Industrial Engineering Handbook Maynard

By
Kjell B. Zandin, Harold B. Maynard



Table of contents

Section I: Industrial Engineering: Past, Present and Future.

Chapter 1.1: The Purpose and Evolution of Industrial Engineering.
Chapter 1.2: The Role and Career of the Industrial Engineer in the Modern Organization.
Chapter 1.3 Educational Programs for the Industrial Engineer. Chapter 1.4: The Industrial Engineer as a Manager.
Chapter 1.5: Fundamentals of Industrial Engineering.
Chapter 1.6: The Future of Industrial Engineering: One Perspective.
Chapter 1.7: Future Technologies for the Industrial Engineer.
Chapter 1.8: The Future Directions of Industrial Enterprises.
Chapter 1.9: The Roles of Industrial and Systems Engineering in Large-Scale Organizational Transformations.

Section II: Productivity, Performance, and Ethics.

Chapter 2.1: The Concept and Importance of Productivity.
Chapter 2.2: Productivity Improvement Through Business Process Reengineering.
Chapter 2.3: Total Productivity Management.
Chapter 2.4: Performance Management: A Key Role for Supervisors and Team Leaders.
Chapter 2.5: Managing Change Through Teams.
Chapter 2.6: Involvement, Empowerment, and Motivation.
Chapter 2.7: Engineering Ethics: Applications to Industrial Engineering.
Chapter 2.8: Case Study: Productivity Improvement Through Employee Participation.
Chapter 2.9: Case Study: Reducing Labor Costs Using Industrial Engineering Techniques.
Chapter 2.10: Case Study: Teamworking as a Contributor to Global Success.
Chapter 2.11: Case Study: Company Turnaround Using Industrial Engineering Techniques.
Chapter 2.12: Case Study: Improving Response to Customer Demand.
Chapter 2.13: Case Study: Transforming a Company In Central Europe Using Industrial Engineering Methods.

Section III: Engineering Economics.
Chapter 3.1: Principles of Engineering Economy and the Capital Allocation Process.
Chapter 3.2: Budgeting and Planning for Profits.
Chapter 3.3: Cost Accounting and Activity-Based Costing.
Chapter 3.4: Product Cost Estimating.
Chapter 3.5: Life Cycle Cost Analysis.
Chapter 3.6: Case Study: Implementing an Activity-Based Costing Program at Auto Parts International.

Section IV: Work Analysis and Design.

Chapter 4.1: Methods Engineering and Workplace Design.
Chapter 4.2: Continuous Improvement.
Chapter 4.3: Work Design and Flow Processes for Support Staff.
Chapter 4.4: Setup Time Reduction.
Chapter 4.5: Case Study: Achieving Quick Machine Setups.

Section V: Work Measurement and Time Standards.
Chapter 5.1: Measurement of Work.
Chapter 5.2: Purpose and Justification of Engineered Labor Standards.
Chapter 5.3: Standard Data Concepts and Development.
Chapter 5.4: Developing Engineered Labor Standards.
Chapter 5.5: Allowances.
Chapter 5.6: Computerized Labor Standards.
Chapter 5.7: Implementation and Maintenance of Engineered Labor Standards.
Chapter 5.8: Work Measurement in Automated Processes.
Chapter 5.9: Case Study: Automated Standard Setting for Casting and Cast Finishing Operations.
Chapter 5.10: Case Study: Labor Standards for Long-Cycle Jobs in the Aerospace Industry.
Chapter 5.11: Case Study: Staffing a Newspaper Pressroom Operation.

Section VI: Ergonomics and Safety.

Chapter 6.1: Ergonomic Information Resources.
Chapter 6.2: Designing, Implementing, and Justifying an Ergonomics Program.
Chapter 6.3: Ergonomic Consumer Product Design.
Chapter 6.4: Manufacturing Ergonomics.
Chapter 6.5: Ergonomics in the Office Environment.
Chapter 6.6: The Interface Between Production System Design and Individual Mechanical Exposure.
Chapter 6.7: Human-Machine System Design and Information Processing.
Chapter 6.8: The Biomechanical Profile of Repetitive Manual Work Routines.
Chapter 6.9: International Environmental Standards Based on ISO 14000.
Chapter 6.10: Occupational Safety Management and Engineering.
Chapter 6.11: Ergonomic Evaluation Tools for Analyzing Work.
Chapter 6.12: Case Studies: Prevention of Work-Related Musculoskeletal Disorders in Manufacturing and Service Environments.

Section VII: Compensation Management and Labor Relations.

Chapter 7.1: Performance-Based Compensation: Designing Total Rewards to Drive Performance.
Chapter 7.2: Job Evaluation.
Chapter 7.3: Lean Organization Pay Design.
Chapter 7.4: Reengineering Production Incentive Plans.
Chapter 7.5: Presenting a Case at Arbitration.
Chapter 7.6: Compensation Administration.
Chapter 7.7: Case Study: Modern Labor Relations: The Roles of Industrial Engineers and Unions.

Section VIII: Facilities Planning.

Chapter 8.1: A Quantitative Approach to the Site Selection Process.
Chapter 8.2: Facilities Layout and Design.
Chapter 8.3: A Participatory Approach to Computer-Aided Workplace Design.
Chapter 8.4: Planning a Manufacturing Cell.
Chapter 8.5: Case Study: Relocating and Consolidating Plant Operations.
Chapter 8.6: Case Study: Changing from a Line to a Cellular Production System.

Section IX: Forecasting, Planning, and Scheduling.

Chapter 9.1: Agile Production: Design Principles for Highly Adaptable Systems.
Chapter 9.2: Scheduling and Inventory Control of Manufacturing Systems.
Chapter 9.3: Supporting Lean Flow Production Strategies.
Chapter 9.4: Just-in-Time and Kanban Scheduling.
Chapter 9.5: Planning and Control of Service Operations.
Chapter 9.6: Demand Flow Technology (DFT).
Chapter 9.7: An Introduction to Supply Chain Management.
Chapter 9.8: Production Scheduling.
Chapter 9.9: Case Study: An Effective Production System for the Automotive Industry.
Part II: WINS.An Effective Production System for the Automotive Industry.

Section X: Logistics and Distribution.

Chapter 10.1: Industrial Engineering Support for Materials Management.
Chapter 10.2: Materials Handling.
Chapter 10.3: Warehouse Management.
Chapter 10.4: Distribution Systems.
Chapter 10.5: Inventory Mangement and Control.
Chapter 10.6: Case Study: Lessons Learned from Implementing a Paperless Warehouse Management System.
Chapter 10.7: Case Study: Developing Engineered Labor Standards in a Distribution Center.

Section XI: Statistics and Operations Research, and Optimization.

Chapter 11.1: Applied Statistics for the Industrial Engineer.
Chapter 11.2: Principles and Applications of Operations Research.
Chapter 11.3: Guide to Optimization Models.
Chapter 11.4: Applications of Queuing Theory.
Chapter 11.5: Simulation Methodology, Tools, and Applications.
Chapter 11.6: Case Study: Neural Network pPplicatios.

Section XII: Information and Communication Management.

Chapter 12.1: Bar Codes and Other Automated Data Collection Methods.
Chapter 12.2: Management of Data.
Chapter 12.3: Information Network Applications.
Chapter 12.4: Interfacing Technical IE Systems with Business Systems.
Chapter 12.5: Artificial Intelligence and Knowledge Management Systems.

Section XIII: Product Design and Quality Management.

Chapter 13.1: Product Development.
Chapter 13.2: Design for Manufacture and Assembly.
Chapter 13.3: Value Management.
Chapter 13.4: Quality Management.
Chapter 13.5: Complying with ISO 9000.
Chapter 13.6: The Role of Statistical Process Control in Improving Quality.
Chapter 13.7: World-Class Manufacturing--An Industrial Engineering View.

Section XIV: Manufacturing Technologies.

Chapter 14.1: Manufacturing Processes.
Chapter 14.2: Process Design and Planning.
Chapter 14.3: Manufacturing Process Design Using Statistical Process Analysis.
Chapter 14.4: Manual and Automated Assembly.
Chapter 14.5: Flexible Automation.
Chapter 14.6: Industrial Process Control.
Chapter 14.7: Packaging Equipment and Methods.
Chapter 14.8: Automation with Robots.
Chapter 14.9: Production Flow Strategies.

Section XV: Government and Service Industry Applications.

Chapter 15.1: Industrial Engineering in Government.
Chapter 15.2: Facilities Planning and Labor Management in the Food Service Industry.
Chapter 15.3: Health Service.
Chapter 15.4: Case Study: Automated Staffing Determination for a Grocery Chain.
Chapter 15.5: Case Study: Development of Job Plans in an Electric Utility.
Chapter 15.6: Case Study: Labor Controls for a Bank.

Section XVI: Maintenance Management.

Chapter 16.1: Computer-Aided Maintenance Planning, Scheduling and Control.
Chapter 16.2: Benefits of Auditing the Maintenance Department.
Chapter 16.3: Total Productive Maintenance (TPM).

Chapter 16.4: Case Study: Automated Job Standards for Aircraft Maintenance.

Section XVII: Tools, Techniques, and Systems.

Chapter 17.1: Charting Techniques.
Chapter 17.2: Stopwatch Time Study.
Chapter 17.3: Work Sampling and Group Timing Technique.
Chapter 17.4: MOST Work Measurement Systems.
Chapter 17.5: Learning Curves.
Chapter 17.6: Group Technology (GT).
Chapter 17.7: CAD/CAM.
Chapter 17.8: Assembly Line Balancing.
Chapter 17.9: Project Management.
Chapter 17.10: Case Study: Applying Learning Curves in Aircraft Production--Procedures and Experiences.
Glossary.