Sunday, December 28, 2025

Effective Industrial Engineering - Some Thoughts

NEW YEAR GREETINGS

Best Wishes for a Happy and Prosperous New Year - 2026.

Best Wishes for Effective Industrial Engineering in the Coming Year.




 





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Effective industrial engineering has to satisfy management about the contribution it made to the organization.

The prime contribution of IE has to be cost reduction through productivity improvement.

Productivity improvement is achieved through time reduction of capital assets and human resources and usage reduction of consumable items.

Reduction of machine time and man time have to be made through time studies. Time study was developed by F.W. Taylor to do this task. The purpose of time study is to measure the time taken  currently  for  each element of the task and study each element to find opportunities for time reduction. The time study includes time measurement (or work measurement) and analysis for drivers of time at element level.

If the Time study is taken as  the highest level task, it will have many lower level studies.

Machine Capabilities

Manpower capabilities

Method study

Motion study

Machine Appropriateness Study 

Machine Effort/Work Study etc.

I recently addressed a webinar on Managing Cost - Cost Management - Seminar Presentation - Additional Information
https://nraoiekc.blogspot.com/2025/12/managing-cost-cost-management-seminar.html

I now  propose cost management teams at cost center level.
Cost Management Teams - Cross-functional Cost Management for Each Cost Center


Draft Comprehensive plan to make an industrial engineering department more effective


I developed an online education/training session on "Effective Industrial Engineering and Productivity Management." I can present the session in one hour, one and half hour or two-hour long sessions. The sessions will be valuable when company industrial engineers and other engineers and managers attend as a group. Industrial engineers require active cooperation and participation of other engineers and managers in their studies and projects.  Also now, performance improvement in various dimensions is made a part of job specification of each manager and operator. Industrial engineer have to support operating managers in this improvement responsibility. They also have a responsibility to manage this process in the focus areas of industrial engineering as staff specialists.  Hence a common presentation and discussion on effectiveness will be very useful.

https://www.linkedin.com/in/narayana-rao-kvss-b608007/



Here's an outline of a comprehensive plan to make an industrial engineering department more effective:


Plan to Enhance Industrial Engineering Department Effectiveness

This plan focuses on key pillars to ensure the Industrial Engineering (IE) department operates at its peak, delivering maximum value to the organization.


I. Define Vision, Mission, and Scope

Department Vision:


Establish a clear, concise vision statement that articulates the desired future state of the IE department (e.g., "To be the strategic partner in improving and optimizing organizational processes, driving efficiency, and fostering innovation across all operations.").


Mission Statement:

Develop a mission statement detailing the department's core purpose and how it contributes to the overall organizational goals (e.g., "The IE department's mission is to apply scientific principles and engineering/management knowledge and methods to design, improve, and integrate systems of people, materials, information, equipment, and energy, thereby enhancing productivity, quality, and cost-effectiveness.").


Clearly Defined Scope and Responsibilities:


Outline the specific areas of focus (e.g., process improvement, machine work study, motion study, layout optimization, capacity planning, work measurement, supply chain analysis, , control, ergonomics, data analytics).

Clarify roles and responsibilities within the department and its interfaces with other departments.


II. Strategic Alignment and Prioritization - Budgeting

Link to Organizational Goals:

Ensure all IE initiatives are directly aligned with the company's strategic objectives (e.g., Product line priority,  cost reduction, market expansion, new product development, sustainability).

Regularly review and adjust IE priorities based on evolving business needs.


Stakeholder Engagement:


Identify key stakeholders (e.g., operations, finance, R&D, sales).

Establish formal channels for communication and collaboration to understand their needs and secure their buy-in for IE projects.


Project Prioritization Framework:

Implement a robust system for evaluating and prioritizing potential IE projects based on system level impact, feasibility, resource requirements, and strategic alignment.

Consider using tools like a weighted scoring model or a project portfolio management approach.

Budgeting

Prepare a Budget for the IE Department.

Prepare Value Addition Plan for Each Industrial Engineering in the Department (Use MBO methods)


III. Product, Process, Facility and System Improvement and Optimization. - IE  Methodologies

Standardized Methodologies:


Adopt and standardize proven IE methodologies 

Time Study - F.W. Taylor

Motion Study - Gilbreth

Process Chart Analysis - Gilbreth - Augmented to Process Study

Operation Analysis - Maynard

Method Study - Maynard

Work Measurement

Work Study

Predetermined Motion Time Systems (MTM, Most, Modapt)

Process Charts - Man Machine Chart

Toyota Production System

SMED

Jidoka (Autonomated Machines)

Total Productivity Management

Productivity Measurement

Total Quality Management

Benchmarking

Lean Manufacturing

Six Sigma

Simulation

Theory of Constraints

DFMA

Principles of Industrial Engineering

Functions of Industrial Engineering

Focus Areas of Industrial Engineering

Machine Work Study


Provide training and resources to ensure consistent application.


Data-Driven Decision Making:

Emphasize the collection, analysis, and interpretation of operational data to identify bottlenecks, waste, and improvement opportunities.

Utilize statistical process control (SPC) and other analytical tools.

Continuous Process Mapping and Analysis:

Regularly map current-state processes to identify inefficiencies and redesign  processes with increased productivity and reduced unit costs.

Foster a culture of critical thinking about existing workflows.

For More Details on IE Principles and Methodologies:

INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. EBook. FREE Download.

Most popular publication on Academia.Edu platform. Top 2% - 11600+ Donwloads/Views. 
https://www.academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0


IV. Applied Industrial Engineering - New Technology Integration


Applied Industrial Engineering - IE in New Technologies, IE with New Technologies - Narayana Rao


Software and Tools:


Invest in appropriate software for simulation (e.g., Arena, FlexSim), layout design (e.g., AutoCAD), data analysis (e.g., Minitab, R, Python), project management, and enterprise resource planning (ERP) integration.

Automation and Digitalization:

Explore opportunities to automate data collection, reporting, and routine analytical tasks.

Leverage digital twins for visualizing processes and doing process/operation improvement.

Use advanced analytics for predictive insights.

Join the LinkedIn Group - Industrial Engineering & Digital Transformation

https://www.linkedin.com/groups/13925465/


Knowledge Management System:

Implement a system to document best practices, project learnings, standard operating procedures (SOPs), and analytical models for easy access and reuse.


V. IE Talent Development and Culture

Skill Assessment and Development:

Conduct a thorough assessment of current IE staff skills and identify gaps.

Develop a continuous learning plan focusing on technical skills (e.g., advanced analytics, specific software), soft skills (e.g., communication, change management, leadership), and industry-specific knowledge.

Encourage certifications as available (Most).


Cross-Functional Training:

Provide opportunities for IE personnel to gain exposure to different departments and operational areas.


Mentorship and Coaching:

Establish mentorship programs within the department to foster knowledge transfer and professional growth.


Culture of Innovation and Continuous Improvement:

Encourage observation,  experimentation, problem-solving, and a proactive approach to identifying and addressing inefficiencies. by developing productivity science.

Recognize and reward contributions to improvement initiatives.


VI. IE Department Performance Measurement and Reporting

Key Performance Indicators (KPIs):

Define clear, measurable KPIs for the IE department that reflect its contribution to organizational goals (e.g., cost savings realized, process cycle time reduction, productivity improvements, project completion rates, ROI of IE projects).


Regular Reporting:

Establish a cadence for reporting on project progress, achieved benefits, and departmental performance to senior management and relevant stakeholders.

Use dashboards and visual aids for effective communication. The dash boards have to make every body in the organization aware of value added by IE department.


Post-Implementation Review:

Conduct post-implementation reviews for major projects to assess actual impact on productivity and cost versus planned benefits and identify lessons learned.


VII. Collaboration and Communication

Internal Departmental Collaboration:

Foster strong teamwork and knowledge sharing within the IE department.


Cross-Functional Partnerships:

Actively collaborate with other departments (e.g., Production, Quality, Supply Chain, IT, Finance) to ensure integrated solutions and successful implementation of improvements.


Effective Communication Strategy:

Develop a communication plan to keep all stakeholders informed about IE initiatives, progress, and successes.


Highlight the value and impact of IE work to build credibility and support.


VIII. Continuous Improvement of the IE Department Itself

Regular Departmental Review:

Periodically review the effectiveness of the IE department's own processes, tools, and structure.


Feedback Mechanisms:

Implement mechanisms for internal and external stakeholders to provide feedback on the IE department's performance.


Benchmarking:

Benchmark against leading IE departments in other organizations or industries to identify best practices and areas for improvement.


The above items are refined in each iteration of the presentations given to specific companies. Answering specific questions of the participants collected before the presentation is an important  value adding part of the interaction.


Industrial Engineering Activities in Shipyards of USA.

Survey done during 1988-89.


Engineering - Related  -  Machine Effort Industrial Engineering

Product Work Breakdown Structure

Value Engineering - Analysis

Manufacturing Engineering (Process Planning)

Flexible Manufacturing/Automation

Computer Integrated Manufacturing

Tools

Plant Engineering

Energy Management Conservation

Accuracy Control

Methods Improvement


Plant Layout

Plant Layout

Group Technology - Flow Lines or Assembly Lines


Measurement

Work Measurement

Engineering Economy

Human Resources Accounting


Techno-Economic Analysis

Capital Investment Analysis

Economics of Production


Use of Computing Facilities

Material Requirement Planning

Computer Simulation


Production Quantities - Batch Quantity Planning

Production Planning

Production Scheduling


Productivity Management

Preparation - Delivery   Oral - Written Reports

Project Management of Productivity Projects (Providing IE services to Projects)

Learning Curve Concepts

Developing and Communicating Standards


Miscellaneous

Psychology of Sales





Mathematical Analysis of Engineering Systems - Business Systems - Managerial Systems

Operations Reserach

Statistical Analysis


Human Effort Industrial Engineering

Human Factors/Ergonomics

Behavioral Science Application



What is your IE Methods/Techniques Portfolio?


Are You Using the Following Concepts and Related Methods/Techniques

Industrial Engineering - Some Important Concepts - A Presentation

https://nraoiekc.blogspot.com/2025/07/industrial-engineering-some-important.html



The  Career of the Industrial Engineer - Key Success Factors

https://nraoiekc.blogspot.com/2012/02/role-and-career-of-industrial-engineer.html



Key Success Factors


Be Flexible, but Focused. In whatever role industrial engineers play, they should strive to maintain a focus on value-added work.

Apply Industrial Engineering Concepts to Real-World Problems.

Understand the “Big Picture”—How Change Initiatives Impact the Overall Organization. System thinking is a skill that every industrial engineer should possess. Understanding how a change can impact an organization is essential in truly having a positive impact on the bottom line. It is easy to perform a process improvement on a subsystem, but understanding and conveying how it benefits the whole organization is what’s really important.

Understand and Analyze the Current Processes Accurately. To understand current processes an industrial engineer must live the day-to-day reality of the shop floor. (*To analyze accurately, first monitor new knowledge continuously. Collect catalogues and brochures related to all elements of all resources being used in your organization.)   

Manage Change. People manage all processes. If the people affected by the changes are not convinced of the solution, there are many ways in which they can contribute to its failure (IEs are the change agents. They evaluate the usefulness of all new commercial offerings related to various elements of resources being used in their organization).  

Follow Through on Implementation.  The goal of an industrial engineer is to create value. It is up to the industrial engineer to ensure that a measurement or tracking system is put into place, following a project implementation. Benefits as well as project costs should be tracked to the bottom line.

Be Creative. The ability to see current reality and generate new ideas is what brings the most value to any changing organization. (Creativity is combining the problem with an idea around in a novel way to solve the problem. Creativity comes out of knowledge of many possible solution ideas, the awareness of the problem to be solved and a thinking that tries to integrate the problem with the possible ideas. Creative people go on discussing the issue with many persons individually or in groups, read a lot, search a lot and think a lot.)

Communicate Clearly. To put ideas into practice, an industrial engineer must also possess excellent verbal and written communication skills. Most of the process improvements recommended by industrial engineers involve techniques or technologies that can be complex. These solutions could have a sizable impact on the business but may require significant investments. The ability to present recommendations to decision makers in a way that they can readily comprehend requires that industrial engineers work on creating clarity.

Lack of Appreciation for the Discipline. Industrial engineering is a discipline that needs to be continually sold. Industrial engineers have been grappling with the profession’s image for the last 50 years as evidenced by letters to the editor in the first issue of the Journal of Industrial Engineering in June 1949 about the necessity of selling industrial engineering.

Failure to Align with Key Business Challenges. Whether the business strategy involves growth or cost containment, industrial engineers need to position themselves to contribute the greatest value.

Failure to Evolve. industrial engineers have the responsibility of marketing themselves. Those who do a good job of this are likely to reap the benefits of new opportunities that appear on the landscape before other so-called experts are called in.


Important Key Success Factors can be arranged in a sequence.

Understand and Analyze  the Current Processes Accurately.
(Understand [Observe, Document and Study] and Analyze [Up-to-date Engineering Knowledge])
Be Creative.
Communicate Clearly.
Manage Change. 
Follow Through on Implementation.

This can also be expressed as:

Productivity Science - Productivity Engineering - Productivity Management


Productivity Science - Indicates the direction in which productivity will increase. It also indicates variables which are to be modified appropriately to get increase in productivity.

Productivity Engineering - Industrial engineers have to do primarily modifications in engineering elements of operations and processes. Then they have to redesign the work place layout and motion patterns of the operators to operate the machines and tools and to provide material inputs. As part of productivity engineering, industrial engineers have to develop engineering concepts and detailed engineering. Detailed engineering can be done by IE department personnel, or other engineering departments within the company or external engineering consultants.

The following activities are part of productivity engineering.

Understand and Analyze  the Current Processes Accurately.
(Understand [Observe, Document and Study] and Analyze [Up-to-date Engineering Knowledge])
Be Creative (in developing solutions). 

Productivity Management: Industrial engineering work needs to be managed like any other industrial or business activity.

Communicate Clearly.
Manage Change. 
Follow Through on Implementation.

The above three activities are part of productivity management task of industrial engineers.


Revolution Needed in Industrial Engineering to Make It More Effective

Prabhakar Deshpande

Published in Industrial Engineering (Volume 6, Issue 2)

2022

https://www.sciencepublishinggroup.com/article/10.11648/10073883


In a survey of America, companies by Sumanth found that many companies had formal productivity programs.


Productivity, Journal of NPC, had an article on Industrial engineering services in a 1988 issue.




ud. 28.12.2025, 13.12.2025, 22.8.2025, 7.8.2025

Pub. 16.7.2025


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