Energy Efficiency - An International Movement - Are IEs Participating?

International Energy Agency


Energy efficiency offers a powerful and cost-effective tool for achieving a sustainable energy future. Improvements in energy efficiency can reduce the need for investment in energy infrastructure, cut fuel costs, increase competitiveness and improve consumer welfare. Environmental benefits can also be achieved by the reduction of greenhouse gases emissions and local air pollution. Energy security can also profit from improved energy efficiency by decreasing the reliance on imported fossil fuels. For these reasons, energy efficiency was one of six broad focus areas of IEA's G8 Gleneagles Programme. The IEA has published 25 policy recommendations for promoting energy efficiency that were updated and endorsed by IEA ministers in 2011. If implemented globally it is estimated that global CO2 emissions could be reduced by 7.6 gigatonnes by 2030.

The IEA promotes energy efficiency policy and technology in buildings, appliances, transport and industry, as well as end-use applications such as lighting. Our analysis identifies best-practice, highlighting the possibilities for energy efficiency improvements and policy approaches to realise the full potential of energy efficiency for our Member countries.

http://www.iea.org/subjectqueries/keyresult.asp?keyword_id=4122 (Accessed on 26.2.2012)
IEA Energy Efficiency Home Page: http://www.iea.org/efficiency/index.asp


European Commission

Reducing energy consumption and eliminating energy wastage are among the main goals of the European Union (EU). EU support for improving energy efficiency will prove decisive for competitiveness, security of supply and for meeting the commitments on climate change made under the Kyoto Protocol. There is significant potential for reducing consumption, especially in energy-intensive sectors such as construction, manufacturing, energy conversion and transport. At the end of 2006, the EU pledged to cut its annual consumption of primary energy by 20% by 2020. To achieve this goal, it is working to mobilise public opinion, decision-makers and market operators and to set minimum energy efficiency standards and rules on labelling for products, services and infrastructure.

http://ec.europa.eu/energy/efficiency/index_en.htm (Accessed on 26.2.2012)


US Department of Energy - Energy Efficiency and Renewable Energy - Web page

India - Bureau of Energy Efficiency

What have IEs contributed to energy efficiency?

Ud. 14.2.2026

Pub. 25.2.2012

Total Efficiency Framework - Industrial Engineering Research and Development Project in Sustainability Movement

Total Efficiency Framework - Productivity Science, Productivity Engineering and Productivity Management 

The Total Efficiency Framework will be based on four main pillars to overcome the current barriers and promote sustainable improvements:

a) an effective management system targeted at process and continuous improvement;

b) efficiency assessment tools to define improvement and optimisation strategies and support decision-making processes;

c) integration with a toolkit for Industrial Symbiosis focusing on material and energy exchange;

d) a software Platform, based on the Internet of Things (IoT), to simplify the concept implementation and ensure an integrated control of improvement process.


Productivity

Over a period of 4 years, the project will deliver exploitable results clustered into technological outputs (including eco-innovative products, processes and services tailored to industrial end-users) and management solutions (involving  economical, legislative and policy solutions synergistically combined).

https://maestri-spire.eu/

https://maestri-spire.eu/downloads/communication/



Read Chapter 9 in the Book
Efficient and Sustainable Manufacturing - Total Efficiency Framework
Technological Solution in Industry 4.0 for Business Applications
2018
https://books.google.co.in/books?id=GYhoDwAAQBAJ&printsec=frontcover#v=onepage&q&f=false

2025

List of Industry 4.0 Light Houses - WEF - McKinsey - Have You Benchmarked with the Best in Industry 4.0 Implementation?

https://nraoiekc.blogspot.com/2024/01/list-of-industry-40-light-houses-wef.html

Ud. 21.7.2025

Pub. 2.12.2018

Toyota Production System - Beyond Large Scale Production - Origin and Development - Taiichi Ohno's Book Information

The success of Toyota in cost reduction, productivity improvement, and international competitiveness and its celebrated Toyota Production System, fulfilled the dream of Yoichi Ueno (that Japan can guide US in improved practices of efficiency improvement). The success of #Toyota and the World Class #TPS was  built on the sustained efforts many Japanese persons who understood Taylor and Gilbreth's writings and improvised them in implementing them in Japanese companies.

http://nraoiekc.blogspot.com/2016/06/yoichi-ueno-japanese-leader-in.html

Toyota Production System - 2015 Reading by KVSS Narayana Rao

1. Paper by Sugimori in 1977 in IJPR

Mutagenization of Toyota Production System: The Story of Hyundai Motor Company
Byoung-Hoon Lee†, Hyung-Je Jo‡
† Department of Sociology, Chung-Ang University, 221 Heuksuk-dong, Dongjak-gu, Seoul, 156-751, South Korea.
‡ Department of Sociology, Ulsan University

The Contradictions That Drive Toyota’s Success

Hirotaka Takeuchi, Emi Osono, and Norihiko Shimizu

FROM HBR, THE JUNE 2008 ISSUE

Hirotaka Takeuchi (htakeuchi@hbs.edu) is a professor at Harvard Business School. They are the authors of The Knowledge-Creating Company (Oxford, 1995).

Emi Osono (osono@ics.hit-u.ac.jp) is an associate professor;

and Norihiko Shimizu (nshimizu@ics.hit-u.ac.jp) is a visiting professor at Hitotsubashi University’s Graduate School of International Corporate Strategy in Tokyo. 

This article is adapted from their book Extreme Toyota: Radical Contradictions That Drive Success at the World’s Best Manufacturer, John Wiley & Sons.

____________________________________________________________

Summary of What Taiichi Ohno Shared in His Book

I. Starting From Need

During the 15-year period beginning in 1959-1960, Japan experienced unusually rapid economic growth. As a result, mass production, American style, was still used effectively in many areas.

We kept reminding ourselves, however, that careless imitation of the American system could be dangerous. Making many models in small numbers cheaply -wasn't this some thing we could develop? And we kept thinking that a Japanese production system like this might even surpass the conventional mass production system. Thus, the principal objective of the Toyota production system was to

produce many models in small quantities.

"Catch Up With America" Toyoda Kiichiro (1894-1952)

15 August 1945 . Japan lost the war. Toyoda Kiichiro, President of theToyota Motor Company said, "Catch up with America in three years. Otherwise, the automobile industry of Japan will not survive"

Just-In-Time

The basis of the Toyota production system is the absolute elimination of waste. The two pillars needed to support the system are:

Just in time
Autonomation - Intelligent machine that does not produce defect and also stops on it own. Also intelligent operator that do not produce defective parts and investigate and remove the root cause whenever a defective part is produced.

Just in time system eliminates one of the seven wastes specified by Ohno. In an assembly flow process, the right parts needed reach the appropriate place at the time they are needed, inventories can be reduced drastically even up to zero. But to reach the JIT ideal, many existing conventional management methods have to be changed.

Using a Common-Sense Idea

The common sense idea is making only those components demanded or used by the downstream process.

Ohno said, I am fond of thinking about a problem over and over.  The normal planning and production process is for the component producer to produce as per plan and keep it inventory for the assembly department to draw when needed. But Ohno changed this method. Assembly department will go and take what they want and component department has to replenish that component only. So component department has no independent plan. Only assembly department has the plan. Every link in the production flow process or chain is connected with this method and synchronized. With this practice, the management work force is reduced drastically. This information system is given the name kanban.

Give the Machine Intelligence

At Toyota,  machines automated along with an automatic stopping device in case of a problem
 are utilized. In this way, human intelligence is given to machines. The machine stops in case of a problem and the management will come to know of it. Expanding the rule, even operators are asked to stop the flow, if there is a problem. Rapid counter measures are taken to prevent recurrence of a problem.

The Power of Individual Skill and Teamwork

A champion team must have good teamwork and people with individual skill. Likewise autonomation is individual machine skill and JIT is teamwork.

Cost Reduction is the Goal

Frequently we use the word "efficiency" when talking about production, management, and business. "Efficiency" means cost reduction. At Toyota, profit can be obtained only by reducing costs.  We cannot set prices based on our costs.  Consumer sets the price and if the manufacturer sets a higher price due to his high manufacturing cost, the consumer will simply turn away. Cost reduction has to be the goal of manufacturers. The management has to develop human resources ability to its fullest capacity to best enhance creativity, and fruitfulness, to utilize facilities and machines well, and to eliminate all waste.

The Illusion of Japanese Industry

Japanese industry believed in mass production. Till 1973 oil crisis, Japanese manufacturers had the illusion that this system fits their needs

Establishing a Production Flow

Establishing production flow in machine shop was difficult. But in 1947, Ohno arranged machines in a flow order and tried having one worker operate three or four machines (different machines). Even though working time did not go up, operators did not like the new system. Also Ohno wrote, that many adjustments that an operator has to make to machine created difficulties for the operators.  Hence, Ohno said he became patient to implement the system even though he was convinced that the direction was right.

Production Leveling

We got the idea that we should spread production evenly throughout the workday.  We wanted to get away from having to produce everything around the end of the month.

In the Beginning There was Need.

The key to progress in production improvement, I feel, is letting the plant people feel the need.
Opportunities to take care of the needs are always there. Once a need if felt, we just have to drive ourselves to find the practical opportunities that satisfy the needs.

A Revolution in Consciousness Is Indispensable

A person in business may feel uneasy about survival in this competitive society without keeping some inventories of raw materials, work-in-progress, and products. But Ohno says a revolution in consciousness is needed to realize that overproduction and the consequent inventory is a waste that has to be eliminated rather than accumulated.

2. Evolution of the Toyota Production System

Repeating Why Five Times

By asking why five times and answering it each time, we can get to the real cause of the problem, which is often behind behind more visible symptoms.

May be we can interpret it as  prevention - appraisal - failure model. We see failure. We need to know ways to prevent the event very early in the event sequence.

Complete Analysis of Wastes

Improving efficiency makes sense only when it is tied to cost reduction. The efficiency of each operator has to be improved, each production line has to be improved and efficiency of the entire plant has to be improved due to them.

       Waste of overproduction
       Waste of time on hand (waiting)
       Waste in transportation
       Waste in processing itself
       Waste of stock on hand (inventory)
       Waste of Movement
       Waste of making defective products

Ohno made the statement that eliminating these seven wastes completely can improve the operating efficiency by a large margin. To eliminate these wastes, we must make only the quantity needed, thereby releasing extra manpower. Management has to identify excess manpower and utilize it effectively in other activities. Eliminating wasteful and meaningless jobs and creating useful jobs enhances the value of work for workers.

My Plant-First Principle

A proper work procedure cannot be written from a desk. It must be tried and revised many times in the production plant. Production managers have to be in the plant which is a major source of information.

Writing the Standard Work Sheet Yourself

Standard work sheet is basis for all improvements in Toyota production system. Improving machining processes, improving tools, improving transportation processes, and optimizing the inventory, rearranging machines, all such things are implemented through standard work sheets only. The job of the field supervisor, section chief or group foreman is to train workers in standard work. The trainer must actually take the hand of the worker and teach them. Workers of a team also help their team members.

Teamwork is Everything

Team work is essential in manufacturing also like many of the sports. Assigning responsibility to individuals is not sufficient. Teamwork is essential.

The Skill of Passing the Baton
The work area is like track relay. There is a wide area in which baton can be passed.
       Mutual Assistance Campaign

An Idea from the U.S. Supermarket

The communication system of Toyota is Kanban and Ohno got the idea for it from watching the transactions in Supermarkets of USA. At supermarkets buyers buy what they need.  Supermarkets have to facilitate it.

The idea of supermarket was implemented in Toyota and to avoid a situation wherein large quantity of a component is demanded suddenly, production leveling was also introduced.

What is Kanban?

         Kanban is a method for communicating production and use related messages among the plant personnel. Its most frequently used form is a piece of paper contained in a rectangular vinyl envelope. It contains 1. pickup information 2. transfer information and production information.  The kanban method is used for information flow vertically and laterally within Toyota itself and between Toyota and its supply partners.

Kanban is autonomic nerve of the production line.

(The word Kanban literally means visible record).

Incorrect Use of Kanban Causes Problems

Incorrect use of Kanban system causes problems. Close supervision of the kanban rules is required to derive best results from it.

1. An assembly process (more generally later process) can pick up items only in the quantity specified in the kanban from the earlier process. So the quantity the assembly process can pick up at a time is specified in the kanban system.
2. Earlier processes produce items in the quantity specified in the kanban which is provided by the later process after withdrawing the item from stocks of earlier process.
3. No items are withdrawn or transported or produced without a kanban indicating it.
4. All items have to move with an attached kanban.
5. Defective items cannot be sent ahead from any processing station. The assembly line can be stopped if there are no defect-free components or assembly in process. But a defective item cannot move forward.
6. Reducing the batch quantities indicated in the Kanban would make the system more sensitive and makes the system more synchronized.

The Talent and Courage to Rethink What We Call Common Sense

Productivity improvement ideas may come but implementing them requires understanding by top management. The ideas when they defy the present conventional thinking or common sense, requires much more understanding the by the top management and the greater the commitment of top management, the more successful will be the implementation.

Ohno wrote that he came up with many revolutionary ideas and implemented them. They were sometimes regarded as high handed. But Toyota's top management watched the situation quietly and allowed Ohno to implement them.

In 1963 only JIT was extended to outside suppliers. Till that only internal production was handled on JIT basis.

Establishing the Flow is the Basic Condition

Toyota helped its suppliers or cooperating firms to set up flow systems first. Then Kanban system was introduced.

Kanban is the communication tool for implementing or realizing JIT. This tool works well when all the supporting processes are flow processes. So flow process is a basic condition for realizing JIT through Kanban communication system.  The other important conditions are levelled production (eliminating surprise withdrawals of components) and working using standard work methods

Use Your Authority to Encourage Them,

Ohno said his ideas were not understood and hence not used initially by many. But he applied them in his department and when he was given more departments to manage, or was shifted to other departments, he implemented them there also, till Kanban became a company wide practice.

Mountains Should be Low and Valleys Should be Shallow

There must be efforts to level the production during the year. The mountains should be low and valleys should be shallow as much as possible and sales department has to strive for more uniform sales.

Challenge to Production Leveling

TPS works for production leveling during the year, the month and even a day. If 250 sedans, 125 hardtops, and 125 wagons are made daily, in assembly there are done in the sequence One sedan, one hard top, one sedan and then wagon etc. That gives a lot size of one. But lot size of one was not achieved overnight in various shops. In a die-press, in 1940 changing the die took to two or three hours. With such a die changing time, one cannot make small lots. So a decision was taken to make efforts to decrease the die changing times. During 1950s, the die change time went down to one hour. Then it was further reduced to 15 minutes. By late 1960s, the die changing time was drastically reduced to 3 minutes.

The challenge to production leveling and small lots was high set up times. The need for quick die changes was generated or identified and steps were taken to understand the issue and develop a solution.  This problem was not attempted earlier. To do this, initial solutions were developed and the workers were trained. But subsequently, the enthusiasm spread and everybody chipped in with suggestions and method improved beyond the initial description. The system became the product of the effort of large number of people.

Product Leveling and Market Diversification

Ohno emphasized that production leveling (small batch quantity) is much more advantageous than the planned mass production system (larger batch quantity) in responding to the diverse demands especially of the automobile market.

Product leveling or small batches is more advantageous to respond to the market diversification. But still, leveling becomes more difficult as diversification develops. Toyota copes up with this problem well enough and keeps market diversification and production leveling in harmony.  In this endeavor, it is important to avoid the use of dedicated facilities and equipment and also equipment that has very general utility. It is important to put in effort and develop specialized, and yet versatile production processes through use of machines and jigs that can handle minimal quantities (Lot sizes of one). It is difficult but we must utilize all available knowledge to avoid undermining the benefits of mass production.

Kanban Accelerates Improvements

Carrying Carts as Kanban

The Elastic Nature of Kanban

3. Further Development

An Autonomic Nervous System in the Business Organization

Ohno says that human body has autonomic nerves that work as instant reflux to certain external stimuli and motor nerves that work under the command of the brain.

Similar to that in TPS, worker make some decisions without the involvement of production control or engineering departments. Production control and engineering departments are the brain of the organization.

In TPS workers stop the plant when problem occurs, decide the sequence to follow in making parts and also decide when overtime is necessary. They need not involve brain in reacting to some small changes in plans.

Provide Necessary Information When Needed

Computers should not be bought and used indiscriminately. It should not lead to higher costs. Processing customer orders and information on market needs and wants by computers can be very effective. But  kanban communication system is more effective in production communication.

The Toyota Style Information System

Toyota does production planning like other companies.  It has an annual plan, say for instance making 2 million cars in the year.  Next, there is a monthly plan, announced a month ahead. Based on the monthly plan daily production schedule is established and this is based on production leveling. Each production line is informed of the daily production quantity. But the daily sequence schedule (sequence of models and color) is sent to only one place - the final assembly line.

The production order for a specific car is issued to the process 1 of the assembly line. This production order will have all the information needed for its production and the workers in the following assembly  processes can tell which parts to use by at the car this  production order attached to car. Workers in the subprocesses can know what to do as soon as they see the car in assembly at the first stage. If needed they are sent the information directly.  Toyota makes sure the right information reaches the operators at the right time by letting the products being produced carry the information needed to assemble them.

Fine Adjustment

To cope with a constantly fluctuating market, the production line must be able to respond to schedule changes.  One day, the line may make four Car A's and six Car B's. But on another day, the ratio might turn out be the reverse - six car A's and four car B's. Such reversed ratios are followed the production line as per the information carried by the Kanban

Coping with Changes

Fine adjustment also means that mistakes are corrected immediately.

What Is True Economy?

True economy is tied directly to the survival of business. In Toyota production system, economy or efficiency is thought in terms of manpower reduction and cost reduction for making one car. Manpower reduction is a means for cost reduction, which the most critical condition for the growth of the business and its survival. The criterion for all decision making in Toyota is cost reduction.

Many improvement ideas are to be generated and each idea has to be thorougly investigated. The cost of improvement should not be more than the cost reduction. Unless, the judgment is made carefully, cost increasing improvements may be undertaken.

At Toyota, we still use many old machines, by maintaining them properly and daily, improving work methods and making layout changes. A layout must make worker activities easy and should not impede production flow.

Re-Examining the Wrongs of Waste

TPS is a method to thoroughly eliminate waste and enhance productivity. Waste refers to all activities of production that increase cost but not add any value (No increase in price takes place due to them). For example, excess people, inventory, and equipment.

The primary waste of excess people, inventory and equipment give rise to secondary wastes.  Complete understanding of waste is essential to implement TPS successfully.

Generate  Excess Capacity

If excess capacity is there, we can use it for various purposes. At Toyota, through continuous improvement, we create excess capacity first and then use it profitably.

The Significance of Understanding

Ohno emphasize the importance of thoroughly understanding production and improvement of production methods and organization and the process of manpower reduction and cost reduction.

Understanding needs an approach to examine an objective positively and comprehend its nature. Careful inspection of a production area reveals waste and scope for improvement.  Only a very close observation reveals waste and work. There are work movements which are not processing, and there are processing activities which are a waste. Manpower reduction means raising the ratio value added processing activities to 100 percent of the working time.

Utilizing the Full Work System

All sources of waste have to be detected and crushed. Waste of overproduction is eliminated in TPS by strictly adhering to standard inventory. If the standard inventory is specified as 5, on a day when it becomes 3 only 2 are produced. On a day when it becomes 4 only one is produced. We call it a full work system, when all standard inventories are replenished in a day. We do not want any overproduction in a day.

Tact Time

(Do Not Make a False Show)

Tact is the length of time, in minutes and seconds, allowed by the customer demand to make one piece of the product. Tact is obtained by dividing the operable time per day (of the machine) by the required number of pieces per day.  Operable rate in TPS refers to the time machine is available for production in a day. The ideal operable rate is 100 per cent. To achieve this, maintenance has to be regular to prevent breakdowns and setup times are to be reduced. Operating rate refers to the production per day.

At Toyota, improvements increase the production quantity per day from a group of workers. But, if excess production is not required as per demand, the number of workers are reduced from the team and only required production is made. Unnecessarily producing excess is no efficiency.

Required Numbers Are All-Important

For each production line, numbers or quantity required by the market is important. In Toyota, we do not produce extra above the required quantity in any line. The excess manpower is transferred to other lines where needed. The required number is adhered to in a disciplined way.

The Tortoise and the Hare

At Toyota we produce according to the needs of the market at slow or fast rate everyday. It is the way of tortoise. We do not run very fast some days and then take rest on other days like a hare.

Take Good Care of Old Equipment

Ohno says, the expertise of a worker increases overtime. But in case of machine, the depreciation of the machines is the popular idea. If machines are poorly maintained and driven close to death, enormous costs are incurred in replacement.  Ohno says, with adequate maintenance, machines will have a longer life.

Look Straight at the Reality

When estimating future business, Ohno recommends that one must be realistic and be ready for instant declines in business.

0.1 Worker is Still One Worker

The savings that come from automation should result in saving a full worker. Then only automation will give cost reduction. Ohno says at the design stage of the production system itself, fewer workers are to be employed. One should not employ more workers initially and then remove them when not needed.

Ohno, in this point also stresses that, they form teams of workers and do not allow only one worker to work in isolation.

Management by Ninjutsu

Management by Ninjutsu means acquiring management skills by training.

In an Art Form, Action is Required
An engineer is an artist. Art requires action not speaking.

Profit Making Industrial Engineering at Toyota

Advocating Profit-Making Industrial Engineering

Surviving the Slow-Growth Economy

4. Genealogy of the Toyota Production System

This chapter gives many passages from the thoughts and sayings of Toyota Sakichi and Toyoda Kiichiro.

Toyoda Kiichiro once told Toyoda Eiji that the best way to work in an automobile assembly plant would to have all parts for assembly at side of the line just in time for their use. The words "just-in-time" attracted many managers of Toyota and Ohno was also attracted by those words.

Taiichi Ohno had experience of cost reduction at Toyota Spinning and Weaving also. The company was implementing cost reduction measures  to catch up and surpass  Lancashire and Yorkshire companies. Toyoda Sakichi had world class view. Toyoda Kiichiro also had world class view. In the two pillars of TPS, autonomation came from Toyoda Sakichi and JIT came from Toyoda Kiichiro.

Toyoda Sakichi said that he observed a grand mother hand weaving for a full day and developed interest in developing a machine for it. Ohno likes that idea of observing on the shop floor to understand things. He wrote "Stand on the shop floor all day and watch - you will eventually discover what has to be done."

Toyoda Kiichiro visisted America and he must have thought about how surpass America's highly developed automobile production system and utter the idea of JIT.

Toyoda Sakichi talked of inventions made by Japanese efforts, knowledge and intellect.He made 100 inventions with patents.







A Global World Around Us



Two Extraordinary Characters

Learning from the Unyielding Spirit

I believe just-in-time was Toyoda Kiichiro's dying wish  - Ohno

Toyotaism with a Scientific and Rational Nature

Provide Good Equipment Even If the Factory Is Simple

Pursuity of a Japanese-Style Production Technique

Making Products That Have Value

Toyoda Kiichiro recognized that the market always demands reasonably priced products.  He wrote "We know our cars will not sell unless they are cheaper than foreign models. "We might manage to sell 50 to 100 cars per month by appealing to patriotism. But selling 200 or 500 cars per month would be difficult. In the end, prices must be competitive."

Can we actually produce economical cars domestically? Cars with proper materials and proper quality?

A Chess Player's View

In Search of Something Japanese

Witnessing a Dialectic Evolution

Toyoda Kiichiro  " we shall learn production techniques from the American method of mass production. But we will not copy it as is. We shall use our own research and creativity to develop a production method that suits our own country's situation."

I believe this was the origin of Toyoda Kiichiro's idea of just-in-time.

5. The True Intention of the Ford System

The Ford System and the Toyota System

Ohno acknowledges - Henry Ford without dispute created the automobile production system. Toyota system uses the flow system developed by Ford. But the difference is that at Ford they were concerned about warehousing the parts and moving the chassis past the warehouse. Toyota eliminated the warehouse.

Small Lot Sizes and Quick Setup

The American automobile business has continuously shown that planned mass production has the greatest effect on cost reduction. The Toyota system takes the reverse course. The slogan is "small lot sizes and quick setups." Toyota system works on the premise of totally eliminating the overproduction generated by inventory and costs related to workers, land, and facilitates needed for managing inventory.

Toyota system works on the premise of totally eliminating the overproduction generated by inventory and costs related to workers, land, and facilities needed for managing inventory.

Rapid changeovers are an absolute requirement for the Toyota Production System. Teaching workers to reduce lot sizes and setup times took repeated on-the-job training.

The Foresight of Henry Ford

Ford said what we do have to bother about is the waste of human labor.  Material in our factory represented labor. When we are wasting material we are wasting labor of some body. We will use material more carefully if we think of it as labour.  Our studies and investigations up to date have resulted in the saving of 80,000,000 pounds of steel a year and this amounts to about 3 million dollars a year.


Standard are Something to Set Up Yourself

Prevention Is Better than Healing

Toyota's strength does not come from its healing processes - it comes from preventive maintenance.

Is There a Ford after Ford?

Ohno said "I think the TPS can be applied in America where the market for many types in large quantities is there."

Toyota has learned a lot from the Ford system.

Inverse Conception and Business Spirit

Is cotton the best material we can use here?  (in seats) As an answer to this question Ford came up with flax and methods to handle it mechanically. Ohno said, "I was intrigued by Ford's question. Is cotton the best material we can use here?"  As Ford pointed out, people follow tradition. This might be acceptable in private life, but in industry, outdated customs must be eliminated. This process of aking why represents Ford's business spirit.  Ohno said reading Ford shows many such brilliant inverse conceptions.

Getting Away from Quantity and Speed

Is efficiency in production systems wrecking all the finer things in life?

Efficiency is merely doing the work in the best way you know rather than in the worst way. It is the taking of a trunk up a hill on a truck rather than on one's back. It is training of the worker and the giving to him of power so that he may earn more and have more and live more comfortably.

6. Surviving the Low-Growth Period

The System Raised in the High-Growth Period

Raising Productivity during Low Growth

Learning from the Flexibility of Ancient People

Important Terms Used to Describe Toyota Production System

Andon

Autonomation

Baka-Yoke

Baton Passing Zone

Do NOt Mkae Isolated Islands

Five Why's

Just-in-Time

Kanban

Labor Saving to Worker Saving to Reducing Number of Workers

Moving vs. Working

Multi-Process Operation System

Operating Rate and Operable Rate

Production Leveling

Profit-Making Industrial Engineering

Real Cause

Required Numbers Equal Production Quantity

Small Lot Sizes and Quick Setups

Standard Work Procedures

Stopping the Line

Tact Time

Toyota Production System

Visual Control (Management by Sight)

Waste Recognition and Elimination

Work Flow and Work Forced to Flow


Work Improvement vs. Equipment Improvement
Work productivity improvement is productivity improvement using the existing equipment. Only tools, jigs and fixtures are introduced as required in work productivity improvement.
If equipment improvement comes first, manufacturing processes will never be improved.

Shigeo Shingo -  Study of Toyota Production System from Industrial Engineering Point of View." - Summary

Shigeo Shingo, the famous industrial engineer from Japan, taught training programmes in Toyota Motors and also gave consultancy services. Based on Taiichi Ohno's book on Toyota Production System, Shingo gave further details of the system in the a book titiled "Study of Toyota Production System from Industrial Engineering Point of View."

You can read the summary of the books in these two parts.

http://nraoiekc.blogspot.com/2014/02/industrial-engineering-foundation-of.html

http://nraoiekc.blogspot.com/2014/02/industrial-engineering-foundation-of.html








Updated 27.5.2025,  9 Sep, 5 Sep 2015, 30 Nov 2013

How to Make a Machine Shop Lean - Dr. Shahrukh Irani - Chapter Summary

According to me lean is initially applied to inventory by MIT team. Then extended to all resources. Then they first extended idea to waste. Basically lean initially is only part of industrial engineering. In a clever way, thelean proponents went extending lean concept to include all the objectives of industrial engineering but they could not accept all the techniques and tools of IE. Hence, the effectiveness of lean is not up to the expectations and sufficient criticism of Lean has surfaced. Now Even Jim Womack accepts that lean is not encountering problems in giving expected results.

But, readers have to learn the recommended lean implementation procedures as lean has value as one of the tasks of industrial engineering. It is certainly an advance in IE based productivity improvement.

Preview the chapter by Dr. Shahrukh Irani

https://books.google.co.in/books?id=binhDwAAQBAJ&pg=330#v=onepage&q&f=false

in the book - Job Shop Lean: An Industrial Engineering Approach to Implementing Lean in High-Mix Low-Volume Production Systems  By Shahrukh A. Irani.

Copyright Year 2020

https://www.routledge.com/Job-Shop-Lean-An-Industrial-Engineering-Approach-to-Implementing-Lean-in/Irani/p/book/9781498740692

Lean Tools to Use in Machine Shop

Leanness or "Lean Strategy" Planning

Gemba Walks

Workplace Design with 6S

SMED

TPM

Poka Yoke

Quality at Source - In Process (F.W. Taylor)

Visual Workplace

Right-sized Flexible Machine

Standard Work

Standardized Process

Continuous Problem Solving 

Book Chapters - Shahrukh Irani -  - Industrial Engineering in Job Shops - Job Shop Lean.

https://www.linkedin.com/posts/shahrukh-irani-8b25a55_chapter-1-from-my-book-including-appendices-activity-7316243520120373249-cy55/

Published 8/1/2018 

10 Lean Manufacturing Ideas for Machine Shops

In addition to the right mix of traditional strategies, a new lean manufacturing toolkit can make high-mix, low-volume machining faster, more predictable and less expensive.

DR. SHAHRUKH A. IRANI, LEAN & FLEXIBLE LLC

https://www.mmsonline.com/articles/10-lean-manufacturing-ideas-for-machine-shops

Ud. 15.4.2025

Pub. 30.6.2022

Kaizen Assembly: Designing, Constructing, and Managing a Lean Assembly Line - Improving an Assembly Line

Kaizen Assembly: Designing, Constructing, and Managing a Lean Assembly Line - Book Information

Chris A. Ortiz
CRC Press, 26-Jun-2006 -  264 pages


Kaizen Assembly: Designing, Constructing, and Managing a Lean Assembly Line takes you step-by-step through an actual kaizen event. This approach demonstrates in detail the mindset, the processes, and the practical insight needed to transform your current assembly line into a world-class lean operation.

Chris Ortiz brings the experience of over 150 successful kaizen events to the pages of this unique guide. Using clear, succinct, and unambiguous language rather than more general and esoteric terms found in other books, he explains how to implement waste reduction, 5S, time and motion studies, line balancing, quality-at-the-source, visual management, and workstation and assembly line design. Taking a unique approach, the book follows an example of the assembly process for an electric bike including illustrations of nearly every step along the way. Ortiz even includes the most valuable teaching tool of all: past mistakes, how they were overcome, and how to identify and avoid them.

Providing expert guidance that will last long after the consultants have left, Kaizen Assembly supplies the tools you need to make kaizen and lean assembly a permanent fixture at the heart of the shop floor.


Preview

https://books.google.co.in/books/about/Kaizen_Assembly.html?id=h9bLBQAAQBAJ

http://books.google.co.in/books?id=61Wr87UGAFAC

https://www.assemblymag.com/keywords/2613-kaizen

https://www.assemblymag.com/articles/98201-small-kaizen-generates-big-savings-at-toyota-assembly-plant

https://www.assemblymag.com/articles/97855-toyota-unveils-new-generative-ai-technique-for-vehicle-design

https://www.assemblymag.com/articles/97981-the-toyota-production-system-a-fresh-look

https://www.assemblymag.com/articles/98041-toyota-improves-engine-assembly

A methodological approach for kaizen events in assembly cells

May 2017

Conference: Institute of Industrial and Systems Engineers Cofference and Expo (2017)At: Pittsburgh, PA, USA

Authors:

Mateus José do Rêgo Ferreira Lima

The Ohio State University

https://www.researchgate.net/publication/329104329_A_methodological_approach_for_kaizen_events_in_assembly_cells

Full List of Articles on Kaizen

Kaizen eno Yon Dankai - Improvement in 4 Steps - History of Kaizen in Japan

https://nraomtr.blogspot.com/2013/11/kaizen-eno-yon-dankai-improvement-in-4.html

Rules for Successful Kaizen Management

https://nraomtr.blogspot.com/2013/11/rules-for-successful-kaizen-management.html

Kaizen - Engaging Front-Line Staff in Continuous Improvements - Industrial Engineering

https://nraoiekc.blogspot.com/2022/09/engaging-front-line-staff-in-continuous.html

Leading and Managing Kaizen Events

https://nraoiekc.blogspot.com/2023/06/leading-and-managing-kaizen-events.html

Agile Kaizen

https://nraoiekc.blogspot.com/2022/08/agile-kaizen.html

Kaizen - The Japanese Style Productivity Improvement Methodology

https://nraoiekc.blogspot.com/2012/04/kaizen-japanese-style-productivity.html

Industrial Engineering is Kaizen in Engineering

https://nraoiekc.blogspot.com/2021/06/industrial-engineering-kaizen-in.html

Kobetsu Kaizen - Focused Improvement of Machine and Machine Work in TPM

https://nraoiekc.blogspot.com/2022/06/kobetsu-kaizen-focused-improvement-of.html

Front Line Kaizen for Product and Process Industrial Engineering

https://nraoiekc.blogspot.com/2017/02/front-line-kaizen-for-product-and.html

Gadget-based improvement is widespread as improvement activities that can not only eliminate losses but also inspire the workplace.

Karakuri Kaizen - Introduction

https://nraoiekc.blogspot.com/2021/10/karakuri-kaizen-introduction.html

Industrial Engineering is Kaizen Engineering

https://nraoiekc.blogspot.com/2017/06/industrial-engineering-is-kaizen.html

Toyota Kaizen Methods: Six Steps to Improvement - 2010 - Book Information

https://nraoiekc.blogspot.com/2013/11/toyota-kaizen-methods-six-steps-to.html

Kaizens - Production Improvement Ideas Implemented - India - Kaizen Eye

https://nraoiekc.blogspot.com/2013/12/kaizens-production-improvement-ideas.html

Kaizen Assembly: Designing, Constructing, and Managing a Lean Assembly Line - Book Information

https://nraoiekc.blogspot.com/2013/11/kaizen-assembly-designing-constructing.html

Kaikaku: The Power and Magic of Lean : a Study in Knowledge Transfer - 2004 - Norman Bodek - Book Information

https://nraoiekc.blogspot.com/2013/09/kaikaku-power-and-magic-of-lean-study.html

Kaizen Costing and Kaizen Cost Management

https://nraomtr.blogspot.com/2012/01/kaizen-costing-and-kaizen-cost.html

Ud. 10.11.2024

Pub. 30.11.2013

Warehouse Industrial Engineering - Warehouse Efficiency Improvement - Bibliography

New.

Popular E-Book on IE,

Introduction to Modern Industrial Engineering.  #FREE #Download.

In 0.1% on Academia.edu. 3600+ Downloads so far.

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0

Storage and Warehouse System - Process Improvement - Flow Process Chart Based Industrial Engineering - Module Lessons

146. Warehouse Industrial Engineering - Introduction

147. Warehouse Processes

148. Automated Storage and Warehousing - Storage Operation Improvement in Engineering Processes

149. News - Information for Storage/Warehousing Operation Analysis

News - Information for Storage/Warehousing Operation Analysis

http://www.dhl-discoverlogistics.com/cms/en/course/tasks_functions/warehouse/key_indicators.jsp

Warehouse Design

https://www.researchgate.net/publication/336006671_Warehouse_design_for_production_needs

https://www.wbdg.org/building-types/warehouse

https://www.interlakemecalux.com/warehouse-manual/warehouse-design/warehouse-layout

https://www.avantauk.com/guide-to-warehouse-design-for-manufacturing/


Storage and Handling System - Chapter 11

in Business Logistics/supply Chain Management: Planning, Organizing, and Controlling the Supply Chain 

By Ronald H. Ballou, Samir K. Srivastava

2007

https://books.google.co.in/books?id=4cyN3lVFe-UC&pg=PA481#v=onepage&q&f=false

Storage and Handling Decisions - Chapter 12

in Business Logistics/supply Chain Management: Planning, Organizing, and Controlling the Supply Chain 

By Ronald H. Ballou, Samir K. Srivastava

2007

https://books.google.co.in/books?id=4cyN3lVFe-UC&pg=PA513#v=onepage&q&f=false

Material Handling System Design in Warehouse

in Business Logistics/supply Chain Management: Planning, Organizing, and Controlling the Supply Chain 

By Ronald H. Ballou, Samir K. Srivastava

2007

https://books.google.co.in/books?id=4cyN3lVFe-UC&pg=PA534#v=onepage&q&f=false

Warehouse Management and Productivity Improvement: A Complete Guide to Improving Efficiency and Minimizing Costs in the Modern Warehouse

(Interesting chapters - Copy with me)

Gwynne Richards

Kogan Page Publishers, 03-Jun-2011 - Business & Economics - 344 pages

Warehouses are an integral link in the modern supply chain, ensuring that the correct product is delivered in the right quantity, in good condition, at the required time, and at minimal cost: in effect, the perfect order. The effective management of warehouses is vital in minimizing costs and ensuring the efficient operation of any supply chain. Warehouse Management is a complete guide to best practice in warehouse operations. Covering everything from the latest technological advances to current environmental issues, this book provides an indispensable companion to the modern warehouse. Supported by case studies, the text considers many aspects of warehouse management, including: cost reduction productivity people management warehouse operations With helpful tools, hints and up-to-date information, Warehouse Management provides an invaluable resource for anyone looking to reduce costs and boost productivity.

https://books.google.co.in/books?id=fe0O6Q16mzEC

The Warehouse Management Handbook

Jerry D. Smith

Tompkins Press, 1998 - Business & Economics - 980 pages

Completely revised to reflect recent developments ranging from ADA requirements to re-engineering, benchmarking and cycle-time reduction, this book provides advice on planning, equipping and managing every aspect of the warehouse operation. It includes such topics as: changing technologies; specific planning data; valuable implementation guidance; and new case studies from such companies as Abbot Laboratories, Rubbermaid, Ross Stores and Sara Lee.

https://books.google.co.in/books?id=oHkA15BCY9MC

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

Research Papers - Articles

https://mdpi-res.com/d_attachment/logistics/logistics-07-00024/article_deploy/logistics-07-00024.pdf?version=1681364448

https://pdfs.semanticscholar.org/6080/3a98e300ab4274423f9d4a2aa1b04aec90e1.pdf

http://www.wiu.edu/cbt/jcbi/documents/VolumeTwentyThree2018/BrazhkinKeyWarehouseResources2018.pdf

2015

https://iwla1891.com/2015/09/16/essentials-of-warehouse-arnold-maltz-explores-future-warehousing-decision-drivers/

2013

Lessons learned during the lengthy search for the perfect methodology
By Russell D. Meller and Lisa M. Thomas
Industrial Engineer Engineering and Management Solutions at Work
December 2013    |    Volume: 45    |    Number: 12



The Productivity Trifecta of Warehouse Optimization: Engineered Labor, Slotting, and Task Interleaving
By Tom Kozenski
http://www.parcelindustry.com/ME2/dirmod.asp?sid=&nm=&type=Publishing&mod=Publications%3A%3AArticle&mid=8F3A7027421841978F18BE895F87F791&tier=4&id=A41003337D6F4CA0BAB1995D9DA66C41


2012

http://www.industryweek.com/warehousing-and-distribution/improve-efficiency-within-warehouse

Index: https://www.industryweek.com/supply-chain/warehousing-and-distribution

http://www.forte-industries.com/media/16794/increasing_warehouse_productivity_2012.pdf


2010

Facility design: Achieving overall efficiency in the warehouse environment
The South African Breweries (SAB) Limpopo warehouse (depot) functionally serves as a buffer
(decoupler) for material flow received from various plants namely Polokwane, Rosslyn, Chamdor and
Alrode. Viewed from this perspective the buffering  function of a warehouse seeks to ensure SAB is able to service customer's needs efficiently.  The SAB warehouse executes the following basic functions: receiving,
storage, order picking and shipping.
http://repository.up.ac.za/bitstream/handle/2263/16554/Serote_Facility(2010).pdf?sequence=1


“Warehouse efficiency at Topa verpakking”

The problem definition of this research is: “How can non value adding activities be reduced to
improve the efficiency in the distribution center of Topa verpakking? “. The word efficiency is defined
as doing the thing right which is usually measured as the output per unit input.

http://essay.utwente.nl/60724/1/MSc_Gerben_Stouwdam.pdf

WAREHOUSE REDESIGN OF FACILITY LAYOUT, RACKING SYSTEM AND ITEM CLASSIFICATION AT SUNRIZE TACKLE INC
http://digitalcommons.calpoly.edu/cgi/viewcontent.cgi?article=1001&context=imesp

2008
Warehousing in theory and practice

A case study at ÖoB, Clas Ohlson, Stadium, Åhlens

Some of the recent developments in the warehousing led to the development of new
warehousing concept called a “Retail Warehouse”. In a retail warehouse, the floor space
is used for warehousing as well as the retail store. These types of warehouses are
equipped with tall racks and the items which are ready for sale are placed at the bottom
of the racks and the products which are wrapped, packaged and palletized are placed in
the top parts. This concept cuts down the costs involved in warehousing and eliminates
the total concept of warehouse.

http://bada.hb.se/bitstream/2320/4995/1/Kare,%20Kumar%20Rajuldevi,%20Veeramachaneni.pdf

2005
Charley Johnston, Senior Process Improvement Engineering
http://www.fortna.com/newsletter/Newsletter2Q05.pdf


2004
Digital age warehousing
http://www.industryweek.com/planning-amp-forecasting/digital-age-warehousing


http://www.werc.org/assets/1/workflow_staging/Publications/411.PDF

1992

https://asu.pure.elsevier.com/en/publications/some-propositions-about-outsourcing-the-logistics-function

Warehousing Research - Bibliography

Warehousing Research Themes

Warehouse design and operation: Cormier and Gunn (1992); Baker and Canessa (2009); Rouwenhorst et al. (2000); de Koster, Le-Duc, and Roodbergen (2007); Gong and de Koster (2011); Davarzani and Norrman (2015)

Warehouse operations planning and controlling: Van den Berg (1999); Gu, Goetschalckx, and McGinnis (2007); Gils et al. (2018); Masae, Glock and Grosse (2020)

Warehouse performance measures: Staudt et al. (2015); Khanzode and Shah (2017)

Warehouse automation: Lim, Bahr, and Leung (2013); Azadeh, De Koster, and Roy (2019); Custodio and Machado (2020); Jaghbeer, Hanson and Johansson (2020)

Sustainable warehouse: Wahab, Sayuti and Talib (2018); Bartolini, Bottani and Eric (2019)

Emerging practices in warehouse: Melacini et al. (2018); Kembro, Norrman and Eriksson (2018); Boysen, de Koster and Weidinger (2019)

warehousing system evolution:  Shashank, Narkhede, Jain (2020) 

Warehousing system evolution:  Shashank, Narkhede, Jain (2020) 

Themes and sub-themes of warehousing research

Theme Subtheme

Operation strategy planning and policy, warehouse location/size

Infrastructure design location-allocation/reallocation, layout design, safety & ergonomics

Resource Management  

Technology and equipment technology implementation, automation control, WMS/DSS, equipment configuration

Warehouse operations receiving, storing, picking, shipping,

Performance evaluation performance measurement system (PMS), customer service

Updated 12.9.2023, 13January 2021,  24 October, 2016

Zero Defect Movement, Six Sigma Method and Industrial Engineering - Robust Productive Process Design

Six Sigma - Contribution to GE - 1997 - Covered in the first version.

Zero Defect Movement, Six Sigma Method and Industrial Engineering - Robust Productive Process Design - IE Six Sigma Projects.

Industrial engineers have to make their process redesigns more productive. They have to  robust also with respect to variation and the six sigma exercise will facilitate that task. Industrial engineers can measure the output possible from a current process optimized using six sigma exercise and also  subject the redesigned process to six sigma exercise. It is logical that the process which gives better output in terms quality, productivity and cost will be selected. A multi-objective criterion can be used to make the choice.

Even in lean systems, necessary safety stocks are employed to manage the risks economically. The point in TPS is to attack the risk drivers first to change them for better before using safety stocks to compensate for them.  Narayana Rao, 17.2.2022.

Lesson 158 of  Industrial Engineering ONLINE Course. (Lesson of Analysis of Delays sub-module)
Lesson 156:     Analysis of Delays in the Processes - Part of Flow Process Chart Analysis

Moving closer and closer to zero defects goal improves processes. This will reduce defects and reduce delays that are caused by rework and the maintenance of safety stocks to avoid production stoppages.

Process industrial engineering has to aim at zero defects in its productivity improvement projects. F.W. Taylor specially highlighted the attention to quality in productivity improvement initiatives. But he was not given adequate credit for it by subsequent scholars who blamed productivity improvement for quality deterioration. Industrial engineers have to be conscious of quality dimension. Defects decrease productivity in terms of profit and cost. Additional production does not increase profit, if additional defects offset the contribution provided by the incremental good items produced. Industrial engineers have to justify their productivity improvement ideas and projects through engineering economic analysis. An industrial engineering ideas or suggestion or redesign can be implemented only when it provides adequate return on investment. In doing engineering economic analysis, the cost of defects will enter the calculation and more the defects, more will be the cost and it will reduce ROI.

Industrial engineers have to pay attention to the zero defect science and technology available and adopt it in the engineering systems achieve zero defects along with increased productivity.

Jidoka - Zero Defects - Japan

Jidoka, that is process design and process improvement  is  one of the two pillars of Toyota Production System, the World Standard for Manufacturing during 1970 to 2010. Now of course the aspiration is Smart Manufacturing System and Smart Factory. Many researchers, scholars, industrialists, innovators, engineers and administrators are making great efforts to come out with smart manufacturing system that will give them the competitive advantage in the Industry 4.0 engineering environment. Zero defects is practiced by Toyoda textiles and the objective and practices were further refined in Toyota Motors.

The Toyota Production System was developed by Toyota in the 1950's. Taichi Ohno is a leader in this system development. He wrote some books and also is quoted in some other books. He says Jidoka and JIT are the two pillars of TPS.  Thus, the origins of TPS started much earlier to the special efforts of Ohno and Shigeo Shingo.

The concept of Jidoka, which was originally developed by Toyota's founder, Sakichi Toyoda in 1920's, as 'intelligent automation', and first used on automatic looming machines to improve productivity as well as ensuring quality, by automatically detecting abnormalities. Automatic machines should increase productiion but should  not produce defects is the idea behind Jidoka. A machine that does not produce defects is an idea of Jidoka. Thus Japanese zero defect movement was started by Sakichi Toyoda.

In the 1930s the concept of 'Just-in-Time', was invented by Kiichiro Toyoda as part of his efforts to create an efficient way of manufacturing Toyota cars, when resources were scarce, and waste could not be afforded. Just-in-time depends on getting exactly the right goods (components) to exactly the right place at the right time.

Jidoka and Just-in-time formed the two pillars of the Toyota Production System which was developed by Taichi Ohno and has since been improved over many decades.
https://toyota-forklifts.eu/our-offer/services-solutions/toyota-lean-academy/toyota-production-system/

Supporting documents
https://blog.gembaacademy.com/2007/04/09/jidoka-forgotten-pillar/
https://books.google.co.in/books?id=hlgyDwAAQBAJ&pg=PA44#v=onepage&q&f=false
https://in.kaizen.com/blog/post/2016/10/12/jidoka-the-forgotten-pillar.html
https://books.google.co.in/books?id=K9aYpFdFONUC&pg=PA95#v=onepage&q&f=false
https://world-class-manufacturing.com/jidoka.html
http://alexsibaja.blogspot.com/2014/02/jidoka-is-path-to-zero-defect.html

Zero Defects Movement - Phil Crosby

Six sigma method is engineering solution to zero defect movement started by Phil Crosby.

Zero Defects is the approach to quality that was developed and promoted by the guru Philip B. Crosby in his book ‘Quality Is Free’.

It’s a way of thinking about quality that doesn’t tolerate errors or defects and continually strives to improve processes and prevent errors so that work is always done correctly without needing repetition or rework or generating waste;

The accepted theory was that a certain level of defects is seen as normal or acceptable, as implied by the Acceptable Quality Limit approach; Crosby took a strong line against AQLs for precisely that reason, he saw them as a “commitment, before we start the job, that we will produce imperfect material”.

Zero Defects is based on four key principles:

Quality is simply conformance to requirements.
It is always cheaper to do the job right the first time than to correct problems later
Quality is measured in monetary terms (the price of non-conformance)
The performance standard for a process must be Zero Defects.


The key word for achieving Zero Defects is Zero defects production. Not reworking to correct errors or deviations.

The case for Zero Defects

Crosby explains that defects result in costs which can be measured - inspection, waste/scrap, rework, lost customers, etc. By eliminating defects these costs are sufficiently reduced that the savings more than pay for the quality improvement programme; hence his assertion that ‘Quality is Free’ and his advocacy of the quality management movement.

As with many areas of quality management it’s about the philosophy and the journey you take from where you are now to being a better business, it is the “attitude of defect prevention”.

When your goal is zero defects it sets a standard against which all your processes can be assessed. It’s about continually striving to work better and not being satisfied with the status quo.

Crosby gave a 14 step quality improvement programme.
http://www.qualityandproducts.com/2009/12/08/the-pros-and-cons-of-%E2%80%98zero-defects%E2%80%99/

Lockheed Martin - Proud of Phil Crosby and Zero Defect Program

It was at the Martin Company’s Orlando plant that a far-reaching and influential program was born: Zero Defects, the granddaddy of nearly every quality control program in the world. One of the plant’s first jobs was the production of the first Pershing missile for the United States Army. Philip Crosby was the quality control manager on the Pershing missile program, and he established the four principles of Zero Defects:

1) Quality is conformance to requirements,
2) Defect prevention is preferable to quality inspection and correction,
3) Zero Defects is the quality standard, and
4) Quality is measured in monetary terms—the Price of Nonconformance.

Put simply, it’s better to do it right the first time than to have to correct mistakes later. Crosby’s standards were credited with a 25 percent reduction in the Pershing missile program’s overall rejection rate, and a 30 percent reduction in scrap costs. Zero Defects meant a better product, produced more economically.

The Martin Company offered Zero Defects freely to all other aerospace companies and, years later, it was adopted by automobile manufacturers around the world.

Zero Defects was the guiding principle behind Martin Marietta’s work on the Titan rocket series, which propelled NASA’s Gemini astronauts into orbit over ten months in 1965 and 1966. The end result was a program that launched ten manned missions and had a 100 percent success rate—a feat unmatched in space travel before.

http://www.lockheedmartin.com/us/100years/stories/zero-defects.html

Advancing zero defect manufacturing: A state-of-the-art perspective and future research directions

DarylPowell,   Maria Chiara Magnanini,  Marcello Colledani, Odd Myklebust 

Computers in Industry

Volume 136, April 2022, 103596

https://www.sciencedirect.com/science/article/pii/S0166361521002037

Very interesting. very detailed article

FMEA

https://www.juran.com/blog/guide-to-failure-mode-and-effect-analysis-fmea

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Arsuaga Berrueta, M. et al., 2012, ‘Instrumentation and control methodology for zero 

defect manufacturing in boring operations’, in 23rd DAAAM International 

Symposium on Intelligent Manufacturing and Automation 2012, pp. 385–388. 

Beckert, E., et al., 2020. Multi-sensor and closed-loop control of component and assembly processes for zero-defect manufacturing of photonics. In: He, S., Vivien, L. 

(Eds.), Smart Photonic and Optoelectronic Integrated Circuits XXII. SPIE, pp. 12. 

https://doi.org/10.1117/12.2542060

Chen, M., Lyu, J., 2011. Enhancement of measurement capability for precision manufacturing processes using an attribute gauge system. Proc. Inst. Mech. Eng., Part 

B: J. Eng. Manuf. 225 (10), 1912–1924. https://doi.org/10.1177/0954405410396153

Liang, C., Li, Y., Luo, J., 2018. ‘Smart measurement systems for Zero-Defect 

Manufacturing’, in. Proc. - IEEE 16th Int. Conf. Ind. Inform., INDIN 2018, 834–839. 

https://doi.org/10.1109/INDIN.2018.8472016

Colledani, M., Coupek, D., Verl, A., Aichele, J., Yemane, A., 2014a. Design and evaluation 

of in-line product repair strategies for defect reduction in the production of 

electric drives. Procedia CIRP 21, 159–164. https://doi.org/10.1016/j.procir.2014.03.186 

Colledani, M., Tolio, T., Fischer, A., Iung, B., Lanza, G., Schmitt, R., Váncza, J., 2014b. 

Design and management of manufacturing systems for production quality. CIRP 

Ann. 63 (2), 773–796. (Available at). 〈https://www.sciencedirect.com/science/ 

article/pii/S000785061400184X〉. 

Colledani, M., Coupek, D., Verl, A., Aichele, J., Yemane, A., 2018. A cyber-physical 

system for quality-oriented assembly of automotive electric motors. CIRP J. 

Manuf. Sci. Technol. 20, 12–22. https://doi.org/10.1016/j.cirpj.2017.09.001

Dimla, E., 2018. Development of an innovative tool wear monitoring system for zerodefect manufacturing. Int. J. Mech. Eng. Robot. Res. 7 (3), 305–312. https://doi.org/ 

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Eger, F., Coupek, D., Caputo, D., Colledani, M., Penalva, M., Ortiz, J.A., Freiberger, H., 

Kollegger, G., 2018. Zero Defect Manufacturing Strategies for Reduction of Scrap 

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368–373. https://doi.org/10.1016/j.procir.2017.12.228

Eger, F., Reiff, C., Tempel, P., Magnanini, M.C., Caputo, D., Lechler, A., Verl, A., 2020. 

Reaching zero-defect manufacturing by compensation of dimensional deviations 

in the manufacturing of rotating hollow parts. Procedia Manuf. 51, 388–393. 

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Eldessouky, H.M., Flynn, J.M., Newman, S.T., 2019. On-machine error compensation for 

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Source: Advancing zero defect manufacturing: A state-of-the-art perspective and future research directions

DarylPowell,   Maria Chiara Magnanini,  Marcello Colledani, Odd Myklebust 

Computers in Industry

Volume 136, April 2022, 103596

https://www.sciencedirect.com/science/article/pii/S0166361521002037

_____________________

Manufacturing Excellence - 'Zero Defect, Zero Effect'

https://www.youtube.com/watch?v=zpJ98WObz7w

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Six Sigma Method - Lessons

409

Six Sigma

http://www.intechopen.com/books/quality-management-and-six-sigma/six-sigma

http://nraomtr.blogspot.com/2014/05/six-sigma-introduction.html

410

Initiating Six Sigma - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/initiating-six-sigma-ie-six-sigma.html

411

Measurements for Six Sigma - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/measurements-for-six-sigma-ie-six-sigma.html

412

Data Analysis for Six Sigma - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/data-analysis-for-six-sigma-ie-six.html

413

Improve The Process - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/improve-process-ie-six-sigma-robust.html

414

Control the Process - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/control-process-ie-six-sigma-robust.html

415

Implementing and Getting Results from Six Sigma - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/implementing-and-getting-results-from.html

416

Design for Six Sigma (DFSS) - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/design-for-six-sigma-dfss-ie-six-sigma.html

417

Application of Six Sigma. Successful Projects from the Application of Six Sigma Methodology - Jaime Sanchez and Adan Valles-Chavez.

https://www.intechopen.com/chapters/17409

Articles on Six Sigma

The Certified Six Sigma Black Belt - Donald Benbow and T.M. Kubiak - Book Information

Six Sigma - Introduction

Total Quality Management: Focus on Six Sigma - Review Notes

Control of Variation in Inputs and Outputs - Management Insights from Statistics

How GE Stays Young

by Brad Power

May 13, 2014

GE is an icon of management best practices. Under CEO Jack Welch in the 1980s and 1990s, they adopted operational efficiency approaches (“Workout,” “Six Sigma,” and “Lean”) that reinforced their success and that many companies emulated. But,  GE is moving on. While Lean and Six Sigma continue to be important, the company is constantly looking for new ways to get better and faster for their customers. That includes learning from the outside and striving to adopt certain start-up practices, with a focus on three key management processes: (1) resource allocation that nurtures future businesses, (2) faster-cycle product development, and (3) partnering with start-ups.

Harvard Business Review Article.

https://hbr.org/2014/05/how-ge-stays-young

Six Sigma - Contribution to GE - 1997

Excerpts from  GE Annual Report 1997
http://bib.kuleuven.be/ebib/data/jaarverslagen/GE_1997.pdf


The centerpiece of our dreams and aspirations "the drive for Six Sigma quality.

 “Six Sigma” is a disciplined methodology, led and taught by highly trained GE employees
called “Master Black Belts” and “Black Belts,” that focuses on moving every process that touches our
customers — every product and service — toward near-perfect quality.


Six sigma projects usually focus on improving our customers’ productivity and reducing their capital outlays, while increasing the quality, speed and efficiency of our operations.

We didn’t invent Six Sigma — we learned it.

Motorola pioneered it and AlliedSignal successfully embraced it. The experiences of these two companies, which they shared with us, made the launch of our initiative much simpler and faster.

GE had another huge advantage that accelerated our quality effort: we had a Company that was open to change, hungry to learn and anxious to move quickly on a good idea.

At GE today —finding  the better way, the best idea, from whomever will share it with us, has become our central focus.

Nowhere has this learning environment, this search for the better idea, been more powerfully demonstrated than in our drive for Six Sigma quality. Twenty-eight months ago, we became convinced that Six Sigma quality could play a central role in GE’s future; but we believed, as well, that it would take years of consistent communication, relentless emphasis and impassioned leadership move this big Company on this bold new course.

We were wrong!

Projections of our progress in Six Sigma, no matter how optimistic, have had to be junked every few months as gross underestimates. Six Sigma has spread like wildfire across the Company, and it is transforming everything we do.

We had our annual Operating Managers Meeting — 500 of our senior business leaders from around the globe — during the first week of January 1998, and it turned out to be a wonderful snapshot of the way this learning Company — this new GE — has come to behave; and now, with Six Sigma, how it has come to work.

Today, in the uncountable number of business meetings across GE — both organized and “in-the-hall” — the gates are open to the largest flood of innovative ideas in world business. These ideas are generated, improved upon and shared by 350 business segments — or, as we think of them, 350 business laboratories. Today, these ideas center on spreading Six Sigma “best practices” across our business operations.

At this particular Operating Managers Meeting, about 25 speakers, from across the Company and around the world, excitedly described how Six Sigma is transforming the way their businesses work.

They shared what they had learned from projects such as streamlining the back room of a credit card operation, or improving turnaround time in a jet engine overhaul shop, or “hit-rate” improvements in commercial finance transactions. Most of the presenters focused on how their process improvements were making their customers more competitive and productive:

• Medical Systems described how Six Sigma designs have produced a 10-fold increase in the life of CT scanner x-ray tubes — increasing the “uptime” of these machines and the profitability and level of patient care given by hospitals and other health care providers.

• Superabrasives — our industrial diamond business — described how Six Sigma quadrupled its return on investment and, by improving yields, is giving it a full decades worth of capacity despite growing volume — without spending a nickel on plant and equipment capacity.

• Our railcar leasing business described a 62% reduction in turnaround time at its repair shops: an enormous productivity gain for our railroad and shipper customers and for a business that’s now two to three times faster than its nearest rival because of Six Sigma improvements. In the next phase, spread across the entire shop network, Black Belts and Green Belts, working with their teams, redesigned the overhaul process, resulting in a 50% further reduction in cycle time.

• The plastics business, through rigorous Six Sigma process work, added 300 million pounds of new capacity (equivalent to a “free plant”), saved $400 million in investment and will save another $400 million by 2000.

At our meeting, zealot after zealot shared stories of customers made more competitive, of credit card and mortgage application processes streamlined, of inventories reduced, and of whole factories and businesses performing at levels never believed possible.

The sharing process was repeated at another level two weeks later in Paris, as 150 Master Black Belts and Black Belts, from every GE business throughout Europe, came together to share and learn quality technology. This learning is done in the boundaryless, transcultural language of Six Sigma, where “CTQ’s” (critical to quality characteristics) or “DPMO’s” (defects per million opportunities) or “SPC” (statistical process control) have exactly the same meaning at every GE operation from Tokyo to Delhi and from Budapest to Cleveland and Shanghai.

The meeting stories are anecdotal; big companies can make great presentations and impressive charts. But the cumulative impact on the Company’s numbers is not anecdotal, nor a product of charts. It is the product of 276,000 people executing ... and delivering the results of Six Sigma to our bottom line.

Operating margin, a critical measure of business efficiency and profitability, hovered around the 10% level at GE for decades.  With Six Sigma embedding itself deeper into Company operations, GE in 1997 went through the “impossible” 15% level — approaching 16% — and we are optimistic about the upside.

Six Sigma, even at this relatively early stage, delivered more than $300 million to our 1997 operating income. In 1998, returns will more than double this operating profit impact. Six Sigma is quickly becoming part of the genetic code of our future leadership. Six Sigma training is now an ironclad prerequisite for promotion to any professional or managerial position in the Company — and a requirement for any award of stock options.

Senior executive compensation is now heavily weighted toward Six Sigma commitment and success — success now increasingly defined as “eatable” financial returns, for our customers and for us. There are now nearly 4,000 full-time, fully trained Black Belts and Master Black Belts: Six Sigma instructors, mentors and project leaders. There are more than 60,000 Green Belt part-time project leaders who have completed at least one Six Sigma project.

Already, Black Belts and Master Black Belts who are finishing Six Sigma assignments have become the most sought-after candidates for senior leadership jobs in the Company, including vice presidents and chief financial officers at some of our businesses. Hundreds have already moved upward through the pipeline. They are true believers, speaking the language of the future, energized by successful projects under their belts, and drawing other committed zealots upward with them.

In the early 1990s, we defined ourselves as a company of boundaryless people with a thirst for learning and a compulsion to share

Now it is Six Sigma that is  permeating much of what we do all day.

We are feverish on the subject of Six Sigma quality as it relates to products, services and people — maybe a bit unbalanced —  because we see it as the ultimate way to make real our dreams of what this great Company could become.

Six Sigma has turned up the voltage in every GE business across the globe, energizing and exciting all of us and moving us closer than ever to what we have always wanted to become: more than a hundred-billion-dollar global enterprise with the agility, customer focus and fire in the belly of a small company.

In our 1994 letter to you, we addressed the perennial question put to management teams, which is “how much more can be squeezed from the lemon?” We claimed, then, that there was in fact unlimited juice in this “lemon,” and that none of this had anything to do with “squeezing” at all.

We believed there was an ocean of creativity and passion and energy in GE people that had no bottom and no shores. We believed that then, and we are convinced of it today. And when we said that there was an “infinite capacity to improve everything,” we believed that as well — viscerally — but there was no methodology or discipline attached to that belief. There is now. It’s Six Sigma quality, along with a culture of learning, sharing and unending excitement.

2006 — Six Sigma Excellence Award Winners

Award for “Best Defect Elimination in Manufacturing”, sponsored by Minitab.

Winner: Reliance Industries Ltd (Neeraj Dhingra)

https://www.isixsigma.com/press-releases/2006-six-sigma-excellence-awards-and-winners-are/

2009 Six Sigma Excellence Finalists

Manufacturing

Medtronic Spinal & Biologics – "Set-screw Breakoff Torque"

Perlos Telecommunication & Electronic Component India Pvt. Ltd. – "Yield Improvement of In Mold Decoration (IMD) Molding Process"

Xerox – "Photoreceptor Belt Tensioning System"

https://www.reliableplant.com/Read/14589/isixsigma-names-finalists-for-six-sigma-awards

SIX SIGMA PRINCIPLES

Six Sigma is based on the following basic principles.

1. Y=f(X) + ε: All outcomes and results, the dependent variable (the Y) are determined by inputs (the Xs) with some degree of uncertainty (ε).


2. To change or improve results (the Y), you have to focus on the inputs (the Xs), modify them. (In the six sigma method, values of different variables X are changed systematically and resulting output is recorded and analyzed to find the best combination of values.

3. Variation is everywhere, and it degrades consistent, good performance. Your job is to find it and minimize it!

4. You get minimum variation for a particular combination Xs for given set of X and some times by including more input variables.

5. Valid measurements and data are required foundations for consistent, breakthrough improvement.

6. Only a critical few inputs have significant effect on the output. Concentrate on the critical few. There is some effort involved in determining the set of Xs that have significant effect on the output.


Philosophy – Process inputs control the outputs and determine their level of quality.

Focus – An unending quest for improving business processes.

Methods – Known as DMAIC (define, measure, analyze, improve, and control) and DMADV (define, measure, analyze, design, verify).

Measure of Success – Ultimately reducing defects to 3.4 per one million opportunities, through iterative application of six sigma methodology to understand the process better.

Books

https://books.google.co.in/books?id=VSsHiZlPieAC&pg=PA50#v=onepage&q&f=false

https://books.google.co.in/books?id=Us3PBAAAQBAJ

https://books.google.co.in/books?id=wQsA2dKzvQkC     2010 - Mikell J. Harry

https://ashwinmore.com/origin-of-lean-six-sigma/

Updated 11.10.2022,  22.7.2022, 14.4.2022,  17.3.2022,  17.2.2022, 7.2.2022, 21 Jan 2022, 23 Sep 2021,  25 August 2019, 24 August 2017, 3 March 2012