Levels of Industrial Engineering in an Enterprise - Enterprise Level to Engineering Element Level Industrial Engineering
Industrial Engineering Strategy - Enterprise Level Industrial Engineering
https://nraoiekc.blogspot.com/2014/11/industrial-engineering-strategy.html
Facilities Industrial Engineering
https://nraoiekc.blogspot.com/2020/05/facilities-industrial-engineering.html
Process Industrial Engineering - Process Machine Effort Industrial Engineering - Process Human Effort Industrial Engineering.
https://nraoiekc.blogspot.com/2021/11/process-industrial-engineering-process.html
Operation Industrial Engineering.
https://nraoiekc.blogspot.com/2013/11/approach-to-operation-analysis-as-step.html
Element Level Analysis in Industrial Engineering
In this article we are focusing on processes. Processes take place in organizations or enterprises. Process require facilities and other resources.
Prof. Diemer advocated process mapping in 1915.
https://archive.org/stream/industrialorgan00diemgoog/industrialorgan00diemgoog_djvu.txt
INDUSTRIAL ORGANIZATION AND MANAGEMENT
HUGO DlEMER, B.A., M.E. , Professor of Industrial Engineering, Pennsylvania State College;
Consulting Industrial Engineer; Author of Factory Organization and Administration
La Salle Extension University, Chicago
Copyright, 1915
Page 44
Process-mapping
Process-mapping consists of the charting of the general processes involved in the industry. Naturally, analytic manufacturing would present a different type of process-mapping from that of synthetic manufacturing. Similarly, an industry employing consecutive processes would present an entirely different process-mapping from that of an industry in which simultaneous processes are the rule. For instance, a linseed-oil factory is an extractive or analytic industry and would require an entirely different process-map from the one needed by a cement mill, which is a synthetic industry. Again,, a rail mill is a continuous process and requires entirely different process-maps from those of a sewing-machine factory, which typifies simultaneous processes followed by assembling.
Preliminary general process-maps can be made for a given industry by listing first the general operations. If these are all consecutive, we shall have the list in one column, if some are simultaneous, they will be in several columns. Then we can decide definitely, from our knowledge of the processes, which of them require separate buildings and which can be housed together, also which processes must be on the ground floor and which may be on upper floors. For example, it is easy to decide that painting agricultural machinery by the dipping process should be in a separate building from the machine work on the metal parts, and that assembling large boilers must be done on the ground floor.
We can now roughly sketch a phantom-perspective view of a building or group of buildings devoted to processing, for the present omitting power-plant and all service equipment. We may indicate in colored crayons or colored inks the various principal processes and the paths for the flow of materials; supplies, and work in process, as well as by-products and waste, if any. Figures 10, 11, 12, and 13 are simple forms of preliminary process- maps.
Routing of Individual Parts or Classes of Materials
Routing is different from process-mapping in that it traces the path of a single part. For instance, in making a process-map for an automobile factory, we have before us an entirely different task from that required if we route a crank case to be made in that same factory. To route the crank case, we inspect the blue-print and list the separate operations to be done. Process-mapping is a generalized survey of the whole industry. Routing is a detailed investigation which, when thoroughly built up, may materially modify preliminary process-mapping. A well-organized system of routing and a good stock of routing records covering the product form the very best basis for an intelligent process-map. Of course, in starting an entirely new industry the experience and judgment of the men in charge of the productive end of the enterprise form the only basis for process-mapping. Figure 14 is a typical routing card giving the operations to be performed on an individual part.
Frank Gilbreth and Lilian Gilbreth proposed the method of process charts to study and improve processes.
In the subsequent days, two process charts became important.
1. Operation Process Chart for study and improvement of material transformation operations and inspections.
2. Flow Process Chart that studies flow of the materials, components and finished item across operations, inspections, temporary delay points and permanent storage places. Transportation and stacking the material between work benches, inspection benches and storage/delay places, and even material handling to load and unload work pieces, work holding equipment, and tools are also transport and handling operations. Flow process chart can depict all types of flow, delay (store), and handling material.
Flow process chart shows five types of activities.
Operation
Inspection
Transportation
Temporary Delay
Permanent Storage.
Each of these activities can be analyzed using industrial engineering methods and studies.
Process Improvement - Industrial Engineering - Process Charting, Mapping, Analysis and Improvement
More activities can be added to process charts to include more items needing analysis. Energy and information are two such items which are to be added to process charts.
Shigeo Shingo explained very well how Toyota Production System emerged from the process improvement based on flow process chart. He strongly stated the fact that Toyota Production System is the excellent output from industrial engineering promoted by Japan Management Association for many years.
Read Shigeo Shingo's explanation
Toyota Production System Industrial Engineering (TPS IE) Part 1
In each activity there are machine activities and manual activities. Machine activities can be studied under machine work study (process industrial engineering) and manual activities using human effort industrial engineering (human work study).
Machine Work Study - Study Areas
Aspects of Machine to be Studied
Advanced Machine Availability
Replacement
Condition of the Machine (Repair & Overhaul Need)
Improvement of the Machine
Accessories
Cutting Tools
Machine Speeds
Setup Procedure
Upkeep of the machine by operator
Power consumption
Breakdowns analysis
Data Generation and Analysis
https://nraoiekc.blogspot.com/2019/11/machine-work-study-study-areas-2018.html
Industrial Engineering Analysis of Main Material Transformation Operation
The tools and equipment used to perform the operation needs to analysed logically. The following questions are the sort that will lead to suggested improvements:
2. Would the purchase of a better machine be justified?
3. Can the work be held in the machine by other means to better advantage?
4. Should a vise be used?
5. Should a jig be used?
6. Should clamps be used?
7. Is the jig design good from a motion-economy standpoint?
8. Can the part be inserted and removed quickly from the jig?
9. Would quick-acting cam-actuated tightening mechanisms be desirable on vise, jig, or clamps?
10. Can ejectors for automatically removing part when vise or jig is opened be installed?
11. Is chuck of best type for the purpose?
12. Would special jaws be better?
13. Should a multiple fixture be provided?
14. Should duplicate holding means be provided so that one may be loaded while machine is making a cut on a part held in the other?
15. Are the cutters proper?
16. Should high-seed steel or cemented carbide be used?
17. Are tools properly ground?
18. Is the necessary accuracy readily obtainable with tool and fixture equipment available?
10. Are hand tools pre-positioned ?
20. Are hand tools best suited to purpose?
21. Will ratchet, spiral, or power-driven tools save time?
22. Are all operators provided with the same tools?
23. Can a special tool be made to improve the operation?
24. If accurate work is necessary, are proper gages or other measuring instruments provided?
25. Are gages or other measuring instruments checked for accuracy from time to time?
Processing Operations Improvement - Illustrations - Shigeo Shingo's Book on IE Study of TPS
Examples in the bookManufacturing operations can be improved by alternatives related to proper melting or forging temperatures, cutting speeds or tool selection.
Examples related to vacuum molding, plating and plastic resin drying are given in the book.
Eliminating Flashing in Castings (Die)
Flashing in die castings occurs due to escape of air.
Removing the air in mould with a vacuum pump eliminated flashing.
Removing Foam in High-Speed Plating
Spraying or showering the surface to be painted resulted in a 75% reduction.
Drying Plastic Resin
Letting the resin dry a little at a time by allowing it to float to the surface resulted in a 75% reduction of electric power consumption.
Engineering/Technology Knowledge
Gideon Halevi, Process and Operation Planning, Kluwer Academic Publishers
Related Posts
Productivity Engineering of Material, Work Piece and Part Handling in Machining Operations
https://nraoiekc.blogspot.com/2020/09/productivity-engineering-of-material.html
New Machining Processes - Productivity Engineering Applications
https://nraoiekc.blogspot.com/2020/09/new-machining-processes-productivity.html
Industrial Engineering Analysis of Inspections
Analysis of Inspection Operations
Shingo said normal inspection is judgment inspection.It separates good and defective items.
Rework done on defective items if possible
Informative inspection asks for process improvement.
It is like medical examination that leads to treatment.
Statistical Process Control
SPC is sampling based informative inspection. But Shingo says even it is not sufficient to assure zero defects.
To assure zero defects we need to inspect every item but at low cost per item.
Shingo’s Suggestions
Informative Inspections
Self Inspection
Successive Inspection
Enhanced Self Inspection – Inspection enhanced with devices - poka-yoke
Example – Vacuum Cleaner Packing
Cleaner along with attachments and leaflets to be packed.
When a leaflet is taken from the pile, a limit switch is operated.
When attachments are taken from the container, a limit switch is operated.
Then only, the full package is allowed to be sealed.
Principle
The purpose of inspection is prevention of the defect.
Quality can be assured when it is built in at the process and when inspection provides immediate and accurate feedback at the source to prevent the defective item to go further.
Self Inspection
It provides the most immediate feedback to the operator.
He can improve the process and also rework on the item.
Disadvantage inherent.
There is potential for lack of objectivity.
He may accept items that ought to be rejected.
Successive Inspection
The operator inspects the item for any defect in the previous operation before processing it.
Shingo says, when this was introduced defects dropped to 0.016% in Moriguchi Electric Company in television production
Inspection enhanced by Poka Yoke
Human operation and inspection can still make errors unintentionally.
Poka Yoke will take care of such errors.
Ex: Left and right covers are to be made from similar components with a hole in different places.
The press was fitted with a poka yoke which does right cover pressing only when the hole is in proper place.
Source Inspection
This is answering the question: What is the source of the defect in the process/operation?
Two types proposed.
Vertical
Horizontal
Source Inspection – Vertical, Horizontal
Vertical source inspection traces problems back through the process flow to identify and control conditions external to the operation that affect quality.
Horizontal source inspection identifies and controls conditions within an operation that affect quality.
Poka-yoke Inspection Methods
Poka-yoke achieves 100% inspection through mechanical or physical control.
Poka-yoke can either be used as a control or a warning.
As a control it stops the process so the problem can be corrected.
As a warning, a buzzer or flashing lamp alerts the worker to a problem that is occurring.
Industrial Engineering Analysis of Transportation
Analysis of Transport Operations
Transport within the plant is a cost that does not add value.Hence real improvement of the process eliminates the transport function as much as possible.
This involves improving the layout of process.
Ex – 7. Transport Improvement
Tokai Iron Works – process layout - presses, bending machines, embossing
Layout Change: Flow based layout.
A 60 cm wide belt conveyor with ten presses on either side.
WIP reduced. Production time shortened. Delays disappeared.
200% increase in productivity.
Principle
Only after opportunities for layout improvement have been exhausted should the unavoidable transport work that remains be improved through mechanization.
Material Handling and Transport Industrial Engineering
https://nraoiekc.blogspot.com/2021/10/material-handling-and-transport.html
Industrial Engineering Analysis of Storage
Storage/Warehouse Improvement
Conventional warehouses: Simple, yet effective
As the industry continues unprecedented transformation, some of the classic approaches still hold up.
Josh Bond, Senior Editor · October 14, 2019
https://www.logisticsmgmt.com/article/conventional_warehouses_simple_yet_effective
Improving Your Manufacturing Operations Using Warehouse Automation
June 27, 2019
Blog post written by John Hinchey, VP of Sales for Westfalia Technologies, Inc., a leading provider of logistics solutions for plants, warehouses and distribution centers.
https://scm.ncsu.edu/scm-articles/article/improving-your-manufacturing-operations-using-warehouse-automation
Proposing a new framework for lean warehousing: first experimental validations
Conference Paper, 2017
Lean warehousing plays a significant role in order to achieve lower costs of logistics operations and increase flexibility and efficiency in supply chains. . This paper proposes a novel lean warehousing framework combining three well-known lean tools and presents the first outcomes of its validation campaign. It discusses the framework application to a raw material and component warehouse of an international company in the automotive sector. Results show that time savings up to 36% might be achieved in receiving, put away, and picking operations, bringing significant economic benefits in terms of labour, service level, and warehouse space.
https://www.researchgate.net/publication/329588949_Proposing_a_new_framework_for_lean_warehousing_first_experimental_validations
Warehouse Industrial Engineering
https://nraoiekc.blogspot.com/2021/10/warehouse-industrial-engineering.html
Industrial Engineering Analysis of Delays
Eliminating - Storage Operations (Delay)
Process Delay – Permanent storage – Whole lot is waiting
Lot Delays – Temporary storage – One item is being processed. Other items in the lot waiting.
Another classification is storage on the factory floor and storage in a controlled store.
Eliminating - Storage Operations (Delay)
There are three types of accumulations between processes:
E storage - resulting from unbalanced flow between processes (engineering)
C storage - buffer or cushion stock to avoid delay in subsequent processes due to machine breakdowns or rejects (control)
S storage - safety stock; overproduction beyond what is required for current control purposes
Eliminating E-Storage
E-storage is due to engineering/planning/design of the production-distribution systemThis can be eliminated through leveling quantities, which refers to balancing flow between high and low capacity processes and synchronization.
Leveling would mean running high-capacity machines at less than 100% capacity, in order to match flow with lower capacity machines that are already running at 100% on short interval basis.
At Toyota, the quantity to be produced is determined solely by order requirements (Takt time).
Principle
Presence of high capacity machines should not be used to justify large lot processing and resulting inventory.
Process capacity should serve customer requirements/production requirements and should not determine them
synchronization.
The lots especially one piece lot is processed without delay in a flow.
It is efficient production scheduling that ensures that once quantities are leveled (output is matched), inventories do not pile at any stage due to scheduling conflicts.
Synchronize the entire process flow.
Eliminating C storage - Cushion
Cushion stocks compensate for:machine breakdowns,
defective products,
downtime for tool and die changes and
sudden changes in production scheduling.
Eliminate Cushion Storage
Prevent machine breakdowns:
Determining the cause of machine failure at the time it occurs, even if it means shutting down the line temporarily.
Total Productive Maintenance movement.
Eliminate Cushion Storage
Zero Defect Movement.
Total quality management.
Use better inspection processes:
Self Inspection.
Successive Inspection.
Enhancement to inspection through Poka Yoke
Eliminate Cushion Storage
Eliminate Lengthy setups and tool changes
Implement SMED to eliminate long set-up times and tool changes
Running smaller batch sizes to allow for quick changes in production plans
Eliminate Cushion Storage
Absorb Change in Production Plan
Running smaller batch sizes allows for quick changes in production plans without disturbing flow production to significant extent.
Eliminating Safety (S) storage
Safety stock is kept not to take care of any predicted problem but to provide additional securityIt may guard against delivery delays, scheduling errors, indefinite production schedules, etc.
Ex. 10 Delivery to stores
In example 2.10 Shingo mentions a company wherein vendors supply to store and from store components are supplied to assembly line.
Shingo suggested that vendors should directly supply the day’s requirements to assembly floor and in case of any problem, components in the store can be used.
Less Need for Safety Stock Observed
That practice led to the observation that very less safety stock is needed in the store.
Shingo recommends keeping a small controlled stock that is only used when the daily or hourly scheduled delivery fails or falls behind.
In case of unexpected defects also it can be used.
The safety stock can then be replenished when the scheduled materials arrive, but the supply of materials due for the process go directly to the line, rather than normally going into storage first.
This is the essence of the just-in-time supply method.
Eliminating lot delays
While lots are processed, the entire lot, except for the one piece being processed, is in storage (is idle).
The greatest reduction in production time can be achieved when transport lot sizes are reduced to just one; the piece that was just worked on.
SMED
Using SMED (single-minute exchange of dies), set up time is decreased so large lot sizes are no longer necessary to achieve machine operating efficiencies.
SMED facilitates one item lot sizes.
Layout Improvement - Flow
Transportation changes can be accomplished through flow layout and using gravity feed Chutes which result in shorter production cycles and decreases in transport man-hours.
Reducing Cycle Time
Generally, semi-processed parts are held between processes 80% of the time in a production cycle time.
It quantity leveling is used and synchronization of flow is created, the cycle time can be reduced by 80%.
By shifting to small lot sizes will further reduce cycle time.
TPS – Reduction of Delays or Storage
Methods of reducing production time delays (JIT) is the foundation of Toyota Production System.
It clearly brings down production cycle time and thereby offers small order to delivery time.
Process Machine Effort Industrial Engineering - Process Human Effort Industrial Engineering
Process Machine Effort Industrial Engineering - Lessons - IEKC Online IE Course Module
Process Human Effort Industrial Engineering Course (Module) - Lessons
What is Toyota style Industrial Engineering? - Taiichi Ohno
Toyota style industrial engineering is mokeru or profit-making industrial engineering (MIE). Unless IE results in cost reductions and profit increases, I (Taiichi Ohno) think it is meaningless.
http://nraoiekc.blogspot.com/2013/11/taiichi-ohno-on-industrial-engineering.html
What is there in TPS?
Shigeo Shingo - 80% of the TPS is waste elimination - industrial engineering, 15% production management - PPC and 5% kanban communications.
http://nraoiekc.blogspot.com/2013/12/toyota-production-system-industrial.html
Process Chart-Based Industrial Engineering - Free Online Course Notes
Industrial engineers must have the knowledge of basic engineering processes related to the process that they are assigned to improve. As an illustration metal cutting processes are discussed in this course.
Sub-Module - Metal Cutting Theory - Productivity Focus Lessons
50
Metal Cutting Processes - Industrial Engineering and Productivity Aspects
https://nraoiekc.blogspot.com/2020/07/metal-cutting-processes-industrial.html
News - Information for Maintenance Operation Analysis
https://nraoiekc.blogspot.com/2020/07/news-information-for-maintenance.html
Machine Tools - Industrial Engineering and Productivity Aspects
52
Machining Cutting Tools - Industrial Engineering and Productivity Aspects
53
Machine Tool Toolholders - Industrial Engineering and Productivity Aspects
54
Metal Cutting Temperatures - Industrial Engineering and Productivity Aspects
55
Machining Process Simulation - Industrial Engineering and Productivity Analysis
56
Cutting Tool Wear and Tool Life Analysis - Industrial Engineering and Productivity Aspects
57
Surface Finish - Industrial Engineering and Productivity Aspects
58
Work Material - Machinability - Industrial Engineering and Productivity Aspects
59
Machine Rigidity - Industrial Engineering and Productivity Aspects
60
Machining Time Reduction - Machining Cost Reduction - Industrial Engineering of Machining Operations
61
Machine Tool Cutting Fluids - Industrial Engineering and Productivity Aspects
62
High Speed Machining - Industrial Engineering and Productivity Aspects
63
Design for Machining - Industrial Engineering and Productivity Aspects
One has to know how the process is designed to analyze it later and improve it. IEs have to know complete engineering/planning of a process.
Process Planning Principles
64.
Production Process Planning - Foundation for Production
65.
Assembly Design - Process Planning & Industrial Engineering Perspective
66.
Technical Drawings - Important Guidelines - Process Planning and Industrial Engineering
The Lean Revolution in Lantech - 1992-2003 - Womack and Jones
67.
Selection of Metal Removal Processes - Initial Steps - Process Planning and Process Industrial Engineering
Lean System in Lantech - 2004 Onwards
68.
Fixturing and Clamping the Work Piece - Process Planning and Process Industrial Engineering
69.
Determining Depth of Cuts for Multiple Cuts - Process Planning and Process Industrial Engineering
70.
Selecting Cutting Speed - Process Planning and Process Industrial Engineering
71.
Selecting a Machine for the Operation - Process Planning and Process Industrial Engineering
72.
Selecting Tools for a Machining Operation - Process Planning and Process Industrial Engineering
73.
Process Industrial Engineering - Methods and Techniques
74.
Part 2: Process Industrial Engineering - Methods and Techniques
75.
Process Charts, Maps, Diagrams and Operation Analysis Sheet
76.
Recording Operations Using The Motion-Picture Camera and Video Camera
77.
Toyota Style Industrial Engineering - Toyota Process Maps - Process Improvement - Process Metrics
78.
Process and Operation Productivity Analysis and Engineering
79.
Method Study
80.
Machine Work Study - Productivity Improvement Based on Machine and Machine Work Redesign
Process Industrial Engineering - Methods and Techniques
74.
Part 2: Process Industrial Engineering - Methods and Techniques
75.
Process Charts, Maps, Diagrams and Operation Analysis Sheet
76.
Recording Operations Using The Motion-Picture Camera and Video Camera
77.
Toyota Style Industrial Engineering - Toyota Process Maps - Process Improvement - Process Metrics
78.
Process and Operation Productivity Analysis and Engineering
79.
Method Study
80.
Machine Work Study - Productivity Improvement Based on Machine and Machine Work Redesign
Process Analysis for Productivity Improvement Opportunities
81
82
83
84
85
86
87
Production Machine/Equipment Productivity Analysis - Processing Operation Productivity Analysis Step
88
89
90
91
92
93
94.
95
96
97
Productivity Engineering
101
102
103
104
105
106
107
Productivity Software Engineering
Redesigning products or processes by including software solutions, or developing software solutions to improve productivity in any activity or process
http://nraoiekc.blogspot.in/2017/09/productivity-software-engineering.html
Productivity VR Engineering: Redesigning products and processes using VR to improve productivity.
http://nraoiekc.blogspot.in/2017/09/productivity-vr-engineering.html
Productivity Automation Engineering
Redesigning products or processes by incorporating automation to improve productivity.
http://nraoiekc.blogspot.com/2017/09/productivity-automation-engineering.html
Productivity IoT Engineering
Using IoT technology and systems to improve productivity of engineering and engineering related products and processes.
http://nraoiekc.blogspot.com/2017/09/productivity-iot-engineering.html
Redesigning products or processes by including software solutions, or developing software solutions to improve productivity in any activity or process
http://nraoiekc.blogspot.in/2017/09/productivity-software-engineering.html
Productivity VR Engineering: Redesigning products and processes using VR to improve productivity.
http://nraoiekc.blogspot.in/2017/09/productivity-vr-engineering.html
Productivity Automation Engineering
Redesigning products or processes by incorporating automation to improve productivity.
http://nraoiekc.blogspot.com/2017/09/productivity-automation-engineering.html
Productivity IoT Engineering
Using IoT technology and systems to improve productivity of engineering and engineering related products and processes.
http://nraoiekc.blogspot.com/2017/09/productivity-iot-engineering.html
Inspection Operations Improvement
126
127
128
129
132
Transport - Material Handling Operations
136-145
136
137
138
139
141
Storage - Warehousing Operations
146 - 155
146
Analysis and Elimination of Delays
156 - 165
156
______________________________________________________________________
Ud. 24.9.2022, 18.4.2022
Pub 30.11.2019
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Thank you for sharing this; it is truly useful. I'm eager to see your next piece, whenever it may come!" We are also specialized in the design and manufacture of material handling equipment.
ReplyDeleteJost’s Stackers are designed for flexible and retrieval handling of specialized loads, increased performance at great heights, Excellent maneuverability in narrow storage areas due to compact design and low weight.
For more details, please visit us on www.josts.com.Jost’s Stacker comprises
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MHS 1016/1030
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ERC 15/17/17V/17S
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ERB 15/17/20