WELCOME TO THE COURSE

ON

Industrial Engineering
Course Code: MEBB314

BY
Dr. Chitragupt Swaroop Chitransh
Assistant Professor
Mechanical Engineering Department
NIT Delhi - 110040 INDIA
E-mail: [email protected]
 Course Objectives
 The objective of this course is to understand the evolution of industrial engineering.

Course Outcomes
 To understand the basic concepts of industrial engineering.
 To estimate the basic work content in a specific job and to calculate the standard time.
 To apply the fundamentals of materials management in industrial engineering
 To analyze the appropriate wage and incentive plan for the employees of an
organization.
 To develop the workplace for equipment and man machine system.

Department of Mechanical Engineering, NIT

 Course Assessment
Theory
60%

Continuous Mid End

Evaluation Semeste Semester
25% r 50%
(Class attend. + 25%
Theory : 60% Quiz +
Laboratory : 40% Assignment
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Laboratory
Total 100%
40%
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Continuous Other
Evaluation 50%
50%

Department of Mechanical Engineering, NIT

 Unit I

Industrial Engineering
Course Code: MEBB314
Topics to be covered…

History
Introduction
Taylor and Gilberth work
Productivity
System Efficiency Improvement Techniques

Department of Mechanical Engineering, NIT

History and Development

• 18th century – first engineering school

• IE born in 19th century
• Dominated – practice and development -20th century
• Early engineering
• Military
• Civil
• Mechanical
• Electrical
• Chemical
 Definition

• Industrial and systems engineering is concerned with the design, improvement and
installation of integrated systems of people, materials, information, equipment and
energy.

• It draws upon specialized knowledge and skill in the mathematical, physical, and
social sciences together with the principles and methods of engineering analysis and
design, to specify, predict, and evaluate the results to be obtained from such systems.
PIONEERS OF INDUSTRIAL ENGINEERING

Taylor and Scientific Management - Frederick W. Taylor

Taylor’s system consisted of breaking down the production process into its component parts and
improving the efficiency of each.
Development of “time study”
Frank and Lillian Gilbreth
motion-picture camera to the task of analyzing motions and categorize the elements of human
motions into 18 basic elements or therbligs
Motion study
human factors or ergonomics
1912
1912 –Henry Towne and Henry Gantt, Frederick Halsey,
Gantt chart: a systematic graphical procedure for planning and scheduling activities
that is still widely used in project management.
• Design - Some industrial engineering tasks involve the creation of a new facility, process, or
system.
• Improvement - Most industrial engineering tasks involve the improvement of an existing
facility, process, or system.
• System - Most engineers design physical objects, but most IEs design systems. Systems
include physical components, but also include processes, rules, and people. Components of a
system have to work together. Material and information flow between the components of a
system. A change to one part of system may affect other parts of the system.
• People - Among all types of engineers, IEs think the most about people.
• Machines - An IE must select the appropriate machines - including computers.
• Information - Data can be used for immediate decision making and can be analyzed to make
improvements to the system.
• Money - An IE must weigh costs and savings now against costs and savings in the future.
• Goal - Every designed system exists for some purpose. The IE must think about different ways
to accomplish that goal and select the best way.
• Efficiency - Whatever the goal of the system, the IE usually seeks to have the system achieve
that goal quickly and with the least use of resources.
• Quality - The IE’s organization always has a customer and the organization must deliver goods
and services to the customer with the quality that the customer wants.
• Safety - IEs have to make sure that the system is designed so that people can and will work
safely.
Industrial Engineering
Industrial
Engineer
 History and
Development

Industrial Revolution, which began in England during the mid

eighteenth century

As industrial organizations profit from technological developments,

the size and the complexity of manufacturing units increased
dramatically.

Interchangibility of parts
Specialization of labor
 Milestones

1.The idea that engineers have to design and fabricate products at costs, large number of
consumers can afford to pay was advocated. This idea gave birth to the subject of
Engineering Economics subsequently. H.R. Towne’s address in 1886 to American
Society of Mechanical Engineers (ASME) “The Engineer as an Economist” was a classic
paper in this area. The papers of Oberlin Smith also fall in this group.
2. Engineers got interested in wage incentive methods. Papers by Towne, F.R. Halsey and
H.L. Gantt between 1880 ad 1895 addressed this issue.
3. Engineers got involved in factory accounting issues. An English engineer and
accountant, Emile Garcke and J.M. Fells published a book on factory accounts in 1889.
4. Engineers recognized the importance of production control and paid attention to
improve the procedures of production control. H.C. Metcalfe’s “ A Shop Order System
of Accounts” was an early paper in this regard.
5. F.W. Taylor addressed issues related to shop management in a more comprehensive
manner in his paper “Shop Management” (1903).
6. Frank Gilbreth developed the motion study technique.
7. H.L. Gantt advocated training of operators.
8. Harrington Emerson came out with a book that emphasized efficiency of business
organizations and systems.
9. Lillian Moller Gilbreth work along with Frank Gilbreth on applied psychology to
industrial work.
10. Hugo Diemer authored book on Factory Management emphasizing industrial
engineering (1910).
11. Charles Going authored the book, Principles of Industrial Engineering (1911).
 Match the
following

PIONEERS OF INDUSTRIAL CONTRIBUTION

ENGINEERING
1. H.R. Towne’s a. motion study
2. Gilbreth b. Engineering Economics
3. F.W. Taylor c. Incentive
4. Hugo Diemer d. Factory Management
5. H.L.Gantt e. Time study
 Techniques of Industrial Engineering
• Following tools and techniques are used to improve productivity of the
organization by optimum utilization of resources.

1- Value Analysis.
2-Method Study.
3- Time Study (Work Measurement).
4-Motion Economy.
5- Inventory Control.
6- Material Handling Analysis.
7-Ergonomics (Human Engineering).
8- System Analysis.
9- Operations Research Techniques.
 Contribution of F.W. Taylor
 In the 1890s, Frederick Winslow Taylor, became the most vigorous and successful
proponent of systematic management.
 As an executive in production engineering and management, he introduced factory
accounting (cost accounting) systems and based on those records made engineering
changes in systems that gave lower cost of operation and production.
 Taylor explained his systems through papers and discussions in meetings of American
Society of Mechanical Engineers (ASME). The systems and practices developed by Taylor
permitted engineers and managers to use operating records to guide their engineering
and production management actions.
 Taylor investigated belt transmission systems using cost records and made many
recommendations to increase the economy of belts.
 Taylor focused on reducing metal cutting times through various engineering
improvements to increase productivity of machines. The improvements include use of
cutting fluids, higher power in the machines for increasing feed, development of high
speed steel, development of tool life equation and many more improvements.
 Taylor estimated the time required for taking each cut and reduced the time taken by
improvement in cutting speed, feed and depth of cut.
 Taylor also advocated production control systems that allowed managers to
know more precisely what was happening on the shop floor, piece-rate
systems that encouraged workers to follow orders and instructions, and
various related measures.
 Taylor developed time study of elements to measure time taken by machines
and men to perform various tasks done by operators.
 Data collected from multiple machines and multiple operators were used to
identify ways of working that gave minimum times.
 By incorporating the elements requiring minimum time, Taylor reduced the
task time.
 He started the first department to do time studies and find minimum time
taking method of doing work elements and develop science.
Frederick Taylor established the first department in factory doing industrial engineering
work of process improvement for increase in productivity and cost reduction in 1885.
The name he gave it to the department is "Elementary Rate Fixing." Its function is to
breakdown the process into elements and find the best way of doing each element by
observing number of persons doing the same element and finding the best way
through time study.
The next step is to find science behind the way of doing the elements. Work elements
may be common among processes and therefore more persons can be observed doing
the same element in different processes.
Taylor had fashioned scientific management from systematic management. The two
approaches were intimately related.
Systematic and scientific management had common roots, attracted the same kinds of
people, and had the same business objectives. Yet in retrospect the differences stand
out.
Systematic management was diffuse and utilitarian, a series of isolated measures that
did not add up to a larger whole or have recognizable implications beyond day-to-day
industrial operations. Scientific management added significant detail and a larger view.
Industrial Engineering Described in Shop Management by F.W. Taylor
https://nraoiekc.blogspot.com/2019/06/industrial-engineering-described-in.html

Task Management - F.W. Taylor

http://nraoiekc.blogspot.com/2013/08/task-management-fw-taylor.html

Importance of Task Organization - F.W. Taylor - F.W. Taylor

http://nraoiekc.blogspot.com/2013/08/importance-of-people-organization-fw.html

Modern Engineering and Modern Shop Management - F.W. Taylor

http://nraoiekc.blogspot.com/2013/08/modern-engineering-and-modern-shop.html

Task Work - Some More Thoughts - F.W. Taylor

http://nraoiekc.blogspot.com/2013/08/task-work-some-more-thoughts-fw-taylor.ht ml

Time-study
http://nraoiekc.blogspot.com/2013/08/time-study-by-fw-taylor.html
 Contributions of Gilbreth
 Competition for clients and recognition, especially after the recession of 1920-21
made executives more cost-conscious-produced other changes.
 Some industrial engineering consultants began to seek clients outside
manufacturing.
 Spurred by the growing corps of academicians who argued that the principles of
factory management applied to all businesses, they reorganized offices, stores,
banks, and other service organizations.
 A Society of Industrial Engineers survey of leading consulting firms in 1925 reported
that many confined their work to plant design, accounting systems, machinery, or
marketing .
 An important trend was an increasing preoccupation with labor issues and time
study.
A larger group emphasized the potential of incentive plans based on time and motion
study and disregarded or deemphasized the technical improvement.
Their more limited approach reflected the competition for clients, the trend toward
specialization, and the continuing attraction of rate cutting.
Indicative of this tendency was the work of two of the most successful consultants of
the post- 1915 years, Harrington Emerson and Charles E. Bedaux.
This led to the development of a major weakness in Industrial Engineering. Industrial
engineers got the description of "Time Study Men."
 An example of benefits from product industrial engineering
and process industrial engineering
3 Years - 50% Cost Reduction - Diplexer Line
https://nraoiekc.blogspot.com/2020/05/ie-continuous-
improvement-3-years-50.htm
 Producti
vity
Very simply,

Productivity = Output
Input

For any type of organization

Definition: Productivity is the relationship between the outputs generated

from a system and the inputs that are used to create those outputs.
 Partial Productivity Measure

Total-factor Productivity Measure

Total-factor Productivity is the ratio of net output to sum of associated labour and capital (factor) inputs.
total-factor productivity = net output / (labour and capital input)

Total Productivity Measure

Total Productivity is the ratio of total output to the sum of all input factors.
Total productivity = total output / total input

Both the output and input(s) are expressed in real or physical terms by being reduced to constant rupees of a reference
period (base period).

26
 Example for productivity measure

For a company XYZ, the total inputs and outputs have been converted in to money value and are
given below. calculate total productivity and partial productivity for different categories of inputs.
• Material input= Rs 20,000
• Human input= Rs 30,000
• Energy input= Rs 10,000
• Capital input= Rs 3,00,000
• Miscellaneous input= Rs 50,000
• Total output = Rs 5,00,000
Total productivity = total output/ total input
= 5,00,000/4,10,000 =1.219

Partial productivities

Material productivity = total output/ material input

= 5,00,000/20,000 =25

Human productivity= total output/human input

= 5,00,000/30,000=16.66

Energy productivity = total output/energy input

= 5,00,000/10,000=50
Partial productivities

Capital productivity = total output/ capital input

= 5,00,000/3,00,000 =25

Miscellaneous productivity= total output/miscellaneous input

= 5,00,000/30,000=16.66
 Factors Affecting Productivity
 Standardization
 Technology
 Use of Internet, fax machines, e-mail, computerized billing, software
 Searching for lost or misplaced items
 Scrap rates
 Labor turnover, layoffs, new workers
 Safety
 Bottlenecks
 Factors Affecting Productivity
Methods
Design of the workspace
Incentive plans that reward productivity
Capacity utilization
Location
Layout Methods Quality

Inventory
Scheduling
Technology Management
 Factors Affecting Productivity

Shortage of IT workers and other technical workers

Equipment breakdowns
Part and material shortages
Inadequate investment in training & education of the employees
 Productivity improvement (Sci. Mgt. tradition)
• techniques to examine work - what is done & how
• systematic analysis of elements, factors, resources & relationships affecting efficiency
& effectiveness
• investigate work situation, identify weaknesses – where/why is poor performance
happening?
• emphasis on data gathering + rational analysis
• narrow assumptions about objectivity of efficiency criteria & direct
• deterministic relationships between effort & incentives
• worker as a resource/machine – ergonomics, HCI: improve operating methods thru:
• Equipment, layout of operations
• supply & materials handling,
• work organisation, effectiveness of planning and so on.
• empowerment - neo scientific management
• select & train – competencies
• reward measured performance using PRP
 System Efficiency Improvement Techniques of Industrial engineering
1. Process Analysis and Improvement
2. Operation Analysis and Improvement
3. Time estimates and time study of machine work
4. Value engineering
5. Statistical quality control
6. Statistical inventory control and ABC Classification Based Inventory Systems
7. Six sigma
8. Operations research
9. Variety reduction
10. Standardization
11. Waste reduction or elimination
12. Activity based management
13. Business process improvement
14. Engineering economy analysis
15. Learning effect capture and continuous improvement (Kaizen, Quality circles and suggestion schemes)
16. Standard costing
17. 5S - Work Place Orderliness or Plant Orderliness
 References

• WWW. GOOGLE.COM
• http://www.iienet2.org
• Buffa E.S., (2009), Modern Production / Operational Management, John
Wiley & Sons.
• Nigel Slack, Stuart Chambers, Robert Johnston., (2010)Operation
Management, Pearson
• R. Danreid & Sanders, (2009), Operations Management, John Wiley &
Sons.
• Panneerselvam. R. (2006), Production/Operations Management,
Prentice Hall of India Pvt Ltd.
Thank You

Department of Mechanical Engineering, NIT