industrial engineering examples walton hancock 1/6/2010
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Industrial Engineering Examples
Walton Hancock
1/6/2010
Examples’ Span of Time
1952 to !954 – Masters and Dr. of Engineering
!954 to !956 - Lieutenant, U.S.Airforce1956 to 1959 – Manager of Industrial
Engineering and Manager of Quality Control
1959 to 1996 – Prof. of Industrial Engineering and Prof. of Hospital Administration
1.Printing Plant Lubrication Program
MS in Eng. ThesisNew Plant, Printing presses had 300
lubrication points.Selected lubricants, trained crews and
implemented system.No bearing failures in six yearsPerceived as a difficult problem by
management so received brownie points
2. Color Control System
Color variation on supermarket shelves a major issue.
Dr. of Eng. ThesisLearned color physics, designed the
electronic equipment to measure color in real time, Implemented system and trained operators.
Now color could be measured. Color variation decreased.
Color Control System
Perceived as a major contribution to printing.
Published papers and thesis was published as a book.
Had 52 people working for me upon graduation.
Company maintained salary when drafted.
3.Production Methods classes- Ford
Taught foremen about methods improvements.
Final exam was presentation to Plant Manager.
Average real savings was $10,000 each for 87 students plus $1,500,000 personal effort
Always buy the product of who you are working for or you can get fired!
4. MTM Association Research
MTM was widely used in US and Western Europe foe establishing production standards.
Developed some of the systems and improved older ones. Built a special purpose computer to collect in plant human performance data.
Improved MTM-1, MTM-2 and MTM-3. Systems used in US and western Europe. Approached to be Technical Director of Postal
Service. Expert witness on numerous labor productivity
arbitrations
Human Factors Laboratory
Started the Human Factors Laboratory which is now the Center for Ergonomics
5.Employee Heat Stress Allowances
Car Company was designing a new foundry and wanted a scientific method of determining the heat stress allowances for employees exposed to red hot metal.
Designed workstations so that no allowances were necessary with proper training.
Resolved a large labor issue and reduced costs.
Major Quality Problems Efforts
Because of Heat stress solution, retained by President as his personal consultant on major quality problems.
Company supported my students working on these efforts.
Was a teenager car nut. Overhauled car engine at 12, built motor bike at 13, electric car at 14 and first car at 15. I was in seventh heaven!
6. Engine Hot Test System
Was teaching Quality control course, so as a project the class designed the first computer aided hot engine test system.
Set up lab, obtained 6 engines, broke the engine into seven subsystems and then designed tests to work at three per minute.
System is still in use.
7. Assembly Plant Quality Control
Each car had inspection ticket. Worked only on defects occurring over 10% of time.
Divided plant into 5 zones. A team of three- an IE under 30, a plant
engineer and a plant foreman to determine root causes and eliminate defects.
Teams solved three per week with a new one occurring for a net solution rate of two per week.
Assembly Plant Quality
Quality of cars greatly improved. Major issue was the body quality.
This effort was an experiment. Was not deemed OK because I used my engineering skills to solve the quality problems.
Repeated experiment in another plant without using my engineering. Solved all of the problems.
Quality Control Department had 300 employees!! We had 16!!
Assembly Plant Quality
Offered an assembly plant, but full time. No thanks.
Everyone on team was promoted.
8. Door Locking Sounds
Malen’s thesis was to make all GM cars doors closing sound like Mercedes at no increase in cost.
Collected all competitive cars and analyzed door amplitude vs. frequency.
Analyzed using finite element for one car (ME Method)
Achieved result by redesigning lock for all cars with less cost
9. Engine Compression Variation
Kawlra’s thesis was to reduce between cylinder compression ratio variation to reduce vibration, improve fuel mileage and emissions.
Did variation simulation analysis on all components affecting compression ratio(41)
Eliminated four major machining processes.
Compression Ratios
Tightened four processes specsLoosened a number of specsAchieved desired result for several
enginesFirst year savings -$40,000,000.
10. Axiomatic Analysis
Hired by Institute for Social Research to help them prove that favorable worker attitudes produce higher productivity.
Worked with a 600 employee design engineering group at TVA.
Designed a small difference questionnaire to be filled in by everyone.
Questions like “You should have all the information you need when you start a design – Do you and how often?
Converted results to economics.
Axiomatic Analysis
Negative responses were that they did not have the necessary info which caused redesign 30% of the time and that the environmental review group refused to publish their criteria causing redesign.
Situations corrected - Output went up by 12%!
Used in production plants with good success
11. Process Control
Big problem in implementing Lean is that processes have to produce high quality first.
Most process control tools help examine a particular process not the whole system process capability.)
Used step wise and ridge regression to reduce co linearity.
Process Control- Ridge Regression
Cut the implementation of new starter motor line from 3 years to three months. Identified 4 of 72 processes that caused defects.
Identified the poor processes in a casting line. Once identified were fixed with great improvement in quality
Did not identify poor processes in another casting processes because the standard tests(32) were not significant. Problem solved by looking elsewhere which would not have happened without knowing that tests were OK.
12. Lean Systems
Started teaching Lean in 1985.Implemented flow lines and cells
Reduced delivery from 30 days to 5 (computer chip manufacturing.)
Reduced manufacturing space by 67% (custom doors.)
Reduced clean room space by 67% (filters)
Lean Systems
Selected a machine and used it to demonstrate the improvements.Die casting machines- increased
productivity and quality.Large stamping press – greatly reduced set
up and down time. Out produced every other press in the company.
12. Lean- Six Sigma Systems
Taught a Lean-Six Sigma industrial course One week per month over 4 months.
Students worked on an important problem over four months using Six Sigma method of selection.
Gave students “maturity” by visiting every week.
Average savings were $400,000 per student.
13. Hospital Systems
Obtained NIH grant to develop better hospital operational systems.
Inpatient admissions, Operating room scheduling, nurse staffing and assignment, ancillary staffing, and outpatient scheduling systems were developed and implemented.
Hospital Savings
Typical HospitalSavings %
Inpatient Admissions $17,453,072 16.5%Operating Rooms $5,166,720 4.9%Nurses Using Aides $5,752,728 5.4%Nurses Reorganized $3,794,175 3.6%Ancillary Services $2,539,360 2.4%Totals $34,706,055 32.8%
Hospital Budget $105,776,192
Hospital Systems
The key to most savings is the inpatient admissions system(ASCS). This system maximizes and stabilizes occupancy. Enables the stabilization of nursing, OR and ancillary services.
Installed ASCS in 19 hospitals with forecasted success.
14.Uof M Hospital Design
Used technology to do the design of the size and configuration of U of M Main Hospital. Built to our design with forecasted results achieved.
15. Company
Because NIH had no method of promoting new systems, formed a company at their suggestion.
President for 10 years. Either had to quit being a Professor or dissolve company. Dissolved company.
16. Patient Waiting Times
Yuli Huang (PhD student) reduced the waiting time of outpatient clinics by 50%.
No money saved except the elimination of need to expand waiting rooms, but still a good idea.
17. Operating Room Scheduling
Wrote an OR computer aided scheduling system that enabled procedures to start on time.
Implemented in 6 hospitals. Increased utilization by 20%, reduced overtime by 90%.
Started on time 95% of the time.
18. Other Hospital Efforts
New company “Lean Care Systems” with 5 colleagues to continue implementation efforts.
Academic Output
35 PhD Students chaired or co-chaired89 papers16 Monographs4 booksAnd a lot of fun!