You can download pdf version.
MODERN INDUSTRIAL ENGINEERING. IE OF PRODUCTS, FACILITIES & PROCESSES - Maximum Customer Value. Minimum Cost Value. Minimum Facilities and Minimum Use of Facilities.
https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0
INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING
Chapter 4. Industrial Engineering Principles
Principles, Methods Tools and Techniques
An explanation says principles are scientific theories or cause and effect relationships. They are of permanent nature until revised due to empirical studies and identification of new facts.
Methods are general approaches that use the scientific principle or principles for beneficial use. They are also of permanent nature.
Tools are contemporaneous ways of implementing methods.
Basic Principles of Industrial Engineering - Narayana Rao
1. Develop science for each element of a man - machine system's work related to efficiency and productivity.
2. Engineer methods, processes and operations to use the laws related to the work of machines, man, materials and other resources.
3. Select or assign workmen based on predefined aptitudes for various types of man - machine work.
4. Train workmen, supervisors, and engineers in the new methods.
5. Incorporate suggestions of operators, supervisors and engineers in the methods redesign on a continuous basis.
6. Plan and manage productivity at system level.
Principles of Industrial Engineering - Narayana Rao
The full paper by Prof. K.V.S.S. Narayana Rao is now in proceedings of IISE 2017 Annual Conference. The proceedings is in Proquest journal database. https://www.proquest.com/docview/1951119980
Detailed List of Principles - Presented at IISE 2017 Annual Conference at Pittsburgh on 23 May 2017.
Principles of Industrial Engineering - Narayana Rao - Detailed List
1. Productivity science
2. Productivity engineering
3. Industrial Engineering is applicable to all branches of engineering
4. Principles of (machine) utilization economy to be used in designing and redesigning machine work.
5. Industrial engineering optimization
6. Industrial engineering economics
7. Implementation team membership and leadership
8. Human effort industrial engineering for increasing productivity
9. Principles of motion economy to be used in all IE studies in the area of human effort industrial engineering
10. Operator comfort and health are to be taken care of.
11. Work measurement
12. Selection of operators
13. Training of operators, supervisors and engineers
14. Productivity training and education to all
15. Employee involvement in continuous improvement of processes and products for productivity improvement.
16. Productivity incentives
17. Hearty cooperation
18. Productivity Management
19. System level focus for productivity
20. Productivity measurement
21. Cost measurement
1. Productivity science
Develop a science for each element of a man - machine system's work related to efficiency and productivity.
The productivity science developed is the foundation for industrial engineering in productivity engineering and productivity management phases.
F.W. Taylor made the initial experiments to develop productivity science of machines as well as for men. The experiments done by Taylor in the case of machines, tools and cutting parameters were many over a period of 30 years. Similarly, Gilbreth proposed and wrote on the development of science for human effort and he published number of papers in the area of productivity science of human effort. Ralph Barnes did his Phd work in the area of productivity science of human effort.
Productivity Science Definition
“Productivity science is scientific effort, that in any specific work situation, identifies the appropriate philosophy, culture, systems, processes, technology, methods and human physical action and behavior and elements of each of them of that will maximize positive (social, environmental and economic) outcomes relative to the resources consumed.” - Narayana Rao (IISE 2020 Annual Conference Proceedings)
Productivity science of machine identifies machine related variables that will increase productivity. These variables will be different for different categories of machines even though some variables are more general and apply to all machines or many categories of machines.
Machining or Machine Tool Productivity Science
Variables that have an effect on productivity of machining operations.
1. Selection of the machining process. Right selection of the machining process is important. There can be choice between turning and grinding.
2. Selection of machine tool.
3. Selection of cutting tool.
4. Selection of tool holder. Modular systems, quick change systems etc.
5. Calculation and measurement of cutting forces and their planning using various alternatives.
6. Measurement and planning of temperature in the cutting zone.
7. Selection of fixture. Measurement and planning of clamping forces in fixtures.
8. Tool wear estimation and selection of appropriate tool life.
9. Process planning to attain surface finish required.
10. Understanding the machinability characteristics of the material.
11. Analysis and planning of rigidity and vibrations of the machine.
12. Selection of cutting fluid. Now even dry machining is advocated.
13. Utilizing high speed machines and high throughput machining processes.
14. Utilizing design for machining in the part as well as in planning various cuts.
15. Economic analysis and optimization of machining process
Productivity Science of Machine - Machining - F.W. Taylor
Taylor is the pioneer in doing productivity studies on machine tools.
https://nraoiekc.blogspot.com/2019/09/productivity-science-of-machine.html
Productivity Science of Human Effort
Frank B. Gilbreth - VARIABLES THAT AFFECT MOTION ECONOMY
Every element that makes up or affects the amount of work that the worker is able to turn out has to be identified and adjusted appropriately to increase productivity. The variables related to human effort productivity group themselves naturally into the following divisions as per the thinking of Gilbreth:
I. Variables of the Worker.
1 . Anatomy.
2. Brawn.
3. Contentment.
4. Creed.
5. Earning Power.
6. Experience.
7. Fatigue.
8. Habits.
9. Health.
10. Mode of living.
11 . Nutrition.
12. Size.
13. Skill.
14. Temperament.
15. Training.
II. Variables of the Surroundings, Equipment, and Tools.
1. Appliances.
2. Clothes.
3. Colors.
4. Entertainment, music, reading, etc.
5. Heating, Cooling, Ventilating.
6. Lighting.
7. Quality of material.
8. Reward and punishment.
9. Size of unit moved.
10. Special fatigue-eliminating devices.
11. Surroundings.
12. Tools.
13. Union rules.
14. Weight of unit moved.
III. Variables of the Specific Motion.
1. Acceleration.
2. Automaticity.
3. Combination with other motions and sequence.
4. Cost.
5. Direction.
6. Effectiveness.
7. Foot-pounds of work accomplished.
8. Inertia and momentum overcome.
9. Length.
10. Necessity,
11. Path.
12. "Play for position."
13. Speed.
Productivity Science of Human Effort - More Detail - F.W. Gilbreth's Motion Study
https://nraoiekc.blogspot.com/2019/09/productivity-science-of-human-effort-fw.html
Productivity Science - Determinants of Productivity
Frameworks of Productivity Science of Machine Effort and Human Effort by Narayana Rao - Paper is presented in the IISE 2020 Annual Conference and is part of the proceedings.
Frameworks for Productivity Science of Machine Effort and Human Effort
Rao, Kambhampati Venkata Satya Surya Narayana.
IIE Annual Conference. Proceedings; Norcross (2020): 429-434.
https://www.proquest.com/openview/5786c4e6edff56abf808b4db26f083b3/1?pq-origsite=gscholar&cbl=51908
Kambhampati,Venkata Satya Surya Narayana Rao. (2017). Principles of industrial engineering. IIE Annual Conference.Proceedings, , 890-895. https://search.proquest.com/docview/1951119980
30 Factors that Affect Productivity
Given by Prof Paul Mali in the year 1978 in Improving Total Productivity, John Wiley & Sons, New York.
Fourth Level Factors (Affect most directly): Effectiveness (Focus on customer requirements), Efficiency (Focus on planned resource consumption)
Third Level Factors: Skills, Motivation, Methods, Cost (measurement, may include time and productivity measurements also).
Second Level Factors: Leadership, Experience, Climate, Incentives, Schedules, Organizational structure, Technology and Materials.
First Level Factors (Affect least directly): Abilities, Style, Training, Knowledge, Physical conditions, Unions, Social awareness, Aspiration levels, Processes, Job design, Goals, Policies, R & D, Plant and Equipment, Standards, and Quality.
Principles of Productivity Growth
Given by Prof Paul Mali in the year 1978 in Improving Total Productivity, John Wiley & Sons, New York.
1. Principles of Ratio Time Measurement
Productivity is more likely to improve when expected results are measured and made greater in the same time frame that expected resources are measured and made less.
2. Principles of Shared Gain
Productivity increases rapidly when its expected benefits are shared with those who will produce it.
3. Principle of Expectancy Alignment
The greater the alignment of employee expectancies (needs) with organizational objectives (targets), the greater the motivation to accomplish both.
4. Principle of Worker Accountability
Accountability for productivity is more likely to happen when employees understand, participate in, and are held responsible for productivity objectives, measurement, and evaluation.
5. Principles of Focus
The greater the focus toward productivity objectives on a time scale, the greater the likelihood of achieving these objectives.
6. Principle of Creating Potential Productivity
Productivity gains are more likely to be achieved from situations where the potential for productivity gain is created.
7. Principle of Continuance
Productivity tends to continue when achieving an objective does not incapacitate or destroy any of the factors which produced it.
8. Principle of Work Justice
Productivity is more likely to continue when employees are given equal pay for equal work; when employers are given equal work for equal pay.
9. Principle of Elasticity
Productivity tends to increase when the same amount of work is achieved in a shorter period of time.
10. Principle of Resource Priority
Productivity increases when objectives for productivity set the priorities for resource allocation.
Source: http://nraoiekc.blogspot.com/2017/06/productivity-science-principle-of.html
2. Productivity engineering
Productivity Engineering - Principle of Industrial Engineering
Industrial engineering is concerned with redesign of engineering systems with a view to improve their productivity. Industrial engineers analyze productivity of each resource used in engineering systems and redesign as necessary to improve productivity.
It has to be ensured that the increase in productivity due to the use of low-cost materials, processes and increasing speed of machines and men, should not lead to any decrease in quality of the output (Principle of Quality in Industrial Engineering).
Similarly, operators should not feel any discomfort, not have any health problems or safety issues in the redesigned more productive processes (Principles of Operator Comfort, Safety and Health).
Developments in Productivity science provide more and more directions for productivity engineering over the period.
Productivity Engineering
Productivity engineering is applied to engineering elements in products or services and processes. Engineering elements, activities, operations and processes are present in design, manufacturing, construction, maintenance, operation, transportation, materials handling, and information processing etc. in industrial organizations. Engineering processes are present in agriculture and related activities and service businesses also.
Productivity Engineering - Focus Areas of Industrial Engineering
Product Industrial Engineering
https://nraoiekc.blogspot.com/2012/09/product-design-industrial-engineering.html
Process Industrial Engineering
https://nraoiekc.blogspot.com/2017/02/process-industrial-engineering.html
Human Effort Industrial Engineering
https://nraoiekc.blogspot.com/2017/09/human-effort-industrial-engineering.html
Facilities Industrial Engineering
Industrial engineering of factory building, machines, and other utilities.
Principles of Productivity Engineering - Mundel - Nadler
Methods Redesign for Efficiency/Productivity - Material, Product Design, Material Transformation Steps, Machine Effort, Human Effort - Marvin Mundel, Gerald Nadler
Nadler credits Mundel for the following steps to be followed in methods redesign.
Product Industrial Engineering
1. Change the material being used or contemplated to help meet the goal for the operation being studied.
2. Change the present or contemplated design of product to help meet the goal for the operation being studied.
Process Industrial Engineering
3. Change the present or contemplated sequence of modification work on the material or product to help meet the goal of for operation being studied.
4. Change the equipment used or contemplated for the operation to help meet the goal for the operation being studied.
Human Effort Industrial Engineering
5. Change the method or hand pattern used or contemplated for the operation to help the goal for operation being studied.
(Source: Gerald Nadler, Motion and Time Study, McGraw-Hill Book Company, New York, 1955, p.193. Nadler in turn gives credit to Marvin E. Mundel, Motion and Time Study Principles and Practice, Prentice-Hall, New York, 1950, pp. 23-26.)
Source: http://nraoiekc.blogspot.com/2017/06/productivity-engineering-principle-of.html
3. Industrial Engineering is applicable to all branches of engineering
Industrial Engineering in All Branches of Engineering - Ubiquity Principle of Industrial Engineering
Industrial engineering can be described as the combination of an engineering field with the principles of industrial engineering derived from scientific management of productivity. Badiru - Narayana Rao
Industrial engineering defined as system efficiency engineering has application in all branches of engineering. Productivity improvement is needed in engineering systems of all branches and therefore industrial engineering needs to be used in all branches of engineering. It needs to be taught in all engineering branches.
Engineering subjects belong to one engineering branch or other. Every engineering branch has product design process, process design process, production process, inspection process, material handling process, storage process, equipment operating process, equipment maintenance process, equipment replacement process, equipment retirement process, reuse and recycling process.
Industrial engineers have to develop productivity science based on productivity measurements for processes and output, do productivity engineering to improve productivity and do productivity management to plan, manage and realize productivity improvement. To do it, industrial engineers need to have the knowledge of the concerned engineering subject, process or output.
An important problem in Industrial Engineering is that IE is not properly extended to various engineering branches. IE has to be improvement and redesign of engineering elements first. Not doing it means there is lot of waste in engineering designs and processes. We are not even teaching IE in various branches. It means both faculty and students of various branches of engineering do not even know the existence of a subject focused on cost reduction through productivity improvement of engineering resources.
An interesting way of promoting industrial engineering all engineering branches
Engineering Discipline Minors for IE Students - Louisiana State University
Minors of Interest to Industrial Engineers
Biological Engineering
Construction Management
Electrical and Computer Engineering
Environmental Engineering
Materials Science Engineering
Mechanical Engineering
Structural Engineering
Sugar Engineering
Surveying
Transportation Engineering
https://nraoiekc.blogspot.com/2018/12/engineering-discipline-minors-for-ie.html
Source: http://nraoiekc.blogspot.com/2017/06/industrial-engineering-in-all-branches.html
4.Principles of (machine) utilization economy to be developed for all resources used in engineering systems.
Machine Utilization Economy and Productivity Principle of Industrial Engineering
The principle can be restated better more appropriately. "Principles of resource utilization economy and productivity to be developed for all resources used in engineering systems."
Utilization economy and productivity principles are to be developed for each resource used in the production processes. So far, in industrial engineering discipline, principles of motion economy only are developed. There has to be research and effort to develop similar principles for all resources.
Principles of motion economy for human effort industrial engineering. Principles of machine economy for machine effort industrial engineering.
Taylor's Industrial Engineering - Machine Utilization Economy
Principles of Machine Productivity - F.W. Taylor
1. A careful study is to made of the time required to do each of the many elementary operations of machining of components manufactured in the establishment.
2.These elementary operations are then classified, recorded, and indexed, and when work is to be done, the job is first divided into its elementary operations, the time required to do each elementary operation is found from the records, and the total time for the job is summed up from these data.
3. This method is more effective than the method of estimating the time based on time taken to do whole jobs of similar components.
4. To implement the principles, in the case of work done by metal-cutting tools, such as lathes, planers, boring mills, etc., F.W. Taylor undertook a long and expensive series of experiments to determine, formulate, and finally practically apply to each machine the law governing the proper cutting speed of tools, namely, the effect on the cutting speed of altering any one of the following variables : the shape of the tool (i.e., lip angle, clearance angle, and the line of the cutting edge), the duration of the cut, the quality or hardness of the metal being cut, the depth of the cut, and the thickness of the feed or shaving.
5. The careful study of the capabilities of the machines and the analysis of the speeds at which they must run is to be made.
6. Defects or shortcoming in machines will be realized when the best methods of cutting metals are determined and the necessary modifications have to be made, if possible. Otherwise, replacement needs to be done at the earliest economic opportunity.
7. Systematization of many small details in the running of the machine shop, such as the care of belting, the proper shape for cutting tools, and the dressing, grinding, and issuing tools, oiling machines, issuing orders for work, and a host of other minor methods and processes which may waste a machinist's time or machine time.
8. The care of the equipment is to be improved.
Machine Utilization Principle of Industrial Engineering - Prof. Ralph Barnes
1. Few people advocate using human labor to do work that can be done better and cheaper by machines.
2. It is suggested that the best manual method and the best combination of manual and machine method (mechanized) be developed and used as a basis for evaluating a proposed automated process.
(Restated as: Compare best manual method, mechanized method and automated method for each element of an operation and choose the best.)
3. If a large-volume fairly complex job is to be considered, a comparison would be of the estimated cost to do each element of each suboperation manually, or in mechanized way, or automatically.
Ralph Barnes is the first PhD in Industrial Engineering. He wrote the popular text, Motion and Time Study.
Industrial engineers have to learn mechanization and automation that is engineering very well and use it in industrial engineering to provide increased support of machines to people to increase their productivity and standard of living.
Machine Utilization Principles - Nakajima
Total Productive Maintenance - Nakajima
The Definition of TPM
The Spread of TPM in Japan
How do TPM and TQC Differ?
The Basic Concepts of TPM
1. Maximizing Overall Equipment Effectiveness
2. Autonomous Maintenance
In factory automation, production workers do not have to operate machines themselves. These operators asked to oversee machines can do inspection of the automatic machines every day or week as per a plan and do routine maintenance. Specialist maintenance persons can act as equipment doctors, who periodically do expert diagnostic checks and do the required maintenance.
3. Small Group Activities in Maintenance
Similar to quality circles, zero defect movement groups and Jishu Kanri.
Program for Evolving TPM
1. Five Activities - Pillars
2.Twelve Steps to Evolve TPM
Maximizing Overall Equipment Effectiveness
Eliminating Six Big Losses
Autonomous Maintenance
Small Group Activities in Maintenance
Education and Training for Evolving TPM
‘Jishu Kanri’ activities in the Japanese steel industry Small group activities being promoted by the industry as a whole
HIDEO SUGISAWA &KAZUO HIROSE
International Journal of Production Research, Volume 15, 1977 - Issue 6, Pages 523-538
The group activities called ‘ Jishu Kanri ’ by foremen and workers in the forefront of production has been actively promoted in the Japanese Steel Industry by establishing a committee for ’Jishu Kanri’ activities in the Japan Iron and Steel Federation, with the positive cooperation of its member companies. Nearly 8 years have elapsed since the establishment of this committee, and during this period the ability and skill of the group leaders and members in managing group activities and their awareness of problems and solutions have been greatly improved, thereby contributing much to the improvement of quality, attainment of production targets, reduction in the production costs, and improvement of safety.
https://www.tandfonline.com/doi/abs/10.1080/00207547708943147?journalCode=tprs20
The Japan Iron & Steel Federation adopted the name "Jishu-Kanri (JK) Activities" to generalize the uniqueness of small group activities in this industry. JK activities are defined as "continuous group activities in which individual workers voluntarily organize small groups, select leaders from among themselves, hold discussions on an equal footing, and with their leaders as the nuclei, take up problems at the workshop, set goals for the solution of the problems, and make efforts to achieve the goals with participation by everyone".
Workers' voluntary problem solving activities cover a wide range such as product quality enhancement, efficiency improvement, cost reduction, promoting safety at the workshop, and others. In 1983, ensuring work safety was the top of activity (27.4%). About 90% of the activities in 1993 related to four areas:
efficiency improvement (30.8%), cost reduction (24.6%), ensuring work safety (19.6%) and product quality enhancement (14.6%).
Innovation and Jishu Kanri Activities in the Japanese Steel Industry,
YONEYAMA, Kikuji,
ECONOMIC JOURNAL OF HOKKAIDO UNIVERSITY, 24, 25-58, 1995
Jishu - mean by himself as per his decision
Jishu kanri is managing by himself, or his decisions
https://nihongomaster.com/japanese/dictionary/word/30338/jishu#
Hoshin Kanri
Hoshin means direction and Kanri means management in Japanese.
https://kanbanize.com/lean-management/hoshin-kanri/what-is-hoshin-kanri
Machine Work Study to Promote Machine Utilization Economy
Machine Work Study was proposed by Narayana Rao to emphasize the need to study the machine and its engineering elements as part of industrial engineering studies. Machine work study is related to the machine or tool and its proper use like motion study is related to the man and his motions to do work with tools or completely with hands. The issues to be covered in machine work study are already structured in books on metal cutting and machine tools. The productivity dimension of the metal cutting theory has to be covered in machine work study and methodology is to be provided for doing machine work study. Operation analysis by Maynard and Stegemerten provides the basic framework for doing machine work study.
Source: http://nraoiekc.blogspot.com/2017/06/machine-utilization-economy-principle.html
5. Industrial engineering optimization
Optimization: Maximize the benefit. Minimize the cost. Maximize the difference.
Each engineering system design idea needs to be optimized to get the best desired output and then only alternatives are to be compared for selection of the best alternative.
IE alternatives, that is alternative engineering solutions, need to be optimized. The discrete or continuous values which are possible due to various engineering elements used have to be operated at values that give maximum desired benefit.
Industrial engineers develop engineering modifications to existing facilities and processes to increase productivity while maintaining current effectiveness intact. In the process chart based process improvement, they identify operations - material processing, inspection, material handling, and storage to improve engineering of each of them to improve performance.
Industrial Engineering Optimization
Engineering optimization is development of mathematical models of engineering decisions and mathematically determining desired maximum or minimum values of objective functions. Industrial engineers have to convert their engineering change ideas into mathematical models and find the best solution or optimal solution. But in industrial engineering studies, the first investigation is to find engineering changes that are possible. Then both the existing configuration and new possible configuration are subjected to engineering optimization procedure to find the best result and then a decision is taken to stick to the current solution as optimized or new solution as optimized.
Source: http://nraoiekc.blogspot.com/2017/06/optimization-principle-of-industrial.html
6. Industrial engineering economics
Every industrial engineering change proposal must have the require rate of return. Industrial engineers have to be good in engineering economic analysis. They have to audit all engineering project proposals and help engineers to make the calculations correctly and also explain to them the rationale of engineering economic analysis.
7. Implementation team membership and leadership
"IE = Design, Improvement and Installation of Systems." - AIIE, IIE, IISE
Industrial Engineering is Systems Efficiency Engineering - Narayana Rao
Industrial engineers study existing designs or proposed new designs of products and processes and come out with redesigns. Industrial engineers have full responsibility for implementing these redesigns. They have to become redesign implementation team members or team leaders and ensure that redesigns are implemented and give the productivity and cost reduction benefits, that were estimated in the economic analysis of the redesign.
In industrial engineering, management is to be taught so that IEs successfully manage the planning and implementation of their redesigns.
8. Human effort industrial engineering for increasing productivity
Human resources employed in engineering systems have their own needs. Industrial engineers are unique in engineering disciplines in taking up the engineering of human effort. They have to synthesize the theories of human sciences, some of which are developed by industrial engineering also, to design human work for an optimal combination of productivity, income, comfort, health, safety and satisfaction of the employed.
9. Principles of motion economy to be used in all IE studies in the area of human effort engineering
Operators use motions to work manually using hand tools and or to operate machines. Principles of motion economy were developed by Gilbreth and others based on the productivity science developed out of the frameworks created by Taylor and Gilbreth. They need to be employed in human effort industrial engineering in all engineering activities of the processes producing goods or services. Many of these principles are applicable in human effort applied to non-engineering activities also.
10. Operator comfort and health are to be taken care of.
As human effort engineers, industrial engineers are concerned with comfort and health of operators.
The productivity improvement and the consequent extra production from a man-machine combination should not lead to discomfort, fatigue and musculoskeletal disorders.
Gilbreth (1921) Motion Study
Our duty is to study the motions and reduce them as rapidly as possible to standard sets of least in number, least in fatigue, yet most effective motions.
11. Work measurement
To determine the best combination of motion elements, measurements of the time required to do each motion as well as bundles of motion are needed.
Work time measurement is an important measure in industrial engineering to select the best work method for machine elements, purely manual work elements or a combination of man-machine work elements. It is useful to set day’s task for an operator. Task-based incentives can be set based on the standard time which is an output of work measurement.
Work measurement is to be used to identify best way of doing an element of work. After a task is designed combining various elements the total time taken can be specified by summing up the time estimate for each element. Now predetermined time systems, the most popular being Most use this method.
Stop watch time study can be used on average trained operator to observe the time taken for each elements and from these observations standard times can be prescribed.
Measured calculated standard times of various tasks can be used to set daily task for operators.
Task based incentives can be set based on the standard time which is an output of work measurement.
12. Selection of operators
There has to be science that guides selection of operators. Management has to select persons based on specified criteria for each category of jobs and then train them specially. Now it is being termed competence based approach. Taylor made it a principle in scientific management. Physical capacity, intelligence, aptitude, knowledge, skill etc. are to be specified for each job category and appropriate way of testing people for these specifications are to be developed by management.
13. Training of operators, supervisors and engineers
Taylor emphasized the importance of training in creating a change in the systems of an organization in his writings. The following discussion is from Shop Management.
The most important and difficult task of the organizer (of change) will be that of selecting and training the various functional foremen who are to lead and instruct the workmen, and his success will be measured principally by his ability to mold and reach these men. They cannot be found, they must be made. They must be instructed in their new functions largely, in the beginning at least, by the organizer himself; and this instruction, to be effective, should be mainly in actually doing the work. Explanation and theory will go a little way, but actual doing is needed to carry conviction.
To illustrate: For nearly two and one-half years in the large shop of the Bethlehem Steel Company, one speed boss after another was instructed in the art of cutting metals fast on a large motor-driven lathe which was especially fitted to run at any desired speed within a very wide range. The work done in this machine was entirely connected, either with the study of cutting tools or the instruction of speed bosses. It was most interesting to see these men, principally either former gang bosses or the best workmen, gradually change from their attitude of determined and positive opposition to that in most cases of enthusiasm for, and earnest support of, the new methods. It was actually running the lathe themselves according to the new method and under the most positive and definite orders that produced the effect. The writer himself ran the lathe and instructed the first few bosses. It required from three weeks to two months for each man.
http://nraoiekc.blogspot.com/2013/08/train-operators-in-high-productivity.html
The speed foreman of the shop must be able to train operators to achieve specified productivity.
The quality foreman of the shop must be able to train operators to produced the specified quality in specified standard time. - F.W. Taylor.
14. Productivity training and education to all
Three Major Channels of Process Improvement.
1. Process Redesign by Process Planning Team.
2. Process Improvement Study by Industrial Engineering Team.
3. Continuous Improvement by Involving Shop Floor Employees and All Employees.
Industrial engineers have to create productivity orientation in all employees and managers of the company/organization. They have to provide relevant input to the process planning team in productivity improvement philosophy and methods. They also have to provide education and inputs to supervisors and operators of the shopfloor. F.W. Taylor advocated training supervisors first in new processes and supervisors train operators. Alan Mogensen, an industrial engineer, pioneered work simplification education and training to operators and supervisors to enhance their productivity improvement skills. Lilian Gilbreth collaboratd with Mogensen. Kaizen, the Japanese continuous improvement movement arose out of TWI workshops organized by USA persons in Japan after World War II. In the TWI, there is job improvement training for supervisors which is based on work simplification workshops of Mogensen.
Today, Industrial engineering department is responsible for continuous improvement activity of the shopfloor personnel and has to organize programs and activities to get full benefit of knowledge and experience of the shopfloor personnel.
15. Employee involvement in continuous improvement of processes and products for productivity improvement.
Industrial engineering is continuous (incremental studies) improvement in the engineering system through periodic studies (Process study, operation study, time study, motion study, method study, layout improvement study etc.). In addition encourage Continuous Improvement through Employee Participation. Employee participation recommended by Taylor. Gilbreth explicitly made it as part of process chart procedure. Alan Mogensen made it a special workshop for supervisors and operators. He also advocated providing training to them in process chart analysis procedure. Continuous improvement was practiced in a best possible way by Toyota Motors. Now companies world over are trying to implement the best practice of Toyota in the continuous improvement alternative along with the other two alternatives.
16. Productivity incentives
Taylor stated that high productivity and high incomes go together.
Productivity incentives are the vehicle for providing higher income for higher productivity taking into account individual differences. When the incentive is related to the quantity and quality of the output, the persons putting in effort to increase their skill as well as to produce more will get more income.
Productivity improvement will be done only when it is beneficial to people involved. Customers, employees and company have to get the benefit. Customers have to get price reduction, employees extra income and company extra profits through cost reduction per unit.
In the initial days of implementation of new productivity methods or process, employees are given incentives in proportion to the incremental extra production achieved and it is called incentive. After the process is stabilized, the fixed monthly or weekly payments are increased. Incentives are offered once again when new more productive methods are implemented.
Frederick Taylor's System for Rapidly Attaining The Maximum Productivity (1895).
Advantages: 1. Cost Reduction 2. Maximum productivity of each machine and man.
The system has two important steps. First one is to improve the elements of the work task to give more productivity. Second is to give incentive to the operators to learn and produce more as the new method designed by industrial engineering. We need to remember that in case of engineering tasks, process planners first design the process of producing any part or service. Industrial engineers improve the process periodically based on studies (process improvement study based on process chart, time study, method study, and motion study etc.) and implement suggestions based on the continuous flow of them from various employees of the organization including operators and supervisors. The productivity increase specified in the new processes need to be achieved in working by the operators. They are given incentives to reach the targets or rates of production for unit period. The most important part of the system is IE or productivity engineering. The managerial part is incentive payment that brings interest and commitment in operators to learn the new process and achieve its potential.
http://nraoiekc.blogspot.com/2018/07/frederick-taylors-piece-rate-system.html
The principle is part of 12 principles of efficiency by Harrington Emerson. Harrington Emerson's Twelfth Efficiency (Productivity Management) Principle: Efficiency Reward.
17. Hearty cooperation
How to develop hearty cooperation?
F.W. Taylor included hearty cooperation as a principles in Scientific management. But how to achieve hearty cooperation was not described by him. As an engineer by education and profession, he is not the right person to discuss how to achieve it. In his writing he might have mentioned some acts he has done to increase cooperation. Henri Fayol in his essay on "General and Industrial Administration" also included cooperation as a principle. Chester Barnard discussed cooperation in much more detail. At the present moment, Organizational Behavior is the subject that is discussing cooperation in more detail as the subject is concerned with managers and employees in organizations.
Industrial engineers have to master the subject of Organizational Behavior, implement it in the practice and must engage continuous discussion regarding the utility and limitation of the concepts, relations, and implications developed so far in the discipline.
18. Productivity Management
Every industrial engineer is a productivity manager.
He has to learn complete management theory and its application in IE practice.
He has to plan for productivity and achieve productivity improvement year after year.
As a part of productivity management, he has to assess management actions of the organization for effect on productivity and has to recommend changes if they have an adverse effect on productivity or if there is scope for increasing productivity by modifying them.
19. System level focus for productivity
The focus for efficiency and productivity increase in machine elements and process elements is to benefit at the system level.
20. Productivity measurement
Productivity measures at the enterprise level, process level, operation and work station level are required. It is important to highlight that productivity measurement is required for each input into the operation. For instance, you have measure productivity of cutting fluid in machining. Industrial have to assess the productivity of each element or input.
To maintain system level focus, productivity measures at system level have to be developed and used.
The relation between productivity measures at the enterprise level, process level, and work station level have to be established to facilitate decision making.
21. Cost measurement
Cost Measurement - Principle of Industrial Engineering
Productivity improvement has to lead to decreased cost at the unit level for products. The ultimate proof of productivity improvement is the reduced unit cost reflected in the reported unit cost of products. As cost accounting is a well-developed independent area now with statutory bodies in many countries, industrial engineers have to work in cooperation with them to get the representative cost figures that are reliable for decision making.
Industrial engineers have to know at the start of the year, the unit cost figures of various products being produced in their organizations. They have to be involved in measuring the costs at the end of the period. Their contribution is reflected in the reduction shown in the unit costs at the end of the year. The value of the work of IEs to the company is the cost reduced over the year.
Measurement of costs today is the responsibility of cost accounting department. But it only provides the proof for the effective industrial engineering work.
Industrial engineers must learn cost measurement and they should be able to visualize how costs incurred daily become unit costs of products. Their cost reduction also first focuses on various resources used in daily work. But any saving of resource has to become a reduction in some product's unit cost. The IE must be able to see the future consequence of his current action clearly and check whether it happened or not according to his plan at the end of the period.
The cost measurement is done through cost estimating also. There are organizations that give the responsibility of cost estimating for marketing purposes to industrial engineering. It is a rational decisions and industrial engineers can provide cost estimates that reflect the current reduces cost estimates for various components and processes and give the organization the competitive edge in pricing.
Go To.
Chapter 5. Functions of Industrial Engineering
INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING
(History, Principles, Functions and Focus Areas)
By
Prof. K.V.S.S. Narayana Rao, B.Tech, PGDIE, PhD.
Author Global Number 1 Blog on Industrial Engineering - Industrial Engineering Knowledge Center
https://nraoiekc.blogspot.com
https://www.linkedin.com/in/narayana-rao-kvss-b608007/
A Collection of Blog Posts on Industrial Engineering.
I am making this consolidation as number of my friends and readers are requesting a pdf version of the articles published by me. I thank them for motivating me to do this compilation. Version 2.0 was received with enthusiasm. So I got the interest to further expand the content to version 3.0. I request you to give suggestions for various improvements needed through comments or LinkedIn posts.
© 2023 K.V.S.S. Narayana Rao
Rights for the content created by me, the collection scheme and presentation format.
(Version 3.0 - June 2023)
INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING - Chapter 1
3. Contribution of Taylor, Gilbreth and Harrington Emerson
4. Principles of Industrial Engineering
5. Functions of Industrial Engineering
6. Focus Areas of Industrial Engineering
No comments:
Post a Comment