Industrial Management - March/April 2010

Contributors in this issueIndustrial Management - March/April 2010

The Benefits of Corporate Volunteerism
By Dan Carrison
Encouraging employees to become involved in charitable projects and community activism on behalf of your company can actually lead to better performance on the job.

By Society for Engineering and Management Systems Board
Michele Dekelbaum and Durward K. Sobek II share their views on transitioning into the healthcare industry and the prospects for lean management in that field. The section also includes a preview of the SEMS events and initiatives at this year’s IIE Annual Conference and Expo in June.

Getting off to a Good Start
By Donald L. Caruth, Gail D. Caruth and Stephanie S. Pane Haden
The first few days and weeks on the job are the "make-or-break" period for many new workers. The key to achieving long-term success instead of facing a quick employee departure is effective employee orientation. This article provides a few simple steps to ensure that new staff members start well.

The Work Force Transformation
By Chris Harris and Rick Harris
A common difficulty in developing a lean work force is that organizations have to run their “normal” business while implementing lean enterprise systems. This challenge often drops lean implementation in priority. But with the economic downturn affecting many organizations, now is a great time to develop a lean work force that is knowledgeable enough and flexible enough to improve a lean enterprise system and react to changing customer demands when the high volumes and good business return.

The Insanity of Failing Projects Continues
By Rick Morris
Rick Morris lamented the misuse of the triple constraint of cost, time and quality in his article, "Stop the Insanity of Failing Projects!" which appeared in the November/December 2008 issue of Industrial Management. The problem of failing projects remains, but in this article, he explains how selecting the right projects and empowering the right project manager can lead to success.

Planning for Profit
By Paul J. Rauseo
Many business people fall prey to the common misconception that more sales will solve any problem. Have you ever experienced a situation in which your sales increased but your bottom line decreased? This problem is a strong indication of uncontrolled expenses. But even though you can cut your way to profitability, it must be engineered. Controlling cost is the key to engineering greater profit.

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