1

Industrial
Engineering
integrates
knowledge and skills from several fields of
science: From the Technical Sciences,
Economic Sciences as well as Human
Science - all these can also be supported
with skills in Information Sciences. The
Industrial
Engineer
comprehends
knowledge in those sciences in order to
increase the productivity of processes,
achieve quality products and assures Labor
safety
2

Standard of living
The extent to which a person is able to provide the things that
are necessary for sustaining and enjoying life.
Standard of living of a representative family differs greatly in
different parts of the world.
What is considered a necessity in one part of the world could
be considered a luxury in the other.
Basic necessities of a minimum decent standard of living:
Food, clothing, housing and hygiene. Also, security and
education also considered constituents.
Greater the amount of goods and services produced in any
community, the higher its the average standard of living.
3

Standard of living
There are two ways of increasing the amount of goods and
services produced:
- Increase the employment and investment in creating jobs. So
that more people are producing goods required for the society.
- Increase productivity. Same amount of labor produces more
goods.
We want:
More and cheaper food by increase in agricultural productivity
More and cheaper clothing and housing by increased industrial
productivity
More hygiene, security and education by increasing overall
productivity.
4

Productivity
Ratio between output and input.
Arithmetic ratio of the amount produced to the amount of any
resources used in the production.
The resources may be: land, material, plant, machines, tools,
labor. It could be combination of all!
Over a period of time, one can say that productivity has
increased.
How?
Combination of improved technology, better planning, greater
skills etc.
5

Productivity
Note that, increased production does not mean increased
productivity.
Higher productivity means that more is produced with the
same expenditure of resources; that is, at the same cost in
terms of land, material, machine, time or labor.
Alternatively, same amount is produced at less cost in terms of
land, labor, material etc; thereby releasing some of these
resources for the production of other things.

Productivity and standard of living

If more is available at the same cost, or the same amount is

available at lesser cost the whole community benefits.

As per the ILO, higher productivity provides ways for raising

the standard of living by:
Larger supplies of both consumer goods and capital goods at
lower cost and prices
Higher real earnings
Improvement in working conditions, e.g. by reduced working
hours
In general, strengthening of the economic foundations of
human well-being.

Productivity in industry
Many factors affecting productivity of each organization; also,
they are dependent.
Depending on the individual environments, decisions are to be
made.
Industries where labor and capital costs are low compared to
the material costs, better use of material and plant gives the
greatest scope of cost reduction.
In countries where capital and skilled labor are in shortage
compared to unskilled labor, one should look to increase the
output per machine or per skilled worker.
Increasing the number of unskilled workers may be beneficial
if by doing so an expensive machine or skilled craftsmen are
enabled to increase production.
8

Governments responsibility

Government can create conditions favorable to raise

productivity. It can:
Have a balanced programs of economic development
Take steps necessary to maintain employment
Make opportunities for employment.
Last step is specifically important for a developing country
like India.
Government should make provisions for workers who are
going to loose jobs because of technology improvement
training and education programs.
Example: Indias First Five-Year Plan (1952).
9

Managements responsibility
The main responsibility for raising productivity in an
individual organization lies with the management.
It can implement productivity programs.
It can create a positive environment and obtain co-operation of
the employees.
Trade unions should encourage its members to provide such
co-operation when the productivity program is beneficial to
workers, as well as the organization on the whole.
We will look at managements role in increasing productivity
of individual resource:
10

Productivity of material
At the design stage:
Ensure least consumption of material,
Purchase equipments and plants such that consumption of
material is economical.
At the operation stage:
Use of correct process
Right use of the process
Operator training
Proper handling and storage of products at all stages
Proper packaging to reduce damage in transit
11

Productivity of land, machines and

manpower
Effective utilization and maximum productivity is an
important source of cost reduction.
Reduction in the original specification, before the land is
purchased saves capital outlay (as well as interest expenses)
A savings in material which has to be imported saves import
duty and excise.
Productivity of manpower and machines is typically measured
in terms of time (man-hours; machine-hours).

12

Factors tending to reduce productivity

Work content added due to the product for a manufacturing firm:
The product or its components are designed such that it is
impossible to use most economical manufacturing processes.
Excessive variety or lack of standardization.
Incorrect quality standards.
Excessive amount of material removal required.

13

Factors tending to reduce productivity

Work content added due to process
Incorrect production process (and/or machine) used
Process not operated properly
Non-optimal layout with wasted movements.
Working methods of operation causing wasted movements,
time and efforts.

14

Factors tending to reduce productivity

Ineffective time due to management
Marketing policy which demands unnecessarily large number
of products.
No standardization of components between as well as within
products.
Failing to meet customers requirement from the beginning.
No plan for flow of work.
Improper supply of material, equipment.
Improper maintenance of plant and machines.
Insufficient safety measures.
Improper working conditions resulting in interrupted work.
15

Factors tending to reduce productivity

Ineffective time within the control of worker
Taking time off without good cause: by lateness, by idling at
work etc.
Careless workmanship causing scrap or rework.
Failing to observe safety standards.

16

Management techniques to reduce

work content
Nature of management
Management is the organization and control of human activity
directed towards specific ends.
Management techniques are systematic procedures of
investigation, planning and control which can be applied to
management problems.
Systematic approach to the solution of the problems proceeds
step by step from known to the unknown, always on the basis
of ascertained facts.
Since management deals with human beings, it can never be
completely scientific, and must partly be regarded as an art.
17

Reduce work content due to the

product
Coupling of product design and process design phases (design
products such that most economical processes can be used).
Pilot project/ prototyping to avoid mistakes at a advanced
stage (very common in chemical companies).
Standardization of components.
Setting correct quality standards
Stricter standards lead to increased manufacturing time, lenient
standards lead to greater variability.
Knowing the customer Management should conduct market
research and consumer surveys to know the customer better.

18

Reduce work content due to the

method
Process planning Identification of correct machines for the
process. In chemical industry, this is specified by the R&D
division or the license seller.
Process research Identification of best manufacturing
technique.
Proper maintenance.
Method study Combine with process planning to give most
suitable tools for the operative. Includes factory layout,
working methods of the operative.
Operator training Improve working methods of the
operative.

19

Reduce ineffective time due to the

management
Strategic decisions Which markets to enter can affect
ineffective time to a great extent.
Production planning It is planning of proper programs of
work so that plant and workers are kept supplied without
having to wait.
Proper programs should be applied only on the basis of sound
standards of performance.
Work measurement Setting up those standards.
Material control Workers and machines should not be idle
because of non-availability of material and tools.

20

Reduce ineffective time within control

of the worker
Training.
Make worker want to reduce ineffective time. (Create
conditions to make the worker get on with his work.
Hawthorne effect)
Effective personnel policy and managements attitude towards
the worker.
Good relationship between management and worker.
A sound wage structure, including incentive schemes
(typically based on time standards derived from work
measurement).

21

Work study
Technique used in the examination of human work in all
contexts, and which lead systematically to the investigation of
all the factors which affect the efficiency and economy of the
situation being reviewed, in order to effect improvement.
Two branches method study and work measurement.
Widely known as time and motion study.
Rapid developments after World War II.
Huge Capital investment, in process R&D may increase
productivity. However, it is expensive and time consuming.
Work study focuses on human and can increase productivity at
a lower cost.
22

23

WHY WORK STUDY?

Example:
Goal of company: produce 10,000 parts per year
One work centre with multiple servers/operators
will be deployed to establish this goal.
Each part requires three operations to be
produced
All of three operations can be done by the same
server/operator
Company works 2400 hours per year
24

 How long does each operation take?

(Work measurement)
Time Study Results: (operation times in
minutes)
Operation 1 Operation 2
Operation 3
5 min.
10 min.
12 min.
In total, to produce one part, it takes 27
min. in one server
How many servers/Operators required?
25

 Work centre with one server/Operator can

produce in one year:
2400 X 60
-------------= 5333 Parts
27 Min/part
Required Production = 10000 parts
Hence No. of servers/operators required is
10000 parts
---------------- = 1.87 2 servers/operators
5333 parts
26

Suppose if demand is increased to 15000 parts per year.

How many servers needed ?

if servers cannot be increased what else can be done?
Reduce the duration. By what percentage ?
Goal is to produce 15000 parts per year
2400 hrs/year X 60 Min X 2 servers
----------------------------------------------15000 parts/year
(27 19.2) / 27 Min = 28.8 %

= 19.2 Min

But How ?
27

Basic procedure of work study

Select the job or process to be studied.

Record from the direct observations everything that happens.
Examine the recorded facts critically and challenge everything that is
done.

Develop most economic method taking in to considerations all

circumstances.

Define the new method

Measure the quantity of work involved in the method selected and

calculate a standard time for doing it..

Institutionalize the new method and time as practice.

Maintain the new standards by control procedures.

28

Work study
Since line managers are typically busy with the day-to-day
activities, they can only look at work study during their free
time. They should not be entrusted with the work study
responsibilities.
Workers also ruled out because they usually lack the
knowledge of the big picture.
Therefore, responsibility should be given to someone who can
work full-time on work study, without direct management
duties.
Someone in the staff and not a line position.

29

Work study: A tool for management

Means of raising productivity (and efficiency) of the factory
by reorganization of work.
Typically involves low or no capital expenditure.
Systematic process Covers all aspects of raising
productivity.
Very accurate in setting standards of performance.
Savings from work study start at once and continues as long as
the improved operations are performed.
Applied everywhere: not only in manufacturing shops, offices,
shops, stores, laboratories; and service industries like
restaurants, etc.
One of the most penetrating tools of investigation available to
management.
30

Work study: Beyond systematic

Should be applied continuously, and throughout the
organization.
Basis of successful work study: complete intolerance of waste
in any form whether of material, time, effort or human
ability.

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

51

52

53

54

55

56

57

58

59

60

61

62

63

64

65

66

67

68

69

70

71

72

73

74

75

76

77

78

79

80

81

82

83

Method study
Method study Systematic recording and critical
examination of existing and proposed ways of doing
work, as a means of developing and applying easier
and more effective methods and reducing costs.
Method study is associated with the reduction of the
work content of a job or operation, while work
measurement is mostly concerned with the
investigation and reduction of any ineffective time
associated with it.
84

Objectives
Improvement of processes and procedures.
Improvements of factory, shop and workplace layout and of
design of plant and equipment.
Economy of human efforts and the reduction of unnecessary
fatigue.
Improvement in the use of materials, machines and manpower.
The development of a better physical working environment.

85

Basic Procedure

86

Selecting the work to be studied

Economic considerations
Bottlenecks
Movements of material over long distances
Operations involving repetitive work
Technical considerations
Relatively straight forward
Based on the technical knowledge of the process
Human considerations
Most difficult to foretell because of mental and emotional
nature.
Select an unpopular job for method study.
87

Important considerations
1.
2.
3.
4.
5.
6.
7.
8.

Product and operation

Person who proposed investigation
Reason for proposal
Particulars of the job
Equipment
Layout
Product
Savings and/or increase in productivity expected.

88

Method study charts and diagrams

Charts indicating process
sequence
- Outline process chart
- Flow process chart Man,
Material and Equipment
type
- Two-handed process chart

Charts using a time scale

- Multiple activity chart
- Simo chart
- PMTS chart

Diagrams indicating movement

- Flow diagram
- Sting diagram
- Cyclograph

- Chronocyclegraph
- Travel chart
89

Method study charts and diagrams

Outline process chart: Is a process chart giving an overallpicture by recording in sequence only the main operations and
inspections.
Flow process chart: A chart setting out the sequence of flow of
a product or a procedure b recording all events under review
using the appropriate chart symbols.
Man-type Records what the worker does
Material-type Records what happens to materials.
Equipment-type Records how the equipment is used.

90

91

Out Line
Outline

92

Flow
Diagram
93

Man type process flow chart

A flow process chart which records what the worker does.
Frequently used in the study of jobs which are not highly
repetitive and standardized.
Service and maintenance work, laboratory procedure and
supervisory and executive work can be recorded on this type
of chart.
Since the chart follows one individual or a group performing
the same activities in sequence, the standard forms are used.
Essential to attach a sketch showing the path of movement of
the worker while carrying out the operation charted.
Written in active voice (e.g. worker drills hole) as against
passive voice of other flow charts (e.g. hole drilled).
94

95

96

97

98

String diagram
A scale plan or model on which a thread is used to trace and
measure the path of workers, material or equipment during a
specified sequence of events.
A special form of flow diagram, in which a thread is used to
measure distance.
Necessary that the string diagram be drawn correctly to scale,
whereas regular flow diagram can be drawn only
approximately to scale.
Start using the string diagram by recording all the relevant
facts from direct observation.
Like flow diagram, it will most often be used to supplement a
flow process chart.
99

100

String diagram
Thus, string diagram and flow chart can give clearest possible
picture of what is actually being done.
Flow process chart will be examined critically in order to
make sure that all unnecessary activities are eliminated before
a new method is proposed and tested using string diagram.
String diagram can be used to plot movements of material to
know how far the materials travel.
Most commonly, the string diagram is used for plotting the
movements of workers.

101

String diagram: Process

A scale plan of working area similar to that required for a flow
diagram must be made; as stated earlier, with higher accuracy.
Machines, benches, stores etc. should be drawn to scale,
together with doorways, pillars, partitions.
Completed plan should be attached to a softwood board and
pins driven into it firmly at every stopping point, the heads
being allowed to stand well clear of the surface.
Pins should also be driven in at all the turning points on the
route.
A measured length of thread is then taken and tied around the
pin at the starting point of the movements.
102

String diagram: Process

It is then led around the pins at the other points of call in the
order noted on the study sheet until all the movements have
been dealt with.
The result is to give a picture of the paths of movement of the
operators, those which are most frequently traversed being
covered with the greatest number of strings.
By measuring the length of the thread, the distance traveled by
the worker can be calculated.
Of two or more workers are studied over the same working
area, different colored threads may be used to distinguish
them.
103

String diagram: Analysis

Examination of diagram and development of new layout done
in a similar fashion as with a flow diagram.
Pins and templates are moved around until an arrangement is
found by which the same operation can be performed with a
minimum movement between them.
This can be checked by leading the thread around the pins in
their new positions, keeping the same sequence.
The length of the thread for the new layout is measured and
compared with the length of thread for original layout.
Difference in length of threads represent the reduction in
distance traveled as a result of improved layout.
104

Multiple activity chart

A chart on which the activities of more than one subject
(worker, machine, equipment) are each recorded on a common
time scale to show their interrelationship.
By using separate vertical columns, or bars to represent the
activities of different operators or machines against a common
time scale the chart shows the periods of idleness on the part
of any subjects, during the process.
This makes it possible to rearrange these activities so that such
ineffective time is reduced.
Extremely useful in organizing teams of operatives on massproduction work, also on maintenance work when scheduling
expensive plant.
105

106

107

Why charts?

5.
6.
7.
8.
9.

It gives a complete picture of what is being done and helps to

understand the facts and its relationship to one another.
Details on the chart must be obtained from direct
observation. Should not be from memory.
Neatness and accuracy important.
Increased value if following is included:
Product, equipment details (code#, drawing#)
Job or process being carried out
Location and time (date) of the study
Observers name
Chart reference number
108

Examine critically
Means by which each activity is subjected to a systematic and
progressive series of questions.
Grouping of activities: Five sets of activities can be grouped in
two categories
Those in which something actually happens to the work-piece
(it is moved, worked upon or examined)
Those in which it is not being touched (in storage or in delay)
Objective is to maximize proportion of do activities.
All other activities, however necessary, are considered nonproductive.
109

Primary questions

The PURPOSE
for which
The PLACE
at which
The SEQUENCE in which
The PERSON
by whom
The MEANS
by which
.the activities are undertaken.
With a view to ELIMINATING, COMBINING,
REARRANGING, or SIMPLIFYING those activities.

110

Primary questions
PURPOSE

What?
Why?

PLACE

Where?

SEQUENCE

When?

PERSON

Who?

MEANS

How?

ELIMINATE unnecessary
part of the job

COMBINE wherever possible

or REARRANGE the
sequence for better result

SIMPLIFY the operation

111

The secondary questions

PURPOSE

What else might be done?

What should be done?

PLACE

Where else might be done?

Where should be done?

SEQUENCE

When else might be done?

When should be done?

PERSON

Who else might be done?

Who should be done?

MEANS

How else might be done?

How should be done?
112