Thursday, November 30, 2017

November - Industrial Engineering Knowledge Revision Plan











_______________________

Productivity Measurement


Productivity Measurement

Measuring Productivity - OECD
http://www.esri.go.jp/jp/workshop/050325/050325paper06.pdf

PRODUCTIVITY MEASUREMENT WITHIN A NEW ARCHITECTURE FOR THE U.S. NATIONAL ACCOUNTS: LESSONS FOR ASIA
http://www.apo-tokyo.org/files/mp_apo-keo_jorgenson_lec.pdf


How to Measure Company Productivity using Value-added:
A Focus on Pohang Steel (POSCO)
http://www.anderson.ucla.edu/faculty/marvin.lieberman/docs/Lieberman_POSCO.pdf

The productivity slump—fact or fiction: The measurement debate
August 2016
https://www.brookings.edu/research/the-productivity-slump-fact-or-fiction-the-measurement-debate/

Work Measurement


Time Study

Work Sampling

PMTS


Optimization of Labour Productivity Using MOST Technique
https://www.pomsmeetings.org/confpapers/059/059-0058.pdf


Cost Measurement

Within the production process, productivity could not in the long run be sufficiently measured in the unit of  time. Explaining it in terms of money seemed more adequate. Standard cost calculation is therefore a technique which has been incorporated with considerable success by industrial engineers.

The Challenge of a Changing Society to Industrial Engineering, F.G. Willemze, IJPR 1982



Role of Costing and Cost Accounting in the Organization

Cost Accounting - Introduction


Job Costing - Review Notes

Process Costing - Review Notes

Cost Center Reports and Analysis

Cost Behavior Analysis and Relevant Costs Concept

Productivity Management and Improvement Management - Management of IE Projects, Studies, and Department



Total Productivity Management  - Suito Kiyoshi
http://nraoiekc.blogspot.com/2013/08/total-productivity-management-different.html


Strategic  Total Productivity Optimization

Total Cost Industrial Engineering

Determinants of Productivity - Syverson - 2011

Don't be in a hurry - Productivity Improvement Requires Time - F.W. Taylor

Empowerment and Productivity
http://nraoiekc.blogspot.com/2017/11/empowerment-and-productivity.html



One Year Industrial Engineering Knowledge Revision Plan

January - February - March - April - May - June

July - August - September - October - November - December



Updated 12 November 2017, 1 November 2017,   11 September 2016,  4 January 2015









Sunday, November 19, 2017

Friday, November 17, 2017

2016 - Productivity Research - Information and Important Points - Part 1







Accounting for Productivity Dispersion over the Business Cycle

Robert J. Kurtzman and David Zeke
2016-045




T h e J o u r n a l o f D e v e l o p i n g A r e a s
Volume 50 No. 2 Spring 2016

AGRICULTURAL PRODUCTIVITY GROWTH IN INDIA: AN ANALYSIS ACCOUNTING FOR
DIFFERENT LAND TYPES

Varun Kumar Das*
Indira Gandhi Institute of Development Research, India


Australian Economic History Review, Vol. 56, No. 2 July 2016

ASPECTS OF PRODUCTIVITY

BY MARTIN SHANAHAN* & RAJABRATA BANERJEE
University of South Australia (Martin.shanahan@unisa.edu.au)
JEL categories: C18, O39, O40
While research into the determinants of growth is ongoing, assessing the
productivity of factor inputs, including technological progress, remains a key to
understanding what drives economic growth and how this process can be sustained
in the long run.


Increasing productivity is fundamental to increasing material well-being, and
in world with a growing population, vital to the living standards of millions of people.
Assessing and measuring what contributes to productivity improvement are,
however, difficult. While technological change or change in technical efficiency is
frequently cited (especially in the growth literature) as critical to productivity, other
elements, including human capital, scale economies, changes in organisational or
managerial methods, and institutional change (covering everything from legal
regimes to the level of community trust), are also known to be contributing factors.

In the economic growth literature, the productivity of factor inputs is a major
contributing factor to long run growth.

In recent years, some researchers have increased the number of intermediary
inputs used in their productivity estimates to include materials (M), energy (E),
and services (S). The aim is to better isolate the impact of technology (the residual
in most growth equations) more precisely.22 These KLEMS models are less
applicable in studies using pre 1950 data as accurate information on the inputs is
highly variable or missing.

22. Pilat, D., and P. Schreyer. (2002) Measuring productivity. OECD Economic Studies, Vol. 2001/2. 10.1787/
eco_studies-v2001-art13-en [accessed 2 /1/2016]



CAPACITY PLANNING AND CORPORATE PRODUCTIVITY PERFORMANCE IN THE NIGERIAN AVIATION INDUSTRY

G. I. Umoh
Sylva Waribugo
University of Port Harcourt, Rivers State, Nigeria

Yabing and Abraham (2013) carried out a research on capacity planning and performance
in capital intensive service facilities and found out that when firms plan their capacity through the
integration of service resources and incentive contract design, they can better cope with market
uncertainty and also increase their profitability. They further argued that while firms with high
capacity utilization are likely to have increased profitability and cope with uncertainty in market
demand, they have to also maintain a reasonable service level and shorter waiting periods so as to
have competitive advantage. Alberto and Roberto (2007) carried out a similar study on plant
capacity planning and productivity and submitted that several indices of capacity like gross
utilization, net utilization, working efficiency, availability and saturation have influence on the
aggregate productivity of the system.

Also, Umoh, Wokocha, and Amah (2013) did a study on production planning and
corporate productivity performance in the Nigerian manufacturing industry. Their study reveals
that production planning has a positive influence on cost minimization, return on equity capital
and growth. Adegbuyi and Asapo (2010) followed a similar scholarly trajectory by studying the
effect of production planning and budgeting on organizational productivity in a food and
beverage firm. The result of their study shows that there is a significant relationship between
production planning operations and organizational productivity.

Mahmood, et al. (2014), in their
study, postulated that when policies are directed towards knowledge and technology management
capability, idea management capability, project development capability and commercialization
capability which are dimensions of innovation capacity planning–organizations stand to increase
their productivity.

Maishanu and Kadiri (2012) conducted a study on workers satisfaction and organizational
productivity in the Nigerian aviation sector and concluded that the productivity of the sector is
greatly influenced by the level of satisfaction of workers.





*  Connecting empowerment-focused HRM and labour productivity to work engagement: the
mediating role of job demands and resources

Karina Van De Voorde and Marc Van Veldhoven, Tilburg University
Monique Veld, Open University in the Netherlands
Human Resource Management Journal, Vol 26, no 2, 2016, pages 192–210

The paper does not investigate the effect of any variable on productivity

* Estudios de Economía. Vol. 43 - N° 2, Diciembre 2016. Págs. 199-215 199

Corruption, provincial institutions and manufacturing firm productivity: New evidence from a transitional economy*

Corrupción, instituciones provinciales y productividad manufacturera:
Nueva evidencia para una economía en transición
Tran Quang Tuyen**
Vu Van Huong***
Doan Thanh Tinh****

*  Explaining Cross-Country Productivity Differences in Retail Trade

David Lagakos
University of California, San Diego, and National Bureau of Economic Research

It is regarding productivity in retail trade emphasizing car ownership and tax evasion in traditional
retailing.

*  Kaasa A., 2016.

"Culture, religion and productivity: Evidence from European regions”, 

Business
and Economic Horizons, Vol.12(1), pp.11-28, http://dx.doi.org/10.15208/beh.2016.02



Productivity plays an important role for economic growth and the welfare of people.
Hence, there is no doubt that the possible determinants of productivity deserve to be
studied. When looking at the determinants of productivity at the aggregate (society) level,
the research has mainly focussed on factors like human capital, R&D, innovations etc. that
have been shown to be positively related to productivity and economic growth. However,
it has been argued that these factors may not be sufficient for explaining differences in the
levels of productivity in different countries (Sayes, 2011). Hence, the research has to go
beyond these standard factors of productivity and explore other possible factors
(Beugelsdijk and van Schaik, 2005).

Culture comprises people’s  values, beliefs, attitudes, behaviour, etc.. In addition,
religion is something that often guides people’s choices and behaviour. As productivity
can be expected to be related to the everyday performance of the workforce, cultural and
religion-related differences may prove quite useful in explaining differences in productivity
levels between countries or regions.

While the possible impact of culture and/or religion on productivity has been theoretically addressed more or less directly in many studies, only a few studies have examined these relationships empirically (Hall and Jones, 1999; Islam, 2008; Grafton et al., 2002; Gorodnichenko and Roland,
2010).

Both the correlation and regression analysis showed individualism to be positively and
power distance to be negatively related to labour productivity, confirming the
expectations. Masculinity also turned out to be negatively related to productivity,
confirming the positive impact of feminine values rather than masculine values.
Uncertainty avoidance, although negatively related to productivity according to the
correlation analysis, appeared to be insignificant in the regression analysis. Both general
religiosity and the achievement motivation indicator capturing the values of a strong work
ethic turned out to be insignificant after cultural dimensions were added, indicating that
cultural dimensions seem to capture the sources of labour productivity better than
religiosity or values associated with religiosity.



*  PERSONNEL PSYCHOLOGY
2016, 69, 3–66

CUMULATIVE ADVANTAGE: CONDUCTORS AND INSULATORS OF HEAVY-TAILED PRODUCTIVITY DISTRIBUTIONS AND PRODUCTIVITY STARS


HERMAN AGUINIS
Indiana University
ERNEST O’BOYLE, JR.
University of Iowa
ERIK GONZALEZ-MUL´E
University of Iowa
HARRY JOO
Indiana University

marginal costs also vary at the individual level
of analysis across occupations and measures of productivity.
Given such, the extent to which the context allows productivity stars
to keep their marginal costs low will serve as a conductor of cumulative
advantage exhibited in that productivity distribution. We refer to this
source of cumulative advantage as multiplicity of productivity.Multiplicity
of productivity is a conductor because it makes it easier to draw on past
success to create future success.

Hypothesis 1: Multiplicity of productivity will be a conductor of cumulative
advantage, such that the end result of higher
multiplicity work contexts will be a greater likelihood
of a power law distribution and a greater proportion of
productivity stars (i.e., heavier tail).

Productivity stars, wittingly or unwittingly, are able to dominate through
monopolistic means (e.g., Borghans & Groot, 1998; Franck & N¨uesch,
2012). Accordingly, we offer the following hypothesis involving monopolistic
productivity as a conductor for cumulative advantage:
Hypothesis 2: Monopolistic productivity will be a conductor of cumulative
advantage, such that the end result of higher
monopolistic work contexts will be a greater likelihood
of a power law distribution and a greater proportion of
productivity stars (i.e., heavier tail).

Empirically, job autonomy generally has a positive relation with productivity
(Humphrey, Nahrgang, & Morgeson, 2007).

job autonomy provides the discretion that can allow stars to
show their creativity and innovation (Ohly & Fritz, 2010) as well as
allowing them to more fully utilize their unique competencies (McIver,
Lengnick-Hall, Lengnick-Hall, & Ramachandran, 2013).

Hypothesis 3: Job autonomy will be a conductor of cumulative advantage,
such that the end result of jobs with greater
autonomy will be a greater likelihood of a power law
distribution and a greater proportion of productivity
stars (i.e., heavier tail).

a highly complex job such
as that of a academic researcher has long been known to demonstrate a
heavy-tailed productivity distribution in terms of number of publications
as well as citations (Shockley, 1957), as have other prototypically complex
jobs that have become so pervasive in today’s knowledge economy (e.g.,
software engineers; Curtis, Sheppard, Milliman, Borst, & Love, 1979;
Darcy & Ma, 2005). On the other hand, less complex jobs from the manufacturing
sector exhibit little variance in outputs (Schmidt & Hunter,
1983).

resource-based theory, which usually focuses on productivity at the firm and not the
individual level of analysis, describes complex output, especially output at the tails of the distribution, as more difficult to imitate and less likely to be substituted by even slightly less productive firms (Barney, Ketchen, & Wright, 2011).

Hypothesis 4: Job complexity will be a conductor of cumulative advantage, such that the end result of jobs with greater complexity will be a greater likelihood of a power law distribution and a greater proportion of productivity stars (i.e., heavier tail).

Hypothesis 5: Productivity ceiling will be an insulator of cumulative advantage, such that the end result of jobs with lower productivity ceilings will be a smaller likelihood of a power law distribution and a smaller proportion of productivity stars (i.e., lighter tail).

becoming aware of the shape of the productivity distribution, and not assuming normality, is a necessary first step before such decisions can be made.

The presence of nonnormal productivity distributions also has implications
for compensation practices. In particular, pay dispersion may be
seen as more acceptable and fair to employees if they are aware that the
distribution has a heavy tail (i.e., a large proportion of productivity stars).
Thus, it may be beneficial to share information on the shape of the productivity
distribution with various organizational members. However, if
the compensation system does not offer additional rewards to productivity
stars, productivity information may lead to dissatisfaction among those
individuals who are the top producers—possibly leading to a decrease in
their productivity or even departure from the organization. Thus, it is important
to consider the anticipated consequences of making information
on productivity distributions available.

Barney JB, Ketchen DJ, Wright M. (2011). The future of resource-based theory:
Revitalization or decline? Journal of Management, 37, 1299–1315.
doi:10.1177/0149206310391805

Buzacott JA (2002).
The impact of worker differences on production system output.
International Journal of Production Economics, 78, 37–44. doi:10.1016/S0925-
5273(00)00086-4



* RAND Journal of Economics
Vol. 47, No. 3, Fall 2016
pp. 608–630

Demand or productivity: what determines firm growth?

Andrea Pozzi∗
and
Fabiano Schivardi∗∗

Modern theories of industry dynamics assume that firms are heterogeneous along a single
unobserved dimension, productivity, which determines the firm’s performance and growth
(Jovanovic, 1982; Hopenhayn, 1992).

the assumption that all firms look alike to consumers fails to capture an important ingredient of
firm performance.

We start our analysis by setting up a standard model of monopolistic competition on the
demand side and Cobb-Douglas technology on the production side, each with its own stochastic
shifter. 

Productivity shocks are then identified as residuals of the production function equation, with output deflated with firm-level prices.

To explain our findings, we rely on insights from scholars emphasizing the role of managerial ability
and corporate practices in the exploitation of technology shocks (Bloom, Sadun, and Van Reenen,
2012; Dranove et al., 2014). Our results show that managerial practices are important for not only
within-firm productivity growth, but also to enhance the process of efficient factors allocation
across firms.

Foster, Haltiwanger, and Syverson (2008) were the first to separately
identify demand and productivity shocks. They show that failing to disentangle demand and TFP
shocks leads to an underestimation of new entrants’ contribution to productivity growth. Foster,
Haltiwanger, and Syverson (2016) study the process of accumulation of idiosyncratic demand,
finding that demand shock builds up slowly and that it depends on past firm sales. Our results
complement theirs: though it takes time to build idiosyncratic demand, we show that reacting to
its fluctuations is easier than reacting to changes in productivity.

Our theoretical framework relies on a model of monopolistic competitionwhere firms choose
inputs to produce output, subject to a CES demand and a Cobb-Douglas production function as in
Melitz (2000).

The market appeal component ( i t ) picks up heterogeneity in firms’ demand driven by
differences in the perceived quality of the product, controlling for its physical attributes. It relates
to similar concepts introduced by Foster, Haltiwanger, and Syverson (2016) and Gourio and
Rudanko (2014), who link it to the stock of consumers who have tried the product in the past (the
“customer base”). Other instances of demand shocks consistent with our setting are spreading of
good word-of-mouth, improvements in the brand image, and the perception or the visibility of
the products, for example, as a result of advertising.

The idea behind this postulate is
that TFP shocks represent a shift in the production technology, and responding to them likely
entails shifting the way things are done within the firm: for instance, a change in the skill mix
of the employees or the use of different types of capital inputs. If the firm’s management lacks
the expertise to implement these complementary reorganizations, the adjustment of the scale
of operation following a TFP shock will be incomplete. This scenario might be less likely for
demand shocks, where the need to cater to a larger mass of customers can be met by simply
scaling up production without necessarily requiring reorganization.

The framework sketched in Section 5 delivers an empirical prediction for the presence
of a managerial ability friction: the size of the untransmitted component of TFP should be
smaller for firms with better managerial ability, as they are more likely to be able to reorganize
their activities to take full advantage of the productivity shock.18

Our results imply that managerial practices
are not only important for within-firm productivity growth, but also for the process of efficient
factors allocation across firms. Improving our understanding of the determinants of firms’ reaction
to shocks of different nature may contribute in an innovative way to the debate on the efficient
allocation of resources.


* J Prod Anal (2016) 45:131–155

The determinants of productivity in Chinese large and medium-sized industrial firms, 1998–2007

Sai Ding, • Alessandra Guariglia • Richard Harris

The average TFP growth in Chinese industries is 9.6 % per annum during the period
1998–2007, and is mainly driven by firm entry. The subsector decomposition exercises show that the inter-firm
resource reallocations are more prominent across industries than across provinces.

Productivity is viewed as the most important long-run
driver of economic growth in both economic theory and
empirical research. According to Klenow and Rodrı´guez-
Clare (1997), total factor productivity (TFP) growth
accounts for 90 % of the international variation in output
growth. Easterly and Levine (2001) argue that the major
empirical regularities of economic growth indicate an
important role for the residual rather than for factor accumulation.

Second, unlike most previous
studies, which rely on the method of Olley and Pakes
(1996) or Levinsohn and Petrin (2003) to construct TFP,
we use a system Generalized Method of Moments (GMM)
estimator (Blundell and Bond 1998). We believe it is
important to use this approach as many studies have shown
that firms have (unmeasured) productivity advantages that
persist over time, which need to be captured.

Our results indicate increasing returns to scale in the
majority of industries and a (usually large) positive time
trend representing technical change.

we calculate TFP using a Cobb-Douglas log-linear
production function approach including fixed effects. The
inclusion of fixed effects is necessary as empirical evidence
using firm-level panel data consistently shows that firms
are heterogeneous (productivity distributions are significantly
‘spread’ out with large ‘tails’ of firms with low
TFP), but more importantly that the distribution is persistent—
firms typically spend long periods in the same part of
the distribution (see, for instance, Bartelsman and Dhrymes
1998; Haskel 2000; and Martin 2008). Such persistence
suggests that firms have ‘fixed’ characteristics (associated
with access to different path dependent (in)tangible
resources, managerial and other capabilities) that change
little through time, and thus need to be modeled. In the
light of these considerations, we estimate the following
model:


** Younger firms more productive

Firm age is found to affect TFP significantly and negatively
for most industries. This is consistent with the
belief that younger firms produce with greater efficiency
and better technology than older firms. Obviously the
hypothesis that productivity increases as the firm ages
through learning-by-doing is not supported by our data for
China.

(Interesting articles with many references on productivty determinants)

FACTOR DETERMINANTS OF TOTAL FACTOR PRODUCTIVITY GROWTH FOR THE JAPANESE MANUFACTURING INDUSTRY

SANGHO KIM∗
Contemporary Economic Policy (ISSN 1465-7287)
Vol. 34, No. 3, July 2016, 572–586
Online Early publication October 23,

the measured TFP fails to provide true technology shocks if one of the assumptions is violated.

This section summarizes the theoretical background of estimating embodied technical
progress simultaneously with disembodied technical progress when there are scale economies
and imperfect competition. An empirical framework developed here will extend the model of
Kim (2014) to include a variety of factors that have influence on technical change.


We use the Japan Industrial Productivity (JIP)
Database 2011, which comprises various variables
necessary to estimate TFP for the Japanese
economy. Based on the database, we compile a
panel of 52 manufacturing industries for the year
1973–2010, from which we can construct all the
variables required for estimation.

Estimates of Determinants for Japanese Durable Manufacturing Productivity

Average TFP growth (Δ¯a)
Impact of trade
Interindustry externality
Embodied technology
Technology and market environment

The results suggest significant influence of
embodied technical progress on productivity
growth for the Japanese manufacturing industry,
which should be isolated from disembodied
technical progress in estimating the impact of
factor determinants of the productivity growth.


Technology embodied in the physical capital,
not the capital itself, determines productivity
growth. On the other hand, coefficient estimates
of R&D investment are statistically insignificant
in every model, suggesting technology acquired
from R&D investment generates productivity
growth when embodied into physical and
human capital.
For interindustry externality, IT investment of
the total manufacturing industry has positively
significant effects on productivity growth,

For globalization and trade, openness has a
negative and significant influence on productivity
growth,

Estimation results show that coefficient
estimates of technologies embodied in human
capital, physical capital, and IT capital are all
positively significant, suggesting the existence
of considerable embodied technical progress for
the Japanese manufacturing industry. Furthermore,
including embodied technical progress
renders the impact of physical and R&D capital
on productivity growth insignificant, implying
that R&D impacts are realized only after being
embodied into other capitals.

The Economic Journal, 126 (May), 654–681.Doi: 10.1111/ecoj.12373©2016 Royal Economic Society. Published by

JohnWiley & Sons, 9600 Garsington
Road, Oxford OX4 2DQ, UK and 350 Main Street, Malden, MA 02148, USA.

DO PERSONALITY TRAITS AFFECT PRODUCTIVITY? EVIDENCE FROM THE LABORATORY*

Maria Cubel, Ana Nuevo-Chiquero, Santiago Sanchez-Pages and Marian Vidal-Fernandez


Despite the large body of literature on the determinants of labour force earnings, a substantial part of the wage inequality across and even within a range of demographic characteristics and occupations still remains unexplained. In his seminal work, Becker (1964) highlighted the relevance of cognitive skills in explaining earning differences. However, variations in cognitive abilities fail to account fully for the residual wage inequality.

Within the set of non-cognitive skills, personality traits are one of the most relevant instruments in the study of differences in earnings. Mueller and Plug (2006) show that the effect of personality traits on earnings is of similar magnitude to the one of cognitive skills.


Recent studies have linked job performance and wages to the so-called ‘Big Five’ personality traits: openness, conscientiousness, extraversion, agreeableness and neuroticism (Heckman et al., 2006; Fletcher, 2013).


This article uses a laboratory experiment to directly test the relationship between the Big Five personality traits and individual productivity (claimed as the first article to use the methodology in this area).

 Nyhus and Pons (2005) report a negative correlation between neuroticism and wages for
both men and women, and a negative correlation of agreeableness with wages for women only.

To summarise the literature reviewed, the take home messages are:

(i) neuroticism and agreeableness are consistently correlated with lower earnings while more conscientious individuals present better labour market outcomes;
(ii) gender differences in the effects of personality traits can contribute to explain the gender wage gap; and
(iii) the estimated effect of personality is of comparable magnitude to that of cognitive skills.

Hypotheses

Neuroticism
This trait is defined as lack of emotional stability and predictability and by the presence of mood changes, anxiety and insecurity. Neuroticism has been consistently found to hinder wages.
Hence, hypothesis is that high levels of neuroticism should be correlated with low
performance in our experiment.

Conscientiousness
This trait measures the extent to which individuals are careful, responsible and hard
working. Because it is associated to efficient, organised, achievement-oriented and selfdisciplined
individuals, conscientiousness shows a consistent positive relation with labour market outcomes. In a similar way, we expect a positive relationship between conscientiousness and performance in our experiment, because being careful, efficient and focused should improve accuracy in the task.

Openness
Individuals who are open to new experiences are typically imaginative, artistic, curious,
creative and intellectually oriented. In their laboratory study, M€uller and Schwieren (2012) observe a negative correlation between openness and performance in the same addition task under piece-rate payment, albeit in a five-minute round. Our conjecture is that this  result might be driven by creative and artistic individuals who are likely to find the task repetitive and boring. They might also be more likely to engage in the experiment, as a new experience, but the characteristics of the task are likely to countervail this initial positive effect. Therefore, we expect a negative net effect of openness on performance in our task.

Survey evidence suggests that the overall effect of agreeableness on labour market outcomes is negative.

The facet of extraversion associated to ambition could have a positive impact on performance.

The hypotheses tested in the paper are:
HYPOTHESIS 1. Neuroticism is negatively associated with performance.
HYPOTHESIS 2. Conscientiousness is positively associated with performance.
HYPOTHESIS 3. Openness has a negative relationship with perforitude.

Results

The Big Five personality traits are jointly significant and the individual scores are largely consistent with our hypotheses. As in the previous literature using survey data and in line with our hypothesis H1, more neurotic subjects perform significantly worse in our task:

Our hypothesis regarding conscientiousness (H2) is also supported. We find a positive and significant effect of this trait on performance, in line with the results obtained in both the economics and the psychology literatures. The coefficients for agreeableness and openness are, although insignificant, negative and of sizeable magnitude




































Sunday, November 12, 2017

Vanadium Redox-Flow Storage Batteries



The patent for this battery was filed in 1986 by inventors - Maria Skyllas-Kazacos, Miron Rychick, Robert Robins

https://www.google.com/patents/US4786567


2017

In the Chinese port city of Dalian, a plant is opened by Rongke Power to manufacture 300 MWs of storage batteries based on this technology. The plant has expansion plans to increase capacity to 3 GWs per year.
http://uclengins.org/external/its-big-and-long-lived-and-it-wont-catch-fire-the-vanadium-redox-%E2%81%A0flow-battery/view/


Saturday, November 11, 2017

Empowerment and Productivity



Empowerment and Productivity


empowerment can be used to increase employee productivity, organizational commitment, job
satisfaction, and innovativeness (Spreitzer, 1995; Lawler, Mohrman, and Ledford, 1992, 1995;
Neilsen and Pedersen, 2003; Kirkman and Rosen, 1999; Guthrie, 2001).

Sergio Fernandez and Tima Moldogaziev  "A Causal Model of the Empowerment Process: Exploring the Links between Empowerment Practices, Employee Cognitions, and Behavioral Outcomes"
Paper presented at the 11th National Public Management Research Conference,
Maxwell School, Syracuse University, Syracuse, New York, June 2-4, 2011.

Human resource productivity: Altin and Lars (2005) believed that productivity index in the services sector depends on human factors (human resource). Japan productivity center (JPC) introduced to increase productivity of employees in three factors: development of employees is included empowerment and their education, participative management, justice and equitable distribution (understanding of employees from equitable distribution and productivity growth); likewise, this center (JPC) knows factors of speed of operations, quality of operations, unit cost, job flexibility, people commitment, right communications, understanding of productivity, satisfaction and
quality of work life and goodness of people participation as indexes of people productivity (Stainer, 1997). Savery (1998) in the his study was stated main factors of people productivity in organization:
satisfaction of people from work and work life, flexible work-time, participative of employees with managers, motivation and attempt of managers and employees, continuous planning and up-date technology, education and empowerment o people, effective management, intelligence of people, pay and reward systems, view ofmanagement about productivity (positive or negative / continuous or sort-term) and finally the moral and commitment of employees about their job, careers and organization and responsibility. Ozbiligin (2005) knows the most important factors of human resource productivity are included creativity, pay levels, capability and skills of people, how to job path and position of people in organization, kind of management on them and organizational
flexibility. Wysocki & et al. (2006) were expressed that influence of human resource productivity in the today’s world is as a fact and also were said about factors which can affect on this face that are included: nature of  job and personality (appropriation of job and employee), motivation (financial and spirituality), job awareness and understanding, job satisfaction, QWL and participating people in organization activities, participating people in action and activity, importance to employees by CEO and not just important to work and finally having fair treatment with employees. Create areas of participation and corporation, use follower commands in creating objectives and pay attention to human behaviors, removing confrontations and contradictions, removing communication barriers are factors which cause to increase productivity in organization, likewise observing performance standards and attempt to improvement it, pay attention to satisfaction from kind of work and job,
knowing the important of work and understanding the beneficial of work are agents which increasing productivity(Khaki, 2007).

J. Basic. Appl. Sci. Res., 1(10)1603-1610, 2011
Journal of Basic and AppliedScientific Research

The Relationship between Empowerment and Human Resource Productivity in Organization
Noor-Mohammad Yaghoobi, Jamshid Moloudi , Omolbanin Azadikhah



Advantages of employee empowerment include: increased employee education and training;
employees participate in creating their own goals; increased employee contribution; increased
respect among employees secondary to teamwork; increased power equals lower absenteeism
and better productivity; employees have more satisfying work; an increased depth of competence among employees secondary to cross-training; less conflict with administration and managers; fewer middle management positions means decreased cost to the company. Employees are more likely to agree with changes if they participate in decision making.

Proceedings of the International Conference on Global Business, Economics, Finance and
Social Sciences (GB15_Thai Conference) ISBN: 978-1-941505-22-9
Bangkok, Thailand, 20-22 February 2015 Paper ID: T567

Empowerment as a New Approach in the Management
Hamid Saremi,
Department of Accounting,
Islamic Azad University,
Quchan, Iran.

Industrial Engineering - Subject Update




November 2017

Empowerment and Productivity
http://nraoiekc.blogspot.com/2017/11/empowerment-and-productivity.html



October 2017

Interesting books and articles

Production and Operations Analysis: Seventh Edition
Steven Nahmias, Tava Lennon Olsen
Waveland Press, 15-Jan-2015 - Technology & Engineering - 820 pages


The Seventh Edition of Production and Operations Analysis builds a solid foundation for beginning students of production and operations management. Continuing a long tradition of excellence, Nahmias and Olsen bring decades of combined experience to craft the most clear and up-to-date resource available. The authors’ thorough updates include incorporation of current technology that improves the effectiveness of production processes, additional qualitative sections, and new material on service operations management and servicization. Bolstered by copious examples and problems, each chapter stands alone, allowing instructors to tailor the material to their specific needs. The text is essential reading for learning how to better analyze and improve on all facets of operations

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

A STUDY OF THE PHYSIOLOGICAL COSTS OF SYMMETRICAL AND SIMULTANEOUS MOTIONS
by
CARL EVERETT JEANS
B.S., KANSAS STATE UNIVERSITY, 196**
A MASTER'S THESIS

https://archive.org/stream/studyofphysiolog00jean/studyofphysiolog00jean_djvu.txt

Some implications of the experience factor for managerial accounting
http://ufdc.ufl.edu/UF00097787/00001/3j


Technology in the Modern Corporation: A Strategic Perspective
Mel Horwitch
Elsevier, 22-Oct-2013 - Technology & Engineering - 244 pages

Technology in the Modern Corporation: A Strategic Perspective examines the role of technology in corporate planning and all that this relationship implies to corporate organization and strategy.
Organized into 13 chapters, this book first discusses the management of corporate entrepreneurship; technological innovation and interdependence; and the rise and character of modern technology strategy. Subsequent chapters describe corporate research and development; corporate strategies for managing emerging technologies; approaches for the strategic management of technology; innovation and corporate strategy; and executive succession, strategic reorientations, and organization evolution.
https://books.google.co.in/books?id=itwgBQAAQBAJ

Technological Change and Productivity Growth
Albert N. Link
Taylor & Francis, 1987 - Business & Economics - 77 pages
https://books.google.co.in/books?hl=en&lr=&id=c8CjJ4tjlEEC

Technology, productivity and process change

William J. Abernathy and Phillip L. Townsend
Year of publication: 1975

Published in: Technological forecasting & social change : an international journal. - Amsterdam : Elsevier, ISSN 0040-1625, ZDB-ID 2807002. - Vol. 7.1975, 4, p. 379-396


Updated 12 November 2017, 4 October 2017

Friday, November 10, 2017

Industrial Engineering - Bulletin Board



The earlier Blog URL:  http://nraoiekc.blogspot.com/2012/02/industrial-engineering-bulletin-board.html

_________________________________________________________________________________

Industrial Engineering Knol Books by Narayana Rao


_______________________________________________________________________________

Industrial Engineering Knowledge Revision - One Year Plan

January - February - March - April - May - June

July - August - September - October - November - December


The Purpose, Philosophy, Principles and Methods of Industrial Engineering
Masters in Industrial Engineering Programme Orientation Address 2016
___________________


____________________


November 2017

November - Industrial Engineering Knowledge Revision Plan
http://nraoiekc.blogspot.com/2015/01/november-industrial-engineering.html

Empowerment and Productivity
http://nraoiekc.blogspot.com/2017/11/empowerment-and-productivity.html


Engineering Materials for Cost Reduction
Posted by Michael Pfeifer, Ph.D., P.E.
One approach to cost reduction is to re-engineer products to use less expensive materials or reduced quantities of higher priced materials.  This approach can have a significant impact on a product’s costs, since the materials used in a product account for a large part of its total cost.
https://www.imetllc.com/engineering-materials-for-cost-reduction/

Interesting work in Industrial Engineering being done by

https://www.linkedin.com/in/spmishra16/


Random Selection of Industrial Engineering Articles for the Day

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


Industrial Engineers - Share at least one productivity idea of yours every year


Contribute Brainstorming Bits for Productivity Improvement.

I suggest that all industrial engineering participating in productivity improvement contribute at least one productivity initiative of theirs every year through a blog post, social media entry or email in a group. The blog post can be in their own blog, on a blog of their company or it can be submitted to blogs of their institute or professional associations. The social media posts can be on their profile, a page, or in a community. That way the community will have multiple examples of productivity improvement in the entire global economy and some of these examples act as brainstorming particles that excite others to think and implement productivity measures in their organizations. By sharing only one idea every year, every industrial engineer engaging in productivity improvement can energize the entire profession.

I am very happy that Mr. Keven McManus, a regular author in Industrial Engineer magazine supported the idea in FaceBook Community of IISE.


NIFT should focus on Industrial Engineering http://news.apparelresources.com/events-news/nift-should-focus-on-industrial-engineering/

Low Cost Materials and Processes - Information Board - 2014 - Database for Industrial Engineering and Value Engineering

Branding for Industrial Engineering


Industrial Engineering Strategy

Industrial Engineering of Technical Processes

  Manufacturing Systems Industrial Engineering
  Material Handling Systems Industrial Engineering
Quality and Inspection Systems Industrial Engineering
Storage and Warehouse  Systems Industrial Engineering
Supply Chain Systems Industrial Engineering
Logistics Systems Industrial Engineering
  Information Systems Industrial Engineering
Lean Manufacturing Systems Industrial Engineering
    Maintenance System Industrial Engineering

Industrial Engineering of Business Processes

Marketing and Selling Processes  Industrial Engineering
Purchase Processes  Industrial Engineering
Accounting Processes  Industrial Engineering
Customer Service Processes  Industrial Engineering
Human Resource Recruitment  Process Industrial Engineering

Continued in 

Productivity and Industrial Engineering News - Bulletin Board - February 2014


November 2014
Industrial Engineering Strategy - Decisions to be taken by top management
Toyota Production Industrial Engineering updated by adding all chapters of the book


July - Industrial Engineering Knowledge Revision Plan
Industrial Engineering Knowledge Revision Plan - Started on 17 June 2014


February 2014

Shigeo Shingo - The Japanese Industrial Engineer - Contribution to Industrial Engineering  Updated on 18.2.2014

3 Feb 2014
IntelliJ IDEA 13 Wins Jolt Productivity Award for Coding Tools 2014!
Dr. Dobb’s Journal named IntelliJ IDEA 13 the winner of the Jolt Productivity Award for Coding Tools 2014, an annual award given to the best IDEs and coding tools.
http://www.drdobbs.com/joltawards/jolt-awards-coding-tools/240165725?pgno=6

January 2014


31.1.2014

Vacuum drying - increased moulding productivity - Plastics Processing

“Vacuum drying is six times faster than with desiccant systems, which not only makes possible much shorter cold startups but also reduces the risk of material degradation, since resin is exposed to elevated temperature for 80% less time,” said Mr. Smith. “This remarkable drying speed is attributable to a far more efficient method for extracting moisture from resin pellets — so much more efficient that vacuum dryers reduce energy consumption by up to 60% in comparison with desiccant dryers.”
http://www.eppm.com/machinery/vacuum-dryer-claims-increased-moulding-productivity/


Solutions to Drive Warehouse Productivity
In this webcast, Eric Hepburn, Vice President of Distribution Center Management for Penske Logistics, shares proven techniques on how to devise a labor management strategy that can make a huge impact on your distribution operations.
http://www.dcvelocity.com/videocasts/?videocast_id=53

30.1.2014


Three reasons why blogging helps research productivity
http://www.scilogs.com/expiscor/three-reasons-why-blogging-helps-research-productivity/


Efficient cooling system improves productivity in plastic moulding


As cooling time is the biggest factor in plastic moulding cycle and one of the deciding factors for the quality requirements, better control upon the same will improve the productivity to a great extent.
Analysis of cooling performance at regular intervals is always advisable to maintain and/or improve the cooling efficiency.
The pump/s, pipe diameter and cooling tower are selected accordingly and the design is optimised. Design can be optimised for new plants and for modification of existing plant.
http://www.business-standard.com/content/b2b-chemicals/efficient-cooling-system-improves-productivity-in-plastic-moulding-114012900974_1.html



Wave Walker Boosts Productivity
WaveWalker can considerably boost productivity in tasks such as drilling and pipeline and cable-laying.
http://www.marinelink.com/news/productivity-walker363586.aspx

Bangladesh boosts garment productivity with SewEasy System for industrial engineering
The SewEasy SMV estimation system, established on PMTS technology serves factories since 1996, and is based on MTM.
http://www.ft.lk/2014/01/30/bangladesh-boosts-garment-productivity-with-seweasy-system-for-industrial-engineering/


Remarkable increase in productivity with the new SEHO SelectLine
SEHO Systems GmbH, a worldwide leading manufacturer of automated soldering systems and customer-specific solutions, will present the new SEHO SelectLine selective soldering system
http://www.globalsmt.net/smt/index.php?option=com_content&view=article&id=21145&Itemid=413


H.C. Starck's Newton facility awarded Industry Week's 2013 Best Plants
The global supplier of technology metals was able to reduce waste, optimize productivity, streamline processes, improve efficiencies, and reduce cost.
http://www.thefabricator.com/news/shopmanagement/h-c-starck-s-newton-facility-awarded-i-industry-week-i-s-2013-best-plants



29.1.2014

Productivity and Online Learning


The Need for Greater Productivity through Online Learning, Part 1
http://wcetblog.wordpress.com/2014/01/21/greater-productivity-part-1/
The Need for Greater Productivity through Online Learning, Part 2
http://wcetblog.wordpress.com/2014/01/23/greater-productivity-part-2/
The Need for Greater Productivity through Online Learning, Further Thoughts
http://wcetblog.wordpress.com/2014/01/28/the-need-for-greater-productivity-through-online-learning-further-thoughts/


Productivity Commission of New Zealand suggests 25 recommendations that it believed would boost the productivity of the services sector
http://www.stuff.co.nz/business/industries/9663187/Productivity-Commission-suggests-overhaul


Tap behavioural economics for productivity boost
Businesses must select leaders and managers who can engage their employees
http://www.businesstimes.com.sg/premium/editorial-opinion/opinion/tap-behavioural-economics-productivity-boost-20140129

Preparing For Productivity: The Rise Of The Maintenance Planner
http://www.facilitiesnet.com/maintenanceoperations/article/Preparing-for-Productivity-The-Rise-of-the-Maintenance-Planner--14695#

Guide to assessing productivity in your organisation - Productivity South Africa
Download the Guide to assessing productivity in your organisation - (139KB)


The Domino N600i
The only digital colour label press that combines
the productivity of flexo with the flexibility of digital printing
http://www.domino-printing.com/N600i/N600i-Colour-Digital-Label-Press.html

Resource Productivity of Japanese Manufacturing Subsidiaries in the Philippines: A Comparative Case Study.
Source: DLSU Business & Economics Review . Jul2011, Vol. 21 Issue 1, p15-28. 14p. 5 Charts.
Author(s): Cortez, Michael Angelo A.
(EBSCO Host)

Industrial Productivity
What determines how much a worker can produce in different periods and in different countries? The answer is found in the study of a sensitive ratio between the cost of labor and the cost of machinery
By Seymour Melman
Scientific American Volume 193, Issue 1


3M™ High Productivity Pad 7300, 20 in, 5/case
http://solutions.3m.com/wps/portal/3M/en_US/Facilities-Care-Cleaning-NA/commercial-cleaning/cleaning-supplies/~/3M-High-Productivity-Pad-7300-20-in-5-case?N=4294929802+6702276&Nr=AND(hrcy_id%3AGSMS2G8GX9gs_F2TPJQMRJ6_N2RL3FHWVK_GPD0K8BC31gv)&rt=d


Value Engineering of Ventilator

Productivity and IE in Stock and Commodity Exchange Trading


Integrated production planning and control: A multi-objective optimization model
Cheng Wang, Xiao-Bing Liu
Journal of Industrial Engineering and Management
Vol 6, No 4 (2013)
http://www.jiem.org/index.php/jiem/article/view/771


A Novel Optimization Method on Logistics Operation for Warehouse & Port Enterprises Based on Game Theory
Junyang Li, Xiaomin Zhu, Runtong Zhang
Journal of Industrial Engineering and Management
Vol 6, No 4 (2013)
http://www.jiem.org/index.php/jiem/article/view/597



2014 International Conference on Industrial Engineering and Applications(ICIEA 2014)

Papers on the following topics will be presented in oral and poster sessions:
· Decision Analysis and Methods
· E-Business and E-Commerce
· Engineering Economy and Cost Analysis
· Engineering Education and Training
· Global Manufacturing and Management
· Healthcare Systems and Management
· Human Factors
· Information Processing and Engineering
· Intelligent Systems
· Manufacturing Systems
· Operations Research
· Production Planning and Control
· Project Management
· Quality Control and Management
· Reliability and Maintenance Engineering
· Safety, Security and Risk Management
· Service Innovation and Management
· Supply Chain Management
· Systems Modeling and Simulation
· Technology and Knowledge Management

Conference papers will be selected to be published in Journal of Industrial and Intelligent Information (JIII, ISSN: 2301-3745, 10.12720/jiii, www.jiii.org).


28.1.2014


Rokla Rockwheel cutting unit increases productivity in abrasive material mining
http://www.im-mining.com/2014/01/28/rokla-rockwheel-cutting-unit-increases-productivity-in-abrasive-material/

Productivity From Packaging Line Solutions
Rennco is a manufacturer of semi-automatic and fully automatic vertical bagging machines and medical device heat sealing systems
http://goarticles.com/article/Productivity-From-Packaging-Line-Solutions/8349528/

Low-cost and more versatile robots to increase productivity
Rise of the machines: Robots on the factory floor
Vanguard Plastics in Southington, Conn., has put a robot named Baxter($25,000) in its plant to work side by side with some of the 22 people on its floor.
http://www.cnbc.com/id/101362018

New Inserts Boost Productivity in a Wide Range of Tough Turning Applications
Walter's new geometries bring production efficiencies for turning high temperature alloys, titanium machining and tough roughing jobs.
http://www.fabricatingandmetalworking.com/2014/01/new-inserts-boost-productivity-in-a-wide-range-of-tough-turning-applications/

Drum Debarker — Continuous Wood Feeding And Other Productivity-Boosting Mechanisms
http://chasseurs-orages.org/drum-debarker-continuous-wood-feeding-and-other-productivity-boosting-mechanisms/

Reduce press downtime between jobs in stamping machines
http://www.thefabricator.com/article/stamping/cutting-time-between-coils

How We Increased Productivity on the Shop Floor
By PAUL DOWNS
Paul Downs founded Paul Downs Cabinetmakers in 1986. It is based outside Philadelphia.
http://boss.blogs.nytimes.com/2014/01/27/how-we-increased-productivity-on-the-shop-floor/?partner=rss&emc=rss

Tips for Maximizing Productivity and Decreasing Costs in Welding Job Shops
http://www.millerwelds.com/resources/articles/tips-for-maximizing-productivity-and-decreasing-costs-in-job-shops

Analysis of buffered assembly line productivity
Ryspek Usubamatov, Abd Alsalam Alsalameh, Rosmaini Ahmad, Abdul Rahman Riza, (2014) "Analysis of buffered assembly line productivity", Assembly Automation, Vol. 34 Iss: 1, pp.34 - 40
http://www.emeraldinsight.com/journals.htm?articleid=17104126&show=abstract


Comprehensive, quantitative bioprocess productivity monitoring using fluorescence EEM spectroscopy and chemometrics.
Analyst, 2014, Accepted Manuscript
http://pubs.rsc.org/en/content/articlelanding/2014/an/c4an00007b#!divAbstract

InfoPrint Productivity Tracker
Insights to help drive out cost
https://www.infoprint.com/internet/ipww.nsf/vwWebPublished/swip_infoprint-productivity-tracker_en


Converged infrastructure boosts Oracle DBA productivity
Converged infrastructure boosts DBA productivity, according to a new Wikibon report. Wikibon’s research examined Oracle database administrators (DBAs) in particular and found that highly converged infrastructure lowered costs and raised productivity between 40 and 50 percent.
http://siliconangle.com/blog/2014/01/27/converged-infrastructure-boosts-oracle-dba-productivity/



27.1.2014

$1 billion Soros backed fund for Supply Chain Efficiency Improvement Projects

Niedermaier, CEO of New York-based Tau Investment Management has teamed up with investor Alexander Soros— the son of billionaire financier George Soros to raise $1 billion  to revamp the vast number of firms that form supply chains for various products. He said firms participating in supply chains are full of inefficiencies and outdated equipment that can be upgraded for a nice profit. His Tau Investments has chosen as its first target textile and apparel manufacturing in emerging markets, a $1 trillion industry.
http://www.cnbc.com/id/101359907

Management and Productivity
http://www.economist.com/news/business/21594223-it-no-longer-just-plausible-theory-good-management-boosts-productivity-measuring

Decreasing workplace transparency can increase productivity.

Harvard Business School Assistant Professor Ethan S. Bernstein shows that decreasing the observation of employees can increase their productivity.  His paper "Transparency Paradox: A Role for Privacy in Organizational Learning and Operational Control"  won the 2013 Best Published Paper Award from both the Academy of Management's Organization and Management Theory Division and Organizational Behavior Division.
http://forbesindia.com/article/harvard/hiding-from-managers-can-increase-your-productivity/36859/1

Tivoli Storage Productivity Center - IBM
Tivoli Storage Productivity Center simplifies the following data and storage management processes:
Storage administration options where you can choose from an advanced GUI or VMware plug-in. It also includes Cognos® Business Intelligence and pre-designed reports.
Storage and device management to give you fast deployment with agent-less device management – while intelligent presets improve provisioning consistency and control.
Integrated performance management features end-to-end views, including devices, SAN fabrics and storage systems. The server-centric view of storage infrastructure enables fast troubleshooting.
Data replication management that enables you to have remote mirror, snapshot and copy management and supports Windows, Linux, UNIX and System z data.
http://www-03.ibm.com/software/products/en/tivostorprodcent/


Increasing  the productivity of sales force.by simplifying the Insurance form filling process

Tata AIA Life Insurance Company Ltd today said it has implemented a host of new processes that will make life insurance simpler and increase the productivity of its sales force.
Tata AIA Life is one of the first insurance companies in India to fully switch over to a ‘Standard Proposal Form’ for all products consequently offering convenience in making completion of applications faster and easier for the customers. This also makes the agent sales kit lighter since different proposal forms for different products would not be required any further.
http://www.thehindubusinessline.com/companies/tata-aia-life-aims-to-enhance-productivity/article5620363.ece

Productivity in Germany

Highest 111.June 2012
102.3 in November 2013
http://www.tradingeconomics.com/germany/productivity

Impact of Temperature and Climate Variability on Milk Productivity of Bovines
Mitigation Measures - India
http://www.ndri.res.in/PanApps/chapters/2.pdf

22 Productivity Principles From Proverbs

http://www.churchleaders.com/worship/worship-articles/172409-eric-mckiddie-productivity-principles-from-proverbs.html?p=1

Improving field service productivity with tablet pcs
http://www.motioncomputing.com/downloads/Marketing_Brochures/industries/industry_fieldservice_web.pdf



Modern Compass Improves Oilfield Productivity, Cuts Costs

U.S. Geological Survey (USGS) comments that multiple reservoirs of oil and gas can be now be accessed from a single platform by drilling vertically and then horizontally, but drill operators need to know which way their drill bits are going to maxi­mize production and avoid collisions with other wells. One way to accomplish this important task is to install a magnetometer—a sort of modern-day compass—in a drill-string instrument package that follows the drill bit.
http://www.bpnews.com/index.php/in-the-news/97-modern-compass-improves-oilfield-productivity-cuts-costs


ATC 900 the most productive tire changer solution on the market

The dual-disc bead breaker, center clamp system and automatic demounting tool make the ATC 900 the most productive tire changer solution on the market. Leverless demounting and powered wheel lift reduce technician fatigue and opportunity for injury. Dual disc bead breakers and servo positioned and electronically synchronized so the technician can efficiently maintain a safe and ergonomic bay position.
http://www.johnbean.ca/tc-atc-900.asp

December 2013

Industrial Engineering of Warehouses - Efficiency Improvement of warehouses
http://nraoiekc.blogspot.com/2013/12/warehouse-industrial-engineering.html


The New role of Industrial Engineering  by Jan Kosturiak and Robert Debnar (Article in 2008)
Practices in USA, Europe and Japan Compared and Changing Directions Identified.

The American school of Industrial Engineering combines statistical methods in quality, mathematics and optimisation methods of operation research, simulation and  the methods for work analysis and facilities layout planning. The base of the methods of the Japanese school of Industrial Engineering is the Toyota Production System oriented on waste elimination in the entire value stream. But also Japanese universities and companies incorporated simulation, mathematics and operation research programmes into the traditional Industrial Engineering methods. In an  issue of Harvard Business review, Toyota´s President Katsuaki Watanabe emphasizes the importance of combining continuous improvement (Kaizen) with radical innovations (Kakushin).

 The traditional focus of Industrial Engineering is on process analysis and improvement.  and also the human aspects related to flexibility, productivity and creativity.

 Information technology is being increasingly integrated into IE courses and alongside the basic subjects that deal with hard facts, there are more and more classes looking at issues of teamwork, people motivation, communication skills, emotional intelligence and ethics.




USA

Europe

Japan

Focus of Industrial Engineering

Systems Optimisation, Statistical Process Control, Simulation, Bottleneck Management, Project Management  - USA

Complex process optimisation, CIM, CAD/CAM, Flexible Automation, Systems Engineering, Digital Factory - Europe

Waste Elimination, Simplification, Visualisation, Low Cost Automation,  Common Sense, Lean, TPS, Kaizen - Japan

Typical Role of the Industrial Engineer

Systems Integrator, Optimiser, Process Improvement and re-engineering - USA

Production Process Optimisation, - Europe

Lean Manager, Teacher, Trainer, - Japan

Who are the Industrial Engineers?

Industrial Engineering Department, Operation Management - USA

Department of Work and Process Organisation, Production Planning Department _ Europe

Hancho – Supervisor on Shop Floor, Every Employee from CEO to the Worker on the Line has some IE Skills - Japan


Leading  associations and organizations

Institute of Industrial Engineers, Maynard´s, Lean Institute, MIT, Purdue University, Goldratt Institute - USA

REFA, MTM, Fraunhofer - Europe

Toyota, Nissan, Omron, JMA, JUSE - Japan

Some IE  Leaders

Babbage Towne, Hasley, Gantt, Taylor, Gillbreth, Ford, Deming, Shewhart, Pritsker, White, Malcom

Fayol, Mitrofanov, Altschuller, Schulmpeter, T.Baťa, J.Baťa, Warnecke

Toyota, Suzaki, Imai, Takeda, Shingo, Ishikawa, Taguchi, Ohno, Monden





Focus on the “empolyee´s muscles” (performance – physical intelligence) and brains (kaizen – mental intelligence) shifting to  Focus on the employee´s heart (self motivation, emotional intelligence)  and soul (moral and ethics – soul intelligence)

Management philosophy
Trade Off Thinking - High Quality OR Low Cost, Affordable OR Customized to Breakthrough Thinking, High Quality AND Low Cost, Affordable AND Customized

Improvement Concepts
Lean Manufacturing, Six Sigma, TOC shifting to Systematic Innovation, Lean Product Development

Management principles
Management by objectives, process and project management shifting to  Management by opportunities, company as a  living organism


Mass customisation,  individualisation, global competition, fast overcoming of traditional rules and standards mean that many change processes are running in companies world wide under the slogan “give your customer what he wants – but faster than your competitors”.

There are three fundamental concepts in industrial engineering focused on customer value:

1. Lean Management

2. Theory of Constraints based Total Productivity Management

3. Six Sigma

Over the last decade, many companies have tried to copy Toyota‘s principles. They are applying methods for waste elimination from production and business processes, they compare benchmark indicators like value added index or working hours per product. But the essence of Toyota’s excellence is not yet captured . Toyota has been developing this system consistently for over 50 years. Toyota has developed a system of knowledge which creates reusable knowledge, maintains it, and leverages its use in the future. Nobody from Toyota employees wrote a handbook of the Toyota Production System, this is the business of other management gurus. The values and principles of the Toyota Production System are developed in the minds and daily jobs of all the employees. All the knowledge gained throughout the design or production process, what works and what doesn’t work, could be captured and consistently applied for all future projects. Toyota doesn´t call its system “lean”, but it is lean, Toyota doesn´t speak about knowledge management, but it does it!

The lean concept originated in Toyota is oriented on waste identification and elimination from the whole process chain (Value Stream Management). In other words – lean focus is the maximisation of added value in all the production, logistical, administrative and development processes. TOC (Theory of Constraints) is based on the identification and elimination of the system´s constraints with the goal ongoing throughput improvement. The throughput is defined as the rate at which the organisation generates money through sales. In other words, throughput is the added value in the process chain per time unit. The Six Sigma philosophy identifies and eliminates variation from the value stream so that defects approach zero and quality delights the customer. Six Sigma, Lean and TOC continuously improve knowledge in pursuit of perfection and involve and empower the employees.

Many companies are oriented on low cost strategies. But some cost attack programmes or the transfering of production facilities to low cost countries showed that it is not the right and strategic solution. In recent years, many West European and US manufacturing firms have moved their production plants to the low cost countries. Over time, they recognised that they had lost some competitive advantages because some departments were physically separated (e.g. product design and development, production engineering, production, logistics) and the communication and co-operation between them was limited. Also many cultural differences reduced the effects of the low cost location. Not even the massive implementation of lean management, Six Sigma or other world class concepts can sometimes bring any radical improvement. Company success is not only in the optimisation of current processes (doing right things right).


 What is the new role of industrial engineering in coming years?

1. The industrial engineer will still focus on value stream improvement, but not only in manufacturing. Administrative, product development, customer service and logistical processes offer huge improvement potential.

2. The integration of traditional concepts for process improvement like Lean, Six Sigma and TOC. These concepts for waste elimination, reduction of process variation and throughput increase will be combined with concepts for customer value creation.

3. Today, the typical job position of industrial engineers is in the production and logistics departments. In the future, the industrial engineers will penetrate into the departments for product and process development and innovation management, where the higher opportunities to reduce costs, eliminate waste and improve quality rather than production are.

4. Industrial engineers have to increase their orientation on the people. Not only in the traditional sense – ergonomics, but also in the areas of emotional intelligence, co-operation, knowledge management, coaching, training, leadership, communication, etc. The companies should be able to solve the following important questions regarding knowledge management: How to share, communicate and develop the best corporate practices in the organisation? How to transfer knowledge between employees on the projects and actions in the company? How to increase and measure knowledge? How to change knowledge into innovation as fast as possible?

5. The design and development of teamwork in the entire company – this is the crucial competence of industrial engineers for the future. They need to work in  the creative teams of strong individuals, focused on innovation ability.  The other important task is to work in  multi-cultural teams in the global production networks.

6. Work analysis and measurement is the traditional competence of industrial engineers. New opportunities for this discipline are in logistics, distribution, office, and product and process development.

7. Industrial engineers will penetrate from production departments to other company areas. There are many new application fields for traditional IE methods – e.g. 5S in information systems, simulation and value stream management of supply chain networks, simplification and streamlining of management processes – waste in meetings, reporting, etc.


The most used methods and concepts of industrial eingineering in the industrial companies are  – Value Stream Industrial Engineering  (not only in production processes, but also in office, logistical chains and product development processes),  – Work Analysis and Measurement (in European companies more traditional methods are used MTM or UAS, American companies use MOST more often),  – Computer simulation (in Europe EM Plant or Witness, in US companies more often, Arena, Automod, etc.),  – TPM based waste elimination - Total Productivity Management based on TOC  – Quality in process – SPC, poka yoke, andon, jidoka, stop line  – 5S and Quick Changeover  – Different Systematic Problems Solving Approaches – Kaizen (individual improvement ideas, workshops, quick win activities, Improvement Projects with DMAIC methodology  – Planning of U shaped  Lines with one piece flow and Low Cost Intelligent Automation (LCIA) concepts  – Team work, visual management, management by objectives  – Pull systems in production and logistics (internal and external milk run concepts)  – Traditional IE problem solving methods – FMEA, QFD, Project Management, A3 reports, etc. -
http://www.ai-online.com/Adv/Previous/show_issue.php?id=2244#sthash.JUZRM87e.dpuf



Productivity Solutions - Corus
http://www.fdm-uk.co.uk/corus-case-study.html


November 2013



Toyota Production System can be described as Just in Time Quality Production System.
Quality denotes customer acceptance and zero defects.
A defect in JIT system is very costly. Hence, good amount of effort goes into defect prevention activity in Toyota system.
What is the communication system used for ensuring just in time production. Customer has to inform the supplier what he wants and when he wants.

EM - The Trade Magazine on Efficient Manufacturing
http://www.efficientmanufacturing.in/pi-india/index.php?StoryID=437

October 2013

An Interesting Book published in 1921
What industrial engineering includes; for industrial executives; 101 things to do, 1001 results others secured
Author: Knoeppel, C.E., & co. (New York). Full book can be downloaded from Archive.Org

Wearable technology for warehouse

Industrial Engineering - History  article published

September 2013

It should be stated here emphatically that there is nothing that can permanently bring about results from scientific management, and the economies that it is possible to effect by it, unless the organisation is supported by the hearty co-operation of the men. Without this there is no scientific management. - Gilbreth in Applied Motion Study, Book. Page No. 29-30


Frugal Engineering - Product design for Bottom of the pyramid consumers - An emerging paradigm. Industrial engineers have to understand and contribute to it as value engineering is an important component of it.      Frugal Engineering - Introduction Note - Bibliography and Case Studies

How to Make a Pareto Chart using Excel Pivot Table

Economically Efficient Design of Products and Production Processes - Presentation Transcript

How to Get Your Trucks Loaded by the End of the Week
http://blog.eisbrennerproductivitygroup.com/blog/bid/331188/process-improvement-plan-tip-of-the-month-loading-trucks?utm_campaign=Loading+Trucks&utm_source=linkedin&utm_medium=social&utm_content=1431326

Walmart ready to give loans to Bangladesh companies for improving safety. It procures from 280 firms in Bangladesh.
http://www.livemint.com/Companies/xtrIzpopi01i9MOrbsu8aN/WalMart-ready-to-loan-50-million-to-Bangladesh-factories.html#!

August 2013

Taylor's Contribution to Industrial Engineering in Shop Management and Scientific Management

F.W. Taylor's Shop Management Classified into Themes

Defintion of Management - F.W. Taylor
Difference in Production Quantity between a first class man and an average man - F.W. Taylor
Developing and Employing First Class People in an Organization
Confronting Soldiering - Slow Pace of Work
Halsey Plan - F.W. Taylor's Comments
Task Management


Plant Layout Optimization - Case Studies
http://www.raymondnet.com/AGRCo-Articles/Presentations/awi2004.pdf


July 2013


31.7.2013
Laboratories to accompany Intro to IE Course
http://iris.lib.neu.edu/cgi/viewcontent.cgi?article=1013&context=ind_eng_capstone

24.7.2013

North Eastern University's Allen Soyster, former IIE President
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Robots operating CNC Machines
http://www.universal-robots.com/GB/Cases/Sky_Engineering.aspx
Video included in the web page.


Energy Cost Optimization in a Water Supply System Case Study
Daniel F. Moreira and Helena M. Ramos
Journal of Energy
Volume 2013 (2013), Article ID 620698, 9 pages
http://www.hindawi.com/journals/energy/2013/620698/

Accounts Payable Automation DHL EXEL Supply Chain - IBM ECM Presentation

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Door Handle Assembly on Conveyor
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May 2013



9.5.2013
An interesting note on productivity of knowledge workers.
Knowledge at Wharton article
Productivity in the modern office: A Matter of impact
http://knowledge.wharton.upenn.edu/article.cfm?articleid=3250

10.3.2013
http://www.myopencourses.com/  has some interesting subjects including ergonomics by Prof Debkumar Chakraborty, IIT Guwahati. Check the site.

10.2.2013

An Interesting paper on Innovation and TQM relation. A good matrix of man, machine, material, method, culture was given in the paper


Process Techno - Innovation Using TQM in Developing Countries Empirical Study of Deming Prize Winners

 The companies studied are Indian companies

By Fasil Taddese(1), Hiroshi Osada(2)

1 (Ph.D Student) Graduate School of Innovation Management, Tokyo institute of Technology. Japan. Tel: +81-3-90-9818-6778. E-mail: fasil.t.aa   at m.titech.ac.jp
2 (Ph.D) Professor of Management of Technology. Graduate School of Innovation Management, Tokyo Institute of Technology. Japan. Tel: +81-3-3454-8979. E-mail: hosada  at mot.titech.ac.jp
http://www.scielo.cl/scielo.php?pid=S0718-27242010000200005&script=sci_arttext




Productivity Improving Technologies - Wikipedia Article - Good article
http://en.wikipedia.org/wiki/Productivity_improving_technologies_(historical)


1994 Ergonomics Conference Proceedings VI - Good description of methods engineering class room exercise is there in it.
Google Book Link - http://books.google.co.in/books?id=v996lADepAEC


1.2.2013
Manufacturing Design for Productivity - Airconditioner Assembly Line
A good report with good literature review
http://www.belgeler.com/blg/n9o/manufacturing-design-for-productivity-optimization-of-assembly-line-for-air-conditioning-control-panels-verimlilik-iin-retim-tasarimi-klima-kontrol-paneli-montaj-bandi-optimizasyonu

26.12.2012
26 December 1791 - Birthday of Charles Babbage Industrial Engineering Pioneer - http://nraoiekc.blogspot.com/2012/03/purpose-and-evolution-of-industrial.html

24.11.2012
News Resources for Food manufacturers to improve their productivity
http://www.spring.gov.sg/NewsEvents/PR/Pages/New-Resources-for-Food-Manufacturers-to-Improve-Productivity-20121012.aspx

25.10.2012
Google Book Link for the book The Dynamics of Progress; Time, Method and Measure
Rationalising production, human activity are discussed in detail in this book
http://books.google.com/books?id=xlzCWmXguwsC

3.9.2012
A good presentation on Basis of Industrial Engineering - Methods Improvement and Work Measurement - 235 slides
http://wenku.baidu.com/view/8ce8ad310b4c2e3f572763fb.html



28.8.2012

USC Viterbi Daniel Epstein Department of Industrial Engineering


With the formation of the new Daniel J. Epstein Institute, the Epstein Department is uniquely positioned to be the thought leader in shifting the industrial engineering profession paradigm from cost and time minimization to one that includes quality of life factors as well.


Stan Settles
Epstein Department Chair


27.8.2012

A Collection - Cost Reduction - Concepts Papers, Cases, Reports and News
http://nraoiekc.blogspot.in/2012/08/cost-reduction-concept-papers-cases.html
updated


25.8.2012
Addressing the potential rebound effect of efficiency improvement in a polyethelene plastic bag production company.

Daphne Anne Patricio,  Jerrick Christopher Dy, and Dr. Anna Bella Siriban-Manalang
Industrial Engineering Department, De La Salle University, Manila, Philippines

Dr. Anna Bella Siriban-Manalang is now a very popular speaker in various global forums on lean systems and sustainability.
http://apiems.net/archive/apiems2010/pdf/MM/333.pdf
(emails of writers available in the paper)



25.7.2012
http://eng.rmutsb.ac.th/events/industrial/data/Work%20Study/principles%20of%20motion%20economy.pdf

Part handling aids
soft drop chute
http://www.indiamart.com/novanative-plastix-solutions/part-handling-aids.html

22.7.2012
Physiology of Race Walking
http://nraoiekc.blogspot.com/2012/07/physiology-of-race-walking.html

11.7.2012
Ergonomics - Knol Book  more chapters added to the book

7.7.2012
Birthday of Frank Gilbreth - Our appreciation of Gilbreth for his contribution to  development of a discipline.
Bricklaying System - Book by Gilbreth
http://books.google.co.in/books?id=DL_DjA0Px04C - It is a full view book

Let Industrial Engineering Be Your Guide on the Road to Foodservice Design Efficiency
http://www.fesmag.com/home-highlights/9989-let-industrial-engineering-be-your-guide-on-the-road-to-foodservice-design-efficiency


5.7.2012
University of Tennessee - Global IE student education and project camp
More than 90 students from developing countries will converge on the University of Tennessee campus this month for a College of Engineering program to learn cutting-edge industrial engineering practices  in the area lean systems and gain cultural experiences.
http://www.knoxnews.com/news/2012/jul/03/higher-education-briefs-july-4/

1.7.2012
July 7 is Frank Gilbreth's Birthday. Knowledge day for Industrial Engineering

Interesting Articles


Democracy or Seduction? The Demonization of Scientific Management and the
Deification of Human Relations By Kyle Bruce 2009
http://www.rockarch.org/publications/resrep/bruce.pdf

Critical Theorising, Taylorist Practice, and ILO Chrys Nyland, Confernce paper, 2001
http://www.management.ac.nz/ejrot/cmsconference/2001/Papers/Management%20Knowledge/Nyland.pdf

The Politics of Management Thought: A Case Study of the Harvard Business School and the Human Relations School, Ellen S. OConnor, Stanford,
Academy of Management Review, January 1999
http://www.jstor.org/discover/10.2307/259040

Elton Mayo on Hawthorne Studies
http://reussirlem1info.files.wordpress.com/2011/11/eltonmayostudiudecaz.pdf

27.6.2012
An interesting article by Juran
The Taylor System and Quality Control
http://www.juran.com/elifeline/elifefiles/2009/11/Taylor-System-and-Quality-Control_JMJuran-94.pdf

One more article of interest
http://agileviews.chagrinriverconsulting.com/2009/01/02/fred-taylor-and-scientific-management.aspx

Quality Wars - Google Book
http://books.google.co.in/books?id=MpQR01fTv7YC

16.6.2012
Sakamoto, Shigeyasu, "Process Design Concept: A New Approach to IE", Industrial Engineering, March 1989, pp. 31-34.

In this article Sakamoto advocated process design based on the management requirements or the system requirements. My opinion is that designing a system based on requirements is the job of experts in that discipline. For example forging experts would design forging process and welding expert would design welding process. Industrial engineers enter the picture only after the initial visioning of the process was done by the concerned field experts.


15.6.2012
Paper: The New Role of Industrial Engineers may not include Traditional Industrial Engineering Practices
Michael Sanders and Kenneth Morrison
http://search.asee.org/search/fetch;jsessionid=djkl88nc1vdx?url=file%3A%2F%2Flocalhost%2FE%3A%2Fsearch%2Fconference%2F28%2FAC%25202004Paper826.pdf

Competencies for Industrial Engineers
Training.gov.au document
http://training.gov.au/Training/Details/MEM23083A

High Velocity SAS Coding: Application of IE to software Development
http://www.wuss.org/proceedings08/08WUSS%20Proceedings/papers/app/app09.pdf

Implementation of industrial engineering principles to improve a Mercedes Benz vehicle service centre
http://repository.up.ac.za/handle/2263/10814

Piloting Lean Principles at Intermountain Health Care
http://www.oahhs.org/quality/lean-transformation/200505-1.pdf

14.6.2012
Book Information

Kaizen for Quick Changeover
by Keisuke Arai, Kenichi Sekine
Google book link
http://books.google.co.in/books/about/Kaizen_for_Quick_Changeover.html?id=dKZBFGYJrhY


13.6.2012
2nd International Conference on Industrial Engineering (ICIE) at SVNIT Surat, 20-22 February 2013
http://pithadia.blogspot.in/2012/06/2nd-international-conference-on.html

12.6.2012
Articles in Japanese - Translate using Google translate and read them
Analysis techniques for efficient transportation layout
http://monoist.atmarkit.co.jp/mn/articles/1101/13/news109.html
See all its pages


27.4.2012
____________________ ____________________
Industrial Automation and Control  NPTEL Video Lecture Series Play List
http://www.youtube.com/watch?v=oxMdDsud5vg&feature=BFa&list=PL0A716BE00290E413

19.4.2012
Introduction to Industrial Engineering by Jane M. Fraser is now available at
http://ie.binus.ac.id/2012/03/22/introduction-to-industrial-engineering/

3.4.2012
Productivity improvement initiatives of Small and Medium Enterprises Development Authority, Pakistan

 20.3.2012

Miniature V-8 engines
Industrial engineering students are to be encouraged to take up similar production activities on hobby basis.


17.3.2012

Funding of Value Engineering Projects through Corporate versus Business Unit Level - Cisco case study - 2008 - MS thesis  MIT

Cost Analysis for Light Duty Vehicles - Analysis for EPA - 2009 analysis


8.11.2011

Twinkle, Twinkle India's NITIE  Poem incorporating IE tools and principles

Process action teams at Boeing article 2007 Boeing News

Engineering Ergonomics at Boeing article 2007 Boeing News
Mechanism of ballistic movement
Ph d Thesis

29.6.2011

What is Industrial Engineering? Article By KVSSNRao
What is Industrial Engineering? Videos
What is industrial engineering? Going's Answer in 1911 (Summary)
What is industrial engineering? Going's Explanation in 1911 (Full chapter)

What is industrial engineering?
1934 article
https://kb.osu.edu/dspace/bitstream/handle/1811/35164/OS_ENG_v18_i02_007.pdf?sequence=3

Evolution of Industrial Engineering
Link to access the article
NC State University article.
Interesting point. Emphasizes discrete mathematics

26.6.2011
Hindu education plus article on IE and IE B.Tech and M.Tech programmes in India
http://www.hindu.com/edu/2008/07/08/stories/2008070850090300.htm

New knols


15.5.2011
2011 - Knol Day of Economics - 15th May - Birthday of Paul Samuelson
Economics is an important for industrial engineers.

Industrial engineering directs the efficient conduct of manufacturing, construction, transportation, or even commercial enterprises of any undertaking, indeed in which human labor is directed to accomplishing any kind of work . Industrial engineering has drawn upon mechanical engineering, upon economics, sociology, psychology, philosophy, accountancy, to fuse from these older sciences a distinct body of science of its own . It is the inclusion of the economic and the human elements especially that differentiates industrial engineering from the older established branches of the profession (Going, 1911)

IEs have to remember economists and their contribution to improving engineering economics.


Emmy Aware Winning Video on Industrial Engineering from University of Buffalo.

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http://www.youtube.com/watch?v=ZpPDoLX_9K4

Article on the video on IIE website
http://www.iienet2.org/details.aspx?id=24404
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26.4.2011
Department of Industrial Engineering, ICAI Engineering School, Comillas Pontifical University, Madrid
http://esd.mit.edu/careers/icai-posting.pdf  (Job advertisemet in 2009)
3.3.2011
Software for Motion Economy

Generating Economic Motion Plans for Manual Operations - Masters Thesis (Computer Engineering)
http://etd.lib.metu.edu.tr/upload/12606524/index.pdf


6.2.2011

IE Conference, India, February 2011

West Bengal University of Technology (WBUT)
BF 142 , Sector-1, Salt Lake City,
Kolkata 700064,

The 1st National Conference on Industrial Engineering (NCIE-2011) is being organized by the Department of Industrial Engineering & Management at West Bengal University of Technology, Kolkata India. The focus of the conference is on recent advances in the area of Industrial Engineering & Management in improving the productivity of industrial firms.

Paper Submission Deadline: 5th February 2011
Registration Deadline: 12th February 2011
Conference Date: 17th and 18th February 2011


Industrial Engineering Knol Books



1.11.2010
---------------
 New Concept to be explored
---------------

6.2.2010

Interesting links on value engineering

DoD value engineering handbook

The U.S. Army Corps of Engineers Europe District value engineering program identified more than $150 million in potential savings on projects in fiscal 2009 – the most ever identified in a fiscal year to date.
The biggest contributors to the windfall include $21 million in accepted savings from a Missile Defense Agency site in Poland and $18 million in potential savings from a family housing project at Wiesbaden.

23.1.2010

Recent Knols Posted


4.12.2009
A case study of use to industrial engineers
Handling Plastics in a Materials Recovery Facility Appendix A
Optimization of Actual Operations
Appendix A Material Recovery Facility Case Studies
28.9.2009

Job announcement for Industrial Engineering Manager in Linkedin

Industrial Engineering Manager
Extensive Meat Background (5-10 Years) with experience in Time and Motion Studies. It is a Corporate Position and is based out in KY.
Posted in linkedin around 22.8.2009
13.7.2009

Task Analysis

A small presentation on task analysis by Prof. Alan Hedge, Cornell University, 2008


Message from a Past IIE President - December 2008


Article "Leading the Way: The Future of Industrial Engineering is in our Hands", by Louis Martin-Vega, Dean of Engineering at North Carolina State University, Industrial Engineer, December 2008.

He outlined four challenges for the profession

1. All IEs need to expand their roles as advocates of IE.
2. All IEs have to try harder to intersect with sister engineering disciplines.
3. Increase domain expertise in emerging areas like energy and environment managment.
4. Use modern educational tools in IE curriculums.




BOOKS

Ergonomics in manufacturing

 By Waldemar Karwowski, Gavriel Salvendy
3/6/2009

Industrial Engineering Blogs

3/6/2009

Knols on Industrial Engineering

Written by

Narayana Rao K.V.S.S.


By Narayana Rao K.V.S.S.

Updated  12 November 2017,  26 July 2017,  18 June 2016,  12 June 2016,  3 Jan 2015