Industrial engineering for mechanical engineering

industrial engineering

1. Industrial Engineering Industrial engineering is a branch of engineering that deals with the optimization of processes or systems.

2. IE In other words, it involves the science of engineering things to make them efficient, along with reducing production costs and improving the quality of the products and services.

3. IE

4. 4M Man Machine Methods Materials

5. A concept of utilizing and coordinating 4 M to attain a desired output rate with the optimum utilization of energy, knowledge, money, and time.

6. What is Industrial Engineering? Electrical Engineering – to engineer an electrical product or system .

7. Computer Engineering – to engineer a computer or a system of networked computers.

8. Industrial Engineering? To engineer an industry ?? Yes/No.

9. To engineer an industrial product or system ( efficiently and effectively ): for manufactured goods or services, originally To engineer a product or system for industry, the military, government, education, etc. Efficiency and Quality Engineering!!

10. IE empowers its students to better the world… IE students learn how to: improve quality of products and services minimize costs improve security reduce risk of injury minimize delays improve accommodation for the disabled improve quality of work life of employees improve service to customers reduce human errors improve on-time performance

11. Role: Industrial Engineer

12. The role of the Industrial Engineer is to effectively and efficiently utilize technologies , machine tools, math, scientific concepts, and human resources In order to solve problems, provide products or services at minimal cost, and produce on time at the optimum output level to satisfy customer demands.

13. Industrial E ngineer: Objectives 1- Increase the productivity. 2- Eliminating waste and non-value added activities. 3- Improving the effective utilization of resources.

14. Scope of Industrial Engineering

15. Industrial engineers work in every sector  Combine technical skills with business acumen Understand ‘big data’ Focus on processes Customize IE to match your interests 

16. Scope

17. Industrial Engineering Activities

18. Selection of processes and assembling methods. Selection of design of tools and equipment. Design of facilities including plant location, layout of buildings, machines, etc. Design and improvement of planning and control systems for production, inventory, quality, etc.

19. Development of time standards, costing and performance standards. Performance evaluation.

20. Industrial Engineering Approach

21. To carrying out the various activities, the industrial engineering department uses the scientific approach . Industrial engineering department select the operation or job for improvement. They gathers and analyses facts , prepares the alternative solutions. All the details related to job or operation are collected and recorded using various techniques.

22. All the recorded facts are subjected to critical examination . Alternative ways of doing the operation and/or job is found out by using various techniques. Based upon the criteria fixed for evaluation, the best alternative is selected.

23. Qualities of an Industrial engineer

24. Good knowledge of methods and various systems of production Mentally sound and suited to work Knowledge of different manufacturing processes Well Educated Positive thinking etc

25. Industrial Engineering Techniques

26. The techniques and tools, aim at improving the productivity of the organization by optimum utilization of resources.

27. 31 Techniques of Industrial Engineering Following tools and techniques are used to improve productivity of the organization by optimum utilization of resources . 1- Method Study. 2- Time Study (Work Measurement). 3- Motion Economy. 4- Financial and Non Financial Incentives. 5- Value Analysis. 6- Production, Planning and Control. 7- Inventory Control. 8- Job Evaluation. 9- Material Handling Analysis. 10-Ergonomics (Human Engineering ). 12- Operations Research Techniques and others.

28. Method Study To establish a standard method of performing a job or an operation after thorough analysis of the jobs and to establish the layout of production facilities to have a uniform flow of material without back tracking.

29. Time Study(work measurement) This is a technique used to establish a standard time for a job or for an operation.

30. Motion Economy This is used to analyses the motions employed by the operators do the work. The principles of motion economy and motion analysis are very useful in mass production or for short cycle repetitive jobs.

31. Value analysis It ensures that no unnecessary costs are built into the product and it tries to provide the required functions at the minimum cost. Hence, helps to enhance the worth of the product.

32. Production, Planning and control This includes the planning for the resources (like men, materials and machine) proper scheduling and controlling production activities to ensure the right quantity, quality of product at predetermined time and pre-established cost.

33. Inventory control To find the economic lot size and the reorder levels for the items so that the item should be made available to the production at the right time and quantity to avoid stock out situation and with minimum capital lock-up.

34. Material handling To scientifically analysis the movement of materials through various departments to eliminate unnecessary movement to enhance the efficiency of material handling.

35. Ergonomics (Human Engineering) It is concerned with study of relationship between man and his working conditions to minimize mental and physical stress. It is concerned with man-machine system.

36. Organizations

37. Organization is a process of defining and grouping the activities of the enterprise and establishing the authority relationship among them.

38. An organization is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment

39. Necessity Increasing size of manufacturing plant Introduction of complex methods of production Tough competition and labour problems has necessitated every factory to be well organized Growing competition

40. Optimal utilization of resources Fixation of responsibility and authorities Proper co-ordination Success and failure of any enterprise largely depends on nature of organization

41. Types of Organization

42. Small organization Medium organization Large organization

43. Small organization It consisting less than 100 direct workers In a small company or organization two or three industrial engineers may undertake all the responsibilities. Typically the emphasis will be on work methods, fixation of time and performance standards, plant layout, estimating, cost reduction, etc.

44. Layout

45. Medium organization It consisting 100 to 300 direct workers The organization generally takes the form of individual sections for various activities of industrial engineering. Functions are well defined and titles like: Time study engineer, Method study engineer, Process engineer, etc., are exist there.

46. Large organization Generally have more than 300 workers In a large organization increased emphasis is placed on such functions as value engineering, Lean manufacturing, Six Sigma, TQM, TPM, Kaizens, Green Engineering, operation research, training, wage programmes etc.

47. Lean manufacturing companies NIKE Caterpillar Intel Illinois Tool Works  John Deere   Toyota Ford

48. LSS companies 3M Amazon GE Bank Of America Boeing Caterpillar Inc. Computer Sciences Corporation Convergys AT&T Wells Fargo Cooper Tire & Rubber Company Credit Suisse Damco Coca-Cola Deere & Company VIP Industries Dell Tata Steel Eastman Kodak Company Evonik Industries Ford Motor Company LG General Electric Telco Lionbridge Maersk Asian Paints Motorola Mumbai’s Dabbawalas Northrop Grumman Walmart L&T Switchgear Polyone Corporation Berkshire Hathaway Reliance Whirlpool Raytheon Tata Honeywell TVS Shop Direct Suzuki General Electric Starwood Hotels & Resorts Worldwide Tata Consultancy Pidilite Industries The Vanguard Group Wipro

49. Organizational Structure

50. An organizational structure defines how activities such as task allocation, coordination and supervision are directed toward the achievement of organizational aims.

51. Persons arrange according to rank and work It is a framework for dividing activities It is a authority structure and reporting relationship It differs from industry to industry and mainly depends upon: Size of organization Nature of product being manufactured Complexity etc

52. Types of Organization Structure Line Organization Functional Organization Line and staff organization

53. Classical theories of organization associated with Henri Fayol ,  Frederick W. Taylor , and others who pioneered new administrative strategies in the late 1800s and early 1900s define formal organizations as collective enterprises identified by a clear  division of labour  and authority.

54. Line organization   Line organization  is the most oldest and simplest method of administrative organization. According to this type of organization, the authority flows from top to bottom in a concern. The line of command is carried out from top to bottom.

55. Line/Military Organization

56. Line organization   This is the reason for calling this organization as scalar organization which means scalar chain of command is a part and parcel of this type of administrative organization. In this type of organization, the line of command flows on an even basis without any gaps in communication and co-ordination taking place.

57. Features of Line Organization It is the most simplest form of organization . Line of authority flows from top to bottom . Specialized and supportive services do not take place in these organization . Unified control by the line officers can be maintained since they can independently take decisions in their areas and spheres . This kind of organization always helps in bringing efficiency in communication and bringing stability to a concern.

58. Advantages: It is simple and easy to understand It is flexible It make clear division of authority It encourages speedy action Disadvantages: It neglects specialist It is limited to very small concerns It overload a few key executives

59. Functional organization A functional organization is a common type of organizational structure in which the organization is divided into smaller groups based on specialized functional areas, such as IT, finance, or marketing . Functional departmentalization arguably allows for greater operational efficiency because employees with shared skills and knowledge are grouped together by function .

60. Functional organization A disadvantage of this type of structure is that the different functional groups may not communicate with one another, potentially decreasing flexibility and innovation . A recent trend aimed at combating this disadvantage is the use of teams that cross traditional departmental lines.

61. In a highly centralized structure, decisions are made by a few executives or managers and flow downward through the enterprise . However, as organizations grow in scope and complexity, they need to be flexible in the extent to which coordination and control are centrally applied . The principle of line-staff organization introduces flexibility into hierarchical lines of authority while trying to preserve a unified command structure.

62. Functional Organization

63. Office Route Clerk: The route clerk specifies route of production i.e. sequence to perform various mechanical and manual operations. He also decides the job to be done for the day & where it is to be done . Instruction Card Clerk: The main function of instruction card clerk is to draft the instructions according to which workers have to perform their jobs.

64. Time and Cost Clerk: Time and Cost Clerk fixes the time for starting and completing the work and prepares the cost sheet for each job Disciplinarian: He is responsible to ensure discipline in the work place. He is concerned with the coordination in each job from planning to successful execution. He enforces rules and regulations and maintains discipline.

65. Gang boss  makes the arrangement of workers, machines, tools etc. Speed boss  concerned with maintaining the speed and to remove delays in the production process. Repair boss  concerned with maintenance of machine, tools and equipments. Inspector is concerned with maintaining the quality of product. SHOP

66. Advantages: A foreman is responsible for one function, he can perform his duties in a better manner Expert guidance reduces the number of accidents and wastage of material Quality of work improved Disadvantages: It makes industrial relationship more complex Worker always remains confused about the authority It is very difficult to fix up the responsibilities

67. Line and staff organization I n management, approach in which authorities (e.g., managers) establish goals and directives that are then fulfilled by staff and other workers. A line-staff organizational structure attempts to render a large and complex enterprise more flexible without sacrificing managerial authority.

68. Line and staff organization

69. Advantages: Quality of product is improved There is no confusion as exists in functional organization Less wastage of material Disadvantages: Product cost will increase Jealousies can developed between staff