Thursday, April 2, 2026

Industrial Engineering Encyclopedia - A to Z of Industrial Engineering - Principles, Methods, Techniques, Tools and Applications

Industrial Engineering is System Efficiency Engineering. - Narayana Rao K.V.S.S.


To make the system efficient, its components also have to be efficient, and adjustments to the component parameters have to be done to ensure maximum performance from the system.

F.W. Taylor hailed as the Father of Industrial Engineering advocates that designs and processes have to be improved at element level in processes and systems.



Modern Industrial Engineering - Summary Explanation.

https://www.linkedin.com/pulse/modern-industrial-engineering-summary-explanation-april-kvss-8hiyc

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New. Popular E-Book on IE,

Introduction to Modern Industrial Engineering.  

FREE Download.

In top 2% on Academia.edu. 12,000+ Downloads so far. (Total 14,500+)

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0




Online Free Access Handbook of Industrial Engineering includes all modules of IE Online Course Notes.


Industrial Engineering Methods and Techniques - YouTube Videos

Principles of Industrial Engineering
_______________

_______________

Industrial Engineering - Principles, Methods and Techniques - YouTube Videos Playlist

https://www.youtube.com/watch?v=pU8CdWfZZdU&list=PL6W3qaSriFEjxHCNr9K_w7Bs6JskncWmq
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Industrial Engineering Encyclopedia 

A to Z of Industrial Engineering - Principles, Methods, Techniques, Tools and Applications

A


Analysis - Productivity Analysis of New Technology - Applied Industrial Engineering
Applied Industrial Engineering - Process Steps

B











IE Course 


1. Industrial Engineering - Introduction
http://nraomtr.blogspot.com/2011/12/industrial-engineering-introduction.html


4. Productivity Science of Machine - Machining - F.W. Taylor

5. Productivity Science of Human Effort - F.W. Gilbreth

6. Product Industrial Engineering


8. Operations Research - An Efficiency Improvement Tool for Industrial Engineers

9. Industrial Engineering Statistics - Application of Statistics in Industrial Engineering Practice

10. Industrial Engineering Economic Analysis: Engineering Economy or Engineering Economics: Economic Decision Making by Engineers

11. Human Effort Industrial Engineering

12. Industrial Engineering Measurements
Cost Measurement - Essential Activity of Industrial Engineering



Industrial Engineering Practice in Top Global Manufacturing Companies

Articles Created for A to Z Challenge 2020

1. Apple  - Former Chairman industrial engineer - Current CEO industrial engineer

2. BMW

3. CISCO, Coca-Cola, Continental

Old article: Productivity Success Story - Coca Cola

4. DowDuPont  - Now split into Dow, Dupont and Coverta

Old article:  We have to innovate and We have to be productive - Ellen Kullman - CEO Dupont

5. Enel - Eni

6. Ford - Fujitsu

7. GlaxoSmithKline - GE - General Motors

8. Honda - Hyundai

9. Intel

10. Johnson & Johnson - Jardine Matheson

Old article:  Design To Value - Design For Value (DTV) at Johnson & Johnson

11. Kia Motors

12. Lockheed Martin

13. Mitsubishi - Mitsui

14. Novartis 

15. Otis Elevators

16. Procter & Gamble 

17. Qualcomm

18. Renault

19. Saint-Gobain 

20. Toyota

21. United Technologies

22. Volkswagen

23. Wilmar International

24. Xiaomi Corporation

25. Yamaha Motors

26. ZF Friedrichshafen








K



Kaizen -  Articles 

Kaizen eno Yon Dankai - Improvement in 4 Steps - History of Kaizen in Japan

Rules for Successful Kaizen Management


Kaizen - Engaging Front-Line Staff in Continuous Improvements - Industrial Engineering

Leading and Managing Kaizen Events

Agile Kaizen

Kaizen - The Japanese Style Productivity Improvement Methodology

Industrial Engineering is Kaizen in Engineering

Kobetsu Kaizen - Focused Improvement of Machine and Machine Work in TPM

Front Line Kaizen for Product and Process Industrial Engineering


Gadget-based improvement is widespread as improvement activities that can not only eliminate losses but also inspire the workplace.

Karakuri Kaizen - Introduction

Industrial Engineering is Kaizen Engineering

Toyota Kaizen Methods: Six Steps to Improvement - 2010 - Book Information

Kaizens - Production Improvement Ideas Implemented - India - Kaizen Eye

Kaizen Assembly: Designing, Constructing, and Managing a Lean Assembly Line - Book Information

Kaikaku: The Power and Magic of Lean : a Study in Knowledge Transfer - 2004 - Norman Bodek - Book Information

Kaizen Costing and Kaizen Cost Management


Knowledge Required for Value Engineering Application and Practice

L


Leadership and Productivity

Levels of  Industrial Engineering in an Enterprise -   Enterprise Level to Engineering Element Level Industrial Engineering

Industrial Engineering Strategy - Enterprise Level Industrial Engineering

https://nraoiekc.blogspot.com/2014/11/industrial-engineering-strategy.html

Facilities Industrial Engineering

https://nraoiekc.blogspot.com/2020/05/facilities-industrial-engineering.html

Process Industrial Engineering - Process Machine Effort Industrial Engineering - Process Human Effort Industrial Engineering.

https://nraoiekc.blogspot.com/2021/11/process-industrial-engineering-process.html

Operation Industrial Engineering.

https://nraoiekc.blogspot.com/2013/11/approach-to-operation-analysis-as-step.html

Element Level Analysis in Industrial Engineering

Taylor's Industrial Engineering System - First Proposal 1895 - Productivity Improvement of Each Element of the Process



M


Machine Based Industrial Engineering - Japanese Practice - Karakuri Kaizen

Productivity Science - Determinants of Productivity
Productivity Science of Machining I - Industrial Engineering Research by Taylor Part 1.
For every basic production process we need productivity science.


Process Improvement - Process Industrial Engineering - Methods and Techniques













Processes - Examples and Illustrations


Q


Quality Improvement - Poka Yoke in Software - Information Systems

R


Research Papers - Industrial Engineering

S


Seven Wastes Model
Simulation and Forecasting - A Note for Industrial Engineers for Industrial Engineering 4.0 (IE 4.0)

Six Sigma





Taylor Society Bulletin on Industrial Engineering - Taylor's Way




Techniques of Value Analysis and Engineering by L.D. Miles, Book Information, Review and Summary



Videos on Industrial Engineering

Engineering in Industrial Engineering - Product/Process Industrial Engineering

Principles of Industrial Engineering - Taylor - Narayana Rao - IISE 2017 Pittsburgh Conference Paper



W



Water Productivity - Why Waste Water? - Eliminate The Water Waste
Work Simplification Education and Training to All - Principle of Industrial Engineering






This blog post is made on 26 June 2018.
On this day, this blog attained the

Global Number 1 Industrial Engineering Blog rank in Google search 

for the term  "Industrial Engineering" Blog.

Updated on  2.4.2026
First posted on 26 June 2018




2026 A to Z Blogging April Challenge - Theme Reveal Post


Important dates for 2026:
March 9 - 14 Theme Reveal
March 23 - April 4 Sign-up
May 4 - 9 Reflections
May 11 - Road Trip opens
------------------

If you are a blogger join the challenge.


You can reveal your theme.
Visit  


#AtoZChallenge

Topics for 2026

Applied IE - Agentic AI

Behavioral Aspects in  IE

Cost Reduction and Cost Management by Industrial Engineers

Decision Making in IE

Effectiveness of IE

Flow Analysis and Improvement IE

Goals of IE

Health Aspects of IE

Innovations by IEs

Job Shop IE - Shahrukh Irani

Knowledge Management for IE

Low Cost Products and Processes for IE

Management Module for IE

New Technologies Adoption by IE in Processes Under Their Productivity Management

Operations Management and IE

Production and Industrial Engineering - A Popular Branch of Engineering

Quality Related Interventions by IEs

Respect for People and Personal Relations - Assertion by F.W. Taylor

Society Prosperity - Industrial Engineering Effectiveness

Total Industrial Engineering

Understanding Processes

Value Addition by IEs

What is New in  IE in 2025-2026?

X-Platform - Industrial Engineers' Participation

YouTube - Industrial Engineering Videos by Narayana Rao

Zeal for Industrial Engineering - Productivity - Cost Reduction



-----------------


2025

Online Education/Training Session on "Effective Industrial Engineering and Productivity Management."

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. Hence a common presentation and discussion on effectiveness will be very useful.


Supporting Information.

Effective Industrial Engineering - Some Thoughts by Narayana Rao K.V.S.S.

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

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

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





2023 Year - Blogging Statistics
https://bloggingwizard.com/blogging-statistics/   - 10,000 visitors per month is a good performance for a blog.

Blog posts for the 2023 Challenge


Date
April          Post



4                 Courses - Industrial Engineering

5                 Dissertations - Industrial Engineering



8                  Goals of  Industrial Engineering

10                Human Effort Industrial Engineering


12               Journals of  Industrial Engineering

13                Knowledge Management for Industrial Engineering    

 


18.               Organizing Industrial Engineering Department    











30.                 Zenith of Industrial Engineering                                  


This year it is my theme reveal post for 2023. The theme is "A to Z of Industrial Engineering."

In industrial engineering, this blog is global number one. Industrial engineering helps the world by helping producers to manufacture or produce more of the goods and services desired by the society with the same resources.

The main components of industrial engineering are machine effort industrial engineering and human effort industrial engineering.

I am going to write 26 new blog articles starting from 1 April 2023 as per the requirements of A to Z Challenge. 

2023

Happy. This year this blog registered 2 million cumulative page views in blogger statistics. Thank you readers. You motivate me to keep updating the blog.

2 Million Page Views in Blogger Statistics - 20 March 2023 - Industrial Engineering Knowledge Center Blog.
2 Million Page View Registered by Industrial Engineering Knowledge Center Blog on 20 March 2023.

10.3.2024
Very happy to notice that in the last year Industrial Engineering Knowledge Center Blog  got  0.276 million page views in blog statistics.





Interest in this article was rekindled by a LinkedIn Post.
https://www.linkedin.com/posts/mercadokorina_industrialengineering-konnectkonsult-technology-activity-7152157739765354497-w1ZZ  by Korina “Kon” MercadoKorina “Kon” Mercado. Continuous Improvement @Amazon - Industrial Engineer  @KonnectKonsult @OptimizeLifeSeries 


Suggested for inclusion

Assignment

"Assignment"
It is taught in Operations Research Course as part of Linear Programming. Proper assignment of jobs to operators in a shop will reduce the time taken to complete all the jobs and thus increase productivity. It is part of production planning and control at shop level.


Benchmarking, Bonus

Benchmarking.

IEs have to monitor and benchmark with productivity improvements of others.
Applied Industrial Engineering. Industry 4.0 Technologies. List of Industry 4.0 Light Houses - WEF - McKinsey - Have You Benchmarked with the Best in Industry 4.0 Implementation?

Comfort Survey, Cutting Parameters Analysis,

Defects Analysis,

Elementary Rate Fixing

Fatigue Study, Flow Process Chart, Flow Diagram

Goal Setting for Operators

Incentives

Job Evaluation


Method Study, MTM, Methods Engineering, Motion Study

Operation Analysis

Process Charts

Synthetic Time Determination

Therblig Analysis, Time Study

Work Simplification, Work Study



New Writing Project

Industrial Engineering: Productivity Improvement of Systems and Processes - Book by Narayana Rao K.V.S.S.


Posted by at 27 comments:
Labels: ,

Behavioral Aspects in Industrial Engineering

Industrial Engineers use behavioral science discoveries and behavioral management approaches in their discipline.


F.W. Taylor was made a villain by some human behavior authors and the campaign was amplified by many without reading Taylor's original works. A study of original writings of Taylor will make it clear that Taylor respected workmen and the human behavior experts. The work of Taylor was evaluated in a book by Lilian Gilbreth, a psychologist. But the trumpeteers have no place for her work in their papers and books. Some statements by Taylor which were included in a book by special introduction by him were wrongly used to create a picture of Taylor who did not recognize the importance of man and his dignity in factories. 


F.W. Taylor in Shop Management

Regarding the personal relations which should be maintained between employers and their men, Taylor  quoted  the following paragraphs from a paper written in 1895. 

Additional experience has only served to confirm and strengthen these views; and although the greater part of this time, in his work of shop organization, has been devoted to the difficult and delicate task of inducing workmen to change their ways of doing things he has never been opposed by a strike.

"There has never been a strike by men working under this system, although it has been applied at the Midvale Steel Works for the past ten years; and the steel business has proved during this period the most fruitful field for labor organizations and strikes. And this notwithstanding the fact that the Midvale Company has never prevented its men from joining any labor organization. All of the best men in the company saw clearly that the success of a labor organization meant the lowering of their wages in order that the inferior men might earn more, and, of course, could not be persuaded to join.

"I attribute a great part of this success in avoiding strikes to the high wages which the best men were able to earn with the differential rates, and to the pleasant feeling fostered by this system; but this is by no means the whole cause. It has for years been the policy of that company to stimulate the personal ambition of every man in their employ by promoting them either in wages or position whenever they deserved it and the opportunity came.

"A careful record has been kept of each man's good points as well as his shortcomings, and one of the principal duties of each foreman was to make this careful study of his men so that substantial justice could be done to each. When men throughout an establishment are paid varying rates of day-work wages according to their individual worth, some being above and some below the average, it cannot be for the interest of those receiving high pay to join a union with the cheap men.

"No system of management, however good, should be applied in a wooden way. The proper personal relations should always be maintained between the employers and men; and even the prejudices of the workmen should be considered in dealing with them.

"The employer who goes through his works with kid gloves on, and is never known to dirty his hands or clothes, and who either talks to his men in a condescending or patronizing way, or else not at all, has no chance whatever of ascertaining their real thoughts or feelings.

"Above all is it desirable that men should be talked to on their own level by those who are over them. Each man should be encouraged to discuss any trouble which he may have, either in the works or outside, with those over him. Men would far rather even be blamed by their bosses, especially if the 'tearing out' has a touch of human nature and feeling in it, than to be passed by day after day without a word, and with no more notice than if they were part of the machinery.

"The opportunity which each man should have of airing his mind freely, and having it out with his employers, is a safety-valve; and if the superintendents are reasonable men, and listen to and treat with respect what their men have to say, there is absolutely no reason for labor unions and strikes.

"It is not the large charities (however generous they may be) that are needed or appreciated by workmen so much as small acts of personal kindness and sympathy, which establish a bond of friendly feeling between them and their employers.

"The moral effect of this system on the men is marked. The feeling that substantial justice is being done them renders them on the whole much more manly, straightforward, and truthful. They work more cheerfully, and are more obliging to one another and their employers. They are not soured, as under the old system, by brooding over the injustice done them; and their spare minutes are not spent to the same extent in criticizing their employers."

The writer has a profound respect for the working men of this country. He is proud to say that he has as many firm friends among them as among his other friends who were born in a different class, and he believes that quite as many men of fine character and ability are to be found among the former as in the latter. Being himself a college educated man, and having filled the various positions of foreman, master mechanic, chief draftsman, chief engineer, general superintendent, general manager, auditor, and head of the sales department, on the one hand, and on the other hand having been for several years a workman, as apprentice, laborer, machinist, and gang boss, his sympathies are equally divided between the two classes.

He is firmly convinced that the best interests of workmen and their employers are the same; so that in his criticism of labor unions he feels that he is advocating the interests of both sides. The following paragraphs on this subject are quoted from the paper written in 1895 and above referred to:


"The author is far from taking the view held by many manufacturers that labor unions are an almost unmitigated detriment to those who join them, as well as to employers and the general public.

"The labor unions--particularly the trades unions of England--have rendered a great service, not only to their members, but to the world, in shortening the hours of labor and in modifying the hardships and
improving the conditions of wage workers.

"In the writer's judgment the system of treating with labor unions would seem to occupy a middle position among the various methods of adjusting the relations between employers and men.

"When employers herd their men together in classes, pay all of each class the same wages, and offer none of them any inducements to work harder or do better than the average, the only remedy for the men lies in combination; and frequently the only possible answer to encroachments on the part of their employers is a strike.

"This state of affairs is far from satisfactory to either employers or men, and the writer believes the system of regulating the wages and conditions of employment of whole classes of men by conference and agreement between the leaders of unions and manufacturers to be vastly inferior, both in its moral effect on the men and on the material interests of both parties, to the plan of stimulating each workman's
ambition by paying him according to his individual worth, and without limiting him to the rate of work or pay of the average of his class."

The amount of work which a man should do in a day, what constitutes proper pay for this work, and the maximum number of hours per day which a man should work, together form the most important elements which are discussed between workmen and their employers. The writer has attempted to show that these matters can be much better determined by the expert time student than by either the union or a board of directors, and he firmly believes that in the future scientific time study will establish standards which will be accepted as fair by both sides.



There is no reason why labor unions should not be so constituted as to be a great help both to employers and men. Unfortunately, as they now exist they are in many, if not most, cases a hindrance to the prosperity of both.

The chief reasons for this would seem to be a failure on the part of the workmen to understand the broad principles which affect their best interests as well as those of their employers. It is undoubtedly true, however, that employers as a whole are not much better informed nor more interested in this matter than their workmen.

One of the unfortunate features of labor unions as they now exist is that the members look upon the dues which they pay to the union, and the time that they devote to it, as an investment which should bring them an annual return, and they feel that unless they succeed in getting either an increase in wages or shorter hours every year or so, the money which they pay into the union is wasted. The leaders of the unions realize this and, particularly if they are paid for their services, are apt to spend considerable of their time scaring up grievances whether they exist or not This naturally fosters antagonism instead of friendship between the two sides. There are, of course, marked exceptions to this rule; that of the Brotherhood of Locomotive Engineers being perhaps the most prominent.

The most serious of the delusions and fallacies under which workmen, and particularly those in many of the unions, are suffering is that it is for their interest to limit the amount of work which a man should do in a day.

There is no question that the greater the daily output of the average individual in a trade the greater will be the average wages earned in the trade, and that in the long run turning out a large amount of work each day will give them higher wages, steadier and more work, instead of throwing them out of work. The worst thing that a labor union can do for its members in the long run is to limit the amount of work which they allow each workman to do in a day. If their employers are in a competitive business, sooner or later those competitors whose workmen do not limit the output will take the trade away from them, and they will be thrown out of work. And in the meantime the small day's work which they have accustomed themselves to do demoralizes them, and instead of developing as men do when they use their strength and faculties to the utmost, and as men should do from year to year, they grow lazy, spend much of their time pitying themselves, and are less able to compete with other men. Forbidding their members to do more than a given amount of work in a day has been the greatest mistake made by the English trades unions. The whole of that country is suffering more or less from this error now. Their workmen are for this reason receiving lower wages than they might get, and in many cases the men, under the influence of this idea, have grown so slow that they would find it difficult to do a good day's work even if public opinion encouraged them in it.


In forcing their members to work slowly they use certain cant phrases which sound most plausible until their real meaning is analyzed. They continually use the expression, "Workmen should not be asked to do more than a fair day's work," which sounds right and just until we come to see how it is applied. The absurdity of its usual application would be apparent if we were to apply it to animals. Suppose a contractor had in his stable a miscellaneous collection of draft animals, including small donkeys, ponies, light horses, carriage horses and fine dray horses, and a law were to be made that no animal in the stable should be allowed to do more than "a fair day's work" for a donkey. The injustice of such a law would be apparent to every one. The trades unions, almost without an exception, admit all of those in the trade to membership--providing they pay their dues. And the difference between the first-class men and the poor ones is quite as great as that between fine dray horses and donkeys. In the case of horses this difference is well known to every one; with men, however, it is not at all generally recognized. When a labor union, under the cloak of the expression "a fair day's work," refuses to allow a first-class man to do any more work than a slow or inferior workman can do, its action is quite as absurd as limiting the work of a fine dray horse to that of a donkey would be.

Promotion, high wages, and, in some cases, shorter hours of work are the legitimate ambitions of a workman, but any scheme which curtails the output should be recognized as a device for lowering wages in the long run.

Any limit to the maximum wages which men are allowed to earn in a trade is equally injurious to their best interests. The "minimum wage" is the least harmful of the rules which are generally adopted by trades unions, though it frequently works an injustice to the better workmen. For example, the writer has been used to having his machinists earn all the way from $1.50 to seven and eight dollars per day, according to the individual worth of the men. Supposing a rule were made that no machinist should be paid less than $2.50 per day. It is evident that if an employer were forced to pay $2.50 per day to men who were only worth $1.50 or $1.75, in order to compete he would be obliged to lower the wages of those who in the past were getting more than $2.50, thus pulling down the better workers in order to raise up the poorer men. Men are not born equal, and any attempt to make them so is contrary to
nature's laws and will fail.

Some of the labor unions have succeeded in persuading the people in parts of this country that there is something sacred in the cause of union labor and that, in the interest of this cause, the union should receive moral support whether it is right in any particular case or not.

Union labor is sacred just so long as its acts are fair and good, and it is damnable just as soon as its acts are bad. Its rights are precisely those of nonunion labor, neither greater nor less. The boycott, the use of force or intimidation, and the oppression of non-union workmen by labor unions are damnable; these acts of tyranny are thoroughly un-American and will not be tolerated by the American people.

One of the most interesting and difficult problems connected with the art of management is how to persuade union men to do a full day's work if the union does not wish them to do it. I am glad of the opportunity of saying what I think on the matter, and of explaining somewhat in detail just how I should expect, in fact, how I have time after time induced union men to do a large day's work, quite as large as other men do.

In dealing with union men certain general principles should never be lost sight of. These principles are the proper ones to apply to all men, but in dealing with union men their application becomes all the more
imperative.

First. One should be sure, beyond the smallest doubt, that what is demanded of the men is entirely just and can surely be accomplished. This certainty can only be reached by a minute and thorough time study.

Second. Exact and detailed directions should be given to the workman telling him, not in a general way but specifying in every small particular, just what he is to do and how he is to do it.

Third. It is of the utmost importance in starting to make a change that the energies of the management should be centered upon one single workman, and that no further attempt at improvement should be made until entire success has been secured in this case. Judgment should be used in selecting for a start work of such a character that the most clear cut and definite directions can be given regarding it, so that failure to carry out these directions will constitute direct disobedience of a single, straightforward order.

Fourth. In case the workman fails to carry out the order the management should be prepared to demonstrate that the work called for can be done by having some one connected with the management actually do it in the time called for.

The mistake which is usually made in dealing with union men, lies in giving an order which affects a number of workmen at the same time and in laying stress upon the increase in the output which is demanded instead of emphasizing one by one the details which the workman is to carry out in order to attain the desired result. In the first case a clear issue is raised: say that the man must turn out fifty per cent more pieces than he has in the past, and therefore it will be assumed by most people that he must work fifty per cent harder. In this issue the union is more than likely to have the sympathy of the general public, and they can logically take it up and fight upon it. If, however, the workman is given a series of plain, simple, and reasonable orders, and is offered a premium for carrying them out, the union will have a much more difficult task in defending the man who disobeys them. To illustrate: If we take the case of a complicated piece of machine work which is being done on a lathe or other machine tool, and the workman is called upon (under the old type of management) to increase his output by twenty-five or fifty per cent there is opened a field of argument in which the assertion of the man, backed by the union, that the task is impossible or too hard, will have quite as much weight as that of the management. If, however, the management begins by analyzing in detail just how each section of the work should be done and then writes out complete instructions specifying the tools to be used in succession, the cone step on which the driving belt is to run, the depth of cut and the feed to be used, the exact manner in which the work is to be set in the machine, etc., and if before starting to make any change they have trained in as functional foremen several men who are particularly expert and well informed in their specialties, as, for instance, a speed boss, gang boss, and inspector; if you then place for example a speed boss alongside of that workman, with an instruction card clearly written out, stating what both the speed boss and the man whom he is instructing are to do, and that card says you are to use such and such a tool, put your driving belt on this cone, and use this feed on your machine, and if you do so you will get out the work in such and such a time, I can hardly conceive of a case in which a union could prevent the boss from ordering the man to put his driving belt just where he said and using just the feed that he said, and in doing that the workman can hardly fail to get the work out on time. No union would dare to say to the management of a works, you shall not run the machine with the belt on this or that cone step. They do not come down specifically in that way; they say, "You shall not work so fast," but they do not say, "You shall not use such and such a tool, or run with such a feed or at such a speed." However much they might like to do it, they do not dare to interfere specifically in this way. Now, when your single man under the supervision of a speed boss, gang boss, etc., runs day after day at the given speed and feed, and gets work out in the time that the instruction card calls for, and when a premium is kept for him in the office for having done the work in the required time, you begin to have a moral suasion on that workman which is very powerful. At first he won't take the premium if it is contrary to the laws of his union, but as time goes on and it piles up and amounts to a big item, he will be apt to step into the office and ask for his premium, and before long your man will be a thorough convert to the new system. Now, after one man has been persuaded, by means of the four functional foremen, etc., that he will earn more money under the new system than under the laws of the union, you can then take the next  man, and so convert one after another right through your shop, and as time goes on public opinion will swing around more and more rapidly your way.

I have a profound respect for the workmen of the United States; they are in the main sensible men--not all of them, of course, but they are just as sensible as are those on the side of the management There are some fools among them; so there are among the men who manage industrial plants. They are in many respects misguided men, and they require a great deal of information that they have not got. So do most managers.

All that most workmen need to make them do what is right is a series of proper object lessons. When they are convinced that a system is offered them which will yield them larger returns than the union provides for, they will promptly acquiesce. The necessary object lessons can best be given by centering the efforts of the management upon one spot. The mistake that ninety-nine men out of a hundred make is that they have attempted to influence a large body of men at once instead of taking one man at a time.


Have you as an industrial engineer or manager read the above content by Taylor.
What are your views after the reading this piece of writing by Taylor in 1895. Does industrial engineering have behavioral orientation since its beginning or not?


These conclusions will include the following:

Psychology Evaluation of Scientific Management by Lilian Gilbreth - 1914


The conclusions  include the following:

1. "Scientific Management" is a science.
2. It alone, of the Three Types of Management, is a science.
3. Contrary to a widespread belief that Scientific Management kills individuality, it is built on the basic principle of recognition of the individual, not only as an economic unit but also as a personality, with all the idiosyncrasies that distinguish a person.
4. Scientific Management fosters individuality by functionalizing work.
5. Measurement, in Scientific Management, is of ultimate units of subdivision.
7. Standardization under Scientific Management applies to all elements.
8. The accurate records of Scientific Management make accurate programmes possible of fulfillment.
9. Through the teaching of Scientific Management, the management is unified and made self-perpetuating.
10. The method of teaching of Scientific Management is a distinct and valuable contribution to Education.
11. Incentives under Scientific Management not only stimulate but benefit the worker.
12. It is for the ultimate as well as immediate welfare of the worker to work under Scientific Management.
13. Scientific Management is applicable to all fields of activity, and to mental as well as physical
work.
14. Scientific Management is applicable to self-management as well as to managing others.
15. It teaches men to cooperate with the management as well as to manage.
16. It is a device capable of use by all.
17. The psychological element of Scientific Management is the most important element.
18. Because Scientific Management is psychologically right it is the ultimate form of management.
19. This psychological study of Scientific Management emphasizes especially the teaching features.
20. Scientific Management simultaneously
a. increases output and wages and lowers costs.
b. eliminates waste.
c. turns unskilled labor into skilled.
d. provides a system of self-perpetuating welfare.
e. reduces the cost of living.
f. bridges the gap between the college trained and the apprenticeship trained worker.
g. forces capital and labor to cooperate and to promote industrial peace.



A Conference Paper Presentation by Prof. K.V.S.S. Narayana Rao in 2012 on Employee Involvement in IE Projects - It summarizes the thoughts of IE scholars on the area

Employee Involvement in Industrial Engineering Projects
Narayana Rao - Presentation - 2012 - YouTube Video

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