June 28, 2018

Supply Chain Structure - Leader Firm and Partner Firms

Supply Chain Structure -   Strategy‐Structure‐Performance (SSP) Paradigm


Supply chain is a network of independent firms. It requires the coordination and commitment of multiple firms to implement supply chain strategic objectives. Each firm in the supply chain has  business unit‐level strategies that include  low cost, product distinctiveness, and/or innovation. They  require internal functional coordination within a firm. But supply chain strategy requires companies to reach objectives through inter‐firm coordination. Supply chain strategy utilizes inter‐firm coordination as the capability that facilitates achievement of objectives focused on revenue growth, operating cost reduction, working capital and fixed capital efficiency to maximize shareholder value (Christopher and Ryals, 1999).  Interorganizational relationship literature introduced the concept of strategic business network alliances to characterize the relationship formed between multiple firms linked together in support of a common goal (Achrol, 1997; Varadarajan and Jayachandran, 1999).

The interorganizational relationship phenomenon has appeared in logistics research using the term relational strategy (Rodrigues et al., 2004). A relational strategy requires that firms create structures and processes that improve cross‐organizational behavior between supply chain partners that share a common vision and objectives. This collaborative perspective is key to aligning the operational processes of multiple firms into an integrated supply chain system. In such relationships, shared supply chain goals across participating supply chain firms heighten the chances of success. For example, a consumer goods manufacturing firm with a strategy focused on providing the highest quality products in the industry should seek logistics providers and retail partners that differentiate themselves from competitors by providing the highest levels of supply chain services such as on‐time and consistent delivery and on‐shelf availability.

Another key dimension of supply chain strategy includes identification of firms that share a mutual belief in the value of the supply chain as a competitive differentiation mechanism. Establishing ties to other firms that do not value the supply chain as highly will reduce the effectiveness of the supply chain (Ellram, 1995). The Japanese keiretsu structure provides an early demonstration of multiple firms using supply chain strategies to achieve a common purpose (Schonberger, 1982; Sugimori et al., 1977). While keiretsu differs from typical cross‐organizational structure because there is frequently some degree of vertical ownership implied between the organizations, it does offer a meaningful analogy for establishing ties with firms that hold a mutual belief in the role of the supply chain. In the keiretsu structure popular in  automotive and electronic sub‐components, suppliers enjoy close ties with manufacturers, often exchanging personnel, technology, information, and capital in order to secure high volume, long‐term supply contracts with the manufacturer. Uniquely, the supplier is frequently a spun off division of the manufacturer.

The applications of supply chain strategy is more visible  in supply chains managed by a powerful supply chain leader. Often a leader firm in a position of power will define the rules the supply chain will play by. Alternatively, a strong leader firm may use its power to influence, rather than dominate, the supply chain behaviors of other firms; in either case the leader's power will influence the other members of the supply chain. Researches found that  positive uses of power tend to lead to stronger supply chain relationships, which in turn lead to improved performance (Ellram and Cooper, 1990; Maloni and Benton, 2000; Mentzer, 2001).

Structural elements of the supply chain

Firms that pursue supply chain strategy must seek to develop structures that support such a strategy.
The supply chain itself  has to conceptualized as the focal enterprise. Integration, both within the firm and across supply chain members is a central theme required for effective coordination of activities across multiple firms. Integration and the similar concepts of synchronization and harmonization entail the common use of materials and systems to create timely, high quality product and information flows that drive enhanced performance. Thus supply chain structure implies the integration of the organization governing the network of supply chain members and the links between members through which the enterprise is administered (Lambert et al., 1998). A lack of integration may lead to the failure of multiple partners attempting to work together (Brewer and Speh, 2000; Bowersox et al., 1999; Chow et al., 1995; Mollenkopf et al., 2000; Williams et al., 1997).  Critical elements of structure including technology, communications, standards, decision‐making authority, and reward systems can be applied to the supply chain environment to become foundational elements of the SSP supply chain framework


Adopted from
Source: C. Clifford Defee, Theodore P. Stank, (2005) "Applying the strategy‐structure‐performance paradigm to the supply chain environment", The International Journal of Logistics Management, Vol. 16 Issue: 1, pp.28-50, https://doi.org/10.1108/09574090510617349

Assertiveness - Assertive Thinking and Behavior





Be assertive: Simple ideas for getting what you want
Infinite Ideas
Infinite Ideas, 14-Feb-2012 - Business & Economics - 49 pages


Do you long to be in control of your business and personal life but always feel obliged to put others first? Are you worried about standing up for yourself? Do you always shy away from conflict situations? Do you lack self-confidence? If you answer "yes" to any of these questions then Be assertive by James Fleming provides the perfect answer. Packed full of useful tips and practical guidance, and written in an entertaining, easy-to-read style, this book will show you how to master your own emotions and take control of your relationships with others. Topics covered include: Being Assertive, Not Aggressive; Standing up for Your Rights; Doing Things Your Way; Giving and Taking Criticism; Looking and Sounding Confident; Controlling your Relationships.

https://books.google.co.in/books?id=S-Wz2h_yyREC



Assertiveness
How to Become a Highly Effective Leader: Ten Skills a Leader Must Possess
By Tri Junarso
https://books.google.co.in/books?id=3rK8Y0Ho5uEC&pg=PA75#v=onepage&q&f=false

2.41 Million Page Views Registered on 28 June 2018



28 June 2018
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At 10.38 pm IST
2,418,131 page views


28 June 2014

Million Page Views Registered on 28 June 2014

At 9.09 pm Indian Standard Time

http://nraomtr.blogspot.com  registered 1,000,000 page views

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Million Page Views for the Blog - Top Posts
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Audience - Country Breakup
80% global audience

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Got a message from Google+ that the photos are awesome.

Updated on 28 June 2018, 28 June 2014

June 16, 2018

Supply Chain Cost Reduction

Industrial Engineering of Supply Chains


The cost reduction effort on any system will involve simplification effort. Systems are made complex by functional designers by adding various features. Industrial engineers in their quest for efficiency need to examine the contribution of various complex features to the profit potential of the system and need to simplify where needed.


Simplification Tools and Areas to Which They are Applicable



The product portfolio rationalization  -  Product Portfolio Planning

The product design - Design for Manufacturability

Part and raw material variety reduction - Standardization

Manufacturing processes - Implement  Lean, continuous flow mfg.

WIP inventory -                         Just-in-time

Finished goods inventory -         Build-to-Order

The distribution network -         BTO & ship direct

Order entry -                            Configurators & data links

The vendor base reduction -                     Vendor/Partnerships

Supply chain logistics -              Product line rationalization

Product design for lean production

Standardization


Books

The Supply Chain Cost Management: The Aim & Drive Process for Achieving Extraordinary Results

Hardcover: 256 pages
Publisher: AMACOM (October 31, 2007)
Language: English
ISBN-10: 0814474756
ISBN-13: 978-0814474754
Topics


• identify critical costs in the supply chain

• measure secondary and tertiary costs

• develop strategic options

• reduce, change, or eliminate activities that produce costs

• implement an action plan

• verify the plan with cost monitors

• continually improve and modify the process

References

Excerpts from the Book: Build-to-Order & Mass Customization, David M. Anderson
http://www.halfcostproducts.com/scm_cost_reduction.htm

The Page http://www.halfcostproducts.com/index.htm is also very useful page to read

Supply Chain Industrial Engineering - Video Presentation

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__________________



Supply Chain Engineering - One Year Masters Course - Georgia Institute of Technology - IE School.


They should have titled the course

Supply Chain Industrial Engineering

__________________

__________________



Interesting Web Pages and Blog Posts

7 ways everyone can cut supply chain costs
http://www.supplychainquarterly.com/topics/Strategy/scq201102seven/

How to Reduce Costs through Supply Chain Network Optimization
http://www.industryweek.com/planning-amp-forecasting/how-reduce-costs-through-supply-chain-network-optimization


Original Knol - 460

Updated 2018 - 17 June 2018

  17 June 2016,  4 July 2014, 24 Nov 2011, Earlier published on Knol


Industrial Engineering Knowledge Revision Plan - One Year Plan


January - February - March - April - May - June



Competencies for Senior Manager Positions and Roles



Pradip N. Khandwalla


Vikalpa October - December 2004
pp. 11 - 23

Senior Manager Competencies Groups - A to F

1. Contextual Sensitivity Competencies

2. Initiative Management Competencies

3. Innovations - Related Competencies

4. Resilient Problem Solving Competencies

5. Task Execution Competencies

6. Interpersonal and Leadership-related Competencies

Managing Change in Improvement Projects - Comfort Zone to Comfort Zone



Industrial engineers have to ensure employee comfort in every redesign of theirs.



Industrial engineers have to take care of comfort of the employees/operators/workers. While the basic focus of industrial engineering is speed, it has to consider the comfort of the operator along with it and any speed improvement in the machine or in human effort should not create any discomfort to the operator.

But a change in method can always create discomfort. The new method has to be learned by the operator. Recently there is a change in fares of taxis and autorickshaws in Mumbai and Thane. The meters are not changed for increase in fares but a new rate card is issued. Because a driver is not familiar with the new fare, he has to consult his card frequently to find the fare. So there is more work now for him. But after some more days, he will remember the computation and he need not consult the card.

Every change initiative goes through that process. The change managers have to assure the operators that the new process does not create any extra trouble for them once it is stabilized and also have to inform the operators the steps that they have taken to make the transition stage also comfortable.

The change management literature has to talk of comfort zone to comfort zone transition. I thought I brought up this idea today (24.10.2010), but I found an article by Nigel Brooks which is already there.
Migrating Through the Change Response Cycle From Comfort Zone to Comfort Zone

http://ezinearticles.com/?Migrating-Through-the-Change-Response-Cycle-From-Comfort-Zone-to-Comfort-Zone&id=1764426



A good detailed model of comfort zone to comfort zone is provided by Alasdair White. He talks of increasing skills which reduce anxiety in due course to take a person from a comfort zone with a steady state performance through a performance improvement zone to another level of steady state performance in a comfort zone. The idea is how enhanced performance comes with a person being always in comfort zone only even though skills are increasing and performance is increasing. Training and behavioral support must be provided adequately so that comfort zone is maintained.
Read Alasdair's article - From Comfort Zone to Performance Management: Understanding Development and Performance



Originally posted in
http://knol.google.com/k/-/-/2utb2lsm2k7a/3139

Updated on 2018 - 17 June 2018,
Updated on 4 July 2014, 2 Dec 2011,24 Oct 2010

June 15, 2018

Industrial Engineered Systems Installation - Installing Proposed Methods by Industrial Engineers


IE Redesign Implementation - Principle of Industrial Engineering

TAYLOR - NARAYANA RAO PRINCIPLES OF INDUSTRIAL ENGINEERING


Industrial engineers study existing designs or proposed new designs of products and processes and come out with redesigns. Industrial engineers have full responsibility for implementing these redesigns. They have to become redesign implementation team members or team leaders and ensure that redesigns are implemented and give the productivity and cost reduction benefits, that were estimated in the economic analysis of the redesign.
http://nraoiekc.blogspot.com/2017/06/ie-redesign-implementation-principle-of.html

In industrial engineering,  management is to be taught so that IEs successfully manage the planning and implementation of their redesigns.


Industrial Engineering

Installation of design is the biggest stumbling block said, Nadler [Nadler, 1955]. In many cases everyone contacted in step 6 and step 7 of method study process will approve of a method, yet there are some difficulties in installing new the method and getting the required changes made.
__________________________________________________________________

Steps in Method Study




1. Goal determination

2. Analysis of work

3. Application of principles of methods design

4. Selection of feasible solution

5. Formulation of recommended method/design

6. Review of design

7. Test of design

8. Installation of method

9. Standards setting



Installation of design is the biggest stumbling block said, Nadler [Nadler, 1955]. In many cases everyone contacted in step 6 and step 7 of method study process will approve of a method, yet there are some difficulties in installing new the method and getting the required changes made.


Steps in Installation of New Method




In general, installation of method calls for the following steps.


Approach to Foreman and Operator




If the analyst has reviewed the method and tested the method in cooperation with the foreman and the operator concerned, then the installation proper does not require selling the method. Otherwise, the first thing to do is to explain the foreman and the worker the details of the method and rationale for it.



Any approach to the worker should be made with and through the foreman or supervisor. Basic human relations principles are to be kept in mind in conversation with the worker. The worker needs to be explained the shortcoming of the earlier method from productivity/efficiency point of view so that he understands why the problem needs to be solved and cooperates. The suggestions of the worker are to be welcomed and incorporated into the proposed method at every stage. Even at this stage of preparing for installation of the method, the worker must be encouraged to give suggestions or ideas, so that the operator feels that he is contributing to the proposed method.



Economic fears of workers play an important role at the time installation of new methods. The industrial engineer should check the policies and procedures established by management in relation to these fears and use the information to gain the cooperation of operators. Especially important in some of the these situations is the policy regarding employees who are not required to be in the new method




Changes in product/production equipment/work place layout




This part involves obtaining authorization to complete the suggested changes in design of the product, material, equipment etc. After obtaining the authorization from the Committee or Executive responsible for authorizing such changes, they have to be sent to design department for incorporation in drawings. Orders are to be placed for various items required on the basis of new drawings (resourcing). After the materials, parts, tools and equipment arrive, the proper department in organization has to install them in the work place.



An important problem during the installation of a new method is how to avoid excessive losses in production. In some situations, this problem can be solved by dong the changes after working hours and on holidays. Planning has to be done to minimize loss of production.


Training of operators and other staff including foremen/supervisors




Since the new method will usually result in a change in hand patterns, the operators should be give some opportunity to learn the new method. Training in some cases may be an oral explanation for few hours. In some cases it could be extensive training off the job and on the job [Barnes, 1980].


Follow-up




Follow-up of the method is to be done after some time subsequent to the start of regular production under the new method. Foreman has the primary responsibility to ensure that the new method is followed and also to solve any difficulties that crop up in the new method. Supervisors are to be trained first in new methods. But the industrial engineer, who has played a key role in the development of the new method, has a responsibility to make sure that the new method is contributing up to the expectations through a review exercise.



Follow-up is probably most important for operations which are not continually running but are performed according to orders. In these cases the operator may forget much of what was learned of the new method. Foreman has greater responsibility to make sure that new methods are used in such circumstances. But checking by the industrial engineer or IE department technician occasionally is not unwarranted. It is like insurance on the investment of time and effort spent on the developing new method.


References




Barnes, Ralph (1980), Motion and time Study: Design and Measurement of Work, John Wiley, New York.


Nadler, Gerald (1955), Motion and Time Study, McGraw-Hill, New York.

Originally posted in
Knol Number 100


Industrial Engineering Knowledge Revision Plan - One Year Plan


January - February - March - April - May - June



July - August - September - October - November - December


Updated 2018 - 15 June 2018
 15 August 2017, 14 December 2011

June 14, 2018

Current Research in Industrial Engineering (IE)


2018

IISE 2018 Annual Conference

You can view and download conference papers from:
https://www.xcdsystem.com/iise/program/2018/

Prof. Narayana Rao published "Functions and Focus Areas of Industrial Engineering."

http://nraoiekc.blogspot.com/2017/07/functions-of-industrial-engineering.html

Please send an email to kvssnrao55 at gmail dot com for the copy of the published paper.


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  - May not be available any more.

Presentation Video


Presentation in the IISE 2017 Pittsburgh, USA Annual Conference
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________________

All the conference papers are available in pre-publication format in the site
https://www.xcdsystem.com/iise/program/A20a5CK/  May not be available now.

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 2018 - 16 June 2018

 16 June 2017, 3 July 2014


June 7, 2018

Cost Of Ignorance - Knowledge Has Value


HOW REAL LEADERS MELT THE ICEBERG OF IGNORANCE WITH HUMILITY
May 26, 2018
https://corporate-rebels.com/iceberg-of-ignorance/

Ignorance - The Ultimate Expense

22 November 2016


James Morgan and Jeffrey K. Liker use this section heading in the book "Toyota Product Development System (page 213)", to highlight the need to develop deep knowledge in various persons working in an organization. In the absence of critical and advanced knowledge, brain storming is a suboptimal tool and solutions arrived will be suboptimal. Organizations need to have learning orientation and periodically they have to scan the environment to acquire new knowledge and include them in their mental as well as physical knowledge bases. The learning either explicit or tacit has to be converted into practice as appropriate to realize the benefits of learning or acquiring knowledge through explicit and tacit channels. Toyota gives explicit attention to learning, experimenting and practice to come out with quality products from the product development processes as well as manufacturing process.


10 July 2016

I saw a post in a Linkedin Community on Ignorance and wrote the comment that I developed the concept, Cost of Ignorance long back.  The search of my blog posts took me to a post in 2008.


2013
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6 September 2008


Marketing and Marketing Concept
http://nrao-mgmt-smi-handbook.blogspot.in/2008/09/marketing-and-marketing-concept.html

I am writing articles on Google Knol platform with an intention to develop a management knowledge revision encyclopedia on the platform. I am calling it a revision encyclopedia as I want it to be useful to people who have studied the related texts and for the purpose of revising and refreshing their knowledge they read these articles. Knowledge workers have to make efforts to make sure that they bring all the appropriate principles into play when they are solving a problem or deciding an issue. Unless they make efforts to frequently revise the principles in various subjects related to management, managers cannot assure themselves or assure others that they are using all the relevant knowledge and taking right decisions.

Performing artists spend hours every day practicing their art and perform for three or four hours on a day. Many knowledge worker in contrast work a minimum of 8 hours per day. So they cannot study their knowledge material for an appreciable amount of time. But expecting them to spend at least half hour to sharpen their knowledge base in the brain is reasonable. Cost of ignorance is quite a large figure in the world. Knowledge workers also incur it and incur it for the organizations they are serving despite having certificates that attest that they have studied knowledge bases in a satisfactory manner. Knowledge base needs to be revised to make it useful when needed.

I specifically highlight the idea:

Cost of ignorance is quite a large figure in the world. Knowledge workers also incur it and incur it for the organizations they are serving despite having certificates that attest that they have studied knowledge bases in a satisfactory manner. Knowledge base needs to be revised to make it useful when needed.

The idea was again mentioned in 

26 April 2009

Narayana Rao K.V.S.S.

My aim is to provide revision or review articles for graduates of industrial engineering and management so that they can refresh their knowledge periodically. My effort of writing articles in all the subjects of the curriculum is to demonstrate that by appropriate committed effort, we can retain our learning of multiple subjects over a long period of time. 

Only when we retain a large number of principles in our brain, we take decisions properly when the occasion comes. According to me we are all incurring a huge amount of cost of ignorance.

My advocacy is the that knowledge workers have to make special efforts to retain, revise, refresh and update their knowledge.


I am happy to see that the idea has now captured the attention of many persons in the world

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