Wednesday, August 20, 2025

Drilling Time Reduction Using Rambo Drill

 CASE STUDY: RAMBO DRILL CYCLE TIME REDUCTION



THE CHALLENGE

A  manufacturer was machining 2 pin bores on a high volume automotive part made out of ductile iron.

Originally the manufacturer was drilling then reaming the pin bores. The Monaghan team was brought in to help reduce cycle time and the number of tools needed.


Industry: Automotive

Material: Ductile Iron

Volume: 225,000 EAU



SOLUTION

The Monaghan team, recommended an MK Tool’s Rambo Three Flute speed drill with a GTX coating. This drill eliminated the need for a second tool (reamer) and reduced cycle time by 5 seconds per part.

Tool: MK Tool's Rambo Drill

Description of Tool: Three flutes with GTX coating


Rambo Drill YouTube Video

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


FINAL RESULTS

After working with the Monaghan and MK Tool’s team the manufacturer was able to reduce cycle time by 5 seconds per part and eliminate a tool from the operation.

At 225,000 estimated annual units, and 5 seconds saved per unit because of the MK Tool’s solution, the manufacturer was able to save 312 hours per year equal to 39 shifts of 8 hours.




SUMMARY OF RESULTS

Tool Reduction: 2 to 1

5 Second per part cycle time reduction

Yearly Cost Savings: 312 Machining Hours!


https://monaghantooling.com/casestudies/case-study-rambo-drill-cycle-time-reduction/



Ud. 20.8.2025

Pub. 11.1.2024







Industrial Engineering Case Studies - Industrial Engineering ONLINE Course

Learning Industrial Engineering - Productivity Improvement through Actual Implementations in various companies in the world.

Industrial Engineering Case Studies and Information for IE Notes


Industrial Engineering ONLINE Course (Visit for Lessons & Schedule)


Case Studies in Product Industrial Engineering - Value Engineering

Process Industrial Engineering - Material Processing Improvement - Inspection Improvement - Mechanical Handling & Transport Improvement - Warehousing & Storage Improvement - Elimination of Delays and Wastes

Automation and Mechanization to increase productivity - New Machines - Sensors - Data Analysis

Human Effort Engineering - Method (Work Station Layout Improvement) - Motion Study - Ergonomic Evaluation and Improvement


Industrial Engineering - Productivity Improvement  - Cost Reduction - LIST OF CASE STUDIES



1. Industrial engineers (IE) are employed and productivity improvement and cost reduction are practiced in many companies using IE  philosophy, principles, methods, techniques and tools.
    Apple Inc. - Industrial Engineering Activities and Jobs

2. IE Continuous Improvement - 3 Years - 50% Cost Reduction - Diplexer Line Case Study

3. BMW - Industrial Engineering Activities and Jobs

4. Coca-Cola - Cisco Systems - Industrial Engineering Activities and Jobs

5. DuPont - Industrial Engineering Activities and Jobs

6. Value Engineering - Paddy Transplanter - Case Study

7. Ford - Industrial Engineering Activities and Jobs

8. GlaxoSmithKline - GE - Industrial Engineering Activities and Jobs

9. Value Analysis and Engineering - Examples by L.D. Miles - Part 1

10. Process Industrial Engineering - Illustration: Process Industrial Engineering Using Robo Cylinder

11. Honda - Industrial Engineering Activities and Jobs

12. Milling - Estimation of Machining Time

13. Process Industrial Engineering - Illustration:  Gear Machining Productivity

14. Process Industrial Engineering - Illustration:    Cryogenic Machining Adoption - Productivity Improvement at Lockheed Martin

15. Process Industrial Engineering - Illustration - Investment in Sliding-Head Lathe with Chipbreaking Feature

16. Process Industrial Engineering - Illustration - Process Improvement via Toolholder Change

17. Tool Wear and Temperature Analysis for Process Improvement




18. Dynamic Control of Circulatory Pumps for Heating Systems Saves 20% of Energy Cost

19. Process Industrial Engineering - Illustration - Additive Manufacturing of Fixtures - Productivity Benefits

20. Process Industrial Engineering - Illustration -Alternative Lubricants and Productivity - Case Study

21. Illustration of Human Effort Productivity Improvement - Bricklaying Improvement by Gilbreth

22. Illustration of Human Effort Productivity Improvement - Pig Iron Handling by Taylor

23. Illustration of Human Effort Productivity Improvement - Bicycle Balls Inspection Example - Taylor

24. Case Study - Method Study - Cast Iron Housing Loading and Unloading 2014

25. Case Study - Method Study - Welding Fixture Redesign - Productivity Improvement 2002




26. Case Study: Method and Motion Study in a Printing Company - 2019

27. Case Study - Examining All Operations in a Process

28. Implementing Standard Work - Issues

29. New Scheduling Algorithm Substantially Improves Foundry Productivity - 2017

30. Industrial Engineering Exercise: Productivity Analysis of a Newly Introduced Machine

31. Productivity Improvement Using Alternative Boring Heads

32. Information for IE: Productivity Improvement Technology in Grinding - 2020

33. Operation Analysis and Improvement: Application of Tribos Toolholder for Productivity

34. Operation Improvement:   Rego-Fix ER Collets for Tools - Productivity Improvement Case

35. Operation Improvement: Productivity Improvement Through Tool and Toolholder Change - Corogrip

36. Collet for Corochuck 930 with Mechanical Locking - Productivity Improvement Use Case

37. Value Analysis and Engineering - Examples by L.D. Miles - Part 2

38. Prime Turning (TM) - New Turning Process with High Productivity

39. Sandvik PrimeTurning™ Increases Productivity - Case Studies

40. Productivity Improvement Using Through-Tool High Pressure Coolant

41. 3D Printing Multiple Numbers as a Vertical Stack - Significant Productivity Improvement

42. Seco Jetstream Tooling - Benefit - Case Study

44. News - Information for Value-Adding Operation Analysis

45. News - Information for Inspection Operation Analysis

46. News - Information for Material Handling and Transport Operation Analysis

47. News - Information for Analysis of Delays in Processes

48. News - Information for Storage/Warehousing Operation Analysis

49. News - Information for Information Generation & Transmission - Operation Analysis

50. News - Information for Maintenance Operation Analysis


51. Intel - Industrial Engineering Activities

52. Johnson & Johnson - Industrial Engineering Activities

53. Lockheed Martin - Industrial Engineering Activities

54. Industrial Engineering - Novartis Way and Activities

55. Milling - Machining Elements for Productivity Analysis

56. Procter & Gamble - Industrial Engineering Activities

57. Renault - Nissan - Mitsubishi - Industrial Engineering Activities

58. Saint-Gobain - Industrial Engineering Activities

59. Toyota production system is Toyota-style IE - Toyota - Industrial Engineering Activities

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

61. Seco Tools Double Turbo Square Shoulder Mills and Inserts

62. Assembly Kit Cart Cum Work-Bench - IBM Innovation in Work Stations

63. Higher Speed and Feed with  Lower Depth of Cut for Higher Productivity - Ingersoll Case

64. High Speed Machining Using Makino MC1516 at Raytheon

65. The Lean Transformation and Journey in Pratt and Whitney

66. The Lean Revolution in Lantech - 1992-2003 - Womack and Jones

67. Lean System in Lantech - 2004 Onwards

68. The Lean Revolution in Wiremold - 1991 - 1995

69. Xiaomi Corporation Industrial Engineering - Succeeding with cost leadership strategy in smart phone market. 
40% price difference even in 5G phone.

70. Yamaha  Industrial Engineering  - Company plans cost reduction every year along with sales increase and margin increase
Information for IE - Case 70 - Industrial Engineering ONLINE Course. 

71. ZF Friedrichshafen - Industrial Engineering Activities and Jobs - Value Engineering - Supply Chain Cost Reduction Strategy
Information for IE - Case 71 - Industrial Engineering ONLINE Course.

72. Developments in Machining - Technology and Productivity - Bulletin Board
Information for IE - Case 72 - Industrial Engineering ONLINE Course. 

73. Case Studies and Examples - Productivity Engineering - Process Industrial Engineering - Methods Industrial Engineering
Case 73 - Industrial Engineering ONLINE Course.

74. New Machine: UMC-1600-H - Haas CNC 50-taper Universal Machining Center
Case 74 of Industrial Engineering ONLINE Course. 

75. 


76. Transformer Core Building and Assembly

77. Productivity and IE in Motorcycle and Scooter Manufacturing

78. Vector Kinematics Spray Cleaning Technology

79. Redesigned HaaS TRT210 Tilting Rotary Table - Useful for Mid-Size Mills

80. Alternatives to Reduce Part Costs as Volumes Scale up




85. Machine vision Based Inspection Productivity Improvement on Bottling Line - IE Case Study.

86. Drilling Time Reduction Using Rambo Drill

New Case Studies


Machining
CASE STUDY: INCREASING QUALITY ON TIME MACHINING’S PRODUCTIVITY THROUGH THE HAIMER SHRINK FIT SYSTEM
Brought To You by Haimer  May 04, 2021

LEAN MANAGEMENT
Untangled: How Lean Management Helped A Huge GE Turbine Factory at Greenville Find Its Mojo
Tomas Kellner
April 24, 2020



Prince Industries Uses Flexible Manufacturing System to Quickly Bring Products to Market - Productivity increase 50%.


Factory Infrastructure for PV Manufacturing
At this year's intersolar North America show, M+W's Ankush Halbe, Technology Director Renewable Energy, presented the latest PV capacity drivers as well as successfully proven fab design concepts opportunities complying with the environmental and security requirements.
M+W Group


User-oriented solution in hard turning and grinding
April 7, 2022
https://www.hardinge.com/blog/anwenderorientierte-losung-im-hartdrehen-und-schleifen/

Some Case Study and Application Examples for Centrifugal Iso-Finishing Processes
https://dryfinish.wixsite.com/iso-finish/single-post/some-case-study-and-application-examples-for-centrifugal-iso-finishing-processes

Case Study - An Industrial Engineer’s Way to Implement the Lean Principles in Different High-Mix Low-Volume Manufacturing Facilities
Published on February 26, 2017
Shahrukh Irani


Earlier Collections


Method Study - Case Studies

Productivity Improvement Case Studies - Bibliography


Applied Industrial Engineering - Industrial Engineering - Application Examples and Case Studies in Various Engineering Branches, Technologies and Industries



Industrial Engineering in Chemical Engineering


Industrial Engineering in Civil Engineering

Industrial Engineering in Computer Engineering and Information Technology

Industrial Engineering in Electrical Engineering

Industrial Engineering in Electronics Engineering

Industrial Engineering in Health Care

Information Systems Industrial Engineering - Information Systems Engineering

Industrial Engineering in Textile Engineering

Applied Industrial Engineering in New Technologies

IE in New Technologies - IE with New Technologies


Implementation of  Industrial Engineering Principles and Techniques in New Technologies (Engineering Processes) and Business Processes

Lesson 433


Lesson 434

435
Industrial Engineering in Data Center Design and Processes


436


437


438


439
Electric Batteries and Productivity Applications. - Productivity and Industrial Engineering (IE) in Battery Manufacturing


441
Productivity Automation Engineering - Automation and Productivity

Industrial Engineering 4.0


442

Industrial Engineering 4.0 - IE in the Era of Industry 4.0

443
Industry 4.0 - A Note for Industrial Engineers for Industrial Engineering 4.0 (IE 4.0) 

444
Augmented Reality - Exploration


445
Autonomous Robots - A Note for Industrial Engineers for Industrial Engineering 4.0 (IE 4.0)

446
Data Analytics Period in Productivity Improvement - Productivity Engineering and Management

447
Cloud Computing - Engineering Economic and Financial Analysis

448
IoT Technology - Exploration - Industrial Engineering Point of View

449
Simulation and Forecasting - A Note for Industrial Engineers for Industrial Engineering 4.0 (IE 4.0)

Specific Industries and Technologies

456
Productivity and IE in Tire Manufacturing - Applied Industrial Engineering

Industrial Engineering in Health Care

Productivity Engineering of Tractors and Agriculture - Smart/Intelligent/Autonomous/IoT Tractors

Industrial Engineering of Welding Processes


Productivity in Hotels

New JW Marriott hotel rides on technology for productivity
25 March 2017

JW Marriott Resort Saves $100K with Push-to-Talk Tech
12/09/2010
-----

Productivity and IE in Printed Circuit Board Manufacturing

Die Casting Productivity - Bibliography

Productivity Success Story - Coca Cola

Productivity and IE in Motor and Generator Manufacturing
https://nraoiekc.blogspot.com/2014/02/productivity-and-ie-in-motor-and.html

Productivity and IE in Motor Vehicle Metal Stamping
https://nraoiekc.blogspot.com/2014/02/productivity-and-ie-in-motor-vehicle.html
-----
Productivity and IE in Screw, Nut, and Bolt Manufacturing
https://nraoiekc.blogspot.com/2014/02/productivity-and-ie-in-screw-nut-and.html

Productivity and IE in Spring Manufacturing
https://nraoiekc.blogspot.com/2014/02/productivity-and-ie-in-spring.html

Productivity and IE in Iron and Steel Forging

Productivity and IE in Automobile Manufacturing
https://nraoiekc.blogspot.com/2014/02/productivity-and-ie-in-automobile.html

332710 - Productivity in Machine Shops - Industrial Engineering and Lean Thinking
https://nraoiekc.blogspot.com/2014/01/productivity-and-ie-in-machine-shops.html
-----
Productivity and IE in Paint, Coating, and Adhesive Manufacturing
https://nraoiekc.blogspot.com/2014/01/productivity-and-ie-in-paint-coating.html

Productivity and IE in Motorcycle and Scooter Manufacturing
https://nraoiekc.blogspot.com/2014/01/productivity-and-ie-in-motorcycle-and.html

Productivity and IE in Pharmaceutical and Medicine Manufacturing
https://nraoiekc.blogspot.com/2014/01/productivity-and-ie-in-pharmaceutical.html

Grinding - Productivity Science and Productivity Engineering - Opportunities for 2020 and Beyond
https://nraoiekc.blogspot.com/2020/01/grinding-productivity-science-and.html

Productivity and IE in Dies , Jig, and Fixture Manufacturing
https://nraoiekc.blogspot.com/2014/02/productivity-and-ie-in-dies-jig-and.html
----- 

Productivity and IE in Apparel Manufacturing
https://nraoiekc.blogspot.com/2014/01/productivity-and-ie-in-apparel.html


Productivity and IE in Electronic Assembly Manufacturing
https://nraoiekc.blogspot.com/2014/02/productivity-and-ie-in-electronic.html

30 May 2022
Course End Summary - Part 1 - IEKC IE Online Course - Engineering in Industrial Engineering

Course End Summary - Part 2 - IEKC IE Online Course - Support from Non-Engineering Subjects






Updated on 20.8.2025, 24.9.2024, 10.1.2024,   16.7.2022,  8.5.2022, 30.4.2022, 11 May 2021
Pub on 19 August 2020
















Tuesday, August 19, 2025

Productivity Improvement Techniques - Sumanth 1983

 Productivity improvement techniques 

I. Technology-based techniques 

1. Computer-aided design (CAD)

2. Computer-aided mfg. (CAM) 

3. Integrated CAM 

4. Robotics 

5. Laser beam technology 

6. Energy technology 

7. Group technology 

8. Computer graphics 

9. Emulation 

10. Maintenance management 

11. Rebuilding old machinery 

12. Energy conservation


 

II. Employee-based techniques 

1. Financial incentives (individual)

2. Financial incentives (group) 

3. Fringe benefits 

4. Employee promotions 

5. Job enrichment 

6. Job enlargement 

7. Job rotation 

8. Worker participation 

9. Skill enhancement 

10. Management by objectives (MBO) 

11. Learning curve 

12. Communication 

13. Working condition improvement 

14. Training 

15. Education 

16. Role perception 

17. Supervision quality 

18. Recognition 

19. Punishment 

20. Quality circles 

21. Zero-defects 


III. Product-based techniques 

1. Value engineering 

2. Product diversification 

3. Product simplification 

4. Research & development 

5. Product standardization 

6. Product reliability improvement

7. Advertising and promotion 


IV. Process-based techniques 

1. Methods engineering 

2. Work measurement 

3. Job design 

4. Job evaluation 

5. Job safety design 

6. Human factors engineering 

7. Production  scheduling 

8. Computer-aided data processing 



V. Material-based techniques 

1. Inventory control 

2. Materials requirement planning (MRP) 

3. Materials management 

4. Quality control 

5. Material handling systems improvement 

6. Material recycling



Source

A FORMALIZED APPROACH TO SELECT PRODUCTWITY IMPROVEMENT TECHNIQUES IN ORGANIZATIONS

Engineering Management International, 259-273 (1983) 

David J. Sumanth” and Filiz P. Yavuz** 

Department of Industrial Engineering, 

University of Miami, Coral Gables, Florida U.S.A.




*David J. Sumanth is Director of Productivity Research  Group. 

**Filiz P. Yavuz is a Graduate Assistant. 

Monday, August 18, 2025

Total Factor Productivity & Total Productivity Measurement and Management


Lesson 307 of IEKC Industrial Engineering ONLINE Course Notes.

Industrial Engineering Measurements - Online Course Module


Sumanth's total productivity model


https://books.google.co.in/books?id=mLAv09ocvTsC&pg=PA5#v=onepage&q&f=false


‘Productivity’  is the standard that indicates measures how efficiently the material, the labor, the capital and the energy can be utilized. Analysis and measurement of ‘Productivity’ can help to know the areas for taking corrective actions towards planning of business firm. 

Productivity is known as the relationship between output and all employed inputs measured in real terms. It refers to a comparison between what comes out of production and what goes into production that is the arithmetical ratio between the amount produced and the amount of all resources used in terms of manufacture. 

It may be measured for manufacturing organizations or their departments for which separate records are maintained.

The success of an industrial organization is determined by the level of efficiency in reducing cost and providing consumer services. Analysis and Measurement of Productivity can help to find out the areas where the corrective steps will have been taken in the way of planning of business firm. 

TOTAL PRODUCTIVITY MODEL  

Total Productivity Model developed by David J. Sumanth in 1979 considered 5 items as inputs. 

These are Human, Material, Capital, Energy and other expenses. 

This model can be applied in any manufacturing or service organization. 

Total Productivity= Total Tangible Output÷ Total Tangible Input. 

 Total tangible output= Value of finished units produced + partial units produced + Dividends from securities + Interests from bonds +Other incomes. 

 Total tangible inputs= Value of human inputs+ capital inputs+ materials purchased+ energy inputs + other expenses (taxes, transport, office expenses etc.)

Sumanth’s provided a structure for finding productivity at product level and summing product level productivities to total firm level productivity. 

The model also has the structure for finding partial productivities at the product level and aggregating them to product level productivities. 

Total Productivity= Total Tangible Output÷ Total Tangible Input

 = O1+O2+O3+O4+O5 / H+M+FC+WC+E+X 

Where,

O1 is value of finished units of output.

O2 value of partially completed units of output ,

O3 dividend income, 

O4 interest income ,

O5 other income. 

H human input, M material input , FC fixed capital input , WC working capital input, E energy input , and x other expense.

https://www.slideshare.net/anilp264/sumanths-total-productivity-model-29348562


A Case Study

Adapted from Edosomwan, J. A and David J. Sumanth. (1996). Productivity Measurement Guide: A Practical Approach for Productivity Measurement in Organizations. New York: McGraw-Hill, Inc. (pp. 179-198)

Human partial productivity index

Employees       Measure                     January              October

Workers

Hourly paid      Units/$                       17.88                  24.14

                          P.P.I                             1.00                     1.35

Salaried             Units/$                         0.366                  0.354

                          P.P.I                             1.00                     0.967

Professionals

Hourly paid       Units/$                         2.438                   3.155     

                          P.P.I                             1.00                      1.294


The calculation procedure used:  Divide the units produced in the month by expenses paid to a category of human resource. This gives  Units/$. Then calculate index  with the first month as the base year.  

Comments made on various tables by the authors. (Tables for all resources will be added)

Human Productivity 
The human partial productivity index showed a trend that followed the output curve very closely. 
Two major areas of input in this category (salaried workers and salaried professionals) had not changed significantly during the periods.
The human partial productivity index for hourly  paid professionals did show very significant gains during the last several measurement periods due to decreases in input. 


Material Productivity 
The index showed a steady decline through the first seven measurement periods, and then, showed a dramatic improvement in productivity for the final periods. This was apparently caused by the way in 
which purchases of materials from source #1 was planned. These were planned at the beginning of the year, based on a then current forecast for total productivity demand. 

Through the year, as demand fell short of the forecast, the appropriate action would have been to curtail purchases of materials from all sources. Contracts that were in place between systems manufacturing and source #1, however contained a clause that froze the level of purchases for several periods. For this reason, material productivity declined until the orders could be reset to lower levels to more accurately 
reflect the lower demand for the product. 

Capital Productivity 
The working capital partial productivity was by far the major ingredient for capital productivity and represented a major input for total productivity. 

The index showed stable or improved productivity through the first six periods, but a dramatic drop in productivity was evident in the final periods. 

This, again, relates back to the problems with the controls on material inputs and the resulting increasing of material inventory until the inputs could be reduced. During the final four periods, a slight improvement was seen and this could be expected to continue, as this measurement will follow the trend of the material productivity index, lagging by several periods. The occupancy and depreciation productivity measurements followed the same basic trend as the output since they had a small degree of variance and output had a large variance. 

Other Expense Productivity 
This category of partial productivity included many diverse expense type inputs. It was apparent, that for certain items  partial productivity improved. For example, the travel and professional fees partial productivity improved during the last several periods primarily due to management attention. However, the stationery, telephone and education partial productivity measurements did not show any improvements.  

Total Productivity 
The total productivity index followed the trend of the capital partial productivity most closely. This is due to the large percentage of input the capital productivity represents, most of this input being in the form of working capital. The total productivity index followed very closely, the output level of the product. That is the productivity index showed decline when output is below the base period output and the index shows improvements when the output is above the base period level. 


Case Studies on Sumanth's Approach

See chapter 6 case studies in

Total Productivity Management (TPmgt): A Systemic and Quantitative Approach to Compete in Quality, Price and Time

David J. Sumanth
CRC Press, 27-Oct-1997 - Business & Economics - 424 pages

Poised to influence innovative management thinking into the 21st century, Total Productivity Management (TPmgt), written by one of the pioneers of productivity management, has been a decade in the making.

This landmark publication is the most extensive book available on the subject of total productivity management. At a time when downsizing and layoffs are the norm, this innovative and highly organized book shows you how to treat human resource situations with a caring, customer-oriented, yet competitive attitude through integration of technical and human dimensions. This book makes use of a set of proven models and provides a systematic framework and structure to link total productivity to an organization's profitability.

Total Productivity Management describes the tasks required of all constituents in an understandable format that they can relate to and by which regards can be realized for performance in all resource categories including direct labor, administrative staff, managers, professional personnel, materials, liquid assets, technologies, energy, and other areas.

Read from the preview

Page 94 - 70 Productivity Improvement Techniques

Implementation of TPMgmt.


Total Factor Productivity  



Multifactor productivity Total, Annual growth rate (%), 2005 – 2022
Source: GDP per capita and productivity growth

Data table for: Multifactor productivity, Total, Annual growth rate (%), 2005 – 2022
https://data.oecd.org/lprdty/multifactor-productivity.htm
----------------------------------------------------------------------------------------------------------------------

              ▾ 2005  ▾ 2006  ▾ 2007  ▾ 2008  ▾ 2009  ▾ 2010  ▾ 2011  ▾ 2012  ▾ 2013  ▾ 2014  ▾ 2015  ▾ 2016  ▾ 2017  ▾ 2018▾ 2019▾ 2020▾ 2021▾ 2022
Australia -0.54 -0.09 0.14   1.44 -1.44 0.31 0.22 0.80 0.69 -0.08 1.80 -0.19 0.91 -0.01 0.32 1.42 1.05 -0.59
Austria 1.59 2.10 1.98 -0.45 -2.16 0.98 0.67 0.27 -0.30 -0.18 0.62 -0.32 0.74 0.14 -0.65 -0.74 0.22 1.99
Belgium 0.51 -0.07 1.11 -1.46 -1.88 1.03 -0.93 -0.16 0.16 0.78 0.91 -0.37 -0.49 -0.13 0.38 0.20 0.11 1.11
Canada 1.15 0.31 -0.66 -0.99 -1.07 0.84 1.30 -0.37 0.93 2.09 -0.49 0.40 1.51 0.29 0.26 3.56 -2.67 -0.40
Denmark 0.71 0.83 -0.68 -2.24 -2.87 2.62 0.26 0.97 0.39 1.11 1.17 1.08 1.46 1.41 0.42 -0.39 1.58 -0.23
Finland 1.41 2.17 2.87 -1.49 -6.13 2.93 1.33 -1.86 -0.19 -0.11 0.57 2.25 2.34 -0.97 -0.09 -0.84 0.95 1.33
France 0.35 1.69 -0.64 -1.30 -2.00 0.90 0.75 -0.27 0.59 0.42 0.32 -0.11 1.47 0.07 0.03 -2.37 -0.08 -1.37
Germany 0.90 1.60 1.01 -0.34 -4.07 2.42 2.45 0.22 0.19 1.02 0.37 1.15 1.55 -0.06 0.35 -0.41 0.96 0.46
Greece -3.06 3.09 0.95 -2.68 -4.22 -2.99 -8.27 -5.47 -1.50 0.85 3.28 -2.37 1.74 -1.71 2.24 -0.40 1.08 1.39
Ireland 0.01 0.28 1.10 -4.14 1.20 3.26 0.66 -1.27 -2.90 4.25 -5.51 2.53 3.72 -5.32 4.92 8.63 6.75
Israel 0.94 2.56 0.86 -0.64 -1.63 2.57 2.45 -0.61 1.77 1.48 0.07 0.75 1.40 1.69 2.16 3.15 1.57 0.01
Italy -0.16 -0.39 -0.39 -1.27 -3.30 1.74 0.40 -1.40 -0.03 0.04 0.23 0.04 0.80 0.10 0.35 -0.60 1.09 0.49
Japan 0.92 -0.05 0.39 -1.04 -2.97 3.28 0.37 1.04 1.94 -0.05 1.51 0.05 0.89 0.38 0.22 -2.12 1.58 0.73
Korea 3.08 2.96 4.53 3.53 1.56 4.65 1.64 0.29 1.23 1.17 0.45 1.50 2.58 2.27 1.31 0.91 1.89 -0.25
Luxembourg 0.52 2.09 2.62 -5.24 -1.58 1.31 -2.21 -1.05 1.18 -0.61 -0.81 1.96 -1.68 -1.71 -0.75 2.19 -1.46 -2.06
Netherlands 1.58 1.14 0.25 0.12 -3.17 1.45 0.38 -0.80 -0.06 0.61 -0.26 0.05 0.82 0.07 -0.43 -2.22 1.99 1.07
New Zealand -1.05 0.08 2.35 -4.01 3.36 -1.38 0.99 2.33 -2.09 -0.22 1.76 -0.58 0.20 1.59 -1.02 0.33 1.58 -1.28
Norway 0.48 -1.07 -2.06 -3.69 -1.57 -0.33 -1.05 0.60 -0.09 0.43 0.90 0.16 1.42 -1.12 -0.97 -0.56 1.32 -0.42
Portugal -0.11 0.66 0.57 -0.73 -2.22 1.61 -0.15 -0.92 0.49 -0.69 0.24 0.33 1.05 0.08 1.12 -1.93 1.34 4.83
Spain -0.16 -0.01 0.17 -1.05 -0.31 0.86 -0.03 -0.29 0.01 0.16 1.12 0.67 0.94 -0.02 0.47 -3.27 -0.03 1.97
Sweden 1.59 2.14 -0.01 -2.51 -2.85 3.56 0.72 -1.23 0.25 0.88 2.27 -0.76 0.21 -0.17 1.32 -0.90 2.24 -0.38
Switzerland 1.36 1.72 1.07 0.20 -3.17 2.05 -0.60 -0.25 1.03 0.65 -0.71 0.37 0.76 1.82 0.15 -0.29 1.52 0.34
United Kingdom 0.65 1.16 0.97 -0.63 -3.44 2.02 -0.34 -0.77 0.22 0.30 1.29 -0.45 1.33 0.16 0.18 -2.22 -0.01 0.94
United States 1.39 0.30 0.49 0.08 1.07 1.99 -0.23 0.14 0.06 0.13 0.43 -0.02 0.52 0.77 0.68 1.07 1.57 -1.18

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

3% #productivity increase every year will make #production double in 24 years from the same #resources.
Industrial Engineering increases prosperity of the society.

New Links





Ud  18.8.2025, 5.8.2025,  21.10, 15.10.2023, 13.2.2022
Pub: 26.1.2022














Process Study - Process and Operation Productivity Analysis and Engineering - Module of Process IE

Lesson 78 of Industrial Engineering ONLINE Course.


Process Study and Analysis, Operation Study and Analysis were elaborated in a presentation by Dr. K.V.S.S. Narayana Rao

Parts  of process study
• Process Charting - Operation Sequence
• Process Analysis (Make or Buy Decisions, ECRS)
• Operation Analysis (For each operations - Machines & Facilities and Human Effort)
• Machine Work Study
• Method Study (Work place and working conditions improvement)
• Motion Study (Human effort reduction)
• Time Study (Operation/Element Simplification to reduce time)
• Work Measurement
• Cost Measurement
• Productivity Measurement
• Quality Assessment, Safety Assessment



Productivity Analysis - Comparison of Current Process to Ideal or the Best Process has to be done from System level up to Element level.

Productivity Analysis:  Productivity analysis is a powerful systematic methodology to measure system performance, system efficiency, system effectiveness, resource utilization and profitability. Productivity analysis helps decision makers to identify the driving factors of productivity, adopt the appropriate action and monitor its consequences.

Henok Tamirat Ltebo. Productivity Improvement of SME Garment Manufacturing Industry: Case Study. International Journal of Industrial and Manufacturing Systems Engineering. Vol. 7, No. 1, 2022, pp. 1-8. doi: 10.11648/j.ijimse.20220701.11

Process Industrial Engineering Method/Procedures

Process Industrial Engineering - Methods and Techniques - Part 1 -  Part 2 -  Part 3 -  Part 4  Part  5




Process Planning


Gideon Haveli wrote the book "Process and Operation Planning. This is the basic or first process design of a new product. The product design group may do periodically improvement of the product and process design group may modify the process to take care of product design modifications. On their own also, process design group may modify the current process to improve it further.

Industrial engineers have the responsibility to be present in the shop floor, observe the daily production data, daily cost data and technology developments to come out with process and operation changes that increase productivity and reduce costs. Improvement of products and processes based on development of productivity science was  shown to be economical and value adding by Taylor and Gilbreth and hence industrial engineering departments were set up. There is enough work for industrial engineers to be with the product and process throughout the product life cycle as counterparts to product and process designers on the shop floor and do design modifications in products and processes.

In industrial engineering methods, there is a systematic process analysis method (first proposed in a systematic way by Frank Gilbreth using process charts) and system of operation analysis described Maynard (practiced in Westinghouse).

Process Chart Method of Productivity Analysis 

Process Chart

In process chart proposed by him in 1921, Gilbreth tried to depict many activities in the process in a pictorial format. Maynard in 1939, said six activities and symbols are sufficient.  ASME in its standardization of process charts recommended five steps. 

Operation - Inspection - Transport - Temporary Delay - Permanent Storage. 

Using the above five steps, two charts became popular,

1. Operation process chart - showing operations and inspections
2. Flow process chart - It shows along with operation/inspection, the three more steps - transport, temporary delay and permanent storage.

The two process charts show operations involved in the processes. To improve each operation, the inputs and methods of each operation are to be studied in detail. Also operations contain work elements. Improvement requires improving each work element and each input into operation. We generally speak of material, machine, machine and method. Man does movements and motions. Industrial engineering later recognized the role of energy and information also in operations and processes. Therefore we can conceptualize material industrial engineering, machine effort industrial engineering, human effort industrial engineering, energy industrial engineering, information industrial engineering. Information is created by planning or production planning. Therefore as part of process and operation improvement, production planning aspects are also examined by industrial engineers.

Process Analysis

Make or Buy Analysis - At each process analysis related to a part, industrial engineers can generate alternatives for make or buy and take appropriate decision. They have to compare cost of internal manufacture with new buy alternatives explored. They can make internal manufacture analysis for parts being purchased from outside now.

The process charts are used for analyzing whether each operation in the process is necessary or not. In the next step, it is examined whether the operations can be combined. We can also examine whether the operation needs to be split into two and two separate machines are to be used. The sequence of operations can also be changed.  These decisions regarding operations are termed as process analysis. After these decisions are taken, the proposed operations are subjected to operation analysis. Shigeo Shingo explained that in operation analysis we examine the working of the machine and operator.

Maynard recommended that the right procedure for process improvement has to be first productivity analysis and engineering of operations and inspections. Then subsequently the necessary transport, and storage operations can be analysed. Even some temporary delays of material and components are part of a plan (due to batch quantity decisions) and not random occurrences according to the interpretation given by Shigeo Shingo.

Now we have the permission or leeway and also need to add more steps to the process chart. Information is an important to be added in a process chart. Also, the popularity of value stream mapping indicates the need for adding a data box after each row in a process chart. The term "total process chart" is already in use. So we can use the term to indicate steps we deem are important in our organization.


Operation Analysis


Maynard has given large number of questions which are to be asked and answered as part of operation analysis. In terms of process chart framework, we can regroup them into questions relevant to each step of the process flow chart. But first full list of questions given by Maynard are given and then subsequently  regrouping will be done in lessons discussing each step of the process chart and more questions will be added from the current literature. Readers can be indicate some more questions as well as modifications to the questions given in the list.

Each step of the process can be generally termed as operation (Shigeo Shingo). In this terminology, the first step is the processing step or value addition step, Remaining four may be necessary to complete the process of transferring the value added product or item to the customer. But still they are non-value adding items which are to be minimized to the extent possible rather than increasing them and incurring additional cost. 


Lesson 83 of Industrial Engineering ONLINE Course.


Machine Work Study

Questions on Machine, Equipment and  Tools



The tools  and equipment used to perform the operation needs to analysed logically. The following questions are the sort that will lead to suggested improvements:

1. Is the machine tool best suited to the performance of the operation of all tools available? (Alternative machines, new machines)

2. Would the purchase of a better machine be justified?

3. Can the work be held in the machine by other means to better advantage? (Alternative fixtures)

4. Should a vise be used?

5. Should a jig be used?

6. Should clamps be used?

7. Is the jig design good from a motion-economy standpoint?

8. Can the part be inserted and removed quickly from the jig?

9. Would quick-acting cam-actuated tightening mechanisms be desirable on vise, jig, or clamps?

10. Can ejectors for automatically removing part when vise or jig is opened be installed?

11. Is chuck of best type for the purpose? (Alternatives)

12. Would special jaws be better? (Alternatives for jaws)

13. Should a multiple fixture be provided?  (To reduce setup time)

14. Should duplicate holding means be provided so that one may be loaded while machine is making a cut on a part held in the other?

15. Are the cutters proper?  (Alternative cutting tools)

16. Should high-seed steel or cemented carbide be used? (Now there are more alternatives)

17. Are tools properly ground? (Geometry of cutting tool - Taylor's experiments)

18. Is the necessary accuracy readily obtainable with tool and fixture equipment available?

10. Are hand tools pre-positioned ?

20. Are hand tools best suited to purpose? (Alternatives)

21. Will ratchet, spiral, or power-driven tools save time?

22. Are all operators provided with the same tools?

23. Can a special tool be made to improve the operation?

24. If accurate work is necessary, are proper gages or other measuring instruments provided? (Alternative inspection devices - Inspection operation of operation-inspection chart)

25. Are gages or other measuring instruments checked for accuracy from time to time?

Questions which will lead to suggestions for improvement of "Make-ready" and "Put-away" Elements  are:

1. How is the job assigned to the operator (job card or ticket issue to operator)?
2. Is the procedure such that the operator is ever without a job to do (delays in giving job ticket)?
3. How are instructions imparted to the operator? (Instruction card)
4. How is material secured?
5. How are drawings and tools secured?
6. How are the times at which the job is started and finished checked?
7. What possibilities for delays occur at drawing room, toolroom, storeroom, or time clerk's office? (Analysis of delays in flow process chart)
8. If operator makes his own setup, would economies be gained by providing special setup men?
9. Could a supply boy get tools, drawings, and material?
10. Is the layout of the operator locker or tool drawer orderly so that no time is lost searching for tools or equipment? (Work place orderliness - 5S)
11. Are the tools that the operator uses in making his setup adequate?
12. Is the machine set up properly?  (Is inspection necessary/)
13. Is the machine adjusted for proper feeds and speeds?  (Instruction card - machine adjustment)
14. Is machine in repair, and are belts tight and not slipping?
15. If vises, jigs, or fixtures are used, are they securely clamped to the machine?
16. Is the order in which the elements of the operation are performed correct?
17. Does the workplace layout conform to the principles that govern effective workplace layouts?
18. Is material properly positioned?
19. Are tools prepositioned?
20. Are the first few pieces produced checked for correctness by anyone other than the operator?
21. What must be done to complete operation and put away all equipment used?
22. Can trip to return tools to tool room be combined with trip to get tools for next job?
23. How thoroughly should workplace be cleaned?
24. What disposal is made of scrap, short ends, or defective parts?
25. If operation is performed continuously, are preliminary operations of a preparatory nature necessary the first thing in the morning?
26. Are adjustments to equipment on a continuous operation made by the operator? (Total productive maintenance - Maynard)
27. How is material supply replenished?
28. If a number of miscellaneous jobs are done, can similar jobs be grouped to eliminate certain setup elements? (Sequencing issue)
29. How are partial setups handled?
30. Is the operator responsible for protecting workplace overnight by covering it or locking up valuable material?  (Responsibility of operator to take care of work pieces and equipment)


Related Case Studies

As part of  Industrial Engineering ONLINE Course, every one of the issues raised by Maynard and additional issues related to machine work study, operator work study, operation process chart and flow process chart will be discussed and case studies will be provided.

6. Prime Turning (TM) - New Turning Process with High Productivity
RE-INVENTING TURNING FOR THE FUTURE FACTORY, TODAY
SANDVIK COROMANT TECHNICAL PAPER, 2018

Case studies are being provided everyday with the lessons of the course.

Questions for Productivity Analysis of Material:


1. Does the material specified appear suitable for the purpose for which it is to be used?

2. Could a less expensive material be substituted that would function as well?

3. Could a lighter gage material be used?

4. Is the material furnished in suitable condition for use?

5. Could the supplier perform additional work upon the material that would make it better suited for its use?

6. Is the size of the material the most economical?

7. If bar stock or tubing, is the material straight?

8. If a casting or forging, is the excess stock sufficient for machining purposes but not excessive?

9. Can the machinability of the material be improved by heat-treatment or in other ways?

10. Do castings have hard spots or burned-in core sand that should be eliminated?

11. Are castings properly cleaned and have all fins, gate ends, and riser bases been removed?

12. Is material sufficiently clean and free from rust?

13. If coated with a preserving compound, how does this compound affect dies?

14. Is material ordered in amounts and sizes that permit its utilization with a minimum amount of waste, scrap, or short ends?

15. Is material uniform and reasonably free from flaws and defects?

16. Is material utilized to the best advantage during processing?

17. Where yield from a given amount of material depends upon ability of the operator, is any record of yield kept?

18. Is miscellaneous material used for assembly, such as nails, screws, wire, solder, rivets, paste, and washers, suitable?

19. Are the indirect or supply materials such as cutting oil, molding sand, or lubricants best suited to the job?

20. Are materials used in connection with the process, such as gas, fuel oil, coal, coke, compressed air, water, electricity, acids, and paints, suitable, and is their use con- trolled and economical?

Questions Analysis of Tolerances and Finishes


1. What are the inspection requirements of this operation?

2. What are the requirements of the preceding operation?

3. What are the requirements of the following operation?

4. Will changing the requirements of a previous operation make this operation easier to perform?

5. Will changing the requirement of this operation make a subsequent operation easier to perform?

6. Are tolerance, allowance, finish, and other requirements necessary?

7. Are they suitable for the purpose the part has to play in the finished product ?

8. Can the requirements be raised to improve quality without increasing cost?

9. Will lowering the requirements materially reduce costs?

10. Can the quality of the finished product be improved in any way even beyond present requirements?

Observe the relation between succeeding operations is being evaluated in this case also.

In value engineering analysis techniques, Miles has indicated that giving a cost estimate for each tolerance will bring out excess cost created by tolerances.

This article is an initial note to bring out the important contribution made to industrial engineering and methods productivity engineering by Maynard. The details will be covered in "Process Industrial Engineering Module" of the course. In this article a beginning is being made to start the detailed analysis.

I now feel production planning and control is a component of process chart analysis as far as process improvement is concerned. Industrial engineers have to improve production planning routines as part of process chart analysis. Such an emphasis is not there in IE curriculum, as process chart is method is taught in work study or time and motion study courses.

Process Human Effort Industrial Engineering 


Process Human Effort Industrial Engineering Module.


Data to be Collected for Process and Operation Productivity Analysis.


For each operation in the total process chart, there is likely to be direct equipment, indirect equipment (providing working conditions), material being processed, indirect material, direct operators, indirect operators, supervisors and managers, information, and energy. All resources are to be identified, quantity used in the operation and per unit of product are to be collected. The nature of work performed or utility of material is to be ascertained. In case of machines and operators, time being taken to do elements of operations and if standard times already exist have to be collected. Lot of data collection has to be occur before starting the process and operation analysis.

The detailed data related to operations analysis are entered into operation analysis sheets. Operation analysis sheet is a detailed sheet in comparison to the total process chart which is used at first to judge whether the operation is a required operation or not? That decision does not require the resources being used to do the operation. Hence resource use is not captured in process chart, but is captured in operation analysis sheet.


Process and Operation Productivity Analysis - Module Lessons




Process Analysis for Productivity Improvement Opportunities


81



82


83



84



85



86





Updated on 18,8,2025,  13.12.2023,  8.11.2023, 16.8.2023, 30.9.2022,  17.8.2022,  27.6.2022,  17 August 2021, 4 August 2020
First published on 19 July 2020.