Omar theaba

21911720
Introduction
Engineering is a process of translation of requirements, specifications, and needs into a
language understood by the people responsible for the creation of a new product, service,
facility, or system. The Merriam-Webster dictionary defines engineering as the design
andcreation of large structuresDesign is in a language understood by construction workers,
.purchasing agents and suppliers

Modern IE is concerned with the design, management, and control of operational .

processes. For that purpose, IE combines classical knowledge, mathematics, and statistics
.with tools for incorporating tools

Industrial engineers design organizational processes and perform projects and ongoing
activities. Resources such as workers, raw materials, capital, information, buildings,
equipment, energy, and technological knowledge are used by industrial engineers to
perform their tasks. In the past, industrial engineers integrated material requirement
planning (MRP) systems into industrial organizations. Today, many industrial engineers work
.with ERP systems on a daily basis

A system is a collection of resources such as people, computers, information, machinery, and

facilities working to achieve a common goal. The role of this system is to transform inputs
.such as raw material, energy, and demand information into products and customer service

Industrial engineers are involved in designing organizational processes,performing projects

and ongoing activities, and planning their operations. A partial example includes: Design of
production and service systems, design of supply chains, planning and managing supply-
chains, project management, economics analysis, quality control, and design and design of
and operations of design systems. The word "industrial engineer" can also be translated as
""engineer

Manufacturing process combines a sequence of operations, performed by machines and

humans, aimed at transforming raw materials into a finished product. The industrial
engineer should be able to identify problems along the assembly line, and use ergonomic
.principles to design solutions

An industrial engineer's main role in many organizations is contribution to the bottom line
profits. Investment decisions, and the effects of interest rate and taxation, are common
problems that an industrial engineer should be able to tackle. For example, in determining
the size of production batches on a machine with a machine, mathematical models trade off
the desire to minimize set-up times and produce large batches. The industrial engineer must
make a decision that combines economic considerations, like the cost of production in each
.country

Human resources are the center of any organization, and since industrial engineers are the
designers of organizational processes, they need knowledge of human resource
management. No organization can efficiently operate without this data stored and optimally
accessed and organized by a computerized information system. Efficient scheduling of
resources such as machines and employees and. employees and timing of material supply
.requires advanced information systems that can process huge. amounts of data

Problem solving and decision making are important parts of the job of the industrial
engineer. Textbooks are often organized according to the types of problems. Many real
problems are very complex due to their size, the number of different factors to consider, and
the dynamic and stochastic nature of interactions between many of these factors. A good
model of a real problem must not only be simple enough to understand but also be
.sufficiently a representative of the real problem. The solution is shown in Figure 1.1

Models are frequently used for routine repetitive decisions. They can be used to solve
nonroutine or ad hoc problems as well. Industrial engineers often use Dynamic simulation
models to check different scenarios. This is discussed next. The use of models and their use
is described in FIGURE 1.1.1 and FIGURE 2.2. The software systems based on the logic of
MRP automatically issue production and purchasing orders of certain items, and historical
.data are essential for the development of policies and are used to support the cost of labor

Dynamic Aspect: Simulation and Dynamics Systems. Simple models such as a map are 2
static in nature, that is, these models present a snapshot at a given moment of the
organization and its environment. In the 1960s, the system dynamics was developed as a
new tool for analyzing the dynamic nature of the system and processes. Simulation is
considered an important tool that is used by industrial engineers for analyzing complex
systems. Since the development of DES, many simulation languages have been developed
and evolved. Modern simulation languages are user-friendly, powerful, and flexible. Figure
.1.2 shows the relationship between levels and rates in this example

Simulation and Decision Making is a tool for decision support, the simulation model. The
advantage of using simulation for decision making is that one can try out a large number of
different decision rules. The disadvantage is that in real life many decisions are based on
intuition and experience, and it is very difficult (sometimes impossible) to program a
computer to model such data. The model can run at night, and in the morning the users get
the results for analysis. The data collected during the simulation serve as a basis for
.understanding and analyzing the inventory system

Teaching Industrial Engineering is taught through lectures, books, and projects; mostly using
twoapproaches. Some courses combine the two approaches and present case studies that
can be analyzed using the models learned during the course. Some models are based on
 mathematical programming tools (e.g., linear programming), statistical tools, search
.techniques, genetic algorithms, and simulation

Curricula in IE programs in academic institutions are based on similar principles. In many

schools, fourth year students perform a final project based on a real IE problem, which gives
students an opportunity to get experience in IE, implement what they learned in the
.previous three years

Humanity has been systematically planning major undertakings for thousands of years. The
production of most products in the past was carried out in workshops. The transition from
small shops of individual craftsmen to the modern automated factory with multiple workers
and using automated machines and robots was a long process spanning more than 100
.years

Industrial Revolution was a turning point in the development of industrial engineering. Two
main factors led to the introduction of mechanical energy. Adam Smith published a book
analyzing the economic benefits of the division of labor in 1776. In 1798, the American
inventor Eli Whitney developed a system for producing muskets for the U.S. government.
The standardization of parts are the basis of the modern mass production system. The
invention of the steam engine in 1764 made the transfer of production from workshops to
.factories possible

In 1911, Frederick Taylor (1856–1915) published his "scientific managementtheory" His goal
was to improve productivity by making employees more efficient. Taylor claimed that
.management should define the desired output

At about the same time, Frank and Lillian Gilbert developed a method for predicting the
time it will take to perform a given task. In 1914, Henry Gantt developed a chart for
scheduling process activities. In 1913, Henry Ford developed the assembly line. His idea was
to bringdivision of labor and work standardization to perfection. The worker repeats short
cycles of identical work and the product is conveyed to the worker on the production line.
The average time for the production of a car was reduced to 93 min. min. Ford's assembly
.line applied the principles of scientific management

During World War II, armies were faced with complex logistical problems, such as the
.transfer of aircraft, ships, and troops between different parts of the world

Operations research is based on the construction of mathematical and statistical models of

complex problems. Studies of this kind have led to the management focus on the human
factor, with an emphasis on creating conditions that encourage the employee to contribute
.to the organization

Work in operations research requires complex calculations and nowadays is based on

extensive computer use due to the need to deal with complex, large mathematical models.
Operations research models are used to support complex decision making. A typical example
of operations research models is the case of fashion goods supply chain management by
.international companies
 Techniques for planning and managing projects were developed during the 1950s, including
the program evaluation and review technique (PERT) The critical path method (CPM) was
developed by Union Carbide Corporation to support the Polaris nuclear submarine
construction project. In the 1970s and early 1980s, with the development of relatively
inexpensive computers, industrial engineers started to use computers and software to solve
.complicated production and logistics problems

The TQM approach has become a central part of the way many organizations throughout the
world operate. In the United States, for example, the Malcolm Baldrige National Quality
Improvement Act of 1987 was signed into law on August 20, 1987. In many Western
companies, a defect ratio of 1% was considered acceptable. The Japanese, seeing defects as
.a waste, were able to reach a ratio of few defective parts per million

In recent years, the business world has become "flat." Globalization hasphasized the need
for rapid response to constant change. The aim of the industrial engineer is to bring the
waste to a minimum and to build manufacturing and service systems that produce maximum
value and minimal waste. A simple definition of the term value is "what the customer is
willing to pay for" Anything that does not generatecustomer value is a waste. The Toyota
production system is based on the idea of maximizing value to customers while minimizing
.waste

In the last years of the twentieth century, the development of high-speed. communications
networks, the Internet, facilitating direct contact between the supplier and the. customer
from anywhere over the globe, has made E-business boom. Out of this need, information
management systems were developed. Examples include Manufacturing Execution Systems,
ERP: Enterprise Resource Planning, CRM: Customer Relations Management Systems, SRM:
.Supplier Relations Management

In 1911, Frederick Taylor publishes the "scientific management theory" establishes the
principles of the study of time and labor. In the 1930s, George Denzig develops the simplex
method for solving systems using linear models. Development of E-business and supply
chain management methodologies such as JIT, FMS, CIM, and robots. The development of
.software packages to manage routine tasks; development of MRP

Organizations search for ways to increase competitiveness in order to survive in a rapidly

changing environment where product life cycles are short and global competition is fierce.
To compete successfully in such markets, the organizations' production costs must be low to
sell at a low price and still make a profit. When the market cannot distinguish between the
quality of. one organization's product (or service) and that of another, price-based
competition is tough. Only the most efficient organizations survive when the goods or
.services of different organizations are perceived to be of the same quality

quality pertains to both the offered product/service and the operational process by which
the product/ service is attained. The Japanese automotive industry is a good example of an
industry that has gained market advantage due to the high quality standards of its products.
Quality-based competition is thoroughly discussed in Goetsch and Davis pursuant(2012) and
Edwards Deming (1982) The quality of the manufacturing process, however, is always
 critical, because poorquality creates waste of labor and material in the form of defective
.products

Time plays a key role when there is competition. Customers do not like to wait, and
the faster they are served, the morecompetitive is the business. McDonald's is an
example of a thriving business that focuses on short customer waiting times. Toyota
is one that is focusing on production time in its production plants. The importance of
.lead-time is obvious in retail sales before the holiday season in the U.S

Flexibility is defined as the ability of an organization to adapt itself to the changing

demands of its customers. The German car manufacturer Mercedes Benz is an
example of flexibility. A more extreme example is being able to convert a. production
line producing one product to a new generation of products. The right balance
.between the four dimensions of marketand organization-specific is market-specific

Industrial engineers design and manage production and service systems. Two
extreme approaches exist with respect to this issue. The first approach is to view a
production or a service system as an open system. The second approach views it as
a closed system. In closed systems, each organizational unit defines the way it
performs its tasks and the appropriate performance measures. In open systems,
different organizational units work as a team to achieve goals throughout the
.organization, and to find solutions that are good for the whole system

Industrial Engineering and Process Design. Industrial engineers design and

implement processes in organizations. Although there is a large variety of processes,
it is common to use Hammer and Champy (1993) five "basic processes," which is
generally found in mostorganizations. Industrial engineer must cooperate and
collaborate with other professionals in the organization, and people from other units
such as marketing, finance, sales, production, and engineering. Industrial
engineering requires a thorough understanding of the organization and its
.environment

Need for Integrated and Dynamic Processes is to address the competition in the
markets. Processes should be designed taking into account time, cost, flexibility, and
quality. A similar approach is needed in all processes within the organization. It is
needed to react quickly to changing markets, reduce delivery times, lower cost,
.improve quality and flexibility

Industrial engineer in the twenty-first century is needed to ensure the organization's

success in dynamic and competitive markets. The book will focus on the main
processes in the organization, and the role of industrial engineers in planning these
processes using simple engineers. The design of processes is based on the use of
.information systems to design processes