Pioneer of industrial engineering

hayy blogger semua,maaf saya baru gabung soalnya waktu SMA cuma sibuk sama jejaring sosial facebook dan twitter aja .Sekarang saya uda jadi mahasiswa teknik Industri di salah satu PTN. Entah kenapa saya gak tau kenapa bisa masuk ke jurusan ini,padahal saya uda lulus teknik Geofisika Universitas lampung lewat jalur SBMPTN. Eh ternyata malah gak sempat registrasi karena gak sempat registrasi,maklum daerahku jauh banget ke Lampung..Aku hampir gak kuliah sebelum papa saya menyuruh untuk ikut seleksi mandiri di dua PTN.ya IPB sama PTN di kota aku yaitu Untan .Awalnya saya gak pernah berpikir bakal kuliah d kalimantan aja,tujuan aku sebenarnya ya BOGOR.Tetapi kenyataan berkata lain ,saya gak ketrima d IPB.Harapanku terasa hilang,kesal,dan brontak pada Tuhan.Satu jam setelah mengetahui saya gak lulus di IPB saya iseng buka pengumuman seleksi mandiri Untan dan saya lihat kata LULUS di layar monitor PC saya di prodi Teknik Industri.Saya tetap sedih,karena ini bukan tujuanku selama ini.

                      Masa OSPEK yang kulalui dengan masih berpikir aku gak mau kuliah disini.Tapi suatu malam saya merenung,mungkin ini yang Tuhan rencanakan.Dia tahu yang terbaik bagi umatNya. Saya pun mencoba untuk mencintai kampus,teman-teman,serta dosen-dosen.

                        Menjalani masa kuliah awal saya sudah dibuat pusing sama tugas-tugas dari Dosen yang amat ribet dibanding tugas-tugas yang saya dapat di SMA. Tetapi karena kesusahan ini saya menjadi amat tidak menyesal karena kulah disini.Saya yakin ini emang rencana indah dari Tuhan sehingga saya meyakini Teknik Industri adalah jalan saya.Dan sekarang gelar ST sudah saya tempatkan 7CM di depan kening saya(bukan 5cm ya :v ) . Kini impianku adalah lulus secepatnya dan bisa dapat beasiswa S2.AMIN aMN AmIN AMin AMIn

  owh ya,,ini bacaan awal masuk teknik industri di mata kuliah pengantar TIN

--------

PIONEERS OF INDUSTRIAL ENGINEERING

Taylor and Scientific Management

While Frederick W. Taylor did not use the term industrial engineering in his work, his writings and talks are generally credited as being the beginning of the discipline. One cannot presume to be well versed in the origins of industrial engineering without reading Taylor’s books: Shop Management and the Principles of Scientific Management. An engineer to the core, he earned a degree in mechanical engineering from Stevens Institute of Technology and developed several inventions for which he received patents. While his engineering accomplishment would have been sufficient to guarantee him a place in history, it was his contributions to management that resulted in a set of principle and concept considered by Drucker to be “possibly the most powerful as well as lasting contributions America has made to Western thought since the Federalist Papers.”

The core of Taylor’s system consisted of breaking down the production process into its component parts and improving the efficiency of each. Paying little attention to rules of thumb and standard practice, he honed manual tasks to maximum efficiency by examining each component separately and eliminating all false, slow, and useless movements. Mechanical work was accelerated through the use of jigs, fixture, and other device many invented by Taylor himself. In essence, Taylor was trying to do for work units what Whitney had done for material units: standardize them and make them interchangeable.

Improvement of work efficiency under the Taylor system was based on the analysis and improvement of work methods, reduction of the time required to carry out the work, and development of work standards. With an abiding faith in the scientific method, Taylor’s contribution to the development of “time study” was his way of seeking the same level of predictability and precision for manual task that he had achieved with his formulas for metal cutting.

Taylor’s interest in what today we classify as the area of work measurement was also motivated by the information that studies of this natured could supply for planning activities. In this sense, his work laid the foundation for a broader “science of planning”: a science totally empirical in nature but one that he was able to demonstrate could significantly improve productivity. To Taylor, scientific management was a philosophy based not only on the scientific study of work but also on the scientific selection, education, and development of workers.

His classic experiments in shoveling coal, which he initiated at the Bethlehem Steel Corporation in 1898, not only resulted in development of standards and methods for carrying out this task, but also lead to the creation of tool and storage room as service department, the development of inventory and ordering systems, the creation of the personnel department for worker selection, the creation of the training departments to instruct worker in the standard methods, recognition of the importance of the layout of manufacturing facility to ensure planning production, and the development of incentive payment system to reward those worker able to exceed standard outputs. Any doubt about Taylor’s impact on the birth and development of industrial engineering should be erased by simply correlating the previously described functions with many of the fields of work and tropics that continue to play a major role in the practice of the profession and its educational content at the university level.