INTRODUCTION TO

INDUSTRIAL
ENGINEERING
Prepared by:
Maria Socorro M. Bunda PIE

What is Industrial
Engineering?

To design systems or make systems more

productive and efficient, Industrial Engineers
develop ways of integrating...
People
Machines
Materials
Energy
Information

There are roughly four main areas of

industrial engineering:
Human

Factors (ergonomics, human-machine interface)

Operations Research
Manufacturing
Statistics and Quality

What do Industrial Engineers do?

Industrial Engineers design, plan and control many types of
systems in manufacturing and service sectors.
Industrial Engineers...
1. Design Manufacturing Processes
2. Develop Automation for High Productivity
3. Develop Production Schedules and Establish Inventory
Levels
4. Ensure Product Quality is Maintained
5. Develop Software that Analyzes Data, Controls
Equipment and Unites the Production System
6. Design the Job Itself, so that it Conforms to the
Capabilities and Limitations of the Human Operator and
Ensures the Workers' Health and Safety
7. Analyze and Design Supply Chain

What are some of the topics the

Industrial engineer studies?

People
This area is what sets industrial engineering apart from
the other engineering disciplines. The IE undergoes
several courses in psychology and social science to
help them understand some of the work place
dynamics involved in managing people.
It also helps them develop effective methods of dealing
with these problems. Other areas of concern for the IE
are how many people are required, is the job designed
correctly for a human operator (Ergonomics), is the
operation safe, what level of pay should be offered for
the work, does the job require the employee to get
more training, and is there good communication
between management and their employers.

Manpower Requirements
To understand the manpower requirement a
great deal of time study and motion study
activity will need to occur.
Performing a motion study.
The process is a continuous process. To stay
competitive companies must continue to
increase the production capacity of their
facilities while reducing their cost. The IE
will be expected to come up with
additional improvements each year.

Performing a time study.

Without a standard the company will find it hard to
estimate lead-time on their products.
A good time study will take into account the
unavoidable delays, fatigue, and to an extent,
outside interferences. Time for wasteful steps, such
as searching for tools, will not be included in the final
standard. The expectation is that the workplace will
be designed to accommodate the work and will be
free from this type of waste.
Ergonomics
The idea of mass production is to take a complex job
and break it down into simple and repeatable task
that can be performed with a high level of precision
by the same set of operators. If the workstation, task,
and environment are not designed properly the
worker will be subjected to safety and health risk

Compensation
From the company's point of view they want to minimize
the amount of money they have to pay to the
employees. This goal often goes against the other goal
of management and that is productivity. The
productivity of the employee is directly linked to the
monetary rewards for the employee. There are several
plans that have been developed over time with the
intent of balancing the cost with productivity.
An IE will help the company analyze their current situation
and will often be responsible for suggesting an
appropriate plan
Training
The operators must be appropriately trained. Standards
are set using people that are familiar with the job and
people who have mastered the skills required to perform
the job. If other individuals are going to be expected to
perform at this level then they will need to be trained.

MACHINES

Capacity
The IE will be looking at the amount of time it
will take to set-up the machine, the cycle
time of the machine, the number of
operators required, the power requirements,
as well as the ergonomic design.
Set-Up Times
Set up time is the amount of time it takes to
begin producing different parts on a
machine.

Cost

Life Time
The IE will also take into account how long
the machine is expected to last when
developing the cost analysis. A straightline depreciation may be decided upon
over the machines life. The salvage
value, or the value of the machine at the
end of its useful life, is also taken into
account.

Efficiency
The traditional way of looking at efficiency was to keep the
machine running at a 100% whether the products can be
used or not. The idea was that the cost of the machine
could be spread out over the amount of time it was kept
running. Therefore the higher the machines efficiency,
time running / time available, the better the accounting
numbers looked in regards to machine cost. This tended to
increase the work in progress as well as build finished
goods inventories, which is undesirable.
Maintenance
The amount of maintenance that the machine is going to
require is a variable that must be considered by the IE
before the machine is put into the system. All machines
are going to require some amount of maintenance, but
care should be taken when selecting machines so
maintenance time is minimized.

.Material
The IE is concerned with the delivery and flow of
material throughout the plant.
Facilities Layout
IE will be responsible of laying out the equipment
and material storage locations for the plant.
The key part of this analysis is how things will
flow through the plant. You dont want the parts
to travel any further then they must. Traveling
is a form of waste that needs to be minimized.
Lot size
An IE can look at the lot size of a company as an
indicator of flexibility of a company.

Economic Order Quantity

This is one of the calculations that can be used to
determine the quantity of material that should be
ordered to minimalist the shipping and additional
cost of raw material.
Inventory Levels
Quality
The quality of the material can affect all parts of the
system. Poor quality material often introduces
excessive amounts of rework into each of the
processes. If the company accepts poor material then
their product will possibly end up shoddy and may or
may not cause the company to loose business. A
typical job for an IE would be to work with the quality
department to set up a Total Quality Management
system TQM.

INTRODUCTION TO MOTION AND TIME STUDY

Industrial engineering is the engineering

discipline that concerns the design, development,
improvement, implementation and evaluation of
integrated
systems
of
people,
knowledge,
equipment,
energy,
material
and
process.
Industrial engineering draws upon the principles
and methods of engineering analysis and
synthesis, as well as 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.
Industrial
engineers work to eliminate wastes of time,
money, materials, energy and other resources.

There are a number of things industrial

engineers do in their work to make
processes more efficient, to make
products more manufacturable and
consistent in their quality, and to
increase productivity.

ROLE OF I.E. IN MOTION AND TIME STUDY

Industrial engineers study how workers

perform their jobs, the goal is to reduce
the time it takes to perform a certain job
and redistribute work so as to require
fewer workers for a given task.

HISTORY OF MOTION AND TIME STUDY

OVERVIEW

Techniques that led to methods-time analysis spring from

an era of belief in progress, growth, the rationality of the
capitalist system, and material prosperity as a very high
societal good.

Perceived need for such techniques arose from

development of batch production in great quantity,
intense competition between manufacturers to reduce
cost per unit, and a heavy reliance on manual labor alone
or
in
combination
with
basic
supporting
electromechanical devices.
An early distinction existed between time studies and
methods studies, which later coalesced into methodstime analysis, or time-motion studies.

1. Frederick Winslow Taylor

(1856-1915)

Frederick Winslow Taylor, the father of

scientific management.
Frederick Winslow Taylor devised a system he
called scientific management, a form of
industrial engineering that established the
organization of work as in Ford's assembly line.
This discipline, along with the industrial
psychology established by others at the
Hawthorne Works of Western Electric in the
1920s, moved management theory from early
time-and-motion studies to the latest total
quality control ideas.

Taylor's ideas, clearly enunciated in his writings, were

widely misinterpreted. Employers used time and
motion studies simply to extract more work from
employees at less pay. Unions condemned speedups
and the lack of voice in their work that "Taylorism"
gave them. Quality and productivity declined when
his principles were simplistically instituted.

Frederick Taylor developed Scientific Management

which was a time-based approach to efficiency. (Taylor
also emphasized method, but his followers tended to
emphasize it less and focus on the time it took to
complete tasks rather than the methods used.)

The fundamental assumption behind Scientific

Management was:

"The greatest production results when a worker

is given a definite task to be performed at a
definite time and in a definite manner.

Taylor's work is responsible for workplace

phenomena such as reengineering and total
quality management.

He developed the basic elements of what later

came to be known as "scientific management".

He developed the basic elements of what

later came to be known as "scientific
management" -- the breakdown of work
tasks into constituent elements, the
timing of each element based on
repeated stopwatch studies, the fixing of
piece rate compensation based on those
studies, the standardization of work tasks
on detailed instruction cards, and
generally, the systematic consolidation of
the shop floor's brain work in a "planning
department."

Taylor's initial experiments were aimed at determining

(scientifically, of course), how much work a first-class
man could perform. It was Taylor's goal to collect raw data
about the jobs in the workplace, and then to systematize
that knowledge; to replace old habits and rules of thumb
with precise and usually quantitative analysis. He was
convinced that scientific study would reveal a better way -the one best way -- of doing things. No task was too
mundane for scrutiny.

Taylor recognized that knowledge is power. Management

had to understand what was happening on the factory floor.

Taylor conducted extensive experiments to determine the

optimal size of a shovelful of dirt to maximize the total
amount shoveled in a day.

And the one best way is to conduct:

time and motion study

standardized tools and materials,

Simplification of methods,

careful selection and training of workers,

rigorous measurement of work output, and
Benchmarking...
Collaboration between management and
workers in building a larger surplus.

Objectives of Scientific Management

The four objectives of management under scientific management:
1. The development of a science for each element of a man's
work to replace the old rule-of-thumb methods.
2. The scientific selection, training and development of workers
instead of allowing them to choose their own tasks and train
themselves as best they could.
3. The development of a spirit of hearty cooperation between
workers and management to ensure that work would be carried
out in accordance with scientifically devised procedures.
4. The division of work between workers and the management in
almost equal shares, each group taking over the work for which
it is best fitted instead of the former condition in which
responsibility largely rested with the workers.
.

Self-evident in this philosophy are organizations arranged in a

hierarchy, systems of abstract rules and impersonal
relationships between staff.

2. Henry Gantt

Henry Gantt (of Gantt chart fame)

provides an early contrast with the
approach of Taylor. Gantt felt that Taylor
paid insufficient attention to the
motivation of people, treating them
instead as stages in a process. Instead,
Gantt focused on motivational schemes,
emphasizing the greater effectiveness of
rewards for good work rather than
penalties for poor work (he initiated
bonus schemes).

Henry Gantt developed the Gantt chart, which is

used for scheduling multiple overlapping tasks
over a time period.
He
focused
on
motivational
schemes,
emphasizing the greater effectiveness of rewards
for good work (rather than penalties for poor
work).
He developed a pay incentive system with a
guaranteed minimum wage and bonus systems
for people on fixed wages.
Gantt focused on the importance of the qualities
of leadership and management skills in building
effective industrial organizations

3. FRANK AND LILIAN GILBRETH

The Gilbreths (Lillian and Frank)

emphasized method, rather than time.
Frank and Lillian Gilbreth were active in the
years around WWI (1910s and 1920s).
Frank Gilbreth had been impressed, when on
an early job, at the number and variety of
*methods* bricklayers would use when
laying a brick. This led him to a lifetime's
work on methods analysis.

Much of the Gilbreth's work was laboratory based, focusing on identifying

the elemental motions in work, the way these motions were combined to
form methods of operation, and the basic time each motion took. In
principle, it was then possible to "design" work methods whose times
could be estimated in advance, rather than relying upon observationbased Time studies.

Frank and Lillian Gilbreth emphasized method by focusing on identifying

the elemental motions in work, the way these motions were combined to
form methods of operation, and the basic time each motion took.
They believed it was possible to design work methods whose times could
be estimated in advance, rather than relying upon observation-based
time studies.
Frank Gilbreth, known as the Father of Time and Motion Studies, filmed
individual physical labor movements. This enabled the manager to break
down a job into its component parts and streamline the process.
His wife, Lillian Gilbreth, was a psychologist and author of The Psychology
of Work. In 1911 Frank Gilbreth wrote Motion Study and in 1919 the
couple wrote Applied Motion Study
One of Frank Gilbreth's first studies concerned bricklaying. (He had
worked as an apprentice bricklayer.) He designed and patented special
scaffolding to reduce the bending and reaching which increased output
over 100 per cent. However, unions resisted his improvements, and most
workers persisted in using the old, fatiguing methods.