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.
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
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/
Productivity at Coca-Cola, "A case study of total productivity management" BY K.V.S.S. NARAYANA RAO, Industrial Management, March/April 2021 pp. 10 to 15.
ReplyDeletehttps://www.iise.org/Details.aspx?id=652