Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379956
H. Eisner
This paper examines the relationships between three areas of quality management that have developed independently, namely, quality leadership. The learning organization and systems engineering. First, thirteen rank-ordered attributes of a quality leader are cited, including the critical attributes of empowering, having a vision, team building and renewing. Then the five disciplines of Senge's Learning Organization are recapitulated as: personal mastery, mental models, building shared visions, team learning and the "Fifth Discipline", systems thinking. A brief description of Eisner's thirty elements of systems engineering follows. It is demonstrated that these three areas are complementary and require mutual interaction and support in order to maximize the likelihood of achieving quality management. The paper concludes with a set of recommendations for implementation in an ever-changing corporate and management environment.<>
{"title":"A new triad: quality leadership, the learning organization and systems engineering","authors":"H. Eisner","doi":"10.1109/IEMC.1994.379956","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379956","url":null,"abstract":"This paper examines the relationships between three areas of quality management that have developed independently, namely, quality leadership. The learning organization and systems engineering. First, thirteen rank-ordered attributes of a quality leader are cited, including the critical attributes of empowering, having a vision, team building and renewing. Then the five disciplines of Senge's Learning Organization are recapitulated as: personal mastery, mental models, building shared visions, team learning and the \"Fifth Discipline\", systems thinking. A brief description of Eisner's thirty elements of systems engineering follows. It is demonstrated that these three areas are complementary and require mutual interaction and support in order to maximize the likelihood of achieving quality management. The paper concludes with a set of recommendations for implementation in an ever-changing corporate and management environment.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"147 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":"133727254","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.1994.379939
M.S. Khan
This paper discusses some of the key issues of R&D management including: the importance of R&D, different R&D strategies, selection of R&D projects, interface between R&D and marketing, and methods for evaluating and improving the quality of R&D management. Particular emphasis is given to the management of the R&D-marketing interface. Some of the issues that are addressed in the management of the R&D-marketing interface are: causes of friction between R&D and marketing functions, and guidelines for achieving an effective integration between the two functions. It is suggested that US industry should place more emphasis on R&D in order to regain its competitive edge. The decisions on R&D strategies and projects should be based upon thorough organizational resource analysis, and technical and marketing considerations. Finally, harmony of the R&D-marketing interface is essential for the success of R&D projects.<>
{"title":"Managing R&D: some key issues","authors":"M.S. Khan","doi":"10.1109/IEMC.1994.379939","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379939","url":null,"abstract":"This paper discusses some of the key issues of R&D management including: the importance of R&D, different R&D strategies, selection of R&D projects, interface between R&D and marketing, and methods for evaluating and improving the quality of R&D management. Particular emphasis is given to the management of the R&D-marketing interface. Some of the issues that are addressed in the management of the R&D-marketing interface are: causes of friction between R&D and marketing functions, and guidelines for achieving an effective integration between the two functions. It is suggested that US industry should place more emphasis on R&D in order to regain its competitive edge. The decisions on R&D strategies and projects should be based upon thorough organizational resource analysis, and technical and marketing considerations. Finally, harmony of the R&D-marketing interface is essential for the success of R&D projects.<<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":"121116113","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.1994.379946
C. N. Day, J. Adkins, M. Fredrick, H. Henderson, R. Beckett
This paper reports on the preliminary development of an improved defense technology and industrial base (DTIB) forecasting methodology. The approach examined several noted assessment and quality programs, began with previous industrial base assessment methods, and incorporated current quality perspectives. The methodology augments previous methods by improving the metrics of technology, integrated design, production processes, quality, and modern management and operations methods such as those of lean manufacturing. The resultant DTIB representation was reviewed by government and industry experts. Conclusions are presented. A preliminary set of measurement criteria was developed and sources for the data were established. A larger measurement set is needed to test the validity of the characteristics to represent the DTIB in the forecasting task.<>
{"title":"Preliminary forecast methodology for the defense technology and industrial base","authors":"C. N. Day, J. Adkins, M. Fredrick, H. Henderson, R. Beckett","doi":"10.1109/IEMC.1994.379946","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379946","url":null,"abstract":"This paper reports on the preliminary development of an improved defense technology and industrial base (DTIB) forecasting methodology. The approach examined several noted assessment and quality programs, began with previous industrial base assessment methods, and incorporated current quality perspectives. The methodology augments previous methods by improving the metrics of technology, integrated design, production processes, quality, and modern management and operations methods such as those of lean manufacturing. The resultant DTIB representation was reviewed by government and industry experts. Conclusions are presented. A preliminary set of measurement criteria was developed and sources for the data were established. A larger measurement set is needed to test the validity of the characteristics to represent the DTIB in the forecasting task.<<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":"128269154","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.1994.379911
N. Walters, J. Whittaker
Mentoring is a work relationship in which a more senior member of an organization is committed to providing guidance and support to a less experienced colleague. Mentoring relationships have been shown to enhance organizational success as well as individual career development and career satisfaction. In a survey of 57 engineers and managers working at a plant site of a large Canadian petrochemical company, respondents reported mentoring activity frequencies consistent with those reported in a previous study of a more general business population. Responses to fourteen of the eighteen survey questions showed no statistically significant difference between the two study groups. Therefore, within the study group population, mentoring appears to be used effectively in developing the careers of engineers and engineering managers. Two differences observed in the engineering group were: less psychosocial mentoring was reported compared with the general business population; and more mentoring experiences were reported by people in managerial roles than by those in technical roles. Further research is recommended to better understand the causes of these differences.<>
{"title":"Mentoring in engineering careers: a case study","authors":"N. Walters, J. Whittaker","doi":"10.1109/IEMC.1994.379911","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379911","url":null,"abstract":"Mentoring is a work relationship in which a more senior member of an organization is committed to providing guidance and support to a less experienced colleague. Mentoring relationships have been shown to enhance organizational success as well as individual career development and career satisfaction. In a survey of 57 engineers and managers working at a plant site of a large Canadian petrochemical company, respondents reported mentoring activity frequencies consistent with those reported in a previous study of a more general business population. Responses to fourteen of the eighteen survey questions showed no statistically significant difference between the two study groups. Therefore, within the study group population, mentoring appears to be used effectively in developing the careers of engineers and engineering managers. Two differences observed in the engineering group were: less psychosocial mentoring was reported compared with the general business population; and more mentoring experiences were reported by people in managerial roles than by those in technical roles. Further research is recommended to better understand the causes of these differences.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"2 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":"130841459","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.1994.379915
L. L. Pan, L. D. Richards, D. Jacobs
Once a control structure for an integrated manufacturing system is decided upon, manufacturing activities are limited by that structure. A flexible control structure is presented as an approach for accommodating a variety of manufacturing activities, without being limited to a single control structure. A flexible control structure is one that allows multiple types of control structure in the manufacturing process. The definition and the properties of a flexible control structure are discussed from the point of view of graph theory. The flexible control structure and the alternative control structures are demonstrated with a factory simulation of an automated on-line/post-process inspection system. All the control schemes are evaluated with respect to their fault tolerance characteristics, operability, and expandability. The results of this research indicate that flexible control may be cost effective when a large variety of manufacturing activities must be accommodated, but further research is needed to confirm precisely how wide a range and what types of activities would justify this approach.<>
{"title":"The use of a factory simulation to evaluate a flexible control structure for integrated manufacturing","authors":"L. L. Pan, L. D. Richards, D. Jacobs","doi":"10.1109/IEMC.1994.379915","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379915","url":null,"abstract":"Once a control structure for an integrated manufacturing system is decided upon, manufacturing activities are limited by that structure. A flexible control structure is presented as an approach for accommodating a variety of manufacturing activities, without being limited to a single control structure. A flexible control structure is one that allows multiple types of control structure in the manufacturing process. The definition and the properties of a flexible control structure are discussed from the point of view of graph theory. The flexible control structure and the alternative control structures are demonstrated with a factory simulation of an automated on-line/post-process inspection system. All the control schemes are evaluated with respect to their fault tolerance characteristics, operability, and expandability. The results of this research indicate that flexible control may be cost effective when a large variety of manufacturing activities must be accommodated, but further research is needed to confirm precisely how wide a range and what types of activities would justify this approach.<<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":"130855482","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.1994.379909
M. Baker
A graduate engineer today can expect to have four to six different types of work in his/her career. Preparing for the future is a continual process, and without proper preparation a plateaued status is imminent increasing vulnerability to a RIF. Sometimes stagnation and RIFs are inevitable if an organization fails to meet competition, but these situations can be minimized through strategic preparation by both employers and professional employees. The thesis of this paper is that the best preparation for both career stability and advancement of professionals and organizational profitability is planned integration of academic and on-the-job learning experiences.<>
{"title":"Securing professional careers through structured interactions between higher education and the work-place","authors":"M. Baker","doi":"10.1109/IEMC.1994.379909","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379909","url":null,"abstract":"A graduate engineer today can expect to have four to six different types of work in his/her career. Preparing for the future is a continual process, and without proper preparation a plateaued status is imminent increasing vulnerability to a RIF. Sometimes stagnation and RIFs are inevitable if an organization fails to meet competition, but these situations can be minimized through strategic preparation by both employers and professional employees. The thesis of this paper is that the best preparation for both career stability and advancement of professionals and organizational profitability is planned integration of academic and on-the-job learning experiences.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"393 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":"124366782","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.1994.379925
P. Soundar, H. Bao
Manufacturing cost forms a very major portion of the life cycle cost of a product. Also, performance of the manufacturing system directly affects the manufacturing cost of the product produced in the system. The design of products in the system also affects the performance of the manufacturing system. However, a survey of research shows that the research community has ignored consideration of manufacturing system performance during the design stage. This paper identifies critical research questions in this area. In this paper, the authors also propose a system that would allow manufacturing system performance measures to be considered during the design stage of a product. They also address issues in the integration of manufacturing models with product design software. The system takes advantage of currently existing technology and allows for integration of new developments as they occur.<>
{"title":"Concurrent design of products for manufacturing system performance","authors":"P. Soundar, H. Bao","doi":"10.1109/IEMC.1994.379925","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379925","url":null,"abstract":"Manufacturing cost forms a very major portion of the life cycle cost of a product. Also, performance of the manufacturing system directly affects the manufacturing cost of the product produced in the system. The design of products in the system also affects the performance of the manufacturing system. However, a survey of research shows that the research community has ignored consideration of manufacturing system performance during the design stage. This paper identifies critical research questions in this area. In this paper, the authors also propose a system that would allow manufacturing system performance measures to be considered during the design stage of a product. They also address issues in the integration of manufacturing models with product design software. The system takes advantage of currently existing technology and allows for integration of new developments as they occur.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"31 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":"121135235","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.1994.379904
T. Malkinson
The university-based scientific research laboratory is a complex, dynamic entity which is comprised of a team of enthusiastic and interesting individuals who increasingly differ considerably in their backgrounds and psychological/sociological dispositions. The purpose of this presentation is to explore the role that the technical supervisor performs in facilitating the formation and maintenance of an optimal laboratory environment for conducting university-based scientific research.<>
{"title":"The role of the technical supervisor in creating and maintaining the optimal environment for university-based research","authors":"T. Malkinson","doi":"10.1109/IEMC.1994.379904","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379904","url":null,"abstract":"The university-based scientific research laboratory is a complex, dynamic entity which is comprised of a team of enthusiastic and interesting individuals who increasingly differ considerably in their backgrounds and psychological/sociological dispositions. The purpose of this presentation is to explore the role that the technical supervisor performs in facilitating the formation and maintenance of an optimal laboratory environment for conducting university-based scientific research.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"68 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":"126220439","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.1994.379954
P.A. Sardos
In this paper, the author shows the practical and measurable improvements in the service of electric utility customers achieved through the application of the total quality management initiated at his departmental level. In response to consumers' needs the department reorganises itself, simplifies procedures and forms, offers needed training to its personnel and cooperates with others to find ways to overcome problems beyond its sphere of influence. All this is carried out while the department is performing its daily routine work which, as a result of the new thought, is marked by continuous improvements in its performance indicators.<>
{"title":"Quality management-a case study","authors":"P.A. Sardos","doi":"10.1109/IEMC.1994.379954","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379954","url":null,"abstract":"In this paper, the author shows the practical and measurable improvements in the service of electric utility customers achieved through the application of the total quality management initiated at his departmental level. In response to consumers' needs the department reorganises itself, simplifies procedures and forms, offers needed training to its personnel and cooperates with others to find ways to overcome problems beyond its sphere of influence. All this is carried out while the department is performing its daily routine work which, as a result of the new thought, is marked by continuous improvements in its performance indicators.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"39 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":"128867638","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.1994.379917
H. Benyahia
This work presents estimation algorithms of the four main effects of new computer environments, namely: the scale effect; the learning and experience effect; the scope effect; and the complexity effect. The methodological approach is, for the first time, an integrated approach in the sense that all these effects are interrelated to highlight the costs dynamics and the optimal size of these new systems. The article shows that, compared to traditional centralized systems where the dominant effect is a scale effect, new computer environments are characterized instead by a scope effect as a result of material resources sharing and software standardization. Finally, it appears that costs dynamics is a significant strategic importance to an organization when choosing complex information systems.<>
{"title":"Costs dynamics and optimal systems size in new computer environments","authors":"H. Benyahia","doi":"10.1109/IEMC.1994.379917","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379917","url":null,"abstract":"This work presents estimation algorithms of the four main effects of new computer environments, namely: the scale effect; the learning and experience effect; the scope effect; and the complexity effect. The methodological approach is, for the first time, an integrated approach in the sense that all these effects are interrelated to highlight the costs dynamics and the optimal size of these new systems. The article shows that, compared to traditional centralized systems where the dominant effect is a scale effect, new computer environments are characterized instead by a scope effect as a result of material resources sharing and software standardization. Finally, it appears that costs dynamics is a significant strategic importance to an organization when choosing complex information systems.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"27 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":"129870764","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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