Saturday, January 12, 2013

Introduction to Human Factors and Ergonomics for Engineers, Second Edition By Mark R. Lehto, Steven J. Landry - Book Information







Introduction to Human Factors and Ergonomics for Engineers, Second Edition
By Mark R. Lehto, Steven J. Landry

Published October 26th 2012 by CRC Press – 794 pages

Series: Human Factors and Ergonomics

Contents


A GUIDED TOUR OF ERGONOMIC DESIGN

About This Chapter

Introduction

What Is Ergonomic Design?

Human-Centered Design

Military Equipment Design

Ergonomic Criteria

Models of Human Performance

Macroergonomics

Carrots and Sticks

Trends in Industry That Impact Ergonomic Design

Organizations and Additional Information on Ergonomic Design

Ergonomic Methods

Final Remarks

References

Discussion Questions and Exercises

THE HUMAN SYSTEM

About This Chapter

Introduction

The Skeletal Subsystem

The Muscles

Body Movement

The Sensory Subsystems

Support Subsystems

Final Remarks

References

Discussion Questions and Exercises

DESIGN TO FIT TASKS, PROCESSES, AND PEOPLE

About The Chapter

Introduction

Ergonomic Design Principles

Visual Graphics of Operations

Analysis of Tasks and Jobs

Final Remarks

References

Discussion Questions and Exercises

ASSESSMENT AND DESIGN OF THE PHYSICAL ENVIRONMENT

About the Chapter

Introduction

Cleanliness, Clutter, and Disorder

Temperature and Humidity

Lightening and Illumination

Noise

Final Remarks

References

Discussion Questions and Exercises

DESIGN OF WORK AREAS, TOOLS, AND EQUIPMENT

About the Chapter

Introduction

Applied Anthropometry

Design of Work Areas and Stations

Office Design

Design of Tools and Equipment

Protective Equipment for the Operator

Accommodating Handicapped People

Final Remarks

References

Discussion Questions and Exercises

METHODS IMPROVEMENT & MOTION ANALYSIS OF PHYSICAL TASKS

About the Chapter

Introduction

Methods Improvement

Motion and Micromotion Study

Manual Materials Handling

Final Remarks

References

Discussion Questions and Exercises

MEASUREMENT OF HUMAN PERFORMANCE

About the Chapter

Introduction

Some Probabilistic Assumptions

Time Study

Performance Leveling

Determining Allowances

Maintaining Standards

Indirect Performance Measurement

Criteria Other Than Time

Final Remarks

References

Discussion Questions and Exercises

PREDICTING HUMAN PERFORMANCE

About the Chapter

Introduction

Synthetic Data Systems

Standard Data Systems

Cognitive Modeling

Final Comments

References

Discussion Questions and Exercises

MEASUREMENT OF LEARNING AND FORGETTING

About This Chapter

Introduction

Performance Criteria and Experience Units

Some Learning Curve Models

Comparing Alternatives for Learnability

The Correct Learning Curve Model

Forgetting Curves

Final Comments

References

Discussion Questions and Exercises

SAMPLING METHODS IN INDUSTRIAL ERGONOMICS

About This Chapter

Introduction

Activity Sampling

Sampling Strategies

Sequential Bayesian Work Sampling

Final Comments

References

Discussion Questions and Exercises

QUESTIONNAIRES AND INTERVIEW

About the Chapter

Introduction

Questionnaire Design

Interviews

Final Remarks

References

Discussion Questions and Exercises

SIMULATION IN ERGONOMIC DESIGN

About the Chapter

Introduction

Essential Elements of Computer Simulation

Cognitive Simulation

Operator-in-the-Loop Simulation

A Simulation Strategy

Design of Simulation Experiments

Final Remarks

References

Discussion Questions and Exercises

DESIGN FOR CREW-TEAM OPERATIONS

About the Chapter

Introduction

Industrial Work Teams

Simulating Industrial Crews

Research, Development, and Design Teams

Final Remarks

References

Discussion Questions and Exercises

ERGONOMICS IN MAINTENANCE AND REPAIR

About the Chapter

Introduction

System Reliability and Availability

Maintenance Programs

Reducing Maintenance Effort

Final Remarks

References

Discussion Questions and Exercises

ERGONOMICS OF PRODUCT QUALITY AND USABILITY

About the Chapter

Introduction

Quality Management & Customer Driven Design

Usability Analysis & Testing

Designed Experiments

Final Remarks

References

Exercises and Discussion Questions

INSPECTION & QUALITY CONTROL

About the Chapter

Introduction

Some Common Types of Inspection

Human Inspection

Signal Detection Theory (SDT)

Inspection Economics

Improvement & Correction Strategies

Final Comments

References

Discussion Questions and Exercises

MACROERGONOMICS OF OCCUPATIONAL SAFETY AND HEALTH

About This Chapter

Introduction

Some Historical Background

Fundamental Concepts of Industrial Safety and Health

Contemporary Occupational Health and Safety Management

Hazards and Control Measures

Warnings and Safety Programs

Final Remarks

References

Discussion Questions and Exercises

COMMUNICATION AND DISPLAY DESIGN

About the Chapter

Introduction

Communication Theory

Human Information Processing

Display Design

Final Comments

References

Discussion Questions and Exercises

ERGONOMICS OF CONTROL

About this Chapter

Introduction

Control Systems

Manual Control

Design of Controls

Fuzzy Control

Supervisory Control

Final Comments

References

Some Discussion Questions

DECISION MAKING & DECISION SUPPORT

About This Chapter

Introduction

Classical or Normative Decision Theory

Behavioral Decision Theory

Naturalistic Decision Theory

Group Decision Making

Decision Support

Final Remarks

References

PERSONNEL SELECTION, PLACEMENT, AND TRAINING

About the Chapter

Introduction

Personnel Selection and Placement

Training

Job Aids

Economic Considerations in Training

Final Comments

References

Discussion and Exercise Questions

Suggested Solutions

DESIGN FOR COMPENSATION AND ACCOMMODATION

About This Chapter

Introduction

Job Evaluation

Measuring Productivity

Wage Administration

Job Design for Sub-Populations

Final Remarks

References

Some Discussion Questions

Some Exercises

Solutions to Exercises

Appendix A: Selling Ergonomics to Management

Appendix B: Economic Analysis of Projects in Ergonomic Design and Management

Appendix C: Some Probability Distributions

Appendix D: Tables of Statistical Distributions

Appendix E: Some Fundamentals of Statistical Regression and Correlation

Appendix F: Fundamentals of Analysis of Variance


Google Book Preview of Mark Lehto and Steven J. Landry
http://books.google.co.in/books?id=KR31uMoIarUC







Chapter - Ergonomics in Industrial Engineering - 2013 Edition



Bibliography

Motion Study by Frank Gilbreth, 2011
Full Text http://www.archive.org/stream/studymotion00gilbrich/studymotion00gilbrich_djvu.txt

Introduction to Human Factors and  Ergonomics for Engineers
Mark Lehto and Steven J Landry
2 edition, 2013
http://books.google.co.in/books?id=KR31uMoIarUC

Chapter - Motion Study - 2013 Edition


Previous Edition Materials

Principles of Motion Economy
Motion Study

Bibliography

Motion Study by Gilbreth, 1911
http://www.archive.org/stream/studymotion00gilbrich/studymotion00gilbrich_djvu.txt

Time and Motion Study in Improving Construction Productivity
Presentation on 8 March 2012
http://www.laricinaenergy.com/uploads/corporate/const_perf_improve_rev1.pdf

Occupational Study of Carpenters
http://www.coeccc.net/Environmental_Scans/Carpenters_Scan_SoCen_08.pdf


Optimization of Time by Eliminating Unproductive activities through MOST - 2012
http://www.ijitee.org/attachments/File/v1i1/A122051112.pdf

The bibliography is getting updated first as new sources of information are being identified.

Tuesday, January 8, 2013

Introduction to Industrial Engineering - Online Book - 2013 Edition



Preface

I am attempting to write the book once again in 2013 (8.1.2013). I made some previous attempts also and wrote number of articles. I am trying once again to write textbook version. My colleagues say one page a day could be the reasonable target for textbook writing. At that rate it will take two years to complete the book. But let me try and develop the text to the extent possible. Because number of articles were written earlier, may be it will be more easier in this attempt to complete the book.


Contents

Introduction to Industrial Engineering

Rationalization



Weber Four Types of Rationality

Formal Rationality

Formal rationality legitimates a  means-end rational calculation by reference back to universally applied rules, laws, or regulations.




Biblography

Manufacturing Ideology: Scientific Management in Twentieth Century Japan - William M. Tsutsui
Princeton Press, 2001, Google Preview
http://books.google.co.in/books/p/princeton?id=Np9Y0x-b37sC
The spread of Taylor's ideas were explained in detail in this book.

Taylorized Beauty of the Mechanical, Mauro F. Guillien, 2006, Princeton University Press
Google Full view book
http://books.google.co.in/books/princeton?hl=en&q=&vid=ISBN9780691115207



Max Weber's Types of Rationality: Cornerstones for the Analysis of Rationalization Processes in History' Stephen Kalberg Universitdt Tiubingen,
American Journal of Sociology, AIS Volume 85 Number 5 1145 - 1179.

http://www.engr.sjsu.edu/pabacker/scientific_mgt.htm


Taylorism in Soviet Russia
http://pages.uoregon.edu/kimball/Merkle.htm

Monday, January 7, 2013

Information Technology Systems Cost Reduction - Technology Opportunities




Watch video presentation by Accenture 2009
____________

http://www.accenture.com/us-en/Pages/insight-technology-consulting-cutting-it-costs-video.aspx
____________

Accenture 2009 report
http://www.accenture.com/SiteCollectionDocuments/PDF/SignificantandSustainedITCostReduction2.pdf

Accenture in a report 2012 identified number of IT cost reduction opportunities.

Immediate cost-reduction opportunities and minimizing ongoing IT expenditures.

Prioritizing project spending

    http://www.enterprisecioforum.com/en/blogs/pearl/five-steps-prioritizing-it-projects
    http://blog.nodeable.com/2012/05/24/cios-need-help-with-priorities-and-paying-for-them/
    http://reports.informationweek.com/abstract/83/8816/it-business-strategy/research-2012-it-spending-priorities-survey.html
 

Reviewing license and procurement spending


     Software Licensing Advisers
     http://msftadvisors.com/engagments.html
     http://news.techworld.com/applications/3334511/most-companies-over-spending-on-software-licences/
     http://www.civica.co.uk/library-and-learning/articles/79-Software-Spending-Review-savings-from-some-surprising-areas
     http://www.itassetmanagement.net/2010/08/03/license-management-steps-maximise-software-roi/

     Most companies overspending on licenses

     http://news.techworld.com/applications/3334511/most-companies-over-spending-on-software-licences/
     http://blogs.flexerasoftware.com/elo/software-costs-and-negotiations/
     http://www.civica.co.uk/financials/articles/105-Software-Spending-Review-savings-from-some-surprising-areas

Reducing supplier costs through strategies including leveraging higher levels of offshoring
     http://www.techrepublic.com/article/offshore-development-reduces-cost-decreases-production-cycle/1045994  - 2002

     Understanding Offshoring returns and risks
     http://www.compaid.com/caiinternet/ezine/offshorerisks.pdf

Renegotiating service level agreements


      http://www.expensemanagement.com/article.cfm?id=454
      http://www.deloitte.com/view/en_US/us/Services/consulting/technology-consulting/4eb37662c0d23210VgnVCM100000ba42f00aRCRD.htm
      http://www.tbicentral.com/success-stories/renegotiating-outsourcing-vendor-contract/
   

Streamlining IT operations, headcount and staffing
       http://www.idgconnect.com/view_abstract/10630/streamlining-it-operations-business-service-management-software
       http://esj.com/articles/2011/03/08/social-technologies-streamline-it-operations.aspx
       Streamlining client IT operations
       http://www.g-and-z.com/images/client_mgmt_solution_brief.pdf
       http://content.dell.com/us/en/gen/d/business~solutions~whitepapers~en/Documents~idc-streamline-operations-automated-system-management.pdf.aspx

Increasing utilization of assets to control cost drivers  such as data storage growth.
       Gartner - 10 Key actions to reduce Infrastructure and operation costs
        http://www.gartner.com/it/page.jsp?id=1807615   Sep 2011

New cost opportunities keep appearing and managers have to keep looking for them.



Optimization opportunity in  IT for efficiency

Achieve greater control and alignment of IT with the business through service catalogs

         http://reports.informationweek.com/abstract/83/8810/it-business-strategy/best-practices-10-steps-to-an-it-service-catalog.html
         http://campustechnology.com/articles/2011/09/01/secrets-of-the-service-catalog.aspx
         http://www.axiossystems.com/en/solutions/service-catalog/business-case.html
         http://www.pmg.net/company/news/pr/PMG-Service-Catalog-Automates-Operations
         http://www.numarasoftware.com/pdf/white-papers/EMA_Numara_Service_Catalog_Whitepaper.pdf                 http://www.owlpoint.com/Brochures/OwlPoint%20IT%20Service%20Catalog%20Service%20Sheet.pdf

Managing supply and demand through better IT asset management, IT process management and
automation

          Organizing IT Asset management today - 2011 - CA paper
           http://www.ca.com/~/media/Files/whitepapers/Organizing_ITAM-wp_221626.pdf
           http://itlever.com/2012/04/30/it-asset-management-tracking-technology-assets/
           http://www.ventanaresearch.com/itpm/

Rebuilding the IT operating model on a lower cost base


Initiatives to enable IT to do more with less

Virtualizing, consolidating, centralizing and standardizing servers, storage, databases and applications


            http://www.servicemesh.com/resources/transform-it-blog/blog/%E2%80%9Ci%E2%80%99m-using-virtualization-so-why-adopt-cloud%E2%80%9D-qa-from-the-trenches-series-1/
            http://briefingsdirectblog.blogspot.in/2012_08_12_archive.html
            http://www.bltrading.com/pdf/services/idc_server_consol.pdf
            http://www.directionsonmicrosoft.com/sample/DOMIS/research/2004/07jul/0704i_sb.htm
            http://www.oracle.com/technetwork/server-storage/solaris/documentation/how-to-consolidate-163579.pdf
             http://content.dell.com/us/en/enterprise/by-need-efficient-infrastructure-data-center-energy-efficiency-server-con-virt
             http://199.200.17.56/us-en/Pages/service-technology-server-rationalization-virtualization-solutions.aspx   - accenture Page on virtualization

Consolidation and Centralization
             http://www.cio.com/article/152850/Reduce_Information_Technology_Complexity_Costs_with_Consolidation

Standardization


Implementing “managed services”


              http://www.denaliai.com/resources/article.aspx?id=5-reasons-to-implement-a-managed-it-services-solution&category=continuity-disaster-recovery
              http://www.etomicmail.com/files/pdf/Why_A_Managed_Service.pdf
              http://www.varay.com/files/whitepaper/varay_mgt_it_services_2.pdf

Outsourcing of infrastructure and applications to eliminate fragmentation, complexity and waste
                  http://www.cio.com/article/497220/How_to_Use_Infrastructure_Outsourcing_To_Drive_Business_Transformation
              http://www.accenture.com/cn-en/outsourcing/infrastructure-outsourcing/Pages/index.aspx
              http://www.dell.com/us/corp/p/d/secure/gartner-mq-datacenter-infrastructure           
Increasing the use of cloud and SaaS
              http://www.cisco.com/web/strategy/docs/c11-687784_cloud_omputing_wp.pdf
              http://arxiv.org/ftp/arxiv/papers/1002/1002.3492.pdf
              http://www.computing.co.uk/ctg/feature/2044420/economic-benefits-cloud-computing

Introducing  more thin-client computing, workplace collaboration and self-service.
             http://www.devonit.com/thin-client-education/benefits-of-thin-client-computing
             http://www.nec.com/en/global/solutions/vpcc/casestudy/index.html


Re-architecting IT for efficiency


Prepare the business for opportunities that become popular and cost effective tomorrow.

Presently, the areas range from mobile application support to cloud computing services to support for personal devices,
IT organizations have to rethink their operations strategy to position themselves for
a future that is significantly more complex.


To prepare for this complexity, IT must adopt a cost-effective approach to managing PCs, mobile devices, software, the third-party supply chain, and the associated IT applications and infrastructure.
 IT must conduct a strategic analysis of the entire systems to assess applications’ readiness for transition to the cloud.
          http://sandhill.com/article/conducting-a-fit-and-readiness-assessment-for-public-cloud-it/
          http://www.oracle.com/us/products/consulting/resource-library/app-readiness-for-cloud-ds-1403367.pdf

Rewrite legacy applications to facilitate greater workforce mobility, integration of employee-owned devices, unified communications (voice, data and mobile),
           http://news.thomasnet.com/fullstory/IP-Telephony-Package-facilitates-workforce-mobility-470865
           http://blogs.softchoice.com/advisor/2012/05/moving-fast-on-workforce-mobility/
           http://www.codestone.net/news/story/workforce-mobility-a-key-trend-in-2010/19587286/
         
Employee personal devices Integration             http://www.cisco.com/en/US/docs/solutions/Enterprise/Borderless_Networks/Unified_Access/byoddg.html
            http://www.intel.com/content/www/us/en/enterprise-security/intel-it-enterprise-security-maintaining-information-security-while-allowing-personal-handheld-devices-paper.html
            http://www.htc.com/ro/about/newsroom/2012/2012-05-15-press-release

Use advanced sourcing strategies.

These above steps are iterative, ongoing processes through which organizations can continue to harness new levers and drive further cost reductions and efficiencies in IT.



Keep building IT-enabled business value

IT departments have to keep developing new IT applications and help the organization to provide better services to customers. Design of cost effective services has to be the objective and involving information technology industrial engineering in the IT systems design activity is the right way to ensure cost effective IT systems.


The levers are increased automation of business processes and user interactions;
user self-service;
transparent management information and key performance indicators;
and e-collaboration to boost workforce efficiency.

http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-IT-Cost-Reduction-Using-New-Technology.pdf



Lean Software Development


http://msdn.microsoft.com/en-us/library/vstudio/hh533841.aspx

http://www.infoq.com/articles/poppendieck-implementing-lean

Infoq.com search results for lean software - Large number of references

Dissertation of Kai Petersen - 2010 - Implementing Lean and Agile Software Development

http://blog.james-carr.org/2006/10/03/implementing-lean-software-development-chapter-1/

http://www.architech.ca/wp-content/uploads/2010/07/Lean-Software-Development-Cutting-Fat-Out-of-Your-Diet.pdf

WIPro case study http://www.outsourcing-center.com/2010-02-how-wipro-translated-toyotas-lean-principles-to-it-outsourcing-article-37268.html

WIPRO http://hbswk.hbs.edu/item/5741.html

Economic Times article on Wipro
http://epaper.timesofindia.com/Repository/ml.asp?Ref=RVRNLzIwMTEvMDQvMTQjQXIwMDQwMA==

Publication: The Economic Times Mumbai; Date: Apr 14, 2011; Section: Technology; Page: 4
Toyota’s Lean Lessons for Wipro

Case Studies of IT Cost Reduction

http://www.alixpartners.com/en/WhatWeveDone/ITInfrastructureandInvestmentOptimization/ITCostReductionGlobalManufacturing.aspx

http://cio.uiowa.edu/itplanning/GEF/Report%20submitted%20to%20the%20Provost.pdf


Journal of Applied IT and Investment Management
http://issuu.com/simcorp.com/docs/journal_of_applied_it_and_investment_vol4no1

Focus of Industrial Engineering - Badiru's Questions in 1994 - Efficiency the Answer

Badiru and Baxi in the article "Industrial engineering education for the 21st century",
Badiru, Adedeji B; Baxi, Herschel J. Industrial Engineering 26. 7 (Jul 1994): 66 made the following observations


IE is quickly losing its identity as a value-adding profession. The basic cause of this problem is that many IEs graduate without resolving the question of identity related to the following questions:

* What separates an IE from other engineers? and

* What contribution does the profession make to an organization?"

Answers given by Narayana Rao  K.V.S.S. in 2013.


What is the solution to these observations?

Clear answers to the two questions;


* What separates an IE from other engineers? and

* What contribution does the profession make to an organization?"

* What separates an IE from other engineers? 


The uniqueness of IE is the special focus on human effort and economic aspect of engineering. Industrial engineering is a management activity that originated in managing engineering activities. Every branch of engineering has associated industrial engineering activity. IE curriculums should provide specialization in various branches of Engineering under IE degree. May be a student will take two or even three engineering branches as elective specialisation in his IE studies.

In management IE is a staff activity and supports the line manager of department in improving the efficiency of the department. IE can be a position assisting the CEO and Chief Industrial Engineering has to be a coveted position of each IE graduate.

* What contribution does the profession make to an organization?"


The contribution of the IE department or function in an organization is improvement in efficiency and consequent reduction in cost. IE as a service activity, staff activity or overhead activity must be able to  improve the efficiency and reduce costs every period and every year. They have to be become the focal point of the cost reduction initiatives in the company and they have to independently monitor the technology environment relevant to their organization to identify cost reduction technology and method opportunities. Simultaneously they should be able independently design some in-house  method that give them cost reduction advantage compared to their competitors.


IEs have to trained in their multiple techniques so that they can use any one of them or an appropriate combination of them to improve the systems of their organization


Add to the observations of Badiru and Baxi observations of Weiss


Observations, based on 60 years of success, by the president of H.B. Maynard & Co. Inc.: IE
Torrey, Eric E. Industrial Engineering26. 12 (Dec 1994): 60.



Roger Weiss, president of H B Maynard & Co. Inc.,



WHAT DOES AN IE DO?

One of the consistent problems that the IE profession faces is the inability of IEs to really sell the value of their profession within the company.

I told a prospective client, a couple of weeks ago, that they needed to hire a couple of industrial engineers into their company...  And, when I told him a good industrial engineer would return their salary 10 times, he just looked at me in disbelief and said, 'Well, maybe that is the first year.'

They did not understand was they had so much latent potential.

And again, the focus was all on the direct labor. He said, 'How many people can we get out of here?' I said, 'Is the issue getting people out or getting product out?' It was not a matter of downsizing, it was a matter of getting more with what they had. And the benefits of that are fairly substantial.

"I guess it is that over the years (IEs) have not succeeded in selling their worth, or measuring their own worth. It is kind of ironic. People in the measurement business should be able to measure their own worth and prove to the company that they are actually saving them money."

-----------
Badiru - further

The root of this identity problem lies in the structured and isolated approach of various IE courses.

The academic curriculum rarely emphasizes the fundamental philosophy of IE itself. That philosophy is a holistic approach to design, development and implementation of integrated systems of men, machines and materials. 


Industry measures performance in terms of real contributions to organizational goals.


Many young graduates mistakenly perceive their expected roles as being part of the management personnel, having little or no direct association with shop-floor activities. Such views impede hands-on experience and prevent the identification of root causes of industrial problems.

Many new graduates take a long time to become productive in developing solutions that require multidisciplinary approaches.



Industrial engineering education for the 21st century: IE
Badiru, Adedeji B; Baxi, Herschel J. Industrial Engineering 26. 7 (Jul 1994): 66.



Format updated in January  2020