Industrial Engineer Engineering and Management Solutions at Work

December 2016    |    Volume: 48    |    Number: 12

The member magazine of the Institute of Industrial and Engineers

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Kevin McManus 

Performance by Kevin McManus

Tools or toys
I finally have a smart handheld device — something more than a cell phone. This seems strange because I started in a workplace devoid of personal computers. Plus, today’s handheld computers mostly are used to play games and drain productivity. So have I been gifted a tool or a toy?

Paul Engle 

Management by Paul Engle

Doing due diligence
Many of us have been asked to perform due diligence assignments late in the acquisition cycle. The most important objective is to identify potential risks not apparent from the offering and to verify information provided by sellers or their representatives.

D. Junell Scheeres 

Health Systems by D. Junell Scheeres 

Help develop healthcare leaders
What is more rewarding than working for an inspirational leader? Most studies attribute some level of organizational viability to the competency of the leadership team. Industrial engineers can trace their desire to understand this human contribution to organizational performance back to early pioneers in scientific management like Lillian Gilbreth and Frederick Taylor. Their findings are relevant today.

Nabil Nasr 

Innovation by Nabil Nasr 

Manufacturing for a crowded plant
People everywhere want a better quality of life. Less developed nations will want to match the goods and services enjoyed by more developed neighbors. The only way to satisfy expectations is by significantly increasing manufacturing output. Is today’s industry up to this task? The short answer is no.

Jesse Brogan 

Member Forum by Jesse Brogan 

Performance engineering for better education
Remember that value is determined by customers. Only what the parents receive can have value. Only what the parents value will have value to the public. The proper focus for operating a school is delivery of that value to parents.