After writing number of articles explaining What is industrial engineering, I feel:
IE is better explained as having three components.
1. Human Effort Engineering
2. Systems Efficiency Engineering
3. Systems Design, Installation and Improvement Management.
All the techniques that IEs use can be categorised under these three heads. Human Effort and System Efficiency are the core focus areas of IE and IE has broadened to systems design management.
I am developing number of online articles to explain my categorisation and the present list of such published articles is:
http://knol.google.com/k/narayana-rao-kvss/industrial-engineering-knols-of/2utb2lsm2k7a/1674#
Thursday, September 10, 2009
Friday, September 26, 2008
TOSHIBA - Requirement for Industrial Engineer in Philippines Sep 2008
TOSHIBA Information Equipment (Phil.), Inc. Requires an Industrial Engineer
Industrial Engineer - Engineering
Posted by: TOSHIBA Information Equipment (Phil.), Inc.
Posted date: 2008-Sep-25
Location: Philippines
TOSHIBA, a world leader in high technology, invites you to share its commitment to people and to the the future through its local subsidiary, TOSHIBA INFORMATION EQUIPMENT ( PHILIPPINES ) INC. A manufacturer of leading edge storage devices, the company seeks top caliber individuals to join our quality-driven team.
Functions:
- Develop method, systems and procedures of manufacturing operations, and improve work methodology, production efficiency and quality of manufacturing operations.
Requirements
-Graduate of BS Industrial Engineering
-Must be knowledgeable in training and certification process, statistical tools application, and manufacturing planning.
- Exposure in electronics / semi-semiconductor industry is a definite advantage but not required.
- Must computer literate.
An attractive compensation and benefits package will be offered to successful candidates. We provide shuttle buses for Cubao (via-C5), Pasay Rotonda-Magallanes, Sucat, Bicutan, Alabang, Southmall, Laguna, Tanauan Batangas, GMA Cavite, & Tagaytay residents.
Interested applicants may personally apply or send their resume to:
TOSHIBA Information Equipment (Phil.), Inc.
103 East Main Ave. Ext. Special Export Processing Zone Laguna Technopark, Binan Laguna
Or
Recruitment Section
103 East Main Ave. Ext. SEPZ
Laguna Technopark, Biñan Laguna
Tel. No. (02) 842-0988 loc. 3436 / 3433
---------------------------------------
Email hr.recruitment@tip.toshiba.co.jp
Visit the source of information
http://www.asiahotjobs.net/index.php?post_id=8193
Industrial Engineer - Engineering
Posted by: TOSHIBA Information Equipment (Phil.), Inc.
Posted date: 2008-Sep-25
Location: Philippines
TOSHIBA, a world leader in high technology, invites you to share its commitment to people and to the the future through its local subsidiary, TOSHIBA INFORMATION EQUIPMENT ( PHILIPPINES ) INC. A manufacturer of leading edge storage devices, the company seeks top caliber individuals to join our quality-driven team.
Functions:
- Develop method, systems and procedures of manufacturing operations, and improve work methodology, production efficiency and quality of manufacturing operations.
Requirements
-Graduate of BS Industrial Engineering
-Must be knowledgeable in training and certification process, statistical tools application, and manufacturing planning.
- Exposure in electronics / semi-semiconductor industry is a definite advantage but not required.
- Must computer literate.
An attractive compensation and benefits package will be offered to successful candidates. We provide shuttle buses for Cubao (via-C5), Pasay Rotonda-Magallanes, Sucat, Bicutan, Alabang, Southmall, Laguna, Tanauan Batangas, GMA Cavite, & Tagaytay residents.
Interested applicants may personally apply or send their resume to:
TOSHIBA Information Equipment (Phil.), Inc.
103 East Main Ave. Ext. Special Export Processing Zone Laguna Technopark, Binan Laguna
Or
Recruitment Section
103 East Main Ave. Ext. SEPZ
Laguna Technopark, Biñan Laguna
Tel. No. (02) 842-0988 loc. 3436 / 3433
---------------------------------------
Email hr.recruitment@tip.toshiba.co.jp
Visit the source of information
http://www.asiahotjobs.net/index.php?post_id=8193
Saturday, September 6, 2008
Industrial Engineer - Jobs - September 2008
Corporate Industrial Engineering Manager
Posted by:Top Echelon Network
Job ID: W152250
Location: Buffalo, NY
Salary: $70000 - $95000
Date Listed: 9/4/2008
Job Type: Full Time
Degree Required: Bachelor of Science
General Comments:
CORPORATE INDUSTRIAL ENGINEERING MANAGER
My client is a processor and producer of private label fruit juices, has an immediate opening for an experienced Industrial Engineering Manager especially qualified in implementing continuous improvement programs to join the Corporate Engineering Staff at its’ Western New York, headquarters.
Broad knowledge of manufacturing systems, improvement methodologies, food plant processes, bottling and secondary packaging systems, operations management and cost systems is required; including demonstrated success in providing corporate leadership in initiating & executing efficiency increasing and waste reduction projects.
Successful candidate will be a self-starter with strong technical, interpersonal & organizational skills and demonstrated success in building teams and delivering results in a dynamic, multiple responsibility environment.
Requirements: BS Engineering, Industrial/Manufacturing A minimum of 7 years of Industrial Engineering experience, 2 in a supervisory/managerial position - Broad experience in manufacturing improvement methodologies (TPM, Lean, etc.) required - Experience in food processing preferred, especially hot fill PET bottling - 6 Sigma Black Belt certification is a plus Ability to travel domestically 50% of the time, including occasional weekends
General Duties & Responsibilities: * Successfully develops & leads multiple improvement initiatives supporting corporate growth and efficiency goals at any of Company’s US facilities. * Directs and supports subordinates and plant associates in identifying opportunities, initiating projects and delivering against objectives. Provides training in production improvement methodologies. Coordinates improvement activities across multiple Company sites. Develops associates skills in establishing a continuous improvement culture. * Identifies opportunities to improve plant performance, product quality and employee welfare, provides leadership in developing and implementing practical solutions * Develops decision support information through work and productivity measurements, statistical analysis, economic feasibility studies, and production modeling. * Provides clear & concise analysis & reporting on manufacturing network capabilities & opportunities. * Initiates appropriation requests, purchase orders, and contracts as required.
http://www.mechanicalengineer.com/jobseeker/sSetup.asp?runsearch=1&spJobAdId=152250
Posted by:Top Echelon Network
Job ID: W152250
Location: Buffalo, NY
Salary: $70000 - $95000
Date Listed: 9/4/2008
Job Type: Full Time
Degree Required: Bachelor of Science
General Comments:
CORPORATE INDUSTRIAL ENGINEERING MANAGER
My client is a processor and producer of private label fruit juices, has an immediate opening for an experienced Industrial Engineering Manager especially qualified in implementing continuous improvement programs to join the Corporate Engineering Staff at its’ Western New York, headquarters.
Broad knowledge of manufacturing systems, improvement methodologies, food plant processes, bottling and secondary packaging systems, operations management and cost systems is required; including demonstrated success in providing corporate leadership in initiating & executing efficiency increasing and waste reduction projects.
Successful candidate will be a self-starter with strong technical, interpersonal & organizational skills and demonstrated success in building teams and delivering results in a dynamic, multiple responsibility environment.
Requirements: BS Engineering, Industrial/Manufacturing A minimum of 7 years of Industrial Engineering experience, 2 in a supervisory/managerial position - Broad experience in manufacturing improvement methodologies (TPM, Lean, etc.) required - Experience in food processing preferred, especially hot fill PET bottling - 6 Sigma Black Belt certification is a plus Ability to travel domestically 50% of the time, including occasional weekends
General Duties & Responsibilities: * Successfully develops & leads multiple improvement initiatives supporting corporate growth and efficiency goals at any of Company’s US facilities. * Directs and supports subordinates and plant associates in identifying opportunities, initiating projects and delivering against objectives. Provides training in production improvement methodologies. Coordinates improvement activities across multiple Company sites. Develops associates skills in establishing a continuous improvement culture. * Identifies opportunities to improve plant performance, product quality and employee welfare, provides leadership in developing and implementing practical solutions * Develops decision support information through work and productivity measurements, statistical analysis, economic feasibility studies, and production modeling. * Provides clear & concise analysis & reporting on manufacturing network capabilities & opportunities. * Initiates appropriation requests, purchase orders, and contracts as required.
http://www.mechanicalengineer.com/jobseeker/sSetup.asp?runsearch=1&spJobAdId=152250
Wednesday, August 6, 2008
ISOS: A job evaluation system
ISOS: A job evaluation system to implement comparable worth
Albert Corominas, Anna Maria Coves, Amaia Lusa, Carme Martinez
Intangible Capital, Vol 4, No 1 (2008)
http://www.intangiblecapital.org/index.php/ic/article/view/69
Albert Corominas, Anna Maria Coves, Amaia Lusa, Carme Martinez
Intangible Capital, Vol 4, No 1 (2008)
http://www.intangiblecapital.org/index.php/ic/article/view/69
Tuesday, July 29, 2008
Lillian Evelyn Moller Gilbreth (1878-1972)
Lillian Evelyn Moller Gilbreth (1878-1972) spent her life advocating the application of psychology, and helped shape the development of applied psychology in the early 20th century. (Kelly & Kelly, 1990; Koppes, 1997; Perloff & Naman 1996).
At the University of California, Berkeley, she majored in psychology at Masters degree. Frank Gilbreth, a contracting engineer, her husband, recognized her keen insight of human behavior, her strong empathy and sympathy for individuals, and her genuine interest in psychology.
After marrying in 1904, Gilbreth immediately became her husband’s engineering apprentice and construction business partner. While constructing buildings, Gilbreth noted that engineers were addressing their technical problems scientifically but they appeared to be unaware that psychology had much to offer as a science. She believed that Taylor’s scientific management system neglected individual needs in the work setting. Gilbreth understood the importance of identifying the best motions to improve efficiency but she also wanted to know if those best motions provided the happiest result to those who used them. While Frank Gilbreth was studying the employee’s motions, Lillian was observing and analyzing the employee’s dedication to his/her job.
lillina Gilbreth prepared a doctoral dissertation n which she asserted that scientific management proponents should consider the perspectives and happiness of workers. Although the dissertation was viewed positively by the faculty, the Ph.D. was not conferred at the last minute by the Academic Senate because she failed to meet the requirement of a final year in residence. After publishing installments in an engineering periodical, she eventually published the dissertation as a book, The Psychology of Management (1914), which became one of the most influential textbooks on industrial relations.
Gilbreth subsequently enrolled in a doctoral program at Brown University. It was one of the first universities to acknowledge scientific management as a legitimate profession. Her second dissertation, The Elimination of Waste, was the application of psychology and scientific management to the work of classroom teachers. She was awarded a Ph.D. in psychology 1915.
In 1912, the Gilbreths gave up the construction business to become management consultants. Their consulting included implementing novel ideas for the time such as an employee suggestion box, rest periods, process charts, and alternative work. They redesigned jobs based on employee’s perspectives, a new approach for the emerging discipline of industrial psychology. They developed ways to employ physically handicapped workers so they could become productive community members. After Frank died in 1924, Lillian continued to consult and research applications of psychology for the next 45 years.
Her work was responsive to many issues, and was characterized by an underlying theme: Whenever possible, a human component must be included. Gilbreth’s writing on topics such as leadership, motivation, selection, job analysis, quality, promotions, group cooperation, training and nonfinancial incentives was at the forefront of many modern ideas of industrial and organizational psychology. She was pivotal in getting management to address personnel issues, and in doing so, attained recognition for psychology in the workplace.
According to her biographer, Edna Yost, Gilbreth would not want anyone to claim for her too great a part in the changes that have come in industry through the science of psychology. But even she could not name a single person who has had a greater influence in this field than she had. Personnel work today – a recognized department in all big industries and many small ones – is, at its best, the intelligent application of psychology in industry, which she first urged. (1943, p.117)
Gilbreth expanded the application of psychology to solve problems in areas such as office machine companies, hospitals, and sports. For example, she worked for General Electric and other appliance manufacturing companies to assist in redesigning kitchen and household appliances. Two of her most notable inventions were the shelves inside refrigerator doors and the foot-pedal trash can. She wrote two books (1927, 1928) that reflected her personal concerns about challenges faced by women in managing homes, raising families, and working in jobs outside the home.
In addition to consulting and researching, Gilbreth taught college and university courses at Bryn Mawr, Newark College of Engineering, and Rutgers University. In 1935, she was appointed professor of management at Purdue University, the first woman to receive such an appointment. She was designated as a resident lecturer for MIT in 1964 at age 86. She also served on committees appointed by six U.S. presidents.
In 1984, a commemorative postage stamp was issued in her honor, making her the only psychologist to receive this accolade.
A pioneer in many respects, Gilbreth advocated compensating for the omission of human aspects in scientific management. She generated innovative applications of psychology to work and generalized her ideas and methods to societal problems. She managed a consulting business from her home, an atypical work style for women.
During a commencement speech in 1990 (the first female speaker at Berkeley), Gilbreth articulated her early philosophy of life, which served as a foundation for her work throughout her entire career. She believed that all individuals have the right to happiness, and the goal of human life is the fulfillment and happiness of the person. While professing that individuals can and should develop their fullest potentials, Gilbreth did just that.
Sources
http://www.psych.yorku.ca/femhop/Lilian%20Gilbreth.htm
At the University of California, Berkeley, she majored in psychology at Masters degree. Frank Gilbreth, a contracting engineer, her husband, recognized her keen insight of human behavior, her strong empathy and sympathy for individuals, and her genuine interest in psychology.
After marrying in 1904, Gilbreth immediately became her husband’s engineering apprentice and construction business partner. While constructing buildings, Gilbreth noted that engineers were addressing their technical problems scientifically but they appeared to be unaware that psychology had much to offer as a science. She believed that Taylor’s scientific management system neglected individual needs in the work setting. Gilbreth understood the importance of identifying the best motions to improve efficiency but she also wanted to know if those best motions provided the happiest result to those who used them. While Frank Gilbreth was studying the employee’s motions, Lillian was observing and analyzing the employee’s dedication to his/her job.
lillina Gilbreth prepared a doctoral dissertation n which she asserted that scientific management proponents should consider the perspectives and happiness of workers. Although the dissertation was viewed positively by the faculty, the Ph.D. was not conferred at the last minute by the Academic Senate because she failed to meet the requirement of a final year in residence. After publishing installments in an engineering periodical, she eventually published the dissertation as a book, The Psychology of Management (1914), which became one of the most influential textbooks on industrial relations.
Gilbreth subsequently enrolled in a doctoral program at Brown University. It was one of the first universities to acknowledge scientific management as a legitimate profession. Her second dissertation, The Elimination of Waste, was the application of psychology and scientific management to the work of classroom teachers. She was awarded a Ph.D. in psychology 1915.
In 1912, the Gilbreths gave up the construction business to become management consultants. Their consulting included implementing novel ideas for the time such as an employee suggestion box, rest periods, process charts, and alternative work. They redesigned jobs based on employee’s perspectives, a new approach for the emerging discipline of industrial psychology. They developed ways to employ physically handicapped workers so they could become productive community members. After Frank died in 1924, Lillian continued to consult and research applications of psychology for the next 45 years.
Her work was responsive to many issues, and was characterized by an underlying theme: Whenever possible, a human component must be included. Gilbreth’s writing on topics such as leadership, motivation, selection, job analysis, quality, promotions, group cooperation, training and nonfinancial incentives was at the forefront of many modern ideas of industrial and organizational psychology. She was pivotal in getting management to address personnel issues, and in doing so, attained recognition for psychology in the workplace.
According to her biographer, Edna Yost, Gilbreth would not want anyone to claim for her too great a part in the changes that have come in industry through the science of psychology. But even she could not name a single person who has had a greater influence in this field than she had. Personnel work today – a recognized department in all big industries and many small ones – is, at its best, the intelligent application of psychology in industry, which she first urged. (1943, p.117)
Gilbreth expanded the application of psychology to solve problems in areas such as office machine companies, hospitals, and sports. For example, she worked for General Electric and other appliance manufacturing companies to assist in redesigning kitchen and household appliances. Two of her most notable inventions were the shelves inside refrigerator doors and the foot-pedal trash can. She wrote two books (1927, 1928) that reflected her personal concerns about challenges faced by women in managing homes, raising families, and working in jobs outside the home.
In addition to consulting and researching, Gilbreth taught college and university courses at Bryn Mawr, Newark College of Engineering, and Rutgers University. In 1935, she was appointed professor of management at Purdue University, the first woman to receive such an appointment. She was designated as a resident lecturer for MIT in 1964 at age 86. She also served on committees appointed by six U.S. presidents.
In 1984, a commemorative postage stamp was issued in her honor, making her the only psychologist to receive this accolade.
A pioneer in many respects, Gilbreth advocated compensating for the omission of human aspects in scientific management. She generated innovative applications of psychology to work and generalized her ideas and methods to societal problems. She managed a consulting business from her home, an atypical work style for women.
During a commencement speech in 1990 (the first female speaker at Berkeley), Gilbreth articulated her early philosophy of life, which served as a foundation for her work throughout her entire career. She believed that all individuals have the right to happiness, and the goal of human life is the fulfillment and happiness of the person. While professing that individuals can and should develop their fullest potentials, Gilbreth did just that.
Sources
http://www.psych.yorku.ca/femhop/Lilian%20Gilbreth.htm
Therbligs
Frank B.gilbreth developed sub divisions or events that are seen as common to all kinds of work. He coined the word therblig to represent these elements of work by a human operator.
They are
1. Search
2. Find
3. Select
4. Grasp
5. Hold
6. Position
7. Assemble
8. Use
9. Disassemble
10. Inspect
11. Transport loaded
12. Transport unloaded
13. Pre-position for next operation
14. Release load
15. Unavoidable delay
16. Avoidable delay
17. Plan
18. Rest to overcome fatigue
Ralph Barnes omitted the therblig 'find' from the list he has given. He argued that it was a mental reaction than a physical movement.
Reference
Motion and Time Study
Seventh Edition
Ralph M. Barnes
John Wiley & Sons 1980
They are
1. Search
2. Find
3. Select
4. Grasp
5. Hold
6. Position
7. Assemble
8. Use
9. Disassemble
10. Inspect
11. Transport loaded
12. Transport unloaded
13. Pre-position for next operation
14. Release load
15. Unavoidable delay
16. Avoidable delay
17. Plan
18. Rest to overcome fatigue
Ralph Barnes omitted the therblig 'find' from the list he has given. He argued that it was a mental reaction than a physical movement.
Reference
Motion and Time Study
Seventh Edition
Ralph M. Barnes
John Wiley & Sons 1980
Google Books Work Study and Measurement
Most Work Measurement Systems By Kjell B. Zandin
http://books.google.com/books?id=c9zSq5HyTGgC&printsec=frontcover&dq=work+measurement&lr=&sig=ACfU3U3w9FyhuxlqBu3lVbngeP9PmrCzqw&source=gbs_similarbooks_r&cad=4_2
This book is an essential guide for those in training for their MOST® certification and a great value to anyone looking to enhance their marketability to prospective employers. Revised to accommodate the evolving needs of current and emerging industries, the third edition clarifies the working rules and data card format for BasicMOST®, MiniMOST® and MaxiMOST®, presents a thorough description of the application of AdminMOSTTM, a version of BasicMOST® for measuring administrative tasks in retail, banking and service environments, and contains new photographs and illustrations. It is an excellent resource for practicing professionals and newcomers in the fields of industrial engineering and management.
Published 2003
Marcel Dekker
Work measurement
519 pages
--------------------
Work Measurement and Methods Improvement By Lawrence S. Aft
http://books.google.com/books?id=B1DLXuts73cC&printsec=frontcover&dq=work+measurement&lr=&sig=ACfU3U1WzPX-DQQyU4J9XygEHh5ZJl7SsQ&source=gbs_similarbooks_r&cad=2_2
Practical, up-to-date coverage for a new generation of engineering and management professionals. Lawrence S. Afts Productivity, Measurement, and Improvement has long served as a seminal reference for students and professionals in industrial engineering, quality management, and other related fields. Now Work Measurement and Methods Improvement brings his work right up to date with the demands of todays rapidly changing marketplace, where work measurement and methods improvement have a vital role to play in improving quality and enhancing productivity in a wide range of industries. Accessible and easy to follow, this book presents solid, practical coverage of the key principles and practices of work measurement. It explains the purpose, use, advantages, and limitations of tools and methods for:Work analysis–including graphical productivity analysis and work methods improvementProduct measurement–from time study and standard data systems to work sampling and labor reporting issuesProduct improvement–ergonomics, incentive systems, continuous improvement, process improvement, and more With straightforward examples, chapter-end summaries, review questions, and practice exercises that emphasize the application of fundamental concepts, Work Measurement and Methods Improvement is an essential reference for current and future professionals who must do the work and manage the process to achieve better quality, higher productivity, and powerhouse performance for their organization.
By Lawrence S. Aft
Contributor Lawrence S
. Aft
Published 2000
Wiley-IEEE
Work measurement
464 pages
Contents
METHODS ANALYSIS 22
scientific method, Brainstorming, status quo
WORK ANALYSIS 31
Blivet, burrito, Mousetrap
WORK METHODS IMPROVEMENT 105
Rold bolr, gross pay, data entry clerk
MEASURING PRODUCTIVITY 145
Standard Deviation, standard normal table, stopwatch
STANDARD DATA SYSTEMS 209
standard data system, regression analysis, independent variables
PREDETERMINED TIME SYSTEMS 253
predetermined time systems, Methods Time Measurement, Morions
WORK SAMPLING 299
Blivet, sampling study, ABC Store
PHYSIOLOGICAL WORK MEASUREMENT 330
heart rate, oxygen, IKonz
LABOR REPORTING 340
control chart, Standard 580, standard deviation
IMPROVING PRODUCTIVITY 363
anthropometry, man-machine system, mainframe computers
INCENTIVES TO INCREASE PRODUCTIVITY 385
Lincoln Electric, incentive plan, eight-hour day
ALTERNATIVE METHODS FOR INCREASING 412
participatory management, United Auto Workers, QWL programs
Quality Control Circles 419
IWall, Japan, Scientific Management
Work Measurement and Continuous Improvement 429
flextime, job enrichment, job rotation
Summary 437
Quality Circles, Job Enrichment, Ergonomics
INDEX
----------------
Engineered Work Measurement By Delmar W. Karger, Franklin H. Bayha
http://books.google.com/books?id=K-JSTQ0tkkkC&printsec=frontcover&dq=work+measurement&lr=&sig=ACfU3U3SUNhVQfB5t62j2zDKnT9ZMNiaww
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.
Published 1987
Industrial Press Inc.
Work measurement
503 pages
Contents
1NTRODUCT1ON BACKGROUND AND FUNDAMENTALS OF MTM 1
Origins and Background of Work Measurement 3
therbligs, Scientific Management, Industrial Engineers
Rating an Operators Performance 18
industrial engineers, LMS system, ANSI
Predetermined Time Systems 37
Methods-Time Measurement, predetermined time system, therbligs
More Introductory Material on MTM 54
Methods-Time Measurement, film speed, Fair Lawn
DETA1LED MTM1 DATA 5 Reach 85
Therblig, ACDm, body assistance
Move 113
double stop, Coefficient of Friction, Therblig
Turn 145
free object, axis of rotation, Reach or Move
Crank 160
cranking motions, conical surface, intermittent cranking
Apply Pressure 178
x force, kilograms, International MTM Directorate
Grasp 198
PISE, film speed, 1A Grasp
Release 219
pliers, Contact Release, motion pattern
Position 225
Posi, Symmetry, Secondary Engage
Disengage 283
during Disengage, REGRASP, recoil path
Eye Usage 301
Eye Focus, Interfixation, Eye Travel
Body Leg and Foot Motions 327
AKOK, Turn Body, Foot Motions
Motion Combinations 357
motion combinations, body members, combined motions
Motion PatternsMethods Evidence 396
motion pattern, Synthetic Elements, outer housing
REDUC1NG LABOR COSTS 419
malingering, labor standards, incentive plan
Computers and the Work MeasurementIndustrial 441
microcomputer, minicomputer, COBOL
Index
http://books.google.com/books?id=c9zSq5HyTGgC&printsec=frontcover&dq=work+measurement&lr=&sig=ACfU3U3w9FyhuxlqBu3lVbngeP9PmrCzqw&source=gbs_similarbooks_r&cad=4_2
This book is an essential guide for those in training for their MOST® certification and a great value to anyone looking to enhance their marketability to prospective employers. Revised to accommodate the evolving needs of current and emerging industries, the third edition clarifies the working rules and data card format for BasicMOST®, MiniMOST® and MaxiMOST®, presents a thorough description of the application of AdminMOSTTM, a version of BasicMOST® for measuring administrative tasks in retail, banking and service environments, and contains new photographs and illustrations. It is an excellent resource for practicing professionals and newcomers in the fields of industrial engineering and management.
Published 2003
Marcel Dekker
Work measurement
519 pages
--------------------
Work Measurement and Methods Improvement By Lawrence S. Aft
http://books.google.com/books?id=B1DLXuts73cC&printsec=frontcover&dq=work+measurement&lr=&sig=ACfU3U1WzPX-DQQyU4J9XygEHh5ZJl7SsQ&source=gbs_similarbooks_r&cad=2_2
Practical, up-to-date coverage for a new generation of engineering and management professionals. Lawrence S. Afts Productivity, Measurement, and Improvement has long served as a seminal reference for students and professionals in industrial engineering, quality management, and other related fields. Now Work Measurement and Methods Improvement brings his work right up to date with the demands of todays rapidly changing marketplace, where work measurement and methods improvement have a vital role to play in improving quality and enhancing productivity in a wide range of industries. Accessible and easy to follow, this book presents solid, practical coverage of the key principles and practices of work measurement. It explains the purpose, use, advantages, and limitations of tools and methods for:Work analysis–including graphical productivity analysis and work methods improvementProduct measurement–from time study and standard data systems to work sampling and labor reporting issuesProduct improvement–ergonomics, incentive systems, continuous improvement, process improvement, and more With straightforward examples, chapter-end summaries, review questions, and practice exercises that emphasize the application of fundamental concepts, Work Measurement and Methods Improvement is an essential reference for current and future professionals who must do the work and manage the process to achieve better quality, higher productivity, and powerhouse performance for their organization.
By Lawrence S. Aft
Contributor Lawrence S
. Aft
Published 2000
Wiley-IEEE
Work measurement
464 pages
Contents
METHODS ANALYSIS 22
scientific method, Brainstorming, status quo
WORK ANALYSIS 31
Blivet, burrito, Mousetrap
WORK METHODS IMPROVEMENT 105
Rold bolr, gross pay, data entry clerk
MEASURING PRODUCTIVITY 145
Standard Deviation, standard normal table, stopwatch
STANDARD DATA SYSTEMS 209
standard data system, regression analysis, independent variables
PREDETERMINED TIME SYSTEMS 253
predetermined time systems, Methods Time Measurement, Morions
WORK SAMPLING 299
Blivet, sampling study, ABC Store
PHYSIOLOGICAL WORK MEASUREMENT 330
heart rate, oxygen, IKonz
LABOR REPORTING 340
control chart, Standard 580, standard deviation
IMPROVING PRODUCTIVITY 363
anthropometry, man-machine system, mainframe computers
INCENTIVES TO INCREASE PRODUCTIVITY 385
Lincoln Electric, incentive plan, eight-hour day
ALTERNATIVE METHODS FOR INCREASING 412
participatory management, United Auto Workers, QWL programs
Quality Control Circles 419
IWall, Japan, Scientific Management
Work Measurement and Continuous Improvement 429
flextime, job enrichment, job rotation
Summary 437
Quality Circles, Job Enrichment, Ergonomics
INDEX
----------------
Engineered Work Measurement By Delmar W. Karger, Franklin H. Bayha
http://books.google.com/books?id=K-JSTQ0tkkkC&printsec=frontcover&dq=work+measurement&lr=&sig=ACfU3U3SUNhVQfB5t62j2zDKnT9ZMNiaww
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.
Published 1987
Industrial Press Inc.
Work measurement
503 pages
Contents
1NTRODUCT1ON BACKGROUND AND FUNDAMENTALS OF MTM 1
Origins and Background of Work Measurement 3
therbligs, Scientific Management, Industrial Engineers
Rating an Operators Performance 18
industrial engineers, LMS system, ANSI
Predetermined Time Systems 37
Methods-Time Measurement, predetermined time system, therbligs
More Introductory Material on MTM 54
Methods-Time Measurement, film speed, Fair Lawn
DETA1LED MTM1 DATA 5 Reach 85
Therblig, ACDm, body assistance
Move 113
double stop, Coefficient of Friction, Therblig
Turn 145
free object, axis of rotation, Reach or Move
Crank 160
cranking motions, conical surface, intermittent cranking
Apply Pressure 178
x force, kilograms, International MTM Directorate
Grasp 198
PISE, film speed, 1A Grasp
Release 219
pliers, Contact Release, motion pattern
Position 225
Posi, Symmetry, Secondary Engage
Disengage 283
during Disengage, REGRASP, recoil path
Eye Usage 301
Eye Focus, Interfixation, Eye Travel
Body Leg and Foot Motions 327
AKOK, Turn Body, Foot Motions
Motion Combinations 357
motion combinations, body members, combined motions
Motion PatternsMethods Evidence 396
motion pattern, Synthetic Elements, outer housing
REDUC1NG LABOR COSTS 419
malingering, labor standards, incentive plan
Computers and the Work MeasurementIndustrial 441
microcomputer, minicomputer, COBOL
Index
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