Difference between revisions of "Systems Engineering and Industrial Engineering"
| Line 89: | Line 89: | ||
===Primary References=== | ===Primary References=== | ||
| − | IIE. 1992. ''Industrial Engineering Terminology, Revised Edition''. Institute of Industrial Engineers (IIE). Accessed 7 March 2012 at [http://www.iienet2.org/Details.aspx?id=645 the IIE site.] | + | IIE. 1992. [[''Industrial Engineering Terminology, Revised Edition'']]. Institute of Industrial Engineers (IIE). Accessed 7 March 2012 at [http://www.iienet2.org/Details.aspx?id=645 the IIE site.] |
| − | Salvendy, G. (ed.) 2001. ''Handbook of Industrial Engineering, Technology and Operations Management | + | Salvendy, G. (ed.) 2001.[[ ''Handbook of Industrial Engineering, Technology and Operations Management.'' ]] 3rd ed. John Wiley & Sons, Inc. |
| − | Zandin, Kjell B. (ed.) 2001. ''Maynard's Industrial Engineering Handbook | + | Zandin, Kjell B. (ed.) 2001. [[''Maynard's Industrial Engineering Handbook.'']] 5th ed. McGraw-Hill. |
===Additional References=== | ===Additional References=== | ||
Revision as of 12:16, 30 August 2012
industrial engineering (IE) is concerned with the design, improvement and installation of integrated systems of people, materials, information, equipment and energy. It draws upon specialized knowledge and skill in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design, to specify, predict, and evaluate the results to be obtained from such systems. (IIE 1992)
Industrial engineering embodies several of the complementary aspects within systems engineering (ie., Production Planning and Analysis, Continuous Process Improvement, etc.) and as part of the engineered systems domain (Production Control, Supply Chain Management, Operations Planning and Preparation, Operations Management, etc.) as depicted in [Figure 2] of the SEBoK Part 1 Scope and Context of the SEBoK article.
This knowledge area covers the overarching aspects of industrial engineering and describes the synergies between IE and SE.
To download a PDF of all of Part 6 (including this knowledge area), please click here.
Overview of Industrial Engineering
Industrial Engineers are trained to design and analyze the components comprising man-machine systems. They bring together individual elements that are designed via other engineering disciplines and properly synergize these subsystems together with the people components for a totally integrated man-machine system. Industrial Engineers are focused with the improvement of any system that is being designed or evaluated. They make individual human tasks more productive and efficient by optimizing flow, eliminating unnecessary motions, utilizing alternate materials to improve manufacturing, improving the flow of product through processes, and optimizing the configuration of work spaces. Fundamentally, the Industrial Engineer is charged with reducing costs and increasing profitability through more efficient use of human, material, physical, and/or financial resources. (Salvendy 2001)
A Systems Engineer leverages Industrial Engineering knowledge to provide
- Production Planning and Analysis
- Systems Integration
- Lifecycle Planning and Estimating
- Change Analysis and Management
- Continuous Process Improvement
- Quality Assurance
- Business Case Analysis / Return on Investment
- Engineering Management
- Systems Integration
Industrial Engineers complement Systems Engineers with knowledge in
- Supply Chain Management
- Budgeting and Economic Analysis
- Production Line Preparation
- Production
- Production Control
- Testing
- Staffing, Organizing, Directing
- Cost, Schedule, and Performance Monitoring
- Risk Monitoring and Control
- Operations Planning and Preparation
- Operations Management
Industrial Engineering Body of Knowledge
The current overview of the industrial engineering body of knowledge is provided in the Handbook of Industrial Engineering (Salvendy 2001) and Maynard's Industrial Engineering Handbook (Zandin 2001). The Institute of Industrial Engineers (IIE 1992) is currently in the process of developing a specific Industrial Engineering Body of Knowledge. Additionally, Industrial Engineering terminology defines specific terms related to the industrial engineering profession. Definitions used in this section are from this reference. A recommended introductory text providing an overview of Industrial and Systems Engineering is provided as a reference. (Turner et al. 1992)
The elements of Industrial Engineering include the following:
Operations Engineering
Operations Engineering deals with the management and controls necessary to effectively execute a business. Knowledge in the areas of product and process life cycles, forecasting, project scheduling, production scheduling, inventory management, capacity management, supply chain, distribution, and logistics, and are key to this area. Concepts such as Materials Requirements Planning and Enterprise Resource Planning find their roots in this domain.
Operations Research
Operations Research is the organized and systematic analysis of complex situations, such as arise in the activities of organizations of people and resources. The analysis makes use of certain specific disciplinary methods, such as probability, statistics, mathematical programming, and queuing theory. The purpose of operations research is to provide a more complete and explicit understanding of complex situations, leading to an optimum performance utilizing the resources available. Models are developed that describe deterministic and probabilistic systems, and these models are employed to aid the decision maker. Knowledge areas in operations research include linear programming, network optimization, dynamic programming, integer programming, nonlinear programming, metaheuristics, decision analysis and game theory, queuing systems, and simulation. Classic applications include the transportation problem and the assignment problem.
Production Engineering / Work Design
Production Engineering is the design of a production or manufacturing process for the efficient creation of a product. Included in this knowledge area is classic tool and fixture design, selection of machines to produce product, and machine design. Closely related to Production Engineering, Work Design encompasses the design of processes, procedures, and work areas for the efficient creation of goods and services. Knowledge in work simplification and work measurement are key to Work Design. These elements form a key foundation, along with other knowledge areas in Industrial Engineering, for lean principles.
Facilities Engineering and Energy Management
Facilities Engineering deals with the optimum organization of factories, buildings, and offices. In addition traditional aspects of the layout inside a facility, material handling equipment and storage/warehousing are part of the knowledge. This area also encompasses the optimal location of facilities along with the sizing of facilities for the activities they are required to contain. Understanding of code compliance and use of standards is incorporated. The Energy Management aspect of this area includes atmospheric systems along with lighting and electrical systems. Through the development of responsible management of resource use in the Energy Management domain, Industrial Engineers have established a basis in Sustainability.
Ergonomics
Ergonomics is the application of knowledge in the life sciences, physical sciences, social sciences, and engineering dealing with the interactions between the human and the total working environment, such as atmosphere, heat, light and sound, as well as all tools and equipment of the workplace. Ergonomics is sometimes referred to as Human Factors. Knowledge in anthropometric principles, standing/sitting, repetitive task analysis, work capacity and fatigue, vision and lighting, hearing, sound, noise, vibration, human information processing, displays and controls, and human-machine interaction encompass this area. Additionally, the organizational and social aspects related with this knowledge area are considered.
Engineering Economic Analysis
Engineering Economy encompasses the techniques concerned with the evaluation of the worth of commodities and services relative to their costs and with methods of estimating inputs. Engineering economic analysis is used to evaluate system affordability. Fundamental to this knowledge area are value and utility, classification of cost, time value of money and depreciation. These are used to perform cash flow analysis, financial decision making among alternatives, replacement analysis, break-even and minimum cost analysis, accounting and cost accounting, decision making involving risk and decision making involving uncertainty, and estimating economic elements. Tax implications involved in economic analysis are also included.
Quality & Reliability
Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. Reliability is the ability of an item to perform a required function under stated conditions for a stated period of time. The understanding of probability and statistics form a key foundation to these concepts. Knowledge areas in quality and reliability include quality concepts, control charts, lot acceptance sampling, rectifying inspection and auditing, design of experiments, and maintainability. Six Sigma has its roots in the Quality domain, however its applicability has grown to encompass a total business management strategy.
Engineering Management
Engineering Management refers to the systematic organization, allocation, and application of economic and human resources in conjunction with engineering principles to business practices. Knowledge areas include organization, people, and teamwork, customer focus, shared knowledge systems, business processes, resource and responsibility, and external influences.
Supply Chain Management
Supply Chain Management deals with the management of goods and services required as input from outside sources for a business to produce its own goods and services. Included as part of the input is information. Knowledge areas include building competitive operations, planning and logistics; managing customer and supplier relationships; and leveraging information technology to enable the supply chain.
References
Works Cited
IIE. 1992. Industrial Engineering Terminology, Revised Edition. Institute of Industrial Engineers (IIE). Accessed 7 March 2012 at the IIE site.
Salvendy, G. (ed.) 2001. Handbook of Industrial Engineering, Technology and Operations Management, 3rd ed, John Wiley & Sons, Inc.
Turner, Wayne C., Joe H. Mize, Kenneth E. Case and John W. Nazemtz. 1992. Introduction To Industrial And Systems Engineering, 3rd ed, Prentice Hall.
Zandin, Kjell B. (ed.) 2001. Maynard's Industrial Engineering Handbook, 5th ed, McGraw-Hill.
Primary References
IIE. 1992. ''Industrial Engineering Terminology, Revised Edition''. Institute of Industrial Engineers (IIE). Accessed 7 March 2012 at the IIE site.
Salvendy, G. (ed.) 2001.''Handbook of Industrial Engineering, Technology and Operations Management.'' 3rd ed. John Wiley & Sons, Inc.
Zandin, Kjell B. (ed.) 2001. ''Maynard's Industrial Engineering Handbook.'' 5th ed. McGraw-Hill.
Additional References
Turner, Wayne C., Joe H. Mize, Kenneth E. Case and John W. Nazemtz. 1992. Introduction To Industrial And Systems Engineering, 3rd ed, Prentice Hall.
Operations Engineering
Hopp, W., & M. Spearman. 2001. Factory Physics, 3rd ed, McGraw-Hill.
Heizer, J. & B. Render. 2001. Operations Management, 6th ed, Prentice Hall.
Mantel, S., J. Meredith, S. Shafer, & M. Sutton. 2008. Project Management in Practice, John Wiley & Sons.
Operations Research
Banks, J., J. Carson, B. Nelson, & D. Nicol. 2005. Discrete-Event System Simulation, 4th ed, Prentice Hall.
Hillier, F. & G. Lieberman. 2010. Introduction to Operations Research, 9th ed, McGraw Hill.
Kelton, W. David, R. Sadowski, & D. Sturrock. 2006. Simulation with Arena, 4th ed, McGraw-Hill.
Law, A. 2007. Simulation Modelling & Analysis, 4th ed, McGraw-Hill.
Winston, W. & J. Goldberg. 2004. Operations Research Applications & Algorithms, Thomson Brooks/Cole.
Production Engineering / Work Design
Freivalds, A. 2009. Niebel’s Methods, Standards, and Work Design, 12th ed, McGraw-Hill.
Groover, M. 2007 Work Systems: The Methods, Measurement, and Management of Work, Pearson-Prentice Hall.
Grover, M. 2007. Fundamentals of Modern Manufacturing, 3rd ed, John Wiley & Sons.
Konz, S., & S. Johnson, 2008. Work Design: Occupational Ergonomics, 7th ed, Holcomb Hathaway.
Meyers, F. & J. Stewart, 2001 Motion and Time Study for Lean Manufacturing, 3rd ed, Prentice Hall.
Facilities Engineering and Energy Management
Garcia-Diaz, A. & J. MacGregor Smith. 2008. Facilities Planning and Design, Pearson-Prentice Hall.
Tompkins, J., J. White, Y. Bozer, & J.Tanchoco. 2003. Facilities Planning, 3rd ed, Wiley.
Ergonomics
Chaffin, D. & G. Andersson. 1991. Occupational Biomechanics, Wiley.
Wickens, C., S. Gordon, & Y. Liu. 2004. An Introduction to Human factors Engineering, Pearson-Prentice Hall.
Engineering Economic Analysis
Blank, L.T. & A.J. Tarquin. 2011. Engineering Economy, 7th ed, McGraw-Hill.
Newnan, D., T. Eschenbach, J. Lavelle. 2011. Engineering Economic Analysis, 11th ed, Oxford.
Parl, C. 2007. Fundamentals of Engineering Economics, Prentice Hall.
Thuesen, G., & W. Fabrycky. 2001. Engineering Economy, 9th ed, Prentice Hall.
Quality & Reliability
Ebeling, C. E. 2005. An Introduction to Reliability and Maintainability Engineering. Long Grove, IL, USA: Waveland Press, Inc.
Hawkins, D., & D. Olwell. 1998. Cumulative Sum Chars and Charting for Quality Improvement. New York, NY, USA: Springer.
Kiemele, M., S. Schmidt & R. Berdine. 1999. Basic Statistics: Tools for Continuous Improvement. 4th ed. Colorado Springs, CO, USA: Air Academy Press.
Montgomery, D. & G. Runger. 2007. Applied Statistics and Probability for Engineers. 4th ed. Hoboken, NJ, USA: John Wiley & Sons.
Montgomery, D. 2013. Design & Analysis of Experiments, 8th ed. Hoboken, NJ, USA: John Wiley & Sons.
Montgomery, D. 2009. Introduction to Statistical Quality Control. 6th ed. Hoboken, NJ, USA: John Wiley & Sons.
Quality Staff. 2006. Data Quality Assessment: Statistical Methods for Practitioners. Washington, DC, USA: Environmental Protection Agency.
Engineering Management
Gido, J. & J. Clements. 2009. Successful Project Management, South Western.
Kersner, H. 2009. A Systems Approach to Planning, Scheduling, and Controlling, 10th ed, John Wiley & Sons.
Supply Chain Management
Jacobs, F. & R. Chase. 2010. Operations and Supply Chain Management , McGraw-Hill.
Mentzer, J. 2004. Fundamentals of Supply Chain Management: Twelve Drivers of Competitive Advantage, Sage.
SEBoK Discussion
Please provide your comments and feedback on the SEBoK below. You will need to log in to DISQUS using an existing account (e.g. Yahoo, Google, Facebook, Twitter, etc.) or create a DISQUS account. Simply type your comment in the text field below and DISQUS will guide you through the login or registration steps. Feedback will be archived and used for future updates to the SEBoK. If you provided a comment that is no longer listed, that comment has been adjudicated. You can view adjudication for comments submitted prior to SEBoK v. 1.0 at SEBoK Review and Adjudication. Later comments are addressed and changes are summarized in the Letter from the Editor and Acknowledgements and Release History.
If you would like to provide edits on this article, recommend new content, or make comments on the SEBoK as a whole, please see the SEBoK Sandbox.
blog comments powered by Disqus