30+ Ways for Better IE - 1. Go to the Shopfloor

There is an article in the January 99 issue of IIE Solutions "30 ways to be a better IE."

By: Gaboury, Jane; Cary, Cliff; Nolan, Richard J. IIE Solutions. Jan 99, Vol. 31 Issue 1, p28. 8p

So what IE's have done individually or professionally to implement the ideas discovered through a survey of 10,000 IIE members?

Why go into the shopfloor?

What is the purpose of industrial engineering?

One answer is to provide more production with the same resources so that society enjoys more of the goods that it feels valuable and useful. So an industrial engineer must feel thrilled when he sees a smooth flow of "material to product" conversion chain. It is through a thoughtful observation that he identifies the productivity opportunities presently not visible to him in the process or the chain.

They write that Taiihi Ohno used to tell new engineers to stand in circle and observe the production process around to identify waste. Going to the shopfloor has to be an activity like going to the library in old days. Probably, the management of IE function has to make it compulsory for IEs to visit the shopfloor for certain number of hours each day or week and make a report on such visits. It can be called a production study report. So the visit can be  to a particular section which is involved in a specific process. Industrial engineer reports on the process as he has observed and gives his comments on whether standard process is being followed. Whether planned productivity is achieved or not and various shortcomings in the production system if any. He can comment on productivity improvement opportunities spotted by him if there are any.

Please write your opinions on this issue. Please read the original article.

Other suggestions for a better practice were using engineering knowledge to serve the community, deploying technology carefully, participating in the implementation of the plan, learning continuously, and becoming a good leader.

What is Industrial Engineering?

You can understand through its principles

Principles of Industrial Engineering - Taylor - Narayana Rao
________________

________________

Other suggestions for a better practice were using engineering knowledge to serve the community, deploying technology carefully, participating in the implementation of the plan, learning continuously, and becoming a good leader.

ud. 30.1.2024

pub 19.7.2017

Education System - School - College - Univeristy - Improvement Science and Practice

 

John A. Dues

Chief Learning Officer, United Schools Network

Columbus, Ohio, United States 

Author, accomplished education systems leader, and improvement science scholar-practitioner; has served on the founding teams of seven school and nonprofit organizations with more than two decades experience in the sector.

ServicesServices

Educational Consulting • Management Consulting • Non-profit Consulting

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

Kata in the Classroom

A simple pattern that helps you teach scientific thinking

Kata = a way of practicing a skill.

Kata in the Classroom (KiC) is a simple overlay that helps educators turn almost any activity or assignment into effective practice of scientific thinking. Repeatedly utilizing KiC helps students develop scientific thinking as a practical life skill and mindset.

https://www.katatogrow.com/

Bio-inspired Engineering - Have Industrial Engineers Tried It?

INDUSTRIAL ENGINEERING. 

Engineering for Productivity and Industrial Growth and Company Progress.

Free Download EBook (122 pages). Reaching 7500 Downloads.

INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. 

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0

Bio-inspired engineering—taking lessons from nature and applying them to new technology—has accelerated and innovated designs that would not previously have been conceived if not for the natural world. Recognizing this, many institutions have invested in bio-inspired projects.

Snail-Inspired Robot Sucks up Floating Microplastics

Jan 22, 2024

https://www.asme.org/topics-resources/content/snail-inspired-robot-sucks-up-floating-microplastics

Countries - Australia/Oceania

 Australia/Oceania

Country Population (2023) LinkedIn Contacts

1 Australia 26,439,111 50

2 Papua New Guinea 10,329,931 0

3 New Zealand 5,228,100 7

4 Fiji 936,375 0

5 Solomon Islands 740,424

6 Micronesia 544,321

7 Vanuatu 334,506 12,190 26

8 French Polynesia 308,872 3,660 82

9 New Caledonia 292,991 18,280 16

10 Samoa 225,681 2,830 76

11 Guam 172,952 540 313

12 Kiribati 133,515 810 156

13 Tonga 107,773 720 146

14 Northern Mariana Islands 49,796 460 108

15 American Samoa 43,914 200 231

16 Marshall Islands 41,996 180 241

17 Palau 18,058 460 39

18 Cook Islands 17,044 240 71

19 Nauru 12,780 20 616

20 Wallis and Futuna Islands 11,502 140 83

21 Tuvalu 11,396 30 369

22 Niue 1,935 260 7

23 Tokelau 1,893 10 183

Countries - South America

Population LinkedIn Contacts

1.     Brazil 216,422,446   18

2 Colombia 52,085,168 6

3 Argentina 45,773,884 8 

4 Peru 34,352,719    10

5 Venezuela 28,838,499 1

6 Chile 19,629,590 3 

7 Ecuador 18,190,484 1

8 Bolivia 12,388,571 0

9 Paraguay 6,861,524 0

10 Uruguay 3,423,108

11 Guyana 813,834

12 Suriname 623,236

13 French Guiana 312,155

14 Falkland Islands

Quality Castings Production - Quality Engineering of Casting Processes

Quality engineering is engineering activity carried out to improve quality and reduce defects. Quality science is a collection of theories or laws that explain improvement in quality or deterioration in quality and production of defects and defectives. 

Management measures to improve the quality of castings in foundries

HAO HOU

SANZHUJI- General manager of foreign trade

June 28, 2021

https://www.linkedin.com/pulse/management-measures-improve-quality-castings-foundries-hao-hou/

2024

Tesla - Quality Engineer, Castings, Model Y  (Current on 28.1.2024)

Job Category Manufacturing

Location Fremont, California

Req. ID 215388

Job Type Full-time

Apply

What to Expect

The Castings Quality Engineer will work as a member of Tesla’s Quality organization. The primary objective of this role is to support the production of high-quality electric vehicles through the continual improvement of process and product quality and the systems that surround them. The successful candidate for this position must be a problem-solver at their core, have a strong quality & customer-focused mindset, and have the personal drive and stamina for relentless, continual improvement (both personally and professionally).

What You’ll Do

Develop and maintain control plan to verify first article, in process, and final product of various complex and critical components to engineering specifications

Develop and maintain work instructions for production, process, and quality

Coordinate MSA system and implement gauges to assure good quality of the product

Handle supplier issues as well asHandle customer issues while problem solving to reduce customer claim, ppms and scrap

Handle dimensional information and dimensional software

Manage new projects: Industrialization, Launching and Start of production

Focused and able to support production line 70% -80% of the time

Proactively communicate with engineers, management, and other team members through verbal, email, text, phone and other internal electronic communications

Maintain, calibrate, and clean inspection tools to ensure accuracy

Train Quality inspectors and auditors while reporting Quality KPIs to Leadership

What You’ll Bring

Bachelor's Degree in Mechanical or Industrial engineering, or equivalent experience

3+ years relevant experience as a Quality Engineer in a manufacturing environment

Knowledge and Experience with Core Tools (APQP, DF, PFMEA, Control Plan, Work instruction, MSA, SPC)

Strong CATIA or 3D CAD experience

Thorough knowledge and understanding of engineering drawings, documents, and GD&T

Experience with CM4D or statistical software

Thorough knowledge in the use of measurement and inspection tools such as calipers, micrometers, gauge pins, bore gauges, optical comparator, etc

Thrives in a fast paced, constantly evolving environment with tight deadlines

Excellent analytical and mathematical skills

Excellent verbal and written communication skills with ability to develop and present technical information

Ability to work efficiently and effectively both independently and as a team with minimal supervision

Experience with common Microsoft Office programs (Word, Excel, PowerPoint, Outlook, Teams)

Flexible with ability to work overtime and AWS on short notice based on strategic needs of the company

Compensation and Benefits

Benefits

Along with competitive pay, as a full-time Tesla employee, you are eligible for the following benefits at day 1 of hire:

Aetna PPO and HSA plans > 2 medical plan options with $0 payroll deduction

Family-building, fertility, adoption and surrogacy benefits

Dental (including orthodontic coverage) and vision plans, both have options with a $0 paycheck contribution

Company Paid (Health Savings Account) HSA Contribution when enrolled in the High Deductible Aetna medical plan with HSA

Healthcare and Dependent Care Flexible Spending Accounts (FSA)

LGBTQ+ care concierge services

401(k) with employer match, Employee Stock Purchase Plans, and other financial benefits

Company paid Basic Life, AD&D, short-term and long-term disability insurance

Employee Assistance Program

Sick and Vacation time (Flex time for salary positions), and Paid Holidays

Back-up childcare and parenting support resources

Voluntary benefits to include: critical illness, hospital indemnity, accident insurance, theft & legal services, and pet insurance

Weight Loss and Tobacco Cessation Programs

Tesla Babies program

Commuter benefits

Employee discounts and perks program

Expected Compensation

$72,000 - $258,000/annual salary + cash and stock awards + benefits

https://www.tesla.com/careers/search/job/quality-engineer-castings-model-y--215388

Sanni Deva

 

Process and supplier quality assurance . BE in mechatronics, & Diploma in Mechanical ,

HMC MM AUTO LIMITED

MSMT

Manesar, Haryana, India

https://www.linkedin.com/in/sanni-deva-65aa81118/  

Quality engineer in die casting - Activities

1- Responsible for all quality procedure making.

2- PPAP for new part .

3 - Process validation.

4 - Daily rejection analysis for top defect.

5 - Responsible for updating daily MIS

6 - Conducting APQP project.

8 - Monthly scrap reducing by adopting 7 Qc & QC Circle activity.

9 - Creating & updating control plan & PFMEA

10 - Responsible for incoming quality 

11 - Knowledge of CMM, CONTOUR, PROFILE PROJECTOR , SCANNER & X- RAY.

12 - Controlling the critical parameters by SPC.

13 - Reducing measurements variation by using R&R and MSA activity.

14 - Handling customer complaints.

15 - CAPA submission to customer.

17 - Taking action plan & submission of audit NC point to customer.

18 - Conduct INTARNAL AUDIT for implementation of process.

19 - Responsible for taking cauntermeasure for external audit NC point.

20 - New supplier selection.

21 - New supplier development

23 - Supplier Audit 

24 - Monthly supplier rating

26 - Lay out inspection plan creation

2023

Quality engineering optimization of robot casting considering design robustness: Comparison with reliability

Published: 04 December 2013

International Journal of Precision Engineering and Manufacturing

Volume 14, pages 2157–2163, (2013)

Ha-Young Choi, Juno Park & Jongsoo Lee 

Abstract

Design optimization which is related to quality engineering is presently needed than ever. In case of the robot casting the tolerance of material and variation of material property are the main cause of quality issues and quality based design optimization is urgently needed. Robust design gives robustness to the objective function considering tolerance and variation of material property while in the reliability based design, they are controlled by probability of constraint violation. In this study, two other quality engineering methods are done about same robot casting and compared with each other. Sensitivity analysis with the design of experiments is used for reducing control design variable, approximation with central composite design is used to make objective and constraint functions. Genetic algorithm and search direction method is applied to make robust design optimization. For reliability based design optimization, the performance measure approach method is used.

https://link.springer.com/article/10.1007/s12541-013-0292-7

Quality Castings: 9 Casting Inspection Methods of A Metal Part

POSTED ON OCTOBER 19, 2023

https://dawangcasting.com/blog/quality-castings-9-casting-inspection-methods-of-metal-part/

Open Access Article

Analysis of Selected Production Parameters for the Quality of Pressure Castings as a Tool to Increase Competitiveness

by Juraj Ružbarský and Štefan Gašpár

Department of Technical Systems Design and Monitoring, Faculty of Manufacturing Technologies, Technical University of Košice, Štúrova 31, 040 01 Prešov, Slovakia

Appl. Sci. 2023, 13(14), 8098; https://doi.org/10.3390/app13148098

https://www.mdpi.com/2076-3417/13/14/8098

The Role of Casting Patterns in Creating High-quality Castings

JUNE 26, 2023

https://dawangcasting.com/blog/the-role-of-casting-patterns-in-creating-high-quality-castings/

2020

Quality and yield improvement of ductile iron casting by simulation technique

Bahubali B. Kabnure, Vasudev D. Shinde,  Deepak C. Patil. 

Materials Today Proceedings, Volume 27, Part 1, 2020, Pages 111-116

Design of Gating System based on Solidification Simulation

Casting quality depends on the solidification process after pouring. Computerized casting modeling and solidification simulation is being extensively used by foundries to design the casting process for manufacturing of castings before castings are prepared or before equipment is constructed or improved. The basic objective of using computerized casting modeling and solidification simulation is to increase the quality of the casting manufactured, both in the existing produced casting and first ever castings made and to reduce cost expenses. The shop floor trials can be reduced effectively by casting solidification simulation and defect free castings can be assured. The casting simulation approaches are based on finite element method (FEM), finite difference method (FDM), finite volume method (FVM). In this paper an attempt has been made to use finite difference method (FDM) and finite volume method (FVM) for casting solidification simulation and optimization of casting gating system to assure maximal yield. Modeling and simulation of Flange is analyzed in this study. The material for the flange is ductile iron and produced using shell molding process. Ductile iron has wide range of mechanical properties suitable for production of automotive parts. The 3D model of flange and gating system is created using CATIA and it is simulated using Solid CAST and Auto CAST-X software’s. The simulation software results will predict the location and level of shrinkage. Optimization of gating system will improve casting yield. This will suggest the modifications needed in gating system.

https://www.sciencedirect.com/science/article/abs/pii/S2214785319332651

Production of High-Quality Castings from Gray Iron by Differentiated Cooling in Iron Mould

 320

Article Preview

Abstract:

The paper considers the possibility of improving the quality of gray cast iron castings by controlling the cooling rate of castings in a mold. It is shown that the use of differentiated cooling can increase tensile strength of cast iron by 12-16%

https://www.scientific.net/MSF.973.15

2006

Open Access

Foundry quality control aspects and prospects to reduce scrap rework and rejection in metal casting manufacturing industries

T.R. Vijayaram, S. Sulaiman, A.M.S. Hamouda, M.H.M. Ahmad

Journal of Materials Processing Technology

Volume 178, Issues 1–3, 14 September 2006, Pages 39-43

https://www.sciencedirect.com/science/article/abs/pii/S0924013605009003

Countries - North America

 North America

LinkedIn Contacts

1 U.S.A. 540

2 Mexico 22

https://www.linkedin.com/in/marco-antonio-lopez-cazarez-204a401a/      

IE  Chief Arcellor Mittal

3 Canada 66

4 Guatemala 0

5 Haiti 1

6 Dominican Republic 2

7 Cuba 0

8 Honduras 3

9 Nicaragua 7,046,310 120,340 56

10 El Salvador 6,364,943 20,720 304

11 Costa Rica 5,212,173 51,060 100

12 Panama 4,468,087 74,340 58

13 Puerto Rico 3,260,314 8,870 369

14 Jamaica 2,825,544 10,830 260

15 Trinidad and Tobago 1,534,937 5,130 296

16 Bahamas 412,623 10,010 41

17 Belize 410,825 22,810 17

18 Guadeloupe 395,839 1,690 234

19 Martinique 366,981 1,060 349

20 Barbados 281,995 430 653

21 Curaçao 192,077 444 426

22 Saint Lucia 180,251 610 294

23 Grenada 126,183 340 364

24 Aruba 106,277 180 592

25 Saint Vincent and the Grenadines 103,698 390 268

26 United States Virgin Islands 98,750 350 287

27 Antigua and Barbuda 94,298 440 211

28 Dominica 73,040 750 96

29 Cayman Islands 69,310 240 280

30 Bermuda 64,069 50 1,281

31 Greenland 56,643 410,450 0

32 Saint Kitts and Nevis 47,755 260 183

33 Turks and Caicos Islands 46,062 950 47

34 Sint Maarten 44,222 34 1,283

35 Saint Martin 32,077 53 614

36 British Virgin Islands 31,538 150 206

37 Caribbean Netherlands 27,148 328 80

38 Anguilla 15,899 90 173

39 Saint Barthélemy 10,994 21 509

40 Saint Pierre and Miquelon 5,840 230 26

41 Montserrat 4,386 100 45

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

North America

Country Population   Land Area (Km²)

1 U.S.A. 339,996,563 9,147,420 37

2 Mexico 128,455,567 1,943,950 65

3 Canada 38,781,291 9,093,510 4

4 Guatemala 18,092,026 107,160 162

5 Haiti 11,724,763 27,560 410

6 Dominican Republic 11,332,972 48,320 228

7 Cuba 11,194,449 106,440 106

8 Honduras 10,593,798 111,890 90

9 Nicaragua 7,046,310 120,340 56

10 El Salvador 6,364,943 20,720 304

11 Costa Rica 5,212,173 51,060 100

12 Panama 4,468,087 74,340 58

13 Puerto Rico 3,260,314 8,870 369

14 Jamaica 2,825,544 10,830 260

15 Trinidad and Tobago 1,534,937 5,130 296

16 Bahamas 412,623 10,010 41

17 Belize 410,825 22,810 17

18 Guadeloupe 395,839 1,690 234

19 Martinique 366,981 1,060 349

20 Barbados 281,995 430 653

21 Curaçao 192,077 444 426

22 Saint Lucia 180,251 610 294

23 Grenada 126,183 340 364

24 Aruba 106,277 180 592

25 Saint Vincent and the Grenadines 103,698 390 268

26 United States Virgin Islands 98,750 350 287

27 Antigua and Barbuda 94,298 440 211

28 Dominica 73,040 750 96

29 Cayman Islands 69,310 240 280

30 Bermuda 64,069 50 1,281

31 Greenland 56,643 410,450 0

32 Saint Kitts and Nevis 47,755 260 183

33 Turks and Caicos Islands 46,062 950 47

34 Sint Maarten 44,222 34 1,283

35 Saint Martin 32,077 53 614

36 British Virgin Islands 31,538 150 206

37 Caribbean Netherlands 27,148 328 80

38 Anguilla 15,899 90 173

39 Saint Barthélemy 10,994 21 509

40 Saint Pierre and Miquelon 5,840 230 26

41 Montserrat 4,386 100 45

Countries - Africa Continent

Africa is the world's second-largest and second-most populous continent after Asia. At about 30.3 million km2 (11.7 million square miles) including adjacent islands, it covers 20% of Earth's land area and 6% of its total surface area. With 1.4 billion people as of 2021, it accounts for about 18% of the world's human population. Africa's population is the youngest amongst all the continents; the median age in 2012 was 19.7, when the worldwide median age was 30.4.

 

LinkedIn Contacts  

Algeria 45,606,480 Northern Africa

Angola 36,684,202 Middle Africa

Benin 13,712,828 Western Africa

Botswana 2,675,352 Southern Africa

Burkina Faso 23,251,485 Western Africa

Burundi 13,238,559 Eastern Africa

Cabo Verde 598,682 Western Africa

Cameroon 28,647,293 Middle Africa

Central African Republic 5,742,315 Middle Africa

23 Chad 18,278,568 Middle Africa

51 Comoros 852,075 Eastern Africa

36 Congo 6,106,869 Middle Africa

16 Côte d'Ivoire 28,873,034 Western Africa

50 Djibouti 1,136,455 Eastern Africa

4 DR Congo 102,262,808 Middle Africa

Egypt 112,716,598 Northern Africa

47 Equatorial Guinea 1,714,671 Middle Africa

40 Eritrea 3,748,901 Eastern Africa

49 Eswatini 1,210,822 Southern Africa

2 Ethiopia 126,527,060 Eastern Africa

44 Gabon 2,436,566 Middle Africa

Gambia 2,773,168 Western Africa

13 Ghana 34,121,985 Western Africa

27 Guinea 14,190,612 Western Africa

46 Guinea-Bissau 2,150,842 Western Africa

7 Kenya 55,100,586 Eastern Africa

45 Lesotho 2,330,318 Southern Africa

38 Liberia 5,418,377 Western Africa

35 Libya 6,888,388 Northern Africa

15 Madagascar 30,325,732 Eastern Africa

21 Malawi 20,931,751 Eastern Africa

19 Mali 23,293,698 Western Africa

39 Mauritania 4,862,989 Western Africa

48 Mauritius 1,300,557 Eastern Africa

11 Morocco 37,840,044 Northern Africa

14 Mozambique 33,897,354 Eastern Africa

Namibia 2,604,172 Southern Africa

Niger 27,202,843 Western Africa

Nigeria 223,804,632 Western Africa

28 Rwanda 14,094,683 Eastern Africa

Sao Tome & Principe 231,856 Middle Africa

25 Senegal 17,763,163 Western Africa

Seychelles 107,660 Eastern Africa

34 Sierra Leone 8,791,092 Western Africa

24 Somalia 18,143,378 Eastern Africa

South Africa 71 Southern Africa

South Sudan 11,088,796 Eastern Africa

9 Sudan 48,109,006 Northern Africa

Tanzania 1 Eastern Africa

Togo 0 Western Africa

Tunisia 10 Northern Africa

Uganda 2 Eastern Africa

Zambia 0 Eastern Africa

Zimbabwe 7 Eastern Africa

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

               Population

Algeria 45,606,480 Northern Africa

Angola 36,684,202 Middle Africa

Benin 13,712,828 Western Africa

Botswana 2,675,352 Southern Africa

Burkina Faso 23,251,485 Western Africa

Burundi 13,238,559 Eastern Africa

Cabo Verde 598,682 Western Africa

Cameroon 28,647,293 Middle Africa

Central African Republic 5,742,315 Middle Africa

23 Chad 18,278,568 Middle Africa

51 Comoros 852,075 Eastern Africa

36 Congo 6,106,869 Middle Africa

16 Côte d'Ivoire 28,873,034 Western Africa

50 Djibouti 1,136,455 Eastern Africa

4 DR Congo 102,262,808 Middle Africa

Egypt 112,716,598 Northern Africa

47 Equatorial Guinea 1,714,671 Middle Africa

40 Eritrea 3,748,901 Eastern Africa

49 Eswatini 1,210,822 Southern Africa

2 Ethiopia 126,527,060 Eastern Africa

44 Gabon 2,436,566 Middle Africa

Gambia 2,773,168 Western Africa

13 Ghana 34,121,985 Western Africa

27 Guinea 14,190,612 Western Africa

46 Guinea-Bissau 2,150,842 Western Africa

7 Kenya 55,100,586 Eastern Africa

45 Lesotho 2,330,318 Southern Africa

38 Liberia 5,418,377 Western Africa

35 Libya 6,888,388 Northern Africa

15 Madagascar 30,325,732 Eastern Africa

21 Malawi 20,931,751 Eastern Africa

19 Mali 23,293,698 Western Africa

39 Mauritania 4,862,989 Western Africa

48 Mauritius 1,300,557 Eastern Africa

11 Morocco 37,840,044 Northern Africa

14 Mozambique 33,897,354 Eastern Africa

Namibia 2,604,172 Southern Africa

Niger 27,202,843 Western Africa

Nigeria 223,804,632 Western Africa

28 Rwanda 14,094,683 Eastern Africa

Sao Tome & Principe 231,856 Middle Africa

25 Senegal 17,763,163 Western Africa

Seychelles 107,660 Eastern Africa

34 Sierra Leone 8,791,092 Western Africa

24 Somalia 18,143,378 Eastern Africa

South Africa 60,414,495 Southern Africa

South Sudan 11,088,796 Eastern Africa

9 Sudan 48,109,006 Northern Africa

Tanzania 67,438,106 Eastern Africa

33 Togo 9,053,799 Western Africa

31 Tunisia 12,458,223 Northern Africa

8 Uganda 48,582,334 Eastern Africa

22 Zambia 20,569,737 Eastern Africa

Zimbabwe 16,665,409 Eastern Africa

$2 Trillion Waste In IT Systems? What are we doing?

Picture Source: https://www.linkedin.com/posts/narayana-rao-kvss-b608007_nearly-half-of-all-containers-are-using-less-activity-7156829204649574400-gf7n

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

Reducing data collection, storage, processing and use costs 

July 31, 2020 - McKinsey  Article

https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/reducing-data-costs-without-jeopardizing-growth

Updates on 18.11.2021

Waste and inefficiency in outdated government IT systems.

A recent BBC article has drawn attention to the extraordinary amount of wasted expenditure on outdated IT systems in government. The article, drawn from a Cabinet Office report entitled ‘Organising for Digital Delivery’, notes that the government’s use of outdated technology – with some systems being over thirty years old.

The price tag for keeping many outdated systems alive is an astonishing £2.3 billion per year – almost half of the government’s £4.7 billion annual IT expenditure.

28 September 2021

https://www.information-age.com/waste-inefficiency-outdated-government-it-systems-123497039/

5 ways to avoid cloud waste

By Steven J. Vaughan-Nichols

|AUGUST 26, 2020

If you don't use clouds correctly, you can still lose money. Here's how to avoid those costly mistakes.

https://www.idginsiderpro.com/article/3569769/5-ways-to-avoid-cloud-waste.html

Most Activities in Enterprise Software do not bring actual business value - Waste in Enterprise IT

10 August 2019

Picture Source:

Waste in Enterprise IT

10 August 2019

https://openlowcode.com/waste-enterprise-it/

Data Centres typically generate a lot of heat - How to reduce energy waste?

As part of ‘Project Natick’, Microsoft has also acknowledged that data centres typically generate a lot of heat,

There are a few easy and relatively cheap steps you can make today to reduce energy waste within your data centre. 

July 19, 2018

https://www.itproportal.com/features/how-to-reduce-data-centre-energy-waste-without-sinking-it-into-the-sea/

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

15 December 2012

The IT Revolution estimates that currently 20% of IT spend of $10 trillion can be the waste. This figure comes to $2 trillion. What are we doing?

http://itrevolution.com/manifesto/

Already IT spend analysis is a board room issue.

Leading consultants like Accenture are coming out with reports on IT cost control.

Productivity improvement and cost/waste reduction were taken up for investigation and advocacy by authors like Popendiecks.

Industrial engineers are into action. IIE has a blog IE in IT.

Collection of Articles/Reports dealing with IT Cost Reduction

    Boards Look for Efficiency With IT - November 2011
    http://www.directorship.com/boards-look-for-efficiency-with-it/
    IT Cost Reduction Initiatives:
    Cost Reduction in Imaging and Output infrastructure
    http://ievarunmitra.blogspot.in/2012/08/cutting-costs-and-maximizing-return-on.html
    IT Cost Reduction - Accenture insights  - 2012
    http://www.accenture.com/us-en/Pages/insight-it-cost-reductions-new-technologies.aspx
    Collection of articles on each opportunity mentioned in the Accenture article
    Information Technology Systems Cost Reduction
       


    Reducing the waste in the testing cycle
    http://mgmtvideo.blogspot.com/2012/09/reducing-waste-in-testing-cycle-youtube.html
    Federal Marketplace for Data Center Capacity - Webinar Video
    http://mgmtvideo.blogspot.com/2012/09/federal-marketplace-for-data-center.html

    Lean IT: Enabling and Sustaining Your Lean Transformation
    Google book
    http://books.google.co.in/books?id=3Si41XmQlXAC

    Lean Software Development and IT Enabled Services - Collection of Books and Articles - NRao
    http://nraoiekc.blogspot.com/2012/04/lean-software-development-and-it.html

Incorporating Deming, Goldratta Ideas in Computer Science - A Presentation
YouTube Video
_______________

_______________

Ud. 27.1.2024, 6.1.2022

Johnson & Johnson - Jardine Matheson - Industrial Engineering Activities and Jobs

Industrial Engineering - Productivity Improvement - Process Improvement - Product Redesign - Continuous Improvement

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.

___________

_________________

Focus Areas of Industrial Engineering - Brief Explanation

Productivity Science: Science developed for each element of machine operation and each element of human tasks in industry.
Productivity Science - Determinants of Productivity

Product Industrial Engineering: Redesign of products to reduce cost and increase value keeping the quality intact.
Product Industrial Engineering

Process Industrial Engineering: Redesign of processes to reduce cost and increase value keeping the quality intact.
Process Industrial Engineering

Industrial Engineering Optimization: Optimizing industrial engineering solutions created in Product Industrial Engineering and Process Industrial Engineering.
Operations Research - An Efficiency Improvement Tool for Industrial Engineers

Industrial Engineering Statistics: Using statistical tools like data description, sampling and design of experiments in industrial engineering activity.
Statistics and Industrial Engineering

Industrial Engineering Economics: Economic analysis of industrial engineering projects.
Engineering Economics is an Efficiency Improvement Tool for Industrial Engineers

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.

Applied Industrial Engineering - Process Steps

How many Industrial Engineers can a Company Employ for Cost Reduction?

For $100 million cost, there can be one MS IE and 6 BSIEs.
https://nraoiekc.blogspot.com/2020/03/value-creation-model-for-industrial.html

Industrial Engineering - Lean Manufacturing - Parent - Child Relationship

Johnson & Johnson

Commendable Cost Reduction in Number of Years. Every Industrial Engineer must achieve and claim such cost reductions.

Tara Ramsey
Head of Consumer NA Supply Chain Sourcing
Skillman, New Jersey

Johnson & Johnson
Head of Consumer NA Supply Chain Sourcing
since May 2018

Director, Transportation Sourcing and Supplier Performance
Nov 2014 – May 2018

Group Manager, Direct Materials and Supplier Engineering
Jun 2010 – Feb 2011

• Responsible for $100MM in raw material and packaging spend annually; manage year on year cost reduction goal of $10MM.

Commodity Manager
Johnson & Johnson Vision Care, Inc.
Jan 2007 – Jun 2010

• Manage $50MM in raw material and packaging spend annually with global suppliers between Jacksonville, FL and Limerick, Ireland manufacturing plants.
• Consistently exceeded savings targets of 10%, to achieve +$5MM in cost reduction and improvement projects annually.

Senior Strategic Buyer
Company NameJohnson & Johnson Vision Care, United Kingdom
Aug 2004 – Dec 2006

London, England
• Created and led the Non Stock Purchasing Department for Vision Care EMA, including all indirect purchases and the supervision of the requisition to pay process within the SAP environment
• Manage $72MM in spend annually across 16+ major markets using 2000+ suppliers, collaborating with 3 Regional Managing Directors and their EMA-wide staff
• Achieved $3.8MM in cost savings across Marketing & Sales, Transportation, Media and other disciplines which is 5% savings of total spend (exceeded 2006 goal of $2MM)

• Led the first Vision Care EMA Advertising negotiation in EMA history, achieving a $400M cost savings (40% of total annual spend)

• Analyzed, then strategically bid both the inbound and outbound transportation of finished goods, achieving $1.2MM in cost savings, which was directly removed from SG&A by Finance business partners


Johnson & Johnson Consumer Products Company
Jan 2004 – Aug 2006

Manage $5.9MM in Marketing & Sales spend achieving annual savings of $400M (6% of total spend).
Established business partnership with Marketing, Sales, Trade Promotions, Trade Marketing, and Supply Chain to successfully launch new products and promotions while identifying on-going cost savings opportunities. Increased Purchasing penetration by 65%.

Reengineered Marketing Print process for Johnson & Johnson Consumer Products and incorporated the use of eSourcing tools. Completed over 65 projects contributing $210M in savings.

Led Neutrogena’s deployment of new Marketing Print process to include qualifying preferred suppliers, end-user training, process adoption, and metrics. Savings generated in 4 months were $240M.

Team lead for Non Stock collaboration (with Vistakon) to further leverage CPC knowledge and expertise of Print Buying. Generated $200M savings (incremental to business plan) by standardizing certain printed pieces

Achieved green belt certification by reducing Ariba mismatches by 72% for 13 core users yielding an annual financial savings of $30M; process then yielded less than 5% mismatches of total invoices, exceeding Corporate goal

https://www.linkedin.com/in/tara-ramsey-6869494/

Johnson & Johnson - Xi’an

To improve agility and responsiveness, raise quality standards and enhance competitiveness, Johnson & Johnson Xi’an replaced its manual facility with a Fourth Industrial Revolution-enabled new factory in 2019. This facility includes digital twins for technology transfer and material handling, intelligent automation of continued process verification (CPV) and batch execution processes. This has shortened the product transfer time by 64% during site relocation and has enabled a 60% decrease in non-conformance, while improving productivity by 40%, operating costs by 24% and GHG emissions by 26%.

PEOPLE'S REPUBLIC OF CHINA

Johnson & Johnson - Xi’an

Energy Efficiency Improvement at Johnson & Johnson

Johnson & Johnson Strives to Implement
Best Practices by Year 2000
Harry A. Kauffman, Johnson & Johnson

In 1995, after a year and a half of development, J&J rolled out Best Practices for energy efficiency. There are 150 in all and every one of them has been completed by at least one of the  facilities around the world and therefore they are validated ideas. They are state of the art technologies and practices, they are not projects with extremely high paybacks. J&J used as a cost effectiveness test an internal rate of return of 20%, which is about a 5 year simple payback. The facilities are not forced to implement each of  them. They need prepare project feasibility reports and  implement all that pass the cost effectiveness test. They are actually encouraged to go beyond these practices and develop new practices. In addition, an on-going process to identify new technologies that are developed and proved to be cost effective will be added to the Best Practices.

Examples of the Best Practices include:

Stage 1: Upgrade lighting with T-8 or T...5 fluorescents, occupancy sensors, metal halide or high pressure sodium, Light Emitting Diode (LED) exit signs and implement group relamping.

Stage 2: Perform preventive maintenance and calibrations, challenge and fine tune operating schedules, survey leaks including steam traps and compressed air, track, graph, analyze, and publicize energy usage and cost, develop pie chart of functional usages of energy, and optimize energy purchasing.

Stage 3 Upgrade office equipment. Upgrade building envelope with double-paned windows, and appropriate insulation, seal any openings, and complete a thennographic scan of the entire building.

Stages 4 & 4+: Evaluate all motor systems throughout the facilities and upgrade including technologies such as premium efficient motors, variable speed drives, and Direct Digital Control.

Upgrade Chillers, Boilers, Compressed Air and Electrical Distribution to include: non-CFC, central-chiller water system with 0.56 KW/Ton water-cooled chillers with variable speed drives, primary/secondary chilled water pumping system, low excess air burner for the boiler with stack economizer and blow-down heat recovery, automated compressed air systems with proper storage,
looped piping system, and minimum pressures, and k rated energy efficient transfonners with capacitors for power factor correction.

To validate the bundle of Best Practices, two facilities were selected as pilots.  Ethicon Endo-Surgery manufacturing facility in Albuquerque, NM completed all 150 of the Best Practices by 1997 and reduced their overall energy usage by 23% and energy costs by $156,403. They were recognized for this effort by "Energy User News" magazine with an Efficient Building Award in 1998 in the Industrial category, as well as by the EPA as its Outstanding Building Upgrade for 1998.

The other pilot was a multi-company (two companies), multi-facility (four buildings -- one administration and three manufacturing) operation in Manati, PRe. They have completed 97% of the Best Practices (inability to shutdown equipment has delayed some motor upgrades) and reduced their overall energy by 28% and energy costs by $604,630. In addition to the typical upgrades, they consolidated their individual steam, chilled water and compressed air systems. They shared the EPA's Outstanding Building Upgrade with the Albuquerque facility.

The cost, savings and paybacks vary by grouping of Best Practices. The average simple paybacks for completed project by Stage have been: Stage 1 OM 2.15 years, Stage 2 ... 2.48 years, Stage 3 - 3.46 years, Stages 4/4+ - 2.79 years, Stage 5 - 10.. 15 years.

Design to Value

https://www.sec.gov/Archives/edgar/data/200406/000020040619000009/form10-k20181230.htm



Process Excellence in the Manufacturing Value Chain
Learn how J&J is using Six Sigma, Lean and other techniques to achieve process excellence in its manufacturing operations.
Sep 14, 2004
https://www.pharmamanufacturing.com/articles/2004/91/


Industrial engineers are employed and productivity improvement and cost reduction are practiced in many companies using Industrial engineering philosophy, principles, methods, techniques and tools.

Index to Industrial Engineering Practice in Top Global Manufacturing Companies - Top 100

Online Handbook of Industrial Engineering

ud. 26.1.2024

Pub. 11.4.2020

Operator Comfort Survey - A Tool Used in Process Studies

Surveys

Collecting and collating subjective feedback provides valuable and unique insight into the mindset of your workforce. Conducting online surveys permits this information to be collected easily, and at a time that is convenient for your staff. Utilizing subjective feedback is critical to understand areas of concern and value added to learn ideas they have for improvements. Considering this feedback as part of your larger MSD Prevention program ensures that participatory ergonomics is integrated into your program. Involving and listening to your workforce has shown to have positive morale and culture impact.

We currently offer the following surveys:

Comfort Survey;

Office Questionnaire; &

Production Questionnaire.

http://www.oiweb.com/page/surveys.html

5 Tips to Creating an Ergonomic Comfort Survey

Ergonomist Mary Plehal shares 5 key traits of a good comfort survey. Read below for a written summary. 

✅1. Organize they survey by body part.

Break comfort surveya into three sections: Body part, frequency, and tasks associated with discomfort / fatigue.

For example.👇

➡The Lower Back

Q: Are you experiencing discomfort in your lower back?

A:

-None

-Rarely

-Occasionally

-Constantly☑

Q: What task do you associate with this discomfort?

A:

The anti-fatigue mat in my station doesn't cover the entire area. I spend as much time off the mat bending and lifting as I do on the mat.

✅2. Explain the purpose of the survey

"It's important to explain the purpose and what you intend to do with the information," says Mary.

Also, manage expectations.

Let employees know if ergonomic or safety improvements will take months rather than weeks because of capital budgeting or engineering support.

✅3. Have pre-planned improvements in the works

"Have already planned something you're going to implement that you know would be meaningful for your employees."

There may be long-term initiatives in the works, but immediate solutions will help employees connect their input to the solution.

It tells them you care.

Mary's suggestion in the video below? Quality anti-fatigue mats.

"80% of the time in #manufacturing environments, employees attribute discomfort to standing in comfort surveys."

✅4. Conduct the survey in person.

"In person is best. Paper-pen is best."

Bring employees into a breakroom or conference room.

This avoids distraction, surveys being dismissed entirely, and helps makes sure nothing is lost in translation.

✅5. Readminister the survey down the road.

After you've implemented an ergonomic solution, circle back and hold the survey again.

This allows you to quantify the degree of comfort improvement.

"It's a great advertisement you can blast out to employees saying, 'Hey we implemented these things and comfort levels went from this to this,' then roll that up to leadership for some good results."

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

ERGONOMIC DESIGN OF HAND TOOL (SCREWDRIVER) FOR INDIAN WORKER USING COMFORT PREDICTORS: A CASE STUDY

January 2011

https://www.researchgate.net/publication/271520766_ERGONOMIC_DESIGN_OF_HAND_TOOL_SCREWDRIVER_FOR_INDIAN_WORKER_USING_COMFORT_PREDICTORS_A_CASE_STUDY

Cornell Musculoskeletal Discomfort Questionnaires (CMDQ)

https://ergo.human.cornell.edu/ahmsquest.html

Deloitte - Our 2020 perspective

Our view is that creating a sense of belonging at work is the outcome of three mutually reinforcing attributes. Workers should feel comfortable at work, including being treated fairly and respected by their colleagues. They should feel connected to the people they work with and the teams they are part of. And they should feel that they contribute to meaningful work outcomes—understanding how their unique strengths are helping their teams and organizations achieve common goals.

https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2020/creating-a-culture-of-belonging.html

The core focus of industrial engineering is speed of machines and speed of operator motions. In the case of operator motions, the speed has to be comfortable, safe and healthy for persons. Industrial have to know the comfort assessment of operators through surveys during process improvement studies.

PCQ: Preferred Comfort Questionnaires for product design

Shabila Anjani,a,* Manon Kühne,b Alessandro Naddeo,c Susanne Frohriep,d Neil Mansfield,e Yu Song,a and Peter Vinka

Monitoring Editor: Peter Vink, Susanne Frohriep, Neil Mansfield, Alessandro Naddeo, and Karen Jacobs

Work. 2021; 68(Suppl 1): S19–S28. 

The need for comfort is common for all people across different stages of their life [1]. However, comfort is an individual and subjective concept, and it depends on the personal experience and the physiological, physical, mental, emotional and social state of the person over time. This individual and subjective concept of comfort is important in product design. Dimensions of product design, such as the user, the product and the context will interact with each other over time and contribute to the perception of comfort.

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7902968/

Surveying the comfort perception of the ergonomic design of bluetooth earphones

Hsiao-Ping Chiu 1, Hsin-Yu Chiang 2, Chien-Hsiou Liu 2, Ming-Hsu Wang 3, Wen-Ko Chiou 3

Work

. 2014;49(2):235-43. doi: 10.3233/WOR-131723.

https://pubmed.ncbi.nlm.nih.gov/24004775/

Occupant Comfort

Comfortable workers are more likely to be productive and engaged with their work than those who struggle to work in spaces that create barriers and stresses. With an ever increasing number of environmental issues to be mindful of when designing spaces, GSA (U.S. General Services Administration)  is developing practices that support both sustainability and worker comfort.

Worker Productivity

Productivity is the quality and/or quantity of goods or services produced by a worker. Good indoor environmental quality – access to views, comfortable temperatures, comfortable lighting, good acoustics, and ergonomic design, etc. – supports employees’ ability to do a good job. On the other hand, compromised IEQ hinders their ability to work. It makes good business sense, then, to keep employees happy, healthy, and productive. This, in turn, creates more and higher quality output for organizations. 

https://sftool.gov/learn/about/242/occupant-comfort

Operator comfort level

Janos Abonyi

The main objective of this paper is to propose an approach for assessing the well-being of operators in indoor environments, with the operator comfort level serving as a measurable indicator. 

https://www.academia.edu/108039999/Operator_comfort_level

Practical Application of a New Method for the Assessment of Comfort, Health and Productivity in Offices

paola leardini

In present-day society, people spend 90% of their time in enclosed spaces, 30-40% in offices. Due to building regulations and requirements for labelling policies, the modern office building is seen as an "efficient machine", and energy consumption is becoming a central issue in the current architectural debate. However, also occupants' perception of indoor environmental quality (IEQ) should be verified. Therefore, new strategies for long-term building monitoring are required, focusing on human requirements and responses. The present study describes a methodology (RPM = Remote Performance Measurement) to evaluate IEQ (measured and perceived) and its effects on comfort and performance in intervention studies in real buildings. The procedure comprises measurements of environmental parameters and completion by occupants of on-line questionnaires. Performance is assessed by a new method that uses simulated office tasks. Questionnaires and tasks are administered. 

https://www.academia.edu/49715692/Practical_Application_of_a_New_Method_for_the_Assessment_of_Comfort_Health_and_Productivity_in_Offices 

Productivity and IE in Pharmaceutical and Medicine Manufacturing

Lesson 472  of  Industrial Engineering ONLINE Course - Applied Industrial Engineering Module

GlaxoSmithKline - Industrial Engineering Activities and Jobs

Johnson & Johnson - Industrial Engineering Activities and Jobs

Novartis - Industrial Engineering Activities and Jobs

Koeber Pharma - Your Productivity Partner

Delivering the difference in pharma

Do you wonder if you’re getting the most out of your machines, your lines, your sites, your production, your value chain? Do you crave greater efficiency and less downtimes to improve your Overall Equipment Effectiveness (OEE)? Do you feel software should be having a bigger impact on your business?

 

We make the difference

With over 125 years of in-depth pharma technology expertise, we truly understand the process and regulation challenges you face day to day, from the beginning, to the end of your production. This is why we offer a unique portfolio of integrated solutions, spanning consulting, inspection, handling, packaging machines and materials, track & trace and software, giving you everything you need to unlock the potential of your productivity and your business.

In an industry that has to adhere to stringent safety and regulatory standards, and is reliant on the optimization of production, you are looking for someone to deliver, and that is what we do. As your personal partner, as a system integrator, a service provider and a product vendor, with our dedicated people, our global footprint, our decades of software and hardware expertise in pharma, we deliver on safety, we deliver on productivity, we deliver on the promises we make. We deliver the difference your business needs.

https://www.koerber-pharma.com/en/about-us

2022

GSK - Production Value Stream Director.

Site Name: USA - Maryland - Rockville

Posted Date: Apr 21 2022

Productivity Responsibility

Deliver courageous year-over-year productivity improvement goals by leveraging the GSK Production System (GPS) ways of working and industry benchmarking continuous improvement opportunities.

Create/foster a culture of speak-up and continuous improvement where employees are excited and engaged to improve our standards and our delivery.

https://www.themuse.com/jobs/gsk/production-value-stream-director

What Are The Most Productive Pharmaceutical Companies? Pharmaceutical R&D Efficiency Review 1999-2018

Alex Zhavoronkov, PhDContributor

Expert in AI for healthcare and longevity biotechnology

Apr 18, 2022

https://www.forbes.com/sites/alexzhavoronkov/2022/04/18/what-are-the-most-productive-pharmaceutical-companiespharmaceutical-rd-efficiency-review-1999-2018 

Solutions for Increasing the Productivity 

Mar 10 2022

From busy university labs to large industrial laboratories, productivity has, for some time, been the source of sleepless nights for many chemists. GlaxoSmithKline has been leading the way in addressing this issue, mastering how to carry out multiple reactions in parallel and boost productivity.

https://www.azom.com/article.aspx?ArticleID=21429

2021

Lean Six sigma Integration to Reduce Waste in Tablet coating Production with DMAIC and VSM Approach in Production Lines

of Manufacturing Companies

Muhammad Kholil1*, Jakfat Haekal1 , Adizty Suparno1 ,Dhita Savira Oktaandhini1 and Tri Widodo2

1 Department of Industrial Engineering, Universitas Mercu Buana, DKI Jakarta, Indonesia

2 Universitas Islam Muhammadiyah Tanggerang, DKI Jakarta, Indonesia

International Journal of Scientific Advances

ISSN: 2708-7972

Volume: 2 | Issue: 5 | Sep - Oct 2021 Available Online: www.ijscia.com

DOI: 10.51542/ijscia.v2i5.8

https://www.ijscia.com/wp-content/uploads/2021/09/Volume2-Issue5-Sep-Oct-No.156-719-726-1.pdf

Productivity of  ‘Continuous Manufacturing’

https://www.gsk.com/en-gb/responsibility/environment/carbon/less-is-more-with-advanced-technologies-in-manufacturing/

2020

https://www.pharmaguideline.com/  Ankur Choudhary


2016



PharmaWorks Takes a Prescription for Productivity
Yaskawa America
______________

_______________
6 May 2015


Refine and Streamline Your R&D Operations to Reduce Cycle Times
"Low productivity in research labs is the biggest single challenge facing the global pharmaceutical industry, which is struggling to replenish its medicine chest after a wave of patient expiries that peaked this year"
http://www.bpe-pharma.com/

The Path to Productivity Improvement in Pharma
Pharma must transform its productivity, and an emerging set of disruptive innovations promises giant gains
BY ANDREW GONCE, MCKINSEY & COMPANY
http://www.pharmamanufacturing.com/articles/2013/1308-productivity-improvement-processinnovation/


Robots in Pharma Industry

The Food and Drug Administration (FDA) closely regulates the manufacture of pharmaceuticals and medical devices. Integrated robotics allow manufactures to meet a number of compliance issues, including requirements for pedigree traceability, ergonomics, handling toxic materials, maintaining an aseptic environment and data acquisition and tracking. Robots are ideally suited to capturing process data, providing a clear audit trail to verify FDA compliance. Robots placed in aseptic “clean rooms” allow the manufacturer to protect employees from exposure to hazardous and toxic materials, reduce the cost of protective gear, and reduce the space required. Aseptic clean rooms also protect the product from accidental contamination by workers.
http://www.esstechnologies.com/AppNotes/Reasons-to-integrate-robotics.shtml

QUANTIFYING PRODUCTIVITY FOR A GENERIC PHARMACEUTICAL COMPANY
Divya Chauhan1, Dr. Nusrat Khan2
1Research Scholar- School of Business Management at Noida International University, Noida
& Project Manager at Fresenius Kabi Oncology Ltd., Gurgaon
2Associate Professor –School of Business Management at Noida International University,
Noida.
WORLD JOURNAL OF PHARMACY AND PHARMACEUTICAL SCIENCES
Volume 2, Issue 5, 2560-2568.

Productivity Dynamics in the Indian Pharmaceutical Industry:
Evidence from Plant-level Panel Data
Atsuko Kamiike, Takahiro Sato, Aradhna Aggarwal
http://src-h.slav.hokudai.ac.jp/rp/publications/no10/10-07_Kamiike.pdf

2009

Embedding a Culture of Continuous Improvement & Lean Manufacturing Across Pfizer Global Manufacturing

August 1, 2009

John Scott, Gerry Migliaccio

BioPharm International, BioPharm International-08-01-2009, Volume 22, Issue 8

https://www.biopharminternational.com/view/embedding-culture-continuous-improvement-lean-manufacturing-across-pfizer-global-manufacturing


Updated 26.1.2024,  15.8.2023, 24.5.2022,  19 May 2020,   13 April 2016,  26 Jan 2014