Functions of Industrial Engineering 1615282531

The Journal for Practising Managers
Vol. 40, No. 4 October - December, 2016

ISSN 0970-3365
NATIONAL INSTITUTE OF INDUSTRIAL ENGINEERING

Mumbai-400 087 INDIA
UDYOG PRAGATI
Vol. 40, No. 4, October - December, 2016
Udyog Pragati is published as a Quarterly Journal by the National Institute of Industrial Engineering.
The Views expressed in this Journal do not necessarily represent the official views of NITIE.
Editor in Chief : Prof. Binilkumar Amarayil Sreeraman, Professor In Charge (Research)

Guest Editor : Prof. Priyanka Verma
Printer & Publisher : Shri Basavraj Swamy, Registrar
PUBLICATIONS COMMITTEE: EDITORIAL BOARD:
Prof. Rauf Iqbal Chairman Prof. R. Ramaswamy Member

Prof. Ravindra Gokhale Member
Prof. KVSS Narayana Rao Member
Prof. (Mrs.) Ruchita Gupta Member
Prof. (Mrs.) Rekha Chikhalkar Member
Prof. (Mrs.) Poonam Singh Member
Mrs. Bhagyashree Korday Member Prof. Utpal Chattopadhyay Member
Shri Vishnu A Patankar Member Secretary Shri Vishnu A Patankar Member Secretary
Contact Address:
Professor In Charge (Research)
National Institute of Industrial Engineering (NITIE),
Vihar Lake, NITIE P.O., Mumbai - 400 087, India.
Tel.: +91-22-28573371 / 28035207
Fax: +91-22-28573251
E-Mail: [email protected] / [email protected]
Website - http://www.nitie.edu
UDYOG PRAGATI
ABOUT NITIE
NITIE was established as a National Institute in NITIE has established a Centre of Excellence in
1963 by the Government of India with the assistance Ergonomics and Human Factors Engineering
of United Nations Development Programme (CEEHFE) as part of Government of India’s
through International Labour Organisation. Technology Mission-2020 through TIFAC
NITIE offers 2 years Post-Graduate programmes (Technology Information Forecasting and
in Industrial Engineering, Industrial Management, Assessment Council) – mission REACH
Industrial Safety and Environmental Management, (Relevance and Excellence in Achieving New
Information Technology Management and a Heights) in Educational System. NITIE has also
Fellowship Programme of Doctoral level established an Advanced Centre of Excellence in
recognized as equivalent to Ph.D of an Indian Operations and Manufacturing Management. The
University. NITIE has been conducting several centre is equipped with ERP/MRP-II, CAD/CAM,
short-term Management Development Programmes EDM, QUEST softwares.
of one week duration in various areas of Industrial
Engineering and Management. NITIE can conduct NITIE publishes quarterly a professional journal,
eight courses concurrently. The training UDYOG PRAGATI. This deals with new
programmes of NITIE emphasize on learning with developments in industrial engineering, industrial
a purpose, and are accompanied by an abiding managment and allied fields. Members of Alumni
concern for man. Besides training, NITIE is also Association are entitled to a copy of the journal.
engaged in applied research and offers consultancy Participants of Management Development
in the various facets of Industrial Engineering, Programmes are eligible to become members of
Operations Research, Information Systems and Alumni. NITIE also publishes NITIE NEWS
Computers, Environmental Management, containing information about Institute’s activities
Marketing, Organisation Behaviour and Human which is circulated to industries, educational
Resource Management. institutions and alumni.
NITIE faculty members, drawn from various basic NITIE campus is located in one of the most
disciplines, have diverse experience in business, picturesque surroundings of Mumbai flanked by
industry and government, and thus are able to bring Powai and Vihar Lakes. NITIE can accommodate
to bear academic concepts to the practical problems. 150 participants at a time in self-contained single
By introducing new concepts, techniques and
rooms.
programmes to meet the changing needs arising out
of rapid technological development and socio- NITIE is administered through a Board of
economic transformation, NITIE endeavours to Governors representing industry, government,
equip the managers, administrators and specialists labour and professional bodies with Prof. Sanjay
in government, public utilities, industry and other G. Dhande, Former Member UGC and Former
service sectors with the necessary skills for efficient Director IIT Kanpur as a Chairman and Prof.
performance. (Ms) Karuna Jain as Director.
Vision
"To be the thought leader in Industrial Engineering education and research,
and partner in the manufacturing renaissance of the nation"
Mission
"To advance transformative education and industry-inspired research in Industrial Engineering"
Special issue on
Industrial Engineering and Manufacturing Systems
Editorial
Scope and Applications in Industrial Engineering
Industrial Engineering (IE) is a method of and management (Schmenner, 2015). This
designing and improving worksystems. special issue on Scope and Applications in
Accelerated product development cycles, Industrial Engineering attempts to explore
mass customization, global value chain, different applications of IE with an intent to
competitive factors and innovative business improve productivity.
models are significant contributors in the
The enhancement in the scope of IE under
evolution of IE.
emerging manufacturing paradigms needs to
Optimized utilization of resources to obtain be studied. For this purpose, the classification
the best results is the focus of a productivity- scheme of Salvandy (2001) is selected as
driven organization. IE theories argue that shown in Figure 1. This classification scheme
productivity of manufacturing process includes four basic domains of IE research as -
depends upon product design, engineering (i) Technology (ii) Performance improvement
of the process, capital investments, efficient and management (iii) Management, Planning,
allocation of the workforce, worker effort, Design and control, and (iv) Decision Making.
Performance Management,
Technology Improvement and Planning, Design Decision Making
Management and control
Project Management
Probabilistic Models
Information Product Planning and Statistics
Technology
Orgnisation and Work Manpower Resource
Design Planning
Engineering
Systems and Facility Economics
Manufacturing and Design
Production Systems
Planning and Control
Computer simulations
Human Factors and
Ergonomics Quality
Service Systems
Supply Chain, logistics Optimization
and Warehouse
management
Figure 1 Industrial Engineering Domain and its scope (Salvendy, 2001)
ii
Technology domain of IE deals with the and Control of the entire value chain.
applications of technology in industrial Extending the scope of IE through the value
practices. It includes Information technology, chain operations is another critical challenge
Manufacturing and production systems, in pursuit of competitiveness.
and Service systems. The advancements in
The decision-making domain aims at
technology have triggered the emergence of
providing a structured and analytical approach
paradigms such as Industry 4.0, Internet of
to the decision rather than intuition of the
things (IoT), artificial intelligence, machine
managers. It has themes such as Probabilistic
learning, etc. which leads to increased
models and statistics, Engineering economics,
complexity, connectedness, and improved
Simulation and modeling, and Optimisation.
automation of the worksystems. Leveraging
Evolving fields like big data analytics, artificial
the technology-driven worksystems
intelligence, machine learning are elevating
towards competitiveness is one of the
the human-computer interactions of modern
critical challenges for the modern industrial
worksystems. Further research in Decision-
engineers.
making domain can explore the effective
Performance Improvement and applications of classical and evolutionary
Management domain of IE deals with people, methods, theories, and frameworks towards
their work, and organization. It encompasses productivity enhancement.
themes like Organisation and work design,
and Human factors and ergonomics. With In a nutshell, the impact of technological
the advent of technology-driven systems, advancements has altered the modern
worksystems are evolving as the cyber- worksystems and extended the scope and
physical systems and physical work content application of IE (Kosturiak, 2012). Such
is largely replaced by cognitive load. Further advancements impact the product, process
research on such transitions can provide and people, i.e., the traditional core of IE.
necessary guidelines towards performance In this issue, the papers are selected that are
improvement of worksystems. primarily dealing application of IE towards
productivity enhancement.
Management, Planning, Design and
Control domain aims to optimize the flow The contributions of papers selected for
across the value stream of the firm. It includes publication in this issue can be mapped within
areas such as Project management, Product the framework mentioned above. The first
planning, Manpower resource planning paper in this issue is titled as “Functions and
System and facility design, Planning and Focus Areas of Industrial Engineering.”
control, Quality, Supply Chain, logistics This paper elaborates the functions and focus
and warehouse management. The modern areas based on recently pronounced principles
manufacturing is extending beyond the limits of Industrial Engineering considering
of the factory and considers integrating the the evolution of academic discipline and
aspects of Management, Planning, Design practices in IE. Further, this paper deduces
iii
the thematic framework of IE and provides worksystems. Future research may explore
the structured approach to connect various the challenges and role of IE in the advancing
functional aspects of the discipline. This work worksystems; by searching an answer to the
articulates the intellectual developments in IE following questions:
across the four major constitutes as illustrated (i) What are the influencing theories
in Figure-1. impacting the traditional discipline of
The second paper titled- “How much IE?
reliable are VRP solutions that ignore (ii) What is the role of industrial engineers in
realist system specifics – a case study-based modern manufacturing paradigms?
Experimentation and analysis” provides
(iii) What are the critical challenges and
an analytical viewpoint to Vehicle Routing
opportunities for the future of IE?
Problem. This paper establishes a connection
with the last mile delivery of purified drinking (iv) How to establish connect between IE
water through specialized vehicles with tools-techniques and competitiveness of
purification units. This work links Supply the firm?
chain and logistics and decision-making (v) How to explore changing role of
domains of IE framework. human-machine interactions in evolving
Third paper on “Comparison of Multi-criteria worksystems?
Decision-Making (MCDM) - Techniques for Acknowledgment
Prioritization of Project activities” proposes
I take this opportunity to acknowledge all
a method to prioritize or rank project activities
contributing authors and the anonymous
based on multi-Criteria decision-making.
reviewers who spared their time and
This work proposes guidelines to develop
offered valuable insights to improve the
a relative ranking of activities and execute
manuscripts. I also convey heartfelt thanks
projects within speculated time and cost. It
to Prof (Ms) Karuna Jain, Director NITIE
also connects project management and multi-
for providing this opportunity to IEMS
criteria decision-making domains of the IE
area for developing this special issue and
framework.
for her constructive suggestions. I extend
The fourth paper titled “Enigma of my heartfelt thanks to the Editor-in-Chief,
Quality and Process Control Tools in a Udyog Pragati, Dean SRIC, Professor In-
Manufacturing Unit” provides a case-based charge (Research) and the administrative
illustration of the application of IE approach. staff of SRIC office for their continuous
This work fits into the Quality theme under support.
Management, Planning, Design, and Control
Prof Priyanka Verma
domain of the IE framework.
Area Co-ordinator
IE research needs breakthrough investigations Industrial Engineering &
that may have a significant impact on the Manufacturing Systems
iv
Reference
Kosturiak, J. (2012), The New Role of Salvendy, G. (2001), Handbook of Industrial
Industrial Engineering in a Flat World, Engineering, Institute of Industrial Engineers,
available at: http://www.ai-online.com/Adv/ John Wiley and Sons, Inc, available at:https://
Previous/show_issue.php?id=2244#sthash. doi.org/10.1002/9780470172339.fmatter.
R9j2WDDF.dpbs.
Schmenner, R.W. (2015), “The pursuit of
productivity”, Production and Operations
Management, Vol. 24 No. 2, pp. 341–350.
v
IN THIS ISSUE…
AUTHORS Page No.
1. Functions and Focus Areas of Industrial K.V.S.S. Narayana Rao 1-14

Engineering
2. How much Reliable are VRP Solutions Rajesh J. Dhake 15-25

that Ignore Realist System Specifics – Dr. Mrs. N.R. Rajhans
A Case Study Based Experimentation & Nagesh Bhole
Analysis Gaurav Dalvi
3. Comparison of Multi-criteria Decision- Pooja Deshmukh 26-39

Making (MCDM) Techniques for Dr. Mrs. N. R. Rajhans
Prioritization of Project activities Ameya G. Pathak
4. Enigma of Quality and Process Control Jagdeep Singh 40-50

Tools in a Manufacturing Harwinder Singh
Unit-A case study Jatinderpal
Preetraj Singh Sidhu
vi
Functions and Focus Areas of Industrial Engineering
K.V.S.S. Narayana Rao *
Abstract 1. Introduction
Industrial engineering discipline made its F.W. Taylor [1903, 1911], hailed as the
appearance in academic institutes in 1908.
father of industrial engineering proposed
Presently it is taught in many universities and
institutes with primary focus on productivity principles of shop management in his book
improvement in production and related systems. Shop Management and further proposed
Industrial engineering has its roots in production principles of scientific management in his
shop management advocated by F.W. Taylor.
Taylor published Scientific Management in 1911, book, Scientific Management. Principles of
and proposed four principles. In the discipline of industrial engineering were deduced from
Industrial Engineering, principles of industrial the principles of scientific management as
engineering were proposed in 2016 only. The
basic principles and detailed principles by
recently pronounced basic and detailed principles
of industrial engineering have the Taylor’s scientific Rao [2016, 2017]. Taylor persuaded the
management principles as the foundation and take Penn State University to start industrial
into account the significant developments that engineering as a new subject in mechanical
were adopted by industrial engineering academic
discipline and professional societies over the engineering curriculum to teach the new
last 100 years. An attempt is made in this paper shop management philosophy to engineering
to present the functions of industrial engineering graduates. The subject evolved into a two year
and focus areas of industrial engineering derived
specialization and a four year degree course
from principles of industrial engineering. In the
functions of industrial engineering, the role of quickly. The focus of industrial engineering
research in industrial engineering is indicated was implementation of the methods advocated
as creation of productivity science. Productivity in shop management. Industrial engineering
science facilitates the development of innovative
methods and practices in productivity engineering has completed 110 years of its existence and
and management. The focus area framework adopted many new methods, techniques and
proposed in this paper would provide the major philosophies or grand ideas that contributed
themes that can be used as the architecture for the to its purpose of efficiency improvement,
development of industrial engineering curricula
and role of industrial engineering departments productivity improvement, cost reduction
in the companies in the future. It provides ample and income enhancement of industrial
scope to teach many diverse subjects in industrial workforce. Post-Second World War, Japanese
engineering programmes to make them relevant to
the time and place of the programme.
industrial engineers and managers have done
many innovations in industrial engineering
* Professor with their special focus on batch quantity
National Institute of Industrial Engineering reduction to reduce the cost of production
(NITIE), Mumbai of small volume products. This gave rise
1
to many quality improvement, production in order to do these things industrial engineers

planning and communication innovations. must measure.
As industrial engineering is taught in many Dean and Susman [1989] give an interesting
universities and institutes and as its purpose example of the industrial engineers as
is applicable in multiple economic sectors and integrators. Design-manufacturing Integrators
also due to close association with management work with designers on producibility issues,
especially as the books that gave birth to
serving as liaisons to the manufacturing
industrial engineering are in the field of
group. Such a role requires individuals
management, the curricula vary widely giving
who can keep design and manufacturing
the discipline more problems in presenting
perspectives in balance with reference to an
a unique and simple description of its role
organization goal. Industrial engineers were
in the organization. An attempt to present
employed by an electronics division of a
the functions and focus areas based on the
multibillion dollar company for this task. The
recently pronounced principles of industrial
division has realized substantial payoffs from
engineering that take into account the
this arrangement.
significant developments that were adopted by
industrial engineering academic disciplines Savory [2005] states that industrial engineers
and professional societies would serve a design processes and systems that improve
useful purpose to provide a comparison basis quality and productivity. Industrial engineers
for the development of industrial engineering integrate combinations of people, information,
curricula and role of industrial engineering materials, and equipment that produce
departments in the companies. innovative and efficient organizations. They
make significant contributions to employers
Further in this paper, literature review of
by saving money while making the workplace
recent papers that discussed curriculum
better for fellow workers. What sets industrial
design industrial engineering is presented in
engineers apart from other engineering
Section 2. Principles of industrial engineering
are examined and functions of industrial disciplines is the emphasis on both people and
engineering are proposed in Section 3 and technology. It would be more appropriate, if
proposed focus areas are presented in Section it is said that industrial engineering focuses
4. The conclusion is provided in Section 5. on three: engineering/technology issues,
management issues and people issues to
2. Literature Review improve productivity of engineering systems.
Koelling et al. [1996] identify the key Hani Shafeek et al. [2014b] also state that
activities of industrial engineering as products industrial engineering is not only concerned
and processes. Key activities of industrial with technology, but also with people and
engineering are productivity improvement operational issues. It combines science and
of products and processes and integration of technical knowledge with human sciences to
resources for productivity improvement. And, design, plan, and analyze systems that involve
2
people, materials, money, energy, equipment, maintain the quality of products or services
information and other related resources. provided by a business or other organisation),
They identify streams in undergraduate IE work design (defining jobs that individual
program as basic sciences and mathematics, workers do in performing the overall work of
engineering subjects, and IE specialization. the organisation, with the typical focus being
on productivity of man-machine operations),
Ngetich and Moll [2013] specially described
worker productivity measurement and
the important role played by industrial
management (conducting time and motion
engineering in the area of efficiency of
studies, setting work performance standards,
engineering business organizations. They
and proposing new/improved work methods).
write that industrial engineering is slowly
gaining attention as a way of cutting costs Shafeek et al. [2014a] introduce the term
and maintaining a cost-effective business applied industrial engineering. They
approach. This created a niche for industrial explain applied industrial Engineering as
engineering as a much-needed value-adding the application of industrial engineering in
component for business excellence. Industrial specific industries. In order to achieve this,
engineering focuses on business efficiency industrial engineers have to specialize in
– or more precisely, on how to design, specific industries and study the existing
organise, implement, and operate the basic applications of industrial engineering in those
factors of production and manufacturing industries and explore the possibilities of new
(materials, equipment, people, information, applications.
and energy) in the most efficient manner Kuptasthien et al. [2014] report from their
possible. The typical focus is on optimising survey results that industrial engineering
industrial manufacturing operations, but work in product design/development and
the skills are applicable in other non- manufacturing/tooling/maintenance are very
manufacturing tasks. They highlight among important and training & technology transfer
the typical areas an industrial engineer activities are important. The results are logical
must address, Designing the workplace to as industrial engineering is concerned with
accommodate human factors (human abilities cost reduction of engineering products and
and behaviours) better, thereby yielding more productivity improvement of manufacturing
efficient operations, facility design aimed at and related engineering processes. Training
operational efficiency. engineering design and technology transfer are important
(product), applied statistics, manufacturing because industrial engineers have to develop
engineering (knowledge of all resources and redesigned products and processes and they
processes used in manufacturing operations – have to transfer the technology to product
materials, parts, equipment, facilities, labour, design departments and train operations
finished products, storage and delivery), persons in the modified processes. They also
quality control (using sampling, statistical report in IE curricula, the important areas are
analysis, and other techniques to assess and core engineering & fundamental knowledge,
3
engineering reasoning & problem solving, and processes, technology trends have a major
advanced engineering knowledge. To practice influence on the application of industrial
industrial engineering successfully, IEs need engineering (productivity improvement) in
to have fundamental engineering knowledge, contemporary organizations. It indicates that
ability to redesign products and processes applied industrial engineering component
and advanced engineering knowledge in the of industrial engineering discipline is a
applied industrial area they want to specialize dynamic one with changes coinciding with
in. development of new engineering technologies.
Mesquita et al. [2015] point out that a recent The changes in applied industrial engineering
European project on Industrial Engineering were identified and documented by Dastkhan
Standards (IESE) gave importance to and Owlia [2009]. They analysed the trends in
engineering basis, industrial engineering international industrial engineering research
fundamentals, operations research, over the three decades from 1980 to 2007
manufacturing systems engineering, using 7,114 papers. They report that research
management systems, human factors on topics such as intelligent systems, supply
engineering, and innovation. chain issues, and information technology
systems has increased while research in the
Schutte et al. explain that industrial
area of manufacturing systems has decreased.
engineers (IEs) are responsible for the
optimal design, implementation, integration, Sackey and Bester [2016] explored the issue
operation, improvement, and management of changes required in industrial engineering
of engineering systems (high level). Such curriculum to make application of industrial
systems typically consist of chemical, engineering possible and effective in
electrical, electronic, mechanical, or civil manufacturing and other engineering
components. These components generally systems of industry 4.0 era. They start with
exist within organisations as a mixture of statement that it is common knowledge that,
equipment, information, people, policies, in general, the engineering discipline follows
processes, etc. IEs optimise these systems technological trends. This is particularly
to improve quality and productivity and to true of industrial engineering (IE), which is
reduce costs. Human and physical resources concerned with the design, improvement and
are combined and integrated to achieve installation of integrated systems of people,
specific objectives in these organisations. materials, information, equipment and energy
Industrial engineers are concerned with cost for increasing productivity and reducing
of products and productivity of processes cost. The overall effect of Industry 4.0 on
in these organisations. Any engineering production systems is the customisation of
discipline follows technological trends, and products under conditions of highly-flexible
the scope and focus therefore adjusts to these (mass-) production, which leads to greater
changing trends. As industrial engineering efficiencies and a revolution of production
has as its focus, engineering products and relationships among suppliers, producers,
4
and customers, and between human and the work done on the machine. IEs have to
machine. Productivity gains as high as 30 learn processes of augmented-reality systems,
per cent are possible with the adoption of robots, 3D printing, sensors, and data analysis
these new technologies. The increase in and mining.
productivity is expected to come from digital The literature reviewed shows that cost
assistance systems, robots, 3D printing, and reduction of products and productivity
virtual reality systems. Industry 4.0 is an improvement of processes is accepted as the
innovative combination of many existing dominant purpose of industrial engineering.
and proven technologies and hence it is a Industrial engineering deals with technology,
change whose adoption will keep growing for people and management. Industrial
number of years. In all developed countries engineering has applied component and the
both government and private sector are active practice of industrial engineering has industry
in promoting initiatives to do research and specific portions. The applied industrial
development in this advanced manufacturing engineering follows the trends in technology
method. Industrial engineers have recognize in its evolution. Industry 4.0 is an important
that industry 4.0 is being promoted for increase development in design, manufacturing, and
in productivity which is the very raison d'être maintenance areas and industrial engineers
of IEs. To avoid missing the fourth industrial have to learn the basics of this technology to
revolution, IE academicians and professionals participate in the technology adoption projects
must commit to understand the implications and to do research and explore cost reduction
of Industry 4.0 and determine the actions to and productivity improvement opportunities
be taken by them to promote the adoption in the implementation and use of these new
of this productivity improving technology technologies. The literature provides the
in industrial organizations. Then they have necessary background to develop the focus
to research and come out with productivity areas of industrial engineering based on
science related to the area to reduce the cost of principles of industrial engineering.
its implementation. In the new manufacturing
environment more companies will have multi- 3. Principles and Functions of
machine operators, and IEs will be required Industrial Engineering
to design work for multi-machine operators. Taylor [1911] stated principles of scientific
Industry 4.0 will dramatically improve management as new duties of management in
the productivity of service technicians in factories grouped under four heads:
the field by enabling technology-assisted
predictive maintenance. From remote First. Managers develop a science for each
locations, maintenance technicians will be element of a man's work, which replaces the
assisted in making repairs by augmented- old rule-of-thumb method.
reality technology and remote guidance from Second. They scientifically select and then
experts who can see the machine and observe train, teach, and develop the workman,
5
whereas in the past he chose his own work 5. Incorporate suggestions of operators,
and trained himself as best he could. supervisors and engineers in the methods
redesign on a continuous basis.
Third. They heartily cooperate with the men
so as to insure all of the work being done in 6. Plan and manage productivity at system
accordance with the principles of the science level.
which has been developed.
These principles highlight the importance of
Fourth. There is an almost equal division development of science related to productivity
of the work and the responsibility between of machines, men and man-machine systems.
the management and the workmen. The Productivity theories, laws, propositions,
management take over all work for which cause-effect relationships are to be developed
they are better fitted than the workmen, while using scientific research on individual
in the past almost all of the work and the machines, tools, and other resources used
greater part of the responsibility were thrown in engineering systems. The research has
upon the men. to be conducted on manual activities and
manual activities related to machines also.
Taylor stated the principles of in terms of
The research has to be extended to integrated
duties of management. These principles were
systems involving all resources used in the
converted into the principles of industrial
systems. These scientific discoveries are
engineering by Rao [2016] as follows:
to be converted into engineering methods
1. Develop science for each element of a and management methods that improve
man - machine system's work related to productivity. This activity can be termed
efficiency and productivity. productivity engineering and productivity
2. Engineer methods, processes and management. To develop scientific theory as
operations to use the scientific laws well as to validate productivity engineering
related to the work of machines, man, and productivity management modifications,
materials and other resources to improve measurements are required. Therefore
economic efficiency and productivity. productivity measurement is also an important
activity in industrial engineering. Functions
3. Select or assign workmen based on
of industrial engineering can therefore be
predefined aptitudes for various types of
described as productivity science, productivity
man - machine work.
engineering, productivity management,
4. Train workmen, supervisors, and productivity communication and training,
engineers in the new methods, install and productivity measurement. Research in
various modifications related to the industrial engineering results in productivity
machines that include productivity science discoveries and validation of
improvement devices and ensure that the discoveries. Thus research output drives
expected productivity is realized. innovations in industrial engineering methods
6
Productivity
Engineering
Communication
and Training,
Implementation
Research in • Operators
Productivity Productivity
Industrial • Supervisors Review
Science Measurement
Engineering
• Engineer
• Manager
• Top
Management
Productivity
Management
Figure 1. Functions of Industrial Engineering
and practice. The diagrammatic representation Theory of constraints became popular by

of functions of industrial engineering is asserting this statement. Hence, a principle
presented in Figure 1. is being declared that industrial engineers
have to aim at system level productivity and
The scientific study of work leads to
select jobs or processes that contribute to
identification of specific aptitudes that
visible improvement in productivity. These
facilitate productivity in those activities.
principles were further explained in detail by
Recruitment and selection of operators
Rao [2017]. This set of principles provide the
having those aptitudes have to be attempted.
foundation for proposing a list of focus areas
As identified in the literature review training
for industrial engineering that provide a basis
the operators, supervisors and engineers in the
for developing curriculum.
redesigned methods has to be done by industrial
engineers. While productivity movement was
4. Focus Areas of Industrial
started by Taylor with the development of
specially educated industrial engineers, it got Engineering
extended to the involvement of operators and Industrial engineering is an important function
line supervisors. Industrial engineers have to in engineering organizations. By continuously
accept employee involvement in productivity improving productivity and reducing costs
improvement as an important component and of items produced and sold, industrial
manage such involvement. Certain scholars engineering helps growth of organizations,
argued that industrial engineers are limiting industries and supply of engineering products
their efforts at lower levels and are not able to in the society. We can identify now important
contribute to organization level productivity. focus areas of industrial engineering and
7
propose them as the basic for developing implemented in technical and management
curricula at various levels in the industrial processes by practicing industrial engineers.
engineering discipline. The foundation for Hence, the masters students have to be
industrial engineering is productivity science. introduced the productivity science literature
Applied industrial engineering is the end point early in their programme to ensure that they
of industrial engineering wherein industrial master the literature review activity for
engineering is applied in different types of developing more productive technical and
industries related to the various branches of management processes.
engineering. 4.2 Product Industrial Engineering
4.1 Productivity Science Evaluating a product design was part of
The basis for shop management and scientific industrial engineering study of processes.
management of Taylor is the science related But the evaluation of was of very limited
to the work of man and machine. Taylor nature and some external features that have
describes the law of heavy labour wherein implications for material handling and
the rest pauses determine the productivity. cost implications of tolerances were only
examined by industrial engineers. But, the
Similarly he explains the productivity of
emergence of value engineering changed
machine in terms of the tool used, cutting
that limited involvement to full involvement
speed, feed and depth of cut. Taylor advocated
of industrial engineers in product design
that for engineering activity, science related
related cost analysis. Value engineering
to productivity has to be developed. Gilbreth
pointed out the scope for a radical redesign
complemented Taylor’s work on machine
of the components and products based on the
shops with his contribution to productivity
low cost alternative designs user elsewhere
improvement in construction sector. Gilbreth
for providing the same functional service.
proposed principles of motion economy. So product redesign from the cost reduction
Productivity science development has to perspective became an important activity.
be a focus area for industrial engineering Product industrial engineering is now a very
discipline. Undergraduates and graduates important task of industrial engineering.
are to be provided inputs in scientific theory Japanese industrial engineers and industrial
building and are to be provided descriptions managers have extended the product industrial
of experiments and studies conducted by engineering to design based on target cost.
industrial engineers and productivity scientists Design to cost came into existence. Design
to develop theories. Masters level students for manufacturability and design for assembly
have to be asked to summarize number of also came into existence. Now design to value
recent research papers in various subjects so is a new method of examining product designs
that they develop the habit of reading research as well as process designs periodically to
papers and identify the important discoveries increase value to customers and profits to the
that they should consider for implementation enterprise. Product industrial engineering as a
in their organizations. Cause and effect focus area has number of subjects that can be
relations related to productivity are to be offered in industrial engineering programmes.
8
4.3 Process Industrial Engineering 4.4 Industrial Engineering Optimization

Industrial engineering and its genesis, Industrial engineering used mathematics
shop management started with process and statistics to provide the best way for
improvement. Even though industrial attaining the highest productivity right from
engineering was used in many organizations origin. But the birth of operations research
related to various engineering disciplines as an optimization discipline provided it
(machine shops, metallurgical shops, an opportunity to understand productivity
construction and railways for example), still at system level in mathematical terms.
people identify it with manufacturing only Industrial engineering became a serious
because of its origin in manufacturing shops user of optimization and operations research
as shop management. In process improvement methods. All industrial engineering redesigns
all resources that are used in the process are have to be optimized to provide the best
investigated for their productivity. Both partial technological or management method that
productivity measures (that is production per gives the highest productivity and the lowest
unit of resource) and total productivity of cost for a specified level of quality. Industrial
the process (in terms of cost of production engineering curricula contain courses on
of the unit) are measured and improved in optimization. But the need is there to provide
the process industrial engineering. Facility inputs in engineering systems optimization
and management systems optimization
layout is redesigned to decrease material
with reference to the redesigns made by the
handling and movement of people. Tools, jigs
industrial engineers.
and fixtures are designed and redesigned in
this exercise. Even equipment is modified by 4.5 Applied Industrial Engineering
industrial engineering departments to increase Statistics
productivity. Toyota Motors emphasizes the Industrial engineers recognized the benefits
task. They buy general purpose machines of sampling in reducing costs wherever
at lower prices, but modify them inside the practice of examining the complete
their organization based on productivity population was in existence. Industrial
considerations. Even management procedures engineers recommended sampling especially
used in managing a process can be evaluated in quality control and promoted it. Now,
in the process industrial engineering and any industrial engineers are promoting six sigma
need for redesign of management procedure implementation as a way to reduce defects and
can be indicated by industrial engineers. costs. Zero defects is a Zero waste movement
Operation analysis, methods engineering, and industrial engineering being a waste
facilities planning, material handling, elimination or minimization discipline is an
maintenance engineering, manufacturing ardent supporter of zero defect movement. Six
system, quality systems, supply chain systems sigma is a structured method for realizing zero
etc. can be subjects taught under this focus defect ideal employing number of statistical
area. tools. Statistics is always a core component
9
of industrial engineering programmes. termed the best practices implementation.

The applied aspect needs to be given more Taylor did it among group of workers/
emphasis in programmes so that textbooks operators. Gilbreth focused on the motions
catering to the requirements of industrial and came out with a list of basic motions. Any
engineering area created and research related motion by an operator to complete a task can
to the application of statistics is attempted in be described with the help of basic motions
industrial engineering institutions. and unnecessary motions can be identified
4.6 Industrial Engineering Economic and removed. Bedaux started with a standard
Analysis for speed of working and brought rating into
practice. If an operator is working at a lower
Engineering economic analysis converts
speed, it can be assessed and recorded. He
engineering proposals into investment,
can be persuaded to work at adequate speed
periodical cash outflows due to purchase of
and can be given an incentive to motivate
inputs and cash inflows due to sales of output.
him to work at an appropriate pace. Thus
These cash outflows and inflows are converted
industrial engineering has the frameworks to
into summary measures like payback period,
improve the whole task, the motion pattern
net present value (NPV) and internal rate
and the speed with which operators work.
of return (IRR) etc. The decision making
The purpose of industrial engineer is to make
is based on acceptable values of summary
the human effort productive so that he can get
measures. Industrial engineering redesign
higher income. At the same time, industrial
proposals are also engineering proposals.
They need to be converted into cash flow engineer is told to understand fatigue,
figures and decision making has to be based discomfort, safety and health of operators and
on summary measures. Engineering economic design work that provides relief from fatigue,
analysis prevents misuse of resources. Hence provides comfort and safety and makes sure
industrial engineers are to be given inputs in the health is not affected by the work and
engineering economic analysis. working conditions. Industrial engineering
makes use of the research of ergonomics
4.7 Human Effort Industrial Engineering
discipline in its human effort redesign.
Taylor’s focus was simultaneous on machines
4.8 Industrial Engineering Measurement
and men. Taylor observed that there are
variations in the time taken by operators Development of science requires
doing the same activity. By observing them, measurements. Even social scientists develop
he could find the differences in the way scales and measure psychological and
activities are performed by them giving sociological variables to find correlations
rise to the difference in the time taken. His and develop theories. Productivity science,
initial attempt was to identify the activity productivity engineering and productivity
pattern taking least time and specifying that management need measurements. Industrial
pattern to all operators thus improving the engineering discipline gave birth to three
productivity of the group. This is currently important measurements: work measurement,
10
productivity measurement and cost Productivity also needs management

measurement. All three areas have well organization like quality. Industrial engineers
developed procedures and tools. Industrial are the natural managers of productivity
engineering curricula have to provide inputs in engineering organizations. They have
in all these areas so that industrial engineers to learn the full management theory and its
can make these measurements and take application to the productivity dimension.
actions that contribute to improvement at the Industrial engineering department has to plan
system level in the area of productivity. the productivity improvement over various
planning horizons and execute the programs
4.9 Productivity Management
and control them to achieve the planned targets.
Taylor provided the basis for productivity There are companies that achieve 5% year
management activity of industrial on year productivity improvements. There
engineering. He argued that incremental are some companies which experience drop
expenditure on management provides in productivity. Productivity management/
larger cost reduction and demonstrated it in productivity growth is an important strategic
his projects. His argument was that many activity along with revenue growth or sales
organizations were undermanaged. The growth based on new products and new
operators are burdened with duties which markets.
they cannot handle and even the foreman was
4.10 Applied Industrial Engineering
burdened with duties. He proposed functional
management organization which later The term used by Shafeek et al. [2014a] is an
became line and staff organization. Industrial important focus area for IE curricula. New
engineers proposed many innovations in engineering areas like biotechnology and
management that increased productivity. nanotechnology are growing. Productivity
Industrial engineers have to evaluate the improvement is an essential activity in all
effect of various management policies and technology systems. Industrial engineering
procedures on productivity especially in the programmes have to prepare their graduates
areas related to technology processes and for employment in the growing new industries
come up with improvements appropriate for and this focus area forces curriculum designers
increasing productivity. For this purpose, to answer the question: Is there a need to start
industrial engineers have to study the applied education in a new technology now in the IE
management theory of various areas of programme? Whenever the answer is yes, they
management like manufacturing management, can start an elective subject to start with. These
quality management and supply chain subjects can be started in collaboration with
management and also contributions made by some companies in the field. It might mean
industrial engineers in those areas to increase that industrial engineering institutions located
productivity. That gives the foundation for close to the company have an advantage in
them to practice productivity improvement starting the course ahead of others. In one or
related to that management function. two years, course content can be developed
11
and shared with more institutions so that the productivity and low cost are identified
subject can be offered in more institutions. In and developed by industrial engineers. The
this context, the paper by Sackey and Bester engineering solutions are further improved
[2016] exploring the implications of industry by optimization and statistical methods.
4.0 for industrial engineering is a laudable Engineering economic analysis provides
exercise. The study can be further extended the filter and also the basis for improving
by IE academicians to come out with IE for the solutions based on the market prices for
Industry 4.0 courses. Once these courses materials, machines and money. Human
are run for one or two years, the faculty can effort industrial engineering is a specialty
come together in workshops to share their of industrial engineering discipline to
experience and to identify the promising make human effort productive. Industrial
components that have to be taught in all engineering activity is based on measurement
institutions. Applied industrial engineering like other engineering disciplines. Work
also provides a route to provide specialization measurement, productivity measurement
to students of different engineering branches and cost measurement are the popular and
when admissions to the programme are given significant measurements specific to industrial
to students of diverse engineering branches. engineering. Productivity management
captures two significant areas: Evaluation
5. Conclusion of management policies and procedures
In the paper, a literature review of recent for the impact on productivity. Changes in
papers focusing on industrial engineering management methods have to be done to
curriculum was done to highlight the primary increase productivity. The second area is
focus of industrial engineering. Principles application of the complete management
of industrial engineering, now available process to plan, organize, execute and
provide the opportunity to propose functions control productivity improvement. Applied
of industrial engineering. Functions of industrial engineering provides scope for
industrial engineering in combination with offering specialized subjects in emerging
the principles presented in detail provided the technology areas so that industrial engineers
base for proposing the focus areas in industrial learn the new technology and explore
engineering curriculum at graduate and post productivity improvement opportunities.
graduate levels. The focus areas proposed in This component will facilitate preparing new
the paper, provide a unifying theme to the industrial engineers capable of working in
discipline of industrial engineering. Industrial new technology companies. The focus area
engineering is primarily an engineering based framework provides a logical and connected
activity and this is captured in the two core foundation for offering various subjects in
areas: product industrial engineering and the industrial engineering specialization
process industrial engineering. In these two component of industrial engineering
areas engineering alternatives that provide programmes.
12
References Journal of Industrial Engineering

November 2013 Vol. 24, No. 3, pp 125-
1. Dastkhan, H. & Owlia, M.S. (2009),
138.
“Study of trends and perspectives of
industrial engineering research,” South 7. Rao, Narayana, K.V.S.S., (2016),
African Journal of Industrial Engineering, “Machine Work Study – Man Work
Vol. 20, No. 1, May, pp. 1-12. Study – Taylor’s Conceptualization
of Scientific Study of Man-Machine
2. Dean, James W. Jr., and Susman, Gerald I.,
Systems,” Proceedings of NCIETM -
(1989), “Organizing for Manufacturable
2016, NITIE, Mumbai, pp. 3-7.
Design,” Harvard Business Review, Vol.
67, No. 1, Jan - Feb, pp. 28-36. 8. Rao, Venkata Satya Surya Narayana
Kambhampati, (2017), "Principles of
3. Koelling, C. Patrick, Mario G. Beruvides,
Industrial Engineering," Proceedings
and Kriengkrai Tankoonsombut, (1996),
of the 2017 Industrial and Systems
"Technology's Impact on the Future of
Engineering Conference, K. Coperich,
Industrial Engineering" Computers and
E. Cudney, H. Nembhard, eds.,Norcross,
Industrial Engineering, Vol. 31, No. 1-2,
pp.890-895.
pp. 5-8.
9. Sackey, S.M., and Bester, A., (2016),
4. N. Kuptasthien, N., S. Triwanapong,
“Industrial Engineering Curriculum in
and R. Kanchana, (2014), “Integrated
Industry 4.0 in a South African Context,”
Curriculum Development in Industrial
South African Journal of Industrial
Engineering Program Using CDIO
Engineering Vol. 27, No. 4, December,
Framework,” Engineering Education, 16,
pp 101-114
2014, pp. 30-37.
10. Savory, Paul, (2005), "Details and
5. Mesquita, Diana, Rui M. Lima, Maria
Description of Industrial Engineering",
A. Flores, Claisy Marinho-Araujo,
Industrial and Management Systems
and Mauro Rabelo, (2015), “Industrial
Engineering Faculty Publications. Paper
Engineering and Management Curriculum
33, http://digitalcommons. unl.edu/
Profile: Developing a Framework of
imsefacpub/33
Competences,” International Journal of
Industrial Engineering and Management 11. Schutte, C.S.L., D. Kennon and W. Bam,
(IJIEM), Vol. 6 No 3, pp. 121-131. (2016), “The Status and Challenges of
Industrial Engineering in South Africa,
6. Ngetich, W.K., and Moll, C.M.,
South African Journal of Industrial
(2013), “An investigation of Industry
Engineering, Vol. 27, No. 1, May, pp
Expectations of Industrial Engineering
1-19.
Graduates: A Case Study of Graduate
Development Programmes in South 12. Shafeek, Hani, Mohammed Aman, and
African Universities,” South African Muhammad Marsudi, (2014), “From
13
Traditional to Applied: A Case Study Journal of Scientific & Engineering

in Industrial Engineering Curriculum,” Research, Volume 5, Issue 9, September,
International Journal of Social, pp. 434-446.
Behavioral, Educational, Economic, 14. Taylor, F.W., (1903), Shop Management,
Business and Industrial Engineering Vol. American Society of Mechanical
8, No. 10, pp. 3378-87. Engineers, New York.
13. Shafeek, Hani, S.A. Gutub, and A.G. 15. Taylor, F.W., (1911), “The Principles
Misk, (2014), “Industrial Engineering of Scientific Management, Harpers and
Curriculum Restructuring,” International Brothers”, New York.
14
How much Reliable are VRP Solutions that Ignore Realist System Specifics –
A Case Study Based Experimentation & Analysis
Rajesh J. Dhake * Nagesh Bhole ***

Dr. Mrs. N.R. Rajhans ** Gaurav Dalvi ****
The paper investigates variations in solutions In a typical Vehicle Routing Problem, the
obtained for asymmetric capacitated vehicle locations of nodes/vertices are either defined
routing problem using three approaches that in terms of x-y coordinates (for solving
contain a combination of ignoring and considering graphical VRPs) or in terms of latitudes-
realistic system specifics (such as one-way streets, longitudes (for solving spatial data coordinates
prohibited turns, etc.). It presents a comparison and based on GIS, Google Maps™, etc.). Several
comments on the quality of solutions generated. VRP instances in the form of test problems
The comparison is based on real life problem that (Solomon, Christofedes, Talliards, Fisher,
refers to purified drinking water delivery through
etc.) are available to test the performance
of solution methods proposed. All these
* Research Scholar test instances are based on x-y coordinates
COEP & Associate Professor and assume Euclidian distances. Such test
Industrial & Production Engineering instances are over simplified and ignore the
Department, Vishwakarma Institute of practical constraints in real life situations such
Technology, 666, Upper Indira Nagar as route restrictions, one-ways, etc (Santos,
Pune 411037 Luís, 2011). There is no information available
Email: [email protected] on test instance based on latitude-longitudes
** Professor to the best of our knowledge. The solutions
Production Engineering Department obtained through such over simplifications
College of Engineering, Pune 411005 cannot be implemented in real life situations
Email: [email protected] or if implemented may not yield optimum
*** T.Y. B. Tech. solutions.
Computer Engineering Department, The paper presents a case study comparing
Vishwakarma Institute of Technology, 666, the quality of solutions obtained for a cluster
Upper Indira Nagar, Pune 411037 first route second approach through three
Email: [email protected] possible combinations:
**** Final Year B.Tech.
1. Clusters & routes formation ignoring
Industrial & Production Engineering
realistic system specifics
Department, Vishwakarma Institute of
Technology, 666, Upper Indira Nagar 2. Cluster formation ignoring realistic
Pune 411037, system specifics - Route formation
Email: [email protected] considering realistic system specifics
15
vehicle mounted water purification units that first 3. Cluster & routes formation considering
visit the water reservoir, purifies the drinking realistic system specifics
water and then deliver it to the industrial and
household customers nearby. The case study refers to real life purified
drinking water delivery through vehicle
The solutions are generated in a two-step process mounted water purification units that first
comprising of cluster first and route second visit the water reservoir, purifies the drinking
approach. Clusters are formed using k-means water and then deliver it to the industrial and
clustering algorithm and routes are formed for
household customers nearby. To validate
every individual cluster using three different
the comparison, solutions are generated
improvement algorithms viz., minimal spanning
tree+2-opt, nearest neighbourhood search+2-
using three different solution methods. The
opt and savings algorithm+2-opt. The solutions remaining part of the paper is organized as
are obtained for three different approaches follows: Section 2 gives a brief description
viz., a formation of clusters and routes ignoring of the three combinations of Euclidian
realistic system specifics, a formation of clusters and actual (spatial) distances. Section 3
ignoring realistic system specifics but route gives information about problem under
formation considering realistic system specifics consideration and the methodology adopted
and formation of clusters and routes considering for generating solutions using three solution
realistic system specifics. The solutions thus methods for each of the three approaches.
obtained are compared for efficiency and
Section 4 discusses the results obtained for all
represented on detailed individual vehicle route
combinations and solution methods. Section
maps. It is observed that these solutions vary
5 summarizes the findings of the paper and
considerably concluding that real-life solutions
need to consider realistic system specifics to
scope for further research.
obtain optimum solutions.
2. Solution Methods
Solutions in above three cases are obtained
using three different solution methods:
1. K-Means Clustering + Minimal Spanning
Tree + 2-Opt
2. K-Means Clustering + Clarke & Wright
Savings + 2-Opt
3. K-Means Clustering + Nearest Neighbour
+ 2-Opt
K-Means Clustering Algorithm
Amongst the various clustering methods, the
most popular, simplest and efficient partition-
16
based clustering method is the k-means for recalculation of cluster centroids and
clustering method (Jain A.K., 1999). The reallocation of customers to nearest cluster
steps in K-means clustering are illustrated: centroid. Figure 1(e) shows the final clusters
obtained by K-means.
Figure 1 shows an illustration of K-means
algorithm on a two-dimensional dataset with Savings algorithm was proposed by Clarke
three clusters. Figure 1(a) shows the customer & Wright (1964). Minimal spanning tree
locations to be served. In figure 1(b) three algorithm is an efficient algorithm proposed
seed points (amongst the customer locations) by M. Held and R.M. Karp (1970). Nearest
are randomly selected as cluster centroids neighbor algorithm + 2-opt. A 2-opt
and customers are allotted to that cluster improvement procedure is implemented
whose seed point is nearest to that customer on result obtained through all three route
location. Figure 1(c) and 1(d) shows iterations construction heuristics.
(a) Input data (b) Seed point selection (c) Iteration 2
(d) Iteration 3 (e) Final clustering
Figure 1: Illustration of K-means algorithm
17
3. Methodology map. The exact coordinates are saved

by moving the marker to the desired
The following methodology was adopted to
location (which can be a water reservoir
optimize the water distribution process:
or a customer location). Table 1 shows the
3.1 Detailed Mapping of Water Sources google coordinates thus obtained from
(Water Reservoir) & Destinations the above procedure and the individual
(Customers): Identification of locations demands of the customers.
of the water reservoir and customer 3.2 Three Approaches (Based on
locations i.e. household and industrial Ignoring / Considering Realistic System
customers is done through an HTML Specific) For solving the problem under
code which records the exact locations consideration, several possibilities exist
from Google Maps™ and records the depending on the distance calculation
coordinates (latitudes and longitudes). logic deployed and solution of the
Figure 2 shows a glimpse of google problem (ignoring or considering real life
Figure 2: Capturing Customer Coordinates (Latitudes & Longitudes)
18
Table 1: Coordinates (Latitudes & Longitudes) of Water Reservoir & Customer Locations
Code WS C1 C2 C3 C4 C5 C6 C7 C8 C9 C10
Latitudes 18.6597 18.66201 18.66204 18.66393 18.66958 18.67213 18.67274 18.67133 18.66932 18.66694 18.6674
Longitudes 74.08693 74.09075 74.09484 74.09665 74.09358 74.09639 74.09904 74.10307 74.09649 74.09664 74.08969
Daily Demand -500 20 50 40 30 25 45 25 35 20 100
Code C11 C12 C13 C14 C15 C16 C17 C18 C19 C20 C21
Latitudes 18.65936 18.65753 18.65765 18.65752 18.65763 18.65635 18.6537 18.65263 18.65267 18.69584 18.69285
Longitudes 74.09283 74.0973 74.0987 74.10217 74.09717 74.09182 74.07695 74.07536 74.08282 74.12399 74.13027
Daily Demand 30 200 35 45 25 20 150 50 25 50 40
Code C22 C23 C24 C25 C26 C27 C28
Latitudes 18.68868 18.6867 18.68478 18.68015 18.67476 18.67184 18.67151
Longitudes 74.12728 74.12102 74.12419 74.12315 74.08722 74.09027 74.08933
Daily Demand 20 50 45 35 40 20 50
system specifics). The three approaches calculating Euclidean distance is shown in

adopted are explained in Table 1. figure 3.
3.2.1 Clusters & routes formation ignoring 3.2.2 Cluster formation ignoring realistic
realistic system specifics: The first case system specifics - Route formation
uses straight-line (aerial / Euclidean) considering realistic system specifics:
distances between nodes as is most often The second case uses straight-line (aerial
used because of the ease of its calculation. / Euclidean) distances between nodes for
These calculations are used for clusters as cluster formation. However, it fetches actual
well as routes formation. MATLAB code for (spatial) distances using Google Maps™
Figure 3: MATLAB Code for Calculating Euclidean distances
19
Figure 4: MATLAB Code for Fetching Spatial distances using Google Maps™ API
API for route formation. MATLAB code distances are calculated and displayed on
for fetching spatial distances using Google Google Maps™.
Maps™ API is shown in figure 4.
For generating solutions for second and third 4. Discussion of Results
approaches, a Google Maps™ API key is The representation of optimal routes on
inserted in MATLAB program to calculate Google Maps™ based on three different
actual (spatial) distances. The API key can approaches for the same problem instance
be requested through the following weblink: using three different solution methods viz.,
https://developers.google.com/maps/ K-mean+MST+2-opt, K-means+SA+2-opt
documentation/javascript/get-api-key. and K-means+NN+2-opt are shown in figures
3.2.3 Cluster & routes formation 5,6 and 7 respectively.
considering realistic system specifics: The It is evident from figures 5,6 and 7 that
third case uses actual (spatial) distances routes formed differ considerably in all the
using Google Maps™ API between nodes for three approaches (depending on whether
clusters and as well for route formation. the actual spatial distances are ignored or
Route formation and optimization formation considered). The variations are primarily due
is done using the three solution methods for to the difference in calculation of distances
all approaches. The resultant routes and total between customer locations based on the
20
method of distance calculations (aerial- The resultant total distance thus varies in all
Euclidean distance or actual-spatial distance). three cases.
1. Clustering and route formation using Euclidian distances (Total distance: 93.585 km)
2. Clustering using Euclidian distances and route formation using actual (spatial) distances fetched
through Google MapsTM. (Total distances: 76.711 km)
3. Clustering and route formation using actual (spatial) distances fetched through Google MapsTM.
(Total distances: 55.411 km)
Figure 5: Solutions for Three Approaches Using K-Means + MST + 2-opt
21
Figure 6: Solutions for Three Approaches Using K-Means + Savings Algorithm + 2-opt
22
Figure 7: Solutions for Three Approaches Using K-Means + Nearest Neighbourhood + 2-opt
23
Table 2 shows the comparison of all solutions 5. Conclusion

generated with three approaches and three
Although assessment of solution quality is
different solution methods. It is evident that
often verified using Euclidian distances for
in each solution method, the best results
various VRP instances, this approach cannot
obtained are when realistic system specifics
be implemented to solve real life problems
are considered instead of Euclidean distances.
and one needs to consider realistic system
Integration of Google Maps™ accommodates specifics to solve real life problems. In all
realistic system specifics, such as one-way practical applications, networks that are
streets, prohibited turns, etc. Hence, it is defined on maps should be used as input
evident that taking actual (spatial) distances data and for generating solutions. Google
into account for clustering as well as route Maps™ services can overcome limitations
formation gives better results specially when by providing access, through the Internet,
distances between nodes are asymmetric. to cartography and to road/ street network
Table 2: Comparison of Results
Algorithm Routes K-NGA + MST-NGA K-NGA + MST-GA K-GA+MST-GA

K Means + Minimal Route 1 20.469 21.511 9.811
Spanning Tree + 2-opt
Route 2 32.858 28.6 28.4
Route 3 40.258 26.6 17.2
Total (km) 93.585 76.711 55.411*
Algorithm Routes K-NGA + S-NGA K-NGA + S-GA K-GA+S-GA
K Means + Savings Route 1 13.369 20.469 20.469
Algorithm + 2-opt
Route 2 32.758 28.458 28.458
Route 3 38.358 25.058 25.058
Total (km) 84.485 73.985* 73.985*
Algorithm Routes K-NGA + NN-NGA K-NGA + NN-GA K-GA+NN-GA
K Means + Nearest Route 1 13.369 21.669 11.711
Neighborhood + 2-opt
Route 2 32.758 28.458 32.8
Route 3 36.858 25.058 24
Total (km) 82.958 75.158 68.511*
The solution quality is best* in all cases when actual (spatial) distances are considered in the entire solution method
(All distances are in km)
24
structures, as well as to important real data 3. Laporte, G., Gendreau, M., Potvin, J.-
associated with roads and traffic restrictions Y., & Semet, F. (1999). Classical and
(e.g., one-way streets, prohibited left and modern heuristics for the vehicle routing
U-turns). An added advantage is availability problem. Technical report, Les Cahiers
of travel times for each street or road based on du Gerad, G-99-21.
the respective speed limits. Thus, exploring
4. Jain, A., Murthy, M.N., Flynn, P.J.: Data
this particular ICT capabilities provided by
clustering: A review. ACM Computing
the Internet coupled with Google Maps™
Surveys 31(3), 264–323 (1999)
services is essential for routing optimization
problems. 5. Jain, A.K.: Data clustering: 50 years
beyond k-means. Pattern Recognition
References: Letters (2009)
1. G. B. Dantzig and R.H. Ramser. 6. M. Held and R.M. Karp. The traveling
“The Truck Dispatching Problem”. salesman problem and minimum
Management Science 6, 80–91. 1959 spanning trees. Operations Research,
18:1138-1162, 1970.
2. Clarke G, Wright JW. Scheduling of
vehicles from a central depot to a number 7. Santos, Luís, João Coutinho-Rodrigues,
of delivery points. Operations Research and Carlos Henggeler Antunes. "A web
1964; 12:568–81. spatial decision support system for
vehicle routing using Google Maps."
Decision Support Systems 51.1 (2011):
1-9.
25
Comparison of Multi-criteria Decision-Making (MCDM) Techniques for
Prioritization of Project activities
Pooja Deshmukh * Ameya G. Pathak ***

Dr. Mrs. N. R. Rajhans **
A project comprises of activities to be executed The increasing focus on satisfying customer
within a predefined schedule, budget, scope demand in industries has lead manufacturers
and quality which form the basis of the Project to pay more attention towards the timely
Management triangle. Each activity is unique and execution of every activity in a project.
needs to be scheduled and tracked throughout
According to BS 6079 – 2:2000 Project
the project. The available scheduling methods
Management Vocabularies, a project is
including Critical Path Method (CPM) focus
mainly on the activity duration. Practically in
defined as a unique process consisting of a
industries there are many other criteria which set of co-ordinated & controlled activities
need to be considered while executing project with start & finish dates, undertaken to
activities. For analyzing such criteria this study achieve an objective conforming to specific
proposes an integration of the Delphi method requirements, including constraints of time,
& Analytic Hierarchy Process (AHP). MCDM cost & resources. These constraints form the
techniques (TOPSIS & PROMETHEE) are used to basis of the project management triangle. V
obtain a relative ranking of project activities and Bauras (2012) proposed a method to evaluate
prioritize simultaneous activities. project management success in industries. In
Key words; Project Management triangle, order to deliver a project on – time it is crucial
Critical Path Method, Delphi method, Analytic to complete the activities within a predefined
Hierarchy Process (AHP), MCDM methods. schedule and monitor them throughout the
life cycle of the project. The life cycle of a
project comprises of the following stages:
* Second Year M. Tech#
Project Management Initiation, Planning, Execution, Monitoring
Email: [email protected] & Control and Closure as mentioned in
PMBOK. The activities can be planned and
** Professor#
analyzed precisely using appropriate project
Email: [email protected]
management tools and techniques. The
*** Research Assistant# most commonly used tools include CPM &
Email: [email protected]
PERT. H Arsham (1993) presented a new
# Department of Production Engineering algorithm for determining critical path of a
and Industrial Management project with an estimated time duration for
College of Engineering every activity by performing the what – if
Pune, Maharashtra analysis associated with the uncertainty of
26
activity durations. These scheduling tools Reza Khorramshahgol (1998) proposed the
contain certain limitations due to which use of Delphi method integrated with AHP
they are difficult to apply practically. Erik to assist the decision makers for precisely
Leuven (2012) provided a unified scheme for identifying the organizational objectives
classifying the numerous project scheduling and then setting priorities among them.
problems occurring in practice including According to Saaty and Vargas (2012) AHP
issues while implementing CPM & PERT, is a systematic method that is widely used for
constrained resource scheduling and so on. decision-making problems with numerous
One way to overcome the project scheduling criteria and options. It integrates experts’
problem could be by prioritizing activities opinions and evaluation scores into a simple
in a Project. Caroline Maria de Miranda elementary hierarchy system by decomposing
Mota (2009) presented a structured model complicated problems from higher hierarchies
for supporting the project managers so as to to lower ones. Weight estimation technique in
focus their attention on the main tasks of the multiple criteria decision making (MCDM)
project network. Multiple criteria decision problem has been extensively applied in
methods (MCDA) were used in order to
many areas such as selection, evaluation,
evaluate simultaneously the several aspects
planning, and decision making according to
related to the performance of projects such
O. S. Vaidya (2006). Prapawan Pangsri (2015)
as: deadlines, costs, contractors’ experience
proposed a combination of three methods
and so forth. A Singh (2014) presented an
namely the Delphi method, AHP and TOPSIS
algorithm to integrate the project priority
for project selection. The criteria are selected
with project schedule development which
by expert opinion, the weights of criteria are
gives a solution to multi – project scheduling
found using AHP and the projects are ranked
problem under resource constrained situation.
using TOPSIS method of MCDM. Yossi
Many research studies have been conducted
for multiple criteria decisions to be taken in Hadad (2016) proposed the use of multi-
industries. Mark Velasquez (2013) carried criteria ranking methods to rank the activities
out a review study on common Multi-Criteria in the case where several ranking indexes are
Decision Making methods and examined the selected. Ranking of project activities in one
advantages and disadvantages of the identified project is applicable for focusing the attention
methods. A. K Madan (2014) carried out a of the project manager on important activities.
review study on MCDM techniques in the Mukesh Kumar (2015) proposed a new fuzzy
Manufacturing industry. He found that the group multi-criteria decision making method
managers and engineers of the industries and applies it to determine the critical path
come across a number of situations in which in a project network. Moazzam Jazi (2015)
decision making is very difficult. These proposed a method to identify, assess and
situations are mainly of multiple criteria. rank project risks using MCDM technique
Out of the many situations one of the most TOPSIS. Another most widely used technique
important is of project scheduling & tracking. of MCDM is PROMETHEE. Behzadian &
27
Hazemzadeh (2010) presented a classification out simultaneously. It becomes very difficult

scheme & a comprehensive literature review to give priority to these activities. Thus a
to interpret the current research on Promethee suitable way of prioritizing such activities
methodologies & applications. Rao (2009) is proposed. Once activities are identified as
applied the PROMETHEE method of MCDM high or low priority, more concentration can
for selection of software in manufacturing be given to it so that it gets completed within
industries. J P Brans (1986) presented the predefined schedule.
Promethee methods to select & rank projects
& also made a comparison with Electre III 2. Methodology
method. The current study is carried out for a
In order to execute a project within predefined manufacturing industry working on the pull
schedule, proper planning & scheduling system. Due to large number of activities to be
of each activity of the project is of vital carried out within a short span, it is important
importance. Existing CPM and PERT methods to analyze the relative importance of an
use project duration as the only criteria for activity to complete the project. The activities
identifying critical activities and to calculate considered in this study are evaluated on
total project duration. However, in all practical multiple criteria which include, number
situations there are many other factors which of human resources needed for execution,
can identify an activity as critical. Some of probability of delay in activity, number of
these factors are qualitative while some are dependent activities and duration.
quantitative. It is very difficult to quantify In manufacturing industries project managers
qualitative factors and judge their criticality. utilize tools such as CPM & PERT to evaluate
The current study proposes application of the critical path and probability of project
MCDM techniques to evaluate such factors, completion. Both the methods give importance
namely: Resources needed for the completion to only the activity duration. During practical
of an activity, Number of activities that implementation of these tools it is difficult to
depend on a particular activity and probability obtain the desired results due to uncertainty
that an activity might get delayed. The in activity durations. Thus apart from activity
criteria are rated using the Delphi method. duration other criteria should be considered
AHP is applied to assign weights to the to define criticality of an activity. The
criteria. Use of MCDM technique (TOPSIS methodology proposes a technique to identify
& PROMETHEE) is done to prioritize such criteria and evaluate them to rank
each activity of a project on the basis of the activities relatively and prioritize activities
identified criteria. Rank correlation is applied that are to be executed simultaneously. The
to the results obtained by both the methods ranking can be valuable to project managers
to verify their significance. In a project there for evaluating the relative importance of
are certain activities that need to be carried an activity in the overall project based on
28
3. Case Study
1. Evaluation of project activities using
Critical Path Method (CPM). 3.1 Critical Path method (CPM)
A most widely used technique used for
2. Identification of limitations in commonly activity scheduling is the critical path
used activity tracking technique.
method. It consists of a network diagram
where activities are placed sequentially
3. Identification of activity criteria to be
depending on time of occurrence. The activity
considered for evaluating activity priorities.
duration along with predecessor activities are
mentioned in table 3.1.
4. Delphi method – to collect expert opinion
to rate criteria. A network diagram is constructed using the
above details to evaluate the critical path as
5. Analytical Hierarchy Process (AHP) shown in fig 3.1.
Identify of weights for different criteria
using Geometric Mean method.  The Critical Path is A-B-E-F-G-H-J-L-
M-N-O-Q-R and the duration is 45 days.
6. MCDM methods - TOPSIS &  The analysis identifies critical activities
PROMETHEE are compared to rank the
and gives the longest duration for
activities based on identified criteria
project completion.
7. Rank Correlation is applied to find the 3.2 Identification of limitations in
significance of both the ranking methods.
the commonly used activity tracking
Fig 2.1: Research Methodology techniques.
 The critical activities are identified
considering only duration as the
multiple criteria. In case of simultaneous
activities it suggests which activity should significant criteria.
be carried out at highest priority and requires  There is a lack of prioritization for
more attention. simultaneous activities.
Table 3.1: Activity duration & Predecessor

Activity A B C D E F G H I J K L M N O P Q R
Duration 12 1 1 3 4 5 1 1 1 7 4 4 2 3 2 1 2 1
(in days)
Predecessor - C, I, P,
A B B B F G H H H L M N O O
D,E J,K Q
29
Fig 3.1: Network Diagram
 Criticality of activities cannot be found  Number of dependent activities.

when multiple criteria need to be  Probability of activity delay
considered.  Number of human resources needed
 It is difficult to analyze relative 3.3.2 Use of Delphi Method to identify
importance of the activities with each various criteria.
other and overall activity ranking in the
entire project. Expert opinion from 5 Project Managers who
execute projects in a manufacturing industry
3.3 Proposed structure for activity has been used to rate the identified criteria as
prioritization shown in Table 3.2 so that level of importance
3.3.1 Identification of activity criteria which of each criteria of an activity can be analyzed.
can be considered for evaluating activity 3.3.3 Application of Analytical Hierarchy
priorities. Process (AHP) to find criteria weights.
The following criteria have been identified The Analytic Hierarchy Process (AHP) is a
apart from activity duration which can affect structured technique for dealing with complex
the criticality of an activity: decisions. Expert opinion has been applied
Table 3.2: Criteria Ratings given by Experts

Criteria Project Project Project Project Project
Manger 1 Manger 2 Manger 3 Manger 4 Manger 5
Duration 1 1 1 1 1
No. of Resources 2 2 2 3 2
Probability of Delay 4 3 3 4 3
No. of dependent activities 3 4 4 2 4
30
Table 3.3: Criteria Weight

Criteria Duration No. of Resources Probability of delay No. of dependent activities
Weight 0.4668 0.1603 0.0953 0.2776
in Saaty’s pair wise comparison method Table 3.4: Activities along with criteria values
to analyze relative importance of various Weight 0.4668 0.2776 0.1603 0.0953
criteria. Geometric Mean Method is used to Activities Duration No. of No. of Probabil-
determine weights of different criteria. Table (in days) Depen- Resources ity
dent of delay
3.3 depicts the weights assigned to different
Activities
criteria.
A 12 1 3 1
3.3.4 Application of MCDM technique B 1 3 4 0.4
(TOPSIS & PROMETHEE) to find activity
C 1 1 3 0.6
priority.
D 3 1 1 0.2
I. TOPSIS: Technique for order preference
E 4 1 1 0.2
by similarity to ideal solution is a widely
F 5 1 4 0.8
accepted multiple criteria method to identify
solutions from a finite set of alternatives. G 1 1 4 0.6
TOPSIS is based on the concept that the H 1 3 4 0.6

chosen alternative should have the shortest I 1 1 1 0.6
geometric distance from the positive ideal J 7 1 2 0.8
solution and longest geometric distance from K 4 1 5 0.6
the negative ideal solution. TOPSIS considers
L 4 1 4 0.6
multiple criteria along with their weightages
M 2 1 3 1
to rank activities unlike CPM which considers
only the activity duration for evaluating the N 3 1 3 0.6
critical path. O 2 2 1 0.2
All the criteria considered in the initial matrix P 1 1 2 0.6
shown in table 3.4 are considered as beneficial Q 2 1 2 0.8

as the aim is to prioritize activities based on R 1 1 2 0.8
criteria with high or more values.
Notations used:
The initial matrix consists of 18 alternatives
(N) and 4 criteria (M). Table 3.4 gives the Rij = Normalized Matrix
details of all activities including their duration, Vij= Weighted Normalized Matrix
number of dependent activities, number of mij= Performance criterion of ith activity with
resources used & probability of delay. respect to jth criterion
31
Wj = Weight of criterion Table 3.5: Activity Ranks
V+ = Ideal (best) solution Activity S+i Si– Pi Rank
– A 0.0947 0.2973 0.7584 1 Highest

V = Ideal (worst) solution
B 0.2959 0.0991 0.2508 8
–
Si+& Si = Separations
C 0.3101 0.0288 0.0848 15
Pi = Closeness D 0.2643 0.0536 0.1687 10
Step 1: Calculation of normalization matrix E 0.2401 0.0805 0.2510 7
Rij & weighted normalized matrix Vij - R. F 0.2092 0.1156 0.3559 3

Venkata Rao (2006) G 0.3093 0.0403 0.1153 13
Rij = mij / ] 1/2 (i = 1, 2.., N) (3.1) H 0.2955 0.0998 0.2524 6

I 0.3131 0.0137 0.0420 18 Lowest
Where in mij is the performance criterion of ith
J 0.1667 0.1627 0.4939 2
activity with respect to jth criterion.
K 0.2335 0.0960 0.2913 4
Vij = wj Rij (3.2)
L 0.2338 0.0900 0.2778 5
Where in wj is the weight of criteria. M 0.2844 0.0459 0.1391 12
Step 2: The ideal (best) and negative ideal N 0.2596 0.0609 0.1899 9
(worst) solutions are obtained O 0.2780 0.0529 0.1599 11
V+ = [Max Vij of beneficial; P 0.3114 0.0187 0.0565 17
Min Vij of non beneficial] (3.3) Q 0.2858 0.0361 0.1121 14

= [0.3218, 0.1369, 0.0631, and 0.0342] R 0.3111 0.0241 0.0720 16
–
V = [Min Vij of beneficial;
Max Vij of non beneficial] (3.4) shown in table 3.5 below. The activity with
= [0.0268, 0.0456, 0.0126, and 0.0685] highest value of Pi gets the highest rank.
Step 3: Activities are ranked by calculating II. PROMETHEE: Preference Ranking
the values of measure separation Si +, Si – Organization Method for Enrichment of
and closeness Pi Evaluations. This is a most widely used
MCDM method. PROMETHEE proceeds to
(3.5)
a pair-wise comparison of alternatives in each
(3.6) single criterion in order to determine partial
binary relations de-noting the strength of
(3.7)
preference of an alternative a over alternative
The value of closeness Pi calculated by b - R. V. RAO, T. S. RAJESH (2009). It
equation 3.7 is used to rank the activities as consists of the following steps.
32
Initial Matrix used is similar to Table 3.4. mij (max) = maximum value of mij in jth
column
Notations used:
Rij = Normalized Matrix Step 1: The values in the initial matrix are
converted to a fuzzy scale in order to evaluate
mij = Performance criterion of ith activity with the activities.
respect to jth criterion
Table 3.6 shows fuzzy values of all
mij (min) = minimum value of mij in jth criteria ranging from exceptionally low to
column exceptionally high.
Table 3.6: Fuzzy criteria values of activities

Enter Attributes Duration (in days) Dependent Resources Probability
Activities needed of delay
Weight 0.4668 0.2776 0.1603 0.0953
A Exp High Exp Low Avg Exp High
B Exp Low Exp High V High V Low
C Exp Low Exp Low Avg Avg
D Ext Low Exp Low Exp Low Exp Low
E V Low Exp Low Exp Low Exp Low
F Low Exp Low V High V High
G Exp Low Exp Low V High Avg
H Exp Low Exp High V High Avg
I Exp Low Exp Low Exp Low Avg
J Avg Exp Low V Low V High
K V Low Exp Low Exp High Avg
L V Low Exp Low V High Avg
M Exp Low Exp Low Avg Exp High
N Ext Low Exp Low Avg Avg
O Exp Low Avg Exp Low Exp Low
P Exp Low Exp Low V Low Avg
Q Exp Low Exp Low V Low V High
R Exp Low Exp Low V Low V High
33
Table 3.7: Fuzzy scale table R. V. RAO, Table 3.8: Matrix using fuzzy scale
T. S. RAJESH (2009)
Enter Duration Dependent Resources Probabil-
Qualitative Measures of Assigned Values Attri- (in days) Activities needed ity
selection Criterion butes of delay
Exceptionally Low 0.045 Weight 0.4668 0.2776 0.1603 0.0953
Extremely Low 0.135 A 0.955 0.045 0.5 0.955
Very Low 0.255 B 0.045 0.955 0.745 0.255

C 0.045 0.045 0.5 0.5
Low 0.335
D 0.135 0.045 0.045 0.045
Below Average 0.410
E 0.255 0.045 0.045 0.045
Average 0.500
F 0.335 0.045 0.745 0.745
Above Average 0.590
G 0.045 0.045 0.745 0.5
High 0.665
H 0.045 0.955 0.745 0.5
Very High 0.745
I 0.045 0.045 0.045 0.5
Extremely High 0.865
J 0.5 0.045 0.255 0.745
Exceptionally High 0.955 K 0.255 0.045 0.955 0.5
L 0.255 0.045 0.745 0.5
Step 2: Fuzzy scale table 3.7 is utilized to
M 0.045 0.045 0.5 0.955
convert the fuzzy values of criteria into
quantitative terms. N 0.135 0.045 0.5 0.5
O 0.045 0.5 0.045 0.045
Table 3.8 shows the matrix using fuzzy
P 0.045 0.045 0.255 0.5
scale. This matrix is then used for further
evaluation. Q 0.045 0.045 0.255 0.745
R 0.045 0.045 0.255 0.745
Step 3: Normalized Matrix: Normalization is
done based on type of criteria. In this case all
criteria are of beneficial type. The normalized have a difference d≠0 in criterion Cj, then a
values Rij are evaluated as follows: preference value Pi ranging between 0 and
(3.8) 1 will be assigned to the ‘better’ alternative
whereas the ‘worse’ alternative receives a
Where (i= 1, 2... N) & (j= 1, 2.., M)
value 0. If two criteria have a zero difference,
Step 4: Calculation of pair wise comparison they are indifferent which results in an
matrix assignment of 0 to both alternatives. The pair
The preference function (Pi) translates the wise comparison of criterion C1 i.e. Activity
difference between the evaluations obtained duration gives the matrix shown in Table.
by two alternatives (a1 and a2) in terms of a Similarly, the pair wise comparison of the 18
particular criterion, into a preference degree alternatives with respect to other 3 criteria is
ranging from 0 to 1. If two alternatives made.
34
Table 3.9: Normalized Matrix Step 5: Ranking of activities: For

c1 c2 c3 c4 PROMETHEE outranking relations, the
A 1 0 0.5 1 leaving flow, entering flow and the net flow
B 0 1 0.7692 0.2307 for an alternative ‘a’ belonging to a set of
C 0 0 0.5 0.5 alternatives A are defined by the following
D 0.0989 0 0 0 equations (9), (10), & (11):
E 0.2307 0 0 0
φ+(a) = (3.9)
F 0.3186 0 0.7692 0.7692
G 0 0 0.7692 0.5 φ-(a) = (3.10)
H 0 1 0.7692 0.5
φ(a) = φ+(a) - φ-(a) (3.11)
I 0 0 0 0.5
J 0.5 0 0.2307 0.7692 φ+(a) is called the leaving flow, φ-(ai) is
K 0.2307 0 1 0.5 called the entering flow and φ(ai) is called
L 0.2307 0 0.7692 0.5 the net flow Table 3.11 shows the resulting
M 0 0 0.5 1 preference indices as well as leaving, entering,
N 0.0989 0 0.5 0.5 and net flows of the alternatives along with
O 0 0.5 0 0 the obtained activity ranks.
P 0 0 0.2307 0.5
Q 0 0 0.2307 0.7692
R 0 0 0.2307 0.7692
Table 3.10: Pair wise comparison matrix

c1 A B C D E F G H I J K L M N O P Q R
A - 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
B 0 - 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0
C 0 0 - 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0
D 0 1 1 - 0 0 1 1 1 0 1 0 1 0 1 1 1 1
E 0 1 1 1 - 0 1 1 1 0 1 0 1 1 1 1 1 1
F 0 1 1 1 1 - 1 1 1 0 1 1 1 1 1 1 1 1
G 0 0 0 0 0 0 - 0 0 0 1 0 0 0 0 0 0 0
H 0 0 0 0 0 0 0 - 0 0 1 0 0 0 0 0 0 0
I 0 0 0 0 0 0 0 0 - 0 1 0 0 0 0 0 0 0
J 0 1 1 1 1 1 1 1 1 - 1 1 1 1 1 1 1 1
K 0 1 0 0 0 0 0 0 0 0 - 0 1 1 1 1 1 1
L 0 1 1 1 0 0 1 1 1 0 0 - 1 1 1 1 1 1
M 0 0 0 0 0 0 0 0 0 0 0 0 - 0 0 0 0 0
N 0 1 1 0 0 0 1 1 1 0 0 0 1 - 1 1 1 1
O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 - 0 0 0
P 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 - 0 0
Q 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 - 0
R 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -
35
Table 3.11: φ+(a), φ-(ai), φ(ai) & Activity ranking
A B C D E F G H I J K L M N O P Q R φ+ Φ R
A 0 0.6 0.6 0.6 0.7 0.5 0.6 0.6 0.7 0.7 0.6 0.6 0.4 0.6 0.7 0.7 0.7 0.7 0.6 0.50 1
B 0.4 0 0.4 0.4 0.5 0.3 0.3 0 0.4 0.4 0.7 0.3 0.4 0.4 0.3 0.4 0.4 0.4 0.4 0.1 6
C 0 0.1 0 0.3 0.3 0 0 0 0.2 0.2 0.5 0 0 0 0.3 0.2 0.2 0.2 0.1 -0.2 13
D 0.3 0.5 0.7 0 0 0 0.5 0.5 0.5 0 0.5 0 0.5 0 0.5 0.5 0.5 0.5 0.3 -0.04 10
E 0 0.5 0.5 0.5 0 0 0.5 0.5 0.5 0 0.5 0 0.5 0.5 0.5 0.5 0.5 0.5 0.4 0.01 9
F 0..2 0.6 0.7 0.7 0.7 0 0.6 0.6 0.7 0.2 0.6 0.6 0.6 0.7 0.7 0.7 0.6 0.6 0.6 0.46 2
G 0.2 0.1 0.2 0.3 0.3 0 0 0 0.2 0.2 0.5 0 0.2 0.2 0.3 0.2 0.2 0.2 0.2 -0.1 11
H 0.4 0.1 0.4 0.5 0.5 0.3 0.3 0 0.4 0.4 0.7 0.3 0.4 0.4 0.5 0.4 0.4 0.4 0.4 0.19 5
I 0 0.1 0 0.1 0.1 0 0 0 0 0 0.5 0 0 0 0.1 0 0 0 0.05 -0.36 18
36
J 0 0.6 0.6 0.7 0.7 0.5 0.6 0.6 0.7 0 0.6 0.6 0.5 0.6 0.7 0.6 0.5 0.5 0.5 0.36 3
K 0.2 0.7 0.2 0.3 0.3 0.2 0.2 0.2 0.2 0.2 0 0.4 0.6 0.9 0.7 0.6 0.6 0.6 0.4 0.05 8
L 0.2 0.6 0.6 0.7 0.3 0 0.5 0.5 0.6 0.2 0 0 0.6 0.6 0.7 0.6 0.6 0.6 0.5 0.27 4
M 0 0.1 0.1 0.3 0.3 0.1 0.1 0.1 0.3 0.3 0.1 0.1 0 0.1 0.3 0.3 0.3 0.3 0.17 -0.16 12
N 0 0.6 0.5 0.3 0.3 0 0.5 0.5 0.6 0.2 0 0 0.5 0 0.7 0.6 0.6 0.6 0.37 0.05 7
O 0.3 0 0.3 0.3 0.3 0.3 0.3 0 0.3 0.3 0.3 0.3 0.3 0.3 0 0 0 0 0.2 -0.25 14
P 0 0.1 0 0.3 0.3 0 0 0 0.2 0 0 0 0 0 0.3 0 0 0 0.06 -0.3 17
Q 0 0.1 0.1 0.3 0.3 0 0.1 0.1 0.3 0 0.1 0.1 0 0.1 0.3 0 0 0 0.1 -0.25 15
R 0 0.1 0.1 0.3 0.3 0 0.1 0.1 0.3 0 0.1 0.1 0 0.1 0.3 0 0 0 0.1 -0.25 16
φ- 0.1 0.3 0.3 0.4 0.3 0.1 0.3 0.2 0.4 0.2 0.3 0.2 0.3 0.3 0.5 0.4 0.4 0.4
4. Results & Discussion ‘t’- Distribution was used for the evaluation
as the sample size <20.
The activities are ranked based on multiple
criteria using two MCDM methods (TOPSIS Value obtained from‘t’ distribution with 95 %
& PROMETHEE). The following ranks are confidence level and degree of freedom of 17
obtained: = 1.74 [11]
Table 4.1: Ranks of activities As table value > calculated value the
difference between the ranks obtained by
Activity TOPSIS PROMETHEE
Rank Rank both the methods is insignificant, thus both
A 1 1
Highest the methods generate similar ranks and any
Priority one can be used for activity prioritization.
B 8 6
The current method takes into account all the
C 15 13
factors which contribute towards criticality
D 10 10
and can be extended to more factors.
E 7 9
Practically in industries if there are any other
F 3 2 criteria which can affect the criticality of the
G 13 11 activity; they can be easily incorporated in the
H 6 5 proposed model of activity prioritization.
Lowest
I 18 18
Priority By comparing the activity rank obtained from
J 2 3
TOPSIS & PROMETHEE it was observed
K 4 8 that Activity ‘A’ has got the highest relative
L 5 4 ranking and activity ‘I’ has got the least
M 12 12 relative ranking. This signifies that project
N 9 7 managers should give more attention for the
O 11 14 completion of higher raked activities. In case
P 17 17 of simultaneous activities, priorities were
Q 14 15 obtained in order to clarify which activity
R 16 16 should be given more importance. Thus for
the first group of simultaneous activities,
priority obtained is E>D>C, for the second
Spearman’s rank correlation assesses how group of simultaneous activities, priority
well the relation between two variables can obtained is J>K>I, and for the third pair of
be described using a monotonic function. activities, priority obtained is Q>P. This is
This method was used to check the reflected by the activity ranks of simultaneous
significance of the ranks obtained by TOPSIS activities.
& PROMETHEE.
ρ = [6* Σ (Rank1 – Rank2)2] / [N *(N2 – 1)] (12) 5. Conclusion
(Where N: Total Number of activities). The current research proposes a method to
= 0.0516 prioritize or rank project activities based on
37
multi-criteria decision making techniques. The 2. Amol Singh (2014), “Resource

prioritization will facilitate Project Managers Constrained Multi-Project Scheduling
to obtain a relative raking of activities in with Priority Rules
the entire project and manage simultaneous 3. & Analytic Hierarchy Process”- 24th
activities efficiently. Delphi method which is DAAAM International Symposium
used to rate the criterion involves the expert on Intelligent Manufacturing and
opinion from project managers who practically Automation.
experience challenges in project monitoring
4. Caroline Maria de Miranda Mota, Adiel
& control. Application of Analytic Hierarchy
Teixeira de Almeida, Luciana Hazin
Process (AHP) helps to get a relative weight
Alencar, “A multiple criteria decision
of the criteria. Usage of MCDM techniques
model for assigning priorities to activities
(TOPSIS & PROMETHEE), prioritizes
in project management”. - International
activities based on criteria identified through
Journal of Project Management 27
expert opinion including probability of
(2009) 175–181.
activity delay, resources needed, the number
of dependent activities and activity duration. 5. Erik Leuven Demeulemeestar, Willy
Spearman’s rank correlation was used to S(2002)“Project Scheduling: A Research
check the significance of the ranks obtained by Handbook”.
TOPSIS and PROMETHEE. It was found that 6. H ARSHAM (1993), “Managing Project
both the methods give consistent results for Activity-Duration Uncertainties”-
this research study. The proposed integration OMEGA Int. I. of Mgmt Sci.,Vol, 21, No.
of decision making methods will be helpful 1, pp. 111-122.
to enhance the on time delivery of projects 7. J.P. BRANS, Ph. VINCKE and B.
by improving the monitoring of project MARESCHAL (1986) “How to select and
activities. It can assist project managers in how to rank projects: The PROMETHEE
deciding which activity needs more attention method” European Journal of Operational
and avoids wastage of time. The use of this Research 24 (1986) 228-238.
method will help in completion of the project
within schedule. 8. Majid Behzadian, R.B. Kazemzadeh,
A. Albadvi, M. Aghdasi (2010)
“PROMETHEE: A comprehensive
References
literature review on methodologies
1. A K Madan, Ranganath M S (2014), and applications” European Journal of
“Multiple Criteria Decision Making Operational Research.
Techniques in Manufacturing
9. Mark Velasquez, Patrick T. Hester (2013),
Industries-A Review Study with the
“An Analysis of Multi-Criteria Decision
Application of Fuzzy”. - International
Making Methods ”. - International
Conference of Advance Research and
Journal of Operations Research Vol. 10,
Innovation.
No. 2, 56-66.
38
10. Moazzam Jazi, Zohre, Hamedi Maryam, 18. R. V. RAO, T. S. RAJESH (2009),
Gholamreza Esmaeilian (2015), “Software Selection in Manufacturing
“Identification, Assessment and Ranking Industries Using a Fuzzy Multiple
Risks of Overhead Power Lines Projects Criteria Decision Making Method,
using TOPSIS Method”. - European PROMETHEE”. - Intelligent Information
Journal of Academic Essays 1(12): 1-7. Management,1, 159-165
11. Mukesh Kumar Mehlawat, Pankaj Gupta 19. R. Venkata Rao (2006), “Decision making
(2015), “A new fuzzy group multi- in the manufacturing environment : using
criteria decision making method with an graph theory and fuzzy multiple attribute
application to the critical path selection”. decision making methods”.-(Springer
- Springer-Verlag London 2015, Int J Adv
series in advanced manufacturing).
Manuf Technol (2016) 83:1281–1296.
20. T.L. Saaty, L.G. Vargas, Models,
12. O. S.Vaidya and S. Kumar,(2006)“Analytic
Methods, Concepts & Applications of
hierarchy process: an overview of
the Analytic Hierarchy Process, vol. 175,
applications,” European Journal of
Operational Research, vol. 169, no. 1, Springer Science & Business Media,
pp. 1–29. 2012.
13. PMI. A guide to the project management 21. Vassilis H. Bauras (2012), “A Method for
body of knowledge – PMBOK GUIDE: the Evaluation of Project Management
Project Management Institute; 2004. Efficiency in the Case of Industrial
Projects Execution” 26th IPMA
14. Prapawan Pangsri (2015), “Application
World Congress, Crete, Greece, 2012,
of the Multi Criteria Decision Making
Procedia-Social and Behavioral Sciences
Methods for Project Selection”- Universal
Journal of Management 3(1):15-20. 74(2013)285–294. doi: 10.1016/j.
sbspro.2013.03.008
15. Project Management, Planning and
Control. http://dx.doi.org/10.1016/B978- 22. Vijay Manikrao Athawale, Shankar
0-08-102020-3.00001-2 Chakraborty (2010) “Facility Location
Selection using PROMETHEE II
16. Reza KHORRAMSHAHGOL, Vassilis
Method”. - Proceedings of the 2010
S. MOUSTAKIS (1998), “Delphic
International Conference on Industrial
hierarchy process (DHP): A methodology
Engineering and Operations Management
for priority setting derived from the
Delphi method and analytical hierarchy Dhaka, Bangladesh.
process”. – Journal of Operational 23. Yossi Hadad, Baruch Keren, Zohar Laslo
Research 37 (347-354). (2016), “Multi-criteria methods for
17. Ronald E. Walpole “Probability & ranking project activities”. - Yugoslav
Statistics for Engineers & Scientists” Journal of Operations Research
eighth edition. Pearson Education 26, No. 2,201-219 DOI: 10.2298/
International. YJOR140618012H.
39
Enigma of Quality and Process Control Tools in a Manufacturing
Unit-A case study
Jagdeep Singh * Jatinderpal ***

Harwinder Singh ** Preetraj Singh Sidhu ****
Conformance to specifications measures how The 7 QC Tools are simple statistical tools
well the product or service meets the targets used for problem solving. These tools were
and tolerances determined by its designers. This either developed in Japan or introduced to
study has been carried out in tools manufacturing Japan by the Quality Gurus such as Deming
Industry for reducing rejections in a systematic and Juran. In terms of importance, these are
way. The rejection of spring pin component is
the most useful. Kaoru Ishikawa has stated
that these 7 tools can be used to solve 95
found to be 9.71%. Keeping in view the quality
percent of all problems. These tools have
aspect of the company, QC tools and process
been the foundation of Japan's astonishing
control tools are being implemented to reduce the industrial resurgence after the second world
defects of spring pin section. The rejection was war. In successful application of quality tools
reduced by total of 7%. After implementation of an implemented quality management system
process tools, total production of 4151per month is an advantage. The quality management
has been increased. principles are a starting point for the company’s
management striving for continuous efficiency
* Assistant Professor improvement over a long period of time and
Department of Mechanical Engineering customer satisfaction. A quality management
Punjabi University, system is based on the integrity of all
Patiala- 147002, Punjab production and support resources of a certain
[email protected] company. It enables a faultless process flow
in meeting related contracts, standards and
** Professor market quality requirements. Implementation
Department of Mechanical Engineering, of a quality management system is always
Guru Nanak Dev Engineering College a part of a company’s development process
Ludhiana-141006, Punjab, India. identification and/or process analysis(Magar
Email- [email protected] and Shinde, 2014).
*** Assistant Professor Quality is broadly supposed that a
Department of Mechanical Engineering manufacturing organization's operation
Guru Nanak Dev Engineering College or production with a successful quality
Ludhiana-141006, Punjab, India. management system is able to fabricate good
**** Research Scholar quality products and therefore achieve good
Punjab Technical University, Jalandhar, business results. One of the methods to solve
Punjab. quality issues is Kaizen. Kaizen is a common
40
problem-solving tool and may be applied to reduced to 6.6% from 12.3%. This systematic
any improvement process especially quality. study proves that by means of effective
The good quality product or service means analysis of tools and processes, it is possible to
that it has the ability to satisfy the customer's eliminate/control of the casting defect. Sousa
needs and expectations (Bergman and (2013) applied PDCA cycle as a methodology
Klefsjo, 2003). A study has been carried out to trigger the use of quality tools in problem
at miranda tools by using QC tools. Defects of solving. It decreases 50% of the most critical
Taper shank drills during production process. defective component and an overall reduction
of 29% in the level of nonconformities in the
2. Literature Review preparation section.
Shahin et al. (2010) proposed a map to applied 2.1 Introduction to Industry and Problem
seven basic and new quality control tools Formulation
and techniques in an integrative framework. The north Indian auto parts industry began
They have been analyzed and prioritized its journey in the year 1938 in Ludhiana.
through simple comparisons that Quality The strength of company is its people w i t h
control seven tends to be mostly precedent to t h e i r engineering skills, crystallized over
new quality control tools. The questionnaire a period of five decades this has brought
is designed in form of a 14 by 14 matrix,
about total customer satisfaction. It is a
14 tools and Techniques are placed in rows
proud supplier of components to various
and columns leading to 196 cells. experts
Indian original equipments manufacturers
should fill the cell using values of 1; 0.5; and
(OEMs) and has established itself as a reliable
0 then data has analyzed based on the average
supplier for last so many years. The list of
values of experts. Two approaches were used
OEM customers includes Telco, Volvo India
to analyze the questionnaires results through
Limited, Swaraj Mazda Limited, Mahindra
simple comparison of their average values
& Mahindra, Maruti Udyog Limited., Ashok
and also through permutation. Literature
Leyland, Punjab Tractors Limited etc. The
shows that in the majority of the resources
Company has fully flanged with the modern
used seven quality control tools than
testing facilities, equipments and workshops.
new quality control tools. Jadhav (2013)
Casting shop, machine shop, non ferrous
presents the systematic approach to find the
foundry, wire drawing, electroplating, heat
root cause of one of the major defect (Cold
treatment, welding, paint shop, tool room,
shut) in an automobile casting produced in
store, packaging and dispatch are the main
a medium scale foundry. The origin of the
section of the company. Approximate one
Cold shut defect was identified by means of
thousand employees have been working in
Seven Quality control tools. Finally, it was
the various sections of the company.
found that the alloy composition and pouring
temperature was the root cause for this major The company is producing large number
defect. The necessary remedial action was of components for automobile sector in
made in production of Cylinder block. The different section. It is being noticed that the
major Cold shut defect was reduced by up to rejection of spring pin is 9.71% which is on
50%.The total rejection from cold shut was higher side because of many quality related
41
problems in manufacturing of spring pin.  Standardization

The major causes explored for rejection were
Identification o f the problem: First step
wire drawing process was not done on 100%
basis which leads to bending of components. is to find the root cause of problem. Defects
Grinding marks were occurring after short such as grinding marks, tool marks, setting,
interval due to improper dressing time. The diameter u/s and cutter shift are seem in
depth of cut varies due to shifting of cutter. observation
The length of the workpiece has not inspected
after band saw cutting operation. Tool marks Data Collection: The rejection data has
observed due to improper dressing of tool been collected from the machine shop from
and using blunt tool etc in manufacturing January to March from the daily inspection
of spring pin. The root cause analysis of the reports and rearrange the data defect wise.
problems related to quality has been done on
the Tool marks defect, Grinding marks defect, Data analysis: The Pareto chart and Fishbone
shifting and setting problem to ascertain the diagram has been used for data analysis in
important benefits occurred after successful this study. Pareto chart allows the user to
implementation of QC tools. Brainstorming focus attention on a few important factors in
has been done among me and managers a process. Fishbone diagram used to associate
of different departments to analyse the
possible causes with a single effect.
problems. The data collection before and after
implementing QC tools has been analysed. Remedies/actions: Corrective and preventive
The study is an attempt to reduce rejection of action has been taken in the casting
spring pin by implementing Quality Control shop to reduce the rejection of the casting
(QC) Tools and process control tools.
components.
3. Methodology Implementation of Quality Control Tools: On
The process used to collect information and the basis of outcome of previous steps results,
data for the purpose of making business Quality Control Tools has been implemented.
decisions. The methodology may include
Standardization: Standard operating
publication research, interviews, surveys and
procedure was revised after analysis of the
other research techniques and could both
present and historical information. results
The methodology adopted for the study is

4. Results and Discussion
shown below:
 Identification of the Problem A. Rejection Trend of Spring Pin
 Data Collection Fig.1 shows the rejection trend of the spring
 Data Analysis pin from January to March .The average
 Preventive and Corrective Actions rejection of the spring pin component has
 Implementation of QC tools approximate 9.71% which is alarming.
42
The defects causing rejections are shown

10.2
below:
10  Grinding marks=315
9.8  Shifting and Setting Problem=280
9.6  Dia u/s=252
9.4
 Uncleaned surface=231
 Miscellaneous=119
9.2
 Nipple thread damage=70
9
Root Cause Analysis using Process Control
8.8 Tool
8.6
The Figure 2 shows the maximum possible
Jan
jan Feb
feb Mar
mar
reasons of grinding marks defect. Grinding
Fig. 1. Rejection trend of spring pin marks defect is the marks appear during
month wise grinding operation. Man, Method, Machine
and Materials are the main elements of the
fishbone Diagram..
MAN METHOD
B5.Alternate
A3. Wear goggles dressing time of
grinding wheel
B6.Feed pressure
varies
A4. Work
instructions B7.Wheel out of
round
C3.Store grinding D5.Machine

wheel in dry place uncleaned
D6.Faulty dressing
C4.Die problem D7.Leaving ragged

wheel edges while
dressing
D8.Vibration while
wheel rotation
MATERIAL MACHINE
Fig. 2. Fishbone
Fig. 2. diagram for Grinding
Fishbone diagram marks
for Grinding marks defect
defect
43
S .NO COUNTER MEASURE FOR GRINDING MARKS (METHOD)
B5. Basically, grinding marks occur due to improper or alternate dressing time of
grinding wheel.
By observing the grinding of wheel is done after 200 pieces which leads to the
grinding marks.
So, dressing of the wheel should be done after 150 pieces to reduce grinding marks.
Fig. 3. Grinding marks before and after
B6. Feed pressure varies in every operation.

So it should be suggested that the operation should be done at constant feed
pressure.
B7. First check the grinding wheel before starting the operation.
If wheel is out of round and have sharp edges then it should be quickly replace Or
redressed to avoid grinding marks.
S .NO COUNTER MEASURE FOR GRINDING MARKS (MATERIAL)
C3. The storage plays an important role to the strength of grinding wheel.
It should always be placed in dry place to avoid the problems like rust which
adversely affects its strength.
C4. Die problem results to irregular or faulty shape of dressing wheel which result to
grinding marks defects. So quickly replace the grinding wheel if it is irregular due
to die problem.
44
S .NO COUNTER MEASURE FOR GRINDING MARKS (MACHINE)
D5. Keep machine cleaned

Be certain all station kept properly lubrication
When doing feed work, be assure to lubricate all slides in accordance with
instruction
At the end before stopping machine run grinding wheel without coolant long
enough to throw all water out of wheel otherwise moisture concentrated at bottom
will cause unbalance.
D6. Faulty dressing leads to increase the surface roughness of the workpiece.
So it must be avoidable by the following methods.
Turn diamond to avoid flat spot or replace with new one.
Increase penetration of dressing diamond up to 0.001
Check slides on turning attachment, they may be worn low in centre
Truing attachment gibes may be loose enough to allow diamond to back off instead
of cutting.
Fig. 4. Dressing of grinding wheel
45
D7. Sometimes the ragged wheel edges should be there. So the measures to be taken:-
Dressing should be dine at slower transverse rate
Turn diamond frequently
Adjust the diamond holder by tightening clamping screw
Make final dressing in opposite direction to initial runs
D8. In grinding process, vibration is the major factor which reduces the surface finish
Vibration occurs due to lose leveling screw.
So set all the screws by time to time to avoid the vibration occur in process.
To balance the grinding wheel insert spindle and collet and remove burrs if present.
Use standard paper gasket under each flange.
Make sure balancing stand is level both ways before attempting balance wheel.
Always balance the w heel in following sequence
True wheel
Run wheel long enough to throw off coolant
Balance wheel on same amount as used for grinder
True wheel after mounting on spindle
Motor bearing defective or armature out of balance is to be keep away by renew
motor bearing or balance armature
S .NO COUNTER MEASURE FOR GRINDING MARKS (MAN)
A3. Wear goggles for all grinding machine operations.
A4. Specific work instructions provided to operators regarding the grinding marks
defect
Proper lubrication should be done time to time. It is necessary to cool and lubricate
the wheel and workpiece time to time.
Remove the chips produced in the grinding process
It is imperative that the fluid be applied directly to the cutting area to prevent
The fluid blown away from the piece due to rapid rotation of wheel.
The workpiece should be tightened properly before starting the grinding process.
Never operate grinding wheel at speed in excess of the recommended speed.
Use proper wheel guard on all grinding machine
46
B. Fish bone Diagram for Defects due to shifting and setting problem
The Figure 5. shows the maximum possible reasons of setting defect. These defects occur due to
improper setting of machine. Man, Method, Machine and Materials are the main elements of the
fishbone diagram.
A5.Work
instructions not B8.Slack job
implemented B9.Missalignment
of cutter with job
A6.Proper clothing
and accessory safety B10.Slot symmetry
not ok
C5.Irregular surface D9.Shifting of cutter
D10.Axis are not

aligned
C6.Less carbon
D11.Slack cutter
content
MATERIAL MACHINE
Fig. Fig. 5. Fishbone

5. Fishbone diagram
diagram for and
for shifting shifting
settingand setting problem
problem
47
Counter Measure for shifting and setting problem:-

B9. Alignment of cutter and the job should be properly done
Slack job and loose tool clamping is the major reasoning for misalignment
So while inserting the tool it should always checked that there is proper alignment.
Fig. 5 Hydraulic Clamping
B10. Slot symmetry not ok.

100% inspection done with offset checking gauge for 300 parts.
Offset tolerance considered 0.25 mm.
S.NO COUNTER MEASURE FOR SHIFTING AND SETTING (MATERIAL)
C5. Drilling irregular surfaces can lead to excessive, uneven forces on drill
cutting edges, which lead to premature wear. So before doing any operation first
inspect the surface where operation should done and make it standard to reduce
rejection.
C6. Less carbon content put a huge impact on strength, ductility and toughness of
component It leads to the easily wear out of grinding wheel and produce grinding
marks and in some cases wear out of wheel occurs.
48
S. NO COUNTER MEASURE FOR SHIFTING AND SETTING (MACHINE)
D8. Shifting of cutter is the main problem occurs while manufacturing.

The worker has to reinstall the cutter which results in lot of waste of time. The
wastage of material is too much. So special attention is to be made to avoid this
problem.
The jig and fixture is designed to avoid the shifting of cutter.
Fig. 6. Stopper to prevent cutter shift
D9. Axis of the cutter and the workpiece must be aligned for the fine manufacturing
process.
Axis must be aligned to be the manufacturing process working smoothly. This
reduces the overall rejection of the process.
D10. The cutter gets slacked after some time in manufacturing.

So it must be implemented that the cutter must get tightened after some time.
It should be suggested that it should be done at regular basis.
S. NO COUNTER MEASURE FOR SHIFTING AND SETTING (MAN)
A5. Specific work instruction provided to the operators working on production lathe.
- Place clamp stud close to the workpiece
- Use shims between finished surface and clamps
- Clamps that are level or with a slight decline towards the workpiece will
equalize the clamping pressure
- Place support parallels directly under clamps.
A6. Lathes can easily catch long sleeves and loose clothing.
So it is recommended to wear short sleeves or long sleeves with tight cuffs and
wear study work shoes to protect legs.
49
Rejection Analysis References

Total no. of pieces from Jan-Mar = 41720 1 Grewal C and Gill S (2007). “Measuring
Total no. of pieces from Jan-Mar = 45871 SPC Implementation in Indian Bicycle
Industry,” Udyog Pragati. Vol 31, No. 3
Increase in no. of pieces in Production of pp. 30-37.
4151(45871-41720)
2 Pratik J. Patel (2014) “Application
of Quality Control Tools in Taper
5. Conclusions and Limitations Shank Drills Manufacturing Industry:
The results demonstrated that the production a Case Study” International Journal
of spring pin has been increased by 4151 per of Operations Research, Vol. 4, No.2,
month. Quality Control Tools and Process pp.129-134.
control tools plays a significant role in 3 Jatinder Pal (2012), “implementation of
improving the production related issues of QC tools in an automobile organization
the manufacturing operations. The present to reduce the rejection of the Casting
study has outlined the significance of both Components” a case study(M.tech thesis
tools towards improving firm performance in work,GNDEC Ldh).
a systematic manner. Moreover the dressing
frequency of grinding wheel has been fixed 4 Jadhav(2013) “Investigation and analysis
after 150 pieces. Root cause helps to predict of cold shut casting defect and defect
optimum solution of the problems related to reduction by using 7 Quality control
the rejections of critical product. The selection tools”. International Journal of Advance
of manufacturing industry is done on the Engineering Research and Studies,Vol.2,
basis of convenient sampling technique. No. 2, pp. 12-18.
Automation solution can be introduced to Shahin (2010), “Quality control tools
reduce the cycle time of operations. The functioning in integrated management
study can be extended to machine shop of the system in the Automotive Branch
same organization. Analysis can be done on Company.” Scientific Journals. Vol.27,
customer complaints in an organization. No. 9, pp. 92 – 97.
50
NATIONAL INSTITUTE OF INDUSTRIAL ENGINEERING, NITIE,

VIHAR LAKE, MUMBAI 400 087
NITIE publishes quarterly journal Udyog Pragati : The Journal of Practising Managers, dealing
with new developments in Industrial Engineering, Industrial Management and allied fields.
Udyog Pragati publishes papers and case studies on the application of industrial engineering
and management concepts/techniques in industrial and government organization.
Udyog Pragati is widely subscribed by the corporate, management schools, engineering
colleges, government and public sector organizations, and professionals. NITIE brings out
'Special Issues' on themes which are current and upcoming and those have impact on the
performance of Indian Industry. Udyog Pragati has exchange relationship with publication of
many Business schools/Institutions in India and is widely used by researchers and professionals
in the field of industrial engineering and management.
Business Policy and Strategic Planning

Quality Management
Developments in cost Accounting and cost Management
New Perspectives in Industrial Engineering
Business Ethics and Corporate Governance
Work Life Balance
Entrepreneurship & Innovation
Organization Behaviour
Environment & Sustainability
Economic Downturn & Recovery Strategies
Mathematical Modeling & Quantitative Techniques
New Trends in Marketing Management
Information Technology & Business
Maintenance Management
Emerging Trends in Financial Management
NITIE invites researchers, learners and practitioners to submit research-based as well as

practical papers linked with the above mentioned themes. The broad areas/ sub-themes that
will be of interest for the conference are as above.
Editor in Chief
Udyog Pragati – The Journal for Practising Managers
51
UDYOG PRAGATI
Guidelines for Authors
Scope theorems, propositions, corollaries, etc. should
Udyog Pragati invites original contributions in the be numbered in one sequence as, for example,
form of ‘State of the Art’ Papers and Case studies (1) Proposition, (2) Corollary, (3) Theorem, etc.
on the application of industrial engineering and 5. Reference should be given by Author’s name
management concepts/techniques in industrial and and year of Publication i.e. (Tapley and Lewallen
government organisations. 1967). They should be mentioned in alphabetical
Types of Papers order in the Bibliography. References should be
The following types of papers will be considered listed as follows :
for publication in the Journal. a) B.P. Tapley and J. M. Lewallan, (1967),
• Theory based paper • Case Studies “Comparison of several numerical
• Practice based papers • Review papers optimization methods,” Journal of
• Empirical papers Optimization Theory and Application, Vol.
1, No. 1, o.32
A paper should contain 3000 to 5000 words. In
addition, discussion on paper published previously b) Neil Botten and John McManus, (1999),
could also be incorporated. ‘Strategic Management Models, Tools and
Techniques’, Competitive Strategies for
Submission of Manuscripts
Service Organisations, Macmillan Press,
The following guidelines are to be adhered to while pp. 107-161.
submitting the manuscript.
6. The authors should submit a brief statement
1. The desired order of content is of their professional career i.e. qualifications,
a) Title e) Main Text appointments held, research interests, Published
b) Author (s) f) Acknowledgment work, etc.
c) Affiliation (s) g) Reference, and 7. Authors should send a Declaration stating that
d) Abstract h) Appendices the paper has neither been published nor under
Tables and illustrations, complete with titles, consideration for publication elsewhere.
labels and art-work should be placed in the 8. Whenever the copyright material is used,
text at the appropriate locations. The diagrams, authors should be accurate in reproduction
graphs, etc. should be sent in original. and obtain permission from copyright holders
2. The abstract should be brief, self-contained, if necessary. Articles published in Udyog
explicit and should not exceed 200 words. Pragati should not be reproduced/reprinted in
3. The manuscript should be typed on one side any form either in full or part without prior
of good quality white bond paper in double written permission from the Editor.
spacing. Mathematical terms, symbols and other 9. Correspondence and proof for correction will be
features that cannot be typed should be inserted sent to the first name author, unless otherwise
neatly into the text by hand in black ink. indicated. The authors will receive page proof
The author should also send an ‘electronic for checking, but it is hoped to correct only
version’ of the paper on diskette (3.5” Floppy typesetting errors. Proof should be returned
Disk) using standard software - Word/Word within a week.
Perfect. 10. All manuscripts have to be sent in triplicate
4. The equations should be numbered sequentially to the Editor, Udyog Pragati, NITIE, Vihar
in parentheses by the right margin. The Lake, Mumbai - 400 087.
52
Udyog Pragati Subscription Form

I/We wish to subscribe/renew my/our subscription to Udyog Pragati : The Journal for Practising Managers
for 1/5 years (s)/Life Memberhip/Institutional Membership. A Demand Draft bearing no.
dated___________ for Rs./US$ ___________ drawn in favour of “NITIE, Mumbai” is enclosed.
Name Subscription Rates

Address Life
1 yrs. 5 yrs.
Membership
Indian
500/- 1500/- 5000/-
City Pin Rupees
Country 45 by
Individual Air mail
e-mail Address
In US$ 30 by
Subscriber Number (if renewal) surface
mail
Signature Indian
Institutional - - 15000/-
Rupees
Please send the amount by Demand Draft drawn in favour of “NITIE, Mumbai”.
Udyog Pragati
National Institute of Industrial Engineering
Vihar Lake, Mumbai - 400 087
India.
53
MANAGEMENT DEVELOPMENT PROGRAMMES 2018-19
FOR PRACTISING MANAGERS, ENGINEERS, PROFESSIONALS AND ADMINISTRATORS
S. COURSE DAYS DATES COURSE COURSE S. COURSE DAYS DATES COURSE LEADER/S COURSE
N. LEADER/S FEES (`) N. FEES (`)
Industrial Engineering and Manufacturing Systems 40 Technological Disruptions and 3 10-09-2018 Anju Singh 24,000
Circular Economy: Future Proofing
1 Project Management 3 25-06-2018 Ashok K Pundir 24,000 the Company
2 Work Study for Higher Productivity 3 16-07-2018 Vivek Khanzode / 24,000 41 Disaster Management 3 22-10-2018 Seema Unnikrishnan 22,500
Rauf Iqbal
42 Addressing Sustainability in 3 26-12-2018 Hema Diwan 22,500
3 Project Management 3 28-08-2018 L Ganapathy 24,000 Enterprises: Creating Avenues
4 Decision Making for Technical 3 10-09-2018 L Ganapathy 24,000 43 Next Best Practices in Sustainability 3 01-01-2019 Anju Singh 24,000
Personnel Management
5 Ergonomics Tools for Workplace 3 27-09-2018 Rauf Iqbal 24,000 44 Environmental Management 3 28-01-2019 Hema Diwan 22,500
Improvement
6 Method Study and Work Measurement 3 22-10-2018 P Acharya / 24,000 Economics and Strategy
Priyanka Verma 45 Business Strategies for Executives 3 16-7-2018 Som Sekhar 30,000
7 Management of Productivity and 5 26-11-2018 KVSS Narayana Rao 50,000 Bhattacharyya
Operational Excellence 46 Strategic Leadership for Managers 3 29-11-2018 Som Sekhar 30,000
8 Production Planning and Control 3 14-01-2019 B E Narkhede 24,000 Bhattacharyya /
Sumi Jha
9 Decision Making in Supply Chain 3 21-01-2019 P Acharya / 24,000
Priyanka Verma 47 Managerial Skills for Technical 3 29-11-2018 Utpal Chattopadhyay / 30,000
Personnel Binilkumar A S
10 Project Management 3 28-01-2019 Ashok K Pundir 24,000
48 Essential Econometrics for 5 06-12-2018 Poonam Singh / 50,000
11 Manufacturing for Competitive 3 28-01-2019 Milind Akarte 24,000 Management Research Mainak Mazumdar
Advantage
49 Competition Policy 5 14-1-2019 Utpal Chattopadhyay / 50,000
Operations and Supply Chain Management Poonam Singh /
12 Supply Chain Finance 3 02-05-2018 Sushmita N. Aghalaya / 24,000 Mainak Mazumdar
Satish Kumar 50 Doing Qualitative Business Research 3 18-3-2019 Som Sekhar 22,500
13 Logistics and Distribution Management 3 22-10-2018 Sachin Kamble 24,000 (FDP) Bhattacharyya
14 Statistical Process Control 3 01-01-2019 Ravindra Gokhale / 24,000 51 Managerial Decision Making 5 18-3-2019 Vijaya Gupta / 50,000
Sushmita N. Aghalaya Poonam Singh
15 Supply Chain Management 3 14-01-2019 Sachin Kamble 24,000 Finance and Accounts
16 Multi-Criteria Decision-Making 3 17-01-2019 Rakesh Raut / 24,000 52 Finance for Non-Finance Executives 3 27-09-2018 Vipul Kumar Singh / 30,000
Approaches for Vendor Management Sushmita N. Aghalaya Ajaya Kumar Panda /
17 Supply Chain Management 3 04-02-2019 Rakesh Raut 24,000 M. Venkateshwarlu /
18 Inventory Management 3 11-02-2019 Sanjay Sharma 24,000 K. S. Ranjani
53 Finance for Non-Finance Executives 3 01-01-2019 Vipul Kumar Singh / 30,000
Engineering Technology & Project Management Ajaya Kumar Panda /
19 Driving Innovation Culture in 3 23-07-2018 Ruchita Gupta / 24,000 M. Venkateshwarlu /
Technology Start ups Koteswararao Naik B. K. S. Ranjani
20 Decision Making Skills for Project 3 07-08-2018 V. B. Khanapuri / 24,000 Organizational Behaviour & Human Resource Management
Managers Kanchan Joshi 54 Personality Development Workshop 3 07-08-2018 D. K. Srivastava 30,000
21 Technology Management Tool-kit: From 3 24-09-2018 Mukundan R. / 24,000 for Managers
Concept to New Product Development Karuna Jain 55 Enhancing Managerial Skills 3 28-08-2018 Upasna A Agarwal 30,000
22 Project Planning and Control 3 27-09-2018 V. B. Khanapuri / 24,000 56 Excellence in Communication 3 10-09-2018 Nikhil K. Mehta 30,000
Kanchan Joshi
57 Managerial Skills for Technical 3 24-09-2018 D. K. Srivastava 30,000
23 Project Financing 3 29-10-2018 K. S. Ranjani / 24,000 Personnel
Kanchan Joshi
58 FDP on Working with SPSS and AMOS 3 24-09-2018 Sumi Jha 25,000
24 Strategic Management of Intellectual 3 01-11-2018 Koteswararao Naik B. 24,000
Property (IP) / Mukundan R. 59 Leadership & Team Building 3 15-10-2018 D. K. Srivastava 30,000
25 Project Risk Management 3 21-01-2019 Mukundan R. / 24,000 60 Managerial Effectiveness 3 15-10-2018 T. Prasad 22,500
Kanchan Joshi 61 Developing Emotional Intelligence for 3 15-10-2018 Upasna A Agarwal 30,000
26 Industry 4.0 Strategies and Deployment 3 17-01-2019 Mukundan R. 24,000 Managerial Success
27 Project Procurement and Contract 3 18-02-2019 V. B. Khanapuri 24,000 62 Managerial Skills for Technical 3 29-10-2018 Shreekumar K. Nair 30,000
Management Personnel
28 Systems Thinking for Business - 3 18-02-2019 Mukundan R. / 24,000 63 Team Dynamics & Conflict Management 2 01-11-2018 Nikhil K. Mehta 20,000
Visualizing the Big Picture Sushmita N. Aghalaya 64 Managerial Leadership and Team 3 03-12-2018 Shreekumar K. Nair 30,000
29 Competing Through Lean Thinking 5 25-02-2019 V. B. Khanapuri / 50,000 Building
Milind Akarte 65 Excellence in Communication 3 03-12-2018 Nikhil K. Mehta 30,000
30 Technology Transfer toolkit and IP 3 11-03-2019 Ruchita Gupta / 24,000 66 Enhancing Leadership and Team 3 03-12-2018 Sumi Jha 30,000
Analytics Karuna Jain Building Skills
Decision Science and Information Systems 67 Ethical Awareness 2 17-01-2019 Nikhil K. Mehta 20,000
68 Enhancing Negotiation Skills 3 04-02-2019 Upasna A Agarwal 30,000
31 Digital Transformation 3 16-07-2018 Purnima Sangle 24,000
69 Managerial Skills for Technical 3 11-02-2019 T. Prasad 22,500
32 Data Analytics and Intelligent Decision 3 23-07-2018 Hema Date 24,000 Personnel
Making
70 Leadership and Change 3 25-02-2019 Sumi Jha / Som 30,000
33 Quantitative Model for Supply Chain 3 29-10-2018 Rakesh Verma 24,000 Sekhar Bhattacharyya
Management
Marketing
34 Artificial Intelligence with Java 3 26-11-2018 Hema Date / R. 24,000
Ramaswamy 71 Marketing Strategy for Industrial Products 3 09-07-2018 M. K. Jha 24,000
35 Business Analytics for Managers 3 06/12/2018 Purnima Sangle 24,000 72 Strategic Marketing for Competitive 3 26-11-2018 Neeraj Pandey / 30,000
Advantage Sanjeev Verma /
36 Big Data Analytics 3 26-12-2018 Purnima Sangle / 24,000 R. D. Chikhalkar
Rakesh Verma
73 Competitive Pricing Strategy 3 26-11-2018 Neeraj Pandey 24,000
37 Decision Making Under Uncertainty 3 21-01-2019 Rakesh Verma 24,000
74 Business to Business Marketing 3 6-12-2018 M. K. Jha 24,000
38 Business Analytics and Knowledge 3 11-02-2019 Hema Date 24,000
Management 75 Sales Management for Enhanced 3 26-12-2018 Sanjeev Verma / 30,000
Profitability Neeraj Pandey /
Environmental Engineering and Management R. D. Chikhalkar
39 Sustainability Performance and 3 02-04-2018 Anju Singh 24,000 76 Digital Marketing 3 04-02-2019 Neeraj Pandey 24,000
Reporting: Aligning all Standards, 77 Managing Customer Expectation for 3 18-02-2019 Sanjeev Verma 24,000
Guidelines and Directives for Excellence Improved Profitability
For Postage REGISTRATION No. RN 31664/78
IN THIS ISSUE...
Functions and Focus Areas of Industrial Engineering K.V.S.S. Narayana Rao
How much Reliable are VRP Solutions that Ignore Rajesh J. Dhake
Realist System Specifics – A Case Study Based Dr. Mrs. N.R. Rajhans
Experimentation & Analysis Nagesh Bhole
Gaurav Dalvi
Comparison of Multi-criteria Decision-Making Pooja Deshmukh

(MCDM) Techniques for Prioritization of Project Dr. Mrs. N. R. Rajhans
activities Ameya G. Pathak
Enigma of Quality and Process Control Tools in a Jagdeep Singh

Manufacturing Unit-A case study Harwinder Singh
Jatinderpal
Preetraj Singh Sidhu

Functions of Industrial Engineering 1615282531

Uploaded by

Copyright:

Available Formats

Functions of Industrial Engineering 1615282531

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Functions of Industrial Engineering 1615282531

Uploaded by

Copyright:

Available Formats

The Journal for Practising Managers

Vol. 40, No. 4 October - December, 2016

NATIONAL INSTITUTE OF INDUSTRIAL ENGINEERING

Editor in Chief : Prof. Binilkumar Amarayil Sreeraman, Professor In Charge (Research)

PUBLICATIONS COMMITTEE: EDITORIAL BOARD:

Prof. Rauf Iqbal Chairman Prof. R. Ramaswamy Member

Figure 1 Industrial Engineering Domain and its scope (Salvendy, 2001)

AUTHORS Page No.

1. Functions and Focus Areas of Industrial K.V.S.S. Narayana Rao 1-14

2. How much Reliable are VRP Solutions Rajesh J. Dhake 15-25

3. Comparison of Multi-criteria Decision- Pooja Deshmukh 26-39

4. Enigma of Quality and Process Control Jagdeep Singh 40-50

K.V.S.S. Narayana Rao *

to many quality improvement, production in order to do these things industrial engineers

Figure 1. Functions of Industrial Engineering

and practice. The diagrammatic representation Theory of constraints became popular by

4.3 Process Industrial Engineering 4.4 Industrial Engineering Optimization

of industrial engineering programmes. termed the best practices implementation.

productivity measurement and cost Productivity also needs management

References Journal of Industrial Engineering

Traditional to Applied: A Case Study Journal of Scientific & Engineering

Rajesh J. Dhake * Nagesh Bhole ***

(a) Input data (b) Seed point selection (c) Iteration 2

(d) Iteration 3 (e) Final clustering

Figure 1: Illustration of K-means algorithm

3. Methodology map. The exact coordinates are saved

Figure 2: Capturing Customer Coordinates (Latitudes & Longitudes)

Daily Demand -500 20 50 40 30 25 45 25 35 20 100

Daily Demand 30 200 35 45 25 20 150 50 25 50 40

Code C22 C23 C24 C25 C26 C27 C28

Latitudes 18.68868 18.6867 18.68478 18.68015 18.67476 18.67184 18.67151

Longitudes 74.12728 74.12102 74.12419 74.12315 74.08722 74.09027 74.08933

system specifics). The three approaches calculating Euclidean distance is shown in

Figure 3: MATLAB Code for Calculating Euclidean distances

Figure 5: Solutions for Three Approaches Using K-Means + MST + 2-opt

Table 2 shows the comparison of all solutions 5. Conclusion

Table 2: Comparison of Results

Algorithm Routes K-NGA + MST-NGA K-NGA + MST-GA K-GA+MST-GA

Pooja Deshmukh * Ameya G. Pathak ***

Hazemzadeh (2010) presented a classification out simultaneously. It becomes very difficult

Table 3.1: Activity duration & Predecessor

Fig 3.1: Network Diagram

 Criticality of activities cannot be found  Number of dependent activities.

Table 3.2: Criteria Ratings given by Experts

Table 3.3: Criteria Weight

TOPSIS is based on the concept that the H 1 3 4 0.6

critical path. O 2 2 1 0.2

All the criteria considered in the initial matrix P 1 1 2 0.6

shown in table 3.4 are considered as beneficial Q 2 1 2 0.8

Wj = Weight of criterion Table 3.5: Activity Ranks

V+ = Ideal (best) solution Activity S+i Si– Pi Rank

– A 0.0947 0.2973 0.7584 1 Highest

Step 1: Calculation of normalization matrix E 0.2401 0.0805 0.2510 7

Rij & weighted normalized matrix Vij - R. F 0.2092 0.1156 0.3559 3

Rij = mij / ] 1/2 (i = 1, 2.., N) (3.1) H 0.2955 0.0998 0.2524 6

V+ = [Max Vij of beneficial; P 0.3114 0.0187 0.0565 17

Min Vij of non beneficial] (3.3) Q 0.2858 0.0361 0.1121 14

Table 3.6: Fuzzy criteria values of activities

Weight 0.4668 0.2776 0.1603 0.0953

A Exp High Exp Low Avg Exp High