Titel: Maynard's Industrial Engineering Handbook
Autor/en: Kjell B. Zandin, Harold B. Maynard
Juni 2001 - gebunden - 2688 Seiten
Explore the latest IE issues and challengesBrought fully up to date by expert Kjell Zandin, Maynard's Industrial Engineering Handbook, Fifth Edition puts exhaustive application-driven coverage of industry principles and practices, materials and systems, at your fingertips. Covering everything from work measurement and material flow, to facilities and quality control, this unparalleled reference is nothing less than the most in-depth, hands-on IE reference available. Designed for industrial engineers who are challenged to do more, in more arenas, this new edition introduces you to both traditional and the latest, most efficient, and cost-effective IE methods and technologies. In 133 solution-packed chapters--90 percent completely new--from 176 expert contributors worldwide, you can explore the Kazien approach to methods engineering, design for assembly, statistical quality control, lean manufacturing, agile production, demand flow technology, and much, much more. You'll be brought up to speed on breakthroughs in information technology, computer simulation, sensors and controls, economic analyses, robotics, planning, management, organization, and more. 24 case studies illuminate real-life applications, from company turnarounds using IE techniques to neural network applications and implementing a paperless warehouse management system.
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.
Kjell B. Zandin is a senior vice president of H.B. Maynard & Company. He was the first recipient of the Technical Innovation in Industrial Engineering Award of the Institute of Industrial Engineers. Mr. Zandin was also awarded the Royal Charter Award of the Institution of Production Engineers in Great Britain. Creator of the MOSTï Systems of work measurement, used worldwide, he has 35 years of consulting experience in industrial engineering. Mr. Zandin has been an owner and director of H.B. Maynard and Company for the past 20 years.