Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379952
S. Scott, R. A. Bruce
Hierarchical regression analysis was used to test whether problem-solving style interacted with leadership variables (leader-subordinate relationship and manager role expectations) in determining innovative behavior in a sample of R&D professionals. The results indicated that manager role expectations moderated the relationship between problem-solving style and innovative behavior.<>
{"title":"Creating innovative behavior among R&D professionals: the moderating effect of leadership on the relationship between problem-solving style and innovation","authors":"S. Scott, R. A. Bruce","doi":"10.1109/IEMC.1994.379952","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379952","url":null,"abstract":"Hierarchical regression analysis was used to test whether problem-solving style interacted with leadership variables (leader-subordinate relationship and manager role expectations) in determining innovative behavior in a sample of R&D professionals. The results indicated that manager role expectations moderated the relationship between problem-solving style and innovative behavior.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116131677","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379933
O. Kostetsky
In order to successfully manage a typical high tech project, the project team must treat the project process as a design object. The development of an effective predictive process is a key element of any such project process. An effective predictive process is simply a structured method for creating a reasonable degree of predictability about time to market, cost and resource requirements for alternative product/project proposals and scenarios. In order to create a sufficient level of predictability in complex, risky projects it is necessary to integrate risk analysis directly into the predictive processes in an ongoing basis. Monte Carlo techniques are used for this purpose. This paper discusses how these Monte Carlo techniques can be combined with graphics, facilitation, and team building techniques to produce superior products in a predictable manner.<>
{"title":"A facilitated, graphics and Monte Carlo based predictive project process","authors":"O. Kostetsky","doi":"10.1109/IEMC.1994.379933","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379933","url":null,"abstract":"In order to successfully manage a typical high tech project, the project team must treat the project process as a design object. The development of an effective predictive process is a key element of any such project process. An effective predictive process is simply a structured method for creating a reasonable degree of predictability about time to market, cost and resource requirements for alternative product/project proposals and scenarios. In order to create a sufficient level of predictability in complex, risky projects it is necessary to integrate risk analysis directly into the predictive processes in an ongoing basis. Monte Carlo techniques are used for this purpose. This paper discusses how these Monte Carlo techniques can be combined with graphics, facilitation, and team building techniques to produce superior products in a predictable manner.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129226872","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379919
Yang Jianmei
In China, the choice of key industries (KI) is one of the most important issues for administrative authorities and is also an important topic in economics. In China, this task is carried out in two ways: one is on the basis of decision-maker's own experiences; the other is based on criteria raised by economics. Both methods are far from satisfactory. The author has used the simple analytical hierarchy process (AHP) created by Prof. Saaty (1987) to choose KI; therefore the shortcomings in the above-mentioned two methods are remedied. However, in the AHP model, the influences of the one-to-one input-output relationships between the industries on the choice of KI are not reflected adequately. In this paper, AHP models with inner dependent hierarchies, in which the dependent relationships between industries are considered, are built up to choose KI. The corresponding formulae are derived and the choice of Guangzhou KI is made by using these models. The calculated results, based on the models, have been approved and adopted by the Guanzhou municipal authorities.<>
{"title":"Saaty's AHP with inner dependent hierarchy and the choice of key industries","authors":"Yang Jianmei","doi":"10.1109/IEMC.1994.379919","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379919","url":null,"abstract":"In China, the choice of key industries (KI) is one of the most important issues for administrative authorities and is also an important topic in economics. In China, this task is carried out in two ways: one is on the basis of decision-maker's own experiences; the other is based on criteria raised by economics. Both methods are far from satisfactory. The author has used the simple analytical hierarchy process (AHP) created by Prof. Saaty (1987) to choose KI; therefore the shortcomings in the above-mentioned two methods are remedied. However, in the AHP model, the influences of the one-to-one input-output relationships between the industries on the choice of KI are not reflected adequately. In this paper, AHP models with inner dependent hierarchies, in which the dependent relationships between industries are considered, are built up to choose KI. The corresponding formulae are derived and the choice of Guangzhou KI is made by using these models. The calculated results, based on the models, have been approved and adopted by the Guanzhou municipal authorities.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114353749","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379936
V. Chiesa
Often, corporate R&D has been confined to a limited role in the strategic planning and R&D strategy processes. Work in the strategic management field has shown that a major source of sustainable competitive advantage is a firm's unique competencies, i.e. a set of firm-specific knowledge, skills, technologies and capabilities, that are able to lead to generate a series of profitable innovations. Competencies are corporate resources (Hamel and Prahalad, 1990). It is argued that in competence based competition, corporate R&D plays a central role in competence building, refreshing and cultivating and to the implementation of an R&D strategy that is consistant with strategic thrusts. A new technology organisation is required. This work identifies three main tasks of the new mission of corporate R&D: building new competencies, nurturing the knowledge base of nascent business, and identifying potential applications of existing competencies.<>
通常，企业研发在战略规划和研发战略过程中的作用有限。战略管理领域的工作表明，可持续竞争优势的一个主要来源是企业的独特能力，即一套企业特有的知识、技能、技术和能力，能够导致产生一系列有利可图的创新。胜任力是企业的资源(Hamel and Prahalad, 1990)。本文认为，在能力竞争中，企业研发在能力建设、能力更新和能力培育以及研发战略的实施中起着核心作用。需要一个新的技术组织。这项工作确定了企业研发新使命的三个主要任务:建立新的能力，培养新生业务的知识库，以及确定现有能力的潜在应用。
{"title":"Technology organisations and corporate R&D. Recent developments","authors":"V. Chiesa","doi":"10.1109/IEMC.1994.379936","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379936","url":null,"abstract":"Often, corporate R&D has been confined to a limited role in the strategic planning and R&D strategy processes. Work in the strategic management field has shown that a major source of sustainable competitive advantage is a firm's unique competencies, i.e. a set of firm-specific knowledge, skills, technologies and capabilities, that are able to lead to generate a series of profitable innovations. Competencies are corporate resources (Hamel and Prahalad, 1990). It is argued that in competence based competition, corporate R&D plays a central role in competence building, refreshing and cultivating and to the implementation of an R&D strategy that is consistant with strategic thrusts. A new technology organisation is required. This work identifies three main tasks of the new mission of corporate R&D: building new competencies, nurturing the knowledge base of nascent business, and identifying potential applications of existing competencies.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126418150","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379934
W.L. Nolte
This paper describes a set of spreadsheets which perform the calculations necessary to plot control charts used in statistical process control (SPC). The Enable office automation package was used to develop the spreadsheets. The SPC package is menu driven and includes on-line help. A full on-line manual provides program documentation. The control charts are Individual and Moving Average/Moving Range Charts, X-Bar and Range Charts, Proportion Defective (p) Chart, Number Defective (np) Chart, Defects per Unit (c and u) Charts and Weighted Defects per Unit (D) Chart. The paper describes each of the charts and tells how to select the correct SPC control chart for a given application. Completed charts and spreadsheets are also given.<>
{"title":"SPC with enable","authors":"W.L. Nolte","doi":"10.1109/IEMC.1994.379934","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379934","url":null,"abstract":"This paper describes a set of spreadsheets which perform the calculations necessary to plot control charts used in statistical process control (SPC). The Enable office automation package was used to develop the spreadsheets. The SPC package is menu driven and includes on-line help. A full on-line manual provides program documentation. The control charts are Individual and Moving Average/Moving Range Charts, X-Bar and Range Charts, Proportion Defective (p) Chart, Number Defective (np) Chart, Defects per Unit (c and u) Charts and Weighted Defects per Unit (D) Chart. The paper describes each of the charts and tells how to select the correct SPC control chart for a given application. Completed charts and spreadsheets are also given.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130191486","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379935
J. Martino
In setting the performance goals for a product development project, the project manager is faced with two risks: the risk of early obsolescence of the product, and the risk of project failure. If the performance goals are set too low, a competitor may bring an improved product on the market shortly after completion of the project, thus drastically curtailing the product's market life. If the performance goals are set too high, the project may be a failure, especially if the project team selects a high-risk, high-payoff technical approach in an attempt to meet the high performance goal. This paper presents quantitative methods for assessing the two risks, allowing the project manager to balance them according to company strategy.<>
{"title":"An approach to balancing the risks of R&D performance goals","authors":"J. Martino","doi":"10.1109/IEMC.1994.379935","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379935","url":null,"abstract":"In setting the performance goals for a product development project, the project manager is faced with two risks: the risk of early obsolescence of the product, and the risk of project failure. If the performance goals are set too low, a competitor may bring an improved product on the market shortly after completion of the project, thus drastically curtailing the product's market life. If the performance goals are set too high, the project may be a failure, especially if the project team selects a high-risk, high-payoff technical approach in an attempt to meet the high performance goal. This paper presents quantitative methods for assessing the two risks, allowing the project manager to balance them according to company strategy.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130240785","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379916
J. Korpela, M. Tuominen
The strategic importance of logistics is steadily increasing and a logistical approach is needed to achieve competitive advantage. Transportation is one of the most important logistics activities with significant impacts on both customer service and logistics costs. As more and more companies are outsourcing transport services, the selection of the most effective transport mode and the corresponding carriers providing the services has become one of the most fundamental parts of logistics strategic planning. In this paper, the authors develop an analytic hierarchy process-based decision support system (DSS) for transport services selection supporting the following four main phases of the decision process: (1) intelligence/problem recognition; (2) design/search; (3) choice; and (4) review/postchoice evaluation.<>
{"title":"An analytic approach to the analysis and selection of transport services","authors":"J. Korpela, M. Tuominen","doi":"10.1109/IEMC.1994.379916","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379916","url":null,"abstract":"The strategic importance of logistics is steadily increasing and a logistical approach is needed to achieve competitive advantage. Transportation is one of the most important logistics activities with significant impacts on both customer service and logistics costs. As more and more companies are outsourcing transport services, the selection of the most effective transport mode and the corresponding carriers providing the services has become one of the most fundamental parts of logistics strategic planning. In this paper, the authors develop an analytic hierarchy process-based decision support system (DSS) for transport services selection supporting the following four main phases of the decision process: (1) intelligence/problem recognition; (2) design/search; (3) choice; and (4) review/postchoice evaluation.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115098071","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379910
R.V. Rezende, C. D. de Carvalho
Often, the best way to select the proper executive is from within the company itself. The key for the utilization of this potential is simple: encourage sound competitiveness; establish a program for development and guidance in the managerial career; find employees with a profile suitable to the present and future needs of the company; believe in in-house human potential; offer the opportunity of self-knowledge; and detect talents. The methodology and the results of applying these principles to executive selection at CESP-Companhia Energetica de Sao Paulo are presented in this paper.<>
{"title":"Selection of executives through in-house recruitment","authors":"R.V. Rezende, C. D. de Carvalho","doi":"10.1109/IEMC.1994.379910","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379910","url":null,"abstract":"Often, the best way to select the proper executive is from within the company itself. The key for the utilization of this potential is simple: encourage sound competitiveness; establish a program for development and guidance in the managerial career; find employees with a profile suitable to the present and future needs of the company; believe in in-house human potential; offer the opportunity of self-knowledge; and detect talents. The methodology and the results of applying these principles to executive selection at CESP-Companhia Energetica de Sao Paulo are presented in this paper.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123686944","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379914
K. Murthy, A. Kadur, P. Rao
This paper approaches product marketability from a holistic point of view. The paper presents a systematic and quantitative procedure for the estimation of marketability of high technology products. Guidelines to set up a holistic suite of metrics called product marketability metrics (PMM) are presented. Guidelines are also given to estimate the PMM suite of metrics in different stages of the evolution of the product/service including concept, design, feasibility verification, detailed design and testing, pilot marketing and full scale marketing campaign. The metrics are very helpful for quantitative comparison of multiple schemes of product design, feature packaging and marketing for a given product or product line. The PMM identification and measurement process helps the R&D, manufacturing, marketing and corporate managers to not only make a GO/NO GO decision on a product, but also lets them routinely verify/monitor the PMM goals and steer their respective organizations to meet the target PMM goal.<>
{"title":"A holistic approach to product marketability measurements-the PMM approach","authors":"K. Murthy, A. Kadur, P. Rao","doi":"10.1109/IEMC.1994.379914","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379914","url":null,"abstract":"This paper approaches product marketability from a holistic point of view. The paper presents a systematic and quantitative procedure for the estimation of marketability of high technology products. Guidelines to set up a holistic suite of metrics called product marketability metrics (PMM) are presented. Guidelines are also given to estimate the PMM suite of metrics in different stages of the evolution of the product/service including concept, design, feasibility verification, detailed design and testing, pilot marketing and full scale marketing campaign. The metrics are very helpful for quantitative comparison of multiple schemes of product design, feature packaging and marketing for a given product or product line. The PMM identification and measurement process helps the R&D, manufacturing, marketing and corporate managers to not only make a GO/NO GO decision on a product, but also lets them routinely verify/monitor the PMM goals and steer their respective organizations to meet the target PMM goal.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124217623","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379903
G. Greenwood
There have been many theories and proposals for effectively managing engineers. Seldom discussed, however, are the impressions working level design engineers (i.e., nonmanagerial engineers) have of their managers or their company's management philosophies. This paper presents a critical analysis of engineering managers and management philosophies from the perspective of a working level engineer. The paper initially discusses the first level engineering manager and then progresses to a discussion of upper engineering management. Unfortunately, some of the views expressed are negative. Two common complaints are: (1) the lack of technical expertise of many first level managers; and (2) the unwillingness of upper management to examine bureaucratic policies that affect productivity. The paper is not simply a complaint forum as there are several examples of management techniques (from different companies) which have led to good working relationships and higher levels of engineering productivity.<>
{"title":"The state of engineering management: a view from the trenches","authors":"G. Greenwood","doi":"10.1109/IEMC.1994.379903","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379903","url":null,"abstract":"There have been many theories and proposals for effectively managing engineers. Seldom discussed, however, are the impressions working level design engineers (i.e., nonmanagerial engineers) have of their managers or their company's management philosophies. This paper presents a critical analysis of engineering managers and management philosophies from the perspective of a working level engineer. The paper initially discusses the first level engineering manager and then progresses to a discussion of upper engineering management. Unfortunately, some of the views expressed are negative. Two common complaints are: (1) the lack of technical expertise of many first level managers; and (2) the unwillingness of upper management to examine bureaucratic policies that affect productivity. The paper is not simply a complaint forum as there are several examples of management techniques (from different companies) which have led to good working relationships and higher levels of engineering productivity.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130098774","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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