An Integration Approach To Industrial Engineering Curriculum Design

Shea, John E.; West, Thomas M.

doi:10.18260/1-2--6128

Cited by 5 publications

(6 citation statements)

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“…We explore the complementary traits between agility and resilience (North and Varvakis, 2016; Stachowiak and Pawłyszyn, 2021) and the potential contribution of agility within the domain of agile project management to the resilience of the operating model of an organization. Responding to disruptions is easier with adaptive and flexible approaches (Shea et al ., 2017; Small and Walker, 2011), which are more achievable with agile methods (Miceli et al ., 2021) than with traditional project management techniques (Small and Walker, 2011; Vahanvati and Mulligan, 2017). We do not advocate for a specific agile framework or engage in discussions about which agile framework, in particular, is more favorable for achieving operational resilience.…”

Section: Analysis and Discussionmentioning

confidence: 99%

“…, 2002), appears to be crucial throughout all the cases. Further, adaptability (North and Varvakis, 2016; Shea et al ., 2017; Small and Walker, 2011; Stachowiak and Pawłyszyn, 2021; Stoddard et al ., 2019) permeates the case organizations’ awareness and the ability to adapt current operations.…”

Section: Methods and Case Studiesmentioning

confidence: 99%

“…There is a need for flexible strategic approaches to steer the projects, as part of a social process, toward adaptive operational resilience (Small and Walker, 2011). Adapting when dealing with urgent demands and disruptions requires a response method that favors adaptability and flexibility (Shea et al ., 2017). Potentially, there are complementarities between agility and resilience to be explored, such as the organization’s ability to cope with a changing business environment (North and Varvakis, 2016; Stachowiak and Pawłyszyn, 2021) or advancing agility as a dynamic capability to navigate in turbulent environments (Pinho et al ., 2022).…”

Section: Resilience In Complex Adaptive Systemsmentioning

confidence: 99%

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Resilience of operating models: exploring the potential of agile project management as enabler

Kadenic

Tambo

2023

IJMPB

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PurposeAgile project management methods are on the rise compared to linear approaches. The demand for the demonstrable resilience of enterprise processes is likewise strongly increasing in many domains. This paper explores the potential contribution of agility within the domain of agile project management to the resilience of the operating model of an organization.Design/methodology/approachThe article builds upon case studies and semi-structured interviews at selected larger Danish enterprises.FindingsResponding to disruptions favors adaptive and flexible approaches, which are more achievable with agile methods. By exploring the patterns of agility and resilience throughout case studies, the authors derive at a 7-step approach for considering the potentials of agility to ensure the resilience of the operating model from the top level of leadership to the foundational level of technology.Research limitations/implicationsThis article seeks to contribute to a more profound understanding of the impact, potential and actionability of agile project management in the light of operational resilience.Practical implicationsIt is demonstrated that agile methods are attractive for ensuring the constitutive elements of the resilience of the operating model in terms of conscious contingencies and choices involving (rapid) changes.Social implicationsDuring the COVID-19 period, agility has been a key instrument in ensuring business survival, e.g. by switching markets, products or sales channels.Originality/valueAgility has the potential to build a strategic dimension of resilience, a synergistic relationship, which is linked to the responsiveness of an organization to change promptly, with a view toward renewal and transformation.

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Section: Analysis and Discussionmentioning

confidence: 99%

Section: Methods and Case Studiesmentioning

confidence: 99%

Section: Resilience In Complex Adaptive Systemsmentioning

confidence: 99%

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Resilience of operating models: exploring the potential of agile project management as enabler

Kadenic

Tambo

2023

IJMPB

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“…For example, Oregon State University provides a unique industry internship program for senior engineering students who work at two different companies for six months each while receiving pay equal to 70% of a similar entry level position (MECOP, 2021;Shea & West, 1999). However, positions are limited and available to high-achieving students, which further disadvantages students that may be balancing other responsibilities such as families and non-career-related work.…”

Section: Policy and Innovationmentioning

confidence: 99%

Prioritizing actions and outcomes for community-based future manufacturing workforce development and education

Haapala

Raoufi

Kim

et al. 2023

JID

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Rapid innovations in manufacturing process technology, information technology, and systems technology have led to simultaneous concerns about labor displacements and skills shortages. To address these concerns, the key challenges for educating and training the current and future workforce should be identified and the specific activities leading to the design of new manufacturing career pathways should be defined. Thus, the objective of this article is to define and prioritize the necessary activities and short- to long-term outcomes that will aid in developing high-skill career pathways that will positively impact children and families, students and teachers, and future workers. Expert perspectives from industry and academia have been analysed through two lenses: education (primary/secondary, technical, and university levels) and policy/innovation. The nominal group technique (NGT) is applied in this research to capture these perspectives, which enabled the generation of ideas followed by discussion and ranking by the experts. This approach encourages participation and avoids the associated drawbacks of typical group interactions. As a result, prioritized activities, short-term outcomes, and policy ideas to introduce children and families, students and teachers, and future workers to careers in advanced manufacturing are presented for each lens of focus. In addition, inputs from experts were captured to discuss desired medium- to long-term outcomes. In conclusion, this article summarizes the key findings from the study.

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“…Projects included the development of standard modules to be used in all engineering orientation classes and the development of an interdisciplinary, two-term senior project class that was focused on new product design and involved students from various engineering programs and the College of Business. Curriculum research was directed by the associate dean and partially funded through the IBM grant 13 .…”

Section: Encouragement By Department and College Administrationmentioning

confidence: 99%

Evolution Of An Industrial Engineering Curriculum

Shea,

West

1999 Annual Conference Proceedings

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An Integration Approach To Industrial Engineering Curriculum Design

Cited by 5 publications

References 1 publication

Resilience of operating models: exploring the potential of agile project management as enabler

Resilience of operating models: exploring the potential of agile project management as enabler

Prioritizing actions and outcomes for community-based future manufacturing workforce development and education

Evolution Of An Industrial Engineering Curriculum

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