December 31, 2017

MBA Core Management Knowledge - One Year Revision Schedule


The blog contains articles on all management subjects developed using the most popular book on the subject. You can read articles on the sybject of your choice or use the following schedule.


One Year MBA Knowledge Revision Plan

Revision Schedule


Current Month -  April  


January  - February  - March  - April  - May   -   June

July       - August     - September  - October  - November  - December


Subject Details of Each Month



January  (Principles of Management) - February (P.of M & Marketing Management from 23 Feb 2015 )
March (Mktg. Mgmt. & Operations Management from 17 March 2015)  -
April  (Supply Chain Management and Financial & Cost Accounting)

May  (Management Accounting & Organizational Behavior)  -
June (Innovation, Industrial Engineering and Economics)

July  (Economics, Engineering Economics, & Managerial Ethics)   - August    (Statistics, Quality and Six Sigma, OR & BRM)

September (HRM, Mentoring, Training, Maintenance, Energy & Environment Management)  -  October  (Information Technology and Management Information Systems, Logistics - Warehousing and Transport)

November (Strategic Management & Financial Management)  - December (Business Laws, Negotiation, Taxes and Government Relations)

Subject                                               Revision Period

Principles of Management                15 January   to   19 February

Marketing Management                    22 February to   16 March

Operations Management                   17 March     to    2 April

Supply Chain Management                 3 April       to  15 April

Financial & Cost Accounting            16 April       to  12 May




I am participating in April A to Z Blogging Challenge and I am writing on the theme Top Management Challenges.

Top Management Challenges.


Article 1: Awareness of Environment
http://nraomtr.blogspot.com/2017/04/awareness-of-environment.html




Updated 1 April 2017.  22 February 2017,  10 December 2015




June 30, 2017

June - Management Knowledge Revision








_______






First Week  1 to 5 June 2015

Opportunities or Areas for Innovation
Market Development for New Products, Processes and System

Organizing for Innovation
Research and Development Management
http://www.wzl.rwth-aachen.de/en/080d8d8c949a1ac0c1256f190035d886/pm_i_eng_v2.pdf



Industrial Engineering


Industrial Engineering assists managers in achieving the second important performance dimension of management - Efficiency. Effectiveness is the first dimension. Industrial engineering has its primary focus engineering activities, processes and organizations. The principles and practices developed in this subject have application in non-engineering areas. Managers have to be aware of basics of industrial engineering and recent developments. Even service sector organizations have engineering activities like construction and maintenance of buildings, operation and maintenance of transport facilities, information technology operations etc.

Detailed Presentation on Industrial Engineering PrinciplesPresented by Narayana Rao at IISE 2017 Annual Conference at Pittsburgh on 23 May 2017.

____________________

_____________________

Industrial Engineering Introduction
Component Areas of IE: Human Effort engineering and System Efficiency Engineering



Pioneering Efforts of Taylor, Gilbreth and Emerson
Principles of Motion Economy


Motion Study - Human Effort Engineering
Ergonomics - Introduction




Work Measurement
Predetermined Motion Time Systems (PMTS)


2 week - 8 to 12 June 2015

Methods Efficiency Engineering
Product Design Efficiency Engineering


Plant Layout - Efficiency
Value Engineering - Introduction

Statistical Quality Control – Industrial Engineering
Inspection Methods Efficiency Engineering


Operations Research - An Efficiency Improvement Tool for Industrial Engineers
Engineering Economics is an Efficiency Improvement Tool for Industrial Engineers





Industrial Engineering and Scientific Management in Japan
Shigeo Shingo - The Japanese Industrial Engineer


3rd Week  15 to 19 June 2015

System Engineering Process and Its Management
Systems Improvement Process



Systems Installation - Installing Proposed Methods
Productivity, Safety, Comfort, and Operator Health Management



Organizing for Industrial Engineering: Historical Evolution of Thinking
Current Research in IE



Managing Change in Improvement Projects - Comfort Zone to Comfort Zone
Supply Chain Cost Reduction




Total Improvement Management
Total Industrial Engineering - H. Yamashina


4 Week - 22 to 26 June 2015

Economics

Introduction to Economics - Basic Economic Concepts and Theories
Elements of Supply and Demand - Review Notes

Theory of Aggregate Supply and Demand
Business Cycles

Macroeconomic Objectives
Money and Monetary Policy

Fiscal and Debt Policies of the Government
Theory Demand, Supply and Equilibrium in Market







June Month Birthdays - Management Scholars and Professors

To July - Management Knowledge Revision

One Year MBA Knowledge Revision Plan







January  - February  - March  - April  - May   -   June

July  - August     - September  - October  - November  - December

Updated 4 June 2017, 26 May 2016


June 23, 2017

Leadership - Subject Update




2017


June 2017

The 10 (and a Half) Commandments of Leadership

10 Questions Great Bosses ask periodically
https://leadingwithtrust.com/2017/04/30/10-questions-great-bosses-regularly-ask-their-people/

The Dynamics of 8 Different Styles of Leadership
April 11, 2017 - by  Paul E. Fein
https://www.td.org/Publications/Blogs/Management-Blog/2017/04/The-Dynamics-of-8-Different-Styles-of-Leadership

Four Behaviors That Define Successful Leaders
Elena Lytkina Botelho

May 2017

45 Questions Every Leader Should Answer

By Frank Sonnenberg
http://www.franksonnenbergonline.com/blog/45-questions-every-leader-should-answer/

Good Bosses Switch Between Two Leadership Styles

Jon Maner
Jon Maner is a professor of management and organizations at Kellogg School of Management, Northwestern University.
DECEMBER 05, 2016, HBR Article

The two styles are termed Dominance and Prestige. They could have been termed Single Person Dominance (Lone Boxer) and Team Decision Making (Foot Ball Team).
https://hbr.org/2016/12/good-bosses-switch-between-two-leadership-styles

Related
http://jon-maner-dev.squarespace.com/publications-case/the-essential-tension-between-leadership-and-power

https://www.psychologytoday.com/blog/sex-murder-and-the-meaning-life/201606/what-kind-leader-are-you

http://www.cnbc.com/2016/11/01/bossy-vs-buddy-two-leadership-styles-each-with-its-place.html



2016

http://www.leadershipissues.com/

Leadership Freak - A popular blog on leadership      https://leadershipfreak.blog/

What Great Managers Do Daily

Ryan Fuller & Nina Shikaloff
HBR
DECEMBER 14, 2016
https://hbr.org/2016/12/what-great-managers-do-daily

Decoding Leadership: What really matters


Our most recent research, however, suggests that a small subset of leadership skills closely correlates with leadership success, particularly among frontline leaders. Using our own practical experience and searching the relevant academic literature, we came up with a comprehensive list of 20 distinct leadership traits. We did a survey and  found  that leaders in organizations with high-quality leadership teams typically displayed 4 of the 20 possible types of behavior; these 4, indeed, explained 89 percent of the variance between strong and weak organizations in terms of leadership effectiveness .

• Solving problems effectively: The process that precedes decision making is problem solving, when information is gathered, analyzed, and considered.

• Operating with a strong results orientation: Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.

• Seeking different perspectives: This trait is conspicuous in managers who monitor trends affecting organizations, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.


2015





The Art of Giving and Receiving Advice.


Periodical
By: Garvin, David A.; Margolis, Joshua D. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p60-71.


Seeking and giving advice are central to effective leadership and decision making, and they require emotional intelligence, self-awareness, restraint, diplomacy, and patience on both sides. In this article, the authors argue that they are practical skills one  can learn and apply to great effect. The most common obstacles to effectively seeking and giving advice are  thinking one already has the answers, defining the problem poorly, and overstepping boundaries.  They  offer practical guidelines for getting past them.


Five stages of advising are identified: (1) finding the right fit; (2) developing a shared understanding; (3) crafting alternatives; (4) converging on a decision; and (5) putting advice into action. Each stage includes suggestions for seekers and for advisers.



The Authenticity Paradox. 

By: Ibarra, Herminia. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p52-59.

INSEAD professor Herminia Ibarra argues, a simplistic understanding of what authenticity means can limit leaders' growth and impact.  In this article, Ibarra explains how leaders can develop an "adaptively authentic" style.  It's OK to change tactics from one day to the next, she says by figuring  out what's right for the challenges and circumstances we face.




2014

July

The Skills Leaders Need at Every Level

by Jack Zenger and Joseph Folkman
HBR Blog Post
16 Skills are listed in order of importance. Top 7 are said to be important.

1. Inspires and motivates others.
2. Displays high integrity and honesty
3. Solves problems and analyzes issues
4. Drives for results
5. Communicates powerfully and prolifically
6. Collaborates and promotes teamwork
7. Builds relationships
http://blogs.hbr.org/2014/07/the-skills-leaders-need-at-every-level/

Leadership Development Beyond Competencies: Moving to a Holistic Approach
Marian N. Ruderman, Cathleen Klerkin, and Carol Connelly
Center for Creative Leadership - White Paper
http://www.ccl.org/leadership/pdf/research/LeadershipDevelopmentCompetencies.pdf

Book review of Jane Dutton and Gretchen Spreitzer, How to Be a Positive Leader: Small Actions, Big Impact.
http://positivepsychologynews.com/news/kathryn-britton/2014073029174





2013

December

How to be a better boss?

Ask a person whether he wants to recommend his boss to his friends as the ideal boss to work under.
http://sloanreview.mit.edu/article/how-to-be-a-better-boss/

May
Knowledge@Wharton article
Social Technology and the Changing Context of Leadership
Social technology is changing the way leaders do conversations with their group members especially in large organizations. The article presents ideas on this issue
http://wlp.wharton.upenn.edu/LeadershipDigest/social-technology.cfm

2012
Sloan Management Review Article Spring, March 2012

How to Become a Better Leader

The article describes Big 5 Personality factors and use of them in developing oneself as a better leader.
http://sloanreview.mit.edu/article/how-to-become-a-better-leader/


Leadership Basic Articles

Organizational Behavior Articles

Theories of Leadership 
Cognitive Resources Theory of Leadership
Leadership Styles, Roles, Activities, Skills and Development

Principles of Management Articles


Updated  24 June 2017,  6 June 2017,  29 May 2017,  22 February 2017, 6 December 2016, 12 October 2016, 10 December 2015

June 17, 2017

Global Logistics Business Market in 2022 - $12.25 trillion


A new report published by Allied Market Research, titled, Logistics Market by Mode of Transport, and End-user Industry: Global Opportunity Analysis and Industry Forecast, 2014 - 2022, projects that the global logistics market is anticipated to reach $12,256 billion by 2022 with a CAGR of 3.48% from 2016 to 2022.

Among end-user, manufacturing segment dominated the global market in 2014, accounting for about 26% share in the total revenue of logistics market. Transport of raw material to manufacturers for the production is a growth factor for world logistics market by manufacturing industry.

Retail, Trade and Transport, Utilities, Health care etc are other segments.

http://www.openpr.com/news/566300/Logistics-Market-to-Reach-12-256-Billion-Globally-by-2022.html


https://www.alliedmarketresearch.com/logistics-market

June 15, 2017

SAP IBP


SAP IBP is the next generation technology enabler for supply chain planning.
It is developed on HANA and cloud platforms.
It supercedes SAP's MRP, ERP and APS

The key functional modules are:
IBP SOP
IBP Demand
IBP Inventory
IBP Supply
IBP Control


https://www.sap.com/india/products/integrated-business-planning.html

Overview of SAP IBP
___________________

___________________
SAP IBP



https://www2.deloitte.com/de/de/pages/technology/solutions/integrated-business-planning-on-sap-ibp.html

Gitacloud SAP IBP Workshop Information


http://gitacloud.com/products/sap-ibp-sop-workshop


WORKSHOP AGENDA BY DAY

SAP IBP workshop is a four day virtual event, conducted across two weekends. It is split into three parts:

PART 1: SAP IBP OVERVIEW

Kick-off
Business Context: Maturity Models, S&OP evolution into IBP (why is IBP needed?)
IBP Business Processes & Key Capabilities
SAP IBP Platform Overview
Overview of SAP IBP Solutions (Demand, Inventory, Supply & Response, S&OP, Control Tower)
PART 2: SAP IBP CONFIGURATION

SAP IBP Model Configuration: mock implementation - build an IBP S&OP model from scratch against specific requirements
Model Activation, Data Load
Analytics
Advanced Topics:
Statistical Forecasting / Demand Planning
Rough Cut Supply Planning
Planning Area Maintenance
Attribute Transformations
Planning Operators
Security & User Administration concepts
PART 3: SAP IBP IMPLEMENTATION

SAP IBP Implementation Considerations: Industry specific use cases, SAP IBP Model Design Best Practices, Implementation Methodology
Case Study: See how raw business requirements and data files from a customer are turned into a working prototype
Certification Exam
Wrap-up

GITACLOUD, INC., CORPORATE COMMONS, 6200 STONERIDGE MALL ROAD, 3RD FLOOR, PLEASANTON, CA, 94588, USA+1-925-399-6505CONNECT@GITACLOUD.COM


Updated  17 June 2017, 5 June 2017

June 14, 2017

Current Research in Industrial Engineering (IE)



2017

Principles of Industrial Engineering

Prof. Narayana Rao published the paper "Principles of Industrial Engineering" in the proceedings of IISE 2017 Annual Conference and presented the paper in the conference on 23 May 2017.

You can download the full paper.
http://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2569.pdf

Presentation Video

Presentation in the IISE 2017 Pittsburgh, USA Annual Conference
________________

________________

All the conference papers are available in pre-publication format in the site
https://www.xcdsystem.com/iise/program/A20a5CK/

The papers are available under the time slots indicated and the topic indicated. Download papers of your interest.

IISE 2017 Annual Conference Themes and Time Slots


ABET

... (21 May 8 - 9.20 am;)

Analytics

... Quality - Reliability (21 May 8 - 9.20 am;)
Advanced Analytics for Supply Chain (21 May 2 - 3.20 pm;)

...clustering and classification (23 May 2 - 3.20 pm;
...Data Analytics (21 May 5 to 6 pm;
...graph analytics (22 May  2 - 3.20 pm;

....Healthcare (22 May 8 - 9.20 am;  22 May 3.30 to 4.50 pm; 22 May 5 to 6 pm; 23 May 8 - 9.20 am;
...health care patient centered (23 May 8 - 9.20 am;

...operations engineering (22 May 12.30  - 1.50 pm;
...predictive analytics - supply chain (22 May  2 - 3.20 pm;
...quality and reliability (23 May 5 to 6 pm;

... Sustainability (21 May 8 - 9.20 am;
...Transportation and automotive applications (23 May 3.30 to 4.50 pm;

...Data driven modeling for  complex systems (22 May 3.30 to 4.50 pm;
... DD improving society (23 May 8 - 9.20 am;

...Data science ((21 May 5 to 6 pm;



Applied Industrial Engineering

Additive manufacturing processes

...(21 May 11 - 12.20 pm;  21 May  2 - 3.20 pm; 22 May 11.00  - 12.20 am; 22 May  2 - 3.20 pm;)
... quality (21 May 3.30 to 4.50 pm;

Biomanufacturing 

...(21 May 2 - 3.20 pm; 21 May 3.30 to 4.50 pm;)

Energy 

...(21 May 2 - 3.20 pm;
... advanced models power distribution (21 May 2 - 3.20 pm;
...data driven  (22 May  2 - 3.20 pm; 22 May 5 to 6 pm;
...modeling for energy efficiency in buildings (22 May 11.00  - 12.20 am;
...modeling and simulation (23 May 12.30 to 1.50;
... Renewable energy systems (21 May 3.30 to 4.50 pm;
...modeling microgrids (22 May 8 - 9.20 am;
...optimization models in power systems (22 May 12.30  - 1.50 pm;
...relaibility and quality (23 May 11 - 12.20 pm;
... and sustainability (22 May  2 - 3.20 pm; 22 May 3.30 to 4.50 pm;

Internet of Things

...Sensors  Human-systems  (21 May  2 - 3.20 pm;


Curriculum Development

...Assessment (23 May 12.30 to 1.50;
...(21 May 12.30 to 1.50;
...Course development (21 May 11 - 12.20 pm; 22 May 3.30 to 4.50 pm;
...Engineering education innovations (21 May 5 to 6 pm;
...Innovative pedagogy (21 May 3.30 to 4.50 pm; 22 May 8 - 9.20 am;
...Small effect, big impact

Construction

... Means and Methods (21 May 3.30 to 4.50 pm;
...Smart and sustainable (23 May 8 - 9.20 am;
...sustainable and resilience (23 May 8 - 9.20 am;


Data Mining

...applications (23 May 2 - 3.20 pm;
.... health care (21 May 8 - 9.20 am; 23 May 8 - 9.20 am;
...social networks (23 May 2 - 3.20 pm;


Decision Support Systems

...Advances decision analysis (21 May 8 - 9.20 am;
...distributed decision making (22 May 8 - 9.20 am;
... Facility maintenance ((21 May 3.30 to 4.50 pm;

Design - Product Industrial Engineering

... (22 May 5 to 6 pm; 23 May 3.30 to 4.50 pm;
... and manufacturing (22 May  2 - 3.20 pm;
... manufacturability and cost modeling (22 May  2 - 3.20 pm;
... Reliability (21 May 3.30 to 4.50 pm;

Design of Experiments

...Optimal design (21 May 3.30 to 4.50 pm;

Disasters
...emergency response planning (22 May 12.30  - 1.50 pm;

Engineering Economy  

...(21 May 12.30 to 1.50;
...Energy and Defense (22 May 5 to 6 pm;
... Environment (21 May 2 - 3.20 pm;
...and pricing (23 May 3.30 to 4.50 pm;
...Research (22 May 3.30 to 4.50 pm;



Health Care

... (21 May 3.30 to 4.50 pm; 21 May 5 to 6 pm;
...appointment scheduling (22 May 12.30  - 1.50 pm;
...assessing quality (22 May 3.30 to 4.50 pm;
...capacity models (22 May 12.30  - 1.50 pm;
... Data driven decisions (21 May 12.30 to 1.50;
...emergency and response management (21 May 5 to 6 pm;
...Data analytics (21 May 3.30 to 4.50 pm;
--- Process improvement(21 May 8 - 9.20 am; 21 May 11 - 12.20 pm;

... Advanced applications (21 May 5 to 6 pm;

... Delivery and transportation (23 May 5 to 6 pm;
... Diseases, treatments, interventions (21 May 11 - 12.20 pm;
...Disease management - OR applications (23 May 3.30 to 4.50 pm;
...IIE transactions paper (22 May  2 - 3.20 pm;

...Management (21 May 8 - 9.20 am; 21 May 11 - 12.20 pm;
...Managing supplies and processes (23 May 2 - 3.20 pm;
...Medical decision making (22 May 3.30 to 4.50 pm; 22 May 5 to 6 pm;

... Models Innovative healthcare (21 May 5 to 6 pm;
...modeling and scheduling (23 May 11 - 12.20 pm;
...nursing planning and scheduling (22 May 5 to 6 pm;
...Lean ((21 May 5 to 6 pm;  23 May 12.30 to 1.50; 23 May 2 - 3.20 pm; 23 May 3.30 to 4.50 pm;
...Operations (22 May 12.30  - 1.50 pm; 22 May  2 - 3.20 pm;
...operating room planning and scheduling (23 May 8 - 9.20 am;
...Optimization (23 May 3.30 to 4.50 pm;
...safety (23 May 2 - 3.20 pm;
...scheduling and planning (22 May 3.30 to 4.50 pm;
...simulation (22 May 8 - 9.20 am; 23 May 2 - 3.20 pm;
... Systems modeling (21 May 8 - 9.20 am; 21 May 8 - 9.20 am; 21 May  2 - 3.20 pm;
... Systems simulation (Logistics (21 May 8 - 9.20 am; 21 May  2 - 3.20 pm;
...vaccine distribution and management (23 May 11 - 12.20 pm;
...work flow modeling (23 May 2 - 3.20 pm;



Health and Safety

...Interventions for Health and Safety (21 May 8 - 9.20 am

Human Factors and Ergonomics

... Applications (22 May 5 to 6 pm;
... HF in health care (21 May 12.30 to 1.50; 21 May  2 - 3.20 pm;    21 May  2 - 3.20 pm; 21 May 3.30 to 4.50 pm;
...Macroergonomics, team, leadership (23 May 3.30 to 4.50 pm;

.... Occupation ergonomics (21 May 3.30 to 4.50 pm; 21 May 5 to 6 pm;

Industrial Engineers Career

...What managers want in IEs (21 May 3.30 to 4.50 pm;

Lean

...applications (22 May  2 - 3.20 pm;
...service industry (22 May 3.30 to 4.50 pm;
...2.0 (23 May 3.30 to 4.50 pm;

Logistics 


....(21 May 8 - 9.20 am;
... best papers - logistics (22 May 3.30 to 4.50 pm; 22 May 5 to 6 pm;

...drone
...Humanitarian (21 May 12.30 to 1.50

...public sector (22 May 8 - 9.20 am;
...Supply Chain Logistics (21 May 8 - 9.20 am;
...Humanitarian (21 May 2 - 3.20 pm;

...Retail (22 May 5 to 6 pm;
...Scheduling and Planning transport (21 May 3.30 to 4.50 pm;
...spare parts (23 May 8 - 9.20 am;
...Transportation optimization (21 May 11 - 12.20 pm;
...Vehicle recharging and refueling (21 May 3.30 to 4.50 pm;
... Vehicle Routing (21 May 8 - 9.20 am

Management

... Resilience in Complexity (21 May 5 to 6 pm;

Management of Industrial Engineering Department and Function

...Administration issues (23 May 2 - 3.20 pm;
...lean leadership (22 May  2 - 3.20 pm;
...becoming resilient leader (23 May 8 - 9.20 am;
...managing like an engineer (23 May 3.30 to 4.50 pm;
...secrets modern business success (23 May 2 - 3.20 pm;
...operating in national and global context (23 May 8 - 9.20 am;
...research based leadership (23 May 2 - 3.20 pm;

Manufacturing

... (21 May 11 - 12.20 pm;
... Data Driven Smart (21 May 3.30 to 4.50 pm; (21 May 5 to 6 pm;
...education (22 May 5 to 6 pm;
...management and decision making (23 May 3.30 to 4.50 pm;
...processes (22 May 8 - 9.20 am;
...sustainability (22 May 12.30  - 1.50 pm; 23 May 12.30 to 1.50; 23 May 2 - 3.20 pm;
...virtually guided (23 May 11 - 12.20 pm;

Maintenance

... Condition based (22 May  2 - 3.20 pm
...preventive (22 May 3.30 to 4.50 pm;
...optimization (23 May 12.30 to 1.50;

Modeling and Simulation

...  (21 May 8 - 9.20 am; 22 May 12.30  - 1.50 pm;
...agent based (23 May 3.30 to 4.50 pm;
...airports (22 May 8 - 9.20 am;
...biomass supply chains (23 May 11 - 12.20 pm;
... decision analysis (21 May 11 - 12.20 pm;
... degradation (21 May 5 to 6 pm
... emergency response (23 May 8 - 9.20 am;
...human performance (22 May 8 - 9.20 am;
...lean construction (22 May  2 - 3.20 pm
...in industry (22 May 5 to 6 pm;
...network modeling (22 May 11.00  - 12.20 am;
... Optimization ( 21 May  2 - 3.20 pm;
... Reliability (21 May 8 - 9.20 am;
... Service ((21 May 5 to 6 pm;
...Systems dynamics (23 May 5 to 6 pm;

Network Operation
...network applications (23 May 2 - 3.20 pm;
...security (22 May 8 - 9.20 am;


Novel applications (23 May 5 to 6 pm;


Optimization

...Advances in linear and integer programming theory (22 May 3.30 to 4.50 pm; 22 May 5 to 6 pm;
...Food industry (23 May 3.30 to 4.50 pm;
...in homeland security (22 May 3.30 to 4.50 pm;
...manufacturing and education (23 May 8 - 9.20 am;
... Novel techniques (21 May 5 to 6 pm;
...Queing theory (22 May 5 to 6 pm;
...and similation (22 May 5 to 6 pm;
...statistics and probability (23 May 8 - 9.20 am;

Performance Management


... (21 May  2 - 3.20 pm; 21 May 3.30 to 4.50 pm; (21 May 5 to 6 pm;

Process Improvement - Process Industrial Engineering

...Agriculture and food processing (22 May 3.30 to 4.50 pm;
... Analyzing Data ( 21 May  2 - 3.20 pm;
...systems (22 May 12.30  - 1.50 pm;
...Facility design applications (23 May 8 - 9.20 am; 23 May 12.30 to 1.50;
...Facility Layout (22 May 5 to 6 pm;
...Facility planning (22 May 3.30 to 4.50 pm;
...process design and planning (23 May 2 - 3.20 pm; 23 May 5 to 6 pm;
...safety (23 May 2 - 3.20 pm;

Process Monitoring

...using High dimensional data (21 May 11 - 12.20 pm;
...fault diagnosis (22 May 8 - 9.20 am;
...statistical (22 May 3.30 to 4.50 pm;

Production Planning and Scheduling

... batch and lot sizing (22 May 3.30 to 4.50 pm;

... cost and schedule (23 May 12.30 to 1.50;

... Manufacturing (21 May 8 - 9.20 am; 22 May  2 - 3.20 pm;
...Models (23 May 3.30 to 4.50 pm;

... Flow shop scheduling (21 May 3.30 to 4.50 pm;
...scheduling production (22 May 5 to 6 pm; 23 May 2 - 3.20 pm;
...sequencing and scheduling applications (23 May 11 - 12.20 pm;

Productivity Management

...(22 May 11.00  - 12.20 am; 22 May  2 - 3.20 pm; 23 May 12.30 to 1.50; )
Links to download papers given in:
http://nraoiekc.blogspot.in/2017/06/productivity-management-research-2017.html

Professional Engineering Course Licensure - IE

... (21 May  2 - 3.20 pm;

Quality Control - Reliability

... (22 May 11.00  - 12.20 am;
best papers (22 May 3.30 to 4.50 pm;
...energy systems (22 May  2 - 3.20 pm;
...growth (23 May 8 - 9.20 am;

Quantitative Methods

... (21 May  2 - 3.20 pm;
...Routing (22 May 8 - 9.20 am;

Order Picking
...(21 May 5 to 6 pm;

Professional Development
...(22 May  2 - 3.20 pm;

Resourcing


... Resource planning (21 May 5 to 6 pm;


Six Sigma

...(21 May 5 to 6 pm;

Socio-Technical Systems

... (21 May  2 - 3.20 pm;

Software engineering (23 May 5 to 6 pm;


Strategy
...(22 May 8 - 9.20 am;

Supply Chain


... Energy (21 May 3.30 to 4.50 pm;
...environment (22 May 12.30  - 1.50 pm;
...disruption management (22 May 3.30 to 4.50 pm;
...game theory (23 May 3.30 to 4.50 pm;
...global (23 May 2 - 3.20 pm;
...green (22 May 3.30 to 4.50 pm;
...Innovation (21 May 5 to 6 pm;
...inventory management (23 May 2 - 3.20 pm;
...network design (22 May 8 - 9.20 am;
...production planning and scheduling (23 May 12.30 to 1.50;
... renewable energy (21 May 5 to 6 pm;
...risk management
...services (22 May 11.00  - 12.20 am;
... Supplier selection (21 May 8 - 9.20 am;
...Transportation topics (22 May 11.00  - 12.20 am;
...Unmanned aerial vehicles (22 May 11.00  - 12.20 am;

Sustainability


...infrastructure (22 May 12.30  - 1.50 pm;
..Maturity Assessment (21 May  2 - 3.20 pm;
... Organizational ((21 May 11 - 12.20 pm;
... Food distribution (21 May 5 to 6 pm;
...public policy making (22 May 8 - 9.20 am;
...systems management (23 May 5 to 6 pm;
...transport (22 May 5 to 6 pm;
... water (23 May 3.30 to 4.50 pm;

Systems Engineering

... (23 May 3.30 to 4.50 pm;
... Aerospace (21 May 12.30 to 1.50;
...best papers (22 May 3.30 to 4.50 pm;
... Crime prevention and control (22 May  2 - 3.20 pm;
..evaculation planning, resilience (23 May 8 - 9.20 am;
... Military (21 May 11 - 12.20 pm;
...supply chain and transportation (22 May 5 to 6 pm;
... Systems Decision Making (21 May 8 - 9.20 am;
...systems design (23 May 8 - 9.20 am; 23 May 12.30 to 1.50;
...systems and optimization and analytics (23 May 12.30 to 1.50;
... Resilience and sustainability (21 May 12.30 to 1.50;
...Resilience (22 May 3.30 to 4.50 pm;
...Risk analysis (23 May 2 - 3.20 pm;

Warehouse  

...(21 May 3.30 to 4.50 pm;

Work Systems

...assessment of mental workload (23 May 12.30 to 1.50;
...design (21 May 5 to 6 pm;
...industry, labor and service systems (23 May 8 - 9.20 am; 23 May 12.30 to 1.50;
...measurment (22 May  2 - 3.20 pm;
...modeling (21 May 11 - 12.20 pm;




2014

Research Reported in Industrial Engineer Magazine

1. Economies of Scale and Economies of Numbers (What is going to be economical - Scaling up a plant or multiple small plants which are flexible?)
2. Warehouse Order Picking Efficiency.

Interesting question and answers


What are the recent trends in Industrial and Manufacturing Engineering?
https://www.researchgate.net/post/What_are_the_recent_research_trends_in_industrial_and_manufacturing_engineering

2013

Industrial Engineering Information Systems (IT Systems)

Industrial Engineering - Information Technology Systems - Productivity Improvement and Cost Reduction Processes

Lean Software Development and IT Enabled Services

Energy Industrial Engineering


Industrial Engineering For Efficient Energy Use
Energy Use Efficiency - IE for Energy Resource



Updated 3 July 2014, 14 Dec 2011


Industrial Engineering Knowledge Revision Plan - One Year Plan


January - February - March - April - May - June



July - August - September - October - November - December

Updated 16 June 2017, 3 July 2014


June 7, 2017

Statistical Quality Control – Industrial Engineering

SQC is an Efficiency Improvement Technique

SQC is brought into industrial engineering practice as an efficiency improvement technique.

In a narrow sense, some companies refer to their product inspection activity as quality control. In such companies inspection is the sole quality assurance activity. In many companies, now, a more elaborate quality assurance process is installed. In these organizations, quality control encompasses not only inspection but also quality planning, process controls, incoming material control, analysis and correction action in respect of defects, and quality reporting. An appropriate definition for quality control is “quality control is a system for verification and maintenance of a desired level of quality in a product or process by careful planning, the use of proper equipment, continuing inspection, and corrective action where required.”

Is industrial engineering department responsible for quality control? Some scholars in the IE discipline think so. But according to me, IE curriculums had only “Statistical quality control (SQC)” as a subject. Statistical quality control alone does not cover the entire scope of quality engineering and quality management.

Why only SQC? Because Statistical quality control is an efficient improvement innovation for quality engineering. Statistical quality control text books generally provide the explanation on the following lines (Halpern[1]).

Inspection of finished production on a 100% basis is a technique, which, with proper controls, theoretically should be one of the surest ways to eliminate defective products from being supplied to the next stage in production or ultimately to the customer. In practice, the 100% inspection is not as fool proof as may be expected. Experience has shown that the monotony and repetition inherent in 100% inspection tends to create boredom and fatigue with the result that not all defective units are eliminated. Thus in inspection activity, a behavioral dimension is brought in.



Statistical quality control technique of acceptance sampling, is relatively inexpensive as it inspects only a small percentage of items from a production lot or shipping lot, less time consuming, not fatiguing for inspectors, and it is based on well-established principles of probability theory.



The underlying idea is that SQC provides as good a quality assurance as 100% inspection provides and the cost involved in very low compared to 100% inspection.

Industrial engineers as efficiency designers understood the productivity potential of SQC, accepted SQC and promoted its use in practice. For introducing SQC, industrial engineers need not become functional quality system designers. The functional quality specialists still decide what characteristics of the product or item is to be inspected and how it is to be inspected. Industrial engineers design acceptance plans and install the SQC systems and demonstrate its utility and maintain the system. Thus industrial engineers collaborate with the quality specialists and play their role in the design of quality control system. But as the SQC evolved over 75 years period, quality engineers and managers now are capable of developing SQC systems and the role of IEs is now minimal. But productivity improvement of inspection and quality processes is still the task of IEs and this issue is covered in a separate note.

Poka Yoke is contributed by Industrial Engineer, Shigeo Shingo to quality engineering area.

Types of sampling plans


•MIL-STD-105D

•MIL-STD-414



MIL-STD-105D is for inspection by attributes. This means the inspected item is classified as either acceptable or defective. It has the following features:

1. Plans

MIL-STD-105D provides two types of plans which protect lot quality.

i). AQL plans

ii). LTPD plans

2. Level of inspection

Three general inspection levels. I, II, and III.

For small sample sizes, four levels, S1, S2, S3, and S$.

3. Inspection severity


i) Normal

ii) Tightened inspection

iii) Reduced inspection

4. Sampling types

Three basic sampling methods: simple, double and multiple


MIL:-STD-414 is for inspection by variable.



Reference



Sigmund Halpern, The Assurance Sciences, Prentice Hall, 1978


Originally posted in
http://knol.google.com/k/statistical-quality-control-industrial-engineering


Industrial Engineering Knowledge Revision Plan - One Year Plan


January - February - March - April - May - June



July - August - September - October - November - December


Updated 9 June 2017, 14 December 2011