Dry Manufacturing Process Offers Path to Cleaner, More Affordable High-Energy EV Batteries
Dry processing saves factory floor space, time, energy, waste disposal and startup expenses.
Oak Ridge National Laboratory
Jul 20, 2023
Saturday, July 29, 2023
Pump Refurbishing - Case Study
Legacy Doesn’t Mean End of Life
Breathing new life into pumps of any age from any brand with OEM knowledge.
Hector Castillo, Field Engineer, Sulzer Pump Services (US) Inc, Aaron Burton, Engineering Manager, Sulzer Pump Services (US) Inc, Mitchell Legg, Design Engineer, Sulzer Pumps Service (US) Inc
Jul 28, 2023
Sulzer Pump Services refurbished a third party pump.
https://www.manufacturing.net/operations/article/22868581/legacy-doesnt-mean-end-of-life
Saturday, July 15, 2023
Efficiency Engineering - Bedaux - 1916
Jan. 19, 1942
The president of the Bedaux Co. and the president of the left-wing Mine, Mill & Smelter Workers Union, broadcasting on America's Town Meeting of the Air concurred: joint management, labor, Government, and engineering councils were the way to speed up war production.
The president of Bedaux is deep-eyed, handsome Albert Ramond.
Last year its engineers operated in 83 plants, most of them in basic industries where C.I.O. has its greatest strength. They get along fine with the unions, and Bedaux Co. is making money once more.
Charles Bedaux in 1916 started efficiency engineering pioneered by Frederick Taylor. His engineers made their time & motion studies hiding behind pillars with stop watches. They frequently drew up recommendations without consulting even foremen, installed bonus systems which went 75% to the worker, 25% to supervisors as an incentive to push the men. Their standard "B unit," basis of pay, became hated by labor because it was increased as output rose, so that bonuses became harder & harder to earn while basic pay remained unchanged.
Albert Ramond and his colleagues changed all that. When hired for an efficiency survey, they now recommend that foremen and union leaders (or workers' representatives) be called in. Now it is rare for Bedaux Co. to go into unorganized plants. Says Albert Ramond: "We need the union's practical skill as well as our own scientific skill so that with management we may arrive at a tri-partite agreement." Bonuses now go 100% to the worker, and he understands the pay formula (which he didn't before).
The Bedaux system is an efficiency-engineering service, with each plant a fresh problem. . At U.S. Steel's Gary plant, Bedaux engineers increased repair department personnel 10%, claim to have upped efficiency 80%. In a steel foundry making tank parts, production jumped from 300 to 1,000 tons monthly while man-hours per ton were cut 50%. Bedaux engineers are working in many a U.S. armament factory, have been called in to stop a slump caused by a wage ceiling in one of the largest munitions plants in Canada.
Jan. 19, 1942
https://content.time.com/time/subscriber/article/0,33009,766351,00.html
Bedaux system
https://www.economicsdiscussion.net/engineering-economics/rating-the-performance-of-workers-6-methods/21710
https://www.academia.edu/10687123/Special_Issue_Frederick_Taylor_
ud. 15.7.2023
Pub 7.3.2008
"Efficiency Engineering" -The Term was used in 1911
http://query.nytimes.com/mem/archive-free/pdf?_r=1&res=950CE3DB1E3EE233A25757C1A9609C946096D6CF&oref=slogin
Today I came across an article of New York Times published on 14 June 1911 that described the talk by H.F. Stimpson on Efficiency Engineering.
In the talk, he said that efficiency methods are to be adopted by employees.
But the government's efficiency engineers could determine just how much energy a human worker can expend each day without overstrain and overwork and the wreck of his own body - all he has to offer to the world as an engine of energy.
Today I came across an article of New York Times published on 14 June 1911 that described the talk by H.F. Stimpson on Efficiency Engineering.
In the talk, he said that efficiency methods are to be adopted by employees.
But the government's efficiency engineers could determine just how much energy a human worker can expend each day without overstrain and overwork and the wreck of his own body - all he has to offer to the world as an engine of energy.
Testimony by H.F. Simpson
https://books.google.co.in/books?id=_SnbAAAAMAAJ&pg=RA1-PA614&lpg=RA1-PA614#v=onepage&q&f=false
Page 614 of the book.
Ud. 15.7.2023
Pub. 7.3.2008
Friday, July 14, 2023
ERGONOMIC WORKSTATION GUIDELINES
15.7.2023
All Steel Office Furniture Ergonomic Design Guide
NCSU - Ergonomics Page
Computer Ergonomics - Applying Ergonomics to the Workstation
Computer Workstation Ergonomic Self-Assessment Checklist
10.2.2007
ERGONOMIC WORKSTATION GUIDELINES - NC State University
Ergonomics is a scientific discipline, which is concerned with improving the productivity, health, safety and comfort of people, as well as promoting effective interaction between people, technology they are using and the environment in which both must operate.
Responsibility
Departments are encouraged to purchase adjustable equipment for the reasonable accommodation of users. Some users may have special needs, such as left-handedness, color blindness, vision impairment, etc. The goal should be flexibility to accommodate the user population so that personnel may interface effectively with equipment. Equipment should be sized to fit the individual user.
Ergonomic evaluations will be conducted by the Environmental Health and Safety Center. Additional information may be obtained by calling 515-4190 or emailing ehsc_ergonomics_program@ncsu.edu.
Purpose
Ergonomic furniture should be designed to facilitate task performance, minimize fatigue and injury by fitting equipment to the body size, strength and range of motion of the user.
Office furnishings, which are generally available, have adjustable components that enable the user to modify the workstation to accommodate different physical dimensions and the requirements of the job. Ergonomically designed furniture can reduce pain and injury, increase productivity, improve morale, and decrease complaints.
The purchase of equipment should be task specific to eliminate:
(a) static or awkward posture,
(b) repetitive motion,
(c) poor access or inadequate clearance and excessive reach,
(d) display that are difficult to read and understand, and
(e) controls that are confusing to operate or require too much force. Therefore, furniture that is selected should be suitable for the types of tasks performed and be adaptable to multi-purpose use. Office workstations must be designed carefully to meet the need of the staff and to accomplish the goals of the facility.
Design objectives should support humans to achieve the operational objectives for which they are responsible. There are three goals to consider in human-centered design.
Enhance human abilities
Overcome human limitations
Foster user acceptance
To achieve these objectives, there are several key elements of ergonomics in the office to consider.
Equipment - video display terminals
Software design - system design and screen design for greater usability
Workstation design - chairs, work surfaces and accessories
Environment - space planning, use of colors, lighting, acoustics, air quality and thermal factors
Training - preparing workers to deal with technology
Recommendations
To give departments guidance in selecting office furniture and setting up workstations, the following guidelines are from the American National Standards Institute and the Environmental Health and Safety Center. Included are diagrams and a checklist to guide you through the process.
Chairs
OFFICE CHAIR ADJUSTMENT PROCEDURE FOR A MORE COMFORTABLE, NUETRAL, SEATED POSTURE
Seat Height: Seat height should be pneumatically adjusted while seated. A range of 16 - 20.5 inches off the floor should accommodate most users. Thighs should be horizontal, lower legs vertical, feet flat on the floor or on a footrest. Seat height should also allow a 90 degree angle at the elbows for typing.
Seat Width
and Depth: A seat width of 17-20 inches suffices for most people and should be deep enough to permit the back to contact the lumbar backrest without cutting into the backs of knees. The front edge should be rounded and padded. The seat slant should be adjustable (0 to 10 degrees). Avoid bucket-type seats. The seat should swivel easily.
Backrest: The backrest should offer firm support, especially in the lumbar (lower back) region, should be 12-19 inches wide, and should be easily adjustable both in angle and height, while sitting. The optimum angle between seat and back should permit a working posture of at least 90 degrees between the spine and thighs. Seat pan angle and backrest height and angle should be coordinated to allow for the most comfortable weight load on the spinal column.
Seat Material: A chair seat and back should be padded enough to allow comfortable circulation. If a seat is too soft, the muscles must always adjust to maintain a steady posture, causing strain and fatigue. The seat fabric should "breathe" to allow air circulation through clothes to the skin.
Armrests: Armrests are optional, depending on user preference and task performed. They should not restrict movement or impede the worker's ability to get close enough to the work surface. The worker should not rest his or her forearms while keying.
Workstation Design
Correct work station height depends upon the user of a work station and upon the chair and other factors that interact with the user and table. The ideal is for the user to be able to sit at the work station with the keyboard in place and be able to easily maintain a 90-100 degree elbow angle and straight wrists while keying. The height of an adjustable keyboard support should adjust between 23" and 28" to accommodate most-but not all-users. 26" is a recommended compromise position while leg clearance must still be considered.
Leg room: Knee spaces should allow a worker to feel uncrowded and to allow some changes of position even with the keyboard support lowered to the correct level for use. The knee space should be at least 30" wide by 19"deep by 27" high to comply with the requirements of the Americans with Disabilities Act. For those using a footrest, clearance must be calculated with the legs in place on the footrest. Likewise, depth of the "clearance envelope" for both legs and toes should be evaluated while the workstation user is in a normal working position at the work station (determined by the design of the seating system and the way the user sits). Drawers and support legs (for furniture) should not go where human legs need to fit.
The work station top should be big enough to allow space not only for all computer-related necessary equipment, but also for paperwork, books, and other materials needed while working at the computer. Working with materials on chairs and at odd angles has the potential for neck and other body strain. Frequently used items should be kept close to avoid long reaches. A general recommendation is that the work area top should be at least as big as the standard office desk - 30 inches by 60 inches. A depth of at least 30 inches allows flexibility in use/reuse of the work area. Usable space may be maximized by good wire/cable management.
Thickness of work surface: one inch
Accessories
Footrest: Situations will arise in which a user is perfectly adjusted for keyboard use and with the monitor at a correct angle, but his/her feet do not rest flat on the floor. A footrest may be used to correct this problem.
Document Holder: Use a document holder instead of resting copy on the table top. This helps to eliminate strain and discomfort by keeping the copy close to the monitor and at the same height and distance from the users face as the screen.
Wrist Rests: Wrists should only be used to support the wrist in pauses between typing if this is comfortable for the individual. Placing the wrists on a wrist rest while typing can create a bend in the wrists and pressure on the carpal tunnel. Wrist rests should have rounded, not sharp, edges and should provide a firm but soft cushion.
Keyboard Tray Adjustment Proceedure
--------------------------------------------------------------------------------
ERGONOMIC CHAIR CHECKLIST
1. Chair has wheels or castors suitable for the floor surface Yes No
2. Chair swivels Yes No
3. Backrest is adjustable for both height and angle Yes No
4. Backrest supports the inward curve of the lower back Yes No
5. Chair height is appropriate for the individual and the work surface height Yes No
6. Chair is adjusted so there is no pressure on the backs of the legs, and feet are flat on the floor or on a foot rest Yes No
7. Chair is adjustable from the sitting position Yes No
8. Chair upholstery is a breathable fabric Yes No
9. Footrests are used if feet do not rest flat on the floor Yes No
--------------------------------------------------------------------------------
VDT CHECKLIST
1. Top surface of the keyboard space bar is no higher than 2.5 inches about the work surface Yes No
2. During keyboard use, the forearm and upper arm form an angle of 90-100 with the upper arm almost vertical, the wrist is relaxed and not bent, wrist rests are available Yes No
3. If used primarily for text entry, keyboard is directly in front of the operator Yes No
4. If used primarily for data entry, keyboard is directly in front of the keying hand Yes No
5. Top of screen is at eye level or slightly lower Yes No
6. Viewing distance is 18-24 inches Yes No
7. Screen is free of glare or shadows Yes No
8. Images on the screen are sharp, easy to read and do not flicker Yes No
http://www.ncsu.edu/ehs/www99/right/handsMan/office/ergonomic.html Link not working now.
Ud. 15.7.2023
Pub. 10.2.2007
Thursday, July 13, 2023
Recent Advances in Industrial Engineering Knowledge
2023
INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING Pdf File. Free Download.
by Narayana Rao Kvss. Top 0.5% of Publications on Academia.Edu.
IEKC Industrial Engineering ONLINE Course - Modules & Lessons.
Sharing Lessons for the fourth year 2023-2024 started from 1 June 2023.
“Productivity science is scientific effort, that in any specific work situation, identifies the appropriate philosophy, culture, systems, processes, technology, methods and human physical action and behavior and elements of each of them, that will maximize positive (social, environmental and economic) outcomes relative to the resources consumed.”
in Frameworks for Productivity Science of Machine Effort and Human Effort - Narayana Rao (Proceedings of the 2020 IISE Annual Conference, L. Cromarty, R. Shirwaiker, P. Wang, eds.)
Productivity Science of Machining - F.W. Taylor - Experiments and Results.
Productivity Science: Foundation of Industrial Engineering.
PDF File. Free Download.
2021
Coca-Cola - A case study of total productivity management.
Rao, K V S S Narayana. Industrial Management; Mar/Apr 2021
2020
Production Process Planning - Sub-Module of Process Industrial Engineering
202
2017
Principles of Industrial Engineering - YouTube Video
Narayana Rao (2017)
Industrial engineering is system efficiency engineering.
Principles of Industrial Engineering.
Kambhampati, Venkata Satya Surya Narayana Rao. IIE Annual Conference. Proceedings; Norcross (2017): 890-895.
Ud. 14.7.2023
Pub 12/5/2011
Saturday, May 12, 2012
Industrial Engineering - Strategic Perspectives and Planning
The New Role of Industrial Engineering in a Flat World
Jan Kosturiak
Link to the paper http://www.ipaslovakia.sk/UserFiles/File/Kosturiak/New%20Position%20of%20Industrial%20Engineers%20in%20Flat%20World.pdf
The Future of Industrial Engineering - One Perspective Timothy Greene 2001 http://www.accessengineeringlibrary.com/mghpdf/0071449272_ar006.pdf Presentations (Slides)
The Future of Industrial Engineering Shop Floors to Factories to Supply Chains to Enterprises by William B. Rouse 2005 http://www.usc.edu/dept/ise/assets/002/26233.pdf
Strategic Industrial Engineering
http://www.ie.sun.ac.za/index.php?option=com_content&task=view&id=118&Itemid=102
Last update on
12.5.2012
5.12.2011
Link to the paper http://www.ipaslovakia.sk/UserFiles/File/Kosturiak/New%20Position%20of%20Industrial%20Engineers%20in%20Flat%20World.pdf
The Future of Industrial Engineering - One Perspective Timothy Greene 2001 http://www.accessengineeringlibrary.com/mghpdf/0071449272_ar006.pdf Presentations (Slides)
The Future of Industrial Engineering Shop Floors to Factories to Supply Chains to Enterprises by William B. Rouse 2005 http://www.usc.edu/dept/ise/assets/002/26233.pdf
Strategic Industrial Engineering
http://www.ie.sun.ac.za/index.php?option=com_content&task=view&id=118&Itemid=102
Last update on
12.5.2012
5.12.2011
Monday, December 5, 2011
Industrial Engineering - Perceptions of Other Professions
Perceptions of Cost Accountants
Cost Accountant and Industrial Engineering
Paul J. Ratzer
The Accounting Review, April 1955
http://www.jstor.org/pss/240901
Sunday, December 4, 2011
Biographies Meritorious Industrial Engineers of Modern Period
Michael L. Eskew - CEO UPS - Reference for Business Encyclopedia artice
Michael Riordan - CEO, Greenville Hospital System, South Carolina
Tim Cook, CEO Apple
Contents - Handbook of Industrial Engineering
I. Industrial Engineering - Introduction
I-A. History and Evolution of Industrial Engineering
I-B. What is Industrial Engineering?
I-C. Pioneers in Industrial Engineering
I-D. Industrial Engineering Departments in Companies - Place and Responsibilities
I-E. Industrial Engineering Profession
I-F. Industrial Engineering Departments in Colleges and Universities
II. Processes/Activities that require Human Effort
II-I. Production and Maintenance Processes, Equipment and Materials Handling
II-A. Mechanical Engineering
II-B. Chemical Engineering
II-C. Electrical Engineering
II-D. Civil Engineering
II-E. Agricultural Engineering
II-F. Light Enginneering Industry
II-G. Heavy Engineering Industry
II-H. Automobile Industry
II-I. Transportation Industry
II-J. IT Hardware Industry
II-K. Telecommunications Industry
II-L. Banking and Financial Services Industry
II-M. Hospitality Industry
II-N. Hospital Sector
II-O. Retailing, Wholesale and Related Logistics
II-P. Software Industry
II-Q. Diary Industry
II-R. Light Engineering Industry
II-S. Heavy Engineering Industry
II-T. Agriculture, Horticulture
II-U. Animal Husbandry
II-V. Education Sector
II-W. Publishing Industry
II-X. Miscellaneous Agricultural and Allied Activities
II-Y. Miscellaneous Manufacturing Sectors
II-Z. Miscellaneous Service Sectors
II-II Business/Commercial/Management Processes
II-II-A. Accounting process
II-II-B. Marketing and Sales
II-II-C. Purchasing
II-II-D. Stores
II-II-E. Inventory Planning and Control
II-II-F. Inbound Logistics
II-II-G. Outbound Logistics
II-II-H. Financial Management
II-II-I. Human Resource Management
II-II-J. Corporate Planning and Strategic Management
II-III Miscellaneous Services
II-III-A. Police
II-III-B. Judicial Services
II-III-C. Design and Drafting
II-III-D. Journalism
III. Human Sciences
III-A. Physiology
III-B. Anatomy
III-C. Psychology
III-D. Sociology
III-E. Ergonomics
III-F. Work Physiology
III-G. Industrial Psychology
III-H. Industrial Sociology
III-I. Human Behaviour at Work & Organization Behaviour
III-J. Social Psychology
IV. Decision Sciences
IV-A. Engineering Economics, Financial Accounting and Cost Accounting
IV-B. Mathematics - Applications in Industrial Engineering
IV-C. Statistics - Applications in Industrial Engineering
IV-D. Operations Research and Optimization Techniques - Applications in Industrial Engineering
IV-E. Micro and Macro Economics - Applications in Industrial Engineering
IV-F. Qualitative Criteria and Processes of Decision Making
IV-G. Systems Approach to Decision Making - Applications in IE Practice
V. Industrial Engineering - Human Effort Engineering and System Efficiency Engineering
Human Effort Engineering
V-A. Principles of Efficiency, Motion Economy and Safety
V-B. Motion Analysis and Redesign
V.c. Fatigue Analysis
V.D. Ergonomic Analysis
V-E. Work Station and Facility Improvement and Redesign
V-F. Work Measurement
V-G. Study of Compensation, Rewards and Incentives
V-H. Study of Operator Comfort, Safety and Occupational Health
V-I. Design of Productivity and Safety Devices
V-J. Man-Machine & Man-Material Interface Design
System Efficiency Engineering
V-O. System Documentation
V-P. Methods Efficiency Engineering
V-Q. Product Efficiency and Value Engineering
V-R. Inspection Methods Efficiency Engineering
V-S. Office Methods Efficiency Engineering
V-T. Engineering Economy Studies - Investment and Expenditure Efficiency Improvement
V-U. Application of Statistics to Improve Efficiency of Systems
V-V. Application of Quantitative Techniques and Operations Research to Improve Efficiency of Systems
V-W. Physical Plant and Layout Efficiency Improvement
VI. Industrial Engineering - Work System Design
VI-A. Information to Start Work System Design
VI-B. Site Location and Selection
VI-C. Design of Industrial and Office Buildings - Role of Industrial Engineers
VI-D. Climate Control in Work Places
VI-E. Technlogy and Equipment Selection - Role of Industrial Engineers
VI-F. Work Station Design and Plant & Stores Layout
VI-G. Operator Selection - Role of Industrial Engineers
VI-H. Standard Operating Procedure Design and Communication
VI-I. Training of Operators - Role of Industrial Engineers
VI-J. Initial Operation of the Plant - Role of Industrial Engineers
VI-K. Industrial Engineering Science and Techniques
VII. Management of Industrial Engineering
VII-A. Management of Industrial Engineering Studies
VII-B. Management of Industrial Engineering Department
VII-C. Management of Industrial Engineering Projects (Project Management)
VII-D. Productivity Management
VII-E. Quality Management
VII-F. Operator Comfort Management
VII-G. Safety Management
VII-H. Occupational Health Management
VII-I. Information Management in IE Department
VIII. Augmented Industrial Engineering
VIII-A. Additional Responsibilities Entrusted to IE Departments
IX. Industrial Engineering - Strategic Planning
X. Industrial Engineering - Perceptions of Other Professions
X-A. Perceptions of CEOs and COOs.
X-B. Perceptions of Marketing Managers
X-C. Perceptions of Production Managers
X-D. perceptions of Human Resource ManagementProfessionals
X-E. Perceptions of Cost Accountants
X-F. Perceptions of Trade Unions.
XI. Industrial Engineering - Significant Recent Contributions
XI-A. Recent Advances in Industrial Engineering Knowledge.
XI-B. Recent Achievements of IE Departments
XI-C. Recent Innovations of IE Departments
XII. Biographies Meritorious Industrial Engineers of Modern Period
XIII. Industrial Engineering - Books: Bibliographies, Reviews and Summaries
XIV. Industrial Engineering Encyclopedia
XV. Industrial Engineering Web Directory
I-A. History and Evolution of Industrial Engineering
I-B. What is Industrial Engineering?
I-C. Pioneers in Industrial Engineering
I-D. Industrial Engineering Departments in Companies - Place and Responsibilities
I-E. Industrial Engineering Profession
I-F. Industrial Engineering Departments in Colleges and Universities
II. Processes/Activities that require Human Effort
II-I. Production and Maintenance Processes, Equipment and Materials Handling
II-A. Mechanical Engineering
II-B. Chemical Engineering
II-C. Electrical Engineering
II-D. Civil Engineering
II-E. Agricultural Engineering
II-F. Light Enginneering Industry
II-G. Heavy Engineering Industry
II-H. Automobile Industry
II-I. Transportation Industry
II-J. IT Hardware Industry
II-K. Telecommunications Industry
II-L. Banking and Financial Services Industry
II-M. Hospitality Industry
II-N. Hospital Sector
II-O. Retailing, Wholesale and Related Logistics
II-P. Software Industry
II-Q. Diary Industry
II-R. Light Engineering Industry
II-S. Heavy Engineering Industry
II-T. Agriculture, Horticulture
II-U. Animal Husbandry
II-V. Education Sector
II-W. Publishing Industry
II-X. Miscellaneous Agricultural and Allied Activities
II-Y. Miscellaneous Manufacturing Sectors
II-Z. Miscellaneous Service Sectors
II-II Business/Commercial/Management Processes
II-II-A. Accounting process
II-II-B. Marketing and Sales
II-II-C. Purchasing
II-II-D. Stores
II-II-E. Inventory Planning and Control
II-II-F. Inbound Logistics
II-II-G. Outbound Logistics
II-II-H. Financial Management
II-II-I. Human Resource Management
II-II-J. Corporate Planning and Strategic Management
II-III Miscellaneous Services
II-III-A. Police
II-III-B. Judicial Services
II-III-C. Design and Drafting
II-III-D. Journalism
III. Human Sciences
III-A. Physiology
III-B. Anatomy
III-C. Psychology
III-D. Sociology
III-E. Ergonomics
III-F. Work Physiology
III-G. Industrial Psychology
III-H. Industrial Sociology
III-I. Human Behaviour at Work & Organization Behaviour
III-J. Social Psychology
IV. Decision Sciences
IV-A. Engineering Economics, Financial Accounting and Cost Accounting
IV-B. Mathematics - Applications in Industrial Engineering
IV-C. Statistics - Applications in Industrial Engineering
IV-D. Operations Research and Optimization Techniques - Applications in Industrial Engineering
IV-E. Micro and Macro Economics - Applications in Industrial Engineering
IV-F. Qualitative Criteria and Processes of Decision Making
IV-G. Systems Approach to Decision Making - Applications in IE Practice
V. Industrial Engineering - Human Effort Engineering and System Efficiency Engineering
Human Effort Engineering
V-A. Principles of Efficiency, Motion Economy and Safety
V-B. Motion Analysis and Redesign
V.c. Fatigue Analysis
V.D. Ergonomic Analysis
V-E. Work Station and Facility Improvement and Redesign
V-F. Work Measurement
V-G. Study of Compensation, Rewards and Incentives
V-H. Study of Operator Comfort, Safety and Occupational Health
V-I. Design of Productivity and Safety Devices
V-J. Man-Machine & Man-Material Interface Design
System Efficiency Engineering
V-O. System Documentation
V-P. Methods Efficiency Engineering
V-Q. Product Efficiency and Value Engineering
V-R. Inspection Methods Efficiency Engineering
V-S. Office Methods Efficiency Engineering
V-T. Engineering Economy Studies - Investment and Expenditure Efficiency Improvement
V-U. Application of Statistics to Improve Efficiency of Systems
V-V. Application of Quantitative Techniques and Operations Research to Improve Efficiency of Systems
V-W. Physical Plant and Layout Efficiency Improvement
VI. Industrial Engineering - Work System Design
VI-A. Information to Start Work System Design
VI-B. Site Location and Selection
VI-C. Design of Industrial and Office Buildings - Role of Industrial Engineers
VI-D. Climate Control in Work Places
VI-E. Technlogy and Equipment Selection - Role of Industrial Engineers
VI-F. Work Station Design and Plant & Stores Layout
VI-G. Operator Selection - Role of Industrial Engineers
VI-H. Standard Operating Procedure Design and Communication
VI-I. Training of Operators - Role of Industrial Engineers
VI-J. Initial Operation of the Plant - Role of Industrial Engineers
VI-K. Industrial Engineering Science and Techniques
VII. Management of Industrial Engineering
VII-A. Management of Industrial Engineering Studies
VII-B. Management of Industrial Engineering Department
VII-C. Management of Industrial Engineering Projects (Project Management)
VII-D. Productivity Management
VII-E. Quality Management
VII-F. Operator Comfort Management
VII-G. Safety Management
VII-H. Occupational Health Management
VII-I. Information Management in IE Department
VIII. Augmented Industrial Engineering
VIII-A. Additional Responsibilities Entrusted to IE Departments
IX. Industrial Engineering - Strategic Planning
X. Industrial Engineering - Perceptions of Other Professions
X-A. Perceptions of CEOs and COOs.
X-B. Perceptions of Marketing Managers
X-C. Perceptions of Production Managers
X-D. perceptions of Human Resource ManagementProfessionals
X-E. Perceptions of Cost Accountants
X-F. Perceptions of Trade Unions.
XI. Industrial Engineering - Significant Recent Contributions
XI-A. Recent Advances in Industrial Engineering Knowledge.
XI-B. Recent Achievements of IE Departments
XI-C. Recent Innovations of IE Departments
XII. Biographies Meritorious Industrial Engineers of Modern Period
XIII. Industrial Engineering - Books: Bibliographies, Reviews and Summaries
XIV. Industrial Engineering Encyclopedia
XV. Industrial Engineering Web Directory
Sunday, November 27, 2011
Performance of the blog
There is a need to know the performance of the blog. Especially as I have many blogs, opened to provide material in a specific subjects, the need to know which topics are of current interest to readers is important.
Page views
November 28, 2011 597 per month
Page views
November 28, 2011 597 per month
Sunday, June 26, 2011
What is industrial engineering? Going's Explanation in 1911
The book, Principles of Industrial Engineering, by Charles Buxton Going was published in the year 1911. 2010-11 is its centenary year.
McGraw Hill is the publisher of the book.
In the first chapter Going explained the work of industrial engineers in a very clear and vivid manner. Every industrial engineering student is to be advised to read this chapter to get the conception of industrial engineering in 1911. The chapter link
McGraw Hill is the publisher of the book.
In the first chapter Going explained the work of industrial engineers in a very clear and vivid manner. Every industrial engineering student is to be advised to read this chapter to get the conception of industrial engineering in 1911. The chapter link
Tuesday, October 26, 2010
Total Industrial Engineering - Concept
Total Industrial Engineering - Definition
by Yamashina
A system of methods where the performance of labor is maximized by reducing Muri (unnatural operation), Mura (irregular operation) and Muda (non-value added operation), and then separating labor from machinery through the use of sensor techniques.
( Source: http://wenku.baidu.com/view/a1cdf8ec4afe04a1b071de84.html)
Some more detail is available in an article by me on Knol (Still the information available is only a little)
http://knol.google.com/k/-/-/2utb2lsm2k7a/3146
by Yamashina
A system of methods where the performance of labor is maximized by reducing Muri (unnatural operation), Mura (irregular operation) and Muda (non-value added operation), and then separating labor from machinery through the use of sensor techniques.
( Source: http://wenku.baidu.com/view/a1cdf8ec4afe04a1b071de84.html)
Some more detail is available in an article by me on Knol (Still the information available is only a little)
http://knol.google.com/k/-/-/2utb2lsm2k7a/3146
Sunday, February 21, 2010
Productivity Improvement - Principles - Sumanth - 1984
David J Sumanth in his book Productivity Engineering and Management, published by McGraw Hill in 1984 listed the following principles in the chapter Productivity Improvement Concepts.
1. Microprocessor Principle
Whenever and wherever possible, design products and processes with microprocessor control.
2. Global-Market Principle
Design and manufacture products for global markets.
3. Learning Curve Principle
Wherever possible, plan productivity levels and product costs on a learning curve.
4.Secrecy Principle
Productivity improvement strategies that are novel when compared to the competitors must be kept secret.
5. Product-Mix Principle
Develop a product mix that consistently shows the largest gains in total market productivity and market share.
6. Emulation Principle
Take the best of at least three competitors' technologies in product design, development and production
7. Productivity Gain-Sharing Principle
Always, share the gains in productivity improvements with everydone directly or indirectly responsible for it, particularly employees and customers.
8. Leading Competitor Principle
Be the leading competitor for as many products/services as possible.
9. Harmony Principle
Seek harmony in human relations at all levels of management from the topmost executive down to the production/opertions level employee.
10. International Outlook Principle
Keep an international perspective in management activities related to planning, research and development, marketing, operations/production,and technology transfer.
11. Cooperative Research Principle
Work closely with universities and generic research establishments to bring in ideas for productivity improvement.
12. Productivity Process Principle
Productivity improvement must be an ongoing, day-to-day process and not a one-time program or project
1. Microprocessor Principle
Whenever and wherever possible, design products and processes with microprocessor control.
2. Global-Market Principle
Design and manufacture products for global markets.
3. Learning Curve Principle
Wherever possible, plan productivity levels and product costs on a learning curve.
4.Secrecy Principle
Productivity improvement strategies that are novel when compared to the competitors must be kept secret.
5. Product-Mix Principle
Develop a product mix that consistently shows the largest gains in total market productivity and market share.
6. Emulation Principle
Take the best of at least three competitors' technologies in product design, development and production
7. Productivity Gain-Sharing Principle
Always, share the gains in productivity improvements with everydone directly or indirectly responsible for it, particularly employees and customers.
8. Leading Competitor Principle
Be the leading competitor for as many products/services as possible.
9. Harmony Principle
Seek harmony in human relations at all levels of management from the topmost executive down to the production/opertions level employee.
10. International Outlook Principle
Keep an international perspective in management activities related to planning, research and development, marketing, operations/production,and technology transfer.
11. Cooperative Research Principle
Work closely with universities and generic research establishments to bring in ideas for productivity improvement.
12. Productivity Process Principle
Productivity improvement must be an ongoing, day-to-day process and not a one-time program or project
Monday, February 15, 2010
Method Study - Industrial Engineer - Management
Industrial engineer is a manager of method study. He has to enlist the participation of the operator, supervisor, process planner, tool designer and designer. He may also invite his colleagues in IE department to join his team of method study. To manager this team in completing the method study successfully, he needs technical skills, human skills and conceptual skills.
http://knol.google.com/k/method-study#
http://knol.google.com/k/method-study#
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