering Knowledge Revision Plan
http://nraoiekc.blogspot.com/2014/06/june-industrial-engineering-knowledge.html

27. What is Industrial Engineering and Operations Research?
14,356 views
Department of Industrial Engineering and Operations Research at Columbia University,
https://www.youtube.com/watch?v=3KS01WDSsE8

July - Industrial Engineering Knowledge Revision Plan
http://nraoiekc.blogspot.com/2014/07/july-industrial-engineering-knowledge.html

28. Industrial Engineering: IIE Youtube Contest
12,954 views
https://www.youtube.com/watch?v=nGx73g3mbEA&t=25s
------------

Productivity Improvement - “Industry 4.0, Leapfrog Opportunity for India” - Productivity Week Theme - India 2018
http://nraoiekc.blogspot.com/2017/11/productivity-industry-40-leapfrog.html

29. Industrial Engineering & Operations Research at Columbia University
12,520 views
https://www.youtube.com/watch?v=iQgXkUkPx_A

Principles of Motion Economy -  Details - R.M. Barnes
http://nraoiekc.blogspot.com/2012/02/principles-of-motion-economy-some-more.html

30. Industrial Engineering, an Introduction
11,087 views
https://www.youtube.com/watch?v=DU24PfQhe0M

Industrial Engineering 4.0 - IE in the Era of Industry 4.0 - Blog Book
http://nraoiekc.blogspot.com/2017/12/industrial-engineering-40-ie-in-era-of.html

31. Why Industrial Engineering?
11,106 views
https://www.youtube.com/watch?v=YJqziM4RIR4

Frederick Winslow Taylor - A Pioneer Industrial Engineer
http://nraoiekc.blogspot.com/2012/04/frederick-winslow-taylor-pioneer.html

32. Industrial Engineering at Walt Disney Parks and Resorts
10,525 views
https://www.youtube.com/watch?v=Pgn40stMEls

Taylor - Narayana Rao Principles of Industrial Engineering
http://nraoiekc.blogspot.com/2017/06/taylor-narayana-rao-principles-of.html

33. Beginning Engineers Industrial Engineering  IEs improve efficiency of systems.
10,294 views
https://www.youtube.com/watch?v=lvDrmg0UmOM

Predetermined Motion Time Systems (PMTS)
http://nraoiekc.blogspot.com/2012/04/predetermined-motion-time-systems-pmts.html

34. What Is Industrial Engineering?
9,968 views
https://www.youtube.com/watch?v=pvE34TE1GmY

5S System - Work Place Design (Industrial Engineering)
http://nraoiekc.blogspot.com/2012/02/5s-system-work-place-design-industrial.html

35. Why Choose Industrial Engineering?
9,813 views
https://www.youtube.com/watch?v=JYDImSlUMqA

Process Analysis - Questions/Check List
http://nraoiekc.blogspot.com/2012/02/process-analysis-questionscheck-list.html

36. Just In Time (JIT) Manufacturing system | Industrial Engineering
9,553 views
https://www.youtube.com/watch?v=nHW3o_tvmzo

Method Study - Case Studies
http://nraoiekc.blogspot.com/2012/02/method-study-case-studies.html

37. INDUSTRIAL ENGINEERING
8,613 views
https://www.youtube.com/watch?v=lhkidFqzmlY

Harrington Emerson - A Pioneer Industrial Engineer
http://nraoiekc.blogspot.com/2012/02/harrington-emerson-pioneer-industrial.html

38. IE-102 A Process Outlook for Industrial Engineering Lecture 01
8,087 views
https://www.youtube.com/watch?v=PFPIxS5KMIY


Industrial Engineering of Film Production and Distribution
http://nraoiekc.blogspot.com/2012/04/industrial-engineering-of-film.html

39. Industrial Engineering Lecture 17: LPP, graphical solution, maximization and minimization problems.
7,873 views
https://www.youtube.com/watch?v=MmOkE7NwEJE

Industrial Engineering - Knol Books - Catalogue
http://nraoiekc.blogspot.com/2012/03/industrial-engineering-knol-books.html

40. A Story All About Industrial Engineering
7,769 views
https://www.youtube.com/watch?v=bR1UgS7hvi0


THE PURPOSE AND EVOLUTION OF INDUSTRIAL ENGINEERING
http://nraoiekc.blogspot.com/2012/03/purpose-and-evolution-of-industrial.html

Industry 4.0 - Technology and Productivity Increase - Industrial Engineering 4.0 - Productivity Science
http://nraoiekc.blogspot.com/2017/12/industry-40-iiot-technology-industrial.html

25. August - Industrial Engineering Knowledge Revision Plan

http://nraoiekc.blogspot.com/2014/07/august-industrial-engineering-knowledge.html

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

Basic Principles of Industrial Engineering
http://nraoiekc.blogspot.com/2016/07/basic-principles-of-industrial.html

Statistics - Applications by Industrial Engineers - Knol Book
http://nraoiekc.blogspot.com/2012/04/statistics-applications-by-industrial.html

Operation Analysis
http://nraoiekc.blogspot.com/2012/04/operation-analysis.html

January - Industrial Engineering Knowledge Revision Plan
http://nraoiekc.blogspot.com/2015/01/january-industrial-engineering.html

Yoichi Ueno - Japanese Leader in Efficiency - Productivity Movement
http://nraoiekc.blogspot.com/2016/06/yoichi-ueno-japanese-leader-in.html
----------

Productivity Measurement
http://nraoiekc.blogspot.com/2012/02/productivity-measurement.html

US $421 billion Productivity Cost Reduction Benefit for Year Due to Industry 4.0 - Productivity Analysis
http://nraoiekc.blogspot.com/2018/07/us-421-billion-productivity-cost.html

The Two-Handed Process Chart for Motion Study
http://nraoiekc.blogspot.com/2016/09/the-two-hhanded-process-chart-for.html

Efficiency and Effectiveness
http://nraoiekc.blogspot.com/2012/02/efficiency-and-effectiveness.html

SMED - Single Minute Exchange of Dies - An Industrial Engineering Innovation
http://nraoiekc.blogspot.com/2012/02/smed-single-minute-exchange-of-dies.html
======

Industrial Engineering - Articles and Books (Free Download)
http://nraoiekc.blogspot.com/2012/02/industrial-engineering-articles-and.html

Work Station Design - Introduction
http://nraoiekc.blogspot.com/2012/07/work-station-design-introduction.html

Industrial Engineering - Hand Tools, Cutting Tools and Machine Accessories for Productivity
http://nraoiekc.blogspot.com/2018/04/industrial-engineering-hand-tools.html

Lean Six Sigma
http://nraoiekc.blogspot.com/2013/08/lean-six-sigma.html

NATIONAL ENERGY CONSERVATION DAY - INDIA - 14 DECEMBER
http://nraoiekc.blogspot.com/2012/02/national-energy-conservation-day-india.html

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

Industrial Engineering - Knols of Narayana Rao K V S S
http://nraoiekc.blogspot.com/2012/04/industrial-engineering-knols-of.html

Work Design: Occupational Ergonomics by Stephan Konz and Steve Johnson - Book Information
http://nraoiekc.blogspot.com/2012/04/work-design-occupational-ergonomics-by.html

Applied Industrial Engineering - Process Steps
http://nraoiekc.blogspot.com/2018/05/applied-industrial-engineering-process.html

February - Industrial Engineering Knowledge Revision Plan
http://nraoiekc.blogspot.com/2015/01/february-industrial-engineering.html

Global Number 1 - Blog on Industrial Engineering
http://nraoiekc.blogspot.com/2018/06/this-blog-which-is-most-comprehensive.html
-------------

Functions of Industrial Engineering
http://nraoiekc.blogspot.com/2017/07/functions-of-industrial-engineering.html

Total Industrial Engineering - Revison Notes
http://nraoiekc.blogspot.com/2012/03/total-industrial-engineering-revison.html

Question Bank - Industrial Engineering Concepts - Introduction to Industrial Engineering
http://nraoiekc.blogspot.com/2012/03/question-bank-industrial-engineering.html

Seven Wastes Model
http://nraoiekc.blogspot.com/2013/01/chapter-seven-wastes-model-2013-edition.html

50. Definition of Management - F.W. Taylor
http://nraoiekc.blogspot.com/2013/08/defintion-of-management-fw-taylor.html

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

Effort Rating or Pace Rating in Stop Watch Time Study
http://nraoiekc.blogspot.com/2012/04/effort-rating-or-pace-rating-in-stop.html

Focus Areas of Industrial Engineering - Proposed in 2017
http://nraoiekc.blogspot.com/2017/10/focus-areas-of-industrial-engineering.html

Business Process Improvement - Bibliography
http://nraoiekc.blogspot.com/2013/06/business-process-improvement.html

Lean Systems in Various Business and Industry Functional Areas
http://nraoiekc.blogspot.com/2013/08/lean-systems-in-various-business-and.html

PLIBEL - A Method for Identification of Ergonomic Hazards
http://nraoiekc.blogspot.com/2012/03/plibel-method-for-identification-of.html
----------
Speakers Information - 2017 IISE Annual Conference - Part 4
http://nraoiekc.blogspot.com/2017/04/speakers-information-2017-iise-annual_39.html

Industrial Engineering - Definition, Explanation, History, and Programs
http://nraoiekc.blogspot.com/2016/06/industrial-engineering-definition.html

Industrial Engineering Definitions - 1911 to 2009
http://nraoiekc.blogspot.com/2012/02/industrial-engineering-definitions-1911.html

Techniques of Value Analysis and Engineering by L.D. Miles, Book Information, Review and Summary
http://nraoiekc.blogspot.com/2012/03/techniques-of-value-analysis-and.html

CNC Machine - Setup Time Reduction - Bibliography - Case Studies
http://nraoiekc.blogspot.com/2013/12/cnc-machine-setup-time-reduction.html
=======
Review of Total Productivity Management
http://nraoiekc.blogspot.com/2012/03/review-of-total-productivity-management.html

Analysis of Material in Methods Efficiency Engineering
http://nraoiekc.blogspot.com/2013/11/analysis-of-material-in-operation.html

Manufacturing Cost Deployment - Introduction
http://nraoiekc.blogspot.com/2012/04/manufacturing-cost-deployment.html

Self Study Material for IIIE Industrial Engineering Course, India
http://nraoiekc.blogspot.com/2012/10/self-study-material-for-iiie-industrial.html

Business Process Efficiency Engineering - Improvement
http://nraoiekc.blogspot.com/2013/06/business-process-efficiency-engineering.html
-------------

Speakers Information - 2017 IISE Annual Conference - Part 3
http://nraoiekc.blogspot.com/2017/04/speakers-information-2017-iise-annual_23.html

http://nraoiekc.blogspot.com/search/label/Cost reduction - technology

Human Effort Engineering for Increasing Productivity - Principle of Industrial Engineering
http://nraoiekc.blogspot.com/2017/07/human-effort-engineering-for-increasing.html




Product Design Efficiency Engineering - Component of Industrial Engineering
http://nraoiekc.blogspot.com/2014/02/product-design-efficiency-engineering.html
------------------
Speakers Information - 2017 IISE Annual Conference - Part 1
http://nraoiekc.blogspot.com/2017/04/speakers-information-2017-iise-annual.html

Work Measurement - Nadler's Description
http://nraoiekc.blogspot.com/2012/04/work-measurement-nadlers-description.html

Father of Industrial Engineering - Frederick Winslow (F.W.) Taylor
http://nraoiekc.blogspot.com/2017/03/father-of-industrial-engineering.html

Productivity Science - Principle of Industrial Engineering
http://nraoiekc.blogspot.com/2017/06/productivity-science-principle-of.html

Value Analysis and Engineering Techniques
http://nraoiekc.blogspot.com/2012/03/value-analysis-and-engineering.html
----------------
Browse 100+ Books on Internet of Things - IoT Books
http://nraoiekc.blogspot.com/2016/04/browse-100-books-on-internet-of-things.html

One Year Industrial Engineering Knowledge Revision Plan
http://nraoiekc.blogspot.com/2016/02/one-year-industrial-engineering.html

Industrial Engineering - Bulletin Board
http://nraoiekc.blogspot.com/2016/06/industrial-engineering-bulletin-board.html

Learning Curve - Experience Curve - Bibliography
http://nraoiekc.blogspot.com/2013/06/learning-curve-experience-curve.html

Scientific Management - Introduction - F.W.Taylor
http://nraoiekc.blogspot.com/2013/08/scientific-management-introduction.html
-----------------

Value Engineering in Buildings - Some Examples
http://nraoiekc.blogspot.com/2012/02/value-engineering-in-buildings-some.html


Productivity Engineering - Principle of Industrial Engineering
http://nraoiekc.blogspot.com/2017/06/productivity-engineering-principle-of.html

Industry 4.0 Adoption and Implementation in Global Top 50 Manufacturing Companies
http://nraoiekc.blogspot.com/2018/01/industry-40-adoption-and-implementation.html

Value Engineering at the Design and Development Stage - Tata Nano Example
http://nraoiekc.blogspot.com/2012/03/value-engineering-at-design-and.html

Time Study Equipment
http://nraoiekc.blogspot.com/2012/04/time-study-equipment.html
-----------------

Value Analysis and Engineering - Examples by L.D. Miles
http://nraoiekc.blogspot.com/2013/12/value-analysis-and-engineering-examples.html

Industrial Engineering And Production Management - Martand Telsang - Book Information
http://nraoiekc.blogspot.com/2013/08/industrial-engineering-and-production.html

Ralph M. Barnes - Industrial Engineer
http://nraoiekc.blogspot.com/2013/10/ralph-m-barnes-industrial-engineer.html

Value Analysis: Approach and Job Plan
http://nraoiekc.blogspot.com/2012/03/value-analysis-approach-and-job-plan.html

Statistics and Industrial Engineering
http://nraoiekc.blogspot.com/2012/07/statistics-and-industrial-engineering.html
---------------------------
Low Cost Materials and Processes - Information Board - Database for Industrial Engineering and Value Engineering
http://nraoiekc.blogspot.com/2014/01/low-cost-materials-information-board.html

Maynard's Industrial Engineering Handbook - Book Information and Review Articles
http://nraoiekc.blogspot.com/2012/02/maynards-industrial-engineering.html

THE PRINCIPLES OF SCIENTIFIC MANAGEMENT - F.W.Taylor
http://nraoiekc.blogspot.com/2013/08/the-principles-of-scientific-management.html

Toyota Production System Industrial Engineering - Shigeo Shingo
http://nraoiekc.blogspot.com/2013/12/toyota-production-system-industrial.html

Process Industrial Engineering
http://nraoiekc.blogspot.com/2017/02/process-industrial-engineering.html
-------------------


Jigs and Fixtures - Principles, Books, Manuals
http://nraoiekc.blogspot.com/2012/02/blog-post.html

Method Study: Methods Efficiency Engineering - Operation Analysis Approach - Knol Book
http://nraoiekc.blogspot.com/2012/04/method-study-methods-efficiency.html

December - Industrial Engineering Knowledge Revision Plan
http://nraoiekc.blogspot.com/2015/01/december-industrial-engineering.html

Speakers Information - 2017 IISE Annual Conference - Part 2
http://nraoiekc.blogspot.com/2017/04/speakers-information-2017-iise-annual_5.html

Frederick Taylor's Piece Rate System - Part 1
http://nraoiekc.blogspot.com/2018/07/frederick-taylors-piece-rate-system.html
----------------

Top 25 Industrial Engineering Online Articles

Top 50 Industrial Engineering Online Articles

Soldiering and Its Causes - F.W. Taylor in Scientific Management

Soldiering - Working at slower speed than the possible speed

These principles appear to be so self-evident that many men may think it almost childish to state them. Let us, however, turn to the facts, as they actually exist in this country and in England. The English and American peoples are the greatest sportsmen in the world. Whenever an American workman plays baseball, or an English workman plays cricket, it is safe to say that he strains every nerve to secure victory for his side. He does his very best to make the largest possible number of runs. The universal sentiment is so strong that any man who fails to give out all there is in him in sport is branded as a "quitter," and treated with contempt by those who are around him.

When the same workman returns to work on the following day, instead of using every effort to turn out the largest possible amount of work, in a majority of the cases this man deliberately plans to do as little as he safely can to turn out far less work than he is well able to do in many instances to do not more than one-third to one-half of a proper day's work. And in fact if he were to do his best to turn out his largest possible day's work, he would be abused by his fellow-workers for so doing, even more than if he had proved himself a "quitter" in sport. Under working, that is, deliberately working slowly so as to avoid doing a full day's work, "soldiering," as it is called in this country, "hanging it out," as it is called in England, "ca canae," as it is called in Scotland, is almost universal in industrial establishments, and prevails also to a large extent in the building trades; and the writer asserts without fear of contradiction that this constitutes the greatest evil with which the working-people of both England and America are now afflicted.

It will be shown later in this paper that doing away with slow working and "soldiering" in all its forms and so arranging the relations between employer and employs that each workman will work to his very best advantage and at his best speed, accompanied by the intimate cooperation with the management and the help (which the workman should receive) from the management, would result on the average in nearly doubling the output of each man and each machine. What other reforms, among those which are being discussed by these two nations, could do as much toward promoting prosperity, toward the diminution of poverty, and the alleviation of suffering? America and England have been recently agitated over such subjects as the tariff, the control of the large corporations on the one hand, and of hereditary power on the other hand, and over various more or less socialistic proposals for taxation, etc. On these subjects both peoples have been profoundly stirred, and yet
hardly a voice has been raised to call attention to this vastly greater and more important subject of "soldiering," which directly and powerfully affects the wages, the prosperity, and the life of almost
every working-man, and also quite as much the prosperity of every industrial, establishment in the nation.

The elimination of "soldiering" and of the several causes of slow working would so lower the cost of production that both our home and foreign markets would be greatly enlarged, and we could compete on more than even terms with our rivals. It would remove one of the fundamental causes for dull times, for lack of employment, and for poverty, and therefore would have a more permanent and far-reaching effect upon these misfortunes than any of the curative remedies that are now being used to
soften their consequences. It would insure higher wages and make shorter working hours and better working and home conditions possible.

Why is it, then, in the face of the self-evident fact that maximum prosperity can exist only as the result of the determined effort of each workman to turn out each day his largest possible day's work, that the great majority of our men are deliberately doing just the opposite, and that even when the men have the best of intentions their work is in most cases far from efficient?

There are three causes for this condition, which may be briefly summarized as:

First. The fallacy, which has from time immemorial been almost universal among workmen, that a material increase in the output of each man or each machine in the trade would result in the end in throwing a large number of men out of work.

Second. The defective systems of management which are in common use, and which make it necessary for each workman to soldier, or work slowly, in order that he may protect his own best interests.

Third. The inefficient rule-of-thumb methods, which are still almost universal in all trades, and in practicing which our workmen waste a large part of their effort.

This paper will attempt to show the enormous gains which would result from the substitution by our workmen of scientific for rule-of-thumb methods.

To explain a little more fully these three causes:

First. The great majority of workmen still believe that if they were to work at their best speed they would be doing a great injustice to the whole trade by throwing a lot of men out of work, and yet the history of the development of each trade shows that each improvement, whether it be the invention of a new machine or the introduction of a better method, which results in increasing the productive capacity of the men in the trade and cheapening the costs, instead of throwing men out of work make

in the end work for more men.

The cheapening of any article in common use almost immediately results in a largely increased demand for that article. Take the case of shoes, for instance. The introduction of machinery for doing every element of the work which was formerly done by hand has resulted in making shoes at a fraction of their former labor cost, and in selling them so cheap that now almost every man, woman, and child in the working-classes buys one or two pairs of shoes per year, and wears shoes all the time, whereas formerly each workman bought perhaps one pair of shoes every five years, and went barefoot most of the time, wearing shoes only as a luxury or as a matter of the sternest necessity. In spite of the enormously increased output of shoes per workman, which has come with shoe machinery, the demand for shoes has so increased that there are relatively more men working in the shoe industry now than ever before.

The workmen in almost every trade have before them an object lesson of this kind, and yet, because they are ignorant of the history of their own trade even, they still firmly believe, as their fathers did before them, that it is against their best interests for each man to turn out each day as much work as possible.

Under this fallacious idea a large proportion of the workmen of both countries each day deliberately work slowly so as to curtail the output. Almost every labor union has made, or is contemplating making, rules which have for their object curtailing the output of their members, and those men who have the greatest influence with the working-people, the labor leaders as well as many people with philanthropic feelings who are helping them, are daily spreading this fallacy and at the same time

telling them that they are overworked.

A great deal has been and is being constantly said about "sweat-shop" work and conditions. The writer has great sympathy with those who are overworked, but on the whole a greater sympathy for those who are under paid. For every individual, however, who is overworked, there are a hundred who intentionally under work--greatly under work--every day of their lives, and who for this reason deliberately aid in establishing those conditions which in the end inevitably result in low wages. And yet hardly a single voice is being raised in an endeavor to correct this evil.

As engineers and managers, we are more intimately acquainted with these facts than any other class in the community, and are therefore best fitted to lead in a movement to combat this fallacious idea by educating not only the workmen but the whole of the country as to the true facts. And yet we are practically doing nothing in this direction, and are leaving this field entirely in the hands of the labor agitators (many of whom are misinformed and misguided), and of sentimentalists who are ignorant as to actual working conditions.

Second. As to the second cause for soldiering--the relations which exist between employers and employees under almost all of the systems of management which are in common use--it is impossible in a few words to make it clear to one not familiar with this problem why it is that the ignorance of employers as to the proper time in which work of various kinds should be done makes it for the interest of the workman to "soldier."

The writer therefore quotes herewith from a paper read before The American Society of Mechanical Engineers, in June, 1903, entitled "Shop Management," which it is hoped will explain fully this cause for soldiering:

"This loafing or soldiering proceeds from two causes. First, from the natural instinct and tendency of men to take it easy, which may be called natural soldiering. Second, from more intricate second thought and reasoning caused by their relations with other men, which may be called systematic soldiering."

"There is no question that the tendency of the average man (in all walks of life) is toward working at a slow, easy gait, and that it is only after a good deal of thought and observation on his part or as a result of example, conscience, or external pressure that he takes a more rapid pace."

"There are, of course, men of unusual energy, vitality, and ambition who naturally choose the fastest gait, who set up their own standards, and who work hard, even though it may be against their best interests. But these few uncommon men only serve by forming a contrast to emphasize the tendency of the average."

"This common tendency to 'take it easy' is greatly increased by bringing a number of men together on similar work and at a uniform standard rate of pay by the day."

"Under this plan the better men gradually but surely slow down their gait to that of the poorest and least efficient. When a naturally energetic man works for a few days beside a lazy one, the logic of the situation is unanswerable."

"Why should I work hard when that lazy fellow gets the same pay that I do and does only half as much work?"

"A careful time study of men working under these conditions will disclose facts which are ludicrous as well as pitiable."

"To illustrate: The writer has timed a naturally energetic workman who, while going and coming from work, would walk at a speed of from three to four miles per hour, and not infrequently trot home after a day's work. On arriving at his work he would immediately slow down to a speed of about one mile an hour. When, for example, wheeling a loaded wheelbarrow, he would go at a good fast pace even up hill in order to be as short a time as possible under load, and immediately on the return walk slow down to a mile an hour, improving every opportunity for delay short of actually sitting down. In order to be sure not to do more than his lazy neighbor, he would actually tire himself in his effort to go slow."

"These men were working under a foreman of good reputation and highly thought of by his employer, who, when his attention was called to this state of things, answered: 'Well, I can keep them from sitting down, but the devil can't make them get a move on while they are at work.'"

"The natural laziness of men is serious, but by far the greatest evil from which both workmen and employers are suffering is the systematic soldiering which is almost universal under all of the ordinary schemes of management and which results from a careful study on the part of the workmen of what will promote their best interests."

"The writer was much interested recently in hearing one small but experienced golf caddy boy of twelve explaining to a green caddy, who had shown special energy and interest, the necessity of going slow and lagging behind his man when he came up to the ball, showing him that since they were paid by the hour, the faster they went the less money they got, and finally telling him that if he went too fast the other boys would give him a licking."

"This represents a type of systematic soldiering which is not, however, very serious, since it is done with the knowledge of the employer, who can quite easily break it up if he wishes."

"The greater part of the systematic soldiering, however, is done by the men with the deliberate object of keeping their employers ignorant of how fast work can be done."

"So universal is soldiering for this purpose that hardly a competent workman can be found in a large establishment, whether he works by the day or on piece work, contract work, or under any of the ordinary systems, who does not devote a considerable part of his time to studying just how slow he can work and still convince his employer that he is going at a good pace."

"The causes for this are, briefly, that practically all employers determine upon a maximum sum which they feel it is right for each of their classes of employees to earn per day, whether their men work by

the day or piece."

"Each workman soon finds out about what this figure is for his particular case, and he also realizes that when his employer is convinced that a man is capable of doing more work than he has done, he

will find sooner or later some way of compelling him to do it with little or no increase of pay."

"Employers derive their knowledge of how much of a given class of work can be done in a day from either their own experience, which has frequently grown hazy with age, from casual and unsystematic observation of their men, or at best from records which are kept, showing the quickest time in which each job has been done. In many cases the employer will feel almost certain that a given job can be done faster than it has been, but he rarely cares to take the drastic measures necessary to force men to do it in the quickest time, unless he has an actual record proving conclusively how fast the work can be done."

"It evidently becomes for each man's interest, then, to see that no job is done faster than it has been in the past. The younger and less experienced men are taught this by their elders, and all possible persuasion and social pressure is brought to bear upon the greedy and selfish men to keep them from making new records which result in temporarily increasing their wages, while all those who come after them are made to work harder for the same old pay."

"Under the best day work of the ordinary type, when accurate records are kept of the amount of work done by each man and of his efficiency, and when each man's wages are raised as he improves, and those who fail to rise to a certain standard are discharged and a fresh supply of carefully selected men are given work in their places, both the natural loafing and systematic soldiering can be largely broken up. This can only be done, however, when the men are thoroughly convinced that there is no intention of establishing piece work even in the remote future, and it is next to impossible to make men believe this when the work is of such a nature that they believe piece work to be practicable. In most cases their fear of making a record which will be used as a basis for piece work will cause them to soldier as much as they dare."

"It is, however, under piece work that the art of systematic soldiering is thoroughly developed; after a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely entirely to lose sight of his employer's side of the case and become imbued with a grim determination to have no more cuts if soldiering can prevent it. Unfortunately for the character of the workman, soldiering involves a deliberate attempt to mislead and deceive his employer, and thus upright and straightforward workmen are compelled to become more or less hypocritical. The employer is soon looked upon as an antagonist, if not an enemy, and the mutual confidence which should exist between a leader and his men, the enthusiasm, the feeling that they are all working for the same end and will share in the results is entirely lacking.

"The feeling of antagonism under the ordinary piece-work system becomes in many cases so marked on the part of the men that any proposition made by their employers, however reasonable, is looked upon with suspicion, and soldiering becomes such a fixed habit that men will frequently take pains to restrict the product of machines which they are running when even a large increase in output would involve no more work on their part."

Third. As to the third cause for slow work, considerable space will later in this paper be devoted to illustrating the great gain, both to employers and employees, which results from the substitution of scientific for rule-of-thumb methods in even the smallest details of the work of every trade. The enormous saving of time and therefore increase in the output which it is possible to effect through eliminating unnecessary motions and substituting fast for slow and inefficient motions for the men working in any of our trades can be fully realized only after one has personally seen the improvement which results from a thorough motion and time study, made by a competent man.

To explain briefly: owing to the fact that the workmen in all of our trades have been taught the details of their work by observation of those immediately around them, there are many different ways in common use for doing the same thing, perhaps forty, fifty, or a hundred ways of doing each act in each trade, and for the same reason there is a great variety in the implements used for each class of work. Now, among the various methods and implements used in each element of each trade there is always one method and one implement which is quicker and better than any of the rest.

And this one best method and best implement can only be discovered or developed through a scientific study and analysis of all of the methods and implements in use, together with accurate, minute, motion and time study. This involves the gradual substitution of science for rule of thumb throughout the mechanic arts.

F.W. Taylor, Scientific Management

All Chapters
F.W. Taylor Scientific Management - With Appropriate Sections


Next Chapter
4. Underlying Philosophy for the Old Systems of Management

Article part of
July - Industrial Engineering Knowledge Revision Plan

Updated on 17 May 2019, 4 August 2013