iie state of the institute a.l. soyster may 2005

OutlineOutline

Dean of Engineering(Northeastern University)

Head of Industrial Engineering(Penn State)

IE Professor (VaTech) Energy Analyst (DOE)

Chair, CIEADH VP Academic Affairs IE Fellow Editor (IE Trans) VP Professional

Enhancement

Allen L. Soyster

Early HistoryEarly History

Frederick Taylor (1856-1915)“Shop Management” at ASME

(1903)

Frank and Lillian Gilbreth (Married in 1904) “Motion Study as an Engineering Tool” Frank deceased in 1924 Lillian deceased in 1970

First IE College Curriculum Penn State (1908) Room, Board, Tuition, Fees ($179.50)

1908 Curriculum(Senior Year)

1908 Curriculum(Senior Year)

Fall Semester Spring Semester Hours Hours

Industrial History of US 3 Factory Organization 3

Transportation 2 Engineering Specifications 1

Corporations 2 Heating & Ventilation 2

Gas Engines & Refrigeration 5 History of Architecture 3

Kinematics 2 Architectural Drawings 2

Chemical Analysis 2 Chemical Analysis 3

Bridges & Roofs 3 Engineering Materials 1

Structural Design 2 Metallurgy 2

21 Thesis 3

20

Hawthorne Studies (Western Electric)

1923-1933

Hawthorne Studies (Western Electric)

1923-1933

Traditional View People satisfy only one

need at work-economic need

No conflict between individual and organizational goals

People act rationally to maximize rewards

Later View Motivated by many

needs

Informal groups have significant impact

We are not always logical

Academic GrowthAcademic Growth Purdue – 1914 Virginia Tech – 1929

(Engineering Council of Professional Development – 1932)

NC State – 1933 Georgia Tech - 1945

(Post WWII)■ Johns Hopkins – 1947 ■ Illinois - 1960■ AIIE – 1948 (Ohio State) ■ Alpha Pi Mu – 1949

(Georgia Tech)■ Stanford – 1955 ■ 102 Accredited IE Programs

(2005)

AIIE formed in AIIE formed in 1948 at Ohio State1948 at Ohio State

IIE TodayIIE Today

Who Are We?Who Are We?

Four Faces of IEFour Faces of IE

Geographical – 77% allied with local chapter

Functional – 25% belong to one or more of the 3 Societies and 15 Divisions

Academe – 102 ABET Programs, 1500 Faculty, 20,000 Students

International – Publications, Accreditation, Continuing Education, Awards, Meetings

IIE MembershipIIE Membership

05000

10000150002000025000300003500040000

1955 1965 1975 1985 1995 2005

SWOTForIIE

SWOTForIIE

Internal Strengths (S) Weaknesses (W)

External Opportunities (O) Threats (T)

SWOT(Internal)

SWOT(Internal)

Strengths1) We own Student Pipeline

Weaknesses1) Connecting with Members

(and potential members)

2) Vacant Leadership Positions

3) Role of Divisions/Societies (in programming for

National Meeting)

4) Endowment/Scholarships ($1.1 mil total)

IE (US) PipelineIE (US) Pipeline

XYZXYZ

UniversityUniversity

““IE”IE”

9000 Students9000 Students

(BS, MS, Ph.D.)(BS, MS, Ph.D.)

BusinessBusiness

IndustryIndustry

Professional Professional Schools Schools

EducationEducation

ManagementManagement

SWOT(Internal)

SWOT(Internal)

Strengths1) We own Student Pipeline

2) Output Increasing (25%)

Weaknesses1) Connecting with Members

(and potential members)

2) Vacant Leadership Positions

3) Role of Divisions/Societies (in programming for

National Meeting)

4) Endowment/Scholarships ($1.1 mil total)

IE Academic GrowthIE Academic Growth

1995 …………………. 2004BS 3520 3967MS 3281 4663Ph.D. 331 290Total 7132 8920

* Includes Engr. Mgmt and Manufacturing Degrees

SWOT(Internal)

SWOT(Internal)

Strengths1) We own Student Pipeline

2) Output Increasing (25%)

3) Financially Solvent

Weaknesses1) Connecting with Members

(and potential members)

2) Vacant Leadership Positions

3) Role of Divisions/Societies (in programming for

National Meeting)

4) Endowment/Scholarships ($1.1 mil total)

IIE Finances (Operations)(Past 7 Years)

$(600,000)

$(400,000)

$(200,000)

$-

$200,000

$400,000

$600,000

$800,000

1998-1999 1999-2000 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005

Fund Balance Profit (Loss)

(Congratulations to John Powers and IIE Staff)

SWOT(Internal)

SWOT(Internal)

Strengths1) We own Student Pipeline

2) Output Increasing (25%)

3) Financially Solvent

4) Robust Discipline

Weaknesses1) Connecting with Members

(and potential members)

2) Vacant Leadership Positions

3) Role of Divisions/Societies (in programming for

National Meeting)

4) Endowment/Scholarships ($1.1 mil total)

Definition of IEDefinition of IE

Industrial Engineering

is concerned with the design, improvement and installation of integrated systems of people,

material, information, equipment and energy. It draws upon specialized knowledge and skills in the mathematical, physical and social sciences together with principles and methods of engineering analysis and design to specify,

predict and evaluate the results to be obtained from such systems.

(Do we need an UPDATE?)

New Definition Under Review(Nadler, Khoshnevius, Mize)

New Definition Under Review(Nadler, Khoshnevius, Mize)

“Designing and Improving Systems”

IE Mission and Strategic Direction

Forthcoming Topic in IE Engineer

Seek Dialogue with Membership

Robust Profession(Job Opportunities)

Robust Profession(Job Opportunities)

MONSTER.COM Industrial Engineering Last 60 days 20 pages More than 1000 related jobs

CAREERBUILDER.COM Similar Statistics

SWOT(External)

SWOT(External)

Opportunities Threats1) Many Specialized

Competitors

Competing Professional Societies

Competing Professional Societies

Society of Manufacturing Engrs. (SME)

INFORMS American Society for

Quality Society of Automotive

Engineers American Society of AI Production and Operations

Management Society Human Factors and

Ergonomics Society

Academy of Management Material Handling and

Management Society Decision Analysis Society International Cost

Engineering Society IEEE Engr. Management

Society Association of Operations

Management (APICS) Software Engineering

Society

Competing JournalsCompeting Journals

ManufacturingJournal of ManufacturingJournal of Flexible Manufacturing

Operations ResearchJournal of Operations ResearchEuropean Journal of Operations Research

Quality/ReliabilityJournal of Quality TechnologyTechnometricsQuality and Reliability International

Computing and SimulationComputers and Operations ResearchComputers and Industrial EngineeringACM Journal on Simulation

LogisticsNaval Research LogisticsInt’l Journal of Production ResearchManufacturing and Service Operations

Management and SystemsIEEE Trans on Engr. Mgmt

SWOT(External)

SWOT(External)

Threats1) Many Specialized

Competitors2) IE Career Progression

and Role of IIE

Career PartnershipsCareer Partnerships

XYZ UniversityXYZ University

XYZ AlumniXYZ Alumni

IE ProfessionIE Profession

• Alumni never cease being alumni!Alumni never cease being alumni!

• Do IEs cease being IEs?Do IEs cease being IEs?

SWOT(External)

SWOT(External)

Threats1) Many Specialized

Competitors2) IE Career Progression

and Role of IIE3) Muted Professional

Recognition

Greater Recognition for IE Greater Recognition for IE

High schoolers selecting IE

119 in National Academy (~5%)(IE, Operations Research, Manufacturing)

NSF Engineering budget for IE (~3%)

SWOT(External)

SWOT(External)

Threats1) Many Specialized

Competitors2) IE Career Progression

and Role of IIE3) Muted Professional

Recognition4) Lack of Alignment with

Academe

Common Vision for IE FutureCommon Vision for IE Future

Professional Excellence

Academic Excellence

SWOT(External)

SWOT(External)

Opportunities1) Leadership Positions for

Volunteers

Threats1) Many Specialized

Competitors2) IE Career Progression

and Role of IIE3) Muted Professional

Recognition4) Lack of Alignment with

Academe

IIE Leadership Opportunities(Functions, Cities, Students)

IIE Leadership Opportunities(Functions, Cities, Students)

Societies/Divisions 3 Societies 15 Divisions

Local Chapters 85 US 26 International

Student Chapters 112 US 66 International

Regional Leadership 11 Regional VPs

AcademeDepartment Head Council

NationalPublicationsContinuing EducationBoard of Trustees

SWOT(External)

SWOT(External)

Opportunities1) Leadership Positions for

Volunteers2) Web-site: Guide, Mentor

and Sage

Threats1) Many Specialized

Competitors2) IE Career Progression

and Role of IIE3) Muted Professional

Recognition4) Lack of Alignment with

Academe

Harvey Wolfe (2003) Jerry Weinstein (2004)Harvey Wolfe (2003)

Jerry Weinstein (2004)

Wolfe Align Institute Publications with Membership Needs Enhance Communications with

Fellows CIEADH CIE

Support Membership Commission Proactive towards Chapters [Worldwide Growth]

Weinstein Increase Focus on Students Launch Enterprise Management Forum Deliver Value to IIE Members [Web-site] Recognize faculty who advise our Student Chapters

SWOT(External)

SWOT(External)

Opportunities1) Leadership Positions for

Volunteers2) Web-site: Guide, Mentor

and Sage3) National Competition for

IE Students

Threats1) Many Specialized

Competitors2) IE Career Progression

and Role of IIE3) Muted Professional

Recognition4) Lack of Alignment with

Academe

National Competitions

in Engineering

IIE

2005

Civil EngineeringCivil Engineering

Steel Bridge Concrete Canoe Community Outreach

Factors to Consider for IE National CompetitionFactors to Consider for IE National Competition

1) Relate to IE Topic2) Need a Team3) Physical Presence4) Performance Metrics5) Fun to Participate6) Fun to Watch7) Challenging

SWOT(External)

SWOT(External)

Opportunities1) Leadership Positions for

Volunteers2) Web-site: Guide, Mentor

and Sage3) National Competition for

IE Students4) International Leadership

in IE

Threats1) Many Specialized

Competitors2) IE Career Progression

and Role of IIE3) Muted Professional

Recognition4) Lack of Alignment with

Academe

Engineering Education ChinaEngineering Education China

400,000 – 600,000 Engineering Degrees

in China

2003-2004

SWOT(External)

SWOT(External)

Opportunities1) Leadership Positions for

Volunteers2) Web-site: Guide, Mentor

and Sage3) National Competition for

IE Students4) International Leadership

in IE5) IIE Grand Challenge

Threats1) Many Specialized

Competitors2) IE Career Progression

and Role of IIE3) Muted Professional

Recognition4) Lack of Alignment with

Academe

IIE Grand ChallengeIIE Grand Challenge

What are you passionate about?

What drives your economic engine?

What can you be the best in the world at?

I am most interested in feedback from our IIE members about this presentation which I made to the attendees at our IIE Annual Meeting (2005) in Atlanta. Please send your feedback to

asoyster@coe.neu.edu

For example, on the next page you will see my own answers to the IIE Grand Challenge. I would be delighted to hear from you.

Al Soyster

IIE President (2005/2006)

IIE Grand Challenge(Al Soyster’s Answers)

IIE Grand Challenge(Al Soyster’s Answers)

What are you passionate about?

– Seeing successful IE careers

What drives your economic engine?

– Productivity through IE strategies

What can you be the best in the world at?

– Promoting prominence of IE profession