Lesson 27 of Industrial Engineering ONLINE Course - IE Concepts Module - Contribution of Taylor, Gilbreth, Emerson, Maynard, Barnes, Shigeo Shingo.
Accompanying Case Study: Examining All Operations in a Process
Accompanying Case Study: Examining All Operations in a Process
Narayana Rao (2009)
"Industrial Engineering is Human Effort Engineering and System Efficiency Engineering. It is an engineering discipline that deals with the design of human effort and system efficiency in all occupations: agricultural, manufacturing and service. The objectives of Industrial Engineering are optimization of productivity of work-systems and occupational comfort, health, safety and income of persons involved."(Narayana Rao, 2009).
Narayana Rao, K.V.S.S., “Definition of Industrial Engineering: Suggested Modification.” Udyog Pragati, October-December 2006, Pp. 1-4.
Narayana Rao K.V.S.S., Industrial Engineering, Industrial Engineering - Definition, Explanation, History, and Programs
Narayana Rao, K.V.S.S., “Definition of Industrial Engineering: Suggested Modification.” Udyog Pragati, October-December 2006, Pp. 1-4.
Narayana Rao K.V.S.S., Industrial Engineering, Industrial Engineering - Definition, Explanation, History, and Programs
System - Explanation
The industrial engineering terminology describes the industrial systems or work systems in terms of system components.
System components include people, machines, materials, sequence, and the appropriate working facilities. The process technology and the human characteristics are considered.
According to IISE terminology,
SYSTEM. A set of interrelated parts that operate as a whole in pursuit of common goals; is characterized by: a) a set of components of subsystems linked by information channels, b) engaged in coordinated, goal-directed activity, c) information flow as the basis for control, d) a set of subgoals associated with the individual subsystems or components, e) an external environment which influences the system. A system is said to be an open system if it reacts to its environment and is a closed system if it does not. It is an adaptive system if it reacts to environmental changes in a way that is favorable toward achieving the system goals.
Process - Explanation
PROCESS. (1) A planned series of actions or operations (e.g., mechanical, electrical, chemical, inspection, test) which advances a material or procedure from one stage of completion to another. (2) A planned and controlled treatment that subjects materials or procedures to the influence of one or more types of energy (e.g., human, mechanical, electrical, chemical, thermal) for the time required to bring about the desired reactions or results.
We can start with the idea that a process is a planned and controlled treatment that subjects materials or procedures to the influence of one or more types of energy (e.g., human, mechanical, electrical, chemical, thermal) for the time required to bring about the desired reactions or results. It has planned series of actions or operations (e.g., mechanical, electrical, chemical, inspection, test) which advances a material or procedure from one stage of completion to another.
Processes and System
In a process, in the material desired reactions or shape modifications are brought out in stages termed operations. In the operation energy is used on the material to create the desired change. To create the desired the change, work system/industrial system components, people, machines, materials, sequence, and facilities are used. Hence, we may be able to visualize a factory as a system having machines, people, stored materials, materials in process, facilities that house machines, warehouses for materials, and facilities for providing utilities that are required to operate machines. The utilities include fuel, electricity, water, compressed air, communication lines, networking lines etc.
The process is a series of actions or operations, each one performed by using some of the production system's components. We can also visualize the factory as a system consisting of number of processes that produce different products using the system components in diverse ways.
System Efficiency Engineering increases Total System Effectiveness
The focus of industrial engineering is channeling engineering knowledge into the industrial systems and processes to increase their efficiency or productivity. While the basic engineering discipline develops and designs new products or processes, it is industrial engineering that makes them more and more efficient making products reliably delivering the same designed performance at lesser and lesser cost. Many times, industrial engineering activity brings an industry itself into existence by redesigning the process and product to be made at a cost and sold at a price that initially established a viable industrial system, a system that can sell a volume in a unit period that gives desired profit to sustain the business. Industrial engineering work, keeps on finding opportunities to further reduce cost through productivity improvements through utilizing engineering developments on a continuous basis and contributes to growth in sales volumes through facilitating price reductions. Therefore, the purpose of industrial engineering is made clear as system efficiency engineering.
In system industrial engineering, we can identify industrial engineering tasks at component level. Some of the well identified industrial engineering tasks are:
5. Logistics Industrial Engineering. Logistics refers to warehouses and transport activities.
Process Chart Method - Gilbreths - 1921
Process Charts for Recording and Visualizing Processes in Industrial Engineering.
Process charts are the recording devices used by industrial engineers.
Gilbreth used process charts and described them for wider audience in 1921.
In the original description, Gilbreth described the process charts used in connection with motion study or human effort study. Later the scope of the process charts was extended and the contents of the chart were standardized by ASME. Operation analysis sheet was used by Maynard and Stegemerten in the process chart framework to do machine work study.
In the process chart, five operations are depicted. They are: Operation (material processing) - Inspection - Material transport - Temporary Storage of the Material (Delay without any operation being done) - Permanent or controlled storage of the material.
Each operation has a cost and industrial engineer has to increase the productivity of each operation or step to reduce cost.
In each operations, machines, men and other facilities work to bring the desired result. The work of machines, men, robots, furnaces etc. are to be observed, studies and recorded. To study work of operators, Motion study of both hands and micromotion studies of both hands were developed by by Gilbreths. The process chart that shows the series of operations is further supported charts related to each operation that record activity of each machine and man working in that operation. To do detailed investigation based on process chart, more recording formats need to be used. There is a need for machine work study and operator work study in each of the five steps shown in the flow process chart. Recording devices are to be used machine and operator work studies in each step. Value Adding Operation, Inspection, Transport, Temporary Delay and Permanent Delay. Frank Gilbreth is given credit for the development of process chart system in industrial engineering to study and improve processes.
Process Charting for Improvement - Gilbreths' View
Frank Gilbreth developed process analysis and improvement also along with motion study. In 1921, he presented a paper in ASME, on process charts. Lilian Gilbreth was a coauthor of this paper.
PROCESS CHARTS: FIRST STEPS IN FINDING THE ONE BEST WAY TO DO WORK
By Frank B. Gilbreth, Montclair, N. J. Member of the Society
and L. M. Gilbreth, Montclair, N. J. Non-Member
For presentation at the Annual Meeting, New York, December 5 to 9, 1921,
of The American Society of Mechanical Engineers, 29 West 39th Street, New York.
https://ia800700.us.archive.org/5/items/processcharts00gilb/processcharts00gilb_bw.pdf
THE Process Chart is a device for visualizing a process as a means of improving it. Every detail of a process is more or less affected by every other detail; therefore the entire process must be presented in such form that it can be visualized all at once before any changes are made in any of its subdivisions. In any subdivision of the process under examination, any changes made without due consideration of all the decisions and all the motions that precede and follow that subdivision will often be found unsuited to the ultimate plan of operation.
The use of this process-chart procedure permits recording the existing and proposed methods and changes without the slightest fear of disturbing or disrupting the actual work itself.
The aim of the process chart is to present information regarding existing and proposed processes in such simple form that such information can become available to and usable by the greatest possible number of people in an organization before any changes whatever are actually made, so that the special knowledge and suggestions of those in positions of minor importance can be fully utilized.
Further detailed studies based on process chart
If any operation of the process shown in the process chart is one that will sufficiently affect similar work, then motion study (human effort study) should be made of each part of the process, and the degree to which the motion study should be carried depends upon the opportunities existing therein for savings.
If the operations are highly repetitive or consist of parts or subdivisions that can be transferred to the study of many other operations, then micromotion studies already made can be referred to; also new and further micromotion studies may be warranted in order that the details of method with the exact times of each of the individual subdivisions of the cycle of motions, or ''therbligs," as they are called, that compose the one best way known, may be recorded for constant and cumulative improvement.
These synthesized records of details of processes (motion studies and micromotion studies) in turn may be further combined and large units of standard practice become available for the synthesis of complete operations in process charts.
Similarly we have to add that if an operation is done or repeated multiple times, machine effort study or machine work study needs to be done and work of the machine has to be recorded using a format used in process planning of the machine.
At the end of the paper, the conclusion made by Gilbreths is as follows:
The procedure for making, examining and improving a process is, therefore, preferably as follows:
a. Examine process and record with rough notes, the existing process in detail.
b. Have draftsman copy rough notes in form for blueprinting, stereoscopic diapositives, photographic projection and exhibition to executives and others.
c. Show the diapositives with stereoscope and lantern slides of process charts in executives' theater to executives and workers.
d. Improve present methods by the use of —
1 Suggestion system
2 Motion study
3 Micromotion studies and chronocyclegraphs for obtaining and recording the One Best Way to do Work.
4 Written description of new methods or 'write-ups," "manuals," ''codes," ''written systems," as they are variously called
5 Standards
6 Standing orders
e. Make process chart of the process as finally adopted as a base for still further and cumulative improvement.
We have to add now machine work study to the list of activities of examining process charts for process industrial engineering (We will discuss each step or operation of the process chart in forthcoming lessons in detail)
We see in the method described above the method study steps of record, and examine. The practice of involving the workers in analyzing the process chart which was later popularized by Alan Mogensen is also present in the method suggested by Gilbreth to improve a process. Motion study as a later step in the process analysis method, which was emphasized by H.B. Maynard as part of the operation analysis proposed by him is also visible in the procedure described by Gilbreths.
H.B. Maynard proposed "Operation Analysis" for process improvement.
So, we can see the methods engineering and methods study which became popular subsequently were further development of Gilbreth's process improvement procedure only.
3 Micromotion studies and chronocyclegraphs for obtaining and recording the One Best Way to do Work.
4 Written description of new methods or 'write-ups," "manuals," ''codes," ''written systems," as they are variously called
5 Standards
6 Standing orders
e. Make process chart of the process as finally adopted as a base for still further and cumulative improvement.
We have to add now machine work study to the list of activities of examining process charts for process industrial engineering (We will discuss each step or operation of the process chart in forthcoming lessons in detail)
We see in the method described above the method study steps of record, and examine. The practice of involving the workers in analyzing the process chart which was later popularized by Alan Mogensen is also present in the method suggested by Gilbreth to improve a process. Motion study as a later step in the process analysis method, which was emphasized by H.B. Maynard as part of the operation analysis proposed by him is also visible in the procedure described by Gilbreths.
H.B. Maynard proposed "Operation Analysis" for process improvement.
So, we can see the methods engineering and methods study which became popular subsequently were further development of Gilbreth's process improvement procedure only.
Knowledge Base for Process Productivity Improvement
News - Information for
IISE Terminology
https://www.iise.org/Details.aspx?id=2154
MOTION AND TIME STUDY. A systematic study of work systems, which have the purposes of: (1) developing a preferred system and method (usually one with lowest cost); (2) standardizing this system and method; (3) determining the time required by a qualified and properly trained person working at a normal pace to perform a specific task or operation; (4) assisting and training a worker in the preferred method. Motion study (or methods design), finding the preferred method of doing work. Time study (or work measurement), determining standard time for performing a specific task. Taylor used the term time study almost indiscriminately—including what the Gilbreths called motion study—much to their chagrin, especially when he took time studies without first studying the “one best way.” (See Z94.17 WORK DESIGN & MEASUREMENT.)
https://www.iise.org/Details.aspx?id=2592
MACHINE-CONTROLLED TIME. The time portion of an operation cycle required by a machine to complete the machine portion of the work cycle. The operator does not control this portion of the cycle time, whether or not attending the machine. Syns: independent machine, machine-controlled time allowance, allowance for machine-controlled time.
MACHINE ELEMENT. (See MACHINE-CONTROLLED TIME.)
MANUAL ELEMENT. A distinct, describable, and measurable subdivision of a work cycle or operation performed by hand or with the use of tools, and one that is not controlled by process or machine.
METHOD. (1) The procedure or sequence of motions by workers and/or machines used to accomplish a given operation or work task. (2) The sequence of operations and/or processes used to produce a given product or accomplish a given job. (3) A specific combination of layout and working conditions; materials, equipment, and tools; and motion patterns involved in accomplishing a given operation or task.
METHODS ANALYSIS. That part of methods engineering normally involving an examination and analysis of an operation or a work cycle broken down into its constituent parts for the purpose of improvement, elimination of unnecessary steps, and/or establishing and recording in detail a proposed method of performance.
METHODS ENGINEERING. That aspect of industrial engineering concerned with the analysis and design of work methods and systems, including technological selection of operations or processes, specification of equipment type and location, design of manual and worker-machine tasks. May include the design of controls to insure proper levels of output, inventory, quality, and cost. (See WORK DESIGN, MOTION ANALYSIS, MOTION ECONOMY, METHODS ANALYSIS.)
METHODS STUDY. A systematic examination of existing methods with the purpose of developing new or improved methods, tooling, or procedures.
https://www.iise.org/Details.aspx?id=2598
PROCESS. (1) A planned series of actions or operations (e.g., mechanical, electrical, chemical, inspection, test) which advances a material or procedure from one stage of completion to another. (2) A planned and controlled treatment that subjects materials or procedures to the influence of one or more types of energy (e.g., human, mechanical, electrical, chemical, thermal) for the time required to bring about the desired reactions or results.
PROCESS ENGINEER. An individual qualified by education, training, and/or experience to prescribe efficient production processes to safely produce a product as designed and who specializes in this work. This work includes specifying all the equipment, tools, fixtures, human job elements, and the like that are to be used and, often, the estimated cost of producing the product by the prescribed process. (See PROCESS, PROCESS DESIGN.)
PRODUCTIVITY. (1) The ratio of output to total inputs. (2) The ratio of actual production to standard production, applicable to either an individual worker or a group of workers.
OPERATION. (1) A job or task, consisting of one or more work elements, usually done essentially in one location. (2) The performance of any planned work or method associated with an individual, machine, process, department, or inspection. (3) One or more elements which involve one of the following: the intentional changing of an object in any of its physical or chemical characteristics; the assembly or disassembly of parts or objects; the preparation of an object for another operation, transportation, inspection, or storage; planning, calculating, or the giving or receiving of information.
OPERATIONS ANALYSIS. A study of an operation or scenes of operations involving people, equipment, and processes for the purpose of investigating the effectiveness of specific operations or groups so that improvements can be developed which will raise productivity, reduce costs, improve quality, reduce accident hazards, and attain other desired objectives.
https://www.iise.org/Details.aspx?id=2576
ELEMENT. A subdivision of the work cycle composed of one or a sequence of several basic motions and/or machine or process activities which is distinct, describable, and measurable. (See MANUAL
ELEMENT, MACHINE-CONTROLLED TIME.)
ELEMENTAL MOTION. Individual manual motions or simple motion combinations used to describe the sensory-motor activity in an operation. Generally refers to the more basic and elementary therbligs. An attempt often is made to define these precisely with associated time values. Typical elemental motions are: reach, move, assemble, pre-position, turn.
https://www.iise.org/Details.aspx?id=2612
WORK DESIGN. The design of work systems. System components include people, machines, materials, sequence, and the appropriate working facilities. The process technology and the human characteristics are considered. Individual areas of study may include analysis and simplification of manual motion components: design of jigs, fixtures, and tooling; human-machine analysis and design; or the analysis of gang or crew work. Syns: ergonomics, job design, methods engineering, methods study, motion study, operation analysis, work simplification, motion economy.
WORK MEASUREMENT. A generic term used to refer to the setting of a time standard by a recognized industrial engineering technique, such as time study, standard data, work sampling, or predetermined motion time systems. Syn. ergonometrics.
WORK SIMPLIFICATION. A management philosophy of planned improvement using any or all of the tools and techniques of industrial engineering in an atmosphere of creative participation which enables employees to achieve individual goals through the achievement of organizational goals. (See WORK DESIGN.)
WORK TASK. A specific quantity of work, set of duties or responsibilities, or job function assigned to one or more persons.
WORK UNIT. An amount of work, or the results of an amount of work, that it is convenient to treat as an integer (an each) when examining work from a quantitative point of view.
Process Industrial Engineering
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https://www.youtube.com/watch?v=yIpkLPpsA18
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Engineering in Industrial Engineering
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Engineering in Industrial Engineering
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https://www.youtube.com/watch?v=Z_Hv0JH9OkQ
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Gilbreth on Process Charts in 1911 - In his book "Motion Study"
VALUE OF CHARTS
We have found it helpful in recording our observations to use charts. Some such form as that shown on pages 88 and 89 is used.
This chart is one made during an observation of bricklaying before the invention of the packet, the packet scaffold, and the fountain trowel.
The operation of laying a brick was divided into the motions of which it consisted (column 1). The usual (present) practice of the time (given as "the wrong way," column 2) showed the units into which the operation was divided. The best practice of the time ("the right way," column 3, now obsolete) was charted in such a way that its relation from a motion standpoint to the usual practice was clearly shown.
Column 4 shows how the usual practice may be transformed into the best practice. It would serve as an instruction card to the workman, showing him not only where his method needed to be improved but also exactly how to improve it.
This chart, together with a plan showing the workman where he should put the stock and where he should place his feet (Fig. 14), and with pictures showing how he should lay the brick, etc., proved most successful for instruction as well as for recording.
At first glance this chart, and the others like it, which we used at that time, seem very crude. In fact, compared to what has since been done to standardize operations, they are crude. But they mark a distinct phase of motion study. They show plainly, as careful reading will prove, that an earnest study of motions will automatically promote the growth of the study.
[Inventions in/for Industrial Engineering by Gilbreth]
(Industrial engineers have to note that IE is real engineering and they need to invent and design engineering items for increasing productivity. In the present day, IEs are ignoring engineering and they are being called imaginary engineers*)
For example, study of column 4 in the sample chart given led to the invention of the packet scaffold, the packet, the fountain trowel, and several other of the best devices, and the u packet-on- the- wall" method now used in brickwork.
These inventions in their turn necessitated an entirely new set of motions to perform the operation of laying a brick.
So, likewise, the progression also went on before the days of conscious motion study: observation, explanation, invention, elimination, and again observation, in an upward helix of progress.
The great point to be observed is this: Once the variables of motions are determined, and the laws of underlying motions and their efficiency deduced, conformity to these laws will result in standard motions, standard tools, standard conditions, and standard methods of performing the operations of the trades.
Conformity to these laws allows standard practice to be attained and used. If the standard methods are deduced before the equipment, tools, surroundings, etc., are standardized, the invention of these standard means is as sure as the appearance of a celestial body at the time and place where mathematics predicts that it will appear.
It is as well to recognize first as last that real progress from the best present method to the standard method can never be made solely by elimination. The sooner this is recognized the better. Elimination is often an admirable makeshift. But the only real progress comes through a reconstruction of the operation, building it up of standardized units, or elements.
It is also well to recognize the absolute necessity of the trained scientific investigator. The worker cannot, by himself, arrange to do his work in the most economical manner in accordance with the laws of motion study. Oftentimes, in fact nearly always, the worker will believe that the new method takes longer than the old method. At least he will be positive that many parts, or elements, of the process when done under the new method take longer than under the old style, and will not be in sympathy with the scheme because he is sure that the new way is not so efficient as his old way. All of which shows that the worker himself cannot tell which are the most advantageous motions. He must judge by the fatigue that he feels, or else by the quantity of output accomplished in a given time. To judge by the quantity of output accomplished in a given time is more of a test of effort than a test of motion study, and oftentimes that element that will produce the most output is the one that will cause the least fatigue.
The difference in amount of merit between any two methods can perhaps be best determined by timing the elements of the motions used in each. This is the method of attack usually accepted as best, because it separates each motion into its variables and analyzes them one at a time. It is out of the question to expect a workman to do such timing and to do his work at the same time. Furthermore, it is an art in itself to take time-study observations, an art that probably takes longer to master than does shorthand, typewriting, telegraphy, or drafting.
Few workers have had an opportunity to learn the art of making and using time-study observations, because our school educators have not had any mental grasp of the subject themselves. Add to the difficulties to be overcome in acquiring the knowledge of observing, recording, and analyzing the time-study records, the knowledge necessary to build up synthetically the correct method with each element strictly in accordance with the laws of motion economy each by itself and when used together in the particular determined sequence, and you will see the reason why the worker by himself has not devised, cannot, and never will be expected to devise, the ultimate method of output. It does not then, after all, seem so queer that the workman's output can always be doubled and oftentimes more than tripled by scientific motion study. Again, scientifically attained methods only can become Ultimate methods.
Any method which seems after careful study to have attained perfection, using absolutely the least number of most effective, shortest motions, may be thrown aside when a new way of transporting or placing material or men is introduced. It is pitiful to think of the time, money, strength, and brains that have been wasted on devising and using wonderfully clever but not fundamentally derived methods of doing work, which must inevitably be discarded for the latter.
The standardizing of the trades will utilize every atom of such heretofore wasted energy.
The standardizing of the trades affords a definite best method of doing each element.
Having but one standard method of doing each element divides the amount of time-study data necessary to take by a number equal to the number of different equally good methods that could be used.
The greatest step forward can be made only when time-study data can be made by one and used by all. A system of interchange and cooperation in the use of the data of scientific management can then be used by all persons interested.
This reduction and simplification of taking time study is the real reason for insistence upon making and maintaining standards for the largest down to the smallest insignificant tool or device used.
Gilbreth's Human Effort Industrial Engineering - Productivity Science of Motion Study -
Future Scope of Study.
Do it. It is Real Engineering. Industrial Engineering is Engineering Primarily.
Find 5 new engineering developments every day in elements related to facilities, products and processes in your organization and assess their use for industrial engineering.
Best Practices in #IndustrialEngineering
Updated 27 June 2022, 10 September 2021, 27, 24 June 2021
8 June 2020, 3 June 2020
Process Improvement - Process Chart Method - Original Proposal by Gilbreths in 1921.
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An Engineering Process is a System.
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The primary focus of industrial engineering has to be improvement of engineering in processes to increase productivity by harnessing the full current state body of engineering knowledge. Industrial engineering is engineering++.
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