This IIE division is devoted to advancing the knowledge of lean practices.
Engineering Lean & Six Sigma Conference 2012
This three-day conference in Louisville, Ky., brings together practitioners and developers to share the successes and identify the opportunities for applying proven tools and methods.
Process Industries Division
This IIE division is a forum for the exchange of ideas in theory and practice of industrial engineering techniques applied to process industries.
IIE Transactions – Design & Manufacturing
One of four focused issues of IIE Transactions, a refereed journal devoted to publishing original research.
Manufacturing by Paul Templin
Find out the latest manufacturing issues and innovations in this quarterly column by materials engineer and supply chain professional Paul Templin.
Lean Enterprise Training
From basic overview to specialized applications, IIE lean courses provide you with the practical information, skills and tools to implement what you learn as soon as you return to work.
Companies that have been successful with lean have focused not only on the 'hard side' of continuous improvement, but also on the 'soft side' of respect for people. The challenge for any company implementing lean is to learn the nature of the culture that must be fostered in order to build the soft side. Studying what people in the culture actually think their roles are could be a good start, according to this article from the February 2012 issue of Industrial Engineer.
This Jan. 25, 2012, article from Manufacturing.net examines how US Synthetic, a Utah-based diamond solutions manufacturer, employed a unique strategy for continuous improvement and earned the 2011 Shingo Prize.
The Washington Department of Corrections has responded to the weak U.S. economy by finding ways to reduce costs while also teaching offenders skills in lean manufacturing, according to this article from the January 2012 issue of Industrial Engineer.
Editors of the Journal of Enterprise Transformation are inviting papers for its special issue (Volume 3, Issue 2) on lean enterprise transformation.
In this article from the October 2011 issue of Industrial Engineer, contributor Reginald Tomas Yu-Lee writes that when you look through the lenses of explicit cost dynamics, the impact of eliminating wastes on costs is fairly marginal at best. It isn’t that the opportunity isn’t there. It just means that eliminating the waste, itself, won’t lead to cost reduction. This article explores additional lean methods to save costs.
Using focus groups, supplier surveys and other data, researchers have identified five views of lean sigma and 10 program management disciplines that lean sigma leaders need to develop in order to achieve world-class performance, according to this article from the June 2011 issue of Industrial Engineer.
This June 21, 2011, article from Inc. offers tips to small business owners for streamlining and maintaining an efficient international supply chain.
This case study from the May 2011 issue of Industrial Engineer examines how CaringBridge uses lean to keep up with the demand for the latest Web applications.
Reorganization fever is a symptom of many large organizations, but relevancy is the key to making it worth the while, says IE columnist Paul Templin in his May 2011 Manufacturing column.
In this feature from the January 2011 issue of Industrial Engineer, contributor Peter King discusses identifying potential bottlenecks within operations and the importance of improving the performance of the bottleneck step in meeting customer demand.
In his February 2011 IE column, Paul Templin discusses the challenges of technical support and project management across different time zones.
This feature from the November 2010 issue of Industrial Engineer magazine describes how work measurement tools could cut pricing for software development.
Effectively dealing with cognitive dissonance can sell process improvement methods, according to this August 2010 story from Industrial Engineer. However results are classified, the responsibility of accurate and timely communication with customers can't be overlooked.
In his August 2010 IE column, Paul Templin explains how identical processes and parameters in different parts of the world can still produce different results.
J T Black and Don T. Phillips explore a brief history of industrial engineering and the role it has to the future in this feature from the June 2010 issue of Industrial Engineer.
Paul Templin writes in his November 2009 IE column that employees can handle change much better if such news is shared through direct communication.
In the November 2009 IE, read about work by Kumar Rajaram and Zhili Tian supporting design optimization methods of semicontinuous processes in manufacturing.
Vinyltek in Vancouver, British Columbia, has seen its sales doubled over three years, but was it ready for such demand? In this case study from the December issue of Industrial Engineer, read how Vinyltek's president looked to an old colleague for help in a new lean strategy.
A L'Oreal cosmetics plant in Little Rock, Ark., is marking 100 years of its parent company's business by increasing productivity through lean manufacturing, kaizen, 5S and other IE management
tools. It's a strategy that the international company could likely implement across the map.
In this expanded version of a case study featured in the October issue of Industrial Engineer magazine, a product assembly manager at a Bosch Rexroth facility in Lancaster, Pa., discusses recent lean transformations applied to the production of "future-proof" security technology.
This feature from the October issue of Industrial Engineer examines the impact of decision analysis on how industrial engineers can better inform or educate customers, so that they have something more to show than just a bunch of numbers.
Paul Templin provides five rules for using statistical process control in his August IE column.
WIKA Instrument Corp.'s Lawrenceville, Ga., facility is a shining example of nearly a decade of lean transformation. Read about how this German-based company uses lean to survive today's turbulent economy.
Have you ever wondered why it takes so long to become proficient in lean methods? Author Rick Duncan, a lean process engineer working for Amylin Pharmaceutical LLC, explains how to set up lean operations in the startup of a new manufacturing facility.
Learn how to map the process flow and identify activities that add value from the customer’s perspective in this three-day intro course beginning Sept. 30.
WIKA Instrument Corp.’s Lawrenceville, Ga., facility is a shining example of nearly a decade of lean transformation.
Occupational expert Lawrence Shatkin asserts that industrial engineering is one of 15 professions that will benefit from the American Recovery and Reinvestment Act in his book, Great Jobs in the President's Stimulus Plan.
The Juran Institute’s Steven Doerman describes how companies can map themselves into good position after the economic recovery using lean principles.
In this interview with IIE, manufacturing journalist Thomas Cutler addresses scheduling one-of-a-kind products and projects in engineering-to-order environments.
Blogger Joe Ely ponders the lack of common sense at an auto supply store.
Merwan Mehta, an associate professor in the technology systems department at East Carolina University, describes how activity efficiency (AE) can help balance a process and help balance a team.
Author Bill George’s seven lessons for leading organizations through major crisis
Researchers at the University of Toronto’s Center for Maintenance Optimization and Reliability Engineering (C-MORE) describe how asset manager can make optimal maintenance decisions.
The employees of Stiles Associates mix football metaphors with lean methods to mange its day-to-day operations.
One of three companies to earn a Malcolm Baldrige Quality Award in 1988, the year that the awards program was established, Motorola Inc. turned judges' heads with a ten-fold improvement initiative of zero defects in its products and services worldwide.
In his May IE column, Paul Templin describes how manufacturing must be a team sport.
Leading lean and quality expert Elizabeth Cudney constructs a complete how-to guide that any organization can employ to start a lean effort correctly and keep it on track.
Engineer-to-order challenges for the industrial engineer
Most leaders do a pretty good job of talking about the need to be lean, and approving training dollars for learning about lean tools, but are these same leaders trying to make their own leadership systems as lean as they could be?
For Garlock Sealing Technologies, facilities planning meant as much to the community as it did to the company.
Lean and Six Sigma are the two of today’s most popular business improvement approaches.
This free webinar details key success factors for integrating lean and Six Sigma in a health care setting.
Buffer placement and simulation improve a production line for a cake packager.
As a result of increasing focus on lean in competitive manufacturing, maintenance management has found a new vigor and purpose to increase equipment capacity and capability. This paper develops a value stream map for maintenance to evaluate the non-value-added activities.
John Wilson, an industrial engineering supervisor for Boston Scientific Corp., shows that value stream maps start and end at customer satisfaction.
Effective use of programs such as lean manufacturing, Six Sigma, and OEE (overall equipment efficiency) yields results that are too valuable to ignore. But where do you start?
Changing a manufacturing system from push to pull production control, while ultimately beneficial, can be disruptive. This paper studies the transition process in a single-stage manufacturing system.
LFD was developed to fill the need for a method that determines the lean implementation point using customer needs in determining process steps. Researchers tested the effectiveness of an LFD tool and developed a computer program to show the real-world application of the proposed tool.
Cintas Corp.’s clean room laundry facility outside of Detroit is equipped with process isolation control that allows for simultaneous, linear batch lot flow of clean room garments.
VSM is an important technique used in lean manufacturing. See how one researcher developed a simulation model template for VSM to help validate the findings of mapping efforts.
Organizations continue to seek innovative ideas for improving their processes and retaining a competitive edge. Kaizen focuses on improving a work area or an organization in incremental steps.
Professor Adedeji Badiru describes how partnerships, specifically the concept of extrapreneurships, will keep manufacturers’ doors open.
Quality icons Shigeo Shingo and Mikel Harry make extreme and opposite claims about the right approach to quality improvement. Shingo has no use for statistical methods while Harry believes they are indispensable. This author contends that they are both correct in their non-overlapping universes.
Industries as diverse as health care and construction, not to mention all manner of manufacturers, have proven that the lean philosophy is applicable and beneficial to them. But government agencies have distinct differences that make them a challenging opportunity to apply lean principles.
IE columnist Paul Templin contemplates the future of U.S.-based technology workers in manufacturing.
This essay deals with the economic impact of production and manufacturing operations while making product with the existing process. The bottom line is that most production processes are underutilized, and the use of mature, accessible mathematical technology unlocks that latent capacity, which is of significant value.
Today’s customers have come to expect world-class quality in the goods and services they purchase. The management of diversity is essential for creating an environment in which people from different walks of life can come together as a unified team to produce world-class quality.
For Kahiki Foods Inc., a manufacturer of Asian-themed frozen foods for North America, lean transformation leaves a great taste.
A couple of years ago, Eva Kaplan-Leiserson, a staff writer with the National Society of Professional Engineers (NSPE), featured the activities of IIE’s Lean Division in PE magazine to share our story with NSPE’s members. NSPE has kindly consented to having us reprint the article for the benefit of our own membership.
There is a law regarding variability in production management that increasing the variability in workflow always degrades the performance of a production system. Understanding its implications in projects and creating predictable workflow is the way to start improving project performance.