Education in Industrial Management

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Education inIndustrial Management

• Prof. Ilias P. Tatsiopoulos
• NTU Athens

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Agenda

• Trends, current coming
• IM curriculum
• Learn Teach

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Current situation in manufacturingat national
level
Look these people in Marketing Finance
Disappointment
We studied engineering in order to
become logisticians
Graduate degree in Production doesnt pay
Low salaries
Banking Telecoms is the place to be
The country is de-industrialized
Production has no future in this country
Murmuring Grumbling
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Conclusions

• Production does not persuade for its added value
• Best people have taken other directions
• Stack with traditional manufacturing
• Education in production is outdated
• Production people live on their past glory
• Leaders are missing
• Is there a future?

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On the other side...at global level
Urgent need for Global Operations and Global
Sourcing skills
Manufacturing boom in Asia by G7 investments
Service Retail sectors are industrialized
Best IM Schools in G7 countries
Headquarters in developed Cities
Global bottleneck in the number of
Manufacturing engineers
Production producer Services do not shrink
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Trends

• Traditional industry in Europe wanes
• Exceptions
• Food
• Knowledge-intensive (new economy, medical, nano-
  and bio-technologies)
• Aerospace
• Non-transportable goods (building materials)
• If you consider productionproducer services the
  situation is much better
• Non-industrial economic activity is
  industrialized
• Digitized economy
• Product/service integration (e.g. mobile phone)
• Globalization
• Increased speed of change
• Quality-of-life environmental concerns

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Implications of trends

• Emphasize Operations
• move away from MechEng?
• Understanding of non-industrial activity
• Cultural adaptability
• Promote versatility
• career
• employment
• Knowledge acquisition, not mere possession
• Impacts on industrial structure of society
• Industries shift (or new are created)

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Non-industrial activity is industrialized

• Not significant productivity increases expected
  in making and moving things
• Service Workers
• Knowledge Workers
• Technology investment does not increase
  productivity as expected
• Working smarter is the key. Task analysis is
  the core of Industrial Engineering
• What is performance?
• Operations Management instead of IM?

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Food Industry
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Automotive Industry
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Retailing (cosmetics)
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Retailing (Super Market)
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Banking
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Car commerce
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Hotel Management
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Hospital Management
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Operations in other Industries outside
Manufacturing

• Need for Operations Director in Retailing,
  Banking, Health care, Tourism, etc.
• Are we ready to enter these sectors or our
  engineering pride does not allow us?
• Did we adapt our curriculum?
• Is an engineer ready to take the role of managing
  housemaids in a Hotel?

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IM tools in service sectors

• Facilities planning layout
• Quality management
• Logistics
• Maintenance
• Ergonomics
• Scheduling
• Competition from other disciplines!

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IM Integration

• Integration of IM with other disciplines
• Integration of ProductService (Extended Product,
  e.g. mobile phone)
• Producer Services
• Mobilisation of resources (banking, finance,
  engineering, recruiting and training)
• Production management (consulting, information
  processing, accounting, legal services)
• Production execution (quality control,
  maintenance, logistics)
• Promotion distribution (transportation,
  commercial intermediation, marketing,
  advertising)

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Business Week Vision of the 21st century
corporation
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Business Week CV for the 21st century

• Experience
• Multinational Corp.
• Foreign Operation SA
• Startup Inc.
• Major Competitor Inc.
• Education
• Apart from major course, took courses in
  psychology, foreign language and philosophy
• Graduate Studies to develop thinking and
  analytical skills
• Extracurricular
• Debating (market ideas and think on your feet)
• Sports (doscipline and team work)
• Volunteer work (help others)
• Travel (different cultures)

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IM Curriculum
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Subject-matter classification

• Engineering
• Industrial Engineering Management
• Mechanical Engineering
• Applied Science
• Thermodynamics
• Mechanics
• Automatic Control
• Operational Research
• Ergonomics
• Basic Science
• Mathematics
• Physics
• Psychology
• Economics

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Curriculum structure in IMS (1)
MANAGEMENT BLOCKS MANUFACTURING BLOCKS
Marketing economics Effectiveness operations
Finance accounting CIM, CAD automation
Strategy, risk reward Product process development
Human relations teamwork Manufacturing technology
Leadership communications Efficiency quality
Source Danielmeyer, 1999
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COM-IND project

• Post-graduate cource, whose curriculum is focused
  on the extended enterprise paradigm
• Multi-disciplinary skills
• IT and multi-media applications offer the
  potential to be an essential enabler
• The objective is the development of a
  manufacturing engineer who is capable of
  untertaking the role of architect for the
  extended enterprise

Machine Tool Engineer
Industrial Engineer
BPR Engineer
Manufacturing Systems Engineer
Extended Enterprise Architect
Source J. Browne
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IMS proposed academic programme
Industrial Knowledge
Application
Manufacturing Strategy
Masters Cource (2 years)
Enterprise Architect (Digital Business)
Product Architect (Extended Product)
Mechanical Engineer
Electronics Engineer
Manufacturing Engineer
..
Batchelor Degree
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IMS Manufacturing Strategy Curriculum (3)
Module A Development of extended products Cource A1 Cource A2 Cource An
Module B Digital business along supply chain
Module C End of life planning operation
Module D Business operations strategy
Module E Intelligent manufacturing processes
Module F Intellig. manufact. systems design
Module G (Enterpise product modelling simulation
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Harvard proposal for POMcurriculum (as a
consequence of New Economy)

• 50 traditional topics with increased emphasis on
  service operations
• Process analysis improvement
• Capacity measurement management
• Work planning/inventor control
• 25 project management
• New product development with heavy emphasis on
  software other intellectual property (e.g.
  pharmaceutical)
• Design of easy to improve products
• 25 cross-company operations
• Supply chains
• Subcontracting relationships
• Network collaborations

Source R.H. Hayes, 2002
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LearnTeach

• What to learn?
• How to learn?
• Who shall teach?
• Complementarity of LT

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What to learn?

• Knowledge
• Skills
• Attitudes

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IM Knowledge

• Traditional Engineering discipline
• Basic Science
• Applied Science
• Engineering

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Skills

• General
• Use computer
• Free-hand Sketching
• Languages
• Oral presentation
• Written presentation
• Specific
• Flow charting
• Process analysis description
• Systems methodology

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US Society of Manufacturing Engineers (SME)
Skills Matrix

• Technological skills
• Humanistic skills
• Business skilss

• Achievement levels for each skill
• Awareness
• Knowledge
• Understanding
• Applications
• Synthesis
• Evaluating
• Judging

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Attitudes

• Punctuality
• Fairness
• Responsibility
• ...

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How to learn?

• Automated
• Book-substitution merely?
• Programmed learning only?
• Lectureexam
• Case discussion
• Project work
• Narrowly supervised
• Independent
• With peers

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Who shall teach?

• Computers
• Professors
• Practitioners
• invariably more welcome
• may get lost in specifics
• may lose broader view
• Peers
• 1/2 of what you learn in University setting

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A POM course paradigm for teaching problem
based learning

• POM instructor course
• Field study consultancies
• CD/DVD Databases
• Business Games
• Plant tours
• Guest speakers

• POM Textbook
• Videos CD/DVD
• Transparencies
• DSS Software Excels
• Modeling simulation software
• Presentation Graphics
• Outside readings
• Internet the Web
• Group exercises
• Solutions Manual
• Annotated Instructors Edition
• Student study guide
• Case studies
• Test bank

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What study structure for IM?

• 5 years Industrial Engineering Management (O.R.
  and informatics focus)
• 3 years MechEng 2 years IE (technical focus)
• 3 years engineering (any degree) 2 years MBA
  (business focus)