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

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

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

Industrial Engineering Faculty - India

Prof. Pradeep Kumar

Department of Mechanical Engineering
Indian Institute of Technology Roorkee
Roorkee- 247 667
Email : kumarfme@iitr.ernet.in
Telephone : (91-1332) 285 602 (Office)
(91-1332) 270 211, 285 130 (Residence)



Prof. H. S. Shan

Department of Mechanical Engineering
Indian Institute of Technology Roorkee
Roorkee- 247 667
Email : shanhfme@iitr.ernet.in
Telephone : (91-1332) 285 680 (Office)
(91-1332) 271 024, 285 016 (Residence)



Prof. P. K. Jain

Department of Mechanical Engineering
Indian Institute of Technology Roorkee
Roorkee- 247 667
Email : pjainfme@iitr.ernet.in
Telephone : (91-1332) 285 290 (Office)
(91-1332) 285 350 (Residence)
(http://nptel.iitg.ernet.in/Mech_Engg/IIT%20Roorkee/Industrial%20Engineering.htm)

B.Sc. in Industrial Engineering and Management at the Technion in Haifa

B.Sc. in Industrial Engineering and Management


Background:


Industrial Engineering and Management in Israel

Industrial engineering and management deals with the planning, operation, control and improvement of organizational systems and processes and with projects integrating humans, materials and equipment to achieve a variety of objectives.

The first Industrial Engineering program in Israel was taught at the Technion in Haifa, as a specialization within a B.Sc. in Mechanical Engineering.

Industrial Engineering deals with both systems and interpersonal aspects.

To obtain a degree, the student needs basic knowledge in exact sciences and engineering as well as familiarity with key social science disciplines, particularly economics and behavioral sciences. The increasing importance of the profession in Israel and throughout the world in recent years stems from the need for professionals with technological and engineering know-how to improve production methods and processes through various technologies, to shorten response times, lower prices in competitive market conditions and improve service and product quality. Over the years, industrial and management engineering alumni have been employed in a range of manufacturing and service operations in the private and public sectors, such as hospitals, banks, and insurance agencies, as well as in the military in procurement and logistics functions. Graduates are employed in a wide range of positions which include improvement and analysis of processes and organizations, analyzing computer communications and information systems needs for managing organizations, and in promoting integration of international innovative processes and advanced technologies in the local arena such as introducing industrial robots into production and service organizations, computerization of plants and commercial businesses, and instituting innovative methods for improving quality and service.


The program of study is based on the following fields:
Mathematics and introductory courses in Engineering and Physics
Statistics and Operations Research
Information Systems and Computer Science
Industrial Engineering
Economics, Behavioral Sciences and Management
English
Practical experience



Structure of the program
The program of study is based on an eight-semester format customary in other universities. The program includes a total of 35 courses (158 credits), including laboratories. Prerequisites for existing courses are listed in the syllabus. Prerequisites for courses being developed or upgraded are noted in the schematic structure of the program (Table 3).



Laboratories
The study program includes four (required) courses requiring laboratory use:
1. Work measurement
2. Ergonomics
3. Computerized manufacturing

http://www-e.openu.ac.il/academic/indus-eng.html

Head, B.Sc. program in Industrial Engineering and Management

Dr. Yuval Cohen
yuvalco@openu.ac.il

http://www.openu.ac.il/Personal_sites/yuval-cohen.html#sub2

Senior Industrial Engineer - 25891

Job Details Employment Type: Full Time Job Location: Fremont, CA Company Name: Boston Scientific (more jobs) Job Description: The Senior Industrial Engineer will identify and lead value improvement and waste elimination projects that drive plant and company performance improvements while promoting the development and advancement of the lean culture within the plant.

Responsibilities:

Lead facility layout and design projects with the Process Development Engineering, Production, Facilities and Manufacturing Engineering teams (as directed by site). Initiate and lead lean projects (i.e. Lean Production, Lean Support and Born Lean) with the Production, Process Development, Manufacturing Engineering and support functions. Introduce and advance the lean manufacturing culture, principles and practices across the plant and work with local management to create and drive the Lean vision for the plant. Constantly promote, educate and instill the culture of waste identification and elimination throughout the plant in manufacturing and support areas. Coordinate and lead complex engineering tasks, which may include: creating and updating standards, maintaining BOMS and routers and creating and approving change requests (as directed by site). Develop and conduct Lean training programs for employees at all levels and departments.

Create, maintain and refine a Lean toolkit that can include: 5S, Kaizen, quick change over, value stream mapping, mistake proofing and line balancing. Promote cross-functional and inter-site teamwork to accomplish shared objectives. May supervise, mentor or provide work direction to other members of the Industrial Engineering team.

Identify key VIPs (Value Improvement Projects) using the Lean and Six Sigma tools.

Fully support the Quality Policy by building quality into all aspects of the incumbent's work and by maintaining compliance to all quality requirements (including but not limited to being current on all training requirements for the incumbent's position and documenting that training).

Qualifications:

Bachelor’s degree required (technical or business) and/or equivalent industrial engineering experience. 5+ years of experience (may consider less experience with a Master’s degree).








www.gadball.com/jobs/details.aspx?jid=15241734&AspxAutoDetectCookieSupport=1

Lachhman "AI" Das, IE

Lachhman "AI" Das

Senior Project Manager

City of Houston (Texas)

Public Works and Engineering Department

Houston

2001 Senior project manager, City of Houston Public Works and Engineering Department

1991 Manager, industrial engineering, metrics, and documentation, Johnson Controls World Services at Johnson Space Center

1973 M.B.A., Fordham University, New York

1968 IIE Member

1965 M.S., industrial engineering, University of California at Berkeley, Berkeley, Calif.

1959 B.S., electrical engineering, Punjab University, Chandigarh, India


It would be nice if the city would recognize the IE discipline more and create conditions where industrial engineering tools and techniques are used more extensively.


Read the full interview by David Brandt with Das in Industrial Engineer June 2008