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Signal: Optimized Brain, Health, Anger level, self image, sage state - Noise: emotional chaos, unhealed trauma, shame. Wisdom = signal/noise
Showing posts with label Biography. Show all posts
Showing posts with label Biography. Show all posts
Sunday, March 15, 2026
Monday, October 20, 2025
Frederick Winslow Taylor - A Pioneer Industrial Engineer
New. Popular E-Book on IE,
Introduction to Modern Industrial Engineering. #FREE #Download.
In 0.1% on Academia.edu. 11600+ Downloads so far.
https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0
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/
Remember F.W. Taylor. Birthday - 20 March 1856.
To be remembered for Productivity Improvement System, Productivity Engineering of Machine Tools, Shop Management, Scientific Management.
Frederick Taylor's Productivity System for Rapidly Attaining The Maximum Productivity - Part 1
#IndustrialEngineering #Productivity
https://nraoiekc.blogspot.com/2018/07/frederick-taylors-piece-rate-system.html
Productivity Engineering of Machine Tools and Machining - F.W. Taylor - Part 1
https://nraoiekc.blogspot.com/2020/05/machine-work-study-machine-tool-metal.html
F.W. Taylor - Shop Management - With Appropriate Sections.
https://nraoiekc.blogspot.com/2016/03/fw-taylor-shop-management-with.html
F.W. Taylor Scientific Management - With Appropriate Sections
#FWTaylor
https://nraoiekc.blogspot.com/2016/03/fw-taylor-scientific-management-with.html
F.W. Taylor Industrial Engineering Week - (14 March - 20 March) - Date of Birth: 20th March, 1856
Articles Recommended for Reading
15 March - Functional Foremanship - F.W. Taylor
16 March - Frederick Taylor's Engineering and Management System for Rapidly Attaining The Maximum Productivity
New: Industrial Engineering ONLINE Course
Frederick Taylor
Picture Source:
http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor
Frederick Taylor
Picture Source:
http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor
Productivity Science of Machining - Taylor to Current Times
Productivity science of human effort - Development of Science in Mechanic Arts - F.W. Taylor
Productivity Engineering by F.W. Taylor
Productivity Management - F.W. Taylor
Important Events in Life
Date of Birth: 20th March, 1856
Mr. Taylor was born at Germantown, Philadelphia, on March 20, 1856
Taylor took a home study course to get his college degree in mechanical engineering in 1883 from Stevens Institute of Technology at Hoboken, New Jersey
Taylor took a home study course to get his college degree in mechanical engineering in 1883 from Stevens Institute of Technology at Hoboken, New Jersey
1905 and 1906
President of ASME
Taylor was President of the American Society of Mechanical Engineers in 1905 and 1906.
1911 - Tuck School hosted a major conference that helped launch the scientific management movement started by Frederick Winslow Taylor.
Taylor was awarded the honorary degree of Doctor of Science by the University of Pennsylvania. Taylor was made a Professor by the Tuck School of Business at Dartmouth College. He spent some time in teaching and research at this business school.
1911 - Tuck School hosted a major conference that helped launch the scientific management movement started by Frederick Winslow Taylor.
Taylor was awarded the honorary degree of Doctor of Science by the University of Pennsylvania. Taylor was made a Professor by the Tuck School of Business at Dartmouth College. He spent some time in teaching and research at this business school.
21st March 1915: F. W. Taylor, Expert in Efficiency, Dies
BY THE NEW YORK TIMES
PHILADELPHIA, March 21--Frederick Winslow Taylor, originator of the modern scientific management movement, died here today from pneumonia. He was 59 years old, and was a former President of the American Society of Mechanical Engineers.
http://www.nytimes.com/learning/general/onthisday/bday/0320.html
About Taylor in ASME Proceedings of 1907
https://babel.hathitrust.org/cgi/pt?id=mdp.39076000032131&view=1up&seq=57&size=150
---------------------------------
https://nraoiekc.blogspot.com/2019/06/taylors-industrial-engineering.html
More Details of his life and contribution to scientific management and industrial engineering
1. Frederick Taylor's Piece Rate System - Part 1 - Part 2 - Part 3 - Part 4 - Part 5 - Part 6
1. Definition of Management
2. Difference in Production Quantity between a first class man and an average man
3. Developing and Employing First Class People in an Organization
4. Confronting Soldiering - Slow Pace of Work
5. Halsey Plan - F.W. Taylor's Comments
6. Task Management
7. Investment for Increasing Productivity or Efficiency
8. Importance of people - organization
9. Modern Engineering and Modern Shop Management
10. Task Management - Starting and Ending Times
11. Task Work - Some More Thoughts
12. Usefulness of Gantt's system
13. Time Study by F.W. Taylor
14. Bicylcle Ball Inspection Case Study
15. Need for Functional Foremanship or Functional Organisation of Foremen
16. Functional Foremanship
17. Production Planning and Control
18. Role of Top Management in Managing Change to High Productive Shop
19. Train Operators in High Productivity One by One and Then in Small Batches
20. Organizing a Small Workshop for High Productivity
21. Introducing Functional Foremanship
22. Personal Relations Between Employers and Employed
23. Don't be in a hurry - It Takes Time to Manage Change
24. Best Practices in Shop Management
The principles were developed by Narayana Rao based on principles of scientific management by F.W. Taylor)
The managers following scientific management thought do the following things.
1. Importance of National Efficiency
2. Foundation of Scientific Management
3. Soldiering and Its Causes
4. Underlying Philosophy for the Old Systems of Management
5. Scientific Management - Introduction
6. THE PRINCIPLES OF SCIENTIFIC MANAGEMENT
7. Illustrations of Success of Scientific Management - - Pig Iron Handling
8. Background for Development of Scientific Management - -Midvale Steel Company Machine Shop
9. Elaborate Planning Organization - Need and Utility
10. Illustrations of Success of Scientific Management - Bricklaying Improvement by Gilbreth
11. Illustrations of Success of Scientific Management - Bicycle Balls Inspection Example
12. Scientific Management in Machine Shop
13. Development of Science in Mechanic Arts
14. Study of Motives of Men
15. Scientific management in its essence
16. Role of Top Management in Implementing Scientific Management
17. Scientific Management Summarized
Shop Management and Scientific Management
Related Articles
https://nraoiekc.blogspot.com/2019/06/taylors-industrial-engineering.html
Frederick Taylor University (FTU) established in 1994, is named after the “Father of Scientific Management” Frederick Winslow Taylor (March 20, 1856 – March 21, 1915), who obtained his degree from Stevens Institute of Technology via distance education (correspondence) in 1883.
http://www.ftu.edu/About%20FTU.htm
PHILADELPHIA, March 21--Frederick Winslow Taylor, originator of the modern scientific management movement, died here today from pneumonia. He was 59 years old, and was a former President of the American Society of Mechanical Engineers.
http://www.nytimes.com/learning/general/onthisday/bday/0320.html
About Taylor in ASME Proceedings of 1907
https://babel.hathitrust.org/cgi/pt?id=mdp.39076000032131&view=1up&seq=57&size=150
---------------------------------
Taylor's Industrial Engineering in Taylor's Papers
Notes on Belting, Piece Rate System, Shop Management, Art of Metal Cutting, Scientific Managementhttps://nraoiekc.blogspot.com/2019/06/taylors-industrial-engineering.html
Taylor's Industrial Engineering in New Framework - Narayana Rao
https://nraoiekc.blogspot.com/2019/07/taylors-industrial-engineering-in-new.htmlMore Details of his life and contribution to scientific management and industrial engineering
F.W. Taylor - Biography
Contribution of Taylor to Industrial Engineering
F.W. Taylor - Productivity Engineering of Belting - 1893 - Notes on Belting
https://nraoiekc.blogspot.com/2019/02/fw-taylor-productivity-engineering-of.htmlPiece Rate System - Elementary Rate Fixing System - Productivity Improvement System - 1895
1. Frederick Taylor's Piece Rate System - Part 1 - Part 2 - Part 3 - Part 4 - Part 5 - Part 6
Shop Management
1. Definition of Management
2. Difference in Production Quantity between a first class man and an average man
3. Developing and Employing First Class People in an Organization
4. Confronting Soldiering - Slow Pace of Work
5. Halsey Plan - F.W. Taylor's Comments
6. Task Management
7. Investment for Increasing Productivity or Efficiency
8. Importance of people - organization
9. Modern Engineering and Modern Shop Management
10. Task Management - Starting and Ending Times
11. Task Work - Some More Thoughts
12. Usefulness of Gantt's system
13. Time Study by F.W. Taylor
14. Bicylcle Ball Inspection Case Study
15. Need for Functional Foremanship or Functional Organisation of Foremen
16. Functional Foremanship
17. Production Planning and Control
18. Role of Top Management in Managing Change to High Productive Shop
19. Train Operators in High Productivity One by One and Then in Small Batches
20. Organizing a Small Workshop for High Productivity
21. Introducing Functional Foremanship
22. Personal Relations Between Employers and Employed
23. Don't be in a hurry - It Takes Time to Manage Change
24. Best Practices in Shop Management
Scientific Management - Basis for Industrial Engineering
Basic Principles of Industrial Engineering
1. Develop science for each element of a man - machine system's work related to efficiency and productivity.
2. Engineer methods, processes and operations to use the laws related to the work of machines, man, materials and other resources.
3. Select or assign workmen based on predefined aptitudes for various types of man - machine work.
4. Train workmen, supervisors, and engineers in the new methods, install various modifications related to the machines that include productivity improvement devices and ensure that the expected productivity is realized.
5. Incorporate suggestions of operators, supervisors and engineers in the methods redesign on a continuous basis.
6. Plan and manage productivity at system level.
(The principles were developed on 4 June 2016 (During Birthday break of 2016 - 30 June 2016 to 7 July 2016).
The principles were developed by Narayana Rao based on principles of scientific management by F.W. Taylor)
Principles of Scientific Management
The managers following scientific management thought do the following things.
First. They develop a science for each element of a man's work, which replaces the old rule-of.-thumb method.
Second. They scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself as best he could.
Third. They heartily cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed.
Fourth. There is an almost equal division of the work and the responsibility between the management and the workmen. The management take over all work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the men.
(From THE PRINCIPLES OF SCIENTIFIC MANAGEMENT - F.W.Taylor)
(From THE PRINCIPLES OF SCIENTIFIC MANAGEMENT - F.W.Taylor)
Scientific Management
1. Importance of National Efficiency
2. Foundation of Scientific Management
3. Soldiering and Its Causes
4. Underlying Philosophy for the Old Systems of Management
5. Scientific Management - Introduction
6. THE PRINCIPLES OF SCIENTIFIC MANAGEMENT
7. Illustrations of Success of Scientific Management - - Pig Iron Handling
8. Background for Development of Scientific Management - -Midvale Steel Company Machine Shop
9. Elaborate Planning Organization - Need and Utility
10. Illustrations of Success of Scientific Management - Bricklaying Improvement by Gilbreth
11. Illustrations of Success of Scientific Management - Bicycle Balls Inspection Example
12. Scientific Management in Machine Shop
13. Development of Science in Mechanic Arts
14. Study of Motives of Men
15. Scientific management in its essence
16. Role of Top Management in Implementing Scientific Management
17. Scientific Management Summarized
Shop Management and Scientific Management
Related Articles
Taylor's Industrial Engineering in Taylor's Papers
Notes on Belting, Piece Rate System, Shop Management, Art of Metal Cutting, Scientific Managementhttps://nraoiekc.blogspot.com/2019/06/taylors-industrial-engineering.html
Taylor's Industrial Engineering in New Framework - Narayana Rao
https://nraoiekc.blogspot.com/2019/07/taylors-industrial-engineering-in-new.htmlPrinciples of Scientific Management of F.W. Taylor and Practice Implications
https://www.youtube.com/watch?v=5jru9fo94q4F.W. Taylor - Biography - Some Important Events and Opinions by Others
https://nraoiekc.blogspot.com/2015/06/fw-taylor-biography-book-some-important.htmlFrederick Taylor University (FTU) established in 1994, is named after the “Father of Scientific Management” Frederick Winslow Taylor (March 20, 1856 – March 21, 1915), who obtained his degree from Stevens Institute of Technology via distance education (correspondence) in 1883.
http://www.ftu.edu/About%20FTU.htm
Interesting Essay on Scientific Management
https://philadelphiaencyclopedia.org/essays/scientific-management/
_______________________
Interesting to note
New Shop Floor Management - by Kiyoshi Suzaki
https://books.google.co.in/books?id=WM1b8NXzYZ4C&printsec=frontcover#v=onepage&q&f=false
Contribution of Taylor to Industrial Engineering and Scientific Management
______________________________________________
Interesting to note
New Shop Floor Management - by Kiyoshi Suzaki
https://books.google.co.in/books?id=WM1b8NXzYZ4C&printsec=frontcover#v=onepage&q&f=false
___________________________________________________________
Bibliography on F.W. Taylor
Taylor's Biography and His Methods and Contribution to Industrial Engineering and Management Thought
The Story Schmidt (An excerpt from Scientific Management)
Presentations
http://www.busmgt.ulst.ac.uk/modules/bmg859j2/docs/Guru%20-%20F%20W%20Taylor.ppt
Guru Frederick Winslow Taylor - http://www.economist.com/node/13051591
(There are links to other management guru's biography)
Guru Frederick Winslow Taylor - http://www.economist.com/node/13051591
(There are links to other management guru's biography)
___________________________________________________________
Taylor's Shovel
Science for Coal Shoveling
http://query.nytimes.com/mem/archive-free/pdf?res=F50917FC355A17738DDDAE0894DE405B818DF1D3
In this article a point is made on using body weight instead of muscle and thus reducing effort of the worker.
A recent paper by Frievalds on shoveling
http://www2.ie.psu.edu/freivalds/personal/ShovBlade-AppErg90.pdf
______
http://librarycollections.stevens.edu/archive/files/567d032c4adb428c569414cb1b2e8c15.jpg
http://librarycollections.stevens.edu/archive/files/55fab5ccfd3ac5d7803ee4afddb0ad42.jpg
______
Students have a negative impression of Taylor from the textbook content on Taylor.
The value of original source readings in management education: The case of Frederick Winslow Taylor
Article · April 2010
DOI: 10.1108/17511341011030129
Aditya Simha
University of Wisconsin - Whitewater
David J. Lemak
Many scholars of management history believe that there are negative portrayals of Frederick Taylor in both practitioner and academic circles, and even in some basic management textbooks. The purpose of this paper is to contend that students of management will develop a more accurate impression of Frederick Taylor if they read his words and not interpretations of them.
Design/methodology/approach – First, an introduction of Frederick Taylor and scientific management is presented. Then, a categorization of common criticisms of Taylor is offered. The results of a study conducted to measure undergraduate business students' impressions of Taylor from their exposure to him in an introductory management course are then presented.
The students then give their impressions of statements taken from Taylor's original work and are tested on the differences between them.
Findings – The results of the analyses suggest that students have a negative impression of Taylor from their textbooks, but their reaction to statements taken from the original works of Taylor are rated quite favorably.
Practical implications – Future research could be conducted to determine whether the works of other seminal management theorists should be presented in their complete contexts and direct sources to provide students with a more accurate and complete portrayal of their ideas.
Originality/value – This paper is unique in that it empirically tests whether negative attitudes towards Frederick Taylor and scientific management persist after students are exposed to original source works.
https://www.researchgate.net/publication/235303169_The_value_of_original_source_readings_in_management_education_The_case_of_Frederick_Winslow_Taylor
Original knol - http://knol.google.com/k/narayana-rao/frederick-winslow-taylor-a-pioneer/2utb2lsm2k7a/ 2314Taylor's Shovel
http://query.nytimes.com/mem/archive-free/pdf?res=F50917FC355A17738DDDAE0894DE405B818DF1D3
In this article a point is made on using body weight instead of muscle and thus reducing effort of the worker.
A recent paper by Frievalds on shoveling
http://www2.ie.psu.edu/freivalds/personal/ShovBlade-AppErg90.pdf
______
http://librarycollections.stevens.edu/archive/files/567d032c4adb428c569414cb1b2e8c15.jpg
http://librarycollections.stevens.edu/archive/files/55fab5ccfd3ac5d7803ee4afddb0ad42.jpg
______
To the statements from the original works of Taylor, Students react favorably and express positive opinion of Taylor.
Students have a negative impression of Taylor from the textbook content on Taylor.
The value of original source readings in management education: The case of Frederick Winslow Taylor
Article · April 2010
DOI: 10.1108/17511341011030129
Aditya Simha
University of Wisconsin - Whitewater
David J. Lemak
Many scholars of management history believe that there are negative portrayals of Frederick Taylor in both practitioner and academic circles, and even in some basic management textbooks. The purpose of this paper is to contend that students of management will develop a more accurate impression of Frederick Taylor if they read his words and not interpretations of them.
Design/methodology/approach – First, an introduction of Frederick Taylor and scientific management is presented. Then, a categorization of common criticisms of Taylor is offered. The results of a study conducted to measure undergraduate business students' impressions of Taylor from their exposure to him in an introductory management course are then presented.
The students then give their impressions of statements taken from Taylor's original work and are tested on the differences between them.
Findings – The results of the analyses suggest that students have a negative impression of Taylor from their textbooks, but their reaction to statements taken from the original works of Taylor are rated quite favorably.
Practical implications – Future research could be conducted to determine whether the works of other seminal management theorists should be presented in their complete contexts and direct sources to provide students with a more accurate and complete portrayal of their ideas.
Originality/value – This paper is unique in that it empirically tests whether negative attitudes towards Frederick Taylor and scientific management persist after students are exposed to original source works.
https://www.researchgate.net/publication/235303169_The_value_of_original_source_readings_in_management_education_The_case_of_Frederick_Winslow_Taylor
Updated 20.10.2025, 21 March 2021, 28 May 2020, 24 May 2020, 23 March, 20 March 2020, 14 March 2019, 20 March 2017, 20 Marc 2016, 18 March 2016, 14 March 2015
Friday, October 17, 2025
Dr. H.B. Maynard - Industrial Engineer of Repute (1902-75)
Harold Bright Maynard (Oct. 18, 1902 - Mar. 10, 1975)
He was a 1923 M.E. graduate in Industrial Engineering from Cornell University, and later received his Doctor of Laws from the University of Miami. He began his career as a time study engineer with Westinghouse in 1924. He spent six years at Westinghouse working his way up to Superintendent of Production. During this time, he became an authority in time and motion study, and he teamed with Gus Stegemerten and Stuart Lowry to write “Time and Motion Study.”
He coined the term “Methods Engineering”. In 1934, Dr. Maynard established the Methods Engineering Council (MEC) in Pittsburgh as a “time study training company.” Westinghouse was the first client of MEC, and the first consulting engagement occurred in 1936 with Mine Safety Appliances.
He started a research project with Westinghouse in 1941 to make time study and standard setting much more fair to workman and worked with Gus Stegemerten and Jack Schwab. The three member team developed the Methods Time Measurement (MTM) work measurement technique, published in 1948. Dr. Maynard put the MTM technique into the public domain by forming the MTM Association in 1952 — an Association which still exists today.
(Source: http://www.hbmaynard.com/Exchange/vol9-4.pdf )
Major Contributions - Time Study (1927) - Operation Analysis - MTM - Handbook of Industrial Engineering (1956) - Most
Books
OPERATION ANALYSIS - Maynard - Stegemerten - 1939 - Book Information
Maynard's Industrial Engineering Handbook - 5th Edition - Book Information and Review Articles
Maynard's Industrial and Systems Engineering Handbook, 6th Edition - Edited by Prof. Bopaya M. Bidanda
Ud 13.11.2021
Pub 14.3.2012
Thursday, August 7, 2025
Harrington Emerson - A Pioneer Industrial Engineer - 12 Principles of Efficiency - Productivity
New. Popular E-Book on IE,
Introduction to Modern Industrial Engineering. #FREE #Download.
In 0.1% on Academia.edu. 11600+ Downloads so far.
https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0
New. Popular E-Book on IE,
Introduction to Modern Industrial Engineering. #FREE #Download.
In 0.1% on Academia.edu. 11600+ Downloads so far.
https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0
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
Online Free Access Handbook of Industrial Engineering includes all modules of IE Online Course Notes.
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
Lesson 29 of Industrial Engineering ONLINE Course - IE Concepts Module - Contribution of Taylor, Gilbreth, Emerson, Maynard, Barnes, Shigeo Shingo.
Harrington Emerson contributed to the systems efficiency focus of industrial engineering. His book Twelve Principles of Efficiency was classic.
Harrington Emerson contributed to the systems efficiency focus of industrial engineering. His book Twelve Principles of Efficiency was classic.
He discussed efficiency design of organization through 12 principles. We can see that Emerson's focus is on efficiency management or productivity management. We can today say his principles are 12 principles of productivity management (See Principles of Industrial Engineering, 2017).
Harrington Emerson - Twelve Principles of Efficiency - Productivity Management
1. Clearly defined ideals.
2. Common sense
3. Competent counsel
4. Discipline
5. The fair deal
6. Reliable, immediate and adequate records
7. Despatching
8. Standards and schedules
9. Standardized conditions
10. Standardized operations
11. Written standard-practice instructions
12. Efficiency-reward
2. Common sense
3. Competent counsel
4. Discipline
5. The fair deal
6. Reliable, immediate and adequate records
7. Despatching
8. Standards and schedules
9. Standardized conditions
10. Standardized operations
11. Written standard-practice instructions
12. Efficiency-reward
1. Clearly defined ideals.
Every organization must have defined ideals that align its employees and guide their behavior. We are today using the terms, objectives, goal, mission, purpose, value etc. for the term ideals used by Emerson.
2. Common sense
Emerson talks of higher level understanding of persons in higher levels of management to promote efficiency.
3. Competent counsel
Efficiency improvement is a specialized knowledge area, and companies have to appoint specialists to develop the efficiency develop function in the organization and take their help in announcing programs and practices.
4. Discipline
The organization has to make plans and run its operations according to the plan.
5. The fair deal
In the organization, every body must perceive fairness in dealings.
Reliable records are required for good plans including good efficiency plans.
7. Despatching
What is to be done at each machine needs to be determined by planning department and is to be communicate to the workman.
There needs to be a schedule planned for each machine and operator in the organization based on customer deliveries promised and the associated criteria. Standard times for doing various operations are to be developed to help in developing schedules.
In the organization all facilities and environmental conditions have to be planned to meet specified objectives. A planned facility is termed standard facility.
The movements of machine components, the motions of operators, the transport and handling of materials are to be planned to meet specified objectives.
Standardized conditions and standardized operations are communicated to concerned persons in the organization through standard practice instructions. The efficiency expected will come about only when all activities are performed as per standard practice instructions.
Efficiency improvement has to result in benefit to all involved to sustain it. Employees have to receive efficiency reward as the efficiency in organization goes and the financial benefits are realized.
Standards and standardization as a basis for efficiency was strongly advocated by him. Nearly two hundred companies adopted various features of the Emerson Efficiency system, which included production routing procedures, standardized working conditions and tasks, time and motion studies, and a bonus plan which raised workers' wages in accordance with greater efficiency and productivity [Guide].
Harrington Emerson (1853-1931) was one of America's pioneers in industrial engineering and management and organizational theory. His major contributions were to install his management methods at many industrial firms and to promote the ideas of scientific management and efficiency to a mass audience [Guide].
Emerson was born on August 2, 1853 in Trenton, New Jersey. From 1862 to 1876 he studied under tutors and attended private schools in England, France, Italy, and Greece. In addition to learning languages and archaeology, he attended engineering classes in the Royal Bavarian Polytechnique from 1872 to 1875. Emerson returned to the U.S. in 1876 and acquired a position as Professor of Modern Languages at the University of Nebraska.
After a successful tenure as a general manager of a small Pennsylvania glass factory in 1900, Emerson resolved to take up efficiency engineering as a profession. Through meetings of the American Society of Mechanical Engineers, he became personally acquainted with the pioneering work of Frederick W. Taylor, the founder of scientific management, and assimilated much of the methodology for standardizing work and remunerating workers in accordance with productivity.
Emerson's most notable consulting assignment was the reorganization of the machine and locomotive repair shops of the sprawling Atchison, Topeka and Santa Fe Railroad. Three years in duration (1904-1907), this work involved the first successful application of scientific management to a large railroad system. Engineering and railroad periodicals gave much attention to the system of "shop betterment" which he installed. Emerson also developed and implemented a bonus pay system which was widely accepted in a number of industries. As a result of his successful work for the Atchison, Topeka, Emerson began to attract an industrial clientele. During his tenure as a Standard Practice Engineer for the American Locomotive Company, Emerson also founded the Emerson Company. This company hired out associate consulting engineers to other firms on a contract basis. Emerson associates were entrusted with the tasks of standardizing work procedures and applying the Emerson bonus plan for client companies.
Between 1907 and 1910, the Emerson Company consulted over 200 corporations, submitting reports for which they were paid twenty-five million dollars. Emerson efficiency methods were applied to department stores, hospitals, colleges, and municipal governments. Between 1911 and 1920 Emerson's firm averaged annual earnings of over $100,000.00.
Emerson also published number of books like Taylor and Gilbreth to promote systems and efficiency. Emerson published three books: Efficiency as a Basis for Operation and Wages (1909); The Twelve Principles of Efficiency (1912); and Colonel Schoonmaker and the Pittsburgh and Lake Erie Railroad (1913).
Emerson also published number of books like Taylor and Gilbreth to promote systems and efficiency. Emerson published three books: Efficiency as a Basis for Operation and Wages (1909); The Twelve Principles of Efficiency (1912); and Colonel Schoonmaker and the Pittsburgh and Lake Erie Railroad (1913).
The 1910 Eastern Freight Case brought much wider public attention to Emerson's ideas. Emerson served as Louis D. Brandeis's star witness in the appeal of major eastern trunk railroads to the Interstate Commerce Commission for a rate increase. Emerson testified that the railroads wasted one million dollars daily by not applying efficiency methods. His brief against the railroads won wide acclaim and marked the growth in public awareness of scientific management. Emerson became known as the "High Priest of Efficiency." He spoke more frequently about his efficiency ideas to businessmen, civil organizations, and management and engineering students. In 1912, Emerson helped to found the New York Efficiency Society which promoted and disseminated the ideals of reform through scientific management. Emerson joined other progressive engineers in founding the Society of Industrial Engineers in 1917.
Through the decade of the 1920s, Emerson publicized the potential for promoting efficiency on a global scale. He was one of eighteen prominent engineers chosen by Secretary of Commerce Herbert Hoover in 1921 to serve on a committee investigating the elimination of waste in industry.
Emerson was an efficiency educator also. In 1924, he re-wrote and marketed an earlier version of a correspondence course in human engineering. Under the aegis of the Emerson Institute, Emerson's home study course in personal efficiency had a nationwide subscription of 40,000 in 1925. Up to his death in May, 1931, he documented his contributions to scientific management and industrial engineering in his manuscript autobiography, in essays, and in personal letters.
Emerson documents are available in Pennsylvania State University Library. http://www.libraries.psu.edu/speccolls/FindingAids/emerson.frame.html for reference.
Sources:
Guide to Emerson, http://www.libraries.psu.edu/speccolls/FindingAids/emerson.frame.html
Access the books by Emerson from Archive.org
"Efficiency like hygiene is a state, an ideal not a method" P.23
Strenuousness and efficiency are not only not the same, but are antagonistic. To be strenuous is to put forth greater effort; to be efficient it to put forth less effort. (P.39)
"He did not know that efficiency reward ought to be preceded by the careful, systematic, and expert application of eleven other principles, of which "Wages" is a minor element of one." P.41
Access the books by Emerson from Archive.org
The Twelve Principles of Efficiency (1912)
Efficiency as a Basis for Operation and Wages
Articles by Emerson in Scientific American
Quotations by Harrington Emerson
It is not true that a machine permanently displaces a man; it promotes him, but it is the duty of corporations and of the State to make the period of transition easy, not one of temporary hardship. [p. x]
It is not labor, not capital, not land, that has created modern wealth or is creating it today. It is ideas that create wealth, and what is wanted is more ideas more uncovering of natural reservoirs, and less labor and capital and land per unit of production. [p. x]
"The twentieth century dawns with as yet unaccomplished task of conservation, of eliminating wastes-wanton and wicked wastes of all kinds, wastes that make our civic governments a by-word, our destruction of natural resources a world scandal, our complacent industrial efficiency a peculiarly national disgrace, of all nations, we Americans ought to know better."
[ The Twelve Principles of Efficiency (1912) P.9]"Efficiency like hygiene is a state, an ideal not a method" P.23
Strenuousness and efficiency are not only not the same, but are antagonistic. To be strenuous is to put forth greater effort; to be efficient it to put forth less effort. (P.39)
"He did not know that efficiency reward ought to be preceded by the careful, systematic, and expert application of eleven other principles, of which "Wages" is a minor element of one." P.41
Accounting in all its phases is a minor division of one of the twelve efficiency principles, trustworthy, immediate and adequate records. P.43
An efficiency engineer ought similarly to act as funnel, being equipped to gather from all available sources whatever is of operating value for the organization he is advising. P.54
If all the ideals animating all the organization from top to bottom could be lined so as to pull in the same straight line, the resultant would be a very powerful effort. P.60
The railway line between st. Petersburg and Moscow cost $337,000 a mile for a distance of 400 miles. In Finland similar line was made for $23,000 a mile P. 65 (Sentence rewritten)
The ideas of one company are that its customers shall be treated with absolute fairness, that its employees shall be of higher skill and be better paid than those of neighboring competitors, that they shall have permanence of employment.P.84
There are only a dozen shops in the United States in which any scientific standards of man and machine efficiency exist. P.111
The legal counselor does not, cannot know all the laws and proper legal formalities in every state, and he therefore employs junior and often senior counsel. Similarly a counselor as to efficiency, would not pretend to be expert as to all efficiency, but it would be his duty to be in touch both as to men and scientific reports with all that was latest and best and make it all available for his employer whether individual or corporation. P.129
There is nothing men will not attempt when great enterprises hold out the promise of great rewards. - Livy
Out of eighteen items of operating costs, as distinguished from selling costs, only one is directly influenced by the worker, that is time-quality of the work. P.355
Efficiency reward is not a money payment, this is only one of its myriad forms. Men have been willing to die for a smile. P.365-66
The ideal that inspires the formulation of the principles of efficiency is elimination of waste, of wastes of all kinds resulting finally in wastes of the collective soul. P.371
The ideal that inspires the formulation of the principles of efficiency is elimination of waste, of wastes of all kinds resulting finally in wastes of the collective soul. P.371
The ideals of United States Steel Corporation: The ideals of the corporation seem to have been
(1) Law abidence
(2) Rational publicity
(3) Steady prices at a high level
(4) maximum tonnage
(5) Permanence for its own business by the purchase of large ore and coal reserves
(6) Rapid improvement of the properties so as to make them worth the capitalized value
(7) Maintenance of a high level of wages
(8) Identification of the worker with the profits of his work, thus increasing his interesting in his occupation. P.383
Does the Steel Corporation know as to every detail what ought to be as well as it knows what has been? P.391
A chapter about Harrington Emerson
https://books.google.co.in/books?id=a6F-AgAAQBAJ&pg=PA76#v=onepage&q&f=false
Updated 29 June 2021, 13 June 2020, 11 July 2019, 9 July 2017, 3 October 2013
There is nothing men will not attempt when great enterprises hold out the promise of great rewards. - Livy
Out of eighteen items of operating costs, as distinguished from selling costs, only one is directly influenced by the worker, that is time-quality of the work. P.355
Efficiency reward is not a money payment, this is only one of its myriad forms. Men have been willing to die for a smile. P.365-66
The ideal that inspires the formulation of the principles of efficiency is elimination of waste, of wastes of all kinds resulting finally in wastes of the collective soul. P.371
The ideal that inspires the formulation of the principles of efficiency is elimination of waste, of wastes of all kinds resulting finally in wastes of the collective soul. P.371
The ideals of United States Steel Corporation: The ideals of the corporation seem to have been
(1) Law abidence
(2) Rational publicity
(3) Steady prices at a high level
(4) maximum tonnage
(5) Permanence for its own business by the purchase of large ore and coal reserves
(6) Rapid improvement of the properties so as to make them worth the capitalized value
(7) Maintenance of a high level of wages
(8) Identification of the worker with the profits of his work, thus increasing his interesting in his occupation. P.383
Does the Steel Corporation know as to every detail what ought to be as well as it knows what has been? P.391
A chapter about Harrington Emerson
https://books.google.co.in/books?id=a6F-AgAAQBAJ&pg=PA76#v=onepage&q&f=false
Updated 29 June 2021, 13 June 2020, 11 July 2019, 9 July 2017, 3 October 2013
Monday, July 7, 2025
Frank B. Gilbreth: Industrial Engineering Achievements
Frank B. Gilbreth - Industrial Engineering Achievements: Motion Study - Productivity Science of Human Effort - Principles of Motion Economy - Human Effort Productivity Engineering - Process Charts - IE Measurement Devices - Productivity Management (Productivity Training).
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Original Films of Motions made by Frank and Lillian Gilbreth
https://www.youtube.com/watch?v=9fQJfap7SAQ
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Frank Gilbreth accepted the recommendation of F.W. Taylor to develop science of work. Gilbreth provided the basic foundation for the science of human effort or work. Based on that foundation, he developed principles of motion economy and motion study to reduce the number of motions and time taken to do them.
Frameworks for Productivity Science of Machine Effort and Human Effort.
Rao, Kambhampati Venkata Satya Surya Narayana.IIE Annual Conference. Proceedings; Norcross (2020): 429-434.
Frank Gilbreth developed motion study in detail and thus made contribution to making human effort engineering a rigorous science based engineering subject.
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7th July is birthday of Frank Gilbreth.
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7th July is birthday of Frank Gilbreth.
We celebrate the day as Knowledge Day of Industrial Engineering
July - Gilbreth - Narayana Rao Month of Industrial Engineering and Productivity Management
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Frank B. Gilbreth, the engineer who conceived the "Motion Study" Principles (techniques for manual productivity improvement) once visited a British-Japanese Exposition. There a demonstration of polishing shoes was being held to help the sales of Japanese shoe polish.
Casually walking and talking with his friend, Gilbreth stopped to view the shoe polish wrapping demonstration. Gilbreth watched for a few moments, then simply said, "They are really skilled, but they could produce more." He timed the fastest girl and without hesitation, ascended the platform. He found she was being paid on a piecework basis and said, "I’m going to tell you how to earn more money, but you must follow my instructions." He changed the location of her supplies and showed her how to wrap and set aside more efficiently. He timed her again after several cycles. When he rejoined his friend he said, "When she gets the hang of it she’ll be making twice her former earnings."
That is an example of the applied results of using Gilbreth’s Motion Study Principles. Industrial Engineers used these guiding rules throughout the United States. Gilbreth said if his Motion Study Principles had not been previously applied to any manual work, by their application the productivity would be doubled or more.
In 1885, Gilbreth started out as an apprentice bricklayer. On his second day of work, with a Master Journeyman to train him, he noticed different methods of bricklaying. Undoubtedly in jest, he was informed there were three techniques: one, for just a regular day, the second was to hurry up to finish a wall, and the third, just to stretch out the job to fill the day. His question led him to think there should be one efficient and approved method, "The One Best Way."
Motion Study was first developed when it was applied to the world’s oldest trade --- bricklaying. The traditional method, even after 6,000 years, involved unnecessary stooping, walking and reaching. The time-consuming, tiring part of the job had been stooping 125 times per hour for brick and 125 times for mortar. By using Gilbreth’s method, a man could lay more bricks, standing normally, and return home after a full day’s work not nearly as tired.
Application of the Gilbreth system of motion analysis reduced the motions per brick from 18 to 5 and increased the number of bricks laid per hour from 125 to 350.
Following Gilbreth’s outstanding success in bricklaying and construction, he then pursued broad research into diversified manufacturing operations. He created an entirely new technique on how to improve industrial efficiency, while at the same time significantly improving working conditions for the worker.
His work took a firm hold in engineering and economic societies as well as with our country’s industrial companies.
His Motion Study Principles affected all management. It created a different type of engineer: The Industrial Engineer, concerned with improving manual work (Human Effort Industrial Engineering). Gilbreth was a pioneer of American history.
From 1910 to 1924, he promoted his system as a consultant and a teacher. He died in 1924. (Society of Industrial Engineers, published number of items about him in its 1924 bulletin. Available on Hathitrust.org). His wife, Mrs. Lillian M. Gilbreth, educated in psychology and with an insight into the fundamentals of labor management, had been his partner.
Mrs. Gilbreth, who had been of great assistance with the running of the Gilbreth Consulting Firm, took over and carried the full load, all by herself. She taught Motion Study at Purdue University, consulted and ran the company, along with being a wonderful mother to 12 children, all college educated.
In the late 1940’s, James S. Perkins, an Industrial Engineer, on a research assignment for the Western Electric Company, was at the University of Iowa, where he met Mrs. Gilbreth, who was a speaker at the Industrial Engineering Conference there. She visited with him and reviewed his research. Gilbreth’s film studies, research and conclusions, preserved by James Perkins extend into many diverse areas:
- Motion and Fatigue Study
- Skill Study
- Plant Layout and Material Handling
- Inventory Control
- Production Control
- Business Procedures
- Safety Methods
- Developing Occupations for the Handicapped
- Athletic Training and Skills
- Military Training
- Surgical Operations
Gilbreth developed the route model technique to improve the flow of materials in manufacturing operations. When he first developed it, Gilbreth said that several of his engineering friends, at an engineering meeting, laughed themselves to death, but that it was quickly accepted by Plant Managers. He found that by its use, the layout distance was often cut by 75% and product processing time was reduced substantially. Further, plant productivity was usually increased by 15 to 25%.
A LinkedIn post on route models
In 1968, the American Society of Mechanical Engineers decided to honor the achievements of Frank B. Gilbreth, (on his 100th anniversary) at their Annual Meeting at the Waldorf Astoria Hotel. The sound films prepared by Perkins were shown for the first time at the Annual Meeting of the ASME honoring Frank B. Gilbreth.
Gilbreth’s cyclegraph technique, to learn about skill, was one of his significant contributions. He demonstrates this technique in the film and also shows the three-dimensional model he made from the pictures of a drilling operation. He said, "The expert uses the motion model for learning the existing motion path and the possible lines for improvement. An efficient and skillful motion has smoothness, grace, strong marks of habit, decision, lack of hesitation and is not fatiguing."
The film includes motion pictures of a baseball game between the Giants and the Phillies, taken at the Polo Grounds on May 31, 1913. One of the observations Gilbreth made after analyzing these pictures was that after the ball left the pitcher’s hand, it took about 1-1/2 seconds before it could be relayed to second base by the catcher. The dash to steal second base, with an eight foot lead, required a speed faster than the world’s record for the 100-yard dash.
In Gilbreth’s film studies of surgical operations, he observed that the doctors took more time searching for instruments than in performing the operation itself. He worked with doctors and came up with a technique which is still being used today. When the doctor was ready for a new instrument, he simply extended his hand, palm up, to the nurse and called for the instrument he wanted. By this means, he was able to keep his eyes focused upon the open incision, thereby significantly reducing operating time, so critical to both patient and doctor. The film shows doctors, nurses and technicians prepare a patient and the removal of a large tumor.
Sources:
Vol. 1, No. 2 Summer 1997E QUEST
http://gilbrethnetwork.tripod.com/qv1n2.html
Contribution of Gilbreth to Industrial Engineering and Productivity Improvement
Frank B. Gilbreth: Industrial Engineering Achievements
MOTION STUDY - Frank B. Gilbreth - Part 1
MOTION STUDY: A METHOD FOR INCREASING THE EFFICIENCY OF THE WORKMAN
BY FRANK B. GILBRETH
PREFACE
CHAPTER I
DESCRIPTION AND GENERAL OUTLINE OF MOTION STUDY
MOTION STUDY VARIABLES - Frank B. Gilbreth - Part 2
VARIABLES
I. Variables of the Worker.
II. Variables of the Surroundings, Equipment, and Tools
III. Variables of the Motion.
CHAPTER II VARIABLES OF THE WORKER
MOTION STUDY VARIABLES - Frank B. Gilbreth - Part 3
VARIABLES OF THE WORKER - Continued.
MOTION STUDY VARIABLES - Frank B. Gilbreth - Part 4
CHAPTER III - VARIABLES OF THE SURROUNDINGS
MOTION STUDY VARIABLES - Frank B. Gilbreth - Part 5
CHAPTER IV -VARIABLES OF THE MOTION
MOTION STUDY VARIABLES - Frank B. Gilbreth - Part 6
CHAPTER IV -VARIABLES OF THE MOTION - Continued
FUTURE WORK FOR DEVELOPING MOTION STUDY - Frank B. Gilbreth - Part 7
CHAPTER V - PAST, PRESENT, AND FUTURE OF MOTION STUDY
Process Chart Method - Gilbreths - 1921
https://nraoiekc.blogspot.com/2020/06/process-charts-gilbreths-1921.html
Books Authored by Gilbreth
Motion study : a method for increasing the efficiency of the workman (1911)
Download from
http://www.archive.org/details/motionstudymetho00gilbrich
Fatigue Study, the Elimination of Humanity's Greatest Unnecessary Waste: (1916)
Download from
http://www.archive.org/details/fatiguestudyeli00gilbgoog
Manuscripts of Gilbreth
http://www.lib.purdue.edu/spcol/manuscripts/fblg/
Manuscripts of Gilbreth
http://www.lib.purdue.edu/spcol/manuscripts/fblg/
Papers by Gilbreth
Bibliography of Articles, Books and Papers by Gilbreths
The Making and Driving of Corrugated Concrete Piles
March 13, 14, 1906
https://babel.hathitrust.org/cgi/pt?id=uc1.b3031667&view=1up&seq=5&skin=2021
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Frank and Lillian Gilbreth: Critical Evaluations in Business and Management, Volume 1
Michael C. Wood, John Cunningham Wood
Taylor & Francis, 2003 - Industrial engineering - 376 pages
Michael C. Wood, John Cunningham Wood
Taylor & Francis, 2003 - Industrial engineering - 376 pages
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Published on 8.7.2012
Monday, May 1, 2023
Reflections by NRao - 2023 A to Z Blogging Challenge Participation - #AtoZChallenge
Happy to get this winner badge in 2023 for promptly publishing all posts on time.
Very happy this year to come across blogs which are directly useful to me.
https://fromcavewalls.wordpress.com/2023/04/01/a-is-for-annealing-2023-atozchallenge/
A is for Awareness of Attack Surfaces
April 1, 2023 / SWATI NITIN GUPTA
https://deeptechwriter.wordpress.com/2023/04/01/a-is-for-awareness-of-attack-surfaces/
This year, I could write all the posts before and schedule them.
So far I visited around 100 blogs and commented. I plan to visit all the blogs in due course of time. It will be my effort to promote blogging by encouraging fellow bloggers.
I want to start A to Z blogs for the next year as early as possible and use April 2024 for more fruitful interaction with fellow bloggers.
I appreciate the efforts of organizers of this blogging challenge. They are doing a good service to blogging activity to promote it by motivating bloggers.
Blog posts for the 2023 Challenge
Date
April Post
Sunday, March 12, 2023
40 Years with NITIE: 1977 - 2017 - Narayana Rao Kambhampati
5.15 am 26 May 2017 (Indian Standard Time)
Yesterday only I returned from a trip to Pittsburgh USA. I reached home by 10.30 pm on 25 May 2017. I started from Pittsburgh at 5.50 am on 24 May 2017 (US Eastern Time) and travelled to Chicago first and from there took the Delhi direct flight operated by Air India.
On 23 May 2017, I made a presentation on Principles of Industrial Engineering in the Annual Conference of Institute of Industrial and Systems Engineers (IISE). Industrial engineering as an academic discipline started in 1907 at Penn State University. A book with the title "Principles of Industrial Engineering" was authored by C.B. Going. But principles of industrial engineering were not declared so far in the industrial engineering literature. My deep thinking on industrial engineering that spanned the period 1994 to 2016, suddenly gave me the idea on 4 July 2016. I made my blog post on that day on the topic. I took one more year to go to the world's premier platform and make a presentation on the issue. This completes my 40 years association with NITIE (National Institute of Industrial Engineering, Mumbai, India). I joined NITIE in 1977 and started learning industrial engineering in more earnestness. We had industrial engineering as a subject in our undergraduate programme at JNTU College of Engineering, Kakinada. But more serious and focused learning started in 1977. So in forty years, I moved from learning to telling. On 23 May 2017, I was explaining about industrial engineering to consultants from Maynard group (now with Accenture) and to a group of students from Penn State. A man from India, going and explaining industrial engineering to pioneers of industrial engineering in the birth state of industrial engineering. I thought I shall write about my journey during this 40 year period. Thus begins this writing adventure.
I present below the video made by my daughter on the presentation. My daughter's friend took photographs of the slides with her mobile phone. I shall add them also later.
Principles of Industrial Engineering Presented by Professor K.V.S.S. Narayana Rao (Author of this blog) on 23 May 2017 at the Annual Conference of Institute of Industrial and Systems Engineers in Pittsburgh, USA. Industrial Engineering is a management subject or discipline with Engineering as the foundation. Its primary application area is engineering systems. Its augmented application area is any system. INDUSTRIAL ENGINEERING IS SYSTEM EFFICIENCY ENGINEERING AND HUMAN EFFORT ENGINEERING (Definition by Narayana Rao - Published in Udyog Pragati, Jounral of NITIE in 2006)
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Principles of Industrial Engineering
An explanation says principles are scientific theories or cause and effect relationships. They are of permanent nature until revised due to empirical studies and identification of new facts.
Methods are general approaches that use the scientific principle or principles for beneficial use. They are also of permanent nature.
Tools are contemporaneous ways of implementing methods.
Basic Principles of Industrial Engineering - Narayana Rao
1. Develop science for each element of a man - machine system's work related to efficiency and productivity.
2. Engineer methods, processes and operations to use the laws related to the work of machines, man, materials and other resources.
3. Select or assign workmen based on predefined aptitudes for various types of man - machine work.
4. Train workmen, supervisors, and engineers in the new methods.
5. Incorporate suggestions of operators, supervisors and engineers in the methods redesign on a continuous basis.
6. Plan and manage productivity at system level.
(The principles were developed on 4 June 2016 at Kakinada where I went for a holiday to celebrate my birthday and with mother, brothers and sisters and other relatives). The principles were developed by Narayana Rao based on principles of scientific management by F.W. Taylor)
Principles of Industrial Engineering
Presented during the Annual Conference of IISE 2017 at Pittsburgh on 23 May 2017
1. Productivity science
2. Productivity engineering
3. Industrial Engineering is applicable to all branches of engineering
4. Principles of machine utilization economy are to be developed for all resources used in engineering systems.
5. Industrial engineering optimization
6. Industrial engineering economics
7. Implementation team membership and leadership
8. Human effort engineering for increasing productivity
9. Principles of motion economy to be used in all IE studies in the area of human effort engineering
10. Operator comfort and health are to be taken care of.
11. Work measurement
12. Selection of operators
13. Training of operators, supervisors and engineers
14. Productivity training and education to all
15. Employee involvement in continuous improvement of processes and products for productivity improvement.
16. Productivity incentives
17. Hearty cooperation
18. Productivity Management
19. System level focus for productivity
20. Productivity measurement
21. Cost measurement
The writing was started on 26 May 2017 (Indian Standard Time)
News Release 2017
https://www.einnews.com/pr_news/383543671/prof-narayana-rao-kvss-s-lecture-is-a-big-hit-at-the-annual-conference-of-iise-2017-held-at-pittsburgh-pa-usa
2018
Innovations in Industrial Engineering - Prof. Narayana Rao at NITIE Panel Discussion
https://www.nitie.edu/NCIETM-18%20Post%20Conference%20Report.pdf
13 May 2019
Presentation of two papers done in conference in SVNIT Surat
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2020
As a part of the Fellow Course on developments in industrial engineering, I focused on the development of value engineering (product industrial engineering) and grinding (a machining process under process industrial engineering). The focus on grinding led to me to do a detailed study of metal cutting theory and process planning. From this effort, I developed the description of machine shop process industrial engineering. The role of focus areas of industrial engineering proposed by me was highlighted.
Machine Shop Process Industrial Engineering
Productivity Science
Productivity Science of Machining - Stephenson - Agapiou
IE Measurements
Process Industrial Engineering - Process Alternatives and Economic Analysis of IE Proposed Alternatives
IEOR - Optimization in Machining Processes
IE Statistics Optimization - Six Sigma Method
Human Effort Engineering in Machine Shop
Applied Industrial Engineering in Machine Shop
https://nraoiekc.blogspot.com/2020/04/machine-shop-process-industrial.html
Happy to note that Principles of Industrial Engineering Video is reaching 5000 views.
19 May 2020
IE ONLINE FREE Course Started
https://nraoiekc.blogspot.com/2020/05/industrial-engineering-online-course.html
2021
#ProfNRao - The Last Six Months at NITIE as Professor - Industrial Engineering & Management - February to July 2021
2023
Very happy to write about Diamond Jubilee Celebrations 2023 (1963-2023) of National Institute of Industrial Engineering, Mumbai in Social Media sites this year.
Best Wishes #NITIE #IndustrialEngineering
National Institute of Industrial Engineering, Mumbai.
Diamond Jubilee Celebrations 2023 (1963-2023).
Some of the sharpest minds graduate from the National Institute of Industrial Engineering (NITIE, Mumbai), as skilled professionals that improve industrial efficiency and productivity.
NITIE - Industrial Engineering for Continuous Improvement for Higher Productivity.
https://www.youtube.com/watch?v=pU8CdWfZZdU
Updated on 12.3.2023, 3 July 2020, 18 May 2020, 16 December 2019
Updated on 12.3.2023, 3 July 2020, 18 May 2020, 16 December 2019
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