UK

United Kingdom · Operations · Principal/Manager (12-16 years)

Industrial Engineering Manager

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandPrincipal/Manager (12-16 years)
  • Direct reports10-25 reports
  • Reports toDirector of Operations Excellence
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Head of Continuous Improvement (Operations) · Site Operations Excellence Lead · Process Improvement Manager

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

EAL Level 4 NVQ Diploma in Engineering Manufacture Excellence, Achievement & Learning Limited · Level 4 · covers 5 of 12 standards
EAL Level 4 NVQ Extended Diploma in Engineering Manufacture Excellence, Achievement & Learning Limited · Level 4 · covers 5 of 12 standards
EAL Level 4 Diploma in Engineering and Advanced Manufacturing (Development Competence) Excellence, Achievement & Learning Limited · Level 4 · covers 4 of 12 standards
ETCAL Level 3 NVQ Diploma in Engineering Toolmaking ETC Awards Limited · Level 3 · covers 2 of 12 standards
ETCAL Level 3 NVQ Diploma in Engineering Maintenance ETC Awards Limited · Level 3 · covers 2 of 12 standards
ETCAL Level 3 NVQ Diploma in Engineering Technical Support ETC Awards Limited · Level 3 · covers 2 of 12 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Lead Mechanical Manufacturing or Inspection Activities EAL Level 4 NVQ Diploma in Engineering Manufacture
Working efficiently and effectively in engineering ETCAL Level 3 NVQ Diploma in Engineering Toolmaking

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
Frontier Fluency the next wave, beyond mainstream AI
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Your Plan Illustration

Built for Industrial Engineering Manager

2 units that map to this job, from the qualifications that cover it.

  1. Lead Mechanical Manufacturing or Inspection Activities Excellence, Achievement & Learning Limited · covers 5 of 12 standards Level 4
  2. Working efficiently and effectively in engineering ETC Awards Limited · covers 2 of 12 standards Level 3
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as an Industrial Engineering Manager?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • AI-Driven Operations Optimisation & Prompt Engineering for IE
  • Digital Twin & Virtual Commissioning Leadership
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Industrial Engineering Manager plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

An industrial engineering manager leads work to improve efficiency and productivity across operations. The role means setting direction for a team, and making sure a site or functional area runs smoothly. It combines strategic planning with hands-on problem solving on the shop floor.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Arena Simulation / FlexSim / AnyLogic (Platform Selection & Oversight) Strategic/Architect

Overseeing the selection, deployment, and strategic use of enterprise-level simulation platforms. You'll guide your team in building complex digital twins and using simulation for strategic capacity planning and investment validation.

Microsoft Visio / Lucidchart / Miro (Standardisation & Governance) Strategic/Architect

Establishing organisational standards for process documentation and modelling. You'll ensure consistency and integration of process maps with broader enterprise architecture, making sure they're a useful tool for everyone.

SAP S/4HANA (PP, MM, QM modules) / Oracle NetSuite / Plex MES (Strategic Data Utilisation) Strategic/Architect

Architecting data flow between MES and ERP systems to ensure data quality for continuous improvement. You'll lead cross-functional teams on module selection and implementation projects, making sure the systems support efficient operations.

Minitab / Excel (Power Query, Solver, VBA) (Analytical Toolkit Definition) Strategic/Architect

Defining the analytical toolkit and best practices for the Continuous Improvement function. You'll champion data governance initiatives to ensure data quality from source systems, empowering your team's analysis.

Power BI / Tableau (Executive Dashboard Design & Management) Strategic/Architect

Designing and deploying executive-level operations dashboards. You'll manage the Power BI/Tableau service for the entire Operations division, ensuring critical metrics are visible and actionable for leadership.

AutoCAD / SketchUp (Master Facility Planning Oversight) Advanced

Overseeing the master facility plan for greenfield or brownfield projects. You'll ensure layout planning integrates seamlessly with simulation tools and supports long-term operational strategy.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Team Hiring & Performance No authority; provides input on candidate fit. Provides strong recommendations for hiring; contributes to performance reviews. Leads interview panels; makes hiring recommendations; conducts performance reviews and development plans for junior staff.
Project Selection & Prioritisation Executes assigned tasks; no input on project selection. Proposes small project ideas; prioritises own tasks within a project. Leads project scoping; recommends projects within their workstream; prioritises tasks for mentees.
Budget Allocation (IE Department) No authority. Identifies resource needs for own tasks. Requests budget for specific tools/training for their projects (e.g., a new software licence for a simulation).
Process Design & Implementation Follows established procedures for process documentation. Designs and implements improvements for routine processes; seeks approval for significant changes. Leads the design and implementation of complex new processes or major revisions; makes technical decisions within project scope.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Annualised Cost Savings Delivered
The total, validated cost savings your team identifies and implements across the site or functional area each year.
Target · Achieve £2M+ in validated cost savings annually.

Your team redesigns a packaging line, reducing labour by 2 FTEs and material waste by 5%. This translates to £250K in savings this quarter, contributing to the annual £2M target.

Overall Equipment Effectiveness (OEE) Improvement
The percentage increase in OEE for critical production equipment and lines under your team's influence.
Target · Contribute to an average 8-12% uplift in OEE for key assets annually.

Through a series of Kaizen events led by your team, a key assembly line's OEE improves from 65% to 73% over six months, adding significant capacity without capital investment.

Inventory Turnover Rate
The number of times inventory is sold or used in a given period, indicating efficiency in managing working capital.
Target · Improve inventory turns from X to Y (e.g., 4 to 6) across the business unit.

By optimising safety stock levels and implementing Kanban systems, your team helps reduce raw material inventory by £500K, improving inventory turns from 4.5 to 5.2.

Team Project Portfolio ROI
The average Return on Investment (ROI) across all major projects managed by your Industrial Engineering team.
Target · Maintain an average project ROI of at least 4:1.

Your team completes 10 projects this quarter. One saves £1M for a £200K investment (5:1), another saves £200K for £50K (4:1). The average ROI across the portfolio is calculated.

Sustained Process Improvement Culture
The extent to which continuous improvement methodologies (Lean, Six Sigma) are embedded and actively practised by operational teams, not just your IE team.
  • Operational teams are independently running small Kaizen events
  • operators are proactively suggesting Poka-Yoke ideas
  • the 'Andon Cord' system is actively used and responded to
  • a noticeable reduction in the 'this is how we've always done it' mentality.
Team Development & Engagement
The growth and engagement of your Industrial Engineering team, including their technical skills, leadership potential, and overall job satisfaction.
  • High retention rates within your team
  • successful internal promotions from your team
  • positive feedback in 1-to-1s and annual reviews
  • your team members are actively mentoring junior colleagues and leading training sessions for operations staff
  • demonstrable improvement in team members' technical and soft skills.
Strategic Influence & Collaboration
How effectively your team's insights and recommendations are integrated into broader operational and business strategies.
  • Your team is consistently invited to strategic planning sessions for new product launches or facility expansions
  • senior leadership actively seeks your input on major capital expenditure decisions
  • cross-functional teams proactively approach your team for problem-solving support rather than being 'told' to collaborate.
Quality of Operational Data & Reporting
The accuracy, reliability, and accessibility of operational performance data, enabling better decision-making.
  • A significant reduction in 'data janitor' time for your team
  • operational dashboards (Power BI/Tableau) are widely adopted and trusted by site leadership
  • fewer discrepancies between reported and actual performance figures
  • data governance standards are consistently applied.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Driving Systemic Change

You'll be leading initiatives that fundamentally alter how we operate, seeing the ripple effect of your team's work across the entire site. This means tackling big, messy problems and seeing them through to a more efficient, streamlined reality.

Taking a site with fragmented processes and disparate data, and implementing a unified Lean/Six Sigma programme that reduces overall lead time by 20% within a year.

Building and Mentoring a High-Performing Team

A significant part of your role is about developing your engineers, helping them grow their skills, and empowering them to lead their own projects. You'll find immense satisfaction in seeing your team members thrive and take on more responsibility.

Guiding a junior engineer from basic time studies to independently leading a complex Value Stream Mapping exercise, then seeing them get promoted to Senior IE.

Delivering Tangible Business Impact

You'll be directly accountable for significant cost savings and efficiency gains. The thrill of seeing those £ millions saved or productivity percentages jump is a core driver. Your work directly impacts the company's P&L.

Presenting to the site leadership team the validated £3M in annualised savings your team delivered, directly impacting the site's profitability targets.

What frustrates people
  • The 'stop-start' nature of strategic projects: You'll launch a big initiative, only for it to be paused or scaled back due to shifting business priorities or unexpected operational crises.
  • Budget limitations for tools or training: Being asked to deliver world-class efficiency but struggling to get approval for the necessary software licences or external training programmes for your team.
  • Sustaining improvements: Seeing a process revert to old habits months after your team implemented a fantastic improvement, often due to a lack of ongoing management reinforcement.
  • Managing up and sideways: Spending a lot of time convincing other department heads or senior leaders of the value of your team's work, rather than just focusing on the technical aspects.
  • Data quality struggles: Despite your best efforts, the underlying operational data can still be messy, requiring your team to spend too much time on data cleansing instead of analysis.
What this role does not give you
  • A purely technical, individual contributor path without leadership responsibilities.
  • A role where you can avoid complex people management challenges or organisational politics.
  • An environment where every single recommendation from your team is immediately adopted without question.
  • A low-pressure, predictable workload with minimal urgent, reactive demands.

8Who you work with

You'll directly influence the operational efficiency, cost structure, and overall productivity of a significant part of our business. Your team's work underpins our ability to deliver products on time, at cost, and with quality. Ultimately, you're a major contributor to our profitability and competitive advantage.

Inside the business
  • Director of Operations Excellence (your direct manager)
  • Plant Managers and Site Leadership Teams (who you'll support and challenge)
  • Finance Business Partners (who'll help you track savings)
  • HR Business Partners (for team development and change management)
  • Production Supervisors and Operators (the people whose work you're improving)
  • Product Development and Quality Teams (for new product introductions and defect reduction)
Outside the business
  • External Consultants (occasionally, for specialist projects or training)
  • Technology Vendors (for new simulation software or automation solutions)
  • Industry Bodies (for best practice sharing and benchmarking)

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Proven experience leading and managing a team of Industrial Engineers or Continuous Improvement specialists for at least 3-5 years, with demonstrable success in developing talent.
  • Extensive practical experience (12-16 years) in applying Lean Manufacturing and Six Sigma methodologies in a complex manufacturing or supply chain environment, with a strong track record of delivering significant, validated cost savings.
  • Demonstrable experience in managing large-scale operational improvement projects, including facility layouts, process redesigns, and system implementations, from conception through to sustained benefits.
  • Strong analytical and data interpretation skills, including a deep understanding of statistical analysis and the ability to use data to drive strategic decisions.
  • Excellent communication, influencing, and presentation skills, with a proven ability to engage and gain buy-in from all levels of an organisation, from shop floor operators to senior executives.

10What to practise next

Where the job is going, and what to do about it starting this week.

Enterprise-level Simulation & Optimisation Platform Strategy

Moving from individual project-based simulations to a unified, enterprise-wide simulation and optimisation platform will be crucial for strategic decision-making. You'll need to lead this transformation.

Platform Selection & Integration · Model Governance & Standardisation · Cloud-Based Simulation & Scalability

  • This quarter: Conduct a review of our current simulation capabilities and identify gaps against industry best practices.
  • Next 6 months: Research leading enterprise simulation platforms and engage with vendors; gather requirements from key stakeholders.
  • Next 12 months: Develop a strategic roadmap for adopting a unified simulation and optimisation platform, including budget and resource planning.

Quick win: Start by documenting the current pain points and limitations of our existing simulation tools. This builds the case for change.

Advanced Data Storytelling & Visualisation for Executives

With more data available, the ability to distil complex analyses into clear, actionable insights for executive leadership is paramount. Your team will generate the data, but you'll need to craft the narrative.

Narrative-Driven Dashboards · Impact-Focused Reporting · Visual Communication Best Practices

  • This quarter: Review your current executive presentations; seek feedback from senior leaders on clarity and impact.
  • Next 6 months: Take an advanced course on data storytelling or executive presentation skills; coach your team on these principles.
  • Next 12 months: Redesign a key operational dashboard to be more narrative-driven and action-oriented for the site leadership team.

Quick win: Before your next presentation, ask a trusted colleague to review it purely for clarity and impact on a non-technical audience. Get honest feedback.

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences (e.g., Lean Summit, IISE Annual Conference) to stay abreast of emerging trends and network with peers.
  • Participate in leadership development programmes, focusing on areas like strategic thinking, change management, and executive coaching.
  • Actively mentor junior engineers, both within your team and potentially across the broader organisation, sharing your knowledge and experience.
  • Engage with professional bodies like the Institute of Industrial and Systems Engineers (IISE) or the Manufacturing Technologies Association (MTA) to contribute to industry best practices.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI-Driven Operations Optimisation & Prompt Engineering for IE

AI is rapidly moving beyond simple automation into complex decision support and predictive analytics. Your team will soon be using AI to generate simulation parameters, predict equipment failures, and even draft initial process documentation. You'll need to understand how to guide them in using these tools effectively and ethically.

  • LLM Integration for Documentation & Reporting
  • Predictive Analytics for Operational Anomaly Detection
  • Optimisation Algorithms & Reinforcement Learning
  • Ethical AI & Bias in Operational Data

Digital Twin & Virtual Commissioning Leadership

The ability to create highly accurate virtual replicas of physical operations (digital twins) is becoming critical for testing new layouts, processes, and equipment changes without disrupting live production. You'll need to lead the strategy for their adoption and ensure they deliver real value.

  • Real-time Data Integration for Digital Twins
  • Simulation-Driven Design & Optimisation
  • Virtual Reality (VR) for Operator Training & Ergonomics
  • Lifecycle Management of Digital Assets

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Lean Manufacturing & Toyota Production System (TPS) Deployment
  • Six Sigma (DMAIC/DMADV) Program Leadership
  • Advanced Work Measurement & Labour Standard Optimisation
  • Master Facility Layout & Network Design
  • Strategic Inventory Optimisation & Supply Chain Synchronisation
  • Ergonomics & Human Factors Integration

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    From Senior Industrial Engineer (Internal Promotion)

    3-5 years as a Senior IE

    Skills to master

    • Leading complex, cross-functional projects
    • mentoring junior engineers
    • developing strong stakeholder management skills
    • demonstrating strategic thinking beyond individual projects.

    You're ready to move on when

    • Successfully led multiple high-impact projects with measurable ROI.
    • Consistently mentored and developed junior team members.
    • Proactively identified and championed new improvement initiatives.
    • Demonstrated strong leadership potential in project teams and cross-functional settings.
  2. 2

    From Lead / Staff Industrial Engineer (Internal Promotion)

    2-4 years as a Lead/Staff IE

    Skills to master

    • Managing a portfolio of projects
    • influencing site-level operational strategy
    • developing a broader understanding of business finance and P&L implications
    • initial experience with direct reports or significant informal leadership.

    You're ready to move on when

    • Successfully managed a portfolio of improvement projects across a facility or major workstream.
    • Architected multi-stage improvement programmes with clear strategic alignment.
    • Influenced senior stakeholders on key operational decisions.
    • Demonstrated strong accountability for significant operational outcomes.
  3. 3

    From Operations Excellence Manager (External Hire)

    Equivalent experience (12-16 years) in a similar leadership role in another manufacturing or supply chain organisation.

    Skills to master

    • Adapting to our specific industry and organisational culture
    • quickly building credibility with existing teams and leadership
    • understanding our unique operational challenges and opportunities.

    You're ready to move on when

    • Proven track record of leading IE/CI teams and delivering significant results in a comparable environment.
    • Strong understanding of our industry's specific operational challenges and best practices.
    • Demonstrated ability to quickly integrate into a new organisation and build effective relationships.

15Where this role leads

The long view: This role can lead to senior leadership positions within operations, such as head of manufacturing or vice president of global operations.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Industrial Engineering Manager is actually changing.

Where it leads

Roles this leads to

Also named as a next step, with no page in the catalogue yet:

  • Senior Manager, Supply Chain Operations

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Lead Mechanical Manufacturing or Inspection Activities, worked against Industrial Engineering Manager.

Lead Mechanical Manufacturing or Inspection Activities Level 4

Applied to your work in Industrial Engineering Manager

This unit aims to develop the learner's ability to lead mechanical manufacturing or inspection activities effectively. Learners will supervise activities, delegate tasks, and monitor progress, ensuring adherence to procedures and quality standards. They will also gain an understanding of the key stages, quality control measures, and potential hazards associated with mechanical manufacturing and inspection processes.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

Start my Industrial Engineering Manager plan, free
See Your Progress Grow Illustration
Industrial Engineering Manager
  • Lean Manufacturing & Toyota Production System (TPS) Deployment
  • Six Sigma (DMAIC/DMADV) Program Leadership
  • Advanced Work Measurement & Labour Standard Optimisation
  • Master Facility Layout & Network Design
  • Strategic Inventory Optimisation & Supply Chain Synchronisation
  • Ergonomics & Human Factors Integration
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Industrial Engineering Manager is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Director of Operations Excellence

    3-5 years as Industrial Engineering Manager

    Level 6 (Director/VP)

    • Enterprise-level process standardisation and deployment across a network.
    • Strategic vendor management for large-scale technology implementations.
    • Global supply chain optimisation and risk management.
    • Developing and deploying standardised Lean/Six Sigma systems across diverse operational environments.

  2. Senior Manager, Supply Chain Operations

    3-5 years as Industrial Engineering Manager

    Level 5/6 (Manager/Director)

    • Advanced inventory management across a complex network.
    • Transportation network optimisation (TMS implementation).
    • Warehouse Management Systems (WMS) implementation and optimisation.
    • Sales & Operations Planning (S&OP) leadership.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, managing an Industrial Engineering team means you're always looking for an edge. You want your engineers focused on high-value problem-solving, not tedious, repetitive tasks. This is where AI comes in. We're not talking about replacing people; we're talking about giving your team superpowers.

Imagine your team spending less time on manual data crunching, basic report generation, or initial process mapping, and more time on strategic analysis, complex problem-solving, and actually implementing those big-impact changes. AI tools, when used smartly, can free up a huge chunk of your team's week, letting them tackle bigger challenges and deliver more value.

Automated Time & Motion Analysis Oversight

Instead of your engineers spending days with stopwatches, AI-powered computer vision can analyse video footage of workstations to automatically calculate cycle times, identify ergonomic risks, and generate detailed spaghetti diagrams. You'll oversee the AI's output, validating its accuracy and directing your team to focus on the most impactful areas for improvement, saving them 70-80% of manual observation time.

Predictive Bottleneck Identification & Resource Planning

Use AI to analyse real-time data from your MES and ERP systems. It can forecast where bottlenecks will occur in the next shift or week, allowing your team to proactively adjust production schedules, allocate labour, or re-sequence orders. This shifts your team from reactive firefighting to strategic, proactive problem-solving, potentially saving 5-10 hours of reactive work per week across your team.

Enhanced Simulation Parameter Generation & Validation

AI can analyse vast amounts of historical production data to suggest statistically valid input parameters (like machine failure rates, processing time distributions, variability) for complex Arena or FlexSim models. Your team can then focus on building and refining the simulation logic, rather than spending weeks on data gathering and assumption validation. This can cut the data prep phase of a simulation project by up to 50%.

AI-Assisted SOP & Training Material Generation

Once your team has finalised a process map and identified key metrics, AI can draft Standard Operating Procedures (SOPs), visual work instructions, and initial training materials. Your engineers then review, refine, and add their expert insights, ensuring consistency and accelerating the standardisation of improvements by 60%. This means faster adoption and sustained benefits.

Common questions

Common questions

How do you become an Industrial Engineering Manager?

Common routes in include From Senior Industrial Engineer (Internal Promotion) (3-5 years as a Senior IE), From Lead / Staff Industrial Engineer (Internal Promotion) (2-4 years as a Lead/Staff IE) and From Operations Excellence Manager (External Hire) (Equivalent experience (12-16 years) in a similar leadership role in another manufacturing or supply chain organisation.). Times vary with prior experience.

Where can an Industrial Engineering Manager progress to?

This role can lead on to Director of Operations Excellence (3-5 years as Industrial Engineering Manager) and Senior Manager, Supply Chain Operations (3-5 years as Industrial Engineering Manager), depending on the skills you build.

What new skills matter most for an Industrial Engineering Manager?

Increasingly, AI-Driven Operations Optimisation & Prompt Engineering for IE and Digital Twin & Virtual Commissioning Leadership. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 5

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in operations

Stay in the field you know and move sideways rather than up.
If you leave this industry

The skills built in this role transfer across many industries. Automotive, aerospace, consumer goods, healthcare, logistics and service industries all rely on process optimisation, efficiency and continuous improvement. The work is not tied to one sector.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my Industrial Engineering Manager plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.