Monday, October 13, 2025

Industrial Engineering Case Studies - Industrial Engineering ONLINE Course


Online Education/Training Session on "Effective Industrial Engineering and Productivity Management."

I developed an online education/training session on "Effective Industrial Engineering and Productivity Management." I can present the session in one hour, one and half hour or two-hour long sessions. The sessions will be valuable when company industrial engineers and other engineers and managers attend as a group. Industrial engineers require active cooperation and participation of other engineers and managers in their studies and projects. Hence a common presentation and discussion on effectiveness will be very useful.

Supporting Information.

Effective Industrial Engineering - Some Thoughts by Narayana Rao K.V.S.S.

Effective industrial engineering has to satisfy management about the contribution it made to the organization year after year.

The prime contribution of IE has to be cost reduction through productivity improvement.

https://nraoiekc.blogspot.com/2025/07/effective-industrial-engineering-some.html

https://www.linkedin.com/in/narayana-rao-kvss-b608007/





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

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

Case Studies 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








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


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

87. Inspection Systems in the Drinks Filling Plants

88. Automation in Warehouse Case Study

89. Industrial Engineering in Chemical Engineering

90. Industrial Engineering in Civil Engineering



91. Industrial Engineering in Computer Engineering and Information Technology

92. Industrial Engineering in Electrical Engineering

93. Industrial Engineering in Electronics Engineering

94. Industrial Engineering in Health Care

95. Information Systems Industrial Engineering - Information Systems Engineering

96. Industrial Engineering in Textile Engineering

97

98. Industrial Engineering in Data Center Design and Processes







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

103. Productivity Automation Engineering - Automation and Productivity

104. Industrial Engineering 4.0 - IE in the Era of Industry 4.0

105. Cloud Computing - Engineering Economic and Financial Analysis

106. Productivity and IE in Printed Circuit Board Manufacturing

107. Die Casting Productivity - Bibliography

108. Productivity Success Story - Coca Cola

109. Productivity and IE in Motor and Generator Manufacturing

110. Productivity and IE in Motor Vehicle Metal Stamping



111. Productivity and IE in Screw, Nut, and Bolt Manufacturing

112. Productivity and IE in Spring Manufacturing

113. Productivity and IE in Iron and Steel Forging

114. Productivity and IE in Automobile Manufacturing

115. Productivity in Machine Shops - Industrial Engineering and Lean Thinking

116. Productivity and IE in Paint, Coating, and Adhesive Manufacturing

117. Productivity and IE in Motorcycle and Scooter Manufacturing

118. Productivity and IE in Pharmaceutical and Medicine Manufacturing

119. Grinding - Productivity Science and Productivity Engineering - Opportunities for 2020 and Beyond

120. Productivity and IE in Dies , Jig, and Fixture Manufacturing


121. Productivity and IE in Apparel Manufacturing


122. Productivity and IE in Electronic Assembly Manufacturing

123. LineView - The Manufacturing Efficiency Software for Productivity Gains on Bottling and Packaging Lines




160. Machine Shop Work Cells - A Case Study.


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
















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Sunday, October 12, 2025

New Technologies and Industrial Engineering


Industrial Engineers have to lead their organizations in understanding and adopting new technologies. - Narayana Rao. 26.7.2025



Latest New Technology - Agentic AI


"Achieving such impact, however, requires more than implementing new technology." - I agree with the statement. The company may initiate use of technology on pay per use basis or ownership basis. Spread of usage requires application in different processes or workflows. Industrial engineers are specialists in incremental process improvement for productivity gains. Hence using new technology in an existing process comes under their job role. - Narayana Rao, 12.10.2025.  Comment by Narayana Rao on Stephan Bloehdornta's LinkedIn post.


Stephan Bloehdornta, Partner, IBM Consulting | Scaling Data & AI for Industrial Applications


AI - Powering the Transformation of the Industrial Sector


An increasing number of organizations across discrete and process manufacturing, life sciences, and energy & utilities are starting to adopt Agentic AI to boost productivity, to change customer interaction, and to create new products & services. Early outcomes point to the broader potential of agentic AI to drive significant operational and market gains. Achieving such impact, however, requires more than implementing new technology - it calls for clear direction, effective cross-functional alignment, and thoughtful redesign of workflows, talent structures, and governance models. 

https://www.linkedin.com/posts/narayana-rao-kvss-b608007_ai-agenticai-industrial-activity-7383170112729726976-az0I

https://www.linkedin.com/posts/stephan-bloehdorn_ai-agenticai-industrial-activity-7382418349592428544-1UdT

Agentic AI in banking. - EY


Olexander Tokunov

  

Senior Manager @ EY | Technology Consulting | Financial Services | Transforming Challenges into Opportunities: Visionary Leadership & Boundless InnovationSenior Manager @ EY | Technology Consulting | Financial Services | Transforming Challenges into Opportunities: Visionary Leadership & Boundless Innovation

2 weeks ago 


𝐀𝐠𝐞𝐧𝐭𝐢𝐜 𝐀𝐈 𝐢𝐬 𝐦𝐨𝐯𝐢𝐧𝐠 𝐟𝐫𝐨𝐦 𝐝𝐞𝐦𝐨𝐬 𝐭𝐨 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬 𝐢𝐧 𝐛𝐚𝐧𝐤𝐢𝐧𝐠. 


The latest MIT Technology Review x EY study makes one thing clear: the next wave of value won’t come from bigger models - it will come from better operating models.


𝐖𝐡𝐚𝐭 𝐭𝐡𝐞 𝐬𝐭𝐮𝐝𝐲 𝐬𝐚𝐲𝐬:

🔹𝐀𝐝𝐨𝐩𝐭𝐢𝐨𝐧 𝐢𝐬 𝐫𝐞𝐚𝐥: 70% of banking leaders say they’re already using Agentic AI to some degree (16% deployed, 52% piloting).

🔹𝐂𝐥𝐞𝐚𝐫 𝐬𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐬 𝐭𝐨𝐝𝐚𝐲: highly capable at fraud detection (56%) and IT/security risk management (51%), with material gains in customer experience and efficiency (41% each).

🔹𝐓𝐡𝐞 𝐟𝐫𝐢𝐜𝐭𝐢𝐨𝐧 𝐩𝐨𝐢𝐧𝐭𝐬: governance, risk and compliance is the top barrier (63%), followed by skills gaps (58%) and data quality/integration (54%).

🔹𝐓𝐫𝐮𝐬𝐭 𝐡𝐞𝐚𝐝𝐰𝐢𝐧𝐝𝐬: only 42% trust financial services firms to manage AI in their best interests; 30% actively distrust; just 14% expect “trust” as an outcome from Agentic AI.


𝐒𝐨, 𝐰𝐡𝐚𝐭’𝐬 𝐭𝐡𝐞 𝐫𝐞𝐚𝐥 𝐭𝐞𝐬𝐭 𝐟𝐨𝐫 𝐛𝐚𝐧𝐤𝐢𝐧𝐠 𝐥𝐞𝐚𝐝𝐞𝐫𝐬?

It’s not how fast you pilot new AI tools.


It’s whether you’re willing to:

✅Rethink your processes from first principles.

✅Invest in data as a strategic asset, not just a compliance checkbox.

✅Build governance that’s proactive, not just protective.

✅Reskill your teams to challenge and supervise AI, not just operate it.

✅Enable governed citizen development with approved toolkits, role-based data access, and audit trails.


Start assistive. Earn autonomy as your operating model matures.


https://www.linkedin.com/posts/olexander-tokunov_reimagining-the-future-of-banking-with-agentic-activity-7376148446250184704-9Hbj




 2025 - A to Z Industrial Engineering - Blogging Theme - Industrial Engineering Benefits the Society and Organizations




Industrial Engineering - Systems/Processes/Methods Improvement Using Engineering solutions creatively.

Industrial Engineering - Prime focus - Productivity Improvement.

Productivity improvement gives National Prosperity and Organization Prosperity.



Source: https://www.linkedin.com/posts/national-productivity-council-gandhinagar_cartoonseriesabr10-productivity-economicgrowth-activity-7301162658278379520-eyyl


Industrial Engineering - Cost Reduction through Productivity Improvement.


Productivity Improvement Using  Productivity Science - Productivity Engineering - Productivity Management.


Industrial Engineers  have to be pioneers in New Technology Adoption.

Principles of Industrial Engineering -Taylor, Gilbreth, Emerson, Mogensen, Barnes, Maynard. IISE Conference Presentation Video - 9905+ views.



Technology Monitoring - Applied Industrial Engineering

EIRMA (1999) working group report.

Technology monitoring is:  “the identification and assessment of technological advances critical to the company’s competitive position and of detecting changes and discontinuities in existing technology; new emerging technologies with potentially significant impact on the company’s products and market and its production and business processes.”

Industrial engineers have to specifically note, "the identification of   new emerging technologies with potentially significant impact on the company’s products and market and its production and business processes.”

Industrial engineers have to do product industrial engineering, facility industrial engineering and process industrial engineering.

To identify new technologies as they are ready for commercialization, industrial engineering, a discipline and profession connected to engineering processes and activities of the organization has to do technology monitoring to protect the productivity advantage of the organization.

New Technology -  Understanding, Analysis and Improvement by Industrial Engineers


Understanding the New Technology - Engineering Economic Analysis - Productivity Assessment and Improvement


"Industrial engineers design, improve, and install integrated systems of people, materials, information, equipment, and energy." Key among these things we do are improvement and integration. "Industrial engineers are involved in products, processes, and services, from "hard-core" manufacturing to health care and insurance"

Source: "Technology's Impact on the Future of Industrial Engineering"
C. Patrick Koelling, Mario G. Beruvides, and Kriengkrai Tankoonsombut,
Computers ind. Engng VoL 31, No. 1/'2, pp. 5 - 8,1996
19th International Conference on Computers and Industrial Engineering

Industrial engineering improves productivity of production and other engineering systems through redesigning products, processes and optimizing using mathematical and statistical methods. It also uses economic analysis to identify and reject non economic engineering ideas or designs. It measures work, cost and productivity to understand the current performance of engineering systems. It redesign human work to improve productivity. It examines the productivity impact of  management methods and redesigns them also. It also takes responsibility for productivity management of the organization. So whenever a new technology emerges in an organization or a potentially useful technology emerges in the environment industrial engineers have the responsibility to understand it, analyze it and improve it.

Understanding the New Technology


The is the starting point. Because industrial engineers are responsible for productivity measurement and improvement of the use of new technology in the organization, they have to begin understanding it the moment they become aware of it. They have to start reading the articles, the brochures distributed by the sellers of the technology or developers of the technology, attend seminars on technology, and utilise the opportunities to observe the technology in use etc.  

Using the New Technology on Trial Basis

Engineering Economic Analysis


The next step after adequate understanding is the engineering economic analysis. Whenever a new technology appears, industrial engineers have to identify the defender technology in the organization and see whether in the economic analysis the new technology wins or the defender technology wins. If the new technology wins, they have to recommend its adoption. To do engineering economic analysis, industrial engineers have to estimate the costs and benefits of the new technology and defender technology. This forces them to go into more details of the new technology and as they complete the engineering economic analysis, they will have much better grasp of the new technology. 

In case the defender technology wins, the adoption of the new technology is postponed. But industrial engineers have to monitor developments in new technology that are going to improve cost parameters of the new technology. So, industrial engineers have redo engineering economic analysis of new technology versus defender technology periodically to check and find time at which the new technology becomes economically the appropriate choice. In this exercise, industrial engineers become more and more conversant with the technology.

Productivity Assessment and Improvement


Engineering economic analysis is a strategical level analysis in the problem of technology adoption. As the technology is being implemented in the organization various problems crop up and technology implementors come out with various adhoc solutions to solve the teething problems that are more location specific. When  the production bugs are sorted out and commercial production starts, the project of technology implementation is declared success and closed. Now the responsibility of running the facilities with the new technology is transferred to the operations function. Industrial engineers now have the responsibility of recording the actual processes being used by the operations people and evaluate the productivity implications of them. This particular studies can be categorised as "operations industrial engineering analysis." Operation analysis is the term used by H.B. Maynard to study the production process of a component or product. It involves the study of every resource used in the production process to identify waste, come out with an engineering idea to eliminate the waste and do the required design or arrange for the required development and design so that low cost alternatives that eliminate the waste are implemented in the process. This is the productivity improvement contribution by industrial engineers. Productivity improvement studies of a process are to be conducted periodically and also whenever IEs feel that there is a technological development that has the potential to improve productivity of a process. This makes the industrial engineering department responsible for monitoring technology developments that have productivity benefits for the organization.

Generative AI.

One of the new technologies of the current day is Generative AI.


What are the top 100 #GenAI use cases? This updated Harvard Business School report refreshes the 2024 inventory.


Top 5:

1. Therapy / companionship (2024 - 2) 

2. Organize my life (2024 - N/A) 

3. Find purpose (2024 - N/A)

4. Enhance learning (2024 - 8)

5. Generate code (pros) (2024 - 47)

https://www.linkedin.com/posts/ctkraft_top-100-ai-use-cases-ugcPost-7316276856884723712-bCOl


The shift in use cases in the last year, particularly in the movement in the personal space. 


https://www.linkedin.com/posts/anthea-roberts-a8596b142_this-is-really-interesting-amazing-to-activity-7316587563589279744-UC2c


McKinsey Technology Trends Outlook 2025

July 22, 2025

Report

Fifth edition

https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/the-top-trends-in-tech


3D Printing - Additive Manufacturing Industrial Engineering - Productivity Science and Engineering


3D Printing - Additive Manufacturing Industrial Engineering - Productivity Science and Engineering


Design for 3D Printing - Additive Manufacturing - Product Industrial Engineering

3D Printing Materials

3D Printing - Production Applications

Additive Manufacturing - 3D Printing - Human Effort Industrial Engineering


2024
McKinsey Technology Trends Outlook 2024
July 16, 2024  Report


Industrial Engineering - Introduction

Industrial engineering Principles, Methods Tools and Techniques

Liked Some Aspects of the Job Description that Emphasize Learning About New Technology and Products as well as Accessories.

Tafadzwa Nyemba 
Production Engineer | Agricultural Mechanisation Expert | Agri Tech Enthusiast |

Department of Agricultural Engineering Mechanisation and Farm Infrastructure Development.
Marondera, Mashonaland East Province, Zimbabwe


Mechanisation Engineer
Department of Agricultural Engineering Mechanisation and Farm Infrastructure Development · 
Jul 2022 - Present 
Marondera, Mashonaland East, Zimbabwe · 


o Responsible for 32,230km2 of agricultural land by facilitating availability of farm machinery and latest technologies to farmers (small scale - large scale) in 9 districts within Mashonaland East Province, appraiser of 6 technical staff and senior management reporting.

o Conducting research and development of agricultural machinery and accessories to ensure incorporation of best practices , latest trends and technologies to enable decision making.

o Planning for the establishment , maintenance and supervision of an effective and viable tillage program for the Agricultural sector. 

o Testing farm power tools , implements and machinery related technologies and promoting their transfer to uptake pathway for adoption and scaling up.

o My comprehensive end-to-end responsibility encompass every facet of farm power and machinery within the province, disseminating latest information on farm machinery and staying updated on emerging AgTech trends , research and innovations.




An Interesting Job Description Portion.

o Conducting research and development of agricultural machinery and accessories to ensure incorporation of best practices and latest trends and technologies in farm processes. 

o Staying updated on emerging AgTech trends, research and innovations.

o Testing farm power tools, implements and machinery related technologies and promoting their transfer to processes. 

o Disseminating latest information on farm machinery.


I asked this question in LinkedIn Groups on 5.12.2024

As an Industrial Engineer Do you scan and become aware of new products and technologies to improve processes?










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



New Technologies and  Industrial Engineering


Earlier Articles


https://nraoiekc.blogspot.com/2025/04/advances-in-engineering-and-industrial.html


https://nraoiekc.blogspot.com/2017/05/new-technology-understanding-analysis.html


https://nraoiekc.blogspot.com/2020/09/new-machine-tools-productivity.html




An approach to boosting US labor productivity

McKinsey Global Institute

May 25, 2023 | Interview

https://www.mckinsey.com/mgi/our-research/an-approach-to-boosting-us-labor-productivity


What we have to do is use the right technology tools to actually change business processes in a way that improves productivity. - Beth Cobert

The above responsibility is with industrial engineers.



What we have to do is use the right technology tools to actually change business processes in a way that improves productivity.


You can modify the above statement by using new technology in place of the right technology.


What we have to do is use the new technology tools to actually change business processes in a way that improves productivity. The responsibility is with industrial engineers.





Post Included In

Modern Industrial Engineering - LinkedIn News Letter - May 2025 Issue. 

Topic of Focus - Current Issues of Interest in Industrial Engineering to Make it Effective.

https://www.linkedin.com/pulse/current-issues-interest-industrial-engineering-may-2025-kvss-1hekc


A to Z of Industrial Engineering - Blogging Challenge April 2025 -  Posts

https://nraoiekc.blogspot.com/2025/02/a-to-z-of-industrial-engineering.html


Existing Collection of Articles

A to Z of Industrial Engineering - Principles, Methods, Techniques, Tools and Applications

https://nraoiekc.blogspot.com/2018/06/a-to-z-of-industrial-engineering.html

------


Ud.  12.10.2025, 26.7.2025

Pub. 16.4.2025


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Friday, October 10, 2025

Research and Development Papers on Toyota Production System - Bibliography



2022
Toyota Way - As Described by Toyota Officially

2020

Toyota Way 2020 / Toyota Code of Conduct

Company Information - Vision & Philosophy

https://global.toyota/en/company/vision-and-philosophy/toyotaway_code-of-conduct/



2012
The Birth of Lean: Conversations with Taiichi Ohno, Eiji Toyoda, and Other Figures who Shaped Toyota Management


Koichi Shimokawa (Editor), Takahiro Fujimoto (Editor)

Lean Enterprise Institute, 04-Mar-2012 - Business & Economics - 300 pages
This is an honest look at the origins of lean, written in the words of the people who created the system. Through interviews and annotated talks, you will hear first-person accounts of what these innovators and problem-solvers did and why they did it. You'll read rare, personal commentaries that explain the interplay of (sometimes opposing) ideas that created a revolution in thinking.

Google Book Link with Preview Facility
http://books.google.co.in/books?id=SDYLbXoW_EcC

2012
Toyota Motors - History of Productivity

Lessons from Toyota’s Long Drive

by Thomas A. Stewart and Anand P. Raman.

Two HBR editors interviewed Toyota’s president, Katsuaki Watanabe, and several top executives. 

From the HBR Magazine (July–August 2007)

https://hbr.org/2007/07/lessons-from-toyotas-long-drive



2001
Rationalizing the Design of the Toyota Production System:
A Comparison of Two Approaches
J. Won, , D. Cochran, , H. T. Johnson, , S. Bouzekouk, B. Masha

Production System Design Laboratory, Department of Mechanical Engineering
Massachusetts Institute of Technology, Cambridge, Massachusetts, USA, and
School of Business Administration, Portland State University, Portland, Oregon, USA


Abstract
This paper examines two recent attempts to develop frameworks to explain the Toyota Production System (TPS).
In Decoding the DNA of the Toyota Production System, Spear and Bowen assert that the design, operation and improvement of manufacturing systems can be captured in four basic rules.
In A Decomposition Approach for Manufacturing System Design, Cochran et. al. show how a Manufacturing System Design Decomposition (MSDD) can express the relationships between the design requirements and corresponding solutions within a manufacturing system.
This paper compares and contrasts how each of these approaches incorporates the requirements of successful manufacturing system design.
http://www.sysdesign.org/pdf/paper15.pdf


1999

Decoding the DNA of the Toyota Production System
Steven Spear and H. Kent Bowen
Harvard Business Review, THE SEPTEMBER 1999
https://hbr.org/1999/09/decoding-the-dna-of-the-toyota-production-system

 The Evolution of a Manufacturing System at Toyota


Takahiro Fujimoto

Oxford University Press, 12-Aug-1999 - Business & Economics - 400 pages


What is the true source of a firm's long-term competitive advantage in manufacturing? 

Through original field studies, historical research, and statistical analyses, this book shows how Toyota Motor Corporation, one of the world's largest automobile companies, built distinctive capabilities in production, product development, and supplier management. Fujimoto asserts that it is Toyota's evolutionary learning capability that gives the company its advantage and demonstrates how this learning is put to use in daily work.

https://books.google.co.in/books?id=KBm8F9cI8OYC

https://nraoiekc.blogspot.com/2021/07/the-evolution-of-manufacturing-system.html


Relations Between Safety and Productivity
Kazuaki Goto & Shingo Kato
*Assembly Dept., Tsutsumi Factory of Toyota Motor Co.*
1999

1. Outline of Tsutusmi Works
Established: 1970 (28-year operation as a passenger car factory) Capacity: 400,000 - 500,000 cars per year The Number of Employees: 5,600 employees in the factory, including 1,500 employees working for the assembly department. The factory has been functioning as a mother plant of Toyota Kentucky factory in the USA and Derby factory in England
http://www.jniosh.go.jp/icpro/jicosh-old/english/osh/jisha-nsc/toyota.html


1997

1997

Guiding Principles at Toyota

Company Information Vision & Philosophy

https://global.toyota/en/company/vision-and-philosophy/guiding-principles/?padid=ag478_from_right_side


ud. 10.10.2025
Pub. 27.2.2015











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Analysis and Improvement of Flow - Delays in the Processes - Part of Flow Process Chart Analysis

Lesson 156 of  Industrial Engineering ONLINE Course.

Sub-Module - Analysis of Flow - Delays in Processes


Analysis of delays was neglected in IE curriculums based on Motion and Time Study. Do you agree?

In IE curriculums, motion and time study got a lot of attention. May be the other IE related subject is facilities planning.

 Many other subjects were basically rooted in other areas and management. Due to this curriculum strategy, IE became a weak discipline.  IE must first concentrate on productivity science and productivity engineering.

Productivity Engineering aims at improvement of engineering contents of systems, processes and operations first. Process chart approach in industrial engineering was developed by Frank Gilbreth. But its use was discussed by him in the context of motion study. Motion and Time study books also explained the use of process chart and further charts link man-machine chart and two handed process chart in the area of motion study. Other IE study areas became underdeveloped.

Do you agree?


Flow is one of the five principles of lean systems.  The other four are specify value, lineup value-creating actions in the best sequence,, conduct the actions without interruption, pull (do actions only when someone requests them), and improve the actions or perform them more and more effectively and efficiently.

Lean thinking provides a way to do more and more with less and less - less human effort, less equipment, less time and less space-while coming closer and closer to providing customer with exactly what they want.


Lesson

156 - Analysis of Flow -  Delays in the Processes - Part of Flow Process Chart Analysis

157 - The SMED System: Shigeo Shingo's Detailed Explanation

158 - Zero Defect Movement and Six Sigma Method (Elimination of inventory and delays)

159 - Total Productive Maintenance - Japan Management Association ( Zero Breakdowns - Elimination of inventory and delays)

160 - Quality Management and Total Quality Management ( Zero Defects - Elimination of inventory, rework and delays)

161 - Learning to See: Inventories (Delays) Between Processes - Value Stream Mapping


Industrial engineer analyzes each process into its ultimate, simple elements, and compares each of these simplest steps or processes with an ideal or perfect condition and modifies the element appropriately. - F.W. Taylor - Hugo Diemer.

Prof. Hugo Diemer  - Taylor's Industrial Engineering

https://nraoiekc.blogspot.com/2020/05/prof-hugo-diemer-taylors-industrial.html


For process improvement, process chart method was explained by F.W. Gilbreth in 1921. The process chart method was included in motion study text books Industrial engineering authors and it was not made an independent subject. It is a weakness of industrial engineering even today. Even though AIIE, started by the active involvement of Georgia Tech. faculty defined IE as Design, Installation and Improvement of Systems, it did not develop proper curriculum for IE in any of these three areas. Process improvement could have been made an independent area. That would have developed the process chart method into a detailed procedure that would have resulted in improvement of material processing operations, inspection operations, transport operations, storage operations and production planning operations.

In this online course, in process industrial engineering module, lessons 78 to 118 discuss analysis and productivity engineering of material processing activities. Lessons 126 to 132 explain inspection operations analysis. Lessons 136 to 141 focus on analysis of transport operations. In lessons 146 to 149, storage and warehousing operations are covered. Lesson 156, the current lesson starts discussion of analysis of delays.

Value stream mapping, a chart explained in detail by Rother and Shook highlights inventory between processes, which is basically delay in material flow.

Value Stream Mapping activity done with stick-notes

1. Identify the steps of  the process using stick-notes. For  the steps that are Non-Value Add use pink sticky-notes, For Business-Value-Add steps use light blue.  For Value-Added steps use light green-and also show a tick.

2.      Determine the step process time and write it on a dark green note below the step. 

3.      Find the wait or delay time between steps and note it on red sticky-notes. 

Paul Deane

https://www.linkedin.com/posts/paul-deane-85844789_value-stream-mapping-activity-done-with-stick-notes-activity-6984396670855774209-7Svk 


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.


Shigeo Shingo provided the description of elimination of delays in Toyota Production System (TPS) with generalized principles.

Eliminating - Storage Operations (Delay)


Process Delay – Permanent storage – Whole lot is waiting
Lot Delays – Temporary storage – One item is being processed. Other items in the lot waiting.


Another classification is storage on the factory floor and storage in a controlled store.


Eliminating - Storage Operations (Delay)

There are three types of accumulations between processes:

E storage - Storage due to Expected Difference between supply capacity and demand resulting from unbalanced flow between processes  (engineering)

C storage - Cushion Stock - buffer or cushion stock to avoid delay in subsequent processes due to machine breakdowns or rejects (control)
S storage - Safety Stock; overproduction beyond what is required for current control purposes

Eliminating E-Storage

E-storage is due to engineering/planning/design of the production-distribution  system
This can be eliminated through leveling quantities, which refers to balancing flow between high and low capacity processes and synchronization.

Leveling would mean running high-capacity machines at less than 100% capacity, in order to match flow with lower capacity machines that are already running at 100% on short interval basis.
At Toyota, the quantity to be produced is determined solely by order requirements (Takt time).

Principle
Presence of high capacity machines should not be used to justify large lot processing and resulting inventory.
Process capacity should serve customer requirements/production requirements and should not determine them

synchronization.
The lots especially one piece lot is processed without delay in a flow.
It is efficient production scheduling that ensures that once quantities are leveled (output is matched), inventories do not pile at any stage due to scheduling conflicts.
Synchronize the entire process flow.


Eliminating C storage - Cushion Stocks 

Cushion stocks compensate for:
machine breakdowns,
defective products,
downtime for tool and die changes and
sudden changes in production scheduling.


Eliminate Cushion stocks

Prevent machine breakdowns:
Determining the cause of machine failure at the time it occurs, even if it means shutting down the line temporarily.
Total Productive Maintenance movement.
Total Productive Maintenance - Japan Management Association


Use better inspection processes:
Self Inspection.
Successive Inspection.

Enhancement to inspection through Poka Yoke


Eliminate Lengthy setups and tool changes
Implement SMED to eliminate long set-up times and tool changes
Running smaller batch sizes to allow for quick changes in production plans
The SMED System: Shigeo Shingo's Explanation


Absorb Change in Production Plan
Running smaller batch sizes allows for quick changes in production plans without disturbing flow production to significant extent.

Eliminating Safety (S) storage

Safety stock is kept not to take care of any predicted problem but to provide additional security
It may guard against delivery delays, scheduling errors, indefinite production schedules, etc.
Ex. 10 Delivery to stores
In example 2.10 Shingo mentions a company wherein vendors supply to store and from store components are supplied to assembly line.
Shingo suggested that vendors should directly supply the day’s requirements to assembly floor and in case of any problem, components in the store can be used.
Less Need for Safety Stock Observed
That practice led to the observation that very less safety stock is needed in the store.

Shingo recommends keeping a small controlled stock that is only used when the daily or hourly scheduled delivery fails or falls behind.
In case of unexpected defects also it can be used.


The safety stock can then be replenished when the scheduled materials arrive, but the supply of materials due for the process go directly to the line, rather than normally going into storage first.
This is the essence of the just-in-time supply method.


Eliminating lot delays
While lots are processed, the entire lot, except for the one piece being processed, is in storage (is idle).
The greatest reduction in production time can be achieved when transport lot sizes are reduced to just one; the piece that was just worked on.

SMED
Using SMED (single-minute exchange of dies), set up time is decreased so large lot sizes are no longer necessary to achieve machine operating efficiencies.
SMED facilitates one item lot sizes.




Layout Improvement - Flow
Transportation changes can be accomplished through flow  layout and using gravity feed Chutes which result in shorter production cycles and decreases in transport man-hours.

Reducing Cycle Time
Generally, semi-processed parts are held between processes 80% of the time in a production cycle time.
It quantity leveling is used and synchronization of flow is created, the cycle time can be reduced by 80%.
By shifting to small lot sizes will further reduce cycle time.




Bibliography - Analysis of Delays


ANALYSIS OF PROJECT CONSTRUCTION DELAY

https://core.ac.uk/download/pdf/304293989.pdf


II : Time Waste And Delays In Construction Projects

https://www.nicmar.ac.in/pdf/2012/Oct-Dec%202012/07%20Communication%20II%20-%20Time%20Waste%20And%20Delays%20In%20Construction%20Projects.pdf


What Is a Bottleneck and How to Deal With It?

Bottlenecks are the reason why your projects are costly and slow. Learn how to find and resolve process bottlenecks to establish a smooth, predictable flow.

https://kanbanize.com/lean-management/pull/what-is-bottleneck


Identifying the Root Causes to the Delays and Exceptions in Your Processes

https://info.aiim.org/aiim-blog/identifying-the-root-causes-to-the-delays-and-exceptions-in-your-processes


Predicting and Diagnosing Delays in a Workflow Environment

http://eia.udg.es/~apla/workflow.pdf


Investigating the impact of lean philosophy for identification causes of  delays in the processes in the entire system. 

https://www.diva-portal.org/smash/get/diva2:1442318/FULLTEXT01.pdf


Analysis of time delays - scheduled and unscheduled.

https://www.tandfonline.com/doi/full/10.1080/00051144.2019.1687194




Review of Delay Analysis Methods

https://openconstructionbuildingtechnologyjournal.com/VOLUME/3/PAGE/81/PDF/



Study of Flight Departure Delay and Causal Factors

https://www.hindawi.com/journals/jat/2019/3525912/


DD Form 1723, Flow Process Chart, September 1976  

DIFFERENCE. TIME. NO. NO. 11. ORGANIZATION. OPERATIONS. TRANSPORTATIONS. INSPECTIONS. DELAYS. STORAGES. DISTANCE TRAVELED.

https://www.esd.whs.mil/Portals/54/Documents/DD/forms/dd/dd1723.pdf


developing computer-based schedule delay analysis methods

https://journals.vgtu.lt/index.php/JCEM/article/download/3925/3333


Work Simplification - Navy Training Course

https://books.google.co.in/books?id=4W7tq_D6lRgC&pg=PA43#v=onepage&q&f=false

Flow Process Charting - Air Force Management Engineering Training

https://books.google.co.in/books?id=IrME8HT-v8kC&pg=PA91#v=onepage&q&f=false


A Robust Aggregation Approach To Simplification Of Manufacturing Flow Line Models


Paul Savory, University of Nebraska at LincolnFollow

11-1993

Presentation: presentation slides for doctoral defense presentation

https://digitalcommons.unl.edu/imsepresentations/1/






Ud. 10.10.2025, 24.6.2023,  26.5.203, 27.6.2022

Pub 8.10.2021






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