Industrial Engineer Engineering and Management Solutions at Work

April 2014    |    Volume: 46    |    Number: 4

The member magazine of the Institute of Industrial Engineers

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PERSPECTIVES

Kevin McManus 

Performance by Kevin McManus

Check in or check out
I am firmly and unequivocally convinced that all of our management systems are broken badly. Each day, I get hit by too many defects as a customer. But I am just as convinced that we can achieve real management system changes for a better quality of life if enough people check in.

Paul Engle 

Management by Paul Engle

Tough transitions for survival
Leaders initiate the change process by creating a shared need. They effectively communicate that staying on course is no longer viable because of a threat, an opportunity or external economic forces. They instill a sense of urgency by using data, demonstration, demand or diagnosis.

D. Junell Scheeres 

Health Systems by D. Junell Scheeres

Facility planning can improve healthcare
Experience in process efficiency principles, information technology and layout can optimize design of the care environment while change management skills will guide healthcare workers through the transition. Still, remember that building a healthcare facility may require some different considerations than traditional buildings.

Paul Templin 

Manufacturing by Paul Templin

Unrealistic expectations
We know the Project Management Body of Knowledge definitions. We understand the trade-offs between resources, schedule and scope. Still, we fall into the same traps because our elegant project planning models and processes fail to capture the fact that corporate America has fundamental top-down forces of bureaucratic and economic competition and survival.