Knowledge Management for Industrial Engineering

 

System Industrial Engineering requires knowledge.

Process Industrial Engineering requires knowledge.

Operation Industrial Engineering requires knowledge.

Element Industrial Engineering requires knowledge.

Product Industrial Engineering requires knowledge.

Knowledge has external and internal components.

External Objective knowledge may be available for sale. But somebody has to identify and purchase and them make it available to many persons in the company.

Internal knowledge has also objective knowledge and informal or knowledge which is only with the people who did a project and service. An internal knowledge system must accumulate knowledge and make it available to many in the organization.

Four Components of Knowledge Management

The four important components of knowledge management are people, process, content/IT, and strategy. Regardless of the industry, size, or knowledge needs of your organization, you always need people to lead, sponsor, and support knowledge sharing. You need defined processes to manage and measure knowledge flows. You need knowledge content and IT tools that connect the right people to the right content at the right time. And finally, you need a clear and documented strategy for using KM to meet the most important and urgent needs of the business.

What are the Best Four Components of Knowledge Management? | APQC

Knowledge Management Software Reviews and Ratings 

Best Knowledge Management (KM) Software Reviews 2026 | Gartner Peer Insights

What Is Knowledge Management? | IBM

Automation - Examples and Case Studies

 

Webinar TMF - Automating the production of mineral insulated temperature sensors

The Machines Factory

 1 Apr 2026

During this short session we will introduce TMF and present our latest developments aimed at automating key steps in the production process of mineral insulated temperature sensors.

Topics we will cover:

• Introduction to The Machines Factory and its vision for sensor production automation

• Overview of our currently available machines, including the CS-1100 straightening and cutting machine and SH-600 spool holder

• Presentation of our latest developments: the laser grooving unit

• Concept of the sorting carousel for automated handling of cut parts

• Live demonstration of the CS-1100 machine

• Q&A session

https://www.youtube.com/watch?v=TSyl7xHsZ0g

Association for Advancing Automation

900 Victors Way, Suite 140, Ann Arbor, Michigan, USA 48108 

Automated Inspection of Electronic Assemblies

01/28/2025

Our advanced camera system provides a fully automated solution for inspecting various connector geometries, enabling precise and efficient quality assurance.

Application and Solution

In the production of electronic assemblies, our camera system was integrated to perform a comprehensive set of inspections, including:

Pin Inspection: Verifying the presence, alignment, and integrity of connector pins

Coding Inspection: Ensuring correct coding for compatibility and proper assembly

Pluggability Inspection: Validating connectors for proper fit and alignment

Label Content Inspection: Verifying label data, including OCR (Optical Character Recognition), OCV (Optical Character Verification), and DM (Data Matrix) code grading

Multiple cameras were deployed in the system, strategically positioned to capture high-resolution images of critical components. The system processes images in real-time to identify defects or inconsistencies, ensuring production quality.

Performance Highlights

Speed and Efficiency: Achieved a maximum image processing and evaluation time of 1.5 seconds per inspection

Precision: Delivered position accuracy of ± 0.01 mm for traversing axes

Font Size Testing: Inspected text as small as 1 mm font size, ensuring readability and compliance with labeling standards

https://www.automate.org/vision/case-studies/automated-inspection-of-electronic-assemblies

A supplier.

senswork Vision Systems

senswork is an expert in machine vision systems and specializes in optical inspection, industrial image processing and testing equipment manufacturing. Our ready-to-use camera technologies for automation and quality assurance are used every day by our renowned customers in numerous industries.

Top 6 Factories in Korea that use Automation

First factory shown manufactures vacuum cleaner

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https://www.youtube.com/watch?v=RZ-M_nX4qXA

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Hand Pallet Trucks - Mass Production

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https://www.youtube.com/watch?v=kSMwrOMK1bQ

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Ud. 13.4.2026, 2.2.2025

Pub. 21.7.2023

Job Shop Industrial Engineering - Job Shop Lean - Shahrukh Irani

 Job Shop Lean: An Industrial Engineering Approach to Implementing Lean in High-Mix Low-Volume Production Systems Hardcover – 18 May 2020

by Shahrukh A. Irani (Author)

https://www.amazon.in/Job-Shop-Lean-Implementing-Low/dp/0367472252

https://www.iise.org/uploadedFiles/Webcasts/Public/Adapting-Lean-HMLV.pdf

Houston's manufacturers can utilize services of Dr. Shahrukh through the internship assignments of IE students.

Shahrukh Irani

A GUIDE TO ISE (Industrial & Systems Engineering) PROGRAMS TO IMPROVE THE PERFORMANCE OF HOUSTON'S MANUFACTURERS

Calling all manufacturers in Houston regardless of your size, type of manufacturing you do, etc. As the saying goes "From little acorns grow mighty oaks!" Well, in this case, the little acorn is to simply host me for a 1/2 day visit to tour your factory floor. But, prior to my visit, you will need to complete and return to me a questionnaire that helps me to prep for any such factory visit.

After the visit is over, I will send you a Trip Report that contains my observations, diagnostics and recommendations for actions you can take to improve factory operations. At this point, you can decide to not have any further dealings with me. HOWEVER, if you desire to benefit from the numerous industry outreach programs that the Department of Industrial & Systems Engineering at UH has to offer Houston's Manufacturers, you could start either by (1) hiring our students as interns or by (2) hosting one or both my courses on Lean and Job Shop Lean. 

If you do either or both the above, you would have laid the foundations for reaping the benefits of partnering with my department as has McWane Plant & Industrial Inc. They hired Sultan Ahmed Mohammed and Ujwal Rayala, CLSSGB as interns in Summer 2024. At that time, they did about $600K per month in revenue. Today, they do anywhere between $1 million and $1.2 million, thanks in main to the stellar work of Sultan who is currently a full-time Senior Manufacturing Engineer with MPI.

If you are in shock at the prospect of reading a 300-page document, please rest easy! Just submit this guide to your favorite LLM, say ChatGPT or Claude, and have it summarize any section that appears in the Table Of Contents. In fact, I could send you the summary that I generated! :-) :-) :-)

If you are interested, or even have questions, please dm me at your convenience.

Thank you.

Dr. Shahrukh Irani

https://www.linkedin.com/posts/shahrukh-irani-8b25a55_ise-outreach-programs-to-benefit-houstons-ugcPost-7445875160324304896-s48H

Innovations by Industrial Engineers - Recent LinkedIn Posts on Innovations

 

Industrial engineers have to innovate. They have to identify and implement new engineering ideas and products in their processes and operations. They have to use creativity to maximize the output from engineering ideas currently in use in the company as well as new ideas that are now adopted.

What are some of the recent posts on innovation on LinkedIn

Steve Wozniak, co-founder of Apple and a pioneer of the personal computer revolution, shares candid perspectives on innovation, intellectual property, leadership, and collaboration, shaped by real successes, failures, and bold ideas.

His personal stories and practical insights offer a fresh perspective on how innovation comes to life, not just as ideas, but through the way we develop, protect, and scale them.

https://www.linkedin.com/feed/update/urn:li:activity:7447663848331079681/

Innovation is a team effort. 

Here, engineers from countries around the world come together to brainstorm new ideas, create boundary-pushing solutions and redefine industry standards. See Chief Engineer Lena’s thoughts on being part of an international engineering team and explore engineering here

https://www.linkedin.com/posts/crystal-ambriz-a70b9a90_forthosewhomaketheworld-sbdemployee-ugcPost-7447991749588783104-uylt

Defining INNOVATION 

Innovation is not just a new idea.

It is a valuable idea.

Barbara Salopek makes a powerful distinction:

Not all ideas are innovation.

Not even all patents are innovation.

Innovation happens when an idea:

• Creates real value

• Solves a meaningful problem

• Works in the real world

• Generates impact (and often revenue)

Innovation is not about the idea.  It is about the value it creates.

Watch a presentation here:

https://lnkd.in/geMySin9

https://www.linkedin.com/posts/defininginnovation-innovationinsights-entrepreneurship-ugcPost-7448006941940817920--Y_J

The culture shift that fuels innovation at work

https://www.linkedin.com/posts/angela-lopez-bb69a16_the-culture-shift-that-fuels-innovation-at-share-7447318262528262144-IKK8

Interesting Picture Presentation

Exploring the journey of innovation through New Product Development and Re-engineering—where ideas evolve into impactful solutions and continuous improvement drives success.

https://www.linkedin.com/posts/thendral-kuttiyandi-225646302_foodtech-innovation-productdesign-share-7448254227585400832-luhg

Mette Storvestre

PhD Corporate Entrepreneurship

Yes, Incremental Innovation Matters

In my PhD research, one insight kept resurfacing: In mature organisations, incremental innovation, not only what Jens Stoltenberg once called a “moon landing,” that truly moves the needle.

McKinsey’s 2022 data is clear:

82%+ of revenue growth come from everyday improvements

12%+ from adjacent innovation (new markets, new tech)

6%+ from radical innovation

How to build a real competitive advantage?

Embracing the human side of innovation by including all innovation modes and building a culture where continuous improvements from the many are recognised and valued. That’s where a substantial growth opportunity lies, and where everyday work becomes more meaningful for more people.

References

Bellis, P., Dell'Era, C., & Verganti, R. (2026). Reframing Through New Minds: How External Experts Unlock Problem Reframing Through Reasoning Logics. Journal of Product Innovation Management.

McKinsey & Company (2022, 7th July). Choosing to grow: The Leader's blueprint.

https://www.linkedin.com/posts/mette-storvestre_openinnovation-dig-nhh-share-7447231596275032066-Wct4

Education System - School - College - Univeristy - Improvement Science and Practice

 Q Manage Health Care

Vol. 22, No. 3, pp. 170–186

C 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins

Seven Propositions of the Science of Improvement: Exploring Foundations

Rocco J. Perla, EdD; Lloyd P. Provost, MS; Gareth J. Parry, PhD

https://qi.elft.nhs.uk/wp-content/uploads/2015/06/seven-propositions-of-the-science-of-improvement.pdf

Lloyd Provost

‪Lloyd Provost‬ - ‪Google Scholar‬

John A. Dues

Chief Learning Officer, United Schools Network

Columbus, Ohio, United States 

Author, accomplished education systems leader, and improvement science scholar-practitioner; has served on the founding teams of seven school and nonprofit organizations with more than two decades experience in the sector.

ServicesServices

Educational Consulting • Management Consulting • Non-profit Consulting

https://www.linkedin.com/in/johnadues/

Kata in the Classroom

A simple pattern that helps you teach scientific thinking

Kata = a way of practicing a skill.

Kata in the Classroom (KiC) is a simple overlay that helps educators turn almost any activity or assignment into effective practice of scientific thinking. Repeatedly utilizing KiC helps students develop scientific thinking as a practical life skill and mindset.

https://www.katatogrow.com/

Ud. 10.4.2026

Pub 30,1,2024

Health Aspects of Industrial Engineering

 

The Sri Lankan Corporate Health & Productivity Awards (SLCHPA) and the Global Healthy Workplace Awards are two prominent health and productivity awards that recognize organizations for their commitment to employee well-being and workplace sustainability. The SLCHPA, launched by the Chamber of Lankan Entrepreneurs (COYLE) in collaboration with the Japan External Trade Organisation (JETRO), aims to inspire organizations to take proactive steps towards better workplace health and holistic productivity. The awards also support COYLE's broader mission to foster a better employment environment in Sri Lanka, ensuring that companies place people at the heart of their growth strategies. 

Sri Lankan Corporate Heath & Productivity Awards 2025

The Global Healthy Workplace Awards celebrate organizations that have shown extraordinary leadership, innovation, and measurable impact in advancing workplace health, safety, and wellbeing. 

 

The Global Centre for Healthy Workplaces is proud to announce the finalists for the 2025 Global Healthy Workplace Awards. This year, we honour six exceptional organisations that have shown extraordinary leadership, innovation, and measurable impact in advancing workplace health, safety, and wellbeing.

Large Enterprise Finalists

Bayer India (India)

Hamad Medical Corporation (Qatar)

Tata Motors (India)

Multinational Enterprise Finalists

Allianz (Germany)

Sanofi (France)

Wipro (India)

These outstanding finalists will showcase their pioneering workplace health programmes at the 13th Global Healthy Workplace Awards and Summit, taking place 20th – 21st November at Godrej One, Mumbai, India, in collaboration with the Arogya World Healthy Workplace conference and hosted by our strategic partner Godrej Industries Group. Each organisation will compete for the distinguished title of the world’s healthiest workplace.

Global Healthy Workplace Awards Reveal 2025 Finalists Ahead of Mumbai Summit – Global Centre for Healthy Workplaces | Good Health is Good Business | Workplace Health Awards & Summit

Both awards provide a platform for organizations to demonstrate their commitment to employee well-being and productivity excellence, contributing to a healthier and more productive workforce.

Hitachi Energy Japan Recognized as a 2026 Health & Productivity Management Outstanding Organization (Large Enterprise Category)

Press Release | Tokyo, Japan | 16.03.2026 | 

okyo, March 16, 2026 - Hitachi Energy Japan Ltd. has been recognized as a 2026 Health & Productivity Management Outstanding Organization (Large Enterprise Category) under the recognition program, jointly administered by Japan’s Ministry of Economy, Trade and Industry (METI) and Nippon Kenko Kaigi (Japan Health Council).

Since 2023, the company has been recognized in the Small and Medium‑Sized Enterprise Category for three consecutive years. In 2026, Hitachi Energy in Japan was recognized for the first time in the Large Enterprise Category, reflecting its workforce growth. Organizations certified in this category are expected to lead by example, extending health and productivity management beyond their own operations to group companies, business partners, local communities, customers, and employees’ families.

People‑Centric HSE as a Foundation for the Energy Transition

At Hitachi Energy, we promote “Health and Productivity Management”—activities designed to maintain and enhance employee health—guided by the Hitachi Group Safety and Health Policy, whose core principle is that safety and health always come first, and our global HSE*1 policy, which focuses on improving health and well‑being in the workplace.

*1 Health, Safety, and Environment.

With people at the heart of everything we do, Hitachi Energy views health and productivity management as a management foundation that underpins corporate value and social trust. By fostering a safe and healthy work environment through shared responsibility and continuous improvement, the company reinforces its role in advancing the energy transition and shaping a sustainable energy future for all.

 

About the Health & Productivity Management Outstanding Organization Recognition Program

The Health & Productivity Management Outstanding Organization Recognition Program is a program established by Japan’s Ministry of Economy, Trade and Industry (METI) in fiscal year 2016. The program highlights large enterprises and small and medium‑sized enterprises that are implementing particularly excellent health and productivity management, and aims to develop an environment in which such organizations can gain enhanced recognition from employees, job seekers, related companies, and financial institutions. Marking its 10th year, the 2026 program recognized 3,765 organizations in the Large Enterprise Category and 23,085 organizations in the Small and Medium‑Sized Enterprise Category.

Hitachi Energy Japan Recognized as a 2026 Health & Productivity Management Outstanding Organization (Large Enterprise Category)

Investment in Health

English - ACTION！健康経営｜ポータルサイト（健康経営優良法人認定制度）

Contact us

Regarding the "Health and Productivity Management Excellent Organization Certification" and "Health Scoring Report" conducted by the Japan Health Council, there is a dedicated secretariat and contact information for system design and data processing operations.

For details and contents of the system, please refer to the relevant websites, etc., and contact the following contact.

Matters related to "Certification as an Excellent Health and Productivity Management Organization"

■Health and Productivity Management Excellent Organization Certification Secretariat (Nikkei Shimbun)

Contact: Nikkei Research Co., Ltd.

Tel: 03-5296-5172

(Inquiry hours: Weekdays 10 a.m. ~ 5:30 p.m.)

E-mail address:

About the Large Corporation Division health_survey* nikkei-r.co.jp

(Please correct * to @)

About the Small and Medium-sized Corporation Division kenkoujimu*nikkei-r.co.jp

(Please correct * to @)

■Ministry of Economy, Trade and Industry, Commerce and Service Group, Healthcare Industry Division

Phone: 03-3501-1790 (Reception hours: weekdays 10 a.m. ~ 6 p.m.)

E-mail address: healthcare*meti.go.jp

(Please change * to @ and send it)

Japan Health Conference 2025

Goals of Industrial Engineering - Statements of Pioneers and Later Scholars

 

F.W. Taylor

Work/Operation/Process/Task element science development, engineering and management

The system introduced by the writer, however, is directly the opposite, both in theory and in its results. It makes each workman’s interests the same as that of his employer, pays a premium for high efficiency, and soon convinces each man that it is for his permanent advantage to turn out each day the best quality and maximum quantity of work.

The advantages of this system of management are:

First. That the manufactures are produced cheaper under it, while at the same time the workmen earn
higher wages than are usually paid.

Second. Since the rate-fixing is done from accurate knowledge instead of more or less by guess-work, the motive for holding back on work, or “ soldiering ”, and endeavoring to deceive the employers as to the time required to do work, is entirely removed, and with it the greatest cause for hard feelings and war between the management and the men.

Third. Since the basis from which piece-work as well as day rates are fixed is that of exact observation, instead of being founded upon accident or deception, as is too frequently the case under ordinary systems, the men are treated with greater uniformity and justice, and respond by doing more and better work.

Fourth, It is for the common interest of both the management and the men to cooperate in every way, so as to turn out each day the maximum quantity and best quality of work.

Fifth. The system is rapid, while other systems are slow, in attaining the maximum productivity of each machine and man; and when this maximum is once reached, it is automatically maintained by the differential rate.

Industrial Engineering Knowledge Center: Frederick Taylor's Piece Rate System for Rapidly Attaining The Maximum Productivity - Part 1

Frank Gilbreth

The aim of motion study is to find and perpetuate the scheme of perfection. There are three stages in this study:

1. Discovering and classifying the best practice.

2. Deducing the laws.

3. Applying the laws to standardize practice, either for the purpose of increasing output or decreasing hours of  labor, or both.

Standardizing the trades is the world's most important work to-day, and motion study is the first factor in that  work.

In presenting this material I have attempted to show the necessity for Motion Study and the savings that are possible by the application of its underlying principles.

While Professor Shaler's book was right, and while the waste from the soil washing to the sea is a slow but sure national calamity, it is negligible compared with the loss each year due to wasteful motions made by the workers of our country. In fact, if the workers of this country were taught the possible economies of motion study, there would be a saving in labor beside which the cost of building and operating tremendous settling basins, and the transporting of this fertile soil back to the land from whence it came, would be insignificant. Besides, there would still be a surplus of labor more than large enough to develop every water power in the country, and build and maintain enough wind engines to supply the heat, light, and power wants of mankind.

There is no waste of any kind in the world that equals the waste from needless, ill-directed, and ineffective motions.

By motion study the earning capacity of the workman can surely be more than doubled. Wherever motion study has been applied, the workman's output has been doubled.

Our duty is to study the motions and to reduce them as rapidly as possible to standard sets of least in number, least in fatigue, yet most effective motions.

PLACE OF MOTION STUDY IN SCIENTIFIC MANAGEMENT

Motion study as herein shown has a definite place in the evolution of scientific management not wholly appreciated by the casual reader.

Its value in cost reducing cannot be overestimated

Its value as a permanent element for standardizing work and its important place in scientific management have been appreciated only since observing its standing among the laws of management given to the world by Mr. Frederick W. Taylor, that great conservator of scientific investigation, who has done more than all others toward reducing the problem of management to an exact science.

https://nraoiekc.blogspot.com/2015/08/motion-study-frank-b-gilbreth-part-1.html

Harrington Emerson

THE TWELVE PRINCIPLES OF EFFICIENCY

SIXTH Edition

NEWYORK

THE ENGINEERING MAGAZINE CO.

1924

The Twentieth Century dawns with the as yet unaccomplished task of conservation, of eliminating wastes wanton and wicked wastes of all kinds, wastes that make our civic governments a by-word, our destruction of natural resources a world scandal, our complacent industrial inefficiency a peculiarly national disgrace, since, of all nations, we Americans ought to know better. (p9)

It is this national inefficiency, this national wastefulness, this national squandering of cur rent and future material, human and machine resources, that can be remedied, if we but believe and practice the plainest teachings of recent history, which are an appropriate introduction to a statement of efficiency principles

and organization. (p10)

American sympathies were with Japan, but scarcely was the war over before the industrial organization of Japan, as much superior in principle to ours as were her army and navy to those of Russia, began to make us cry out in cowardly fear. (p20)   (This is an interesting statement by Harrington Emerson)

Efficiency, like hygiene, is a state, an ideal, not a method; but in America we have sought our salvation in methods. 

American industrial organization, even when it has good methods, cannot use them, because the organization, inherited from antiquated British models, is so defective in theory as to make an application of the principles as well as of good methods impossible. (p24)