Industrial Engineering is System Efficiency Engineering. It is Machine Effort and Human Effort Engineering. 2.57 Million Page View Blog. 200,000+ visitors. (17,000+ visitors in the current calendar year)
Blog Provides Industrial Engineering Knowledge: Articles, Books, Case Studies, Course Pages and Materials, Lecture Notes, Project Reviews, Research Papers Study Materials, and Video Lectures.
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Why do You require #Resiliency as an Innovator or Industrial Engineer or as Good Change Manager?
Success is not easy. Even if you develop a prototype of a device or an artifact based on your idea, people will be indifferent to your ideas. You need to believe in your passion, the logic behind it and the reasons you think people have to use it for their benefit.
F.W. Taylor said objective demonstration done repeatedly only will persuade people that too one by one.
In sales, objection handling is an important step. Industrial engineers are also salesmen selling their idea. Idea selling is part of marketing and sales textbooks. Hence, IEs have to be prepared for objections and for giving answers to them. Still, the internal customers may not agree and point out problems. IEs have to listen patiently, have to think once again about the solution and if they think it is right, they have to recommend it again at the next opportunity.
Sometimes any idea rejected for including it in a process, may be accepted in a different process. So filing and keeping track of promising ideas is important for industrial engineers.
The success of Toyota in cost reduction, productivity improvement, and international competitiveness and its celebrated Toyota Production System, fulfilled the dream of Yoichi Ueno (that Japan can guide US in improved practices of efficiency improvement). The success of #Toyota and the World Class #TPS was built on the sustained efforts many Japanese persons who understood Taylor and Gilbreth's writings and improvised them in implementing them in Japanese companies.
Toyota production system (TPS) evolved out of Toyota-style Industrial Engineering.
The two eminent persons directly involved in development of TPS - Taiichi Ohno and Shigeo Shingo made this statement in their books. Taiichi Ohno first authored a book on TPS for disseminating the concept and practices of TPS to other companies in Japan. Then using that book as the source material and foundation, Shigeo Shingo explained the role of industrial engineering in the development of TPS. Industrial engineers have to read Shingo's book to understand the important role industrial engineering philosophy and methods played in the emergence of work class manufacturing system of that period. Read about birth of TPS in an interview of Taiichi Ohno - How it all began - Taiichi Ohno.
Toyota uses all four. It is a pioneer in JIT. Workplace organization includes Jidoka and JIT. Jidoka is concerned with developing excellent machine - man system. JIT is concerned with eliminating the waste or cost of work-in-progress or process (WIP) inventories.
Industrial engineering is improvement in various elements of engineering operations to increase productivity. Along with engineering elements, industrial engineers evaluate and improve many other elements also as they are responsible for productivity and cost of items produced in a process. Through assignments of improving productivity and efficiency of information technology and software engineering processes, industrial engineers specializing in IT were given responsibility for business processes also. Thus industrial engineers with focus on various branches of engineering provide their services to companies and society to improve various elements of the products and processes on a continuous basis over the product life cycle. They are active in engineering or production-maintenance-service-logistic processes and business processes.
Productivity improvement always focuses on quality and flexibility issues as productivity improvement should not lead to any deterioration in quality or flexibility. Delivery and cost are always at the core of industrial engineering. Thus when QFCD paradigm came, that is attention to quality, flexibility, cost and delivery became prominent, many industrial engineers were given the responsibility of managing this function of continuous improvement.
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Focus Areas of Industrial Engineering - Brief Explanation
Industrial Engineering Statistics: Using statistical tools like data description, sampling and design of experiments in industrial engineering activity. Statistics and Industrial Engineering
Human Effort Industrial Engineering: Redesign of products and processes to increase satisfaction and reduce discomfort and other negative consequence to operators. Motion Study - Human Effort Industrial Engineering
Productivity Measurement: Various measurements done by industrial engineers in industrial setting to collect data, analyze data and use the insights in redesign: Product Industrial Engineering and Process Industrial Engineering. Industrial Engineering Data and Measurements
Productivity Management: Management undertaken by industrial engineers to implement Product Industrial Engineering and Process Industrial Engineering. Management processes industrial engineering is also part of productivity management. Productivity Management
Applied Industrial Engineering: Application of industrial engineering in new technologies, existing technologies, engineering business and industrial processes and other areas.
Toyota Motors - Industrial Engineering Activities and Jobs
Toyota Motors is the pioneer in JIT. Just in Time production that eliminates long term storage and short term delays in flow.
Toyota Motors enriched industrial engineering immensely. ASME standardized the process flow chart with two categories focusing on temporary delays on the shop floor and storage in stores or warehouses. It is the Toyota executives who reasoned that these two stages are costing money, but not adding any special value to the transformation of input materials into required product. They focused on this aspect to develop a flow production system that does not require inventory in the store or on the shop floor. Their quest led them to make improvements in the basic transformation operation/process, inspection operation, and material handling/transport operation. The improvements made to these three steps in process flow chart gave a competitive edge to Japanese production systems and they are appreciated with the term "World Class Manufacturing."
Toyota reports its cost improvement activities in its annual reports and investor presentations. Shigeo Shingo explained the role of industrial engineering in Toyota Motors and Toyota Production System in a book.
Industrial engineering is profit engineering - Taiichi Ohno
Development of Toyota’s unique IE-based kaizen method (T. Ohno, Toyota Production System, p. 71):
“IE [industrial engineering] is a system and the Toyota production system may be regarded as Toyota-style IE… Unless IE results in cost reductions and profit increases, I think it is meaningless.” https://bobemiliani.com/toyotas-secret/
Details:
Labor Costs -45.0
Depreciation -20.0
R&D Expenses +15.0
Other Expenses, etc. -115.0
Latest article on TPS
Ishigame K. (2020) Enhancing Learning Through Continuous Improvement: Case Studies of the Toyota Production System in the Automotive Industry in South Africa. In: Hosono A., Page J., Shimada G. (eds) Workers, Managers, Productivity. Palgrave Macmillan, Singapore https://link.springer.com/chapter/10.1007/978-981-15-0364-1_9
Steps in Assistance to Suppliers
[1st Stage: 5S and Understanding Current Conditions]
1. Understanding material and information flows - Transport, delays and storage in Process flow chart.
Understanding production systems - Operations of machines, men and maintenance of machines
Finding problems and outstanding issues
2. Thorough 5S
3. First in, first out (FIFO)
[2nd Stage: Making Production Management Tool]
1. Prepare operation standards
Operation manuals - Process - Machine operation, man operation
Quality check standards - Inspection operation
Machine maintenance manuals
2. Prepare abnormality management tools
Operator placement map - Record abnormalities - Improve
Production performance board - Record abnormalities - Improve
Defect parts control - Record abnormalities - Improve
3.Prepare key performance indicators (KPI)
[3rd Stage: Kaizen Activity]
Focus on improving
1. One-piece flow, SEIRYUKA (rectification of production flow)
2. Pull system, Fill-up system (Kanban system)
3. Heijunka production
4. Standardized work - Improvement of operations included in operation manual
5. Motion Kaizen, multi-skilled operator - Improvement in man's operations
Taiichi Ohno on Industrial Engineering - Toyota Style Industrial Engineering
Mohale Mashatola
Senior industrial engineer at Toyota motor manufacuring South Africa
Durban Area, South Africa
https://www.linkedin.com/in/mohale-mashatola-ba4282bb/
Thifhelimbil Victor
Junior industrial Engineer at Toyota South Africa
Johannesburg Area, South Africa
https://www.linkedin.com/in/thifhelimbil-victor-53a741130/
NJABULO MADONDO
Industrial engineer at Toyota SA Motors
Durban Area, South Africa
https://www.linkedin.com/in/njabulo-madondo-12845b3a/
Lucky Velile Mhlongo
Industrial Engineer at Toyota Motor Manufacturing South Africa
Johannesburg Area, South Africa
https://www.linkedin.com/in/lucky-velile-mhlongo-18418b82/
Salisha Naidoo
Industrial Engineer, Business Process Analyst at Toyota Industrial Equipment
Johannesburg Area, South Africa
Mariz Bicongco
Industrial Engineer at Toyota Motor Philippines Corporation
Laguna, Calabarzon, Philippines
https://www.linkedin.com/in/marizbicongco/
Akpo A.
Industrial Engineer at Toyota Motor North America
Plano, Texas
https://www.linkedin.com/in/akpo-a-2946477/
Janelle Bedessy
Human Resources Business Partner at Toyota South Africa (Industrial Engineering and Post Grad BA Degree)
Durban Area, South Africa
https://www.linkedin.com/in/janelle-bedessy-4b904431/
Kwanele Buthelezi
Industrial Engineer at Toyota SA
Durban Area, South Africa
https://www.linkedin.com/in/kwanele-buthelezi-a1584615b/
João Ferreira
Toyota Caetano Portugal, S.A.
Company Name: Toyota Caetano Portugal, S.A
Industrial Engineer
Porto Area, Portugal
Fujio Cho, Toyota's Chairman, noted that TPS was applied industrial engineering and common sense. For many years I have thought about his comments at the Georgetown, KY site and it still makes sense today. As an adjunct faculty member at the U of Michigan department of IOE I taught TPS in a class called Manufacturing Strategies. https://www.lean.org/FuseTalk/forum/messageview.cfm?catid=44&threadid=4592
The Job Controller’s / Industrial Engineer's general responsibility is to assist the foreman in the job loading and monitoring of technicians.
Functional Description of Position Responsibility:
Assist the foreman in updating and monitoring of the job with the use of the Job Progress Control Board,
Under a computerized set-up, the Job Coordinator also functions as the data encoder on the computer,
Updates the Daily Work Control Sheet, where the units received are logged and,
Accomplishes reports related to workshop operations
Determine daily available manpower capacity based on the total hours of the available Technicians
Record all repair orders onto dispatch log and determine the repair time required.
Distribute repair orders to the most appropriately skilled technician based on priority and completion time
Distribute repair orders with expected job completion time
Monitor and follow-up on work progress for each technician to insure completion on time
Indicate and record the incidences and cause of job stoppages
Record number of and causes of repeat repairs
Record number of and causes of carry overs
Prioritize waiting customers, repeat repairs and carry over work
Keep Service Advisors inform when no more work can be taken base on available hours.
Maintain accurate time keeping records by ensuring all technicians clock on and off all repair orders and day cards
Keep Service Advisors informed of job delays and any additional work required
Control the distribution of all sublet repairs
Coordinate with the parts department in preparing parts for the next repair orders to be worked
Efficient distribution of all repair orders
Authorized to dispute and monitor all repair work to the Technicians
Works in cooperation with the Foreman and Service Advisors to ensure full utilization of department capacity
Minimum Qualifications
Candidate must be a graduate of Industrial Engineering
Hiring Company
Toyota Bacoor Cavite, Inc.
Toyota Bacoor Cavite, Inc. was established on January 21, 2015 as a franchised dealer of automobile products and services distributed by Toyota Motor Philippines Corporation.
Toyota Motor Manufacturing Canada is committed to providing accommodations for applicants with disabilities; please advise us if you require an accommodation during the recruitment process.
Description
Toyota Motor Manufacturing Canada (TMMC) is a world-class automotive facility with manufacturing plants located in Cambridge and Woodstock, Ontario. Our plants currently manufacture the best-selling Toyota RAV4, RAV4 Hybrid and the Lexus RX 350 and RX 450h vehicles, and will also soon be building the popular Lexus NX and Lexus NX Hybrid models. Recognized year after year on the global stage for manufacturing quality by our customers, we are also recognized as one of Canada’s Top 100 Employers.
The world famous Toyota Production System, a philosophy of continuous improvement and on-going training, enables each Team Member to work towards their highest potential. The success of our company stems from hiring results-driven, self-motivated individuals, with the ability to work together to achieve team goals.
To promote a comfortable, safe and productive work environment, as well as to comply with all federal, provincial and/or local laws, TMMC is a smoke free property.
What we Offer:
Competitive salary, shift premiums and over-time pay rates, on top of base rate.
Exceptional Total Rewards Package
Training, development, and growth opportunities
Tuition Reimbursement Program
Free onsite fitness facility
Employee and family vehicle discounts
Social and team sport events
Full service cafeterias including Tim Horton’s and Panago
Positions Available:
We are looking for Junior, Intermediate and Senior level Engineers candidates for multiple Engineering openings within various shops in our plants: Weld, Press, Assembly, and Paint/Plastics.
Overview of Engineering at TMMC:
Application of the Toyota Production System (TPS) to resolve production issues and help production achieve KPIs
Hands-on problem solving and critical thinking
Provide Technical Leadership for Project Management & Implementation
Use of engineering tools for Root Cause Analysis
Focus on Continuous Improvement
Work and collaborate with cross functional groups (quality, production, maintenance, contractors, suppliers, and management)
Responsibilities:
Lead and perform root cause analysis on production, engineering, equipment and maintenance issues
Lead daily troubleshooting activities, provide solutions and support for process concerns or improvement
Coordinate and implement quality control objectives, activities and procedures to resolve production problems, maximize reliability and minimize costs
Perform Kaizen projects to improve safety, quality, productivity, efficiency and cost
Automation troubleshooting, new equipment installation and modifications
Process equipment evaluation, specifications, procurement and implementation
Ensure equipment and systems comply with relevant standards and legislation to ensure equipment safety and compliance
Co-ordination of external skilled trades / supplier /activities
Budget setting, forecasting and control
Desired Skills and Experience:
Engineering Degree. Mechanical, Manufacturing, Mechatronics, Electrical, Industrial backgrounds considered, P. Eng eligible
Minimum of 1 - 3 years of experience (co-op experience considered)
High volume manufacturing environment
Multi-disciplinary experience in process or equipment engineering
Experience in assembly plant manufacturing (automotive preferred)
Emphasis on manufacturing process and equipment
Automation experience is an asset
Knowledge and experience in the application of SPC (Statistical Process Control)
Technical experience/knowledge of torque control, production line control systems
Strong data analysis experience required
Must be proficient with MS Office, AutoCAD, 3D imaging software – SolidWorks or CATIA preferred and SAP is an asset
Excellent verbal and written communication skills
Strong leadership and technical skills
TMMC is an equal opportunity employer committed to building a diverse workforce. We believe in enabling people of different ages, sexes, sexual orientations, gender identities, gender expressions, colours, races, ancestries, citizenships, ethnic origins, places of origin, and creeds to work together and realize their full potential. TMMC is committed to compliance with all applicable legislation including providing accommodation for applicants with disabilities. Please advise us at any point during the recruitment and selection process if you require accommodation.
Updated on 29.7.2023, 27 August 2021, 29 July 2021, 14.12.2020, 15 July 2020 23 April 2020
2020
Framing and Managing Lean Organizations in the New Economy
Darina Lepadatu, Thomas Janoski
Routledge, 18-Feb-2020 - Business & Economics - 276 pages
This book examines the dominance and significance of lean organizing in the international economy. Scholars from each discipline see lean production as positive or negative; the book blends theory with practice by sorting out these different academic views and revealing how lean is implemented in different ways.
The first part synthesizes academic research from a range of disciplines—including, engineering, sociology, and management—to present the reader with an integrated understanding of the benefits and drawbacks of lean management. The second part links this theory to practice, with a set of case studies from companies like Apple, Google, Nike, Toyota, and Walmart that demonstrate how lean is implemented in a variety of settings. The book concludes with three models, explaining how Toyotism, Nikefication with offshoring, and Waltonism provide full or less complete models of lean production. It clearly presents the positive and negative aspects of lean and insights into the culture of lean organizations. https://books.google.co.in/books?id=Z2LRDwAAQBAJ
This book provides discussions and the exchange of information on principles, strategies, models, techniques, methodologies and applications of industrial engineering. It communicates the latest developments and research activity on industrial engineering and is useful for all those interested in the technological challenges in the field.
See the preface in https://www.springer.com/in/book/9783319178240
The first sentence is: "Industrial engineering is the branch of engineering that is concerned with "increasing productivity through the management of people, methods of business organization and technology" or in other words, "industrial engineering is human effort engineering and system efficiency engineering"".
Definition "Industrial engineering is human effort engineering and system efficiency engineering" was given by Narayana Rao K.V.S.S., Professor, National Institute of Industrial Engineering, Mumbai, India.
Prof. Rao developed and presented Principles of Industrial Engineering.
I am a happy. Prof. Beth Cudney, Ph.D, Professor of Data Analytics, Maryville University liked my comment.
"Industrial engineering inputs to the product development process are important. Product industrial engineering makes significant contribution to product development."
I am a happy. Prof. Beth Cudney, Ph.D, Professor of Data Analytics, Maryville University liked my comment.
"Industrial engineering inputs to the product development process are important. Product industrial engineering makes significant contribution to product development."
'Product Industrial Engineering' is industrial engineering of products. It is continuous improvement of product to reduce its cost. Cost reduction as an important activity of engineering and engineers was advocated by the first president of ASME in 1880. Taylor developed the method of studying and improving engineering elements based on cost data, productivity data and time measurement to reduce the cost of process to produce engineering products. Many others including Gilbreth, Maynard contributed to the development of this process productivity improvement.
C.B. Going and Hugo Diemer actually defined industrial engineering in detail first. The treatments they give is slightly different. Going emphasized the efficient conduct of the industrial organization. Diemer emphasized the factory should give a measured output with lot of certainty. Diemer presented the standardization view of the scientific management as industrial engineering focus. Both have traced industrial engineering to Taylor only. Industrial engineering is standardization (designing and planning) of factory processes so that a planned output can be delivered based on standard operating processes, equipment, working conditions, method, and motions with specified standard time. Diemer in his books in the field of industrial engineering and management wrote in detail about standardization and time and motion study.
The contribution of L.D. Miles is in the area of cost reduction of products.. He is very clear in the focus of the method that he had developed - cost reduction. But his line of attack is primarily on product design and the inefficiencies that exist in it in its synthesis. He saw an opportunity to redesign it later in the product life cycle based on an analysis of its function and alternatives available in the technology and supply market. He identified two phases in his method. Value Analysis and Value Engineering. Value analysis identifies cost reduction opportunity for redesign. Value engineering phase redesign the part and the product in the direction indicated by value analysis. We can see similar phases in productivity also - productivity analysis and productivity engineering.
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While value analysis and engineering is actually productivity analysis and engineering, industrial engineering discipline might have neglected Miles contribution for a long period and forced Miles to start new society to promote value engineering. But it is quiet clear that value engineering is an outgrowth of industrial engineering philosophy of cost reduction by redesign of engineering products and processes. The place of Miles is on the same pedestal as that of F.W. Taylor in industrial engineering. Value engineering attained a great success and even now a popular method. Shigeo Shingo specially made value engineering as a first step in industrial engineering in Japanese practice.
Value Analysis and Value Engineering - Miles Way (L.D. Miles)
Value engineering has for its purpose the efficient identification and elimination of unnecessary cost. First article on the topic was written by L.D. Miles in 1949.
Value Engineering - Introduction - Video Presentation
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Value engineering has for its purpose the efficient identification of unnecessary cost, i.e., cost which provides neither quality nor use nor life nor appearance nor customer features. It focuses the attention of engineering, manufacturing, and purchasing on one objective – equivalent performance for lower cost. It results in the orderly utilization of low cost alternative materials, low cost alternative processes including new processes, and abilities of specialized suppliers to procure items at lower costs.
Lawrence D. Miles is the pioneer of this technique. He wrote the book - Techniques of Value Analysis and Engineering - in 1961. His designation at that time was Manager, Value Service, General Electric Company. He published the first article on value analysis in 1949 in American Machinist.
Functional design is not tampered:
Inherent in the philosophy of value engineering is the full retention for the customer of the usefulness and esteem features of the product. Miles argued emphatically right at the beginning of his book, “Techniques of Value Analysis and Engineering” that identifying and removing unnecessary cost, and thus improving the value, must be done without reducing in the slightest degree quality, safety, life, reliability, dependability, and the features and attractiveness that the customer wants.
What is Value?
Miles described four types of value.
1. Use value: The properties and qualities which accomplish a use, work, or service.
2. Esteem value: The properties, features, or attractiveness which cause us to want to own it.
3. Cost value: The sum of labor, material, and various other costs required to produce it.
4. Exchange value: Its properties or qualities which enable us to exchange it for something else we want.
Miles is clear that value analysis and engineering are concerned with cost value without in anyway decreasing the use value, esteem value and exchange value.
Miles gave job plan as the procedure for value analysis. Miles clearly wrote in his book, he is primarily describing value analysis only in the book. He is not attempting to discuss how engineering knowledge will be used to redesign the product. He has left that work industrial engineering discipline to develop the method of redesigning parts and products based on the new concept for product redesign. In process or operation improvement or part improvement, engineering is essential and industrial engineers have to do engineering. There is analysis to find the basis for reengineering. That is the first phase. Both Going and Emerson discussed the first phase and importance.
Job Plan for Value Engineering
Phase 1. Orientation: Understand the customers’ needs and wants. Understand the functions performed by the product and the contribution of each part and each feature of the part and the complete product to the functions to be performed by the product.
Value engineer has to make sure that he does not diminish the contribution of the product to the customers' needs and wants.
Phase 2. Information: Collection of information on quantities, vendors, drawings, materials, manufacturing methods, and costs.
Phase 3. Speculation: Using all the techniques of value analysis to come out with alternative low cost materials and methods to produce components and the product. Creativity is to be employed here. Value engineer has to involve experts from various disciplines to help with ideas.
Blast, create and refine are the steps used in this step.
Blast
For each function to be performed by a product or a component, find alternative products, materials or processes that serve the function to a great extent but at a less cost. These alternative ideas do not satisfy the specified or required function completely but they do to a significant extent. Identify they function they perform and the cost involved,
Create
In create phase, the technique of "Use real creativity" needs to be employed to come out with ways by which the low cost alternatives identified during the blast stage can be modified to accomplish the specified function to a much greater extent with pertinent increase in cost. During this stage also the improvement in function and the increase in cost are to be clearly identified.
Refine
In this step, much more creativity is used and also the techniques "Use industry experts to extend specialized knowledge" and "Utilize and pay for vendors’ skills and knowledge" are used to refine the ideas developed during the create step to come out with a refined alternative that fully accomplishes the specified function at a lower cost. During refine step, some more functionality is added as well as some additional cost.
Phase 4. Analysis: Technical and cost analysis of the alternative proposed. Identifing and overcoming roadblocks is important here.
Phase 5. Program planning: Approach the specialists to further refine the selected alternatives. Inform the specialists the accepted suggestions and give mandate to them to take steps to implement the suggestions.
Phase 6. Program execution: Pursue regularly the specialists and vendors to get their inputs on various tasks assigned to them. The output of this phase is a detailed design, successful trail pilot run of a manufacturing process or a confirmed estimate from a vendor for supplying a component, material or sub assembly.
Phase 7. Status summary and conclusion. The results of the value engineering study are to be presented to decision makers. The reports needs to have a summary sheet as well as the full supporting documentation. The value engineering project is concluded when the product is manufactured and distributed at the lowered cost as per the value engineering study.
Special Knowledge Required
In practically all fields, the operator used special tools and special or field specific knowledge. Value analysis and engineering is no exception.
Reach of knowledge: For value analysis, the knowledge required is extremely broad. Nature of knowledge: Information on materials, processes, and functional products. Form and Constitution of Knowledge Fund: Handbooks, catalogues, charts, price lists, product and process descriptions, tables etc. Listing of specialized Competence: Value analysis requires consulting specialists and specialized sources. So a list of consultants as well as special publication is required for various materials, processes and components.
The specialized knowledge required in value improvement work consists of information on materials, processes, functional products, sources of functional knowledge, approaches to function performance, and practical ideas for economical function performance.
It is important that the value engineer’s library of special knowledge contains a comprehensive volume of trade knowledge backed by efficient means for a quick recall of needed information. Value engineer also needs well-organized references to a maximum number of persons of special skills that may be consulted in connection with each problem.
Value engineers need develop a database having the association between properties of materials and costs apart from material and its cost. Similarly a database that shows the relationship between the properties of products produced by various processes and the cost of each process, including the material used is also valuable.
Qualifications and Training for Value Analysts and Engineers
Qualifications: Logic, creativity, ability to make rapid searches, recall, ability to quickly sort out useful information, synthesis of solutions, selection of promising alternatives.
Knowledge: Understanding of the properties of materials, and of manufacturing processes, their potentialities, and their limitations.
Traits required: Imagination, initiative, self-organization, cooperative attitude, Attitude: belief in the importance of value
Training: Three weeks class room followed by six months of practical work. Another round of three weeks class room followed six months of practical work Another round of three weeks.
In addition to the job plan based on function definition and function based alternatives finding, Miles gave 13 additional techniques. Some of these techniques part of process industrial engineering already in use in Miles time.
Value Analysis Techniques
Avoid generalities
Get all available costs
Use information from the best source
Blast create and refine
Use real creativity
Identify and overcome roadblocks
Use industry experts to extend specialized knowledge
Get a dollar sign on key tolerances
Utilize vendors’ available functional products
Utilize and pay for vendors’ skills and knowledge
Utilize specialty processes
Utilize applicable standards
Use the criterion, “would I spend my money this way?”
At Amazon, more than 750 000 robots are in operation. More than 1 billion packages in 2022 were sorted by their system called "Robin." Amazon has become the world's largest industrial robot manufacturer.
JUN 26, 2023 6:00 AM
Amazon’s New Robots Are Rolling Out an Automation Revolution
A wave of advanced machines is coming to the company’s facilities thanks to better AI and robots smart enough to work with—and without—humans.
Amazon created one of the most sophisticated supply chains in the world. From the introduction of Amazon Prime, to the use of advanced technology for package delivery, Amazon consistently drives change from the front of the pack.
Amazon is now searching for an innovative and solutions-oriented Sr. Manager, Industrial Engineering to be a part of our global initiative of developing and delivering the next generation of world-class fulfillment systems. Successful candidates are natural self-starters who have prior engineering experience in the integrated automation project life cycle, including development, design, implementation, enhancement, and support.
As a Sr. Manager, Industrial Engineering for Amazon Fulfillment, you will work with some of the most talented engineers in the design, development, and delivery of physical distribution systems around the globe. You will lead a team of engineers that executes complex cross-functional projects and programs that focus on the building of new, the alteration of existing, and the closing of end-of-life material handling and technology systems. As a senior manager, you are responsible for establishing the right engineering team structure and overall execution strategy to meet long-term business needs. You have a strategic focus, and you partner with business leaders, technical managers, and senior engineers to deliver the long-term strategy of program growth and project execution.
You must be responsive, flexible, and able to succeed within an open collaborative environment. Amazon’s culture encourages innovation and expects engineers to take a high-level of ownership in solving complex problems.
Key job responsibilities
Responsibilities
Own the design and development of engineering solutions for complex material handling challenges considering human/equipment interactions for the North America fulfillment network
Lead and coordinate concept and design development efforts for optimal solutions for the North America fulfillment network through equipment specification, material flow, process design, ergonomics, associate experience, operational considerations and site layout
Lead and manage a team of talented engineers handling multiple projects at a time
Work closely with vendors, suppliers, and other teams to create innovative solutions
Simultaneously manage multiple high-visibility projects and tasks while effectively influencing, negotiating, and communicating with internal and external business partners, contractors, and vendors
Innovate with complex automated material handling equipment, packaging technologies, and systems, including robotics and mechatronics, across many new fulfillment and logistics centers that are being built each year
Provide technical leadership for large-scale industrial engineering projects using MS Excel, AutoCAD, and MS Project
Work with complex MHE, packaging lines, and process design based on Lean Manufacturing tools and techniques
Drive engineering best practices (e.g., operational excellence, safety, security, quality, performance, etc.) and set standards for project execution and installation management
Coordinate with local site management to ensure proper operator training, procedural compliance, maintenance, and safety practices are followed for new and existing equipment
Build strong relationships with partner organizations within the company such as North America Start-up, North America Launch team, Worldwide Design team, North America Procurement, Information Technology, Loss Prevention, Facilities, Safety, Change Management and North America Operations
BASIC QUALIFICATIONS
Bachelor’s in Mechanical/Industrial/Process Engineering or related STEM field; or 2+ years related Amazon experience
10+ years of experience in a similar field or related occupation of Design/Innovation, Research & Development, Manufacturing/Process/Industrial Engineering
5+ years of experience managing and leading a team of 10+ engineers
Experience with MHE and packaging lines or process design based on Lean Manufacturing techniques
Experience using MS Excel, MS Project, and CAD software
Experience leading engineering design projects and interacting with cross-functional teams
Preferred Qualifications
MBA/Master’s Degree, or other advanced degree in Mechanical/Industrial/Process Engineering, Operations, Business Administration or related field and at least 5 years of progressively responsible experience in the specialty
Experience with complex automated material handling equipment, packaging technologies, and systems including robotics and high-speed manufacturing
Proficiency using AutoCAD 3D
Proficiency using advanced simulation modeling tools (Flexsim, Arena, Simio, etc)
Proficiency in running SQL queries and data mining
Experience in engineering and estimating material handling and storage systems
Operations Management/ Fulfillment/Distribution Center experience preferred
Capital project management skills
Proficiency with concepts like system architecture, optimization, system dynamics, system analysis, statistical analysis, and reliability analysis
Design-in-Safety experience
Experience with process design based on Lean Principles.
Six Sigma certification
Proficiency using business/technical software like MS Excel, MS Project, and CAD software.
Proficiency with concepts like system architecture, optimization, system dynamics, system analysis, statistical analysis, reliability analysis, and decision making.
Economies of Density in E-Commerce: A Study of Amazon’s Fulfillment Center Network
Our results suggest that Amazon’s expansion led to significant shipping cost savings, facilitated the realization of aggregate economies of scale, and lowered the external costs of e-commerce. We use the estimated model to quantify the distortionary effects of nexus tax laws on the firm’s distribution network and shipping cost, relative to non-discriminatory taxation.
Amazon changes worker-productivity yardstick blamed for warehouse injuries
Company's decision to overhaul its productivity targets coincides news reports that the rate of injuries at Amazon warehouses is higher than its peers in logistics.
The 30,000 Kiva robots at Amazon warehouses have reduced the online retail giant's operating expenses by 20% -- and inspired several tech companies to create the mechanical material handler of the future.
L.D. Miles clearly described the knowledge required to do product industrial engineering that is value engineering. For industrial engineers, what is indicated by L.D. Miles is required in the focus area of product industrial engineering. In addition more detailed knowledge of the process and machines, tools used in the process is required for process industrial engineering.
Knowledge Required for Value Engineering Application and Practice
Value engineering involves application of value engineering approach and techniques to engineering knowledge in the case of products and processes in engineering industries.
Nature of Knowledge
The value analyst needs special tools and special knowledge to identify unnecessary costs and produce designs that avoid these unnecessary costs.
Difference in the knowledge between a specialist design engineer and value engineer.
A heat transfer specialist must possess accumulated knowledge in great volume pertaining to materials, heat conductivity, and practicable shapes and ideas for providing, preventing, or controlling the flow of heat.
In contrast, the special knowledge required for value engineering is extremely broad. It does not consist of knowledge in depth in any specific field of product design. Value engineer has to deal with and explore a multitude of technologies and product areas to redesign the product assigned so that they give optimum performance and have optimum cost.
Value analyst or engineer requires information on materials, processes, functional products, sources of functional knowledge, approaches to function performances, practical ideas for economic function solutions. The best value alternative is the best combination of materials, processes and related ideas that combine to give a solution that secures the reliable performance of the desired function or functions at the lowest cost.
A library of knowledge media like books, magazines, journals and information created and sent by various manufacturers, consultants and business organizations has to be maintained. In the current age computer based and web based knowledge sources also have to be maintained by the value engineering departments. But a library may still be insufficient. To achieve the value alternatives, apart from having a library of appropriate knowledge, the value engineer needs to develop channels for ready access to new information on materials, processes and suppliers of materials, processes and components. So a well organized references to sources of special skills needs to be maintained by value engineers. Addresses of various consultants and faculty of academic institutions have to be maintained by the value engineering department.
In the case of various materials and processes, there must be enough knowledge available to make a preliminary evaluation of the suitability of the material, the product, the modified product, or the process to effectively accomplish the function involved, together with a reasonable amount of comparative information concerning costs.
Form of Knowledge
Handbooks, catalogues, charts, price lists, product and process descriptions, and tables etc. are forms of knowledge. L.D. Miles, the founder of value engineering recommends development of linking properties and costs also.
Reach or Depth of Knowledge
Value engineers are going to be less in number compared to performance engineers in any organization. Therefore value engineers are asked to work on variety of products and components related to various engineering disciplines. Therefore, the knowledge required for high-grade value work is extremely broad. A value engineer can't be expected to have in depth knowledge in any specific field. But he needs to have broad knowledge that helps in recognizing specific materials and technologies from the multitude that have promise to provide optimum value for the product he is appraising and consulting.
Knowledge Required for Process Industrial Engineering Application and Practice
Productivity Science Basic Engineering of each technology relevant to the process Process Planning - Developing part production operations, Assembly processes utilizing various technologies Process Charting for Process Analysis Operation Analysis and Productivity Engineering of Value Adding Transformation (Operation in Process Chart Terminology) Operation Analysis and Productivity Engineering of Inspection
Operation Analysis and Productivity Engineering of Material Handling and Transport
Operation Analysis and Productivity Engineering of Temporary Delays
Operation Analysis and Productivity Engineering of Storage in Stores
Operation Analysis and Productivity Engineering of Information Generation and Communication
