Wednesday, January 18, 2023

AIIE Journal of Industrial Engineering - Interesting on Archive - Org - Collection



The Journal of Industrial Engineering  1949-06: Vol 1 Iss 1

The Journal of Industrial Engineering  1949: Vol 1 Iss 3
https://archive.org/details/sim_journal-of-industrial-engineering_1949_1_3

The Journal of Industrial Engineering  1953-02: Vol 4 Iss 1  Feb 1952

Comments On Statistics In Time Study, by John R. Huffman 

Mathematical Aspects of Work-Factor Allowances for Simultaneous Standard Elements of Work, by Dickey Dyer 

A Mathematical Foundation for Industrial Engineering, by Howard P. Emerson 

A Functional Definition of Industrial Engineering, by E. Paul DeGarmo 

The Importance of Accounting in Industrial Engineering, by J. W. Caldwell 


The Industrial Engineer in Purchasing, by George E. Hecox 

The Journal of Industrial Engineering  1953-05: Vol 4 Iss 2
https://archive.org/details/sim_journal-of-industrial-engineering_1953-05_4_2

https://archive.org/details/sim_journal-of-industrial-engineering_1954-01_5_1/page/n3/mode/2up?view=theater
IE definition by R.N. Lehrer, Page 4, Article: The Nature of Industrial Engineering.


The Journal of Industrial Engineering  1954-11: Vol 5 Iss 6

Vol. V, No. 6. November, 1954 

PRESIDENT’S MESSAGE 
By D. G. Malcolm 


THE NEW LOOK IN INDUSTRIAL ENGINEERING 
By M. E. Salveson 


INDUSTRIAL ENGINEERING, THE MEDIA OF MANAGEMENT CONTROL 
By George A. Jaggers 

Industrial Engineering, The Media Of Management Control 


By GEORGE A. JAGGERS 


President, Monarch Manufacturing Company, Fort Worth, Texas 

Prior  to 1910 problems of Industrial Engineering were discussed only in The 
American Society of Mechanical Engi- neers. It was before that society that 
the papers of Taylor, Gilbreth and Gantt were read. In 1910, several members of 
the Mechanical Engineering Society began to meet separately for the discussion 
of management problems. The group in- cluded Gilbreth, Barth, Cooke and Hath- 
away. In 1912, out of this society, the Society to Promote the Science of Man- 
agement was formally organized. The membership of the society increased to 
more than a hundred by 1917.

During World War I, the name was changed to the Taylor Society, and in 1936 the Tay- 
lor Society amalgamated with the So- ciety for Industrial Engineers to form the Society for the Advancement of Management. This group flourished and still meets regularly to review detailed 
problems in management. And finally, as recently as 1948 your organization, the American Institute of Industrial En- gineers was founded. 


 The Dictionary of Occupational Titles defines an industrial engineer as follows: 

A classification title for engineers who supervise production departments of manu- facturing plants, lay out machinery and apparatus and determine flow of work for most efficient production, conduct and_ in- terpret time-and-motion studies, devise means and set up programs to curb industrial acci- 
dents and fires, set up personnel policies and procedures and evaluate jobs and devise and 
install accounting and inventory-control sys- tems. The definition adds: May specialize in 
such fields as setting up production cost records and control systems, developing jigs 
and fixtures, training production personnel, and wage administration. The definition fur- 
ther adds: The following jobs are typical of those classified under this title: efficiency 
engineer, factory lay-out-man, methods engi-neer, production engineer II, safety engineer, 
time-study engineer, management engineer. This list of subtitles, all directly or 
indirectly related to the Industrial Engi- neering field, is at best, confusing.





I be- lieve that the Industrial Engineer’s prin- cipal functions are threefold, and I offer 
for your consideration a brief, simple description of these three functions. 

First, the competent Industrial Engi neer is an analyst. He is trained and dis- ciplined in the objective study of known or projected situations for the purpose of properly identifying the various fac- 
tors which may be involved, and _ to separate the constituent elements in each factor so that they may be considered separately, or in relation to the whole. 

Secondly, he is a planner. The facts, ascertained through analysis and _ pro- perly assembled, tend to point the way for proper planning to attain a desired result. The analyst, therefore, is the 
first to visualize the plan necessary for corrective measures, or the plan most likely to assure success of a given proj- ect. 

And thirdly, he is a controller in the sense that he well knows that any plan must incorporate features of comparison and verification to measure progress and results, and he is well informed as to 
the most efficient methods which may be employed. 

These terms—analyst, planner, con- troller—are familiar to top management, and indicate to them a pattern of work to be performed for which they recog- nize a need. Likewise, the terms are un- 
derstandable to the small business man who might be interested in engaging the services of an Industrial Engineer, if there were a clear understanding of the services to be rendered.

 The Industrial Engineer should specialize in that area of management having to do with the 
design and manufacture of product. This would encompass all of the ramifications both directly and indirectly associated with the production of product of stan- dard quality and cost; whereas the man- 
agement engineer should specialize in that area of management involving sales, marketing, finance, policies, organization, and problems in reorganization and mer- gers. Neither of these definitions sug- 
gests imposed limitations, but represent logical deductions I have made as a re- sult of having been associated with both branches of the profession. 

The problem is to establish a means 
whereby the thinking and planning of 
top management may be converted into 
a controlled and positive plan of action. 
This is especially difficult in planning 
the manufacturing operations. Early in 
my career, I recognized this problem to 
be of critical importance to top manage- 
ment and noted at that time that limited 
progress had been made in this field. 
The solution to the problem is the pro- 
duction of manufactured goods on a 
planned and controlled basis in a definite 
and positive manner. With this accom- 
plished, we have a plan for manufactur- 
ing which becomes part of management’s 
master plan for the over-all project of 
engineering, sales, manufacturing and 
finance. 

At least we ‘believe that planning for manu- 
facturing is the most complex, and has 
a much larger ratio of intangible rami- 
fications! By intangible ramifications in 
manufacturing, we refer to organization, 
morale, working conditions and indus- 
trial relations which include the entire 
area recently described as “humanics.” 

With these various intangible ramifications to be considered in the manufacturing plan, it is of major import that the tangible factors which may be determined accurately through applied technology 
should be resolved with a very minimum of error. The tangible factors are the determination of the proper machinery and/or equipment, the design and construction of the necessary tools, jigs 
and fixtures, the determination of methods, the establishment of the rate of production, scheduling and routing, evaluation of the various jobs and the es 
tablishment of proper job rates, and fin- 
ally, the establishment of cost stand- 
ards, which includes material, labor and 
manufacturing expense. 

Unless all variables in this area are 
reduced to an absolute minimum, and 
adequate means are provided to measure 
progress and status, top management 
will find it impossible to efficiently meas- 
ure and control operations. Having made 
its decisions upon unreliable data, man- 
agement must trust to chance that the fin- 
al accounting will be profitable. In an or- 
ganizational structure where the tangibk 
factors are separated and portions be- 
come the responsibility of independent 
department heads, a wide diversity of 
opinion will be found as to the most 
efficient, economical or satisfactory plan 
to be adopted. Assembly of the data sub- 
mitted into an over-all plan may not re- 
veal this divergence of opinion on de- 
tails, and consequently the plan itself will 
have inherent weaknesses which will be 
revealed in confusion at the time the plan 
is executed. Such differences must be 
resolved before the plan is adopted, and 
resolving the broad general differences 
through committees will not suffice. Suc- 
cessful execution will depend upon re- 
solving the detailed technological pro- 
cedures and methods to be employed, 
prior to the adoption of the plan. With 
the multitude of division heads, depart- 
ment heads, engineers, foremen and su 
pervisors found in large organizations, 
it is practically impossible to obtain 
unanimous agreement on the solution of 
the problems to be resolved. 





JOB HUNTING MADE EASY 
By M. T. Headed 


INDUSTRIAL ENGINEERING AND OPERATIONS RESEARCH—A CRITIQUE 
By Frank M. Gryna, Jr. 


PREDETERMINED TIME STANDARDS IN THE 
ARMY ORDNANCE CORPS 
By Marvin E. Mundell and Irwin P. Lazarus 

The Journal of Industrial Engineering  1955-01: Vol 6 Iss 1

PRESIDENT’S MESSAGE 
By D. G. Malcolm Page 


JOB DESIGN 
By L. E. Davis and R. R. Canter Page 


A REPLY TO “PERFORMANCE RATING USING THE SAM FILMS” 
By Herbert Lynch Page 


HOW TO CONTROL PRODUCTION COSTS 
By Phil Caroll Page 


METHODS IMPROVEMENT IN THE OFFICE 
By H. T. Amrine Page 


MACHINE REPLACEMENT ANALYSIS 
By R. O. Swalm Page 


TRAVEL CHARTING 
By W. P. Smith Page 


STATISTICAL ANALYSIS AIDS PROCESS CONTROL 
By E. M. Bartee Page 


NOMOGRAPHY IN WAGE INCENTIVES 
By W. D. Jones Page 


INDUSTRIAL ENGINEERING AND BUSINESS ADMINISTRATION 
By J. V. McKenna Page 24 
Associate Professor of Industrial Engineering, Syracuse University

Industrial Engineering was concerned with mechanical problems related to the design of structures and 
their integration into economical manufacturing units.

The province of the Industrial Engineer was expanded to include integration of the human element the 
functioning enterprise. 

In so extending himself, however, the engineer was conservative. He tended to concentrate his efforts on problems associated with machine and processes because they seemed to him most demanding of engineering knowledge. Whenever the human element was involved in these problems, he applied himself to integrating it into the functioning unit. He did not, however, extend his interests to areas where the human element was unrelated to machines and processes. Industrial Engineering thus 
came to be recognized as a staff organization at the management level, oriented toward problems which were predominantly of a technological nature 

At the management level, Business Administration has developed as the instrument for the systematic 
analysis of business problems unrelated to technological factors. 

Vol. VI, No. 1 January, 1955 









Quality Planning by Frank M Gryna


NOVEMBER-DECEMBER-1958 
VOLUME 1X 
NUMBER 6 

HUMAN ENGINEERING 
By Charles G. Schnorr 

STANDARDS FOR READING AND OTHER FORMS OF EYE ACTIVITY 
By Gerald B. Bailey 





THE JOURNAL OF
ENGINEERING
EDUCATION
Volume 33, 1943, Number 5
https://archive.org/stream/in.ernet.dli.2015.100859/2015.100859.The-Journal-Of-Engineering-Education-Vol33-No-5_djvu.txt



Ud 18.1.2023, 28.6.2022
Pub 11.11.2019

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