Industrial Engineering Definition
Industrial Engineering is System Efficiency Engineering - Narayana Rao K.V.S.S.
Engineers create things. Industrial Engineers make them Better. Industrial engineers improve products and processes that produce products.
Efficiency is productivity. Efficiency is less cost, less resource consumption. Efficiency is employee satisfaction. Efficiency is more profit due to less cost. Efficiency is comfort. Efficiency is health. Efficiency is safety.
Principles of Industrial Engineering - IISE 2017 Pittsburgh Conference Presentation
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#IISE75 (1948 - 2023) - 75 Productive Years of IISE (Institute of Industrial and Systems Engineers)
1948
Wyllys Stanton. Inside his Columbus, Ohio home on Jan. 12, 1948 (75 years ago), he and a dozen others met to discuss “the problems, methods and potentialities of a new organization specializing in the problems and interests of industrial engineers.”
That’s a direct quote from a blurb Stanton himself penned. It’s included in “Origins of Industrial Engineering: The Early Years of a Profession,” by Howard P. Emerson and Douglas C.E. Naehring.
The fateful discussion inside Stanton’s home included talks on prospective membership requirements, ways such an organization could be useful, scopes of activities and plans for the path ahead.
“There seemed to be no question in the founders' minds of the desirability of such an organization,” Stanton wrote. “They believed that industrial engineering was an important branch of engineering and just as much in need of an organization devoted to its exclusive representation as civil, mechanical, or electrical engineers.”
Invites were sent out to all known industrial engineers in the Columbus area to attend the American Institute of Industrial Engineers’ first-ever meeting. The name would later change multiple times to reflect the organization’s international presence as well as the scope of professions included in what is now the Institute of Industrial and Systems Engineers. For more: iise.org/75
1949
Excerpts from President's Message in The Journal of Industrial Engineering, June 1949, Vol 1. Issue 1.
One Year’s Growth
Our first anniversary which fell on January 12th 1949 furnished a good time for looking backward
on the progress made thus far and ahead on our hopes and plans for the years to come.
We have grown from the little group of twelve that voted to start a society and to invite others
of like interest to join with them until we now have approximately 500 Junior and Senior mem-
bers and about 750 members in student chapters. We have received favorable attention from many
Industrial Engineering faculties. We have received the endorsement of Mr. Alexander Van Praag, President of the National Society of Professional Engineers. Local chapters have been formed.
Looking forward, the most encouraging thing is that we have a definite program. This pro-
gram includes, launching of the Journal of Industrial Engineering to provide the same unifying
force for our branch of the profession as has been so long enjoyed by the ‘‘founder societies’’
and other professional technical groups through their respective publications. We plan to step up
the tempo of our publicity work to the end that the entire industrial public shall know more of
the work of the Industrial Engineer, and shall learn to recognize him as a true professional
man, rather than confuse him with mere tech- nicians or ordinary business operators. We
also plan to conduct research in the field of Professional Registration of Industrial En-
gineers by the 48 states, and concerning the types of positions held by members of our pro-
fession. There are of course a number of other points in our forward planning such as that of
contacting every eligible Industrial Engineer that can be located to invite him to join with us,
but these points will serve to illustrate the program.
I sincerely hope that all members will con- tinue to view the work of our Institute as an
opportunity for mutual service. I feel sure that most of you joined in full realization of the fact
that we are not yet big, we do not speak with a powerful voice in the affairs of the great en-
gineering fraternity, but we have the opportunity of doing so one day. Whether or not we will do
so depends upon each individual member.
Dwight D. Gardner
The Journal of Industrial Engineering 1949-06: Vol 1 Issue 1
1954
The Journal of Industrial Engineering 1954-11: Vol 5 Issue 6
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 included Gilbreth, Barth, Cooke and Hathaway. In 1912, out of this society, the Society to Promote the Science of Management 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 Taylor Society amalgamated with the Society 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 Engineers was founded.
The Dictionary of Occupational Titles defines an industrial engineer as follows:
A classification title for engineers who supervise production departments of manufacturing plants, lay out machinery and apparatus and determine flow of work for most efficient production, conduct and_ interpret time-and-motion studies, devise means and set up programs to curb industrial accidents and fires, set up personnel policies and procedures and evaluate jobs and devise and install accounting and inventory-control systems. 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 further adds: The following jobs are typical of those classified under this title: efficiency engineer, factory lay-out-man, methods engineer, production engineer II, safety engineer, time-study engineer, management engineer. This list of subtitles, all directly or indirectly related to the Industrial Engineering field, is at best, confusing.
I believe that the Industrial Engineer’s principal functions are threefold, and I offer for your consideration a brief, simple description of these three functions.
First, the competent Industrial Engineer is an analyst. He is trained and disciplined in the objective study of known or projected situations for the purpose of properly identifying the various factors 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 properly 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 project.
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, controller—are familiar to top management, and indicate to them a pattern of work to be performed for which they recognize a need. Likewise, the terms are understandable 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 standard quality and cost; whereas the management engineer should specialize in that area of management involving sales, marketing, finance, policies, organization, and problems in reorganization and mergers. Neither of these definitions sug-
gests imposed limitations, but represent logical deductions I have made as a result of having been associated with both branches of the profession.
2023
Our process improvement knowledge applied to any workplace is essential to growth and efficient operations that can save lives and improve bottom lines. - Don Greene, Fellow and CEO of IISE.
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