Wednesday, August 31, 2022

Case Study - Frederick Taylor's Industrial Engineering Department for Process Improvement for Productivity Increase - 1885


Based on Frederick Taylor's Piece Rate System - 1895 - Part 3



Frederick Taylor established the first department in factory doing industrial engineering work of process improvement for increase in productivity and cost reduction. The name he gave it to the department is "Elementary Rate Fixing."  Its function is to breakdown the process into elements and find the best way of doing each element  by observing number of persons doing the same element and finding the best way through time study. The next step is to find science behind the way of doing the elements. Then from the best ways of doing each element, a new process is developed and the operators are trained in it. The final step of rate fixing refers to specifying the time required to do each element and the piece rate for it. The Piece rate of a component is fixed by first developing the detail at element level. The operators are provided the instruction sheet at the element level so that they know the time specified for each element and make effort to do it in that time. Taylor stated that operators are motivated to do well when they know the goal clearly and receive feedback quickly. The elementary rate fixing department has the responsibility to develop productivity science, do productivity engineering and do productivity management.

Based on the statements of Taylor, we can say elementary rate fixing department was established in 1885 by Taylor at Midvale Steel.



35. When we recognize the real antagonism that exists between the interests of the men and their employers under all of the systems of piece-work* in common use, and when we remember the apparently irreconcilable conflict implied in the fundamental and perfectly legitimate aims of the two, namely, on the part of the men, —

THE UNIVERSAL DESIRE TO RECEIVE THE LARGEST  POSSIBLE WAGES FOR THEIR TIME ;

And on the part of the employers, —

THE DESIRE TO RECEIVE THE LARGEST POSSIBLE RETURN FOR THE WAGES PAID ;

What wonder that most of us arrive at the conclusion that no system of piece-work can be devised which will enable the two to cooperate without antagonism, and to their mutual benefit?

36. Yet it is the opinion of the writer that the system  which harmonizes the interests of the two and becomes the basis for harmonious cooperation lies must be based on the two following facts :

First . That the workmen in nearly every trade can and will materially increase their present output per day, providing they are assured of a permanent and larger return for their time than they have heretofore received.

Second. That the employers can well afford to pay higher wages per piece even permanently, providing each man and machine in the establishment turns out a proportionately larger amount of work (gives more productivity.

37. The truth of the latter statement arises from the well recognized fact that, in most lines of manufacture, the indirect expenses equal or exceed the wages paid directly to the workmen, and that these expenses remain approximately constant, whether the output of the establishment is great or small.

From this it follows that it is always cheaper to pay higher wages to the workmen when the output is proportionately increased : the diminution in the indirect portion of the cost per piece being greater than the increase in wages. Many manufacturers, in considering the cost of production, fail to realize the effect that the volume of output has on the cost. They lose sight of the fact that taxes, insurance, depreciation, rent, interest, salaries, office expenses, miscellaneous labor, sales expenses, and frequently the cost of power (which in the aggregate amount to as much as wages paid to workmen), remain about the same whether the output of the establishment is great or small.

38. In our endeavor to solve the piece-work problem by the application of the two fundamental facts above referred to, let us consider the obstacles in the path of harmonious cooperation, and suggest a method for their removal.

39. The most formidable obstacle is the lack of knowledge on the part of both the men and the management (but chiefly the latter) of the quickest time in which each piece of work can be done; or, briefly, the lack of accurate time-tables for the work of the place.

40. The remedy for this trouble lies in the establishment in every factory of a proper rate-fixing department; a department which shall have equal dignity and command equal respect with the engineering and managing departments, which shall be organized and conducted in an equally scientific and practical manner.

41. The rate-fixing, as at present conducted, even in our best managed establishments, is very similar to the mechanical engineering of fifty or sixty years ago. Mechanical engineering at that time consisted in imitating machines which were in more or less successful use, or in guessing at the dimensions and strength of the parts of a new machine ; and as the parts broke down or gave out, in replacing them with the stronger ones. Thus each new machine presented a problem almost independent of former designs, and one which could only be solved by months or years of practical experience and a series of break-downs.

Modern engineering, however, has become a study, not of individual machines, but of the resistance of materials, the fundamental principles of mechanics, and of the elements of design.

42. On the other hand, the ordinary rate-fixing (even the best of it), like the old-style engineering, is done by a foreman or superintendent who, with the aid of a clerk, looks over the record of the time in which a whole job was done as nearly like the new one as can be found, and then guesses at the time required to do the new job. No attempt is made to analyze and time each of the classes of work, or elements of which a job is composed ; although it is a far simpler task to resolve each job into its elements, to make a careful study of the quickest time in which each of the elementary operations can be done, and then to properly classify, tabulate, and index this information, and use it when required for rate-fixing, than it is to fix rates, with even an approximation to justice, under the common system of guessing.

43. In fact, it has never occurred to most superintendents that the work of their establishments consists of various combinations of elementary operations which can be timed in this way ; and a suggestion that this is a practical way of dealing with the piece-work problem usually meets with derision, or, at the best, with the answer that “ It might do for some simple business, but my work is entirely too complicated.”

44. This elementary system of fixing rates 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 and guess at the proper price. 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 prices in the place ever since.

45. 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 the best methods of making and recording time observations of work done by the men, as well as of determining the maximum capacity of each of the machines in the place, and of making working-tables and time-tables, were not at first adopted.


Foot Note

1 The writer’s knowledge of the speed attained in the manufacture of textile goods is very limited. It is his opinion, however, that owing to the comparative uniformity of this class of work, and the
enormous number of machines and men engaged on similar operations, the maximum output per man and machine is more nearly realized in this class of manufactures than in any other. If this is the
case, the opportunity for improvement does not exist to the same extent here as in other trades. Some illustrations of the possible increase in the daily output of men and machines are given in paragraphs 78 to 82.


Subsequent events.

Taylor became a management consultant in 1893.
1895. He employed Sanford E. Thompson who developed slide rules for machine tool cutting parameters calculation and developed time study tools.
1897 - He introduced functional foremanship in Simonds Rolling Machine Company. Started formal planning department.
1898 - Consultancy assignment in Bethlehem Steel. Russell Davenport now in Bethlehem, former boss of Taylor at Midvale was instrumental in Taylor getting that consultancy assignment. Taylor started the assignment in April 1898.
1901 - Gantt's liberal approach in machine shop of Bethlehem. Task and Bonus system.
Source: Taylorism and the Workers at Bethlehem Steel, 1898-1901
Daniel Nelson
The Pennsylvania Magazine of History and Biography
Vol. 101, No. 4 (Oct., 1977), pp. 487-505 (19 pages)
https://www.jstor.org/stable/20091205  

List of 29 Companies in which scientific Management was introduced uring 1901 to 1916
Table 1 in JOURNAL ARTICLE
Scientific Management, Systematic Management, and Labor, 1880-1915
Daniel Nelson
The Business History Review
Vol. 48, No. 4 (Winter, 1974), pp. 479-500 (24 pages)
https://www.jstor.org/stable/3113537 

Frederick Taylor's Piece Rate System - 1895

  Part 1 -  Part 2   -  Part 3 -  Part 4 - Part 5 - Part 6

Engineering Elements Examined by Taylor apart from Task Elements.


Ud.  21.8.2022, 6.3.2022
Pub: 8.11.2021


IE Redesign Implementation - Principle of Industrial Engineering

Industrial Engineering is Redesign of Products and Processes in Different Technologies for Productivity Improvement.

You are not just planner. You are an Engineer and Manager. Implement the Redesign of Engineering Systems - IE Redesign Principle of Industrial Engineering.



TAYLOR - NARAYANA RAO PRINCIPLES OF INDUSTRIAL ENGINEERING
https://www.proquest.com/docview/1951119980


7-Implementation of Redesigns

"IE =  Design, Improvement and Installation of Systems." - AIIE, IIE, IISE
Industrial Engineering is Systems Efficiency Engineering - Narayana Rao


Industrial engineers study existing designs or proposed new designs of products and processes and come out with redesigns. Industrial engineers have full responsibility for implementing these redesigns. They have to become redesign implementation team members or team leaders and ensure that redesigns are implemented and give the productivity and cost reduction benefits, that were estimated in the economic analysis of the redesign.


In industrial engineering,  management is to be taught so that IEs successfully manage the planning and implementation of their redesigns.

Systems Installation - Installing Proposed Methods
http://nraomtr.blogspot.com/2011/12/systems-installation-installing.html

______________________________




Principles of Industrial Engineering - Presentation 


by Dr. K.V.S.S. Narayana Rao in the 2017Annual Conference of IISE (Institute of Industrial and Systems Engineering) at Pittsburgh, USA on 23 May 2017

______________________________


______________________________

Principles of Industrial Engineering - Narayana Rao - Detailed List

Clicking on the link will take you to more detailed content on the principle


The full paper on the principles by Prof. K.V.S.S. Narayana Rao is now available for downloading from IISE 2017 Annual Conference Proceedings in Proquest Journal Base.

Updated 31.8.2022,  16 July 2022
2018 - 16 June 2018
First published 29 June 2017

Metal Cutting Processes - Industrial Engineering and Productivity Aspects


Lesson 50 of Industrial Engineering ONLINE Course

Lesson 7 of Process Industrial Engineering ONLINE Course (Module)

First Lesson of Sub-module - Metal Cutting  - Industrial Engineering and Productivity Aspects



Industrial engineers have to first know alternatives to produce to specification. Then ways to increase productivity of the best alternative.




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

The presentation of this topic is being attempted for the first time and hence requires multiple revisions.  

But this collection of notes/essays is important and it has to be done for every engineering process for effective industrial engineering. Industrial engineering is engineering practice at the core with productivity orientation. Productivity orientation covers under its scope attention to multiple areas including quality of the output and operator comfort. In the past, some promoters of techniques and methods had maligned industrial engineering with criticism that it ignored quality, human comfort etc. which is not justified and based on facts. But they popularized their argument because industrial engineering discipline and profession have not countered adequately.

The content in this collection of notes on productivity aspect of metal cutting is predominantly metal cutting theory and is taken from metal cutting textbooks. This is why the sentence was written earlier "Industrial engineering is engineering practice at the core with productivity orientation."

Taylor's first publication was on industrial engineering of belting. It was redesign of belt systems based on the cost analysis of costing records kept for many years on belt related costs. 

Taylor took time taken by a machine tool and operator to complete a job as an important correlating variable to cost of machining the job. He diverted his attention to the minimization of machine time and operator time in doing a job. His complete experiments to develop productivity science of machining were presented to fellow engineers in the paper "The Art of Metal Cutting (1907)." This paper is the foundation for productivity science of metal cutting. Over the next 115 years till now (2021) many experiments were made and many ideas and formulas were developed for various metal cutting processes to gain more speed and feed and thus reduce machining time. But industrial engineering discipline failed to consolidate them and present a unified body of knowledge that is of help in industrial engineering of metal cutting processes. Such an endeavor would have resulted in similar attempts to present productivity science of many other engineering processes. Production Industrial Engineering is a popular branch in many industrial engineering departments and course offerings. But even these curricula have not covered genuine industrial engineering of production processes adequately.

In the series of lessons created by me in the module Process Industrial Engineering ONLINE Course (Module) the following lessons were on Taylor's experiments and discoveries and are part of productivity science of machining.








In this lesson a brief summary of various metal cutting processes along with variables related time taken for machining are provided to serve as an introduction to the discussion of various productivity aspects of machining covered in the latter articles.

Variables in Metal Cutting Related to Productivity  

Machine tool, spindle speeds, feeds,  work piece material, cutting tool material, cutting tool geometry, cutting parameters, cutting fluid, work holding device, cutting temperature, vibrations, smart machine features, cutting related software, in-process inspection features, pokayokes, 

Turning



In addition to the tool geometry, the major operating parameters to be specified in turning are the cutting speed, V, feed rate, fr, and depth of cut (doc), d. The cutting speed is determined by the rotational speed of the spindle, N, and the initial and final workpiece diameters, D1 and D2.

The time taken for a cut can be calculated as length of cut divided feed per unit time. Minimizing time for cut is an important productivity aspect.

The material removal rate per unit time, Q, is given by the product of the cutting speed, feed, and 
depth of cut:
                   Q   =   Vfd



Hard Turning

A special case of turning is hard turning, in which hard metals (45–65 HRc) are machined  using ceramic or polycrystalline tool . This process is substitute for for rough turning, hardening, and finish grinding for parts made of tool steels, alloy steels, case-hardened steels, and various hard irons. Very fine finishes and tolerances can be produced by this process,  and in some cases part quality is better than that can be obtained with grinding because intermediate chucking operations and associated setup errors are eliminated.

Hard turning produces  a different surface topography compared to grinding and better surface integrity due to reduced  thermal damage in many applications. Hard turning is a more efficient process than grinding where appropriate.

Hard turning requires high machine and toolholder rigidity  and strong insert shapes (negative rakes, large wedge angles, and special edge preparations such  as chamfers.  Modern CNC lathes required  rigidity for hard turning. Hard turning is generally performed dry.  Typical depth of cut ranges from 0.08 to 0.5  mm, with speeds between 50 and 150 m/min. Size tolerances of ±0.005 mm or better are achievable with surface finish better than 0.3 μm Ra. Typical applications are gears, and axles.

Boring


Boring is equivalent to turning and its time cut also  depends on the cutting speed, depth of cut, and feed rate. The equations relating these parameters to time for cut given for turning are also applicable to boring. Traditionally, moderate cutting speeds and small depths of cut and feed rates are used in boring to ensure accuracy. But in  recent practice,  higher cutting speeds have been successfully used. The higher speeds are experimented to reduce errors due to mechanical and thermal distortion. Heavier depths of cut are used when multipoint boring tools are employed.

Deep-Hole Drilling

A  hole with a depth-to-diameter ratio of more than 5:1 requires special machines to drill  holes with adequate straightness and to ensure efficient chip ejection and lubrication of the drill.

The drilling operation, using standard or parabolic-flute twist drills, is used for deep-hole drilling using “pecking” (drilling to intermediate depths and periodically withdrawing the tool to clear chips) Using a high pressure coolant may help in the process.

Three deep-hole drilling methods are solid drilling, trepanning, and counterboring. Solid drilling is used more popularly, and it has four approaches: conventional twist drilling, gun drilling, ejector drilling, and BTA (STS) drilling.

Deep-hole drilling machines are always equipped with high pressure, high volume coolant systems.
The best hole quality is obtained when both the tool and workpiece rotate.

Microdrilling

Microdrilling is the drilling of small diameter (less than 0.5 mm) holes with a depth-to diameter ratio greater than 10. Holes as small as 0.0025 mm have been successfully drilled. Microdrilling  presents special, since coolant fed drills cannot be used. High spindle speeds are required to generate sufficient cutting speed. Feed rates also are low, in the range of 0.00005–0.0005 mm/rev.

The performance can sometimes be improved by supplying ultrasonic energy to the cutting zone. High-frequency forced vibrations at frequencies between 15 and 30 kHz allow increased material removal rates. The vibrations tend to break chips into smaller sections while lowering forces. They can increase throughput by a factor of two while improving  tool life and hole quality. The vibration frequency must be carefully determined and controlled.

Peck drilling (frequent withdrawals of the drill) is used to clear chips from the hole and to permit intermittent cooling of the drill. But peck drilling increases cycle time. Precise feed control is necessary to avoid excessive dwelling of drill. Peck drilling may not be necessary if high spindle speeds can be utilized.

Thread Cutting

(Need to rewrite the content)

Thread turning is a process for producing external or internal threads, using a single point tool. This process is  traditionally  used on soft materials,  is now also used when turning hardened steels using PCBN tools.. The tool may be fed into the workpiece either radially or axially. Radial feed cutting generates higher cutting forces and leads to greater difficulty in chip disposal and is used mainly on materials that produce short chips or with multi-toothed inserts. In flank-infeed cutting  (in which the tool is fed axially) the cutting action is more like conventional turning. There are many different flank-infeed sequences, which distribute the thread form between passes. The infeed sequence can be optimized to reduce the number of passes while keeping the chip load constant between passes.  The optimum number of passes depends on the tool geometry and edge strength. In some cases, the center portion of the thread is removed using radial infeed while the remaining stock is removed using flank infeed. In other cases a significant amount of material is removed with a grooving tool, leaving only a small amount to be cut with a threading tool.

Multi-toothed full-profile indexable inserts are also used to turn threads. Such inserts generate the full thread profile including the crest in a single pass, eliminating the multiple passes required to produce threads with a single point tool.

Thread milling is used to generate internal or external threads using a milling cutter. The cutter is fed along the axis of the workpiece as in thread turning to generate the threads in a single pass.  With a stationary workpiece, a rotating tool moves simultaneously along three axes to generate the helical thread (as compared to the two-axis motion used in circular interpolation). When cutting an external thread, the tool moves along the part’s outside diameter; when cutting an internal thread, the tool moves inside a previously drilled hole. As in cut tapping, the feed rate is determined by the workpiece speed in a turning machine or by the helical path speed in NC machining centers or special machines. The accuracy of the thread is controlled by the accuracy of the axial and circular feed mechanisms of the machine, not by the cutting tool. It is preferable to start the thread-milling operation at the bottom of blind hole so that the tool moves outward to avoid chip recutting at the bottom of the hole. In thread milling, the tool rotates at higher speeds and lower feeds than in tapping or thread turning; the feed can be adjusted to generate the desired surface finish and is not constrained by the desired thread pitch as in other threading operations.

The power required for threading can be reduced considerably using thread milling. Percent threads approaching 100% can be generated, and tapered threads can be generated easily and accurately. Thread milling is used primarily for large holes (diameter >30 mm), while tapping is used for smaller holes (diameter less than 40 mm) due to tool cost.

Threads in smaller holes can be milled using a combined short-hole drilling and thread milling operation called thrilling or drill/threadmilling. Thrilling uses a combined drill-threading tool rotating continuously at a high spindle speed to drill a blind or through hole and generates the thread through a helical retraction motion. Thread milling accuracy is dependent on the machine control system generating the helical interpolation including the machine motion accuracy. Thread milling tends to generate smoother and more accurate threads than tapping and is more efficient than thread turning. Thread milling also eliminates the spindle reversal at the bottom of the hole required in tapping. However, milled threads must typically be gauged much more carefully than tapped threads. Coolant requirements in thread milling are not as critical as those in cut tapping. Tooling costs are generally higher than for tapping.

Up-milling is  used with materials that are difficult to machine (e.g., stainless steels) to improve tool life. A thread-milling tool can cut from either the entrance or exit/bottom of the hole, compared to a tap that must start at the entry. If the force in thread milling is too high for the tool L/D ratio, multiple passes can be used to avoid tool breakage. Tapping generates the full thread form and machines to final size in one pass. Thread milling can produce high tool pressures when milling at full thread length and depth, which can result in excessive tool deflection and tool breakage. Machine requirements also limit the applicability of thread milling; the proper speeds and feed rates must be available, and the machine must be capable of producing an accurate circular motion at high speeds and feeds, especially with nonferrous parts. Thread milling can also only be applied when the ratio of the thread length to the major diameter of the tool falls within relatively narrow limits.


Milling


News and Information to Facilitate Productivity Analysis of Machining Elements in Milling

NPTEL DFMA Course: Module 3 - DFMA for Machining

Machining - General

https://nptel.ac.in/content/storage2/courses/107103012/module3/lec1.pdf

Turning

https://nptel.ac.in/content/storage2/courses/107103012/module3/lec2.pdf

Round Holes

https://nptel.ac.in/content/storage2/courses/107103012/module3/lec3.pdf

Milling

https://nptel.ac.in/content/storage2/courses/107103012/module3/lec4.pdf

Shaping, Planing and Slotting

https://nptel.ac.in/content/storage2/courses/107103012/module3/lec5.pdf

Broaching

https://nptel.ac.in/content/storage2/courses/107103012/module3/lec6.pdf



2022

Method for an Effective Selection of Tools and Cutting Conditions during Precise Turning of Non-Alloy Quality Steel C45

Materials (Basel). 2022 Jan; 15(2): 505. 

Interesting article. Literature review gives many papers related to IoT application in machining.


2021

Research to create new  sensors for  cutting tools for aircraft parts begins
AI-enabled sensors for parts machining set to improve quality and help manufacturers cut costs.

Press release
Published on Tuesday 23 November 2021

Industry 4.0 – Smart cutting tools
November 10, 2021
Tools Communicating with Software

Industry 4.0 is touching the cutting tools industry from quote to delivery, according to Orris.

“Tools are becoming ‘intellectual’ because that’s what’s needed in today’s industry,” he says. “Through sophisticated technology and embedded chips, tools are communicating with software to collect data that’s critical to achieving efficient manufacturing. Understanding the data and applying what’s learned is the key to efficiency.”
“With Industry 4.0, we are creating tools that are highly connected to their applications,” Orris added. “In the field, tools are mis-applied at a rate as high as 70%. Using our digital process, we focus on reducing that 70% to – ideally, 0. We’re always looking for ways to control variables and maximize efficiency.”

Bill Orris, ARCH Cutting Tools Senior Director – Product Development and Custom Solutions, is an Industry 4.0 expert and a cutting tools industry innovation leader. 


PRODUCTIVITY IMPROVEMENT IN METAL-CUTTING TECHNOLOGIES - CONVENTIONAL & UNCONVENTIONAL
Dr Nageswara Rao Posinasetti, Professor, Department of Technology, University of Northern Iowa, USA

2020
ANCA Tool of the Year 2020 – ARCH Cutting Tools
https://www.mtwmag.com/arch-cutting-tools-tops-ancas-third-tool-of-the-year-competition/

2019
What Is High-Speed Machining?
6/26/19
Grainger Editorial Staff




Revised on 31.8.2022,  19.7.2022,  18.12.2021,  20 July 2021,  4 January 2021
First published 16 September 2020













Tuesday, August 30, 2022

Energy Efficiency Improvement of Machine Tools and Machine Shops - Energy Industrial Engineering

 Reducing energy costs in production with machine tools

Energy consumption is increasingly becoming the main concern for machine tool users. But energy costs are not the only factor here. Proof of climate-neutral production is increasingly becoming a competitive advantage in the production of parts with machine tools. 

SINUMERIK equipment packages as well as CNC Shopfloor Management Software from Siemens make a significant contribution to increasing the energy efficiency of the machine.



Energy-efficient machining systems: A critical review
June 2014The International Journal of Advanced Manufacturing Technology 72(9-12):1389-1406
DOI:10.1007/s00170-014-5756-0
Project: Development of an energy-efficient machining system
https://www.researchgate.net/publication/272031225_Energy-efficient_machining_systems_A_critical_review


Energy efficiency of machining operations: A review
January 2016Proceedings of the Institution of Mechanical Engineers Part B Journal of Engineering Manufacture 231(11)
DOI:10.1177/0954405415619345
https://www.researchgate.net/publication/292213278_Energy_efficiency_of_machining_operations_A_review

Earlier Collection



1. C.-W. Park, K.-S. Kwon, W.-B. Kim, B.-K. Min, S.-J. Park, I.-H. Sung, Y. S. Yoon, K.-S. Lee, J.-H. Lee, J. Seok, "Energy consumption reduction technology in manufacturing—A selective review of policies standards and research", Int. J. Precis. Eng. Manuf., vol. 10, pp. 151-173, Dec. 2009.   
 

2. F. Liu, J. Xie, S. Liu, "A method for predicting the energy consumption of the main driving system of a machine tool in a machining process", J. Cleaner Prod., vol. 105, pp. 171-177, Oct. 2015.

Liu et al.  divided energy consumption into three stages, start-up, idle, and cutting, and developed a predictive model considering the characteristics of cutting force, rotation speed, kinetic energy, and magnetic field energy for each stage.
   
3. S. H. Hu, "Energy consumption characteristics of multiple-component of modern CNC machine tools", vol. 3, 2012.
 
4. S. Anderberg, S. Kara, "Energy and cost efficiency in CNC machining", Proc. 7th CIRP Conf. Sustain. Manuf., pp. 1-4, 2009.

In the extreme case with the highest forecasted energy cost and full automation, the energy cost account for as much as 14% of the total machining cost. But typical rate is less than 2% of the total machining cost.

 
5. DMG MORI Going Green With New Energy-Saving Functions, Sep. 2014, [online] Available: https://www.dmgmori.co.jp/corporate/en/news/pdf/20140905_energy_e.pdf.
 
6. Energy-Efficient Machine Tool Technologies for Any Size Shop, 2016, [online] Available: https://www.okuma.com/stuff/contentmgr/files/0/143c354d61f2562efb3e2a8bd72166a0/files/okuma_energyefficientmachinetooltechnologies_whitepaper_final_high_ res.pdf.
 
7. Utilization Monitoring and Analysis, [online] Available: https://english.mazak.jp/smooth-technology/monit_analysis/.

 In response to these needs for energy reduction and management, leading makers of machine tools (e.g., DMG MORI, Okuma, and Mazak) are developing and commercializing human-machine interface (HMI) systems with energy monitoring functions, which support the energy consumption monitoring of representative machine tool components, such as spindles and servo motors. The purpose of this type of energy monitoring is to achieve the efficient consumption and management of energy while supporting more accurate control and decision-making.
 
8. G. May, B. Stahl, M. Taisch, D. Kiritsis, "Energy management in manufacturing: From literature review to a conceptual framework", J. Cleaner Prod., vol. 167, pp. 1464-1489, Nov. 2017.

Vikhorev et al.  proposed a framework for monitoring and managing the energy consumption of factories. The framework collects energy data from energy-consuming objects in factories such as machine tools, generates events, avoids peak loads through an event-streaming engine called complex event processing (CEP), and assists decision-making by calculating energy consumption-related key performance indicators (KPIs).
   
   
9. V. A. Balogun, P. T. Mativenga, "Modelling of direct energy requirements in mechanical machining processes", J. Cleaner Prod., vol. 41, pp. 179-186, Feb. 2013.

Balogun and Mativenga  developed a machine tool energy consumption model for the electrical energy requirements of machining toolpaths. This model considers the idle state as well as the cutting state and further refines the power characteristics of coolant and tool changes
   
10. T. Peng, X. Xu, L. Wang, "A novel energy demand modelling approach for CNC machining based on function blocks", J. Manuf. Syst., vol. 33, no. 1, pp. 196-208, Jan. 2014.

 Peng et al. [13] developed an approach to modeling the energy demands of computer numerical control (CNC) machines through function block (FB) modeling based on the International Electrotechnical Commission (IEC) international standard IEC 61499. The FB specifies the in/out data and processing process by subdividing the hardware components. The approach is implemented to support the monitoring of energy consumption by subdividing down to fundamental levels, such as spindles and feed axes.
   
11. N. Xie, M. Duan, R. B. Chinnam, A. Li, W. Xue, "An energy modeling and evaluation approach for machine tools using generalized stochastic Petri nets", J. Cleaner Prod., vol. 113, pp. 523-531, Feb. 2016.

Xie et al. proposed an energy consumption model based on stochastic Petri nets. Through the proposed model, an environment for evaluating productivity-related indicators such as cycle time in connection with energy consumption was established. In addition, research has been conducted on developing a framework for more efficient energy data monitoring.
   
12. X. Chen, C. Li, Y. Tang, Q. Xiao, "An Internet of Things based energy efficiency monitoring and management system for machining workshop", J. Cleaner Prod., vol. 199, pp. 957-968, Oct. 2018.

Chen et al.  developed a system for processing and monitoring energy data collected from various sensors and machine controllers via the internet of things (IoT). In addition, there are several researches about energy consumption efficiency.

   
13. T. Schudeleit, S. Züst, L. Weiss, K. Wegener, "The total energy efficiency index for machine tools", Energy, vol. 102, pp. 682-693, May 2016.

Schudeleit et al. proposed indexes for analyzing the energy efficiency of machine tools. They distinguished between indexes for sufficiency, efficiency, and consistency to quantify energy efficiency.
   
14. J. Lenz, J. Kotschenreuther, E. Westkaemper, "Energy efficiency in machine tool operation by online energy monitoring capturing and analysis", Procedia CIRP, vol. 61, pp. 365-369, 2017.

 Lenz et al.  developed similar energy efficiency measures and implemented an online-based monitoring system for capturing energy efficiency.
   
15. K. Schischke, E. Hohwieler, R. Feitscher, J. König, S. Kreuschner, P. Wilpert, N. F. Nissen, "Energy-using product group analysis-lot 5 machine tools and related machinery executive summary-final version", Aug. 2012.

 The Fraunhofer institute  defined and classified components for monitoring of a machine tool’s energy consumption and the details are available in the paper.
 
16. Q. Xiao, C. Li, Y. Tang, Y. Du, Y. Kou, "Deep learning based modeling for cutting energy consumed in CNC turning process", Proc. IEEE Int. Conf. Syst. Man Cybern. (SMC), pp. 1398-1403, Oct. 2018.   Full Text: PDF (362KB)

Xiao et al.  applied deep learning models, such as convolutional neural networks (CNNs), sparse auto encoders (SAEs), and deep belief networks (DBNs), and compared the results to predict energy consumption during processing. The power of the processing stage was subdivided into standby power, unload power, material removal power, additional load loss, and cutting-related auxiliary system power, and an SAE was found to be the most efficient method.

170. G. Y. Zhao, Z. Y. Liu, Y. He, H. J. Cao, Y. B. Guo, "Energy consumption in machining: Classification prediction and reduction strategy", Energy, vol. 133, pp. 142-157, Aug. 2017.

 Zhao et al. [20] studied energy modeling and prediction methodologies from various perspectives, such as tool wear, tool intrinsic energy, and artificial neural networks.
   
18. P. Liu, F. Liu, H. Qiu, "A novel approach for acquiring the real-time energy efficiency of machine tools", Energy, vol. 121, pp. 524-532, Feb. 2017.

Liu et al.  developed a methodology for obtaining the real-time energy efficiency (REE) of machine tools. A model was developed to derive REE from the input power of the spindle as well as actual consumption data and related processing variables without measuring the cutting force of the machine, thereby laying the foundation for more efficient energy consumption.
   
192. T. Peng, X. Xu, "An interoperable energy consumption analysis system for CNC machining", J. Cleaner Prod., vol. 140, pp. 1828-1841, Jan. 2017.

Peng and Xu  developed a process that can perform hybrid modeling considering both the 3-axis and the 5-axis for an interoperability-based energy consumption analysis. In addition, an interoperable data model has been developed for monitoring and optimization of energy consumption based on the STEP-NC standard for exchange of product data.
   
20. X. Zhou, F. Liu, W. Cai, "An energy-consumption model for establishing energy-consumption allowance of a workpiece in a machining system", J. Cleaner Prod., vol. 135, pp. 1580-1590, Nov. 2016.

 Zhou et al.  developed a model to establish energy consumption allowance in a machining system. They defined the energy consumption step of the machining system and the input power profile and model of each step in detail. In addition, various studies have been conducted regarding the milling process and energy consumption
   
21. C. Zhang, Z. Zhou, G. Tian, Y. Xie, W. Lin, Z. Huang, "Energy consumption modeling and prediction of the milling process: A multistage perspective", Proc. Inst. Mech. Eng. B J. Eng. Manuf., vol. 232, no. 11, pp. 1973-1985, Sep. 2018.

Zhang et al. developed energy consumption modeling and a prediction model of milling processes. They used multiple linear regressions, a sliding filter, and variable neighborhood search–based gene expression programming to model energy consumption.
   
22. Z. Shang, D. Gao, Z. Jiang, Y. Lu, "Towards less energy intensive heavy-duty machine tools: Power consumption characteristics and energy-saving strategies", Energy, vol. 178, pp. 263-276, Jul. 2019.

Shang et al.  strategy includes relations of power consumption between cutting and air-cutting states and assists in designing and using energy within machining process.
   
23. X. Luan, S. Zhang, J. Chen, G. Li, "Energy modelling and energy saving strategy analysis of a machine tool during non-cutting status", Int. J. Prod. Res., vol. 57, no. 14, pp. 4451-4467, Jul. 2019.

Luan et al.  proposed an energy modeling and saving strategy analysis of machine tools during the non-cutting status. They developed models of energy consumption in the idle status of machine tools.
   
24. C. Li, L. Li, Y. Tang, Y. Zhu, L. Li, "A comprehensive approach to parameters optimization of energy-aware CNC milling", J. Intell. Manuf., vol. 30, no. 1, pp. 123-138, Jan. 2019.

Li et al.  proposed a comprehensive approach to the parameter optimization of energy-aware CNC milling. They developed an energy consumption model for the main status and elements of machine tools using a non-linear regression. In addition, an optimization model of energy consumption was developed using the tabu search method.
   
25. A. Aramcharoen, P. T. Mativenga, "Critical factors in energy demand modelling for CNC milling and impact of toolpath strategy", J. Cleaner Prod., vol. 78, pp. 63-74, Sep. 2014.
   
26. Optimizing Material Removal Rates, [online] Available: https://www.harveyperformance.com/in-the-loupe/material-removal-rate-efficiency/.
 

27 TS B, 0024-1:2010, "Machine Tools-Test Methods for Electric Power Consumption—Part 1: Machining Centres", 2010.
 
28. Y. C. Liang, X. Lu, W. D. Li, S. Wang, "Cyber physical system and big data enabled energy efficient machining optimisation", J. Cleaner Prod., vol. 187, pp. 46-62, Jun. 2018.
   

29. S. Tian, T. Wang, L. Zhang, X. Wu, "An energy-efficient scheduling approach for flexible job shop problem in an Internet of manufacturing Things environment", IEEE Access, vol. 7, pp. 62695-62704, 2019.  Full Text: PDF (15919KB)  

Above 29 references are from:
H. S. Kang, J. Y. Lee and D. Y. Lee, "An Integrated Energy Data Analytics Approach for Machine Tools," in IEEE Access, vol. 8, pp. 56124-56140, 2020.
https://ieeexplore.ieee.org/document/9040402


30. Improving Energy Efficiency in CNC Machining - PhD Thesis
by SS Pavanaskar · 2014
87 pages - PDF

 In this century, we must put forth the objective of energy efficiency as well as productivity when researching new and existing manufacturing processes. In this dissertation, we study CNC milling with this combined objective.
















Industrial Engineering For Efficient Energy Use


Energy Efficiency in Data Centers - Federal Energy Management Program
The Federal Energy Management Program (FEMP) encourages agencies and organizations to improve data center energy efficiency in accordance with the Office of Management and Budget's Smart Cloud Strategy and M-16-19 Memorandum.

Data centers offer a tremendous opportunity for energy and cost savings.

How data centers can minimize their energy use
ABB Review | 03/2020 


25.1.2014
Failing to accurately account for the cost of energy in manufacturing can be a recipe for failure.
http://www.automationworld.com/energy-use-critical-ingredient-manufacturing-success#!

3.11. 2013
Energy Efficiency - ABB


7.7.2011
The Knol is being updated after one and half years. The motivation for the update is an article published in the Industrial Engineering Magazine (IIE Magazine) July 2011 with the title Energizing Continuous Improvement by John Preston,
John Preston is a corporate industrial engineer and president of IIE’s Greater Detroit Chapter. He is employed by Dura Automotive Systems in Rochester Hills, Mich.
He gave ideas on improving energy efficiency. I am summarizing the article in another knol.


20 December 2009

 

Industrial Engineering and Energy

Industrial engineering profession decided to evaluate and improve the efficiency of energy use and hence included energy in its definition. It also added information to its definition with the same objective.
But has industrial engineering developed any methodologies for evaluating and improving energy use efficiency? This knol is an attempt to collect material relating to efficient energy use.
___________________________________________________________________________________________

Industrial Engineering in the field of Energy and Environmental Engineering

Münster/Steinfurt (23 February 2007)

Sales, management or controlling - only a few other degree programmes give graduates access to such a wide range of professional opportunities as that in Industrial Engineering.

This is why Münster University of Applied Sciences has now added Industrial Engineering to its range of courses.

"By popular demand, we have decided to offer a degree programme in Industrial Engineering in the field of Energy and Environmental Engineering", Prof. Dr.-Ing. Christof Wetter, Dean of the Faculty of Energy · Building · Environment, underlined.
___________________________________________________________________________________________

ENERGY EFFICIENCY IN PRODUCTION ENGINEERING COURSES


Third International Conference on Production Research – Americas’ Region 2006 (ICPR ICPR-AM06)
___________________________________________________________________________________________

Data center energy efficiency assessment by IBM services

IBM report: cutting energy costs for a powerful competitive advantage
IBM Data Center and Facilities Strategy Services – data center energy efficiency assessment measures the energy usage of your cooling, electrical and building systems, compares your energy efficiency to an industry standard and identifies opportunities to improve. It helps create business-case financial justification to help prioritize improvements for energy savings, giving you a framework to make infrastructure decisions.
___________________________________________________________________________________________

The Cisco Data Center Energy Efficiency Assessment Service

Increase the Energy Efficiency of Your Physical Design
The Cisco Data Center Energy Efficiency Assessment Service helps you to benchmark the power, cooling, and facilities infrastructure of your data center so you can increase its energy efficiency.
The service includes five activities:
● Inspect physical infrastructure
● Benchmark energy efficiency
● Project efficiency effects of changes
● Model air flow and temperature distribution
● Assess electrical efficiency
___________________________________________________________________________________________
7.7.2011
The Knol is being updated after one and half years. The motivation for the update is an article published in the Industrial Engineering Magazine (IIE Magazine) July 2011 with the title Energizing Continuous Improvement by John Preston,
John Preston is a corporate industrial engineer and president of IIE’s Greater Detroit Chapter. He is employed by Dura Automotive Systems in Rochester Hills, Mich.
He gave ideas on improving energy efficiency. I am summarizing the article in another knol.
Original knol - http://knol.google.com/k/narayana-rao/industrial-engineering-for-efficient/2utb2lsm2k7a/ 2061



Ud. 30.1.2022,  25.1.2014, 7.7.2011

Progress of Scientific Management - Productivity Improvement - Subsequent to F.W. Taylor

Is Scientific Management progressing today.

The notion that science of management can be developed and used in very much in use today.

But the focus of scientific management, as captured by Taylor was work of individuals. That focus is not any more popular. The discussion regarding individual work is researched by HRM, Ergonomics and OB disciplines. Even in IE field, attention to individual's work has come down

Henry Lawrence Gantt

Henry Lawrence Gantt was a teacher of natural science and mechanics, and later a mechanical engineer. In 1887 he joined the Midvale Steel Co. as an assistant in the engineering department. He met Frederick Taylor there, and they shared a common interest in their quest for science in management and developed a deep mutual admiration for each other's work. In Gantt's teaching the worker, Gantt felt the supervisor should do more than to increase the worker's skill and knowledge; he added another ingredient to industrial education called the "habits of industry". These habits were industriousness and cooperation, which would facilitate the acquisition of all other knowledge. The habits that had to be taught to the worker were those of, "doing promptly and to the best of his ability the work set before him". Gantt was oriented toward the dramatization of data through graphic means. It thus allowed management to see how plans were progressing and take whatever action was necessary to keep projects on time or within budget authorizations. Gantt never patented the concept, nor profited from it, but his achievement did earn him the Distinguished Service Medal from the Government. 

Gantt is often seen as a disciple of Taylor and a promoter of the scientific school of management. In his early career, the influence of Taylor - and Gantt's aptitude for problem-solving - resulted in attempts to address the technical problems of scientific management. Like Taylor, Gantt believed that it was only the application of scientific analysis to every aspect of work which could produce industrial efficiency, and that improvements in management came from eliminating chance and accidents. Gantt made four individual and notable contributions. 

Henry Laurence Gantt's legacy to management is the Gantt chart. Accepted as a commonplace project management tool today, it was an innovation of world-wide importance in the 1920s. But the Chart was not Gantt's only legacy; he was also a forerunner of the Human Relations School of management and an early spokesman for the social responsibility of business (Management & Business Studies Portal of British Library). 

Henry Laurence Gantt (1861-1919) - Industrial Engineer

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

Carl G. Barth, a mathematics teacher, was recruited by Taylor for the purposes of handling the complex mathematical problems in Taylor's metal cutting experiments. When Taylor left Bethlehem, Carl Barth went with him and then assisted in the first installations of scientific management at the Tabor Manufacturing Co., The Link Belt Co., Fairbanks Scale, Yale and Towne, and at a later time, Watertown Arsenal. Mr. Barth also assisted George Babcock in installing scientific management in the Franklin Motor Car Co. His slide rule was unique and helpful.  In 1905 Barth began work as an independent consultant. For two decades he traveled to various plants, including the United States Arsenal at Watertown, Massachusetts (1909), installing his slide rule systems. Though officially retired in 1923, Barth continued to make slide rules. In addition to feed-and-speed slide rules, Barth created slide rules for calculations related to gears, belts, helical springs, and more (Collections of Historical Scientific Instruments / Harvard University).  

In 1904, Mr. Harrington Emerson installed better methods and equipment, centralized the manufacture of material and tools, and installing an individual reward system in Santa Fe Railway. Mr. Emerson's methods were praised as an example of what scientific management could do for the railroads. Waste and inefficiency were the evils that Mr. Emerson saw pervading the entire U.S. industrial system. Mr. Emerson made other contributions in cost accounting. In using Hollerith punch-card tabulating machines for accounting records, and in setting standards for judging worker and shop efficiency. 

 Emerson efficiency methods were applied to department stores, hospitals, colleges, and municipal governments. Between 1911 and 1920 Emerson's firm averaged annual earnings of over $100,000.00.  Emerson occupied himself with soliciting business and managing the financial affairs of the company, leaving the consulting work to his associates. Branch offices were established in New York, Pittsburgh, and Chicago. In addition to business success. Emerson enjoyed growing stature in the engineering profession. He was identified as one of the pioneers of modern management and industrial engineering, along with Taylor, H. L. Gantt, and Frank Gilbreth. Emerson joined these and other progressive engineers in founding the Society of Industrial Engineers in 1917.  Emerson also participated in the engineering profession's defense of scientific management against public misconception and antagonism from labor organizations. He testified in 1912 before a U.S. House of Representatives committee investigating the impact of scientific management on labor. He also submitted a statement in 1914 to the United States Commission on Industrial Relations, later undergoing cross-examination as well (Harrington Emerson Papers, Emerson, Harrington, 1853 -1931).

Morris Llewellyn Cooke went to work in industry after having received a B.S. Degree in mechanical engineering and was soon applying a "question method" to the wastes of industry long before he met, or heard of, F.W. Taylor. To scientific management, Morris Cooke had brought new ideas to develop harmonious cooperation between labor and management. He wanted more participation by workers, but most of all he sought to enlist aid of the leaders of organized labor. If scientific management was to make any headway in the Twentieth century, it required someone like Mr. Cooke to open new vistas in nonindustrial organizations and gain the support of the U.S. labor movement. 

During Roosevelt's first term as Governor of New York, he appointed Cooke to the Power Authority of the State of New York. Later, in March 1935, Roosevelt selected Cooke to head the Rural Electrification Administration which he funded through the Emergency Relief Appropriation Act of that year.  

 Harlow S. Person introduced the first opportunity for college training of employment managers at Dartmouth's Amos Tuck School of Administration and Finance as early as 1915. Those at Tuck whom wished to become employment managers had the opportunity to take a "special course in employment management and (prepare) a thesis which is the solution of a specific problem of management in a specific plant". Through his role in the Society for the Promotion of the Science of Management (SPSM), later was renamed the Taylor Society, Person was able to promote the study of employment management from a systematic point of view.  Under Harlow Person's presidency, the Taylor Society from 1914 through 1919 was increasingly receptive to the consideration of social ideals and to the participation of social scientists and reformers. Harlow Person, and Henry Dennison, Van Kleeck in the 1920s helped to make the Taylor Society an imaginative forum for the discussion of scientific management's relation to problems of macroeconomic coordination (Person, "The Manager, the Workman, and the Social Scientist"; Haber, Efficiency and Uplift, chap. 3; Nelson, Frederick W. Taylor, chap. 7; Noble, America By Design, chap. 10; Schachter, Taylor and the Public Administration Community, chap).  

 Hugo Munsterberg was the creator of industrial psychology. In 1892, Munsterberg established his psychological laboratory at Howard University. It was to become the foundation stone in the industrial psychology movement. Munsterberg's Psychology and Industrial Efficiency was directly related to Taylor's proposals and contained three broad parts, 1.) "The Best Possible Man", 2.) "The Best Possible Work” and 3 "The Best Possible Effect". Munsterberg's focus on the individual, the emphasis on efficiency, and the social benefits to be derived from application of the scientific method, had been what F.W. Taylor and others had envisioned as contributions from Psychologists to research into the human factor. 

 His paper Psychology and the Market (1909) suggested that psychology could be used in many different industrial applications including management, vocational decisions, advertising, and job performance and employee motivation. In Psychology and Industrial Efficiency (1913) Münsterberg addressed many different topics.  His objective was "to sketch the outlines of a new science which is to intermediate between the modern laboratory psychology and the problems of economics: the psychological experiment is systematically to be placed at the service of commerce and industry." (Münsterberg, Hugo. Psychology and Industrial Efficiency. Boston and New York: Houghton Mifflin Company, 1913. Print (3). He selects three points of view that he believes are of particular importance to industrial psychology and seeks to answer those questions. These three questions include "how we can find the men whose mental qualities make them best fitted for the work which they have to do; secondly, under what psychological conditions we can secure the greatest and most satisfactory output of work from every man; and finally, how we can produce most completely the influences on human minds which are desired in the interest of business." In other words, we ask how to find "the best possible man, how to produce the best possible work, and how to secure the best possible effects." (Münsterberg, Hugo. Psychology and Industrial Efficiency. Boston and New York: Houghton Mifflin Company, 1913. Print (23-24). 

Whiting Williams, vice president and director of personnel for the Hydraulic Pressed Steel Co. located in Cleveland,  shed his white collar and headed out disguised as a worker to study industrial conditions first￾hand. He felt that the only way to discover the human problems of industry would be to become a participant-observer because "men's actions spring from their feelings rather than their thoughts, and people cannot be interviewed for their feelings". Mr. Williams' view was unique in that he established earnings as a means of social comparison - that is, the pay a worker received was considered not in absolute, but in relative, terms to what others received.  In addition, he was active as a writer and speaker on the subject of employee-management relations across the country (Oberlin College Archives). 

Robert. G. Valentine was one early revisionist who attempted a rapprochement between unions and scientific management as represented by the Taylor Society. He argued that the labor-management relationship was properly one of "consent". Consent was based on workers participation, and especially union participation, in reaching all decisions affecting labor.  

Russell Robb, gave series of lectures on organization at the newly formed Harvard Business School,  Mr. Robb was heavily influenced by scientific management and the need for systematization, but he looked beyond that to see the organization as a whole. 

References 

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

http://dssmhi1.fas.harvard.edu/emuseumdev/code/emuseum.asp?action=advsearch&newsearch=

1&profile=people&rawsearch=constituentid/,/is/,/964/,/false/,/true&style=single&searchdesc=Ca

rl%20G.%20Barth

http://www.mbsportal.bl.uk/taster/subjareas/busmanhist/mgmtthinkers/gantt.aspx

http://www.libraries.psu.edu/findingaids/1541.htm

http://newdeal.feri.org/bios/bio10.htm

http://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberg

http://www.oberlin.edu/archive/holdings/finding/RG3/SG2/biography.html


Source of the paper

https://www.academia.edu/9120152/The_Advent_of_Scientific_Management



Implementation of Scientific Management by Taylor's Followers

FIRM    PRINCIPAL  TAYLOR EXPERT( S) DATES 


1 Tabor Mfg., Phila.   Barth, Hathaway 1903-

2 Stokes and Smith, Phila.  Gantt 1902-03? 

3 Link Belt Engr., Phila. Barth 1903-07 

4 Sayles Bleachery, Saylesville, R.I. Gantt 1904-08 

5 Yale & Towne, Stamford, Conn. Barth 1905-07 

6 Santa Fe Railroad, Topeka, Kan. Emerson 1904-07 

7 Brighton Mills, Passaic, N.J. Gantt 1905-08 

8 Ferracute Machine, Bridgeton, N.J. Parkhurst 1907-10 

9 H. H. Franklin, Syracuse, N.Y. Barth 1909-10, 1911 

10 Canadian Pacific Railroad, Montreal  Gantt 1908-11 

11 Smith & Furbush Machine, Phila. Barth 1908-10



The key features of Taylor's system. 

( 1) the preliminary technical and organizational improvements, such as changes in machinery and machine operations ( including the introduction of high speed tool steel in machine shops), better belting, cost accounting procedures,  systematic purchasing, stores and tool room methods - in short, Taylor's basic refinements of systematic management techniques; ( 2) a planning department; ( 3) functional foremanship; ( 4) time study; and ( 5) an incentive wage system. Study by Nelson indicates that  Taylor's colleagues were generally faithful to his teachings. They typically introduced major changes in three or four of the categories. The principal exceptions were functional foremanship, which most of them apparently considered impractical, and to a lesser extent, the incentive wage, which they advocated but often did not have an opportunity to introduce. The usual effect of their work, then, was a wide-ranging revision of the physical organization of the plant, a less thorough alteration of the foreman's functions, and a modest change in the average workman's activities. 

In every company there was evidence of preliminary reorganization: materials were classified and standardized, tool and store rooms revamped, machinery adjusted, and the plant layout improved. The only major exception to Taylor's approach was in accounting procedure, where the "experts" often made only minor changes.


Energy Industrial Engineering

Industrial engineers have to step up the efforts in Energy Industrial Engineering. Energy is part of IE definition.

7th Annual IEA’s Global Conference on Energy Efficiency - Video

_________________________



https://www.youtube.com/watch?v=Uq3B4tlFPCQ
_________________________


10 June 2022

7th Annual IEA’s Global Conference on Energy Efficiency 

Global energy and climate leaders meeting at the IEA’s Global Conference on Energy Efficiency have agreed on actions to accelerate improvements in energy efficiency that can reduce energy bills, ease dependence on imported fuels and speed up reductions in greenhouse gas emissions.




Industrial Engineering - IIE Definition - Emphasis on Energy

"Industrial engineering is concerned with the design, improvement and installation of integrated systems of people, materials, information, equipment and energy. It draws upon specialized knowledge and skill in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design, to specify, predict, and evaluate the results to be obtained from such systems."

Energy was identified as an important resource to be specifically highlighted in the definition so that it gets adequate attention of industrial engineers. Despite the addition of the term to the definition, no focused efforts were done by IE profession and discipline to come out with any standard IE approach for increasing the energy efficiency. There is a lot of energy efficiency work being undertaken by specialists in this field but IE departments in companies have not reported their embracing this activity and providing the benefit to their organizations.

John Preston, ( Corporate Industrial Engineer, Dura Automotive Systems in Rochester Hills, Mich. and president of IIE’s Greater Detroit Chapter ) authored a paper on energy efficiency studies, "Energizing continuous improvement," and it was published in Industrial Engineer (IIE Magazine), July 2011.

The ideas presented in the paper could give a starting point for IEs to look at their work in the field of energy industrial engineering.
__________________________________________________________________________________

It is common for management to think that energy costs are fixed. Managers surmise that their operations will incur similar utility charges each month regardless of any actions taken to reduce expenses.

Energy cost analysis

But energy bills are visible and clear. They are simple measures. They show how much energy the facility used, and when it was  incurred. They can be compared to other monthly figures such as total direct labor hours or sales. Facilities or units that do not manage their energy costs will have similar monthly utility usage over time, even with variation in monthly sales or labor hours. The facilities that lack correlation between these figures are more than likely those with the most opportunities to reduce utility and other major expenses. Hence, industrial engineers can locate units that offer scope for energy efficiency improvement.

This data is readily available. Accounting  departments typically store well-organized utility bills for four or five years. Accounting department also can assist by providing sales, labor hours or other figures to be used for comparison. It takes little time to create trend charts of these records.

Once the data is collected simple linear regression is to used in the analysis.  Most of the projects identified in operations that previously had no energy management program have payback periods of less than one year. In operations with significant opportunities, excellent projects exist that will have payback periods of less than a month. Most importantly, the resulting utility bills with decreased costs quickly demonstrate the benefit of these projects.

Getting started - More Concrete Steps

The first step is identifying the facility that has the most opportunity. Collect each facility’s utility bills for the last 12 months. Using simple linear regression, compare the monthly electricity bills to monthly sales or another common measure, such as labor hours. The facility with the lowest R² probably has the most opportunity to reduce energy costs. The closer R² is to one  (1 ), the more likely the plant’s monthly sales are related to electricity costs and can be predicted by the model. As R² gets closer to zero (say up to 0.5), it’s less likely that sales correlate to energy costs, meaning the model cannot predict future outcomes.

Next is conducting an analysis of the chosen site to determine if the targeted facility effectively manages its energy costs. Investigate if and how the facility tracks its energy costs and usage over time. Note who in the organization has the data and how it is used. Ask the maintenance or engineering manager if they know which equipment or building uses the most energy and when the energy is used. Ask them if projects have been completed or planned to be completed that reduce energy costs. If there is little evidence of measurement, analysis or improvement, it is likely that there are significant opportunities to reduce energy costs.

Energy Audit

The targeted facility needs to have an energy audit performed. The energy audit will show what is using the most energy and when it is used. The energy audit of the targeted facility needs to be performed by an individual or group who have experience in that facility’s industry. Industrial engineers can take the services of  certified energy managers who  will have the capabilities and equipment to perform the needed analysis. The audit needs to yield quantitative data that provide direction toward the most wasteful forms of energy use within the facility. The analysis will provide hard evidence and improvement ideas to eliminate the wastes.

Using the results of the energy audit and its recommendations, develop and implement a project that reduces energy waste without much investment. Popular quick payback projects include installing high-efficiency lighting, developing shutdown procedures and investing in auto-off controls. These kinds of projects carry little risk. They are inexpensive and significantly reduce electricity bills. After the project is completed, develop a presentation that documents the project’s success.

Shutdown procedures

A good initial project could focus on shutdown procedures. One factory that left on its equipment when production was not running developed basic shutdown procedures. These procedures included who was responsible for turning off equipment, how to turn off the equipment and what equipment was to be left on. The changes reduced the factory’s electricity bill by 12 percent, which saved the company approximately $60,000 per year.

Build and sustain the momentum from the success of your first project. The momentum can be used to  replicate the project at other facilities within the organization. If the first project was well-documented, it will not take significant effort to convince other facilities of the project’s worth.
Automatic Shutoff Controls

A good follow-up to shutdown procedures would be to analyze the efficacy of automatic shutoff controls. In one example, a large automotive factory left its stamping presses running continuously, even when production was not scheduled. The project led to the purchase of 86 programmable logic controllers, which were installed on the presses. These devices automatically shut down equipment after the machines have been idle for a period of time. The devices cost the company about $20,000, but they saved the business at least $260,000 per year in electricity. This project reduced the factory’s electrical usage by 5 percent.

Lighting Upgrade

A lighting upgrade is a more expensive project that also can yield positive results. One factory used inefficient metal halide high-intensity discharge (HID) fixtures and bulbs to light its floor space. The factory removed the HID fixtures and replaced them with high-efficiency T8 fluorescent lamps. The cost to purchase and install the new fixtures was about $55,000 after rebates. The project saved the company roughly $90,000 per year in electricity and bulbs.

Roadblocks to success

Energy cost reduction have not received high priority in many organizations. So Industrial engineers have to take some precautions in proposing projects.

Ensure the direction from the energy audit. The energy audit needs to provide clear direction. The audit has to document the source of and solutions to the facility’s energy waste. The audit needs to include interval trend data on the largest users of energy. Interval trend data will provide clear evidence of the energy use and waste. Without interval trend data, the results of the audit will not offer the quantitative proof necessary to request capital funding for improvements.

Ensure capable resources. In these situations, the opportunities to reduce costs need to be well-documented and escalated to decision makers so that for quick ROI projects, upper management sanctions seeking  resources external to the facility.
_________________________________________________________________________
John Preston provided a beginner's guide for energy industrial engineering. Make a regression between utility bills and sales. Employ and conduct an energy audit. Take up some low cost projects like shutdown procedures, automatic shutoff systems and lighting improvement. Then develop further expertise in energy efficiency improvement,
__________________________________________________________________________

2022

Indianapolis-based Energy Systems Network has launched  'a first-of-its-kind statewide program' in partnership with the Emerging Manufacturing Collaboration Center. Energy INsights aims to help manufacturers use artificial intelligence and data science to reduce energy costs.
---------------------------------


Energy Efficiency of Manufacturing Processes and Systems

Konstantinos Salonitis
MDPI, 09-Nov-2020 - Technology & Engineering - 224 pages
This Special Issue addresses the important issue of the energy efficiency of both manufacturing processes and systems. Manufacturing is responsible for one-third of global energy consumption and CO2 emissions. Thus, improving the energy efficiency of production has been the focus of research in recent years. Energy efficiency has begun to be considered as one of the key decision-making attributes for manufacturing. This book includes recent studies on methods for the measurement of energy efficiency, tools and techniques for the analysis and development of improvements with regards to energy consumption, modeling and simulation of energy efficiency, and the integration of green and lean manufacturing. This book presents a breadth of relevant information, material, and knowledge to support research, policy-making, practices, and experience transferability to address the issues of energy efficiency.


Analysis of Energy Efficiency of Industrial Processes

Vladimir S. Stepanov
Springer Science & Business Media, 06-Dec-2012

Related Blog Posts by Me in This Blog


Energy Efficiency Conference - ECEEE

Energy Efficiency and Productivity - International Events and Examples

Industrial Engineering in Electical Engineering

Cost Reduction Opportunities in Power Plants and Distribution Systems

Economic Analysis - Clean Energy Investment Proposals

Energy Productivity - Efficiency Improvement

Energy Industrial Engineering

National Energy Conservation Day



Check the links below. May be they point out to knol links!

Economic Analysis - Clean Energy Investment Proposals
Energy Efficiency Projects - Energy Service Companies (ESCO)
Energy Use Efficiency - IE for Energy Resource
Industrial Engineering For Efficient Energy Use
NATIONAL ENERGY CONSERVATION DAY - INDIA - 14 DECEMBER
__________________________________________________________________________________

Related Web Pages

Electrical Systems / Energy Management
Why are so few organizations investing in systematic energy productivity planning?
Energy Expert Peter Garforth explores the "We tried that 20 years ago and it didn't work..." syndrome.
By Peter Garforth
Apr 05, 2010

Industrial energy efficiency 1993 study
Science and Engineering Solutions for Energy Efficiency
http://www.ornl.gov/sci/ees/itp/documents/ITPEnergyAppsdisplay.pdf


Related blog posts by me

Energy Productivity - Efficiency Improvement
http://nraoiekc.blogspot.com/2012/09/energy-productivity-improvement.html

Energy Use Efficiency - IE for Energy Resource
http://nraoiekc.blogspot.com/2012/04/energy-use-efficiency-ie-for-energy.html

Energy Efficiency - An International Movement - Are IEs Participating?
http://nraoiekc.blogspot.com/2012/02/energy-efficiency-international.html

NATIONAL ENERGY CONSERVATION DAY - INDIA - 14 DECEMBER
http://nraoiekc.blogspot.com/2012/02/national-energy-conservation-day-india.html


Ud 30.8.2021,  25.8.2022,  8.7.2022,    27.2.2022,  4.9.2021
26.11.2014
Pub  January 2012