<p>tom925,</p>
<p>Industrial Engineering makes up the basics for the first year of an MBA program if you are an operations management or production operations or operations research major. It does not, however, make up the basics if you are a finance, accounting, marketing, management, human resources, or economics major--despite what Ms. McMinn says above </p>
<p>(I should point out that I was an operations mgmt major/computer systems minor in my MBA at UCLA, so I can speak to this point quite well. My undergraduate major was accounting/finance).</p>
<p>Industrial engineering covers production planning, inventory systems, capacity planning, fabrication and assembly systems, distribution, and logistics, and ERP systems.</p>
<p>Knowing all of this is definitely helpful to the average business person who is going to end up working at a manufacturing or engineering firm. A lot of this would be almost useless for people who end up in financial services or banking or retail or advertising or entertainment areas. Thus, the reason why the courses you take will vary so much at the graduate level even during the first year. (not as true in an undergraduate environment).</p>
<p>I would love to believe, as you do, that industrial engineering if the most important thing for business--or consulting--but, sadly, that is false. For example, there were exactly 6 people in my MBA program at UCLA that went into operations management. Over 200 went into finance or financial services or accounting, over 100 went into general management, and over 50 went into marketing . This gives you an example of the typical breakdown of an MBA class. Today there would probably be about 5 in process managment and 3 in quality management and maybe 10 in computer technology areas. As you can see, the financial/accounting/gen mgmt overwhelms the operations/industrial engineering majors. </p>
<p>Even I, with my operations mgmt/computer background working at a major manufacturing company ($14 billion in revenues/year) spend more of my time on computer and financial integration/compliance tasks than in operations--mainly because so much of the industrial engineering is handled by foreigners overseas. There is just not a lot of demand for this from a consulting point of view anymore. Most of the really difficult manufacturing problems have already been solved or have moved overseas--and the money is in the financial areas/strategic areas/IT areas of consulting for the most part.</p>