Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183814
D.T. Mularkey, K. Kawamura, J. Auer, G. Sullivan
Dual-use technology, technology having commercial and military or defense applications, has been a controversial subject in Japan. While having legal access to Japanese dual-use technology, in practice American access has been restricted to commercial applications. Since 1983 defense technology has been legalized for transfer, but actual transfer of both technologies has been stymied. Reciprocal equity investments in defense industries are being investigated as a suitable mechanism for implementation of transfer, particularly of dual-use technology. The authors explore key issues in this area and offer some preliminary findings.<>
{"title":"Transfer of dual-use technology from Japan through reciprocal equity investments","authors":"D.T. Mularkey, K. Kawamura, J. Auer, G. Sullivan","doi":"10.1109/PICMET.1991.183814","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183814","url":null,"abstract":"Dual-use technology, technology having commercial and military or defense applications, has been a controversial subject in Japan. While having legal access to Japanese dual-use technology, in practice American access has been restricted to commercial applications. Since 1983 defense technology has been legalized for transfer, but actual transfer of both technologies has been stymied. Reciprocal equity investments in defense industries are being investigated as a suitable mechanism for implementation of transfer, particularly of dual-use technology. The authors explore key issues in this area and offer some preliminary findings.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87840843","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183685
C. Sylla
It is noted that the collection, processing, recycling, and disposal of manufacturing-generated waste presents a significant engineering problem and a new major challenge to industrial engineers (IE) and engineering managers (EM). The author attempts to make industrial engineers and managers recognize that, in today's manufacturing, environmental-related waste avoidance and other considerations are very much among the key determinants of the success and failure of an enterprise. Thus, an effort is made to improve the thinking of these professionals and to provide a first step toward an integrated approach based on IE and EM principles in dealing with environmental costs and related problems, and for including these in a manufacturing program for actions.<>
{"title":"Understanding and evaluating environmental costs of manufacturing: the industrial management perspectives","authors":"C. Sylla","doi":"10.1109/PICMET.1991.183685","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183685","url":null,"abstract":"It is noted that the collection, processing, recycling, and disposal of manufacturing-generated waste presents a significant engineering problem and a new major challenge to industrial engineers (IE) and engineering managers (EM). The author attempts to make industrial engineers and managers recognize that, in today's manufacturing, environmental-related waste avoidance and other considerations are very much among the key determinants of the success and failure of an enterprise. Thus, an effort is made to improve the thinking of these professionals and to provide a first step toward an integrated approach based on IE and EM principles in dealing with environmental costs and related problems, and for including these in a manufacturing program for actions.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86806154","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183797
J. Baba
Summary form only given. Governance is a concept for longer periods and broader perspectives in corporate management introduced by R.K. Mueller (1981) and R.I. Tricker (1984). The author discusses the importance of governance for the growth of the corporate organization. The concept of governance could make clear the difference between governance and management. Governance is focused on the stakeholders, who are all concerned with the corporate activities, e.g. shareholders, employees, local area, government, and academia. The corporate managerial concept is considered to consist of three points: governance, management, and stakeholders. From the viewpoint of governance, the target of responsibility for each management level can be made clear.<>
{"title":"The organizational framework for governance of the corporate R&D strategy","authors":"J. Baba","doi":"10.1109/PICMET.1991.183797","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183797","url":null,"abstract":"Summary form only given. Governance is a concept for longer periods and broader perspectives in corporate management introduced by R.K. Mueller (1981) and R.I. Tricker (1984). The author discusses the importance of governance for the growth of the corporate organization. The concept of governance could make clear the difference between governance and management. Governance is focused on the stakeholders, who are all concerned with the corporate activities, e.g. shareholders, employees, local area, government, and academia. The corporate managerial concept is considered to consist of three points: governance, management, and stakeholders. From the viewpoint of governance, the target of responsibility for each management level can be made clear.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87723983","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183639
A. Gupta, K. Brockoff, U. Weisenfeld
Summary form only given. Using a conjoint analysis experiment, the authors consider how R&D, marketing, and manufacturing managers in Germany make tradeoffs among the three critical variables during the new product development (NPD) process: development schedule, development cost, and product performance. The findings are compared with a similar study of US firms (Rosenau, 1989). The comparison underscores the basic problem: US managers do not emphasize product development speed to the same extent as German managers.<>
{"title":"Relative importance of time, cost and performance in the NPD process","authors":"A. Gupta, K. Brockoff, U. Weisenfeld","doi":"10.1109/PICMET.1991.183639","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183639","url":null,"abstract":"Summary form only given. Using a conjoint analysis experiment, the authors consider how R&D, marketing, and manufacturing managers in Germany make tradeoffs among the three critical variables during the new product development (NPD) process: development schedule, development cost, and product performance. The findings are compared with a similar study of US firms (Rosenau, 1989). The comparison underscores the basic problem: US managers do not emphasize product development speed to the same extent as German managers.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88004239","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183770
D. Persing
Summary form only given. It is contended that despite persistent beliefs to the contrary, the management of innovation in most organizations, including firms in engineering and technology, appears to violate the fundamental requirements of a critical process in innovation, the creative process. That is, although it has been established that for many intellectual workers, creative activities and projects are best undertaken in settings free of many traditional organizational restrictions, actual policies and practices in the majority of organizations in the United States appear to produce rigid and inhibitive work environments. Aspects of these environments include relatively inflexible official and operative work hours and work location requirements, various forms of inappropriate deadline pressures, and too-vigilant supervision. It is argued that work hours and work location expectations are inextricably linked and produce the most suffocating of the effects on creativity. Abundant evidence of managerial policies and practices inimical to creativity and ultimately to innovation, particularly in the form of temporal locational requirements, has been found. A theory and research-based blueprint for change has been developed.<>
{"title":"The pitfalls of managing intellectual work in engineering and technology","authors":"D. Persing","doi":"10.1109/PICMET.1991.183770","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183770","url":null,"abstract":"Summary form only given. It is contended that despite persistent beliefs to the contrary, the management of innovation in most organizations, including firms in engineering and technology, appears to violate the fundamental requirements of a critical process in innovation, the creative process. That is, although it has been established that for many intellectual workers, creative activities and projects are best undertaken in settings free of many traditional organizational restrictions, actual policies and practices in the majority of organizations in the United States appear to produce rigid and inhibitive work environments. Aspects of these environments include relatively inflexible official and operative work hours and work location requirements, various forms of inappropriate deadline pressures, and too-vigilant supervision. It is argued that work hours and work location expectations are inextricably linked and produce the most suffocating of the effects on creativity. Abundant evidence of managerial policies and practices inimical to creativity and ultimately to innovation, particularly in the form of temporal locational requirements, has been found. A theory and research-based blueprint for change has been developed.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86187873","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183785
E. Parkinson
The author discusses key features of strategic planning that are being considered within the State of Florida for converting from above-ground to underground electrical power delivery systems. Technology, investment cost, operations and support cost, and other costs are identified and discussed from the perspective of systems analysis, with emphasis on real-world implementation capability. The author focuses on strategic planning issues that must be addressed to ensure that implementation is done in a cost-effective manner to protect the interests of the taxpayer. This is a complex and innovative undertaking for the state and is being proposed as a prototype for the country.<>
{"title":"Strategic planning considerations for cost effective implementation of underground electrical power delivery","authors":"E. Parkinson","doi":"10.1109/PICMET.1991.183785","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183785","url":null,"abstract":"The author discusses key features of strategic planning that are being considered within the State of Florida for converting from above-ground to underground electrical power delivery systems. Technology, investment cost, operations and support cost, and other costs are identified and discussed from the perspective of systems analysis, with emphasis on real-world implementation capability. The author focuses on strategic planning issues that must be addressed to ensure that implementation is done in a cost-effective manner to protect the interests of the taxpayer. This is a complex and innovative undertaking for the state and is being proposed as a prototype for the country.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83068815","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183630
F.Y. Phillips, R. K. Srivastava, R. Springer
A model is presented to treat new product development projects that are subject to a mid-project management review. The model solves a 'chicken and egg' problem in concurrent life cycle analysis, namely that a project cannot be costed until it is scheduled, cannot be scheduled until the continuation decision is made, and cannot be evaluated for continuation until it is costed. The model solves the conundrum via a mixed integer programming formulation that makes all three determinations simultaneously. It poses the problem as an exercise in managerial options. A worked example illustrates the technique.<>
{"title":"Project valuation and scheduling with recourse","authors":"F.Y. Phillips, R. K. Srivastava, R. Springer","doi":"10.1109/PICMET.1991.183630","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183630","url":null,"abstract":"A model is presented to treat new product development projects that are subject to a mid-project management review. The model solves a 'chicken and egg' problem in concurrent life cycle analysis, namely that a project cannot be costed until it is scheduled, cannot be scheduled until the continuation decision is made, and cannot be evaluated for continuation until it is costed. The model solves the conundrum via a mixed integer programming formulation that makes all three determinations simultaneously. It poses the problem as an exercise in managerial options. A worked example illustrates the technique.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81041479","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183705
W. A. Spivey, W. Flannery
Continuing national interest in technology transfer provided the impetus for an evaluation of the efforts of a large Department of Defense (DoD) laboratory. Seventy personal interviews were conducted at various locations nationwide. The lab studied uses two processes to move technology. One process is formal and highly structured; it is used to transition technology within the DoD. The other process, used to transfer technology, is unstructured and informal. The authors examine a model of technology transition. Two reasons dictate the need to appreciate this transition process. First, it needs to be well understood by all who work with the DoD. Second, modeling the transition process helps highlight the key modifications needed to improve technology transfer from the DoD.<>
{"title":"Technology transition: implications from studying a DoD laboratory","authors":"W. A. Spivey, W. Flannery","doi":"10.1109/PICMET.1991.183705","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183705","url":null,"abstract":"Continuing national interest in technology transfer provided the impetus for an evaluation of the efforts of a large Department of Defense (DoD) laboratory. Seventy personal interviews were conducted at various locations nationwide. The lab studied uses two processes to move technology. One process is formal and highly structured; it is used to transition technology within the DoD. The other process, used to transfer technology, is unstructured and informal. The authors examine a model of technology transition. Two reasons dictate the need to appreciate this transition process. First, it needs to be well understood by all who work with the DoD. Second, modeling the transition process helps highlight the key modifications needed to improve technology transfer from the DoD.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89298702","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183656
J. Hunsucker, D. Damak
The authors discuss the development of a procedure that allows maintenance managers to evaluate maintenance jobs quantitatively. The plan is especially applicable to those industries in which major maintenance items are dealt with during a finite period as opposed to continuously. Seasonal industries such as amusement parks or water parks are typical examples where major maintenance is scheduled during the period where the park is closed for the winter. Other applications include the transportation, space, and oil-field manufacturing industries. A maintenance job is defined as a repair or modification that needs to be performed on a facility or piece of equipment in order to improve its performance. When several defects must be fixed, a procedure for defining the priority of each job is required. The procedure developed quantifies the judgments of experts on the urgency of the jobs, and uses the resulting data in order to build a priority list of the set. The priority list is further reduced by introducing limits on resources. The procedure selects the maximum number of higher-ranked jobs that can be performed with the resources available.<>
{"title":"A management decision model for discrete maintenance","authors":"J. Hunsucker, D. Damak","doi":"10.1109/PICMET.1991.183656","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183656","url":null,"abstract":"The authors discuss the development of a procedure that allows maintenance managers to evaluate maintenance jobs quantitatively. The plan is especially applicable to those industries in which major maintenance items are dealt with during a finite period as opposed to continuously. Seasonal industries such as amusement parks or water parks are typical examples where major maintenance is scheduled during the period where the park is closed for the winter. Other applications include the transportation, space, and oil-field manufacturing industries. A maintenance job is defined as a repair or modification that needs to be performed on a facility or piece of equipment in order to improve its performance. When several defects must be fixed, a procedure for defining the priority of each job is required. The procedure developed quantifies the judgments of experts on the urgency of the jobs, and uses the resulting data in order to build a priority list of the set. The priority list is further reduced by introducing limits on resources. The procedure selects the maximum number of higher-ranked jobs that can be performed with the resources available.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84793485","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183565
W. Anderson
It is pointed out that engineering managers, like middle managers in many American companies, are experiencing significant changes in their roles and responsibilities. As American businesses respond to growing competitive challenges from home and abroad; many have begun a reevaluation of their management organizational structure with particular attention to the middle management level. New organization designs are appearing with increased span of control and responsibility. At the same time, levels of management are being eliminated. All of these changes are having a significant effect at the middle management level. It can be seen that new skills are needed by management as top management asks for a shift in corporate culture. Some propose that, in engineering, managers become more of a coach and leader and less of a technical expert. Others agree that leadership and mentoring is needed, but the middle manager in engineering should remain a technical resource. There must be greater emphasis on a management style that supports participatory management. In order to be a better coach and leader, a manager must become an excellent communicator who also is skilled in the efficient utilization of time on the job.<>
{"title":"The changing role of the middle manager in engineering","authors":"W. Anderson","doi":"10.1109/PICMET.1991.183565","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183565","url":null,"abstract":"It is pointed out that engineering managers, like middle managers in many American companies, are experiencing significant changes in their roles and responsibilities. As American businesses respond to growing competitive challenges from home and abroad; many have begun a reevaluation of their management organizational structure with particular attention to the middle management level. New organization designs are appearing with increased span of control and responsibility. At the same time, levels of management are being eliminated. All of these changes are having a significant effect at the middle management level. It can be seen that new skills are needed by management as top management asks for a shift in corporate culture. Some propose that, in engineering, managers become more of a coach and leader and less of a technical expert. Others agree that leadership and mentoring is needed, but the middle manager in engineering should remain a technical resource. There must be greater emphasis on a management style that supports participatory management. In order to be a better coach and leader, a manager must become an excellent communicator who also is skilled in the efficient utilization of time on the job.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90369020","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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