It Takes More Than Engineers to Make Industrial Engineering Work

In every warehouse or distribution center, industrial engineering (IE) is quietly shaping the flow of work. Whether it’s slotting, pick paths, or labor standards, IE sits at the center of how efficiently and sustainably a facility runs.

But here’s the problem: too many companies treat industrial engineering as a technical silo. They bring in one or two engineers, ask them to crank out standards and simulations, and then wonder why the operation doesn’t improve.

The truth is, IE is not a solo act. It’s a team sport. Success depends on building an ecosystem of roles around IE — operators, supervisors, cross-functional leaders, even external partners — so the math on paper becomes a reality on the floor.

Why Industrial Engineering Matters More Than Ever

Warehousing and distribution have always been cost-sensitive. But in the last decade, three major pressures have made IE a critical function rather than a nice-to-have:

1. Labor shortages and turnover. With warehouses facing double-digit turnover rates, productivity can’t just rely on hiring more people.

2. Automation complexity. Robotics, AI, and advanced WMS/WES systems introduce opportunities, but also risks if not implemented correctly.

3. Customer expectations. Same-day and next-day delivery are no longer differentiators; they’re table stakes. Every delay has a cost.

Industrial engineers are uniquely positioned to navigate all three, but only if the organization around them is structured to support their work.

Step One: Clarify What Industrial Engineering Really Does

For decades, industrial engineering has been defined by time studies and labor standards. And while those tools are still critical, the scope of IE has grown dramatically in modern supply chains.

Today’s IE team must:

• Translate strategy into operations. If leadership sets a goal of reducing order cycle times by 20%, IE is the group that models workflows to see what’s realistic and where the bottlenecks are.

• Bridge people and technology. They decide when automation makes sense, how it integrates with existing systems, and what training workers will need to adapt.

• Balance competing priorities. Cost, speed, and safety rarely line up neatly. IE is the discipline that tests trade-offs and designs processes that hit multiple targets.

If you don’t establish this definition internally, IE gets pigeonholed as “the group that measures us” — which breeds resentment and undermines adoption. When everyone understands that IE exists to enable, not punish, it changes the relationship entirely.

Step Two: Build a Cross-Functional Team Around IE

Hiring an engineer or two and calling it an “IE function” sets teams up for failure. Why? Because an engineer can model processes, but they can’t make them stick without a support system.

A strong IE team has layers:

• Engineers: They bring the analytical horsepower, simulation tools, and process design skills.

• Operations leaders: These are supervisors and managers who know the floor reality — where associates actually deviate from process, where equipment really breaks down, and what training gaps exist. Without their input, IE designs stay theoretical.

• Associates: The most overlooked resource. Operators know the difference between the “textbook” process and the “real” one. Involving them early not only improves designs but also builds buy-in.

• IT and systems staff: Automation and optimization always involve software. A great IE team works hand-in-hand with IT to ensure data flows, dashboards, and WMS/WES systems can support the new design.

Think of IE less like a department and more like a hub. The engineer may be the hub itself, but the spokes are what give it reach and strength.

Step Three: Train for More Than Technical Skills

Even the most sophisticated process design will fail if people can’t execute it. That’s why training — not just for engineers, but for the broader team — is essential.

• Change management. Engineers must be able to explain why a change matters, not just hand over new standards. Floor supervisors need tools to coach workers through resistance, not just enforce compliance.

• Soft skills. Communication, facilitation, and conflict resolution are just as important as math. IE leaders should be able to stand in front of associates and connect changes to safety, fairness, and opportunity.

• Shared technical literacy. Non-engineers don’t need to master simulation software, but they do need to understand what a labor standard means, how a time study is structured, and what a balanced scorecard measures. Without this shared language, mistrust builds quickly.

Companies that skip this step often end up with expensive designs that no one knows how to use.

Step Four: Balance Metrics with Human Impact

Industrial engineering lives in the world of metrics. Units per hour, pick accuracy, throughput, downtime; these are the bread and butter of IE. But when metrics are the only story, IE gets a reputation as the group that squeezes more work out of fewer people.

The solution is to deliberately balance efficiency metrics with human metrics.

For example:

• When you measure pick rates, also track safety incidents.

• When you model overtime, also monitor turnover.

• When you focus on cost per unit, also consider employee satisfaction.

This doesn’t dilute IE’s role; it strengthens it. Because when workers see that changes make their jobs safer and more sustainable, they’re far more likely to adopt them. And adoption is where the ROI actually comes from.

Step Five: Use System Integrators as Extensions of the Team

Even the best in-house IE function can’t keep up with the speed of change in automation. Robotics, AI, goods-to-person systems — the technology landscape is simply too broad.

That’s where system integrators become critical partners. They don’t replace IE; they amplify it. A good integrator helps:

• Pressure test ideas. Before you spend thousands on automation, an integrator can model multiple scenarios and highlight hidden constraints.

• Fill expertise gaps. Your engineers may be experts in labor standards, but not in robotics fleet management. Integrators bring depth.

• Bridge strategy and execution. Because they see dozens of implementations across industries, integrators can spot pitfalls and shortcuts your in-house team might miss.

The most successful operators treat integrators as part of their IE ecosystem, not as outside vendors.

Step Six: Make IE a Cultural Mindset, Not Just a Function

Finally, the biggest shift isn’t technical: it’s cultural. If IE lives only in one office, it will always struggle for adoption. But if IE becomes part of how everyone thinks, it transforms the organization.

Practical steps include:

• Embedding IE into continuous improvement cycles like Kaizen or Lean events.

• Hosting open office hours where associates can bring process pain points directly to the IE team.

• Creating career pathways where operators can grow into IE-adjacent roles, closing the loop between theory and practice.

• Ensuring executive sponsorship so every improvement is visibly supported from the top.

When IE becomes a mindset, “how do we improve this process, and what’s the impact on people?” it stops being a department and starts being part of the culture.

The Multiplier Effect of the Right Team

Industrial engineering can be the backbone of a warehouse or the most underutilized department in the building. The difference comes down to the team around it.

A well-supported IE function doesn’t just design efficient processes, it builds smarter, safer, more resilient operations. It creates a culture where continuous improvement is expected, not resisted. And it ensures that technology investments are not just installed, but integrated.

At Zion Solutions Group, we’ve seen the multiplier effect firsthand: when IE is supported by the right team and culture, small process changes add up to game-changing results.

If you’d like to dive deeper into Zion’s industrial engineering roots, check out Episode 6 of The Zion Experience Podcast where our host Jim Shaw sat down with his former professor, John Usher, from the University of Louisville’s Industrial Engineering program. It’s a conversation that blends career reflections, teaching philosophy, and a passion for shaping the next generation of engineers — a reminder that building teams around IE is as much about people as it is about process.

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