Wednesday, July 31, 2024

Machining Time Reduction - Machining Cost Reduction - Industrial Engineering of Machining Operations






IE Research by Taylor - Productivity of Machining  - Part 1 - Part 2  - Part 3  - Part 4 - Part 5 


Machining Time Reduction - Machining Cost Reduction - Machine Productivity Improvement - Taylor - Narayana Rao


Taylor - Narayana Rao Principles of Industrial Engineering


Productivity Improvement Through Machining Time Reduction and Machining Cost Reduction - Important Industrial Engineering Task. 

Process improvement - What is machine time reduction? Man time reduction? Material usage reduction? Energy reduction? Information cost reduction?
 




The first president of ASME in his inaugural presidential address exhorted mechanical engineers to attention to the cost of reduction of machines and items produced through mechanical engineering design and production processes like cars.

The genius in F.W. Taylor resulted in proposing productivity improvement through machining time reduction (machine time reduction) and man time reduction as the core activity which will give cost reduction and income increase (to both employees and companies, this labor and capital).

Machining time reduction can be achieved by improving each of the elements that are used in machining. Taylor investigated each machine element - machine tools for power and rigidity, tool materials and tool geometry, work holding, use of coolant, cutting parameters (cutting speed, feed, depth of cut) and developed data and science for each element and increased productivity of machining. The framework laid by Taylor is followed even today and productivity improvement of machining is occurring.

TAYLOR (1906) - ELEMENTS AFFECTING CUTTING SPEED OF TOOLS IN THE ORDER OF THEIR RELATIVE IMPORTANCE 

278 The cutting speed of a tool is directly dependent upon the following elements. The order in which the elements are given indicates their relative effect in modifying the cutting speed, and in order to compare them, we have written in each case figures which represent, broadly speaking, the ratio between the lower and higher limits of speed as affected by each element. These limits will be met with daily in machine shop practice. 

279 (A) The quality of the metal which is to be cut; i.e., its hardness or other qualities which affect the cutting speed.

Proportion is as 1 in the case of semi-hardened steel or chilled iron to 100 in the case of very soft low carbon steel. 

280 (B) The chemical composition of the steel from which the cutting tool is made, and the heat treatment of the tool.

Proportion is as 1 in tools made from tempered carbon steel to 7 in the best high speed tools. 

281 (C) The thickness of the shaving; or, the thickness of the spiral strip or band of metal which is to be removed by the tool, measured while the metal retains its original density; not the thickness of the actual shaving, the metal of which has become partly disintegrated.

Proportion is as 1 with thickness of shaving 3/16 of an inch to 3.5 with thickness of shaving 1/64 of an inch.  

282 (D) The shape or contour of the cutting edge of the tool, chiefly because of the effect which it has upon the thickness of the shaving.

Proportion is as  1 in a thread tool to 6 in a broad nosed cutting tool. , 

283 (E) Whether a copious stream of water or other cooling medium is used on the tool.

Proportion is as 1 for tool running dry to 1.41 for tool cooled by a copious stream of water. 

284 (F) The depth of the cut; or, one-half of the amount by which the forging or casting is being reduced in diameter in turning.

Proportion is as 1 with 1/2 inch depth of cut to 1.36 with 1/8 inch depth of cut. 

285 (G) The duration of the cut; i. c., the time which a tool must last under pressure of the shaving without being reground.

Proportion is as 1 when tool is to be ground every 1.5 hour to 1.207 when tool is to be ground every 20 minutes.

286 (H) The lip and clearance angles of the tool.

Proportion is as 1 with lip angle of 68 degrees to 1.023 with lip angle of 61 degrees. 

287 (J) The elasticity of the work and of the tool on account of producing chatter.

Proportion is as 1 with tool chattering to 1.15 with tool running smoothly. 

288 A brief recapitulation of these elements is as follows: 
(A) quality of metal to be cut: 1 to 100; 
(B) chemical composition of tool steel: 1 to 7;
 (C) thickness of shaving: 1 to 3.5; 
(D) shape or contour of cutting edge: 1 to 6; 
(E) copious stream of water on the tool: 1 to 1.41; 
(F) depth of cut: 1 with 1/2 inch depth to 1.36 with 1/8 inch depth of cut; 
(G) duration of cut: 1 with 1.5 hour cut to 1.20 with 20-minute cut; 
(H) lip and clearance angles: 1 with lip angle 68 degrees to 1.023 with lip angle of 61 degrees; 
(J) elasticity of the work and of the tool: 1 with tool chattering to 1.15, with tool running smoothly.


Taylor's machining time reduction is given the name "Time Study." Time study became a principal technique of Industrial Engineering. But in the evolution of the discipline and profession, overtime, the s focus on study of man's work increased and time study became a subject or method that develops the standard time prescription for the method developed using method study. Method study also focused on manual work only primarily. A subject named "Work Study," a combination of method study and time study or work measurement became popular. Machine work based industrial engineering slow disappeared from industrial engineering. Professor Narayana Rao, brought the focus on machine back in industrial engineering by proposing "machine work study" as an important area in productivity improvement and industrial engineering. Machine based industrial engineering is part of Toyota Production System and was described by Shigeo Shingo in his book. Jidoka, a pillar of TPS, also is interpreted as machines that do not produce waste which indicates machine based productivity improvement. Machine work study involves evaluating each element of machine work with the current possible best practice, improving it appropriately and integrating all the elements to give the highest productivity, lower cost or lowest time. Element level improvement and integrating elements to get the best system improvement has to occur one after another in industrial engineering. Element level thinking and holistic thinking both have to take place in productivity improvement.

To do machine work study, industrial engineers required the basic knowledge and awareness of periodic developments in machine tool and cutting tool engineering and process planning. Productivity science discovers and codifies variables that have an effect on productivity. Industrial engineers have to combine productivity science with knowledge of machine tools and process planning to do productivity engineering.

Taylor's Contribution to Machining Time Reduction and Machining Science/Productivity Science

The first scientific studies of metal cutting were power requirements for various operations so that steam engines of appropriate size could be selected for tools. A number of researchers constructed crude dynamometers and conducted systematic experiments to measure cutting forces. The best known was E. Hartig, whose 1873 book  was a standard reference on the subject for many years. Development of more advanced dynamometers occupied researchers after Hartig's book was published. In addition, several studies of the mechanism of chip formation were carried out, most notably by Time, Tresca, and Mallock. By carefully examining chips, these researchers recognized that chip formation was a shearing process.

In 1868 Robert Mushet, an English steel maker, developed an improved tool steel. It was a Tungsten alloy which proved to be self hardening. Mushet  took extraordinary measures to prevent the theft of his recipe and the process he used is unknown to this day. The  material was  superior to carbon steel for cutting tools and was widely used in both Europe and America.

The great historical figure in the field of metal cutting, Frederick W. Taylor, was active at the end of the nineteenth century. Taylor became more famous as the founder of scientific management, and many books on scientific management do not mention his work in metal cutting. The metal cutting work, however, was crucial to the implementation of his productivity engineering and management theories. Books on machining still mention Taylor and his contribution to metal cutting theory.

As foreman of the machine shop, Taylor felt that shop productivity could be greatly increased if  a quantitative understanding of the relation between speeds, feeds, tool geometries, and machining performance can be established and the right combination of cutting parameters are specified by managers and used by machinists. Taylor embarked on a series of methodical experiments to gather the data  necessary to develop this understanding. The experiments continued over a number of years at Midvale and the nearby Bethlehem Steel Works, where he worked jointly with metallurgist Maunsel White. As a result of these experiments, Taylor was able to increase machine shop productivity at Midvale by hundred percent even though in certain individual jobs and machines, productivity increases was as much as a factor of five.  One of Taylor's important practical contributions was his invention of high speed steel, a cutting tool material. The material permitted doubling of cutting speed, which in turn permitted doubling spindle speed for the same diameter of the work and thereby increase in feed which reduced machining time.

Taylor also established that the power required to feed the tool could equal the power required to drive the spindle, especially when worn tools were used. Machine tools of the day were underpowered in the feed direction, and he had to modify all the machines at the Midvale plant to eliminate this flaw. He also demonstrated the value of coolants in metal cutting and fitted his machines with recirculating fluid systems fed from a central pump. Finally, he developed a special slide rule for determining feeds and speeds for various materials.

Taylor summarized his research results in the landmark paper On the Art of Cutting Metals, which was  published in the ASME Transactions in 1907. The results were based on 50,000 cutting tests conducted over a period of 26 years. Taylor's also indicated the  importance of tool temperatures in tool life and developed the famous tool life equation.  His writings clearly indicate that he was most interested in efficiency and economy in his experiments and writings.

Machine tools built after 1900 utilized Taylor's discoveries and inventions. They were designed to run at much higher speeds to take advantage of high speed steel tools. This required the use hardened steel gears, improved bearings and improved bearing lubrication systems. They were fitted with more powerful motors and feed drives and with recirculating coolant systems.

The automotive industry had become the largest market for machine tools by World War I and it has consequently had a great influence on machine tool design. Due to accuracy requirements grinding machines were particularly critical, and a number of specialized machines were developed for specific operations. Engine manufacture also required rapid production of flat surfaces, leading to the development of flat milling and broaching machines in place of  shapers and planers. The development of the automobile also greatly improved gear design and manufacture, and machine tools were soon fitted with quick-change gearing systems.  The automotive industry also encouraged the development of dedicated or single purpose tools. Early examples included crankshaft grinding machines and large gear cutting machines. It led to the development of transfer machine. An in-line transfer machine typically consists of roughly thirty highly specialized tools (or stations) connected by an automated materials handling system for moving parts between stations. The first was  built at Henry Ford's Model T plant in Detroit. . Transfer machines required  very large capital investments but the cost per piece was  lower than for general purpose machines for the  production volumes of  hundreds of thousands required in auto industry.

In the 1930's a German company introduced sintered tungsten carbide cutting tools, first in brazed form and later as a detachable insert. This material is superior to high speed steel for general purpose machining and has become the industry standard.

A great deal of research in metal cutting has been conducted since 1900. A bibliography of work published prior to 1943 was compiled by Boston,  Shaw and King.   The shear plane theory of metal cutting was developed by Ernst and Merchant  and provided a physical understanding of cutting processes which was at least qualitatively accurate for many conditions. Trigger and Chao  and Loewen and Shaw  developed accurate steady-state models for cutting temperatures. A number of researchers studied the dynamic stability of machine tools, which had become an issue as cutting speeds had increased. This resulted in the development of a fairly complete linear theory of machine tool vibrations. Research in all of these areas continues to this day, particularly numerical analysis work made possible by advances in computing. All these discoveries and their implementation in machine tools gives higher productivity in machining.

 One of the most important innovations in machine tools was the introduction of numerical control. Today CNC machine tools are the most used ones.

New tool materials were invented. A variety of ceramics are currently used for cutting tools, especially for hardened or difficult-to-machine work materials.  Ceramic and diamond tools have replaced carbides in a number of high volume applications, especially in the automotive industry.  Carbides (often coated with ceramic layers) have remained the tool of choice for general purpose machining. There has been a proliferation of grades and coatings available for all materials, with each grade containing additives to increase chemical stability in a relatively narrow range of operating conditions. For many work materials cutting speeds are currently limited by spindle and material handling limitations rather than tool material considerations. Dozens of insert shapes with hundreds of integral chip breaking patterns are available now.


Chapter 13. Machining Economics and Optimization 

in Metal Cutting Theory and Practice - Stephenson - Agapiou, 2nd Edition


Economic Considerations are important in designing the  machining process of a component. Each operation done on a machine involved number of decisions. There is more than one approach for doing an operation and each approach will have as associated machining time, part quality and cost of machining. An effective and efficient methodology is to be employed to attain the specified quality of the operation with the least cost.

The machining cost of an operation on a component is made of several components. They include machine cost, tool cost, tool change cost (includes set up), handling cost, coolant cost etc. Some of these costs  vary significantly with the cutting speed is different directions. At a certain cutting speed we get the minimum cost and at certain other cutting speed we get the least machining time. There is a need to calculate these minimum point cutting speeds for each work material, tool material and machine tool combinations. F.W. Taylor developed slide rules for this purpose. Now those slide rules are not in place, but machining handbooks and machine tool/cutting tool manufacturers provide guidance. Process planners and industrial engineers need to do the required calculations depending on the trial production within their plans.

Time Estimates Required

Total Production Time for an Operation, TTO =


Tm + (Tm/Tl)Tlul + Tcs + Te + Tr + Tp + Ta + Td + Tx)

Where

TTO = Total Production Time for an Operation
Tm = Cutting time
Tl = Tool life
Tlul = Tool unloading and time
Tcs = Tool interchange time
Te = Magazine travelling time
Tr = Approach time
Tp = Table index time
Ta = Acceleration time
Td = Deceleration time
Tx = Tool rapid travel time

Time study used for machine work study has to determine these time times from formulas as well as time study observations for the existing way and proposed way to validate the time reduced by the operation analysis based on operation study and time data.

Constraints for Minimizing the Machining Time - Cost

Allowable maximum cutting force, cutting temperature, depth of cut, spindle speed, feed, machine power, vibration and chatter limits, and party quality requirement.



Industrial engineers must have knowledge of maximum permissible depth of cut. feed and cutting speed.

Industrial engineers have to monitor research and continuously update their understanding of limit to the constraints. Developments in engineering and industrial engineering keep increasing the quantity of limits in favor of more productivity.


The cutting parameters of various work materials will be covered in  Machinability of Metals - Machine Work Study Topic


Related Articles

Machining Operation Analysis and Improvement - Bibliography

Developments in Manufacturing Processes for Operation Analysis - Value Engineering - Product/Process Industrial Engineering

Manufacturing Processes - Book Information and Important Points - Under Collection

Updated on 31 July 2024,  30 July 2021,  2 April 2020
26 March 2020

Toyota Way - Become Better and Better - Better Design and Further Industrial Engineering Changes

Information for IE - Case 60 - Industrial Engineering ONLINE Course.


Toyota welcomes industrial engineering. Continuous improvement after a design is put into production through total industrial engineering.

What is total industrial engineering?

Science + Common Sense

Experiment + Experience

Topline + Frontline Employees

Toyota Way is Improving Jidoka (Process Improvement) and JIT (Elimination of Delays and Improvement of Flow). The way is implemented in Toyota by Ohno through standardized instructions for machine and manual processes and material flow. Standardized, written instructions is the procedure developed by F.W. Taylor. Improvement of processes through development of productivity science is also advocated by F.W. Taylor. What Ohno did in addition, was the insistence on continuous improvement of the process. The process improvement team was expanded by Ohno. The engineer and the foremen were given the responsibility of improving the process every month in addition to maintaining material flow and completion of jobs following the existing process. Taylor also advocated that managers have to develop science of work. It is Ohno who could successfully implement the two ideas of Taylor, elementary rate fixing or industrial engineering and involvement of managers in improving processes and productivity.


Taiichi  Ohno on  Toyota Way


Taiichi Ohno repeats what Taylor said. Improve every element of an operation/process.


Improve machining processes,  install autonomous systems, improve tools,  rearrange machines,  improve  transportation methods. Examine available resources and  the materials at hand for manufacturing. optimize their use.

Prevent the recurrence of defective products, operational mistakes, and accidents, and by incorporate  workers' ideas."  


Toyota Industrial Engineering that is Ohno's Industrial Engineering is improving every element of the process and reducing every delay, defect and machine breakdown (Naryana Rao)


Toyota style Industrial Engineering - Ohno


"We have eliminated waste by examining available resources, rearranging machines, improving machining processes, installing autonomous systems, improving tools, analyzing transportation methods and optimizing the materials at hand for manufacturing. High production efficiency has also been maintained by preventing the recurrence of defective products, operational mistakes, and accidents, and by incorporating workers' ideas." Taiichi Ohno (P. 21)

Source: Taiichi Ohno, Toyota Production System: Beyond Large Scale Production, pp. 21-22.




Toyota's Engineering Excellence - Product Design Excellence + Process Design Excellence + Shop Floor Data Based Improvement of Product and Process (Industrial Engineering)

Toyota Motors - Industrial Engineering Activities 


Toyota Motors is the pioneer in JIT. Just in Time production that eliminates long term storage and short term delays in flow.

Toyota Motors enriched industrial engineering immensely. ASME standardized the process flow chart with two categories focusing on temporary delays on the shop floor and storage in stores or warehouses. It is the Toyota executives who reasoned that these two stages are costing money, but not adding any special value to the transformation of input materials into required product. They focused on this aspect to develop a flow production system that does not require inventory in the store or on the shop floor. Their quest led them to make improvements in the basic transformation operation/process, inspection operation, and material handling/transport operation. The improvements made to these three steps in process flow chart gave a competitive edge to Japanese production systems and they are appreciated with the term "World Class Manufacturing."

Toyota reports its cost improvement activities in its annual reports and investor presentations. Shigeo Shingo explained the role of industrial engineering in Toyota Motors and Toyota Production System in a book.

Industrial engineering is profit engineering - Taiichi Ohno


Development of Toyota’s unique IE-based kaizen method (T. Ohno, Toyota Production System, p. 71):

“IE [industrial engineering] is a system and the Toyota production system may be regarded as Toyota-style IE… Unless IE results in cost reductions and profit increases, I think it is meaningless.”

WHY TOYOTA KEEPS GETTING BETTER AND BETTER AND BETTER 

Success never gets in the way of constant improvement. 


Here's how the world's best automaker works harder than ever to avoid ''large-corporation disease.''
(FORTUNE Magazine)
By Alex Taylor III REPORTER ASSOCIATES Mark D. Fefer, Rick Tetzeli, Tricia Welsh, and Wilton Woods
November 19, 1990 (FORTUNE Magazine) –


Kaizen is a slogan all around in Toyota City.  It can be explained as  ''continuous improvement'' in Japanese.

Toyota keeps doing lots of little things better and better. It has to philosophy take enough tiny steps and pretty soon you outdistance the competition (FW. Taylor's element level improvement).  Toyota has grabbed a crushing 43% share of car sales in Japan. In the just-ended 1990 model year, it sold more than one million cars and trucks in the U.S. for the first time becoming No. 4.  

The company simply is tops in quality, productivity, and efficiency. From its factories pour a wide range of cars, built with unequaled precision. Toyota turns out luxury sedans with Mercedes-like quality using one-sixth the labor Mercedes does.

The company originated just-in-time mass production and remains its leading practitioner.  And it keeps getting better. They say their  current success gives them the confidence and  best reason to change things for better.'

Extensive interviews with Toyota executives in the U.S. and Japan demonstrate the company's total dedication to continuous improvement. 

The $44,700 Lexus LS400 has become the first Japanese car to show that prestige doesn't have to wear a German or British nameplate. After only 14 months on the market, it outsells competing models from Mercedes-Benz, BMW, and Jaguar in the U.S. Japanese buyers have to wait a year to park one in the driveway. 

We wanted to recertify that customer satisfaction is our first priority.'' Globalization is a close second.  It is well on its way to its goal of six million cars and trucks a year by 1995. Global expansion and waves of new models haven't dented Toyota's profitability. It made a net profit of 4.7% on sales of $64.5 billion in fiscal 1990, which ended June 30. Toyota enjoys the highest operating margin in the world auto industry.

Toyota spends about 5% of sales on R&D, a slightly higher percentage than GM or Ford. 
Toyota builds its entire production process around just-in-time. It aims to manufacture only what is needed, when it is needed, and in the quantity needed. That leads to savings all along the line. The factory can balance production and stay in touch with shifting demand; the dealer keeps almost no inventory. Under Toyota's management, just-in-time has produced remarkable results. The company makes 59 passenger-car models from 22 basic designs. Ford, which sells about a third more cars, produces only 46 passenger-car models.

Using data collected by the International Motor Vehicle Program at MIT, professor Michael Cusumano estimates that Toyota needs only 13 man-hours to assemble a car in its best plant, vs. 19 to 22 hours for Honda and Nissan. Ford performs about as well as Honda and Nissan; GM lags behind. 

But Ohno spent 20 years perfecting it. Toyota's system is fed by a network of suppliers who also got education and training in Toyota methods of production and waste elimination using JIT production. The suppliers also perform more R&D than American ones.

Toyota's has 91,790 employees vs. 766,000 at GM. To feed its superb production system, Toyota reorganized product development in February. A council headed by Toyoda took over long-range product strategy. It is committed to more personalization with the statement ''In the 21st century, you personalize things more to make them more reflective of individual needs.'' The winners will be those who target narrow customer niches most successfully with specific models.

It is not only Industrial Engineering - Continuous Improvement - Design Excellence Also

To design each model,  Toyota employs a chief engineer with  broad responsibilities: He has charge of everything associated with the development of a car. First he determines its physical dimensions and suitability for its potential market, then how it will be made and who the suppliers will be. He meets and talks frequently with car buyers.  Besides getting the cars out, the chief engineer has to stay on top of social, political, and environmental trends and create a concept of the car that is in line with the trends. Toyota is grappling with issues that will affect future models, including fuel economy, alternative fuels, exhaust emissions, recyclability, highway congestion, and safety -- both active (antilock brakes, traction control) and passive (air bags, reinforced bumpers). 


Toyota can get its advanced engineering and design done sooner,  Product and manufacturing engineers are under the chief engineer who is concerned with managing both. So factory machinery gets developed in tandem with prototype testing. Typically prototype testing leads to changes in the car that require alterations in the assembly line. Since Toyota completes the two processes simultaneously, no last-minute changes stall the production plan. The Toyota system also drives down factory tooling costs. Tools and machinery can account for about three- quarters of the $1-billion-plus required to design a new model and ready a plant to build it. Custom-designed dies that punch out each piece of frame and sheet metal, and the big stamping presses that hold them cost a significant sum.

A researcher  estimates that Toyota designs and manufactures dies and presses for one-half to two-thirds less than the Big Three. They make 35% fewer strokes of the stamping press.  Fewer strokes mean lighter, less expensive dies, lower operating costs, shorter shutdowns, and reduced maintenance. Toyota parts are held  in the fixtures and require no force from the welding guns.'' It has automated the die manufacturing process. Computers drive numerically controlled machining tools that cut dies faster and more accurately than mechanical methods can. Giant cranes carry die castings to the machining tools and retrieve the finished dies. The whole system can run for ten days without human intervention: 

Quality is defined not as zero defects but, as another Toyota slogan has it, ''building the very best and giving the customer what he wants.'' Each worker serves as the customer for the process just before his, he becomes a quality-control inspector. If a piece isn't installed properly when it reaches him, he won't accept it. 

In quality circles, workers discuss ways to improve their tasks. The company is working to eliminate what it calls the three D's: the dangerous, dirty, and demanding aspects of factory work.

To reduce overtime, Toyota is investing heavily in automation. Capital spending will rise 39% to nearly $4.2 billion for the current fiscal year In final assembly, where the car body is fitted with its engine, transmission, electronics, and trim, Toyota has added robots that apply adhesive to the windshields and drop spare tires into trunks. Still, only 5% of the assembly line jobs are automated, vs. 30% at some Volkswagen and Fiat plants in Europe (which has long experience with labor shortages). White-collar workers,  also get a dose of training and job enrichment. ' A nine-month training regimen for new white-collar workers provides plenty of opportunity to imprint the company culture. College graduates embarking on a Toyota career spend four weeks working in a factory and three months selling cars. They get lectures from top management and instruction in problem solving. Their supervisors make them keep reworking solutions until they produce one that's suitable.

Until recently Toyota executives in USA found it hard to leave the supportive network of suppliers and well-established manufacturing practices of Toyota City. But now, american suppliers are being developed. Just-in-time was redefined from several hours to 3 1/2 days, but the discipline of the system was maintained.  Several hundred American supervisors went to Japan for training. The plant abounds with imported techniques, among them big electrical signs called andon boards that track daily production, signal overtime requirements, and identify trouble spots along the line.  Quality is high at Georgetown, Kentucky plant but productivity runs about 10% below Japanese levels. The company is also doubling the size of its California design center.

This local production is extended to many countries. This fall it started casting cylinder blocks in Indonesia, and it will soon begin making other parts in Thailand, Malaysia, and the Philippines. For now the parts are being shipped back to Japan, but eventually they will be assembled into cars at a more central location. Labor costs in Asia's less developed countries are one-third to one-fifth of Japan's, but workers require more intensive training and factories run more slowly. By 2000, Toyota expects to be operating one or two assembly plants in the region and selling one million cars and trucks annually in a 3.5 million vehicle market. Southeast Asia is a paradigm for how Toyota would like to operate in the future -- buying parts, building cars, and selling them around the world regardless of national boundaries.


Toyota has a plan for globalization.  It has five steps. Toyota is on the cusp of step four, which calls for turning overseas operations over to local managers. In the final stage, perhaps in 20 years, the company ''optimizes its operations by planning and managing all of them from a global perspective,'' Toyoda says. That would mean turning the world into a giant Toyota City with operations wherever they make economic sense. To pull that off,  Thanks to kaizen and kanban, continuous improvement and just-in-time, Toyota's lead over the competition -- American, European, and Japanese -- keeps growing and growing and growing.

Long No. 3 among the world's automakers, Toyota could go ahead of Ford in cars in 1993. It pumps out new models faster than anyone and keeps quality high, with fewer defects than any other manufacturer.

https://money.cnn.com/magazines/fortune/fortune_archive/1990/11/19/74363/index.htm


Updated 31 July 2024,  30 July 2021
Pub 16 July 2021

Tuesday, July 30, 2024

Study - Reference Material for IIIE Industrial Engineering Course, India

I genuinely believe Industrial Engineering is a useful idea and subject. Continuous improvement of engineering systems based on productivity science and developments in engineering is possible, value adding and it needs to be done. - K.V.S.S. Narayana Rao




Industrial Engineering ONLINE Course


Course Modules

Introduction to IE
Industrial Engineering - Concepts - Historical Evolution

Process Industrial Engineering

Knowledge Prerequisite for Process Industrial Engineering

Introduction
Productivity Science - Research of F.W. Taylor
Productivity Science of Machining - Current State of the Knowledge
Process Planning

Process Industrial Engineering - Procedure

Material transformation
Inspection
Material Handling
Information
Temporary Shop Floor Delays (Waiting period on shop floor)
Formal Accounted Storage (Waiting period in stores)




Skyline Studys iiie Study Materials



Study materials of all subjects in Preliminary, Section A and Section B (Compulsory). 

The specific subjects list given below.


Preliminary section

Business Communication
Elements of Industrial Engineering
Mathematics for Engineers
Computers and Information Technology
Materials Science 

Section A

Probality and Statistical Methods
Operation Research
Finacial Accounting and Costing
Priciples and Practices of Management
Work System Design
Manufacturing Technology
Systems Approach
Economics and Indian Economic Environment

Section B(Compulsary Subjects)

Facilities Planning and Management
Supply Chain and Logistic Management
Production and Operation Management
Total Quality Management




Rajeswari Venkatesh  
Faculty for mechanical softwares at SSI CAD CAM mechanical software training
Coimbatore, Tamil Nadu, India 
Project guidance for IIIE
Final year project guidance for IIIE (Indian Institute of Industrial Engineering) students
Jun 2015 – Present
Location: Vilankurichi, Hopecollege 







Industrial Engineering ONLINE Course



Principles of Industrial Engineering - Taylor - Narayana Rao

_____________

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

Syllabus IIIE


http://www.iiie-india.com/IIIE/syllabus.php





Elements of Industrial Engineering

A. Introduction:  Resources for Business, Goals of Business, Types of Waste like information, motion, man, equipments, money, energy etc., Need of optimization of resources.

B. Introduction, Evolution of Industrial Engineering, Industrial Engineering Functions, Role of Industrial Engineer, Qualities of Successful Industrial Engineer

Useful Material for Understanding Topics in IIIE Syllabus



B. Introduction, Evolution of Industrial Engineering, Industrial Engineering Functions, Role of Industrial Engineer, Qualities of Successful Industrial Engineer




C. Concepts of Productivity, Types of Productivity


“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)

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



Work Systems Design

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


B. Method Study
C. Work Measurement
a). Stop Watch Time Study
b). Activity Sampling 


=================

Electives


IEE 01 Innovation and Value Engineering



Group II

IEE 05 Materials Handling
IEE 06 Industrial Automation

Group III

IEE 10 Total Productivity Management and Business Process Reengineering

Group IV

IEE 16

Project Management
Industrial engineers have to manage industrial engineering projects.





Updated 30.7.2024,  21 June 2021
12 Jun 2016,  8 Oct 2012


Sunday, July 28, 2024

Focus of Industrial Engineering



औद्योगिक इंजीनियरिंग फोकस, Enfoque de Ingeniería Técnica Industrial, التركيز في الهندسة الصناعية




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Read in Chinese,   हिंदी में पढ़ें,    Leer en español   (Read in Spanish),    قراءة في اللغة العربية  (Read in Arabic)

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Focus of Industrial Engineering is Human Efficiency and System Efficiency in the design of integrated systems.

They are Efficiency Experts and They are not Functional Designers or Experts.
The Two Important areas of IE are Human Effort Engineering and Systems Efficiency Engineering. 

 

Introduction 


Institute of Industrial Engineers, the global professional body of industrial engineers provides the following definition for their discipline. "Industrial engineering is concerned with the design, improvement, and installation of integrated systems of people, material, information, equipment, and energy. It draws upon specialized knowledge and skills in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design to specify, predict, and evaluate the results to be obtained from such systems1."


The definition does not provide the focus of industrial engineers in a quick visible way. The curriculums and text books of the discipline also do not provide its focus clearly. Due to this shortcoming, there is an identity crisis in the profession and may people with qualifications in industrial engineering join other departments where focus is more clear and shun industrial engineering as a career. Could industrial engineering discipline discover its focus?

For this endeavor one may start by examining the evolution of Industrial engineering.

Evolution of Industrial Engineering


The earliest reference to Industrial Engineering that we could trace was the address delivered by Henry R. Towne2 at the Purdue University on February 24th, 1905. According to him,” the Engineer is one who, in the world of physics and applied sciences, begets new things, or adapts old things to new and better uses; above all, one who, in that field, attains new results in the best way and at lowest cost.”

Towne explained that Industrial Engineering is the practice of one or more branches of engineering in connection with some organized establishment of a productive character, in which are conducted the operations required in the production of some article, or series of articles, of commerce or consumption.

He emphasized that an engineer who combines in one personality the two functions of technical knowledge and executive ability   has open to him unlimited opportunities in the field of industrial engineering. F.W.Taylor is hailed as the Father of Industrial engineering. He focused on improving the output from persons working in various trades. Time study was his main technique. Gilberth brought in the technique of motion study and developed the science and art of improving human efficiency at work. Harrington Emerson independently developed the ideas of efficiency of business organizations and published the book "The Twelve principles of Efficiency.3" He was one of the founding members or organizers of  "The Efficiency Society," which was started in 1912. Taylor Society and the Efficiency merged at a later point in time. Taylor's and Emerson's efforts in promoting human efficiency and system's efficiency form the back bone of the current profession of Industrial engineering. 

Lehrer's Definition

Robert N. Lehrer, Editor-in-chief of the Journal of Industrial Engineering, had proposed the following definition for industrial engineering in 1954. “Industrial engineering is the design of situations for the useful coordination of men, materials and machines in order to achieve desired results in an optimum manner. The unique characteristics of Industrial Engineering center about the consideration of the human factor as it is related to the technical aspects of a situation, and the integration of all factors that influence the overall situation.”4

The definition proposed by Lehrer brought out the importance of human factor specifically. But this definition was modified by AIIE  to broaden it to a large extent. But in that process the focus was lost. 


Interpretation of IISE Definition

"Industrial engineering is concerned with the design, improvement, and installation of integrated systems of people, material, information, equipment, and energy. It draws upon specialized knowledge and skills in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design to specify, predict, and evaluate the results to be obtained from such systems1."


What  are terms in the definition related to focus of the discipline?

Design, improvement, and installation of integrated systems of people, material, information, equipment, and energy.

To specify, predict, and evaluate the results to be obtained from such systems.

Specialized knowledge and skills in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design.


What is core knowledge of Industrial Engineering

Principles and methods of engineering analysis and design.  - Principles and methods of engineering.

Additional knowledge to be used along with engineering.
Specialized knowledge and skills in the mathematical, physical, and social sciences.
Knowledge useful for industrial engineering.

What are activities of Industrial Engineering

Design, improvement, and installation of integrated systems of people, material, information, equipment, and energy.

Installation includes production, construction, fabrication etc. engineering or engineered products and services.

What is the purpose of Industrial Engineering

To specify, predict, and evaluate the results to be obtained from such systems.
Add improve (improvement of results).

Industrial engineers must be able to specify the results to be obtained from systems. (Requirement)

Industrial engineers must be able to predict the results to be obtained from systems. (given the design system).


Industrial engineers must be able to evaluate predict the results to be obtained from systems in operation.

Industrial engineers must improve the results to be obtained from systems in design stage or in operating stage.

What are important result areas - Focus of Industrial Engineering?

Cost
Productivity
Time taken by machines and men
Material consumption
Energy consumption
Information

Qualtiy - It is a constraint. IE should not result in lower quality.
Reliability

Delivery - Quanity produced as per demand.

Flexiblity

Sustainability










The definition proposed by Lehrer brought out the importance of human factor specifically. But this definition was modified by AIIE  to broaden it to a large extent. But in that process the focus was lost. Narayana Rao examined this problem and proposed the following definition5.

Definition by Narayana Rao

 

“Industrial Engineering is Human Effort Engineering. It is an engineering discipline that deals with the design of human effort in all occupations: agricultural, manufacturing and service. The objectives of Industrial Engineering are optimization of productivity of work-systems and occupational comfort, health, safety and income of persons involved.”



The proposed definition basically extends Lehrer’s definition and captures the work done by Taylor and Gilbreth. Both of them studied human effort in detail and optimized the work system. Industrial engineers will bring to the design of large production system like a factory, their specialized knowledge of the human effort and human factors, methodology of studying work, and work measurement. Industrial engineers will also have adequate knowledge of technologies and equipment being used in the factory and the business principles and implications. While the knowledge of the human effort, human factors, methodology of studying work, and work measurement are the common knowledge areas of industrial engineers, the technology specific to the various industries will be different and thus specialist industrial engineers will emerge for different industries. It is also in line with the practice of admitting engineers of all disciplines in post graduate programs of industrial engineering.

In the case of engineering disciplines, industrial engineers are concerned with those situations in engineering practice where there is involvement of people in production, installation or maintenance and they will do an advanced study of features of equipment, with which people interact and operate the equipment. Already industrial engineers are working in various areas where traditional engineering disciplines have no role like banks and hospitals. Redefining Industrial Engineering as Human Effort Engineering, explains the role, industrial engineers are performing currently in a wide variety of organizations. Also, the word ‘industry’ has the meaning of effort or sustained effort in English language. Thus, we are making the definition of Industrial Engineering easy to be comprehended by even ordinary persons. 
 
The objectives of Industrial Engineering are mentioned as optimization of productivity of work-systems and occupational comfort, health, safety and income of persons involved. Taylor examined all the three simultaneously in his work design efforts. Taylor became the target of criticism because at that point of time, his conclusion was that workers were capable of more output but they were not producing to their full potential. But still the objective of Taylor was not to squeeze production from workers for the benefit of managements. Industrial Engineering should be so defined and practiced that industrial engineers are invited by employees themselves to examine their work and improve their productivity. The improvement in productivity should not lead to additional discomfort to the employee. Actually, the study by an industrial engineer should lead to more comfort for the employee. The increases in productivity should always lead to increase in income of the employees concerned or in other terms wages and salaries should reflect productivity differences among employees. Then employees themselves will invite industrial engineers to help them to improve their productivity as well as comfort. Even a self-employed person should invite industrial engineers to come and study his work and redesign it to optimize his comfort, productivity and income.
 
The objective of optimization of productivity of work-systems captures the direction and effort of Harrington Emerson. Industrial engineering has many efficiency improvement techniques.
 
Industrial engineers have to focus on human efficiency and system efficiency in the design of integrated systems and they can look for a leadership role in the systems design due to their broad learning curriculum.





 References



1. http://www.iienet.org/public/articles/details.cfm?id=468
2.. Towne, Henry R., “Industrial Engineering” An Address Delivered  At the Purdue University, Friday, February 24th, 1905, downloaded from http://www.cslib.org/stamford/towne1905.htm
3. Emerson, H. (1912) The Twelve Principles of Efficiency, Engineering Magazine Company, New York, NY.
4. Lehrer, Robert N., “The Nature of Industrial Engineering,” The Journal of Industrial Engineering, vol.5, No.1, January 1954, Page 4
5. Narayana Rao, K.V.S.S., “Definition of Industrial Engineering: Suggested Modification,” Udyog Pragati, October-December, 2006

  -------------------------

Efficiency improvement techniques of Industrial engineering - List



1. Method study
2. Motion study
3. Time study
4. Value engineering
5. Statistical quality control
6. Statistical inventory control
7. Six sigma
8. Operations research
9. Variety reduction
10. Standardization
11. Incentive schemes
12. Waste reduction or elimination
13. Activity based management
14. Business process improvement
15. Fatigue analysis and reduction
16. Engineering economy analysis
17. Learning effect capture and continuous improvement (Kaizen, Quality circles and suggestion schemes)
18. Standard costing
--------------------------

Some views and practices that support the view expressed in this article



Central to the discipline of industrial engineering are two themes: the interfaces among people and machines within systems, and the analysis of systems leading to improved performance. These issues motivated Taylor, and they motivate us today.



Human effort engineerng and System efficiency engineering can be identified in the above two themes.





______________________________________________________________________________________________________



Industrial Engineering - Core Task


The core task in Industrial Engineering (IE) is continuous engineering change in product and processes to increase productivity. Other activities are additions to this core. If it is not done, engineering term has no meaning and IE has no competitive advantage.

"Industrial Engineering is System Efficiency Engineering and Human Effort Engineering. It is an engineering discipline that deals with the system efficiency."

The core design teams are first concerned with effectiveness and then with satisfactory efficiency. Industrial engineers evaluate and increase efficiency over the life cycle of the product and process based on intensive search of existing knowledge, creative application, efficiency related measurements and analysis, new technology developments, experience, and involving every body in operations as well as design in efficiency improvement. Improvements done by IEs are fed back into core design for the future products and processes.

Principles of Industrial Engineering With Supporting  Articles   https://nraoiekc.blogspot.com/2019/11/principles-of-industrial-engineering.html



Updated on  28.7.2024,  21 Feb 2020
19 March 2012
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Original knol - Number 2

Saint-Gobain - Industrial Engineering Activities and Jobs


Case 58 - Information for IE - Industrial Engineering ONLINE Course





World class manufacturing model by Yamashina gives industrial engineering its due and primary place in improvement methods. Industrial engineering is concerned with work place facilities, work resources and work place methods with focus on productivity improvement, waste elimination and cost reduction. subsequently TQM, JIT, and TPM appeared with focus on specific areas.

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.



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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



Saint-Gobain - Industrial Engineering Activities and Jobs


Reference : 575911

Continuous Improvement (WCM) Coordinator


UNITED STATES, WORCESTER
Regular

POSITION DESCRIPTION
The Continuous Improvement (WCM) Coordinator provides plant leadership and oversight for the implementation of the Saint-Gobain continuous improvement program, World Class Manufacturing (WCM).  WCM is a global initiative that is key to the future of PCR.  This position will actively ensure that the business and its employees have the appropriate skills, tools, and implementation plans to deliver world-class results.

The main functions of the role include:

Continuous Improvement Supervision:  Functions as the leader for the WCM Steering Committee and one or more of the WCM pillars.  Oversee that the WCM operating standards and tools are implemented in the most effective and sustainable way with all individuals at site.  The Coordinator streamlines communication about the WCM program.  The Coordinator answers questions/points of clarification in a timely manner to deliver the required understanding and commitment to WCM toolset.  Works with Management, Engineering, Technical and Operational functions to define, establish, fully deploy and continuously improve "best practices" for processes, engineering, and working procedures across the site, sharing successes with peers.

Loss Identification and Data Analysis:  Collect and stratify the loss data for the plant and distribute this data to the pillar owners monthly.  Conduct bi-annual loss assessment sessions with the Steering Committee and helps lead analysis and discussion.  Challenges the team appropriately to drive maximum improvement and cost savings.  Enter loss data into the cost deployment models and ensure the priorities of the site are in agreement with the cost deployment.  Collect, collate, and analyze data to chart progress of the site against the WCM plan and recommend countermeasures to overcome adverse variances.

Coaching:  Coach and support teams to meet the deadlines of the WCM program milestone plan which includes regular auditing that is critical for pace and standard.  Support the management team in the review of progress and the identification and implementation of countermeasures to ensure the WCM program is achieved.

Change Management:  Helps to oversee, advise on, and implement change management to help ensure improvements are executed succinctly and timely.  Effectively handle resistance to change situations by utilizing strong team building, motivating and coaching skills.
Performs other related duties and responsibilities as needed and / or requested by management.

REQUIRED QUALIFICATIONS
Bachelor’s degree in Engineering, Logistics, Operations, Management, Lean Manufacturing or related field required. Master’s degree preferred
Good experience (5 years) in manufacturing, process engineering or technical project development with a good understanding of the plant organization and manufacturing processes
Knowledge or understanding WCM methods and techniques (Lean Manufacturing or Six Sigma)
Technical skills to include root cause analysis
Knowledge of Operational strategy and organization
Team work and coaching skills
Communication skills
Persuasion skills

The job requires actively influencing and motivating a variety of people in changing situations. Strong influencing skills are needed as selling WCM is accomplished by gaining acceptance.
WHO ARE WE ?
Saint-Gobain Industrial Ceramics is a worldwide manufacturer of high temperature specialised refractory materials. Our products are manufactured for the Ceramics, Metallurgy, Foundry, Chemical, Petrochemical, Power Generation, Waste Processing and Glass Making Industries. We specialise in products ranging from refractory bricks, tiles and blocks to mortar, cements, ramming and gunnable monolithics  and trowelling mixes to low mass kiln furniture systems.

https://joinus.saint-gobain.com/en/usa/tpr/p/60768/575911/continuous-improvement-wcm-coordinator


Process Improvement Manager (Manufacturing)

Hawton, Newark (NG24), NG24 3BZ

St-Gobain Building Distribution Ltd
Permanent, Expired

Innovative? Customer Focused? Agile? Open and Engaging? Entrepreneurial? – Our key attitudes and way we like to work at Saint-Gobain. If this sounds like you, please read on to find out more about the Process Improvement Manager opportunity.

How you will utilise your skills?

This role is working with Saint-Gobain Formula in Newark – we are a very diversified business focused on providing and manufacturing plaster and gypsum for industrial applications. Our customers are industrial companies which use our formulations either as part of their manufacturing process or as a raw material to manufacture finished products. You may have heard of our other Gypsum businesses which include British Gypsum and Artex.

The purpose of this opportunity is to develop plant process capability and improve plant performance. You will be key in facilitating this through day to day and ongoing projects by working closely with our onsite teams, identifying new opportunity to improve production or reduce cost and standardising our processes.

Innovation and continuous improvement are at the forefront of our business, we strive to push and progress ourselfs using World Class Manufacturing techniques to be the best we can be.

Ensure plant process capability is maintained and where necessary improved upon to allow plant OEE to improve continuously
Coach and train of team members and other functions (quality, production, etc) on the different processes and create process handbooks
Actively ensure continuous improvement in all areas of the plant through the adoption and implementation of WCM philosophies tools and techniques associated with FI and AM practices
Development of departmental data analysis tools
Undertaking of improvement activity that reduces energy consumption per tonne
Carry out Process and Engineering investigations and rectify specification / product issues
Collect data and set up measures to analyse losses and report back to the business
Ensure safety (SMAT) audits and risk assessments are completed
Provide training and develop skills of operators where required
Carry out ISO Audits including preparation and manage post audit actions.
Use WCM tools and six Sigma to support solving process and quality problems
What kind of person are we looking for?

First and foremost, we always want to recruit talented people that align well with our values and way of working. In addition to the five Saint-Gobain attitudes we shared at the start, suitability for the role is always key; does the following criteria sound like you?

Previous industrial/manufacturing experience driving and implementing continuous improvement (CI)/ Process Improvement
Experience improving energy consumption
Exposure to leading and developing project teams (Formal Project Management training will be advantageous)
Experience of working using WCM or similar CI methodology (Lean Six Sigma)
Data driven and highly numerate and analytical
Experience of change management (MOC)
Personal attributes will include drive, determination, energy and enthusiasm.
Excellent Excel (macro, Formulas, Graphs), Access and PowerPoint skillset
Who are Saint-Gobain?

Saint-Gobain was founded in 1665 to deliver a world first – the production of glass on an industrial scale. We have continued to adapt and grow through providing innovative ideas, services and products to our customers. 350 years later we have a presence in 67 countries and employ 170,000 people worldwide. The UK & Ireland is home to over 30 of the most well-known and respected businesses within the construction sector including: British Gypsum, Jewson, Weber, Graham and Glassolutions.

You are applying to work with Saint-Gobain Formula, this is one of more than 30 fascinating Saint-Gobain businesses that operate within UK and Ireland.
GDPR - You will find information on our privacy notice here: http://www.saint-gobain.co.uk/applicantdataprivacy/

Contact: Oliver Allcock
Reference: Totaljobs/568485
Job ID: 86561893
https://www.totaljobs.com/job/manager-of-manufacturing/st-gobain-building-distribution-ltd-job86561893?v=1585366947889

Summer Intern - Continuous Improvement Engineer

Saint-Gobain, Faribault, MN
2020
Description
SunIRef:Manu:title

Summer Intern - Continuous Improvement Engineer - SAINT-GOBAIN
Faribault, MN 55021


SAINT-GOBAIN

SageGlass is the pioneer of the world's smartest electrochromic glass and is transforming the indoor experience for people by connecting the built and natural environments. Electronically tintable SageGlass controls sunlight to optimize daylight, outdoor views and comfort while preventing glare, fading and overheating without the need for blinds or shades. SageGlass dramatically reduces energy demand and the need for HVAC by blocking up to 91 percent of solar heat. As a wholly owned subsidiary of Saint-Gobain, SageGlass is backed by more than 350 years of building science expertise that only the world leader in sustainable environments can provide.

SAGE is all about its people, its products and its company culture. The vision of the company is to deliver a durable, reliable and high-performance energy-saving electrochromic product for buildings and to provide a healthier indoor environment for their occupants. Its award winning electronically tintable glass solution is second-to-none and recognized by Green Building, Inc. as one of the top ten green building products available on the market place.

SageGlass is looking for a Continuous Improvement Intern!

Internship placement at SageGlass is designed to provide successful candidates with hands on experience in a specialist area of the industry. Under the supervision of the placement manager and through interaction with other department team members, he/she will have the opportunity to engage in a full spectrum of tasks and an overall understanding of how the department works.

The Continuous Improvement Intern will be responsible for process development activities in a manufacturing environment with a focus on improving production flow and product quality. The position will interact with multiple departments, bridging the gaps between them.

Essential duties may include:

Learn the SageGlass process with a focus on workflows
Clearly communicate business processes
Document processes for future reference
Create and maintain digital forms
Analyze operations data and maintain KPI reports
Resolve production issues and help improve the process
Time studies and cycle time analysis

Currently enrolled in a Science, Technology, Engineering or Mathematics degree program with a strong academic record
Experience in a manufacturing environment
Competent with Excel and PowerPoint
Knowledge of Lean principles
Experience and coursework in Supply Chain, Logistics, or Industrial Engineering preferred
Experience with SQL databases, Point, and Python scripting preferred

Saint-Gobain provides equal employment opportunities (EEO) to all employees and applicants for employment without regard to race, color, religion, gender, sexual orientation, gender identity or expression, national origin, age, disability, genetic information, marital status, amnesty, or status as a covered veteran in accordance with applicable federal, state and local laws. Saint-Gobain is an equal opportunity employer of individuals with disabilities and supports the hiring of veterans.

Saint-Gobain - Just posted
https://www.internships.com/posting/sam_3526647699

Lean Manufacturing Global Champion H/F

Saint-Gobain
La Défense - 92

The mission

Reporting to the Gypsum, Ceilings & Roofing WCM Director within the Saint-Gobain Group Industrial Excellence Programs team, you are leading the progress of our Saint-Gobain World Class Manufacturing program over some part of our industrial activities, interacting directly with Regional or Country Industrial Directors, WCM Coordinators, as well as Plant Managers, across the world, in order to serve effectively the businesses' objectives.

Main responsibilities are :
Develop the WCM standards and frameworks to ensure an effective implementation in the business (Policy Deployment ; link between WCM, budget process & 3-Yr plan, Cost Deployment (Zero Losses definition, Best Business Standards, etc.), Contribute to WCM Central Standards development and validationMain tasks are :
To coach, train the Plant Managers, WCM Plant Coordinators, WCM Regional Champions To measure and assess adherence to the business roadmap and identify high level constraints for each site in your perimeter. In case of deviation, together with the Plant Manager and Regional/International Champion, identify the barriers. Define / Validate the appropriate countermeasures
To identify, share and promote best practices relevant to your Activity As WCM Senior Auditor, perform audits outside your perimeter, and, within your perimeter, support the plants self-assessments, perform audits and coachings
Develop and update your own WCM knowledge

Key indicators are :
Customer Satisfaction
WCM Net Manufacturing Savings
Sustainable Operational KPI improvement

You will work in a highly international environment, in a position allowing significant further career development. While most of your team will BE Paris-based, you will work on a global scale with extensive travel, up to 70% of your time. Therefore, localization within a Saint-Gobain site in Europe convenient for travel, though not preferred, can BE considered.

You get a high Degree in Engineering
You have a minimum of 5 years' experience in a manufacturing environment
You have demonstrated experience in continuous improvement approach and/or operations
You are Fully fluent in English and another tong, some French preferred

Technical Skills
Production planning
Solid track record of WCM projects delivering significant gains
Performance management
Continuous improvement methodologies
IATF preferable
DATE 31/03/2020
https://www.cadreo.com/emplois/lean-manufacturing-global-champion-h-f-3775472-8.html



Saint-Gobain - Industrial Engineering, Productivity Improvement, Cost Reduction Activities




SAINT-GOBAIN - ENERGY SAVINGS PLAN
10/06/2022


The plan  is based on two pillars:

Continuous optimization of its production processes and the use of its buildings, to limit energy consumption and CO2 emissions,
Designing and commercializing solutions that combine both performance and sustainability for energy-efficient building renovation and light construction.


Doubling our actions for continuous improvement of our production processes  by:

improvements to production tools (e.g. work on furnace insulation; installation of more energy-efficient and/or variable-speed motors; improved metering and visualization of energy consumption, energy management system; reduction of equipment idling) and production processes (e.g. recovery of waste energy for heating or energy production),

solutions to reduce the use of natural resources, through the reuse or recycling of raw materials: the use of recycled glass - cullet - for the production of flat glass or glass wool also has the advantage of emitting less energy during melting than sand,

the development of lighter materials and products, which require less energy and fewer raw materials to manufacture.

Additional energy savings thanks to the investment of €100 million per year to reduce CO2 emissions

Saint-Gobain is earmarking a targeted investment and research and development budget of around €100 million per year until 2030 to reduce CO2 emissions and save energy, especially in the European plants.

Shifting the energy mix towards low-carbon and renewable sources
Throughout the world, the Group is accelerating the switch to green energy sources, with very concrete results in Mexico, Brazil, Poland, Spain and the United-States. In the latter, for example, the Group doubled in 2021 its share of renewable electricity in its global electricity consumption to nearly 40%.

Mobilizing all Group employees
In addition to these initiatives, the Group is mobilizing all its employees worldwide to save energy, with numerous initiatives in offices, sales outlets, logistics centers, research centers and on sustainable mobility:

Renovation of our current buildings,
Systematic installation of LEDs, presence detectors, time-based controls, daylighting,
Limiting the use of heating and air-conditioning, lowering the temperature in offices (-1.5°C at Group headquarters),
Deployment of photovoltaic solutions, in particular on plant roofs and parking lot shelters,
Reduction of business travel and development of soft mobility and carpooling.











Benchmarking Result - Energy IE Project in  gypsum board dryer process



Saint-Gobain’s  Gypsum business applies World Class Manufacturing (WCM) techniques to identify, prioritize, and implement projects in the environmental, technical reliability, safety, focused improvement, and people development fields.  Saint-Gobain stacks opportunities up against the performance of all major consumers of gas and electricity to compare them against theoretical minimums and worldwide best practices within the company. From there they can identify how they specifically improve certain processes. The project in Moundsville, West Virginia, was initiated when one of these comparisons showed more than $500,000 of excess electricity being spent on the gypsum board dryer process. Saint-Gobain knew there was a significant cost-savings to be achieved through improving the process.

HOW THEY DID IT
After a brief audit, the team saw a potential opportunity to assess the five fans serving the gypsum board dryers. These fans were already equipped with Variable Frequency Drives (VFD) to modulate the speed of the fan motors in response to differing demand conditions so if adjustments needed to be made, the team believed they could be executed quickly.

The facility was given a budget of $10,000 and 12 months to complete the work. They started by installing five thermocouples (one for each of the five fan zones) to check for drastic changes in process conditions. They purchased the thermocouples for $5,000 and five new temperature transmitters for $1,500. All installation and wiring were done in house at no additional cost and was completed by March. The working hypothesis for the test was that significant energy savings could be achieved by lowering the fan speeds without impacting the quality of the ultimate product.

SOLUTION
Once the equipment was installed, the team needed to show all of the operators how testing different fan speeds would affect the running of the equipment. Many had been operating it the same way since the plant was commissioned. To achieve these, the team held individual trainings with each operator showing them that the board quality would remain constant with no changes to operational procedure if the fans were adjusted by using specific techniques that would still allow for the test outcomes.

By the end of April, the facility had completed two trials with each operator (eight trials in total) showing that no adverse effect was present on any of their products.

At the beginning of the project, the team put the goal at 2% reduction in electrical consumption in the dryer, but by the end of the testing, they were able to exceed this. The ultimate total reduction was 3%.

With this now known, the fan speeds were reduced by up to 30% with no effect on product quality. The total electrical savings was $68,000 per year.

EXPANDING COMPANY-WIDE
Once this project was completed, the results were shared to the North American Gypsum Energy Champions, a group that works to replicate best practices for sustainability across the gypsum business, and then they were shared with all of Saint-Gobain’s North America Sustainability Champions which sees what can be done company-wide.





World Class Manufacturing Journey in Saint Gobain


Saint-Gobain India’s 10th World Class Manufacturing (WCM) Conference
Published on July 15, 2019
Pramod Vatsa
SEKURIT Excellence Programs & WCM Director at Saint-Gobain Sekurit International, France
https://www.linkedin.com/pulse/saint-gobain-indias-10th-world-class-manufacturing-wcm-pramod-vatsa/

WCM in Saint Gobain

https://books.google.co.in/books?id=ifMgDAAAQBAJ&pg=PA30#v=onepage&q&f=false


Saint Gobain Glass

https://books.google.co.in/books?id=DG4TsckOQs0C&pg=PA31#v=onepage&q&f=false

Saint-Gobain of France subsidiary British Gypsum - WCM

Published: 20/01/2010

Wilson is now operations manager at what has, since 2005, been Saint-Gobain of France subsidiary, British Gypsum. He presented the WCM joureny British Gypsum plant.   The main issue was around basic conditions. A bearing that is supposed to last for five years if you lubricate it correctly,  stop contamination getting into that bearing and  operate under the correct conditions. But if you don't lubricate it, operate it at the wrong speeds and in wrong conditions, it will fail in weeks or  months.   There were blocked aisles, lots of scrap and wasted energy . A global operations director who came in and thought that really wasn't right. He brought in Professor Yamashina from Kyoto University had worked with the likes of Pirelli, Fiat and Volvo, and was renowned for his methodology.  "He has been working with us for 10 years now. The bulk of the  issues identified were around TPM [total productive maintenance]". It's about the autonomous maintenance that the machine operators are doing; professional maintenance by craftsmen and focus improvement using root cause analysis tools and techniques backed up by the application of those techniques in a safe environment; customer service; quality; process control; people development; and cost reduction. It was necessary to change a culture that had been in place for many years. Plant managers, engineering managers and production managers went off on very intensive practitioner courses."  On getting British Gypsum's policy deployment from strategic level to the shopfloor, he says everything that happens operationally has to link into the overall business strategy. Policy deployment at a company level sets the major strategic drivers for the business based on market conditions that will break down into must-win battles. To reconcile all of this at plant level, integrated business management (IBM) is deployed to manage strategic and supply chain planning via a product review, a demand review and a supplier review that looks over a 36-month horizon with monthly reviews along the way. What Wilson describes as an F-matrix is used for cost deployment – how it looks at losses and puts in correctional improvement programmes. There's a route map to facilitate more reactive measures that mitigate the risk of failure when looking at new tools and techniques, and a compliance module for "all the legal things that all of us have to do". These all feed into pillar plans, with pillar owners and pillar teams, and break down into highly detailed departmental plans and various levels of balanced scorecards to review the whole process. If you attack  30% of cost you're much more likely to achieve 20% of 30% which is 6%." All this is displayed in some detail and visually on boards on the shopfloor. Tools from a simple tag (if a machine may be broken, it is 'tagged' and an operator or first line manager comes to repair it) through to very complex root cause analysis tools utilised by senior chemical process engineers, are deployed in the problem solving processes. Wilson emphasises the importance of putting sustaining activities in place, "something we've got wrong on a few occasions over eight years. We were driving pace and we wanted to go quicker and quicker and get more savings but were not putting rigour into sustaining activities." He advises investing time in making previous improvements right and robust rather than starting lots of new projects. "Those we did first were done first for good reasons – because they were our biggest losses. Plants are a lot safer now.  "Management standards were changed," says Wilson. " Around 2000, the message really got through that managers must now lead by example and set themselves very high standards in the way they conduct themselves and always challenge anything that's unsafe. Auditing is key to that process.

"I don't believe you have a factory that is safe but not very productive, or a factory that is productive but not very safe. Ten years ago, most of our plants were having a lost time incident every month. At East Leake we've had one lost time accident in the last two years which was a guy who was going up some stairs, decided he'd forgotten something and turned round and turned his elbow." Reliability has been the key to machine performance with the programme having eliminated key losses like early bearing failures due to contamination. All the machine stops – those down to supply problems, direct human error, start up delays due to process or engineering, electrical and mechanical breakdown – are measured and have been driven down from nearly 40 to less than 10 between 2006 and 2008. Elsewhere, emissions to air and starting and stopping major items of equipment have largely been eliminated or reduced, and all manufacturing waste is recycled. One project  that dealt with fixing compressor leaks saved £50,000 a year. There has been a significant improvement in service performance driven by taking action on delivery errors, loading errors and delivery time. By such actions, the East Leake plant has taken 10% off its cost base in the last two years.
https://www.manufacturingmanagement.co.uk/features/when-the-dust-settles

WCOM (World Class Operations Management): Why You Need More Than Lean
Carlo Baroncelli, Noela Ballerio
Springer, 03-May-2016 - Technology & Engineering - 271 pages

This book deals with World Class Operations Management (WCOM), detailing its principles, methods and organisation, and the results that this approach can bring about. Utilising real-world case studies illustrated by companies that have adopted this model (interviews with Saint-Gobain, L’Oréal, Tetra Pak, Bemis, and Bel Executives), it describes common patterns drawn from decades of hands-on experience, so as to present a theoretical approach together with the concrete application of its principles.

WCOM, adopted by several multinational companies, is one of the more innovative management practises, as it integrates the best Continuous Improvement approaches (Lean, Total Productive Management, World Class Manufacturing) as well as the most innovative approaches in human dynamics like Change Leadership, Performance Behavior, Shingo Model, to name a few. Every book’s chapter has been authored by an expert in these different fields, thus revealing the synergy among the different practices, which is one of the distinguishing and successful aspects of WCOM

Maximising reader insights into the successful implementation of such an approach, and explaining not only its potentialities, but also its implementation dynamics, the critical points and the ways it can be integrated into different situations, this book is also about how to create a culture of excellence that is sustainable over a long period of time and delivers consistent (or ever-improving) results.
https://books.google.co.in/books?id=ifMgDAAAQBAJ




Total Industrial Engineering - H. Yamashina
http://nraomtr.blogspot.com/2011/11/total-industrial-engineering-h.html

World Class Manufacturing - Yamashina Way
http://nraombakc.blogspot.com/2012/02/world-class-manufacturing-yamashina-way.html

World Class Manufacturing - Explanation
http://nraoiekc.blogspot.com/2012/08/world-class-manufacturing-explanation.html

Total Industrial Engineering - Revison Notes
http://nraoiekc.blogspot.com/2012/03/total-industrial-engineering-revison.html

Total Industrial Engineering
http://kvssnrao-ind-engg.blogspot.com/2010/10/total-industrial-engineering.html

Factory of the Month: The only way is Essex
Posted on 27 Nov 2012 by The Manufacturer
https://www.themanufacturer.com/articles/factory-of-the-month-the-only-way-is-essex/

WCM (WORLD CLASS MANUFACTURING) - NOVEMBER 2020 MISSION
NOVEMBER 16 2020 to NOVEMBER 20 2020
Since the first edition in 1992, more than 700 participants from across all EU Member states have participated in this practical training course.

The 5-day World Class Manufacturing training mission provides an in-depth analysis of Japanese manufacturing methodology and is aimed exclusively at EU managers with knowledge of WCM and an engineering background. It assists the participants to acquire a better understanding of TQC (Total Quality Control), TQM (Total Quality Management), TPM (Total Productive Maintenance), JIT (Just In Time), TIE (Total Industrial Engineering) practices and the current KAIZEN manufacturing methods (continuous improvement).
https://www.eu-japan.eu/events/world-class-manufacturing-november-mission

Lean Production and World Class Manufacturing: A Comparative Study of the Two Most Important Production Strategies of Recent Times
Filippo De Carlo and Gregorio Richardson Simioli
International Journal of Industrial and Operations Research
Volume 1, Issue 1, 2018
https://www.vibgyorpublishers.org/content/ijior/fulltext.php?aid=ijior-1-001

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



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Updated on 28.7.2024,  15 July 2020, 22 April 2020