Vous êtes cadre en génie industriel. Quel est le moyen le plus efficace d’augmenter la productivité ?

Let’s keep it simple! Productivity is a measure of Output over Input. To improve you can :- a) reduce the input with the same output. b) increase output with the same input or c) increase output and reduce input. As output is often a given then a) is the most practical way and this can be achieved by fully understanding the make up of your input costs and prioritising which you can effectively improve. Not as simple as just get rid of people which is a short term solution leading to long term disaster. Of course the best method is to set up and run your business with minimum input costs to start with!

Além de definir e acompanhar os KPIs, faz-se necessária a garantia de sinergia entre os objetivos e desafios de todas as áreas da empresa. Os indicadores não podem ser conflitantes e precisam atuar como "alavancas" em busca do resultado global.

Here's the approach I've employed with great success ... 1) Map all of the process steps including times, physical movements, administrative tasks and yields 2) Identify and eliminate any non-value-added activities (anything the customer would not want to pay for) ... frequently unnecessary tasks are artifacts from NPI. 3) Identify and resolve any yield issues at their root. Those occuring later in the process are most costly. Sometimes this is nothing more than a mismatch between process capabilities and design tolerances. 4) Balance the line leaving sufficient WIP buffers to accomodate variations in process times, and then try to reduce those variations and WIP volume. 5) Do it again... you probably just uncovered some new opportunities.

Compare the calculated Takt time with the measured Cycle time. See the gap between and look how to improve. Identify the bottlenecks and focus on them. Wasted time should be reduced by balancing the production lines. Ergonomy of the working place is important for safety and efficiency. Reduce the change over time/SMED by studying related actions. Create specific work instructions and continuously train the operators to have multiple skills, use the skill matrix. Newcomers should be onboard with proper training. 5S and visual management are Lean tools to be considered into the layout and daily operations. Use the PDCA cycle and continuous improvements. ... 🤔

For documenting current process, time study sheet was used by F.W. Taylor and persons who assisted him in Time Studies. Time study sheet contained the elements of a process in sequential manner along with various details of the process. Gilbreth proposed a more systematic process chart with a set of symbols. ASME standardized the chart with five symbols. But the process charts are only high level descriptions of the process. All processes have operations - five different categories of operations are standardized. Each operation in the process must have an operation information sheet for productivity analysis. This was described in detail by Stegemerten and Maynard in a book. More process charting or mapping tools are now available.

First of al, I would review top Management performance and results; it is common that the organization is not handled in the best way. Maybe my comment will be critized, but in my experience a good organization counts with capable, well prepared and entusiastic managers. If such organization establish the right goals and the top Management provides the resources, the productivity will increase and the goals will be meet.

Make sure you work to lean tools and techniques Carry out continuous improvements and record your results and work towards what you are trying to achieve and get thf operators by in by involving them in the improvement ideas they need to work to

Activity Sampling is the fastest way to obtain a full picture of the amount of time invested in each activity - especially activities triggered by a catalyst. Such as receiving a production order - which triggers material requirements and production planning, as well as procurement of materials. Followed by a complete Critical Path Analysis - with the goal of identifying activities which can be done simultaneously. E.g. an order already tells you WHICH materials are required, prices & availability can be obtained at the same time as MRP works on the exact quantities & timing. A complete flow chart of the whole process, mapping progress of what has been measured, optimized and implemented.

your current sale based on market you are handling and your production capacity, there after if you want to increase business, can you increase production, extra market you want to cover, tools what you need and how, time frame, achievement step by step, initial expenses, so on.

The design stage is one of the most important parts of a successful project. This is the time to ensure that the objectives are being properly targeted, and that all applicable voices have been heard to ensure that the design can be successfully implemented.

One of the most effective ways to boost productivity in industrial engineering is by optimizing processes. This involves carefully analyzing each step in a workflow to identify inefficiencies and streamline operations. By implementing automation, improving resource allocation, and refining procedures, companies can enhance productivity without sacrificing quality. Additionally, investing in employee training and providing them with the necessary tools and support can further drive productivity gains. Overall, a holistic approach that combines process optimization, technology integration, and workforce development is key to achieving sustainable productivity improvements in industrial engineering.

Essa etapa exige informações muito abrangentes, pois envolve diversas áreas de conhecimento. Para garantir um cenário de êxito, o melhor rumo é contar com uma equipe multidisciplinar que, bem instruída, poderá formatar soluções realmente efetivas e aderentes à realidade do time.

The most important aspect of the design stage is to ensure that everyone involved is heard, AND involved in the design - that alone will ensure smooth implementation. Which, in turn, requires that everybody completely understands the objective: you want to create a culture of continuous improvement in every aspect, not just put frontline staff under the microscope. Ensure that the times saved will, in future, be spent on continuous improvement - and not lead to retrenchments. Retrenchment, in my opinion, is a short-sighted shot in the foot. Time savings = improved quality, improved customer service, improved throughput time = deliverability.

In my experience you have to always. Monitor and evaluate the outcomes. For example you have to take readings and get a feedback and check them correctly and make sure that they are fit to the standards that you want.

Reviewing and monitoring outcomes of actions is the only way we can learn to improve our own effectiveness. Not all teams work the same, and it is important to have this follow up to ensure success.

1. Process improvement: Identify bottlenecks and inefficiencies in production lines, material handling, and other processes. Use techniques like time studies and value stream mapping to analyze current workflows and design optimized solutions. 2. Workstation design: Ensure workstations are ergonomically designed to minimize worker fatigue and discomfort, which can lead to errors and reduced output. 3. Line balancing: Distribute tasks evenly across a production line to avoid idle time and ensure a smooth flow of materials and products. 4. Data analysis: Leverage data to identify trends, predict issues, and make data-driven decisions for continuous improvement.

Com diz Peter Drucker: “O que pode ser medido, pode ser melhorado”. Tendo entendimento dessa ótica, fica claro o quão importante é definir KPIs que sejam mensuráveis e influenciáveis. Se não tiverem essas características, não podem ser convertidos em metas.

In my experience in IE and CI, I believe gathering performance metrics as well as monitoring them is as important as the pre-planning and execution phase of the project. The lessons learned during the post go-live phase is price less and helps you get better for next projects.

Continuous improvement requires continuous learning. There is no limit. Promoting a culture of innovation, however, also involves financial motivation - when that is neglected, motivation wanes. A solid improvement program, such as KAIZEN, is essential in every business. And it is important that it is applied to ALL aspects of the business. The frontline production process is frequently put under a microscope - leaving all processes, which don't add direct value, vulnerable to growing millstones. Every business is a complex mechanism, with every cog (or gear) affecting the whole.

Kaizen still remains one of the top requirements for productivity increase for me. The staffs needs to be continuous trained to meet the current technological advancement. These advancements when constantly practiced will become part of the the system hence improving productivity.

Continuously learning is something that I believe is something that all people want. Change can be scary or uncomfortable, but a sense of accomplishment in learning new skills is always a powerful feeling. Investing in your team by means of new lessons, opportunities or skills is a great way to get proactive members that should see higher productivity.

Essa etapa remete diretamente ao que se aprende com o PDCA (PLAN–DO–CHECK–ACTouADJUST), mais precisamente com o "A" do Acrônimo em questão que aponta a necessidade de revisitar os ciclos com um olhar crítico de aprendizado contínuo.

Make the most with your existing resources and prioritise high impact tasks or projects that drive the most value. Identify and automate mundane and repetitive tasks to free up resources for critical work. Streamline and simplify work and processes and continuously improve.

Understand your productivity bottlenecks & work to improve those. Improvements on non-bottlenecks are wasted effort. In some cases, what appears to be a bottleneck (e.g. a glut of WIP in front of a step of the process) is caused by variability elsewhere in the process. Process mapping & Value-Stream mapping is an important step in understanding these relationships, but sometimes Discrete Event Simulation is necessary to detect the root-cause of bottlenecks due to variability.

If you are the CEO and you wish to change your organisation to become more efficient, effective, responsive, productive, higher throughput, high quality, low inventory, low scrap and regrets, on time delivery, right first time, excellent customer service, you start with an honest appraisal of yourself. It's pointless lying to yourself, so don't kid yourself. If you are a psychopath, sociopath, autocrat, you won't make it through your people, Theory X. If on the other had you are inclusive, involving, respective, believe in the basic goodness of people, Theory Y, you have an amazing probability of creating an amazing world class organisation. You cannot achieve anything without the right mindset. Get yours right before you waste your time.

The one of the important role of industrial engineering team - Optimization of process. Hope the following actions effective... Streamlining workflows and eliminating bottlenecks is essential for increasing productivity. Regular Kaizen events focused on continuous improvement and problem-solving. Our workforce is our greatest asset. Foster a culture of continuous learning and development by providing employees with access to training programs and resources. Evaluate opportunities to automate repetitive tasks and integrate advanced technologies into our operations.

In many cases, the manufacturing floor has grown organically in an old building, just the location and ability to handle traffic flow can be a bottleneck. In the past factories were built along waterways to accommodate barge traffic, then railroad lines replaced canal systems and eventually railroad lines became hiking paths with facilities left off the new infrastructure path making it harder to ship and receive goods/ raw materials. One can only optimize a process system so far then it becomes obvious the structure and location are the gaps. Better realized early on in the improvement process. Case in point, Corning Glass Works evolution to Corning Inc 1969-1985 changed the entire landscape of downtown Corning