Productivity and IE in Fertilizer Manufacturing

2009
Improving Productivity of Ammonia and Urea Plants
of Gadepan Units of Chambal Fertilisers and Chemicals Ltd. India
http://www.faidelhi.org/FAI%20Seminar%202008/Presentations/Session%20III/Presentation%202.pdf

2008
Improvement of Energy Efficiency in India
http://shodhganga.inflibnet.ac.in/bitstream/10603/8669/11/11_chapter%203.pdf


Samsung Engineering is engaged by Ruwais Fertilizer Industries (FERTIL), a subsidiary of Abu Dhabi National Oil Company, to develop the new fertilizer plant. To deliver an integrated process control system for FERTIL-2, a new fertilizer plant being built near Abu Dhabi in the United Arab Emirates, Samsung selected  Honeywell’s Experion® Process Knowledge System (PKS) and Safety Manager to fully automate the facility and increase output for ammonia and urea used in fertilizer production by up to 50%.
https://www.honeywellprocess.com/en-US/news-and-events/Pages/PR_04122011_Honeywell-Systems-to-Boost-Productivity-at-New-Abu-Dhabi-Fertilizer-Plant.aspx

IC Controls is committed towards a  sustainable outlook for the fertilizer industry.

Precise water quality monitoring and measurement ensures improved productivity and efficiency of your process.
IC Controls wants to ensure that your manufacturing process is efficient and productive. Our products can
increase your production, improve your appearance to stakeholders, and minimize your impact on the environment. Your manufacturing process will be promoted as safe, responsible, and sustainable.
http://www.iccontrols.com/files/Sustainability%20for%20the%20Fertilizer%20Industry.pdf


Energy Efficiency in Fertiliser production and use
http://www.eolss.net/sample-chapters/c08/e3-18-04-03.pdf

India’s Fertilizer Industry: Productivity and Energy Efficiency
1999
http://energy.lbl.gov/ea/ies/iespubs/41846.pdf


Energy Efficiency Improvement Projects in Indian Fertilizer Plants
June 1995
USAID Project
http://pdf.usaid.gov/pdf_docs/PNACA413.PDF

Design to Cost - Jack V. Michaels and Willaim P. Wood - Book Information

Google Book Link

http://books.google.co.in/books?id=XXIJTb7P2koC&printsec=frontcover#v=onepage&q&f=false

1989 John Wiley & Sons

Table of Contents
Getting Started.

Defining Activities and Responsibilites.

Designing for Inherently Low Cost.

Choosing Business Strategies.

Estimating and Controlling Costs.

Remembering History.

Appendices.

Index.

Employee Involvement in Industrial Engineering Projects Advocated by Taylor

I presented this paper in the conference organized by European Association of Management in Switzerland. My presentation in the conference is in this video

_________________

_________________




16 September 2014

My subsequent study of the IE books brought out the fact that Ralph Barnes indicated that industrial engineering discipline or function can be implemented in an organization in three patterns. Pattern A is IE is practised by expert industrial engineering staff. In Pattern B, managers and supervisors also participate in the IE activities. In Pattern C, operators also participate in IE activities.

Allan Mogensen is an industrial engineer who advocated work simplication. Simplication is a step in ECRS (Eliminate, Combine, Rearrange, and Simplify) framework described in method studies. Epecially each process has to be subjected to ECRS analysis. Mogensen found that operation simplification is one step in which each operator can participate effectively. It is imperative for the organization to implement a system to encourage operators to participate in the operation simplication or work simplifications. Organizations not doing it are wasting an opportunity to improve efficiency and profit.

Implementation of Industrial Engineering in Toyota Motors

Toyota motors made reducing cost and eliminating waste a strategic focus area from the moment, Japan was defeated in the second world war and American occupation of Japan was announced.

On August 15, 1945 Kiichiro Toyoda, then president of Toyota Motor Company, said: “Catch up with America in three years. Otherwise, the automobile industry of Japan will not survive” (Ohno, 1988).  This statement of Kiichiro Toyoda is with respect cost of producing an individual car in Japan. He wanted Japanese car to cost less than American car and then only Japanese people will buy Toyota cars. The immediate problem for Toyota is not quality of the car, which Kiichiro Toyoda believed was of acceptable quality but its cost which is high compared to American cars.  In Ohno's book Taiichi went on to say: “To accomplish this mission, we had to know America and learn American ways” (Ohno, 1988).

Ohno believed that the quickest way to catch up with America was to import American production management techniques and business management practices. Toyota studied industrial engineering (IE)  as according to  Ohno it is profit making engineering. Based on his understanding of industrial engineering, Ohno implemented first in his department and then across the company,  a company-wide system tied directly to management to systematically lower cost and raise productivity. (Ohno, 1988).

According to Shigeo Shingo, management should possess a set of fundamentals closely related to industrial engineering.  If management cannot understand how to attack the rationalization of the current system, through scientific study, then it cannot be expected to improve or change. (Shingo, 2005).

The focus of industrial engineering is cost reduction through engineering and management  practices changes. If industrial engineers had to focus on one aspect of their field it would be productivity or productivity improvement. That is, the total elimination of waste by increasing efficiency through cost reduction (Going, 1911).

Shingo is well versed in the writings of Gilbreth and Taylor. He is a strong believer in the utility of process and operation analysis. Shingo is also an expert engineer. Therefore he could develop Single Minute of Exchanging Dies (SMED) and Foolproofing or Mistakeproofing (Pokayoke) in many engineering activities and generalize them into important methods. But Japanese Management Assocation followed Allan Mogensen's idea of involving front line employees in industrial engineering projects through work simplification projects or activity. Shingo was conducting training programs to educate engineers and supervisors in process improvement. In that capacity he conducted more 85 training programs in Toyota Motors. But, Shingo was himself doing many improvement projects and developing theory, principles and methods. He wrote number of books also.

Industrial engineering in Toyota Motors became more popular as kaizen. Actually, it was an American initiative that made the work Kaizen popular in Japan in the context of promoting industrial way of improving production processes. Thus the kaizen specialist appeared in Japana. Bicheno suggests that a kaizen specialist should be capable of performing value engineering in product design and development (Bicheno, 2000). Gradually, the demand on the kaizen specialist to acquire more skills was made and he was asked to become capable of performing environmental scanning using complex such as the x-matrix, Porter's matrix and other sophisticated diagnostic tools to do benchmarking and maintain competitive advantage in the area of efficiency of the organization (Jackson, 2006). That pursuit resulted in his advocating and implementing cellular manufacturing, production flow analysis and supply chain infrastructure design (Askin & Goldberg, 2002; Srinivasan, 2004). In these contexts, the kaizen specialist is illustrated as person that exists within an organization to advance efficiency concepts in highly specialized areas.  The kaizen specialist is expected to work with employees utilizing team-based worker participation activities often referred to as kaizen events.  They must have the ability to lead groups. Martin and Osterling state that these specialists should be armed with PowerPoint kick-off material, masking tape, whiteboards, post-it notes and kaizen team t-shirts etc. to form the group and get it going in the right direction with enthusiasm (Martin & Osterling, 2007). A successful kaizen event is one where the specialist can get employees to get involved and feel they have ownership (Tapping, 2007). While workers are more involved, the kaizen specialist is still responsible for the results and outcome. Kaizen events are popular because they have been used to accelerate productivity improvements in a short amount of time (Mika, 2006).

Eiji Toyoda, former chairman, once said “At Toyota, Kaizen is in the air.” He meant that you will breathe kaizen in Toyota’s plants, because you can see everybody is working to improve. Toyota’s DNA is Kaizen. Kaizen is a Japanese word which means continual improvement. But at Toyota, Kaizen means everyday improvement in ‘gemba’ or the shop floor (Masaki Imai).


Askin, R., & Goldberg, J. (2002). Design and analysis of lean production systems. New York: John Wiley and Sons, Inc.

Bicheno, J. (2000). The Lean Toolbox. Buckingham, England: PICSIE Books.

Going, C. (1911). Principles of industrial engineering. London: Hill Publishing Co., Ltd, McGraw-Hill Book Company, Inc.

Imai, Masaki, http://www.autofocusasia.com/management/kaizen_toyota_success.htm

Jackson, T. (2006). Hoshin Kanri for the lean enterprise. New York: Productivity Press.

Martin, K., & Osterling, M. (2007). The kaizen event planner: Achieving rapid improvement in office, service and technical environments. New York: Productivity Press.

Mika, G. (2006). Kaizen: Event implementation manual (5th Ed.). Dearborn, MI: Society of Manufacturing Engineers.

Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. New York: Productivity Press.

Shingo, S. (2005). A study of the Toyota Production System: From an Industrial Engineering Viewpoint. New York: CRC Press, Taylor Francis Group.

Srinivasan, M. (2004). Streamlined: 14 Principles for Building and Managing the Lean Supply Chain. USA: Thomson.

Tapping, D. (2007). The Lean Pocket Book Handbook for Kaizen Events. USA: MCS Media, Inc.


The article is an adapted excerpt from: Marksberry, P., & Parsley, D. (2011). Managing the IE (Industrial Engineering) Mindset: A quantitative investigation of Toyota’s practical thinking shared among employees. Journal of Industrial Engineering and Management, 4(4), 771-799.
http://www.jiem.org/index.php/jiem/article/view/293/252

2014
For Production Engineering Manager 0919 job Toyota requires industrial engineering knowledge and experience.

Qualifications and Experience:

• Minimum Qualification NQF6 (360 Credits) in an engineering related field
• Project management advantageous
• Experience in industrial engineering in Assembly environment essential
• Good technical knowledge of Assembly production systems
• Knowledge of PLC programming advantageous
• Knowledge of ISO 9000 & 14001 requirements essential
• High level of computer literacy is needed for this position (excel, word, auto cad, sap)
http://churversa.com/eng/toyota-production-engineering-manager-0919/

Handbook of Data and System Improvement Information for Industrial Engineering

For effective practice of systems improvement in the area of engineering activities, business activities and management activities, industrial engineering discipline requires a Handbook of Data and Information related to engineering, business processes and managerial processes. But such a handbook was not produced so far. Maynard's Handbook describes various techniques of industrial engineering but does not provide any data or templates which industrial engineers can use for systems improvement.

Taylor suggested in his article "A Piece Rate System" that  a handbook on the speed with which work can be done, similar to handbooks in various engineering disciplines. Taylor worked on both machine speeds and speed of human operators. But unfortunately such a handbook was not produced by industrial engineering profession so far.

Scientific management: A History and Criticism by Horace Bookwalter Drury - Book Information

SCIENTIFIC MANAGEMENT: A History and Criticism



HORACE BOOKWALTER DRURY, Ph.D.

Lecturer in Industrial Organization
University of California



SECOND EDITION. REVISED


COLUMBIA UNIVERSITY

LONGMANS, GREEN & CO., AGENTS
London : P. S. King & Son, Ltd.

1918



Copyright, 1915, BY HORACE BOOKWALTER DRURY

TABLE OF CONTENTS



PART I
A History of Scientific Management

CHAPTER I

PAGE

The Meaning of Scientific Management . 15

1. The Origin of the Term 15

2. The Movement Briefly Described 23

3. The Boundaries of Scientific Management 2S

CHAPTER II

Early Attempts AT A Solution OF THE Wages Problem 31

1. The American Society of Mechanical Engineers 32

2. The Wages Problem 33

3. Profit Sharing 3

4. Plenry R. Towne's  Gain-Sharing 39

5. Frederick A. Halsey's " Premium Plan " 43

6. The » Rowan Plan " 5 ^

CHAPTER III

The Genesis of the Principles of Scientific Management .... 54

1. The First Scientific Management 55

a. Elementary Time Study 57

b. The DifFerential Rate . . . 6l

c. Conclusions 64

2. The Scope of Scientific Management Enlarged 67

a. The First Phase of the Larger Scientific Management : Securing the
Initiative of the Workmen 68

b. The Second Phase of the Larger Scientific Management : Improving
Methods of Work 70

(1) Standardization of Tools and Equipment 71

(2) Routing and Scheduling 74

(3) Instruction Cards 75

(4) Motion Study 79

(5) Selection of Workmen 81

(6) Supplies 82

(7) Symbols 83

(8) Conclusions 85

c. The Third Phase of the Larger Scientific Management: Organization 87

3. Scientific Management in Adjustment 91

CHAPTER IV

Lives of the Leaders — Including certain Contributions to the Enrichment of Scientific Management 93

1. Frederick Winslow Taylor 98

2. Henry L. Gantt I02

3. Carl G. Barth 106

4. Horace K. Hathaway 109

5. Morris L. Cooke

6. Sanford E. Thompson 116

7. Frank B. Giibreth 118

8. Harrington Emerson 124

9. The Scientific Management Men as a Body 129

10. The Organization of the Scientific Management Movement 131

CHAPTER V

A Survey of the Trades and Plants in Which Scientific Management has been Introduced 134

1. The Present Status of the Historic Illustrations of Scientific Management 134

a. The Midvale Steel Company 134

b. The Bethlehem Steel Company 134

c. Bicycle Ball Bearing Inspection 138

d. Bricklaying 139

e. The Santa Fe 140

f. Conclusions as to the Fast of Scientific Management 143

2. A Study of Several Installations of Contemporary Importance 144

a. The Tabor Manufacturing Company 144

b. The Link-Belt Company 148

c. The Watertown Arsenal 152

d. The Cotton Industry 157

e. The II. H. Franklin Manufacturing Company 159

f. The Clothcraft Shops 160

3. Extent of the Introduction of Scientific Management 162

a. Scientific Management in America 162

b. Scientific Management Abroad 165



TABLE OF CONTENTS II

PART II

A Critical Review Of Important Aspects of Scientific Management

PACK

CHAPTER VI

The Productivity of Scientific Management I75

1. The Value of the Initiative of Workmen 175

2. The Extent to which Planning may be Profitably Carried 179

3. The Place of Organization in Scientihc Management 183

4. How much can Scientific Management Increase the National Income ? . 1S5

CHAPTER VII
Scientific Management as a Solution of the Labor Problem ... 190

1. The Views of the Organization Experts with Respect to Trade Unions . 191

2. A Sketch of the Relations between Scientific Management and Organized Labor

3. Is Scientific Management a Satisiactory Substitute for the Collective Bargain ?



a. Scientific Management Removes from Labor Some Incentives towards Organization 200

b. Scientific Management, however, does not Adequately Perform the
Functions of the Collective Bargain 203

4. The Possibility of Coordinating Trade Unionism and Scientific Management 211



CHAPTER VIII


The Human Side

1. The Charge that Employees are Overworked . 212

2. The Charge that Men are made Automatons 219

3. Promotion— Skill— Wages 224

4. The Humanizing of Management 228

CHAPTER IX

Other Criticisms and Conclusions 231

1. Scientific Management but One Factor in Social Life 231

2. The Larger Significance of Scientific Management 233

3. Tiie Originality of Scientific Management 236

4. The Future

Index 245

Check archive.org

Industrial Engineering and Manufacturing Technician - Occupation in Canada

Industrial Engineering and Manufacturing Technician is an occupation in Canada.

See the description of the occupation by Canadian Supply Chain Sector Council.
http://www.supplychaincanada.org/assets/u/CSCSCOSFinalIndustrialEngineeringTechnician.pdf