Zhongyuan Shen
Team Leader Industrial Engineer at ElringKlinger USA
Kennesaw, Georgia, United States
https://www.linkedin.com/in/zhongyuan-shen-a826568/
Friday, April 30, 2021
Thursday, April 29, 2021
Knowledge and Knowledge Management for Process Chart Based Industrial Engineering
Gilbreth - ASME Process Chart Activities
PROCESSING - INSPECTION - TRANSPORT - TEMPORARY DELAYS - STORAGE
The process chart based industrial engineering, that is industrial systems improvement starts with preparing the process chart. In a discrete manufacturing factory, manufacturing of each part is a process. The process starts with issuing the material from the raw material stores, moving it to the specified shop, keeping it in the shop inventory till it is loaded on a machine, inspecting it during processing or when processing is stopped. After the part is made, it is moved to the parts inspection station. It is inspected and sent to parts stores. There are transport activities between machine to machine.
Industrial systems engineering, that is design of the process also can use the same activities and develop processing, inspection, transport and storage elements. When we look at the steps in process chart today, we may think of including information activity also. It is based on a dispatching instruction, that activities are initiated. Also, there is provision of drawings, instruction sheets and oral communication from planners as well as shop supervisors. It is necessary to include information activities in the process chart.
Process chart based industrial engineering looks at the sequencing of various activities and examines the possibilities of rearranging them to increase productivity or to achieve good change. Once that exercise is done, the attention shifts to improving each activity or operation. The cost of each activity has to be reduced as part of industrial engineering study of the process. Hence industrial engineers need to be educated in each of the activities or operations and continuing education has to be there.
Operation improvement requires engineering and technology knowledge related to that operation.
Prof. Mikell Groover, Professor of Industrial Engineering, Lehigh University covered the technical details of each operation included in the process chart in more detail in his book, Automation, Production Systems, and Computer-Integrated Manufacturing, 5th edition.
Professor Groover's book is a must reading for industrial engineers. It has to be further deepened by full books on manufacturing processes (authored by Groover himself), Inspection/metrology, mechanical handling and warehousing. The literature related to lean is the recommended reading for eliminating temporary delays.
Relevant Chapters from Automation, Production Systems, and Computer-Integrated Manufacturing, 5th edition.
Source: https://www.pearson.com/store/p/automation-production-systems-and-computer-integrated-manufacturing/P100000251090/9780134605463?tab=table-of-contents
Processing - Manufacturing
PART IV MANUFACTURING SYSTEMS
Chapter 13 OVERVIEW OF MANUFACTURING SYSTEMS
13.1 Components of a Manufacturing System
13.2 Types of Manufacturing Systems
Chapter 14 SINGLE-STATION MANUFACTURING CELLS
14.1 Single-Station Manned Cells
14.2 Single-Station Automated Cells
14.3 Applications of Single-Station Cells
14.4 Analysis of Single-Station Cells
Chapter 15 MULTI-STATION MANUFACTURING SYSTEMS: MANUAL ASSEMBLY LINES
15.1 Fundamentals of Manual Assembly Lines
15.2 Analysis of Single-Model Assembly Lines
15.3 Line Balancing Algorithms
15.4 Workstation Details
15.5 Other Considerations in Assembly Line Design
15.6 Alternative Assembly Systems
Appendix 15A Batch-Model and Mixed-Model Lines
Chapter 16 MULTI-STATION MANUFACTURING SYSTEMS: AUTOMATED PRODUCTION LINES
16.1 Fundamentals of Automated Production Lines
16.2 Applications of Automated Production Lines
16.3 Analysis of Transfer Lines
Appendix 16A Transfer Lines with Internal Storage
Chapter 17 AUTOMATED ASSEMBLY SYSTEMS
17.1 Fundamentals of Automated Assembly Systems
17.2 Analysis of Automated Assembly Systems
Chapter 18 GROUP TECHNOLOGY AND CELLULAR MANUFACTURING
18.1 Part Families and Machine Groups
18.2 Cellular Manufacturing
18.3 Applications of Group Technology
18.4 Analysis of Cellular Manufacturing
Appendix 18A Opitz Parts Classification and Coding System
Chapter 19 MULTI-STATION MANUFACTURING SYSTEMS: AUTOMATED FOR FLEXIBILITY
19.1 Manufacturing Flexibility Defined
19.2 Components of an FM
19.3 Analysis of Flexible Manufacturing Systems
19.4 Alternative Approaches to Flexible Manufacturing
Inspection
Chapter 21 INSPECTION PRINCIPLES AND PRACTICES
21.1 Inspection Fundamentals
21.2 Sampling versus 100% Inspection
21.3 Automated Inspection
21.4 When and Where to Inspect
21.5 Analysis of Inspection Systems
Chapter 22 INSPECTION TECHNOLOGIES
22.1 Inspection Metrology
22.2 Conventional Measuring and Gaging Techniques
22.3 Coordinate Measuring Machines
22.4 Surface Measurement
22.5 Machine Vision
22.6 Other Optical Inspection Methods
22.7 Noncontact Nonoptical Inspection Techniques
Appendix 22A Geometric Feature Construction
For More Detailed Reading
BOSCH.A., Editor, Coordinate Measuring Machines and Systems, Marcel Dekker, Inc., New York, 1995.
BROWN & SHARPE, Handbook of Metrology, North Kingston, Rhode Island. 1992.
Transport
Chapter 10 MATERIAL TRANSPORT SYSTEMS
10.1 Overview of Material Handling
10.2 Material Transport Equipment
10.3 Analysis of Material Transport Systems
KULWIEC, R. A., Editor, Material Handling Handbook, 2nd Edition, John Wiley & Sons, Inc., NewYork,1985
MULCAHY, D. E., Materials Handling Handbook, McGraw-Hili, New York. 1999
TOMPKINS, J. A., J. A. WHITE. Y. A. BOZER, E. H. FRAZELLE, J. M. TANCHOCO, and J. Travino, Faciliiies Planning, Second Edition,John Wiley & Sons. Inc., New York, 1996.
Permanent Storage or Storage/Warehousing
Chapter 11 STORAGE SYSTEMS
11.1 Overview to Storage Systems
11.2 Conventional Storage Methods and Equipment
11.3 Automated Storage Systems
11.4 Analysis of Storage Systems
Chapter 12 AUTOMATIC IDENTIFICATION AND DATA CAPTURE
12.1 Overview of Automatic Identification Methods
12.2 Bar Code Technology
Material Handling Institute, AS/RS In the Automated Factory, Pittsburgh, Pennsylvania, 1983
Material Handling Institute, Consideration for Planning and installing an Automated Storage/Retrieval System, Pittsburgh, Pennsylvania, 1977
Temporary Delays - Analysis
Chapter 26 JUST-IN-TIME AND LEAN PRODUCTION
26.1 Lean Production and Waste in Manufacturing
26.2 Just-in-Time Production Systems
26.3 Autonomation
26.4 Worker Involvement
Knowledge Management
New engineering and technical developments in each operation are to be monitored, acquired and properly filed and indexed by the industrial engineering department. Digital databases can be created or acquired. Each new technical development must be assessed for its utility in the processes of the organization and remarks are to be written against each new technical development.
Suggestions of various persons in the organization regarding new or existing technologies are also to be recorded as part of the knowledge base.
Information regarding utilization of the new technology also has to be acquired and filed.
Industrial engineering department must invite all technology related vendor to come and make presentations to them.
Knowledge Management Tools
https://www.apo-tokyo.org/publications/ebooks/knowledge-management-tools-and-techniques-manual/
More detailed articles on the chapters of Prof. Groover's book will be posted in due course.
Knowledge Base for Process Productivity Improvement - News - Information for
Process Industrial Engineering - Course Lessons
Introduction to Process Industrial Engineering Module
News - Information for Value-Adding Operation Analysis
Flow Process Chart - Value-Adding Operation - Inspection - Transport - Temporary Delay - Storage - Information
45
IE Research by Taylor Part 1 - Productivity of Machining
News - Information for Inspection Operation Analysis
46
Part 2 - IE Research by Taylor - Productivity of Machining
News - Information for Material Handling and Transport Operation Analysis
47
Part 3 - IE Research by Taylor - Productivity of Machining.
News - Information for Analysis of Delays in Processes
48
Part 4 - IE Research by Taylor - Productivity of Machining
https://nraoiekc.blogspot.com/2020/07/part-4-ie-research-by-taylor.html
News - Information for Storage/Warehousing Operation Analysis
https://nraoiekc.blogspot.com/2020/07/news-information-for-storagewarehousing.html
49
Part 5 - IE Research by Taylor - Productivity of Machining
https://nraoiekc.blogspot.com/2020/07/part-5-ie-research-by-taylor.html
News - Information for Information Generation & Transmission - Operation Analysis
https://nraoiekc.blogspot.com/2020/07/news-information-for-information.html
Information on Metal Cutting Processes for Industrial Engineers
50
Metal Cutting Processes - Industrial Engineering and Productivity Aspects
https://nraoiekc.blogspot.com/2020/07/metal-cutting-processes-industrial.html
51
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
Ya to Yz - Industrial Engineers and Their Achievements - Productivity Improvement
Yugandhar Yawatkar (ASQ-CSSBB)
Senior Industrial Engineer at Schaeffler Group USA, Inc.
Wooster, Ohio, United States
https://www.linkedin.com/in/ypyawatkar/
Wednesday, April 28, 2021
Xa to Xz - Industrial Engineers and Their Achievements - Productivity Improvement
Nick Yunshu Xu
Industrial Engineer | Product Management | Lifetime Learner
Alpharetta, Georgia, United States
https://www.linkedin.com/in/nickyunshu/
Tuesday, April 27, 2021
Wa to Wz - Industrial Engineers and Their Achievements - Productivity Improvement
Helmut Wasser
Industrial Engineer at Siemens Industry USA
Sacramento, California, United States
https://www.linkedin.com/in/helmut-wasser-622476a7/
Rohit Wahi
Senior Industrial Engineer
Atlanta Metropolitan Area
https://www.linkedin.com/in/rohit-wahi-900a7512/
Senior Industrial Engineer
Company:Brooks Brothers; Location: Enfield, Connecticut
Sep 2014 – Aug 2017
Implemented a Labor Management System to measure productivity of over 500 associates across two Distribution Centers in Enfield, CT and Clinton, NC, Increased overall productivity by 20%
Douglas Wright
Industrial Engineer at Heckler & Koch USA
Columbus, Georgia, United States
https://www.linkedin.com/in/douglas-wright-3a725252/
Trey Whitworth
Industrial Engineer at Minghua USA, Inc.
Greenville, South Carolina, United States
https://www.linkedin.com/in/trey-whitworth-57362452/
Zackery Walk
Industrial Engineer at VOSS Automotive, Inc., USA
Antwerp, Ohio, United States
https://www.linkedin.com/in/zackery-walk-63812157/
Monday, April 26, 2021
Va to Vz - Industrial Engineers and Their Achievements - Productivity Improvement
Ramanan Viswanathan
Industrial Engineer at Crescent
Detroit, Michigan, United States
https://www.linkedin.com/in/ramanan-viswa/
Moulydharan Vallal, ICGB
Industrial Engineer | Supply Chain Analytics | Operational Excellence | Work and Material flow Optimization
Bethlehem, Pennsylvania, United States
https://www.linkedin.com/in/moulydharanvallal/
Saturday, April 24, 2021
Jidoka - Human Effort Engineering and Industrial Engineering in Toyota Production System
Jidoka refers to Process Design and Process Improvement in Toyota Production System.
Mr. Michel Baudin described the human effort engineering and human effort industrial engineering in Toyota Production System in his "Working with Machines: The Nuts and Bolts of Lean Operations with Jidoka."
Two Pillars of TPS - Jidoka and JIT
Jidoka - Process designs that eliminate waste
https://global.toyota/en/company/vision-and-philosophy/production-system/
JIT - Material procurement and flow system that eliminates waste.
Jidoka is based on engineering - Product engineering, process engineering, facilities engineering. product industrial engineering, process industrial engineering, facilities industrial engineering, human effort industrial engineering.
Toyota Production System - Vision & Philosophy (From Company's Website)
Toyota Production System is a production system based on the philosophy of achieving the complete elimination of all waste in pursuit of the most efficient methods.
This production control system was established with the objective of making the vehicles ordered by customers in the quickest and most efficient way, in order to deliver the vehicles as swiftly as possible. The Toyota Production System (TPS) was established based on two concepts: "jidoka" (which can be loosely translated as "automation with a human touch"), and the "Just-in-Time" concept, in which each process produces only what is needed for the next process in a continuous flow.
Based on the basic philosophies of jidoka and Just-in-Time, TPS can efficiently and quickly produce vehicles of sound quality, one at a time, that fully satisfy customer requirements.
TPS and its approach to cost reduction are the wellsprings of competitive strength and unique advantages for Toyota.
The TPS concept
For Toyota, jidoka means that machines come to a safe stop whenever an abnormality occurs.
To develop such intelligent machines and processes incorporating these machines, engineers meticulously build each new line component to exacting standards and further improve them through incremental kaizen (continuous improvement). Engineers simplify the operations. They create instruction sheets so that the skills of engineers are transferred to operators. The process instruction sheet and the training associated with it enables any operator to use the line to produce the same result.
Once the line is producing the required quality production, the jidoka mechanism is incorporated into actual production lines. Through the engineering repetition of this process by engineers, machinery becomes simpler and less expensive, while maintenance becomes less time consuming and less costly, enabling the creation of simple, slim, flexible lines that are adaptable to fluctuations in production volume.
The work done by engineers by their own hands in this process is the bedrock of engineering skill. Machines and robots do not think for themselves or evolve on their own. Rather, they evolve as we transfer our skills and craftsmanship to them. In other words, craftsmanship is achieved by learning the basic principles of manufacturing through actual work, then applying them on the factory floor to steadily make improvements. This cycle of improvement in both human skills and technologies is the essence of Toyota's jidoka. Advancing jidoka in this way helps to increase machine capabilities and human resource capabilities.
Human wisdom and ingenuity are indispensable to delivering ever-better cars to customers. Going forward, we will maintain our steadfast dedication to constantly developing human resources who can think independently and implement kaizen.
Just-in-Time
―Improving productivity―
Making only "what is needed, when it is needed, and in the amount needed"
Producing quality products efficiently through the complete elimination of waste, inconsistencies, and unreasonable requirements on the production line (known respectively in Japanese as muda, mura, muri).
In order to fulfill an order from a customer as quickly as possible, the vehicle is efficiently built within the shortest possible period of time by adhering to the following:
When a vehicle order is received, production instructions must be issued to the beginning of the vehicle production line as soon as possible.
The assembly line must be stocked with the required number of all necessary parts so that any kind of ordered vehicle can be assembled.
The assembly line must replace the parts used by retrieving the same number of parts from the parts-producing process (the preceding process).
The preceding process must be stocked with small numbers of all types of parts and produce only the numbers of parts that were retrieved by an operator from the next process.
Chapter 1. Using Machine Controls
Unloading and Loading
Some ideas mentioned.
To preserve first in first out principles of parts and keep the workpiece oriented for easy loading in the next machine, dumping parts into a bin is not appropriate. Special arrangements are required.
To unload heavy work pieces, devices that hold the work piece from below and move them between machines are to be used.
Friday, April 23, 2021
Ta to Tz - Industrial Engineers and Their Achievements - Productivity Improvement
Javier Trelles
Industrial Engineer
Mexico 17 connections
https://www.linkedin.com/in/javier-trelles-a7ba73b1/
Swapnil Thorat
Industrial Engineer | Supply Chain Engineering/Analytics | Simulation | Engineering Associate at Aurobindo Pharma USA Inc. |
New Brunswick, New Jersey, United States
https://www.linkedin.com/in/svt33/
Wednesday, April 21, 2021
Ra to Rz - Industrial Engineers and Their Achievements - Productivity Improvement
Girish Ramani
Advanced Industrial Engineer at Gentherm
Detroit Metropolitan Area
Industrial Engineer
Company: Stant USA Corporation, Rochester, Michigan
Jan 2015 – Oct 2016
Provide Industrial Engineering & Advanced Manufacturing support to Stant plants
• Achieved $96,000 per year in scrap reduction project using Six Sigma methodology
Lean Six Sigma Black Belt
Company Johnson Controls, Monroe, Michigan
Feb 2013 – Jan 2015
• Achieved $420,000 in Labor Reduction projects using Lean Manufacturing techniques
• Pilot of sustainability / waste reduction project generating $333,000 in savings
https://www.linkedin.com/in/girish-ramani-50353626/
Rahul Panchal
Senior Process Engineer at Whirlpool Corporation
India
Experience
Whirlpool Corporation
Senior Process Engineer
Dates Employed: Since Jul 2019
Education
Industrial Engineering
Vishwakarma Institute Of Technology
Graduation2016
https://www.linkedin.com/in/rahul-panchal-10103295/
Tuesday, April 20, 2021
Qa to Qz - Industrial Engineers and Their Achievements - Productivity Improvement
Ala'a Al-Qaisi
Industrial Engineer
Jordan
https://www.linkedin.com/in/ala-a-al-qaisi-6b8361134/
Saturday, April 17, 2021
Oa to Oz - Industrial Engineers and Their Achievements - Productivity Improvement
Vaibhav Oberoi
Industrial Engineer at Jif-Pak Manufacturing Inc./Kalle USA, Inc.
Vista, California, United States
Thursday, April 15, 2021
Ma to Mz - Industrial Engineers and Their Achievements - Productivity Improvement
Akshay Mahajan
Akshay has a premium accountClick to upgrade to Premium
Industrial Project Engineer at JSW Steel USA Inc. Baytown, TX USA
Arlington, Texas, United States
https://www.linkedin.com/in/akshaygmahajan/
Jovan Morgan
Industrial Engineer at Mercedes-Benz USA
Grand Prairie, Texas, United States
https://www.linkedin.com/in/jovan-morgan-846922111/
Sayir Malik
Industrial Engineer at Panasonic Energy of North America
Greater Reno Area 500+ connections
https://www.linkedin.com/in/sayirmalik/
Aditya Masur
Experienced Industrial / Mechanical Engineer
Hillsboro, Oregon, United States
https://www.linkedin.com/in/adityamasur/
Vinay Sagar Mudlapur
Industrial Engineer at Keurig Dr Pepper | USC Alum | Seeking full-time opportunities | MS Industrial Engineering | Supply Chain | Lean Process Improvement
San Francisco Bay Area
https://www.linkedin.com/in/vinaysagarm/
Wednesday, April 14, 2021
La to Lz - Industrial Engineers and Their Achievements - Productivity Improvement
Rushikesh Ligade
Industrial Engineer|Process Engineer|Virtaul Manufacturing|Development Engineer|Vehicle Integration|R&D
Pune, Maharashtra, India
https://www.linkedin.com/in/rushikesh-ligade-17855b179/
Libin Lavichan
Industrial Engineer in Aerospace Industry.
Hyderabad, Telangana, India
https://www.linkedin.com/in/libin-lavichan-416babb3/
Akhilesh Lahe
Industrial & Manufacturing Engineer |Manufacturing Excellence | General Motors India - Vehicle Plant
Pune, Maharashtra, India
https://www.linkedin.com/in/akhilesh-lahe-b99044103/
Tong (Lincoln) Li
Industrial Engineer at Rogers Machinery Company, Inc.
Portland, Oregon, United States
https://www.linkedin.com/in/tongli-0203/
Ryan Larsen
Manufacturing Industrial Engineer at Micron Technology
Salt Lake City Metropolitan Area
https://www.linkedin.com/in/ryan-b-larsen/
Monday, April 12, 2021
Ja to Jz - Industrial Engineers and Their Achievements - Productivity Improvement
Rajkumar Joseph
Industrial Engineer at Page Industries Ltd
Bangalore Urban, Karnataka, India
https://www.linkedin.com/in/rajkumar-joseph-a6831412a/
Nitin O. Jangid
Industrial Engineer (Mngr) at Udaipur Cement Works Ltd.
Ahmedabad, Gujarat, India
https://www.linkedin.com/in/nitin-o-jangid-47604967/
Sandeep Jadhav
GET - Production and Industrial Engineer
Thane, Maharashtra, India
https://www.linkedin.com/in/sandeep-jadhav-bb825215a/
Ramkumar Jeyaraj
Industrial Engineer @ RSMI Foxconn India
Chennai, Tamil Nadu, India
https://www.linkedin.com/in/ramkumar-jeyaraj-69855b57/
Ganesh Jagdale
Industrial Engineer at FedEx Express
Satara, Maharashtra, India
https://www.linkedin.com/in/ganesh-jagdale-54580159/
Shridhar Jirage
Industrial Engineer at Premium transmission Ltd pune
Pune, Maharashtra, India
https://www.linkedin.com/in/shridhar-jirage-963181136/
Saturday, April 10, 2021
Ia to Iz - Industrial Engineers and Their Achievements - Productivity Improvement
Islam Abdelmotalib, MEM, ASQ CSSBB, CPIM
Six Sigma Black Belt Continuous Improvement Lean Manufacturing Industrial Engineering Production Planning ERP
Buffalo-Niagara Falls Area
https://www.linkedin.com/in/islam-abdelmotalib/
Kamil İLHAN
Business Analyst, PSPO, PSM, PMI-ACP Endüstri Yüksek Mühendisi
Esenyurt, Istanbul, Turkey
https://www.linkedin.com/in/kamil-ilhan-a54503133/
Vinayak Iyer
Production Planning Manager | Asian Paints | NITIE, Mumbai | BPCL
Ankleshwar, Gujarat, India
https://www.linkedin.com/in/vinayak-iyer-41b62279/
Friday, April 9, 2021
Industrial Engineering in Electrical Engineering
Ubiquity of Industrial Engineering Principle - Industrial Engineering is applicable to all branches of engineering.
Picture source: https://www.engie.com/en/activities/thermal-energy/thermal-power-stations
https://www.kepco.co.jp/english/energy/fuel/thermal_power/shikumi/index.html
Thermal Electricity Generation - ASME - Gilbreth Process Chart for Productivity Improvement
The process chart records all activities taking place in the process under 5 major operations of the process.
1. Operation - Processing the inputs into the process.
2. Inspection - Inspection activities
3. Transportation and mechanical and manual handling activities in the process.
4. Delays occurring the in the process - Electricity may not be produced. Equipment may remain idles. Delays occur due to problems purchase planning, production quantity planning, manpower planning, maintenance planning etc.
5. All stores and items stored in the process. The incremental cost of stores has to be brought down. Stores procedures may lead to elongation of cycle times and delays.
Related News Relevant for Industrial Engineers in Power Plants
1. Operation - Processing the inputs into the process.
New Paths to Productivity in Power Generation
AUGUST 07, 2017
Methods of Improving the Efficiency of Thermal Power Plants
Tongjun Zhang 2020 J. Phys.: Conf. Ser. 1449 012001
[1] Harvey, Abby et al. 2017 History of Power: The Evolution of the Electric Generation Industry
Powermag. [Online] Available: https: //www. powermag. com/
history-of-power-the-evolution-of-the-electric-generation-industry [Accessed on Aug. 20,
2019].
[2] BP p.l.c. 2019 BP Statistical Review of World Energy (68th edition). UK: Pureprint Group Limited.
[3] Swapan Basu and Ajay Kumar Debnath 2019 Power Plant Instrumentation and Control Handbook
(2nd Edition). Academic Press p 1152
[4] W He, H Zhu, Y G. Liu, G Z Yi, and S C Pan 2019 Forest for ultra-super critical power generation
technology China Energy and Environmental Protection vol 41 chapter 6 pp 77-81
[5] Augusto Di Gianfrancesco 2016 Materials for Ultra-Supercritical and Advanced
Ultra-Supercritical Power Plants Woodhead Publishing
[6] Q C Fei, C Liang 2012 Analysis on Energy Saving for Water Cooling System in Thermal Power
Plants Electric Power vol 9
[7] L J Chen, L J Mi, C Xu,and Y Lei 2010 Development and Analysis of Direct and Indirect Air
Cooling under New Situation Power System Engineering vol 26 chapter 6
[8] Y Q Kong, W J Wang, X W Huang, L J Yang, X Z Du,and Y P Yang 2017 Direct dry cooling
system through hybrid ventilation for improving cooling efficiency in power plants Applied
thermal engineering: Design, processes, equipment, economics vol 119 5 June pp 254-268
[9] Y Y Jiang, X Z Du, H M Hu, and Z G Li 2018 Thermodynamic characteristics of thermal power
plant with hybrid (dry/wet) cooling system Energy 2018
[10]G Xu, L Zhou,S Zhao, F Liang, C Xu, and Y Yang 2015 Optimum superheat utilization of
extraction steam in double reheat ultra-supercritical power plants Applied Energy vol 160 pp
863–872
[11]Y J Ye and S L Shen 2011 Characteristics of European High-Efficiency Coal Fired Units and
Their Implications for Chinese Power Plant Electric Power Construction vol 32 chapter l pp
54-58
[12]K L Xu, Y H Xiong, H 2015 Pan Reheat Pressure and Feed-water Enthalpy Rise Optimization of
Double Reheat Unit Turbine Technology vol 57 chapter 10 pp 371-373
[13]K Wang, Y Q Chen, B H Huang, X F Chen 2011 Performance Research on Domestic Gas-Steam
Combined Cycle Unit North China Electric Power 4 pp 18-21
2. Inspection - Inspection activities
Thermal Power Plant Performance Testing: Major Equipment Performance Testing, Boilers, Turbines, Condensers, Pumps, Fans, Test Methodology and Code Requirements, Equipment Efficiency, Heat Rate Calculations, Correction Factors
Introduction
This seminar provides detailed description of the all performance testing methods for all thermal power plant equipment including boilers, turbines, condensers, pumps, fans, deaerators, and feedwater heaters. The methodology, and code requirements for the performance tests for all thermal power plant equipment will be covered thoroughly in this seminar. The preparatory work and instrumentation required for each test will be described in detail in this seminar.
The efficiency calculations for all the equipment used in circulating fluidized-bed (CFB) boiler and pulverized coal boiler power plants will be covered in-depth in this seminar. All the processes, operational and maintenance activities, capital projects, technical options, potential initiatives and incentives to implement upgrades/repairs for increasing the power plant equipment efficiency will also be covered in detail. This seminar will also provide a thorough explanation of CFB and pulverized coal boiler technology including hydrodynamics, combustion, emissions, design considerations, gas-solid separators, design of CFB and pulverized coal boiler components, management of solid residues, materials, stoichiometric calculations, and model for sulfur capture. The operation, maintenance, testing, and refurbishment options of all the equipment and systems used in CFB and pulverized coal power plants will be covered in detail including, boilers, superheaters, reheaters, turbines, condensers, feedwater heaters, deaerators, pumps, compressors, fans, electric generators, instrumentation and control systems, and governing systems, etc. All the factors which affect CFB and pulverized coal boiler power plant efficiency and emissions will be explained thoroughly. All the methods used to calculate the heat rate of CFB and pulverized coal power plants will be covered in detail. All the areas in CFB and pulverized coal boiler power plants where efficiency loss can occur will be explained. This seminar will also provide up-dated information in respect to the following methods used to improve CFB boiler and pulverized coal boiler power plant heat rate:
Optimizing the Combustion Process and Sootblowing
Controlling the Steam Temperature
Recovering Moisture from Boiler Flue Gas
Performing Steam Turbine Maintenance
Lowering Condenser Back Pressure
Pre-drying High Moisture Coal and Reducing Stack Temperature
Seminar Outcome
Thermal Plant Performance Testing: Gain a thorough understanding of all the performance testing methods for all thermal power plant equipment including boilers, turbines, condensers, pumps, fans, deaerators, and feedwater heaters.
Performance Test Methodology and Code Requirements: Understand the methodology, and code requirements for the performance tests of all thermal power plant equipment
Performance Test Preparatory Work and Instrumentation: Learn about the preparatory work and instrumentation required for each equipment performance test in a thermal power plant
Equipment Efficiency Calculations: Gain a thorough understanding of the efficiency calculations for all the equipment used in circulating fluidized-bed (CFB) boilers and pulverized coal boilers power plants
Calculating the Heat Rate of CFB and Pulverized Coal Boiler Power Plants: Learn all the methods used to calculate the heat rate of CFB and pulverized coal boiler coal power plants
Benefits of Lowering the Heat Rate of CFB and Pulverized Coal Boiler Power Plants: Understand all the benefits of lowering the heat rate of circulating fluidized-bed boiler coal power plants
Methods Used to Improve CFB and Pulverized Coal Boiler Power Plants Heat Rate: Gain a thorough understanding of all the methods used to improve the heat rate of CFB and pulverized boiler coal power plants
Processes, Operational and Maintenance Activities in CFB and Pulverized Coal Boiler Power Plants: Discover all the processes, operational and maintenance activities used to improve the heat rate of CFB and pulverized coal power plants
Capital Projects Used to Improve the Heat Rate of CFB and Pulverized Coal Boiler Power Plants: Learn about all the capital projects used to improve the heat rate of CFB and pulverized coal power plants
Technical Options for Improving the Heat Rate of CFB and Pulverized Coal Boiler Power Plants: Understand all the technical options used to improve the heat rate of CFB and pulverized coal boiler power plants
Potential Initiatives and Incentives to Implement Upgrades/Repairs for Improving the Heat Rate of CFB and Pulverized Coal Bed Boiler Power Plants: Discover all the potential initiatives and incentives to implement upgrades/repairs for improving the heat rate of CFB and pulverized coal power plants
Factors Affecting CFB and Pulverized Coal Boiler Power Plants Efficiency and Emissions: Learn about all the factors which affect CFB and pulverized coal boiler power plants efficiency and emissions
Areas in CFB and Pulverized Coal Power Plants where Efficiency Loss Can Occur: Discover all the areas in CFB and pulverized coal power plants where efficiency loss can occur
Optimize the Operation of CFB and Pulverized Coal Power Plant Equipment and Systems to Improve the Plant Heat Rate: Understand all the techniques and methods used to optimize the operation of CFB and pulverized coal power plant equipment and systems to improve the plant heat rate
CFB and Pulverized Coal Power Plant Equipment and Systems: Learn about various types of CFB and pulverized coal power plant equipment and systems including: boilers, superheaters, reheaters, steam turbines, governing systems, deaerators, feedwater heaters, coal-handling equipment, transformers, generators and auxiliaries
Special Feature
Each delegate will receive a digital copy of the following materials written by the instructor:
“POWER GENERATION HANDBOOK” second edition published by McGraw-Hill in 2012 (800 pages)
Excerpt of the relevant chapters from the “POWER PLANT EQUIPMENT OPERATION AND MAINTENANCE GUIDE” published by McGraw-Hill in 2012 (800 pages)
THERMAL POWER PLANT PERFORMANCE TESTING MANUAL (includes practical information about all the performance testing methods for all thermal power plant equipment - 300 pages)
Course Materials
Each participant will receive a complete set of course notes and handouts that will serve as informative references.
Toshiba Group Develops Inspection Technology for Plant Facilities and Equipment in High Inaccessible Places
- To provide safe and secure inspection solution by combining Group’s cyber and physical technologies.
October 29 2019
Toshiba Corporation
Toshiba Energy Systems & Solutions Corporation
3. Transportation and mechanical and manual handling activities in the process.
Materials Handling In Power Plants
MATERIAL HANDLINGTECHNOLOGY
On Nov 30, 2013
https://engmag.in/materials-handling-in-power-plants/
4. Delays occurring the in the process - Electricity may not be produced. Equipment may remain idles. Delays occur due to problems purchase planning, production quantity planning, manpower planning, maintenance planning etc.
5. All stores and items stored in the process. The incremental cost of stores has to be brought down. Stores procedures may lead to elongation of cycle times and delays.
Related Information
Increasing power plant productivity to cover the ever-rising demand for energy.
The world’s largest producers of power generation equipment build on Oerlikon advanced materials, functional coatings or process technologies to improve performance and cut the environmental impact of energy generation systems.
Recently, our products improved the wear resistance of steam turbine components by a factor of 25. (2021).
Oerlikon materials and coating technologies for hydropower turbine components reduce material erosion by a factor of up to 50 and increase the service life of components three to five times compared to uncoated components. (2021)
https://www.oerlikon.com/en/industries/energy/
Productivity Science of Power Plants
FACTORS AFFECTING PRODUCTIVITY IN THE LARGE THERMAL POWER GENERATION STATIONS IN KENYA
Mungatana Mwaka
2007, MBA Thesis
Thermal Power Plant - Technical Note
http://www.slideshare.net/mastersheel007/thermal-power-plant-s
Manual on Best Practices for Thermal Plants in India
ftp://asiapacificpartnership.org/PowerGenTF/Power_Plant___All_pages.pdf
CII - USAid - ICICI Bank Report
Detailed Note on Cost Reduction Opportunities Power Systems
http://nraoiekc.blogspot.com/2013/11/cost-reduction-opportunities-in-power.html
International Comparison
Comparison of Power Plants Efficiency among 73 Countries, by Tser-Yieth Chen, Tsai-Lien Yeh, and Yi-Ting Lee, Journal of Energy
Volume 2013 (2013), Article ID 916413, 8 pages
http://www.hindawi.com/journals/jen/2013/916413/
Productivity in Generation
Productivity of Grid connected plants in Nicaragua
http://mpra.ub.uni-muenchen.de/49356/1/MPRA_paper_49356.pdf
Energy Conservation in 210 MW Thermal Plant
http://www.emt-india.net/Presentations2009/3L_2009Jan29-30_PowerPlant/Day1/2.%20NPC-%203L%20programme_%2029.%2001.%2009.pdf
Productivity in Distribution
Improving Efficiency in Transmission and Distribution System
Mallesh Gadeppanavar and , Vinay Pattanashetti
Electrical and Electronics Engineering department, Angadi institute of technology and management Belgaum-590008, India
International Journal of Emerging Technology and Advanced Engineering
Website: www.ijetae.com (ISSN 2250-2459, ISO 9001:2008 Certified Journal, Volume 3, Issue 3, March 2013)
Productivity of Boilers in Thermal Plants
An Investigation Of Productivity In Boilers Of Thermal Power Plants With Fuzzy Gain Scheduled PI Controller, January 2010
http://ijerad.kku.edu.tr/sayi_3/IJERAD1001_09.pdf
Optimization of Components and Products
Steam Turbine Optimization
Steam Turbine
Steam Turbine Optimization
Multiobjective optimization of a steam turbine stage
Increasing Steam Turbine Power Generation Efficiency
Design and Materials for Modern Steam Turbine up to 700 MW
Transformers
Transformer design optimization
Modern Transformer Design
Motors
5 Factors That Mess Up Motor Efficiency and How To Improve It
http://electrical-engineering-portal.com/5-factors-that-mess-up-motor-efficiency-and-how-to-improve-it
Generators
Auxiliary Systems of Power Plants
Energy Efficient Design of Auxiliary Systems in Fossil-Fuel Power Plants - ABB Energy Efficiency Handbook
http://www05.abb.com/global/scot/scot221.nsf/veritydisplay/5e627b842a63d389c1257b2f002c7e77/$file/Energy%20Efficiency%20for%20Power%20Plant%20Auxiliaries-V2_0.pdf
Auxiliary Systems of Power Plants
Energy Efficient Design of Auxiliary Systems in Fossil-Fuel Power Plants - ABB Energy Efficiency Handbook
http://www05.abb.com/global/scot/scot221.nsf/veritydisplay/5e627b842a63d389c1257b2f002c7e77/$file/Energy%20Efficiency%20for%20Power%20Plant%20Auxiliaries-V2_0.pdf
Optimization of Systems
Distribution system
Productivity of Human Factor
Line men
Safety and Health of Employees
Introduction to Industrial Engineering - Course at NITIE
Energy Efficiency Conference - ECEEE
Energy Efficiency and Productivity - International Events and Examples
Industrial Engineering in Electical Engineering
Cost Reduction Opportunities in Power Plants and Distribution Systems
Economic Analysis - Clean Energy Investment Proposals
Energy Productivity - Efficiency Improvement
Energy Industrial Engineering
National Energy Conservation Day
Updated 9 April 2021, 4 June 2016, 26 Nov 2014
Related Blog Posts by Me in This Blog
Energy Efficiency Conference - ECEEE
Energy Efficiency and Productivity - International Events and Examples
Industrial Engineering in Electical Engineering
Cost Reduction Opportunities in Power Plants and Distribution Systems
Economic Analysis - Clean Energy Investment Proposals
Energy Productivity - Efficiency Improvement
Energy Industrial Engineering
National Energy Conservation Day
Updated 9 April 2021, 4 June 2016, 26 Nov 2014
Thursday, April 8, 2021
Ga to Gz - Industrial Engineers and Their Achievements - Productivity Improvement
Industrial Engineers, Benchmark your productivity improvement achievement with
Brian Hong, Group Director, Productivity Center of Excellence at The Coca-Cola Company
https://www.linkedin.com/in/brian-hong-37753ab/
INDUSTRIAL ENGINEERING PHILOSOPHY
I would like to state the philosophy of industrial engineering as engineering systems can be redesigned or improved and installed periodically for productivity increase or improvement. The primary drivers of productivity improvement are developments in basic engineering disciplines and developments in industrial engineering (developments in productivity science, productivity engineering and productivity management). The additional drivers are developments in related disciplines, for example, economics, mathematics, statistics, optimization techniques, ergonomics, psychology and sociology etc. - Narayana Rao, 1 April 2021.
Industrial Engineering - History
https://nraoiekc.blogspot.com/2013/10/industrial-engineering-history.html
Coca-Cola’s Productivity Management Journey
Industrial engineers and productivity managers can study Coca-Cola’s journey to learn from its experience the successful implementation of system level total productivity management.
"A case study of total productivity management" BY K.V.S.S. NARAYANA RAO, Industrial Management, March/April 2021 pp. 10 to 15.
https://www.iise.org/Details.aspx?id=652
Coca-Cola - Productivity Targets and Achievements
Coca-Cola (KO) Q2 2020 Earnings Call Transcript for the period ending June 30, 2020.
Using our productivity mindset, we are continuing to uncover cost-saving opportunities across the supply chain and operating expenses.
https://www.fool.com/earnings/call-transcripts/2020/07/21/coca-cola-ko-q2-2020-earnings-call-transcript.aspx
2019
Plan to realize cumulative savings of $4.3 billion in 2019.
21 October 2014
Coca Coal is expanding its current successful productivity program by targeting annualized savings of $3 billion per year by 2019.
15 October 2013
As a combined productivity and reinvestment program, the company anticipates generating annualized savings of $550M-$650M which will be phased in over time. Coke said it expects to begin fully realizing the annual benefits of these savings in 2015, the final year of the program.
https://nraoiekc.blogspot.com/2019/10/productivity-success-story-coca-cola.html
Toyota Productivity Improvement Reporting
2018-19 Annual Report Presentation
TPS/Cost Reduction
Cost Reduction Efforts: +80
Decrease in Expenses: -165
https://nraoiekc.blogspot.com/2020/04/toyota-industrial-engineering.html
What are your company's productivity targets and achievements? Can you share?
Some Industrial Engineers - Their Activities and Achievements
Thilina Gamage
Manager Industrial Engineering
Sri Lanka
https://www.linkedin.com/in/thilina-gamage-34335a30/
Sharvin Ghodekar
Senior Industrial Engineer at Caresoft Global
Detroit, Michigan, United States
https://www.linkedin.com/in/sharvinghodekar/
Ixca González
Productivity Asoc. Director
Monterrey, Nuevo León, Mexico
https://www.linkedin.com/in/ixcagm/
anuj gurdasani
Manager: Manufacturing Excellence @Varroc Engineering Private limited
Pune, Maharashtra, India
https://www.linkedin.com/in/anuj-gurdasani-54183414/
Karthik Gopal
Trained in Lean and Trained as a Six Sigma Black Belt - Looking for new opportunities
Chennai, Tamil Nadu, India
https://www.linkedin.com/in/karthik-gopal-3885761b/
Moayad Gharaibeh
Pricing Specialist at Posta Plus. Industrial Engineer
Amman, Jordan
https://www.linkedin.com/in/moayad-gharaibeh-515b08104/
Jimesh Gajjar
Industrial Engineer, ZED Consultant, Professor, Innovator, Trainer, Entrepreneur
Ahmedabad, Gujarat, India
Assistant Professor
SAL Institute of Technology & Engineering Research, Ahmedabad
Sep 2010 – Mar 2019
Subjects taught: Manufacturing Processes, Product Design & Value Engineering, Industrial Engineering, Machine Design
Lecturer
AIAEIT College, Ahmedabad, India
Jul 2009 – Sep 2010
Education
G H Patel College of Engineering & Technology, (Gujarat Technological University)
Master's degree Industrial Engineering
2012 – 2014
Sardar Vallabhbhai Patel Institute of Technology, Gujarat University
Bachelor's Degree, Aeronautical Engineering
2005 – 2009
https://www.linkedin.com/in/jimeshgajjar/
Wednesday, April 7, 2021
Fa to Fz - Industrial Engineers and Their Achievements - Productivity Improvement
Fahad Hantool
Production Engineer at Al Sad Modern Beverage Factory | Certified By the SCE
Saudi Arabia
https://www.linkedin.com/in/fahad-hantool-558602158/
Tuesday, April 6, 2021
Ea to Ez - Industrial Engineers and Their Achievements - Productivity Improvement
INDUSTRIAL ENGINEERING PHILOSOPHY
I would like to state the philosophy of industrial engineering as engineering systems can be redesigned or improved and installed periodically for productivity increase or improvement. The primary drivers of productivity improvement are developments in basic engineering disciplines and developments in industrial engineering (developments in productivity science, productivity engineering and productivity management). The additional drivers are developments in related disciplines, for example, economics, mathematics, statistics, optimization techniques, ergonomics, psychology and sociology etc. - Narayana Rao, 1 April 2021.
Industrial Engineering - History
https://nraoiekc.blogspot.com/2013/10/industrial-engineering-history.html
Coca-Cola’s Productivity Management Journey
Industrial engineers and productivity managers can study Coca-Cola’s journey to learn from its experience the successful implementation of system level total productivity management.
"A case study of total productivity management" BY K.V.S.S. NARAYANA RAO, Industrial Management, March/April 2021 pp. 10 to 15.
https://www.iise.org/Details.aspx?id=652
Coca-Cola - Productivity Targets and Achievements
Coca-Cola (KO) Q2 2020 Earnings Call Transcript for the period ending June 30, 2020.
Using our productivity mindset, we are continuing to uncover cost-saving opportunities across the supply chain and operating expenses.
https://www.fool.com/earnings/call-transcripts/2020/07/21/coca-cola-ko-q2-2020-earnings-call-transcript.aspx
2019
Plan to realize cumulative savings of $4.3 billion in 2019.
21 October 2014
Coca Coal is expanding its current successful productivity program by targeting annualized savings of $3 billion per year by 2019.
15 October 2013
As a combined productivity and reinvestment program, the company anticipates generating annualized savings of $550M-$650M which will be phased in over time. Coke said it expects to begin fully realizing the annual benefits of these savings in 2015, the final year of the program.
https://nraoiekc.blogspot.com/2019/10/productivity-success-story-coca-cola.html
What are your company's productivity targets and achievements? Can you share?
Some Industrial Engineers - Their Activities and Achievements
1000s of industrial engineers are working in various organizations in countries of the world. What activities are being carried out by them and what are their achievements? This collection of blog posts is assembling the details of some of these industrial engineers. This data collection will enable us to understand the issue better over a period of time.
Yunus Emre Özdemir
Industrial Engineer
Samsun, Turkey
https://www.linkedin.com/in/yeozdemir/
EMRE İNAN
Industrial Engineer
Bursa, Turkey
https://www.linkedin.com/in/einan/
Enas Esh
Professional Industrial Engineer, PE
Egypt
https://www.linkedin.com/in/enasesh/
Nagnath Eklare
Industrial Engineer at Shenzhen Topband Co.,Ltd
Pune, Maharashtra, India
https://www.linkedin.com/in/nagnath-eklare-92626153/
Edward Price
Industrial Engineer at JBS USA
Grand Island, Nebraska, United States
https://www.linkedin.com/in/edward-price-316165a5/
Monday, April 5, 2021
Da to Dz - Industrial Engineers and Their Achievements - Productivity Improvement
Industrial Engineers, Benchmark your productivity improvement achievement with
Brian Hong, Group Director, Productivity Center of Excellence at The Coca-Cola Company
https://www.linkedin.com/in/brian-hong-37753ab/
INDUSTRIAL ENGINEERING PHILOSOPHY
I would like to state the philosophy of industrial engineering as engineering systems can be redesigned or improved and installed periodically for productivity increase or improvement. The primary drivers of productivity improvement are developments in basic engineering disciplines and developments in industrial engineering (developments in productivity science, productivity engineering and productivity management). The additional drivers are developments in related disciplines, for example, economics, mathematics, statistics, optimization techniques, ergonomics, psychology and sociology etc. - Narayana Rao, 1 April 2021.
Industrial Engineering - History
https://nraoiekc.blogspot.com/2013/10/industrial-engineering-history.html
Coca-Cola’s Productivity Management Journey
Industrial engineers and productivity managers can study Coca-Cola’s journey to learn from its experience the successful implementation of system level total productivity management.
"A case study of total productivity management" BY K.V.S.S. NARAYANA RAO, Industrial Management, March/April 2021 pp. 10 to 15.
https://www.iise.org/Details.aspx?id=652
Coca-Cola - Productivity Targets and Achievements
Coca-Cola (KO) Q2 2020 Earnings Call Transcript for the period ending June 30, 2020.
Using our productivity mindset, we are continuing to uncover cost-saving opportunities across the supply chain and operating expenses.
https://www.fool.com/earnings/call-transcripts/2020/07/21/coca-cola-ko-q2-2020-earnings-call-transcript.aspx
2019
Plan to realize cumulative savings of $4.3 billion in 2019.
21 October 2014
Coca Coal is expanding its current successful productivity program by targeting annualized savings of $3 billion per year by 2019.
15 October 2013
As a combined productivity and reinvestment program, the company anticipates generating annualized savings of $550M-$650M which will be phased in over time. Coke said it expects to begin fully realizing the annual benefits of these savings in 2015, the final year of the program.
https://nraoiekc.blogspot.com/2019/10/productivity-success-story-coca-cola.html
Toyota Productivity Improvement Reporting
2018-19 Annual Report Presentation
TPS/Cost Reduction
Cost Reduction Efforts: +80
Decrease in Expenses: -165
https://nraoiekc.blogspot.com/2020/04/toyota-industrial-engineering.html
What are your company's productivity targets and achievements? Can you share?
Some Industrial Engineers - Their Activities and Achievements
Sridhar Dhondi
Industrial Engineer / Sr Manufacturing Engineer
Hyderabad, Telangana, India
https://www.linkedin.com/in/sridhar-dhondi-9592a921/
AVIRAT Dhanal
Industrial Engineer | IoT | Business Development Manager | Industry 4.0| Health 4.0 | Pharma 4.0 | Layout Design |Lean | process simulation
Kolhapur, Maharashtra, India
https://www.linkedin.com/in/aviratdhanal/
Vinoth kumar Devadoss
Associate Team Lead - Industrial engineer - Expleo Group - PCA automobiles
Greater Chennai Area
https://www.linkedin.com/in/vinoth-kumar-devadoss-7a227b89/
Muralee Dharan
M.E Industrial Engineering @ KUMARAGURU COLLEGE OF TECHNOLOGY
Tamil Nadu, India
https://www.linkedin.com/in/muralee-dharan-76233544/
Girija Shankar Das
Senior Industrial Engineer - FedEx Express
Mumbai, Maharashtra, India
https://www.linkedin.com/in/girija-shankar-das-a9145898/
Sunday, April 4, 2021
Connected Workforce Applications
INDUSTRIAL ENGINEERING is redesign (engineering) of Products, Facilities and Processes for Productivity increase.
Productivity Management Imperative for USA - McKinsey. Returning US productivity to its long-term trend of 2.2 percent annual growth would add $10 trillion in cumulative GDP over the next ten years (2023 - 2030).
Productivity Management Imperative for USA - McKinsey. Returning US productivity to its long-term trend of 2.2 percent annual growth would add $10 trillion in cumulative GDP over the next ten years (2023 - 2030).
INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. E-Book FREE Download.
https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0
Saturday, April 3, 2021
Ca to Cz - Industrial Engineers and Their Achievements - Productivity Improvement
Industrial Engineers, Benchmark your productivity improvement achievement with
Brian Hong, Group Director, Productivity Center of Excellence at The Coca-Cola Company
INDUSTRIAL ENGINEERING PHILOSOPHY
I would like to state the philosophy of industrial engineering as engineering systems can be redesigned or improved and installed periodically for productivity increase or improvement. The primary drivers of productivity improvement are developments in basic engineering disciplines and developments in industrial engineering (developments in productivity science, productivity engineering and productivity management). The additional drivers are developments in related disciplines, for example, economics, mathematics, statistics, optimization techniques, ergonomics, psychology and sociology etc. - Narayana Rao, 1 April 2021.
Industrial Engineering - History
https://nraoiekc.blogspot.com/2013/10/industrial-engineering-history.html
Coca-Cola’s Productivity Management Journey
Industrial engineers and productivity managers can study Coca-Cola’s journey to learn from its experience the successful implementation of system level total productivity management.
"A case study of total productivity management" BY K.V.S.S. NARAYANA RAO, Industrial Management, March/April 2021 pp. 10 to 15.
https://www.iise.org/Details.aspx?id=652
Coca-Cola - Productivity Targets and Achievements
Coca-Cola (KO) Q2 2020 Earnings Call Transcript for the period ending June 30, 2020.
Using our productivity mindset, we are continuing to uncover cost-saving opportunities across the supply chain and operating expenses.
https://www.fool.com/earnings/call-transcripts/2020/07/21/coca-cola-ko-q2-2020-earnings-call-transcript.aspx
2019
Plan to realize cumulative savings of $4.3 billion in 2019.
21 October 2014
Coca Coal is expanding its current successful productivity program by targeting annualized savings of $3 billion per year by 2019.
15 October 2013
As a combined productivity and reinvestment program, the company anticipates generating annualized savings of $550M-$650M which will be phased in over time. Coke said it expects to begin fully realizing the annual benefits of these savings in 2015, the final year of the program.
https://nraoiekc.blogspot.com/2019/10/productivity-success-story-coca-cola.html
Toyota Productivity Improvement Reporting
2018-19 Annual Report Presentation
TPS/Cost Reduction
Cost Reduction Efforts: +80
Decrease in Expenses: -165
https://nraoiekc.blogspot.com/2020/04/toyota-industrial-engineering.html
What are your company's productivity targets and achievements? Can you share?
Some Industrial Engineers - Their Activities and Achievements
Dattatray Chandam
Industrial/Manufacturing Engineer at Bharat Forge Ltd with 7 Years of experience
Pune, Maharashtra, India
Since Sep 2013
1. Autocad.
2. Catia
3. Design knowledge of Jigs & Fixtures for assembly & Fabrication processes.
4. Documentation knowledge of Standard Operating Process (SOP), Process Failure Mode Effect Analysis (PFMEA) etc.
5. Good knowledge of Microsoft Excel and other office suit tools.
6. Exposure to Proving out Toolings, Jigs & Fixtures for assembly & fabrication shops.
7.Tooling and tackle design
8.Plant layout design
9.Project aim to enhance productivity
https://www.linkedin.com/in/dattatray-chandam-462b6945/
Kuldeep Chavda
Industrial engineer
Ahmedabad, Gujarat, India
https://www.linkedin.com/in/kuldeep-chavda-a28a76133/
Mahesh chavan
Industrial Engineer at Endress+ Hauser Flowtech Pvt. Ltd. Aurangabad.
Aurangabad, Maharashtra, India
https://www.linkedin.com/in/mahesh-chavan-919a13123/
BUBAI CHOWDHURY
Senior Industrial Engineer at TOSHIBA Transmission & Distribution Systems (India) Pvt. Ltd.
Hyderabad, Telangana, India
https://www.linkedin.com/in/bubai-chowdhury-68140490/
Divakar Chaudhari
Leading Manufacturing Engineering Function, Lean Manufacturing, Industrial Engineering, Six sigma ,MOST certified
Pune, Maharashtra, India
Manager Industrial engineering
Lear Corporation
Since Oct 2015
• Lead the implementation of a continuous improvement culture, which will impact customers, internal processes and supplier base.
• Through collaboration with multiple teams, integrate lean, six sigma and continuous improvement techniques and tools into daily business processes that focuses on waste elimination, cost reduction and process improvements for a successful transformation.
• Translate high level strategy into tactical business actions and forge real improvements. Lead Process Improvement Teams and direct timely completion of projects that support critical goals.
• Lead the Lean steering committee discussions to track progress of identified/implemented projects and to prioritize future events. Provides support in the development of value stream maps, process mapping and analyzing business processes.
• Develop enterprise-level goals and metrics that encourage and promote Lean thinking. Ensure all improvement activities are identified, tracked and clearly communicated. Identifies core areas of improvement which forward the overall business strategy.
• Develop internal processes to reduce non-value added activities and provide improved business results. Facilitate process improvement teams and Kaizen events involving value streams core to the business.
• Develop and implement a balanced score card methodology. Ensure procedures, policies and standards are fully documented and kept up-to-date.
Responsible for MOST Implementation at Indian 10 plants, monitoring productivity & line efficiency. Established daily efficiency monitoring system through tracking HC vs Output. Support for ASIAN & chines lear plant for MOST implementation through Training and line balancing implementation. Productivity increased through MOST by 15%.
✓ Line balancing as per work content, MOP & manpower calculations, capacity analysis & work balancing of all areas including Indirect areas.
https://www.linkedin.com/in/divakar-chaudhari-34768190/
Prasad Chaskar
Industrial and Process Engineer at Jabil
Pune, Maharashtra, India
https://www.linkedin.com/in/prasad-chaskar/
https://www.linkedin.com/in/kanak-roy-chowdhury-a5286515/
https://www.linkedin.com/in/sankar-c-18397b128/
Friday, April 2, 2021
Director of Productivity - Job Descriptions
Senior Director of Manufacturing Productivity Execuction
European Manufacturing firm with global operations
Location:Cologne
Job Description
Pacific International's EMEA Manufacturing and Engineering sector team has been retained by this European Manufacturing firm with global operations as they continue to transform and build a business for growth and EBITDA improvement.
For over 10 years our client has been on a journey of continuous improvement and transformation across all of their business lines and in all of their regions across the globe. Their 'Lean Business System' is responsible for driving practice and performance through our one company approach covering entire value chain. It’s also the centre of excellence for engaging in the delivery transformation of a recent business acquisition, as well as leading the Digital Transformation across the manufacturing lines.
As the Senior Director of Manufacturing Productivity Execution, you will deliver and execute the pre-devised strategy for this team of 60 consultants, lead activities and set an example, thus enable the units and divisions to continuously improve their performance by systematically spreading best practice throughout the value end to end business value chain. This work will cover the various Business Divisions across a Multi-Billion Euro organisation. You will have the chance to challenge this internal group in activities such as Kaizens and SMEDs, and really take a, 'hands on' approach to creating the best outcome from an efficient group of World Class Internal Consultants.
The function has been building high performing teams across the regional hubs in Europe, North America and China where our client has it core footprint of manufacturing/engineering facilities as well as its sales and marketing offices. You’ll be delivering large scale transformation activities which are key in driving the strategic direction and plans set by the Global Executive Team. Your stakeholders will be the BU CEO's, whilst working alongside the regional leadership teams. Based at the organisation's Headquarters, you'll be visible at the highest level and be expected to lead this programme of 'internal consultants' with heavy weekly travel in region and global locations.
Job Description
Within this role , you will lead a team of 60 to execute regional / global projects to drive change activities and implement best practice manufacturing tools, mindset / thinking and processes. This will involve having a 'hands on' approach to demonstrating your critique and improvements for the internal transformation group, for them to then go on to deliver this to the Global Sites.
You'll create a platform to drive optimisation and continuously improve 4 core areas of quality, safety, delivery and cost, enabling the firm to earn customer loyalty.
Your main responsibilities will include:
Driving and improving results by demonstrating how to leverage lean tools, consulting skills, and change management process and take primary responsibility for the implementation of lean initiatives within manufacturing plants and its associated value streams.
Challenging and supporting factory and divisional management to drive a culture of high performance and continuous improvement.
Responsibility for support and development of a team of 60 consultants, Lean Experts, Continuous Improvement Specialists, Supervisors, Operators and Managers.
Using 'Hands on' techniques to critique and improve the Team's approach to improvement activities, such as Kaizens and SMEDs.
Using the strategy to create long term activity roadmaps and lean transformation projects for factories including Kaizen and step change projects.
To be successful, you possess a high level of energy and drive for delivering results and significant achievements. You work persistently to achieve your goals, and you possess the necessary cooperation skills to develop solid relations. Equally you have the ability to connect and communicate with people at all levels, which enables you to train, coach and challenge others.
You have gained your leadership experience from a manufacturing environment in a large or medium-sized manufacturing company, e.g. as Global Programme Delivery. This is combined with experience in change management and implementing Lean Management tools and methods.
Your background and experiences
Extensive Lean Manufacturing background within a plant and operational managerial experience in the sense of leading Global Programmes as well as Transformation Teams.
Hands-on experience with implementing change projects, as well as lead internal transformation groups.
An instinct for impact and a taste for stretched targets
Well-developed analytical skills.
Strong communicative skills and ability to operate at multiple organisational levels
Deep understanding of lean and related areas (six sigma, TPM, TPS)
A mindset of continuously challenging your peers and your self
Travel intensive and adaptable / flexible.... Can you be Headquarter- based as well as travel to sites 5 days a week?
2020 Job Advertisement
https://www.pacific-international.com/jobs/senior-director-of-manufacturing-productivity-execution
Yorkshire
Permanent
Updated July 31, 2012
Director of Productivity
Retail / FMCGYorkshire
Permanent
Updated July 31, 2012
This is a great opportunity for an ambitious and technically excellent individual who is looking to work as part of world-class operations functions in a high-visibility role that interfaces with all parts of the organisation. The Director of Productivity will be responsible for putting together the cost-saving plan for process improvement, and managing the extensive wage budget, thus ensuring that the highest levels of productivity are maintained throughout the entire business. You will constantly reassess the company wage model in order to effect improvements in productivity re-engineering, work measurement and technological innovation and will be responsible for developing and implementing strategic and major change programmes working collaboratively across the business to deliver large and very complex cross functional initiatives.
Who we're looking for
In terms of experience, you will demonstrate the following:
• A strong retail / FMCG or FS background, with experience of working in a large complex environment, or a Consultancy background and/or able to demonstrate evidence of landing major change programmes;
• An analytical mindset with a relevant degree level education. An MBA (or equivalent) would be desirable;
• Strong operational and transactional process improvement experience.
The successful candidate will be / have:
• Strategic and highly commercial, as well as humble, down to earth and fun;
• A very strong influencer, with the ability to engage with all colleagues;
• Hands on and operationally focused;
• A rational, methodical and logical thinker, who will demonstrate an entrepreneurial spirit and thrive in a fast-paced and pressurised environment
• Pro-active and pragmatic, with excellent time management skills.
About the client: Global organisation.
http://www.michaelpage.co.uk/job-display/1116264/ director-of-productivity.html - Link expired.
Updated 3 April 2021, 13.9.2012
Ba to Bz - Industrial Engineers and Their Achievements - Productivity Improvement
INDUSTRIAL ENGINEERING PHILOSOPHY
I would like to state the philosophy of industrial engineering as engineering systems can be redesigned or improved and installed periodically for productivity increase or improvement. The primary drivers of productivity improvement are developments in basic engineering disciplines and developments in industrial engineering (developments in productivity science, productivity engineering and productivity management). The additional drivers are developments in related disciplines, for example, economics, mathematics, statistics, optimization techniques, ergonomics, psychology and sociology etc. - Narayana Rao, 1 April 2021.
Industrial Engineering - History
https://nraoiekc.blogspot.com/2013/10/industrial-engineering-history.html
Coca-Cola’s Productivity Management Journey
Industrial engineers and productivity managers can study Coca-Cola’s journey to learn from its experience the successful implementation of system level total productivity management.
"A case study of total productivity management" BY K.V.S.S. NARAYANA RAO, Industrial Management, March/April 2021 pp. 10 to 15.
https://www.iise.org/Details.aspx?id=652
Coca-Cola - Productivity Targets and Achievements
Coca-Cola (KO) Q2 2020 Earnings Call Transcript for the period ending June 30, 2020.
Using our productivity mindset, we are continuing to uncover cost-saving opportunities across the supply chain and operating expenses.
https://www.fool.com/earnings/call-transcripts/2020/07/21/coca-cola-ko-q2-2020-earnings-call-transcript.aspx
2019
Plan to realize cumulative savings of $4.3 billion in 2019.
21 October 2014
Coca Coal is expanding its current successful productivity program by targeting annualized savings of $3 billion per year by 2019.
15 October 2013
As a combined productivity and reinvestment program, the company anticipates generating annualized savings of $550M-$650M which will be phased in over time. Coke said it expects to begin fully realizing the annual benefits of these savings in 2015, the final year of the program.
https://nraoiekc.blogspot.com/2019/10/productivity-success-story-coca-cola.html
Toyota Productivity Improvement Reporting
2018-19 Annual Report Presentation
TPS/Cost Reduction
Cost Reduction Efforts: +80
Decrease in Expenses: -165
https://nraoiekc.blogspot.com/2020/04/toyota-industrial-engineering.html
What are your company's productivity targets and achievements? Can you share?
Some Industrial Engineers - Their Activities and Achievements
Prashant Bagal
Sr. Engineer Industrial Engineering at Molex India pvt. ltd.
Bangalore Urban, Karnataka, India
Senior Industrial Engineer
Company: Molex
Since Jun 2016
Responsible for Industrial engineering activities for cable harness plant. Layout planning, productivity improvement projects, VSM, line balancing, lean implementation, Kaizen, SAP routings, MII implementation for plant are some key activities.
https://www.linkedin.com/in/prashant-bagal-55047556/
Sagar Bhatkar
Sr. Industrial Engineer @ Future Interprises Ltd. Boisar ,Mumbai Mumbai, Maharashtra, India
https://www.linkedin.com/in/sagar-bhatkar-023995145/
Nilesh Borate
Executive-Industrial Engineer at SkillTelligent Solutions Pvt. Ltd.
Pune, Maharashtra, India
https://www.linkedin.com/in/nilesh-borate-19a9a8b1/
Mangesh Bahure
Sr Industrial Engineer with expertise in Time & Motion analysis, WCM tools, Lean manufacturing techniques.logistics.MTM
Pune, Maharashtra, India
https://www.linkedin.com/in/mangesh-bahure-079186102/
Rupesh Bhoi
Industrial Engineer
Chourasia, Gujarat, India
https://www.linkedin.com/in/rupesh-bhoi-4245a444/
Suraj Bankar
Senior Industrial Engineer at Havells India Ltd.
Pune, Maharashtra, India
https://www.linkedin.com/in/suraj-bankar-402b63104/
Shivkumar Bidve
Industrial Engineer at Rheinmetall Automotive
Pune, Maharashtra, India
Maintain and develop Machine FMEAs and Process FMEAs
Develop and implement new engineering processes into production cells
Support Divisional Advanced Manufacturing studies for capacity analysis and new technologies including automation
Identify process inefficiencies or improvements
Assembly process flow development to meet efficiency and quality goals
Assembly line workstation layout and design
RFQ Preparation, process & equipment planning for the new model, installation & commissioning, process sheet preparation, PFMEA preparation, OEE improvement, FTQ improvement, Measurement system analysis, process validation, PPAP, capacity proving, process capability, Design of experiment, SOP, welding, CFT, Process validation, Plant layout
Demonstrate the ability to understand the source of variation by applying Six Sigma methodologies.
Knowledge of Gage R&R, SPC, Six Sigma, and PPAPs
https://www.linkedin.com/in/shivkumar-bidve-153556101/
Mohith Buxani
Industrial Engineer at Murakami Manufacturing U.S.A.
Since August 2019
Louisville, Kentucky, United States
3D DESIGN
•3D Design and print of jigs using Creo design software.
LAYOUT & LOCATION
•Designed a CAD Layout of the entire facility.
•Optimized layout & location of processes and set buffer stock to 50% demand, eliminating muda.
PRODUCTION & INVENTORY CONTROL
•Implementation of a "Make To Order" (Pull) production system integrated with an E-Kanban software to monitor part movement/requirements real time.
AUTOMATION
•Implementation of real-time part counting modules for parts by the presses.
SIX SIGMA
•Conducted various capacity studies, time studies, and six sigma tools to decrease non-value added time, with implementations of new routing systems.
PACKAGING
•Implementation of optimized dunnage designs for the components of new programs.
https://www.linkedin.com/in/mohith-buxani-profile/
https://www.linkedin.com/in/onkar-bhosale-0033188b/
https://www.linkedin.com/in/giriraj-bondhare-2b937b55/
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