A picture is worth 1000 likes.
1000+ Likes Picture.
Monday, December 27, 2021
Operation Process Chart - Recording and Analyzing It
Operation process charts records the core engineering activities in engineering processes. Improvement of engineering processes, engineering operations, and engineering elements is the core activity of industrial engineering. Industrial engineering is focused on cost reduction of products and processes through productivity improvement of engineering resources used in the processes.
Operation process chart must first be drawn for each engineering process and improved first by industrial engineers. Then the flow process chart showing transport, delays and longer storage are to be drawn in the flow process chart and in the flow process chart analysis, the focus can be the flow.
An operation process chart is a graphic representation of the points at which materials are introduced into the process, and of the sequence of material processing and inspections. Material handling activities, especially between machines, work stations and inspection benches are not included in it.
It can have any information considered desirable for analysis, such as time required and location.
PRINCIPLES AND PRACTICES FOR CONSTRUCTION OF OPERATION PROCESS CHARTS - ASME Standard, 21 May 1947.
Operation process charts are drawn on plain paper of sufficient size to accommodate the chart.
Identification Information on the Chart
The operation process chart should be identified by a title placed at the top of the chart. In the case of chart is to be folded for filing, the identification information should also be placed in such a position on the folded chart that it is visible for identification of the required chart.
At the top the words "Operation Process Chart" are written first. The identifying information which is always necessary is as follows:
Process of the part or assembly charted
Specify Present Method or Proposed Method
Drawing number, part number, or other identifying number of the part or the assembly
Date Charted
Charted by
Additional information which will be useful includes:
Location: Plant/Building/Department
Chart Number
Sheet No. of Sheets
Approved by
Major Conventions
The sequence in which the events depicted on the chart must be performed is represented by the arrangement of process chart symbols on vertical flow lines. Material, either purchased and directly used or upon which work is performed during the process, is shown by horizontal flow lines.
One of the parts going to make up the completed product is selected for charting first. Usually a chart of the most pleasing appearance will be obtained by choosing the component on which the greatest number of operations is performed. If the chart is to be used as a basis for laying out a progressive assembly line, the part having the greatest bulk to which the smaller parts are assembled would be chosen.
20 When the component which is to be charted first has been chosen, a horizontal material line is drawn in the upper right hand portion of the chart. A description of the material is recorded directly above this line. The description may be as complete as is deemed necessary. Usually a brief description, such as "20 ga. Steel Sheet" or "'/« in. Hex. Brass Bar" will suffice, since it is the purpose of the chart to give a picture of the process as a whole rather than the detailed specifications of the materials used. In order to identify the part itself, the name and identifying number are recorded in capital letters directly above the material description. (The details of the materials as well as various steps in the process are to be documented separately for detailed investigation.)
21 A vertical flow line is next drawn down from the right hand end of the horizontal material line. Approximately V* in. from the intersection of the horizontal material line and the vertical flow line, the symbol is drawn for the first operation or inspection which is performed. To the right of this symbol, a brief description of the event is recorded, such as "Bore, chamfer, and cut off" or "Inspect material for defects."
To the left of the symbol is recorded the time allowed for performing the required work (The time taken to perform the work during the observation also needs to be recorded!.). [Work measurement literature has not discussed this issue appropriately]
Other pertinent information which it is considered will add to the value of the chart, such as department in which the work is performed, male or female operator, cost center, machine number, or labor classification, is recorded to the right of the symbol below the description of the event.
22 This charting procedure is continued until another component joins the first. Then a material line is drawn to show the point at which the second component enters the process. If it is purchased material, a brief identification of the material, such as "Wing Nut No. 18023" or "X and Y Co. No. 80 Filter" is placed directly above the material line. If work has previously been done line is erected from the left hand end of the material line. The material from which the component was made and the operations and inspections performed on it are then charted following the conventions described above. This same procedure is repeated as each new component joins one which is being charted. As each component joins the one shown on a vertical flow line to its right, the charting of the events which occur to the combined com-[>onents is continued along the vertical flow line to the right. The final event which occurs to the completed apparatus will thus appear in the lower right hand portion of the chart.
23 Operations are numbered serially for identification and reference purposes in the order in which they are charted. The first operation is numbered 0-1, the second 0-2, and so on. When another component on
which work has previously been done joins the process, the operations performed upon it are numbered in the same series. They will be identified as 0-1, 0-2, 0-3, and 0-4. If a second component then joins the first, the first operation performed on the second component will be identified as 0-5. If two more operations are performed on the second component before it joins the first, they will be numbered 0-6 and 0-7. The first operation performed after the two components have come together would then be identified as 0-8. (This gives convention when the whole finished (assembled) product is charted).
22 This charting procedure is continued until another component joins the first. Then a material line is drawn to show the point at which the second component enters the process. If it is purchased material, a brief identification of the material, such as "Wing Nut No. 18023" or "X and Y Co. No. 80 Filter" is placed directly above the material line. If work has previously been done line is erected from the left hand end of the material line. The material from which the component was made and the operations and inspections performed on it are then charted following the conventions described above. This same procedure is repeated as each new component joins one which is being charted. As each component joins the one shown on a vertical flow line to its right, the charting of the events which occur to the combined com-[>onents is continued along the vertical flow line to the right. The final event which occurs to the completed apparatus will thus appear in the lower right hand portion of the chart.
23 Operations are numbered serially for identification and reference purposes in the order in which they are charted. The first operation is numbered 0-1, the second 0-2, and so on. When another component on
which work has previously been done joins the process, the operations performed upon it are numbered in the same series. They will be identified as 0-1, 0-2, 0-3, and 0-4. If a second component then joins the first, the first operation performed on the second component will be identified as 0-5. If two more operations are performed on the second component before it joins the first, they will be numbered 0-6 and 0-7. The first operation performed after the two components have come together would then be identified as 0-8. (This gives convention when the whole finished (assembled) product is charted).
24 An operation number once used is never repeated on the same chart. If after a chart has been completed, it becomes necessary to add an operation to the process be tween two operations, it is permissible to identify the new operation with the number of the preceding operation followed by the
subscript "a." Thus an operation inserted between 0-4 and 0-5 would be identified as 0-4a.
25 Inspections are numbered in the same manner in a series of their own. They are identified as INS-I, INS-2, and so on.
OTHER CONVENTIONS
30 It sometimes happens that a part may follow two or more alternate courses during part of the process. For example, a partially processed part may be inspected at a certain point. If it is satisfactory in every respect, it may go directly to the assembly. If not, it may require one or more corrective operations, depending upon the nature of the defects.
31 When it is desired to portray a condition of this kind on an operation process chart, a horizontal line is drawn below the being at the intersection of the vertical flow line and the horizontal line. Vertical flow lines are then dropped from the horizontal line for each alternative which it is desired to show. If no operations or inspections are performed during one alternative, a vertical flow line only is shown. In all cases, operation and inspection symbols are added in the conventional manner. They are numbered
serially beginning with the first unused number in the operation or inspection series. The symbols on the flow line furthest to the left are numbered first, then those on the next flow line to the right, and so on until all have been numbered.
32 When all of the alternative paths have been charted, a horizontal line is drawn connecting the lower ends of all of the alternate flow lines. From the mid-point of this line, a vertical flow line is dropped and the balance of the process is charted in the conventional manner.
33 In some cases, it will be found that the same component is used at two or more different points in the same process. If it is a purchased part, it may be shown in the conventional manner each time it enters the process. If it is a part upon which work has previously been done, however, it will add to
chart if the component is completely charted every time it enters the process, particularly if its own processing is extensive. To avoid unnecessary charting work, the second time a part is shown entering a process, it is represented by a horizontal material line above which is written the name of the part and a
reference to the operation numbers which show the processing it has undergone as "Hand wheel No. 851A, See 0-6 to 0-12 incl."
34 In general, an operation process chart should be so constructed that vertical flow lines and horizontal material lines do not cross. On charts of complicated processes, this is sometimes difficult to avoid. When it is necessary to cross a vertical flow line and a horizontal material line, a curved line is used at the crossing to show that no junction occurs there.
35 In some cases, the unit shown by the chart changes as the process progresses. The chart might start out showing the operations performed on a long bar. The bar might subsequently cut into short lengths so that the operations performed thereafter would apply to the short pieces rather than the long bar.
Whenever it is desired to show the unit which is being charted, it is the convention to break the vertical flow line by drawing two parallel horizontal lines about l1/* in- long and '/< in. apart centered with respect to the vertical flow line. Between these lines the unit which is to be followed during the subsequent operations and inspections is shown.
SUMMARY
36 When a proposed method is to be presented by an operation process chart, it is often desirable to show the advantages which it offers over the present method. This may be done by including with the information shown on the chart a summary of the important differences between the two methods.
37 This summary may take the form as given at the bottom of this page.
38 The summary should be placed in a prominent location on the chart. On a small 8Vs in. X 11 in. chart, it will usually be in the lower left hand corner. In the case of a folded chart, it will be on the outside when the chart is folded. It may also be desirable to show it on the inside
Disassembly
26 The conventions followed for portraying disassembly operations are quite similar to those used for assemblies. Material is represented as flowing from the process by a horizontal material line drawn to the right from the vertical flow line approximately 'A in. below the symbol for the disassembly operation. The name of the disassembled component is shown directly above the horizontal material line. The subsequent operations which are performed on the disassembled component, if any, are shown on a vertical flow line extending down from the right-hand end of the horizontal material line.
27 If the disassembled component is later reassembled to the part or assembly from which it was disassembled, that part or assembly is shown as feeding into the now line of the component. This practice moves the major vertical flow line always to the right. Thus, when disassembly operations are to be shown, the chart cannot be started in the upper right hand corner of the form, but must be started further to the left.
28 In numbering the operations, it is the practice to number the operations performed on the disassembled component after disassembly before numbering the operations on the part from which it was disassembled. Then if the part later rejoins the disassembled component, the conventional numbering practices may be followed. This practice also applies to inspections.
CONCLUSION
39 It is recognized that the above description of principles and practices for construction of operation process charts may not cover every conceivable situation which it may be desired to show. Probably at least 95 per cent of the situations which are ordinarily encountered in industry are covered, however. The balance may be charted satisfactorily by following the prescribed conventions as closely as possible, representing the unusual situations with the objective of clearness uppermost in mind. A process chart is a means to an end rather than an end in itself. If it performs its function and is reasonably clear to all who study it, it may be considered to be a satisfactory chart.
ASME (1947) Report Hathitrust Website page
https://babel.hathitrust.org/cgi/pt?id=mdp.39015039876274&view=1up&seq=6
Work Measurement for Recording Times in Process Charts is ignored in current work measurement literature.
Current work measurement is focused on measuring time for fixing standard time for the whole task. Even though element breakup of the task is discussed it is still to facilitate standard time determination for the whole task. Even the standard data chapter does not emphasize compulsory development of standard data for all common elements in the firm.
Analysis of the Operation Chart
Operation Analysis described by Maynard and Stegemerten is the detailed procedures to be applied to each processing operation (O) and inspection operation (INS). The work of the machine and the work of the man has to be recorded in detailed. For machine work operation analysis sheet or operation information sheet described by Maynard and Stegemerten can be used. For the analysis of Man Work, the Two handed process chart is the appropriate chart.
Information from DFMA materials has application in Operation Process Chart Analysis.
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.
https://nptel.ac.in/content/storage2/courses/107103012/module1/lec1.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module1/lec2.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module1/lec3.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module1/lec4.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module2/lec1.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module2/lec2.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module2/lec3.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module2/lec4.pdf
Powder Metallury
https://nptel.ac.in/content/storage2/courses/107103012/module2/lec5.pdf
Module 3 - Machining
Machining
Machining - General
https://nptel.ac.in/content/storage2/courses/107103012/module3/lec1.pdf
Turning
https://nptel.ac.in/content/storage2/courses/107103012/module3/lec2.pdf
Round Holes
https://nptel.ac.in/content/storage2/courses/107103012/module3/lec3.pdf
Milling
https://nptel.ac.in/content/storage2/courses/107103012/module3/lec4.pdf
Shaping, Planing and Slotting
https://nptel.ac.in/content/storage2/courses/107103012/module3/lec5.pdf
Broaching
https://nptel.ac.in/content/storage2/courses/107103012/module3/lec6.pdf
Module 4 - Forming
https://nptel.ac.in/content/storage2/courses/107103012/module4/lec1.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module4/lec2.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module4/lec3.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module4/lec4.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module4/lec5.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module4/lec6.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module4/lec7.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module4/lec8.pdf
Module 5
https://nptel.ac.in/content/storage2/courses/107103012/module5/lec1.pdf
DESIGN FOR POLISHING AND PLATING
https://nptel.ac.in/content/storage2/courses/107103012/module5/lec2.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module5/lec3.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module5/lec4.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module5/lec5.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module5/lec6.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module5/lec7.pdf
Module 6
https://nptel.ac.in/content/storage2/courses/107103012/module6/lec1.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module6/lec2.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module6/lec3.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module6/lec4.pdf
Module 7
https://nptel.ac.in/content/storage2/courses/107103012/module7/lec1.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module7/lec2.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module7/lec3.pdf
Module 8
https://nptel.ac.in/content/storage2/courses/107103012/module8/lec1.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module8/lec2.pdf
https://nptel.ac.in/content/storage2/courses/107103012/module8/lec3.pdf
You can access files from the FaceBook Group
Management and Industrial Engineering - Effectiveness and Efficiency
Public group - 737 members
Time Comparisons and Improvements: Allowed time is indicated in the charts and also the time being actually taken. Hence it is a point of further evaluation. Also based on benchmarking, best outside performance can be ascertained and then the operation can be evaluated for improvement.
New engineering developments
Mechanization and Automation Possibilities
UD. 27.12.2021
Pub 21.12/2021
Sunday, December 26, 2021
Productivity Management- Principle of Industrial Engineering
TAYLOR - NARAYANA RAO PRINCIPLES OF INDUSTRIAL ENGINEERING
https://www.proquest.com/docview/1951119980
________________________
As a part of productivity management, he has to assess management actions of the organization for effect on productivity and has to recommend changes if they have an adverse effect on productivity or if there is scope for increasing productivity by modifying them.
by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017
________________________
________________________
Productivity Management in Engineering Organizations - Online Book
https://nraoiekc.blogspot.com/2019/10/productivity-management-in-engineering.html
Elaborate Planning Organization - Need and Utility - F.W. Taylor
http://nraoiekc.blogspot.com/2013/08/elaborate-planning-organization-need.html
Innovation management is important for effective and successful industrial engineering practice.
Principles of Innovation
http://nraomtr.blogspot.com/2014/11/the-ten-principles-of-innovation.html
Updated on 26 Dec 2021, 10 November 2019, 25 May 2019, 28 June 2017
 |
| 18-Productivity Management |
________________________
Every industrial engineer is a productivity manager.
He has to learn complete management theory and its application in IE practice.
He has to plan for productivity and achieve productivity improvement year after year.As a part of productivity management, he has to assess management actions of the organization for effect on productivity and has to recommend changes if they have an adverse effect on productivity or if there is scope for increasing productivity by modifying them.
Principles of Industrial Engineering - Presentation
by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017
________________________
________________________
Industrial Engineering of Management Process - Modifying management process to increase productivity
Productivity Management - Articles and Books
Productivity Management in Engineering Organizations - Online Book
https://nraoiekc.blogspot.com/2019/10/productivity-management-in-engineering.html
Elaborate Planning Organization - Need and Utility - F.W. Taylor
http://nraoiekc.blogspot.com/2013/08/elaborate-planning-organization-need.html
Innovation management is important for effective and successful industrial engineering practice.
Principles of Innovation
http://nraomtr.blogspot.com/2014/11/the-ten-principles-of-innovation.html
Principles of Industrial Engineering - Narayana Rao - Detailed List
Clicking on the link will take you to more detailed content on the principle
9. Principles of motion economy to be used in all IE studies in the area of human effort engineering
11. Work measurement
21. Cost measurement
The full paper on the principles by Prof. K.V.S.S. Narayana Rao is now available for downloading from IISE 2017 Annual Conference Proceedings in Proquest Journal Base.
Updated on 26 Dec 2021, 10 November 2019, 25 May 2019, 28 June 2017
Thursday, December 23, 2021
Data Analytics for Product Design - Product Industrial Engineering
2021
Data science for engineering design: State of the art and future directions
Filippo Chiarello, Paola Belingheri, Gualtiero Fantoni
Computers in Industry Volume 129, August 2021, 103447.
Under a Creative Commons license
Panel Discussion: The Future of AI in Product Design
July 9, 2021
https://www.altair.com/newsroom/articles/panel-discussion-the-future-of-ai-in-product-design/
Insights vs Product vs Engineering Data Science, and how each provides value to your business
Published on April 22, 2021
Gordon S.
Head of Product
Analytics-to-Value: Digital analytics optimizing products and portfolios
April 21, 2021 | Article
https://amplitude.com/product-analytics
https://research.polyu.edu.hk/en/publications/unlocking-the-power-of-big-data-analytics-in-new-product-developm
2018
In an analysis of more than 1,800 completed software projects, only 30 percent of them met their original delivery deadline and one in five of these did so by removing or deferring feature content. The average overrun is around 25 percent of the originally planned schedule. The performance of a sample of over 1,600 integrated-circuit-design projects was even more telling. Over 80 percent of those projects were late, and the average overrun was nearly 30 percent. Moreover, those projects were almost as likely to suffer an 80 percent overrun as they were to finish on time.
Estimating resources is a problem.
Today, some companies are adopting a new approach, one that uses powerful data analysis and modeling techniques to bring new clarity to the estimation of project-resource requirements.
Product life-cycle fortune
How can machine learning tools help an everyday engineer turn into a product life-cycle fortune teller?
MINESET is a web-based client server that gives engineers the ability to visualize millions of records interactively. The information parsed by the software can be as diverse as a temperature reading or a GPS location.
https://www.engineering.com/DesignSoftware/DesignSoftwareArticles/ArticleID/15061/Machine-Learning-Analyzes-Design-Spaces-and-Big-Data.aspx
2016
How engineers will use big data in product design?
Big data is going to impact many industries, and product design is no exception.
Better-informed product development. How would the way you design products change if you could learn not only how customers are using them, but where they are having trouble with them and what features they are ignoring altogether?
That information is going to be available now. Mechanical engineers have the opportunity for product insights through IoT-enabled devices as products can stream usage data back. A bike fork can capture force measurements. A utility cabinet can transmit internal temperature readings. The smart products will provide design engineering with practical information on how products are used in the field. Traditionally, engineers rely on marketers, customer visits to get information on product related issues. But IoT devices could provide volumes of reliable feedback now which is very relevant for engineering decisions.
https://www.ptc.com/en/cad-software-blog/big-data-brings-big-changes-to-product-design
How predictive analytics can boost product development?
August 2018In an analysis of more than 1,800 completed software projects, only 30 percent of them met their original delivery deadline and one in five of these did so by removing or deferring feature content. The average overrun is around 25 percent of the originally planned schedule. The performance of a sample of over 1,600 integrated-circuit-design projects was even more telling. Over 80 percent of those projects were late, and the average overrun was nearly 30 percent. Moreover, those projects were almost as likely to suffer an 80 percent overrun as they were to finish on time.
Estimating resources is a problem.
Today, some companies are adopting a new approach, one that uses powerful data analysis and modeling techniques to bring new clarity to the estimation of project-resource requirements.
Product life-cycle fortune
How can machine learning tools help an everyday engineer turn into a product life-cycle fortune teller?
MINESET is a web-based client server that gives engineers the ability to visualize millions of records interactively. The information parsed by the software can be as diverse as a temperature reading or a GPS location.
https://www.engineering.com/DesignSoftware/DesignSoftwareArticles/ArticleID/15061/Machine-Learning-Analyzes-Design-Spaces-and-Big-Data.aspx
2016
How engineers will use big data in product design?
Big data is going to impact many industries, and product design is no exception.
Better-informed product development. How would the way you design products change if you could learn not only how customers are using them, but where they are having trouble with them and what features they are ignoring altogether?
That information is going to be available now. Mechanical engineers have the opportunity for product insights through IoT-enabled devices as products can stream usage data back. A bike fork can capture force measurements. A utility cabinet can transmit internal temperature readings. The smart products will provide design engineering with practical information on how products are used in the field. Traditionally, engineers rely on marketers, customer visits to get information on product related issues. But IoT devices could provide volumes of reliable feedback now which is very relevant for engineering decisions.
https://www.ptc.com/en/cad-software-blog/big-data-brings-big-changes-to-product-design
Ud. 23.12.2021
Pub 17.8.2019
Wednesday, December 22, 2021
Machine Tool Analytics - Analytics for Machine Tools
What is Manufacturing Analytics?
I have written about manufacturing analytics many times. You can read the overview post here “What is Manufacturing Analytics?” Below is a quick summary:
The goal of SensrTrx or any manufacturing analytics product is to increase capacity and throughput, doing more with the same resources. It does this by using machine and operator data to find and eliminate inefficiencies in their manufacturing process.
Manufacturing analytics systems should do 4 things well:
Acquire Data
Clean & Contextualize Data
Calculate Manufacturing KPIs
Produce Role-Based Visualizations & Dashboards
It must be able to do all these things, well, to produce the end goal of Producing More with the Same Resources (labor and equipment).
New collection of articles - 2021
Gartner Top 10 Data and Analytics Trends for 2021
How data analytics is redefining the metal cutting industry
May 8, 2020
https://hyperight.com/how-data-analytics-is-redefining-the-metal-cutting-industry/
Machine Learning Book
https://machinelearningbook.com/teaching-materials/
New collection of articles - 11 October 2020
https://aptitive.com/blog/predictive-analytics-manufacturing/
https://inventrax.com/manufacturing-execution-system.aspx
https://www.machinemetrics.com/blog/mes-vs-iiot-platform
Optimize Your Production Process with Manufacturing Execution Systems and FactoryTalk Analytics
https://www.rockwellautomation.com/en-in/company/events/webinars/optimize-your-production-process-with-manufacturing-execution-sy.html
https://www.lantek.com/ca/blog/advance-mes-analytics-from-machinery-to-the-brain-of-enterprise
Manufacturing with Intelligence: A Framework for System-Level Anomaly Prediction
December 28, 2018 | IoT Tech Expo 2019, Devices & Systemshttps://innovate.ieee.org/innovation-spotlight/anomaly-prediction-IoT-sensors-data-mining-manufacturing/
We Turn Machine Tool Data into Productivity - Says MT Analytics GmbH
MT Analytics offers Industry 4.0 solutions using data Analytics and a hardware Test Lab .
The MT Analytics GmbH is running a component test lab for machine tool and automotive components and provides services to their customers identifying and optimizing dynamical and geometrical problems of discrete manufacturing production systems. Beside MT Analytics GmbH provides Data Analytic Software solutions to optimize given NC Codes and to monitor the quality of parts as well as the condition of all machine tool components. Machine internal data are analyzed in real time by our algorithms that include our expert knowledge and the experience in testing, modeling and optimizing hardware.
Hardware Test Lab
The MT Analytics GmbH is running a Component Test Lab for machine tool and automotive components and provides services to their customers identifying and optimizing dynamical and geometrical problems of discrete manufacturing production systems
Data Analytics
The MT Analytics GmbH provides Data Analytic Software solutions to optimize given NC Codes and to monitor the quality of parts. Machine internal data are analyzed in real time by our algorithms that include our expert knowledge in testing, modeling and optimizing Hardware
http://www.mt-analytics.de/
SINUMERIK ONE – the No. 1 for machine tool users
SINUMERIK ONE convinces through the advantages that the digital twin brings to machine manufacturers and users. The virtual image becomes the reference variable for real action. Quality and speed in the production of the workpiece
Digital First with SINUMERIK ONE
SINUMERIK ONE enables a consistent “digital first” strategy. This means that key manufacturing processes (e.g. programming, job preparation or process optimization) are always simulated first using digital twins, in other words, on detailed virtual images of the controls and machining.
The benefits of the CNC control
Improved performance on the shop floor
SINUMERIK ONE is optimized for performance. An innovative system architecture means the system will impress with its excellent productivity. In the highly demanding area of mold making, in particular, double-digit productivity gains are a real possibility, depending on the machine. Innovative software functions leverage the potential of the latest processor technologies, so very different processing functions can be run in parallel without performance losses.
https://new.siemens.com/global/en/products/automation/systems/sinumerik-one/sinumerik-one-for-machine-users.html
2019
UMATI, THE UNIVERSAL MACHINE TOOL INTERFACE
“Umati” stands for “universal machine tool interface”. It is a standardized, open, flexible and secure interface that connects machine tools to higher-level IT systems in production environments (e.g. ERP, MES, or peripheral infrastructure like cloud storage).
Umati’s core feature is, indeed, standardized semantics, embedded in an information model based on the open communication standard OPC UA. The final aim linked to this aspect is to establish a worldwide standard for the connectivity of machine tools.
While the primary use of umati is to simplify the connection between machine tools and external IT systems, the main benefit consists of making data processing easier. If data are standardized on many machine tool interfaces, the monitoring of these data, for example, is simplified.
The project was initiated in 2017 by VDW, the German machine tools builders’ association. The machine tool manufacturing companies Chiron, DMG Mori, EMAG, Grob, Heller, Liebherr-Verzahntechnik, Trumpf and United Grinding have been collaborating to the initiative since the beginning. Since the AMB fair in 2018, the companies Georg Fischer Machining Solutions and Pfiffner have contributed as application partners. Such an impressive group is supported by the Institute for Control Engineering of Machine Tools and Manufacturing Units (ISW) of the University of Stuttgart. The control suppliers Beckhoff, Bosch Rexroth, Fanuc, Heidenhain and Siemens have been included in the project from the beginning and provided the experience, knowhow and data necessary for the interface.
After two years of development, umati participated in EMO Hannover 2019, where 70 companies from ten countries have connected 110 machines and 28 value-added services in real-time.
https://www.cecimo.eu/news/cecimo-press-statement-cecimo-joins-umati-the-universal-machine-tool-interface/
SECO Tools selects MachineMetrics for Manufacturing Analytics
MachineMetrics / September 05, 2018
https://www.machinemetrics.com/blog/seco-tools-selects-machinemetrics-for-manufacturing-analytics
2/1/2019
The Starting Point for Machine Tool Monitoring: Data Analysis Is an Emotional Choice
https://www.mmsonline.com/blog/post/the-starting-point-for-machine-tool-monitoring-data-analysis-is-an-emotional-choice
2019 July
Condition Monitoring on CNC machines:
To enable continuous online monitoring, P4A developed a standalone online monitoring system for a multinational manufacturer of automotive parts, which operates over 100 CNC cutting and milling machines at their plant in Belgium.
The data acquisition system installed consists of 10 vibration/temperature, 2 speed, 2 current and 2 voltage sensors all collecting real-time data directly available on P4A’s web-based asset data analytics platform.
https://performanceforassets.com/2019/01/17/predictive-analytics-for-cnc-machines/
Research Papers - Machine Tool Analytics - Analytics for Machine Tools
Open Access
Published: 25 July 2018
A big data analytics based machining optimisation approach
Wei Ji, Shubin Yin & Lihui WangJournal of Intelligent Manufacturing volume 30, pages1483–1495(2019)
https://link.springer.com/article/10.1007/s10845-018-1440-9
A Collection of Research Papers and the Content cited from them.
Akturk, M. S., & Avci, S. (1996). An integrated process planning approach for CNC machine tools. International Journal of Advanced Manufacturing Technology,12(3), 221–229. https://doi.org/10.1007/BF01351201.
Akturk and Avci (1996) presented a hierarchical method for a CNC machine tool. The mathematical models on system characterisation were established to minimise the total production cost.
Arnaiz-González, Á., Fernández-Valdivielso, A., Bustillo, A., & López de Lacalle, L. N. (2016). Using artificial neural networks for the prediction of dimensional error on inclined surfaces manufactured by ball-end milling. The International Journal of Advanced Manufacturing Technology,83(5), 847–859. https://doi.org/10.1007/s00170-015-7543-y.
Arnaiz-González et al. (2016) used artificial neural networks to predict dimensional error on inclined surfaces machined by ball end mill. Their results showed that radial basis functions can predict better than multilayer perceptron in all cases.
Bretthauer, K. M., & Cote, M. J. (1997). Nonlinear programming for multiperiod capacity planning in a manufacturing system. European Journal of Operational Research,96(1), 167–179. https://doi.org/10.1016/S0377-2217(96)00061-6.
Chen, C.-C., Chiang, K.-T., Chou, C.-C., & Liao, Y.-C. (2011). The use of D-optimal design for modeling and analyzing the vibration and surface roughness in the precision turning with a diamond cutting tool. International Journal of Advanced Manufacturing Technology,54(5–8), 465–478. https://doi.org/10.1007/s00170-010-2964-0.
Chen et al. (2011) proposed an experimental plan of a four-factor optimal design to obtain the optimal spindle speed, feed rate, cutting depth, and the status of lubrication concerning vibration and surface roughness in precision turning.
Chen, M. C., & Tseng, H. Y. (1998). Machining parameters selection for stock removal turning in process plans using a float encoding genetic algorithm. Journal of the Chinese Institute of Engineers,21(4), 493–506. https://doi.org/10.1080/02533839.1998.9670412.
Chen and Tseng (1998) introduced a float encoding GA into machining conditions selection.
Chua, M. S., Loh, H. T., & Wong, Y. S. (1991). Optimization of cutting conditions for multi-pass turning operations using sequential quadratic programming. Journal of Materials Processing Technology,28(1–2), 253–262. https://doi.org/10.1016/0924-0136(91)90224-3.
Chua et al. (1991) proposed a series of mathematical formulations to optimise the cutting conditions and to reduce the operation time.
de Lacalle, L. N. L., Lamikiz, A., Sánchez, J. A., & de Bustos, I. F. (2006). Recording of real cutting forces along the milling of complex parts. Mechatronics,16(1), 21–32. https://doi.org/10.1016/j.mechatronics.2005.09.001.
de Lacalle et al. (2006) developed methods that were used to detect potential milling problems associated with cutting force measurement, which demonstrated that the data in machining are abundantly enough to be used and mined. Therefore, big data analytics combined with hybrid algorithms shows potential for an integrated optimisation of machine tools, cutting tools and machining conditions.
Dereli, T., & Filiz, I. H. (2000). Allocating optimal index positions on tool magazines using genetic algorithms. Robotics and Autonomous Systems,33(2–3), 155–167. https://doi.org/10.1016/S0921-8890(00)00086-5.
Dereli and Filiz (2000) utilised a GA to obtain the optimal index positions on tool magazines.
Fernández-Valdivielso, A., López de Lacalle, L. N., Urbikain, G., & Rodriguez, A. (2015). Detecting the key geometrical features and grades of carbide inserts for the turning of nickel-based alloys concerning surface integrity. Proceedings of the Institution of Mechanical Engineers, Part C: Journal of Mechanical Engineering Science,230(20), 3725–3742. https://doi.org/10.1177/0954406215616145.
Fernández-Valdivielso et al. (2015) presented an experiment based method to seek common feature of cutting tool with best performance in machining of superalloys in terms of surface integrity.
Guo, Y. W., Mileham, A. R., Owen, G. W., Maropoulos, P. G., & Li, W. D. (2009). Operation sequencing optimization for five-axis prismatic parts using a p swarm optimization approach. Proceedings of the Institution of Mechanical Engineers Part B-Journal of Engineering Manufacture,223(5), 485–497. https://doi.org/10.1243/09544054JEM1224.
Guo et al. (2009) used a particle swarm optimisation (PSO) approach to obtaining operation sequence.
Hinton, G. E. (2009). Deep belief networks. Scholarpedia,4(5), 5947.
A set of hypothetic data generated in-house, according to the real machining setups, are applied to training the DBN (Hinton 2009) model used to calculate the fitness of GA in (Weiji et al 2019).
Hua, G. R., Zhou, X. H., & Ruan, X. Y. (2007). GA-based synthesis approach for machining scheme selection and operation sequencing optimization for prismatic parts. International Journal of Advanced Manufacturing Technology,33(5–6), 594–603. https://doi.org/10.1007/s00170-006-0477-7.
Hua et al. (2007) proposed a GA-based synthesis approach to archive machining scheme selection and operation sequencing optimisation for prismatic parts.
Jayabal, S., & Natarajan, U. (2010). Optimization of thrust force, torque, and tool wear in drilling of coir fiber-reinforced composites using Nelder–Mead and genetic algorithm methods. International Journal of Advanced Manufacturing Technology,51(1–4), 371–381. https://doi.org/10.1007/s00170-010-2605-7.
Jayabal and Natarajan (2010) proposed a method of optimisation of thrust force, torque, and tool wear in drilling of coir fibre-reinforced composites, combining Nelder–Mead and GA methods. In their method, a nonlinear regression analysis was applied to establishing functions according to experimental data.
Ji, W., Shi, J., Liu, X., Wang, L., & Liang, S. Y. (2017). A novel approach of tool wear evaluation. Journal of Manufacturing Science and Engineering,139(September), 1–8. https://doi.org/10.1115/1.4037231.
Ji, W., & Wang, L. (2017a). Big data analytics based fault prediction for shop floor scheduling. Journal of Manufacturing Systems,43, 187–194. https://doi.org/10.1016/j.jmsy.2017.03.008.
Ji, W., & Wang, L. (2017b). Big data analytics based optimisation for enriched process planning: A methodology. Procedia CIRP,63, 161–166. https://doi.org/10.1016/j.procir.2017.03.090.
Big data analytics in machining was considered for scheduling (Ji and Wang 2017a) and machining optimisation by a proposed enriched process planning method in the conceptual level (Ji and Wang 2017b).
Kondayya, D., & Krishna, A. G. (2012). An integrated evolutionary approach for modelling and optimisation of CNC end milling process. International Journal of Computer Integrated Manufacturing,25(11), 1069–1084. https://doi.org/10.1080/0951192X.2012.684718.
Kondayya and Krishna (2012) used a non-dominated sorting genetic algorithm-II (NSGA-II) to optimise the cutting parameters during a CNC end-milling process.
Kusiak, A. (2017). Smart manufacturing must embrace big data. Nature,544(7648), 23–25. https://doi.org/10.1038/544023a.
Lenza Juergen , Thorsten Wuest, Engelbert Westkämper (2018), Holistic approach to machine tool data analytics,Journal of Manufacturing Systems, Volume 48, Part C, July 2018, Pages 180-191
https://www.sciencedirect.com/science/article/abs/pii/S0278612518300360
The data of machine tools is coming from the same source – the machine tool controller and connected sensors to all departments.. We propose combining the tasks and bundling up analytics objectives across different departments and/or functions at the production line, factory or even the supply chain level.
Li, L., Deng, X., Zhao, J., Zhao, F., & Sutherland, J. W. (2018). Multi-objective optimization of tool path considering efficiency, energy-saving and carbon-emission for free-form surface milling. Journal of Cleaner Production,172, 3311–3322. https://doi.org/10.1016/j.jclepro.2017.07.219.
Li et al. (2018) proposed a multi-objective optimisation approach for tool path planning in freeform surface milling.
Li, L., Liu, F., Chen, B., & Li, C. B. (2015). Multi-objective optimization of cutting parameters in sculptured parts machining based on neural network. Journal of Intelligent Manufacturing,26(5), 891–898. https://doi.org/10.1007/s10845-013-0809-z.
Li et al.(2015) proposed a back propagation neural network model to predict the cutting parameters based on a set of mathematical objectives, e.g. machining time, energy consumption and surface roughness. Process planning was commonly treated as an NP-hard problem
Li, W. D., Ong, S. K., Lu, Y. Q., Nee, A. Y. C., Palade, V., Howlett, R. J., et al. (2003). A Tabu search-based optimization approach for process planning. Knowledge-Based Intellignet Information and Engineering Systems, Pt 2, Proceedings,2774, 1000–1007.
Tabu Search was applied to process planning, machining resource selection, setup plan determination and operation sequencing (Li et al. 2003).
Li, Z., Wang, Y., & Wang, K. (2017). A data-driven method based on deep belief networks for backlash error prediction in machining centers. Journal of Intelligent Manufacturing. https://doi.org/10.1007/s10845-017-1380-9.
Li et al. (2017) presented a data-driven approach combined with Deep Belief Network (DBN) to predicting the backlash error in machining centre.
Lian, K. L., Zhang, C. Y., Shao, X. Y., & Gao, L. (2012). Optimization of process planning with various flexibilities using an imperialist competitive algorithm. International Journal of Advanced Manufacturing Technology,59(5–8), 815–828. https://doi.org/10.1007/s00170-011-3527-8.
Lian et al. (2012) applied an imperialist competitive algorithm (ICA) to find promising solutions with a reasonable computational cost. Their cases illustrated that the ICA was more efficient and robust than GA, SA, TS and PSO.
Liang, Y. C., Lu, X., Li, W. D., & Wang, S. (2018). Cyber physical system and big data enabled energy efficient machining optimisation. Journal of Cleaner Production,187, 46–62. https://doi.org/10.1016/j.jclepro.2018.03.149.
Liang et al. (2018) proposed a novel Cyber Physical System (CPS) and big data enabled machining optimisation system to optimise the energy in machining processes.
Manupati, V. K., Chang, P. C., & Tiwari, M. K. (2016). Intelligent search techniques for network-based manufacturing systems: multi-objective formulation and solutions. International Journal of Computer Integrated Manufacturing,29(8), 850–869. https://doi.org/10.1080/0951192X.2015.1099073.
Manupati et al. (2016) proposed a modified block-based GA and modified NSGA to obtain the minimisation of both makespan and the variation of workload. A series of swarm intelligence (SI) based optimisation algorithms were applied to process planning.
Morad, N., & Zalzala, A. (1999). Genetic algorithms in integrated process planning and scheduling. Journal of Intelligent Manufacturing,10(2), 169–179. https://doi.org/10.1023/A:1008976720878.
Morad and Zalzala (1999) applied a GA to minimise the makespan, the total rejects and the total cost of production.
Petrovic, M., Mitic, M., Vukovic, N., & Miljkovic, Z. (2016). Chaotic p swarm optimization algorithm for flexible process planning. International Journal of Advanced Manufacturing Technology,85(9–12), 2535–2555. https://doi.org/10.1007/s00170-015-7991-4.
Petrovic et al. (2016) utilised PSO algorithm and chaos theory to optimise process plans, in which PSO was used in early stages of the optimisation process by implementing ten different chaotic maps that enlarged the search space and provided diversity.
Pour, M. (2018). Determining surface roughness of machining process types using a hybrid algorithm based on time series analysis and wavelet transform. The International Journal of Advanced Manufacturing Technology. https://doi.org/10.1007/s00170-018-2070-2.
Pour (2018) proposed a hybrid algorithm based on time series analysis and wavelet transform to model surface roughness. Moreover, many efforts were also devoted to GA-based hybrid methods for optimisation of machining process.
Rowe, W. B., Li, Y., Mills, B., & Allanson, D. R. (1996). Application of intelligent CNC in grinding. Computers in Industry,31(1), 45–60. https://doi.org/10.1016/0166-3615(96)00036-X.
Rowe et al. (1996) reported an application of artificial intelligence in CNC grinding, including knowledge based and expert systems, fuzzy logic systems, and neural network systems. Within the context, setup time, process proving time and the extent of operator intervention could be improved.
Salehi, M., & Bahreininejad, A. (2011). Optimization process planning using hybrid genetic algorithm and intelligent search for job shop machining. Journal of Intelligent Manufacturing,22(4), 643–652. https://doi.org/10.1007/s10845-010-0382-7.
A hybrid GA and intelligent search method was proposed by Salehi and Bahreininejad (2011), and it was applied to optimising machine tool, cutting tool and tool access direction for each operation.
Sardinas, R. Q., Santana, M. R., & Brindis, E. A. (2006). Genetic algorithm-based multi-objective optimization of cutting parameters in turning processes. Engineering Applications of Artificial Intelligence,19(2), 127–133. https://doi.org/10.1016/j.engappai.2005.06.007.
Sardinas et al. (2006) proposed a GA-based multi-objective optimisation method to obtain the optimal cutting parameters during the turning process.
Shin, K. S., Park, J. O., & Kim, Y. K. (2011). Multi-objective FMS process planning with various flexibilities using a symbiotic evolutionary algorithm. Computers & Operations Research,38(3), 702–712. https://doi.org/10.1016/j.cor.2010.08.007.
Shin et al. (2011) introduced a multi-objective symbiotic evolutionary algorithm into flexible manufacturing system for solving process planning problems, where machine tool, sequence, and process are the three objectives.
Sluga, A., Jermol, M., Zupanic, D., & Mladenic, D. (1998). Machine learning approach to machinability analysis. Computers in Industry,37(3), 185–196. https://doi.org/10.1016/S0166-3615(98)00098-0.
Sluga et al. (1998) developed a decision tree based method to predict tool features, cutting geometry and cutting parameters a set of attribute values to improve and automate the tool selection and determination of cutting parameters.
Taiber, J. G. (1996). Optimization of process sequences considering prismatic workpieces. Advances in Engineering Software,25(1), 41–50. https://doi.org/10.1016/0965-9978(95)00084-4.
Taiber (1996) proposed a set of modified algorithms from the field of combinatorial search problems, gradient projection method named as von Rosen, branch and bound algorithm, and shortest common super sequence algorithm, etc. The method was to assist the human planner in fulfilling machine tool and cutter selection, determination of the setup and process sequence, definition of tool paths and optimisation of cutting parameters.
Tao, F., Qi, Q., Liu, A., & Kusiak, A. (2018). Data-driven smart manufacturing. Journal of Manufacturing Systems. https://doi.org/10.1016/j.jmsy.2018.01.006.
Tao et al. (2018) shed light in a data-driven smart manufacturing framework. Recently, there have been many articles reporting big data analytics in machining.
Thimm, G., Britton, G. A., Whybrew, K., & Fok, S. C. (2001). Optimal process plans for manufacturing and tolerance charting. Proceedings of the Institution of Mechanical Engineers Part B-Journal of Engineering Manufacture,215(8), 1099–1105. https://doi.org/10.1243/0954405011519024.
Thimm et al. (2001) proposed a datum hierarchy tree within graph theoretical approach to minimising machine and datum changes.
Tiwari, M. K., Dashora, Y., Kumar, S., & Shankar, R. (2006). Ant colony optimization to select the best process plan in an automated manufacturing environment. Proceedings of the Institution of Mechanical Engineers Part B-Journal of Engineering Manufacture,220(9), 1457–1472. https://doi.org/10.1243/09544054JEM449.
Tiwari et al. (2006) presented an ant colony optimisation method to select the best process plan in an automated manufacturing environment.
Venkatesan, D., Kannan, K., & Saravanan, R. (2009). A genetic algorithm-based artificial neural network model for the optimization of machining processes. Neural Computing and Applications,18(2), 135–140. https://doi.org/10.1007/s00521-007-0166-y.
Venkatesan et al. (2009) developed a GA-based optimisation of weights applied to ANN for obtaining the best machining operation regarding marginal amount of time saving.
Wan, J., Tang, S., Li, D., Wang, S., Liu, C., Abbas, H., et al. (2017). A manufacturing big data solution for active preventive maintenance. IEEE Transactions on Industrial Informatics,13(4), 2039–2047. https://doi.org/10.1109/TII.2017.2670505
Wang, L. (2009). Web-based decision making for collaborative manufacturing. International Journal of Computer Integrated Manufacturing,22(4), 334–344. https://doi.org/10.1080/09511920802014912.
Wang, L. (2013). Machine availability monitoring and machining process planning towards Cloud manufacturing. CIRP Journal of Manufacturing Science and Technology,6(4), 263–273. https://doi.org/10.1016/j.cirpj.2013.07.001.
The distribution profile is a key feature. Combining with web-based knowledge sharing, dynamic scheduling, real-time monitoring and remote control, DPP can be embedded into web-based environment, which is named Web-DPP (Weiji et al 2019) (Wang 2009, 2013).
Wang, L. (2014). Cyber manufacturing: Research and applications. In Proceedings of the TMCE (pp. 39–49). Budapest.
Towards the concept of cloud manufacturing, "a Cloud-DPP (Weiji et al 2019) was also developed as one of the applications of cyber-physical systems for more complex manufacturing environment (Wang 2014).
Wang, L., Feng, H.-Y., & Cai, N. (2003). Architecture design for distributed process planning. Journal of Manufacturing Systems,22(2), 99–115.
Distributed Process Planning (DPP) is used to divide the machining process planning into supervisory planning, execution control and operation planning (Wang et al. 2003).
In this design, the execution control module is placed in-between the supervisory planning and operation planning modules, and looks after jobs dispatching (in the unit of setups) based on up-to-date monitoring data, availability of machines and scheduling decisions (Wang and Shen 2003; Wang et al. 2003).
Wang, L., & Shen, W. (2003). DPP: An agent-based approach for distributed process planing. Journal of Intelligent Manufacturing,14, 429–439.
In this design, the execution control module is placed in-between the supervisory planning and operation planning modules, and looks after jobs dispatching (in the unit of setups) based on up-to-date monitoring data, availability of machines and scheduling decisions (Wang and Shen 2003; Wang et al. 2003).
Wen, X. Y., Li, X. Y., Gao, L., & Sang, H. Y. (2014). Honey bees mating optimization algorithm for process planning problem. Journal of Intelligent Manufacturing,25(3), 459–472. https://doi.org/10.1007/s10845-012-0696-8.
Wen et al. (2014) proposed a honey bees mating based optimisation algorithm to optimise the process planning problems. In addition, multi-objective optimisation was employed due to many limitations of single-objective optimisation methods in the real machining process.
Wong, T. N., Chan, L. C. F., & Lau, H. C. W. (2003). Machining process sequencing with fuzzy expert system and genetic algorithms. Engineering with Computers,19(2–3), 191–202. https://doi.org/10.1007/s00366-003-0260-4.
Wong et al. (2003) proposed a fuzzy expert system and GA to sequence machining process.
Xu, L. D., & Duan, L. (2018). Big data for cyber physical systems in industry 4.0: A survey. Enterprise Information Systems,7575, 1–22. https://doi.org/10.1080/17517575.2018.1442934.
Xu and Duan (2018) pointed out that CPS and big data are two keys for Industry 4.0 in the near future.
Xu, X., Wang, L., & Newman, S. T. (2011). Computer-aided process planning—A critical review of recent developments and future trends. International Journal of Computer Integrated Manufacturing,24(1), 1–31. https://doi.org/10.1080/0951192x.2010.518632.
For cutting tool selection and machining conditions determination, two common approaches exist: (1) in most of reported process planning methods, cutting tool is regarded as a standard machining resource and its parametrical optimisation is not considered, and (2) machining conditions are optimised after tool selection (Xu et al. 2011). In this case, the three simultaneous decision processes in process planning are treated sequentially, hindering the loss of both machining accuracy and efficiency.
Yeo, S. H. (1995). A multipass optimization strategy for CNC lathe operations. International Journal of Production Economics,40(2–3), 209–218. https://doi.org/10.1016/0925-5273(95)00052-1.
Yeo (1995) developed a multi-pass optimisation method for a CNC lathe, in which near-optimal solutions were obtained.
Jihong Chen, , Kai Zhang, , Yuan Zhou,* , Yufei Liu, Lingfeng Li, Zheng Chen and Li Yin
Exploring the Development of Research, Technology and Business of Machine Tool Domain in
New-Generation Information Technology Environment Based on Machine Learning
Sustainability 2019, 11, 3316; doi:10.3390/su11123316
https://www.mdpi.com/2071-1050/11/12/3316/pdf
The practical exploitation of tacit machine tool intelligence
Jacob L. Hill, Paul W. Prickett, Roger I. Grosvenor & Gareth Hankins
The International Journal of Advanced Manufacturing Technology volume 104, pages1693–1707(2019)
https://link.springer.com/article/10.1007/s00170-019-03963-0
More References
1. Ji, Z.; Li, P.; Zhou, Y.; Wang, B.; Zang, J.; Liu, M. Toward New-Generation Intelligent Manufacturing. Engineering 2018, 4, 11–20.
2. Kang, H.S.; Lee, J.Y.; Choi, S.; Kim, H.; Park, J.H.; Son, J.Y.; Kim, B.H.; Noh, S.D. Smart Manufacturing: Past Research, Present Findings, and Future Directions. Int. J. Precis. Eng. Manuf. Green Technol. 2016, 3, 111–128.
3. Tao, F.; Qi, Q.L.; Liu, A.; Kusiak, A. Data-driven smart manufacturing. J. Manuf. Syst. 2018, 48, 157–169.
4. Liu, C.; Vengayil, H.; Zhong, R.Y.; Xu, X. A systematic development method for cyber-physical machine tools. J. Manuf. Syst. 2018, 48, 13–24.
5. Liu, C.; Xu, X. Cyber-Physical Machine Tool—The Era of Machine Tool 4.0. Proc. Cirp. 2017, 63, 70–75.
6. Zaeh, M.; Graetz, F.; Rashidy, H. An Approach to Simultaneous Development in Machine Tool Industry. In Proceedings of the 2003 Conference on the Modelling & Applied Simulation, Bergeggi, Italy, 2–4 October 2003; pp. 128–133.
7. Xu, X. Machine Tool 4.0 for the new era of manufacturing. Int. J. Adv. Manuf. Technol. 2017, 92, 1893–1900.
9. Zhou, L.R.; Li, J.F.; Li, F.Y.; Meng, Q.; Li, J.; Xu, X.S. Energy consumption model and energy efficiency of machine tools: A comprehensive literature review. J. Clean. Prod. 2016, 112, 3721–3734.
10. Lenz, J.; Wuest, T.; Westkamper, E. Holistic approach to machine tool data analytics. J. Manuf. Syst. 2018, 48, 180–191.
11. Yang, H.L.; Chang, T.W.; Choi, Y. Exploring the Research Trend of Smart Factory with Topic Modeling. Sustainability 2018, 10, 2779.
16. Marzi, G.; Dabic, M.; Daim, T.; Garces, E. Product and process innovation in manufacturing firms: A 30-year bibliometric analysis. Scientometrics 2017, 113, 673–704.
21. Ernst, H. The use of patent data for technological forecasting: The diffusion of CNC-technology in the machine tool industry. Small Bus. Econ. 1997, 9, 361–381.
22. Yeo, W.; Kim, S.; Park, H.; Kang, J. A bibliometric method for measuring the degree of technological innovation. Technol. Forecast. Soc. Chang. 2015, 95, 152–162.
23. Jun, S. A Forecasting Model for Technological Trend Using Unsupervised Learning. In Database Theory and Application, Bio-Science and Bio-Technology; Springer: Berlin/Heidelberg, Germany, 2011; Volume 258, pp. 51–60.
24. Kulkarni, S.S.; Apte, U.M.; Evangelopoulos, N.E. The Use of Latent Semantic Analysis in Operations Management Research. Decis. Sci. 2014, 45, 971–994.
34. Tang, D. Algorithms for collision detection and avoidance for five-axis NC machining: A state of the art review. Comput. Aided Des. 2014, 51, 1–17.
35. Lauro, C.H.; Brandao, L.C.; Baldo, D.; Reis, R.A.; Davim, J.P. Monitoring and processing signal applied in machining processes—A review. Measurement 2014, 58, 73–86.
36. Cao, H.R.; Zhang, X.W.; Chen, X.F. The concept and progress of intelligent spindles: A review. Int. J. Mach. Tools Manuf. 2017, 112, 21–52.
37. Li, Y.; Zhao, W.H.; Lan, S.H.; Ni, J.; Wu, W.W.; Lu, B.H. A review on spindle thermal error compensation in machine tools. Int. J. Mach. Tools Manuf. 2015, 95, 20–38.
38. He, X.C. Recent development in reliability analysis of NC machine tools. Int. J. Adv. Manuf. Technol. 2016, 85, 115–131.
39. Gadalla, M.; Xue, D.Y. Recent advances in research on reconfigurable machine tools: A literature review. Int. J. Prod. Res. 2017, 55, 1440–1454.
40. Liu, C.; Xu, X.; Peng, Q.; Zhou, Z. MTConnect-based Cyber-Physical Machine Tool: A case study. Procedia CIRP 2018, 72, 492–497.
42. Kong, D.; Yuan, Z.; Liu, Y.; Lan, X. Using the data mining method to assess the innovation gap: A case of industrial robotics in a catching-up country. Technol. Forecast. Soc. Chang. 2017, 119, 80–97.
43. Xu, G.N.; Wu, Y.C.; Minshall, T.; Zhou, Y. Exploring innovation ecosystems across science, technology, and business: A case of 3D printing in China. Technol. Forecast. Soc. 2018, 136, 208–221.
Digital Twin for Machine Tools - How to Create?
Analytics requires creation of a digital twin full utlization of their capability. So apart from installing sensors that provide data, digital twin also needs to be created.
Some references for the creation of digital twin.
2017-07-17
How to create the perfect digital twin
https://www.sandvik.coromant.com/en-gb/news/pages/how-to-create-the-perfect-digital-twin.aspx
Characterising the Digital Twin: A systematic literature review
DavidJonesChrisSniderAydinNassehiJasonYonBenHicks
https://doi.org/10.1016/j.cirpj.2020.02.002
CIRP Journal of Manufacturing Science and Technology
Available online 9 March 2020
https://www.sciencedirect.com/science/article/pii/S1755581720300110
Digital Twin : A Comprehensive Overview
Delve into the Basic Concepts of Digital Twins
https://www.udemy.com/course/digital-twin-a-comprehensive-overview/
Updated 20 July 2021, 11 Oct 2020
Pub 3 May 2020
Sunday, December 19, 2021
DFMA for Turning
2023 BEST E-Book on #IndustrialEngineering.
INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING.PRODUCT INDUSTRIAL ENGINEERING - FACILITIES INDUSTRIAL ENGINEERING - PROCESS INDUSTRIAL ENGINEERING. Free Download.
https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0
Design recommendations
Standard tool geometry should be incorporated at diameter transitions, grooves and chamfer areas.
It is preferred to keep the parts as short as possible to minimize the work deflection from the cutting tool.
Irregular and interrupted cutting actions are to be avoided.
When casting or forgings are designed with large shoulders or other areas to be faced, the surface should be 2 to 30 from the plane normal to the axis of the part. It provides edge relief to the cutting tool.
Sharp corners are to be avoided. The radius should be large and conform to standard tool nose radius specification. If possible leave the radius dimension to the discretion of the manufacturer. Provision of sharp corner and burrs are hazardous to the function of the part. These can be minimized by putting chamfers or curved surfaces at the intersection of the other surfaces.
Clamping and locating region should be free from parting line, draft angles and forging flash.
In case the part is to be tracer-turned, the turned contour should be designed for easy tracing with a minimum number of changes of stylus and cutting tool. Creating grooves with parallel or steep sidewalls are not possible in one operation. Undercuts should also to be avoided.
Dimensional control in turning
Achieving close dimensional limits in turning operation are inversely related to the size and length of work piece. If the dimensions are high the variations are more.
Various factors which affect the proper working of the machine are machine vibration, deflection, thermal distortion and wear of the functional part. Other factors on this line part deflection, tool wear, measuring-tool accuracy and operator skills are other factors.
Surface finish is dependent upon the above factors. Further, surface finish is also directly related to the feed rate.
DFMA for Turning - Boothroyd - Dewhurst DFMA Software Case Study
https://www.dfma.com/support/Downloads/MachiningFull.pdf
Saturday, December 18, 2021
Time Study - Part 1- F.W. Taylor in Shop Management
When work is to be repeated many times, the time study should be minute and exact. Each job should be carefully subdivided into its elementary operations, and each of these unit times should receive the most thorough time study. In fixing the times for the tasks, and the piece work rates on jobs of this class, the job should be subdivided into a number of divisions, and a separate time and price assigned to each division rather than to assign a single time and price for the whole job. This should be done for several reasons, the most important of which is that the average workman, in order to maintain a rapid pace, should be given the opportunity of measuring his performance against the task set him at frequent intervals. Many men are incapable of looking very far ahead, but if they see a definite opportunity of earning so many cents by working hard for so many minutes, they will avail themselves of it.
As an illustration, the steel tires used on car wheels and locomotives were originally turned in the Midvale Steel Works on piece work, a single piece-work rate being paid for all of the work which could be done on a tire at a single setting. A fixed price was paid for this work, whether there was much or little metal to be removed, and on the average this price was fair to the men. The apparent advantage of fixing a fair average rate was, that it made rate-fixing exceedingly simple, and saved clerk work in the time, cost and record keeping.
A careful time study, however, convinced the writer that for the reasons given above most of the men failed to do their best. In place of the single rate and time for all of the work done at a setting, the writer subdivided tire-turning into a number of short operations, and fixed a proper time and price, varying for each small job, according to the amount of metal to be removed, and the hardness and diameter of the tire. The effect of this subdivision was to increase the output, with the same men, methods, and machines, at least thirty-three per cent.
As an illustration of the minuteness of this subdivision, an instruction card similar to the one used is reproduced in Figure 1 on the next page. (This card was about 7 inches long by 4 inches wide.)
[Transcriber's note -- Figure 1 not shown]
The cost of the additional clerk work involved in this change was so insignificant that it practically did not affect the problem. This principle of short tasks in tire turning was introduced by the writer in the Midvale Steel Works in 1883 and is still in full use there, having survived the test of over twenty years' trial with a change of management.
In another establishment a differential rate was applied to tire turning, with operations subdivided in this way, by adding fifteen per cent to the pay of each tire turner whenever his daily or weekly piece work earnings passed a given figure.
Shop Management
Next Topic
Bicylcle Ball Inspection Case Study - F.W. Taylor - As Described in Shop Management
Time Study - Part 2 - Shop Management 1903 Explanation by F.W. Taylor
Best Practices in Shop Management - 1903 - F.W. Taylor
Unfortunately there is no school of management. There is no single establishment where a relatively large part of the details of management can be seen, which represent the best of their kinds. The finest
developments are for the most part isolated, and in many cases almost buried with the mass of rubbish which surrounds them.
Among the many improvements for which the originators will probably never receive the credit which they deserve the following may be mentioned.
The remarkable system for analyzing all of the work upon new machines as the drawings arrived from the drafting-room and of directing the movement and grouping of the various parts as they progressed through the shop, which was developed and used for several years by Mr. Wm. II. Thorne, of Wm. Sellers & Co., of Philadelphia, while the company was under the general management of Mr. J. Sellers Bancroft. Unfortunately the full benefit of this method was never realized owing to the lack of the other functional elements which should have accompanied it.
And then the employment bureau which forms such an important element of the Western Electric Company in Chicago; the complete and effective system for managing the messenger boys introduced by Mr. Almon Emrie while superintendent of the Ingersoll Sargent Drill Company, of Easton, Pa.; the mnemonic system of order numbers invented by Mr. Oberlin Smith and amplified by Mr. Henry R. Towne, of The Yale & Towne Company, of Stamford, Conn.; and the system of inspection introduced by Mr. Chas. D. Rogers in the works of the American Screw Company, at Providence, R. I. and the many good points in the apprentice system developed by Mr. Vauclain, of the Baldwin Locomotive Works, of Philadelphia.
The card system of shop returns invented and introduced as a complete system by Captain Henry Metcalfe, U. S. A., in the government shops of the Frankford Arsenal represents another such distinct advance in the art of management. The writer appreciates the difficulty of this undertaking as he was at the same time engaged in the slow evolution of a similar system in the Midvale Steel Works, which, however, was the result of a gradual development instead of a complete, well thought out invention as was that of Captain Metcalfe.
The writer is indebted to most of these gentlemen and to many others, but most of all to the Midvale Steel Company, for elements of the system which he has described. The rapid and successful application of the general principles involved in any system will depend largely upon the adoption of those details which have been found in actual service to be most useful. There are many such elements which the writer feels should be described in minute detail. It would, however, be improper to burden this record with matters of such comparatively small importance.
F.W. Taylor, Shop Management
Functional Foremanship - F.W. Taylor
Lesson of Industrial Engineering ONLINE Course.
Lesson of Productivity Management Module.
Introduction by Narayana Rao
It is important for industrial engineers and productivity managers to read the original content of Taylor and then read the subsequent developments that modified and enriched Taylor's ideas. Some of the Taylor's ideas may have been determined to be not appropriate. It should not surprise anybody because science develops in that way only. The speculation of the earlier persons is checked and supported or refuted by the latter day scientists and alternative speculation or guesses are presented. When they are expressed as relations between well developed concepts, there are termed as propositions. From them, for specific contexts, hypotheses are deduced and empirical verification is attempted.
Job Specifications Given by Taylor for 8 Foremen for a Machine Shop
The gang boss has to plan and see that every man under him has at all times at least one piece of work ahead at his machine, with all the jigs, templates, drawings, driving mechanism, sling chains, etc., ready to go into his machine as soon as the piece he is actually working on is done. The gang boss must show how to set work in the machines in the quickest time. He is responsible for the work being accurately and quickly set.
The speed boss must see that the proper cutting tools are used for each piece of work, that the work is properly driven, that the cuts are started in the right part of the piece, and that the best speeds and feeds and depth of cut are used. He has to ensure that operators use the speeds and feeds and depth of cut as directed on the instruction card. He has to demonstrate that the work can be done in the specified time by doing it himself in the presence of his men.
The inspector is responsible for the quality of the work, and both the workmen and speed bosses must follow his directions to see that the work is all finished to dimensions to suit him. The inspector, must have the capability to finish work to specification with in the specified time.
The repair boss sees that each workman keeps his machine clean, free from rust and scratches, and that he oils and treats it properly, and that all of the standards established for the care and maintenance of the machines and their accessories are rigidly maintained, such as care of belts and shifters, cleanliness of floor around machines, and orderly piling and disposition of work. (Can you recognize total productive maintenance in this description?)
Order of Work and Route Clerk. As a route clerk the exact route which each piece of work is to travel through the shop from machine to machine in order that it may be finished at the time it is needed for assembling, and the work done in the most economical way is to be specified. The order of work task is to daily write lists instructing individual workmen the order in which they have to take up the jobs. These lists constitute the chief means for directing the workmen in this particular function by the gang boss.
Instruction Card Foreman and Clerks. The "instruction card," is the chief means employed by the planning department for providing instructions to both the executive foremen and the men in all of the details of their work. It tells them briefly the general and detail drawing to refer to, the piece number and the cost order number to charge the work to, the special jigs, fixtures, or tools to use, where to start each cut, the exact depth of each cut, and how many cuts to take, the speed and feed to be used for each cut, and the time within which each operation must be finished.
Time and Cost Clerk. This man sends to the men through the "time ticket" all the information they need for recording their time and the cost of the work, and secures proper returns from them. He refers these for entry to the cost and time record clerks in the planning room.
Shop Disciplinarian. In case of insubordination or impudence, repeated failure to do their duty, lateness or unexcused absence, the shop disciplinarian takes the workman or bosses in hand and applies the proper remedy. He sees that a complete record of each man's virtues and defects is kept. This man should also have much to do with readjusting the wages of the workmen. One of his important functions should be that of peace-maker to maintain harmony in the shop (discipline for peace and harmony).
-------------------
Taylor's Writing in Detail
Evidently the foreman's duties are in no way clearly circumscribed. It is left each day entirely to his judgment what small part of the mass of duties before him it is most important for him to attend to, and he staggers along under this fraction of the work for which he is responsible, leaving the balance to be done in many cases as the gang bosses and workmen see fit. The second principle calls for such conditions that the daily task can always be accomplished. The conditions in his case are always such that it is impossible for him to do it all, and he never even makes pretence of fulfilling his entire task. The third and fourth principles call for high pay in case the task is successfully done, and low pay in case of failure. The failure to realize the first two conditions, however, renders the application of the last two out of the question.
The foreman usually endeavors to lighten his burdens by delegating his duties to the various assistant foremen or gang bosses in charge of lathes, planers, milling machines, vise work, etc. Each of these men is then called upon to perform duties of almost as great variety as those of the foreman himself. The difficulty in obtaining in one man the variety of special information and the different mental and moral qualities necessary to perform all of the duties demanded of those men has been clearly summarized in the following list of the nine qualities which go to make up a well rounded man:
Brains.
Education.
Special or technical knowledge; manual dexterity or strength.
Tact.
Energy.
Grit.
Honesty.
Judgment or common sense and
Good health.
Plenty of men who possess only three of the above qualities can be hired at any time for laborers' wages. Add four of these qualities together and you get a higher priced man. The man combining five of these qualities begins to be hard to find, and those with six, seven, and eight are almost impossible to get. Having this fact in mind, let us go over the duties which a gang boss in charge, say, of lathes or planers,
is called upon to perform, and note the knowledge and qualities which they call for.
First. He must be a good machinist--and this alone calls for years of special training, and limits the choice to a comparatively small class of men.
Second. He must be able to read drawings readily, and have sufficient imagination to see the work in its finished state clearly before him. This calls for at least a certain amount of brains and education.
Third. He must plan ahead and see that the right jigs, clamps, and appliances, as well as proper cutting tools, are on hand, and are used to set the work correctly in the machine and cut the metal at the right speed and feed. This calls for the ability to concentrate the mind upon a multitude of small details, and take pains with little, uninteresting things.
Fourth. He must see that each man keeps his machine clean and in good order. This calls for the example of a man who is naturally neat and orderly himself.
Fifth. He must see that each man turns out work of the proper quality. This calls for the conservative judgment and the honesty which are the qualities of a good inspector.
Sixth. He must see that the men under him work steadily and fast. To accomplish this he should himself be a hustler, a man of energy, ready to pitch in and infuse life into his men by working faster than they do, and this quality is rarely combined with the painstaking care, the neatness and the conservative judgment demanded as the third, fourth, and fifth requirements of a gang boss.
Eighth. He must, at least in a general way, supervise the timekeeping and fix piece work rates. Both the seventh and eighth duties call for a certain amount of clerical work and ability, and this class of work is
almost always repugnant to the man suited to active executive work, and difficult for him to do; and the rate-fixing alone requires the whole time and careful study of a man especially suited to its minute detail.
Ninth. He must discipline the men under him, and readjust their wages; and these duties call for judgment, tact, and judicial fairness.
It is evident, then, that the duties which the ordinary gang boss is called upon to perform would demand of him a large proportion of the nine attributes mentioned above; and if such a man could be found he should be made manager or superintendent of a works instead of gang boss. However, bearing in mind the fact that plenty of men can be had who combine four or five of these attributes, it becomes evident that the work of management should be so subdivided that the various positions can be filled by men of this caliber, and a great part of the art of management undoubtedly lies in planning the work in this way. This can, in the judgment of the writer, be best accomplished by abandoning the military type of organization and introducing two broad and sweeping changes in the art of management:
(a) As far as possible the workmen, as well as the gang bosses and foremen, should be entirely relieved of the work of planning, and of all work which is more or less clerical in its nature. All possible brain work should be removed from the shop and centered in the planning or laying-out department, leaving for the foremen and gang bosses work strictly executive in its nature. Their duties should be to see that the operations planned and directed from the planning room are promptly carried out in the shop. Their time should be spent with the men, teaching them to think ahead, and leading and instructing them in their work.
(b) Throughout the whole field of management the military type of organization should be abandoned, and what may be called the' "functional type" substituted in its place. "Functional management" consists in so dividing the work of management that each man from the assistant superintendent down shall have as few functions as possible to perform. If practicable the work of each man in the management should be confined to the performance of a single leading function. Under the ordinary or military type, the workmen are divided into groups. The men in each group receive their orders from one man only, the foreman or gang boss of that group. This man is the single agent through which the various functions of the management are brought into contact with the men. Certainly the most marked outward characteristic of functional management lies in the fact that each workman, instead of coming in direct contact with the management at one point only, namely, through his gang boss, receives his daily orders and help directly from eight different bosses, each of whom performs his own particular function. Four of these bosses are in the planning room and of these three send their orders to and receive their returns from the men, usually in writing. Four others are in the shop and personally help the men in their work, each boss helping in his own particular `line or function only. Some of these bosses come in contact with each man only once or twice a day and then for a few minutes perhaps, while others are with the men all the time, and help each man frequently. The functions of one or two of these bosses require them to come in contact with each workman for so short a time each day that they can perform their particular duties perhaps for all of the men in the shop, and in their line they manage the entire shop. Other bosses are called upon to help their men so much and so often that each boss can perform his function for but a few men, and in this particular line a number of bosses are required, all performing the same function but each having his particular group of men to help. Thus the grouping of the men in the shop is entirely changed, each workman belonging to eight different groups according to the particular functional boss whom he happens to be working under at the moment.
The following is a brief description of the duties of the four types of executive functional bosses which the writer has found it profitable to use in the active work of the shop: (1) gang bosses, (2) speed bosses, (3) inspectors, and (4) repair bosses.
The gang boss has charge of the preparation of all work up to the time that the piece is set in the machine. It is his duty to see that every man under him has at all times at least one piece of work ahead at his machine, with all the jigs, templates, drawings, driving mechanism, sling chains, etc., ready to go into his machine as soon as the piece he is actually working on is done. The gang boss must show his men how to set their work in their machines in the quickest time, and see that they do it. He is responsible for the work being accurately and quickly set, and should be not only able but willing to pitch in himself and show the men how to set the work in record time.
The speed boss must see that the proper cutting tools are used for each piece of work, that the work is properly driven, that the cuts are started in the right part of the piece, and that the best speeds and feeds and depth of cut are used. His work begins only after the piece is in the lathe or planer, and ends when the actual machining ends. The speed boss must not only advise his men how best to do this work, but he must see that they do it in the quickest time, and that they use the speeds and feeds and depth of cut as directed on the instruction card In many cases he is called upon to demonstrate that the work can be done in the specified time by doing it himself in the presence of his men.
The inspector is responsible for the quality of the work, and both the workmen and speed bosses must see that the work is all finished to suit him. This man can, of course, do his work best if he is a master of the art of finishing work both well and quickly.
The repair boss sees that each workman keeps his machine clean, free from rust and scratches, and that he oils and treats it properly, and that all of the standards established for the care and maintenance of the machines and their accessories are rigidly maintained, such as care of belts and shifters, cleanliness of floor around machines, and orderly piling and disposition of work.
The following is an outline of the duties of the four functional bosses who are located in the planning room, and who in their various functions represent the department in its connection with the men. The first three of these send their directions to and receive their returns from the men, mainly in writing. These four representatives of the planning department are, the (1) order of work and route clerk, (2) instruction card clerk, (3) time and cost clerk, and (4) shop disciplinarian.
Order of Work and Route Clerk. After the route clerk in the planning department has laid out the exact route which each piece of work is to travel through the shop from machine to machine in order that it may be finished at the time it is needed for assembling, and the work done in the most economical way, the order of work clerk daily writes lists instructing the workmen and also all of the executive shop bosses as to the exact order in which the work is to be done by each class of machines or men, and these lists constitute the chief means for directing the workmen in this particular function.
Instruction Card Clerks. The "instruction card," as its name indicates, is the chief means employed by the planning department for instructing both the executive bosses and the men in all of the details of their work. It tells them briefly the general and detail drawing to refer to, the piece number and the cost order number to charge the work to, the special jigs, fixtures, or tools to use, where to start each cut, the exact depth of each cut, and how many cuts to take, the speed and feed to be used for each cut, and the time within which each operation must be finished. It also informs them as to the piece rate, the differential rate, or the premium to be paid for completing the task within the specified time (according to the system employed); and further, when necessary, refers them by name to the man who will give them especial directions. This instruction card is filled in by one or more members of the planning department, according to the nature and complication of the instructions, and bears the same relation to the planning room that the drawing does to the drafting room. The man who sends it into the shop and who, in case difficulties are met with in carrying out the instructions, sees that the proper man sweeps these difficulties away, is called the instruction card foreman.
Time and Cost Clerk. This man sends to the men through the "time ticket" all the information they need for recording their time and the cost of the work, and secures proper returns from them. He refers these for entry to the cost and time record clerks in the planning room.
Shop Disciplinarian. In case of insubordination or impudence, repeated failure to do their duty, lateness or unexcused absence, the shop disciplinarian takes the workman or bosses in hand and applies the proper remedy. He sees that a complete record of each man's virtues and defects is kept. This man should also have much to do with readjusting the wages of the workmen. At the very least, he should invariably be consulted before any change is made. One of his important functions should be that of peace-maker.
Thus, under functional foremanship, we see that the work which, under the military type of organization, was done by the single gang boss, is subdivided among eight men:
(1) route clerks, (2) instruction card clerks, (3) cost and time clerks, who plan and give directions from the planning room; (4) gang bosses, (5) speed bosses, (6) inspectors, (7) repair bosses, who show the men how to carry out their instructions, and see that the work is done at the proper speed; and (8) the shop disciplinarian, who performs this function for the entire establishment.
The greatest good resulting from this change is that it becomes possible in a comparatively short time to train bosses who can really and fully perform the functions demanded of them, while under the old system it took years to train men who were after all able to thoroughly perform only a portion of their duties.
A glance at the nine qualities needed for a well rounded man and then at the duties of these functional foremen will show that each of these men requires but a limited number of the nine qualities in order to successfully fill his position; and that the special knowledge which he must acquire forms only a small part of that needed by the old style gang boss. The writer has seen men taken (some of them from the ranks of the workmen, others from the old style bosses and others from among the graduates of industrial schools, technical schools and colleges) and trained to become efficient functional foremen in from six to eighteen months. Thus it becomes possible with functional foremanship to thoroughly and completely equip even a new company starting on a large scale with competent officers in a reasonable time, which is entirely out of the question under the old system. Another great advantage resulting from functional or divided foremanship is that it becomes entirely practicable to apply the four leading principles of management to the bosses as well as to the workmen. Each foreman can have a task assigned him which is so accurately measured that he will be kept fully occupied and still will daily be able to perform his entire function. This renders it possible to pay him high wages when he is successful by giving him a premium similar to that offered the men and leave him with low pay when he
fails.
The full possibilities of functional foremanship, however, will not have been realized until almost all of the machines in the shop are run by men who are of smaller calibre and attainments, and who are therefore cheaper than those required under the old system. The adoption of standard tools, appliances, and methods throughout the shop, the planning done in the planning room and the detailed instructions sent them from this department, added to the direct help received from the four executive bosses, permit the use of comparatively cheap men even on complicated work. Of the men in the machine shop of the Bethlehem Steel Company engaged in running the roughing machines, and who were working under the bonus system when the writer left them, about 95 per cent were handy men trained up from laborers. And on the finishing machines, working on bonus, about 25 per cent were handy men.
To fully understand the importance of the work which was being done by these former laborers, it must be borne in mind that a considerable part of their work was very large and expensive. The forgings which they were engaged in roughing and finishing weighed frequently many tons. Of course they were paid more than laborer's wages, though not as much as skilled machinists. The work in this shop was most miscellaneous in its nature.
Functional foremanship is already in limited use in many of the best managed shops. A number of managers have seen the practical good that arises from allowing two or three men especially trained in their particular lines to deal directly with the men instead of at second hand through the old style gang boss as a mouthpiece. So deep rooted, however, is the conviction that the very foundation of management rests in the military type as represented by the principle that no workman can work under two bosses at the same time, that all of the managers who are making limited use of the functional plan seem to feel it necessary to apologize for or explain away their use of it; as not really in this particular case being a violation of that principle. The writer has never yet found one, except among the works which he had assisted in organizing, who came out squarely and acknowledged that he was using functional foremanship because it was the right principle.
The writer introduced five of the elements of functional foremanship into the management of the small machine shop of the Midvale Steel Company of Philadelphia while he was foreman of that shop in 1882-1883:
(1) the instruction card clerk, (2) the time clerk, (3) the inspector, (4) the gang boss, and (5) the shop disciplinarian.
Each of these functional foremen dealt directly with the workmen instead of giving their orders through the gang boss. The dealings of the instruction card clerk and time clerk with the workmen were mostly in writing, and the writer himself performed the functions of shop disciplinarian, so that it was not until he introduced the inspector, with orders to go straight to the men instead of to the gang boss, that he appreciated the desirability of functional foremanship as a distinct principle in management. The prepossession in favor of the military type was so strong with the managers and owners of Midvale that it was not until years after functional foremanship was in continual use in this shop that he dared to advocate it to his superior officers as the correct principle.
Until very recently in his organization of works he has found it best to first introduce five or six of the elements of functional foremanship quietly, and get them running smoothly in a shop before calling attention to the principle involved. When the time for this announcement comes, it invariably acts as the proverbial red rag on the bull. It was some years later that the writer subdivided the duties of the "old gang boss" who spent his whole time with the men into the four functions of (1) speed boss, (2) repair boss, (3) inspector, and (4) gang boss, and it is the introduction of these four shop bosses directly helping the men (particularly that of the speed boss) in place of the single old
boss, that has produced the greatest improvement in the shop.
When functional foremanship is introduced in a large shop, it is desirable that all of the bosses who are performing the same function should have their own foreman over them; for instance, the speed bosses should have a speed foreman over them, the gang bosses, a head gang boss; the inspectors, a chief inspector, etc., etc. The functions of these over-foremen are twofold. The first part of their work is to teach each of the bosses under them the exact nature of his duties, and at the start, also to nerve and brace them up to the point of insisting that the workmen shall carry out the orders exactly as specified on the instruction cards. This is a difficult task at first, as the workmen have been accustomed for years to do the details of the work to suit themselves, and many of them are intimate friends of the bosses and believe they know quite as much about their business as the latter. The second function of the over-foreman is to smooth out the difficulties which arise between the different types of bosses who in turn directly help the men. The speed boss, for instance, always follows after the gang boss on any particular job in taking charge of the workmen. In this way their respective duties come in contact edgeways, as it were, for a short time, and at the start there is sure to be more or less friction between the two. If two of these bosses meet with a difficulty which they cannot settle, they send for their respective over-foremen, who are usually able to straighten it out. In case the latter are unable to agree on the remedy, the case is referred by them to the assistant superintendent, whose duties, for a certain time at least, may consist largely in arbitrating such difficulties and thus establishing the unwritten code of laws by which the shop is governed. This serves as one example of what is called the "exception principle" in management, which is referred to later.
Before leaving this portion of the subject the writer wishes to call attention to the analogy which functional foremanship bears to the management of a large, up-to-date school. In such a school the children are each day successively taken in hand by one teacher after another who is trained in his particular specialty, and they are in many cases disciplined by a man particularly trained in this function. The old style, one teacher to a class plan is entirely out of date.
F.W. Taylor, Shop Management
Next topic
Important Statements.
The speed foreman of the shop must be able to train operators to achieve specified productivity.
The quality foreman of the shop must be able to train operators to produced the specified quality in specified standard time. - F.W. Taylor
Productivity Methods Training - Principle of Industrial Engineering
Ud 18.12.2021, 4.10.2021, 19.9.2021
Pub 4.8.2013
Subscribe to:
Posts (Atom)