How To Sign Arkansas Banking Presentation

Industry sign banking arkansas job offer computer

okay so again as you guys know I'm doctor Boardman I am a faculty member in the industrial engineering department I have all three of my degrees in industrial engineering two from the University of Arkansas and one from Texas A&M University I work for a little while kind of between degrees for the Department of the Army in the logistic Support Agency so we'll talk a little bit about logistics in a second and what that means so let's talk about Industrial Engineering this is my favorite definition of industrial engineering so what industrial engineers do is we go into organizations and we look at the people in those organizations so we look at the employees we look at the customers we look at the suppliers so any person that interacts with the organization we look at the processes so anything that the organization does - how do they buy products how do they produce an item or how do they offer a service how do they pay their employees how do they train their employees how do they talk to their customers just any process at all that the organization does and then what technology they use to do all of that maybe that's you know a computer maybe it's a robotic system whatever kind of technology it is so we look at the people processes and technology and we try to figure out ways to fit all of that together so that the organization can best accomplish its goals so my favorite thing about Industrial Engineering and in that definition is somebody tell me shout out in the chat what kind of organization does this apply to what kind of organization has people processes technology and goals Thank You Christian all of them exactly right exactly Joycelyn Melissa everything has people processes technology and goals whether it's a for-profit business or non-preferred for-profit they have people processes technology and goals as well so you learn tools and skills as an IEE that you then go apply at whatever kind of industry or business or organization is interesting to you so we do things like trying to improve the quality of the product or service being offered improve working conditions for employees save time and money improve productivity improve customer satisfaction or customer service we try to do all of those things and again the companies want to do one or more of those all companies you know some of those things are more important to some companies than others and we'll talk a little bit about that but all companies want to do at least one of those things and that's what I each try to do so we try to design processes so what kind of makes us different than most other I guess really all other engineering disciplines as most other engineering disciplines are focused on whether that is a you know a engine or a airport or a bridge or a computer program or a an electronic circuit most other engineering disciplines design things we as ie design processes I'm gonna like it mute we design processes not things so that's kind of what sets us apart and makes us different so I want to show you some examples of different kind of projects we might work on one where you might kind of typically think of industrial engineering is in manufacturing and here's a picture you know of auto manufacturing and that is the historic beginning of ie when ie first started it started in the manufacturing industry um so here is an example of a tool we use this is called simulation you guys have probably heard of that before heard that word you've maybe even used a simulation tool has anybody ever played one of those simulation computer games like you know Sim City Sims ooh sim there's all kinds of them those are simulations they're the same thing we use it for all of those games have the way they work is they allow you to make decisions and then you hit the Run button and you speed up time really fast so that then you can see what are the results of your decisions we use simulation in exactly the same way our graphics aren't as pretty as what you see in those games because the graphics aren't what's important what's important is the math that's going on behind those graphics so this is an example of a simulation this is an assembly line where part of the product was made and then moved on to the next and this this particular assembly line was for robots and they were having a problem with their productivity so down here where it says jobs done how productivity is how much is getting done in a given amount of time so this particular assembly line they weren't getting enough jobs done per day and so what they decided they would do is add another robot to this line and we said well before you do that let's just run a simulation and see what the actual problem will is and if adding a robot would help at all and what we found was the problem with this line was robot number two here if this runs counterclockwise I'm sorry clockwise the problem was robot number two and it was failing too often and once it failed it stayed down too long so it stayed in a failed state too long once it failed and if robot number if this is an assembly line and robot number two fails what happens eventually to robot number one anybody got any thoughts about that yeah it gets backed up or blocked it has nowhere to move its product so we call that blocked because it so it becomes idle because it can't move and then robot number three will eventually become what we call starved it is getting no material to work on so it becomes idle so if we add another robot to this assembly line no matter where we add it what good does that do none is the answer it wouldn't help anything at all so we were able to show with this simulation that adding another robot spending all that time and money to add a robot isn't going to help this number this productivity number which is in the important number so what the company ended up doing was just doing some improvements to robot number two here so that it didn't fail as often and could be fixed quicker get good put back on line quicker once it did fail and then that cleared up exactly this this number went way up to where they needed it so this is called simulation it's a tool that II's learn and use in all kinds of situations um baking is another place that II's work in this picture you see that there is one line and when you get to the front of the line you go to the next available teller that's opposed to kind of your typical grocery store set up where you pick an aisle you pick a server and you hope that you're in the short line or the quick line so what we can another part of ie another tool is called queueing Theory that's queu e is Q so where we say get in line the British say queue up that's where that queueing theory term comes from so queueing theory is all about the mathematical study of things in line that's what it is and that sounds kind of like a crazy thing to study but there's all kinds of applications to that so what one particular kind of decision we can make using queueing theory is let me ask you for a bank how many tellers do you think we should have working at any one time think about that for a second think about how a bank decides or could decide or should decide how many tellers should be working so I get this number of three a few times it depends that's a good number that's good the answer depends is always a good answer so if we just kind of think about it one in two different perspectives so what would be the advantage of us having let's just throw out a huge number let's say a hundred tellers what would be the advantage of having a hundred tellers working all the time yeah no lines right we would have no customers and lines customers would be thrilled what is the downside of having a hundred workers yeah we're having to pay all of those people and most of them are standing around doing nothing most of the time right so if a hundred is too many we think about the opposite side of the spectrum well what if we only had one person working well then you know that's a really inexpensive system but we've got long lines and unhappy customers so you can kind of think about it as a seesaw or a teeter-totter right the hundred is happy customers but too expensive one is unhappy customers but inexpensive and what we're always trying to do and that's really how almost all decisions are you know they're all a seesaw and we're always trying to balance out and decide kind of where is that optimum number and we can figure that out really I'm using calculus and using some statistics like somebody in the chat said you know we think about what is the average entry into the system so on average how often are people entering the system we think about on average how long does it take to service a customer when they get up to the teller so we use those kind of statistics and then we use calculus kind of look at that cost curve and figure out what the minimum place is so that's called queueing theory um and we can we can use that queueing theory with people at a bank just like we could use you know there's some queueing theory we could use in this in this assembly line as well because these parts are queuing up to be serviced if we think about airports where is a queue somebody gives me an example of where a queue is used at an airport where where we might use queueing theory at an airport the runway so we've got airplanes queuing up to land on a runway we've got people queuing up at the customs or people queuing up at security um we've got baggage queuing up to get on the plane or to get off the plane all of that we can solve with queueing theory the math doesn't care the people getting on and off the plane other example the math doesn't care what's queuing up the math doesn't care is it bags is it airplanes is it people is it widgets math doesn't care so you learn the math that and as an IE and then you go apply it at whatever kind of place is interesting to you so a lot of the things we've already talked about an airport design transportation design all of those things again we're looking at how can we optimize the processes that are happening um healthcare is a growing area for II's as you can kind of imagine I mean we could talk about some of the same queueing things at a hospital you know I'm sure now you guys can think of what Q's up and how can we optimize those things it Q but another thing that I use do is we think about the layout so we think about how a workstation is laid out we think about how a warehouse is laid out you want to put and then we could think about we could use those same tools and skills to think about how an emergency room for example is laid out so when you're designing an emergency room for one thing you want to be sure that all emergency rooms look in a hospital look exactly the same right because you don't if somebody needs a piece of equipment you don't want them to have to think of what well which room am I in and oh in those rooms it's over here but in this room it's stored somewhere else they need to all be exactly the same and you need to think about things that when you need them you need them immediately it's a critical that you can get them really quickly need to be stored close it and to a place they're going to be used or things that are going to be used very often should be stored close at hand to where they're going to be used things that are less critical or are used less often can be stored further away so thinking about the layout of things is another thing that II's can do in their jobs logistics and distribution so the word logistics means getting the right stuff to the right place at the right time in the right quantities and we have been hearing a lot of Logistics lately you know so logistics is uh is again it's a math problem and if we think about how often we deliver toilet paper or how often we deliver peanut butter to a store that's a lot of math and statistics that looks at long-term averages of demand and it thinks about what kind of supply we have and how often we need to move our peanut butter from the place where it is stored and supply to the place that its demand and we don't typically make those decisions the we typically for most kind of stable demand items like peanut butter and toilet paper we make a decision about that for the year and there's a plan to get it from place a to place B when it needs to be there based upon the statistics of how often it's used and how quickly people buy it when we see a change a drastic change in those buying patterns it takes a while for we call it a bullwhip effect if you think about a whip being cracked and how that shape of it how there's a big hump at first and then they're kind of the humps get smaller and smaller but they're still a disruption that's called the bullwhip effect and that's what happens with logistics when we had when we see law really large unexpected changes in demand it ripples down over time and eventually our supplier logistics in our supply chain can catch it up this stuff is there it's just not where it needs to be because there's an unexpected demand so we can plan for all of that to some extent and like I said that stuff is there but we think about as II's we think about that kind of thing we think about if you think about deliveries where should warehouses B you know the more warehouses we have again if that same kind of balancing act the more warehouses we have the better as far as we've got lots of product close to where we're going to need it but then we have to play pay for all the warehouses and the insurance on the warehouses and the people to stock those warehouses so fewer warehouses is cheaper but then we it takes us longer to get what we need where we need it because it's in fewer places so some of the same kind of things we're talking about with logistics let me go back for one second and talk about remember we said my definition was we take people processes and technology and put it together in a way to help companies accomplish their goals let's talk about goals for a second and how those are important to logistics companies that you guys are very familiar with our FedEx and the United States Postal Service they they're both logistics companies they move things around they both basically do the same thing let me ask you guys if you go to Feb you decide you go to you need to ship something and you decide to go to FedEx instead of the post office why have you probably made that decision anybody have a thought it's faster okay absolutely that's probably why you go to fad FedEx as you get the customer service the faster the reliability exactly right if you decide to go to the post office instead of FedEx why have you made that decision costs because it's cheaper so when we make decisions when we're working even though FedEx in the post office seemingly due to a lot of the exact same processes when we're trying to solve problems for them we have to answer our solution to a same problem would be completely different for FedEx than it would be for the post office because with FedEx we have to really think about that customer service and the speed so when we solve the problem our goal has to be to keep that customer service up when we go work for the post office even we're saving that solving the same problem we just did for a FedEx we're gonna come up with a different solution because we really have to think about the cost of things so that goal is really important and that's kind of what makes it fun right there's never one exactly right answer for things it depends on the situation and it depends on the goals that your true the in the situation that you're trying to solve another I don't have a slide for it here but another area and another tool that II's use is something called organ omits you may have heard that word before like in a car commercial so I ergonomics is all about the person it's really fitting the person into the situation so in the people processes and technology ergonomics really focuses on the people part of that equation and it's part biomechanics physiology it's about how the body is made and we think about if we're designing a workstation how tall should the workstation be how how much can we expect a person to be able to lift how often can they do that without hurting themselves how big of can a hand tool be so really thin ing about biomechanics and designing around that biomechanics but it's also a part psychology and it's thinking about how can we keep our you know employees motivated how can we keep them safe how can we keep customers happy in that way so an example last year the number one of an employer of industrial engineers in the United States was FedEx we talked about that logistics company they hired the most they had the most II's on staff as of any company in the United States the company that hired the second most II's is Disney okay so Disney is you know a huge conglomeration they have lots of different businesses that they run but if we talk for just a second about the theme ARC's if you've ever been to Disneyland or Disney World on you know a hot summer day there's lots of people there it's crowded every time you turn a corner they're trying to sell you something right they're trying to sell you ice cream or a drink or a hat or something and every time a customer buys something at some point they're creating a little bit of garbage you know the cup or the straw or the napkin or the plastic that was over the Mickey Mouse ears all of that is garbage so they have strategically placed trash cans all around the park but it doesn't really take long on a crowded summer day for those trash cans to become full so that's a process that has to be accomplished we have to figure out how with all these people here in the park we're gonna empty the garbage you know we could send a garbage truck down Magic Kingdom Lane and we could beep all of the customers out of the way that would get the process accomplished but that's not thinking about the people in the system and our customers and how to keep them happy does anybody know how they do that how they empty those trash cans at the parks probably never thought about it right death half maybe has an idea so how they do that is those parks are actually built on a series of tunnels so they can kind of like pop up like a gopher at different places and they can empty the garbage and take it out through a tunnel underneath if they need to send a repair truck they can send a repair truck underground because if you're right we've I know about you but if I'm waiting in line at a roller coaster I don't want to see the repair truck roll up right that doesn't make me feel good so that's how they can do all of that underground so they get their processes accomplished but they keep the customers happy something else that I YZ did at Disney they were having complaints from customers that the lines were too long so you know they were sitting around brainstorming ways that they could fix this and and they thought well we could you know we could add some attractions and that way we spread people out and that's true but that's you know a multi-year multi-million dollar investment they thought well we can make the duration of each line shorter I'm sorry the duration of each ride shorter and that way we get more people through the line quicker also true but maybe wouldn't make your customers happy to go on such a quick ride so what they did is they set up a little economics experiment and they put people in line for first seven minutes and when they got to the front of the line they had this questionnaire that said how was your experience in line and if you were like oh it was terrible you know so hot I thought I was gonna die I had to been in that line for 40 minutes it was awful right then they put people in the same seven-minute line but this time they put up televisions playing cartoons and when people got to the front of the line they said how was your experience and then people sounds fine easily right by two three minutes right so that's economics that's psychology and Disney you know in their very infinite thought they can certainly afford to put up some televisions to play cartoons to which they own the rights right that makes total sense that's economics that's industrial engineering William you're exactly right also automated lines fast pass all of that kind of stuff is industrial engineers trying to figure out how to get this process of people through the system what technology do we need to keep the people happy and get the process done that's what ie is all about so you learn these tools again none of the math cares what's in line or what we're trying to get where doesn't matter what you're delivering so any company anywhere in the world has people processes technology and goals so you'll learn the tools your tools you'll learn our application nonspecific so then you go apply them at whatever kind of place is interesting to you so here's an example of some of some companies that II's from UTA have gone to work for and I just want you to notice again the wide variety of the type of companies you see there so you see logistics companies you see manufacturing companies you see you know aerospace companies you see airport you see hospitals all different kinds of companies and consulting companies are a really good place for II's to work because consulting companies are all about you know kind of their kind of rent and engineers other companies that don't have engineers on staff that have a problem that they need engineers to solve we'll hire a consulting company to send their engineers in to solve their problem so all of those kind of places hire II's awesome all right so now let me ask one more poll yes or no now who have feels like yes if you feel like you have somewhat of a good idea of what II's do yay so 28 minutes of our time all spent I think yay alright fantastic so the other um let me stop this anybody have any questions about industrial engineering that I can answer and then I will stop this recording and then I'll answer questions about other things if you have them awesome alright let me stop this