IE 3 Notes.pdf

 august 22 ,...

 august 22 , 2024 2 distinct innovations spinning jenny-reduce the amount of work needed to create cloth in Britain - -invented by James Hargreaves (1764-1765) early versions produced 8 threads at the same time it takes to make -steam engine - address the problem on scarcity of resources Thomas (1712) improved by James Watt in 1776 - Newcomen -steam > mechanical power power - Machines increased the outputs of the production - -start of industrial revolution (1760-1840) Industrial Engineering continuously implement improvements in the production of products h services Because of inventions : new advances in metal cutting & production machine tools - of led to factories w/ large number of works production floor encountered not just technical problems but also management problems Frederick Winslow Taylor 4 principles : 1) scientifically creating work methods rather than having rule-of-thumb methods 2) selecting training , , in developing each employee rather than leaving them to train themselves 3) detailed instruction a supervision of each worker to do a certain task 4). division of labor In those factories , the very First innovations of It were created coordinated assembly line (Henry 1913) - Ford , - Gantt Chart (1912) Division of (1776) - Labor - Time i Motion Study (Gilbreths , 1922) The productivity of Factories multiplied tenfold Industries However workers got bored it was monotonous in it grew big good and so the salaries. because - , economy was , , was seen de-humanizing History of E Industrial Engineers - people who manage optimize these complex systems. Goals : Make the businesses , workers , and customers happy ThelE Way system is an organized collection of subsystems that are highly integrated to accomplish an overall goal. Every system is part of a system Pillars of the IE way systems Thinking Everything is connected to everything else - Process Thinking A system is just collection of processes - a Input Process (sometimes wh defects) Output customer Centricity - If customer is not done a happy. something was poorly Metric Based - Measure everything that results in customer satisfaction Continuous Improvement There is always a better way - Quality Orientation Quality is not an act ; it is a habit - Quality - the standard of something as measured against other things of similar kind comparison - if we compare to others , ours must be of higher standards consistency - higher quality must be repeatable over time august 22 , 2024 It manage the different systems to avoid conflicts ↳ know how an organization works What is an organization comprises of deliberate structure people , , in distinct purpose deliberate arrangement of people to accomplish a purpose - what defines an organization ? Y culture system of shared meanings a common beliefs - "the way do " here things - we unwritten rules of the organization - -passed via values , stories , rituals , a practices 7 Dimensions of Organizational Culture 1) Team Orientation - the degree to which work activities are organized around teams rather than individ- hals 2) Aggressiveness degree to which people are aggressive I competitive rather than easygoing comparative - 3) stability how often they want to change the status quo in contrast to emphasize maintaining growth - 4) Innovation risk-taking - employees are encouraged to be innovative I risk taker 5) Attention to detail - expected to exhibit precision , analysis attention , to detail 6) OutcomeOrientation -managers focus on results/outcomes rather than on the techniques " processes  1) People Orientation -management decisions take into consideration the effect on people within the organization Case Agressiveness Orientation Attention to detail / 1 team Stability : , , what is the role of culture · Results To change results , change the culture Culture To change culture , change the structure · structure core business functions Marketing · retention acquiring , understanding of customers - , operation · production/value creation - Finance · -managing the resources or the flow within INSErT PICTURE !! What is management ? - ensure that the distinct purpose of the organization is achieved by the people through the delibe rate structure Plan : - - define goals , establish strategies Organize - What who (to be done) - , How , - Lead motivate people conflicts - , resolve Control - monitor activities - The Manager - does the management Goals of management Vision - where you want to be ?; values , beliefs , philosophies : Vague suggestion of action Mission - How will you get there ?; purposed objectives , winning idea that makes you stand out Documentation Problem Identification Tools SCIENTIFIC METHOD SYSTEMS STUDY Formulate Question Define Problem Hypothesis Document system/Data Gathering Prediction Identify Root Cause Testing Generate solutions Analysis Evaluate solutions Replication , External Implement. Monitor , Get Review , Data Recording Feedback Problem Identification : ? What is a problem DeviationFrom ideal to real - something that makes you cry - - Metric-based symptoms Proper Problem statement Over the past year the Pub Request system of organization has a lead time of 30 days instead our of an - , ideal 8 days resulting , in low feedback scores due to delays dissatisfied members" lower engagement from , members - Ideally , I should weigh 65 kg. However , in 2021 , I weighed 80 kg resulting , to back ache ' knee joint pains. S Problem Solving Tools · Brain storming Floods you w/ a multitude of ideas - often disorganized - why-why analysis · simplistically identifies the root case - - tedious Ishikawa Diagram/Fish Diagram · - List the causes as divided into Man Machine , , Methods Material , , Management , Environment - No metrics suggest solutions to each cause · check sheet Record the Frequency of events - Requires regular checking of pre-defined causes - · Pareto chart Detect patterns by arranging the Frequency of problems from biggest to smallest - Causes must be pre-defined Frequency must be pre-collected -  Defining problem well (root cause) allows to determine the IDEAL state that - a us we want solutions usually guided evaluated to which most are according follow the objective - - the IDEAL may not be immediately reached but at least it provides an OBJECTIVE or a direction for improvement Productivity Effectiveness · Efficiency · "doing things right" "doing the right thing - - : solving the right problem ? " best way to do " "is this the this thing ? -are we - productivity = output/input (to increase productivity , increase output Things to Remember : Higher output does not higher productivity may have been caused. It always mean by expensive - an input - Usually , productivity is computed in terms of currency because it is the most convenient unit of measure There is no absolute productivity. It is always relative to a certain time method department, - , , etc. company , Productivity its is not simply a measure profitability. Basically getting the - of , most of what you have Methods Study -systematic examination of methods to improve effective use of resources b to set up standards of performance - remove waste principal techniqueFor reducing the work involved by eliminating unnecessary - movement DOWNTIME Defect anything that does not conform · - overproduction doing things faster or not always necessarily better · more is - waiting · Not utilizing talent the highest level of human thinking is problem solving · - Transportation moving · - Inventory having too much wip is not always good · - Motion "if you just need don't hand. If you just need hand don't · a finger use a a use - , , a body · Excess Processing - putting more value in to the product entails. cost If the additional value is not seen as value by the customer. then it is treated as a waste Value Stream Mapping - a process documentation tool used to break down a process into the simplest sub-processes  while identifying the NON-VALUE ADDING activities value adding · - activities that change the product/service towards the goal or something the customer wants non-value adding · - activities that are waste must be eliminated · Business non-value adding - activities that are waste but cannot be eliminated due to compliance Methods Engineering systematic examination of methods to improve effective use of resources to set up - standards of performance time study a work measurement technique for recording the times certain job under specified performing - of a conditions. For analyzing the data to obtain the time necessary for an operator to carry it out at a defined rate of performance record how much time a task normally takes - Work Measurement 1) Break down job into elements 2) Time the elements to duration ; reads end of each element Continuous allows stopwateh for entire during compute individual · run : - time at the end snapback-restarts stopwatch during end of each element time is actually computed · ; 3) Performance rating the operator -assess the effective tempo of the operator under observation. w/ the observer's concept of a normal performance -what is normal performance ? rate of output that be attained " maintained by qualified worker adhering to a specified · can a method during a typical day wout undue Fatigue professional methods engineers undergo intensive training for this · 4) Assign appropriate allowances Allowances are provided For ↓ not For - : : Fatigue personal breaks laziness chatting wh other people - , , Allowances are usually 5-15 % of normal time - 5) Compute For standard time  where is time study used ? work sampling a work measurement technique to investigate - the proportions of total time devoted to the various activities that constitute a job/workstation - record now much time is actually utilized no more rigorous stopwatch observation - 2024 Sept 19 , Introductionto Auman Factors Ergonometrics - Anthropolyis - "Fit the task to the man" the scientific study of human abilities limitations , characteristics for the appropriate design of the living ? working environments - , to ensure that the work system is conducive to good performance a compatible wh the health , safety , comfort of the individual WAY ? - -better workplace , water a happier workers , higher productivity Risk Factors 9) Force exertion - carrying things heavier than you 2) Vibration - 3. ) contact stress 4) Repetitive motion 5 ) Awkward posture. Bending Forward solution Fabricated handles cart to reduce back bent postures · - on : the wrist Bending change angle of handle to eliminate bent wrists · - Environmental Factors in the workplace 1) Lighting (200-500 lux , 500 - 1000 lux) 3) Noise (40-50db) 2.Inermal (22-25 2) 4) Vibration (zero vibration) Sensory Displays Reception Laboratory · · Anthropometry · measurement of body parts For the design of materials machine equipment to prevent work-related problems - , , · stress -reaction of an organism to a threatening/oppressing situation Manifestations of stress · How to measure stress ? Inefficiency of information processing - - No direct physiological Anxiety Tension Fatigue confusion Lack of Vigour Anger Depression - , , , , , , measure but there are , checklists stressors : , questionnaires to assess an individual's Environmental (dim hot noisy vibration - , , , Psychological state Psychological (cognitive appraisal perceived. threat overthinking - , , Life stress (job distress work over/underload) - , How do you cope wh stress ? - Ergonometrics also try to minimize stress as much as possible to improve the performance of people. Remember the goal of engineering is not to make things complicated but to make lives simpler a better for : everyone.