Industrial Engineer Engineering and Management Solutions at Work

October 2013    |    Volume: 45    |    Number: 10

The member magazine of the Institute of Industrial and Engineers

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PERSPECTIVES

Kevin McManus 

Performance by Kevin McManus

Grinding our gears
Hear that sound? If you listen closely enough, you can hear human gears failing to mesh. Back when standard transmissions were more prominent in cars, it was not uncommon to hear this sound of gears grinding when a novice driver was at the wheel. This unpleasant sound is becoming louder as our organizations lose what little engagement we have left with our workforces.

Paul Engle 

Management by Paul Engle

When to throw in the towel
Many companies operate different product lines and services, divisions or even separate companies. It’s natural to compare and contrast their relative growth and profitability to guide investment. One popular evaluation method developed 30 years ago relies upon the growth rate of the market and the relative market share of the business, presenting management with four quadrants.

William "Ike" Eisenhauer 

Health Systems by William "Ike" Eisenhauer

Keep 'engineering' in healthcare engineering
This July, I had the honor and privilege of participating in the President’s Council of Advisers on Science and Technology workshop. Its goal was to provide recommendations on how to bring industrial and systems engineering to small and medium clinical practices. As an engineer, I was especially excited to see this discussion and this focus of bringing engineering into all levels of clinical practice. When the suggestion period came, I felt like the misunderstood engineer.

James A. Tompkins 

Supply Chain by James A. Tompkins

Inventory: The key to a CEO's heart
So, you reduce supply chain operating costs by 10 percent. Your boss emails you that you are doing a great job. Then your innovative supply chain work creates a 10 percent increase in revenue. The CEO emails to say you are doing a great job. Next, your work in the supply chain reduces finished goods inventory by 10 percent. You go to lunch with the CEO, CFO and chief supply chain officer. Why the different responses? It all comes down to business priorities.