Many international companies have had their overseas operations criticized for not protecting employees’ health and safety – even when the relevant businesses are not controlled by the multinational corporations. Multinationals need to use their clout to improve environmental health and safety down to the far reaches of their supply chains to stave off negative publicity in a linked-up world, according to this article from the November/December 2011 issue of Industrial Management.
An applied research study ferreted out the top “dirty dozen” characteristics of bad bosses, according to this article from the September/October 2011 issue of Industrial Management.
The Chinese New Year is a good time for American businesses to think about cultural business practices when working with representatives from China, according to an expert at Purdue University.
This feature from the July/August 2011 issue of Industrial Management explores a battle for customers waged between manufacturers and distributors. But both parties can achieve future success if they can recognize and leverage the necessary roles each plays to maintain customer relationships.
According to this story from the July 2011 issue of Industrial Engineer, several U.S. cities are laying off first responders and other essential workers or forcing them to operate under furlough to reduce operational costs.
Industry opinion is divided about the benefits of outsourcing, but a holistic, long-term view of this tool’s performance would necessitate looking beyond financial measures to market and consumer-centric measures, according to this article from the May/June 2011 issue of Industrial Management.
This article from the March/April 2011 issue of Industrial Management examines the bold steps leaders and managers must take to give their company a longer lifespan.
According to this article from the January/February 2011 issue of Industrial Management, the best leaders know their employees, develop their skills, use meaningful incentives and deal effectively with low performers.
Failure to hold people accountable could lead to employees viewing you as an ineffective leader, which could infect the workplace with a culture of blame, according to this story from the November/December 2010 issue of Industrial Management.
Capital project executives, contractors, managers and community members can leverage knowledge of superperformance to impact the organization more deeply, according to this story from the December 2010 issue of Industrial Engineer.
In the October 2010 issue of IE, Dan Carrison writes about the management of risks carried out by aggressive engineers who are willing to take them.
Modeling techniques that take their inspiration from nature may seem esoteric, but they have value for managers.
As employers recognize the need for proficient and capable employees, they are also acknowledging methods to obtain and keep the best people. But businesses that intend to use Fitness for Duty Evaluations must abide by ethics and legal matters, according to this July/August 2010 article in Industrial Management.
Reserving cash is an important step for industrial engineering professionals to take in preparation for the signs of economic recovery.
This article from the December 2009 IE discusses how businesses must enhance competition skills as well as reviving a tired work force.
Managers can determine their organizations’ success in how they deliver increasing value in a tough economy. In this feature story from the November/December issue of IM, read about how companies can create maximum long-term success by applying planned, creative usage of a company's resource base.
In his December 2009 column, Industrial Engineer columnist Paul Engle suggests that industries may go one of two ways: consolidate their markets or wait to be consolidated.
Eileen Berman warns that use of technology can be as destructive to health and relationships as it can be valuable to our jobs.
A 21st century performance-centered framework is helpful to analyze performance problems, determine why performance is deficient and identify solutions. The framework also provides a means to identify and execute active management reinforcement strategies to influence and sustain desired results.
Using discretion is critical. This article reflects how arbitrary changes in estimates during planning often result in confusion during execution and shows the benefits of raising or lowering budgets at the early stages.
Members of the Society for Engineering and Management Systems discuss the growing popularity of lean product development and new methods of financial survivability.
In times of economic hardship or rapid internal reorganization, managers must know how to deal with the new pressures that come with change. Leaders must behave differently and realize that their attitude and poise are critical in responding to such trials.
In his November 2009 IE column, Paul Engle remarks that while it is difficult and carries risk, companies must recognize the need for change.
Berman: "Modifying your lifestyle necessitates looking at your present way of living through a different lens."
This course, taking place Nov. 9-10, emphasizes the ways that lean methods help reduce product costs and lead times while at the same time improving product quality and customer service.
With optimism growing about late 2009 and 2010 economic projections, can companies begin betting on future demand again?
Successfully managing employee job performance, especially job performance that impacts customer loyalty and company goals, is essential for the long-term growth of a company.
In every organization, high performance requires high morale. If the conditions outside the workplace do not contribute to the well-being of the employees, then the conditions within the workplace must.
Manufacturing desperately needs help in three areas: competition, compliance and collaboration. Outsourcing is a way that manufacturers can rise to the challenge and achieve an optimized production process.
Issues that have been discussed by retail logistics professionals during the last 20 years and the challenges that they face can help managers in various industrial sectors set the course for tomorrow.
If companies wish to become sustainable organizations, then they should strive to identify and retain the best performers. A planned approach to maximizing human resources can spell the difference between a sustainability and failure.
Industrial and management engineering staff in the University of Belgrade’s Faculty of Organizational Science share a systematic approach to process model design based on business process identification.
The lessons of Enron and WorldCom have revealed that compliance can be a tool of smarter management. In his August IE column, Paul Engle tackles the best way to meet the compliance requirements of the Sarbanes Oxley Act.
Members of the Society for Engineering and Management Systems spotlight four management trends in the latest issue of Industrial Management.
Sustainability is like lean – it offers a new way of seeing a business and its processes, a new way that provides superior results.
Presenters like to be heard, understood and, most of all, remembered. This presentation summarizes essential and consistently stated areas of concentration and preparation that lead to effective presentations.
Industrial Management columnist Eileen Berman gives advice for the recently laid off in her latest column.
Transformational leadership has been shown to correlate with business results but little is known about its development. This paper proposes a method to expand this knowledge by examining the life and career experiences of leaders.
The most effective way to deal with business turbulence is with a pragmatic, disciplined approach and well-defined systems.
There has been little empirical investigation of sustainability determinants for kaizen outcomes. This research reports on the preliminary sustainability results from one manufacturing organization.
There is a science behind being focused; adopting a more focused approach to project management saves time, money and team integrity.
This research presents a framework for effectively involving stakeholders in IT projects' implementation to improve supply chain performance. It includes the Stakeholder Value Mapping process, a nine-step sequential process.
A new costing module called function-based costing can reduce the subjectivity in other costing methods.
This study presents key lessons gathered in a large-scale small to medium-sized enterprise (SME) initiative in the Euregio Meuse-Rhine using 650 SMEs active in a wide range of industries from Belgium, Germany and the Netherlands.
Manufacturing processes management allows managers to prototype plant flow digitally to perfect plans before committing to physical changes.
Understand what IE leaders use to develop their employees to prepare them for promotion from key leaders within the manufacturing, service and knowledge management industries.
Value begins with attractive pricing but goes beyond a low price, according to Paul Engle’s July IE column.
This presentation provides a general look at career paths and the characteristics of today’s career trend. The goal is to provoke some thing thought about finding a balanced work life, as well as an exciting career at the same time.
IIE managing editor Candi Cross shows how Xerox keeps its innovation pipeline filled in the June IE cover story.
Design structure matrix (DSM) has been found effective in revealing project task structure and flow. The objective of this paper is to show managers how a departmental flow analysis can help enhance project task coordination.
In her latest column, Industrial Management columnist Eileen Berman reveals how words can make a big difference during crisis situations.
Jeffrey Sassic, an associate attorney with Bentz Law Firm, explains why it’s important to read all terms in a contract thoroughly.
Wouldn’t it be great if all the decisions that affect the design of an enterprise adhered to a consistent vision of how the enterprise should operate? That’s the purpose of enterprise architecture.
Learning from the past yields only small, incremental improvements over the status quo.
Environmental imperatives are playing an important role in redefining the role of human resources to the tune of a changing environment.
Appropriate performance tools through the emerging study of management engineering can help organizations and the economy as a whole.
The FBI assembled a Flying Squad, a team of volunteer experts who assist with difficult missions. A corporate version of these mobile resource teams may increase the rate of longevity and success in your organization.
A proactive assessment of performance can eliminate weaknesses that threaten customer retainment and new prospects.
Paul Engle asserts that familiar signs of renewed growth in the economy are appearing in his June IE column.
Francine D. Kemp, founder and CEO of Diversity Works!, provides guidance for understanding conflict in multicultural organizations.
Paul Engle advocates a stronger emphasis on enterprise risk management in his May IE column.
This article provides a framework for leveraging core principles of business process management with the evolving body of knowledge and methods of business architecture.
The silver lining to the current economic cloud is that many companies will be forced to make the difficult decisions about their businesses that they have avoided, according to Paul Engle in his April IE column.
In her latest column, Industrial Management columnist Eileen Berman explains why an organization’s atmosphere is set by its managers.
Members of the Society for Engineering and Management Systems spotlight four management trends in the March/April issue of Industrial Management.
Organizational change experts emphasize the need to develop agile companies that anticipate and respond rapidly to changing conditions.
By applying systems theory to an organization, we can visualize and conceptualize the organization as an ever-changing entity comprising integrated parts.
This article shows how well-devised production processes, advanced software and the excellence approach have expanded the effectiveness of automotive companies.
IE columnist Paul Engle explains why the days of easy credit and low-cost capital are behind us.
This research explores the role of innovation centers in stimulating innovation and technology-based entrepreneurship.
Companies that develop a “discounter mentality” can cut cost rapidly only to find that the return to normal pricing is a slow climb; instead, they must capitalize on quality and service.
Originality and courage should not be used sparingly.
In his latest column, Paul Engle warns managers not to assume that customers or suppliers are financially healthy.
Numerous factors contribute to poor corporate cultures, but with awareness and a strategy for improvement, they can be removed.
This research identifies ways to control the Bullwhip Effect (BWE) by understanding it in the context of small companies. It analyzes quantitatively the impact of the interaction between demand management strategies and forecasting methods on BWE.
Monthly IE columnist Paul Engle describes how company management must keep a laser-like focus on cash in these tough economic times.
Value improvement methods are often used in isolation, but by using many techniques and tools together more successful results are obtained.
This study investigates the relationship between maturity levels on eight PMI knowledge areas and perceived organizational performance.
Data management methods support the effort to conquer U.S. energy waste, and they can also be used as part of an asset management trigger system for detecting unhealthy equipment that will fail if left alone.