Institute of Industrial Engineers
2013-2018 Strategic Plan
The Board of Trustees (BOT) of the Institute of Industrial Engineers (IIE) undertook the
development of a new Strategic Plan in September 2012. The plan is built on the previous strategic
plan implemented in March 2006. The final Plan was approved and ratified on May 1, 2013. The
2013-2018 Strategic Plan consists of a vision, mission, six strategic areas of focus, and goals within
each of these strategic areas of focus. In addition, a SWOT (Strengths, Weaknesses, Opportunities,
Threats) analysis was performed. Results from this SWOT analysis are documented separately for
future reference.
Vision
To be the premier organization that advances, promotes and unites the industrial and systems
engineering profession worldwide.
Mission
Provide knowledge, training, networking opportunities and recognition to enhance the skills and
effectiveness of the industrial and systems engineering profession and those individuals involved
with improving quality and productivity.
This mission goes beyond supporting IIE members, focusing on enhancing the effectiveness of the
profession. IIE will expand its audience, serving those professionals who strive to improve quality
and productivity. These professionals include, but are not limited to, industry, academic, student,
corporate, industrial engineering professionals, and organizations which employ industrial
engineers. IIE will develop products and services to meet the needs of this market, and costeffectively deliver these products and services throughout the world to the industrial engineering
community.
Strategic Areas of Focus
IIE’s Strategic Plan identifies six areas of strategic focus. These six areas are numbered for ease of
reference with no priority implied by their sequence.
1.
2.
3.
4.
5.
6.
Image and Awareness of the Industrial and Systems Engineering Profession
International Presence
Education, Training and Knowledge
Industry Participation
Involvement of Academia
Effective Volunteer Network
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IIE’s success is a result of volunteers and staff working in partnership. To enhance this partnership,
a strategic plan has been developed for these areas of focus. This plan builds upon the precepts of
IIE’s strategic planning sessions, identifying short- and long-term objectives and milestones. The
plan aligns strategies, operations and resources, as it integrates staff initiatives.
Strategy 1: Enhance the Image and Awareness of the Industrial and Systems Engineering
Profession
IIE’s Vision states that the Institute is the premier organization that advances, promotes and unites
the industrial and systems engineering profession worldwide. Image depends on the contributions
that the profession makes to industry, education and society as a whole. IIE will direct the attention
of the society to the opportunities and challenges that affect quality of life, and educate society on
how the profession of industrial engineering positively addresses these opportunities and
challenges.
IIE has the following goals related to this strategy. These goals are numbered for ease of reference
with no priority implied by their sequence.
1.1
Develop and implement a strategic marketing plan with short- and long-term
components that broadens the reach of IIE and its products/services.
1.2
Leverage multi-media to enhance the image and awareness of the IE profession and its
contributions.
1.3
Develop and support initiatives to educate various segments of society about what IEs
do. Examples of these segments include high school students, guidance counselors,
college freshmen, college students with non-IE majors, companies and other groups.
1.4
Engage industrial and systems engineering faculty and business leaders as advocates for
IIE and the profession.
1.5
Publicize the accomplishments of industrial engineers in industry and academia
domestically and abroad.
Strategy 2: Expand IIE’s International Presence
In today’s world, there are dramatic changes occurring that require businesses (particularly U.S.
businesses) to adjust to the rapid globalization of the economy. IIE is no exception. IIE has always
derived most of its business from North America (and the United States specifically). Today, IIE
must expand its business model to enable it to identify and serve emerging markets. IIE must
identify high priority international markets and economically deliver products and services to these
markets.
IIE has the following goals related to this strategy. These goals are numbered for ease of reference
with no priority implied by their sequence.
2.1
Develop and/or co-sponsor international conferences in areas with a high concentration
of industrial and systems engineers.
2.2
Increase the number of international student chapters beyond North America.
2.3
Expand university regional conferences internationally.
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2.4
2.5
2.6
2.7
Develop a strong international volunteer data base, develop future leaders and expand
the international leadership structure.
Leverage committed IIE members around the world to establish a presence, grow
membership, communicate and deliver services
Expand products and services to fill the international niche and design cost effective
means of dissemination.
Develop a specific integrated plan to grow each targeted international market.
Strategy 3: Increase the Awareness, Value and Relevance of IIE’s Education, Training and
Knowledge
Knowledge transfer is a key foundation for the value that IIE delivers to its members and customers.
This knowledge is often delivered through education, training and conferences. Leading-edge skills
and abilities are in greater demand than ever before. Increased industry demands have made timely
delivery even more important. IIE is uniquely positioned to facilitate partnerships between
industry, corporations, academia and consultants.
IIE has the following goals related to this strategy. These goals are numbered for ease of reference
with no priority implied by their sequence.
3.1
Support education by partnering with accrediting bodies, universities and other global
organizations.
3.2
Promote awareness of educational opportunities.
3.3
Increase domestic and international training.
3.4
Develop certification programs in niche areas.
3.5
Provide educational and training opportunities for faculty.
3.6
Complete and maintain the IE Body of Knowledge.
3.7
Continue to expand journal offerings as the market demands. Streamline the process of
journal development and delivery to develop a consistent style and format.
Strategy 4: Strengthen IIE’s Participation of Industry
The majority of degreed industrial and systems engineering professionals work in industry. IIE
must increase participation of industry representatives throughout their career. The simple message
is “IE for Life!”
IIE has the following goals related to this strategy. These goals are numbered for ease of reference
with no priority implied by their sequence.
4.1
Improve the quality of our industry-focused content for conferences, seminars,
publications and webinars.
4.2
Connect members with potential employers and vice versa.
4.3
Expand leadership development opportunities.
4.4
Connect industry participants at IIE events, especially for “first time” conference
attendees.
4.5
Develop awards targeted at industry members and encourage participation.
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4.6
4.7
Facilitate industry’s collaboration with the industrial and systems engineering academic
community.
Define and disseminate the IIE value proposition to industry.
Strategy 5: Bolster IIE’s Involvement of Academia
The academic community is responsible for educating and training future industrial and systems
engineering practitioners and educators. IIE must demonstrate to all industrial and systems
engineering (and related) academic programs the relevance and importance of a strong society that
advances, promotes and unites the profession. Specific goals must be aimed at various stakeholders
in academia (and their supporting infrastructure including funding agencies and government),
accrediting agencies, licensure groups and others.
IIE has the following goals related to this strategy. These goals are numbered for ease of reference
with no priority implied by their sequence.
5.1
Enhance communication, develop shared goals and joint activities, and increase
participation with academic leaders to demonstrate the value of industrial and systems
engineering.
5.2
Increase the participation of industrial and systems engineering (and related fields)
faculty members with IIE.
5.3
Provide training and networking capabilities for faculty advisors and student volunteers.
5.4
Increase participation of graduate students in IIE.
5.5
Increase the membership conversion rate from students to professionals.
5.6
Clarify ABET processes, roles, and lines of communication between the BOT, the
Institute’s ABET representatives and CIEADH.
5.7
Explore the development of university alumni chapters.
5.8
Encourage an emphasis on IIE membership at regional student conferences through
participation of industry and faculty speakers who are IIE members.
5.9
Educate funding agencies and government on the importance of industrial and systems
engineering.
5.10 Facilitate academia’s collaboration with the industrial and systems engineering industry
community.
Strategy 6: Expand the Effective Volunteer Network
IIE is a volunteer-driven organization. It depends upon a cadre of active, enthusiastic and capable
volunteers. IIE must continually take steps to recruit, develop, and increase the number of effective
volunteer leaders, especially from industry.
IIE has the following goals related to this strategy. These goals are numbered for ease of reference
with no priority implied by their sequence.
6.1
Define volunteer roles, responsibilities, and commitments; and develop formal job
descriptions and succession plans.
6.2
Develop processes to encourage talented members to volunteer and match these
volunteers with opportunities.
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6.3
6.4
6.5
6.6
Develop and support volunteers through training and mentoring.
Expand technological resources aimed at enhancing volunteer capabilities and
networking.
Support chapters, societies, divisions and other volunteer groups.
Recognize volunteers for their service.
Resources
This Strategic Plan aligns strategies, operations and resources, as it incorporates Institute and staff
initiatives. IIE staff and volunteers work in partnership throughout the implementation of the plan.
As IIE progresses in the implementation, organizational changes may be necessary. Staff and
volunteer resources will be reallocated and, in some cases, may need to be supplemented with
additional support. In particular, the training, information technology, sales, and international areas
may need to be strengthened. These issues will become clearer as implementation progresses.
Conclusion
Since 1948, IIE has been an organization dedicated to serving its members and the profession. The
global industrial and systems engineering community is growing. IIE has defined six areas for
strategic focus that are critical to the Institute’s future. IIE will combine and integrate staff and
volunteer resources to enhance its effectiveness in these areas. This strategic plan will provide
long-term direction and focus for the Institute. Although IIE will revisit and refine this plan
annually, this plan has been designed to carry the Institute through the next five years. This will
allow for a constant and steady direction throughout the normal cycle of leadership transition.
These strategic initiatives will advance, promote, and unite the industrial and systems engineering
profession worldwide.
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