Beyond World-Class Productivity: Industrial Engineering Practice and Theory

Industrial engineering is not known for its contribution to management requirements, which can be both challenging and varied. However, productivity and profitability are subjects that preoccupy manufacturers, distributors, warehouse managers and third-party logistics firms, many of which are multin [...]
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Industrial engineering is not known for its contribution to management requirements, which can be both challenging and varied. However, productivity and profitability are subjects that preoccupy manufacturers, distributors, warehouse managers and third-party logistics firms, many of which are multinational companies that cater to an end customer thousands of miles away. Industrial engineers must therefore follow a balance between maintaining a commitment to basic traditional tools that have been proven to improve productivity and keeping up with the evolution of their profession by staying informed about and trained in modern approaches. This "balance" of essential information, theory, case studies, and a thorough examination of many timeless applications for productivity and profitability is evidenced in Beyond World-Class Productivity. It serves as a practical, informative source of information in the field of industrial engineering because it is neither an instruction manual nor a theoretical textbook. Practical examples and commentary come from the author's 40 years of real-world experience on the shop floor and in the boardroom. Industrial engineering has a tendency to devote its time to "non-real gain" activities, or to making small improvements occasionally with a small-cycle time reduction. The effect of this "improvement" is calculated by annual reduced cycle time - an effect which consequently is practically invisible. Instead, industrial engineers should aim to achieve real gain; for example, reducing the allocated number of workers to reduce paid hours immediately, but accruing the same or more powerful results. Management, particularly in human resources departments, is most interested in this type of gain and industrial engineering should be a department that fosters such connections with management. Industrial engineering tools are effective enough to support management with these goals in mind.