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Taylor's Research on Machining Productivity Improvement Metal Cutting Theory - Productivity Focus Process Planning Principles Process Charting for Process Analysis Operation Analysis of Value Adding Transformation (Operation in Process Chart Terminology) Operation Analysis of Inspection Operation Analysis of Material Handling and Transport Operation Analysis of Temporary Delays Operation Analysis of Storage in Stores Operation Analysis of Information Generation and Communication
Various organization level issues like plant layout, JIT-lean thinking, and TPM will be covered in the module.
Introduction to Process Industrial Engineering ______________
1. Define- Define the constraint as internal or external
2. Recognize- Recognize constraint value stream
3. Identify- Identify the critical path using critical path method
4. Visualize- Visualize root cause of constraint
5. Execute- Design lean based system to address root cause
6. Sustain- Sustain the lean design through cultural adaptation and training
The first four phases of the model (DRIV) focus on problem identification and problem definition, whereas the fifth and sixth steps (ES) refer to solving the problem and sustaining the solution.
Lean sustainability failures are also exacerbated by Lean’s push for waste reduction, often at the cost of employee well-being. The Sustainable Lean model, developed at the University of Tennessee has a special focus people systems.
The following four principles are emphasized:
1. Reduce resource and effort level by strategic problem definition,
2. Align all efforts with system growth and competitiveness,
3. Enhance throughput and capacity, and
4. Enhance employee quality of life.
"Process and System Design Using the D.R.I.V.E.S. Model"
Rapinder Sawhney, Dinesh R. Patlolla, Harshitha Muppaneni, Girish Upreti, Kaveri A. Thakur
Department of Industrial and Systems Engineering, University of Tennessee, Knoxville, Tennessee 37996, USA
Proceedings of the 5th ICMEM
International Conference on Mechanical Engineering and Mechanics
August 20-22, 2014, Yangzhou, P. R. China.
"Teaching Sustainable Lean: The Next Step Towards Inculcating a Critical Problem-Solving Mindset" in
Lean Thinking: A Transversal and Global Management Philosophy to Achieve Sustainability Benefits
Authors: Rupy Sawhney, Ninad Pradhan, Nelson Matias, Enrique Macias De Anda, Esdras Araujo, Samuel Trevino, Carla Arbogast
Industrial engineering is improvement in various elements of engineering operations to increase productivity. Along with engineering elements, industrial engineers evaluate and improve many other elements also as they are responsible for productivity and cost of items produced in a process. Through assignments of improving productivity and efficiency of information technology and software engineering processes, industrial engineers specializing in IT were given responsibility for business processes also. Thus industrial engineers with focus on various branches of engineering provide their services to companies and society to improve various elements of the products and processes on a continuous basis over the product life cycle. They are active in engineering or production-maintenance-service-logistic processes and business processes.
Productivity improvement always focuses on quality and flexibility issues as productivity improvement should not lead to any deterioration in quality or flexibility. Delivery and cost are always at the core of industrial engineering. Thus when QFCD paradigm came, that is attention to quality, flexibility, cost and delivery became prominent, many industrial engineers were given the responsibility of managing this function of continuous improvement.
PROCTER & GAMBLE SACRAMENTO, CA Job Now Open (22 November 2020)
Manufacturing / Physical Distribution Process Engineer job
COMPANY DESCRIPTION
Making your day better-in small but meaningful ways. We see big potential in life's little moments. Brushing teeth. Washing hair. Showering. Shaving. Caring for the baby. Cleaning the house. Doing the dishes, and the laundry. We make the products that help make these moments a little easier.
JOB DESCRIPTION
How would you like to improve machinery and process systems? We want entry level engineers who can handle dynamic work environments and who know how to think outside of the box. We rely on our engineers in manufacturing and our physical distribution centers to make our products to the highest of standards. If you would like to be a part of this process, then we want you to apply!
Are you ready for the challenge?
Meaningful work on Day 1
We produce high-quality products and need to do so on-time and at a low cost. We value your creativity and skill in analyzing and solving some big, meaningful problems. From the beginning, you will be leading projects that matter and guiding teams that will impact the production of globally recognized branded products. Our manufacturing process engineers help us get things done!
We offer you:
An impactful career path, with meaningful work from the beginning
Continuous mentorship, coaching, training, and guidance
The opportunity to learn and work with the world-renowned technologies
The chance to influence the production and quality of our leading products
A diverse, multifaceted work environment passionate about safety and quality
We are seeking individuals with the following qualities: * The ability to problem solve and collaborate in teams * Highly motivated, self-driven, and eager to learn new skills * Strong communication, interpersonal, time management, and analytical skills * A desire to work in a fast-paced, hands-on manufacturing environment with technicians and equipment
What will you do?
Where you work depends on a number of things. Manufacturing Process Engineers lead our efforts to identify and drive out losses through standards and system development. They support the daily activities of the production line and/or processing areas, and build long term capability into their area, systems, and technicians. Daily work could encompass any of the following:
Identifying, prioritizing, analyzing, and eliminating losses and inefficiencies
Delivery and start-up of new equipment, initiatives, and projects
Collaborating with technical experts, other functions, and other manufacturing sites to create the best solutions
Creating learning programs and coaching and training technicians
Creating and improving standards to enable us to achieve the performance targets for the production line
Understanding and working with state-of-the-art robotics and automated equipment
We have plants all over the region, and where you go is based on your skills and interests as well as our business need.
With this Engineer role, you may work in either of these areas:
Manufacturing (Making, Packing, Safety, or Health Safety & Environment)
Physical Distribution Centers and/or Warehouse
You are a good fit here if you:
Have a BS/MS degree in engineering. We prefer Mechanical, Electrical, Industrial, Chemical Engineering, though we may also consider other engineering.
Procter&Gamble, Hungary, Gyöngyös, Heves, MANUFACTURING PROCESS MANAGER
APPLY NOW (23 November 2020)
We welcome you to apply and join
The Job Scope includes:
As our Engineer you will be responsible for inventing, reapplying and developing technologies, required to support the production process of our world-class consumer products. Through the use of state of the art technologies, equipment and work systems, we build a continuous stream of flexible, loss free, profit generating technologies and initiatives, safely producing the most cost competitive products to meet a full range of consumer needs. Where appropriate, we develop rare proprietary technologies or simply reapply what is proven, consistent with the business requirements.
Work:
Define and evaluate technical options for achieving business objectives.
Study technical feasibility and capital cost of proposed changes.
Prepare a design basis for the project, based on engineering studies, high end computer modelling and simulation, economic evaluations and consultations with Manufacturing, Research & Development and other contributing groups.
Manufacturing, Research & Development and other contributing groups.
Lead new equipment start-ups in the production plants and train the production teams.
Solve equipment problems working closely with production staff on new or existing operations.
Specify and conduct acceptance tests on equipment purchased from vendors.
QUALIFICATIONS
You have University or College degree in engineering preferably electrical, industrial, mechanical, chemical, polymer engineering, manager engineering, logistics manager, quality or bio engineering and other engineering or technology
Fresh graduate or 1-5 years of work experience on relevant field
Manufacturing / Engineering Internship - P&G India
Procter & Gamble, Maharashtra, IND Full Time
This is a place where you can be proud to work and do something that matters.
**Do you want to transform materials**for**winning**consumer**experiences?
*Then an Internship as Manufacturing/Engineering Intern in one of our plants might be the right place for you to gain this experience!
In our Manufacturing department, we produce consumer goods to supply the market in conformity with the expectations of our customers in terms of quality, time and at the lowest cost. In an increasingly innovative environment to ensure our leading position, our fully automated plants are constantly renewed so that we ensure the development and use of most advanced technologies. We will value your creativity and your ability to analyze and solve problems.
*Your Role as an Intern in Manufacturing/Engineering:
*In this internship role, you will have the opportunity to be on the floor to meet different challenges, make decisions and see quickly the results. You will discover P&G's technologies who are worldly recognized. You will also discover the P&G's standards and methods. In the end you will build your own capabilities through the job experience, mentoring and training.
You are likely to be placed in one of the following functions:
*Production - Packing*
* Make studies on performance loss (on equipment, skills, organization)
* Identify one or more key projects to achieve the performance targets of the packing line
* Establish methods for solving technical problems
* Systematize tools for maintenance and implement production management tools
* Work on the installation and start up of new equipment
*Production - Making*
* Make the study and analysis of performance loss (equipment, organization, skills)
* Ensure the communication between different departments (logistics, packing, projects etc.)
* Build learning programs for operators and team leader to help them to develop their skills
* Establish systematization tools, simplify process and standardize work
*Quality*
* Develop the quality indicators and audits
* Support the production (especially on equipment validation, process etc.)
* Investigate " non-standard " and establish an action plan
* Participate in workshops within a team*
You will work on:* * Environmental Management Site (destruction of products, waste management ...) * Conducting a study on the consumption of energy and water at the site and propose practical and balanced solutions for improving and reducing energy consumption across our processes
This function packs our product in its final packaging, set up in palets.
Three priorities for packing departments: Safety, Quality, Productivity.
The heart of the engineering profession in packing is the constant improvement of the production lines in order to increase its effectiveness (reducing timing of changeover, decrease downtime etc.)
*Your missions will be to:
*This is the department that mixes our products, from recipes sent by R & D. Priority for making is to produce in large quantities and with flexibility, a product according to the original recipe, to deliver the packing lines in time.
The top priority of the making teams is the continuous improvement of the manufacturing process to eliminate any loss in different stages (formula change time reduction, decrease downtime, operator training on chemical process, development of maintenance plans...).
*In this department, you will:*The Quality department handles the quality assurance of our products, that is to say all the systems that ensure that we produce a consistent quality in line with consumer expectations and in accordance with local laws and P&G rules. It validates all the formulas and equipment prior to production, and is also responsible for the study of "non-standards" to improve our processes and training of the entire plant to quality principles.You will ensure that the quality of the products is optimal. For this, you will:*Health Safety & Environment* This team handles the environmental issues of the site, including working on our waste, destruction of defective products, water management and energy.
We are looking for Students:
* Currently studying towards Bachelor's or Master's degree in Engineering disciplines
* Technical excellence & rigor in executing defined plans
Who are eligible to participate in the Summer Internship Placement process at their campus and have received the link to this site from their campus Placement Committees.
All further communication will be routed via the committee. What we offer:
Industrial Engineering Statistics: Using statistical tools like data description, sampling and design of experiments in industrial engineering activity. Statistics and Industrial Engineering
Human Effort Industrial Engineering: Redesign of products and processes to increase satisfaction and reduce discomfort and other negative consequence to operators. Motion Study - Human Effort Industrial Engineering
Productivity Measurement: Various measurements done by industrial engineers in industrial setting to collect data, analyze data and use the insights in redesign: Product Industrial Engineering and Process Industrial Engineering. Industrial Engineering Data and Measurements
Productivity Management: Management undertaken by industrial engineers to implement Product Industrial Engineering and Process Industrial Engineering. Management processes industrial engineering is also part of productivity management. Productivity Management
Applied Industrial Engineering: Application of industrial engineering in new technologies, existing technologies, engineering business and industrial processes and other areas.
Nov 1 (Reuters) - Procter & Gamble Co said on Thursday that 31-year company veteran Jorge Uribe will soon become its first global productivity and organization transformation officer, as the world’s largest maker of household products works on improving its structure and cutting costs.
Marc S. Pritchard
Chief Brand Officer at Procter & Gamble
Cincinnati, Ohio
2014 onwards
Our integrated strategy is the foundation for strong balanced growth and value creation for the near and long term — to focus and strengthen our portfolio in daily use categories where performance drives brand choice; to establish and extend the superiority of our brands across product, packaging, communication, retail execution and value; to make productivity as integral to our culture as innovation; to lead constructive disruption across the value chain; and to improve organization focus, agility and accountability. These are not independent strategic choices. They reinforce and build on each other, and when executed well, lead to balanced top- and bottom-line growth and value creation.
This strategy is working, and we believe it puts us in a good position to deal with and overcome the challenges of the current macroeconomic environment we find ourselves in.
5 Themes of the Integrated Strategy
PORTFOLIO performance drives brand choice
SUPERIORITY to win with consumers
PRODUCTIVITY to fuel investments (increased profits invested in more profitable projects)
One Procter & Gamble Plaza, Cincinnati, Ohio 45202
Form 10-K For the Fiscal Year Ended June 30, 2020
STRATEGIC FOCUS
Procter & Gamble aspires to serve the world’s consumers better than our best competitors in every category and in every country in which we compete, and, as a result, deliver total shareholder return in the top one-third of our peer group. Delivering and sustaining leadership levels of shareholder value creation requires balanced top- and bottom-line growth and strong cash generation. The Company has undertaken an effort to focus and strengthen its business portfolio to compete in categories and with brands that are structurally attractive and that play to P&G's strengths. The ongoing portfolio of businesses consists of ten product categories where P&G has leading market positions, strong brands and consumer-meaningful product technologies.
Within these categories, our strategic choices are focused on winning with consumers. The consumers who purchase and use our products are at the center of everything we do. We win with consumers by delivering superiority across the five key elements of product, packaging, brand communication, retail execution and value equation. Winning with consumers around the world and against our best competitors requires innovation. Innovation has always been, and continues to be, P&G’s lifeblood. Innovation requires consumer insights and technology advancements that lead to product improvements, improved marketing and merchandising programs and game-changing inventions that create new brands and categories.
Productivity improvement is critical to delivering our balanced top- and bottom-line growth and value creation objectives. Productivity improvement and sales growth reinforce and fuel each other. Our objective is to drive productivity improvement across all elements of cost, including cost of goods sold, marketing and promotional spending and non-manufacturing overhead. We plan to reinvest productivity improvements and cost savings in product and packaging improvements, brand awareness-building advertising and trial-building sampling programs, increased sales coverage and R&D programs as well as to offset cost increases (including commodity and foreign exchange impacts) and improve operating margins.
We are constructively disrupting our industry and the way we do business, including how we innovate, communicate and leverage new technologies, to create more value.
We are improving operational effectiveness and organizational culture through enhanced clarity of roles and responsibilities, accountability and incentive compensation programs.
We believe these strategies are right for the long-term health of the Company and our objective of delivering total shareholder return in the top one-third of our peer group.
The Company expects the delivery of the following long-term annual financial targets will result in total shareholder returns in the top third of the competitive fast-moving consumer goods peer group:
•Organic sales growth above market growth rates in the categories and geographies in which we compete;
•Core earnings per share (EPS) growth of mid-to-high single digits; and
•Adjusted free cash flow productivity of 90% or greater.In periods with significant macroeconomic pressures, such as the current COVID-19 pandemic, we intend to maintain a disciplined approach to investing so as not to sacrifice the long-term health of our businesses to meet short-term objectives in any given year.
Restructuring Program to Deliver Productivity and Cost Savings
In fiscal 2012, the Company initiated a productivity and cost savings plan to reduce costs and better leverage scale in the areas of supply chain, research and development, marketing and overheads. The plan was designed to accelerate cost reductions by streamlining management decision making, manufacturing and other work processes to both fund the Company's growth strategy and increase the Company's operating margin.
In fiscal 2017, the Company communicated specific elements of an additional multi-year productivity and cost savings program.
The current productivity and cost savings plan is further reducing costs in the areas of supply chain, certain marketing activities and overhead expenses. As part of this plan, the Company incurred approximately $1.5 billion in total before- tax restructuring costs across 2019 and 2020. In fiscal 2021 and onwards, the Company expects to incur restructuring costs within the range of our historical ongoing level of $250 to $500 million annually. Savings generated from the Company's restructuring program are difficult to estimate, given the nature of the activities, the timing of the execution and the degree of reinvestment. However, we estimate that through 2020, the underlying restructuring costs incurred since 2012 (approximately $8.2 billion), along with other non-manufacturing enrollment reductions since 2012 have delivered approximately $3.7 billion in annual before-tax gross savings.
Restructuring accruals of $472 million as of June 30, 2020 are classified as current liabilities. Approximately 52% of the restructuring charges incurred in fiscal 2020 either have been or will be settled with cash. Consistent with our historical policies for ongoing restructuring-type activities, the resulting charges are funded by and included within Corporate for segment reporting. In addition to our restructuring programs, we have additional ongoing savings efforts in our supply chain, marketing and overhead areas that yield additional benefits to our operating margins.
https://sec.report/Document/0000080424-20-000053/ (21 Nov 2020)
12 Jun 2020
P&G wants to “make productivity as integral as innovation.”
The FMCG giant is discovering new ways to be productive daily as it adapts and streamlines its business due to coronavirus. These daily incremental changes will be captured into positive long-term effects.
P&G gains from Productivity Side of Digital Transformation during COVID-19
27/04/2020
P&G investing in digital capabilities to strengthen consumer connections and piloting several different digital-enabled initiatives using fulfillment methods.
P&G in its 2019 annual report said that it remains on track to deliver up to $10 billion in productivity savings. It is creating a synchronized supply chain network based on real-time demand signals.
P&G aims to create savings through more cost-effective multi-category manufacturing sites in geographically strategic locations. It is also incorporating automation and digitization in these sites to minimize cost with adequate flexibility to change product mix according to demand trends. https://infotechlead.com/cio/pgs-recent-digital-transformation-plans-61097
What will operational excellence look like in your organization's future?
P&G’s Integrated Work System (IWS) is a proprietary way of improving manufacturing reliability, reducing costs and elevating productivity. IWS is a disruptive way of working predicated on two primary principles: the drive to zero losses and 100 percent employee ownership. The EY and P&G alliance combines the Integrated Work System with the global EY manufacturing performance improvement experience and P&G certified consultants to help clients improve performance via sustainable change and transformation. https://www.ey.com/en_gl/alliances/pg
P&G's total expenses have risen from $54.86 billion in 2017 to about $63.72 billion in 2019. Expenses in 2019 included a one-time $8.35 billion write-down of Gillette.
Cost of sales is the biggest expense head. It was 50.2% of revenue in 2017. It is 51.4% of revenue in 2019.
Cost of sales as % of revenue is likely to drop to around 50%, with net income margin expected to grow from 5.9% in 2019 to 16.9% in 2020 (No restructuring charge of 8.35 billion).
P&G Announces Its 'Most Significant Organization Change in 20 Years'
November 8, 2018
The Procter & Gamble Company (P&G) has announced its plans to simplify its organizational structure in order to "increase focus, agility and accountability."
Starting July 1, 2019, P&G will implement a "new, simpler management structure to provide greater clarity on responsibilities. New reporting lines will strengthen leadership accountability and enable P&G people to accelerate growth and value creation."
P&G chairman, president and CEO, David Taylor was quoted saying, "This is the most significant organization change we’ve made in the last 20 years. We will have a more engaged, agile and accountable organization focused on winning with consumers through superiority, fueled by productivity and operating at the speed of the market."
Very popular and famous industrial engineering department in P&G
Arthur Spinanger, Associate Director, Industrial Engineering Division has taken IE activities to a high level in P&G with deliberate methods change program involving all in methods improvement.
----
THE PROCTER & GAMBLE COMPANY
One Procter & Gamble Plaza, Cincinnati, Ohio 45202
Form 10-K For the Fiscal Year Ended June 30, 2017
Our business results depend on our ability to successfully manage productivity improvements and ongoing organizational change.
Our financial projections assume certain ongoing productivity improvements and cost savings, including staffing adjustments as well as employee departures. Failure to deliver these planned productivity improvements and cost savings, while continuing to invest in business growth, could adversely impact our financial results.
STRATEGIC FOCUS
P&G aspires to serve the world’s consumers better than our best competitors in every category and in every country in which we compete, and, as a result, deliver total shareholder return in the top one-third of our peer group. Delivering and sustaining leadership levels of shareholder value creation requires balanced top-line growth, bottom-line growth and strong cash generation.
Our strategic choices are focused on winning with consumers. The consumers who purchase and use our products are at the center of everything we do. We increase the number of users - and the usage - of our brands when we win at the zero, first and second moments of truth: when consumers research our categories and brands, purchase them in a store or online and use them in their homes.
Winning with consumers around the world and against our best competitors requires innovation. Innovation has always been, and continues to be, P&G’s lifeblood. Innovation requires consumer insights and technology advancements that lead to product improvements, improved marketing and merchandising programs and game-changing inventions that create new brands and categories.
Productivity improvement is critical to delivering our balanced top-line growth, bottom-line growth and value creation objectives. Productivity improvement and sales growth reinforce and fuel each other. We are driving productivity improvement across all elements of cost, including cost of goods sold, marketing and promotional expenses and non-manufacturing overhead. Productivity improvements and cost savings are being reinvested in product and packaging improvements, brand awareness-building advertising and trial-building sampling programs, increased sales coverage and R&D programs.
We are improving operational effectiveness and organizational culture through enhanced clarity of roles and responsibilities, accountability and incentive compensation programs.
The Company has undertaken an effort to focus and strengthen its business portfolio to compete in categories and with brands that are structurally attractive and that play to P&G's strengths.
The Company is in the midst of a productivity and cost savings plan to reduce costs in the areas of supply chain, certain marketing activities and overhead expenses. The plan is designed to accelerate cost reductions by streamlining management decision making, manufacturing and other work processes to fund the Company's growth strategy.
Marketing spending as a percentage of net sales increased 10 basis points due to an increase in marketing activities, partially offset by productivity savings.
•
Overhead costs as a percentage of net sales increased 20 basis points, primarily driven by wage inflation and increased sales personnel in certain businesses, partially offset by 20 basis points of productivity savings.
Barrett J. Brunsman – Staff reporter, Cincinnati Business Courier
Sep 13, 2016,
The Cincinnati-based company P & G is on track to pare as much as $10 billion in costs over the next five years,
The majority of those savings will come from reducing the cost of goods, which is linked to expenses involving manufacturing, transportation and warehousing, and materials.
utilizing new warehouse software that reduces idle time and travel distance of finished product as it moves through our mixing centers, improving productivity by up to 35 percent.
Imflux technology could save P&G $150 million annually in packaging costs as well as reduce capital expenditures by $50 million a year,
Procter & Gamble (P&G) is turning to “pooling production” and “open-sourcing” as it looks to continue its drive to reduce marketing spend.
The FMCG-giant’s marketing chief Marc Pritchard revealed the plans at an analyst event in Cincinnati last week. Driving marketing productivity, efficiency and effectiveness and slashing its once $8bn spend has been his remit.
We are focused on strategies that we believe are right for the long-term health of the Company with the objective of delivering total shareholder return in the top one-third of our peer group.
We are focusing our resources on our leading, most profitable categories and markets:
•
Strengthening core categories, such as baby care and fabric care, and core markets, such as the U.S., to grow these businesses.
•
Investing in developing markets on the categories and countries with the largest size of prize and highest likelihood of winning.
•
Narrowing and refocusing the Company's portfolio to compete in categories and brands that are structurally attractive and that play to P&G strengths and looking at alternatives to partner, divest or discontinue the balance. This will enable us to allocate resources to leading brands - marketed in the right set of countries, channels, and customers - where the size of the prize and probability of winning is highest.
Innovation has always been - and continues to be - P&G's lifeblood. To consistently win with consumers around the world across price tiers and preferences and to consistently win versus our best competitors, each P&G product category needs a full portfolio of innovation, including a mix of commercial programs, product improvements and game-changing innovations.
Productivity is a core strength for P&G, which creates flexibility to fund our growth efforts and deliver our financial commitments. We have taken significant steps to accelerate productivity and savings across all elements of costs, including cost of goods sold, marketing expense and non-manufacturing overhead.
Finally, we are focused on improving execution and operating discipline in everything we do. Operating discipline and execution have always been - and must continue to be - core capabilities and competitive advantages for P&G.
At current market growth rates, the Company expects the consistent delivery of the following annual financial targets will result in total shareholder returns in the top third of the competitive peer group:
•
Organic sales growth modestly above market growth rates in the categories and geographies in which we compete;
•
Core EPS growth of high single digits; and
•
Free cash flow productivity of 90% or greater.
(p.24, 10K Statement for year 2014, PROCTER & GAMBLE CO (PG) 10-K Annual report)
Moeller also said P&G is on track to meet its goal of achieving $10 billion in cost reductions by 2016. About 5,850 jobs have been cut so far, which was part of the plan the company rolled out at the same conference last year. P&G expects to cut management and administrative expenses by 2 percent to 4 percent a year.
“Productivity is the great enabler,” he said. “It creates financial flexibility to pursue more growth. It empowers people to think differently about how things are done. And it provides a cushion to protect bottom-line growth even in a challenging macro environment.”
We are focused on strategies that we believe are right for the long-term health of the Company with the objective of delivering total shareholder return in the top one-third of our peer group.
We are focusing our resources on our leading, most profitable categories and markets.
•
We will focus on our core markets, such as the U.S., to strengthen and grow these businesses.
•
We will focus our developing market investments on the categories and countries with the largest size of prize and highest likelihood of winning.
•
We will focus the portfolio, allocating resources to businesses where we can create disproportionate value.
To create flexibility to fund our growth efforts and deliver our financial commitments, we are working to make productivity a core strength for P&G. We have taken significant steps to accelerate cost savings, including a five-year cost savings initiative which was announced in February 2012. The cost savings program covers all elements of costs including cost of goods sold, marketing expense and non-manufacturing overhead.
Innovation has always been - and continues to be - P&G's lifeblood. To consistently win with consumers around the world across price tiers and preferences and to consistently win versus our best competitors, each P&G product category needs a full portfolio of innovation, including a mix of commercial programs, product improvements and game-changing innovations.
Finally, we are focused on improving operating discipline in everything we do. Executing better than our competitors is how we win with customers and consumers and generate leadership returns for our shareholders.
Given current market growth rates, the Company expects the consistent delivery of the following annual financial targets will result in total shareholder returns in the top third of the competitive peer group:
• Grow organic sales modestly above market growth rates in the categories and geographies in which we compete,
• Deliver Core EPS growth of high single digits, and
• Generate free cash flow productivity of 90% or greater.
(p.25-26, 10K Statement for year 2013, PROCTER & GAMBLE CO (PG) 10-K Annual report)
https://www.sec.gov/Archives/edgar/data/80424/000008042413000063/fy201310kannualreport.htm (Accessed 22 Nov 2020)
2012
Improving Productivity and Creating a Cost Savings Culture
We have taken significant steps to accelerate cost savings and create a more cost-focused culture within the Company, including a five-year, $10 billion cost savings initiative, which was announced in February 2012. The cost savings program is based on:
• Reduction in overhead spending, with a target of approximately 5,700 non-manufacturing overhead positions by the end of fiscal year 2013.
• Annual savings planned in cost of goods across raw materials, manufacturing and transportation and warehousing expenses.
• Generating efficiencies to enable us to grow marketing costs at a slightly slower rate than sales growth while still increasing consumer reach and effectiveness, saving approximately $1 billion over the five year period. (p.15, 10K Statement for year 2012, PROCTER & GAMBLE CO (PG) 10-K Annual report pursuant to section 13 and 15(d) Filed on 08/08/2012, Filed Period 06/30/2012)
2011
Inside P&G’s digital revolution - Two Decades of Work
Procter & Gamble purchases plant-wide historian software from Emerson
"Procter & Gamble needed a plant-wide historian to collect factory floor data for our manufacturing execution systems," said Jeff List, Section Manager for P&G's MES Center of Expertise.
Improved Manufacturing Processes Save P & G One Billion Dollars.
P&G partnered with the Energy Department's Los Alamos National Laboratory (LANL) in the 1990s. LANL scientists helped P&G engineers develop simulations to improve the reliability of P&G's complex production lines. P&G's 150 facilities worldwide saw a 44 percent increase in plant productivity and 30 percent increase in equipment reliability since they started using the software.
First, we are focusing sharply on building our biggest, strongest global brands, the core of our business.
We need to be sure we are consistently growing our market share on these brands.
Second, we are making tougher choices about investing in new
products and new businesses.We’ll use fast-cycle learning techniques to get rapid consumer validation of our biggest ideas,
and commercialize those ideas more quickly worldwide.
Third, we are working hard to get even more value from our
strong customer relationships. We’ll build on this strength by
collaborating more closely with customers.The result will
be even more innovative marketing programs for new and
established brands alike.
Fourth, we are placing greater emphasis on rigorous cost control and cash management. We deployed teams to drive out waste and to find new efficiencies in overhead management, marketing support and product costs. In addition, we’ve renewed our emphasis on capital investment and working-capital efficiency. (P.3-4, P&G Annual Report 2000)
Q: How will you sharpen P&G’s ability to control costs?
A: Over the past year, some of our costs grew faster than sales. A number of factors were responsible, including big investments in new brands and the overall impact of massive organizational change.
We’ve now redoubled our efforts to leverage a traditional P&G strength – tough cost control. We’re focusing on:
> Making more choiceful investments in innovation
> Tying marketing spending more tightly to sales potential
> Using new approaches to target consumers more efficiently
> Holding the rate of increase in product costs below the rate of inflation
> Working aggressively to contain overhead costs
All of this is meant to ensure that we don’t ask consumers to pay for costs that don’t add value. (P.6, P&G Annual Report 2000)
1974
Director, Industrial Engineering Division, Dick Forberg
1972, the Industrial Engineering Division was there in P&G to handle cost control, work measurement, and methods improvement for the company’s manufacturing section.
Patent US3186568A
United States
Method for loading and unloading vehicles
Inventors: Spinanger Arthur, Robert V Burt
Current Assignee Procter and Gamble Co
Application events
1963-07-10
Priority to US294080A
1964-11-02
Application filed by Procter and Gamble Co
1964-11-02
Priority to US40822164
1965-06-01
Application granted
1965-06-01
Publication of US3186568A
1982-06-01
Anticipated expiration
2020-03-27
Application status is Expired - Lifetime https://patents.google.com/patent/US3186568
Work Simplification and Improvement
Good chapter by Suman Chopra in Improvement Techniques In
By Suman Chopra
Annual net profit improvement by $300 million due to deliberate methods change program at P&G
Article
Creating Japan's new industrial management: The Americans as teachers
Kenneth Hopper
First published:Summer 1982 https://doi.org/10.1002/hrm.3930210203Citations: 14
impacts of technological changes in warehousing ... - ERIC fulltext PDF
by PD HAMILTON - 1965 - Related articles
DEVELOP METHODS OF RELATING TECHNOLOGICAL CHANGE TO ITS. EFFECTS ON LABOR, (3) ... Spinanger, Arthur, "Mechanized. Warehousing.of Case . https://files.eric.ed.gov/fulltext/ED016141.pdf
PepsiCo Industrial Engineering Activities and Jobs
Jim Boucher
Vice President, PAB Supply Chain, Commercialization & Integration at PepsiCo
Chicago, Illinois
About
PepsiCo senior operations executive currently leading Beverage Supply Chain Innovation and Integration for Gatorade, Tropicana and Naked Emerging Brands.
Jim began his career with PepsiCo as an industrial engineer in Quaker’s Cedar Rapids, IA facility. He maintained the industrial engineering career path for 5 years in division roles and finally as a Manager in Quaker St. Joseph, MO facility.
Jim transitioned to an operations role in Golden Grains’ Bridgeview, IL facility. He initially managed the warehouse operations, procurement, planning and distribution teams and added processing, packaging & maintenance over time. He then managed Quaker’s Danville, IL RTE Business Team where he successfully coordinated the start-up of 3 new RTE process and package lines.
Jim has focused on Supply Chain Integration, Innovation and Commercialization over the last 13 years. This includes roles in Gatorade, Tropicana and the Global Groups. During that time, he was the Supply Chain lead for the Naked Juice acquisition and integration. Most recently he led the developed new global PepsiCo innovation processes including new Innovation Portfolio Management Process and Common Gate Process.
https://www.linkedin.com/in/jim-boucher-b8025889/
Process Improvement Engineer - Maintenance Engineering
Senior Resource job
PEPSICO
BARNHART, MO
COMPANY DESCRIPTION
Purchase, New York-based PepsiCo is a multinational food, snack, and beverage corporation formed in 1965 with the merger of the Pepsi-Cola Company and Frito-Lay, Inc. PepsiCo has since expanded from its namesake product Pepsi to 22 food and beverage brands, such as Mountain Dew, Lay's, Gatorade, Tropicana, 7 Up, Quaker Foods, Cheetos, Mirinda, Starbucks, Tostitos, Fritos, and Walkers, sold in more than 200 countries and territories. The company is made up of six divisions: PepsiCo Beverages North America; Frito-Lay North America; Quaker Foods North America; Latin America Foods; Europe; and Asia, Middle East and Africa. At PepsiCo you can embark on the journey of shaping global trends like nowhere else, where worldwide presence generates a stream of new opportunities for your talent. Experienced trailblazers or unexperienced students are equally welcome to join the team, in case they bring courage, confidence, curiosity, and ingenuity.
JOB DESCRIPTION
Auto req ID: 188152BR
Job Description
The Process Improvement Engineer (PIE) is responsible for leading the FI Pillar, maintaining & improving manufacturing reliability (TE), production system capability, operational stability/variability, develops solutions to repetitive failures, asset utilization (Speed Balancing), yield reduction, and Plant operational cost reduction. The PIE partners with Operations, TPM, Quality, Finance, and Engineering & Maintenance to deliver improved results through the process, capacity, quality, cost or regulatory compliance issues.
This role can be filled between level L6 - L8 depending on skills and qualifications.
Technical Mastery /Tasks:
a. Develops mastery understanding for all processes and uses that to deliver improved TE, quality, yield, and thru-put. This includes understanding the physics and chemistry of how the production systems are designed to function, their limitations, and the impact of variation on thru-put, reliability, yield/collage and quality
b. The PIE is expected to have a working knowledge of the following areas
* Skilled in the tools & methodologies of the following TPM pillars - AM, PM, FI, EM
* Project Management Processes
* Package material evaluation/qualification process
* CQV process - Commissioning, Qualification, Verification
* OSHA, MSDS, GMP requirements, clean design
* LSS - Through GB training
* Centerline System management, including its development, maintenance & change management
* Rapid Changeover activities including principles, target setting, and leading successful efforts reducing changeover time to achieve challenging objectives
c. Provide Weekly, Period, and 'Year to Date' reliability and variability downtime analysis support to the operation, including data analysis of results in such areas as TE, RE, MS, MTBF, and X-Matrix incorporating:
* Unplanned Downtime MS event frequency & duration trend analysis
* Unplanned MTBF and availability results and improvement plan
* Loss analysis in the rate, quality and yield & collage areas
* Production system target rates determination & speed mapping
* TE improvement plans, activities, and progress (development, maintenance and update)
* TE recovery plans for new products/system alterations expected to negatively impact TE
d. Apply reliability expertise to stabilize and improve the operation driving variation down and seeking improved TE through the capital, procedural, and operational improvements in both planned and unplanned downtime areas
e. Develop, Own, and Manage the TE Improvement Process for packaging and process, yield & collage, and quality goals by production system
f. Ensure line event data systems are operating correctly with a high degree of accuracy. This includes the 'Daily Management' of the system, ensuring the systems are used, timestamps are accurate, and alerting operations if system use falls below target levels. This also encompasses establishing and changing menus and reports, retrieving the database for analysis, analyzing data collected, and interpreting results
g. Support the Centerline System with AM teams, on changes to key process parameters, supporting visible plant centerline 'health' indicators is important
h. Actively Participate in Production System Problem Solving for 'Tough' problems. The PIE becomes involved in problems requiring deeper penetration and expertise. This includes identifying and formulating the problem statement, developing potential solutions, prioritizing actions, determining and performing the appropriate analysis, and leading efforts through resolution
i. Ensure efforts are integrated and support plant TPM efforts. The PIE is responsible to ensure the changes and modifications made are consistent with the AM, PM and other pillar efforts
j. Lead the development of training material relating to TE, operational sequence of operation & the use of controls to regulate the process in achieving high TE / thru-put / quality
k. Manage/support TE Improvement projects where the PIE can add unique value. Provide project management services for selected projects focused on improving the TE/availability/reliability/quality/ yield of plant operations. They are, as any project manager, expected to complete projects within scope, at cost and on or before established timing
l. Lead the FI pillar for the plant. Responsible to ensure plant personnel are trained and fluent in SRC and 7-step root cause analysis. Track and ensure completion/compliance with all FI triggers as well as ensure we get to the true root cause
Qualifications/Requirements
Four years of technical or engineering degree required
Analytical, troubleshooting and problem-solving skills required
Process-oriented with the drive for sustainable results
Strong organizational skills
Leadership and management skills required
Highly motivated, self-starter
Strong verbal and written communication skills
Financial knowledge required
#afjobs
Job Type: Regular
All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, protected veteran status, or disability status.
PepsiCo is an Equal Opportunity Employer: Female / Minority / Disability / Protected Veteran / Sexual Orientation / Gender Identity
Our Company will consider for employment qualified applicants with criminal histories in a manner consistent with the requirements of the Fair Credit Reporting Act, and all other applicable laws, including but not limited to, San Francisco Police Code Sections 4901 - 4919, commonly referred to as the San Francisco Fair Chance Ordinance; and Chapter XVII, Article 9 of the Los Angeles Municipal Code, commonly referred to as the Fair Chance Initiative for Hiring Ordinance.
If you'd like more information about your EEO rights as an applicant under the law, please download the available EEO is the Law & EEO is the Law Supplement documents. View PepsiCo EEO Policy
This job was posted on Thu Mar 05 2020 and expired on Tue Mar 10 2020
https://lensa.com/process-improvement-engineer-maintenance-engineering-senior-resource-jobs/barnhart/jd/580db41a1621c765e9cf634b097d0034
CASE STUDY: NEW ALUMINUM ADVANCED PRODUCTIVITY ROUGHERS – S-CARB APR
KYOCERA SGS Precision Tools. Apr 01, 2020
The S-Carb Advanced Productivity Rougher (APR) was engineered for high power, high-efficiency machining of aluminum aerospace structural parts. Material removal rates of 550 cubic inches are achievable with remarkable tool life and product finish. The APR's MRR capabilities are nearly six times that of its nearest competition based on lab testing.
Triumph Structures–Wichita invested in the first Makino A6 in the United States. With this 5-axis aluminum machining center in production since July, Triumph has exceeded its goals in three ways:
Lowered cycle times by more than 50 percent for aluminum parts previously processed on a gantry-style vertical machining center
Reduced part changeover and setup times from hours to minutes on some applications, thanks to the duel automatic pallet changers on the A6
Increased peak metal removal from 80 cubic inches per minute to more than 500 cubic inches per minute
Machining aluminum for lighter and better recyclable vehicles.
Sandvik Coromant has a complete offering for machining aluminium, from first-stage cubing, through roughing, semi-finishing and finishing.
The power train of a European passenger car typically contains around 80 kilograms of aluminium, which means these parts – the engine, gear box, suspension parts, housings – are an obvious area of interest for light weighting measures.
Several transmission components, particularly gear box housings, electrification devices/components, suspension arms and rear axle, are prime examples of driveline applications where aluminium is a favored material.
The complete series of M5 milling cutters offers everything from first stage machining to super finishing - for optimized quality and cost per part.
M5 milling cutters for ISO N materials:
The M5Q90 cleans the surfaces of newly casted aluminium cylinder heads and engine blocks in one smooth operation, without burring. The milling tool performs reliably and provides a long tool life.
The M5R90 is the first choice for roughing to semi-finishing in shoulder milling operations of automotive aluminium components such as cylinder blocks, cylinder heads, transmission housings.
The M5B90 face milling concept offers a highly effective tool for super finishing cylinder heads, blocks, covers, and other components with wide cutting engagements. The M5B90 prevents uneven tool wear and leads to a much superior tool life, even at high feed rates.
The M5C90 concept is based on M5B90 and likewise offers smooth burr-free cutting process, scratches and breakages with indexable inserts in a stepped configuration. What sets the M5C90 face mills apart, is their extra row of roughing inserts positioned tangentially on the outer diameter.
DLC Coating Offers a Competitive Edge for Machining Aluminum
December 11, 2019 by Michael Byron
In response to our many customers in these sectors, we have added drills, cutting inserts and endmills coated with DLC (Diamond-Like Carbon) to our product line. DLC is a unique thin coating composed mainly of carbon that features a high level of hardness, superior friction/wear properties and excellent adhesion resistance.
While working with aluminum creates some machining challenges, the positive properties of the material offset some of these difficulties.
Case Studies of benefits of Sandvik Milling Tools for Aluminum
HOW TO OPTIMIZE ALUMINUM MACHINING IN THE AUTOMOTIVE INDUSTRY
Brought To You By Sandvik Coromant | Posted Apr 25, 2019
Application: Using M5C90 in a customer case trial involving a brake system body valve made from AlSi12Cu1. Featuring an outer diameter array of 10 carbide inserts and an inner diameter of four inserts (plus one wiper insert), the tool is being deployed at a spindle speed of 8000 RPM, a cutting speed of 4021 m/min. (13,192 ft./min.) and a feed of 0.25 mm/tooth (0.009 in./tooth). In addition, axial depth of cut is 2 mm (0.078 in.) with a radial depth of cut of 140 mm (5.51 in.), producing a metal removal rate of 5600 cm3/min. (342 in.3/min.). Total tool life is yet to be determined. The same tool is still within the machine after 18 months of service.
Impressive time savings are possible, as seen in a customer case trial that involved the face milling of an aluminum (high Si content) cylinder head. Here, the use of M5F90 against a special PCD cutter manufactured by a competitor, not only saw a 150% cycle time saving, but eliminated burr generation. Cutting data included: 15,915 RPM spindle speed; 2000 m/min. (6562 ft./min.) cutting speed; a feed rate of 0.16 mm/tooth (0.006 in./tooth); and 1.5 mm (0.06 in.) depth of cut.
In a further M5F90 example, cycle time reductions of 44% were achieved on an aluminum chain case in comparison with using a competitor’s 63 mm (2.48 in.) diameter indexable cutter featuring six PCD inserts. What’s more, the solution eliminated a previously required brush deburring operation.
Pitched against a competitor’s adjustable cutter with cartridges, the M610 achieved a tool life improvement of 833%, completing more than 4000 parts, in comparison with the competitor cutter’s 480. Moreover, the M610 performed at 10 times the speed. Cutting data for the 15-insert M610 included: 3000 m/min. (9843 ft./min.) cutting speed; a feed speed of 5720 mm/min. (225 in./min.); a spindle speed of 3820 RPM; a feed rate of 0.15 mm/tooth (0.006 in./tooth); and a depth of cut on aluminum of 0.5 mm (0.02 in.) and on cast iron of 0.05 mm (0.002 in.).
Aluminum cylinder heads and blocks are among the components to benefit from the M5Q90. By way of example, the cubing operation on a cast-cylinder head would typically involve machining the camshaft face, inlet/outlet face and combustion face. In a customer case study, the rough face milling of cylinder heads cast from AS-9 aluminum alloy on a horizontal machining center produced highly impressive tool life results. At 3000 m/min. (9843 in./min.) cutting speed, feed per tooth of 0.2 mm (0.008 in.) and 2.0 mm (0.079 in.) axial depth of cut (fully engaged to 40 mm (1.57 in.), more than 10,000 components were completed.
