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The Future of Industrial Engineers

AIM Conference “Enterprise Restructuring/Improvement”. The Future of Industrial Engineers. Skopje, September, 2011. Prof. Robert Minovski, PhD. Content. Part 1:Presentation of the Division of the IE&M Part 2: The Future of Industrial Engineers The Future of Industrial Engineering

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The Future of Industrial Engineers

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  1. AIM Conference “Enterprise Restructuring/Improvement” The Future of Industrial Engineers Skopje, September, 2011 Prof. Robert Minovski, PhD

  2. Content Part 1:Presentation of the Division of the IE&M Part 2: The Future of Industrial Engineers The Future of Industrial Engineering The Future of the Education of Industrial Engineers The Future Demand for Industrial Engineers General Conclusion

  3. Part 1:Presentation of the Division of the IE&M

  4. Part 1:Presentation of our Division of IE&MFaculty of Mechanical Engineering - Structure FACULTY OF MECHANICAL ENGINEERING Computing and other technical Administration support Institute of Institute of Institute of Institute of Institute of Welding Section of Hydraulic, Mechanization Institute of Manufacturing Thermo technique and Welding Mathematics and Pneumatic and Machines and Mechanics Engineering and Thermo energy Constructions Informatics Automation Vehicles Division: Division: Industrial Division: Metal cutting Engineering and Deformation Machines and Management Technology Processes

  5. Our Mission • to contribute to the development, management and overall improvements of the manufacturing and servicing organizations through • relevant regular and continuous education, research and technology transfer, collaborating with experts in different fields

  6. Division of Industrial Engineering and Management: Activities Education Research Applied Projects • Manufacturing systems • Operations research • Management • Project Management • Product Development • Work Study • Management of Technology • Entrepreneurship and Small Business • Modeling and Simulation • . . . • Methodology for Enterprise Restructuring • CAPP • IS • Technical Investment Planning • Organizational Design • Capacity Planning • HRM • PPC • . . . • Enterprise Restructuring • Factory Planning • Implementation of New Technologies • Continuous Improvement • Investment Planning • Business Start-Up • Quality Management • Logistics and SCM • Process optimization • . . .

  7. Part 2: The Future of Industrial Engineers The Future of Industrial Engineering Definition of IE Brief overview of the history of IE Brief overview of the present status of IE Future directions of IE Development of the methods on the example of the Performance Measurement Systems (PMS) The importance of the PMS Our work connected with PMS and enterprise restructuring Our future work on PMS and enterprise restructuring The Future of Education of Industrial Engineers The Future Demand for Industrial Engineers

  8. to design or to improvement systems for the physical distribution of goods and services and to determine the most efficient plant locations. Definition of Industrial Engineering determine the product requirements. design production planning and control systems to coordinate activities and ensure product quality to increase/maximize productivity through the management of people, methods of business organization, and technology to develop methods for handling and transporting materials to increase/maximize efficiency development of production planning and control procedures to design or to improvement systems for the physical distribution of goods and services and to determine the most efficient plant locations. develop wage and salary administration systems and job evaluation programs to eliminate worker fatigue redesign and standardization of manufacturing processes develop management control systems to aid in financial planning and cost analysis

  9. In few words I would say that Industrial Engineering is dealing with the optimization of systems and processes(in given circumstances)

  10. General Hipo(thesis) The basic ideas connected with the IE stays the same they are completely the same as the initial ones and no changes in that direction are expected

  11. Brief overview of the IE history (1) Non-formal, very early beginnings may be located with the cognitive functioning of the people The real beginnings are connected with the industrial revolution For the first time the term “Industrial Engineering” appears in 1901 in the journal “The Engineering Magazine” by James Guin The fundamental breakthroughs are made by the people like Taylor and Gilbreth

  12. Brief overview of the IE history (2) First implementation was associated with the production organizations and direct workers In the 70-ies and 80-ies in the last century serious introduction of the mathematical tools occurred – Operational Research are becoming a part of every serious course of IE First steps toward implementation of IE for indirect work places were done, together with the implementation in service organizations

  13. Brief overview of the present situation of IE

  14. New approaches that are now implemented in IE ERP (Enterprise Resource Planning) CRM (Customer Relationship Management) SCM (Supply Chain Management) BI (Business Intelligence) SD (Systems Dynamic) SaaS (Software as a Service) …

  15. The future of IE - General Hipo(thesis) The basic idea connected with the IE stays the same it is completely the same as the initial one and no changes in that direction are expected What will be changed is: New methods that will be applied New (non-typical) areas of implementation New types of organizations

  16. New methods Future demands Greater accuracy Bigger speed More complex organizations Methods with more solid mathematical background More intensive utilization of IT

  17. New non-typical areas Type of organization service manufacturing typical direct non-typical indirect Type of workers Typical areas

  18. Why there and why now? Same principles of IE can be applied in those industries Over-saturation (to some extent) of the implementation of the IE in traditional/typical areas Extreme growth of the turnover in some non-typical industries, like sports and entertainment

  19. Some examples of Sports Business Management study programs

  20. New types of companies Type of organization service manufacturing big direct medium indirect small & micro Type of workers Company size

  21. Why there and why now? Small and micro organizations are dealing with less complex problems in general They have limited resources, especially in man-power Over-saturation of the implementation of the IE in big and (to some extent) in medium enterprises Many IE approaches can be modified and delivered to small and micro organizations in the similar way as SaaS The big number of small and micro organizations

  22. Performance Measurement Systems (PMS) Why PMS? They are the backbone of the continuous improvement which makes them important and connected with several other approaches, like: Enterprise Restructuring TQM BI Simulation etc.

  23. COMPASS (methodology for enterprise restructuring) – basic idea

  24. COMPASS – the PMS model

  25. Future work on COMPASS Implementation of more reliable and accurate methods for support of the generation of Success Factors Concurrent Markov Decision Processes (CMDP) - modeling of certain subKEs Method of Minimal Squares (together with the decision tree) - to make causal-effect analysis on certain subKEs in order to quantify the impact of certain influential factors Improvement of the simulation part Discrete Event Simulation (DES) System Dynamic (SD) Hybrid Simulation Model

  26. Aplication of Method of Minimal Squares in COMPASS

  27. Hybrid Simulation Model Importance of competitiveness indicator Performance of competitiveness indicator

  28. Part 2: The Future of Industrial Engineers The Future of Industrial Engineering The Future of the Education of Industrial Engineers The Future Demand for Industrial Engineers

  29. General directions The education in the near future in general will continue to follow the idea of Competence Based Learning Generic competences Specific competences

  30. General Competences – some examples

  31. Specific competences – some directions Solid basics of mathematics and IT Strengthening some of the core IE subjects, like MoT, Modeling and Simulation, PPC, etc. Strengthening the corpus of competences that will prepare industrial engineers for management positions, through subjects like General Management, Human Resource Management, Economical and Financial Aspects in Organizations, Marketing, Business Law and Negotiation, etc. Some traditional subjects/courses may lose their strong importance and may be incorporated in other courses, like Work Study in PPC or Process Planning or Ergonomics, etc.

  32. Part 2: The Future of Industrial Engineers The Future of Industrial Engineering The Future of Education of Industrial Engineers The Future Demand for Industrial Engineers

  33. Employment of industrial engineers (source:US Department of Labour, 2008)

  34. Avg. starting salary offers for BSc graduates in IE (source:US Department of Labour, 2008)

  35. Predicted employment growth of industrial engineers(source:US Department of Labour, 2008)

  36. Conclusion on the future of the industrial engineers The demand for this profile will grow (at least in the near future) due to the urging need of the enterprises to optimize their functioning through reduction of costs, increased productivity, etc. This profile will become more complex - additional methods will be encompassed in IE Vocational training and LLL approach will become more important

  37. Something extra This conclusion will focus on possible activities of AIM To establish a new journal on IE http://www.mesj.ukim.edu.mk To work on defining a core competences that should be delivered by every EU University that gives education in IE

  38. Thank you for your attention Prof. Robert Minovski Head of the Institute of Production Engineering and Management, Faculty of Mechanical Engineering, University of Ss. Cyril and Methodius – Skopje robert.minovski@mf.edu.mk

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