Friday, April 29, 2022

Automation - Book by Grabbe 1957 - Information - Table of Contents - Brief Summaries

 



INTRODUCTION: REFLECTIONS ON AUTOMATION 

Historical Developments 1 

Systems Engineering 3 

Social Implications 4 

Education and Automation 5 

Production and Distribution 6 

Conclusion 7 

References 8


1. AUTOMATION IN BUSINESS AND. INDUSTRY 9 

1.1 The Present Status of Our Technology 9 

1.2 The Need in Business and Industry 11 

1.3 Technical Problems 12 

1.4 New Tools for Automation 13 

1.5 Conclusion 17 

2. THE LANGUAGE OF AUTOMATION 

2.1 Language and Mental Images 18 

2.2 The Meaning of Automation 20 

2.3 The Need for a New Word 22 

2.4 The Similarity of Processes 23 

2.5 Cross Currents between Office and Factory 

2.6 Conclusions 24


2.7 Glossary of Terminology 25 

2.7.1 General Definitions 25 

2.7.2 Computers, Simulators, Trainers 

2.7.3 Digital Computers 26 

2.7.4 Computer and Data Processor Programming 

2.7.5 Data-Processing Operations 28 

2.7.6 Tabulating Equipment 29 

2.7.7 Automatic or Feedback Control Systems 31 

2.8 References on Terminology 32 

2.8.1 Control Systems 32 

2.8.2 Computers and Data Processing 32 

2.8.3 Magazines 32 

3. FUNDAMENTALS OF AUTOMATION 

3.1 Introduction 33 

3.2 The Roles of Science, Mathematics, and Engineering 36 

3.3 Design of an Automatic System 37 

3.3.1 Military Contributions 37 

3.3.2 Automatic Subsystems 37 

3.3.3 Elements 37 

3.3.4 A Design Method 37 

3.3.5 Automation for Control 39 

3.4 Conclusion 39 

3.5 References 39 


4. FEEDBACK CONTROL SYSTEMS 

4.1 Introduction 41 

4.1.1 Nature of Problem 42 

4.1.2 Description of Feedback Control System 44 

4.1.3 Requirements of Stability and Accuracy 46 

4.1.4 Mathematical Basis for Stability 47 

4.1.5 Features of Feedback Control System Performance 48 

4.2 Feedback Control System Problems 51 

4.2.1 Mathematical Nature of Cqntrol System Elements 51 

4.2.2 Controlled-Variable Response from Constant Actuating 

Error 55 

4.2.3 Stability of Feedback Control Systems 57 

4.2.4 Frequency Response 64 

4.2.5 Transient Response 66 

4.2.6 . Effe6t of Disturbances to Control Systems 69 

4.3 Multiple Control Systems 71 

4.3.1 System Synthesis 71 

4.3.2 System Integration and Interconnection 72 

4.4 Examples of Automation in Industry 75 

4.4.1 Position Tracer Controls 76 

4.4.2 Record Playback Control 80 

4.4.3 Steel Mill Controls 83 

4.4.4 . Voltage Regulation 84 

4.4.5 Magnetic Loop Control 85


4.5 Summary 87 

4.6 References 87 

xiii 

5. BASIC CONCEPTS OF INDUSTRIAL INSTRUMENTATION AND CONTROL 89 

5.1 Basic Concepts of Industrial Instrumentation 89 

5.1.1 Definition of Industrial Instruments 89 ' 

5.1.2 The Concept of "Translators" 89 " 

5.1.3 Industrial versus Scie~tific Instruments. 90 

5.1.4 Instrument Application and Accuracy 91 

5.1.5 Different Needs for Different Operators 92 

5.2 The Translator Chart 93 

5.2.1 Symbolic Translator Equations 95 

5.2.2 Instruments and Controls in the Translator Chart 96 

5.2.3 Electrical Inputs or Outputs 97 

5.3 The Operator Chart 97 

5.4 New Pack~ged Tools of the Modern Designer 99 

5.4.1 Scanning Techniques 104 

5.4.2 Decision Elements 106 

5.5 The Significance of Measurements 108 

5.5.1 Correlation between Measured Variable and Desired 

Property 108 

5.5.2 Statistical Instruments 111 

5.6 Automation in Process Control 113 

5.6.1 The Problem of Measuring Customer Acceptance 114 

5.6.2 The Raw-Material and the Accounting Loop 116 

5.6.3 The Management Loop 116 

5.6.4 The Inventory Control Problem 117 

5.1 The Basic Control Loop 117 

5.1.1 Typical Amplifiers 119 

5.1.2 The Design of a Typical Proportional Controller 122 

5.1.3 Program Control 128 

5.1.4 The Two-Time Scale Computer 128 ' 

5.8 Conclusion 130 

5.9 References 130 

6. ANALOG COMPUTERS 132 

6.1 Introduction 132 

6.2 Fundamentals of Analog Computation 139 

6.3 ComputiJ;lg Equipment 149 

6.3.1 Th~ Feedback Amplifier 149 

6.3.2 Passive Networks 151 

6.3.3 Linear Potentiometer 154 

6.3.4 Multiplier 155 

6.3.5 Resolvers 160 

6.3.6 Function Generators 162 

6.3.1 Recorders 166 

6.4 An Autopilot Problem 166 

6.5 Selected Techniques 169 

6.5.1 Transfer Functions 169


6.5.2 Implicit-Function Technique 170 

6.5.3 Differential Equations 172 

6.5.4 Linear Simultaneous Algebraic Equations 173 

6.6 Developments and Requirements 174 

6.7 References 176 

7. DIGITAL COMPUTERS 178 

7.1 Introduction 178 

7.2 Analog versus Digital 178 

7.3 The Typical Digital Computer 180 

7.3.1 Terminology 181 

7.4 Sample Program 182 

7.5 Contrast between the Analog and Digital System 183 

7.6 Machine Decisions 184 

7.6.1 Instruction Classes 185 

7.6.2 Distinguishing Features of the Digital System' 185 

7.6.3 Subroutines 186 

7.7 Classification Features 186 

7.8 Size and Reliability 187 

7.9 Number Systems 189 

7.10 Logical Algebra 191 

7.11 Basic Building Blocks 192 

7.11.1 The Flip-flop 193, 

7.11.2 Gates 195 

7.12 Arithmetic Section 197 

7.13 The Storage 199 

7.14 The Control Section 204 

7.15 The Input-Output Section 206 

7.16 The Digital Differential Analyzer 207 

7.17 Applications 208 

7.18 The Future 209 

7.19 References 209 

8. DATA PROCESSING 

8.1 The Economic Justification for Data-Processing Equipment' 212 

8.1.1 The Economic Basis for Data Processing 212 

8.1.2 A Handy Yardstick ,212 

8.1.3 Examples for Small Machines 213 

8.1.4 Semiautomation by Punched Cards 214 .. ' '1 , 

8.1.5 Transition to Automation through Large dom~uters 215 

8.1.6 The First Large Automatic Digital Computer ~ 216 

8.1.7 Automatic Computation by Electronics~the E~IAC 217 

8.1.8 The Fundamental Economics of Electronic Computation 218 

8.1.9 Fields of Application 218 

8.2 Business and Scientific Computer Requirements 219 

8.2.1 Economic Basis Common to Business and Scientific 

Applications 219 

8.2.2 The Computer-Limited Problem 220


8.2.3 Business Problems Require Fast Input-Output Facility, 

Input-Output-Limited Applications 221 

8.2.4 The Complete Spectrum of Applications 222 

8.2.5 How Scientific and Business Problems Converge 224 

8.3 The Basic Requirements on Equipment for Automatic Data 

Processing in Business and Industry 226 

8.3.1 Fast-Access, Reusable Storage 226 

8.3.2 Common Storage of Data and Instructions 227 

8.4 Examples of Coding for Data Processing 228 

8.4.1 A Simplified Single-Address Code 228 

8.4.2 Straight-Line Coding 229 

8.4.3 Modification of Instructions to Form Iterative Loops 230 

8.4.4 Generation of Straight-Line Coding 233 ',I 

8.4.5 Storage Requirements versus Execution Time 233 

8.4.6 Compromise Coding 234 

8.5 Input-Output Considerations-Tape Strategy 235 

8.5.1 Cards and Tapes for Sorting and Merging 235 

8.5.2 Tape Requirements for Sequencing Data 236 

8.5.3 Overlapping Input-Output, Computation, and Rewind Times 238 

8.5.4 An Example of Tape Strategy in Merging 239 

8.6 Reliability and Error Control Are Basic to System Design 243 

8.6.1 Machine Faults and Human Mistakes 243 

8.6.2 Machine Reliability and Checking 243 

8.6.3 Controlling Human Mistakes 244 

8.7 Kind of Savings Possible through Use of Automatic Electronic 

Data-Processing Systems 245 

8.7.1 Economic Advantages Do ' Not Come from Speed Alone 245 

8.7.2 Savings Come from High Reliability and Freedom from 

Human Mistakes 246 

8.7.3 Savings Come from Improved Systems and Procedures 246 

8.7.4 Savings by Automatic Coding 247 

8.7.5 Major Savings in New Applications 249 

8.8 References 250 , " 

xv 

9. ANALOG-TO-DIGITAL CONVERSION UNITS 251 

9.1 The Need for Conversion 251 

9.2 Some Fundamentals of Analog-to-Digital Converters 253 

9.3 Specification of Conversion Units 254 

9.3.1 Analog Input 254 

9.3.2 Range 255 

9.3.3 Sampling Rate 255 

9.3.4 Number of Channels 255 

9.3.5 Type of Read-out 256 

9.3.6 Number System 256 

9.3.7 Number of Digits 257 

9.4 Some Typical Examples 01 Analog-to-Digital Converters 257 

9.4.1 Converters That Count . 258 

9.4.2 Converters That Compar~ 259 

9.4.3 Converters That Read 261


9.5 Some Specific Examples of the Use of Analog-to-Digital 

Converters ' 264 

9.5.1 Problem :: Time Recording 264 

9.5.2 Problem : Monitoring Oil Storage Tanks 265 

9.5.3 Problem: Seismographic Work, 265 

9.5.4 Problem: Analysis of Graphic Records 266 

9.5.5 Problem: Process Control Logging 267 

9.6 Co?-trol Applications ,268 

9.7 Does This Facet of Automation Apply to Me? 269 

9.8 Appendix: Some Mahufacturers of Analog-to-Digital Converters 270 

9.9 References 271 \ 

10. INPUT-OUTPUT EQUIPMENT 274 

10.1 Introduction and History 274 

10.2 Recording Media 278 

10.3 Buffering and Computer Control 285 

10.4 Reading and Recording Equipment 288 

10.5 Off-Line Equip'ment 292 

10.6 Nonmechanica.l Printers 296 

10.7 Conclusions 300 " 

10.8 References 301 

11. APPLICATIONS OF ELECTRONIC DATA-PROCESSING MACHINES 

11.1 Introduction 303 

11.1.1 Kinds of Data-Processing Applications 303 

11.1.2 Classes of Data-Processing Machines 304 

11.2 Electronic Data-Processing Machines in Business 304 

11.2.1 Fundamental Requirements for Automation in Data 

Processing 306 

11.2.2 The Growth of Office Automation 306 

11.2.3 Data Recording 307 

11.2.4 Characteristi~s of an Efficient Data-Processing System 308 

11.2.5 Characteristics of the Business Problem 308 

11.3 Examples of Applications of Large-Scale Data-Processing' 

Machines 310 

11.3.1 Company A: Life Insurance Policy Operations 310 

11.3.2 Company B: 4utomotive Spare-Parts Stock Control 318 

11.3.3 Company C: Public-Utility Billing and Cash Accounting 323 

11.4 Conclusion 331 

11.5 References 332 

12. AUTOMATIC CONTROL OF FLIGHT 

12.1 Introduction 333 

12.1.1 General 333 

12.1.2 The Specifi~ Flight Control Problem 335 

12.2 Characteristic Motions of the Airframe 336 

12.3 Equipment Limitations and Environments Imposed by the 

Airframe 342

12.4 Typical Sensing Elements 344 

12.4.1 Rate Gyros 344,. 

12.4.2 Amount Gyros 345 

12.4.3 Accelerometers, or Force Pickups 347 

12.4.4 Local-Flow Direction Detectors 348 

12.4.5 Local-Flow Magnitude Detectors 349 

12.4.6 Other Sensors Co~monly Used 351 

12.5 Typical Actuating Elements 351 

12.6 Equalization and Amplifying Elements 354 

12.7 Illustrative Flight Control Systems 356 

12.7.1 A Sideslip Stability Augmenter 357 

12.7.2 A Two-Axis Control System for a Radio-Controlled 

Missile 358 

12.8 References 360 

13. AUTOMATIC PRODUCTION OF ELECTRONIC EQUIPMENT 

13.1 Introduction 361 

13.2 Approaches to Automation by the Electronics Industry 365 

13.3 The Stanford Research Institute Study of Automatic Production Techniques 369 

13.4 The Sargrove Automatic Machine 383 

13.5 General Mills Autofab 385 

13.6 The United Shoe Machinery Corporation Dynasert 389 

13.7 Project Mini-Mech 394 

13.8 The General Electric Automatic Assembly System 399 

13.9 Project Tinkertoy 409 

13.10 Conclusions 415 

13.11 References 417 


14. PROCESS CONTROL IN THE PETROLEUM AND CHEMICAL INDUSTRIES 419 

14.1 Introduction 419 

14.1.1 Characteristics of the Process Industries 420 

14.1.2 Equipment 420 

14.1.3 Process Types from the Operational Standpoint 421 

14.2 Operational Variables Measured and Controlled 422 

14.2.1 Definitive Product Variables 424 

14.3 Single-Variable Control Systems 425 

14.3.1 Cascade Control Systems 427 

14.3.2 Coordinated Control Systems 429 

14.3.3 Supervisory Control Systems 431 

14.3.4 Computer Control Systems 432 

14.4 Servo Techniques to Evaluate the Dynamic Characteristics of 

Process Equipment 434 

14.5 Recent Developments in Pneumatic Control Systems 439 

14.5.1 Electronic Control Systems 441 

14.5.2 Graphic Panels 444 

14.5.3 Data-Handling Equipment 445 

14.6 Continuous Composition Analyzers 447 

14.6.1 Continuous Quality Analyzers 451


14.7 Review and Conclusions 453 

14.8 References 454 

15. ANALOG COMPUTERS IN INDUSTRIAL CONTROL SYSTEMS 

15.1 Introduction 456 

15.2 Examples of Use of Analog Computers in Designing Industrial 

Control Systems 458 

15.2.1 Steel Mill Tandem Cold-Rolling Mill Controls 459 

15.2.2 Magamp Generator Voltage Regulator System for Turbine 

Generators, Waterwheel Generators, and Synchronous 

Condensers 469 

15.2.3 Tin Reflow Line 473 

15.3 Computer Functions in Industrial Cop.trols 475 

15.3.1 Protective Relaying for Electrical Power Systems 476 

15.3.2 Typical Speed Control System 479 

15.3.3 Economic Dispatch Computer for Power System Manual 

or Automatic Control 480 

15.4 Use of Simulation Computers 484 

15.4.1 Transient Performance of Potential Devices and HighSpeed Relays 484 

15.4.2 Generator-Simulator for Voltage Regulator Testing 489 

15.4.3 Wind Tunnel Machine Simulator for Control Supervision 490 

15.5 References 493 

16. DIGITAL CONTROL OF MACHINE TOOLS 494 

16.1 Basic Considerations 494 

16.1.1 The Economic Aims of Numerical Control 494 

16.1.2 Interrelation of Control Functions 495 

16.1.3 Position and Contour Control 495 

16.2 A Simple Positioning Control 496 

16.2.1 Requirements 496 

16.2.2 Solution 497 

16.2.3 Example of Automatic Drilling Machine 498 

16.3 Contour Control 500 

16.3.1 General Methods of Control 500 

16.3.2 Mechanizations 502 

16.3.3 The Problem of Measurement 504 

16.3.4 Actuators 507 

16.3.5 The MIT Numerically Controlled Milling Machine 508 

16.4 Programming 510 

16.4.1 Calculation of Cutter Path 511 

16.4.2 Coding for the Machine 512 

16.4.3 Economic and Other Benefits of Computer Programming 513 

16.5 References 514 

17. MANUFACTURING AUTOMATION 515 

17.1 Introduction 515 

17.2 Automation as a Basic Philosophy 517


17.4 Areas of Application 520 

17.5 Automation in Manufacture 529 

17.6 Types of Automation Systems 530 

17.7 Quality and Feedback Considerations 536 

17.8 Design of Products and Automatic Assembly 538 

17.9 Engineering and Management 541 

17.10 The Future 545 

17.11 References 546 

18. ECONOMICS OF PLANT AUTOMATION 

18.1 Introduction 547 

18.2 The Growth of Automation 549 

18.3 Economic Benefits 553 

. 18.4 Deterrents to Automation 555 

18.5 Incentives to Automation 559 

18.6 Appraisal of Automation 560 

18.7 Prospects for Future Automation 563 

18.8 Impact on Management 565 

18.9 Social Impact 571 

xix 

547 

19. THE FUTURE OF AUTOMATION 576 

19.1 General Predictions 576 

19.2 Characteristics of Automation Systems 578 

19.3 Similarity of Military Electronics and Automation Systems 578 

19.4 Military Electronics 579 

19.4.1 The Black-Box Approach 579 

19.4.2 Systems Integration 581 

19.4.3 Weapons Systems Concept 583 

19.4.4 Summary 585 

19.5 Carry-over from Military Electronics to Automation in Business and Industry 586 

19.6 Appraisal of Systems Approach 590 

19.7 Building-Block Approach to Automation 591 

19.8 Operations Research in Automation 594 

19.9 Conclusions 595 

INDEX 597

Automation Subjects - Syllabus of Automation Courses

 15R701 AUTOMATION SYSTEM DESIGN

2 2 0 3

INTRODUCTION: Integrated design issues in automation systems, the Mechatronics design process- benefits, modeling of 

electromechanical systems, building blocks of automation systems. (4+4)

MOTION CONTROL IN AUTOMATION: Selection of motor for automation system, sizing of servo motor for a specific application, 

importance of sizing, selection of mechanical components, load cycle definition, load inertia and torque calculations, selection of 

motors. (6+6)

SELECTION OF PRECISION MOTION COMPONENTS: LM Guide ways, Ball screws, bearings, Types, Selection, from the 

manufacturer‘s catalogue based on the applications, fixing arrangements and assembly . (6+6)

MATERIAL HANDLING SYSTEMS: Overview of material handling equipment, AGVs, ASRS, grippers-types- design -selection, 

considerations in material handling system design, principles of material handling. (4+4)

BELT CONVEYORS: Information required for designing , angle of incline, belt conveyor elements, selection of belt, drive, greasing of 

idlers, Plow Vs Trippers, magnetic pulley, skirt boards, training of belt conveyors, weighing material in motion, shuttle belt conveyor, 

pinion –swivel arrangement, troughing, suspended idlers, belt cleaners, transfer of material from belt to belt, cover, safety protection 

at pulleys, belt speeds and widths, design of a belt conveyor, belt conveyor calculation, minimum pulley diameters, enclosures for 

conveyors, idler selection, conveyor belt troubles. (6+6)

SYSTEM INTEGRATIION: Issues and systematic approaches, case study- integration of machine tending robot with a CNC 

machine, design and simulation using CIROS software, economics of automation systems design and implementation. (4+4)

Total L: 30 + T: 30=60

TEXT BOOKS:

1. Mikell P Groover, ―Automation Production Systems and Computer Integrated Manufacturing‖, Pearson education, NewDelhi,

2001.

2. Jacob Fruchtbaum, ―Bulk Materials Handling Handbook‖, CBS Publishers & Distributors, New Delhi, 1997.

REFERENCES:

1. Devadas Shetty, ―Mechatronics System design‖, PWS Publishing Company, USA 2010.

47

2. Wilfried Voss,―A comprehensible Guide to servo motor sizing‖,Copperhill Technologies Corporation.

3. Conveyor Equipment Manufacturers Association,‖Belt Conveyors for Bulk Materials‖, CBI Publishing Company, Massachusetts, 

1979.

4. HIWIN Linear Guideway – Technical Information Index


15R703 TOTALLY INTEGRATED AUTOMATION

3 0 0 3

TOTALLY INTEGRATED AUTOMATION: Need for TIA - TIA Architecture - Components of TIA systems - Selection of TIA 

Components – Programmable Automation Controllers (PAC) - Vertical Integration structure. (7)

SUPERVISORY CONTROL AND DATA ACQUISITION (SCADA): Overview – Developer and runtime packages – Architecture –

Tools – Tags – Graphics - Alarm logging – Tag logging – Trends – History – Report generation, VB & C Scripts for SCADA 

application. (10)

COMMUNICATION PROTOCOLS OF SCADA:Proprietary and open Protocols – OLE/OPC – DDE – Server/Client Configuration –

Messaging – Recipe – User administration – Interfacing of SCADA with PLC, drive, and other field device. (10)

DISTRIBUTED CONTROL SYSTEMS (DCS): DCS – architecture – local control unit- programming language – communication 

facilities – operator interface – engineering interfaces. (6)

INDUSTRIAL PLANT DESIGN:Design criteria – Process sequencing - Plant layout modeling – Selection of industrial power and 

automation cables, Overview of plant simulation software. (8)

CASE STUDIES: Case studies of Machine automation, Process automation. (4)

Total L: 45

TEXT BOOKS:

1. David Bailey, Edwin Bright, ―Practical SCADA for industry‖, Newnes, Burlington, 2003. 

2. Gordon Clarke, Deon Reyneders,Edwin Wright, ―Practical Modern SCADA Protocols: DNP3, 60870.5 and Related systems‖, 

Newnes Publishing, 2004.

48

REFERENCES:

1. William T Shaw, ―Cybersecurity for SCADA systems‖, PennWell, 2006. 

2. Stuart G McCrady, ―Designing SCADA Application Software‖, Elsevier, 2013.

3. SIMATIC STEP 7 in the Totally Integrated Automation Portal‖, SIEMENS AG, 2012.


15R710 TOTALLY INTEGRATED AUTOMATION LABORATORY

0 0 4 2

1. Design of conveyor automation system using PLC, SCADA and Electrical drive.

2. Design of inspection automation system using sensors, PLC, HMI/SCADA. 

3. Sizing and Selection of industrial power and automation cable for a typical application.

4. Design of simple water management system using PLC, SCADA and Electrical drive.

5. Design of simple power system automation.

6. Design and Simulation of process automation using CIROS.

7. Simulation of robotic system using CIROS.

 Total P: 60

REFERENCE:

1. Laboratory Manual Prepared by Department of Robotics and Automation Engineering, 2015


IE & M page 64 aryarsri


AUTOMATION AND NETWORKING

15R010 ELECTRICAL MACHINES FOR AUTOMATION

3 0 0 3

STEPPER MOTORS: Constructional features – Principle of operation – Types: Variable reluctance motor, Single and Multi stack 

configurations, Permanent Magnet Stepper motor, Hybrid Stepper motor. Modes of Excitation – Static and Dynamic characteristics of 

stepper motors - Drive systems - Open loop and Closed loop control of stepper motor- Sizing of stepper motors - Applications. (12)

SERVOMOTORS: Types – Constructional features - Principle of operation – Feed back system - Sizing of servomotors –

Applications. (6)

PERMANENT MAGNET BRUSHLESS DC MOTORS: Principle of operation – Types: Squarewave and Sine wave - Magnetic circuit 

analysis – EMF and torque equations – Torque speed characteristics – control of BLDC Motors- Applications. (9)

PERMANENT MAGNET SYNCHRONOUS MOTORS: Principle of operation - EMF, Input power and torque expressions - Steady 

state phasor diagram - Torque speed characteristics –control of PMSM Motors - Applications. (6)

GEARED MOTORS: Design Principle – Types of Gearboxes – Selection of a Gear Unit – Operation Factor – Equivalent Power –

Factors that affect operation factor – Geared Motor Applications (4) 

LINEAR MOTORS: Linear Induction motor classification – Construction – Principle of operation – DC Linear motor (DCLM) types –

Circuit equation - DCLM Control applications – Linear Synchronous motor (LSM) – Types–Applications. (8)

 Total L: 45

TEXT BOOKS:

1. Kenjo T, ―Stepping Motors and their Microprocessor Controls‖, Clarendon Press London, 2003.

2. J. R. Hendershot, Timothy John Eastham Miller,‖Design of Brushless Permanent-magnet Machines‖,Motor Design Books, 2010.

REFERENCES:

1. Jacek F. Gieras, Zbigniew J. Piech, Bronislaw Tomczuk,‖Linear Synchronous Motors: Transportation and Automation Systems‖, 

CRC Press.New York, 2011.

2. Bonfiglioli Riduttori, ―Gear Motor Handbook‖, Springer, 1995.

3. Wilfried Voss,― A Comprehensible Guide to Servo Motor Sizing‖ , Copperhill Media, 2007.


15R013 SENSOR NETWORKS

3 0 0 3

INTRODUCTION: Challenges for wireless sensor networks, Comparison of sensor network with ad hoc network. Sensor Localization, 

Clock synchronization, power mangament, Speical WSNs, WSN Applications. (9) 

ARCHITECTURE:Single node architecture,Hardware components, Sensor Mote Architecture and design, Mica mote design ,Telos 

Mote, Network architecture ,Sensor network scenarios,Design principles,Gateway Concepts. (9)

NETWORKING SENSORS: MAC protocols –MAC low duty cycle protocols and wakeup concepts, contention-based protocols, 

Schedule-based protocols. (9)

ROUTING IN WIRELESS SENSOR NETWORKS: Energy-efficient unicast, Broadcast and multicast, Data centric Routing protocols 

in WSNs, Hierarchical Routing protocols Location based routing protocols and Multipath routing. (9)

SENSOR NETWORK PLATFORMS AND TOOLS: Programming Challenges, Node-level software platforms, Node-level Simulators, 

Tinyos, Component model, main features, ContikiOs, Proto threads. (9)

Total L: 45

TEXT BOOKS:

1. HolgerKarl, Andreas willig ―Protocol and Architecture for Wireless Sensor Networks‖, John wiley publication, 2007.

2. FeiHu, Xiaojun Cao, ―Wireless Sensor Networks, Principles and Practice‖, CRC Press, 2010.

REFERENCES:

1. WaltenegusDargie, Christian Poellabauer,‖Fundamentals of Wireless Sensor Networks: Theory and Practice―, Wiley, 2010.

2. KazemSohraby, Daniel Minoli, TaiebZnati, ―Wireless Sensor Networks: Technology, Protocols, and Applications―, Wiley 

Interscience, 2007.

3. Ian Akyildiz, Mehmet Can Vuran ―Wireless Sensor Networks‖, John Wiley & Sons, 2010. 

4. Ibrahiem M. M. El Emary, S. Ramakrishnan, ―Wireless Sensor Networks: From Theory to Applications‖, CRC Press, 2013.


15R042 PROCESS PLANNING AND COST ESTIMATION

3 0 0 3

PROCESS PLANNING: Introduction- Process & Production Planning, Process Planning & Concurrent Engineering-Types of 

production- standardization- Production design & selection. (4) 

DESIGN AND CONCEPTS OF PROCESS PLAN: Selection of processes, tools, cutting parameters & machine tools- Jigs and 

Fixtures - Grouping of processes- Sequencing of operations- Selecting primary manufacturing processes for rough & refined needs￾Process capability, Process Charts. (5)

MANUAL AND COMPUTER AIDED PROCESS PLANNING: Retrieval type/variant approach, group technology – generative 

approach, logics decision tress and tables, axiomatic approach – AI expert systems – feature recognition – applications. (6) 

ESTIMATING AND COSTING: Concepts, differences, different costing methods – classification of costs – cost grid-problems. (5) 

DIRECT AND INDIRECT COST COMPONENTS: Labour cost–direct, indirect–estimation–labour norms–time study rating – labour 

cost variances; material cost–direct, indirect–estimation–material issue valuation – material cost variances–problems. Overhead cost 

- Elements – factory, administrative, sales and distribution expenses–methods of absorbing overheads – direct labour, direct Material, 

Machine Hour Rate methods – depreciation – methods –accounting for service department expenses – problems. (7) 

COST CALCULATIONS: Machined components, welded components, forged components, powder metallurgy parts, calculation of 

sales cost, case studies, use of computers in cost estimation, cost of rejection. Optimum Machining Conditions: Taylor‘s equation, 

deriving the equation for optimum economic cutting velocity– selection of cutting speed for optimum cost, problems process capability 

analysis. (8) 

BREAK EVEN ANALYSIS: Concept, make or buy decision, assumptions, merits and demerits of break even analysis. Applications -

Linear, multi product break-even analysis. (5) 

106

COST MANAGEMENT: Learning curves, product life cycle cost analysis -Tools and techniques–activity based costing - concepts, 

cost drivers; introduction to target costing - need and applications. (5) 

Total L : 45

TEXT BOOKS: 

1. Kannappan D, ―Mechanical Estimating and Costing‖, Tata McGraw Hill, New Delhi, 2003. 

2. Kesavon R and others, ―Process Planning and Cost Estimation‖, New Age International, Chennai, 2005. 

REFERENCES: 

1. Thomas E. Vollmann et al., ―Manufacturing Planning and Control Systems ―, Galgotia Publications, Delhi, 1998. 

2. Samuel Eilon, ―Elements of Production Planning and Control‖, MacMillan, London, 1985. 

3. ASME, ―Manufacturing Planning and Estimation-Hand Book‖, McGraw Hill, New Delhi, 1963.

4. Frederic C Jelen and James H Black, ―Cost and Optimization Engineering‖, McGraw Hill, New Delhi, 1983.


15RF08 INDUSTRIAL DRIVES FOR AUTOMATION

1 0 1 1

INTRODUCTION: Construction and Principle of operation of PMSM and SynRM – AC drive Hardware Blocks – Control Blocks –

Automatic Motor Adaptation – Parameterization of Drives (Local and Remote). (4) 

CONFIGURATIONS OF DIFFERENT I/O CONTROL: Digital Input and output – Analog Input and output Control-word access –

Motion control - Sequential Logic Control (SLC) - Parameterization for different communication protocol: RS 485 – MODBUS -

PROFIBUS. (6) 

111

CONFIGURATION FOR DIFFERENT APPLICATIONS: AQUA – HVAC – Automation – Master/ Slave control. (4) 

PRACTICAL: Performance characterization of PMSM and SynRM - Conveyor control – Cascaded Pump Control – Synchronization 

of Drives with Master Slave Control. (4)

Total L: 14 + P: 4=18

REFERENCES:

1. Programming Guide for FC Drives by Danfoss Industries pvt. Ltd.

2. Monograph prepared by PSG-Danfoss CoE for Climate and Energy.



Automation - Introduction - Evolution

 

Automation for Productivity and Cost Reduction  - Productivity Automation Engineering. - Lesson 112 of  Industrial Engineering ONLINE Course

Jidoka - Automation and Mechanization - Process Engineering and Industrial Engineering in Toyota Production System

Jidoka, a pillar of Toyota Production Systems advocates automation with human touch in all operations of a process to increase productivity of operators as well as that of total systems.

Automation-Grabbe - 1957


The word 

"automation" stems from "automatization," which is difficult to pronounce and spell-thus the simplification.

From another point of view, automation may be considered as removing certain of the elementary control tasks from man and accomplishing them through "external" mechanical and electrical devices.


To summarize, the first step in mechanization was to relieve man of certain of his power-generating duties, and the second was (and is) to relieve him of certain of his mental tasks and the related physical tasks.


Automation in the ultimate implies that a sequence beginning with an input (say, raw material) and proceeding to an output (say, a finished product) of predetermined properties and characteristics will be accomplished without human labor or direction, other than to design the equipment and the process, initiate and stop the sequence, and repair and maintain the equipment.


The introduction of automation has been designated as a second industrial revolution by Wiener (4)


Moreover, modern technology has advanced to the point where it is possible for instruments to be designed to measure continuously various conditions and phenomena important in industrial processes and operations. These measurements can then be compared with previously set values, and automatic controls actuated to bring the process or operation closer to the desired condition. A very much wider range of automatic control could be provided in almost every business and industry by utilizing the electronic techniques and components now available.


There are two fields involved in the automation area. One of them is process control in the factory. The evolution of the automatic factory will be gradual. New developments will provide unusual precision-measuring devices and computer devices to monitor the process, adapted to the particular job.


The second major field of automation devices might be characterized as business data handling-the handling of paperwork in large organizations, whether it be inventory, production controls, customer's bills, invoices, or credit accounting.


The word automation was first coined by Del Harder of the Ford Motor Company in 1947. Harder shortened the word "automatization" to automation, and defined it as the "automatic handling of parts between progressive production processes."


In 1952 John Diebold in his book entitled Automation defined it as "denoting both automatic operation and the process of making things automatic."


MILTON H. ARONSON, editor of Instruments and Automation: Automation is a substitution of mechanical, hydraulic, electronic and electric devices for human organs of decision and effort. 

HAROLD MARTIN, Rensselaer Poly technique Institute: Automation is the entire accomplishment of a work task by a power-driven integrated mechanism wholly without the direct application of human energies, skill, or intelligence.

Process is defined by Webster as "a series of actions or operations definitely conducing to an end."


Every process handles energy, material, or information. The general characteristics possessed by every process, either manual or automatic, are: 

(1) Input of materials, energy, or information. 

(2) Storage for inputs: materials-spacial storage; energy-storage in materials; information-storage in patterns in energy or materials. 

(3) Machine or processor: the device that performs the required work, manipulation, or operation. It shapes, positions, assembles, and treats materials or computes and performs logical operations on information. 

(4) Control for directing the machine. In manual operation, man provides the guidance; in automation, the control is automatic. 

(5) Output of materials, energy, or information.


 "What is automation?" My answer is: Automation is the use of a nonliving system to control and carry 

out an operation. (Author of the article in the book)


A new category of engineer is now appearing, the BUSINESS ENGINEER. As with earlier two-field experts, the business engineer often receives the greatest acclaim as an engineer from the businessmen, and as a businessman from the engineers.


 Prominent in the more recently emphasized aspects of this engineering is the systems approach. Problems of how to split up a large system into parts with minimum interaction, and how to synthesize a large system from subsystems, arise and call for greater attention. Also, in the large systems we have in mind there are both people and automata. 

This excites the question: "How can we divide the systems job between people and automata?"


Many people in industry view automation as the end objective of an evolutionary process in manufacturing that consists of three major phases-manual production, mechanized production, and automation.


https://fraser.stlouisfed.org/title/automatic-technology-implications-a-selected-annotated-bibliography-4487/fulltext      1956 collection - important


Manufacturing Automation

INTRODUCTION 

There is a significant saying that security-job, company, and national-is built on better methods; that nothing can so completely or surely destroy an established business or its profits as new and better 
methods or equipment in the hands of an enlightened competitor. 


Automation is the modern term which denotes manufacture, processing, or performing services as automatically as economics permits or demands. Although new in name, manufacturing automation basically comprises the application of principles which have developed steadily over a great many years. Wherever conventional manual , methods of manufacture, processing, and distribution could not be 
carried out within acceptable quantity, quality, effort, and cost levels, mechanization developed; today we have the next step, automation. The continuing effort to supply the needs of the American people 
with products, commodities, and services at acceptable and competitive prices has made automation a necessity. In a dynamically expanding market, no other development holds so much opportunity for a gradually rising standard of living. It is not just a matter of using or not using automation but rather one of economic necessity to make possible the broadest availability of utilitarian and lUXUry itemS. " This fact is well illustrated by an  example: One company alone assembles 500,000 automotive devices each day with an average of 72 individual parts in each unit. To do this without benefit of automation would 
present an insurmountable task from both a cost and production standpoint. In another plant where some 230 employees are able to produce 1,200,000,000 lamp bulbs per year on continuous automatic equipment, 1927 methods and equipment would require 75,000 men to equal this output. At today's wage levels, few people would be in a position to buy under these conditions, even if men were available! 

At this stage of development, it is relatively impossible to present a concise basic approach to automation engineering. However, to show what is being done and, perhaps, to sow a few seeds for development, we can cover some fundamental points while pictorially making an extended plant tour of many manufacturing industries. Whenever demand is high and the product relatively or partly standardized, there is an opportunity for automation, rega~dless of the type of manufacture. Let us .take a look at a modern production line that operates on a highly automatic basis. 


A complete one-man automatic line for producing,  from steel strip,'six standard components used in carloading. A coiled' steel strip 6 inches wide by Ys inch thick passes automatically through a 100-ton blanking and ,forming press; the stamped pieces go on to a de-oiler, drying conveyor, accumulator, and Wheelabrator blaster to a shipping box. The blaster operates with batches of 500 and 1000 pieces, depending on the part; the parts produced are counted by the press controls and accumulator pan timer. The blaster is push-buttoncontrolled by"the operator; on completion, the charge drops into a box. 
One boxload of 500 or 1000 identical parts comes off the line every '6 minutes. Change-over between different parts is simple.

AUTOMATION AS A BASIC PHILOSOPHY 
Basically, automation· can be termed a philosophy or method of manufacturing. It may require transfer machines or automatic materials handling. Also, it may demand complex electrical control, use of 
instrumentation, and application of feedback techniques. Accomplishment of really economic plant automation requires a careful combination of equipment, machines, and controls, depending on the conditions of production. 

Economic plant automation involves using, in proper degree and combination, such items as automatic machines, automatic mechanisms, automatic controls, automatic computers, automatic data-processing 
systems, and automatic devices for handling, conveying, processing, assembling, inspecting, and packaging. With this wide range of equipment, automation systems today are being developed to a high degree, in more complex operations and in larger plants than in the past. An example which demonstrates a range of equipment and instrumentation is a typical t:ransfe~ machine for automotive castings.  Transfer bar and chain carry the pallets of parts. The operator unloads the cleaned and finished part from the pallet fixture, loads a raw casting, and pushes a button to start the loaded fixture into the line. Although many transfer machines are single-purposed, the trend is toward more flexibility in their design. This type is composed of basic standard units which, when necessary, can be repositioned and retooled for product changes. Spaces are left for the. addition of other units along the transfer stations. 

The high degree of perfection which has been reached in all these areas of automatic operation, along with the tremendously expanding market of recent years, has made automation practical in many indus
tries. Not only do the speed and accuracy of operation of much modern equipment demand automation, but the monotony of repetitive operations, heavy labor, and dangerous conditions in many instances 
creates problems that can be solved adequately in no other way. The sheer bulk and time-consuming handling of necessary paperwork for modern enterprises have led to automatic data-handling and computing systems to provide immediate information vital to economic operation. Flexible automatic control in the form of a tape into which complete coded information is recorded can be used to spearhead paperwork operations not only in one manufacturing office but throughout a series 
of widely separated manufacturing plants.

ECONOMICS OF AUTOMATION 
As products gro~ more diversified and complex and market demands increase to fulfill the modern needs for better living, not only does the demand for machinery, electrical power, and control grow, but the basic production task of assembling the finished products becomes staggering. With a .single item in one plant, this problem resolves itself into how to assemble 3,500,000 separate parts into some 25,000 
similar units each day. The practical result today is automation. 

It is here and already at work for us. From a practical standpoint; automation need not comprise gigantic 
multimillion-dollar projects as with some transfer machines. Applied in reasonable degree, even on an in-plant designed basis, partial automation can provide real dollar-and-cents savings. Standard automatic machines can be equipped so as to offer flexible autom~tic operations. 

A' special six-station press arranged to .assemble low-cost ball bearings automatically. 

The shell, two r~ngs, and balls are hopper-fed into fixtures for proper positioning. The operation 
sequence is (1) align finished shell and inspect; (2) insert first race ring; (3) insert balls and lubricate; (4) insert second race ring and inspect; (5) form shell around rings and balls; and (6) finish form for size and running clearance with upper ring. At' the completion of the six operations shown, the bearings drop into the package. 

Increased productivity, better quality, and lower labor costs greatly improve the wage and profit picture in plants with automation. Lower unit costs made possible with automation not only more than pay for 
the equipment but result in better satisfied customers and workers. Many examples could be cited. One case indicates the trend. On one automatic press line, 1000 horsepower. in electric motors and 
$250,000 worth of electrical drive and control equipment are used. The line saved $1200 per working day or the cost of- the equipment yearly. Contrary to some ideas, however, roughly the same number 
of employees are required but productivity is much higher without the need for incentives. ' 

There are many examples where automatic machines. have produced phenomenal cost savings-reduced production cost.~ on a fastener, for instance, from $12 to $2 per thousand; on another.:assembled component, reduced costs from $4 to 40 cents per thousand; on radio and television equipment, reduced costs on some. operations of approximately 50 per cent; etc. An important factor to recognize here is that small plants and job-lot operations can also reap the benefits of automation. Systems for 
automatic poultry packing have been installed for less than $15,000. 

Other small plant or small-lot manufacturing which have been automated are automobile radiators, special gears, auto headlight components, smelting and refining, tire mounting, appliance assembly, 
rubber molding, aircraft wing riveting, etc.

17.1 INTRODUCTION (Grabbe)



THE ROLES OF SCIENCE, MATHEMATICS, AND ENGINEERING IN AUTOMATION


(1) Science supplies us with essential information about the physical world, including the people in, it. The scientific method is proposition building and testing  hypothesis that provides error-correcting  feedback loop using quantitative experiment. 
(2) Mathematics includes reasoning which can be used on the simplified models of items in the physical world. More advanced automation is possible with better models. These better models are often more 
complicated. Hence, we need the large automatic computers to deal with them. 
(3) Engineering is the application of theories of science and mathematical procedures to solve man's problems. In this instance they are problems concerning improved or extended automation of industry and business. 

DESIGN OF AN AUTOMATIC SYSTEM 
 

3.3.3 Elements 
As the elements of an automatic industrial or business subsystem 
we shall take: (1) the subsystems input equipment or sensory pickups, (2) the SUbsystem output equipment or controlled actuators, and (3) the processors or combination computer-amplifiers which connect input and output. Of course the environment of the automatic subsystem is present in the form of (4) a set of driving signals, disturbances, and initially stored energies, and (5) externally coupled input and output parts of the whole system which in special cases would be described as source and sink admittance levels. 

A Design Method 
 
(1) Decide on the class of problems to be solved by the automatic system.
(2) Estimate the class of environments to be encountered by the system during its operation. 
(3) Develop blocks of the whole system, using estimates based on pertinent past experience and on realistic assumptions and calculations for weighting or transfer functions of the subsystems. 
(4) Decide on measures of effectiveness of the system in the attainment of its various objectives. 
(5) Define each type of error by an appropriate criterion that measures the amount by which the actual-system effectiveness fails to attain each desired-system objective. 
(6) Make error analyses assuming a linear invariant approximating system for each system objective. Use the Laplace transformation method, together with "rout locus" aids to treat the approximating system. Use a real-time simulator to study the whole system. That is, make a full-scale dynamic model of the system by means of a computer-simulator and then run through the set of operational modes under the set of estimated environmental conditions. Information learned from simulation should be fed back into the system design to improve (a) system stability margin, (b) equality of response to typical sets of 
input signals under expected operating environmental conditions, and (c) reliability of operation. 
(7) In the simulator, replace linear computer approximations to components and subsystems of the system under design by nonlinear components and Subsystems. Again check the various modes of the 
simulated system. 
(8) As the actual linear and nonlinear hardware components of the system become available, use them. As before, check the modes of the now partially actual and partially simulated system. 
(9) Successively refine the system error analysis using statistical ensembles for drives, boundary conditions, and disturbances. Adjust the system design connections and parameters-until the system stability, quality, and, reliability are satisfactory. 
(10) By the same process used in the development of the main system, develop monitoring instrumentation for locating failing components in the main system.
(11) Run a set of tests on the main system to determine appropriate statistics on the reliable life of components and subsystems. 
(12) Collect appropriate statistics on the system during its era of actual operation and use the results to further improve the design of later editions of the automatic systems.

3.3 DESIGN OF AN AUTOMATIC SYSTEM (Grabbe)

Ud. 29.4.2022
Pub 29.6.2021

Thursday, April 28, 2022

Technology Stack - Solution Stack

 


https://en.wikipedia.org/wiki/Solution_stack


In computing, a solution stack or software stack is a complete platform such that no additional software is needed to support applications. Applications are said to "run on" or "run on top of" the  platform.

For example, to develop a web application, the architect defines the stack as the target operating system, web server, database, and programming language. Another version of a software stack is operating system, middleware, database, and applications.

The term "solution stack" has, historically, occasionally included hardware components as part of a final product, mixing both the hardware and software in layers of support.

A full-stack developer is expected to be able to work in all the layers of the stack. A full-stack web developer can be defined by some who as a developer or engineer  with both the front and back ends of a website or application. This means they can lead platform builds that involve databases, user-facing websites, and working with clients during the planning phase of projects.

https://en.wikipedia.org/wiki/Solution_stack

https://heap.io/topics/what-is-a-tech-stack

Industrial Engineers and Their Achievements in Productivity Improvement - A to Z April 2021 Blogging Challenge Theme

 

This is the theme of my series of blog posts for the A to Z Blogging Challenge of 2021.

(http://www.a-to-zchallenge.com/2021/03/theme-reveal-2021-atozchallenge.html)


I shall compile a list of industrial engineers starting with the letter of the day and highlight their achievements. My theme last year was industrial engineering in top global companies.

26 new articles will have the details of activities and achievements of current industrial engineers in various companies. "Productivity improvement and cost reduction" is primary contribution of industrial engineers. It is to be emphasized that effectiveness first and efficiency next. Improvement of effectiveness and efficiency keep on occurring in the organizations. Industrial engineers maintain the current effectiveness of systems and focus on increasing their efficiency.

Improvement Projects by Industrial Engineers

Continuous improvement in productivity over the years is achieved by industrial engineers based on developments in basic engineering, productivity science, productivity engineering, productivity management and creative application of these accumulated developments in processes and systems of organizations. Industrial engineers develop improvement projects on their own and involve all the employees in the organization. Breakthrough improvements are generally big projects which are taken by the technology groups of the engineering organizations, product development and process planning groups. Industrial engineers take up projects that are more pioneering or exploratory in a single process to start with. Once it is successful in one operation of a process, its horizontal and vertical deployment starts and break through improvement projects that span many processes can be taken up.

Manufacturing and Operations Strategy subjects explicitly recognize the role of "Improvement" in strategy. Even Supply Chain Management recognizes supply chain improvement in responsiveness (effectiveness) and efficiency.

Industrial engineering as system efficiency improvement discipline and profession plays a very important role in economic development of countries and industrial and engineering organizations.



What is industrial Engineering?

Industrial Engineering is System Efficiency Engineering and Human Effort Engineering. - Narayana Rao

AIIE: “Industrial engineering is concerned with the design, improvement, and installation of integrated systems of men, materials, and equipment.

(AIIE, 1955, Maynard, H.B.,  Handbook of Industrial Engineering, 2nd Edition,  McGraw Hill, New York, 1963.) 

I recently taught "Manufacturing Strategy." Improvement is one of the four strategy areas. Same in operations strategy. IEs have to contribute to this strategic area with full involvement. Improvement is in demand. "What are you delivering?" is the issue. (Narayana Rao)



What is industrial and systems engineering? (IISE official definition)

Industrial and systems engineering is concerned with the design, improvement and installation of integrated systems of people, materials, information, equipment and energy. (Accessed on 12 March 2021 https://www.iise.org/details.aspx?id=282)

I recently taught "Manufacturing Strategy." Improvement is one of the four strategy areas. Same in operations strategy. IEs have to contribute to this strategic area with full involvement. Improvement is in demand. "What are you delivering?" is the issue. (Narayana Rao)


Value Creation Model for Industrial Engineering - Productivity Engineering.

Functions of Industrial Engineering



Productivity Science of Machining - Taylor to Current Times

Productivity science of human effort - Development of Science in Mechanic Arts - F.W. Taylor

Productivity Science of Human Effort - F.W. Gilbreth

Productivity Engineering by F.W. Taylor

Productivity Management - F.W. Taylor

Principles of Industrial Engineering


_________________


_________________

26 Articles to be Published During April 2021


Date

March


1. Aa to Az - Industrial Engineers and Their Achievements - Productivity Improvement

2. Ba to Bz - Industrial Engineers and Their Achievements - Productivity Improvement




7. Fa to Fz - Industrial Engineers and Their Achievements - Productivity Improvement



10. Ia to Iz - Industrial Engineers and Their Achievements - Productivity Improvement

12. Ja to Jz - Industrial Engineers and Their Achievements - Productivity Improvement


14. La to Lz - Industrial Engineers and Their Achievements - Productivity Improvement

15. Ma to Mz - Industrial Engineers and Their Achievements - Productivity Improvement


17. Oa to Oz - Industrial Engineers and Their Achievements - Productivity Improvement


20. Qa to Qz - Industrial Engineers and Their Achievements - Productivity Improvement



23. Ta to Tz - Industrial Engineers and Their Achievements - Productivity Improvement

24. Ua to Uz - Industrial Engineers and Their Achievements - Productivity Improvement

26. Va to Vz - Industrial Engineers and Their Achievements - Productivity Improvement

27. Wa to Wz - Industrial Engineers and Their Achievements - Productivity Improvement

28. Xa to Xz - Industrial Engineers and Their Achievements - Productivity Improvement

29. Ya to Yz - Industrial Engineers and Their Achievements - Productivity Improvement

30. Za to Zz - Industrial Engineers and Their Achievements - Productivity Improvement

20. Qa to Qz - Industrial Engineers and Their Achievements - Productivity Improvement

24. Ua to Uz - Industrial Engineers and Their Achievements - Productivity Improvement

Industrial Engineers  - Mainly Pioneers

List under development


A - Adam Smith (Started his economics treatise with productivity)

B - Barnes, Babbage, Badiru Adediji, Bidanda Bopaya, 

D - Diemer

E - Emerson Harrington,  Emiliani Bob,

F - Fayol

G - Gilbreth, Going, Gantt

H - Heragu

I - Shahrukh Irani

K - Kanawaty, Knoeppel Charles Edward

M - Maynard H.B., Mundel

N - Narayana Rao

O - Ohno Taiichi

P - Posteuca Alin

S - Shingo Shigeo, Sumanth David

T - F.W. Taylor


Updated on 28.4.2022,  21 March 2021

First published on 12 March 2021


Wednesday, April 27, 2022

Mikel Harry - Six Sigma

 


https://www.kobo.com/us/en/ebook/the-six-sigma-fieldbook  (Preview)

https://www.mikeljharry.com/story.php?cid=13

https://www.linkedin.com/pulse/mysteries-six-sigma-dr-tony-burns/



Taylor's Industrial Engineering System - Productivity Improvement of Each Element of the Process - First Proposal 1895



F.W. Taylor: The advantages of the productivity improvement system of management proposed by me in this paper are :

The manufactures are produced cheaper under it.
The system is rapid  in attaining the maximum productivity of each machine and man



The proposal was made in:
TAYLOR, F. W., "A Piece-Rate System, Being a Step Toward Partial Solution of the Labor Problem,"
Transactions of the American Society of Mechanical Engineers 16, 856-903, 1895





Taylor explained the system of management introduced by him in the works of the Midvale Steel Company, of Philadelphia, which has been employed by them during the past ten years to increase productivity, reduce costs and pay higher wages to workmen in a paper in 1895.

The system has at its  principal element an elementary rate-fixing department.

In elementary rate-fixing procedure,   a careful study is made of the time required to do each of the many elementary operations into which the manufacturing of an establishment may be analyzed or divided. Each of these elementary operations is studied to develop of productivity science, that science that helps us to explain the taken for completing the operation. From this science the input variables that give the minimum time can be ascertained or determined. Engineering of the element can be done to realize the minimum time. This is productivity engineering. A database of these highly productive elements can be developed. We can also think of a database of various alternative ways doing an element and the time taken for that alternative.


These redesigned elementary operations (database) are then classified, recorded, and indexed, and when work is to be done,  the job is first divided into its elementary operations, the feasible elementary operations are selected and the time required to do each elementary operation is found from the records, and the total time for the job is summed up from these data. This is the estimate of minimum time in which the job can be done giving maximum productivity. This method is more effective than the old method of recording the time required to do whole jobs of work, and then, after looking over the records of similar jobs, guessing at the time required for any new piece of work.

The advantages of this system of management are :

First. That the manufactures are produced cheaper under it and  the workmen are given opportunity of  earning higher wages through increased production per day (Workmen who produce the item in the minimum time get additional productivity reward).

Second. Since the rate-fixing or time-fixing is done from accurate knowledge instead of more or less by guess-work, the management and the men can cooperate in every way, so as to turn out each day the maximum quantity and best quality of work because a genuine plan of production is used based on accurate knowledge.

Third. The system is rapid, while other systems are slow, in attaining the maximum productivity of each machine and man. 

Finally. One of the chief advantages derived from the above effects of the system is, that it promotes a most friendly feeling between the men and their employers.

Some important points about production management

1. Capital demands fully twice the return for money placed in manufacturing enterprises that it does for real estate or transportation ventures. And this probably represents the difference in the risk between these classes of investments.

2. Among the risks of a manufacturing business, there is risk of bad management also ; and of the three managing departments, the commercial, the financiering, and the productive, the latter, in most cases, receives the least attention from those that have invested their money in the business, and contains the greatest elements of risk. This risk arises  from the daily more insidious and fatal failure on the part of the superintendents to secure anything even approaching the maximum work from their machines and men.

3. It is not unusual for the manager of a manufacturing business to go most minutely into every detail of the buying and selling and financiering, and arrange every element of these branches in the most systematic manner and according to principles that have been carefully planned to insure the business against almost any contingency which may' arise, while the manufacturing is turned over to a superintendent or foreman, with little or no restrictions as to the principles and methods which he is to pursue, either in the management of the care of the company’s plant or production men.  

4. But some modern manufacturers, however, seek not only to secure the best superintendents and workmen, but to surround each department of his manufacture with the most carefully woven network of system and method, which should render the business, for a considerable period at least, independent of the loss of any one man, and frequently of any combination of men.

5. It is the lack of this system and method which, in the judgment of the writer, constitutes the greatest risk in manufacturing; placing, as it frequently does, the success of the business at the hazard of the health or whims of a few employees.

6. Even after fully realizing the importance of adopting the best possible system and methods of management for securing a proper return,  there are difficulties in the problem of selecting methods of management which shall be adequate to the purpose, and yet be free from red tape, and inexpensive.

7. The literature on the subject is meagre, especially that which comes from men of practical experience and observation. And the problem is usually solved, after but little investigation, by the adoption of the system with which the managers are most familiar, or by taking a system which has worked well in similar lines of manufacture.

8. The elementary system of fixing production times  has been in successful operation for the past ten years, on work complicated in its nature and covering almost as wide a range of variety as any manufacturing that the writer knows of. In 1883, while foreman of the machine shop of the Midvale Steel Company of Philadelphia, it occurred to the writer that it was simpler to time each of the elements of the various kinds of work done in the place, and then find the quickest time in which each job could be done, by summing up the total times of its component parts, than it was to search through the records of former jobs.  After practising this method of rate-fixing himself for about a year as well as circumstances would permit, it became evident that the system was a success. The writer then established the rate-fixing department, which has given out piece-work times with higher productivity built into them in the place ever since.

9. This department far more than paid for itself from the very start ; but it was several years before the full benefits of the system were felt, owing to the fact that  methods determining the machine time for a cut on a machine using the maximum capacity of each of the machines and of making and recording time observations of work done by the men were not available and have to be developed.

Developing understanding of doing machining work in minimum time has taken years of study, thinking and experimentation by Taylor and his associates. In the  work done by metal-cutting tools, such as lathes, planers, boring mills, etc., a long and expensive series of experiments was made, to determine, formulate, and finally practically apply to each machine the law governing the proper cutting speed of tools, namely, the effect on the cutting speed of altering any one of the following variables : the shape of the tool (i.e., lip angle, clearance angle, and the line of the cutting edge), the duration of the cut, the quality or hardness of the metal being cut, the depth of the cut, and the thickness of the feed or shaving.

It is the writer’s opinion that a more complicated and difficult piece of rate-fixing could not be found than that of determining the proper time  for doing all kinds of machine work on miscellaneous steel and iron castings and forgings, which vary in their chemical composition from the softest iron to the hardest tool steel. Yet this problem was solved through the rate-fixing department.  At the same time the quality of the work was improved and the output of the machinery and the men was doubled, and in many cases trebled. At the start there was naturally great opposition to the rate  fixing department, particularly to the man who was taking time observations of the various elements of the work ; but when the men found that the times  were fixed without regard to the records of the quickest time in which they had actually done each job, and that the knowledge of the time study men  was more accurate than their own they cooperated.

Of the two devices used by Taylor for increasing the output of a shop and productivity, the differential rate and the scientific rate-fixing department, Taylor was emphatic that scientific rate-fixing department  is by far the more important. The rate-fixing department, for an establishment doing a large variety of work, becomes absolutely indispensable to increase productivity potential and provide a measure.

Practically, the greatest need felt in an establishment wishing to start a rate-fixing department is the lack of data as to the proper rate of speed at which work should be done by machines as well as men.

The system of differential rates was first applied by the writer to a part of the work in the machine shop of the Midvale Steel Company, in 1884. Its effect in increasing and then maintaining the output of each machine to which it was applied was almost immediate, and so remarkable that it soon came into high favor with both the men and the management. It was gradually applied to a great part of the work of the establishment, with the result, in combination with the rate-fixing department, of doubling and in many cases trebling the output, and at the same time increasing instead of diminishing the accuracy of the work.

The benefits of determining the maximum speed at which machines can be run include indirect results.

The careful study of the capabilities of the machines and the analysis of the speeds at which they must run,  almost invariably result in first indicating and then correcting the defects in their design and in the method of running and caring for them.

In the case of the Midvale Steel Company,  the machine shop was equipped with standard tools furnished by the best makers, and the study of these machines, such as lathes, planers, boring mills, etc., which was made in fixing rates, developed the fact that they were none of them designed and speeded so as to cut steel to the best advantage. As a result, this company has demanded alterations from the standard in almost every machine which they have bought during the past eight years. They have themselves been obliged to superintend the design of many special tools which would not have been thought of had it not been for elementary rate-fixing.

 But what is perhaps of more importance still, the rate-fixing department has shown the necessity of carefully systematizing all of the small details in the running of each shop, such as the care of belting, the proper shape for cutting tools, and the dressing, grinding, and issuing tools, oiling machines, issuing orders for work, obtaining accurate labor and material returns, and a host of other minor methods and processes. These details, which are usually regarded as of comparatively small importance, and many of which are left to the individual judgment of the foreman and workmen, are shown by the rate-fixing department to be of paramount importance in obtaining the maximum output, and to require the most careful and systematic study and attention in order to insure uniformity and a fair and equal chance for each workman. Without this preliminary study and systematizing of details it is impossible to apply successfully increase the productivity and pay higher wages through  the differential rate in most establishments.

The success of this system of productivity improvement  depends fundamentally upon the possibility of materially increasing the output per man and per machine, providing the proper man be found for each job and the proper incentive be offered to him.

The first case in which a differential rate was applied furnishes a good illustration of what can be accomplished by it.

A standard steel forging, many thousands of which are used each year, had for several years been turned at the rate of from four to five per day under the ordinary system of piece-work, 50 cents per piece being the price paid for the work. After analyzing the job and determining the shortest time required to do each of the elementary operations of which it was composed, and then summing up the total, the writer became convinced that it was possible to turn ten pieces a day. To finish the forgings at this rate, however, the machinists have to run lathes  as fast as the tools would allow, and under a heavy feed.

It  was a big day’s work, both for men and machines, when it is understood that it involved removing, with a single 16-inch lathe having two saddles, an average of more than 800 pounds of steel chips in ten hours. In place of the 50-cent rate that they had been paid before, they were given 35 cents per piece when they turned them at the speed of 10 per day, and when they produced less than 10 they received only 25 cents per piece.

It took considerable trouble to induce the men to turn at this high speed, since they did not at first fully appreciate that it was the intention of the firm to allow them to earn permanently at the rate of $3.50 per day. But from the day they first turned 10 pieces to the present time, a period of more than ten years, the men who understood their work have scarcely failed a single day to turn at this rate. Throughout that time, until the beginning of the recent fall in the scale of wages throughout the country, the rate was not cut.

While the possibilities of these methods as great,  this system of management will be adopted by but few establishments, in the near future at least, since its really successful application requires the machinery and tools throughout the place to be kept in such good repair that it will be possible for the workmen each day to produce their maximum output. But few manufacturers will care to go to this trouble until they are forced to.

It is his opinion that the most successful manufacturers, those who are always ready to adopt the best machinery and methods when they see them, will gradually avail themselves of the benefits of scientific rate-fixing ; and that competition will compel the others to follow slowly in the same direction.

The utmost effect of any system, whether of management, social combination, or legislation, can be but to raise a small ripple or wave of prosperity above the surrounding level, and the greatest hope of the writer is that here and there a few workmen, with their employers, may be helped through this system toward the crest of the wave.

Process - Elementary Operations - Analysis


In elementary rate-fixing procedure,   a careful study is made of the time required to do each of the many elementary operations into which the manufacturing of an establishment may be analyzed or divided. - F.W. Taylor

Gilbreth proposed process chart having various operations as the visual picture to understand the process.

ASME standardized the operations in process charts as Operation (Processing) - Inspection - Transport - Delays - Storage.

In each operation, there are elements.

Some of the Elements Analyzed in IE Studies for Productivity Improvement


Material

51

Machine Tools - Industrial Engineering and Productivity Aspects

52

Machining Cutting Tools - Industrial Engineering and Productivity Aspects

53

Machine Tool Toolholders - Industrial Engineering and Productivity Aspects

54

Metal Cutting Temperatures - Industrial Engineering and Productivity Aspects

55

Machining Process Simulation - Industrial Engineering and Productivity Analysis

56

Cutting Tool Wear and Tool Life Analysis - Industrial Engineering and Productivity Aspects

57

Surface Finish - Industrial Engineering and Productivity Aspects

58

Work Material - Machinability - Industrial Engineering and Productivity Aspects

59

Machine Rigidity - Industrial Engineering and Productivity Aspects

60

Machining Time Reduction - Machining Cost Reduction - Industrial Engineering of Machining Operations

61

Machine Tool Cutting Fluids - Industrial Engineering and Productivity Aspects


62

High Speed Machining - Industrial Engineering and Productivity Aspects

63

Design for Machining - Industrial Engineering and Productivity Aspects




TAYLOR'S INDUSTRIAL ENGINEERING - PROF. DIEMER


Prof. Hugo Diemer started the industrial engineering course first in an engineering institution in the 1908.

Mr. Taylor is the earliest and foremost advocate of engineering management and industrial engineering. Taylor's contribution to production management is well known though his works shop management and scientific management. His contribution to industrial engineering is not that direct through specific works. But he is credited as the father of industrial engineering as his ideas and works became industrial engineering in practice and theory.

According to Diemer, as early as 1889, Mr. Taylor earnestly pleaded that shop statistics and cost data should be more than mere records, and that they in themselves constituted but a small portion of the field of investigation to be covered by the industrial engineer. Taylor's conception of factory management can be summarized as this:

He considers a manufacturing establishment just as one would an intricate machine. He analyzes each process into its ultimate, simple elements, and compares each of these simplest steps or processes with an ideal or perfect condition. He then makes all due allowances for rational and practical conditions and establishes an attainable commercial standard for every step. The next process is that of attaining continuously this standard, involving both quality and quantity, and the interlocking or assembling of all of these prime elements into a well-arranged, well-built, smooth-running machine. It is quite evident that work of this character involves technical knowledge and ability in science and pure engineering, which do not enter into the field of the accountant. Hence the role of engineers is factory management is very important and significant.

It is the industrial engineer who takes up the responsibility of identifying the ideal or perfect condition of each engineering element periodically and takes steps to adopt in the factory or the organization. The industrial  engineer must have the accountant's and economist's keen perception of money values. His work will not be good engineering unless he uses good business judgment. He must be able to select those mechanical devices and perfect such organization as will best suit present customer (stakeholder) needs and secure prompt returns in profit. He must have sufficiently good business sense to appreciate the ratio between investment and income.





Updated on 27.4.2022,  24 Dec 2021,  21 Jan 2021,  27 May 2020
First published on 22 May 2020














Development of Science in Mechanic Arts - F.W. Taylor - Human Effort Industrial Engineering

Development of Science in Mechanic Arts  =  Productivity science of human effort


                                                        Source: Wikipedia 

Development of Science in Machine Art (work) =  Productivity science of machine effort


Continued from
Scientific Management in Machine Shop - Productivity Improvement - F.W. Taylor



The Science of Human Motions


The science which exists in most of the mechanic arts is, however, far simpler than the science of cutting metals. In almost all cases, in fact, the laws or rules which are developed are so simple that the average man would hardly dignify them with the name of a science. In most trades, the science is developed through a comparatively simple analysis and time study of the movements required by the workmen to do some small part of his work, and this study is usually made by a man equipped merely with a stop-watch and a properly ruled notebook. Hundreds of these "time-study men" are now engaged in developing elementary scientific knowledge where before existed only rule of  thumb. Even the motion study of Mr. Gilbreth in bricklaying (described on pages 77 to 84) involves a much more elaborate investigation than that which occurs in most cases. The general steps to be taken in developing a simple law of this class are as follows:

First. Find, say, 10 or 15 different men (preferably in as many separate establishments and different parts of the country) who are especially skillful in doing the particular work to be analyzed.

Second. Study the exact series of elementary operations or motions which each of these men uses in doing the work which is being investigated, as well as the implements each man uses.

Third. Study with a stop-watch the time required to make each of these elementary movements and then select the quickest way of doing each element of the work.

Fourth. Eliminate all false movements, slow movements, and useless movements.

Fifth. After doing away with all unnecessary movements, collect into one series the quickest and best movements as well as the best implements.

This one new method, involving that series of motions which can be made quickest and best, is then substituted in place of the ten or fifteen inferior series which were formerly in use. This best method becomes standard, and remains standard, to be taught first to the teachers (or functional foremen) and by them to every workman in the establishment until it is superseded by a quicker and better series of movements. In this simple way one element after another of the science is developed.

In the same way each type of implement used in a trade is studied. Under the philosophy of the management of "initiative and incentive" each work-man is called upon to use his own best judgment, so as to do the work in the quickest time, and from this results in all cases a large variety in the shapes and types of implements which are used for any specific purpose. Scientific management requires, first, a careful investigation of each of the many modifications of the same implement, developed under rule of thumb; and second, after a time study has been made of the speed attainable with each of these implements, that the good points of several of them shall be united in a single standard implement, which will enable the workman to work faster and with greater ease than he could before. This one implement, then, is adopted as standard in place of the many different kinds before in use, and it remains standard for all workmen to use until superseded by an implement which has been shown, through motion and time study, to be still better.

With this explanation it will be seen that the development of a science to replace rule of thumb is in most cases by no means a formidable undertaking, and that it can be accomplished by ordinary, every-day men without any elaborate scientific training; but that, on the other hand, the successful use of even the simplest improvement of this kind calls for records, system, and cooperation where in the past existed only individual effort.

F.W. Taylor, Scientific Management

All Chapters
F.W. Taylor Scientific Management - With Appropriate Sections


Next Chapter
Study of Motives of Men - F.W. Taylor

Notes by Narayana Rao


1. "With this explanation it will be seen that the development of a science to replace rule of thumb is in most cases by no means a formidable undertaking, and that it can be accomplished by ordinary, every-day men without any elaborate scientific training."

Taylor expressed the opinion that identifying the operator who is doing the job quickest and further improving the method by identifying waste motions and motions not required does not require persons with indepth training in science and engineering. It can be done by persons with lesser education. 

2. "Even the motion study of Mr. Gilbreth in bricklaying (described on pages 77 to 84) involves a much more elaborate investigation than that which occurs in most cases."

Taylor considers motion study advocated by Frank Gilbreth to be a more elaborate investigation than his recommendation.

3. "This one implement, then, is adopted as standard in place of the many different kinds before in use, and it remains standard for all workmen to use until superseded by an implement which has been shown, through motion and time study, to be still better."

Taylor coined the term "motion and time study" in 1911 itself.

4. "The science which exists in most of the mechanic arts is, however, far simpler than the science of cutting metals."

For science of machine, you require engineers with interest in development of science - productivity science of machines as well as science of machine work.





F.W. Taylor:  Productivity Science of Human Effort and Productivity Improvement of Pig Iron Handling  



This work is chosen for illustration because it is typical of perhaps the crudest and most elementary form of labor which is performed by man. This work is done by men with no other implements than their hands. The pig-iron handler stoops down, picks up a pig weighing about 92 pounds, walks for a few feet or yards and then drops it on to the ground or upon a pile. This work is  crude and elementary in its nature. But the writer firmly believes that it would be possible to develop science and train handlers to become more efficient pig-iron handlers. 

It will be shown in the illustration that the science of handling pig iron is so great and amounts to so much that it is impossible for the ordinary men to develop the science. Better educated persons have to take up the task.  And the further illustrations to be given will make it clear that in almost all of the mechanic arts the science which underlies each workman's act is so great and amounts to so much that managers and scientists have to take up this responsibility.  

One of the first pieces of work undertaken by us, when the writer started to introduce scientific management into the Bethlehem Steel Company, was to handle pig iron on task work. The opening of the Spanish War found some 80,000 tons of pig iron placed in small piles in an open field adjoining the works. Prices for pig iron had been so low that it could not be sold at a profit, and it therefore had been stored. With the opening of the Spanish War the price of pig iron rose, and this large accumulation of iron was sold. This gave us a good opportunity to show the workmen, as well as the owners and managers of the works, on a fairly large scale the advantages of task work over the old-fashioned day work and piece work, in doing a very elementary class of work.

The Bethlehem Steel Company had five blast furnaces, the product of which had been handled by a pig-iron gang for many years. This gang, at this time, consisted of about 75 men. They were good, average pig-iron handlers, were under an excellent foreman who himself had been a pig-iron handler, and the work was done, on the whole, about as fast and as cheaply as it was anywhere else at that time.

A railroad switch was run out into the field, right along the edge of the piles of pig iron. An inclined plank was placed against the side of a car, and each man picked up from his pile a pig of iron weighing about 92 pounds, walked up the inclined plank and dropped it on the end of the car.

We found that this gang were loading on the average about 12 and a half long tons per man per day. We were surprised to find, after studying the matter, that a first-class pig-iron handler ought to handle between 47, and 48 long tons per day, instead of 12 and a half tons. This task seemed to us so very large that we were obliged to go over our work several times before we were absolutely sure that we were right. Once we were sure, however, that 47 tons was a proper day's work for a first-class pig-iron handler, the task which faced us as managers under the modern scientific plan was clearly before us. It was our duty to see that the 80,000 tons of pig iron was loaded on to the cars at the rate of 47 tons per man per day, in place of 12 and a half tons, at which rate the work was then being done. And it was further our duty to see that this work was done without bringing on a strike among the men, without any quarrel with the men, and to see that the men were happier and better contented when loading at the new rate of 47 tons than they were when loading at the old rate of 12 and a half tons.

Our first step was the scientific selection of the workman. In dealing with workmen under this type of management, it is an inflexible rule to talk to and deal with only one man at a time, since each workman has his own special abilities and limitations, and since we are not dealing with men in masses, but are trying to develop each individual man to his highest state of efficiency and prosperity. Our first step was to find the proper workman to begin with. We therefore carefully watched and studied these 75 men for three or four days, at the end of which time we had picked out four men who appeared to be physically able to handle pig iron at the rate of 47 tons per day. A careful study was then made of each of these men. We looked up their history as far back as practicable and thorough inquiries were made as to the character, habits, and the ambition of each of them. Finally we selected one from among the four as the most likely man to start with. He was a little Pennsylvania Dutchman who had been observed to trot back home for a mile or so after his work in the evening about as fresh as he was when he came trotting down to work in the morning. 

The task before us, then, narrowed itself down to getting Schmidt to handle 47 tons of pig iron per day and making him glad to do it. 


He was questioned. "Well, if you are a high-priced man, you will load that pig iron on that car tomorrow for $1.85.  Tell me whether you are a high-priced man or not."

"Vell, did I got $1.85 for loading dot pig iron on dot car to-morrow?"

"Yes, of course you do, and you get $1.85 for loading a pile like that every day right through the year. That is what a high-priced man does, and you know it just as well as I do."

"Vell, dot's all right. I could load dot pig iron on the car to-morrow for $1.85, and I get it every day, don't I?"

"Certainly you do--certainly you do."

"Vell, den, I vas a high-priced man."

"Now, hold on, hold on. You know just as well as I do that a high-priced man has to do exactly as he's told from morning till night.  You will do exactly as this man tells you tomorrow, from morning till night. When he tells you to pick up a pig and walk, you pick it up and you walk, and when he tells you to sit down and rest, you sit down. You do that right straight through the day. And what's more, no back talk. Now a high-priced man does just what he's told to do, and no back talk. Do you understand that? 

When this man tells you to walk, you walk; when he tells you to sit down, you sit down, and you don't talk back at him. Now you come on to work here to-morrow morning and I'll know before night whether you are really a high-priced man or not."

Schmidt started to work, and all day long, and at regular intervals, was told by the man who stood over him with a watch, "Now pick up a pig and walk. Now sit down and rest. Now walk--now rest," etc. He worked when he was told to work, and rested when he was told to rest, and at half-past five in the afternoon had his 47 and a half tons loaded on the car. And he practically never failed to work at this pace and do the task that was set him during the three years that the writer was at Bethlehem. And throughout this time he averaged a little more than $1.85 per day, whereas before he had never received over $1.15 per day, which was the ruling rate of wages at that time in Bethlehem. That is, he received 60 per cent. higher wages than were paid to other men who were not working on task work. One man after another was picked out and trained to handle pig iron at the rate of 47 and a half tons per day until all of the pig iron was handled at this rate, and the men were receiving 60 per cent. more wages than other workmen around them.

The writer has given above a brief description of three of the four elements which constitute the essence of scientific management: first, the careful selection of the workman, and, second and third, the method of first inducing and then training and helping the workman to work according to the scientific method. Nothing has as yet been said about the science of handling pig iron. The writer trusts, however, that before leaving this illustration the reader will be thoroughly convinced that there is a science of handling pig iron.


Pig Iron Handling - Further explanation


The law is confined to that class of work in which the limit of a man's capacity is reached because he is tired out. It is the law of heavy laboring, corresponding to the work of the cart horse, rather than that of the trotter. Practically all such work consists of a heavy pull or a push on the man's arms, that is, the man's strength is exerted by either lifting or pushing something which he grasps in his hands. And the law is that for each given pull or push on the man's arms it is possible for the workman to be under load for only a definite percentage of the day. For example, when pig iron is being handled (each pig weighing 92 pounds), a first-class workman can only be under load 43 per cent of the day. He must be entirely free from load during 57 per cent of the day.

And as the load becomes lighter, the percentage of the day under which the man can remain under load increases. So that, if the workman is handling a half-pig, weighing 46 pounds, he can then be under load 58 per cent of the day, and only has to rest during 42 per cent. As the weight grows lighter the man can remain under load during a larger and larger percentage of the day, until finally a load is reached which he can carry in his hands all day long without being tired out. When that point has been arrived at this law ceases to be useful as a guide to a laborer's endurance, and some other law must be found which indicates the man's capacity for work.

When a laborer is carrying a piece of pig iron weighing 92 pounds in his hands, it tires him about as much to stand still under the load as it does to walk with it, since his arm muscles are under the same severe tension whether he is moving or not. A man, however, who stands still under a load is exerting no horse-power whatever, and this accounts for the fact that no constant relation could be traced in various kinds of heavy laboring work between the foot-pounds of energy exerted and the tiring effect of the work on the man. It will also be clear that in all work of this kind it is necessary for the arms of the workman to be completely free from load (that is, for the workman to rest) at frequent intervals. Throughout the time that the man is under a heavy load the tissues of his arm muscles are in process of degeneration, and frequent periods of rest are required in order that the blood may have a chance
to restore these tissues to their normal condition.

-----------------------

To return now to our pig-iron handlers at the Bethlehem Steel Company. If Schmidt had been allowed to attack the pile of 47 tons of pig iron without the guidance or direction of a man who understood the art, or science, of handling pig iron, in his desire to earn his high wages he would probably have tired himself out by 11 or 12 o'clock in the day. He would have kept so steadily at work that his muscles would not have had the proper periods of rest absolutely needed for recuperation, and he would have been completely exhausted early in the day. By having a man, however, who understood this law, stand over him and direct his work, day after day, until he acquired the habit of resting at proper intervals, he was able to work at an even gait all day long without unduly tiring himself.

The writer trusts that it is now clear that even in the case of the most elementary form of labor that is known, there is a science, and that when the man best suited to this class of work has been carefully
selected, when the science of doing the work has been developed, and when the carefully selected man has been trained to work in accordance with this science, the results obtained must of necessity be overwhelmingly greater than those which are possible without the support of science.



[*Footnote: Many people have questioned the accuracy of the statement that first-class workmen can load 47 1/2 tons of pig iron from the ground on to a car in a day. For those who are skeptical, therefore, the following data relating to this work are given:

First. That our experiments indicated the existence of the following law: that a first-class laborer, suited to such work as handling pig iron, could be under load only 42 per cent of the day and must be free from load 58 per cent of the day.

Second. That a man in loading pig iron from piles placed on the ground in an open field on to a car which stood on a track adjoining these piles, ought to handle (and that they did handle regularly) 47 1/2 long tons (2240 pounds per ton) per day.

That the price paid for loading this pig iron was 3.9 cents per ton, and that the men working at it averaged $1.85 per day, whereas, in the past, they had been paid only $1.15 per day.

In addition to these facts, the following are given:

  47 1/2 long tons equal 106,400 pounds of pig iron per day.
  At 92 pounds per pig, equals 1156 pigs per day.
  42 per cent. of a day under load equals 600 minutes; multiplied by   0.42 equals 252 minutes under load.
  252 minutes divided by 1156 pigs equals 0.22 minutes per pig under  load.

A pig-iron handler walks on the level at the rate of one foot in 0.006 minutes. The average distance of the piles of pig iron from the car was 36 feet. It is a fact, however, that many of the pig-iron handlers ran with their pig as soon as they reached the inclined plank. Many of them also would run down the plank after loading the car. So that when the actual loading went on, many of them moved at a faster rate than is indicated by the above figures. Practically the men were made to take a rest, generally by sitting down, after loading ten to twenty pigs. This rest was in addition to the time which it took them to walk back from the car to the pile. It is likely that many of those who are skeptical about the possibility of loading this amount of pig iron do not realize that while these men were walking back they were entirely free from load, and that therefore their muscles had, during that time, the opportunity for recuperation. It will be noted that with an average distance of 36 feet of the pig iron from the car, these men walked about eight miles under load each day and eight miles free from load.  If any one who is interested in these figures will multiply them and divide them, one into the other, in various ways, he will find that all of the facts stated check up exactly.]

To go into the matter in more detail, however: As to the scientific selection of the men, it is a fact that in this gang of 75 pig-iron handlers only about one man in eight was physically capable of handling 47 1/2 tons per day. With the very best of intentions, the other seven out of eight men were physically unable to work at this pace.  Although in this particular gang only one man in eight was suited to doing the work, we had not the slightest difficulty in getting all the men who were needed--some of them from inside of the works and others from the neighboring country--who were exactly suited to the job.



The idea, then, of taking one man after another and training him under a competent teacher into new working habits until he continually and habitually works in accordance with scientific laws, which have been developed by some one else, is directly antagonistic to the old idea that each workman can best regulate his own way of doing the work.  Thus it will be seen that with the ordinary types of management the development of scientific knowledge to replace rule of thumb, the scientific selection of the men, and inducing the men to work in accordance with these scientific principles are entirely out of the question. And this because the philosophy of the old management puts the entire responsibility upon the workmen, while the philosophy of the new places a great part of it upon the management.



Although the reader may be convinced that there is a certain science back of the handling of pig iron, still it is more than likely that he is still skeptical as to the existence of a science for doing other kinds of laboring. One of the important objects of this paper is to convince its readers that every single act of every workman can be reduced to a science. With the hope of fully convincing the reader of this fact, therefore, the writer proposes to give several more simple illustrations from among the thousands which are at hand.

Illustration of Shoveling


For example, the average man would question whether there is much of any science in the work of shoveling. Yet there is but little doubt, if any intelligent reader of this paper were deliberately to set out to find what may be called the foundation of the science of shoveling, that with perhaps 15 to 20 hours of thought and analysis he would be almost sure to have arrived at the essence of this science. On the other hand, so completely are the rule-of-thumb ideas still dominant that the writer has never met a single shovel contractor to whom it had ever even occurred that there was such a thing as the science of shoveling. This science is so elementary as to be almost self-evident.

For a first-class shoveler there is a given shovel load at which he will do his biggest day's work. What is this shovel load? Will a first-class man do more work per day with a shovel load of 5 pounds, 10 pounds, 15 pounds, 20, 25, 30, or 40 pounds? Now this is a question which can be answered only through carefully made experiments. By first selecting two or three first-class shovelers, and paying them extra wages for doing trustworthy work, and then gradually varying the shovel load and having
all the conditions accompanying the work carefully observed for several weeks by men who were used to experimenting, it was found that a first-class man would do his biggest day's work with a shovel load of about 21 pounds. For instance, that this man would shovel a larger tonnage per day with a 21-pound load than with a 24-pound load or than with an 18-pound load on his shovel. It is, of course, evident that no shoveler can always take a load of exactly 21 pounds on his shovel, but nevertheless, although his load may vary 3 or 4 pounds one way or the other, either below or above the 21 pounds, he will do his biggest day's work when his average for the day is about 21 pounds.

The writer does not wish it to be understood that this is the whole of the art or science of shoveling. There are many other elements, which together go to make up this science. But he wishes to indicate the important effect which this one piece of scientific knowledge has upon the work of shoveling.

At the works of the Bethlehem Steel Company, for example, as a result of this law, instead of allowing each shoveler to select and own his own shovel, it became necessary to provide some 8 to 10 different kinds of shovels, etc., each one appropriate to handling a given type of material not only so as to enable the men to handle an average load of 21 pounds, but also to adapt the shovel to several other requirements which become perfectly evident when this work is studied as a science. A large shovel tool room was built, in which were stored not only shovels but carefully designed and standardized labor implements of all kinds, such as picks, crowbars, etc. This made it possible to issue to each workman a shovel which would hold a load of 21 pounds of whatever class of material they were to handle: a small shovel for ore, say, or a large one for ashes. Iron ore is one of the heavy materials which are handled in a works of this kind, and rice coal, owing to the fact that it is so slippery on the shovel, is one of the lightest materials. And it was found on studying the rule-of-thumb plan at the Bethlehem Steel Company, where each shoveler owned his own shovel, that he would frequently go from shoveling ore, with a load of about 30 pounds per shovel, to handling rice coal, with a load on the same shovel of less than 4 pounds. In the one case, he was so overloaded that it was impossible for him to do a full day's work, and in the other case he was so ridiculously
underloaded that it was manifestly impossible to even approximate a day's work.

Briefly to illustrate some of the other elements which go to make up the science of shoveling, thousands of stop-watch observations were made to study just how quickly a laborer, provided in each case with the proper type of shovel, can push his shovel into the pile of materials and then draw it out properly loaded. These observations were made first when pushing the shovel into the body of the pile. Next when shoveling on a dirt bottom, that is, at the outside edge of the pile, and next with a wooden bottom, and finally with an iron bottom. Again a similar accurate time study was made of the time required to swing the shovel backward and then throw the load for a given horizontal distance, accompanied by a given height. This time study was made for various combinations of distance and height. With data of this sort before him, coupled with the law of endurance described in the case of the pig-iron handlers, it is evident that the man who is directing shovelers can first teach them the exact methods which should be employed to use their strength to the very best advantage, and can then assign them daily tasks which are so just that the workman can each day be sure of earning the large bonus which is paid whenever he successfully performs this task.

There were about 600 shovelers and laborers of this general class in the yard of the Bethlehem Steel Company at this time. These men were scattered in their work over a yard which was, roughly, about two miles long and half a mile wide. In order that each workman should be given his proper implement and his proper instructions for doing each new job, it was necessary to establish a detailed system for directing men in their work, in place of the old plan of handling them in large groups, or gangs, under a few yard foremen. As each workman came into the works in the morning, he took out of his own special pigeonhole, with his number on the outside, two pieces of paper, one of which stated just what implements he was to get from the tool room and where he was to start to work, and the second of which gave the history of his previous day's work; that is, a statement of the work which he had done, how much he had earned the day before, etc. Many of these men were foreigners and unable to read and write, but they all knew at a glance the essence of this report, because yellow paper showed the man that he had failed to do his full task the day before, and informed him that he had not earned as much as $1.85 a day, and that none but high-priced men would be allowed to stay permanently with this gang. The hope was further expressed that he would earn his full wages on the following day. So that whenever the men received white slips they knew that everything was all right, and whenever they received yellow slips they realized that they must do better or they would be shifted to some other class of work.

Dealing with every workman as a separate individual in this way involved the building of a labor office for the superintendent and clerks who were in charge of this section of the work. In this office every laborer's work was planned out well in advance, and the workmen were all moved from place to place by the clerks with elaborate diagrams or maps of the yard before them, very much as chessmen are moved on a chess-board, a telephone and messenger system having been installed for
this purpose. In this way a large amount of the time lost through having too many men in one place and too few in another, and through waiting between jobs, was entirely eliminated. Under the old system the workmen were kept day after day in comparatively large gangs, each under a single foreman, and the gang was apt to remain of pretty nearly the same size whether there was much or little of the particular kind of work on hand which this foreman had under his charge, since each gang had to be kept large enough to handle whatever work in its special line was likely to come along.

When one ceases to deal with men in large gangs or groups, and proceeds o study each workman as an individual, if the workman fails to do his task, some competent teacher should be sent to show him exactly how his work can best be done, to guide, help, and encourage him, and, at the same time, to study his possibilities as a workman. So that, under the plan which individualizes each workman, instead of brutally discharging the man or lowering his wages for failing to make good at once, he is
given the time and the help required to make him proficient at his present job, or he is shifted to another class of work for which he is either mentally or physically better suited.

All of this requires the kindly cooperation of the management, and involves a much more elaborate organization and system than the old-fashioned herding of men in large gangs. This organization
consisted, in this case, of one set of men, who were engaged in the development of the science of laboring through time study, such as has been described above; another set of men, mostly skilled laborers themselves, who were teachers, and who helped and guided the men in their work; another set of tool-room men who provided them with the proper implements and kept them in perfect order, and another set of clerks who planned the work well in advance, moved the men with the least loss of time from one place to another, and properly recorded each man's earnings, etc. And this furnishes an elementary illustration of what has been referred to as cooperation between the management and the
workmen.




Updated 27.4.2022,  4 June 2020, 8 July 2019, 9 July 2016, 4 August 2013,