Thursday, November 30, 2023

Problem-solving within Value Streams - Al Shalloway

 Embark on a transformative journey with Al Shalloway in this compelling video presentation, where he delves into the art of problem-solving within Value Streams. As a seasoned expert in Lean-Agile practices, Al unravels the core principles essential for effective Value Stream management, guiding viewers through the identification and mitigation of common challenges. Gain insights into the influential factors shaping Value Streams and learn from real-world case studies and best practices. Whether you're a seasoned Agile practitioner or just starting your journey, Al Shalloway's expertise offers a roadmap to streamline processes, eliminate waste, and optimize the flow of value for enhanced organizational success.



https://successengineering.works/presentations/











ChatGPT - Engineering Innovation - Performance and Productivity Benefits

MODERN INDUSTRIAL ENGINEERING, PRODUCTIVITY MANAGEMENT, COST REDUCTION PRINCIPLES, FUNCTIONS AND FOCUS AREAS. Free Download

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0 

30 November 2023 - First year Anniversary of ChatGPT


ChatGPT is marking one year since its creation. How much more do we know about AI now? 

By Liana Walker and Brianna Morris-Grant

https://www.abc.net.au/news/2023-11-30/chatgpt-turns-one-what-lessons-have-we-learned-from-ai/103166894

Three billion people now have access to either ChatGPT or Copilot or to Bard, who are the big three chat AI bots.

 Bloomberg reported that the AI generative industry will be worth $1.3 trillion over the next 10 years,.


https://www.bostonglobe.com/2023/11/29/business/chatgpt-one-year-anniversary/


 last revised 29 Nov 2023 (this version, v2)]

ChatGPT's One-year Anniversary: Are Open-Source Large Language Models Catching up?

Hailin Chen, Fangkai Jiao, Xingxuan Li, Chengwei Qin, Mathieu Ravaut, Ruochen Zhao, Caiming Xiong, Shafiq Joty

Upon its release in late 2022, ChatGPT has brought a seismic shift in the entire landscape of AI, both in research and commerce. Through instruction-tuning a large language model (LLM) with supervised fine-tuning and reinforcement learning from human feedback, it showed that a model could answer human questions and follow instructions on a broad panel of tasks. Following this success, interests in LLMs have intensified, with new LLMs flourishing at frequent interval across academia and industry, including many start-ups focused on LLMs. While closed-source LLMs (e.g., OpenAI's GPT, Anthropic's Claude) generally outperform their open-source counterparts, the progress on the latter has been rapid with claims of achieving parity or even better on certain tasks. This has crucial implications not only on research but also on business. In this work, on the first anniversary of ChatGPT, we provide an exhaustive overview of this success, surveying all tasks where an open-source LLM has claimed to be on par or better than ChatGPT.

https://arxiv.org/abs/2311.16989


https://www.axios.com/2023/11/28/chat-gpt-one-year-anniversary-ai

Axios has local news sections - Austin is one location.

30 November 2022

Tweet by Sam Altman on Twitter

Job Shop - Industrial Engineering - Productivity Improvement - Cost Reduction

 https://books.google.com/books?id=sAarCAAAQBAJ&pg=PA396&lpg=PA396#v=onepage&q&f=false

Case Study of HDS Division, Schlumberger

Summer of 1985


Time to Reform Job Shop Manufacturing

by James E. Ashton and Frank X. Cook, Jr.

From the Magazine (March–April 1989)

https://hbr.org/1989/03/time-to-reform-job-shop-manufacturing


Written instructions.

Schedule adherence


Bibliography


Lekan Olanrewaju

Jan 31, 2023 | 6 minutes read

Overcoming the Challenges of Job Shop Manufacturing

https://www.getmaintainx.com/blog/overcoming-the-challenges-of-job-shop-manufacturing/


Navigating High-Mix, Low-Volume Manufacturing

July 27, 2022

By Kip Hanson, Contributing Editor, SME Media

https://www.sme.org/technologies/articles/2022/july/navigating-high-mix-low-volume-manufacturing/


How to Make a Machine Shop Lean - Dr. Shahrukh Irani - Chapter Summary

https://nraoiekc.blogspot.com/2022/06/how-to-make-machine-shop-lean-dr.html


Home  Concurrent Engineering: Tools and Technologies for Mechanical System Design  Conference paper

Relationship Between Design for Manufacturing, a Responsive Manufacturing Approach, and Continuous Improvement

J. E. Ashton 

Conference paper

Part of the NATO ASI Series book series (NATO ASI F,volume 108)

https://link.springer.com/chapter/10.1007/978-3-642-78119-3_17



Time to Reform Job Shop Manufacturing

by James E. Ashton and Frank X. Cook, Jr.

From the Magazine (March–April 1989)

https://hbr.org/1989/03/time-to-reform-job-shop-manufacturing




Ud. 30.11.2023

Pub. 11.7.2023


British Factory, Japanese Factory: National Diversity in Industrial Relations - Ronald Dore Book Information

 British Factory, Japanese Factory: The Origins of National Diversity in Industrial Relations

Ronald Dore

University of California Press, 1973 - Industrial relations - 432 pages

The way that the Japanese work is often perceived as "different." The author here sets out to find how different and why. He is not interested in impressionistic East/West comparisons but in making a strict comparison of two Japanese factories with two British ones making similar products. The first half of his book illustrates the attitudes and assumptions that underline the "organization-oriented" system of Japan and the "market-oriented" system of Britain. Much can be said for the orderliness, the mutual consideration, with which the Japanese manage their affairs; but they pay a price--the sacrifice of individuality and of independence. The British preserve these virtues but, in doing so, they pay a price in suspicion, obstinacy, inertia, and what the author calls "a shifting mixture of complacency and national self-doubt." But the purpose of this book is not to judge but to explain--to give, as the author says, a causal account of the genesis of the reasons why there should be two all but identical processes of creating all but identical electric generators--two very different ways of ordering the social and economic relations among the people involved.


Preview













Twitter - X - Computing & Communication Cost Reduction - Cost Savings - Elon Musk

 MODERN INDUSTRIAL ENGINEERING, PRODUCTIVITY MANAGEMENT, COST REDUCTION PRINCIPLES, FUNCTIONS AND FOCUS AREAS.   Free Download.

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0 


X Shifts Media Processing from Cloud to On-Prem: Saves $60M

https://www.linkedin.com/pulse/x-shifts-media-processing-from-cloud-on-prem-saves-ks6oe/

https://www.linkedin.com/pulse/unlocking-efficiency-cost-savings-strategic-shift-from-ashvit--9wpfc/

https://www.cnbc.com/2022/11/03/musk-orders-twitter-to-cut-infrastructure-costs-by-1-billion-sources-say.html


X/Twitter claims $100m in annual savings after exiting Sacramento data center

Company also cites savings from cloud repatriation moves

https://www.datacenterdynamics.com/en/news/xtwitter-claims-100m-in-annual-savings-after-exiting-sacramento-data-center/

October 31, 2023


August 15, 2023

How Much Does Twitter Spend On AWS And Google Cloud?

https://www.cloudzero.com/blog/twitter-aws/



Breaking Down the Cost of Cloud Computing in 2023

By

Linda Rosencrance

Published: 04 Nov 2022

Cost savings is one of the main reasons that companies decide to migrate to a cloud environment. Cloud computing can offer organizations potential financial advantages in a few ways; however, it's important to understand the full implications of cloud pricing, and how it can affect companies.

https://www.techtarget.com/whatis/Breaking-Down-the-Cost-of-Cloud-Computing


2015 Pdf KPMG

https://assets.kpmg.com/content/dam/kpmg/pdf/2015/11/cloud-economics.pdf



News - Miscellaneous Articles and Posts on Tesla

https://ilovetesla.com/

https://www.linkedin.com/in/garyzhou/


30 Nov 2023

Tesla Cybertruck delivery event in 4 minutes

____________________________



https://www.youtube.com/watch?v=BjxIyHp7wBc

____________________________

Elon Musk - Tesla Cybertruck deliveries event in Austin

PUBLISHED THU, NOV 30 20232:38 PM EST

https://www.cnbc.com/2023/11/30/tesla-set-to-reveal-cybertruck-details-at-austin-deliveries-event.html


https://ilovetesla.com/delorean-dmc-12-designer-gives-thumbs-up-to-tesla-cybertruck/

The Tesla Cybertruck is far from a normal vehicle in nearly every way you can assess it, but DeLorean DMC-12 designer Giorgetto Giugiaro gave the truck a nod of approval and gave Tesla props for thinking outside the box.


https://www.linkedin.com/posts/garyzhou_delorean-dmc-12-designer-gives-thumbs-up-activity-7130313857788428288-jziL


https://www.linkedin.com/posts/garrettech_tesla-reveals-everything-that-affects-its-activity-7130243434430279680-xf95

 Tesla has allegedly been suppressing EV range complaints.

Sudhanshuman Naruka

Student at SVKM NMIMS Kirit P. Mehta School of Law

August 6, 2023

https://www.linkedin.com/pulse/tesla-has-allegedly-been-suppressing-ev-range-sudhanshuman-naruka/

Tesla leases space in Pune for its first office in India

Updated - August 03, 2023 at 09:47 AM.

The office space on lease has been taken at a starting monthly rent of ₹11.65 lakh

Tesla plans to roll out EVs at a starting price of ₹20 lakh in India:

https://www.thehindubusinessline.com/companies/tesla-leases-space-in-pune-for-its-first-office-in-india/article67149892.ece

https://www.linkedin.com/pulse/teslas-supply-chain-sujay-v/


https://www.linkedin.com/pulse/tesla-emerges-victorious-ev-charger-wars-earn-warns/


https://www.linkedin.com/pulse/article-tesla-bot-suryateja-kamma/

https://www.linkedin.com/posts/electrek_tesla-software-update-activity-7051249548580585472-lIIC

https://www.linkedin.com/posts/premsingh-rajput-528623209_tesla-revolutionizing-the-auto-industry-activity-7090187534973976576-naZA

https://www.linkedin.com/posts/muralitoday_rareearths-rareearthelements-electricmotors-activity-7037408350208233472-51Oo



2022

https://www.linkedin.com/posts/dbhati9_tesla-reportedly-partners-with-tsmc-for-next-generation-activity-7002832672267923456-a7_F


https://www.linkedin.com/posts/kumar-rikesh_tesla-semi-looks-incredible-as-an-electric-activity-7005037413483835392-fwom







2021

https://www.linkedin.com/posts/aryantandon_rivian-teslamotors-generalmotors-activity-6875038869310590976-qvpW


https://www.linkedin.com/pulse/elon-musks-tesla-stock-sales-demystified-ca-naman-gangwal-cpa/



Ud. 30.11.2023

Pub. 15.11.2023


Botswana - Industrial Engineering Education

 Botswana


Bachelor of Engineering (Industrial Engineering)

https://www.ub.bw/programmes/engineering-and-technology/mechanical-engineering/bachelor-engineering-industrial-engineering


https://www.biust.ac.bw/biust-programmes/beng-industrial-manufacturing-engineering/

FaceBook

University Of Botswana Industrial Engineers Association - UBIEA 

141 likes • 153 followers

https://www.facebook.com/p/University-Of-Botswana-Industrial-Engineers-Association-UBIEA-100064151079233/


?paipv=0&eav=AfYJevdzvcmQEHVlpWgHJ_td9OdGN8-41ygfvleAFYieFCFU2-21U_VQQLE7yWMjRe0&_rdr


How Industrial Engineering has affected my lifePOSTED ON DECEMBER 24, 2016 BY AAWSE_ADMIN

imag3531

Tumisang Orapeleng is a final year Industrial Engineering student at the University of Botswana. She is also working part-time at the Botswana Engineers Registration Board. She speaks about what has changed in her life since she started her course and where she believes her career is headed.


https://aawse.org/how-industrial-engineering-has-affected-my-life/


IEOM Botswana Chapter

Gaborone, Botswana


Founding Chair:


Dr. Jerekias Gandure

Associate Professor

Department of Mechanical Engineering

University of Botswana

Gaborone, Botswana

Phone: +267-3554421; fax: +267-3954902

E-mail: gandurej @  mopipi.ub.bw

Tuesday, November 28, 2023

Software Development Operation Process Chart - Analysis of Software Writing (Development) Operations - IT Industrial Engineering

2023 BEST E-Book on #IndustrialEngineering. 

INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING.  Free Download.

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0 


Software Operation Process Chart for Software Process Improvement

Software Operation Process Chart contains two operations - Software Development and Software Testing. Both operations are analyzed for productivity improvement in industrial engineering of software development.


Information for Supporting Analysis of Software Development Operations


Unleashing developer productivity with generative AI

June 27, 2023 | Article


A McKinsey study shows that software developers can complete coding tasks up to twice as fast with generative AI. Four actions can maximize productivity and minimize risks.


Expediting manual and repetitive work.

Jump-starting the first draft of new code. 

Accelerating updates to existing code. 

Increasing developers’ ability to tackle new challenges.

https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/unleashing-developer-productivity-with-generative-ai

McKinsey Developer Productivity Paper - Review

4 Oct 2023

https://dannorth.net/mckinsey-review/

Improving Software Developer Mental Well-Being and Productivity

September 19, 2023

https://www.informatics.uci.edu/8098-2/



 AI & ML: The next generation of developer productivity

By Mike Loukides

August 15, 2023

https://www.oreilly.com/radar/the-next-generation-of-developer-productivity/

Waste Self-reporting for Software Development Productivity Improvement

Marc Sallin, Martin Kropp, Craig Anslow & Robert Biddle 

Conference paper

Open Access

First Online: 20 May 2023

Part of the Lecture Notes in Business Information Processing book series (LNBIP,volume 475)

Agile Processes in Software Engineering and Extreme Programming  Conference paper



Waste Categories incl. Measurement. 

From: Waste Self-reporting for Software Development Productivity Improvement




                 Waste Category   -     Measurement and Unit


WC1 Building the wrong feature or product [5]       Customer confidence (Likert-Scale)


WC2  Mismanaging the backlog [5]    Time spent (h) & Delay (h)


WC3  Rework [5]  Time spent (h)


WC4  Unnecessarily complex solutions [5]  Time spent (h)


WC5  Extraneous cognitive load [5]  Time spent (h)


WC6  Psychological distress [5]  Stress (numerical rating scale)


WC7  Waiting/multitasking [5]  Delay (h) & Context Switches (count)


WC8  Knowledge loss [5]  Time spent (h)


WC9  Ineffective communication [5]  Time spent (h)


WC10  Management & organizational aspect [19]  Time spent (h) & Delay (h)


WC11  Manual work (new category)  Time spent (h) & Delay (h)


WC12   Other duties (new category)    Time spent (h)


https://link.springer.com/chapter/10.1007/978-3-031-33976-9_4


37 tips for improving productivity in software development teams

By

Daniel Beck

https://sprkl.dev/37-tips-for-improving-productivity-in-software-development-teams/

15 Key Software Development Metrics & KPIs for Measuring Engineering Productivity

28 April 2023 • 24 min read

Andrii Horiachko

Co-Founder at Softermii

https://www.softermii.com/blog/top-9-software-development-metrics-for-measuring-productivity-and-products-quality


Inside the World of Developer Productivity: Best Practices from Google

Vishal Pallerla•April 7, 2023

https://www.devzero.io/blog/inside-the-world-of-developer-productivity-best-practices-from-google


The Impact of AI on Developer Productivity:

Evidence from GitHub Copilot

Sida Peng,∗ Eirini Kalliamvakou, Peter Cihon, Mert Demirer

Feb 2023

https://arxiv.org/pdf/2302.06590.pdf



How To Optimize Developer Productivity During Times Of Financial Uncertainty

Ilan Peleg

Forbes Councils Member

Forbes Business Council

Jan 25, 2023

https://www.forbes.com/sites/forbesbusinesscouncil/2023/01/25/how-to-optimize-developer-productivity-during-times-of-financial-uncertainty/

9 of the Best Productivity Tools for Developers in 2023

January 10, 2023

https://clickup.com/blog/best-productivity-tools-for-developers/


Unblocking Workflows: The 2023 Guide to Developer Productivity

What can you do to accelerate developer productivity in 2023?

Part 1: Key Productivity Challenges

Part 2: Developer Productivity Survey Results

Part 3: Improving Developer Productivity and Collaboration

Part 4: Improve Collaboration to Accelerate Productivity

What can you do to accelerate developer productivity in 2023

https://mattermost.com/guide-to-developer-productivity-2023/#what-can-you-do-to-accelerate-developer-productivity-in-2023


2020

Myths of Programmer Productivity

https://insights.sei.cmu.edu/documents/5690/2020_018_101_650692.pdf

2019

https://www.microsoft.com/en-us/research/video/productivity-in-software-development/

What Predicts Software Developers’ Productivity?

Emerson Murphy-Hill Ciera Jaspan Caitlin Sadowski David C. Shepherd Michael Phillips Collin Winter Andrea Knight Dolan Edward K. Smith Matthew A. Jorde

Transactions on Software Engineering (2019)

https://research.google/pubs/pub47853/


Defining Productivity in Software Engineering

Stefan Wagner & Florian Deissenboeck 

Chapter

Open Access

First Online: 08 May 2019

https://link.springer.com/chapter/10.1007/978-1-4842-4221-6_4

2017

Study of Task Processes for Improving Programmer Productivity

by

Damodaram Kamma

PhD Thesis

2017

IIIT Delhi

https://repository.iiitd.edu.in/xmlui/bitstream/handle/123456789/513/PhD1004.pdf?sequence=1&isAllowed=y

2014

Study of Task Processes for Improving

Programmer Productivity

Damodaram Kamma

Indraprastha Institute of Information Technology, Delhi

Thesis Advisor: Prof. Pankaj Jalote

https://2014.icse-conferences.org/sites/default/files/downloads/Kamma.pdf


https://www.gartner.com/peer-community/post/how-measure-maximize-developer-productivity

https://www.researchgate.net/publication/279259268_Software_Developers'_Perceptions_of_Productivity


Improving speed and productivity of software development: a global survey of software developers

Publisher: IEEE

J.D. Blackburn; G.D. Scudder; L.N. Van Wassenhove

IEEE Transactions on Software Engineering ( Volume: 22, Issue: 12, December 1996)

https://ieeexplore.ieee.org/document/553636


UNDERSTANDING SOFTWARE PRODUCTIVITY

WALT SCACCHI

Information and Operations Management Department

School of Business Administration

University of Southern California

Los Angeles, CA 90089-1421, USA

(Appears in Advances in Software Engineering and Knowledge Engineering, D. Hurley (ed.),

    Volume 4, pp. 37-70, (1995).

December 1994

https://ics.uci.edu/~wscacchi/Papers/Vintage/Software_Productivity.html


1992

1045-1992 - IEEE Standard for Software Productivity Metrics

https://ieeexplore.ieee.org/document/211732

What does this term, "productivity" of software development really mean?

https://www.andrews.edu/~vyhmeisr/papers/progprod.html


1988

Software Metrics

https://insights.sei.cmu.edu/library/software-metrics/









Software Operation Process Chart - Analysis of Software Testing Operations - IT Industrial Engineering

2023 BEST E-Book on #IndustrialEngineering. 

INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING.  Free Download.

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0 


Software Operation Process Chart for Software Process Improvement

Software Operation Process Chart contains two operations - Software Development and Software Testing. Both operations are analyzed for productivity improvement in industrial engineering of software development.


What are the best practices for reducing the cost of software testing in large-scale projects?


1

Define clear testing goals and scope

2

Automate your testing as much as possible

3

Implement continuous testing and integration

4

Leverage cloud-based testing tools and services

5

Optimize your testing team and processes

6

Monitor and measure your testing performance and outcomes


Narayana Rao KVSS

Professor (Retired), NITIE - Now IIM Mumbai - Offering FREE IE ONLINE Course Notes


You can prepare a software operation process chart. Operation process chart is an industrial engineering tool to record the operations in a process. It records only two operations. In software operation process chart they will be development and test. All test operations in the chart are examined in the process improvement  to first check whether they are effective. Then they are evaluated for efficiency. Automating them is an efficiency improvement step. The time and cost involved in each testing operation are also recorded in the chart to check whether new methods provide improvement or not.


https://www.linkedin.com/advice/0/what-best-practices-reducing-cost-software

Matthew Heusser is a consulting software tester and self-described software process naturalist who develops, tests and manages software projects. Matt is a contributing editor for Software Test & Quality Assurance Magazine and his blog “Creative Chaos

” focuses on software writing. 

An elected member of the Board of Directors of the Association for Software Testing, Matt recently served as lead editor for “How to Reduce the Cost of Software Testing” (Taylor and Francis, 2011). You can follow Matt on Twitter @mheusser or email him.

1st Edition


How to Reduce the Cost of Software Testing

Edited By Matthew Heusser, Govind Kulkarni

Copyright 2012

https://www.routledge.com/How-to-Reduce-the-Cost-of-Software-Testing/Heusser-Kulkarni/p/book/9781439861554

Jun 21, 2022

Software testing cost estimation: how to optimize your QA budget

When you start a project, the software testing costs may frighten you off. In 2022, the average yearly salary of a QA Engineer in the USA reached $96k. It is essential for CTOs to find ways to optimize the testing budget. But how to cut costs without compromising on product quality?


Ten Ways to Reduce the Cost of Software Testing
By Philip Lew|March 25th, 2022

How to Reduce Your Software Testing Costs by 35%

January 5, 2023  by Bindhu Charles  Test Automation, Testing  Agile Testing Strategy, AI based Testing Framework, Automation Solutions, Scaling Test Automation, Software Testing Costs, test automation framework, Test automation strategy 


Reducing The Cost Of Software Testing: An Overview


A set of ways to optimize the cost of Software Testing

Bechir Haribi

Lead System Engineer at NOFFZ Technologies

https://www.linkedin.com/pulse/set-ways-optimize-cost-software-testing-bechir-haribi/










Beyond Lean: Simulation in Practice - Charles R. Standridge - Book Information

 Beyond Lean: Simulation in Practice, Second Edition


Charles R. Standridge Ph.D., Grand Valley State University


https://scholarworks.gvsu.edu/books/6/


https://scholarworks.gvsu.edu/cgi/viewcontent.cgi?article=1006&context=books

Lean Beyond Flow - Industrial Engineering

 

Lean theory is distilled from Toyota Production System by a team of MIT researchers.

Lean was coined by a researcher to characterise inventory in TPS as lean in contract the traditional inventory maintained in US automotive companies was termed bulk.

Toyota started utilizing lean inventories and made gains in productivity  surpassing the labor productivity of US companies.

The MIT team came out with five principles to explain Lean system to be used by companies now to implement the best practice of Toyota.

The five principles are value, stream, flow, pull and perfection. All these five principles are related to flow. They actually identify inventories in the production system and try to reduce them. As inventories are reduced flow increases. 


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

You can see the focus on flow in lean theory from this explanation by Kettering.

Understanding the Principle of Flow in Lean Manufacturing


Understand value from the customer perspective

Understand the Value Stream

Make the Value Stream Flow

Create Pull

Continuously Improve


Identifying the Seven Flows of Manufacturing

Mike Wroblewski, Senior Operations Consultant for Gemba Consulting, explains in his Reliable Plant blog, the Seven Flows of Manufacturing by his Japanese sensei, Nakao-san:


The flow of raw material

The flow of work-in-process

The flow of finished goods

The flow of operators

The flow of machines

The flow of information

The flow of engineering


Barriers to Flow

If you want to improve flow, first remove all barriers. Figliolino Venanzio, Founder of Lean Six Sigma University, outlines both physical and intangible barriers to flow:


Examples of Physical Barriers to Flow:


Distance: Rather than transporting individual items, they are collected and shipped as a group

Long Setup Times: When changing over tooling takes a long time, larger batches are run

Batch-Oriented Machines: Some machines are designed to be most efficient with large runs.

Poor Maintenance: Machines that break down frequently disrupt flow.

Examples of Intangible Barriers to Flow:


Unreliable Deliveries: When there is no trust that parts will arrive on time, extras are kept on hand

Unreliable Quality: If people think that many parts will be unsuitable or will require rework, extras will be kept on hand

Approval Processes: The approver is seldom standing by, so work is piled up until the next opportunity to get the go-ahead

Lack of Faith: Some people just don’t believe flow is possible, so don’t even try

Resistance to Change: Some people think flow might work, but like things to stay the same.

https://online.kettering.edu/news/understanding-principle-flow-lean-manufacturing

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

Industrial engineering is a discipline formally started as an academic branch in engineering in 1908. Its foundation is cost reduction of engineering products and products produced by machinery developed by engineers through productivity improvement. Initially the focus was on increasing speed of machines and understanding the maximum speed at which a human  operator can work under various weights of load. The premise was that both managers and operators do not know the maximum speed at which work can be done and quality output produced. Also the speed should not damage machines and harm operators. Operators have to be comfortable working at the recommended speed of motions for hand and feet. 


Beyond Lean: Advanced Principles of Productivity [Hypertherm with Kevin Duggan]

https://www.youtube.com/watch?v=n4AuprJ041M

https://www.youtube.com/@InstituteOpex

About

Institute for Operational Excellence

@InstituteOpex

704 subscribers

32 videos

The Institute for Operational Excellence is the leading educational center for organizations and individuals interested in learning how to evolve a lean enterprise into one that can achieve and sustain Operational Excellence.

Links


instituteopex.org

instituteopex.org


Facebook

facebook.com/InstituteOpEx


Twitter

twitter.com/InstituteOpEx

2023 Machine Shop Engineering, Technology & Industrial Engineering - Productivity Improvement & Cost Reduction News

 

https://mfgnewsweb.com/archives.aspx

Metal Working Equipment News 

https://www.equipment-news.com/


Twitter Hashtag Machining

https://twitter.com/hashtag/Machining




Productivity Science of Machining - F.W. Taylor - Experiments and Results.

Free Download

https://www.academia.edu/104259034/Productivity_Science_of_Machining_F_W_Taylor_Experiments_and_Results



November 2023

Well-balanced machining: The key to precision and productivity
Seco Tools


September 2023

YG-1 Launches the New Solution: Indexable Drill ‘X-DRILL’
July 03, 2023
  A New Captive Type of 4-Corner Indexable Drill with Exceptional Performance​

YG-1 Holemaking tools 

YG-1 Holemaking tools are well known for its low tolerance and high technology,
continuously impressing various manufacturers around the world.

Its advance designed geometry brings out extraordinary performances,
creating a longer tool life with outstanding productivity. Also a variety of size and
shapes are available for multiple applications.

YG-1 tools at lower price.


January 2023


New Videos

How To Maximize Machine Productivity
MSC Industrial Supply Co.
26 Jan 2023
In this episode of MSC's How To, Jacob Sanchez is joined by Nate Schaub at Wagner Machine Company in Champaign, Illinois, where Nate shows him Wagner’s tried and true methods of maximizing their machines' productivity.
Join Jacob as he gets down to the root of Wagner Machine Company’s efficient machining operations. What does machine productivity mean to the everyday operator, and how can you as a machinist level up your own efficiency? Find out on this episode of How To.


MSC MillMax® Maximizing Productivity Through Milling Optimization
MSC Industrial Supply Co.

Productivity Calculator: Milling
MSC Industrial Supply Co.

How to Maximize Machine Productivity
MSC Industrial Supply Co.
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Sunday, November 26, 2023

Engineering Optimization - A Bibliography

 



References from

Optimization of Part Consolidation for Minimum Production Costs and Time Using Additive Manufacturing

2019 paper


Zhenguo Nie, Sangjin Jung, Levent Burak Kara, Kate S. Whitefoot


Mechanical Engineering, Carnegie Mellon University

Engineering and Public Policy, Carnegie Mellon University

Pittsburgh, PA, USA

https://meche.engineering.cmu.edu/_files/images/research-groups/whitefoot-group/NJKW-OptPartConsolidation-JMD.pdf


References

[1] Yang, S., Talekar, T., Sulthan, M. A., and Zhao, Y. F.,

2017, "A Generic Sustainability Assessment Model towards

Consolidated Parts Fabricated by Additive Manufacturing

Process," Procedia manufacturing, 10, pp. 831-844.

[2] Yang, S., Tang, Y., and Zhao, Y. F., 2015, "A new part

consolidation method to embrace the design freedom of

additive manufacturing," Journal of Manufacturing Processes,

20, pp. 444-449.

[3] Yang, S., and Zhao, Y. F., 2015, "Additive manufacturingenabled design theory and methodology: a critical review,"

The International Journal of Advanced Manufacturing

Technology, 80(1), pp. 327-342.

[4] Hague, R., 2006, "Unlocking the design potential of rapid

manufacturing," Rapid manufacturing: an industrial revolution

for the digital age.

[5] Uriondo, A., Esperon-Miguez, M., and Perinpanayagam,

S., 2015, "The present and future of additive manufacturing in

the aerospace sector: A review of important aspects,"

Proceedings of the Institution of Mechanical Engineers, Part

G: Journal of Aerospace Engineering, 229(11), pp. 2132-2147.

[6] Wong, K. V., and Hernandez, A. J. I. M. E., 2012, "A

review of additive manufacturing," ISRN Mechanical

Engineering, 2012.

[7] Schmelzle, J., Kline, E. V., Dickman, C. J., Reutzel, E. W.,

Jones, G., and Simpson, T. W., 2015, "(Re) Designing for part

consolidation: understanding the challenges of metal additive

manufacturing," Journal of Mechanical Design, 137(11), p.

111404.

[8] Frey, D., Palladino, J., Sullivan, J., and Atherton, M.,

2007, "Part count and design of robust systems," Systems

engineering, 10(3), pp. 203-221.

[9] Türk, D.-A., Kussmaul, R., Zogg, M., Klahn, C.,

Leutenecker-Twelsiek, B., and Meboldt, M., 2017,

"Composites part production with additive manufacturing

technologies," Procedia CIRP, 66, pp. 306-311.

[10] Booker, J., Swift, K., and Brown, N., 2005, "Designing

for assembly quality: strategies, guidelines and techniques,"

Journal of Engineering design, 16(3), pp. 279-295.

[11] Boothroyd, G., Dewhurst, P., and Knight, W. A., 2001,

Product Design for Manufacture and Assembly, revised and

expanded, CRC press.

[12] Combemale, C., Whitefoot, K. S., Ales, L., and Fuchs, E.

R., 2018, "Not All Technological Change is Equal:

Disentangling Labor Demand Effects of Automation and Parts

Consolidation," Available at SSRN 3291686.

[13] Taufik, M., and Jain, P. K., 2013, "Role of build

orientation in layered manufacturing: a review," International

Journal of Manufacturing Technology and Management, 27(1-

3), pp. 47-73.

[14] Jibin, Z., "Determination of optimal build orientation

based on satisfactory degree theory for RPT," Proc. Computer

Aided Design and Computer Graphics, 2005. Ninth

International Conference on, IEEE, p. 6 pp.

[15] Thomas, D. S., and Gilbert, S. W., 2014, "Costs and cost

effectiveness of additive manufacturing," Special Publication,

NIST.

[16] Alexander, P., Allen, S., and Dutta, D., 1998, "Part

orientation and build cost determination in layered

manufacturing," Computer-Aided Design, 30(5), pp. 343-356.

[17] Langelaar, M., 2016, "Topology optimization of 3D selfsupporting structures for additive manufacturing," Additive

Manufacturing, 12, pp. 60-70.

[18] Leary, M., Merli, L., Torti, F., Mazur, M., and Brandt,

M., 2014, "Optimal topology for additive manufacture: a

method for enabling additive manufacture of support-free

optimal structures," Materials & Design, 63, pp. 67


8-690.



[19] Mirzendehdel, A. M., and Suresh, K., 2016, "Support

structure constrained topology optimization for additive

manufacturing," Computer-Aided Design, 81, pp. 1-13.

[20] Paul, R., and Anand, S., 2015, "Optimization of layered

manufacturing process for reducing form errors with minimal

support structures," Journal of Manufacturing Systems, 36, pp.

231-243.

[21] Vanek, J., Galicia, J. A. G., and Benes, B., "Clever

support: Efficient support structure generation for digital

fabrication," Proc. Computer graphics forum, Wiley Online

Library, pp. 117-125.

[22] Boothroyd, G., Dewhurst, P., and Knight, W. A., 2001,

Product Design for Manufacture and Assembly, CRC press.

[23] Yang, S., Santoro, F., and Zhao, Y. F., 2018, "Towards a

numerical approach of finding candidates for additive

manufacturing-enabled part consolidation," Journal of

mechanical design, 140(4), p. 041701.

[24] Chadha, C., Crowe, K., Carmen, C., and Patterson, A.,

2018, "Exploring an AM-enabled combination-of-functions

approach for modular product design," Designs, 2(4), p. 37.

[25] Yang, S., Santoro, F., Sulthan, M. A., and Zhao, Y. F.,

2019, "A numerical-based part consolidation candidate

detection approach with modularization considerations,"

Research in Engineering Design, 30(1), pp. 63-83.

[26] Nyaluke, A., Nasser, B., Leep, H. R., and Parsaei, H. R.,

1996, "Rapid prototyping work space optimization,"

Computers and industrial engineering, 31(1-2), pp. 103-106.

[27] Canellidis, V., Dedoussis, V., Mantzouratos, N., and

Sofianopoulou, S., 2006, "Pre-processing methodology for

optimizing stereolithography apparatus build performance,"

Computers in industry, 57(5), pp. 424-436.

[28] Wodziak, J. R., Fadel, G. M., and Kirschman, C., "A

genetic algorithm for optimizing multiple part placement to

reduce build time," Proc. Proceedings of the Fifth

International Conference on Rapid Prototyping, University of

Dayton Dayton, OH, pp. 201-210.

[29] Zhang, X., Zhou, B., Zeng, Y., and Gu, P., 2002, "Model

layout optimization for solid ground curing rapid prototyping

processes," Robotics and Computer-Integrated Manufacturing,

18(1), pp. 41-51.

[30] Hur, S.-M., Choi, K.-H., Lee, S.-H., and Chang, P.-K.,

2001, "Determination of fabricating orientation and packing in

SLS process," Journal of Materials Processing Technology,

112(2-3), pp. 236-243.

[31] Canellidis, V., Giannatsis, J., and Dedoussis, V., 2013,

"Efficient parts nesting schemes for improving

stereolithography utilization," Computer-Aided Design, 45(5),

pp. 875-886.

[32] Zhang, Y., Gupta, R. K., and Bernard, A., 2016, "Twodimensional placement optimization for multi-parts production

in additive manufacturing," Robotics and Computer-Integrated

Manufacturing, 38, pp. 102-117.

[33] Gogate, A., and Pande, S., 2008, "Intelligent layout

planning for rapid prototyping," International Journal of

Production Research, 46(20), pp. 5607-5631.

[34] Wu, S., Kay, M., King, R., Vila-Parrish, A., and Warsing,

D., "Multi-objective optimization of 3D packing problem in

additive manufacturing," Proc. IIE Annual Conference. 

Proceedings, Institute of Industrial and Systems Engineers

(IISE), p. 1485.

[35] Pandey, P. M., Thrimurthulu, K., and Reddy, N. V., 2004,

"Optimal part deposition orientation in FDM by using a

multicriteria genetic algorithm," International Journal of

Production Research, 42(19), pp. 4069-4089.

[36] Thrimurthulu, K., Pandey, P. M., and Reddy, N. V., 2004,

"Optimum part deposition orientation in fused deposition

modeling," International Journal of Machine Tools and

Manufacture, 44(6), pp. 585-594.

[37] Phatak, A. M., and Pande, S. S., 2012, "Optimum part

orientation in rapid prototyping using genetic algorithm,"

Journal of manufacturing systems, 31(4), pp. 395-402.

[38] Huang, R., Ulu, E., Kara, L. B., and Whitefoot, K. S.,

"Cost Minimization in Metal Additive Manufacturing Using

Concurrent Structure and Process Optimization," Proc. ASME

2017 International Design Engineering Technical Conferences

and Computers and Information in Engineering Conference,

American Society of Mechanical Engineers, pp.

V02AT03A030-V002AT003A030.

[39] Johnson, M., and Kirchain, R., 2009, "Quantifying the

effects of parts consolidation and development costs on

material selection decisions: A process-based costing

approach," International Journal of Production Economics,

119(1), pp. 174-186.

[40] Rickenbacher, L., Spierings, A., and Wegener, K., 2013,

"An integrated cost-model for selective laser melting (SLM),"

Rapid Prototyping Journal, 19(3), pp. 208-214.

[41] Ulu, E., Huang, R., Kara, L. B., and Whitefoot, K. S.,

2018, "Concurrent Structure and Process Optimization for

Minimum Cost Metal Additive Manufacturing," Journal of

Mechanical Design.

[42] Baumers, M., Dickens, P., Tuck, C., and Hague, R., 2016,

"The cost of additive manufacturing: machine productivity,

economies of scale and technology-push," Technological

forecasting social change, 102, pp. 193-201.

[43] Dinda, S., Modi, D., Simpson, T. W., Tedia, S., and

Williams, C. B., "Expediting Build Time, Material, and Cost

Estimation for Material Extrusion Processes to Enable Mobile

Applications," Proc. ASME 2017 International Design

Engineering Technical Conferences and Computers and

Information in Engineering Conference, American Society of

Mechanical Engineers, pp. V02AT03A034-V002AT003A034.

[44] Ruffo, M., Tuck, C., and Hague, R., 2006, "Cost

estimation for rapid manufacturing-laser sintering production

for low to medium volumes," Proceedings of the Institution of

Mechanical Engineers, Part B: Journal of Engineering

Manufacture, 220(9), pp. 1417-1427.

[45] Yim, S., and Rosen, D., "Build time and cost models for

additive manufacturing process selection," Proc. ASME 2012

international design engineering technical conferences and

computers and information in engineering conference,

American Society of Mechanical Engineers, pp. 375-382.

[46] Ulu, E., Korkmaz, E., Yay, K., Ozdoganlar, O. B., and

Kara, L. B., 2015, "Enhancing the structural performance of

additively manufactured objects through build orientation

optimization," Journal of Mechanical Design, 137(11), p.

111410


[47] Gong, H., Rafi, K., Gu, H., Starr, T., and Stucker, B.,

2014, "Analysis of defect generation in Ti–6Al–4V parts made

using powder bed fusion additive manufacturing processes,"

Additive Manufacturing, 1, pp. 87-98.

[48] Murr, L. E., Gaytan, S. M., Ramirez, D. A., Martinez, E.,

Hernandez, J., Amato, K. N., Shindo, P. W., Medina, F. R.,

and Wicker, R. B., 2012, "Metal fabrication by additive

manufacturing using laser and electron beam melting

technologies," Journal of Materials Science and Technology,

28(1), pp. 1-14.

[49] Nie, Z., Wang, G., McGuffin-Cawley, J. D., Narayanan,

B., Zhang, S., Schwam, D., Kottman, M., and Rong, Y. K.,

2016, "Experimental Study and Modeling of H13 Steel Deposition Using Laser Hot-Wire Additive Manufacturing," Journal of Materials Processing Technology, 235, pp. 171-186.

[50] Toh, W. Q., Wang, P., Tan, X., Nai, M. L. S., Liu, E., and

Tor, S. B., 2016, "Microstructure and wear properties of

electron beam melted Ti-6Al-4V parts: A comparison study

against as-cast form," Metals, 6(11), p. 284.

[51] Inc., S., 2015, "Advantages of Wire AM vs. Powder AM," http://www.sciaky.com/additive-manufacturing/wiream-vs-powder-am.

[52] Gockel, J., Beuth, J., and Taminger, K., 2014, "Integrated control of solidification microstructure and melt pool dimensions in electron beam wire feed additive manufacturing of Ti-6Al-4V," Additive Manufacturing, 1-4, pp. 119-126.

[53] Chen, N., and Frank, M. C., "A method for metal AM support structure design to facilitate removal," Proc. Solid Freeform Fabrication, pp. 1516-1524.

[54] Vaidya, R., and Anand, S. J. P. M., 2016, "Optimum support structure generation for additive manufacturing using unit cell structures and support removal constraint," 5, pp.1043-1059.



Additive Manufacturing - Optimization of Part Consolidation for Minimum Production Costs and Production Time

Optimization of Part Consolidation for Minimum Production Costs and Time Using Additive Manufacturing

Zhenguo Nie, Sangjin Jung, Levent Burak Kara, Kate S. Whitefoot

Mechanical Engineering, Carnegie Mellon University

Engineering and Public Policy, Carnegie Mellon University

Pittsburgh, PA, USA

https://meche.engineering.cmu.edu/_files/images/research-groups/whitefoot-group/NJKW-OptPartConsolidation-JMD.pdf





Selected References

[1] Yang, S., Talekar, T., Sulthan, M. A., and Zhao, Y. F., 2017, "A Generic Sustainability Assessment Model towards Consolidated Parts Fabricated by Additive Manufacturing Process," Procedia manufacturing, 10, pp. 831-844.

[2] Yang, S., Tang, Y., and Zhao, Y. F., 2015, "A new part consolidation method to embrace the design freedom of additive manufacturing," Journal of Manufacturing Processes, 20, pp. 444-449.

[3] Yang, S., and Zhao, Y. F., 2015, "Additive manufacturing enabled design theory and methodology: a critical review," The International Journal of Advanced Manufacturing Technology, 80(1), pp. 327-342.

[7] Schmelzle, J., Kline, E. V., Dickman, C. J., Reutzel, E. W., Jones, G., and Simpson, T. W., 2015, "(Re) Designing for part consolidation: understanding the challenges of metal additive manufacturing," Journal of Mechanical Design, 137(11), p.111404.

[8] Frey, D., Palladino, J., Sullivan, J., and Atherton, M., 2007, "Part count and design of robust systems," Systems engineering, 10(3), pp. 203-221.

[9] Türk, D.-A., Kussmaul, R., Zogg, M., Klahn, C., Leutenecker-Twelsiek, B., and Meboldt, M., 2017,

"Composites part production with additive manufacturing technologies," Procedia CIRP, 66, pp. 306-311.

[10] Booker, J., Swift, K., and Brown, N., 2005, "Designing for assembly quality: strategies, guidelines and techniques," Journal of Engineering design, 16(3), pp. 279-295.

[11] Boothroyd, G., Dewhurst, P., and Knight, W. A., 2001, Product Design for Manufacture and Assembly, revised and expanded, CRC press.

[12] Combemale, C., Whitefoot, K. S., Ales, L., and Fuchs, E. R., 2018, "Not All Technological Change is Equal: Disentangling Labor Demand Effects of Automation and Parts Consolidation," Available at SSRN 3291686.

[13] Taufik, M., and Jain, P. K., 2013, "Role of build orientation in layered manufacturing: a review," International Journal of Manufacturing Technology and Management, 27(1-3), pp. 47-73.

[14] Jibin, Z., "Determination of optimal build orientation based on satisfactory degree theory for RPT," Proc. Computer Aided Design and Computer Graphics, 2005. Ninth International Conference on, IEEE, p. 6 pp.

[15] Thomas, D. S., and Gilbert, S. W., 2014, "Costs and cost effectiveness of additive manufacturing," Special Publication, NIST.

[16] Alexander, P., Allen, S., and Dutta, D., 1998, "Part orientation and build cost determination in layered manufacturing," Computer-Aided Design, 30(5), pp. 343-356.

[17] Langelaar, M., 2016, "Topology optimization of 3D selfsupporting structures for additive manufacturing," Additive Manufacturing, 12, pp. 60-70.

[18] Leary, M., Merli, L., Torti, F., Mazur, M., and Brandt, M., 2014, "Optimal topology for additive manufacture: a method for enabling additive manufacture of support-free optimal structures," Materials & Design, 63, pp. 678-690.

[19] Mirzendehdel, A. M., and Suresh, K., 2016, "Support

structure constrained topology optimization for additive

manufacturing," Computer-Aided Design, 81, pp. 1-13.

[20] Paul, R., and Anand, S., 2015, "Optimization of layered

manufacturing process for reducing form errors with minimal

support structures," Journal of Manufacturing Systems, 36, pp.

231-243.

[21] Vanek, J., Galicia, J. A. G., and Benes, B., "Clever

support: Efficient support structure generation for digital

fabrication," Proc. Computer graphics forum, Wiley Online

Library, pp. 117-125.

[22] Boothroyd, G., Dewhurst, P., and Knight, W. A., 2001,

Product Design for Manufacture and Assembly, CRC press.

[23] Yang, S., Santoro, F., and Zhao, Y. F., 2018, "Towards a

numerical approach of finding candidates for additive

manufacturing-enabled part consolidation," Journal of

mechanical design, 140(4), p. 041701.

[24] Chadha, C., Crowe, K., Carmen, C., and Patterson, A.,

2018, "Exploring an AM-enabled combination-of-functions

approach for modular product design," Designs, 2(4), p. 37.

[25] Yang, S., Santoro, F., Sulthan, M. A., and Zhao, Y. F.,

2019, "A numerical-based part consolidation candidate

detection approach with modularization considerations,"

Research in Engineering Design, 30(1), pp. 63-83.

[26] Nyaluke, A., Nasser, B., Leep, H. R., and Parsaei, H. R.,

1996, "Rapid prototyping work space optimization,"

Computers and industrial engineering, 31(1-2), pp. 103-106.

[27] Canellidis, V., Dedoussis, V., Mantzouratos, N., and

Sofianopoulou, S., 2006, "Pre-processing methodology for

optimizing stereolithography apparatus build performance,"

Computers in industry, 57(5), pp. 424-436.

[28] Wodziak, J. R., Fadel, G. M., and Kirschman, C., "A

genetic algorithm for optimizing multiple part placement to

reduce build time," Proc. Proceedings of the Fifth

International Conference on Rapid Prototyping, University of

Dayton Dayton, OH, pp. 201-210.

[29] Zhang, X., Zhou, B., Zeng, Y., and Gu, P., 2002, "Model

layout optimization for solid ground curing rapid prototyping

processes," Robotics and Computer-Integrated Manufacturing,

18(1), pp. 41-51.

[30] Hur, S.-M., Choi, K.-H., Lee, S.-H., and Chang, P.-K.,

2001, "Determination of fabricating orientation and packing in

SLS process," Journal of Materials Processing Technology,

112(2-3), pp. 236-243.

[31] Canellidis, V., Giannatsis, J., and Dedoussis, V., 2013,

"Efficient parts nesting schemes for improving

stereolithography utilization," Computer-Aided Design, 45(5),

pp. 875-886.

[32] Zhang, Y., Gupta, R. K., and Bernard, A., 2016, "Twodimensional placement optimization for multi-parts production

in additive manufacturing," Robotics and Computer-Integrated

Manufacturing, 38, pp. 102-117.

[33] Gogate, A., and Pande, S., 2008, "Intelligent layout

planning for rapid prototyping," International Journal of

Production Research, 46(20), pp. 5607-5631.

[34] Wu, S., Kay, M., King, R., Vila-Parrish, A., and Warsing,

D., "Multi-objective optimization of 3D packing problem in

additive manufacturing," Proc. IIE Annual Conference. 

Proceedings, Institute of Industrial and Systems Engineers

(IISE), p. 1485.

[35] Pandey, P. M., Thrimurthulu, K., and Reddy, N. V., 2004,

"Optimal part deposition orientation in FDM by using a

multicriteria genetic algorithm," International Journal of

Production Research, 42(19), pp. 4069-4089.

[36] Thrimurthulu, K., Pandey, P. M., and Reddy, N. V., 2004,

"Optimum part deposition orientation in fused deposition

modeling," International Journal of Machine Tools and

Manufacture, 44(6), pp. 585-594.

[37] Phatak, A. M., and Pande, S. S., 2012, "Optimum part

orientation in rapid prototyping using genetic algorithm,"

Journal of manufacturing systems, 31(4), pp. 395-402.

[38] Huang, R., Ulu, E., Kara, L. B., and Whitefoot, K. S.,

"Cost Minimization in Metal Additive Manufacturing Using

Concurrent Structure and Process Optimization," Proc. ASME

2017 International Design Engineering Technical Conferences

and Computers and Information in Engineering Conference,

American Society of Mechanical Engineers, pp.

V02AT03A030-V002AT003A030.

[39] Johnson, M., and Kirchain, R., 2009, "Quantifying the

effects of parts consolidation and development costs on

material selection decisions: A process-based costing

approach," International Journal of Production Economics,

119(1), pp. 174-186.

[40] Rickenbacher, L., Spierings, A., and Wegener, K., 2013,

"An integrated cost-model for selective laser melting (SLM),"

Rapid Prototyping Journal, 19(3), pp. 208-214.

[41] Ulu, E., Huang, R., Kara, L. B., and Whitefoot, K. S.,

2018, "Concurrent Structure and Process Optimization for

Minimum Cost Metal Additive Manufacturing," Journal of

Mechanical Design.

[42] Baumers, M., Dickens, P., Tuck, C., and Hague, R., 2016,

"The cost of additive manufacturing: machine productivity,

economies of scale and technology-push," Technological

forecasting social change, 102, pp. 193-201.

[43] Dinda, S., Modi, D., Simpson, T. W., Tedia, S., and

Williams, C. B., "Expediting Build Time, Material, and Cost

Estimation for Material Extrusion Processes to Enable Mobile

Applications," Proc. ASME 2017 International Design

Engineering Technical Conferences and Computers and

Information in Engineering Conference, American Society of

Mechanical Engineers, pp. V02AT03A034-V002AT003A034.

[44] Ruffo, M., Tuck, C., and Hague, R., 2006, "Cost

estimation for rapid manufacturing-laser sintering production

for low to medium volumes," Proceedings of the Institution of

Mechanical Engineers, Part B: Journal of Engineering

Manufacture, 220(9), pp. 1417-1427.

[45] Yim, S., and Rosen, D., "Build time and cost models for

additive manufacturing process selection," Proc. ASME 2012

international design engineering technical conferences and

computers and information in engineering conference,

American Society of Mechanical Engineers, pp. 375-382.

[46] Ulu, E., Korkmaz, E., Yay, K., Ozdoganlar, O. B., and

Kara, L. B., 2015, "Enhancing the structural performance of

additively manufactured objects through build orientation

optimization," Journal of Mechanical Design, 137(11), p.

111410


[47] Gong, H., Rafi, K., Gu, H., Starr, T., and Stucker, B.,

2014, "Analysis of defect generation in Ti–6Al–4V parts made

using powder bed fusion additive manufacturing processes,"

Additive Manufacturing, 1, pp. 87-98.

[48] Murr, L. E., Gaytan, S. M., Ramirez, D. A., Martinez, E.,

Hernandez, J., Amato, K. N., Shindo, P. W., Medina, F. R.,

and Wicker, R. B., 2012, "Metal fabrication by additive

manufacturing using laser and electron beam melting

technologies," Journal of Materials Science and Technology,

28(1), pp. 1-14.

[49] Nie, Z., Wang, G., McGuffin-Cawley, J. D., Narayanan,

B., Zhang, S., Schwam, D., Kottman, M., and Rong, Y. K.,

2016, "Experimental Study and Modeling of H13 Steel

Deposition Using Laser Hot-Wire Additive Manufacturing,"

Journal of Materials Processing Technology, 235, pp. 171-

186.

[50] Toh, W. Q., Wang, P., Tan, X., Nai, M. L. S., Liu, E., and

Tor, S. B., 2016, "Microstructure and wear properties of

electron beam melted Ti-6Al-4V parts: A comparison study

against as-cast form," Metals, 6(11), p. 284.

[51] Inc., S., 2015, "Advantages of Wire AM vs. Powder

AM," http://www.sciaky.com/additive-manufacturing/wiream-vs-powder-am.

[52] Gockel, J., Beuth, J., and Taminger, K., 2014, "Integrated

control of solidification microstructure and melt pool

dimensions in electron beam wire feed additive manufacturing

of Ti-6Al-4V," Additive Manufacturing, 1-4, pp. 119-126.

[53] Chen, N., and Frank, M. C., "A method for metal AM

support structure design to facilitate removal," Proc. Solid

Freeform Fabrication, pp. 1516-1524.

[54] Vaidya, R., and Anand, S. J. P. M., 2016, "Optimum

support structure generation for additive manufacturing using

unit cell structures and support removal constraint," 5, pp.

1043-1059.

[55] Jebari, K., and Madiafi, M., 2013, "Selection methods for

genetic algorithms," International Journal of Emerging

Sciences, 3(4), pp. 333-344.

[56] Inc., S., 2016, "EBAM 300 Series,"

https://www.aniwaa.com/product/3d-printers/sciaky-ebam300-series/.


Design To Value - Design For Value (DTV) - Procedure and Case Studies



Companies are doing supply chain industrial engineering. Products are being redesigned and processes are being redesigned with the cooperation all supply chain participants and the leadership of the company that is selling the goods or services to the ultimate consumers.

Design-to-Value method is an illustration of supply chain industrial engineering.

Design-to-value - McKinsey's View



Design-to-value (DTV) is an integrated approach to product development that considers multiple perspectives:

What customers want?
What competitors are offering?
What it costs to manufacture and distribute an end product?

As a part of DTV, companies interact with customers and  identify the product features that consumers value most, as well as those that generate little market interest. Based on this information, they can redesign their products, adding new features that promote sales while eliminating unnecessary attributes.  DTV also evaluates cost elements of products and helps companies optimize efficiency in product design and manufacture by highlighting areas for improvement.

DTV is in application in many companies. The applications are available across multiple industries, including automotive and assembly, high tech, telecom, consumer goods, and electronics.

DTV is a systematic, fact-based approach

During the DTV process, all product development decisions are based on facts— hard data from consumer research, clean-sheet-based cost models, and competitive intelligence from teardowns of products of competitors.

Developing a robust and deep understanding of features that drive value up and quantifying their  how much consumers are willing to pay for those product features highlights important product features that need to be added. Conducting “teardowns” of competitors' products to document technical and functional differences provide ideas for reducing costs of providing various features,

Clean sheet modeling, which involves determining the detailed “should cost” for each product and developing strategies to reduce expenses based on that "should cost", by redesigning products or processes or by negotiating differently with suppliers


After doing the three information gathering steps and developing various ideas by involving many experts from various functions, the list of ideas is compiled for further evaluation. In the evaluation process, a list of specific and pragmatic ideas that companies can implement to increase customer value while reducing product costs is arrived at.


By using the DTV methodology, many companies have redesigned and optimized their products  and uncovered significant savings—often in unexpected areas.


Across sectors, DTV stimulates growth, improves customer satisfaction, and optimizes brand positioning by keeping the focus on product features that customers value. This results in impressive financial benefits.   McKinsey claims that on average, our clients achieved a 10 to 40 percent increase in gross margin and a 10 to 40 percent reduction in product and supply chain cost. DTV also helps increse product preference in the market and helps companies gain additional market share as well.





DTV Resources and Capabilities of McKinsey 


McKinsey has invested significant time and resources into DTV over the last decade, and now has  many proprietary, cutting-edge assets to assist clients. These include:

A database of  400 should cost sheets that show labor rates, material costs, and machine costs are created by them.

 A library of linear performance pricing models to help clients identify when the cost of commodities and standard parts, such as batteries, motors, or raw materials, appears to be excessive

Proprietary software that allows clients to track and manage their innovative product improvement ideas from creation to implementation and financial validation.

It has a pool of over 300 experts and consultants who are trained in DTV techniques, many of whom have deep technical knowledge and several years of industry experience in relevant fields. They lead and facilitate workshops for cross-functional client teams composed of a general manager and staff from marketing, engineering, operations, and other groups.

McKinsey holds workshops at client sites or in one of their global design labs. They can create design labs in client organizations also.

http://www.mckinsey.com/business-functions/operations/how-we-help-clients/product-development/design-to-value

McKinsey Case Studies

Redesign of Medical Device
http://www.mckinsey.com/business-functions/operations/how-we-help-clients/break-down-silos


DTV Application to Forklift Truck
http://www.mckinsey.com/business-functions/operations/how-we-help-clients/redesign-equipment-for-lower-costs

DTV Application to Household Fan
http://www.mckinsey.com/business-functions/operations/how-we-help-clients/redesign-to-innovate-compete


Teardown Value Analysis
The teardown showed that as compared with competitors, the company was “overbuilding” its products significantly and that identical—or even better—product performance was possible at a lower cost if the team was willing to rethink its design approaches (VE opportunity identified).

DTV Applied to Shampoo Packaging
http://www.mckinsey.com/business-functions/operations/how-we-help-clients/reduce-packaging-costs



Designing Products for Value - McKinsey Quarterly

By Ananth Narayanan, Asutosh Padhi, and Jim Williams
McKinsey Quarterly October 2012
http://www.mckinsey.com/business-functions/operations/our-insights/designing-products-for-value

2023
McKinsey still advertises design for value.
https://www.mckinsey.com/capabilities/operations/how-we-help-clients/product-development-procurement

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Design-to-value - BCG's View


The  environment of low growth and rapid product life cycles, requires from companies  products and services that provide the greatest total value to customers (thus get the highest price)  and the most attractive economics (profit margins) over the life cycle of the product. Design to value (DTV) is a cross-functional product development and improvement process that achieves these dual objectives by translating top-level strategy (product - market choice) into design choices for products and services as well as the underlying processes in the production facilities of the company and the facilities of the  supply chain partners. DTV allows companies to focus their innovation (creation and commercialization) efforts on the features that their customers are willing to pay for and to select cost optimization approaches that will improve and protect long-term profitability.

Boston Consulting Group's Capabilities in DTV


The Boston Consulting Group has developed a flexible and broadly applicable approach to DTV that companies in diverse industries can apply to both new and existing products and services. The approach uses  “catalyst events”—workshop sessions in which a team of cross-functional executives, operators and stakeholders apply a robust fact base to generate ideas for designing the best products with minimal complexity and cost. The executives and operators are  from engineering, production, procurement, and sales and marketing for these events. This team effort breaks down organizational silos and increasing agreement on strategic priorities across business functions due to information transfer that takes during discussions. Some companies also involve their customers or suppliers in these workshops.

https://www.bcgperspectives.com/content/articles/sourcing-procurement-operations-design-value-advantage/


Design To Value - PWC

http://www.strategyand.pwc.com/media/file/Strategic-product-value-management.pdf

Companies require a unique set of capabilities — which PWC refers to as strategic product value management — to reduce product costs, drive growth, and expand margins. Strategic product value management uses commercial and design levers to provide the discipline and methodology required to manage the  product development. It adds significant value early in the process, particularly through two aspects: design to value (DTV) and design to cost (DTC). Design to value entails analyzing what customers need in terms of features, efficacy, or other attributes (i.e., the value proposition of a particular product, including pricing). Design to cost, by contrast, entails analyzing all costs of a particular product and developing rigorous models to reduce those costs at every
possible juncture.


Design To Cost - Capgemini

https://www.fr.capgemini-consulting.com/resource-file-access/resource/pdf/design_to_cost.pdf

Optimize Cost Across Value Chain and Product Lifecycle

https://www.cognizant.com/whitepapers/optimizing-product-realization-costs-across-the-value-chain-codex1611.pdf

Design To Value - Other Consultants


http://www.hillerassociates.com/design-to-value-versus-design-to-cost-versus-minimum-viable-product/

http://www.schoeler.com/en/web/mission-and-activities.php?kapitel=1

Design to Value – A cost reduction study of a specific wastewater pump

Thesis submitted for examination for the degree of Master of Science in Technology
11.1.2016
https://aaltodoc.aalto.fi/bitstream/handle/123456789/19923/master_Mangs_Valter_Mangs_2016.pdf?sequence=1


Value Driven Design a Methodology for Value-Oriented Decision Making in Preliminary Design
December 2013
Thesis for: Doctoral degreeAdvisor: Ã…sa Ericson, Christian Johansson, Marcus Sandberg
Authors:
Alessandro Bertoni
Blekinge Institute of Technology

Techniques involved in Design To Value Method


Should Cost Modeling


https://www.quest-global.com/wp-content/uploads/2015/07/Should-Cost-Challenges-Demystified-A-must-read-for-effective-cost-management-in-organizations.pdf

Management of Design To Value Programme

http://nraoiekc.blogspot.com/2016/10/management-of-design-to-value-programme.html




I came to know of this method through a presentation a J & J team on 21 October 2016




Director, Design-to-Value – MRI

GE Healthcare Healthcare Imaging CategorySourcing / Supply Chain Senior Level 11/03/2023 R3740900 Relocation Assistance:Yes Waukesha, Wisconsin, United States Of America

Job Description Summary
The Design-to-Value Director will lead a cross-functional team comprised of engineering, sourcing, supplier quality, and manufacturing engineering, to assess and identify opportunities within existing MRI products and sub-systems to streamline designs, optimize the supply chain, and leverage supplier expertise to deliver total landed cost reduction targets.

This leadership role will drive Variable Cost Productivity (VCP) idea generation, idea activation, project execution, tool development, and process improvement in various focus areas towards the overall VCP goal for the MRI business.

Accessed on 26.11.2023

More 2023 Jobs


Carrier
ASSOCIATE DIRECTOR ENGINEERING, DESIGN TO VALUE (DTV) LEADER FOR MECHANICALS AND PACKAGING

About this role

Carrier has an exciting opportunity for a Senior Cost Reduction Manager in our Supply Chain Organization to work at our offices in Atlanta, GA. At Carrier we are aggressively pursuing cost savings and efficiencies through design and platforming.  We need a leader who will manage a local and offshore team of analysts and designers working with Carrier engineering teams around the globe to drive Design to Value (DTV) cost savings.   



Director of DTV (Design-to-Value) / Value Engineering

Johnson & Johnson, Bridgewater, NJ
Advertisement in October 2016

Job Description


Johnson & Johnson Family of Companies is currently recruiting for a Director of DtV (Design-to-Value) / Value Engineering. This position can be located in Bridgewater, NJ, USA or Zug, Switzerland.

Caring for the world, one person at a time, inspires and unites the people of Johnson & Johnson. We embrace research and science bringing innovative ideas, products and services to advance the health and well-being of people. Employees of the Johnson & Johnson Family of Companies work with partners in health care to touch the lives of over a billion people every day, throughout the world.

The Director DtV / Value Engineering will:
• Lead or Co-Lead DtV product conventions and other DtV project types
• Role-model DtV behavior and cross-functional ways of working
• Create positive financial impact with DtV savings and value creation opportunities
• Follow-up at high level on convention results and selectively further guide or assist segment staff responsible for implementation
• Assist businesses and partner with R&D and commercial in identifying and assessing opportunities and planning a DtV roadmap, with the objective of creating and maintaining a continuous stream of DtV work
• Create showcases on DtV application and further develop our process descriptions and training materials
• Assist in developing the Design-to-Value (DtV) Process and Framework, as an integrated approach to Product Development considering multiple dimensions: Customer, Quality, Cost, Technology, Value Add
• Ensure that the DtV processes are properly documented, provide work instructions which have to be used by the operational/segment teams, indicating in particular the intersection points between the functions with clear R&R; important in the cross functional supply chain environment.
• Be aware of product related trade-offs and make best use of the customer / consumer insights, to ensure DtV improves overall product competitiveness, with proper balance of cost and attractiveness while ensuring quality and regulatory compliance
• Identify and drive leverage DtV opportunities wherever reasonable. Across business, or across segment. Use / integrate centrally managed resources as well, wherever appropriate


Qualifications
• University degree in engineering or scientific field is required, an advanced scientific degree (MS) or MBA is preferred
• Minimum of 10 years of experience in engineering / R&D, manufacturing, product management or supply chain (ideally across multiple functions) is required, as well as broad technical and scientific expertise
• Expertise in understanding Product Development and Design is required
• Understanding the linkages from product development through manufacturing and delivery to the customer is required, deep practical understanding of the linkage between product and process development is required
• Leadership experience in a large scale multi-location operational change program, preferrably DtV / Value Engineering, but possibly also Six Sigma or Lean programs is preferred
• Familiarity with state-of-the art DtV tools, including consumer / marketing related tools is preferred
• Multifunctional background, or proven track record of working easily and achieving results across functional boundaries is required
• Understanding of typical regulatory and quality requirements is preferred
• Ability to create strong relationships across multiple functions and businesses is preferred
• Change management and project management experience is required
• Strong executive presentation skills is required
• Strong analytical and strategic skills with a Bifocal approach - ability to zoom-in/zoom-out for strategic and tactical, high-level and detailed, etc. is required
• Experience in driving broadly based culture change in a train-the-trainer setting is required



2020 Job Notification


Design to Value Manager - Product Supply

 Consumer Products Industry Company SC Johnson,  Racine, WI, United States
JOB DETAILS – THIS JOB HAS EXPIRED,
Job Description

Position Purpose:

DTV Manager responsible for cost savings discovery and execution. Overall Program Lead or Product Supply Lead on various teardowns. Project Manager or Product Supply Lead for execution of global cost savings initiatives.

Primary Accountabilities:

Provide overall leadership and in-depth knowledge of Supply Chain, Procurement, and Manufacturing in the DTV Teardown process.
Lead and or participate in Teardowns globally to evaluate and assess opportunity in the entire supply chain including suppliers, manufacturing locations and distribution networks.
Work with the team and external partners to convert learning and insights into meaningful actions. Provide perspectives on insights & potential manufacturing impacts, identifying key information gaps, and providing leadership in the development and execution of initial concepts as they relate to consumer value and cost savings.
Collaborate to revise the Teardown Playbook to reflect process improvements throughout the year.
Serve as Project Manager or Product Supply Lead for execution of DTV & Procurement cost savings initiatives.
Work with cross functional partners to define project scope and success criteria.
Develop and maintain project plans and budgets while ensuring project milestones are met.
Provide consistent two way communication between project teams and management.
Ensure alignment with Senior Leadership through regular milestone updates.
Experience/Skills/Knowledge

Independently, and working with others, able to generate new, innovative ideas and related technologies to improve consumer value and reduce costs.
Experience leading cross functional projects against demanding timelines. Microsoft Project experience required.
Demonstrated sense of urgency and decisiveness; takes prompt action to accomplish goals; proactively attempts to influence events rather than passively accept outcomes.
Demonstrated high level of curiosity, creativity, and strong problem solving skills.
Able and willing to transition quickly to different tasks, to shift priorities and modify actions to meet changing job demands at short notice.
Ability to effectively communicate new ideas to audiences ranging from team members to Senior Leadership
Experience working with a global team.
The ideal candidate will have knowledge of multiple areas of Product Supply including production and processing equipment, manufacturing technologies and supply chain.
Competencies

 Team Leadership and Development

 Strategic Partnership

Supplier Relationship Management
 Negotiations and Financial Analysis

 Performance Analysis and Improvement

 Risk & Opportunity Management

 Project Management

 Influencing

Qualifications
BS degree in Engineering, Supply Chain, Business, or related field

 Minimum of 7 years of Project management experience

 Strong knowledge of production processes/technologies like Lean, Six Sigma, Kaizen, OEE, TPM

 Proficient computer skills including Word, Excel and PowerPoint, MS Project.

 Strong interpersonal and presentation skills
MBA preferred.

https://www.velvetjobs.com/job-posting/design-to-value-manager-product-supply-p14171422


Updated on 26.11.2023,  13 March 2020, 21 October 2016

Product Industrial Engineering Section - Value Engineering Section - Effective Organization

 

Performance orientation, focus on the specified performance of engineering products, machines and equipment and even factories,  received the maximum emphasis in american engineering organizations for many many years as customers will not buy a product that does not perform. But the cost aspect did not receive the adequate attention despite the effort of American Society of Mechanical Engineering since its founding.  F.W. Taylor made significant contribution to cost reduction through productivity improvement of resources, machines and men. He advocated that science of working of machines and men is to be developed and productivity science developed in that endeavor will increase production from the same machine and man and will give lower cost of production and higher wages to workmen. He explained his experiments, theory and the systems implemented by him in four important publications (System for increasing productivity - Elementary Rate Fixing Department (Piece Rates 1895), Shop Management (1903), The Art of Metal Cutting (1907) and Scientific Management (1911)).


L.D. Miles in his 1961 book reiterates the same. The company managements have not given adequate attention to managing costs despite the promotion of the idea efficiency counsel by Harrington Emerson his 12 principles of efficiency. Value engineers are specially trained men in value work using an appropriate set of techniques and management has to employ them and provide their internal consulting to all decision makers related to the products. It is not that all engineers and managers should not be given basic value engineering education and they have to be encouraged to take rational value and cost decisions. But specialist value engineers are required to maximize the value of value analysis and engineering methods available for implementation.


In 1961, Miles wrote that in businesses below $200,000 per year, the owner should get himself trained in value analysis and engineering. In businesses of $200,000 to $2 million, one among the top three needs to be trained in value engineering.

In businesses with sales of more than $2 million, one value engineer can be appointed. Before appointment, the management has adequate understanding and even practice of value engineering in the previous years. Real attention to the newly appointed value engineer and his functioning has to be given by the management till his work is accepted by every phase of the business especially engineering, manufacturing and purchasing.


Value Engineering Department

Three Skills of Value Engineering: Value engineering requires skill in engineering ideas (design of mechanisms and machine elements), in manufacturing methods and processes, and in the very extensive field of using vendor and specialty-vendor competence.

When two value engineers are working, both must act as independent internal consultants to specific decision makers and they both have to act as consultants to each other. One of them may be senior and has oversight responsibility for the other. But still, it is not assistant relationship. Both are independent and must have independent projects.

Miles said, three men constitute the smallest efficient operating unit for value work. Each consultant may have a special depth in one of the three value analysis and engineering  skills. This will ensure that in each value project, each of the skills is fully utilized. But still each consultant needs to have independent projects and he can take the consultancy support from the other two value engineering team members.

In the case of four member team, one may have management responsibility for the whole team.





Ud. 26.11.2023

Pub. 15.11.2023