Preface

I have been a practicing industrial engineer (IE) for almost forty years. Before that, I had worked in a variety of jobs in manufacturing. My subsequent emerging understanding of IE gave context, meaning, and direction to that which I observed. Operations planning, safety, quality, production control, inventory management, operations research, facility planning, and human factors are traditional IE subdisciplines. From their initial focus in manufacturing, industrial engineering principles, tools, and techniques have spread across a spectrum of application areas. Industrial engineers now work in all areas and all levels of diverse organizations.

This edited book comes at an opportune time. It incorporates new knowledge and expertise in a rapidly changing engineering discipline that is a vital force in a wide range of manufacturing, service, educational, and government organizations. The best practices of 21st century industrial engineering include such concepts as lean systems, sustainability, systems thinking, data analytics, and additive manufacturing, as well as utilization of advanced computer software. These have further expanded industrial engineering's breadth. Each chapter in this book reflects important aspects of these advances.

**II**

**Chapter 8 117**

Enhanced Data Analytics **135**

**Chapter 9 137**

**Chapter 10 159**

**Chapter 11 171**

**Chapter 12 179**

Emergence of Industry 4.0 **205**

**Chapter 13 207**

**Chapter 14 239**

Exploring the Project Risk Management: Highlighting the Soft Side

Linear Programming Optimization Techniques for Addis Ababa Public

Impact of ICT to Improve of the Manufacturing in a SME Biomedical

*by Roberto Carlos Valdés Hernández, Juan Gabriel Lopez Hernandez,* 

Fuzzy Monte Carlo Simulation to Optimize Resource Planning and

Automotive Industrial Supply Chain Performance Evaluation under

An Investigation of the Metal Additive Manufacturing Issues and

*Adelaida Figueroa Villanueva and Vidblain Amaro Ortega*

*by Mohammad Babul Hasan and Yaindrila Barua*

Uncertain Constraints on Cloud Computing System

of Project Management *by Muhammad T. Hatamleh*

*by Eshetie Berhan and Daniel Kitaw*

*by Mohammad Ammar Alzarrad*

Perspective for Solutions Approach

*by Omar Ahmed Al-Shebeeb*

Weapon Target Assignment

**Section 4**

Bus Transport

of Mexicali, Mexico

Operations

**Section 5**

*by Suthep Butdee*

**Dr. Gary P. Moynihan** The University of Alabama, Tuscaloosa, AL, USA

**1**

Section 1

Introduction

Section 1 Introduction

**3**

**Chapter 1**

Engineering

obtained from such systems."

to improve their productivity, just as manufacturing does.

*Gary P. Moynihan*

**1. Introduction**

Introductory Chapter: Background

and Current Trends in Industrial

The Institute of Industrial and Systems Engineers' Body of Knowledge [1] formally defines industrial engineering as being "concerned with the design, improvement, and installation of integrated systems of people, materials, information, equipment and energy. It draws upon specialized knowledge and skill in the mathematical, physical, and social sciences with the principles and methods of engineering analysis and design, to specify, predict, and evaluate the results to be

While some authors trace the roots of industrial engineering (IE) to much earlier periods, industrial engineering began to define itself during the Industrial Revolution of the 1800s, and particularly the early 1900s. Dr. Batson's chapter, later in this book, includes a fine summary of these historical roots. Frederick Taylor (1911) developed efforts in standardization and specialization, and particularly a focus on workers, their work, and how to effectively manage them [2]. This led to the formalization of such IE sub-disciplines as production planning, scheduling, and inventory control. Nadler [3] further notes that industrial engineering has gone through three broad phases of purpose. The first, building on Taylor's initial work, focused on achieving productivity improvements (mainly efficiency0 in manufacturing plant operations. This early work established the IE profession, and lasted until the late 1920s or early 1930s. The second phase, which lasted until the mid-1980s, extended the efficiency concept with mathematical, statistical and computer-based tools [3]. These included the mathematics of engineering economics, statistics of work measurement and quality control, the modeling and optimization of operations research. As the economy transitioned to an emphasis on the service industry during the 1970s and 1980s, the same techniques and tools of manufacturing-based IE were adapted. These service workers and the systems that they work in require industrial engineering techniques

The third phase, according to Nadler [3], shifted from "efficiency to effectiveness and quality, from relatively small systems to large or macro systems". The 20th Century saw the effective application of techniques that progressively subdivide activities to improve operations. More recently, there has been a sharp emphasis on the study of "total systems" in order to optimize operations through the integration of subsystems or parallel systems. For example, the traditional factory-centric perspective in manufacturing application shifted outward to the analysis and improvement of the entire supply chain [4]. Continued expansion and adaptation of IE principles occurred. Whereas, the supply chain once addressed the flow of parts and materials from outside sources to internal company use, supply chain
