1. EVOLUTION OF INDUSTRIAL ENGINEERING Prof. Dr. Orhan TORKUL Res. Assistant M. Raşit CESUR

2. Definition of Industrial Engineering In 1955 American Institute of Industrial Engineers defined Industrial as following; Industrial enginnering (IE) is concerned with the design, improvement, and installation of integrated systems of men, materials, 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.

3. History of IE There is a general consensus that industrial revolution began in England during the middle 18th century. The most important invention was the steam engine invented by James Watt. This invention provided cheaper power and led industries lower production costs. The concepts presented by Adam Smith in his treatise The Wealth of Nations also lie at the foundation of what eventually became the theory and practice of IE. The feasibility of interchangeable parts as a sound industrial practice was proven through the efforts of Eli Whitney and Simeon North in the manufacture of muskets and pistols for the U.S. government.

4. Pioneers of IE Frederick W. Taylor; The core of Taylor’s system consisted of breaking down the production process into its component parts and improving the efficiency of each. Taylor was trying to do for work units what Whitney had done for material units: standardize them and make them interchangeable. Taylor’s contribution to development of “time study” was his way of seeking the same level of predictability and precision for manual tasks that he had achieved with his formulas for metal cutting. Frank and Lilian Gilbert; By applying the motion picture camera to the task of analyzing motions they were able categorize elements of human motions into 18 basic elements or therbligs.

5. The Role of Industrial Engineers in an Organization Industrial engineers are perceived tobe stopwatch – and – clipboard bound supervisors. The fact that industrial engineers will be spend time to study and throughly understand the current activites of an organization and will be able to link changes to improvement in financial terms, makes industrial engineer a valuable asset. The ability to understand the constraints and needs of different areas of the business and translate it to other participants in a change initiative is also something that not all professionals have.

6. The Industrial Engineer as Manager The IE manager requires expertise in four dimensions: technical, managerial, leadership, and process. Tchnical skills represent the traditional trained engineering skills gained academically and by professional experience. Managerial skills are those administrative skills, that is, effective time management or project managementnecessary to orchestrate the effective use of resources (people, time and money).

7. The Industrial Engineer as Manager Leadership skills often center on the soft “people” interpersonal skills required to motivate and work through others to get results. Process skills require the IE manager to be process owner for his/her department. As process owner, the manager must make sure department personnel not only have the right technical skills and tools, but also follow systematic process in using these skills.

8. Challenges for the IE Manager Setting goals and establishing prioraties. Management and motivational style. New data. New sense of urgency. People problems. No longer just one right answer. Delegating or working through others. Jıggling multiple tasks and using your time wisely. Process versus content.

9. Key Success Factors for Industrial Engineers: In a General Manner Be flexible, but focused. Apply industrial engineering concepts to Real - World Problems. Understand the “Big Picture”: How change initiatives impact the overall organization. Understand and analyze the current processes accurately. Manage change. Follow through on implementation. Be creative. Communicate clearly.

10. Key Success Factors for Industrial Engineers: In Operational Level Collect experiences. Continue your education. Maintain a pozitive attitude. Fill a gap. Learn to be a generalist and think strategically. Develop and maintain a reputation gor getting things done. Communicate effectively, network well and often Learn to negotiate.

11. Fundamentals of IE Industrial enginners consider at least three criterias in most applications as following; Quality Timelines Cost Industrial enginners apply three main processes; Operations Analysis and Design Operations Control Operations Management

12. Fundamentals of IE Operations analysis and design Methods engineering Work measurement Ergonomics Facilities planning and design Simulation Material handling

13. Fundamentals of IE Operations control Production control Just – in – time Inventory control Quality control Operations management Team based Continuous improvement

14. Technologies That Industrial Engineers Use or Benefit from SIMULATION

15. Technologies That Industrial Engineers Use or Benefit from ENTERPRISE RESOURCE PLANNING SOFTWARE (ERP)

16. Technologies That Industrial Engineers Use or Benefit from COMPUTER AIDED DESIGN / MANUFACTURNG (CAD/CAM)

17. Technologies That Industrial Engineers Use or Benefit from SOFTWARE DEVELOPMENT & REPORTING TOOLS

18. Future of IE in One Perspective Subsets of IE as follows; Innovation engineer Information engineer Integration engineer Implementation engineer

19. THANKS