Maynard's Industrial Engineering Handbook

Abstract

Section I: Industrial Engineering: Past, Present and Future. Chapter 1.1: The Purpose and Evolution of Industrial Engineering. Chapter 1.2: The Role and Career of the Industrial Engineer in the Modern Organization. Chapter 1.3 Educational Programs for the Industrial Engineer. Chapter 1.4: The Industrial Engineer as a Manager. Chapter 1.5: Fundamentals of Industrial Engineering. Chapter 1.6: The Future of Industrial Engineering: One Perspective. Chapter 1.7: Future Technologies for the Industrial Engineer. Chapter 1.8: The Future Directions of Industrial Enterprises. Chapter 1.9: The Roles of Industrial and Systems Engineering in Large-Scale Organizational Transformations. Section II: Productivity, Performance, and Ethics. Chapter 2.1: The Concept and Importance of Productivity. Chapter 2.2: Productivity Improvement Through Business Process Reengineering. Chapter 2.3: Total Productivity Management. Chapter 2.4: Performance Management: A Key Role for Supervisors and Team Leaders. Chapter 2.5: Managing Change Through Teams. Chapter 2.6: Involvement, Empowerment, and Motivation. Chapter 2.7: Engineering Ethics: Applications to Industrial Engineering. Chapter 2.8: Case Study: Productivity Improvement Through Employee Participation. Chapter 2.9: Case Study: Reducing Labor Costs Using Industrial Engineering Techniques. Chapter 2.10: Case Study: Teamworking as a Contributor to Global Success. Chapter 2.11: Case Study: Company Turnaround Using Industrial Engineering Techniques. Chapter 2.12: Case Study: Improving Response to Customer Demand. Chapter 2.13: Case Study: Transforming a Company In Central Europe Using Industrial Engineering Methods. Section III: Engineering Economics. Chapter 3.1: Principles of Engineering Economy and the Capital Allocation Process. Chapter 3.2: Budgeting and Planning for Profits. Chapter 3.3: Cost Accounting and Activity-Based Costing. Chapter 3.4: Product Cost Estimating. Chapter 3.5: Life Cycle Cost Analysis. Chapter 3.6: Case Study: Implementing an Activity-Based Costing Program at Auto Parts International. Section IV: Work Analysis and Design. Chapter 4.1: Methods Engineering and Workplace Design. Chapter 4.2: Continuous Improvement. Chapter 4.3: Work Design and Flow Processes for Support Staff. Chapter 4.4: Setup Time Reduction. Chapter 4.5: Case Study: Achieving Quick Machine Setups. Section V: Work Measurement and Time Standards. Chapter 5.1: Measurement of Work. Chapter 5.2: Purpose and Justification of Engineered Labor Standards. Chapter 5.3: Standard Data Concepts and Development. Chapter 5.4: Developing Engineered Labor Standards. Chapter 5.5: Allowances. Chapter 5.6: Computerized Labor Standards. Chapter 5.7: Implementation and Maintenance of Engineered Labor Standards. Chapter 5.8: Work Measurement in Automated Processes. Chapter 5.9: Case Study: Automated Standard Setting for Casting and Cast Finishing Operations. Chapter 5.10: Case Study: Labor Standards for Long-Cycle Jobs in the Aerospace Industry. Chapter 5.11: Case Study: Staffing a Newspaper Pressroom Operation. Section VI: Ergonomics and Safety. Chapter 6.1: Ergonomic Information Resources. Chapter 6.2: Designing, Implementing, and Justifying an Ergonomics Program. Chapter 6.3: Ergonomic Consumer Product Design. Chapter 6.4: Manufacturing Ergonomics. Chapter 6.5: Ergonomics in the Office Environment. Chapter 6.6: The Interface Between Production System Design and Individual Mechanical Exposure. Chapter 6.7: Human-Machine System Design and Information Processing. Chapter 6.8: The Biomechanical Profile of Repetitive Manual Work Routines. Chapter 6.9: International Environmental Standards Based on ISO 14000. Chapter 6.10: Occupational Safety Management and Engineering. Chapter 6.11: Ergonomic Evaluation Tools for Analyzing Work. Chapter 6.12: Case Studies: Prevention of Work-Related Musculoskeletal Disorders in Manufacturing and Service Environments. Section VII: Compensation Management and Labor Relations. Chapter 7.1: Performance-Based