Overall Equipment Effectiveness (OEE) - Bibliography

"Overall Equipment Effectiveness: Systematic Literature Review and Overview of Different Approaches,"

Lisbeth del Carmen Ng Corrales, María Pilar Lambán, Mario Enrique Hernandez Korner and Jesús Royo

Appl. Sci. 2020, 10, 6469; doi:10.3390/app10186469 

www.mdpi.com/journal/applsci

Overall equipment effectiveness (OEE) is a KPI introduced by Nakajima (1988). This metric  measures the equipment productivity in a manufacturing system. OEE is a productivity ratio between real manufacturing and what could be ideally manufactured. This indicator is widely accepted as a tool by some companies to monitor the actual performance of an equipment. OEE identifies six big losses comprising aspects of availability, performance and quality that reduce the equipment effectiveness. Dunn (2015) defined those three aspects as follows: (i) availability—‘Is the machine running or not?’; (ii) performance—‘How fast is the machine running?’; and (iii) quality—‘How many products satisfied the requirements?’.

Abd Rahman, M.S.; Mohamad, E.; Abdul Rahman, A.A. Enhancement of overall equipment effectiveness (OEE) data by using simulation as decision making tools for line balancing. Indones. J. Electr. Eng. Comput. Sci. 2020, 18, 1040–1047. 

Abdelbar, K.M.; Bouami, D.; Elfezazi, S. New approach towards formulation of the overall equipment effectiveness. J. Qual. Maint. Eng. 2019. 

Abdul Samat, H.; Kamaruddin, S.; Abdul Azid, I. Integration of overall equipment effectiveness (OEE) and reliability method for measuring machine effectiveness. S. Afr. J. Ind. Eng. 2012, 23, 92–113. 

Acharya, A.; Garg, D.; Singh, N.; Gahlaut, U. Plant effectiveness improvement of overall equipmenteffectiveness using autonomous maintenance training:—A case study. Int. J. Mech. Prod. Eng. Res. Dev. 2018, 9, 103–112. [CrossRef]

Anand, R. Cloud computing OEE (Overall Equipment Effectiveness) for reducing production downtime.

SAE Int. J. Mater. Manuf. 2013, 6. 

Annamalai, S.; Suresh, D. Implementation of total productive maintenance for overall equipment effectiveness improvement in machine shop. Int. J. Recent Technol. Eng. 2019, 8, 7686–7691. 

Anvari, F.; Edwards, R.; Starr, A. Evaluation of overall equipment effectiveness based on market. J. Qual. Maint. Eng. 2010, 16, 256–270.

Anvari, F.; Edwards, R. Performance measurement based on a total quality approach. Int. J. Product.Perform. Manag. 2011, 60, 512–528. 

Badiger, A.S.; Gandhinathan, R.; Gaitonde, V.N. A methodology to enhance equipment performance using the OEE measure. Eur. J. Ind. Eng. 2008, 2, 356. 

Baghbani, M.; Iranzadeh, S.; Bagherzadeh khajeh, M. Investigating the relationship between RPN parameters in fuzzy PFMEA and OEE in a sugar factory. J. Loss Prev. Process Ind. 2019, 60, 221–232.

Bamber, C.J.; Castka, P.; Sharp, J.M.; Motara, Y. Cross-functional team working for overall equipment

effectiveness (OEE). J. Qual. Maint. Eng. 2003, 9, 223–238.

Bengtsson, M. Using a game-based learning approach in teaching overall equipment effectiveness. J. Qual. Maint. Eng. 2019.

Benjamin, S.J.; Marathamuthu, M.S.; Murugaiah, U. The use of 5-WHYs technique to eliminate OEE’s speed loss in a manufacturing firm. J. Qual. Maint. Eng. 2015, 21, 419–435.

Bhattacharjee, A.; Roy, S.; Kundu, S.; Tiwary, M.; Chakraborty, R. An analytical approach to measure OEE for blast furnaces. Ironmak. Steelmak. 2019.

Binti Aminuddin, N.A.; Garza-Reyes, J.A.; Kumar, V.; Antony, J.; Rocha-Lona, L. An analysis of managerial factors affecting the implementation and use of overall equipment effectiveness. Int. J. Prod. Res. 2016, 54, 4430–4447. 

Braglia, M.; Frosolini, M.; Zammori, F. Overall equipment effectiveness of a manufacturing line (OEEML). J. Manuf. Technol. Manag. 2008, 20, 8–29. 

Braglia, M.; Castellano, D.; Frosolini, M.; Gallo, M. Overall material usage effectiveness (OME): A structured indicator to measure the effective material usage within manufacturing processes. Prod. Plan. Control 2018, 29, 143–157.

Braglia, M.; Gabbrielli, R.; Marrazzini, L. Overall Task Effectiveness: A new Lean performance indicator in engineer-to-order environment. Int. J. Product. Perform. Manag. 2019, 68, 407–422.

Brodny, J.; Tutak, M. Analysing the Utilisation Effectiveness of Mining Machines Using Independent Data Acquisition Systems: A Case Study. Energies 2019, 12, 2505. 

Cheah, C.K.; Prakash, J.; Ong, K.S. An integrated OEE framework for structured productivity improvement in a semiconductor manufacturing facility. Int. J. Product. Perform. Manag. 2020. 

Chiarini, A. Improvement of OEE performance using a Lean Six Sigma approach: An Italian manufacturing case study. Int. J. Product. Qual. Manag. 2015, 16, 416–433.

da Silva, A.F.; Marins, F.A.S.; Tamura, P.M.; Dias, E.X. Bi-Objective Multiple Criteria Data Envelopment Analysis combined with the Overall Equipment Effectiveness: An application in an automotive company. J. Clean. Prod. 2017, 157, 278–288. 

Dadashnejad, A.-A.; Valmohammadi, C. Investigating the effect of value stream mapping on overallequipment effectiveness: A case study. Total Qual. Manag. Bus. Excell. 2019, 30, 466–482. 

Dal, B.; Tugwell, P.; Greatbanks, R. Overall Equipment Effectiveness as a Measure of Operational Improvement a Practical Analysis. Int. J. Oper. Prod. Manag. 2000, 20, 1488–1502. 

De Carlo, F.; Arleo, M.A.; Tucci, M. OEE Evaluation of a Paced Assembly Line through Different Calculation and Simulation Methods: A Case Study in the Pharmaceutical Environment. Int. J. Eng. Bus. Manag. 2014, 6, 27.

deRon, A.J.; Rooda, J.E. Equipment Effectiveness: OEE Revisited. IEEE Trans. Semicond. Manuf. 2005, 18, 190–196. 

De Ron, A.J.; Rooda, J.E. OEE and equipment effectiveness: An evaluation. Int. J. Prod. Res. 2006, 44, 4987–5003. 

Domingo, R.; Aguado, S. Overall Environmental Equipment Effectiveness as a Metric of a Lean and Green Manufacturing System. Sustainability 2015, 7, 9031–9047. 

Dunn, T. (2015). OEE Effectiveness. In Manufacturing Flexible Packaging; Elsevier: Amsterdam, The Netherlands,  pp. 77–85.

Durán, O.; Capaldo, A.; Duran Acevedo, P. Sustainable Overall Throughputability Effectiveness (S.O.T.E.) as a Metric for Production Systems. Sustainability 2018, 10, 362.

Elevli, S.; Elevli, B. Performance Measurement of Mining Equipments by Utilizing OEE. Acta Montan.

Slovaca Roˇcník 2010, 15, 95–101.

En-Nhaili, A.; Meddaoui, A.; Bouami, D. Effectiveness improvement approach basing on oee and lean

maintenance tools. Int. J. Process Manag. Benchmarking 2016, 6, 147–169

Esa, F.; Yusof, Y. Implementing overall equipment effectiveness (OEE) and sustainable competitive advantage:A case study of hicom diecastings SDN. BHD.(HDSB). ARPN J. Eng. Appl. Sci. 2016, 11, 199–203.

Eswaramurthi, K.G.; Mohanram, P.V. Improvement of manufacturing performance measurement system and evaluation of overall resource effectiveness. Am. J. Appl. Sci. 2013, 10, 131–138. 

Fattah, J.; Ezzine, L.; Lachhab, A. Evaluating the performance of a production line by the overall equipment effectiveness: An approach based on best maintenance practices. Int. J. Eng. Res. Afr. 2017, 30, 181–189.

Fekri Sari, M.; Avakh Darestani, S. Fuzzy overall equipment effectiveness and line performance measurement using artificial neural network. J. Qual. Maint. Eng. 2019, 25, 340–354.

Ferko, R.; Znidarsic, A. Using OEE approach for improving manufacturing performance. Inf. Midem Ljubl. 2007, 37, 105.

Fore, S.; Zuze, L. Improvement of overall equipment effectiveness through total productive maintenance. World Acad. Sci. Eng. Technol. 2010, 61, 2010.

Foulloy, L.; Clivillé, V.; Berrah, L. A fuzzy temporal approach to the Overall Equipment Effectiveness measurement. Comput. Ind. Eng. 2019, 127, 103–115. 

Fourie, H. Improvement in the overall efficiency of mining equipment: A case study. J. S. Afr. Inst. Min. Metall. 2016, 116, 275–281. 

Garza-Reyes, J.A.; Eldridge, S.; Barber, K.D.; Soriano-Meier, H. Overall equipment effectiveness (OEE) and process capability (PC) measures: A relationship analysis. Int. J. Qual. Reliab. Manag. 2010, 27, 48–62.

Garza-Reyes, J.A. From measuring overall equipment effectiveness (OEE) to overall resource effectiveness (ORE). J. Qual. Maint. Eng. 2015, 21, 506–527. 

Ghafoorpoor Yazdi, P.; Azizi, A.; Hashemipour, M. An Empirical Investigation of the Relationship between Overall Equipment Efficiency (OEE) and Manufacturing Sustainability in Industry 4.0 with Time Study Approach. Sustainability 2018, 10, 3031.

Gibbons, P.M. Improving overall equipment efficiency using a Lean Six Sigma approach. Int. J. Six Sigma Compet. Advant. 2006, 2, 207. 

Gibbons, P.M.; Burgess, S.C. Introducing OEE as a measure of lean Six Sigma capability. Int. J. Lean Six Sigma 2010, 1, 134–156. 

Green, C.; Taylor, D. Consolidating a Distributed Compound Management Capability into a Single Installation: The Application of Overall Equipment Effectiveness to Determine Capacity Utilization. J. Lab. Autom. 2016, 21, 811–816. 

Gupta, P.; Vardhan, S. Optimizing OEE, productivity and production cost for improving sales volume in an automobile industry through TPM: A case study. Int. J. Prod. Res. 2016, 54, 2976–2988.

He, F.; Shen, K.; Lu, L.; Tong, Y. Model for improvement of overall equipment effectiveness of beerfilling lines. Adv. Mech. Eng. 2018, 10, 168781401878924.

Hidayat, A.; Irdas, I. Evaluation of micro hydro power plant (MHPP) using overall equipment effectiveness (OEE) method. ARPN J. Eng. Appl. Sci. 2017, 12, 5271–5275.

Huang, S.H.; Dismukes, J.P.; Shi, J.; Su, Q.; Razzak, M.A.; Bodhale, R.; Robinson, D.E. Manufacturingproductivity improvement using effectiveness metrics and simulation analysis. Int. J. Prod. Res. 2003, 41, 513–527. 

Jain, A.; Bhatti, R.S.; Singh, H. OEE enhancement in SMEs through mobile maintenance: A TPM concept. Int. J. Qual. Reliab. Manag. 2015, 32, 503–516.

Jauregui Becker, J.M.; Borst, J.; van der Veen, A. Improving the overall equipment effectiveness in

high-mix-low-volume manufacturing environments. CIRP Ann. 2015, 64, 419–422.

Jonsson, P.; Lesshammar, M. Evaluation and improvement of manufacturing performance measurement

systems—The role of OEE. Int. J. Oper. Prod. Manag. 1999, 19, 55–78. 

Khisamova, E.D.; Kodolova, I.A.; Kucherbaeva, A.A. Impact of Lean Technology on Overall Equipment

Effectiveness. HELIX 2019, 9, 5159–5164.

Kuiper, A.; Van Raalte, M.; Does, R.J.M.M. Quality quandaries: Improving the overall equipment effectiveness at a pharmaceutical company. Qual. Eng. 2014, 26, 478–483.

Kumar, J.; Soni, V.K. An Exploratory Study of OEE Implementation in Indian Manufacturing Companies. J. Inst. Eng. Ser. C 2015, 96, 205–214.

Ljungberg, Õ. Measurement of overall equipment effectiveness as a basis for TPM activities. Int. J. Oper. Prod. Manag. 1998, 18, 495–507.

Maran, M.; Manikandan, G.; Thiagarajan, K. Fuzzy expert system for plant overall equipment effectiveness. Eur. J. Sci. Res. 2012, 83, 430–438.

Muchiri, P.; Pintelon, L. Performance measurement using overall equipment effectiveness (OEE): Literature review and practical application discussion. Int. J. Prod. Res. 2008, 46, 3517–3535.

Muñoz-Villamizar, A.; Santos, J.; Montoya-Torres, J.; Jaca, C. Using OEE to evaluate the effectiveness of urban freight transportation systems: A case study. Int. J. Prod. Econ. 2018, 197, 232–242. 

Muthiah, K.M.N.; Huang, S.H. Overall throughput effectiveness (OTE) metric for factory-level performance monitoring and bottleneck detection. Int. J. Prod. Res. 2007, 45, 4753–4769. 

Muthiah, K.M.N.; Huang, S.H.; Mahadevan, S. Automating factory performance diagnostics using overall throughput effectiveness (OTE) metric. Int. J. Adv. Manuf. Technol. 2008, 36, 811–824. 

Nachiappan, R.M.; Anantharaman, N. Evaluation of overall line effectiveness (OLE) in a continuous product line manufacturing system. J. Manuf. Technol. Manag. 2006, 17, 987–1008.

Nakajima, S. (1988). Introduction to TMP; Productivity Press: Portaland, OR, USA.

Nakhla, M. Designing extended overall equipment effectiveness: Application in healthcare operations. Int. J. Manag. Sci. Eng. Manag. 2018, 1–10.

Nallusamy, S. Enhancement of productivity and efficiency of CNC machines in a small scale industry using total productive maintenance. Int. J. Eng. Res. Afr. 2016, 25, 119–126.

Nallusamy, S.; Kumar, V.; Yadav, V.; Prasad, U.K.; Suman, S.K. Implementation of total productive maintenance to enhance the overall equipment effectiveness in medium scale industries. Int. J. Mech. Prod. Eng. Res. Dev.2018, 8, 1027–1038.

Ng, K.C.; Chong, K.E. A framework for improving manufacturing overall equipment effectiveness. J. Adv.Manuf. Technol. 2018, 12, 383–400. 

Norden, C.; Ismail, J. Defining a representative overall equipment effectiveness (OEE) measurement for

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Palanisamy, V. Implementing Overall Equipment Effectiveness in a Process Industry. Indian J. Sci. Technol. 2013, 6, 1–5. 

Pemural, P.A.; Yoong, S.S.; Tay, C.C. Classification of Losses in Overall Equipment Effectiveness Calculation. Int. J. Recent Technol. Eng. 2019, 7–11.

Pinto, M.M.O.; Goldberg, D.J.K.; Cardoso, J.S.L. Benchmarking operational efficiency of port terminals using the OEE indicator. Marit. Econ. Logist. 2017, 19, 504–517.

Perumal, P.A.; Teruaki, I.; Siang, T.Y.; Sieng, Y.S. Examination of Overall Equipment Effectiveness (OEE) in term of Maynard’s Operation Sequence Technique (MOST). Am. J. Appl. Sci. 2016, 13, 1214–1220. 

Puvanasvaran, A.P.; Yoong, S.S.; Tay, C.C. Effect of hidden wastes in overall equipment effectivenesscalculation. ARPN J. Eng. Appl. Sci. 2017, 12, 6443–6448.

Raja, P.N.; Kannan, S.M.; Jeyabalan, V. Overall line effectiveness—A performance evaluation index of a manufacturing system. Int. J. Product. Qual. Manag. 2010, 5, 38. 

Rylková, Ž.; Stelmach, K.; Vlcek, P. Overall equipment effectiveness within counterfactual impact evaluation concept. Sci. Ann. Econ. Bus. 2017, 64, 29–40.

Saidi, R.; Soulhi, A.; El Alami, J. The role of the overall equipment effectiveness as a decision support tool for structuring the roadmap of a tfs transformation (Constraint theory, safety of operation, and six sigma). J. Theor. Appl. Inf. Technol. 2017, 3441–3449.

Saleem, F.; Nisar, S.; Khan, M.A.; Khan, S.Z.; Sheikh, M.A. Overall equipment effectiveness of tyre curing press: A case study. J. Qual. Maint. Eng. 2017, 23, 39–56.

Samatemba, B.; Zhang, L.; Besa, B. Evaluating and optimizing the effectiveness of mining equipment; the case of Chibuluma South underground mine. J. Clean. Prod. 2020, 252, 119697. 

Tsarouhas, P. Improving operation of the croissant production line through overall equipment effectiveness

(OEE): A case study. Int. J. Product. Perform. Manag. 2019, 68, 88–108. 

Tsarouhas, P.H. Overall equipment effectiveness (OEE) evaluation for an automated ice cream production line: A case study. Int. J. Product. Perform. Manag. 2019. 

Shahin, A.; Attarpour, M.R. Developing decision making grid for maintenance policy making based on

estimated range of overall equipment effectiveness. Mod. Appl. Sci. 2011, 5, 86–97. 

Shahin, A.; Isfahani, N.G. Estimating overall equipment effectiveness for continuous production lines: With a case study in Esfahan Steel Company. Int. J. Serv. Oper. Manag. 2015, 21, 466–478. 

Sharma, R. Overall equipment effectiveness measurement of TPM manager model machines in flexible

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Sonmez, V.; Testik, M.C.; Testik, O.M. Overall equipment effectiveness when production speeds and stoppage durations are uncertain. Int. J. Adv. Manuf. Technol. 2018, 95, 121–130. 

Stryczek, R.; Szczepka, W. Process Factors of Impact on OEE for Lathes for Machining of Wheelset. J. Mach. Eng. 2016, 16, 126–140.

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Zammori, F.; Braglia, M.; Frosolini, M. Stochastic overall equipment effectiveness. Int. J. Prod. Res. 2011, 49, 6469–6490.

Zammori, F. Fuzzy Overall Equipment Effectiveness (FOEE): Capturing performance fluctuations through LR Fuzzy numbers. Prod. Plan. Control 2015, 26, 451–466.

Zennaro, I.; Battini, D.; Sgarbossa, F.; Persona, A.; De Marchi, R. Micro downtime: Data collection, analysis and impact on OEE in bottling lines the San Benedetto case study. Int. J. Qual. Reliab. Manag. 2018, 35, 965–995. 

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Modified OEE  Measures

Overall equipment effectiveness (OEE), Introduction To Tpm 1988 Nakajima, S.

CapacityUtilization Bottleneck Efficiency,  System Overall equipment effectiveness (OEE) and cost measurement 1996 Konopka John, Trybula Walt

Overall Fab Effectiveness (OFE) CanOverall Factory Effectiveness Prolong Moore's Law? 1998 Scott, D., Pisa, R.

Overall Throughput Effectiveness(OTE) Manufacturing systemmodeling for productivity improvement 2002

Huang S.H.,Dismukes J.P., Shi J., SuQ.,

Wang G., Razzak M.A., Robinson D.E.

Overall Fab Effectiveness (OFE) From Overall Equipment Efficiency (oee) To Overall Fab Effectiveness (ofe) 2003

Oechsner, R., Pfeffer, M., Pfitzner, L.,

Binder, H., et al.

Overall Throughput Effectiveness(OTE)

Manufacturing productivity improvement using effectiveness metrics and

simulation analysis 2003

Huang S.H.,Dismukes J.P., Shi J., SuQ.,

Razzak M.A., Bodhale R., Robinson D.E.

Holistic approach of OEE Aholistic approach to overall equipment effectiveness (OEE) 2003 LoughlinS.

Total Overall equipment effectiveness

Efficiency and effectiveness of wind farms keysto cost optimized operation

and maintenance 2003 KrokoszinskiH. J.

Overall equipment effectiveness (OEE) and

equipment effectiveness,  Equipment effectiveness: OEE revisited 2005 De Ron A.J., Rooda J.E.

Overall Line Effectiveness (OLE), Evaluation of overall line effectiveness(OLE) in a continuous product line

manufacturing system 2006 NachiappanR.M., AnantharamanN.

Money based overall equipment effectiveness Money based overall equipment effectiveness 2006 Juric Z., Sanchez A.I., Goti A.

Overall equipment effectiveness (OEE) and

equipment effectiveness OEE and equipment effectiveness: An evaluation 2006 De Ron A.J., Rooda J.E.

Overall input efficiency and total equipment

efficiency Overall input efficiency and total equipment efficiency 2006 Sheu D.D.

Maintenance performance measurement Maintenance performance measurement (MPM): Issues and challenges 2006 ParidaA., Kumar U.

Overall Throughput Effectiveness(OTE)

Overallthroughput effectiveness (OTE) metric for factory level performance

monitoring and bottleneck detection 2007 MuthiahK.M.N., Huang S.H.

Overall Throughput Effectiveness(OTE)

Automating factory performance diagnostics using overall throughput

effectiveness(OTE) metric 2008 MuthiahK.M.N., Huang S.H., Mahadevan S.

OEE and useability

A proposal: Evaluation of OEE and impact of six big losses on equipment

earning capacity 2008 Badiger A.S.,Gandhinathan R.

Overall Throughput Effectiveness(OTE)

Global efficiency assessment based on component composition of OEE

using AltaRica Data Flow language 2009 KombeT., Niel E., Pietrac L., Rauzy A.

Overall equipment effectiveness of

manufacturing line (OEEML

Overall equipment effectiveness of a manufacturing line (OEEML): An

integrated approach to assesssystems performance 2009 Braglia M., Frosolini M., Zammori F.

Overall Line Effectiveness (OLE)

Overall line effectiveness Aperformance evaluation index of a

manufacturing system 2010 RajaP.N., Kannan S.M., Jeyabalan V.

Overall weighting equipment effectiveness Overall weighting equipment effectiveness 2010 Wudhikarn R.

Overall equipment effectiveness based on

market

Methodology and theory evaluation of overall equipment effectiveness

based on market 2010 Anvari F., Edwards R., Starr A.

Overall equipment effectiveness and process

capability

Overall equipment effectiveness (OEE) and process capability (PC)

measures: A relationship analysis 2010

Garza Reyes J.A., Eldridge S., Barber K.D.,

Soriano Meier H.

Enterprise equipment effectiveness

Analysis and improvement of enterprise's equipment effectiveness based on

OEE 2011 ZhuX.

Integrated Equipment Effectiveness Performancemeasurement based on a total quality approach 2011 Anvari F., Edwards R.

Integrated Equipment Effectiveness Maintenance engineering in capital intensive manufacturing systems 2011 Anvari F., Edwards R.

Stochastic OEE Stochastic overall equipment effectiveness 2011 Zammori F., Braglia M., Frosolini M.

Overall equipment cost loss Improving overall equipment cost loss adding cost of quality 2012 Wudhikarn R.

overallresource effectiveness (ORE)

Improvement of manufacturing performance measurementsystemand

evaluation of overall resource effectiveness 2013 Eswaramurthi K.G., MohanramP.V

EQUIPMENT EFFICIENCY METRICS IN PRODUCTION SYSTEMS 

A LITERATURE REVIEW AND SURVEY 

Markus Gram 

Montanuniversitaet Leoben, Peter Tunner Straße 25-27, Austria

International May Conference on Strategic Management - IMKSM2013, 

24-26. May 2013, Bor, Serbia 

Ud 28.11.2021

Pub 27.9.2021

Operation Analysis - Operation Information Sheet and Analysis Questions

Productivity Analysis - Comparison of Current Process to Ideal or the Best Process has to be done from System level up to Element level.

Method Study - Process Charting followed by Operation Analysis - Element Analysis. 

Analyze transformation operations, inspection operations, transport and material handling operations. Lowry, Maynard and Stegemerten

"Operation analysis" consists principally of finding out all known facts that affect a given operation and redesign the operation based on productivity analysis to give better efficiency. It is the elements of operation related to work, machines and operators that are evaluated and improved to give more productivity. Lowry, Maynard and Stegemerten suggested that after Operation Process Chart and Flow Process Chart are prepared by identifying production or transformation operations, inspection operations, and transport/material handling operations, analysis of each operation needs to be taken up.

Importance of Systematic Procedure in Operation Analysis

In making operation analysis, a systematic procedure is to be followed  so that points of significant  importance (elements of the operation) are analyzed without giving a miss.

Nine Points of Primary Analysis (Maynard). There are nine main points or factors that should be considered in every operation analyzed. These,  are:

1. Operation Information  and Purpose of Operation.

2. Product Design, Tolerances and Inspection Requirements (Design related elements).

3. Material.

4. Process Sequence and Operation Division Analysis

5. Equipment, Tools, Work Station Design and Setup Analysis .

6. Material Handling.

7. Common possibilities for job improvement.

8. Working conditions.

9. Manual Operation (Human Effort)

The suggested sequence has to be followed, But iterative use of the steps may happen.  Several of the factors (elements), as for example setup and method, are interdependent, and scope for affecting an improvement by modifying an earlier factor may be noticed when analyzing another factor at a later stage. So, the complete analysis of all the factors is over only when the last item manual operations is completely analyzed.

The points of analysis can be modified as:

1. Purpose of Operation.

2. Tolerances and Inspection Requirements.

3. Input Material.

4. Process Sequence and Operation Division Analysis (At what point in the process this operation is being done)

5. Effort of Machine or Equipment: Equipment, Tools, Work Station Design and Setup Analysis (Machine Effort Industrial Engineering) .

6. Common possibilities for job improvement.

7. Working conditions.

9. Manual Operation (Human Effort) [Human Effort Industrial Engineering]

The operation analysis is done for material processing operations, inspection operations, material handling operations and warehousing operations. Each of these operations have machine effort and human effort components.

Mental Analysis of Process and Operation 

Mental analyses can be made on jobs where low activity or labor expenditure makes it uneconomical to make an elaborate analysis.

In the case of job shop, such factors as material handling and working conditions should be gone into thoroughly, and all improvements that seem advisable should be made at once. Then, when individual jobs are studied, it will not be necessary to analyze repeatedly these factors, which are common to all jobs, and full attention may be directed to those factors which concern only the operation being studied.

When the analysis should be conducted systematically. an  analysis sheet is used. For doing analysis, for each item of analysis, existing details of the operation and analytical components are gathered in the order of analytical components.

The completed  analysis sheets  will  prove valuable for future reference, since they show most completely the conditions that existed at the time the study was made. They will also prove valuable at a later date when making reports of accomplishment.

The Operation Analysis Sheet

A form known as the " analysis sheet" has been designed by the Methods Engineering Council. In the form information related to all the relevant elements related to work of machines and operators, and elements of machines and elements related to men are recorded. The elements related to machines are collected from process plans as specified elements and are observed and recorded to document the actual practice. Similarly manual elements are also collected from the standard instruction sheets, actual practice is observed and recorded.

At the top of the form on the front side, space is provided for identifying completely the analysis, the part, and the operation.


1. Operation Information  and Purpose of Operation.

Item 1.  The first point considered is the purpose of the operation. If analysis shows that the operation serves a definite purpose, various other means of accomplishing the same result are considered to see if a better way can be found.

2. Product Design, Tolerances and Inspection Requirements.

Item. 2. The  specification and tolerance requirements of the job must be looked into thoroughly, for the accuracy required has a direct bearing on the methods used to produce the work. The analyst should consider it his duty to investigate them in order to satisfy himself as to their necessity. Occasionally, tolerance  requirements are hurriedly and incorrectly established, and a subsequent check will bring this to light. Usually, the requirements err in the direction of unnecessary accuracy; for if the requirements are too loose, the part will not function properly in the final assembly and the error will be caught. Occasionally, however, the analyst will find that if the requirements are made more exacting on one operation, a subsequent operation will be made easier to perform.

3. Material.

Item 3. The material for the part being studied  is specified by the design engineer.  Design engineers, are not infallible and sometimes specify an unnecessarily costly material. It is proper and necessary that the methods engineer should check on the cost aspect of the material and point out them to initiate redesign. 

In other cases, certain materials present shop difficulties and based on that information industrial engineer has to initiate redesign work.  A certain cheap, brittle material may be so difficult to machine that an excessive amount of scrap results. Here investigation might show that it would be less expensive in the end to specify a more costly but more easily machined material.

4. Process Sequence and Operation Division Analysis

Item 4. If operation or flow process charts have not been constructed first, all the operations performed on the part are  listed in the analysis sheet. The purpose of this is to determine just how the operation being analyzed fits in with the other operations that are performed on the part. This study frequently brings to light the fact that the operation being analyzed can be eliminated altogether or that, by combining it with other operations or performing it during the idle period of another operation, the time for doing it can be materially reduced. Again, it is sometimes found that the sequence of operations is not the best possible and that unnecessary work is being performed for this reason. Another common condition which is discovered at this stage of the analysis is that the part is being shipped about among departments more than is necessary. It may be that, instead of sending a part to a distant department to have a simple operation performed upon it, it would be better to move the work station. 

5. Equipment, Tools, Work Station Design and Setup Analysis .

Item 5.  The equipment or machine analysis starts with the question "Is the machine tool best suited to the performance of the operation of all that are available?" The questions is extended to the question of the option of purchase of a new machine. Would the purchase of a better machine be justified? In the intermediate stage, there may be  existing machines in the company or organization which may be used for more productivity.

The tools used along with the equipment on any operation are  worthy of careful study. Repetitive jobs are usually tooled up efficiently, but there are many opportunities for savings through the use of well-designed tools on small-quantity work which are often overlooked. For example, if a wrench fits a given nut and is strong enough for the work it is to do, usually little further attention is given to it. There are many kinds of wrenches, however. The list includes monkey wrenches, open-end wrenches, self-adjusting wrenches, socket wrenches, ratchet wrenches, and various kinds of power-driven wrenches. The time required to tighten the same nut with each type of wrench is different. The more efficient wrenches cost more, of course, but for each application there is one wrench that can be used with greater over-all economy than any other. Therefore, it pays to study wrench equipment in all classes of work. The same remarks apply to other small tools.

Jigs, fixtures, and other holding devices too often are designed without thought of the motions that will be required to operate them. Unless a job is very active, it may not pay to redesign an inefficient device, but the factors that cause it to be inefficient may be brought to the attention of the tool designer so that future designs will be improved.

The term "setup" is loosely used throughout industry to signify the workplace layout, the adjusted machine tool, or the elemental operations performed to get ready to do the job and to tear down after the job has been done. More exactly, the arrangement of  the material, tools, and supplies that is made preparatory to doing the job may be referred to as the " work-place layout." Any tools, jigs, and fixtures located in a definite position for the purpose of doing a job may be referred to as "being set up'  or as "the setup." The operations that precede and follow the performing of the repetitive elements of the job during which the workplace layout or setup is first made and subsequently cleared away may be called " make-ready" and "put-away" operations.

The workplace layout and the setup, or both, are important because they largely determine the method and motions that must be followed to do the job. If the workplace layout is improperly made, longer motions than should be necessary will be required to get materials and supplies. It is not uncommon to find a layout arranged so that it is necessary for the operator to take a step or two every time he needs material, when a slight and entirely practical rearrangement of the workplace layout would make it possible to reach all material, tools, and supplies from one position. Such obviously energy-wasting layouts are encountered frequently where methods studies have not been made and when encountered serve to emphasize the importance of and the necessity for systematic operation Analysis.

The manner in which the make-ready and put-away operations are performed is worthy of study, particularly if manufacturing quantities are small, necessitating frequent changes in layouts and setups. On many jobs involving only a few pieces, the time required for the make-ready and put-away operations is greater than the time required to do the actual work. The importance of studying carefully these non-repetitive operations is therefore apparent. When it can be arranged, it is often advisable to have certain men perform the make-ready and put-away operations and others do the work. The setup men become skilled at making workplace layouts and setups, just as the other men become skilled at the more repetitive work. In addition, on machine work it is usually possible to supply them with a standard tool kit for use in making setups, thus eliminating many trips to the locker or to the tool room.

6. Material Handling.

Item 6. Material handling is a study in itself. That it has received a great deal of attention on the part of management is evidenced by the wide application of conveyers, cranes, trucks, and other mechanical handling devices. Manual handling, however, is encountered frequently, and should be carefully studied where found. Handling problems are as numerous and varied as the parts handled, but they offer a fertile field for savings. In general, the part that is the least handled is the best handled.

Although it is commonly thought that conveyers can be used to advantage only in mass-production work, there are types on the market that are equally successful in jobbing work. Not only do the latter conveyers eliminate material-handling labor, but if they are used in conjunction with a dispatching system they permit far better production control than is usually obtained in miscellaneous, small-quantity work.

Many plants are laid out, if a careful study has not been made, so that a great deal of unnecessary handling is required, particularly if the plant has gone through a period of rapid expansion. Major changes of layout do not usually result from the analysis of a single job, although they may. However, the matter of general layout should be given at least passing consideration under items 2, 5; and 8 of the analysis sheet. As a result of this preliminary work, the analyst will be in a good position to undertake a major layout revision when the occasion arises.

7. Common possibilities for job improvement.

Item 7. There are a number of changes that can be made to workplace layouts, setups, and methods which are brought to light by job analysis. Of these, there are 10 that are encountered frequently, and 1 or more may be made on nearly every job studied.

1. Install gravity delivery chutes.

2. Use drop delivery.

3. Compare methods if more than one operator is working on
same job.

4. Provide correct chair for operator.

5. Improve jigs or fixtures by providing ejectors, quick-acting
clamps, etc.

6. Use foot-operated mechanisms.

7. Arrange for two-handed operation.

8. Arrange tools or parts within normal working area.

9. Change layout to eliminate backtracking and to permit coupling of machines.

10. Utilize all improvements developed for other jobs.

The possibility of applying them can be recognized without resorting to detailed motion study.


8. Working conditions.

Item 8. Working conditions have an important influence on production. This has been widely recognized during recent years, and the more modern plants usually provide working conditions that the methods engineer considers to be suitable. In the older plants, or in modern plants where methods studies have not been made, poor working conditions are frequently encountered. In most cases, it is best to correct them. It is sometimes difficult to justify the cost of making such improvements by direct labor savings, but there are other factors that must be considered in this connection. The human element cannot be neglected. Conditions that are unhealthy, uncomfortable, or hazardous breed dissatisfaction. Besides lowering production, they increase labor turnover and accidents and often lead to labor unrest.

There are certain other factors that are worthy of at least passing consideration during analysis, and the most important of these are listed as "other conditions" under item 8. The design of the part, of course, plays an important role in the methods that must be used to produce it. In the majority of cases, the design is fixed by the engineering, functional, or appearance requirements of the product, but occasionally a part is encountered that can be redesigned to make its production easier without in any way affecting its ultimate purpose. In addition to this, certain minor features of design can sometimes be suggested that will help to fit the product to the limitations of the tools which are to produce it.

9. Manual Operation (Human Effort)

Item 9. The analysis of the manual method followed in performing the operation is the most important part of the study.

The method that is established after analysis and motion study completes the full operation analysis.



The foregoing gives a general description of the items on the analysis sheet.

The analysis sheet serves as a guide in  collecting information for analyzing an operation in a  process or method.

The analysis check sheet ensures that every issue connected to efficiency improvement relating to each factor is brought into the analysis.

Before any time is spent on detailed analysis, the activity and the cost of the job are considered. First, the yearly labor cost and machine costs per 0.0001 hour is established. This offers a quick means of testing the practicability of any suggested improvement. If the expected saving in decimal hours multiplied by the yearly labor and machine costs  per 0.0001 hour does not exceed the cost of adopting the suggestion, it usually will not pay to make the improvement.

The expected life of the job is also considered at this point as this is useful in engineering economic analysis.

ANALYSIS CHECK SHEET

Cost and Activity Data

Yearly activity of job
Labor rate per hour
Machine rate per hour .

Labor cost per 0.0001 hour
Expected life of job
Manual-labor content

Sketch or Photograph of Part

Description of Present Method

Operation Analysis Questions

1. Purpose of Operation

Analysis

Is the result accomplished by the operation necessary?
If so, what makes it necessary?
Was the operation established to correct a difficulty experienced in the final assembly?
If so, did it really correct it?
Is the operation necessary because of the improper performance of a previous operation?
Was the operation established to Correct a condition that has since been corrected otherwise?
If the operation is done to improve appearance, is the added cost justified by added saleability?
Can the purpose of the operation be accomplished better in any other way?
Can the supplier of the material perform the operation more economically?



Remarks and Conclusions


2. Inspection Requirements

By whom were the inspection requirements described above established?
What are the requirements of the ' preceding operation?
What are the requirements of the following operation?
Will changing the requirements of a previous operation make this operation easier to perform?
Will changing the requirements of this operation make a subsequent operation easier to perform?
Are tolerance, allowance, finish, and other requirements necessary?
Are they suitable for the purpose the part has to play in the finished product?
Can the requirements be raised to improve quality without increasing cost?
Will lowering the requirements materially reduce costs?
Can the quality of the finished product be improved in any way even beyond present requirements ?

Remarks and Conclusions


3. Material

Does the material specified appear suitable for the purpose for which it is to be used?
Could a less expensive material be substituted that would function as well?
Could a lighter gage material be used?
Is the material furnished in suitable condition for use?
Could the supplier perform additional work upon the material that would make it better suited for its use?
Is the size of the material the most economical?
If bar stock or tubing, is the material straight?
If a casting or forging, is the excess stock sufficient for machining purposes but not excessive?
Can the machinability of the material be improved by heat-treatment or in other ways?
Do castings have hard spots or burned-in core sand which should be eliminated?
Are castings properly cleaned and have all fins, gate ends, and riser bases been removed?
Is material sufficiently clean and free from rust?
If dies are coated with a preserving compound, how does this compound affect them?
Is material ordered in amounts and sizes that permit its utilization with a minimum amount of waste, scrap, or short ends?
Is material uniform and reasonably free from flaws and defects?
Is material utilized to the best advantage during processing?
Where yield from a given amount of material depends upon ability of the operator, is any record of
yield kept?
Is miscellaneous material used for assembly, such as nails, screws, wire, solder, rivets, paste, and washers, suitable?
Are the indirect or supply materials such as cutting oil, molding sand, or lubricants best suited to the job?
Are materials used in connection with the process, such as gas, fuel, oil, coal, coke, compressed air, water, electricity, acids, and paints, suitable; and is their use controlled and economical?

Remarks and Conclusions


4. Operations Performed on Part
(List or Operation Process Chart)

Can the operation being analyzed be eliminated by changing the procedure or the operations ?
Can it be combined with another operation ?
Can it be subdivided and the various parts added to other operations?
Can part of the operation be performed more effectively as a separate operation?
Can the operation being analyzed be performed during the idle period of another operation?
Is the sequence of operations the best possible?
Would changing the sequence affect this operation in any way?
Should this operation be done in another department to save cost or handling?
If several or all operations including the one being analyzed were performed under the group system of wage payment, would advantages accrue?
Should a more complete study of operations be made by means of an operation process chart?


Remarks and Conclusions


5. Setup, Tools, and Workplace Layout

Is the machine tool best suited to the performance of the operation of all that are available?
Would the purchase of a better machine be justified?
Is there any other machine in the organization which can be employed for higher productivity?

Are cutters proper?
Should high-speed steel or cemented carbide be used?
Are tools properly ground?
Is the necessary accuracy readily obtainable with tool and fixture equipment available ?
Are hand tools prepositioned?
Are hand tools best suited to purpose?
Will ratchet, spiral, or power-driven tools save time?
Are all operators provided with the same tools?
Can a special tool be made to improve the operation?
If accurate work is necessary, are proper gages or other measuring instruments provided?
Are gages or other measuring instruments checked for accuracy from, time to time?

Can the work be held in the machine by other means to better advantage?
Should a vise be used?
Should a jig be used?
Should clamps be used?
Is the jig design good from a motion economy standpoint?
Can the part be inserted and removed quickly from the jig?
Would quick-acting cam-actuated tightening mechanisms be desirable on vise, jig, or clamps?
Can ejectors for automatically removing part when vise or jig is opened be installed?
Is chuck of best type for the purpose?
Would special jaws be better?
Should a multiple fixture be provided?
Should duplicate holding means be provided so that one may be loaded while machine is making a cut on a part held in the other?

How is material secured?
How are drawings and tools secured?
How are the times at which the job is started and finished checked?
What possibilities for delays occur at drawing-, tool-, or storeroom or time clerk's office?
If operator makes his own setup, would economies be gained by providing special setup men?
Could a supply boy get tools, drawings, and material?
Is the layout of the operator's locker or tool drawer orderly so that no time is lost searching for tools or equipment?


Are the tools that the operator uses in making his setup adequate?
Is the machine set up properly?
Is the machine adjusted for proper feeds and speeds?
Is machine in repair and are belts tight and not slipping?
If vises, jigs, or fixtures are used, are they securely clamped to the machine?
Is the order in which the elements of the operation are performed correct?
Does the workplace lay out conform to the principles that govern effective work-place layouts?
Is material properly positioned?
Are tools prepositioned?
Are the first few pieces produced checked for correctness by anyone other than the operator?
What must be done to complete operation and put away all equipment used?
Can trip to return tools to toolroom be combined with trip to get tools for next job?


How thoroughly should workplace be cleaned ?
What disposal is made of scrap, short ends, or defective parts?
If operation is performed continuously, are preliminary operations of a preparatory nature necessary the first thing in the morning?
Are adjustments to equipment on a continuous operation made by the operator?
How is material supply replenished?
If a number of miscellaneous jobs are done, can similar jobs be grouped to eliminate certain setup elements?
How are partial setups handled?
Is the operator responsible for protecting workplace overnight by covering it or locking up valuable materials?

How is the job assigned to the operator?
Is the procedure such that the operator is ever without a job to do?
How are instructions imparted to the operator?




Remarks and Conclusions

6. Material-handling Methods

Is the time consumed in bringing the material to the work station and in removing it large in proportion to the time required to handle it at the work station?
If not, should material handling be done by operators to provide rest through change of occupation?
Should hand trucks be used?
Should electric trucks be used?
Should special racks or trays be designed to permit handling the material easily and without damage?
Where should incoming and outgoing material be located with respect to the work station?
Is a conveyor justified?
If so, what type would best be suited to the job?
Can the work stations for the successive steps of the process be moved close together and material handling accomplished by means of gravity chutes?
Can the operation be done on the conveyor?
Can a progressive assembly line be set up?
Can material be pushed from operator to operator along the surface of the bench?
Can material be dispatched from a central point by means of a conveyor?
Can material be brought to a central inspection point by conveyor?
Can weighing scales be incorporated to advantage in the conveyor?
Is the size of the material container suitable for the amount of material transported?
Can container be designed to make material more accessible?
Can container be placed at work station without removing material?
Can electric or air hoist or other lifting device be used to advantage at work station?
If overhead traveling crane is used, is service rendered prompt and adequate?
Can a pneumatic tube system be used to convey small parts or orders and paper work?
Will signals such as lights or bells notifying move men that material is ready for transportation improve service?
Can a tractor-trailer train running on a definite schedule be used?
Can an industrial railway running on tracks be used?
Can a tractor-trailer or industrial railway system be replaced by a conveyor?
If helper is needed to handle large parts at work station, can a mechanical handling means be substituted?
Can gravity be utilized by starting first operation of a series at higher than floor level?
Can scrap or waste material be handled more effectively?
Can departmental layout be changed to improve material-handling situation?
Should the material-handling problem in general receive more intensive study in the immediate future?

Remarks and Conclusions



7, Consider and Record Conclusions on Following Possibilities for Improvement

a. Install gravity delivery chutes
b. Use drop delivery
c. Compare methods if more than one operator is working on job
d. Provide correct chair for operator
e. Improve jigs or fixtures by providing ejectors, quick-acting clamps, etc.
f. Use foot-operated mechanisms
g. Arrange for two-handed operation
h. Arrange tools and parts within normal working area
i. Change layout to eliminate backtracking and to permit coupling of machines (allot multiple machines)
j. Utilize all improvements developed for other jobs

8. Working Conditions

Is light ample and sufficient at all times?
Are the eyes of the operator protected from glare and from reflections from bright surfaces?
Is lighting uniform over the working area?
Has lighting been checked by illumination expert?
Is proper temperature for maximum comfort provided at all times?
Is plant unduly cold in winter, particularly on Monday mornings?
Is plant unduly hot in summer?
Would installation of air-conditioning equipment be justified?
Can fans be used to remove heat from solder pots, furnaces, or other heat-producing equipment?
Could an air curtain be provided to protect operator from intense heat?
Is ventilation good?
Are drafts eliminated?
Can fumes, smoke, and dust be removed by an exhaust system?
Is floor warm and not damp?
If concrete floors are used, can mats or platforms be provided to make standing more comfortable?
Are drinking fountains located near-by?
Is water cool, and is there an adequate supply?
Are washrooms conveniently located?
Are facilities adequate and kept properly clean?
Are lockers provided for coats, hats, and personal belongings?
Have safety factors received due consideration?
Is floor safe, smooth but not slippery?
Is wooden equipment such as work benches in good condition and not splintery?
Are tools and moving drives and parts properly guarded?
Is there any way operator can perform operation without using safety devices or guards?
Has operator been taught safe working practices?
Is clothing of operator proper from safety standpoint?
Are workplace and surrounding space kept clear at all times?
Do plant, benches, or machines need paint?
Does plant present neat, orderly appearance at all times?
How is the amount of finished material counted?
Is there a definite check between pieces completed and pieces paid for?
Can automatic counters be used?
Is pay-roll procedure understandable?
Is the design of the part suitable for good manufacturing practices?
What clerical work is required from the operator in filling out time cards, material requisitions, and the like?
Can this work be delegated to a clerk?
What sorts of delay are likely to be encountered by the operator, and how can they be avoided?
How is defective work handled?
Should operator grind his own tools, or should this be done in toolroom?
Should order department be requested to place fewer orders for larger quantities?
What is the economic lot size for the job being analyzed ?
Are adequate performance records maintained?
Are new men properly introduced to their surroundings, and are sufficient instructions given them?
Are failures to meet standard performance requirements investigated?
Are suggestions from workers encouraged?
Do workers understand the incentive plan under which they work?
Is a real interest developed in the workers in the product on which they are working?
Are working hours suitable for efficient operation?
Is the utilization of costly supply materials checked?

Remarks and conclusions

9. Method - Manual Operation

Motion Study

In the remarks, problems informed by the shop operators, foremen and engineers are noted. Improvement ideas that are developed by the industrial engineers and other shop personnel are noted for further evaluation and selection of the best alternatives.

We can keep adding the questions as technologies are changing and more questions become relevant for analysis and productivity improvement.

Summary of Results

Describe all improvements made and savings that resulted. List additional improvements that might be made if activity increases or if other conditions change.

Yearly Saving

Other Advantages .

Cost of Analysis

Cost of Changes


Training with a practical example

Each member of the training group should be, given a copy of the analysis check sheet, and its use and purpose should be briefly described. Then an operation from the plant should be selected for analysis. One step of analysis should be taken up at a time. The discussion leader should discuss the first step in general terms, keeping away from the case operation but bringing up examples from other operations or other industries. The group members should then be required to fill in the analysis check sheet for the step just discussed, analyzing, of course, the selected case operation.

An interesting discussion may be built around the results of the group's analysis. The discussion can lead to a new idea and one idea will lead to another, and the meetings will prove exceptionally interesting.

As a by-product of this type of training, a definite improvement in the job being analyzed may be expected. If the operation involves a fairly large yearly labor cost, the savings resulting from suggestions made by the discussion group may easily offset the cost of the training. In fact, all industrial training on the subject of methods engineering is usually self-supporting for this same reason.

Source: Operation Analysis by Maynard


Full Knol Book - Method Study: Methods Efficiency Engineering - Knol Book


Ud 28 Nov 2021,  12 August 2021
pub on 10 July 2019

Industrial Engineering - Cost Reduction and Savings News - Reported by Industrial Engineers

Engineering in Industrial Engineering -  Machine work study or machine effort improvement, value engineering and design for manufacturing and assembly are major engineering based IE methods. All are available as existing methods.

Dhruvin Vora  

Associate Industrial Engineer at L&T Technology Services Limited

Associate Industrial Engineer (Department-Industrial Consumer Products,Machinery)Associate Industrial Engineer (Department-Industrial Consumer Products,Machinery)

Jan 2021 - Aug 2021 · 8 mosJan 2021 - Aug 2021 · 8 mos

Airoli , Mumbai ,Maharashtra, IndiaAiroli , Mumbai ,Maharashtra, India

A)Project Title -Design and Development support for Elkay Sink unit 

1.Coordinated with the CAE team and assisted the design team by generating conceptual designs for user changeable handle, LED mountings and body panels on the basis of client requirements. These concepts were developed keeping into account DFA principles which reduced the weight by 15% and cost by $25000. 

2.Suggested a suitable material for the logo panel which was U.V resistant. Developed and sketched conceptual designs for composite door. Compared parts from different manufacturers (Molex, CNC Tech, JST)

4.Suggested to increase the MOQ from 400 to 1000 pieces which reduced the cost by $200. Engaged in removing non-value added activities and reduced the cycle time from 3.2 min/piece to 2min/piece.

5. Calculated the machine cost. Considering the new cycle time machine could produce 30pcs/hr which was earlier 18pcs/hr. Productivity was increased by 66.67%. Machining cost was reduced by 5.55%.

6.With the help of Line and Time balancing it was concluded that the concept of Visual Design Audit improved the productivity by 20% and reduced man power by 15%.

https://www.linkedin.com/in/dhruvin-vora-8b1191178/?originalSubdomain=in

Bhargava S Paduchuru

Industrial Engineer | Supply Network Optimization

Performed data analysis and provided recommendations to achieve $200,000+ cost reduction in perishable tooling using best practices and standard processes.

https://www.linkedin.com/in/bhargavsp/details/experience/

Yashdeep Kumar

Professional Lean & Industrial Engg. expert 

| Certified Six Sigma | Mfg Design | SAP | Procurement |
Patiala, Punjab, India

Preparing to move to Melbourne, Australia in April'20.

John Deere
Manager - Manufacturing Engineering
Full-time
Dates Employed: Apr 2016 – Mar 2020
Patiala Area, India


Industrial Engineering expert
33% increased capacity readiness Assembly operations.
Lean methodology giving business savings of $ 36000.
Improve workforce efficiency initiatives
Certified ISO 9001:2015 Internal Auditor.
John Deere quality production system.
Enterprise product delivery processes
Harvester Late configuration
Six Sigma Green Belt with cost saving worth $ 1.1 M/annually.
Create knowledge path Manufacturing engineering.
Manufacturing execution system
Global IE practices implementation
https://www.linkedin.com/in/yashdeep-kumar-402969182/

Explaining Industrial Engineering to Potential Students

My advocacy now is IEs must first concentrate on improving engineering elements and then move into productivity managerial elements and non-engineering areas. Machine work study or machine effort improvement, value engineering and design for manufacturing and assembly are major engineering based IE methods. All are available as existing methods. - 8.12.2021

Talk by Professor K.V.S.S. Narayana Rao, Programme Coordinator, PGDIE, NITIE on 5 February 2017

1. NITIE is specially set up as a national institute for academic pursuits in Industrial engineering.  In industrial engineering, NITIE is number one in India, and it is now under the leadership of Prof Karuna Jain, a doctorate in industrial engineering. 

2. NITIE's industrial engineering graduates (PGDIE) were well received by the industry and we have CEOs of various companies from the earlier batches. Currently also, NITIE's IE graduates are in demand.

3. What is the focus of industrial engineering and how is it different from other branches of engineering and management?

4. Industrial engineering is a management subject with base in engineering. It is based on "Elementary Rate Fixing Department (described in the paper, Piece Rate System)",  "Shop Management" and "Scientific Management" of F.W. Taylor. "The Art of Metal Cutting" by F.W. Taylor is the engineering back ground for the subject. Development of science, engineering alternatives and mathematical formulas and optimization are illustrated in this work.

5. Industrial engineer is a joint executive with engineering managers of various engineering departments.

6. Every function or activity has to be effective and efficient. Industrial engineers focus on efficiency.

7. Effectiveness is customer acceptance and efficiency determines the profit made by the company.

8. Managers have to get new products designed and existing products modified to get customer acceptance. Then they have to get processes in place to produce and distribute those products.

9. Industrial engineering redesigns the products and processes on a continuous basis to identify and eliminate waste, improve productivity and decrease cost based on the engineering developments, data analysis of data accumulated in the operations and creative thinking.

10. What are you going to learn in the Industrial engineering programme to improve efficiency and productivity, reduce cost and increase profit? I shall outline the subject streams in the programme. Each stream may have one to five subjects depending on the number of subjects in the curriculum and also the specialisation chosen.

11. We already mentioned products and processes and they are the most important outputs of engineering activity.

12. So I first mention Product Industrial engineering and Process Industrial engineering as the two important subjects streams in Industrial engineering curriculum. Both these streams are based on engineering knowledge of various engineering branches. In these two practice areas, industrial engineers have to come out with engineering alternatives to improve productivity and reduce costs.

13. All engineering alternatives proposed by industrial engineers have to be optimized to select the best alternative as the preferred solution to the issue at hand. Hence optimization through mathematical and statistical methods will be taught in the curriculum. This can be termed Industrial Engineering Optimization.

14. Industrial engineering economics is economic analysis of Industrial engineering proposals and projects to assure that IE proposals provide adequate return on investment.

15. Human effort industrial engineering is a unique activity of IE. Engineers of other branches do not focus on human element. IEs redesign human effort to improve productivity of human resources and machines. Along with productivity, IE is concerned with comfort of operators. Wherever industrial engineers are providing services, employees must feel very satisfied. The other point is industrial engineers have to learn to improve cooperation in the organization. IEs do not want conflict in the organizations.

16. Industrial engineering measurements of significance are work measurement, productivity measurement and cost measurement. Other measurements related to various engineering branches are anyway to be done to redesign products and processes.

17. The last area, I mention is productivity management. IEs are responsible for productivity management and they have to learn the complete management process and apply it to manage productivity.

18. Industrial engineering and productivity management provide you careers where you can contribute to tangible and measurable results in the company in the form of reduced costs and increased productivity. You can even become Joint CEO first and then CEO. They are exciting careers for effective services in the area of industrial engineering. I invite you all to compete for this education and career opportunity with all your intelligence and effort. Join us and we will form a team for the benefit of you, the society and the institute that includes faculty and administrative and service staff. My best wishes to all of you.

The presentation was made as a part of B-Cube program of NITIE.

More detailed presentation on Industrial Engineering

made as an orientation lecture in 2016 to PGDIE program

__________________________

__________________________

Detailed Notes on Streams in Industrial Engineering

Product Industrial Engineering

Process Industrial Engineering

Industrial Engineering Optimization

Industrial Engineering Economics

Human Effort Industrial Engineering

Industrial Engineering Measurements

Productivity Management

Modules  of Industrial Engineering ONLINE Course

• Introduction to Industrial Engineering
• Contribution of Taylor, Gilbreth, Emerson, Maynard, Barnes, Shigeo Shingo
• Productivity Science
• Productivity Engineering - 
• Product Industrial Engineering, 
• Process Industrial Engineering
• IE Economic Analysis
• IEOR
• IE Statistics - Six Sigma Optimization
• Human Effort Industrial Engineering
• IE Measurements
• Productivity Management
• Applied Industrial Engineering 
• Industrial Engineering 4.0
• Industrial Engineering Case Studies 

Updated on 28 November 2021, 5 February 2017.
Posted on 4 February 2017,

9th Waste - Wasting Machine's Potential Productivity -- Elimination - Essential Industrial Engineering Activity

F.W. Taylor clearly identified two categories of waste. Wasting machine's productivity potential and man's productivity potential. He proposed solutions to both.

Frank Gilbreth proposed flow process chart to examine five elements of a process and eliminate waste.

Operation

Transport

Inspection

Temporary delay or storage

Permanent delay or storage

Flow process chart became very popular and was used for good number of years.


Taichi Ohno expanded it to Seven

T – Transport – Movement of material, people
I – Inventory – Stock of materials, parts, and finished items
M – Motion – movement of hands and other body parts in operating machines of hand tools
W – Waiting – Men and machines waiting for parts or instructions
O – Over production – Making more than is IMMEDIATELY required
O – Over processing – Tighter tolerances or higher grade materials than are necessary
D – Defects – Items scrapped and rework

Ohno's Seven waste model also became popular and was applied to others areas of activity like software development.

Then the 8th waste was added

Wastage of physical and mental skills of people.

So far in this waste concepts, an important waste identified and tackled by F.W. Taylor and which is the basis of industrial engineering is not attended to properly. This waste is the wastage of machine capability and power. Taylor experimented and found the solution to this problem in the case of machine tools through his publication "The Art of Metal Cutting." He explained his suggested method in his article "Piece Rate System". book length papers, "Shop Management", and "Scientific Management". For achieving the potential productivity of man machine system, the machine parameters need to be studied and selected and adjusted appropriately to get the best output from the machine in terms of quantity and cost maintaining the specified quality. This evaluation and adjustment of machine parameters is an engineering activity to be carried out to assure the lowest cost, highest income to employees and shareholders and provision of maximum goods and services to the society. This is part of the technical component of industrial engineering - the productivity engineering component of industrial engineering.

9th Waste - Wastage of Machine Potential, Capability and Power - Wasting Machine's Potential Productivity

First published in this blog on 23 June 2017. This understanding came to me (Narayana Rao K.V.S.S. ) on 22 June 2017, as I am listening to a presentation on Barriers to Lean Implementation.

Machine Work Study

Machine Work Study was proposed by Narayana Rao in a paper presented in the NCIETM 2016 to take care of this 9th Waste (November 2016).

The fourth principle of the 21 principles of industrial engineering is related to the elimination of this waste.

4. Principles of machine utilization economy to be developed for all resources used in engineering systems.

Examples of Efforts to Increase Machine Productivity or Potential Productivity through Industrial Engineering Activity - Research, Development of Alternatives, and Implementation

Machinery productivity monitoring systems

2017
Machinery productivity monitoring systems are sets of technical elements that serve to acquire, transfer and assess machinery productivity data. Output is the information for management in the required format (numeric or graphical) to reveal weaknesses in the process that allows us to identify potential opportunities for improvement.
http://ceittechinnovation.eu/index.php/en/research-intelligent-systems/monitoring-machine-productivity

Improving dragline productivity using big data

August 2016

Mining operations produce an enormous amount of data through numerous parallel, though diverse, monitoring systems. Data mining and analytics can be a major part of a successful mining improvement process.

In this case, the goal is to find a single target variable and its value that will drive operator behaviour to operate the dragline at maximum production capacity and speed while not exceeding machine fatigue.
https://www.ausimmbulletin.com/feature/improving-dragline-productivity-and-increasing-reliability-using-big-data/

Simulated productivity of one- and two-armed tree planting machines

Ersson B. T., Jundén L., Bergsten U., Servin M. (2013).  Silva Fennica vol. 47 no. 2 article id 958.
https://silvafennica.fi/article/958/ref/29

9th Waste - Speed Loss

14 July 2015
Similar viewpoint was expressed by Steve Borris in the LinkedIn article
"Speed Losses" would be my recommendation for the 9th Lean Waste.
https://www.linkedin.com/pulse/oee-lean-machine-steve-borris-consultant-and-author

Pub 23.6.2017

Operation Industrial Engineering - Operation Analysis - Methods Efficiency Engineering

Levels of Industrial Engineering in Engineering Organizations.

Enterprise Level to Engineering Element Level Industrial Engineering.

Important Points of Prof. Diemer's Description of Taylor's Industrial Engineering (1911)

• Analyze each engineering process into its ultimate, simple elements, and develop ideal or perfect elements.
• Make all due allowances for rational and practical conditions and establish an attainable commercial unit time production standard for every step.
• The next step is attaining continuously the unit time production standard, involving both quality and quantity for each element.
• Process integration - Assembling the improved prime elements into a well-arranged, well-built, smooth-running engineering process (machine).
• The industrial  engineer must be able to select mechanical devices, people and perfect the organization that suits present needs and secures prompt returns in profit.
• Engineering as applied to production means the planning in advance of production so as to secure certain results.
• The engineer calculates and plans with absolute certainty of the accomplishment of the final results in accordance with his plans, which are based ultimately on fundamental truths of natural science.
• The mechanical engineer has to do with the design, construction, testing, and operating of machines. The mechanical engineer designs with certainty of correct operation and adequate strength.  Industrial engineering (Production engineering) has to do with the output of men and machines. It requires a knowledge of both. The product involved may be anything that is made by or with the aid of machinery.
• It is the business of the Industrial engineer (production engineer) to know every single item that constitutes his finished product, and every step involved in the handling of every piece. He must know what is the most advantageous manufacturing quantity of every single item so as to secure uniformity of flow as well as economy of manufacture. He must know how long each step ought to take under the best attainable working conditions.

A process contains operations. Process depicts transformation in the material in stages. The transformation occurs through operations. In each operation, a machine or machines, operators and other facilities and inputs combine to bring about the desired transformation. Hence there are elements in operations. In machine shop work, each cut can be taken as an element. The cutting speed and depth of cut can change from cut to cut. For the finish cut, they are smaller to achieve the required surface finish.  Operation Industrial Engineering is part of Process Industrial Engineering. Element level industrial engineering is part of operation industrial engineering.

Operation Analysis

Process Analysis, Operation Analysis and Method Study are the popularly known methods in Process Industrial Engineering. Japanese industrial engineering improvements brought out new techniques like SMED, Poka Yoke, 5S and Seven Waste model etc.

The term 'Operations Analysis" was used by Arthur Anderson in his book on Industrial Engineering published in 1928. He said operation analysis is the short form for long form "Job Standardization, Motion Study and Time Study."  The job standardization implies what Taylor did with machine tools, cutting tools, and power transmission to machine tools before he undertook study of operator's activities and movements.

At Westing house, process improvement and industrial engineering were carried out under an approach termed "Operation Analysis." H.B. Maynard and Stegemerten have authored a full book on operation analysis.

Importance of Operation Analysis in IE Practice

Operation analysis was made the central focus of IE department in the article "Value Creation Model for Industrial Engineering - Productivity Engineering" by Narayana Rao (Principles, Functions and Focus Areas of Industrial Engineering).

According to the model, A team consisting one  BS industrial engineer + Supervision by MSIE + staff support will have total staff cost of $10,000 per month. which is equal to $120,000 per year. The team is expected to generate a saving of $600,000 per year in 50 IE projects with each project saving 12,000 dollars on average. The IE projects will study operations in a process that incurs  cost of  $30,000 per month ($360,000 per year). Industrial engineers have to find $12,000 savings out of that expenditure every year. To do productivity improvement/cost reduction, IEs use Operation Analysis  on One Machine + Operator combination. It is possible that multiple machines are operated by one operator in which case we may think of one machine + part operator.  Maynard and Stegemerten authored a full book on operation analysis and Niebel explained it well in a chapter in his book on Motion and Time Study. At department level, the IE department's expenditure per month is $60,000 ((1 MSIE + 5 BSIEs + Staff)). They have to find savings of $300,000 per month. $3,600,000 per year on $100,000,000 cost of production per year.

The complete operation analysis and design of new SOP has to be completed in 5 days to facilitate study of 50 operations in year by the IE team. All  IE techniques and methods are to be applied on the operation as well as on the full system required within these 5 days allotted to an operation.

Operation - Process Component Analysis - The First Step in Process Productivity Analysis and Productivity Engineering

The first step in the study of any process/job is to resolve it into its component parts or elements. The component parts a process are called operations. Shigeo Shingo clearly gives the difference between process and operation.

Process is the course by which material (input into the process) is transformed into product (output). Process has stages and each stage is termed as operation.

Operation: In each operation, some work is carried on the input of the process. The work is done by machines, devices and workers (operators).

The operations are categorized as operation, inspection, transportation, temporary delay and permanent storage in process charts used for recording and analysis work. The term "operation" in the process chart refers to the actual value addition to the input through work such as production, maintenance, heat treatment etc. In operation process chart or outline process chart operations and inspections are shown. This chart is used analyze the manufacturing activities and inspection activities and improve them.  In flow process charts in addition to operation and inspection, transportation is also shown and delays in flow are shown as temporary delay and permanent storage. The flow chart concentrates on the material handling and delays in taking up the input for various operations.

After a process is captured in a operation process chart or flow process chart, each part or operation has to be recorded separately in an operation analysis sheet and each element of the operation, machines, tools, work station set up and conditions and the work of operators are to be evaluated from productivity improvement perspective.

Process Analysis - ECRS

A process consists of operations. In process analysis,  each operation is examined to rationalize it for doing it (purpose of the operation) as well as doing it at that step in the sequence of operations. Eliminate, combine, rearrange and split (ECRS) analysis is done for each operation of the process. Eliminate option examines whether the purpose of the operation is appropriate for the process. The combine option examine whether the operation can be combined with earlier or later operation.  The rearrange option identifies if the operation can be done at any time before or after to give economic benefit. Split or Divide examines whether it is beneficial to do the operation in multiple steps.  In a way, it is an examination of the division of a process into operations to improve the efficiency of the process.

Operation Analysis

During primary analysis of an operation, the aspects of the operation are broken down into such general factors as  design and inspection requirements, material, production equipment & tools, material handling equipment, working conditions and man.  Each one of these factors is then examined minutely and critically in order to discover possibilities for improvement. This kind of analytical work of the operation is covered by the term " operation analysis." 

For examining the factors that go into an operation, more detailed methods are described by Maynard and Stegemerten. Narayana rao proposed "Machine work study"  to examine the  machine related elements.   Motion study was developed by Gilbreth to study the work done or motions of the operator. It was also developed as part of work study by European productivity improvement practiotioners.

Approach to Operation Analysis

During the training for operation analysis, number of examples of operation analysis and consequent improvement of the operations have to be given to develop favorable attitude in operation analysts and its team members toward potential of operation analysis to improve productivity and reduce cost.

Operations can be improved periodically due to increased technical knowledge and its application possibilities.  Maynard illustrates the possibility with the improvements that were carried on an item. The job originally was done on day-work, and past production records showed that the time taken per part was 0.0140 hour, or slightly less than 1 minute. The job was time-studied and put on an incentive basis with an allowance of 0.0082 hour. The operator worked made a fair bonus on this job, and the feeling existed for some tune that the proper method was being followed.

After the operation had been set up for 6 months, however, a suggestion for improvement was advanced say by the foreman. The suggestion was not based upon systematic analysis but rather was the result of inspiration. The suggestion was put into effect;  the job was restudied, an allowance of 0.0062 hour was set. This last method was followed for 6 months more, when another suggestion, also of the inspirational type, was advanced. It was adopted, and a new time value of 0.0044 hour was established. The improvements implemented attracted considerable attention. The job was selected for detailed motion study. A completely new method was devised which followed the principles of correct motion practices. The new method was time-studied and standard time of 0.0013 hour was set. The operation now required approximately one-eleventh of that taken at the start.  An improvement of such great magnitude justifies the statement that the latest method is a very good method. But technical developments may offer scope in the future also for further improvement. 

As the result of many similar experiences, industrial engineers use the terms  "the best method yet devised"  implying recognition of the fact that further improvement may be possible (Even Gilbreth stressed this point). Carrying this thought to a logical conclusion, the .best method of doing an operation from a labor-economy standpoint is reached only when the man-machine time required has been reduced to zero. Until this point has been reached, further improvement is always possible.

This example  furnishes a foundation for the approach to operation analysis. If it is clearly recognized, it insures an open mind. It inspires further attacks from different angles periodically as well as at the time when relevant technical developments become available and leads to progress in productivity.

The Questioning Attitude and Knowledge Acquisition Attitude.

An open mind paves the way for successful analytical work, The operation analyst must take the initiative in raising question and  originating answers (suggestions) himself, answering them and involving others in answering them. 

Other things being equal, the greatest amount of originality or creativity is evinced by those who have an inquiring turn of mind.  Improvements come from first examining "what is" with an open mind and then inquiring into "what might be".

To answer the question "what might be"  new knowledge is required. Industrial engineers have to continuously updated their engineering knowledge and knowledge of related disciplines applicable to  industrial engineering work.

This point should be clearly understood, and what is known as the " questioning attitude" should conscientiously be developed. In making an investigation of a job, nothing should be taken for granted, and everything should be questioned. Then the answers should be determined on the basis of facts.

One who is successful in bringing about improvements in operating methods  asks questions and gathers answers which he evaluates in the light of his knowledge and experience. He questions equipment, methods, tools, and layouts. He investigates all phases of every job he studies, in so far, at least, as he has time. He even asks questions when the answers appear obvious, if he thinks he can bring out something by so doing.

The questions asked take the general form of "what," "why," "how," "who," "where," and "when. " What is the operation? Why is it performed? What equipment/machine is used? How is it done? Who does it? Where is it done? When is it done in relation to other operations? These questions, in one form or another, should be asked about every factor connected with the job being analyzed. It is important to think of alternative ways of doing or alternative machines, tools and accessories. Typical questions that arise during the study of industrial operations are as follows. These questions examine elements of operations.

Is the design of the product/component/apparatus the best from the viewpoint of manufacturing economy?
Can the design be changed to facilitate machining or assembly without affecting the quality of the product/component/apparatus?
Are the specified tolerances correct for the use to which the part is to be put? Is the material the most economical for the job?

Is the job on the proper machine?
Are the correct feeds and speeds being used?
Can the operator run more than one machine or perform another operation while the machine is making a cut?
Would a bench of special design be better than a standard bench?
Is the work area properly laid out?
Are tools designed so as to insure minimum manipulation time?
Can eccentric clamps or ejectors be used?
Can a fixture be used?
Are the position and height of the fixture correct?
Is the fixture the best available?
Is the fixture designed in accordance with the principles of motion economy?
Would a fixture holding more than one piece be better than one holding a single piece?
Can the same fixture be used for more than one operation?
Can a clamp, a vise, or a fixture be substituted for the human hand for holding?
Are semiautomatic tools such as ratchet or power-driven wrenches or screw drivers applicable?

Are raw materials properly placed?
Are there racks for pans of material and containers for smaller parts?
Can the parts be secured without searching and selecting?
Are the most frequently used parts placed in the most convenient location? Are the handling methods and equipment satisfactory?
Would a roller or a belt conveyor facilitate handling? Can the parts be placed aside by means of a chute?

If more than one operator is working on the same job, are all operators using the same method?
If not, why not?
Is the operator comfortable?
Sitting down as much as possible?
Has the stool or chair being used a comfortable back and a seat that is wide enough? Is the lighting good?
Is the temperature of the work station right?
Are there no drafts? Are there arm-rests for the operator?
If the operation can be done either seated or standing, is the height of the chair such that the elbows of the operator are the same distance from the floor in either case?

Is the operator using both hands all the time?
If so, are the operations symmetrical?
Do the hands move simultaneously in opposite directions?
Can two pieces be handled at one time to better advantage than one?
Can a foot device be arranged so that an operation now performed by hand can be done by foot?

The importance of asking such questions is paramount. The chief difference between a successful analyst and one who seldom accomplishes much is that the former has developed the questioning attitude to a high degree. The latter may be capable of making the same improvements as the former, but they do not occur to him as possibilities because he accepts things as they are instead of questioning them.

Operation Analysis is developed as part of Methods Efficiency Engineering to be carried out by industrial engineers. But it need not be confined to methods engineers. The shop engineers and shop supervisors will find it equally useful for attacking their particular problems and finding solutions for them. If they focus it on operating methods, they will be able to make many improvements in the course of their daily work. Thus, methods-improvement work will progress more rapidly than it would if it were left entirely to the methods efficiency engineer.

If a plant is small and has insufficient activity to justify employing anyone in the capacity of methods engineer, it will be particularly desirable for all members of the supervisory force to develop the questioning attitude. It is extremely easy to view things without seeing them when they are supposedly familiar. Those most familiar with the work are the least likely to see opportunities for improvement, unless they consciously try to remain as aware of their surroundings as they would be were they new to the plant. Where the supervisory group does not change often, the cultivation of the questioning attitude is almost essential to progress.

Questions should not be asked at random, although this would be better than asking no questions at all. Rather, it is better to proceed systematically, questioning points in the order in which they should be acted upon. It would be unwise, for example, to question the tools, setup, and method used on a certain job before the purpose of the operation was considered. Better tools might be devised, and the method might be changed; but if it were later found upon examination of the purpose of the operation that it need not be done at all, the time and money spent on tool and methods changes would be wasted.

The steps of systematic operation  analysis will be discussed in this online book in sufficient detail to give a thorough understanding.
(An Illustration: Operation Analysis of Grinding - Examples of Improvement Opportunities in Elements of Grinding)

Making Suggestions for Improvement. 

When a job is examined in all its details with an open mind and when all factors that are related to it are questioned, possibilities for improvement are almost certain to be uncovered if the job has not been studied in this way before. The action that is taken upon the possibilities will depend upon the position of the one who uncovers them. If he has the authority to take action and approve expenditures, he will undoubtedly go ahead and make the improvements without further preliminaries. If, however, he does not have that authority, he must present his ideas in the form of suggestions to the one who does.

In the first place, the true worth of each suggestion should be carefully evaluated before it is offered. If he establishes a reputation for offering only suggestions of real merit, one will find it easier to secure an attentive hearing than if he is continually advancing suggestions that have to be examined to separate the good from the impractical.

The quickest way to prove the merit of any suggestion is to make or obtain estimates of the cost of adopting it and of the total yearly saving it may be expected to effect. These two figures will show just how much must be spent and how long it will be before the expenditure will be returned. If a suggestion costs $1,000 to adopt and will save $100 per year, it is not worth presenting unless there are unusual circumstances. If, on the other hand, the expenditure will be returned within a reasonable length of time, the suggestion is worthy of careful consideration.

When it has been definitely decided that the suggestion is sound and valuable, it should be presented to the proper authorities for approval. Here, again, estimates of expenditure and return will prove valuable. The statement that much time will be saved or even that a saving of 0.0050 hour per piece can be made is not likely to mean so much as figures showing a saving of a certain number of dollars per year. A complete presentation which includes cost and savings totals will be appreciated, for if they are not furnished, they must be requested anyway, and this will only postpone final action.

An example of a good presentation of a labor-saving idea is as follows :

Works Manager:

By analyzing the cork-tube winding operation in the Cork Department, it has been found that one-third of the winder's time is spent in doing work requiring a high degree of skill and the remaining two-thirds in doing work that could be satisfactorily performed by unskilled labor.

The time consumed by the portion of the cycle that requires high skill is almost exactly one-half of that required for the balance. Therefore, it will be entirely feasible to place four winding machines in a group, using one skilled man with two unskilled helpers to run them. In this manner, the average production of three skilled workers running three machines will be obtained at a greatly reduced cost.

Under the proposed setup, the skilled worker will apply the cork to the cloth core which has been set up by one helper and will then move to another machine which the other helper has set up. Each helper will tie the ends of a finished cork-covered tube, will remove the tube, and will set up another while the skilled man is busy at other machines.

The skilled man receives 60 cents per hour and the unskilled men 40 cents per hour each. The labor cost per tube will therefore be approximately 0.76 cent as compared with the present cost of 1 cent each.

On the basis of present activities, this will amount to a yearly saving of $2,361.55. There will be a certain amount of idle machine time under the proposed arrangement; but since we have more machine equipment than we require for our present volume of business, this need not be considered.

This matter has been discussed with the foreman,  and he believes that the arrangement will work satisfactorily. In order to proceed with the proposed change, it will be necessary to relocate 12 machines.  Maintenance Department estimates that this can be done for a cost of $480.

In view of the savings that can be made, the suggestion is recommended for acceptance by you

Signed

In this report, enough details are given to explain the general nature of the suggestion. The total yearly saving of $2,361.55 is shown, as also are the cost of adopting the suggestion and the source of the estimate. The fact that the suggestion meets with the approval of the foreman of the department, always a most important point, is also clearly stated. As a result, all questions that are likely to arise in the mind of the manager are answered in advance, and there is a good likelihood that he will give immediate approval.

Occasionally, ideas occur which appear to possess advantages to the originator other than those which can be measured in dollars and cents. In presenting suggestions of this nature, advantages and disadvantages should be presented in tabulated form, so that a decision can be quickly made.

Steps in Operation Analysis - Engineering Elements Examined in Operation Analysis

    Analysis of Tolerances and Inspection Standards

    Analysis of Material in Operation Analysis

    Tool Related Operation Analysis

    Material Handling Analysis in Operations

    Operation Analysis of Setups

    Operation Analysis - Man and Machine Activity Charts

    Operation Analysis - Plant Layout Analysis

    Operation Analysis - Analysis of Working Conditions and Method

    Operation Analysis - Common Possibilities for Operation Improvement

Source: Maynard's Operation Analysis

Full Online  Book - Method Study: Methods Efficiency Engineering - Knol Book
Next Article on the Topic - Scope and Limitations of Methods Efficiency Engineering

Journal of Intelligent Manufacturing
October 2006, Volume 17, Issue 5, pp 571-583
Evaluation of techniques for manufacturing process analysis
J. C. Hernandez-Matias, A. Vizan, A. Hidalgo, J. Rios
http://link.springer.com/article/10.1007%2Fs10845-006-0025-1


Updated  28 Nov 2021, 22 Sep 2021,  7 March 2020,  12 July 2019, 17 February 2019, 30 July 2017,  28 June 2015
First posted 16 Feb 2014