What is the concept of Industrial Engineering

What is the concept of Industrial Engineering

In order to maximize his earnings and enhance his living standards, man has always
attempted to improve his processes, methods and tools in order to improve the productivity
of his resources. That continued effort gave birth the joint of Industrial Engineering and
roduction !anagement.
"bout the concept of Industrial Engineering, some boo#s and autors tell us that Industrial
Engineering is concerned with the design, improvement and installation of integrated
system of men, material and machines for the benefit of man#ind. It draws upon specialized
#nowledge and s#ills in the mathematical and physical sciences together with the principles
and methods of engineering analysis and design to specify predict and evaluate the results
to be obtained from such systems.
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#he 0a1thorne E2periment and the de3eloping of Industrial Engineering
The $awthorne Experiment and the developing of Industrial Engineering
" major episode in the %uest to understand behavioral aspects was the series of studies conducted at the Western
Electric $awthorne plant in &hicago between '()* and '(+). These studies originally began with a simple
%uestion, $ow does wor#place illumination affect wor#er productivity- .nder sponsorship from the /ational
"cademy of 0cience, a team of researchers from the !assachusetts Institute of Technology 1!IT2 observed groups
of coil3winding operators under different lighting levels. They observed that productivity relative to a control group
went up as illumination increased, as had been expected. Then, in another experiment, they observed that
productivity also increased when illumination decreased, even to the level of moonlight. .nable to explain the
results, the original team abandoned the illumination studies and began other tests on the effect of rest periods,
length of wor# wee#, incentive plans, free lunches, and supervisory styles on productivity. In most cases the trend
was for higher than normal output by the groups under study.
"pproaching the problem from the perspective of the 4psychology of the total situation,5 experts brought in to
study the problem came to the conclusion that the results were primarily due to 4a remar#able change in the
mental attitude in the group.5 Interpretations of the study were eventually reduced to the simple explanation that
productivity increased as a result of the attention received by the wor#ers under study. This was dubbed the
$awthorne effect. $owever, in subse%uent writings this simple explanation was modified to include the argument
that wor# is a group activity and that wor#ers strive for a sense of belonging6not simple financial gain6in their
jobs. 7y emphasizing the need for listening and counseling by managers to improve wor#er collaboration, the
industrial psychology movement shifted the emphasis of management from technical efficiency6the focus of
Taylorism6to a richer, more complex, human3relations orientation.
8ou can see more in 4Industrial Engineering $andboo#5
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Methods Engineering and Wor7 %implification in Industrial Engineering
!ethods Engineering and Wor# 0implification in Industrial Engineering
These reactions led to an increased interest in the wor# of the 9ilbreths. Their efforts in methods analysis, which
had previously been considered rather theoretical and impractical, became the foundation for the resurgence of
industrial engineering in the '():s and '(+:s. In '();, $. 7. !aynard, 9. <. 0tegmerten, and 0. !. =owry wrote
Time and !otion 0tudy, emphasizing the importance of motion study and good methods. This eventually led to the
term methods engineering as the descriptor of a techni%ue emphasizing the 4elimination of every unnecessary
operation5 prior to the determination of a time standard. In '(+), ". $. !ogenson published &ommon 0ense
"pplied to Time and !otion 0tudy, in which he stressed the concepts of motion study through an approach he
chose to call wor# simplification. $is thesis was simply that the people who #now any job best are the wor#ers
doing that job. Therefore, if the wor#ers are trained in the steps necessary to analyze and challenge the wor# they
are doing, then they are also the ones most li#ely to implement improvements. $is approach was to train #ey
people in manufacturing plants at his =a#e lacid Wor# 0implification &onferences so that they could in turn
conduct similar training in their own plants for managers and wor#ers. This concept of ta#ing motion study training
directly to the wor#ers through the wor# simplification programs was a tremendous boon to the war production
effort during World War II.
The first h.>. granted in the .nited 0tates in the field of industrial engineering was also the result of research
done in the area of motion study. It was awarded to ?alph !. 7arnes by &ornell .niversity in '(++ and was
supervised by >exter @imball. 7arnesAs thesis was rewritten and published as !otion and Time 0tudy, the first full3
length boo# devoted to this subject. The boo# also attempted to bridge the growing chasm between advocates of
time study versus motion study by emphasizing the inseparability of these concepts as a basic principle of
industrial engineering.
"nother result of the reaction was a closer loo# at the behavioral aspects associated with the wor#place and the
human element. Even though the approach ta#en by Taylor and his followers failed to appreciate the psychological
issues associated with wor#er motivation, their wor# served to catalyze the behavioral approach to management by
systematically raising %uestions on authority, motivation, and training. The earliest writers in the field of industrial
psychology ac#nowledged their debt to scientific management and framed their discussions in terms consistent
with this system.
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simplification
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Industrial Engineering and the post91orld 1ar I era
Industrial Engineering and the postBworld war I era
7y the end of World War I, scientific management had firmly ta#en hold. =arge3scale, vertically integrated
organizations ma#ing use of mass production techni%ues were the norm. "pplication of these principles resulted in
spectacular increases in production. .nfortunately, however, because increases in production were easy to achieve,
management interest was focused primarily on the implementation of standards and incentive plans, and little
attention was paid to the importance of good methods in production. The reaction of wor#ers and the public to
unscrupulous management practices such as 4rate cutting5 and other speedup tactics, combined with concerns
about dehumanizing aspects of the application of scientific management, eventually led to legislation limiting the
use of time standards in government operations.
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About :ualit+ control
About :ualit+ control
:ualit+ control is a process emplo+ed to ensure a certain le3el of qualit+ in a product or ser3ice;
It ma+ include 1hate3er actions a business deems necessar+ to pro3ide for the control and
3erification of certain characteristics of a product or ser3ice; #he basic goal of qualit+ control is
to ensure that the products& ser3ices& or processes pro3ided meet specific requirements and are
dependable& satisfactor+& and fiscall+ sound;
Essentiall+& qualit+ control in3ol3es the e2amination of a product& ser3ice& or process for certain
minimum le3els of qualit+; #he goal of a qualit+ control team is to identif+ products or ser3ices
that do not meet a compan+<s specified standards of qualit+; If a problem is identified& the =ob of
a qualit+ control team or professional ma+ in3ol3e stopping production temporaril+; epending
on the particular ser3ice or product& as 1ell as the t+pe of problem identified& production or
implementation ma+ not cease entirel+;
'suall+& it is not the =ob of a qualit+ control team or professional to correct qualit+ issues;
#+picall+& other indi3iduals are in3ol3ed in the process of disco3ering the cause of qualit+ issues
and fi2ing them; $nce such problems are o3ercome& the product& ser3ice& or process continues
production or implementation as usual;
:ualit+ control can co3er not =ust products& ser3ices& and processes& but also people; Emplo+ees
are an important part of an+ compan+; If a compan+ has emplo+ees that don<t ha3e adequate
s7ills or training& ha3e trouble understanding directions& or are misinformed& qualit+ ma+ be
se3erel+ diminished; When qualit+ control is considered in terms of human beings& it concerns
correctable issues; 0o1e3er& it should not be confused 1ith human resource issues;
$ften& qualit+ control is confused 1ith qualit+ assurance; #hough the t1o are 3er+ similar& there
are some basic differences; :ualit+ control is concerned 1ith the product& 1hile qualit+
assurance is process9oriented;
E3en 1ith such a clear>cut difference defined& identif+ing the differences bet1een the t1o can be
hard; ?asicall+& qualit+ control in3ol3es e3aluating a product& acti3it+& process& or ser3ice; ?+
contrast& qualit+ assurance is designed to ma7e sure processes are sufficient to meet ob=ecti3es;
%impl+ put& qualit+ assurance ensures a product or ser3ice is manufactured& implemented&
created& or produced in the right 1a+@ 1hile qualit+ control e3aluates 1hether or not the end
result is satisfactor+;
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*antt<s ideas co3ered a 1ider range than some of his predecessors; 0e 1as interested not onl+ in
standards and costs but also in the proper selection and training of 1or7ers and in the
de3elopment of incenti3e plans to re1ard them; Although *antt 1as considered b+ #a+lor to be a
true disciple& his disagreements 1ith #a+lor on se3eral points led to the de3elopment of a Ctas7
1or7 1ith bonusD s+stem instead of #a+lor<s Cdifferential piece rateD s+stem and e2plicit
procedures for enabling 1or7ers to either protest or re3ise standards; 0e 1as also interested in
scheduling problems and is best remembered for de3ising the *antt chart: a s+stematic graphical
procedure for planning and scheduling acti3ities that is still 1idel+ used in pro=ect management;
In attendance 1ere also the profession<s first educators including 0ugo iemer& 1ho started the
first continuing curriculum in industrial engineering at Penns+l3ania %tate 6ollege in 1/0E@
William Fent& 1ho organiGed an industrial engineering curriculum at %+racuse 'ni3ersit+ in the
same +ear@ e2ter Fimball& 1ho presented an academic course in 1or7s administration at
6ornell 'ni3ersit+ in 1/0-@ and 6; ?ertrand #hompson& an instructor in industrial organiGation at
0ar3ard& 1here the teaching of #a+lor<s concepts had been implemented; 6onsultants and
industrial managers at the meeting included 6arl ?arth& #a+lor<s mathematician and de3eloper of
special purpose slide rules for metal cutting@ ,ohn Aldrich of the "e1 England ?utt 6ompan+&
1ho presented the first public statement and films about micro> motion stud+@ ,ames odge&
president of the )in7>?elt 6ompan+@ and 0enr+ Fendall& 1ho spo7e of e2periments in
organiGing personnel functions as part of scientific management in industr+; #1o editors present
1ere 6harles *oing of the Engineering MagaGine and (obert Fent& editor of the first magaGine
1ith the title of Industrial Engineering; )illian *ilbreth 1as perhaps the onl+ pioneer absent
since at that time 1omen 1ere not admitted to A%ME meetings;
Another earl+ pioneer 1as 0arrington Emerson; Emerson became a champion of efficienc+
independent of #a+lor and summariGed his approach in his boo7& the #1el3e Principles of
Efficienc+; #hese principles& 1hich some1hat paralleled #a+lor<s teachings& 1ere deri3ed
primaril+ through his 1or7 in the railroad industr+; Emerson& 1ho had reorganiGed the 1or7
shops of the %anta !e (ailroad& testified during the hearings of the Interstate 6ommerce
6ommission concerning a proposed railroad rate hi7e in 1/10 to 1/11 that scientific management
could sa3e Ca million dollars a da+;D ?ecause he 1as the onl+ Cefficienc+ engineerD 1ith
firsthand e2perience in the railroad industr+& his statement carried enormous 1eight and ser3ed to
emblaGon scientific management on the national consciousness; )ater in his career he became
particularl+ interested in selection and training of emplo+ees and is also credited 1ith originating
the term dispatching in reference to shop floor control& a phrase that undoubtedl+ deri3es from
his railroad e2perience;
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In 1/1.& the originators and earl+ pioneers& the first educators and consultants& and the managers
and representati3es of the first industries to adopt the concepts de3eloped b+ #a+lor and *ilbreth
gathered at the annual meeting of the American %ociet+ of Mechanical Engineers AA%MEB in
"e1 5or7 6it+; #he all>da+ session on !rida+& ecember H& 1/1.& began 1ith a presentation
titled C#he Present %tate of the Art of Industrial Management;D #his report and the subsequent
discussions pro3ide insight and understanding about the origin and relati3e contributions of the
indi3iduals in3ol3ed in the birth of a unique ne1 profession: industrial engineering;
In addition to #a+lor and *ilbreth& other pioneers present at this meeting included 0enr+ #o1ne
and 0enr+ *antt; #o1ne& 1ho 1as associated 1ith the 5ale and #o1ne Manufacturing 6ompan+&
used A%ME as the professional societ+ to 1hich he presented his 3ie1s on the need for a
professional group 1ith interest in the problems of manufacturing and management; #his
suggestion ultimatel+ led to the creation of the Management i3ision of A%ME& one of the
groups acti3e toda+ in promoting and disseminating information about the art and science of
management& including man+ of the topics and ideas industrial engineers are engaged in; #o1ne
1as also concerned 1ith the economic aspects and responsibilities of the engineer<s =ob
including the de3elopment of 1age pa+ment plans and the remuneration of 1or7ers; 0is 1or7
and that of !rederic7 0alse+& father of the 0alse+ premium plan of 1age pa+ment& ad3anced the
notion that some of the gains realiGed from producti3it+ increases should be shared 1ith the
1or7ers creating them;
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