Maynard's industrial engineering handbook:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
McGraw-Hill
2001
|
| Ausgabe: | 5. ed. |
| Schriftenreihe: | McGraw-Hill standard handbooks
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Getr. Zählung |
| ISBN: | 0070411026 9780070411029 |
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Datensatz im Suchindex
| _version_ | 1804128707641606144 |
|---|---|
| adam_text | CONTENTS—SECTIONS
Section 1 Industrial Engineering—Past, Present,
and Future 1.1
Section 2 Productivity, Performance, and Ethics 2.1
Section 3 Engineering Economics 3.1
Section 4 Work Analysis and Design 4.1
Section 5 Work Measurement and Time Standards 5.1
Section 6 Ergonomics and Safety 6.1
Section 7 Compensation Management and
Labor Relations 7.1
Section 8 Facilities Planning 8.1
Section 9 Planning and Scheduling 9.1
Section 10 Logistics and Distribution 10.1
Section 11 Statistics, Operations Research and
Optimization 11.1
Section 12 Information and Communication Management 12.1
Section 13 Product Design and Quality Management 13.1
Section 14 Manufacturing Technologies 14.1
Section 15 Government and Service Industry Applications 15.1
Section 16 Maintenance Management 16.1
Section 17 Tools, Techniques, and Systems 17.1
Glossary G.I
Index 1.1
CONTENTS—CHAPTERS
Foreword xvii
Preface xix
Acknowledgments xxiii
Section 1 Industrial Engineering: Past, Present, and Future
Chapter 1.1. The Purpose and Evolution of Industrial Engineering
Louis A. Martin Vega 1.3
Introduction / 1.3
Early Origins / 1.4
Pioneers of Industrial Engineering / 1.5
Post World War I Era / 1.8
The Post World War II Era / 1.10
The Era from 1980 to 2000 / 1.13
Future Challenges and Opportunities / 1.16
Summary and Conclusions / 1.18
Acknowledgments / 1.19
References / 7.79
Biography / 7.79
Chapter 1.2. The Role and Career of the Industrial Engineer
in the Modern Organization Chris Billings,
Joseph J. Junguzza, David F. Poirier, and Shahab Saeed 1.21
Introduction / 7.27
Evolution of the Modern Organization / 7.22
The Industrial Engineer s Role / 7.25
Career Paths of Industrial Engineers / 7.29
Conclusions / 1.36
References / 1.36
Further Reading / 1.36
Biographies / 1.37
xxxii CONTENTS
Chapter 1.3. Educational Programs for the Industrial Engineer
WayKuo 1.39
Introduction / 1.39
Contemporary Education Programs of Industrial Engineering / 1.43
National Organizations and Program Assessment / 1.46
Trends in the Future / 1.50
Conclusions and Summary / 1.52
References / 1.52
Biography / 1.53
Chapter 1.4. The Industrial Engineer As a Manager Ronald G. Read 1.55
The Challenges of Management / 1.55
Leadership Skills and Processes / 1.58
Systematic Process Skills / 1.58
Leadership Skills / 1.69
Summary of Performance Characteristics / 1.79
References / 1.82
Biography / 1.82
Chapter 1.5 Fundamentals of Industrial Engineering Philip E. Hicks 1.85
Background / 1.85
Operations Analysis and Design / 1.86
Operations Control / 1.90
Operations Management / 1.93
Future Trends / 1.94
Conclusions / 1.94
References / 1.94
Biography / 7.95
Chapter 1.6 The Future of Industrial Engineering—One Perspective
Timothy J. Greene 1.97
Introduction / 1.97
Is Industrial Engineering Dead?—An Educational Perspective / 1.99
Is Industrial Engineering Dead?—An Industrial Perspective / 1.100
Innovation Engineer / 1.101
Information Engineer / 1.103
Integration Engineer / 1.105
Implementation Engineer / 1.106
Involvement Engineer / 1.106
Instruction Engineer / 1.107
Intellectual Engineer / 1.108
International Engineer / 1.108
What Have the / s Missed? / 1.109
Acknowledgments / 1.110
Biography / 1.110
CONTENTS XXxiH
Chapter 1.7 Future Technologies for the Industrial Engineer
ChellA. Roberts 1.111
Background / 1.111
Information Technology / 1.113
Future Information Products / 1.116
Simulation Technology / 1.121
Virtual Reality / 1.124
Conclusions / 1.129
References / 1.129
Biography / 1.132
Chapter 1.8. The Future Directions of Industrial Enterprises
Kenneth Preiss, Robert Patterson, and Marc Field 1.133
The Structure of This Chapter / 1.133
Drivers of the New Industrial Structure / 1.134
The Attributes of the Modern Manufacturing Enterprise / 1.135
A Model for the Attributes / 1.139
Enablers of the Modern Manufacturing Enterprise / 1.142
Metrics / 1.156
Management of Dilemmas / 1.158
Concluding Remarks / 1.160
References / 1.160
Biographies / 1.161
Chapter 1.9. The Roles of Industrial and Systems Engineering
in Large Scale Organizational Transformations
D. Scott Sink, David F. Poirier, and George L. Smith 1.163
Background / 1.164
What Keeps Executives Awake at Night? / 1.164
The Method—An Example of Large Scale Transformation / 1.165
Putting It All Together / 1.178
Specific Example / 1.179
Benefits / 1.181
Conclusions / 1.182
References / 1.183
Further Reading / 1.183
Biographies / 1.183
XXXIV CONTENTS
Section 2 Productivity, Performance, and Ethics
Chapter 2.1. The Concept and Importance of Productivity
Kenneth E. Smith 2.3
Productivity Defined / 2.3
Why Productivity Is Important / 2.4
The Industrial Engineer s Perspective on Productivity / 2.5
Management s Role and Responsibility / 2.6
The Key Elements of Productivity / 2.6
Productivity Measurement I 2.7
Productivity Analysis / 2.9
Productivity Improvement I 2.9
Future Trends and Conclusion / 2.16
Further Reading / 2.10
Biography / 2.10
Chapter 2.2. Productivity Improvement Through Business
Process Reengineering Brian Bush 2.11
Background I 2.11
BPR Principles and Organization / 2.13
Execution—The Nine Dimensions of BPR / 2.15
Change Management / 2.25
Future Trends—Business Performance Improvement / 2.26
References / 2.27
Biography / 2.27
Chapter 2.3. Total Productivity Management
Yoshiro Saito and Masanska Yokota 2.29
Introduction / 2.29
Adoption of TP Management and Techniques for TP Expansion / 2.30
Procedures for Adopting and Advancing the Use of TP Management / 257
Key Points in the Rollout of TP Management Programs—
Case Studies / 2.38
A Final Word / 2.51
Further Reading / 2.51
Biographies / 2.52
Chapter 2.4. Performance Management: A Key Role for Supervisors
and Team Leaders M*ry Ann Broderick 2.53
Introduction to Performance Management / 2.53
Standards: A Tool to Understand and Manage Work / 2.55
Action: Providing Conditions for Success / 2.57
Feedback: Making Reality Visible / 2.62
Action: Taking Action to Improve / 2.66
Implementing Performance Management / 2.68
Conclusion / 2.68
Acknowledgments / 2.69
References / 2.69
Further Reading / 2.69
Biography / 2.69
CONTENTS XXXV
Chapter 2.5. Managing Change Through Teams
David I. Cleland 2.71
The Nature of Teams / 2.72
Traditional Project Teams / 2.72
Alternative Teams / 2.72
The Nature of Alternative Teams / 2.74
The Contribution of Alternative Teams / 2.74
The Personal Impact of Teams / 2.82
Summary / 2.82
References / 2.83
Biography / 2.83
Chapter 2.6. Involvement, Empowerment, and Motivation
Theresa A. Mylan and Therese M. Schmidt 2.85
The Role of the Industrial Engineer—Past and Present / 2.85
Involving Employees / 2.86
Empowerment / 2.92
Involvement, Empowerment, and Motivation / 2.94
Moving Forward / 2.97
References / 2.98
Further Reading / 2.98
Biographies / 2.98
Chapter 2.7. Engineering Ethics: Applications to Industrial
Engineering Larry J. Shuman and Harvey Wolfe 2.101
Why Should the IE Be Concerned About Ethics? / 2.101
Engineering Ethics As Applied Ethics / 2.103
An Ethical Framework / 2.105
Engineering As a Risk Laden Heuristic / 2.106
Risk Assessment As an Important IE Tool / 2.707
Summary / 2.109
Acknowledgments / 2.110
References / 2.110
Biographies / 2.112
Chapter 2.8. Case Study: Productivity Improvement Through
Employee Participation Lennart Gustavsson 2.113
Background and Analysis of the Initial Situation / 2.113
Goals and Scope / 2.114
Organization of the Development Work / 2.116
Guidelines and Goals for the Development Work / 2.117
Training in Concepts, Procedures, and Methods / 2.121
Exercises in Procedures / 2.127
Training in Development Work / 2.134
Continuous Development Work / 2.143
Results / 2.147
Acknowledgments / 2.149
Biography / 2.149
XXXVi CONTENTS
Chapter 2.9. Case Study: Reducing Labor Costs Using
Industrial Engineering Techniques ShoichiSaito 2.151
Introduction / 2.151
Background of the Case Study / 2.152
Productivity Audit and Development of a Productivity Improvement Master Plan
(Phase I) / 2.152
An Actual Example of Improvement Activity (Phase II) / 2.163
Summary I 2.164
Biography / 2.164
Chapter 2.10. Case Study: Teamworking As a Contributor
to Global Success Bob Bell 2.165
Introduction / 2.165
Background / 2.166
Changing Workplace Environment / 2766
New Economic Standards / 2.167
Employee Involvement Program / 2.167
Increased Employee Responsibility / 2.169
Effective Communications—Know Your Company / 2.170
Individual Team Member Roles / 2.172
Self Supervised Teams / 2.172
Self Development Centers / 2.173
Rewarding Teams / 2.174
Conclusion / 2.174
References / 2.175
Biography / 2.175
Chapter 2.11. Case Study: Company Turnaround Using Industrial
Engineering Techniques BerndtNyberg 2.177
Background and Situation Analysis / 2.177
Objectives and Scope / 2/78
Organization of the Development Program / 2.179
Application of Industrial Engineering Tools / 2.180
Implementation of Changes and Improvements / 2.189
Results and Further Actions / 2.190
Further Reading / 2.192
Biography / 2.192
Chapter 2.12. Case Study: Improving Response to Customer
Demand Abraham Garcia Ruiz 2.193
Background I 2.193
Objective and Scope / 2.197
Organization of Project / 2.198
Procedure and Application of Tools / 2.198
Implementation of Changes and Improvements I 2.200
Results / 2.206
Conclusion / 2.207
Biography / 2.207
CONTENTS XXXVii
Chapter 2.13. Case Study: Transforming a Company in Central
Europe Using Industrial Engineering Methods
Milan Vytlacil, Ivan MaSin, and Petr Sehnal 2.209
Background and Situation Analysis / 2.210
Objectives and Scope / 2.213
Organization of Project / 2.213
Procedure and Application of Tools / 2.214
Implementation of Changes and Improvements / 2.215
Results and Future Actions / 2.220
References / 2.222
Biographies / 2.222
Section 3 Engineering Economics
Chapter 3.1. Principles of Engineering Economy and the Capital
Allocation Process G. A. Fleischer 3.3
Fundamental Principles / 3.3
Equivalence and the Mathematics of Compound Interest I 3.4
Methods for Selecting Among Alternatives I 3.9
After Tax Economy Studies / 3.16
Incorporating Price Level Changes into the Analysis / 3.23
Treating Risk and Uncertainty in the Analysis / 3.26
Compound Interest Tables / 3.27
Further Readings / 3.27
Biography / 3.30
Chapter 3.2. Budgeting and Planning for Profits
Edmund J. McCormick, Jr. 3.31
Background / 3.31
Concepts the Planner Uses / 3.33
Identifying Variable Costs / 3.35
Managing Period Costs / 3.36
Setting the Crucial Ratios / 3.36
The Model / 3.40
The Power of the Model / 3.44
Profit Planning in Action / 3.45
Summary / 3.50
Further Reading / 3.51
Biography / 3.52
XXXViii CONTENTS
Chapter 3.3. Cost Accounting and Activity Based Costing
Edmund J. McCormick, Jr. 3.53
Background / 3.53
What Is ABC? / 3.54
ABC Versus Traditional Costing / 3.54
Benefits of ABC / 3.56
Why Switch to ABC Systems / 3.57
Benefits of ABC Systems to the Organization / 3.61
ABC in Action / 3.62
Designing the ABC System / 3.65
How the Industrial Engineer Can Help / 3.66
Summary / 3.67
References / 3.67
Biography / 3.69
Chapter 3.4. Product Cost Estimating
Phillip F. Ostwald and William A. Miller 3.71
Estimating: An Everyday, Everybody Problem / 3.71
Why Estimates of Cost Are Made / 3.72
Measures of Economic Want / 3.73
Request for Estimate / 3.73
Preliminary and Detailed Methods / 3.74
Labor Analysis / 3.83
Material Analysis / 3.84
Need for Accounting Data / 3.85
Forecasting / 3.86
Indexes / 3.86
Operations Estimating for Manufacturing / 3.87
Product Estimating / 3.91
Bill of Material Explosion for Product Estimates / 3.91
Computers and Estimating / 3.93
Conclusion / 3.93
References / 3.93
Biography / 3.93
Chapter 3.5. Life Cycle Cost Analysis Lennart Borghagen 3.95
Life Cycle Cost—Why and How / 3.95
LCC Acquisition of Track Maintenance Machines—
A Case Study / 3.103
Lessons Learned from LCC Acquisitions / 3.106
Further Reading / 3.107
Biography I 3.107
CONTENTS XXxix
Chapter 3.6. Case Study: Implementing an Activity Based
Costing Program at Auto Parts International
Brian Bush and Michael Senyshen 3.109
ABC Basics / 3.109
Background—Auto Parts International / 3.110
Model Development / 3.111
The Process Review—Activity Based Management / 3.121
Activity Analysis / 3.122
Process Cost / 3.126
Conclusions / 3.129
Further Reading / 3.129
Biographies / 3.129
Section 4 Work Analysis and Design
Chapter 4.1. Methods Engineering and Workplace Design
Moriyoshi Akiyama and Hideaki Kamata 4.3
Background / 4.3
The Position of Methods Engineering I 4.4
The Definition of Methods Engineering / 4.5
Steps in Performing Methods Engineering / 4.5
Methods Engineering Case Study / 4.13
Current Status of Methods Engineering I 4.17
Methods Engineering in the Future I 4.17
References / 4.19
Further Reading / 4.19
Biographies / 4.19
Chapter 4.2. Continuous Improvement (Kaizen) Yoshinori Hirai 4.21
Techniques for Activating a Continuous Improvement (Kaizen) Program / 4.21
The Importance of Autonomous Improvement / 4.22
Potential Problems with Continuous Improvement / 4.23
Measures for Effective Application of Continuous Improvement / 4.24
Examples of Successful Improvement Campaigns / 4.27
An Effect Index for Continuous Improvement / 4.29
Conclusion / 4.31
Further Reading / 4.32
Biography / 4.32
Chapter 4.3. Work Design and Flow Processes for Support Staff
Takenori Akimoto 4.33
The Lag in Pursuing Efficiency Improvement in Service Work / 4.33
Special Characteristics of the Support Staff / 4.34
Work Analysis Techniques Applied to Support Staff (1) / 4.36
Work Analysis Techniques Applied to Support Staff (2) / 4.40
Work Design Applied to the Support Staff / 4.49
Conclusion: Continuing Work in the Field of Support Staff / 4.54
Biography / 4.55
Xl CONTENTS
Chapter 4.4. Setup Time Reduction Shinya Shirahama 4.57
Introduction / 4.57
Setup Time Reduction at Manufacturing Sites / 4.58
Setup Time Reduction in Administrative and Support
Departments / 4.70
Setup Time Reduction in the Management Field / 4.76
Conclusion / 4.79
Acknowledgments / 4.79
References / 4.79
Further Reading / 4.79
Biography / 4.80
Chapter 4.5. Case Study: Achieving Quick Machine Setups
William Morgan Brown 4.81
Background and Situation Analysis / 4.81
Objectives and Scope / 4.82
Organization of the Project / 4.83
Procedures and Applications of Tools / 4.84
Results and Future Actions / 4.93
Further Reading / 4.94
Biography / 4.94
Section 5 Work Measurement and Time Standards
Chapter 5.1. Measurement of Work Lawrence S. Aft 5.3
Introduction / 5.3
Definition of Standard Time / 5.4
Measuring Work / 5.4
Advantages and Limitations of PTS / 5.6
Predetermined Time Systems / 5.7
Methods Time Measurement (MTM 1) / 5.7
Work Factor (WF) System I 5.10
Basic Motion Time Study (BMT) / 5.11
MODAPTS / 5.11
General Sewing Data (GSD) / 5.12
MTM MEK I 5.14
Universal Standard Data (USD) / 5.16
MSD / 5.17
MTM 2 I 5.17
MTM 3 I 5.18
BasicMOST® / 5.18
Summary and Future Directions / 5.21
References and Notes / 5.21
Biography / 5.22
CONTENTS xli
Chapter 5.2. Purpose and Justification of Engineered
Labor Standards Georges Bishop 5.23
Introduction / 5.23
Who Benefits from Engineered Labor Standards? / 5.25
Which Sectors Benefit from Engineered Labor Standards? / 5.25
General Purpose of Engineered Labor Standards / 5.26
Specific Reasons for Using Engineered Labor Standards / 5.26
Justification / 5.37
Conclusion / 5.39
Further Reading / 5.39
Biography / 5.40
Chapter 5.3. Standard Data Concepts and Development
John Connors 5.41
Standard Data—Understanding the Concept / 5.41
Benefits and Limitations of Standard Data / 5.42
Principles of Standard Data / 5.45
Standard Data Development Guidelines / 5.51
Future Trends / 5.71
Conclusion / 5.72
Bibliography / 5.72
Biography I 5.72
Chapter 5.4. Developing Engineered Labor Standards
Gregory S. Smith 5.73
Introduction and History of Standards / 5.73
Definitions, Uses, and Benefits of Standards / 5.74
Developing Standards / 5.76
Examples of Engineered Labor Standards / 5.92
Summary and Conclusion I 5.99
Further Reading / 5.100
Biography / 5.100
Chapter 5.5. Allowances L. John Allerton 5.101
What Are Allowances, and Why Do We Need Them? / 5.101
How Allowances Are Applied / 5.104
What s Wrong with the Traditional Methodology for Determining
Allowances? / 5.105
What Should Be Done in the Future? / 5.108
Some Worked Examples / 5.113
Conclusion / 5.118
References / 5.118
Biography / 5.119
Xlii CONTENTS
Chapter 5.6. Computerized Labor Standards
Jeffrey Peretin and Gregory S. Smith 5.121
Background of Computers in Labor Standards Systems / 5.121
Computerized Labor Standards Systems / 5.122
Commercially Available Computerized Standards Systems / 5.126
The Future / 5.130
Further Reading / 5.132
Suggested Web Sites / 5.132
Biographies / 5.132
Chapter 5.7. Implementation and Maintenance of Engineered
Labor Standards G. Andrew Taylor 5.133
Introduction / 5.733
Implementation of Engineered Labor Standards / 5.134
Maintenance of Engineered Labor Standards / 5.145
Summary / 5.148
Acknowledgments / 5.148
Biography / 5.148
Chapter 5.8. Work Measurement in Automated Processes Richard L. Shell 5.149
Introduction / 5.149
The Nature of Automation / 5.150
Employee Involvement / 5.152
Measurement Techniques for Automation / 5.152
Use of Work Measurement Data / 5.156
The Future / 5.158
Further Reading / 5.158
Biography / 5.159
Chapter 5.9. Case Study: Automated Standard Setting for Casting
and Cast Finishing Operations Jeffrey A. Arnold 5.161
Background / 5.161
Casting Operations / 5.162
Cast Finishing Operations / 5.172
Standard Data Validation / 5.777
Results I 5.179
Acknowledgments / 5.180
References / 5.180
Further Reading / 5.181
Biography / 5.7S7
Chapter 5.10. Case Study: Labor Standards for Long Cycle Jobs in
the Aerospace Industry Chandler K. Varma and Joseph E. May 5.183
Background and Approach / 5.783
Organization of Project / 5.184
Procedure and Application of Tools / 5.185
Implementation of Changes and Improvements / 5.187
n~ i »»h Future Actions / 5.787
CONTENTS xliii
Chapter 5.11. Case Study: Staffing a Newspaper Pressroom
Operation Jack Ryan 5.193
Background and Situation Analysis / 5.193
Objectives and Scope / 5.194
Organization of the Product / 5.195
Procedure and Application Tools / 5.196
Implementation of Changes and Improvements / 5.199
Results and Future Actions / 5.202
Biography / 5.202
Section 6 Ergonomics and Safety
Chapter 6.1. Ergonomic Information Resources
Brian J. Carnahan and Mark S. Redfern 6.3
Introduction / 6.3
References I 6.7
Biographies / 6.8
Chapter 6.2. Designing, Implementing, and Justifying
an Ergonomics Program Cynthia L. Roth 6.9
Ergonomics Background I 6.9
Why Ergonomics? Updated Industrial Trends / 6.11
Tools for Ergonomic Improvement / 6.16
Designing an Ergonomics Program I 6.17
Implementing Ergonomics Controls / 6.26
Justifying an Ergonomics Program / 6.28
Conclusions / 6.35
Additional Ergonomics Resources / 6.37
References / 6.37
Biography / 6.37
Chapter 6.3. Ergonomic Consumer Product Design John G. Kreifeldt 6.39
Introduction / 6.39
Morphological Ordering / 6.45
A Case Study—Correlational Design Analysis of an Adapter for an
Airway Catheter Using the Morphological Approach / 6.51
Conclusions / 6.52
References / 6.52
Biography / 6.53
Chapter 6.4. Manufacturing Ergonomics
Bradley S. Joseph, Helen R. Kilduff, and Donald S. Bloswick 6.55
Introduction and Background / 6.55
Manufacturing Ergonomics—Risk and Control / 6.57
Manufacturing Ergonomics—Cost and Benefit / 6.74
References / 6.75
Biographies / 6.77
Xliv CONTENTS
Chapter 6.5. Ergonomics in the Office Environment
Tomas Berns and Lars Klusell 6.79
The Office As a Tool for Office Work—A Business Process Analysis Approach to
Office Design / 6.79
Office Usability—Ergonomic Aspects of the Organization of Office Work / 6.83
System Usability—Human Oriented Software and Systems in Information Technol¬
ogy and Telecommunication / 6.85
Office Environmental Ergonomics—Lighting, Sound Level, Climate, and Office
Layout / 6.86
Workstation Design—Ergonomic Requirements on Tables, Chairs, and Other Fur¬
niture in the Office Environment / 6.88
Office Tools—Ergonomic Requirements on Displays, Keyboards, and Other Input
Devices / 6.97
Standards and Guidelines in the Office Ergonomics Domain / 6.93
Future Trends in Office Ergonomics / 6.93
Glossary / 6.94
References / 6.96
Biographies / 6.96
Chapter 6.6. The Interface Between Production System Design
and Individual Mechanical Exposure
Nils F. Petersson, Svend Erik Mathiassen, Jergen Winkel,
Tomas Engstrom, Lars Medbo, and Kerstina Ohlsson 6.99
Background: Musculoskeletal Disorders and Mechanical
Exposure / 6.100
Some Ergonomic Methods in Production System Design / 6.700
Production Analysis Methods with Ergonomic Inferences / 6.104
Ergonomic Terminology Adapted to Product System Design / 6.705
Illustrative Examples / 6.707
Future Trends / 6.108
References / 6.709
Biographies / 6.770
Chapter 6.7. Human Machine System Design and Information
Processing David B. Kaber and John V. Draper 6.111
Introduction / 6.777
Background / 6.773
Engineered Systems Design / 6.774
Human Information Processing and System Design / 6.118
Automation and the Out of the Loop Problem / 6.726
Benefits / 6.132
References / 6.133
Biography / 6.137
CONTENTS xlv
Chapter 6.8. The Biomechanical Profile of Repetitive Manual
Work Routines Issachar Gilad 6.139
Repetitive Movements in Manual Work / 6.139
An Ergonomic Methodology / 6.140
Evaluation of Repetitive Motion Elements / 6.143
An Industrial Application / 6.145
Conclusion / 6.149
References / 6.150
Biography / 6.150
Chapter 6.9. International Environmental Standards
Based on ISO 14000
Paul A. Schlumper and James T. Walsh 6.151
Overview / 6.151
ISO 14000 Introduction / 6.153
ISO 14001—Specification Standard / 6.155
ISO 14000 Implementation—General Issues / 6.158
ISO 14000 Implementation—Specific Guidance / 6.159
Environmental Management System Audits / 6.163
Case Studies / 6.164
How to Proceed / 6.167
Summary / 6.168
References / 6.168
Biographies / 6.169
Chapter 6.10. Occupational Safety Management and Engineering
Donald S. Bloswick and Richard Sesek 6.171
Introduction / 6.171
Occupational Safety Standards / 6.772
Safety Management / 6.175
Safety Engineering / 6.180
Systems Safety Analysis / 6.194
Summary / 6.200
Acknowledgments / 6.201
References / 6.201
Biographies / 6.204
Chapter 6.11. Ergonomic Evaluation Tools for Analyzing Work
Damir Cerovec and Jamas R. Wilk 6.205
Introduction / 6.205
Overall Ergonomic Program / 6.206
Ergonomic Evaluation / 6.208
Conclusion / 6.226
Acknowledgments / 6.227
References / 6.227
Biography / 6.228
Xlvi CONTENTS
Chapter 6.12. Case Studies: Prevention of Work Related Musculoskeletal
Disorders in Manufacturing and Service Environments
Brian J. Carnahan and Mark S. Redfern 6.229
Introduction / 6.229
Case Study 1—Clothing Manufacturing / 6.230
Case Study 2—Grocery Retail Operation / 6.235
Case Study 3—Electronic Component Manufacturing / 6.240
Concluions / 6.246
Further Reading / 6.246
Biographies / 6.247
Section 7 Compensation Management and Labor Relations
Chapter 7.1. Performance Based Compensation:
Designing Total Rewards to Drive Performance
Marc John Wallace, III, and Marc J. Wallace, Jr. 7.3
Total Rewards Defined / 7.3
Base Pay / 7.5
Base Pay Progression I 7.7
Variable Pay / 7.70
Benefits and Indirect Compensation / 7.13
The New Deal / 7.14
Biographies / 7.75
References / 7.76
Chapter 7.2. Job Evaluation Nicholas D. Davic 7.17
Introduction / 7.77
Principles of Job Evaluation / 7.79
Why Use Job Evaluation? / 7.79
Job Evaluation History / 7.20
Glossary of Terms / 7.27
Common Job Evaluation Systems / 7.27
Other Job Evaluation Methodologies / 7.26
Installing a Point Factor Job Evaluation Plan / 7.28
Plan Customization / 7.29
Plan Administration and Maintenance / 7.33
The Future of Job Evaluation / 7.33
Conclusion / 7.34
References / 7.38
Biography / 7.39
Chapter 7.3. Lean Organization Pay Design David L. Gardner 7.41
Lean Enterprise / 7.41
Compensation / 7.42
Variable Pay / 7.46
Selecting a Pay Strategy / 7.46
Transition / 7.48
Conclusion / 7.49
Biography / 7.50
CONTENTS Xlvii
Chapter 7.4. Reengineering Production Incentive Plans
Roger M.Weiss 7.51
Why Incentives? / 7.51
Determining the Need for Plan Reengineering / 7.52
The Assessment Process / 7.53
New Plan / 7.59
Gaining Acceptance / 7.61
Plan Implementation / 7.61
Case Examples / 7.63
Conclusion / 7.64
Biography / 7.64
Chapter 7.5. Presenting a Case at Arbitration
George J. Matkov, Jr., and Jacqueline M. Damm 7.65
Purpose of Arbitration / 7.65
Arbitration Is a Process, Not an Event I 7.66
Preparation: A Crucial Step in Arbitration / 7.66
Arbitration Presentation / 7.70
Postarbitration Matters / 7.76
Conclusion / 7.76
Further Reading / 7.77
Biographies / 7.77
Chapter 7.6. Compensation Administration
John A. Dantico and Robert Greene 7.79
Overview / 7.79
Role of Base Pay / 7.79
Base Pay Structures / 7.80
Regulatory Issues / 7.80
Organizational Policy / 7.80
Benchmark Job Data / 7.81
Developing Pay Grades / 7.82
Grade Structure Design Process / 7.83
Multiple Base Pay Structures / 7.85
Administering Employee Pay / 7.85
Additional Pay Adjustment Issues / 7.91
Broadbanding / 7.94
Total Compensation Expense / 7.95
Summary / 7.95
Further Reading / 7.95
Biographies / 7.96
xlviii CONTENTS
Chapter 7.7. Case Study: Modern Labor Relations: The Roles
of Industrial Engineers and Unions Larry Clement 7.97
Introduction / 7.97
The Industrial Revolution: 1750 1850 / 7.98
Purpose and Evolution of Organized Labor / 7.98
Purpose and Evolution of Industrial Engineering / 7.99
The Industrial Engineer in Today s Union Environment I 7.99
The Labor Representative in Today s Industrial Engineering
Environment / 7.100
Breaking the Chains of Tradition / 7.100
Moving Toward a World Class Organization / 7.100
Conclusions and Summary / 7.103
Acknowledgments / 7.104
Biography / 7.704
References / 7.104
Further Reading / 7.105
Section 8 Facilities Planning
Chapter 8.1. A Quantitative Approach to the Site Selection Process
RajM.Patel 8.3
Background / 8.3
One Approach to Site Selection Decision Making / 8.4
Overall Methodology / 8.5
Cost Benefit Modeling / 8.5
Site Selection Cost Analysis / 8.7
The Analytic Hierarchy Process (AHP) Model / 8.11
Future Trends in Site Selection Modeling / 8.13
Appendix: Labor Availability / 8.16
Acknowledgments / 8.19
Further Reading I 8.19
Biography / 8.20
Chapter 8.2. Facilities Layout and Design William Wrennall 8.21
Introduction / 8.21
Manufacturing Strategy / 8.24
Overview of the Layout Life Cycle / 8.24
The Generic Detailed Project Plan / 8.26
Information Acquisition / 8.26
Strategic Analysis / 8.27
The Layout Process / 8.30
General Considerations / 8.55
Computer Aids in Facilities Planning / 8.58
Conclusion / 8.60
Appendix: Manufacturing Strategy Guide Sheet / 8.60
References / 8.61
Further Reading / 8.62
Biography / 8.62
CONTENTS xlix
Chapter 8.3. A Participatory Approach to Computer Aided
Workplace Design Anders Sundin and Roland Ortengren 8.63
Background / 8.63
Workplace Design / 8.64
CAD and Virtual Reality / 8.66
Virtual Humans: Mannequins / 8.67
Using Computerized Visualization in Workplace Design / 8.69
The Participatory Ergonomics Approach / 8.70
The Change Process / 8.71
Application Example: DAROS, Inc. / 8.72
Future Trends / 8.76
Acknowledgments / 8.78
References / 8.78
Further Reading / 8.79
Biography / 8.79
Chapter 8.4. Planning a Manufacturing Cell
H. Lee Hales, Bruce J. Andersen and William E. Fillmore 8.81
Background / 8.81
Types of Manufacturing Cells / 8.83
How to Plan a Manufacturing Cell / 8.84
More Complex Cells / 8.96
Checklist for Cell Planning and Design / 8.99
Conclusions and Future Trends / 8.103
Reference / 8.104
Further Reading / 8.104
Biographies / 8.104
Chapter 8.5. Case Study: Relocating and Consolidating Plant
Operations Walter Jahn and Willi Richter 8.105
Background and Situation Analysis / 8.105
Objectives and Scope / 8.108
Organization of Project / 8.110
Procedures and Application of Tools / 8.111
Implementation of Changes and Improvements / 8.118
Results and Future Actions / 8.119
References / 8.120
Further Reading / 8.120
Biographies / 8.120
Chapter 8.6. Case Study: Changing from a Line to a Cellular
Production System Kazumi Eguchi 8.123
Present Situation of Cellular Production Systems / 8.123
Introducing a Cellular Production System: The Case of a Consumer
Electronics Manufacturing Company / 8.130
Biography / 8.139
I CONTENTS
Section 9 Forecasting, Planning, and Scheduling
Chapter 9.1. Agile Production: Design Principles for Highly
Adaptable Systems Rick Dove 9.3
Introducing Principles for Agile Systems / 9.3
Agile Machines and Agile Production / 9.6
Agile Cells and Agile Production / 9.8
Agile Enterprise and Agile Production / 9.12
Design Principles for Agile Production / 9.16
Case Study: Assembly Lines—Built Just in Time / 9.19
Case Study: Fixtures Built While You Wait / 9.22
Capturing and Displaying Principles in Action / 9.24
References / 9.25
Biography / 9.26
Chapter 9.2. Scheduling and Inventory Control of Manufacturing
Systems Eric M. Malstrom and Scott J. Mason 9.27
Types of Inventory Systems / 9.27
Explosion Based Inventory Systems / 9.28
Reorder Point Inventory Systems / 9.35
Just in Time Inventory Systems / 9.41
Scheduling / 9.42
Summary / 9.45
References / 9.45
Biography / 9.47
Chapter 9.3. Supporting Lean Flow Production Strategies
Ronald J. Egan 9.49
Introduction / 9.49
Lean Flow Production / 9.50
Industrial Engineering for Lean Flow Production / 9.52
Industrial Engineering for Inventory Reduction / 9.58
Linking Processes Using Pull Systems—Kanbans / 9.59
Summary / 9.61
Biography / 9.61
Chapter 9.4. Just in Tlme and Kanban Scheduling
Yasuhiro Monden and Henry Aigbedo 9.63
Introduction / 9.63
JIT Manufacturing and the Kanban System / 9.64
Production Smoothing / 9.66
Sequencing for JIT Mixed Model Assembly Lines / 9.67
Concluding Remarks / 9.81
Appendix: Dynamic Programming Solution / 9.81
References / 9.84
Further Reading / 9.85
Biographies / 9.85
CONTENTS li
Chapter 9.5. Planning and Control of Service Operations
Richard L. Shell 9.87
Introduction / 9.87
The Service Sector / 9.88
Need for Planning and Control in Service Operations / 9.91
Warehousing and Distribution—A Service Function Example / 9.92
Resource Planning to Satisfy Demand / 9.95
Conclusions / 9.97
Further Reading / 9.97
Biography / 9.98
Chapter 9.6. Demand Flow® Technology (DFT) John R. Costanza 9.99
Background / 9.99
Demand Flow Manufacturing / 9.100
Demand Flow Manufacturing Data Elements / 9.100
Flexible Employees / 9.113
Flow Based Costing of Products / 9.116
Performance Measurements and Reporting in DFT / 9.117
DFT Bills of Material and Engineering Changes / 9.119
Summary / 9.120
Biography / 9.120
Chapter 9.7. An Introduction to Supply Chain Management
John Lay den 9.123
Introduction and Background / 9.123
Supply Chain Concepts / 9.124
The Dynamic Behavior of Supply Chain Systems / 9.128
APS and Supply Chain Management / 9.132
Order Promise / 9.134
Inventory Management / 9.136
The Role of Industrial Engineers in Supply Chain Management / 9.138
Conclusions / 9.140
References / 9.140
Biography / 9.140
Chapter 9.8. Production Scheduling Raymond Lankford 9.143
Manufacturing Planning and Control / 9.143
What Is Scheduling? / 9.144
Planning / 9.144
Planning Versus Scheduling / 9.145
The Process of Scheduling / 9.146
Priority / 9.148
Refining the Model / 9.151
Uses of Scheduling / 9.151
Making It Work / 9.152
Integration / 9.154
Scheduling and Competitive Performance / 9.155
Case Study / 9.155
Continuing Evolution / 9.159
References / 9.159
Biography / 9.160
lii CONTENTS
Chapter 9.9. Case Study: An Effective Production System for the
Automotive Industry John Chacon and Mike Hawkins 9.161
Background / 9.161
The Suzuki Production System / 9.162
Corporate Vision and Mission / 9.165
The Implementation of the Suzuki Production System / 9.168
Reactions to the Training / 9.170
Results and Conclusions / 9.174
Future Vision / 9.175
Acknowledgment / 9.176
Biographies / 9.776
Section 10 Logistics and Distribution
Chapter 10.1. Industrial Engineering Support for Materials
Management H. Lee Hales and Bruce J. Andersen 10.3
Background / 10.3
Supplier Planning / 10.5
Ordering and Scheduling / 10.8
Transport Load Planning / 10.10
Material Handling and Storage Analysis / 10.15
Process and Methods Improvement / 10.26
Work Measurement / 10.27
Information Systems / 10.28
Conclusion and Future Trends / 10.29
References / 10.30
Biographies / 10.30
Chapter 10.2. Material Handling David A. Lane 10.31
Ten Principles of Material Handling / 10.31
Material Handling Equipment / 10.35
Industrial Trucks / 10.45
Automated Guided Vehicle Systems / 10.51
Resources / 10.54
Summary / 10.56
Further Reading / 10.56
Biography / 10.56
Chapter 10.3. Warehouse Management Herbert W. Davis 10.57
Warehousing Levels / 10.57
Warehouse Design / 10.58
Work Standards, Incentives, and Cost Control / 10.63
Computer Warehouse Management Systems / 10.64
Planning the Distribution Center / 10.68
Conclusions and Future Trends / 10.71
Further Reading / 70.72
Biography / 70.72
CONTENTS liii
Chapter 10.4. Distribution Systems Herbert W. Davis 10.73
Role of the Distribution System / 10.73
Definition of Physical Distribution / 10.74
Functions Included in Distribution / 10.74
Distribution Costs / 10.76
Evolution of the Modern Integrated Logistics System / 10.78
Distribution Systems Design / 10.80
Transportation Systems / 10.82
Conclusions and Future Trends / 70.85
Further Reading / 10.86
Biography / 10.86
Chapter 10.5. Inventory Management and Control David W. Buker 10.87
The Purpose of Inventory / 10.87
Types of Inventory / 10.88
Cost of Inventory / 10.90
Concepts of Inventory / 10.91
Finished Goods Inventory, Independent Demand Planning / 10.93
Dependent Demand Inventory Planning / 10.96
Achieving Accurate Inventory / 10.97
Inventory Management and Analysis / 10.101
Stratification Analysis—ABC / 10.103
Surplus and Obsolete (Class D) Inventory / 10.104
Performance Measurement / 10.106
Summary / 10.109
Further Reading / 10.110
Biography / 10.110
Chapter 10.6. Case Study: Lessons Learned from Implementing
a Paperless Warehouse Management System
Steve Mulaik and Bob Ouellette 10.111
Background and Situation Analysis: The Stakeholders / 10.111
Objectives and Scope of the Project / 10.113
Project Organization and History / 10.113
Results / 10.128
Summary / 10.131
Further Reading / 10.131
Biographies / 10.131
Chapter 10.7. Case Study: Developing Engineered Labor
Standards in a Distribution Center
Douglas F. Rabeneck and Terry Kersey 10.133
Background / 10.133
Project Objectives / 10.136
Work Measurement Approach / 10.138
Results and Future Actions / 10.143
Conclusion / 10.144
Biographies / 10.144
liv CONTENTS
Section 11 Statistics and Operations Research
and Optimization
Chapter 11.1. Applied Statistics for the Industrial Engineer
Elizabeth H. Slate 11.3
Introduction / 11.3
Data / 11.4
Probability Models / 11.6
Estimation and Inference / 11.10
Three Important Models / 11.14
Additional Techniques / 11.24
Acknowledgments / 11.24
References / 11.24
Biography / 11.25
Chapter 11.2. Principles and Applications of Operations Research
Jayant Rajgopal 11.27
Introduction / 11.27
A Historical Perspective / 11.28
What Is Operations Research? / 11.29
The Operations Research Approach / 11.29
OR in the Real World / 11.39
Summary / 11.43
References / 11.43
Further Reading / 11.44
Biography / 11.44
Chapter 11.3. Guide to Optimization Models Hamdy A. Taha 11.45
General Definition of Optimization I 11.45
What Is in the Name? / 11.47
Linear Optimization Algorithms / 11.47
Nonlinear Programming Algorithms / 11.58
Dynamic Programming / 77.60
Heuristic Programming / 11.62
Summary / 77.64
References / 77.65
Further Readings / 77.65
Biography / 77.65
Chapter 11.4. Applications of Queuing Theory
Martin U. Thomas and George ft Wilson 11 67
A General Framework for Queuing Models / 77.67
Basic Markov Queing Models / 77.68
Advanced Markov Queing Models / 11.82
Embedded Markov Chain Models / 11.85
Approximation Methods / 11.89
Summary Remarks / 11.98
References / 11.98
r.i u;— / r 1 Ok
CONTENTS Iv
Chapter 11.5. Simulation Methodology, Tools, and
Applications Onur M. Ulgen and Edward J. Williams 11.101
Introduction / 11.101
Business Motivations / 11.101
Simulation Worldviews / 11.101
An Application Oriented Simulation Methodology / 11.106
Types of Applications / 11.107
Critical Success Factors / 11.113
Overview of Tools Available / 11.115
Integration with Related Analytical Methods and Tools / 11.116
Future Trends / 11.117
Summary and Conclusions / 11.117
References / 11.118
Further Reading / 11.118
Acknowledgment / 11.119
Biographies / 11.119
Chapter 11.6. Case Study: Neural Network Applications
Laura Burke 11.121
Introduction / 11.121
Background and Situation Analysis / 11.125
Objectives and Scope / 11.126
Organization of Project / 11.126
Procedure and Application of Tools / 11.128
Implementation of Changes and Improvements / 11.132
Results and Future Actions / 11.133
References / 11.133
Biography / 11.134
Section 12 Information and Communication Management
Chapter 12.1. Bar Codes and Other Automated Data
Collection Methods Richard E. Billo,
Bopaya Bidanda. and Martin Adickes 12.3
Background / 12.3
Bar Code Data Collection / 12.4
Two Dimensional Bar Code Data Collection / 12.11
Wireless Data Collection / 12.14
Other ADC Technologies / 12.19
Future Trends / 12.21
References / 12.23
Biographies / 12.23
Ivi CONTENTS
Chapter 12.2. Management of Data Takayuki Mizuno 12.25
Information Transfer in Manufacturing Industries and a Philosophy of Information
and Communication Management / 12.25
Trends in Information Technology in Manufacturing / 12.26
Current Product Data Management Practices in Manufacturing
Companies / 12.28
Managing the Use of Information in Business and Product Development Processes
/ 12.30
Innovation Programs and the Role of Information and Communication Manage¬
ment / 12.31
Biography / 12.33
Chapter 12.3. Information Network Applications JohnJackman 12.35
Introduction / 12.35
Role of Information in Industrial Engineering / 12.36
Applications / 12.39
Integration of Applications / 12.41
Conclusions / 12.46
References / 12.47
Biography / 12.47
Chapter 12.4. Interfacing Technical IE Systems with Business
Systems Albert F. Lucci 12.49
Types of Interfaces / 12.49
Designing the System Interface / 12.52
Data Maintained by Industrial Engineers / 12.53
Receiving Data from Other Systems / 12.54
Where the Developed Data Can Be Used / 12.57
Benefits of Accurate Industrial Engineering Data / 12.58
Benefits to the Company / 72.59
Benefits to the Industrial Engineer / 12.60
Case Study / 12.60
Summary / 12.61
Glossary / 12.62
Biography / 12.62
Chapter 12.5. Artificial Intelligence and Knowledge Management
Systems Richard L. Routh 12.63
The Basic Theory and History of Artificial Intelligence / 12.63
Examples of Expert Systems in Use in the IE and Related
Communities / 12.68
Summary / 12.71
Acknowledgment / 12.71
References / 12.72
Further Reading / 12.72
Biography / 12.75
CONTENTS Ivii
Section 13 Product Design and Quality Management
Chapter 13.1. Product Development Jack M.Walker 13.3
Background / 13.3
Concurrent Engineering / 13.4
CE Using the Quality Function Deployment System / 13.6
Rapid Prototyping / 13.11
Acknowledgments / 13.19
Further Reading / 13.19
Biography / 13.20
Chapter 13.2. Design for Manufacture and Assembly
Peter Dewhurst 13.21
Introduction / 13.21
Design for Assembly / 13.24
Assembly Quality / 13.31
Choice of Materials and Processes / 13.35
Detail Design for Manufacture / 13.37
Concluding Comments / 13.38
References / 13.38
Biography / 13.39
Chapter 13.3. Value Management R.Terry Hays 13.41
Background / 13.41
Value Management and Industrial Engineering / 13.44
VM Process / 13.46
Key VM Techniques / 13.48
Why VM Works / 13.61
References / 13.62
Further Reading / 13.62
Biography / 13.62
Chapter 13.4. Quality Management Per Ake Sorensson 13.63
Introduction to Quality Management / 13.63
Total Quality Management / 13.65
Methods and Tools / 13.67
Quality Information Collection / 13.80
Quality Planning / 13.83
Quality Control / 13.84
Quality Improvement / 13.87
Further Reading / 13.88
Biography / 13.89
Iviii CONTENTS
Chapter 13.5. Complying with ISO 9000 Vincent Weigers 13.91
Introduction / 13.91
Organization to Prepare for ISO Certification / 13.92
Training of Employees / 13.92
The Quality Manual and Quality Policy / 13.93
Documentation Structuring / 13.94
Document Control / 13.95
Control of Measuring and Test Equipment / 13.96
The ISO 9000Training Clause / 13.96
Internal Audits / 13.97
Quality Records / 13.97
Registrars and Assessors / 13.98
A Final Observation / 13.98
Further Reading / 13.99
Biography / 13.99
Chapter 13.6. The Role of Statistical Process Control
in Improving Quality Takao Tsuyuki 13.101
TQQTQM, and SQC (Statistical Quality Control) / 13.101
SQC and SPC / 13.102
Quality Control and Quality Improvement / 13.103
Typical SPC Techniques / 13.107
Building in Quality Through SPC / 13.111
Creating an Automatic Quality Regulating System by Applying SPC / 13.122
Conclusions and Future Trends / 13.124
References / 13.125
Biography / 13.125
Chapter 13.7. World Class Manufacturing—An Industrial
Engineering View Tony Polsinelli 13.127
Background / 13.127
The Industrial Engineering Perspective / 13.128
Looking at the Big Picture / 13.130
Choosing Options / 13.131
A Framework for Analysis / 13.131
A Process for Staying World Class / 13.132
Summary / 13.134
References / 13.134
Biography / 13.134
Section 14 Manufacturing Technologies
Chapter 14.1. Manufacturing Processes Mikell P. Groover 14.3
Manufacturing Defined / 14.3
Materials and Manufacturing Processes / 14.4
Processing Operations / 14.6
Assembly Operations / 14.16
Further Reading / 14.17
Biography / 14.18
CONTENTS lix
Chapter 14.2. Process Design and Planning Alexander Houtzeel 14.19
History and Evolution of Process Design and Planning / 14.19
Mass Production and Low Quantity Production / 14.25
Process Design and Planning for Mass Production / 14.26
Process Design and Planning for Discrete Manufacturing / 14.28
A Close Look at Manufacturing System Relationships / 14.32
Paperless Manufacturing, Paper Sparse Manufacturing, or Printed
Instructions / 14.33
Why Should One Invest in Advanced CAPP? / 14.34
The Future of CAPP / 14.35
Biography / 14.36
Chapter 14.3. Manufacturing Process Design Using Statistical
Process Analysis Walter Jahn, Dieter Lohr, and Willi Richter 14.37
Background and Situation Analysis / 14.37
Statistical Process Analysis (SPA) / 14.39
Summary / 14.55
Conclusion / 14.56
Appendix / 14.56
References / 14.58
Biographies / 14.58
Chapter 14.4. Manual and Automated Assembly Jack M. Walker 14.61
Assembly Background / 14.61
Product Design for Assembly / 14.62
Planning the Assembly Process / 14.66
Manual Assembly / 14.70
Assembly Automation / 14.74
Electronics Assembly / 14.82
Conclusions and Future Trends / 14.89
Further Reading / 14.89
Biography / 14.89
Chapter 14.5. Flexible Automation Kiyomi Nakamori 14.91
Introduction / 14.91
Automation and the Role of the Industrial Engineer / 14.92
Procedures for Mechanization/Automation / 14.92
Main Points in Implementing Automation / 14.94
Conclusion and Future Trends / 14.99
Further Reading / 14.99
Biography / 14.99
IX CONTENTS
Chapter 14.6. Industrial Process Control Mikell P. Groover 14.101
Basics of Process Control / 14.101
Programmable Logic Controllers / 14.103
Digital Computer Controllers / 14.104
Types of Computer Process Control / 14.106
Requirements of Process Control Software / 14.110
Computer Interface Hardware / 14.112
Computer Numerical Control / 14.116
Further Reading / 14.118
Biography / 14.118
Chapter 14.7. Packaging Equipment and Methods DaisakuOhta 14.119
The Relationship Between Packaging and Distribution / 14.119
Conditions That Packaging Should Satisfy / 14.121
Varieties of Packaging Equipment and Current Trends / 14.123
Checklist for Packaging Adequacy / 14.125
Further Reading / 14.127
Biography / 14.127
Chapter 14.8. Automation with Robots Jack Rubinovitz 14.129
Background / 14.129
The Flexibility and Limits of Robotic Automation Systems / 14.130
Case Study—PalBam Industries / 14.137
Mobile Robots / 14.139
Summary / 14.141
References / 14.141
Further Reading / 14.142
Biography / 14.142
Chapter 14.9. Production Flow Strategies
Kim LaScola Needy and Bopaya Bidanda 14.145
Introduction / 14.145
Factors Affecting Production Flow / 14.146
Principles of Efficient Production Flow / 14.153
Analyzing Production Flow / 14.156
Summary and Conclusions / 14.157
References / 14.157
Biographies / 14.158
CONTENTS Ixi
Section 15 Government and Service Industry Applications
Chapter 15.1. Industrial Engineering in Government
Herbert Harris, Rudolf Mosnik, Joseph Redding,
Neil Schmeidler, and Thomas Seidel 15.3
Government Organizational Types / 15.4
Short History of IE in Government / 15.5
Case Studies / 15.7
Ways to Work with or for the U.S. Federal Government / 75./7
Future Trends / 15.19
Biographies / 15.19
Chapter 15.2. Facilities Planning and Labor Management
in the Food Service Industry
Mark Godward and Tom Wyczawski 15.21
Background / 15.21
Food Service Facilities Planning / 15.22
Restaurant Labor Management Systems / 15.35
Summary and Future Trends / 15.41
Further Reading / 15.42
Biographies / 15.42
Chapter 15.3. Health Service Vmod K. Sahney and Swatantra K. Kachhal 15.43
Introduction to Health Care Delivery Systems / 15.43
IE in Health Services / 15.47
Methods Improvement and Work Simplification / 15.48
Staffing / 15.49
Scheduling / 15.52
Queuing and Simulation Modeling / 15.54
Optimization / 75.55
Quality Analysis, Control, and Improvement / 75.56
Other IE Techniques / 75.5S
Future of IE in Health Services / 75.55
Conclusion / 75.59
References / 75.60
Biographies / 15.64
Chapter 15.4. Case Study: Automated Staffing Determination
for a Grocery Chain EmreOksan 15.65
Background / 75.65
Project Decision and Evaluation / 75.66
Project Planning and Execution Components / 75.67
System Management After the Project / 75.75
Potential Uses of the System and Database / 75.75
Conclusion and Future Trends / 75.76
Reference / 75.77
Biography / 75.77
Ixii CONTENTS
Chapter 15.5. Case Study: Development of Job Plans
in an Electric Utility Franklin P. Frisina 15.79
Background and Situation Analysis / 75.79
Objectives and Scope / 15.81
Organization of Project / 15.82
Procedure and Application of Tools / 15.83
Implementation of New Job Plans / 15.86
Results and Future Actions / 15.88
Conclusion / 15.91
Biography / 15.92
Chapter 15.6. Case Study: Labor Controls for a Bank
Joseph E. May and Kevin Hilliard 15.93
Background and Situation Analysis / 15.93
Objectives and Scope / 15.94
Organization of Project / 15.94
Procedure and Application of Tools / 15.94
Implementation of Changes and Improvements / 15.100
Results and Future Actions / 15.101
Biographies / 15.101
Section 16 Maintenance Management
Chapter 16.1. Computer Aided Maintenance Planning, Scheduling,
and Control Thomas A. Westerkamp 16.3
Introduction / 16.3
Computer Aided Maintenance Organization / 16.5
Computer Aided Maintenance Work Planning / 76.7
Computer Aided Maintenance Scheduling / 16.13
Computer Aided Maintenance Work Assignment / 76.76
CMMS Scaled to the Facility Size / 76.77
Computer Aided Maintenance Work Measurement / 16.18
Computer Aided Maintenance Performance Management / 76.24
Further Reading / 76.27
Biography / 16.28
Chapter 16.2. Benefits of Auditing the Maintenance Department
Thomas A. Westerkamp 16.29
Background and Situation Analysis / 76.29
Objectives and Scope / 76..?7
How the Audit Project Was Organized / 16.34
Procedures and Application Tools / 76.35
Implementation of Changes and Improvements / 76.55
Results and Future Actions / 16.43
Appendix: Maintenance Audit Questions / 16.44
Further Reading / 76.56
Biography / 76.56
CONTENTS Ixiii
Chapter 16.3. Total Productive Maintenance
Edward H. Hartmann and Herbert L. Charles 16.57
Introduction / 76.57
The World of TPM / 16.58
Global Competition / 16.59
Equipment / 16.60
The Feasibility Study / 16.67
Measuring Equipment Productivity / 16.71
Conclusion and Future Trends / 16.75
Further Reading / 16.77
Biographies / 16.77
Chapter 16.4. Case Study: Automated Job Standards for Aircraft
Maintenance John Minnich and David Moore 16.79
Background / 16.79
The MANX Project / 16.81
Results / 16.86
Acknowledgments / 16.87
Biographies / 16.87
Section 17 Tools, Techniques, and Systems
Chapter 17.1. Charting Techniques George L. Smith and Daniel Loch 17.3
Diagrams / 17.3
Charts / 17.5
Computer Assisted Charting / 17.13
Conclusion / 17.16
Biographies / 17.19
Chapter 17.2. Stopwatch Time Study Clifford N. Sellie 17.21
Time Study / 17.21
Stopwatch Time Study Tools / 17.22
Time Study Procedure / 77..?/
Selecting the Elements / 17.32
Observing the Operations / 17.35
Using the Stopwatch / 77.57
Managerial Allowances on Leveled Times / 17.40
Overcoming General Objections to Work Measurement / 17.41
Time Study Manual / 17.44
Conclusion / 77.45
References / 17.45
Further Reading / 17.46
Biography / 77.45
Ixiv CONTENTS
Chapter 17.3. Work Sampling and Group Timing Technique
Chester L. Brisley MAI
Background / 17.47
How to Prepare for a Work Sampling Study / 17.48
Accuracy and Precision of Work Sampling / 17.53
Control Chart / 17.55
Electronic Devices / 17.56
Group Timing Technique / 17.61
Conclusion / 17.63
References / 17.63
Biography / 17.64
Chapter 17.4. MOST8 Work Measurement Systems Kjell B. Zandin 17.65
Introduction / 17.65
The MOST Concept / 17.66
The Basic MOST Work Measurement Technique / 17.68
The General Move Sequence Model / 17.73
The Controlled Move Sequence Model / 17.76
The Tool Use Sequence Model / 17.77
The MOST Systems Family / 17.78
Principles and Procedures for Developing Time Standards Based
on MOST Systems / 17.79
Summary and Future Trends / 17.80
References / 17.81
Further Reading / 17.82
Biography / 17.82
Chapter 17.5. Learning Curves Richard L. Engwall 17.83
Background / 17.83
Learning (Improvement) Curve Elements / 17.89
Issues / 17.94
Learning Curve Estimating Accuracy Assessment / 17.96
Learning Curve Applications / 17.98
Conclusions and Future Trends / 17.100
References / 17.102
Bibliography / 17.102
Biography / 17.103
Chapter 17.6. Group Technology Alexander Houtzeel 17.105
History and Background / 17.105
The Problems / 17.114
How to Develop Manufacturing Groups / 17.115
A Brief Review I 17.117
Looking Ahead / 17.118
Biography / 17.119
CONTENTS Ixv
Chapter 17.7. CAD/CAM Tien Chien Chang and Sanjay Joshi 17.121
Introduction / 17.121
Basic Modeling Techniques / 17.129
Applications of CAD for IE / 17.131
CAM / 17.133
Example CAD and CAM Systems / 17.135
References / 17.139
Further Reading / 17.140
Biographies / 17.140
Chapter 17.8. Assembly Line Balancing Bopaya Bidanda, Owat Sunanta,
Brian Camahan, Richard Billo, and John Minnich 17.141
What Are Assembly Lines? / 17.141
Modeling an Assembly Line / 17.142
Sample Solution Approaches / 17.144
Advanced Techniques / 17.150
Assembly Manager / 17.151
Other Important Considerations / 17.157
Conclusion and Future Trends / 17.157
References / 17.158
Further Readings / 17.158
Biographies / 17.158
Chapter 17.9. Project Management Francis M. Webster, Jr. 17.161
Introduction / 17.161
Project Management Concepts / 17.162
The Management of Projects / 17.164
The Practice of Project Management / 17.165
Project Management Techniques / 17.175
Opportunities and Caveats / 17.192
Summary / 17.194
Acknowledgments / 17.194
References / 17.194
Further Reading and Project Management Software / 17.196
Biography / 17.196
Chapter 17.10. Case Study: Applying Learning Curves in Aircraft Production—
Procedures and Experiences Alan R. Jones 17.197
Background and Situation Analysis / 17.197
Objectives and Scope / 17.200
Organization of the Project / 17.200
Procedure and Application of Tools / 17.201
Implementation of Changes and Improvements / 17.212
Results and Future Actions / 17.213
References / 17.214
Biography / 17.215
Glossary G.1
Index 1.1
|
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| dewey-ones | 658 - General management |
| dewey-raw | 658.5 |
| dewey-search | 658.5 |
| dewey-sort | 3658.5 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Technik Wirtschaftswissenschaften |
| edition | 5. ed. |
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| spellingShingle | Maynard's industrial engineering handbook Industrial Engineering Industriebetriebslehre (DE-588)4123423-6 gnd Fertigungstechnik (DE-588)4329079-6 gnd Industrial Engineering (DE-588)4026775-1 gnd |
| subject_GND | (DE-588)4123423-6 (DE-588)4329079-6 (DE-588)4026775-1 |
| title | Maynard's industrial engineering handbook |
| title_alt | Industrial engineering handbook |
| title_auth | Maynard's industrial engineering handbook |
| title_exact_search | Maynard's industrial engineering handbook |
| title_full | Maynard's industrial engineering handbook ed. by Kjell B. Zandin |
| title_fullStr | Maynard's industrial engineering handbook ed. by Kjell B. Zandin |
| title_full_unstemmed | Maynard's industrial engineering handbook ed. by Kjell B. Zandin |
| title_short | Maynard's industrial engineering handbook |
| title_sort | maynard s industrial engineering handbook |
| topic | Industrial Engineering Industriebetriebslehre (DE-588)4123423-6 gnd Fertigungstechnik (DE-588)4329079-6 gnd Industrial Engineering (DE-588)4026775-1 gnd |
| topic_facet | Industrial Engineering Industriebetriebslehre Fertigungstechnik |
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