iie state of the institute a.l. soyster may 2005
DESCRIPTION
IIE State of the Institute A.L. Soyster May 2005. Outline. Heritage The Present The Future. Dean of Engineering (Northeastern University) Head of Industrial Engineering (Penn State) IE Professor (VaTech) Energy Analyst (DOE). Chair, CIEADH VP Academic Affairs - PowerPoint PPT PresentationTRANSCRIPT
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
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
