Success is driven through collaboration. The field of Industrial and Systems Engineering has evolved as a major engineering field with interdisciplinary strength drawn from effective utilization, process improvement, optimization, design, and management of complex systems. It is a broad discipline that is important to nearly every attempt to solve problems facing the needs of society and the welfare of humanity. In order to carry this forward, successful collaborations are needed between industry, government, and academia. This book brings together an international group of distinguished practitioners and academics in manufacturing, healthcare, logistics, and energy sectors to examine what enables successful collaborations.
The book is divided into two key parts: 1) partnerships, frameworks, and leadership; and 2) engineering applications and case studies. Part I highlights some of the ways partnerships emerge between those seeking to innovate and educate in industrial and systems engineering, some useful frameworks and methodologies, as well as some of the ideas and practices that undergird leadership in the profession. Part II provides case studies and applications to illustrate the power of the partnerships between academia and practice in industrial and systems engineering.
- Examines the success from multiple industries
- Provides frameworks for building teams and avoiding pitfalls
- Contains international perspectives of success
- Uses collaborative approaches from industry, government, and academia
- Includes real world case studies illustrating the enabling factors
- Offers engineering education and student-centric takeaways
Table of Contents
Part I: Industry-University Partnerships and Interdisciplinary Collaborations. 1. Remarks on Industry-University Partnerships. 2. Enhancing University and Industry Partnerships with Student Chapters. 3. A Model for Industry/University Partnerships. 4. Factors Affecting Interdisciplinary Collaboration in Research Organizations. 5. Leveraging Systems Engineering Curriculum to Foster Academic-Government-Industry Collaborations. 6. Industry Advisory Boards – Roles and Opportunities. 7. A Framework and Lessons Learned for an NSF I/UCRC Center for Health Organization Transformation. 8. System Meta-Architecture Generation and Search. Part II: Engineering Requirements and/or Standards. 9. Remarks on Engineering Requirements and/or Standards. 10. Preparing the Industrial and Systems Engineering Student for Industry 4.0. 11. Optimizing Disruptive Technologies in Traditional Utility Processes. 12. Value-Based Maintenance for Deteriorating Civil Infrastructures. 13. The Emergence of Industrial and Systems Engineering Principles and Practices in Disaster Management. 14. Sustainability: The Emerging Role of ISE. 15. The Twelve Steps of Collective System Design to Develop and Sustain Enterprise Transformation. 16. Industrial Engineering – An Emerging Technology Enabled Systemic Approach. 17. Very Small Entities (VSE); the Final Systems Engineering (SE) Frontier. 18. Conceptual Change as a Strategy for Initiating and Sustaining Process and Quality Improvement Initiatives. Part III: Workforce Development and/or Diversity and Inclusion. 19. Remarks on Workforce Development and/or Diversity and Inclusion. 20. Countering Human Trafficking using ISE/OR Techniques. 21. Detection, Prevention, and Mitigation of Human Trafficking using Industrial and Systems Engineering. 22. Designing, Developing and Deploying Integrated Lean Sigma Certification Program in Support of Operational Excellence Initiatives. 23. Voices Across the Field: Successful Women Discuss Motivation, Self-Efficacy and Belonging in Industrial & Systems Engineering. 24. Diversity, Inclusion, and Belonging in Engineering: A Systems Engineering Perspective. Part IV: Case Studies and Discussions. 25. Remarks on Case Studies and Discussions. 26. Manufacturing Process Design. 27. Validating and Utilizing Large Data to Improve Responsiveness for Problems in Manufacturing Centers. 28. Improving Organizations Performance Using SIPOC to Define the Balanced Scorecard Learning & Growth Perspective Strategic Objectives for Strategic and Key Internal Processes. 29. Designing Six Sigma-Based Humanitarian Engineering Solutions. 30. An Integrated Design for Six Sigma-Based Framework to Align Strategy, New Designs Development, and Customer Requirements. 31. Cyber-Physical Real-time Monitoring and Control: A Case Study of Bioenergy Production. 32. Meta Change Management: Creating Productive and Continuous Initiatives at a Multinational Brewery Company.
Postface: Remarks on Future Directions and Next Steps.