Cost Reduction Opportunities in Power Plants and Distribution Systems

Productivity Improvement is Cost Reduction in another name.

COST REDUCTION OPPORTUNITIES IN POWER SECTOR

AUDITS & R & M IN POWER GENERATION SECTOR
 TRANSMISSION AND DISTRIBUTION SECTOR LOSS REDUCTION
RELIABILITY IMPROVEMENT THROUGH CONDITION MONITORING OF PLANT Equipment

Areas/Systems for Productivity Improvement  in Power systems

A) HT/LT AUXILIARIES
• FD fans
• ID fans
• Boiler feed Water pumps
• Condensate extraction pumps
• Circulation Cooling Water Pumping system
• Cooling Towers
• CT Fans
• PA fans
• Coal Mills

B) OFF-SITES
• Raw Water
pumping system
• Coal handling plant

Optimized Coal Handling - 2011 ABB Article
http://www09.abb.com/global/scot/scot244.nsf/veritydisplay/18ef94c51a2548d1c1257958002ef13e/$file/ABB_Optimized_Coal_Handling_Article.pdf

• Ash handling plant
• Compressed air
• Refrigeration & air
conditioning
• Lighting

C) Thermal Areas

• Boilers
• Turbines
• Condensers
• Regenerative Feed
heaters
• Economizers
• Air Pre-heaters

D) OTHER SUB-SYSTEMS
• Insulation studies to reduce heat losses
• Thermography studies of switch yards &
transformers
• Fuel oil system


http://www.emt-india.net/Presentations2009/3L_2009Jan29-30_PowerPlant/Day1/2.%20NPC-%203L%20programme_%2029.%2001.%2009.pdf



Auxiliary Systems of Power Plants
Energy Efficienct Design of Auxiliary Systems in Fossil-Fuel Power Plants - ABB
http://www05.abb.com/global/scot/scot221.nsf/veritydisplay/5e627b842a63d389c1257b2f002c7e77/$file/Energy%20Efficiency%20for%20Power%20Plant%20Auxiliaries-V2_0.pdf



Updated  14 June 2015
First published  2 November 2013

Purpose, Methods and Application Areas of Industrial Engineering

What is the purpose of industrial engineering? How is it different from the purpose of engineering of various disciplines and management of various areas? What are industrial engineering methods and techniques? In what areas IE is applied? These questions were answered by different people at various places.

My answer is purpose of IE is redesign of engineering products, processes and engineering goods and services production systems for reducing cost of products and processes. Engineering is concerned with original technical design. Managers are concerned with customer requirements, recruiting and directing engineers to create products and production systems that satisfy customers and interacting with customers to deliver products and collect payments.

Industrial Engineers are concerned with continuous improvement of product designs, production processes and production systems to increase productivity, eliminate waste and reduce costs.

The IE methods can be categorised into 1. Product design efficiency improvement. 2. Methods efficiency improvement 3. IE optimization 4. IE statistics . 5 IE Economics 6. Human effort engineering 7. Work measurment, cost measurement, and productivity measurement 8. Management of IE studies, projects and departments.

I feel IE curriculums must have these components and number of subjects that explain each area so that an IE graduate can deliver these services in an integrated fashion in an engineering organization.


In an engineering organization, the primary areas for attention of industrial engineers are technical processes.  The experience gained by industrial engineers in improving technical areas can be used to improve business processes and management processes. Every individual Industrial engineer, must first be inducted into IE profession through study and improvement of technical areas of the organization.



From Chapter 1.5 Management's Use of Industrial Engineering by J. Keith Louden, Vice President and Fellow, American Management Association, President's Professional Association, New York

Industrial Engineering Handbook, H.B. Maynard, Second Edition

Objective of Industrial Engineering

The end result of the industrial engineering function is profit improvement. The line manager of a department is actually responsible for profit improvement in his department. He is aided materially by the industrial engineering function.

Manufacturing Functions Use of Industrial Engineering

Industrial engineering was born in the shop.

The manufacturing executive look to IE department to establish standards of measurement for every phase of manufacturing operations. He expected aid in simplifying work regardless of its nature or where it is performed. He also wants IE to define each job function and to evaluate each in comparison with others and determine relative worth. To establish controls and measuring sticks, so that manufacturing activities are better managed.

Engineered Work Measurement: The Principles, Techniques, and Data of Methods-time Measurement - Delmar W. Karger, Franklin H. Bayha - Book Information

Engineered Work Measurement: The Principles, Techniques, and Data of Methods-time Measurement Background and Foundations of Work Measurement and Methods-time Measurement, Plus Other Related Material

Delmar W. Karger, Franklin H. Bayha
Industrial Press Inc., 1987 - 503 pages


Engineered Work Measurement: The Principles, Techniques, and Data of Methods-time Measurement Background and Foundations of Work Measurement and Methods-time Measurement, Plus Other Related Material

Front Cover
Delmar W. Karger, Franklin H. Bayha
Industrial Press Inc., 1987 - 503 pages


Since its first edition this book has helped thousands profitably use traditional time and Motion Study and the predetermined time system, MTM-1. Offering extensive information on I.E. and work measurement software, it focuses on the MTM material that has been refined and tested for more than three decades. It provides accurate answers to all questions regarding MTM-1 found in the MTM Association for Standards and Research MTM-1 Examinations and covers the minimum work measurement background essential to all who must understand and apply MTM-1.


https://books.google.co.in/books?id=K-JSTQ0tkkkC

Bangladesh Knitwear Manufacturers Exporters Association - Productivity Improvement - Activities and Programmes

http://www.bkmea.com/productivity_is_the_key.html

Cost Based Assembly Line Optimization

Preliminary Draft - To be rewritten.


Equipment Costs:  Equipment costs concern purchasing as well as operating and maintenance costs for machinery, tools and corresponding supplies. There exist various processing and equipment
alternatives and therefore the choice of equipment and the task assignment to stations becomes interrelated decisions.


Graves and Lamar [1983] were among the first to consider a line balancing problem combined with equipment choice by considering non-identical workstations.


Bukchin and Tzur [2000]  optimized equipment cost respectively, for simple  lines.

Nicosia et al. [2002] also studied this problem and proposed a dynamic programming algorithm addressing resource assignments,

approximate solution approaches were used to produce solutions for FMS [Chen and Ho, 2005]. Following a multiobjective approach and making use of Pareto dominance relationships, Chen and Ho [2005] addressed four criteria: total flow time, machine workload unbalance, greatest
machine workload and total tool cost.

Bukchin and Rabinowitch [2006] relaxed the assumption that a common task of different models is assigned to a single station. They also attempted the mixed model line problem. However, task
duplications are penalized through duplication costs in the objective function. For solution, a branch and bound solution algorithm was developed.




Pekin and Azizoglu [2008] generalized the work of Bukchin and Tzur [2000] by minimizing total equipment cost and total number of workstations simultaneously. They generated the set of non-dominated solutions.



Similarly, addressing resource assignments, Corominas et al. [2011] formulated a general
model that minimizes total cost, which includes fixed station costs and unit cost of different resource types.


Barutcuoglu and Azizoglu [2011] investigated the same problem, however they fixed the number of stations and added the assumption that operation time and equipment cost are correlated so that the cheaper equipment never produces shorter operation time.


Kazemi et al. [2011] extended the model of Bukchin and Rabinowitch [2006] for U-type lines. The authors used genetic algorithms to solve the problem.


References

S.C. Graves and B. W. Lamar. An integer programming procedure for assembly system design problems. Operations Research, 31(3):522–545, 1983.

J. Bukchin and M. Tzur. Design of flexible assembly line to minimize equipment cost. IIE Transactions, 32(7): 585–598, 2000.

G. Nicosia, D. Pacciarelli, and A. Pacifici. Optimally balancing assembly lines with different workstations. Discrete Applied Mathematics, 118:99–113, 2002.

Y. Bukchin and I. Rabinowitch. A branch-and-bound based solution approach for the mixed-model assembly line-balancing problem for minimizing stations and task duplication costs. European Journal of Operational Research, 174(1):492–508, 2006.

N. Pekin and M. Azizoglu. Bi criteria flexible assembly
line design problem with equipment decisions. International
Journal of Production Research, 46(22):6323–
6343, 2008.

A. Corominas, L. Ferrer, and R. Pastor. Assembly line
balancing: general resource-constrained case. International
Journal of Production Research, 49(12):3527–
3542, 2011.

S.M. Kazemi, R. Ghodsi, M. Rabbani, and R. Tavakkoli-Moghaddam. A novel two-stage genetic algorithm for a mixed-model U-line balancing problem with duplicated tasks. The International Journal of Advanced Manufacturing Technology, 55(9-12):1111–1122, 2011.


Transfer Line Balancing

Another optimization area that focuses on equipment selection is transfer line balancing [Belmokhtar et al., 2006, Dolgui et al., 2006c,a, 2012, Battaia and Dolgui, 2012, Borisovsky et al., 2012, Delorme
et al., 2012]. In these systems, stations can be equipped with changeable units such as spindle heads. These units that operate parallel at a station are called blocks. The problem is to figure out the optimum number of stations and block assignments so that total line investment cost is
minimal.

When assembly line balancing and equipment selection problems are simultaneously treated, the resulting more complex problem is called assembly system design problem (ASDP). It
associates the equipment selection for task requirements and task assignment to the stations. In this concurrent decision, a cost-based objective such as the fixed cost of installing the equipment in the stations and the variable cost of operations depending on the station is optimized.

[Pinnoi and Wilhelm, 1997b,a, Wilhelm, 1999, Pinnoi and
Wilhelm, 1998, Gadidov and Wilhelm, 2000, Pinnoi and
Wilhelm, 2000, Wilhelm and Gadidov, 2004].

Ozdemir and Ayag [2011] have examined a multi-criteria ASDP. They integrated the branch and bound and analytic hierarchy process (AHP) so that first, the branch and bound generates line design candidates, then, these alternatives are assessed with AHP method to choose the optimal candidate.



Reconfigurable Manufacturing Systems (RMSs)

One of the main challenges of industry is to respond to the rapid changing demands of the customers. Accordingly, reconfigurable manufacturing systems (RMSs), which give emphasis to modularity and customization of machines and processes, has been widely employed recently.

RMSs facilitate manufacturing systems that can change configuration such as altering the layout or adding machines cost effectively [Dolgui and Proth, 2010].

Integer programming models minimizing equipment and installation cost and approximate solution methods are generally used [Youssef and ElMaraghy, 2007, Essafi et al., 2010, Dou et al., 2011].

A heuristic approach based on a Greedy Randomized Adaptive Search Procedure (GRASP) has also been proposed for this problem [Essafi et al., 2012].

An other case has been studied by Hamta et al. [2011, 2013], who modeled flexible operation times in the sense that with additional costs task times can be reduced up to a limit. A linear time/cost relationship was assumed.




Reference for the main content of the paper

Oncu Hazi r, Xavier Delorme and  Alexandre Dolgui, "A Survey on Cost and Pro t Oriented
Assembly Line Balancing," Preprints of the 19th World Congress The International Federation of Automatic Control Cape Town, South Africa. August 24-29, 2014

Truck Manufacturing - Productivity Improvement and Industrial Engineering - 33612

Assembly Tools

http://www.assemblytoolspecialists.com/

2015


March 2015

Volvo Trucks Slashes Manufacturing Tool Production Time by More Than 94% While Increasing Plant Efficiency With Stratasys 3D Printing
Turnaround time of certain assembly line manufacturing tools reduced from 36 days to two days, using a Stratasys Fortus 3D Production System  Truck engine production plant achieves tooling cost reductions, while improving versatility and reactivity


March 18, 2015 /PRNewswire/ -- Stratasys Ltd. (Nasdaq:SSYS), a global leader of 3D printing and additive manufacturing solutions, has announced that Volvo Trucks is dramatically decreasing turnaround times of assembly line manufacturing tools by more than 94% since incorporating Stratasys additive manufacturing technology at its engine production facility in Lyon, France.
http://investors.stratasys.com/releasedetail.cfm?releaseid=902257




2014

March 2014
http://www.autoblog.com/2014/03/30/ford-raptor-rolls-down-assembly-line-dearborn-video/

Dearborn, MI - Ford's assembly plant F-150 SVT Raptor - its 6.2-liter V8 engine assembly  screwed together.


Assembly of  Raptor is done  some 1,000 employees in about 20 hours of assembly time.


2013

Jun 11, 201
The Daimler Trucks North America (DTNA) assembly facility in Saltillo, Mexico, is employing a radio frequency identification system provided by PINC Solutions to know exactly where within its yard each trailer loaded with specific materials and components is located. Then the company can direct yard-truck drivers to the specific location where the parts to be delivered, thereby saving time that the staff previously spent driving around the yard locating the vehicle. The facility includes a 200,000-square-foot logistics center and an 875,000-square-foot plant that produces 30,000 Freightliner Cascadia model Class 8 trucks annually.
http://www.rfidjournal.com/articles/view?10738



2012

May 2012
The Basis of Productivity Improvement
http://www.assemblymag.com/articles/90043-the-basis-of-productivity-improvement

336 - North American Industry Classification System - Transportation Equipment Manufacturing - Productivity

336 Transportation Equipment Manufacturing - NAICS

336 Transportation Equipment Manufacturing
3361 Motor Vehicle Manufacturing
33611 Automobile and Light Duty Motor Vehicle Manufacturing
336111 Automobile Manufacturing
336112 Light Truck and Utility Vehicle Manufacturing
33612 Heavy Duty Truck ManufacturingT
336120 Heavy Duty Truck Manufacturing
3362 Motor Vehicle Body and Trailer ManufacturingT
33621 Motor Vehicle Body and Trailer ManufacturingT
336211 Motor Vehicle Body Manufacturing
336212 Truck Trailer Manufacturing
336213 Motor Home Manufacturing
336214 Travel Trailer and Camper Manufacturing
3363 Motor Vehicle Parts ManufacturingT
33631 Motor Vehicle Gasoline Engine and Engine Parts Manufacturing
336310 Motor Vehicle Gasoline Engine and Engine Parts Manufacturing
33632 Motor Vehicle Electrical and Electronic Equipment Manufacturing
336320 Motor Vehicle Electrical and Electronic Equipment Manufacturing
33633 Motor Vehicle Steering and Suspension Components (except Spring) Manufacturing
336330 Motor Vehicle Steering and Suspension Components (except Spring) Manufacturing
33634 Motor Vehicle Brake System ManufacturingT
336340 Motor Vehicle Brake System Manufacturing
33635 Motor Vehicle Transmission and Power Train Parts Manufacturing
336350 Motor Vehicle Transmission and Power Train Parts Manufacturing
33636 Motor Vehicle Seating and Interior Trim Manufacturing
336360 Motor Vehicle Seating and Interior Trim Manufacturing
33637 Motor Vehicle Metal Stamping
336370 Motor Vehicle Metal Stamping
33639 Other Motor Vehicle Parts Manufacturing
336390 Other Motor Vehicle Parts Manufacturing
3364 Aerospace Product and Parts Manufacturing
33641 Aerospace Product and Parts Manufacturing
336411 Aircraft Manufacturing
336412 Aircraft Engine and Engine Parts Manufacturing
336413 Other Aircraft Parts and Auxiliary Equipment Manufacturing
336414 Guided Missile and Space Vehicle Manufacturing
336415 Guided Missile and Space Vehicle Propulsion Unit and Propulsion Unit Parts Manufacturing
336419 Other Guided Missile and Space Vehicle Parts and Auxiliary Equipment Manufacturing
3365 Railroad Rolling Stock ManufacturingT
33651 Railroad Rolling Stock ManufacturingT
336510 Railroad Rolling Stock Manufacturing
3366 Ship and Boat BuildingT
33661 Ship and Boat BuildingT
336611 Ship Building and Repairing
336612 Boat Building
3369 Other Transportation Equipment ManufacturingT
33699 Other Transportation Equipment ManufacturingT
336991 Motorcycle, Bicycle, and Parts Manufacturing
336992 Military Armored Vehicle, Tank, and Tank Component Manufacturing
336999 All Other Transportation Equipment Manufacturing

Productivity and Industrial Engineering in Transportation Equipment Manufacturing

336 Transportation Equipment Manufacturing


3361 Motor Vehicle Manufacturing
33611 Automobile and Light Duty Motor Vehicle Manufacturing
336111 Automobile Manufacturing

336112 Light Truck and Utility Vehicle Manufacturing
33612 Heavy Duty Truck Manufacturing
336120 Heavy Duty Truck Manufacturing

3362 Motor Vehicle Body and Trailer Manufacturing
33621 Motor Vehicle Body and Trailer Manufacturing
336211 Motor Vehicle Body Manufacturing
336212 Truck Trailer Manufacturing
336213 Motor Home Manufacturing
336214 Travel Trailer and Camper Manufacturing

3363 Motor Vehicle Parts Manufacturing
33631 Motor Vehicle Gasoline Engine and Engine Parts Manufacturing
336310 Motor Vehicle Gasoline Engine and Engine Parts Manufacturing
33632 Motor Vehicle Electrical and Electronic Equipment Manufacturing
336320 Motor Vehicle Electrical and Electronic Equipment Manufacturing

33633 Motor Vehicle Steering and Suspension Components (except Spring) Manufacturing
336330 Motor Vehicle Steering and Suspension Components (except Spring) Manufacturing

33634 Motor Vehicle Brake System Manufacturing
336340 Motor Vehicle Brake System Manufacturing

33635 Motor Vehicle Transmission and Power Train Parts Manufacturing
336350 Motor Vehicle Transmission and Power Train Parts Manufacturing

33636 Motor Vehicle Seating and Interior Trim Manufacturing
336360 Motor Vehicle Seating and Interior Trim Manufacturing

33637 Motor Vehicle Metal Stamping
336370 Motor Vehicle Metal Stamping

33639 Other Motor Vehicle Parts Manufacturing
336390 Other Motor Vehicle Parts Manufacturing


3364 Aerospace Product and Parts Manufacturing
33641 Aerospace Product and Parts Manufacturing

336411 Aircraft Manufacturing
336411 - Productivity in Aircraft Manufacturing - Industrial Engineering and Lean Transformation

336412 Aircraft Engine and Engine Parts Manufacturing
336412 - Productivity and Industrial Engineering in Aircraft Engine and Engine Parts Manufacturing

336413 Other Aircraft Parts and Auxiliary Equipment Manufacturing

336414 Guided Missile and Space Vehicle Manufacturing
336415 Guided Missile and Space Vehicle Propulsion Unit and Propulsion Unit Parts Manufacturing
336419 Other Guided Missile and Space Vehicle Parts and Auxiliary Equipment Manufacturing

3365 Railroad Rolling Stock Manufacturing
33651 Railroad Rolling Stock Manufacturing
336510 Railroad Rolling Stock Manufacturing

3366 Ship and Boat Building
33661 Ship and Boat Building
336611 Ship Building and Repairing
336612 Boat Building

3369 Other Transportation Equipment Manufacturing

33699 Other Transportation Equipment Manufacturing

33699 Productivity and Industrial Engineering in Bicycle Manufacturing

336991 Motorcycle, Bicycle, and Parts Manufacturing
336992 Military Armored Vehicle, Tank, and Tank Component Manufacturing

336999 All Other Transportation Equipment Manufacturing