Monday, July 31, 2017

THE TRAINING OF INDUSTRIAL ENGINEERS - Hollis Godfrey - 1913


This article is one of nearly 500,000 scholarly works digitized and made freely available to everyone in the world by JSTOR.

Known as the Early Journal Content, this set of works include research articles, news, letters, and other writings published in more than 200 of the oldest leading academic journals. The works date from the mid-seventeenth to the early twentieth centuries.

We encourage people to read and share the Early Journal Content openly and to tell others that this
resource exists. People may post this content online or redistribute in any way for non-commercial
purposes.

Read more about Early Journal Content at http://about.jstor.org/participate-jstor/individuals/early-
journal-content .

___________________________________________________


JOURNAL OF POLITICAL ECONOMY, 1913  - Paper

THE TRAINING OF INDUSTRIAL ENGINEERS 


Modified Excerpts from the paper

Little by little, as the engineering student goes forward in education and practice,  he begins to see that the possession of certain powers enables him to conquer hesitant men and recalcitrant machines,
and also problems which involve both men and machines simultaneously. And the powers which enable him to do these things are science and engineering (convertising science into useful devices and processes). His thinking helps him in this.

I assume that no course in the industrial engineering steam would be begun before the end of the Sophomore year in college. The man who reaches the Junior year of college or technical school
must have had some training in science and mathematics or he would not be eligible to enter the industrial engineering course. He must have acquired some common-sense and scientific attitude
on his way, and the knowledge of science and common-sense so gained should be sufficient to enable him to recognize that in electing scientific management he is deliberately electing to follow a long and arduous road. The problem before us, then, when we discuss the work of men electing industrial engineering courses, is taking men with some common-sense and some knowledge of science and raising what they have to the highest possible power.

How, then, can the industrial engineer become a scientist, attain the scientific attitude of mind ?

By welding the scientific work of the classroom with the shop-work of the factory; by making the laboratory hours, hours that are spent with wage-earners striving for their daily wage. Laboratory and classroom hours alike must be filled with reality rather than with pure theory or with theory quite unrelated to the practical world.

The student must first of all, get in touch with the shop. And I insist that he can do that nowhere save in actual operating shops among men who are working for their daily wage. No shop practice in the school will produce a like result. Shop-sense is one of the most valuable possessions of the industrial
engineer. That sense comes only through actual shop practice. Once possessed it means that the man has thereafter the freedom of the shop.

To attain the desirable ends of knowledge of science and posses-sion of common-sense I propose that any course in the science of management shall consist of classroom work as outlined below and
of laboratory work carried on in actual operating shops. That means that manufacturers who are broad-minded enough to be willing to assist the college, and instructors broad-minded enough
to recognize the limitations of industry must co-operate in giving the laboratory instruction in shop practice to the students. I believe both groups of men exist and I feel that through their combined efforts the student should have an opportunity to spend the summers of his Sophomore and Junior years in actual shop practice, while three afternoons a week during the scholastic year should see him working in the shop.

What underlying thought must be before the men who make the courses ?

The industrial engineer is dealing in all cases with both men and machines. He must study "man" in his relation to his industrial environ-ment — not any single class of men, but all the men engaged in
industry. He must study "machines," not alone in their relation to their product, but also in relation to the human beings who operate them. It is his task to bring the best that modern science has to the aid and well-being of man.

It is in the development of his pupil's studies of men that the wise teacher of scientific management will work most steadfastly in correlating the allied courses, mentioned later, in psychology
and physiology, in economics and sociology, with the courses in the science of management, and with the work of living men and whir-ring machines.

The industrial engineer must recognize the presence of many factors in a problem. He must solve equations of not only two unknown quantities, but of a dozen unknown quantities, so to speak. And
the correlation of his courses in class with each other and with life will do much in the way of enabling him to do so.



When should the work begin, and how much of the student's time should it occupy ?

Direct work in industrial engineering and scientific management should begin either at the
end of two years or of four years in college. The direct and allied special classroom courses should occupy one full year of collegiate training, divided between two years' work, making a half-year's
work in scientific management during both the Junior and Senior years. The shopwork should occupy two summer vacations and three afternoons a week during each of the two years.

What courses should be offered ?

A dominant course in the science of management running through two years, allied with courses in economics, sociology, psychology, physiology, hygiene and sanitation, theory and practice
of accounting. All these should be in addition to the student's more direct work in science, mathematics, engineering, English, and foreign languages, which occupy the time of three out of the four collegiate years — if the courses are made undergraduate ones.

What should be the content of the scientific management courses given during the four half-years that comprise the Junior and Senior years of most colleges and technical schools ?

The first half-year should be devoted to a general view of four picked industries — in order that the student may see industry more or less as a whole — and to the study of the principles of
scientific management. The laboratory work for this course should consist of the broad outlined study of four plants from the time of the receipt of the first inquiry from the prospective customer to the final entry of the payment for the bill and the calculation of the cost. The classroom work for this course should be devoted to a thorough grounding in the basic principles of organization,
and to study of the principles of scientific management.

It is most essential that the student should obtain at the very start a clear realization of the difference between system and science. It is most essential also that he should come to understand that,
while certain problems solved for one industry may be solved for all industry, such general solutions cannot be presumed upon. He should know that every new business will contain new problems,
which must be solved by the use of all the knowledge of the past plus all the imaginative genius he can hope to possess. That is to say, the student must learn that a mechanism used successfully
in one place cannot be bodily transported to another with hope of instant success. By the end of the first half-year each individual taking the course should have come to realize that he is studying
the principles of a science which are applicable to every case, not memorizing a set of rules or inheriting a stock of recipes. The study of four actual operating plants will aid him greatly in this
realization.

The second half-year should be devoted in the classroom to a detailed study of the planning-room and the processes involved in getting work into the shop, of stores, routing, specifications, etc. —
planning in general, in a word. The laboratory work should consist of actual planning-room experience in the shop.

It is entirely true that there is a question as to whether planning-room experience should follow or precede shop training. It may, therefore, be a question whether planning should be put in this
course. It is my own belief that the student will master his shop theory better the third half-year from the fact that he has discovered the basic reasons of the work in the planning-room. It should be
noted, moreover, in this connection that I have assumed that the student has had a summer's experience in actual shop practice as a prerequisite of the course, and that he has had a half year of
general preliminary study.

The third half-year should be devoted to a detailed study of work in the shop (especially of the teaching work of the functional foreman), of inspection, and of task work. All of this except the
study of task work should be done in actual plants. The task work should be done on fellow-students in the shops of the school. No untrained man should ever be put on actual task-setting.

The third half-year offers a great opportunity to impress upon the student the importance of the teaching function of his work. The whole theory of functional foremanship is a theory of educa-
tion and a great part of the time of an industrial engineer must be spent in teaching the men with whom he is working. Adequate powers of expression are by no means common among our recent
graduates. The teacher of scientific management can never forget that the work of his pupils must show in the life-work of the men with whom they are dealing. The bridge-builder leaves a physical
monument largely untouched by the later thought of men. The industrial builder must educate in such a way that his work will go progressively forward in the minds of men. That is true education,
and education is true only when it obtains adequate expression.

The fourth half-year should be devoted to studies in bringing all the best that science offers to the aid of industry — to work in costs, to work in the determining of policies by studies of sales,
purchasing, and the like, and to the co-ordination of the work of the three half-years already outlined.

The course of the fourth half-year should be broad enough to give the student some concept that great movements of trade exist and that they are factors which he must meet and use. The world
is fairly well provided with men who can look after a few details.

It is very poorly provided with men who can care for great constructive work. One of the greatest industrial leaders of our time said to me the other day: "The greater the affairs of a corporation, the
smaller the number of men who can deal with them. It seems to be a true inverse proportion. There are ten men who can think in a hundred thousand dollars, to one who can think in a million,
and ten who can think in a million to one who can think in ten millions."

I should hardly expect any course to give an undergraduate a great grasp of comprehensive plans. There is, however, no reason why we should hitch our wagon to the lowest of the stars when we
can find higher ones within our reach.

In the foregoing resume of a course in the science of management I have made no reference to many subjects I should have been glad to consider, to reports and theses, to methods and policies. Considerations of brevity forbade. I must turn again to my catechism and end with three brief questions and three brief answers.

What should the allied courses teach ?

The relation of man to industry and to his general environment.

What should the college courses in English teach ?

The power of expression.

What should the work in scientific management teach ?

That scientific management is a change of mental attitude (mental attitude, now, as always, the most powerful force among men) which makes employer and employee pull together instead of apart, which brings all that is best in science to the aid of every man in industry, and which, by its substitution of exact knowledge for the chaos of guess work and ignorance, makes progressively for
justice and for the coming of the "new industrial day."

Hollis Godfrey

West Medford, Mass.


I am happy I covered some these issues in my principles of industrial engineering.
Principles of Industrial Engineering

Video Presentation
___________________

___________________


A SYMPOSIUM ON SCIENTIFIC MANAGEMENT AND EFFICIENCY IN COLLEGE


ADMINISTRATION

COMPRISING AMONG OTHERS

THE PAPERS PRESENTED AT THE EFFICIENCY SESSION

OF THE TWENTIETH ANNUAL CONVENTION OF THE

SOCIETY FOR THE PROMOTION OF ENGINEERING

EDUCATION, HELD AT BOSTON, MASS.,

JUNE 26-29, 1912


OFFICE OF THE SECRETARY ITHACA, N. Y.

TABLE OF CONTENTS.


INTRODUCTION. " Frank. B. Gilbreth


EDUCATIONAL DEMANDS OF MODERN PROGRESS. " Harrington Emerson. 



PRACTICE VERSUS THEORY IN THE SCIENCE OP MANAGEMENT. " F. A. Parklmrst


32 32 37

EDUCATION AND EFFICIENT LIVING. " Meyer Bloomfield

THE ENGINEER AS A MANAGER. " H. L. Gantt


THE MEN WHO SUCCEED IN SCIENTIFIC MANAGEMENT. " H. K. Hathaway

THE PLACE OF THE COLLEGE IN COLLECTING AND CONSERVING THE DATA OF SCIENTIFIC MANAGEMENT. " Wilfred Lewis

AN AUXILIARY TO COLLEGES IN THE TRAINING OF SCIENTIFIC MANAGERS." E. T. Kent

TEACHING SCIENTIFIC MANAGEMENT IN ENGINEERING SCHOOLS." R. B. Wolf

THE TEACHING OF SCIENTIFIC MANAGEMENT IN ENGINEERING SCHOOLS." Hollis Godfrey 


TEACHING THE PRINCIPLES OF SCIENTIFIC MANAGEMENT. " 

Walter Rautenstrauch

82 TEACHING SCIENTIFIC MANAGEMENT IN THE TECHNICAL SCHOOLS.

H. F. J. Porter 94

A BROADENED VIEW OF EFFICIENCY IN ENGINEERING INSTRUCTION.

L. J. Johnson 108

ABSENCES FROM CLASSES ONE MEASURE OF INEFFICIENCY."
F. P.McKibben

112 118

THE PROBLEM OF EFFICIENCY IN TEACHING. " W. A. Hillebrand ....


THE ADMINISTRATION OF COLLEGE SHOP LABORATORIES. " W. F. M. Goss

129 133 139 145

SETTING TASKS FOR COLLEGE MEN. " S. E. Thompson

DEPARTMENTAL ORGANIZATION AND EFFICIENCY. " Hugo Diemer

ACADEMIC EFFICIENCY." William Kent

OPERATING ENGINEERING SCHOOLS UNDER SCIENTIFIC MANAGEMENT. " H. Wade Hibbard

161 182

EFFICIENCY IN ENGINEERING EDUCATION. " G. H. Shepard

THE APPLICATION OF SCIENTIFIC MANAGEMENT TO THE OPERATION

OF COLLEGES. " S. E. Whitaker

205 217

SCIENTIFIC MANAGEMENT IN THE COLLEGES. " E. F. Palmer iii





http://www.forgottenbooks.com/readbook_text/A_Symposium_on_Scientific_Management_and_Efficiency_in_College_1000331586/1

updated  18 June 2017, 15 August 2015

Tuesday, July 25, 2017

July - Industrial Engineering Knowledge Revision Plan







New Articles to be added on IE Principles

Principles of Industrial Engineering - Taylor - Narayana Rao

Presentation made at IISE Annual Conference, 2017, at Pittsburgh, USA on 23 May 2017
____________________

____________________


Scientific Management of Taylor


First Week


1 July to 5 July

1. Importance of National Efficiency

2. Foundation of Scientific Management

3. Soldiering and Its Causes

4. Underlying Philosophy for the Old Systems of Management

5. Scientific Management - Introduction

6. THE PRINCIPLES OF SCIENTIFIC MANAGEMENT

7. Illustrations of Success of Scientific Management - - Pig Iron Handling

8. Background for Development of Scientific Management - -Midvale Steel Company Machine Shop

9. Elaborate Planning Organization - Need and Utility

10. Illustrations of Success of Scientific Management - Bricklaying Improvement by Gilbreth


Second Week 


8 July to 12 July

11. Illustrations of Success of Scientific Management - Bicycle Balls Inspection Example

12. Scientific Management in Machine Shop

13. Development of Science in Mechanic Arts

14. Study of Motives of Men

15. Scientific management in its essence

16. Role of Top Management in Implementing Scientific Management

17. Scientific Management Summarized

18. Harrington Emerson - A Pioneer Industrial Engineer

19. The Twelve Principles of Efficiency - Part 1

20. The Twelve Principles of Efficiency - Part 2


Third Week


15 July to 19 July



Principles of Industrial Engineering - Taylor - Narayana Rao

Industrial engineering Principles, Methods Tools and Techniques


16 July

Industrial Engineering - The Concept - Developed by Going in 1911

Product Industrial Engineering


Product Design Efficiency Engineering - Component of Industrial Engineering

17 July

Value Engineering - Introduction

Value Analysis and Engineering Techniques


18 July

Value Analysis: Approach and Job Plan

Knowledge Required for Value Engineering Application and Practice

19 July

Value Analysis and Engineering - Examples by L.D. Miles

Functional Analysis Systems Technique (FAST) - Value Engineering Method

Fourth Week  

(22 to 26, July)

22 July

Value Engineering - Examples, Cases and Benefits

Value Engineering in Construction - Structures, Roads, Bridges


23 July
Value Engineering at the Design and Development Stage - Tata Nano Example

Low Cost Materials and Processes - Information Board  - Database for Industrial Engineering and Value Engineering

24 July
Value Engineering - Bulletin - Information Board

Lean Product Development - Low Waste Product Development - Efficient Product Development


25 July
Design for Manufacturing

Design for Assembly

26 July

Target Costing and Industrial Engineering

Target Costing and Target Cost Management














Industrial engineering is a management activity. It focuses on cost reduction and thereby increase of sales due to lower prices and increased profits to the organization and through it increased incomes to employees of an organization apart benefit to other stakeholders of the organization. Also the managerial activities of planning, organizing, staffing, directing and controlling are relevant in industrial engineering practice. Industrial engineers are asked to do efficiency studies managerial processes also. So they have to know the output and inputs of managerial processes and how managerial processes are carried out.

Industrial engineering programs have principles and practices of management as a course in the curriculum as industrial engineers are productivity managers of the organizations.











June - Industrial Engineering Knowledge Revision

August - Industrial Engineering Knowledge Revision





One Year Industrial Engineering Knowledge Revision Plan

January - February - March - April - May - June

July - August - September - October - November - December



Updated 1 July 2017,  8 July 2016,  26 May 2016,  20 April 2015









Monday, July 24, 2017

The Complete Business Process Handbook - Book Information





The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM, Volume 1


Mark von Rosing, Henrik von Scheel, August-Wilhelm Scheer
Morgan Kaufmann, 06-Dec-2014 - Business & Economics - 776 pages


The Complete Business Process Handbook is the most comprehensive body of knowledge on business processes with revealing new research. Written as a practical guide for Executives, Practitioners, Managers and Students by the authorities that have shaped the way we think and work with process today. It stands out as a masterpiece, being part of the BPM bachelor and master degree curriculum at universities around the world, with revealing academic research and insight from the leaders in the market.

This book provides everything you need to know about the processes and frameworks, methods, and approaches to implement BPM. Through real-world examples, best practices, LEADing practices and advice from experts, readers will understand how BPM works and how to best use it to their advantage. Cases from industry leaders and innovators show how early adopters of LEADing Practices improved their businesses by using BPM technology and methodology. As the first of three volumes, this book represents the most comprehensive body of knowledge published on business process. Following closely behind, the second volume uniquely bridges theory with how BPM is applied today with the most extensive information on extended BPM. The third volume will explore award winning real-life examples of leading business process practices and how it can be replaced to your advantage.

Learn what Business Process is and how to get started
Comprehensive historical process evolution
In-depth look at the Process Anatomy, Semantics and Ontology
Find out how to link Strategy to Operation with value driven BPM
Uncover how to establish a way of Thinking, Working, Modelling and Implementation
Explore comprehensive Frameworks, Methods and Approaches
How to build BPM competencies and establish a Center of Excellence
Discover how to apply Social BPM, Sustainable and Evidence based BPM
Learn how Value & Performance Measurement and Management
Learn how to roll-out and deploy process
Explore how to enable Process Owners, Roles and Knowledge Workers
Discover how to Process and Application Modelling
Uncover Process Lifecycle, Maturity, Alignment and Continuous Improvement
Practical continuous improvement with the way of Governance
Future BPM trends that will affect business
Explore the BPM Body of Knowledge


https://books.google.co.in/books?id=RT7LAwAAQBAJ

Anderson, A.G. (1928), Industrial Engineering and Factory Management - Book Information



Book available for reading at


https://babel.hathitrust.org/cgi/pt?id=uc1.$b33572;view=1up;seq=25



The book by Anderson was referred to in:

Frank Gilbreth and health care delivery method study driven learning
Towill, Denis RAuthor InformationView Profile. International Journal of Health Care Quality Assurance; Bradford22.4 (2009): 417-40

Sunday, July 23, 2017

July - Industrial Engineering Knowledge Revision Plan with Links



Scientific Management of Taylor


First Week

1. Importance of National Efficiency
http://nraoiekc.blogspot.com/2013/08/importance-of-national-efficiency-fw.html

2. Foundation of Scientific Management
http://nraoiekc.blogspot.com/2013/08/foundation-of-scientific-management-fw.html

3. Soldiering and Its Causes
http://nraoiekc.blogspot.com/2013/08/soldiering-and-its-causes-fw-taylor-in.html

4. Underlying Philosophy for the Old Systems of Management
http://nraoiekc.blogspot.com/2013/08/underlying-philosophy-for-old-systems.html

5. Scientific Management - Introduction
http://nraoiekc.blogspot.com/2013/08/scientific-management-introduction.html

6. THE PRINCIPLES OF SCIENTIFIC MANAGEMENT
http://nraoiekc.blogspot.com/2013/08/the-principles-of-scientific-management.html


7. Illustrations of Success of Scientific Management - - Pig Iron Handling
http://nraoiekc.blogspot.com/2013/08/illustrations-of-success-of-scientific.html


8. Background for Development of Scientific Management - -Midvale Steel Company Machine Shop
http://nraoiekc.blogspot.com/2013/08/background-for-development-of.html

9. Elaborate Planning Organization - Need and Utility

http://nraoiekc.blogspot.com/2013/08/elaborate-planning-organization-need.html

10. Illustrations of Success of Scientific Management - Bricklaying Improvement by Gilbreth
http://nraoiekc.blogspot.com/2013/08/illustrations-of-success-of-scientific_4.html


Second Week of July

11. Illustrations of Success of Scientific Management - Bicycle Balls Inspection Example
http://nraoiekc.blogspot.com/2013/08/illustrations-of-success-of-scientific_9321.html

12. Scientific Management in Machine Shop
http://nraoiekc.blogspot.com/2013/08/scientific-management-in-machine-shop.html

13. Development of Science in Mechanic Arts
http://nraoiekc.blogspot.com/2013/08/development-of-science-in-mechanic-arts.html

14. Study of Motives of Men
http://nraoiekc.blogspot.com/2013/08/study-of-motives-of-men-fw-taylor.html

15. Scientific management in its essence
http://nraoiekc.blogspot.com/2013/08/scientific-management-in-its-essence-fw.html

16. Role of Top Management in Implementing Scientific Management
http://nraoiekc.blogspot.com/2013/08/role-of-top-management-in-implementing.html

17. Scientific Management Summarized
http://nraoiekc.blogspot.com/2013/08/scientific-management-summarized-fw.html

18. Harrington Emerson - A Pioneer Industrial Engineer
http://nraoiekc.blogspot.com/2012/02/harrington-emerson-pioneer-industrial.html

19. The Twelve Principles of Efficiency - Part 1
http://nraoiekc.blogspot.com/2016/07/the-twelve-principles-of-efficiency.html

20. The Twelve Principles of Efficiency - Part 2
http://nraoiekc.blogspot.com/2016/07/the-twelve-principles-of-efficiency_13.html


Third Week

15 July to 19 July



Principles of Industrial Engineering - Taylor - Narayana Rao
http://nraoiekc.blogspot.com/2017/06/taylor-narayana-rao-principles-of.html

Industrial engineering Principles, Methods Tools and Techniques
http://nraoiekc.blogspot.com/2012/03/industrial-engineering-principles.html

16 July

Industrial Engineering - The Concept - Developed by Going in 1911
http://nraoiekc.blogspot.com/2016/07/industrial-engineering-concept.html

Product Industrial Engineering


Product Design Efficiency Engineering - Component of Industrial Engineering
http://nraoiekc.blogspot.in/2014/02/product-design-efficiency-engineering.html

17 July

Value Engineering - Introduction
http://nraomtr.blogspot.com/2011/12/value-engineering-introduction.html

Value Analysis and Engineering Techniques
http://nraoiekc.blogspot.com/2012/03/value-analysis-and-engineering.html


18 July

Value Analysis: Approach and Job Plan
http://nraoiekc.blogspot.com/2012/03/value-analysis-approach-and-job-plan.html

Knowledge Required for Value Engineering Application and Practice
http://nraoiekc.blogspot.com/2012/03/knowledge-required-for-value.html

19 July

Value Analysis and Engineering - Examples by L.D. Miles
http://nraoiekc.blogspot.com/2013/12/value-analysis-and-engineering-examples.html

Functional Analysis Systems Technique (FAST) - Value Engineering Method
https://nraoiekc.blogspot.com/2012/03/functional-analysis-systems-technique.html


Fourth Week
(22 to 26, July)

22 July

Value Engineering - Examples, Cases and Benefits
http://nraoiekc.blogspot.com/2012/03/value-engineering-examples-cases-and.html

Value Engineering in Construction - Structures, Roads, Bridges
http://nraoiekc.blogspot.com/2012/03/value-engineering-in-construction.html



23 July
Value Engineering at the Design and Development Stage - Tata Nano Example
http://nraoiekc.blogspot.com/2012/03/value-engineering-at-design-and.html

Low Cost Materials and Processes - Information Board  - Database for Industrial Engineering and Value Engineering
http://nraoiekc.blogspot.com/2014/01/low-cost-materials-information-board.html

24 July
Value Engineering - Bulletin - Information Board
http://nraoiekc.blogspot.com/2012/05/value-engineering-bulletin-information.html

Lean Product Development - Low Waste Product Development - Efficient Product Development
http://nraoiekc.blogspot.com/2015/03/lean-product-development-low-waste.html

25 July
Design for Manufacturing
http://nraoiekc.blogspot.com/2016/06/design-for-manufacturing.html

Design for Assembly
http://nraoiekc.blogspot.com/2016/06/design-for-assembly.html

26 July

Target Costing and Industrial Engineering
http://nraoiekc.blogspot.com/2013/11/target-costing-and-industrial.html

Target Costing and Target Cost Management
http://nraomtr.blogspot.com/2011/11/target-costing-and-target-cost.html


Industrial engineering is a management activity. It focuses on cost reduction and thereby increase of sales due to lower prices and increased profits to the organization and through it increased incomes to employees of an organization apart benefit to other stakeholders of the organization. Also the managerial activities of planning, organizing, staffing, directing and controlling are relevant in industrial engineering practice. Industrial engineering are asked to do efficiency studies managerial processes also. So they have to know the output and inputs of managerial processes and how managerial processes are carried out. Industrial engineering programs have principles of management as a course in the curriculum.


Please give suggestions for improvement of any article that you are reading in this blog. Continuous improvement is possible with your suggestions and additional information provided by you.

Value Engineering - Bulletin - Information Board




July 2017

Value Engineering is not just an engineering initiative - Total Value Engineering
__________________

__________________

Your Career as Cost and Value Engineer at Siemens
__________________

__________________
by Siemens

June 2017
Holokit For Low-Cost Mixed Reality
Amber Garage introduce the Holokit - a low cost solution for Mixed Reality.
Jun 4, 2017
https://www.vrfocus.com/2017/06/holokit-for-low-cost-mixed-reality/


April 2017

2016 SAVE  Value Summit Keynote - Christine Furstoss - General Electric

__________________


__________________
Save International

March 2017

Value-Engineering Boosts Returns for Utility-Scale Solar Projects
https://www.terrasmart.com/value-engineering-boosts-returns-utility-scale-solar-projects/


Value Engineering and the Price of Steel
http://www.jcmetalworks.co.uk/value-engineering-and-the-price-of-steel.html

Value Engineering in Fire Design – Protecting Lives and Saving Costs
http://www.fdsconsult.com/value-engineering-fire-design-protecting-lives-saving-costs/




2016

December 2016

Value engineering services  play a central role in Hittech’s relationship with the customer
https://www.bits-chips.nl/artikel/value-engineering-plays-a-central-role-in-hittechs-relationship-with-the-customer-48615.html

Value engineering of solar power system
http://bci-engineering.com/case-study/value-engineering-for-solar/

"Tata Steel has been conferred with Vasant Rao Trophy by Indian Value Engineering Society (INVEST) for excellence in Systematic Application of Value Engineering at Engineering & Projects
http://www.moneycontrol.com/news/business/companies/tata-steel-bags-3-awardsvalue-engineering-919669.html

New plastic material developed to aid value engineering
http://www.protechplastics.net/clients/case-study-value-engineering/


Department of Defense Value Engineering Achievement Awards program - 2016
AMCOM engineers completed 119 projects claiming a record $304 million in savings and cost avoidance for local organizations
https://www.army.mil/article/179767/amcom_commander_recognizes_employees_who_excel_with_value_engineering

October 2014
Value Engineering of Bicycle
Imported bicycle from a low cost source - China costs $1,200.
A new design to cost only $250 in Netherlands
http://www.fastcodesign.com/3037472/wanted/can-a-bike-be-both-cheap-and-beautiful


2012
Value Engineering Synergies with Lean Six Sigma: Combining Methodologies for Enhanced Results
Jay Mandelbaum, Anthony Hermes, Donald Parker, Heather Williams
CRC Press, 11-May-2012 - Business & Economics - 212 pages
Lean Six Sigma (LSS), Design for Six Sigma (DFSS), and Value Engineering (VE) have a proven track record of success for solving problems and improving efficiency. Depending on the situation, integrating these approaches can provide results that exceed the benefits of each individual approach. Value Engineering Synergies with Lean Six Sigma: Combining Methodologies for Enhanced Results describes how to integrate these dynamic tools to achieve unprecedented improvements and break down the organizational stovepipes that can occur when different offices are assigned responsibility for different problem-solving methods.

The book identifies opportunities where readers can integrate these approaches to go beyond what is currently possible with the individual approaches. Explaining the VE methodology, it supplies a high-level discussion of LSS and DFSS. Next, it compares VE with LSS and identifies the different opportunities for synergies that can provide your organization with a competitive edge.
https://books.google.co.in/books?id=Jbs722QOTnQC

June 2012
Value Engineering case studies - Chougule and Kallurkar
http://www.ijest.info/docs/IJEST12-04-05-157.pdf
May 2012
Case studies of knob, Hand wheel, bearing assembly, dial bracket, recorder gear used in universal testing machine


May 2012

VE prize entry - Columbia river crossing value engineering study
http://www.wsdot.wa.gov/NR/rdonlyres/02B6F365-34E4-4477-8AF0-F8A2A7CC1C43/0/CRC.pdf

Series Rating Circuit Breakers in Panel Boards - Value Engineering Opportunity
http://www.geindustrial.com/publibrary/checkout/Series-Rating?TNR=White%20Papers|Series-Rating|generic
White paper from GE

Magnesium has value engineering applications where weight reduction is the objective
http://www.dynacast.com/uploadedFiles/Docs/55274%20DYN%20Magnesium.pdf

Alaska Class Ferry - Preliminary Value Analysis Study
http://www.dot.state.ak.us/amhs/alaska_class/documents/acf_prelim_ve_study.pdf

VE Study for Closing Waste Packages for containing TAD Canisters
http://www.inl.gov/technicalpublications/Documents/3395034.pdf

Using Lean Ideas in VE projects
Surface Water Study
http://www.icwp.org/2012/gages/SurfaceWaterValueEngrReportMay2010.pdf


January 2012

S Stock Value Engineering - Presentation - London Underground Railway
http://www.imeche.org/Libraries/Knowledge/Rolling_stock_lecture_slides.sflb.ashx


2009
Value engineering proposal for a fuel additive
http://greenmyfleet.com/reduce-consumption/fuelefficencyadditives/178-usap-value-engineering-change-proposal.html

Updated 24 July 2017, 13 June 2017,  5 June 2017,  28 June 2015

Friday, July 21, 2017

Value Engineering in Construction - Structures, Roads, Bridges



Value Engineering of Gachsaran Underpass Project in Iran
Paper of 2013
european-science.com/eojnss/article/download/1926/pdf




Value Engineering in EPA funded Projects - 1990 guideline

1990 Document link

Value Engineering in EPA funded Projects - Case Studies and Formats 1976

Link to the document in EPA site

_____________________________________________________________

Value Engineering in Buildings, Highways, Utility Plants
Laws and Regulations in USA
In 1970 the United States Congress recommended using VE on federal-aid highway projects. More recent federal regulations and technical advisories as well as Federal Highway Administration (FHWA) policy and guidance require and support VE, including:
  • The National Highway Systems (NHS) Act of 1995 included a VE mandate directing the U.S. Secretary of Transportation to develop a program requiring state departments of transportation to conduct a VE analysis for projects on the NHS costing $25 million or more.
  • In 1997, 23 CFR Part 627—Value Engineering introduced the requirement that VE be applied to all federal -aid highway projects on the NHS with a value of $25 million or more ($20 million on Major Bridge projects).
  • Title 23 USC § 106(e) and (g), as amended.
  • FHWA’s Federal-Aid Policy Guide September 8, 1998, Transmittal 24.
  • The American Association of State Highway and Transportation Officials’ (AASHTO’s) 2001 publication AASHTO Guidelines for Value Engineering, 2nd Edition.
_____________________________________________________________
Value Engineering Consultants
The design of tunnels and underground structures depends to a large extent on the type of ground conditions and construction methodology to be adopted. SMEC has experience in evaluating complex projects, and determine a cost effective method for the construction of the project. The methodology allows for temporary construction access and includes programming and relative costings.
Original knol - http://knol.google.com/k/narayana-rao/value-engineering-in-construction/ 2utb2lsm2k7a/ 1975


Updated  22 July 2017,  16 March 2012

Value Engineering - Examples, Cases and Benefits


2017
Number of Examples of Value Analysis/Value Engineering/Value Management
by VM Services,Bryanston, South Africa
Specialists in the application of Value Analysis, Value Engineering and Value Management (VA/VE/VM) methodology including Value Improvement Practices (VIP’s)
https://www.vmservices.co.za/methodology-applied/application-examples

2016
Advanced Structures India Private Limited - Value Engineering Services and Case Study Examples
https://www.advancedstructures.in/our-case-studies-in-value-engineering-leveraging-technology-software-and-data/

2014
Wekiva Parkway/SR 417 and I-4 Interchange  - Highway project value analysis study report
http://wekivaparkway.com/wpcms/data/img/uploads/files/Section%208%20Value%20Engineering%20Study_Final%20Report%20Sept%202014.pdf


2013

Value Analysis of 2 Wheeler Parts - TVS Motors
http://www.msruas.ac.in/pdf_files/sastechJournals/May2013/7.pdf

Value Engineering Analysis in the Construction of Box-Girder Bridges
http://ijltet.org/wp-content/uploads/2013/07/9.pdf


2012
A Survey on the Application and Role of Value Engineering in Pars
Simin Chemical manufacturing company (the manufacturing unit of
Pars Simin white plastic paints)
Seyed Mohammad No' Pasand Asil1
, Esmaeil Ramzanpour2
, Seyedeh Sogol Seyed Sa'adat
International Research Journal of Applied and Basic Sciences
Available online at www.irjabs.com
Vol., 3 (9), 1935-1945, 2012
http://www.irjabs.com/files_site/paperlist/r_139_120929151818.pdf

2010

Seat base weight reduction
http://www.cadcam-e.com/pdf/CCE%20Case%20Study%20-%20Value%20Engineering%20(Material%20Reduction)%20of%20Round%20Base.pdf


Auckland Rail Transportation Project - Role of Value Engineering
Cost reduction of 25 million dollars.
http://www.beca.com/publications/~/media/publications/technical_papers/rail_duplication_and_construction_new_lynn_rail_trench.ashx

___________________
Student Project - Value engineering for car shade

http://faculty.kfupm.edu.sa/cem/assaf/Students_Reports/Value-Engineering-Study-Car-Shade.pps

___________________

Value Engineering West Rail
Estimate for the project was brought down to HK$46.4 billion from HK$64 bn
2006 report
http://www.arup.com/_assets/_download/7D37BB78-CE53-15CC-7627546D83CA6EC7.pdf
Supporting document - legislative council panel report
http://www.legco.gov.hk/yr99-00/english/panels/tp/papers/a1041e05.pdf
________
KPIT cummins Infosystems

   *  Over 30% weight reduction (optimization) by value engineering
    * 60% variant reduction (standardization) by value engineering
    * Engine performance improvement through re-engineering engine components
    * Cost effective solution in material optimization of interior plastic trims (Instrument panel, Door panel)
    * Fuel economy improvement and reduced carbon footprint from weight
    * Savings over $148,000/year from cost of aluminum by design, optimize & virtual simulation

http://www.kpitcummins.com/ats/mechanical-design/
Accessed on 28.2.2010
_______

2009
Seattle Sound Transit Rail link - Value engineering and cost reduction results
http://constructoragc.construction.com/mag/2009_11-12/features/0911-38_AGC.asp


_______
Value engineering applications in transportation: a synthesis of highway practice
NCHRP synthesis, 352
Volume 352 of Synthesis of highway practice
Book
Authors David C. Wilson, National Cooperative Highway Research Program
Publisher Transportation Research Board, 2005
125 pages

_______

Acumen Value Engineering

Automotive client. They had begun a new product and not performed a value planning session during the planning phase, because "they didn't have time." Result, they were losing 5% on each product sold. 

Using VE, we were able to give them a 12% profit immediately, with more to come. This way, they would not "sell them selves out of business." Unfortunately, due to machining costs, we had to leave much opportunity behind. If we had been able to do a value planning session before equipment purchases, we estimate that we could have generated an additional 10% profit for each unit.

Accessed on 28.2.2010
______

substituting INA114
http://focus.ti.com/lit/ds/symlink/ina114.pdf

with LM324
http://www.national.com/mpf/LM/LM324.html#Overview

A student at NITIE IM interview (15.3.2011) said that they brought down the cost of ECG instrument with this substitution. He explained that they got this idea from the function performed by INA114 in the instrument. Cost came down by 20 times he claimed.


______

2005
Value Engineering Study for Closing waste packages containing TAD Canisters
http://www.inl.gov/technicalpublications/Documents/3395034.pdf

Value engineering leads to piping innovations at New FAU Football Stadium
http://hillyork.com/wp-content/uploads/2012/01/Value-Engineering-FAU-Case-Study.pdf 


USA Department of Energy - OU1 Value engineering - Waste minimization and volume reduction study

1999

http://www.docstoc.com/docs/81869387/Value-Engineering-Value-Engineering-FINAL-REPORT-PROJECT-OU1

______

Value Engineering in Transportation - Value World Issue March 1997

http://www.value-eng.org/valueworld/older_issues/1997_March.pdf

______


Title:
VALUE ENGINEERING METHODS APPLIED TO A GUIDEWAY TRANSIT SYSTEM PROPOSED FOR ORANGE COUNTY, CALIFORNIA

The VE study has shown that value engineering, applied after the alternatives analysis phase, can provide significant savings on an overall transit project's costs. It also has demonstrated that single tracking is an operating technique with potential for major capital cost savings.

The paper appeared in Transportation Research Board State-of-the-Art Report 2, Light Rail Transit: System Design for Cost-Effectiveness. Presented at the Conference on Light Rail Transit held May 8-10, 1985, Pittsburgh, Pennsylvania.


http://pubsindex.trb.org/view.aspx?id=271658
______

Original Knol - http://knol.google.com/k/narayana-rao/value-engineering-examples-cases-and/ 2utb2lsm2k7a/ 2348


Related Articles

Value Analysis and Engineering - Examples by L.D. Miles

Value Engineering in Buildings - Some Examples


Updated 22 July 2017, 12 June 2016, 26 June 2015,  4 April 2015, 20 Feb 2014

Please share any interesting value engineering example that you appreciate.


30+ Ways for Better IE - 2. Maintain the Dignity of Persons in the Work Systems



There is an article in the January 99 issue of IIE Solutions "30 ways to be a better IE."

By: Gaboury, Jane; Cary, Cliff; Nolan, Richard J. IIE Solutions. Jan 99, Vol. 31 Issue 1, p28. 8p

So what IE's have done individually or professionally to implement the ideas discovered through a survey of 10,000 IIE members?


Maintain the Dignity of Persons in the Work Systems

The pioneers of industrial engineering were criticized for writing certain crude sentences regarding operators. Even though Taylor was very clear in his goal making every body develop himself to the highest potential level and earn good income, he is described as a person who depicted operators in a bad way.

Industrial engineers have to make special efforts to see that the dignity of any whose work they are analyzing from point of view productivity is not affected. They have to make the point an important part of the policy document that they carry to do productivity studies. 

Please write your opinions on this issue. Please read the original article.




What is Industrial Engineering?

You can understand through its principles

Principles of Industrial Engineering - Taylor - Narayana Rao

________________


________________

Wednesday, July 19, 2017

30+ Ways for Better IE - 1. Go to the Shopfloor



There is an article in the January 99 issue of IIE Solutions "30 ways to be a better IE."

By: Gaboury, Jane; Cary, Cliff; Nolan, Richard J. IIE Solutions. Jan 99, Vol. 31 Issue 1, p28. 8p

So what IE's have done individually or professionally to implement the ideas discovered through a survey of 10,000 IIE members?

Why go into the shopfloor?

What is the purpose of industrial engineering?

One answer is to provide more production with the same resources so that society enjoys more of the goods that it feels valuable and useful. So an industrial engineer must feel thrilled when he sees a smooth flow of "material to product" conversion chain. It is through a thoughtful observation that he identifies the productivity opportunities presently not visible to him in the process or the chain.

They write that Taiihi Ohno used to tell new engineers to stand in circle and observe the production process around to identify waste. Going to the shopfloor has to be an activity like going to the library in old days. Probably, the management of IE function has to make it compulsory for IEs to visit the shopfloor for certain number of hours each day or week and make a report on such visits. It can be called a production study report. So the visit can be  to a particular section which is involved in a specific process. Industrial engineer reports on the process as he has observed and gives his comments on whether standard process is being followed. Whether planned productivity is achieved or not and various shortcomings in the production system if any. He can comment on productivity improvement opportunities spotted by him if there are any.

Please write your opinions on this issue. Please read the original article.




What is Industrial Engineering?

You can understand through its principles

Principles of Industrial Engineering - Taylor - Narayana Rao
________________

________________

Tuesday, July 18, 2017

Process Industrial Engineering



Process Improvement - Gilbreths' View


Frank Gilbreth developed process analysis and improvement also along with motion study. In 1921, he presented a paper in ASME, on process charts. Lilian Gilbreth was a coauthor of this paper.

https://engineering.purdue.edu/IE/GilbrethLibrary/gilbrethproject/processcharts.pdf


At the end of the paper, the conclusion made is as follows:

The procedure for making, examining and improving a process is, therefore, preferably as follows:

a.  Examine process and record with rough notes and stereoscopic diapositives the existing process in detail.

b. Have draftsman copy rough notes in form for blueprinting, photographic projection and exhibition to executives and others.

c. Show the diapositives with stereoscope and lantern slides of process charts in executives' theater to executives and workers.

d. Improve present methods by the use of —
1 Suggestion system
2 Written description of new methods or 'write-ups," "manuals," ''codes," ''written systems," as they are variously called
3 Standards
4 Standing orders
5 Motion study
6 Micromotion studies and chronocyclegraphs for obtaining and recording the One Best Way to do Work.

e. Make process chart of the process as finally adopted as a base for still further and cumulative improvement.


We see in the method described above the method study steps of record, and examine. The practice of involving the workers in analyzing the process chart which was later popularized by Alan Mogensen is also present in the method suggested by Gilbreth to improve a process.  Motion study as a later step in the process analysis method, which was emphasized by H.B. Maynard as part of the operation analysis proposed by him is also visible in the procedure described by Gilbreths.

H.B. Maynard proposed "Operation Analysis" for process improvement.

So, we can see the methods engineering and methods study which became popular subsequently were futher development of Gilbreth's process improvement procedure only.


Process Engineering


Process engineering focuses on the design, operation, control, optimization and Intensification of chemical, physical, and biological processes. Process engineering encompasses a vast range of industries, such as chemical, petrochemical, agriculture, mineral processing, advanced material, food, pharmaceutical, software development and biotechnological industries.
https://en.wikipedia.org/wiki/Process_engineering

http://web.iitd.ac.in/~pmpandey/Process_engg_html/Process%20Engineering_introduction.pdf

http://www.sampe.org/

http://www.tudelft.nl/en/study/master-of-science/master-programmes/chemical-engineering/track-process-engineering/

http://www.princeton.edu/cbe/research/process/

Process Industrial Engineering


Process engineering is an established term in engineering. Hence process industrial engineering, which represents the redesign of processes by industrial engineers to improve productivity is an appropriate term.


Methods Engineering, Operations Analysis, Method Study and Motion Study are various methods or procedures of process industrial engineering.

The process industrial engineering has to develop analysis and improvement of technical elements of a process in more detail to make industrial engineering an engineering based activity to increase productivity in engineering organizations, departments and activities.

Process industrial engineering also includes improvement of related management activities. F.W. Taylor was a pioneer in introducing many changes in management practices to improve productivity. Industrial engineering adopted the same objective. So within process industrial subject area comes the function of management process industrial engineering.



August month Industrial Engineering Knowledge Revision Plan is completely focused on Process Industrial Engineering

Process Industrial Engineering - Article Index  - Presently it contains the copy of August revision plan. More articles are to be added to this index.



Updated   19 July 2017,  26 March 2017, 7 February 2017


Twelve Principles of Process Improvement - Kiyoshi Suzaki



1. Organize the work place
Only keep what is required in the work place. Have a designated place for every thing. Time should not be wasted in searching for things. The time to complete a work will be minimum when the work place is organized.

2. Develop quick setups for machines.
Use SMED methodology and develop quick setup times for each machine. Lot sizes can be made small and unnecessary cost incurred in maintaining inventories is saved by the company. Inventory has no function when setup costs are very low.

3. Eliminate transportation loss
Treat transportation as a waste. Place machines as close as possible and reduce transportation. This does not mean the work place has to be cramped. Do rational decision making.

4. Develop fixtures with one touch placement and automatic ejection
Minimize time of loading and unloading work pieces in fixtures or machines.

5. Introduce multiprocess handling
Train operators in handling machines that perform different processes and utilize them to handle multiple processes which are in sequence or closeby.

6. Synchronize processes
Don't install machines with unequal production rates. Create production lines having machines with similar production rates.

7. Use transfer lot size of one
Let operators hand over one piece across

8. Introduce Jidoka concept.
Make machine intelligent to stop automatically if there is a problem.

9. Introduce Poka Yoke and Statistical Quality Control
Poka Yoke will alert operators in case an error is committed and operators rectify. SQC allows operators to recognize the problem in the machine setup as early as possible with least cost.

10. Eliminate machine troubles
Once machine indicates a problem, use collective knowledge to eliminate the problem as fast as possible and also do root cause analysis and eliminate the problem at the root level.

11. Determine Cycle Time and Take steps to reduce it.

12. Standardize work procedures
Standardize means plan and create written procedure which is followed by everybody using doing that task. In continuous improvement paradigm, the procedure is improved. But it is also captured in the written practice and then only implemented.

New Manufacturing Challenge: Techniques for Continuous Improvement
By Kiyoshi Suzaki
https://books.google.co.in/books?id=6EHtJE8NHD0C&pg=PA70#v=onepage&q&f=false

Machine Utilization - Efficiency - Productivity - Improvement - Information Board and Bibliography


AMP for Machine Performance Evaluation and Improvement
Advanced Manufacturing Media
__________________


__________________



Mazak iSMART Factory Initiative Spreads to Japan Plant
July 13, 2017 by Mazak Corp. - Press Release

The next-generation iSMART Factory

These next-generation factories use advanced manufacturing cells and systems together with full digital integration to achieve free-flow data sharing in terms of process control and operation monitoring. In the Mazak iSMART Factory, the MTConnect  open communications protocol works with process support software and provides connectivity and the capability to monitor and then harvest data from all the different production floor machines, cells, devices and processes.


Mazak reports that the firm experienced double-digit increases in productivity and machine utilization in each facility immediately after the implementation of digital process monitoring through MTConnect and Mazak's SmartBox technology.” For the Oguchi Mazak iSMART Factory, the MTConnect open protocol allows the plant to use its own in-house cyber monitoring software. This software then works conjunction with Mazak’s Smooth Monitoring software so the plant can monitor operations and optimize production efficiency.
http://advancedmanufacturing.org/mazak-ismart-factory-initiative-spreads-japan-plant/

Mazak, Merlin, MT Connect
2015

MTConnect is an open-source, royalty- free manufacturing protocol that easily connects devices and systems from different suppliers to capture and share information in a common format, such as XML. By establishing an open and extensible channel of communication for plug-and-play interconnectivity between devices, equipment, and systems, MTConnect allows sources to exchange and understand each other’s data. Many key machine manufacturers support the protocol. This raw data is to be read and analyzed to turn it into more actionable information using additional software that translates the machine data into graphic reports including dashboards that provide information on the current performance of cells, departments, and overall plants and the targets. These comparisons can be done for smaller and smaller periods so that fabricators/production shops react and solve problems early to be on target.

The benefits of implementing these analytics include:


Productivity problems can be identified fast—accelerating resolution.
Plant-wide productivity typically increases by 10 to 50 percent.
Dashboard metrics can be available for everyone on the shop floor to see.

Merlin is  an industrial Internet platform for monitoring machines and equipment. Merlin is designed to monitor every machine in a shop--CNC machines, non-CNC machines, fabrication centers, and manual processes—providing information tied together in a production process manufacturing execution system.

Merlin uses various protocols (MTConnect, FANUC, Focas2, OPC, to name a few) to access relevant signals and monitors all machines and equipment in a plant.

Merlin using MTConnect is installed at Mazak Corp.’s machine tool manufacturing facility in Florence, Ky. The company employs about 750 people has a facility of about 800,000 sq. ft with a variety of machines and equipment  including laser cutting, press brake bending, welding, finishing, and equipment for other fabrication processes. It produces turning centers, multitasking machines, and vertical machining centers, including 5-axis models.



The Kentucky iSMART Factory  provides  high quality and reliable products through its Production-On-Demand practice. The comprehensive machine monitoring system provides secure reporting for shop floor and the plant-wide communication provides truly powerful results. The claims that
simply making basic dashboards visible on the shop floor increased productivity by roughly 20 percent. Machines that are stopped, waiting for materials or programs, are color-coded red on the dashboards and the entire plant comes to know of them. So, there are more responsive actions in the entire plant to make them work again as early as possible. Machine monitoring delivers instantaneous, automatic, and timed proactive e-mail and text alerts to minimize downtime. Detailed analyses of downtime root causes point to areas requiring more operator training. Identification and removal of unnecessary optional stops helps recover lost production time.

Benefits of implementing MTConnect and Merlin at Mazak included a 42 percent improvement in machine utilization.
http://www.canadianmetalworking.com/article/management/entering-a-new-information-age-for-machine-utilization


Tradeoff between Machine Utilization and Inventory


Should machine be idle or inventory stagnate.

Economics will decide the right decision. But what the Japanese have done is there optimized an alternative strategy. The alternative strategy of low inventory was optimized by reducing the need for inventories. Set up times were reduced and zero defects programme was implemented successfully that made small lots economically feasible. Hence there was no need to worry about machine utilization. It can be idle if there is no customer demand.  Produce when needed became the principle but machine has to be available when needed. So availability of the machine to satisfy the customer demand in the shortest planned time became the objective.


Bibliography

2017

http://www.mmsonline.com/articles/look-beyond-machine-utilization-when-installing-a-machine-monitoring-system


2010
Lessons in Machine Effectiveness Versus Efficiency
by Darrell Casey, Celerant Consulting
http://www.peoriamagazines.com/ibi/2010/mar/lessons-machine-effectiveness-versus-efficiency


Process Industrial Engineering - Article Index



Process Industrial Engineering - Process Efficiency Improvement


Process Industrial Engineering - Introduction

First Week

1. The Function of Methods Efficiency Engineering
2. Approach to Operation Analysis as a Step in Methods Efficiency Engineering

3. Scope and Limitations of Methods Efficiency Engineering
    Operation Analysis Sheet

    Using the Operation Analysis Sheet
    Analysis of Purpose of Operation

    Analysis of All Operations of a Process as a Step of Each Operation Analysis
    Analysis of Tolerances and Inspection Standards

    Analysis of Material in Operation Analysis
    Tool Related Operation Analysis


Second Week

    Material Handling Analysis in Operations
    Operation Analysis of Setups

    Operation Analysis - Man and Machine Activity Charts
    Operation Analysis - Plant Layout Analysis

    Operation Analysis - Analysis of Working Conditions and Method
    Operation Analysis - Common Possibilities for Operation Improvement

    Operation Analysis - Check List
    Method Study

   Principles of Methods Efficiency Engineering
   Method Study - Information Collection and Recording - Chapter Contents


Third Week

Process Analysis - Questions/Check List
Installing Proposed Methods

Eliminate, Combine, Rearrange, Simplify - ECRS Method - Barnes
Inspection Methods Efficiency Engineering

Systems Installation - Installing Proposed Methods
Plant Layout Analysis

Industrial Engineering of Flow Production Lines - Thought Before Taiichi Ohno and Shigeo Shingo
Manufacturing System Losses Idenfied in TPM Literature

Fourth Week

Industrial Engineering - Foundation of Toyota Production System
Toyota Production System Industrial Engineering - Shigeo Shingo

Introducing and Implementing the Toyota Production System - Shiego Shingo



Front Line Kaizen for Product and Process Industrial Engineering


Research on Improvement of Plant Layout based on Process Analysis
https://books.google.co.in/books?id=o2YiBgAAQBAJ&pg=PA253#v=onepage&q&f=false










One Year Industrial Engineering Knowledge Revision Plan

January - February - March - April - May - June

July - August - September - October - November - December



Updated 19 July 2017, 10 April 2017

Functional Analysis Systems Technique (FAST) - Value Engineering Method

FAST was developed among value engineering community. It facilitates analysis of systems.
It was first conceived by Charles W. Bytheway in 1965, as a way to systematically organize and represent the functional relationships of a technical system.

Visit and Read the paper by Geza E. Kmetty and Alread |I. Paley on Slide Share

https://www.slideshare.net/GezaKmetty/final-pdf-paper-3612

Video Lecture by Dr. Indradeep Singh, IIT Roorkee
_________________

_________________
NOC17 JAN-MAR ME16

FAST - Creativity and Innovation

Book by Charles W. Bytheway
2007
https://books.google.co.in/books?id=BcrD302Uw5YC
References
(Book available for sale in India for Rs. 550 by Cengage)
2. Function Analysis for Team Problem Solving
3. Functional Analysis Systems Technique (FAST) as a Group Knowledge Elicitation Method for Model Building
Original Knol - http://knol.google.com/k/narayana-rao/functional-analysis-systems-technique/2utb2lsm2k7a/ 3912



Updated 19 July 2017,  12 June 2016,  28 June 2015
First posted  30 March 2012