engineers are uniquely trained,” says Thonmas Hodgson, with the design and manufacturing division at NSF.
As a result, many of the traditional IE functions could be handled by IE technology individuals, while degreed IEs would serve in the consultant role. In this scenario, IEs could have the responsibility of training others, who would then apply it.
However, many of those opportunities in systems integration are already opening up and if IEs do not step up to the current challenge of systems integration, others may step in and take that function from the IE, says Hodgson.
“we need to grow in our understanding of the other engineering disciplines so as to better do our job. We need to grow in our capability to make use of the rapidly improving computational capabilities that are available, “ he says.
More challenges
Whatever the future holds, the biggest threat to IE may be what people do not know about the profession. In an economy where every company is cutting costs and looking for ways to trim excess “fat,” one might think CEOs and managers would be snatching up every available IE. Instead, many corporate executives and human resource managers are turning to other disciplines to fill jobs ideally suited for IEs. “it s really quite silly, since IEs are the people who save you money,: says Wallace.
Why is this happening? Because IEs need to do a better job of showing management all of their abilities and talents. While TOM and business process reengineering may pose big challenges, the IE s broad, fundamental background has provided them with the training and education found in no other profession. Sadly, the specialized tasks that companies are asking individuals from other disciplines to perform are tasks that IEs have always been trained to perform! It is time for IEs to market those abilities accordingly.
“we have not done a good job of demonstrating and selling ourselves in a way that we truly get recognized for what our mission and our capabilities and our supposed demonstrative performance really is .” says powers.
IEs must take the proactive approach and position themselves as leaders of changes occurring in all sectors of industry. In fact, IEs must create the changes. Says Zollenberg, “I think we have to step up to the front and take a leadership role, rather than just sit back and wait for somebody to ask us to do a study.”
And what about the identity problem? Rudy Herrmann, president of rotary lift, sums it up well when he says, “the name game goes away if we can learn how to be effective functional professionals, and be respected and understand all of our contributions.”
The key is “we.” If every industrial engineer, in industry and academia, will work together to tackle these challenges and make other companies and individuals aware of the IE s many talents, the age-old identity problem just might be on the brink of fading away.