Wednesday, April 6, 2022

Work Systems - 2013 - Mikell P. Groover - Book Information

INDUSTRIAL ENGINEERING is redesign (engineering) of Products, Facilities and Processes for Productivity increase.
Productivity Management Imperative for USA - McKinsey. Returning US productivity to its long-term trend of 2.2 percent annual growth would add $10 trillion in cumulative GDP over the next ten years (2023 - 2030).

INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. E-Book FREE Download. 

This book has many topics relevant to the subject introduction to industrial engineering. Value analysis, and optimization are two areas that are to be added.  (Comment in 2015).



Work Systems - 2013 - Mikell P. Groover - Important points of the chapters


Work System Defined

As a physical entity, a work system is a system consisting of humans, information, and equipment designed to perform useful work

As a field of professional practice, work systems include:
Work methods - analysis and design of tasks and jobs involving human work activity
Work measurement – analysis of a task to determine the time that should be allowed to perform the task

Jobs and Occupations
 Four broad categories that reflect the work content and job function: 
1. Production workers - make products 
2. Logistics workers - move materials, products, or people
3. Service – provide a service, apply existing information and knowledge, communicate 
4. Knowledge workers - create new knowledge, solve problems, manage

Productivity
Productivity is the level of output of a given process relative to the level of input
Process can refer to 
 Individual production or service operations
 Productivity is an important metric in work systems because  Improving productivity is the means by 
which worker compensation can be increased without increasing the costs of products and services they produce

Factors Impact on Productivity
 Labor itself does not contribute much to improving productivity 
 More important factors beside Labor:  Capital - substitution of machines for 
human labor
 Technology - fundamental change in the way some activity or function is accomplished

Important to recognize important gains in productivity are more likely to be made 
 By the introduction of capital and technology in a work process
 Than by attempting to get more work in less time out of the workers

Productive Work Content
A given task performed by a worker can be considered to consist of 
 Basic productive work content
 Theoretical minimum amount of work required to accomplish the task

 Excess nonproductive activities
 Extra physical and mental actions of worker
 Do not add value to the task
 Do not facilitate the productive work content
 Take time

Excess Nonproductive Activities Can be classified into three categories:
 Excess activities due to poor design of product or service
 Excess activities caused by inefficient methods, poor workplace layout, and 
interruptions
 Excessive activities cause by the human factor

Poor Design of Product or Service

 Products with more parts than necessary, causing excess assembly time
 Product proliferation
 Frequent design changes
 Waste of materials
 Quality standards too stringent

Inefficient Methods, Layout, Etc.

 Inefficient layout that increases material handling activities
 Inefficient workplace layout that increases hand, arm, and body motions
 Methods that include unnecessary work elements that waste time
 Frequent equipment breakdowns
 Workers waiting for work

The Human Factor
 Absenteeism
 Tardiness
 Workers deliberately working slowly
 Inadequate training of workers
 Industrial accidents caused by human error
 Hazardous materials that cause occupational illnesses

Work Systems:  The Methods, Measurement and Management of Work

Mikell P. Groover
Pearson New International Edition:
Pearson Education, Limited, Nov 1, 2013 - 744 pages

For sophomore or junior-level courses in industrial engineering. This book provides up-to-date, quantitative coverage of work systems and how work is analyzed and designed. Thorough, broad-based coverage addresses nearly all of the traditional topics of industrial engineering that relate to work systems and work science. The author's quantitative approach summarizes many aspects of work systems, operations analysis, and work measurement using mathematical equations and quantitative examples.

https://books.google.co.in/books/about/Work_Systems_Pearson_New_International_E.html?id=h41MngEACAAJ


https://bookshop.pearson.de/technology-engineering-agriculture/technology-general-issues/technical-design/work-systems-pearson-new-international-edition.html


Table of Contents


Chapter 1 INTRODUCTION

1.1 The Nature of Work

1.2 Work System Defined

1.3 Types of Occupations

1.4 Productivity

1.5 Organization of the book

Part I Work Systems and How They Work 


Chapter 2 MANUAL WORK AND WORKER-MACHINE SYSTEMS

2.1 Manual Work Systems

2.2 Worker-Machine Systems

2.3 Automated Work Systems

2.4 Determining Worker and Machine Requirements

2.5 Machine Clusters

Chapter 3 WORK FLOW, BATCH PROCESSING, AND WORK CELLS

3.1 Sequential Operations and Work Flow

3.2 Batch Processing

3.3 Defects in Sequential Operations and Batch Processing

3.4 Work Cells and Worker Teams

Chapter 4 MANUAL ASSEMBLY LINES

4.1 Fundamentals of Manual Assembly Lines

4.2 Analysis of Single Model Assembly Lines

4.3 Line Balancing Algorithms

4.4 Other Considerations in Assembly Line Design

4.5 Alternative Assembly Systems

Chapter 5 LOGISTICS OPERATIONS

5.1 Introduction to Logistics

5.2 Transportation Operations

5.3 Material Handling

5.4 Quantitative Analysis of Material Handling Operations

https://www.slideshare.net/MuhammadImran294/    ch05-logistics

Chapter 6 SERVICE OPERATIONS AND OFFICE WORK

6.1 Service Operations

6.2 Office Work

https://www.slideshare.net/MuhammadImran294/    ch06-service-operations

Chapter 7 PROJECTS AND PROJECT MANAGEMENT

7.1 Projects

7.2 Project Management

7.3 Project Scheduling Techniques

7.4 Project Crashing

7.5 Software for Projects

https://slideplayer.com/slide/   7969803/

Part II Methods Engineering and Layout Planning


Chapter 8 INTRODUCTION TO METHODS ENGINEERING AND OPERATIONS ANALYSIS

8.1 Evolution and Scope of Methods Engineering

8.2 How to Apply Methods Engineering

8.3 Basic Data Collection and Analysis Techniques

8.4 Methods Engineering and Automation

https://slideplayer.com/slide/ 13127598/  chapter 8

Chapter 9 CHARTING AND DIAGRAMMING TECHNIQUES FOR OPERATIONS ANALYSIS

9.1 Overview of Charting and Diagramming Techniques

9.2 Network Diagrams

9.3 Traditional Industrial Engineering Charts and Diagrams

9.4 Block Diagrams and Process Maps

https://slideplayer.com/slide/ 5663857/  Chapter 9

https://slideplayer.com/slide/ 11278263/    Supplement material to Ch 9.

Chapter 10 MOTION STUDY AND WORK DESIGN

10.1 Basic Motion Elements and Work Analysis

10.2 Principles of Motion Economy and Work Design

Chapter 11 FACILITY LAYOUT PLANNING AND DESIGN

11.1 Types of Production Plant Layouts

11.2 Other Types of Layouts

11.3 Systematic Layout Planning

Part III Time Study and Work Measurement

Chapter 12 INTRODUCTION TO WORK MEASUREMENT

12.1 Time Standards and How They Are Determined

12.2 Prerequisites for Valid Time Standards

12.3 Allowances in Time Standards

12.4 Accuracy, Precision, and Application Speed Ratio in Work Measurement

Chapter 13 DIRECT TIME STUDY

13.1 Direct Time Study Procedure

13.2 Number of Work Cycles to be Timed

13.3 Performance Rating

13.4 Time Study Equipment

Chapter 14 PREDETERMINED MOTION TIME SYSTEMS

14.1 Overview of Predetermined Motion Time Systems

14.2 Methods-Time Measurement (MTM)

14.3 Maynard Operation Sequence Technique (MOST)

Chapter 15 STANDARD DATA SYSTEMS

15.1 Using a Standard Data System

15.2 Developing a Standard Data System

15.3 Work Element Classifications in Standard Data Systems

15.4 Analysis of Machine-Controlled Element Times

15.5 SDS Advantages and Disadvantages

Chapter 16 WORK SAMPLING

16.1 How Work Sampling Works

16.2 Statistical Basis of Work Sampling

16.3 Application Issues in Work Sampling

Chapter 17 COMPUTERIZED WORK MEASUREMENT AND STANDARDS MAINTENANCE

17.1 Computer Systems for Direct Time Study and Work Sampling

17.2 Computerized Systems Based on Predetermined Motion Times and Standard Data

17.3 Work Measurement Based on Expert Systems

17.4 Maintenance of Time Standards

Chapter 18 THE ECONOMICS AND APPLICATIONS OF TIME STANDARDS

18.1 Economic Justification of Work Measurement

18.2 Applications of Time Standards and Time Study

Chapter 19 LEARNING CURVES

19.1 Learning Curve Theory

19.2 Why the Learning Curve Occurs

19.3 Estimating or Determining the Learning Rate

19.4 Factors Affecting the Learning Curve

19.5 Learning Curve Applications

19.6 Time Standards Versus the Learning Curve

PART IV New Approaches in Process Improvement and Work Management 


Chapter 20 LEAN PRODUCTION

20.1 Elimination of Waste in Production

20.2 Just-In-Time Production

20.3 Autonomation

20.4 Worker Involvement

Chapter 21 SIX SIGMA AND OTHER QUALITY PROGRAMS

21.1 Overview and Statistical Basis of Six Sigma

21.2 The Six Sigma DMAIC Procedure

21.3 Other Quality Programs

Part V Ergonomics and Human Factors in the Workplace 


Chapter 22 INTRODUCTION TO ERGONOMICS AND HUMAN FACTORS

22.1 Overview of Ergonomics

22.2 Human-Machine Systems

22.3 Topic Areas in Ergonomics

Chapter 23 PHYSICAL ERGONOMICS: WORK PHYSIOLOGY AND ANTHROPOMETRY

23.1 Human Physiology

23.2 Muscular Effort and Work Physiology

23.3 Anthropometry

Chapter 24 COGNITIVE ERGONOMICS: THE HUMAN SENSORY SYSTEM AND INFORMATION PROCESSING

24.1 The Human Sensory System

24.2 Perception

24.3 Attention Resources

24.4 Memory

24.5 Response Selection and Execution

24.6 Common Cognitive Tasks

24.7 Design Guidelines for Cognitive Work

Chapter 25 THE PHYSICAL WORK ENVIRONMENT

25.1 The Visual Environment and Lighting

25.2 The Auditory Environment and Noise

25.3 Climate Control in the Work Environment

Chapter 26 OCCUPATIONAL SAFETY AND HEALTH

26.1 Industrial Accidents and Injuries

26.2 Occupational Disorders and Diseases

26.3 Occupational Safety Health Laws and Agencies

26.4 Safety and Health Performance Metrics

Part VI Traditional Topics in Work Management


Chapter 27 WORK ORGANIZATION

27.1 Organization Principles

27.2 Organization Structures

Chapter 28 WORKER MOTIVATION AND THE SOCIAL ORGANIZATION AT WORK

28.1 Motivation and Job Satisfaction

28.2 The Social Organization at Work

Chapter 29 JOB EVALUATION AND PERFORMANCE APPRAISAL

29.1 Job Evaluation

29.2 Performance Appraisal

Chapter 30 COMPENSATION SYSTEMS

30.1 Overview of Compensation Systems

30.2 Time-Base Pay Systems

30.3 Direct Wage Incentive Systems

30.4 Gain Sharing

30.5 Profit Sharing

Appendix: Statistical Tables



Work Systems - 2013 - Mikell P. Groover - Important points of the chapters


Work System Defined

As a physical entity, a work system is a system consisting of humans, information, and equipment designed to perform useful work

As a field of professional practice, work systems include:
 Work methods - analysis and design of tasks and jobs involving human work activity
 Work measurement – analysis of a task to determine the time that should be allowed to perform the task

Jobs and Occupations
 Four broad categories that reflect the work content and job function: 
1. Production workers - make products 
2. Logistics workers - move materials, products, or people
3. Service – provide a service, apply existing information and knowledge, communicate 
4. Knowledge workers - create new knowledge, solve problems, manage

Productivity
Productivity is the level of output of a given process relative to the level of input
 Process can refer to 
 Individual production or service operations
 Productivity is an important metric in work systems because  Improving productivity is the means by 
which worker compensation can be increased without increasing the costs of products and services they produce

Factors Impact on Productivity
 Labor itself does not contribute much to improving productivity 
 More important factors beside Labor:  Capital - substitution of machines for 
human labor
 Technology - fundamental change in the way some activity or function is accomplished

Important to recognize important gains in productivity are more likely to be made 
 By the introduction of capital and technology in a work process
 Than by attempting to get more work in less time out of the workers

Productive Work Content
A given task performed by a worker can be considered to consist of 
 Basic productive work content
 Theoretical minimum amount of work required to accomplish the task

 Excess nonproductive activities
 Extra physical and mental actions of worker
 Do not add value to the task
 Do not facilitate the productive work content
 Take time

Excess Nonproductive Activities Can be classified into three categories:
 Excess activities due to poor design of product or service
 Excess activities caused by inefficient methods, poor workplace layout, and 
interruptions
 Excessive activities cause by the human factor

Poor Design of Product or Service

 Products with more parts than necessary, causing excess assembly time
 Product proliferation
 Frequent design changes
 Waste of materials
 Quality standards too stringent

Inefficient Methods, Layout, Etc.

 Inefficient layout that increases material handling activities
 Inefficient workplace layout that increases hand, arm, and body motions
 Methods that include unnecessary work elements that waste time
 Frequent equipment breakdowns
 Workers waiting for work

The Human Factor
 Absenteeism
 Tardiness
 Workers deliberately working slowly
 Inadequate training of workers
 Industrial accidents caused by human error
 Hazardous materials that cause occupational illnesses



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