Next Article in Journal
Ergonomics Interventions in the Case of Automotive Manufacturing for Improving Performance and Well-Being
Previous Article in Journal
Medical Specialty Classification: An Interactive Application with Iterative Improvement for Patient Triage
 
 
Search for Articles:
Title / Keyword
Author / Affiliation / Email
Journal
Article Type
 
 
Advanced Search
 
Section
Special Issue
Volume
Issue
Number
Page
 
Journals
Engineering Proceedings
Volume 114
Issue 1
10.3390/engproc2025114008
engproc-logo
Submit to this Journal
► Article Menu

Article Menu

share Share announcement Help format_quote Cite question_answer Discuss in SciProfiles
first_page
settings
Order Article Reprints
Font Type:
Arial Georgia Verdana
Font Size:
Aa Aa Aa
Line Spacing:
Column Width:
Background:
Proceeding Paper

Industrial Engineering Needs a Revolution to Become Effective and Sustainable: An Exhaustive Review and Outlook †

by
Avinash Somatkar
1,*,
Mahendra U. Gaikwad
2,
Pramodkumar Bagade
3,
Mukund R. Kharde
4 and
Vaishali M. Dhede
5
1
Department of Mechanical Engineering, Vishwakarma Institute of Technology, Pune 411048, India
2
Department of Production Engineering, Veermata Jijabai Technological Institute (VJTI), Mumbai 400019, India
3
Department of Mechanical Engineering, Bhivrabai Sawant College of Engineering & Research (BSCOER), Pune 411041, India
4
Department of First Year Engineering, Dnyanvilas College of Engineering, Pune 412105, India
5
Department of Electronics & Telecommunication, Jaihind College of Engineering, Pune 410511, India
*
Author to whom correspondence should be addressed.
†
Presented at the 4th International Conference on Advanced Manufacturing and Materials Processing, Bali, Indonesia, 26–27 July 2025.
Eng. Proc. 2025, 114(1), 8; https://doi.org/10.3390/engproc2025114008
Published: 4 November 2025
Browse Figures
Versions Notes

Abstract

Industrial engineering has long served as a cornerstone of productivity and efficiency in manufacturing environments by focusing on the design and optimization of machinery, processes, and systems. However, its application has largely remained confined within the traditional boundaries of factory floors. This narrow scope has limited its potential in addressing broader, systemic challenges in a rapidly evolving industrial landscape. This research identifies a significant gap: despite its foundational role in operations, industrial engineering has not fully adapted to the demands of Industry 4.0 and the emerging paradigms of Industry 5.0, which emphasize human–machine harmony, sustainability, and adaptability. This paper advocates for a revolution in industrial engineering—one that transcends conventional methods and redefines the discipline through open-minded innovation, universal applicability, and immediate transformation. The novelty of this review lies in its conceptual framework that promotes optimization as a mindset rather than a rigid methodology. It argues that industrial engineering must evolve into a dynamic discipline capable of creative problem-solving, unrestricted by outdated procedures or limited applications. This paper outlines three key transformations required to achieve this revolution: (1) the universal application of industrial engineering principles beyond traditional domains; (2) the prioritization of innovation and creativity over procedural optimization; and (3) the urgency of immediate implementation. By challenging conventional thinking and encouraging the development of novel, potentially patentable approaches, this study aims to position industrial engineering at the forefront of technological revolutions and socio-technical change. This revolutionary perspective is intended to guide both academics and practitioners in embracing a more fluid, adaptive, and forward-looking role, ensuring that industrial engineering remains relevant and impactful in shaping the future of global industry in the context of Industry 4.0 and beyond.

1. Introduction

Industrial engineering is a vital field that uses engineering, math, and science to optimize manufacturing and production procedures. Industrial engineering aims to increase production, quality, safety, and efficiency while lowering costs and waste. To accomplish these objectives, industrial engineers are in charge of creating, developing, and putting into use systems, procedures, and tools. Industrial engineering, however, still has a number of issues and restrictions that limit how effective it may be. These difficulties include the use of out-of-date methods, the insufficient application of new technology, and inadequate coordination between engineers and stakeholders. Industrial engineering stands at a pivotal moment, poised for a significant transformation to meet the demands of the modern world. As industries across the globe face unprecedented challenges, from rapid technological advancements to the urgent need for sustainability [1], the traditional methods of industrial engineering must evolve. The revolution in industrial engineering aims to enhance efficiency, adaptability, and sustainability through the integration of cutting-edge technologies and innovative practices. The introduction of digital transformation, with the Internet of Things (IoT) and artificial intelligence (AI) [2], offers real-time monitoring and predictive capabilities that can optimize production processes like never before. With sustainable practices, the choice is no longer optional but necessary. Green manufacturing and energy-efficient technology are leading the way toward an environmentally friendly industrial era. Automation and robotics are redesigning production lines, with greater accuracy and productivity and less human error. Data-driven decision-making is at the forefront of this change, allowing firms to use big data for actionable insights and improved process control. Flexible manufacturing systems and modular methods are essential in reacting quickly to market fluctuations and customer needs. No less essential is workforce development so that employees are capable of adapting to this new age of industrial engineering. Supply chain optimization, powered by blockchain technology and advanced demand forecasting, provides transparency, security, and efficiency. Ultimately, the lean manufacturing principles of continuous improvement and waste reduction continue to be the basis for driving operational excellence. It is not a matter of embracing new technologies but rethinking and redesigning processes to build a more efficient, robust, and sustainable industrial environment. Revolution is needed to tackle these problems and enhance the effectiveness of industrial engineering. The goal of this essay is to list the drawbacks and shortcomings of industrial engineering and suggest a revolution that might resolve them. Modern industries and processes have greatly benefited from the contributions of the field of industrial engineering. The goal of this field is to improve systems and processes to increase production and efficiency in many sectors [3]. Industrial engineers must stay current with the most recent trends and approaches to stay competitive in a world that is constantly changing. Environmental issues have arisen recently, necessitating a more sustainable approach to industrial engineering. This research paper will explore the industrial engineering revolution that is necessary to improve its efficacy, sustainability, and applicability in the modern world. These factors influence various aspects of SCM, including sourcing strategies, supplier relationships, risk management, and overall supply chain resilience [4].

Current State of Industrial Engineering

The ideas of industrial engineering have been applied to enhance processes in numerous industries for many years. Unfortunately, there are a number of restrictions on industrial engineering at this time that reduce its usefulness. The emphasis on efficiency over effectiveness is one of industrial engineering’s key drawbacks. Cost-cutting and productivity-boosting strategies are frequently used by industrial engineers, which can produce immediate benefits but may not produce long-term gains. Moreover, industrial engineering frequently uses antiquated methods and equipment, which can reduce its usefulness in contemporary industry [5,6,7,8,9,10,11,12] as shown in Table 1.
Table 1 shows a comparative analysis of recent studies addressing various dimensions of industrial engineering within the context of the Fourth Industrial Revolution (4IR). While these studies contribute valuable insights into education, workforce dynamics, and process optimization, the current review distinguishes itself by advocating a paradigm shift that emphasizes universal applicability, creativity, and immediate transformation of industrial engineering practices.
The selection of themes such as Digital Transformation, Educational Shifts, Sustainability, Workforce Evolution, and Global Impacts is grounded in their critical relevance to the ongoing evolution of Industrial Engineering (IE) in the era of Industry 4.0 and beyond. Digital Transformation is central to modern IE as it involves the integration of technologies like AI, IoT, and automation, fundamentally altering how systems are optimized and decisions are made. Educational Shifts are necessary to equip future industrial engineers with digital literacy, data analytics, and cross-disciplinary problem-solving skills to meet evolving industrial demands.
Sustainability has become a non-negotiable priority, pushing IE to incorporate green technologies and circular economy principles into process and system designs. The theme of Workforce Evolution highlights the changing nature of jobs, skill requirements, and human–machine collaboration, which industrial engineers must address through ergonomic design and intelligent systems integration. Finally, Global Impacts underscore how IE must adapt to shifting global supply chains, competitiveness, and geopolitical dynamics, making these themes essential for framing the discipline’s transformation and future relevance.

2. Current Practices in Industrial Engineering

Automation, data analytics, lean manufacturing, digital twinning, sustainable manufacturing, the Internet of Things, and augmented reality are some of the best practices in modern industrial engineering. Industrial engineering is rapidly using automation technology like robots, drones, and autonomous vehicles to complete activities that are hazardous, repetitive, or call for a high degree of precision. Industrial engineering is increasingly relying on data analytics. It entails analyzing data to find inefficiencies, understand processes, and make data-driven decisions. The goal of the lean manufacturing methodology is to improve manufacturing processes’ efficiency while eliminating waste. Industrial engineers continue to use it frequently because it can help businesses reduce expenses, boost production, and enhance quality.
To find inefficiencies and improve efficiency, digital twinning builds a virtual clone of a real-world system or procedure. Industrial engineering is using it more and more to enhance production procedures. Sustainable manufacturing entails developing goods and procedures that generate less waste, use less energy, and are less harmful to the environment. Due to mounting pressure on businesses to lessen their environmental impact, it is becoming an increasingly important discipline in industrial engineering. The Internet of Things uses sensors and networked devices to collect data and continuously monitor systems. Industrial engineering is also increasingly leveraging technology to reduce complexity, predict maintenance needs, and increase output. The physical and digital worlds are merged to produce augmented reality. Industrial engineers use it to support employees in visualizing processes, simulating conditions, and identifying issues before they occur [13]. Industrial engineering practices today mirror the trans-formative effects of Industry 4.0 [14]. Focus is on adding advanced technologies such as AI and IoT to manufacturing procedures [15], design optimization with numerical simulations [16], and gamification for education [17]. Lean production tenets are symbiotically associated with ergonomics [18], while predictive maintenance strategies continue to evolve [19]. Challenges are constituted by changing organizational capabilities in the face of dynamic market pressures [20] and integrating emotional intelligence into engineering education [21]. Technologies such as 3D printing [22] and blockchain [23] redefine manufacturing environments across the world. The emphasis is on sustainable practices [24], tackling social and competence changes [25], and redefining the role of the workforce [26] as a response to the current industrial revolution.

3. Adaptation of New Technologies

The fast rate of technological advancement offers an industrial engineer both a challenge and an opportunity. The profession has to adopt new tools and techniques to enhance operations, minimize costs, and improve efficiency. Emerging technologies such as big data analytics, artificial intelligence, and robotics are some of the opportunities that industrial engineers can use to optimize their processes. Big data analytics can help engineers collect and analyze large amounts of data from various sources, such as sensors, machines, and software applications, to identify patterns and insights that can help optimize operations. Artificial intelligence and robotics can automate repetitive and routine tasks, freeing up engineers to focus on higher-level tasks that require their expertise. Automation can also reduce the risk of errors and improve the accuracy and speed of tasks [27,28]. The adoption of new technologies in the context of the Fourth Industrial Revolution (Industry 4.0) is reshaping higher education globally, including in Vietnam [6].
This transformation involves integrating smart technologies like AI, IoT, and robotics into educational curricula [8]. It necessitates updating teaching methods and learning environments to enhance student engagement and prepare graduates for technologically advanced industries [17]. Moreover, industries are adapting by implementing digital twins and advanced analytics [9], enhancing productivity and operational efficiency [10]. Challenges include the need for continuous skill development [18] and addressing the digital divide [19]. Embracing these changes requires collaboration between academia and industry to align educational outcomes with evolving industry needs [29], ensuring graduates are equipped with the requisite skills for future technological landscapes [30].

4. The Need for Revolution

Figure 1 shows the need for an industrial engineering revolution for a number of reasons. The complexity of industrial systems is one of the primary causes. Industrial systems are becoming more complicated as technology develops, with more variables and interactions. Due to its intricacy, it may be challenging to streamline processes and cut waste, which would decrease production and efficiency. The increasing need for sustainability is another factor driving the need for a revolution in industrial engineering. A significant amount of pressure is being placed on the industrial sector to lessen its environmental footprint as the effects of climate change become more obvious. It can be difficult to accomplish this, especially for sectors of the economy that largely rely on fossil fuels and other non-renewable resources. Finally, the industry is facing increasing competition from emerging economies, as can be seen from Figure 2. As developing countries continue to industrialize, they are able to offer lower production costs and greater flexibility, leading to increased competition for established industrialized nations [31,32]. The modern industrial environment is situated at the nexus between the urgent demand for sustainable expansion and the swift advancement of technology. Through automation, data sharing, and cyber-physical integration, the fourth industrial revolution (Industry 4.0) brought about a paradigm shift, but it also brought with it new ethical, environmental, and human-centric difficulties. The current conversation highlights the necessity of a radical change that not only improves technology but also reorients industry goals toward resilience, sustainability, and human well-being. Together, recent research, such as that conducted by [33,34,35]. In accordance with this Table 2 shows Role of various emerging technologies and methods used in the Industrial Engineering Revolution.

5. The Challenges the Industry Is Facing Today

Understanding the multifaceted challenges facing industry today is essential for initiating a revolution in industrial engineering, especially within the context of the Fourth Industrial Revolution (4IR). Key obstacles include resistance to change, as many organizations remain hesitant to adopt new technologies due to the success of conventional methods and the high financial costs associated with technological upgrades. Workforce limitations, such as skills shortages in areas like AI and big data, further compound the problem, while sustainability pressures require industries to balance profitability with environmental responsibility. Industrial engineering faces significant hurdles, including technological integration, which is often hindered by compatibility issues and high investment needs, and the skills gap, as current employees and curricula struggle to keep pace with rapid digital advancements. Other challenges include managing big data, ensuring data security, dealing with economic constraints, and overcoming organizational resistance to change. Additionally, maintaining quality standards, navigating regulatory frameworks, and mitigating the impact of automation on human resources require careful strategic planning. The industry also contends with global supply chain disruptions, educational mismatches, and the demand for ongoing innovation and R&D, especially in resource-constrained environments. Many current methodologies remain outdated, failing to incorporate emerging technologies like IoT, AI, and machine learning, while the adoption of such technologies is slow due to investment barriers. A lack of cross-functional collaboration among engineers and stakeholders leads to ineffective solutions, and advanced fields like MEMS (Micro-Electro-Mechanical Systems) add another layer of complexity with their interdisciplinary, multi-scale modeling requirements. Addressing these interconnected challenges requires a proactive, revolutionary approach that redefines industrial engineering to remain relevant, resilient, and future-ready.

6. Strategies for Implementing Revolution in Industrial Engineering

To implement a revolution in industrial engineering, a multi-pronged strategic approach is essential to meet the demands of Industry 4.0 and the emerging Industry 5.0. One of the foremost strategies involves the adoption of emerging technologies such as artificial intelligence (AI), machine learning, big data analytics, and the Internet of Things (IoT), which can significantly enhance operational efficiency, decision-making, and process optimization [6,7,11]. Continuous education and workforce upskilling are also crucial, as the rapid pace of technological advancement requires engineers to acquire new digital and interdisciplinary competencies [36,37,38,39,40,41]. Refs. [42,43,44] analyzed the impacts of the Fourth Industrial Revolution, highlighting its transformation of human resource practices, adaptation of education systems to technology-based learning, and the emergence of both opportunities and socio-economic challenges. Equally important is the prioritization of sustainability through eco-friendly production practices, waste minimization, and green technologies, aligning industrial goals with environmental responsibility-[45,46,47,48,49]. Together, refs. [50,51,52,53,54,55,56,57,58,59] looked at how industrial revolutions have changed, focusing on digital transformation, sustainable manufacturing, and engineering innovation. Refs. [60,61,62,63,64,65] highlighted how the Fourth Industrial Revolution transformed manufacturing, construction, and supply chain systems through automation, digitalization, and smart technologies. They emphasized paradigm shifts such as Lean Six Sigma 4.0, emerging manufacturing models, and evolving workforce dynamics, while also addressing challenges and sustainable opportunities in operations, logistics, and industrial innovation. In addition to presenting new opportunities and challenges in automation, renewable energy, and technological advancement toward sustainable and human-centric industries, they emphasized how the Fourth and emerging Fifth Industrial Revolutions changed workforce competencies, education, and quality management. Furthermore, fostering human–machine collaboration ensures that automation enhances, rather than replaces, human roles by integrating ergonomics and human-centric system designs [66,67,68]. The implementation of lean and agile methodologies helps industries respond flexibly to market changes while improving efficiency and reducing waste [15,16]. Collaboration between academia and industry is vital for aligning educational programs with real-world requirements and promoting innovation through joint research and development initiatives [17]. Additionally, cybersecurity and the protection of digital infrastructure have become indispensable, given the increasing reliance on interconnected systems [69]. Leveraging predictive maintenance through data analytics further optimizes resource usage and minimizes unplanned downtime [6,11]. Policy and regulatory alignment are also necessary to ensure that technological implementation complies with evolving legal frameworks while encouraging innovation [23,70,71]. Lastly, developing countries must invest in digital and physical infrastructure to ensure their readiness to adopt Industry 4.0 technologies effectively [72]. Collectively, these strategies aim to establish a resilient, innovative, and sustainable industrial ecosystem that is equipped to tackle current challenges and adapt to future transformations.

7. Revolutionizing Industrial Engineering

The steps to revolutionize industrial engineering are significant because they provide a clear and actionable roadmap for transforming the field to meet the demands of the modern industrial era as shown in Figure 3. By emphasizing the integration of advanced technologies such as artificial intelligence, machine learning, and big data analytics, the section underscores the need to optimize complex systems through intelligent, data-driven decision-making. Furthermore, the call for a holistic approach encourages the adoption of systems thinking and design thinking, allowing for comprehensive improvements across interconnected processes rather than isolated enhancements. Prioritizing sustainability reflects the urgent need to address environmental concerns by developing efficient, eco-friendly operations and reducing reliance on fossil fuels [73]. These outlined steps not only align with the global shift towards Industry 4.0 and Industry 5.0 but also bridge the gap between theoretical innovation and practical application. Ultimately, this section plays a pivotal role in positioning industrial engineering as a forward-looking, adaptable discipline capable of driving meaningful changes in a rapidly evolving technological and ecological landscape as shown in Figure 3.

8. Embracing Emerging Technologies

New technologies such as artificial intelligence, the Internet of Things, and machine learning need to be integrated into industrial engineering. These technologies can provide producers with real-time data about their operations, enabling engineers to identify issues sooner and act faster. For example, sensors can provide data regarding the performance of the equipment and predict when it needs maintenance, reducing downtime and maintenance costs. Additionally, automation helps raise productivity by eliminating physical labor and reducing errors. The application of emerging technology is vital in the accomplishment of industrial engineering efficiency. Classical approaches to manufacturing and production could be insufficient to meet future demands due to the fast pace at which the industry changes. Industrial engineering should encompass modern technology such as automation, robotics, artificial intelligence, and Internet of Things (IoT) to stay in the market. Through repeated tasks that would otherwise take a lot of human labor, automation and robotics can boost productivity. For better and more effective decision-making, artificial intelligence and machine learning can sift through massive amounts of data to determine patterns and trends that would be missed by people. The IoT can supply real-time data on manufacturing processes, enabling companies to make data-driven decisions and optimize their processes. Artificial intelligence and robotics are also employed to mechanize recurrent tasks and allow engineers to focus on more challenging issues. Engineers are able to obtain real-time information anywhere in the globe using the cloud, allowing them to remotely monitor and optimize operations [9]. Adopting new technologies in industrial engineering entails learning to cope with fast changes, driving innovation, satisfying new skills, and leveraging opportunities whilst confronting challenges [75]

8.1. Fostering Innovation

Another essential element of revolutionizing industrial engineering is innovation. Industrial engineers need to be open to adopting new technologies, ideas, and processes, and they need to empower employees at all levels to develop innovative solutions for big problems. Such things can be performed with the help of activities like hackathons, innovation workshops, and other brainstorming activities.
By engaging employees across hierarchies, industrial engineers are able to draw on the combined knowledge and imagination of the organization, generating new ideas and solutions to enhance operations. Innovation in the industrial revolution demands balancing new technologies with conventional practices, prioritizing sustainable growth, readying graduates for emerging requirements, and responding to the effects on the workforce. This ensures maximum opportunities are capitalized on while managing challenges [76].

8.2. Data Analytics and Business Intelligence

A revolution must come in the manner in which industrial engineers apply data analytics and business intelligence tools. The tools have the capability of assisting engineers in optimizing processes, improving quality, lowering costs, and improving productivity. By utilizing data analytics and business intelligence, engineers can make data-driven decisions and not merely intuitive ones. Data analytics and business intelligence are important in managing the industrial revolutions, promoting sustainable business plans, fulfilling employer demands, resolving workforce effects, and taking advantage of opportunities and challenges [77].
Business intelligence packages may assist engineers in visualizing and presenting information in such a manner that is understandable and can be communicated to stakeholders. Industrial engineers may make data-driven decisions based on information instead of guesswork through the utilization of data analytics and business intelligence [78].

8.3. Optimization of Supply Chain

Industrial engineers need to focus on the optimization of the supply chain. This involves streamlining processes, reducing waste, and ensuring that goods are delivered to customers on time and at the lowest possible cost. Optimizing supply chains in the context of industrial revolutions involves integrating advanced technologies, anticipating disruptive changes, meeting new skill demands, adapting to workforce transformations [79], and leveraging digital opportunities while managing operational complexities [80]. By optimizing the supply chain, industrial engineers can improve the efficiency of the entire organization by optimizing the supply chain, industrial engineers can improve efficiency, reduce costs, and improve customer satisfaction. This can be achieved through initiatives such as lean manufacturing, just-in-time inventory, and supply chain automation

8.4. Integration of Sustainability

Finally, a revolution is needed in industrial engineering to integrate sustainability into the design and operation of industrial systems. This involves developing new technologies and practices that minimize environmental impact and reduce waste. By integrating sustainability, industrial engineers can ensure that their operations are both profitable and environmentally responsible. Ref. [72] emphasized the integration of sustainability and inclusivity within the context of industrial revolutions. They highlighted how sustainability assessment methodologies and the Bottom of Pyramid 4.0 model supported environmentally responsible practices and social upliftment by linking industrial innovation with community development and equitable growth.
Integrating sustainability in industrial revolutions involves aligning technological advancements, fostering eco-friendly practices, addressing environmental impacts, managing resource efficiency [81], and promoting green technologies amidst digital transformations.
By integrating sustainability into the design and operation of industrial systems, engineers can ensure that their operations are both profitable and environmentally responsible. This can lead to improved brand reputation, increased customer loyalty, and reduced regulatory risks.

8.5. Adopting New Approaches to Problem-Solving

Industrial engineering must adopt new approaches to problem-solving if it is to fully grasp the potential of developing technology. It is possible that conventional approaches like Lean and Six Sigma are insufficient to address the complexity of contemporary manufacturing and production processes. Adopting new problem-solving approaches in industrial revolutions integrates insights from engineering revolutions, anticipates the future, addresses Industry 4.0 challenges, adapts HR strategies, and navigates technological opportunities [82] to enhance adaptive capabilities and innovation. Instead, industrial engineering must adopt a data-driven strategy that uses machine learning and analytics to enhance processes. Predictive maintenance, for instance, can utilize machine learning algorithms to spot equipment issues before they happen, minimizing downtime and maintenance costs [83].

9. Redefining the Role of Industrial Engineers

Redefining the role of industrial engineering embraces transformative insights from past revolutions [20], anticipates future advancements [84], aligns with Industry 4.0 demands, navigates HR impacts [24], and harnesses technological potentials to innovate manufacturing processes and enhance global competitiveness. Embracing technological integration and innovation [85]. Engineers are now catalysts for digital transformation, applying AI, IoT, and data analytics to optimize processes [86]. They facilitate smart manufacturing and sustainable practices, merging traditional expertise with new competencies in cybersecurity and automation [87]. Collaboration across disciplines is key, enhancing efficiency and quality, while adapting educational frameworks to meet evolving industry demands. This evolution requires engineers to be agile problem solvers, driving lean practices and adaptive strategies [88], and ensuring competitive advantage in a globalized market [80]. As Industry 4.0 unfolds, industrial engineers navigate complexity, harnessing innovation to redefine industrial landscapes [89]. Industry needs industrial engineers to play a more strategic role. Industrial engineers should become change agents, collaborating closely with other stakeholders to pinpoint potential for improvement, rather than merely developing and optimizing processes. This calls for a mental change away from a narrow focus on technical skills and towards a broader comprehension of the needs of stakeholders and the business context. To grasp stakeholder issues and spot chances for improvement, industrial engineers should be able to communicate clearly with stakeholders, such as production managers, operators, and maintenance personnel. Over time, the discipline of industrial engineering (IE) has undergone tremendous development, as have the responsibilities of industrial engineers. But in today’s fast and complex industrial setting. The duties of industrial engineers must be spelled out to make them more productive. The following are some ideas on how to achieve these strategies [90].

9.1. Leverage Technology

Industrial engineers need to be acquainted with new technologies like artificial intelligence (AI), machine learning, and automation. They need to be able to utilize these technologies to make manufacturing processes more efficient, optimize the supply chain, and cut costs.

9.2. Emphasis on Sustainability

Industrial engineers work should also involve paying attention to sustainability. They need to strive to make the manufacturing process more sustainable, minimize waste, and decrease carbon emissions.

9.3. Use System Thinking

Industrial engineers must use the systems thinking method of solving problems. They must recognize how each element of a system interfaces with one another, and how any alterations to the system will affect it.

9.4. Establish Strong Communication and Collaboration Skills

Strong communication and collaboration skills are important for industrial engineers. They need to communicate effectively and collaborate effectively with cross-functional teams, including managers, engineers, and front-line workers.

9.5. Become Proficient in Data Analysis

Industrial engineers should be proficient in data analysis, employing techniques like statistical process control and learning six sigma to detect areas for improvement and apply solutions.

9.6. Stress Continuous Improvement

Lastly, industrial engineers should emphasize continuous improvement in every aspect of manufacturing. They should continually seek areas to optimize processes, cut costs, and enhance quality.
Finally, the industrial engineer’s role must be redefined to make it as effective as possible today in the industrial world. Technology adoption, emphasis on sustainability, system thinking, strong communications and collaboration, data analysis expertise, and continuous improvement focus are all key steps towards this end [91].

10. Benefits of Revolutionizing Industrial Engineering

Revolutionizing industrial engineering can have several benefits.

10.1. Increased Efficiency and Productivity

Industrial engineering can be revolutionized, resulting in an improvement in efficiency and productivity. With the embracement of new technologies and process optimization, waste is minimized, downtime is reduced, and output is improved. With the use of current technologies and a systems thinking strategy, industrial engineers can improve manufacturing processes and enhance efficiency. This will result in improved lead times, lower costs, and improved output [92].

10.2. Enhanced Quality Control

Through the use of advanced monitoring and data analytics solutions, industrial engineers are able to increase quality control and guarantee that products are of the best quality. This can translate into higher customer satisfaction and loyalty. Through becoming skilled at data analysis and continuous improvement, industrial engineers are able to detect areas for enhancement and implement measures that enhance quality and lower defects [93].

10.3. Increased Safety

The industrial engineering revolution can also result in enhanced safety for employees and customers. Through embracing new safety guidelines and technologies, businesses can decrease the occurrence of accidents as well as injuries. Through embracing automation and other technologies, industrial engineers can minimize the occurrence of workplace accidents and injuries. This can result in cost reduction and enhanced employee morale [94].

10.4. Less Environmental Impact

Industrial activities can severely affect the environment, but through more sustainable technologies and practices, businesses can reduce their environmental impact. This helps to safeguard the planet and respond to the increasing demand for green products and services.

10.5. Increased Innovation

Revolutionizing industrial engineering also brings about greater innovation and new opportunities for business. By adopting new techniques and technologies, companies can create new business models, products, and services that address the evolving needs of customers and the market.

10.6. Enhanced Customer Satisfaction

Through increased efficiency, quality, and sustainability, industrial engineers can deliver products and services that are more in line with customer requirements and expectations. This can result in higher customer loyalty and repeat sales.

10.7. More Sustainability

By emphasizing sustainability and minimizing waste, industrial engineers can develop more environmentally friendly production processes. This can result in cost savings and enhanced brand reputation.
In total, revolutionizing industrial engineering can assist firms in remaining competitive in the midst of a fast-changing business world. Through the implementation of innovative technologies, process optimization, and innovation development, firms can enhance efficiency, quality, safety, and sustainability while increasing growth and profitability. In total, revolutionizing industrial engineering can provide remarkable benefits (Figure 4) for firms, employees, and customers. Through adopting new technologies, systems thinking, and continuous improvement as values, industrial engineers can contribute to driving manufacturing growth and competitiveness [84,95].

11. Collaborating with Stakeholders

Coordination with other stakeholders is necessary to achieve the industrial engineering revolution that exists. Operators, maintenance personnel, production managers, and other stakeholders all have unique visions about the opportunities and challenges unique to their own areas [96]. Industrial engineers are able to identify areas for improvement and offer solutions that resolve these stakeholders’ problems by coordinating them. Industrial engineers can increase the productivity and sustainability of their operations by working together effectively. For example, working with suppliers can assist engineers in streamlining the supply chain and reducing waste [97]. Collaborating with stakeholders in industrial engineering involves navigating revolutionary shifts [20], anticipating [22] future trends [21], and aligning with Industry 4.0 demands [22]. And addressing HR impacts. It leverages opportunities [23] and fosters a culture of quality amidst technological advancements. Engineers can better understand clients’ wants and requirements by collaborating closely with consumers to create goods and services that satisfy those needs. Engineers can guarantee that their activities conform to pertinent rules and regulations by working with regulators. Partnership can encourage creativity and innovation. Industrial engineers can access a wider range of viewpoints and information by including stakeholders in the decision-making process, resulting in more creative ideas and solutions [98]. Parties involved may feel more ownership and responsibility as a result of collaboration, which can boost engagement and involvement in programmers who aim to increase productivity and sustainability. Clear communication, mutual respect, and a readiness to listen to and learn from others are necessary for effective collaboration. All stakeholders should have open lines of communication with industrial engineers, and they should be eager to engage in productive discussion [99]. Additionally, they must be accountable and open, regularly updating stakeholders on their progress and outcomes. In conclusion, working with stakeholders to innovate industrial engineering is essential. Industrial engineers may find areas for improvement, encourage innovation, and create plans that meet the needs and expectations of all stakeholders by closely collaborating with all parties. Good teamwork may boost productivity, sustainability, and customer happiness as well as industrial engineering’s overall competitiveness in a world that is changing quickly.

12. Conclusions

In order to maximize manufacturing and production procedures, industrial engineers have to overcome various challenges and limitations. The efficiency of industrial engineering is hindered by obsolete methods, the misuse of advanced technologies, and poor coordination among engineers and stakeholders. There has to be a revolution to overcome these challenges. The revolution involves adopting new technologies, using new problem-solving methods, reconsidering the role of industrial engineers in the industry, and collaborating with stakeholders. Industrial engineering would be more efficient as a consequence of this change, which would assist it in preparing for future challenges as well. As a tool to remain effective and useful in the ever-changing era of manufacturing and production, industrial engineering needs to continue evolving and changing. A revolution needs to be brought about for industrial engineering to remain relevant, effective, and sustainable. In order to do this, one needs to implement new technology, foster innovation, apply data analytics and business intelligence, improve the supply chain, and integrate sustainability. The benefits far outweigh the challenges. Industrial engineering can be revolutionized to enhance productivity, reduce costs, enhance sustainability, and improve customer satisfaction. Production, manufacturing, and supply chain management all depend significantly on the vital discipline of industrial engineering. However, in the current complex and challenging business environment, the traditional method of industrial engineering is not viable. Industrial engineering must undergo a revolution so that it can be more effective, efficient, and sustainable. Industrial engineering can evolve into an even more valuable and effective industry by applying advanced technology, data analysis, human-centered design, and sustainability principles.

Current and Future Development

By adopting a revolutionary strategy that makes use of cutting-edge technologies, data analytics, and sustainable practices, industrial engineering will have a greater future. Process efficiency will be increased by automation and precision brought about by developments in robots, artificial intelligence (AI), and the Internet of Things (IoT). Supply chains will be optimized, and decision-making will be enhanced by data analytics’ real-time insights and predictive capabilities. The integration of eco-friendly procedures by industrial engineers to minimize waste and energy consumption is expected to make sustainability a primary priority. Ergonomics and user experience will be given priority in human-centered design, which will improve product designs and provide safer work environments. In addition, new methods of solving problems and improved coordination with partners will tackle difficult problems and adjust to changing market needs. Industrial engineering will become more effective, efficient, and sustainable as a result of this revolution, increasing production and manufacturing performance overall, cutting costs, and increasing productivity.

Author Contributions

Conceptualization, A.S. and M.U.G.; methodology, A.S.; formal analysis, A.S.; investigation, M.R.K.; writing—original draft preparation, A.S. and V.M.D.; writing—review and editing, P.B.; supervision, M.U.G. All authors have read and agreed to the published version of the manuscript.

Funding

This research did not receive financial support from any specific grants provided by public, commercial, or not-for-profit funding organizations.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Not applicable.

Data Availability Statement

The data related to the present research is provided in the manuscript.

Conflicts of Interest

The authors declare that there are no financial or personal relationships that could have influenced the work reported in this manuscript.

References

  1. Ourihi, R.; Elhilali, F.Z.; Fihri-Fassi, H. Implementing a Complete Method of Eco-Design, Optimization, and Sustainability in Automotive Mirrors. Recent Pat. Mech. Eng. 2024, 17, 53–64. [Google Scholar] [CrossRef]
  2. Ji, Y.; Bao, J.; Yin, Y.; Ma, C. Applications of artificial intelligence in tribology. Recent Pat. Mech. Eng. 2016, 9, 193–205. [Google Scholar] [CrossRef]
  3. Huang, Y.; Xu, Y.; Qi, S.; Fang, X.; Yin, X. Recent patents on RFID-based logistics management systems. Recent Pat. Mech. Eng. 2016, 9, 26–36. [Google Scholar] [CrossRef]
  4. Karambelkar, S.; Khaire, R.; Ghule, R.; Hiray, P.; Kulkarni, S.; Somatkar, A. Design and Analysis of Automatic Tripod Style Horizontal Multi Bobbin Wire Winder. In Proceedings of the 6th International Conference on Computing, Communication, Control And Automation, Pune, India, 26–27 August 2022; pp. 1–4. [Google Scholar]
  5. Tri, N.M.; Hoang, P.D.; Dung, N.T. Impact of the industrial revolution 4.0 on higher education in Vietnam: Challenges and opportunities. Linguist. Cult. Rev. 2021, 5, 1–15. [Google Scholar] [CrossRef]
  6. Bagade, P.M.; Bagade, P.P.; Chaudhari, A.; Ranjan, P.; Shirke, S.; Sedani, C. Numerical Investigation on Aerodynamic Performance of Helical Savonius Rotor Inspired by Natural Shapes. J. Mines Met. Fuels 2023, 71. [Google Scholar] [CrossRef]
  7. Devi, M.; Annamalai, M.A.R.; Veeramuthu, S.P. Literature education and industrial revolution 4.0. Univers. J. Educ. Res. 2020, 8, 1027–1036. [Google Scholar] [CrossRef]
  8. Mayer, C.H.; Oosthuizen, R.M. Positive transformation towards the fourth industrial revolution: Empirical evidence from a technology company. Int. Rev. Psychiatry 2020, 32, 659–672. [Google Scholar] [CrossRef]
  9. Genkin, E.; Filin, S.; Velikorossov, V.; Kydyrova, Z.; Anufriyev, K. The fourth industrial revolution: Personnel, business and state. E3S Web Conf. 2020, 159, 04012. [Google Scholar] [CrossRef]
  10. Anshari, M. Workforce mapping of fourth industrial revolution: Optimization to identity. J. Phys. Conf. Ser. 2020, 1477, 072023. [Google Scholar] [CrossRef]
  11. Pasi, B.N.; Mahajan, S.K.; Rane, S.B. A method for performing forging operation: A perspective of industry 4.0. Recent Pat. Mech. Eng. 2021, 14, 423–435. [Google Scholar] [CrossRef]
  12. Jayaraman, V.; Luo, Y. Industrial engineering research challenges and opportunities for the 21st century. Int. J. Prod. Res. 2019, 57, 2159–2165. [Google Scholar]
  13. Bagade, P.M.; Bhumkar, Y.G.; Sengupta, T.K. An improved orthogonal grid generation method for solving flows past highly cambered aerofoils with and without roughness elements. Comput. Fluids 2014, 103, 275–289. [Google Scholar] [CrossRef]
  14. Khan, M.A.; Pohekar, S.D.; Bagade, P.M. Hydrodynamic Analysis of NACA 4415 Hydrofoil for Marine Applications. J. Mines Met. Fuels 2023, 71. [Google Scholar]
  15. Rahardja, U.; Aini, Q.; Graha, Y.I.; Tangkaw, M.R. Gamification framework design of management education and development in industrial revolution 4.0. J. Phys. Conf. Ser. 2019, 1364, 012035. [Google Scholar] [CrossRef]
  16. Alves, A.C.; Ferreira, A.; Maia, L.C.; Leão, C.P.; Carneiro, P. A symbiotic relationship between Lean Production and Ergonomics: Insights from Industrial Engineering final year projects. Int. J. Ind. Eng. Manag. 2019, 10, 243–256. [Google Scholar]
  17. Poór, P.; Ženíšek, D.; Basl, J. Historical overview of maintenance management strategies: Development from breakdown maintenance to predictive maintenance in accordance with four industrial revolutions. In Proceedings of the International Conference on Industrial Engineering and Operations Management, Pilsen, Czech Republic, 23–26 July 2019; pp. 23–26. [Google Scholar]
  18. Jacobs, J.; Pretorius, M.W. The major challenges facing organizations to create technology-enabled value in the fourth industrial revolution: A dynamic capabilities perspective in South Africa. S. Afr. J. Ind. Eng. 2020, 31, 40–61. [Google Scholar]
  19. Kamaruzamani, F.M.; Hamid, R.; Mutalib, A.A.; Rasul, M.S. Emotional intelligence attributes for engineering graduates of the industrial revolution 4.0. Int. J. Innov. Creat. Change 2019, 7, 326–343. [Google Scholar]
  20. Berman, B. 3-D printing: The new industrial revolution. Bus. Horiz. 2012, 55, 155–162. [Google Scholar] [CrossRef]
  21. Mokyr, J. Are we living in the middle of an industrial revolution? Econ. Rev.-Fed. Reserve Bank Kans. City 1997, 82, 31–44. [Google Scholar]
  22. Bag, S.; Pretorius, J.H.C.; Gupta, S.; Mecerreyes, D. Technologies associated with Industry 4.0 in green supply chains: A systematic literature review. Sustainability 2022, 15, 9784. [Google Scholar] [CrossRef]
  23. Zareiyan, B.; Korjani, M. Blockchain technology for global decentralized manufacturing: Challenges and solutions for supply chain in fourth industrial revolution. Int. J. Adv. Robot. Autom. 2018, 3, 1–10. [Google Scholar] [CrossRef]
  24. Gualtieri, L.; Rojas, R.; Carabin, G.; Palomba, I.; Rauch, E.; Vidoni, R.; Matt, D.T. Advanced automation for SMEs in the I4. 0 revolution: Engineering education and employees training in the smart mini factory laboratory. In Proceedings of the IEEE International Conference on Industrial Engineering and Engineering Management (IEEM) 2018, Bangkok, Thailand, 16–19 December 2018; pp. 1111–1115. [Google Scholar]
  25. Kusiak, A. Smart manufacturing and industry 4.0: A review of research issues and application examples. Int. J. Prod. Res. 2018, 56, 2924–2937. [Google Scholar]
  26. Somatkar, A.A. Enhancing Surface Integrity and Quality through Roller Burnishing: A Comprehensive Review of Parameters Optimization, and Applications. Commun. Appl. Nonlinear Anal. 2024, 31, 151–169. [Google Scholar] [CrossRef]
  27. García Ferrari, T. Design and the Fourth Industrial Revolution. Dangers and opportunities for a mutating discipline. Des. J. 2017, 20, S2625–S2633. [Google Scholar] [CrossRef]
  28. Mohamed, M.G.; Ahmed Ibrahim, O.; Hamed, H.F.; Abdelnaby, S.F. Engineering’s Next Leap: How Fourth Industrial Revolution is shaping the Future of the Industry. ERU Res. J. 2024, 3, 970–992. [Google Scholar] [CrossRef]
  29. Kodama, F. Learning mode and strategic concept for the 4th Industrial Revolution. J. Open Innov. Technol. Mark. Complex. 2018, 4, 32. [Google Scholar] [CrossRef]
  30. Lee, J.; Kao, H.; Yang, S. Service innovation and smart analytics for Industry 4.0 and big data environment. Procedia CIRP 2014, 16, 3–8. [Google Scholar] [CrossRef]
  31. Ullah, R.; Tamimi, N. Industrial engineering and sustainability: A systematic review. J. Clean. Prod. 2019, 208, 1275–1293. [Google Scholar]
  32. Shinde, D.; Somatkar, A.; Nangare, S.; Bhambere, V. Revolutionizing Automotive Security with Advanced ADAS Technology. J. Autom. Automob. Eng. 2024, 1–12. [Google Scholar]
  33. Narkhede, G.B.; Pasi, B.N.; Rajhans, N.; Kulkarni, A. Industry 5.0 and sustainable manufacturing: A systematic literature review. Benchmarking Int. J. 2024, 32, 608–635. [Google Scholar] [CrossRef]
  34. Narkhede, G.; Dohale, V.; Mahajan, Y. Darker side of industry 4.0 and its impact on triple-bottom-line sustainability. Sustain. Dev. 2023, 32, 5999–6016. [Google Scholar]
  35. Azmi, A.N.; Kamin, Y.; Noordin, M.K.; Nasir, A.N.M. Towards industrial revolution 4.0: Employers’ expectations on fresh engineering graduates. Int. J. Eng. Technol. 2018, 7, 267–272. [Google Scholar] [CrossRef]
  36. Du Preez, N.D.; Pintelon, L. The industrial engineer-caught between two revolutions? Prod. Plan. Control 1997, 8, 418–430. [Google Scholar] [CrossRef]
  37. Sanders, A.; Elangeswaran, C.; Wulfsberg, J.P. Industry 4.0 implies lean manufacturing: Research activities in industry 4.0 function as enablers for lean manufacturing. J. Ind. Eng. Manag. 2016, 9, 811–833. [Google Scholar] [CrossRef]
  38. Gupta, V.; Kacker, M. Industrial Engineering: Innovative Networks; Springer: Berlin/Heidelberg, Germany, 2013. [Google Scholar]
  39. Ozer, M.; Bektas, T. The impact of Industry 4.0 on industrial engineering. J. Ind. Eng. Manag. 2019, 12, 297–305. [Google Scholar]
  40. George, A.S.; George, A.H. Industrial revolution 5.0: The transformation of the modern manufacturing process to enable man and machine to work hand in hand. J. Seybold Rep. 2020, 15, 214–234. [Google Scholar]
  41. Harahap, N.J.; Rafika, M. Industrial revolution 4.0: And the impact on human resources. Ecobisma (J. Ekon. Bisnis Manaj.) 2020, 7, 89–96. [Google Scholar] [CrossRef]
  42. Lase, D. Education and industrial revolution 4.0. J. Handayani 2019, 10, 48–62. [Google Scholar] [CrossRef]
  43. Xu, M.; David, J.M.; Kim, S.H. The fourth industrial revolution: Opportunities and challenges. Int. J. Financ. Res. 2018, 9, 90–95. [Google Scholar] [CrossRef]
  44. Uygun, Y. Industry 4.0: Principles, Effects and Challenges; Nova Science: Hauppauge, NY, USA, 2020. [Google Scholar]
  45. Senge, P.M.; Carstedt, G.; Porter, P.L. Next industrial revolution. MIT Sloan Manag. Rev. 2001, 42, 24–38. [Google Scholar]
  46. Abdin, M.J. Opportunities and Challenges of the New Industrial Revolution. SSRN 2017. [Google Scholar] [CrossRef]
  47. Halili, S.H.; Sulaiman, S.; Sulaiman, H.; Razak, R. Embracing industrial revolution 4.0 in universities. IOP Conf. Ser. Mater. Sci. Eng. 2021, 1088, 012111. [Google Scholar] [CrossRef]
  48. Florida, R. The new industrial revolution. Futures 1991, 23, 559–576. [Google Scholar] [CrossRef]
  49. Von Tunzelmann, G.N. Engineering and innovation in the industrial revolutions. Interdiscip. Sci. Rev. 1997, 22, 67–77. [Google Scholar] [CrossRef]
  50. Dogaru, L. The main goals of the fourth industrial revolution. Renewable energy perspectives. Procedia Manuf. 2020, 46, 397–401. [Google Scholar] [CrossRef]
  51. Blinder, A.S. Education for the third industrial revolution. Am. Prospect. 2006, 17, 44–46. [Google Scholar]
  52. Rico-Cortez, M.; Andersson, N.E.; Johansen, K. Exploring the Indus-trial Engineering Competences in the Changing Landscape of the New Industrial Revolution. In Sustainable Production Through Advanced Manufacturing, Intelligent Automation and Work Integrated Learning; IOS Press: Amsterdam, The Netherlands, 2024; pp. 672–686. [Google Scholar]
  53. Jovane, F.; Yoshikawa, H.; Alting, L.; Boer, C.R.; Westkamper, E.; Williams, D.; Paci, A.M. The incoming global technological and industrial revolution to-wards competitive sustainable manufacturing. CIRP Ann. 2008, 57, 641–659. [Google Scholar] [CrossRef]
  54. Hidayat, H.; Tasrif, E.; Jaya, P.; Anwar, M.; Hadi, A.; Budayawan, K.; Asmara, D. The Empirical Analysis of Industrial Work Challenges in the Industrial Revolution 5.0 Towards a Grade Point Average (GPA) for Electronic Engineering Education Students. Int. J. Online Biomed. Eng. 2021, 17, 21–34. [Google Scholar] [CrossRef]
  55. Radziwill, N.M. Quality 4.0: Let’s Get Digital-The many ways the fourth industrial revolution is reshaping the way we think about quality. arXiv 2018, arXiv:1810.07829. [Google Scholar]
  56. Rymarczyk, J. Technologies, opportunities and challenges of the industrial revolution 4.0: Theoretical considerations. Entrep. Bus. Econ. Rev. 2020, 8, 185–198. [Google Scholar] [CrossRef]
  57. Sorooshian, S.; Panigrahi, S. Impacts of the 4th Industrial Revolution on Industries. Walailak J. Sci. Technol. (WJST) 2020, 17, 903–991. [Google Scholar] [CrossRef]
  58. Hyun Park, S.; Seon Shin, W.; Hyun Park, Y.; Lee, Y. Building a new culture for quality management in the era of the Fourth Industrial Revolution. Total Qual. Manag. Bus. Excell. 2017, 28, 934–945. [Google Scholar] [CrossRef]
  59. Arcidiacono, G.; Pieroni, A. The revolution lean six sigma 4.0. Int. J. Adv. Sci. Eng. Inf. Technol. 2018, 8, 141–149. [Google Scholar] [CrossRef]
  60. Taher, G. Industrial Revolution 4.0 in the construction industry: Challenges and opportunities. Manag. Stud. Econ. Syst. 2021, 6, 109–127. [Google Scholar] [CrossRef]
  61. Yao, X.; Lin, Y. Emerging manufacturing paradigm shifts for the in-coming industrial revolution. Int. J. Adv. Manuf. Technol. 2016, 85, 1665–1676. [Google Scholar] [CrossRef]
  62. Rotatori, D.; Lee, E.J.; Sleeva, S. The evolution of the workforce during the fourth industrial revolution. Hum. Resour. Dev. Int. 2021, 24, 92–103. [Google Scholar] [CrossRef]
  63. Koh, L.; Orzes, G.; Jia, F.J. The fourth industrial revolution (Industry 4.0): Technologies disruption on operations and supply chain management. Int. J. Oper. Prod. Manag. 2019, 39, 817–828. [Google Scholar] [CrossRef]
  64. Sharma, A.; Singh, B.J. Evolution of industrial revolutions: A review. Int. J. Innov. Technol. Explor. Eng. 2020, 9, 66–73. [Google Scholar] [CrossRef]
  65. Putra, F.A.; Suseno, B.D. Industrial Revolution 4.0 as a Strategic Issue of Higher Education. Int. J. Sci. Res. Manag. 2022, 10, 3045–3051. [Google Scholar] [CrossRef]
  66. Fernandez, G.C.; Gutierrez, S.M.; Ruiz, E.S.; Perez, F.M.; Gil, M.C. Robotics, the new industrial revolution. IEEE Technol. Soc. Mag. 2012, 31, 51–58. [Google Scholar] [CrossRef]
  67. Darwish, H.; Van Dyk, L. Bottom of Pyramid 4.0: Modularizing and assimilating industrial revolution cognition into a 4-tiered social entrepreneurship upliftment model for previously disconnected communities. J. Ind. Integr. Manag. 2018, 3, 1850010. [Google Scholar] [CrossRef]
  68. Okwu, M.O.; Tartibu, L.; Machesa, M. Fourth industrial revolution and sustainable impact in autonomous fleets for effective supply chain network in manufacturing systems. In Proceedings of the 31st Annual Conference of Southern African Institute for Industrial Engineering, Virtual, 5–7 October 2020; pp. 5–7. [Google Scholar]
  69. Irwanto, I. Characteristics of effective vocational education in the industrial revolution 4.0. Vanos J. Mech. Eng. Educ. 2019, 4. [Google Scholar] [CrossRef]
  70. Puhovichova, D.; Jankelova, N. Changes of human resource management in the context of impact of the fourth industrial revolution. Industry 4.0 2020, 5, 138–141. [Google Scholar]
  71. Fu, G.; Zhou, S.; Qi, L. A size-dependent Bernoulli-Euler beam model based on strain gradient elasticity theory incorporating surface effects. ZAMM J. Appl. Math. Mech. Z. Für Angew. Math. Und Mechanik 2019, 99, e201800048. [Google Scholar]
  72. Rothwell, R.; Zegveld, W. Reindustrialization and technology. Creat. Educ. 2023, 14, 83–104. [Google Scholar]
  73. Öztayşi, B.; Sevim, U. Industry 4.0: Challenges, opportunities, and the future of industrial engineering. J. Ind. Eng. Int. 2021, 17, 1–20. [Google Scholar]
  74. Bora, N.P.; Parmar, P.L.; Avinash, S.; Somatkar, A.; Kumar, M.H.; Bagale, G. Blockchain Applications in Supply Chain Management: Enhancing Transparency, Efficiency, and Risk Management. Libr. Prog.-Libr. Sci. Inf. Technol. Comput. 2024, 44, 9511–9520. [Google Scholar]
  75. Shi, J.; Liu, Z.; Zhang, H.; Jiang, Q.; Li, T. Life Cycle Assessment: State of the Art and Future Perspectives. Recent Pat. Mech. Eng. 2015, 8, 211–221. [Google Scholar] [CrossRef]
  76. Hocking, C. The relationship between objects and identity in occupational therapy: A dynamic balance of rationalism and romanticism. N. Z. J. Occup. Ther. 2004, 52, 38. [Google Scholar]
  77. Magenuka, T.K.; Sibanda, M. Developing a Curriculum for the Fourth Industrial Revolution in Electrical Engineering Education. In Proceedings of the 10th Focus Conference (TFC 2023), Durban, South Africa, 23–25 August 2023; Volume 788, p. 284. [Google Scholar]
  78. Jarosz, S.; Soltysik, M.; Zakrzewska, M. The fourth industrial revolution in the light of social and competence changes. Eur. Res. Stud. 2020, 23, 530–548. [Google Scholar] [CrossRef]
  79. Matondang, Z.; Sitompul, H. Evaluation of implementation practices of industrial field on revitalization of the vocational educational institution in the industrial revolution 4.0. J. Phys. Conf. Ser. 2020, 1511, 012045. [Google Scholar] [CrossRef]
  80. Andrișan, G.; Modreanu, A. An Overview of the Fourth Industrial Revolution through the Business Lens. Bus. Ethics Leadersh. 2022, 6, 39–46. [Google Scholar] [CrossRef]
  81. Zambon, I.; Cecchini, M.; Egidi, G.; Saporito, M.G.; Colantoni, A. Revolution 4.0: Industry vs. agriculture in a future development for SMEs. Processes 2019, 7, 36. [Google Scholar] [CrossRef]
  82. Motzer, P.L.H.; Armellini, F.; Pelletier, L.S. Change management in the context of the Fourth Industrial Revolution: An exploratory research using qualitative methods. J. Mod. Proj. Manag. 2020, 7, 154–175. [Google Scholar]
  83. Mokyr, J. Entrepreneurship and the industrial revolution in Britain. Invent. Enterp. Entrep. Anc. Mesop. Mod. Times 2010, 10, 183. [Google Scholar]
  84. Ajah, I.A.; Chigozie-Okwum, C.C. Exploring the benefits of the 4th industrial revolution: The Nigerian experience. AFRREV STECH Int. J. Sci. Technol. 2019, 8, 22–32. [Google Scholar] [CrossRef]
  85. Bryner, M. Smart manufacturing: The next revolution. Chem. Eng. Prog. 2012, 108, 4–12. [Google Scholar]
  86. Penprase, B.E. The fourth industrial revolution and higher education. High. Educ. Era Fourth Ind. Revolut. 2018, 10, 978–981. [Google Scholar]
  87. Koren, Y. The Global Manufacturing Revolution: Product-Process-Business Integration and Reconfigurable Systems; John Wiley & Sons: Hoboken, NJ, USA, 2010. [Google Scholar]
  88. Mohajan, H. Third industrial revolution brings global development. J. Soc. Sci. Humanit. 2021, 7, b239–b251. [Google Scholar]
  89. Lipsey, R.G.; Bekar, C. Science, institutions, and the Industrial Revolution. J. Eur. Econ. Hist. 2004, 33, 709–753. [Google Scholar]
  90. Yao, X.; Huang, G.Q. Industrial big data analytics for Industry 4.0: Opportunities and challenges. J. Ind. Inf. Integr. 2020, 17, 100116. [Google Scholar]
  91. Chowdhury, T.M.; Murzi, H. The evolution of teamwork in the engineering workplace from the first industrial revolution to industry 4.0: A literature review. In Proceedings of the 2020 ASEE Virtual Annual Conference Content Access, Montréal, QC, Canada, 21–24 June 2020. [Google Scholar]
  92. Baynes, K. The Role of Modelling in the Industrial Revolution. In Modelling: The Language of Designing, 1st ed.; The Design Education Unit: London, UK, 1992; pp. 18–31. [Google Scholar]
  93. Görçün, Ö.F. The rise of smart factories in the fourth industrial revolution and its impacts on the textile industry. Int. J. Mater. Mech. Manuf. 2018, 6, 136–141. [Google Scholar] [CrossRef]
  94. Alhosani, H.M.M.G.; Ahamat, A.; Ismail, N. Industrial revolution 4.0 (IR 4.0) competencies: A literature review of manufacturing industry. Part 2 J. Leg. Ethical Regul. Issues 2021, 24, 1. [Google Scholar]
  95. Sharma, P. Digital revolution of education 4.0. Int. J. Eng. Adv. Technol. 2019, 9, 3558–3564. [Google Scholar] [CrossRef]
  96. Eberhard, B.; Podio, M.; Alonso, A.P.; Radovica, E.; Avotina, L.; Peiseniece, L.; Solé-Pla, J. Smart work: The transformation of the labour market due to the fourth industrial revolution (I4. 0). Int. J. Bus. Econ. Sci. Appl. Res. 2017, 10, 47–66. [Google Scholar]
  97. Goh, P.S.C.; Abdul-Wahab, N. Paradigms to drive higher education 4.0. Int. J. Learn. Teach. Educ. Res. 2020, 19, 159–171. [Google Scholar] [CrossRef]
  98. Mohamed, B.; Ismail, S.; Abdullah, D. Industrial Revolution (IR4.0) Impact on Management. In Proceedings of the International Conference on Creative Economics, Tourism and Information Management, Pulau Pinang, Malaysia, 20–21 November 2019; pp. 104–109. [Google Scholar] [CrossRef]
  99. Satpathy, S.; Dash, K.K.; Mohapatra, M. A study on the new design thinking for industrial revolution 4.0, requirements and graduate readiness. Rupkatha J. Interdiscip. Stud. Humanit. 2020, 12, 1–10. [Google Scholar] [CrossRef]
Engproc 114 00008 g001
Figure 1. Industrial Revolution.
Figure 1. Industrial Revolution.
Engproc 114 00008 g001
Engproc 114 00008 g002
Figure 2. Mechanization to digitalization.
Figure 2. Mechanization to digitalization.
Engproc 114 00008 g002
Engproc 114 00008 g003
Figure 3. Industrial Engineering Revolutionizing [74].
Figure 3. Industrial Engineering Revolutionizing [74].
Engproc 114 00008 g003
Engproc 114 00008 g004
Figure 4. Industrial Engineering Revolutionizing Benefits [84].
Figure 4. Industrial Engineering Revolutionizing Benefits [84].
Engproc 114 00008 g004
Table 1. Comparison of recent studies on different aspects of industrial engineering in the context of the 4IR.
Table 1. Comparison of recent studies on different aspects of industrial engineering in the context of the 4IR.
Ref. No.Author(s) and YearFocus AreaKey ContributionsIdentified GapsHow Current Review Addresses the Gap
[5]Tri et al. (2021)Higher Education in 4IRExamines challenges/opportunities in Vietnamese HEIs adapting to 4IRLimited focus on industrial engineering-specific curriculum changesProposes redefining engineering education to embrace innovation, creativity, and universal applicability beyond traditional domains
[6]Bagade et al. (2023)Technological InnovationSimulation study on rotor performance inspired by nature, highlighting optimization in designFocuses narrowly on product design, not the systemic shift required in industrial engineeringAdvocates for optimization as an attitude and universal principle across industries, not just product-specific
[7]Devi et al. (2020)Education and Digital LiteracyDiscusses the integration of literature education and digital toolsLack of cross-disciplinary integration in engineering contextsCalls for cross-domain creativity and innovation within industrial engineering for transformative impact
[8]Mayer & Oosthuizen (2020)Organizational TransformationCase study of tech firm adapting positively to 4IRFocus on organizational change, less on engineering methodsEncourages a mindset shift in industrial engineering across all sectors, not limited to individual companies
[9]Genkin et al. (2020)Workforce and HR in 4IRExplores personnel management, business, and governance in 4IRLacks a framework for engineering-driven workforce transformationSuggests redefining engineering roles to align with AI, automation, and dynamic skillsets
[10]Anshari (2020)Workforce MappingProposes optimization techniques for identity in workforce planningAbstract application without detailed engineering focusLinks workforce evolution directly to engineering practice and design transformation
[11]Pasi et al. (2021)Smart ManufacturingExplores forging operations through Industry 4.0 perspectivesFocus on one process, lacks a broader industrial engineering lensPromotes application of optimization across all sectors, not just process-specific
[12]Jayaraman & Luo (2019)Future Research AgendaIdentifies challenges and opportunities in industrial engineeringProvides a foundation but lacks urgency or call for paradigm shiftIntroduces a revolutionary perspective demanding immediate change, novelty, and patentable solutions
Table 2. Role of various emerging technologies and methods in the Industrial Engineering Revolution [2,14,26].
Table 2. Role of various emerging technologies and methods in the Industrial Engineering Revolution [2,14,26].
Technology/MethodRole in Industrial Engineering RevolutionPrimary Areas of Application
Artificial Intelligence (AI)Automates decision-making, predictive maintenance, process optimizationManufacturing, supply chain management, robotics
Internet of Things (IoT)Real-time data collection and analysis, smart manufacturing, monitoringSmart factories, production monitoring
Robotics and AutomationEnhances productivity, reduces human error, increases safetyAssembly lines, material handling, packaging
Digital TwinsVirtual modeling for real-time simulation and optimization of systemsProduct development, system optimization
Big Data AnalyticsOptimizes decision-making through data-driven insights, improves forecastingSupply chain, production planning
Machine Learning (ML)Improves process efficiency and quality control through predictive algorithmsQuality control, predictive maintenance
Cyber-Physical SystemsIntegrates physical and digital processes, enabling smart factoriesAutomation, real-time process control
Cloud ComputingEnhances collaboration, data storage, and accessibilityManufacturing, supply chain management
Augmented/Virtual Reality (AR/VR)Assists in training, maintenance, and process visualizationWorker training, design visualization
BlockchainIncreases transparency and traceability in supply chainsSupply chain management, logistics
Sustainability TechnologiesFocuses on reducing waste, energy usage, and carbon footprintSustainable manufacturing, energy management
Disclaimer/Publisher’s Note: The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content.

Share and Cite

MDPI and ACS Style

Somatkar, A.; Gaikwad, M.U.; Bagade, P.; Kharde, M.R.; Dhede, V.M. Industrial Engineering Needs a Revolution to Become Effective and Sustainable: An Exhaustive Review and Outlook. Eng. Proc. 2025, 114, 8. https://doi.org/10.3390/engproc2025114008

AMA Style

Somatkar A, Gaikwad MU, Bagade P, Kharde MR, Dhede VM. Industrial Engineering Needs a Revolution to Become Effective and Sustainable: An Exhaustive Review and Outlook. Engineering Proceedings. 2025; 114(1):8. https://doi.org/10.3390/engproc2025114008

Chicago/Turabian Style

Somatkar, Avinash, Mahendra U. Gaikwad, Pramodkumar Bagade, Mukund R. Kharde, and Vaishali M. Dhede. 2025. "Industrial Engineering Needs a Revolution to Become Effective and Sustainable: An Exhaustive Review and Outlook" Engineering Proceedings 114, no. 1: 8. https://doi.org/10.3390/engproc2025114008

APA Style

Somatkar, A., Gaikwad, M. U., Bagade, P., Kharde, M. R., & Dhede, V. M. (2025). Industrial Engineering Needs a Revolution to Become Effective and Sustainable: An Exhaustive Review and Outlook. Engineering Proceedings, 114(1), 8. https://doi.org/10.3390/engproc2025114008

Article Metrics

Back to TopTop