Académique Documents
Professionnel Documents
Culture Documents
FIGURE 11
FIGURE
30
shippers will need to carry. But the analysis works out the opposite way for T-shirts and industrial pumps. The time advantage of shipping through the West Coast trumps the cost
savings of East Coast travel.
Do the math
Industrial pumps and T-shirts have very little in common
other than the fact that, even after the Panama Canal expansion opens, these products most likely will continue to move
through U.S. West Coast ports to reach the battleground states
where U.S. ports compete with one another for customers.
For both products, transportation constitutes up to 3 percent
of revenues at most, so shippers often do not believe that there
will be signifcant savings or that the savings from alternate
routes will outweigh the increases in transit time and managerial complexity. By routing a shipment of T-shirts through
the East Coast to Columbus, Ohio, for example, a retailers
savings would total just 0.13 percent. And the savings would
be half that for industrial pumps. Not surprisingly, the cost of
the extra inventory that retailers or distributors would need to
carry exceeds these savings.
Shippers of both products also do not want inventory in
transit any longer than necessary, though for very different
reasons. Since T-shirts often feature trendy colors or the logos
of winning sports teams, retailers want shorter lead-times and
low inventory levels in order to keep up with changes in fashion and avoid obsolescence.
Pump makers, on the other hand, accept higher inventory
31
FIGURE 21
FIGURE
32
Time to act
The uncertainty surrounding the expansion of the Panama
Canal has caused many shippers and carriers to take a waitand-see approach, operating under the misguided notion that
taking action now would be premature because the outcome
is unpredictable. But the uncertainty surrounds only the size
of the shift in ocean traffc from west to east. There almost
certainly will be a shift in the mix of West Coast vs. East Coast
traffc as well, and shippers and carriers should start preparing
for that shift now.
With the expansion of the Panama Canal, shippers will enjoy greater options but also face greater complexity. Companies accustomed to shipping to the West Coast and relying on
relatively fast rail service to reach much of the U.S. are likely
to take a much more segmented and dynamic approach. When
time is of the essence, as it is for some products, that routing
may continue to make sense. But for other products, the cost
savings of shipping through the Panama Canal likely will outweigh the extra time in transit.
Shippers need to do the analysis. There is no shortcut. The
exercise might show that it makes sense to open or expand East
Coast distribution centers. It almost certainly will show the
need to partner with a new or expanded set of ocean and land
carriers and logistics service providers.
Carriers have a series of interrelated decisions to make to
prepare for canal expansion. These decisions will revolve
around investments, pricing, routing and customer development. If they havent already done so, many ocean and rail
carriers will need to make investments in terminals at the East
Coast ports that are most likely to gain traffc in the future.
Ocean carriers likely will need to consider longer-term
moves, such as revising their schedules and experimenting
with scheduling innovations for example, more south frst
services versus those that have New York-New Jersey as the
default frst stop on the East Coast.
On the West Coast, carriers might need to offer selective
discounts to hold onto traffc. But they will need to do so
wisely, as a large chunk of time-sensitive cargo probably will
continue to move through the West Coast with or without
discounts.
Trucking companies will have opportunities to win new
customers and serve new markets. But they will need to ensure that they have business development activities in place
and an adequate supply of drivers for new routes. In light of
the shortage of long-haul drivers, becoming an employer of
choice is critical. Fortunately, some of the expected growth
in volume will occur on routes that are more attractive than
others to drivers.
The widening of the Panama Canal underscores the growing complexity of the world of logistics. The relative attractiveness of lanes will shift over time, and managers will need
to evaluate these shifts. Most importantly, managers will need
to distinguish between short- and long-term risks as they place
different types of bets.
Where to build the next distribution center, for example, is
a long-term bet that requires looking beyond the time horizon of near-term volatility (such as oil prices or delays in port
expansion projects). On the other hand, where to route cargo
over the next 90 to 180 days is a near-term decision that should
refect current and expected near-term conditions.
Supply chain managers will need to be able to work across
multiple time horizons. Logistics service providers have an
opportunity to help customers navigate this complexity. For
most players, analyze and act makes a lot more sense than
wait and see.
Dusti urke is a part er i he Chicago offce of The Bosto o sulti g Group. He specializes i dvisi g clie ts i o sumer products
a d i dustrial goods o upply chai a ageme t, as well as worki g with logistics a d distributio compa ies o strategy, operatio s
a d commercial effective ess. Burke has a
BA from the Wharto
School at the U iversity of Pe sylva ia a d a B.A. from the U iversity of Virgi ia.
Steve Raetz is director of research a d market i tellige ce at C.H.
Robi so . He has bee ith C.H. Robi so i ce 1989. He curre tly supports strategies desig ed to e ha ce the realized value that
logistics operatio s have o upply chai d busi ess i itiatives. Raetz
is a graduate of Mi esota State U iversity, Ma kato, a d serves o
supply chai dvisory boards at the U iversity of Mi esota a d Iowa
State iversity.
33
34
FIGURE 1
To hire an engineer
According to data from EMSI Job Posting Analytics, demand for industrial engineers was three times higher than the average number of
monthly hires.
30,000
24,740
25,000
20,000
13,657
15,000
10,000
12,523
9,599
7,857
6,025
5,000
7,737
8,898
5,820
2,197
4,248 4,841
1,727 3,025
2,061 2,349
Computer
hardware
engineers
Aerospace
engineers
0
Civil
engineers
Mechanical
engineers
Engineers,
all other
Industrial
engineers
Electrical
engineers
Electronics
engineers,
except
computer
35
FIGURE 2
An additional source to consider is auIEs at work
thor and personal fnance adviser Bobbi
According to the U.S. Department of Labor Bureau of Labor Statistics, industrial
Dempseys Seven Most Universal Job
engineers had a median annual pay of $81,490 in 2014.
Skills, published in Forbes in 2010. She
provided a list that is closely paired with
2014 median pay
$81,490 per year
the skills that most successful IEs possess:
top-notch communication skills, creativTypical entry-level education
Bachelors degree
ity, curiosity, good writing ability, ability
Number of jobs, 2014
241,100
to play well with others, re-engineering
Job outlook, 2014-2024
1 percent (little or no change)
skills and computer skills
Employment change, 2014-2024
2,100
Likewise, in 2013, Seek, an Australian
job site, published its own version of
Seven Most Universal Job Skills, which
had a list that is even more closely aligned with the IE skillset: artifcial intelligence, big data/analytics, as well as in the tradigreat communication skills; fexibility, adaptability and inno- tional IE role as understood by most.
vation; creativity and problem-solving; results focused; great
It is even more encouraging to recognize that some IEs have
interpersonal skills; computer skills; and ability to research.
become astronauts, CEOs (Apple, UPS, Accenture), company
All of this information should make current IEs very com- presidents (Walmart, BAE Systems, Raytheon), lieutenant
fortable with their personal career choice, even when all indi- governor (Indiana) and even an NFL football coach (Dallas
cations are that we need to get comfortable being uncomfort- Cowboys). Industrial engineering applies to every industry
able, as the well-known self-help author Peter McWilliams and every household in the world, which makes the discipline
would suggest.
extremely versatile. Like most engineers, IEs are usually quite
Additionally, while the concentration of IE careers tradi- methodical and disciplined in their approach to work and to
tionally has been in the automotive, aerospace, electronics, their personal lives, which may drive our peers, friends and
medical devices and pharmaceutical industries, IE engagement families mad.
has broadened and shifted toward felds such as healthcare and,
Consider how IEs approach and accomplish their work, and
most recently, fnancial services and insurance.
therein lies the secret sauce to their versatility. Here are some
These facts should provide a level of confdence to IEs, examples of what makes IEs unique:
highlighting that they have been solid contributors historically, are able to adapt over time, and possess the skills to continue 1. How they think: IEs consider the entire system. They
to evolve into the roles they will play in the future. One might
examine processes from end to end and can immediately
refer to IEs as the chameleons of engineering. The data also
identify waste and variation.
should provide every industrial engineer inspiration to bring 2. How they infuence: IEs enable and convince individuals
others along into such a stable and remarkable discipline where
and teams to make positive change with every engagement,
every day brings a new opportunity.
which requires great communication skills, the ability to
facilitate, high energy and, in challenging cases, a large inWhat makes IEs so versatile?
vestment of emotional capital.
IEs beneft from the consistent consideration of all situations 3. How they approach situations: IEs can affect improvefrom a systems standpoint. Their purpose is to enable people,
ment in incremental or monumental undertakings. Their
processes and technology to work together synergistically to
approach is always scalable, and they choose tools that are ft
create value for the world.
for a purpose. IEs will take the time to teach and explain in
IEs have long been considered the bridge between business
order to bring a team along and to ensure their fngerprints
and engineering able to speak both languages and to bring
are on the fnal solution. Proliferation of knowledge, facilidisparate and diverse groups together to develop a common
tating through challenging situations and dispelling fear are
solution. In many ways, IEs appear to be balanced from a left
an IEs specialty.
brain and right brain aspect, with almost equal comfort em- 4. How they plan: IEs have all taken a project management
ploying the appropriate combination of technical skills and
course and adapted their knowledge and style to the situasoft skills.
tion. They are well-versed in the quote attributed to both
Just think for a moment of all the different ways an IE could
Benjamin Franklin and Winston Churchill, If you fail to
specialize: lean Six Sigma, project management, organizaplan, then plan to fail.
tional change management, fnancial management, opera- 5. How they measure: IEs need to know what is being
tions management, process engineering, quality management,
measured, why, what success looks like and if the team is
37
Career innovation. The idea that the employment landscape is changing radically was introduced at the beginning of
this article. Consider some of the titles that IEs hold today. Did
they exist 20 years ago or even 10 years ago?
IEs can use their diverse viewpoints and innovative minds
toward examining holes in the organization and being bold
enough to propose new roles to meet the ever-changing needs
of the company or industry. In this way, they create opportunities for themselves and others in a proactive manner.
Setting goals. Based on IEs systems perspective and their
proclivity for measurement, they are logical leaders for setting
goals in the workplace, which is fortuitous. Going forward,
employees are seeking improved work-life integration. One
way to accomplish this is through holistic personal goal planning, which includes an employees work goals in the equation.
IEs are born with an optimization gene that predisposes
them to coach others in this arena where goals are considered
on multiple fronts: performance, personal and developmental.
Almost anything can be accomplished if you clearly understand the goal and its priority, defne the path and make consistent progress.
39
Imagine for a moment that you are responsible for managing a manufacturing facility that has a few specialized
assembly lines producing a handful of variations of the
same widget.
You drive into work each morning and have key questions that you need answered immediately to begin creating your priorities for the day. Are any machines down for
repairs? Have any members of my team called in sick today? Are there any high priority or special orders that I need
to account for? What is my production schedule today, and
what should I prioritize?
These are all pieces of daily information that you require,
40
and you likely have set up reports, analyses and regular communication methods to address these issues.
Now switch the manufacturing setting with a diagnostic
service department (X-ray, MRI, CT scan, ultrasound, etc.)
in a hospital. Which questions do you ask yourself as you begin
each day?
As it turns out, the information required for optimal performance in service areas involves many of the questions listed
above, albeit with a patient-care focus. Yet many healthcare
facilities around the nation have not identifed or implemented
such a standard set of questions, along with the communication of daily logistical information. This is what performance
POP quiz:
What are the
right questions
in hospitals?
Perfor
der prior
huddles help diagram daily priorities
vice areas
By Alex Bohn
41
FIGURE 11
FIGURE
Staffng
Procedures
42
FIGURE 21
FIGURE
Prioritizing orders
This chart shows an example of order prioritization to move patients through hospital
diagnostic service areas.
Start
Outpatient schedule
Previously scheduled daily outpatient appointments from scheduling systems
Priority order
43
44
45
lence, safety and innovation are the foundation that have led
to a very product-focused mindset. Many Mercedes-Benz
dealers in the United States (many of whom had been in business for decades) relied heavily on product quality to build
customer loyalty, and they hadnt addressed the need to design
and engineer the overall experience of customers in MercedesBenz dealerships.
Because of such a strong product focus at Mercedes-Benz,
new competitors entered the marketplace offering to add value
to their products by creating a better dealership experience.
They were integrating effective human services and leveraging technology tools to make the experience easier for customers.
Peter Collins, a retired area manager for MBUSA and current general manager of the Mercedes-Benz dealership in Alexandria, Virginia, explained how things were changing.
When I started with the brand in 1984, there was no Lexus.
There was no Infniti. There was no Acura. Heck, there wasnt
even the Internet, Collins said. Truthfully, whatever Daimler sent us, we sold. That was the luxury market. That clearly
was an era where you were privileged to get a Mercedes-Benz.
However, as the age of consumerism, competition and technology advanced at warp speed, we became vulnerable if all
we offered was a great product.
Mercedes-Benz of Virginia Beach service manager Pat Evans highlighted changing consumer attitudes as a risk factor
encountered by the Mercedes-Benz brand over the last several
years.
Ive been with Mercedes for 30 years. In the 1980s and
early 1990s, we were selling 50,000 to 60,000 cars a year, and
our customers were so in love with our product it didnt matter
what happened to it. Just fx it and get me my car back, Evans
said. Now were selling 400,000. Theres a clientele buying
our product who simply dont want the cars any longer if there
is even the slightest problem, and that includes a simple rattle
or squeak. Mercedes-Benz leadership is faced with positioning the brand in a changing consumer marketplace. Newer
customers, especially those who havent been committed to
the product for fve to 10 years, not only want the best cars in
the world, but they also want the best reliability and the best
consumer experience in the world too.
Rather than designing an optimal customer experience
from the onset and selecting distribution partners who were
contractually obligated to deliver that experience (the foundation of the Lexus brand), Mercedes-Benz USA, under Cannons new leadership, faced the challenge of transforming
the mindset and behavior of longstanding dealers beyond an
established product-centric perspective entrenched through
generations of dealer ownership.
To achieve that transformation, leaders at MBUSA understood that they needed their people to look for technology
solutions that would make the lives of customers easier and
Lab boosts
human performance
Iowa State University recently established
a human factors lab to study how
engineering can augment and
understand human performance.
The Augmentation and Training
of Humans with Engineering in North
America Lab (ATHENA), which opened
in November 2015, is one of four
augmented human research labs in the
world and the only one in North America.
In this lab, we take humans and
make them better, said Richard Stone,
an associate professor of industrial and
manufacturing systems engineering who also
is the labs director and co-founder. Through
technology, training and the principles of engineering, we
can make most tasks better.
Examples include more effective and comfortable body armor and
better and faster training routines for welders and other professionals. One project involves an exoskeleton that helps soldiers and
police offcers learn to fre handguns.
The training tool, made of sheet metal, wraps around a wrist like a sleeve. Wearing the exoskeleton is like having a frearm
instructor holding your hand to help with wrist and fnger control. The technology could be paired with a laser gun, making training
easier and cheaper than live-fre exercises.
The lab also supports courses in occupational biomechanics, human factors, applied ergonomics and work design, cognitive
engineering and human factors in product design.
image for the dealership while also demonstrating their investment in progressive, technology-rich retail experiences. From
the customer vantage point, the Digital Service Drive simply
means ease, convenience and more productive use of time at
the dealership.
The Mercedes-Benz journey to the Digital Service Drive is
largely predicated on addressing changing consumer expectations. Frank Diertl, general manager of aftersales business development, noted that the service was designed to address the
needs of customers who interact with brands through technology and to offer them tools that ft the way they go through
their daily life.
These consumers choose brands based upon the way those
companies enable them to technologically interact, Diertl
said. Not every customer fts into that higher technology
group, but their numbers are increasing. Today, many consumers are looking for ease and for an app that facilitates that
ease. Our customer base is changing right before our eyes.
Zappos, Starbucks and even Dominos Pizza are setting the
Driven to LEAD
Driven to LEAD was the largest customer experience training
program ever initiated by Mercedes-Benz USA. The LEAD
acronym stands for listen, empathize, add value and delight.
The development of the training materials was consistent
with the frst behavior that MBUSA wanted brand representatives to demonstrate: listening. Prior to crafting curriculum
materials, team members at MBUSA interviewed 10 percent
47
viders do all the things solid service brands do and forge strong
emotional connections with customers. Those connections
build customer loyalty and referrals.
Customers often talk about brand connections by suggesting they are delighted or wowed. So what are wow and
delight? They are exceeding customer expectations in small
and large ways. It is demonstrating to customers that you not
only care for them through service excellence but also care
about them through your personal interest, thoughtfulness,
compassion and concern for their needs, well-being and future.
Heres a quick example of how Mercedes-Benz dealership
staff members work to deliver delight to customers. A woman
brought a car in for service and asked the service advisor to let
her know if the team found an earring on the foor. In addition
to performing the requested mechanical tune-up, the service
advisor and a Mercedes-Benz technician took the seats out of
the car to look for the earring.
The astonished customer, upon being presented with the
earring, burst into tears. As it turns out, the earrings were a
special gift from her husband and carried signifcant sentimental value. Only people can forge those types of emotional reactions and connections with other people.
49
case study
SSolutions
l ti iin practice
50
FIGURE 1
Analyzing the
current condition
Business need
Process
walk-through
Process flow
diagram
Pareto chart
Genchi genbutsu
Spaghetti diagram
Phase 1
Phase 2
Defining
target condition
Process flow
diagram
The team analyzed these conditions and discovered that improvement efforts could target
order picking and conveying by
reducing cycle time and standardizing work processes. With
this knowledge, the team began
picking cooler/freezer portions
in sequential order as opposed
to bulk order picking. The result
was that refrigerated and frozen
items were only placed on the
dock when the delivering agency
arrived to pick up the goods.
This reduced congestion on
the shipping dock and increased
overall productivity in the loading dock area.
Before, we were having to
pick refrigerated and freezer goods 24 hours in advance, and
by the end we were down to four hours, Glover said. I think
whats really been powerful is that we got a quantitative, tangible improvement out of the effort.
The lead-time to fulfll an order also declined dramatically,
from three hours to 20 minutes. And training warehouse employees in lean and TPS gave those workers a set of tools and
techniques that led to solutions with the warehouse and docking issues.
TPS focuses on the philosophy of the customer frst, that
people are the most valuable resource, continuous improvement and also managerial roles, Glover said. TPS has been
helpful because of the collective philosophy managerial role
and the technical tools.
Defining strategy
for improvement
Brainstorming
Employee
training-by-doing
KPIs
Kaizen event
6 steps to kaizen
TSSC TPS workshop
Update meetings
Future
improvements
5S process
Standard work
development (TCT)
Baseline
standardization
51
r
research
52
Barry L. Nelson (left) of Northwestern University and Soonhui Lee of Hankuk University
of Foreign Studies developed new ranking-and-selection procedures for computer
simulation that work for all of the typical performance measures and output data.
sity provided a new approach to ranking and selection that is free of nearly all
distributional or performance-measure
assumptions. Their procedures work for
all of the standard performance measures
considered in IE contexts, and discreteor continuous-valued output data from
almost arbitrary distributions that need
not even be the same for each simulated
alternative.
They achieve this generality by substituting intense computation via bootstrapping in place of strong distributional
information. Their paper shows that
the new procedures achieve the desired
probability of correctly selecting the best
system without any special tailoring or
adjustments in problems that defeat existing procedures
CONTACT: Soonhui Lee; shlee2016@hufs.ac.kr;
+82-2-2173-2334; College of Business, Hankuk
University of Foreign Studies, Cyber Building 513,
107 Imun-ro, Dongdaemun-gu, Seoul, 02450, Korea
Haengju Lee (left) and Yongsoon Eun studied consumer choice for determining optimal inventory levels.
the true demand before the stock-outbased substitution effect occurs), while
treating the observed sales data as an
incomplete observation of that demand.
The estimation requires only realistic
data: observed sales, product availability
and market share information. If there
is no knowledge about the choice hierarchy, the hidden choice structure can
be revealed by applying the proposed
method to both the brand-primary
model and the type-primary model.
The one with the higher likelihood is
chosen as the demand structure.
The proposed procedure is tested on
simulated data sets to show how it effectively reveals the hidden hierarchical
demand structure and demand parameters. The authors show numerically why
more accurate demand estimation is important for optimal product assortment
and inventory management. Specifcally, by modeling the demand hierarchy
accurately, retailers can have its assortment plan with less diversity (i.e., fewer
available products) by using the strong
substitution within the product group.
This means that the total expected revenue decreases with less diversity, but the
53
3C Softwares
ImpactECS is
an enterpriselevel costing and
proftability software
ideal for process
manufacturers,
distributors and
service companies.
54
TOOLS TO TRY
The new Cranfeld Precision TTG machine, unlike conventional machine tool platforms, coordinates two rotary
axes and a short linear axis in a Twin Turret design.
This offers two main advantages: stiffness, as the new
machine base is effectively two rotary, highly damped
hydrostatic bearings that resist machining forces, and
thermal stability, as the design enables a simple noncontacting labyrinth seal, making the machine base almost
immune to distortions.
Mullers new
Raptor HPL
semi-automatic
turntable wrapping
machine can
wrap up to 35
loads per hour
and can create
customized wrap
patterns for each
application. In addition, patented strain-gauge technology
enables electronic flm feed and corner compensation. A
motorized power pre-stretch system with adjustable flm
tension control guarantees optimal flm usage. Film
tension control ensures superior load containment
and helps eliminate flm breaks and product
damage.
55
the institute
Keeping pace with IISE
Saturday, May 21
Sunday, May 22
Friday, May 20
56
B
Boeing
software
eengineer Darin
Anderson
A
pprepares a Space
EEnvironmental
Nanostat
N
EExperiment
((SENSE) satellite
ffor fnal testing
aat the Boeing
Huntington Beach
H
ccampus, the site
oof a facility tour
aat this years
cconference.
The exhibit hall always draws a crowd.
Photo credit: Boeing photo
Welcome reception: Network and mingle with exhibitors and peers from 6:15 p.m. to 8 p.m. in the exhibit hall. Conference attendees receive one ticket. Any
additional tickets should be bought during conference
registration.
ABET workshop: The IISE Accreditation Advisory
Council again will sponsor this workshop from 1 p.m. to
5 p.m. to help industrial engineering and industrial engineering technology department chairs and assessment
coordinators prepare for upcoming ABET accreditation
visits. The session can accommodate up to 40 people, and
pre-registration is required. To pre-register, email Bonnie
Cameron at bcameron@iise.org.
Monday, May 23
Tuesday, May 24
57
The institute
training
time
Intro to IE in
Healthcare
June 13-14, Norcross,
Georgia
This course will address
the differences between
traditional industry
and healthcare from an
industrial engineering
perspective and equip
you with the information and tools you need
to be a successful IE in
healthcare.
Introduction to
Industrial Engineering
June 6-8, Norcross,
Georgia
Project Management
Fundamentals
June 9-10, Norcross,
Georgia
Six Sigma Green
Belt for Process
Improvement
June 21-23, Los Angeles;
July 12-14, Norcross,
Georgia
Lean Green Belt
June 28-30, Los Angeles
Healthcare Labor
Management
June 29 - July 1, Norcross,
Georgia
58
Institutional transformation
President-elect Hartman wants IISE to be
the keeper of knowledge of our feld
In the next three years, IISE President-elect Joe Hartman
hopes to help transform the institute into the content provider for everyone who cares about what industrial and
systems engineers do.
I think if someone said the word productivity or quality and they assumed that it meant IISE, then wed all be
President-elect Joe Hartman said a
happy, said Hartman, who took his new post on April 1.
number of quality and productivity
Obviously, IISE isnt at that point yet. Hartman, the
professionals worldwide need
dean of engineering at the University of Massachusetts, IISE training and the industrial
Lowell, hopes that fact changes some in his next three engineering skill set.
years on the IISE board as he transitions to president and
immediate past president. He said institute members generate a ton of great content, but assembling
that information, making it accessible and sharing it in a way that maximizes its use so it can affect,
rather than react to, policy will be the key to growing the institute.
Hartman said he enjoys the monthly news updates he gets from IISE, which members can opt
to receive. But, he said, the American Society for Engineering Education sends out a daily digest
of whats going on in the world of engineering and engineering education. It has helped his life
because he doesnt have to peruse multiple media outlets to fnd what he wants. And the idea of
IISE trawling daily for key words and pointing out articles in The Wall Street Jour al, The New York
Times or The Washi gto Post about how Boeings new production scheme improved productivity
is appealing.
That stuff is happening all the time, and it fnds its way into the major news media, Hartman
said. And to attach IISEs name with these leaps forward in productivity in the real world might
help engage more folks in what we do around here, whether they be industry partners or academics
looking to partner with industry and solve real problems.
For example, Hartman recently visited an alumna of his who is a vice president of operations for
a Fortune 500 company. The materials engineering graduate had walls pasted with charts full of
production schedules, quality data, lead-times, quotas industrial and systems engineering stuff.
Hartman joked that she had become an IE, and she responded that she wished she was. So many
people without an underlying ISE degree are working in our feld, Hartman said, and they need
ISE skills.
You start to understand why our profession and our society are so important, Hartman said.
We dont own operations, but we sure know a whole lot about them. The point is that we can
help this person, and thats the exciting part about being president, knowing that theres this other
group, and I think I see that even more vividly now that Im at a [university] that doesnt have
industrial engineering.
Hartman knows the board has a lot of work to do in fnding the right channels and what people
want, but the way society communicates with each other and gets information has changed tremendously in the last decade, and IISE needs to keep up.
But I do know this: I think its imperative that IISE becomes a keeper of the knowledge of our
feld. Thats what we want to be, the one-stop shop for solutions.
59
The institute
Modeling hope
National Capital Chapter picks Idaho Future City team for IISE award
A team of middle-schoolers from Sacred
Heart Catholic School in Boise, Idaho,
took home IISEs Excellence in Systems
Integration award at the 2016 Future
City National Finals.
Daisy OSullivan, Juliette Crichton
and Coleman Froehlke designed their
city of Mottainai in the country of Sri
Lanka. Their educator was Carol Gado
and their engineer mentor was Daniel
Gado.
The team designed a system to use
anaerobic digestion to recycle the citys
waste, coordinated Mottainais control
systems with a single communications
tower and explained these systems and
their design process with detailed fow
charts and trade-off analyses.
The trade-off analysis particularly intrigued the judging team of Theodore
Nehemias, Joe Scheibeler and William
Liu from IISEs National Capital chapter.
It was really impressive how well
they knew the technologies they were
using in their cities, Nehemias said. I
mean theyre middle-schoolers, and you
think about what you were doing in
middle school, playing sports, and they
Sacred Heart Catholic School in Boise, Idaho, won the IISE Excellence in Systems
Integration award at the 2016 Future City National Finals.
60
The election is scheduled for December. Winners take offce in April 2017.
The three open BOT positions are president-elect; senior
vice president, publications; and senior vice president, technical operations.
Members also will pick a technical operations vice president
and region vice presidents for three regions: Mid-Atlantic,
Great Lakes and Canada.
chapter
check-in
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The institute
I recently
IISE
ooffered a Six Sigma
ggreen belt course
aat the College of
EElectrical Engineers,
Mechanical and
M
IIndustrial (CIEMI)
iin Costa Rica.
TThe institutes
iinternational training
hhas increased
oover the past few
yyears with courses
iin China, Saudi
Arabia, Hungary,
A
Mexico, Nigeria, the
M
Dominican Republic
D
aand Germany.
Employ IISEs
online resources
Access the IISE member directory to search for other
members in your area or those who have similar
professional interests. Tap into the expertise of fellow
members to answer questions or review new ideas.
www.iise.org/directory
www.iise.org/CareerCenter
62
CONFERENCE 2017
63
the frontline
careers
64
65
final five
66
May 24
Fruth Custom Plastics Inc.
1 3 p.m.
Register now at
www.iise.org/Annual
May 2016 | ISE Magazine
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