Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201265
T. Singh, R. Subramanian, T. S. Chowdhry
The authors emphasize the need to formulate strategies to exploit the wide-ranging services offered by these systems. It is pointed out that information transfer and manipulation are increasingly becoming the key factor in successful business decisions. As information becomes extremely valuable, it becomes pertinent to have a long-term strategy for information technology, and to ensure that it adapts well to the corporate objectives and culture. It is concluded that new communication technologies will have far reaching effects in the success of corporations in an information-intensive environment. Business strategists need to comprehend the capabilities of emerging communication systems in order to deal effectively with the issues of privacy and information security.<>
{"title":"Impact of future information systems on business strategies","authors":"T. Singh, R. Subramanian, T. S. Chowdhry","doi":"10.1109/IEMC.1990.201265","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201265","url":null,"abstract":"The authors emphasize the need to formulate strategies to exploit the wide-ranging services offered by these systems. It is pointed out that information transfer and manipulation are increasingly becoming the key factor in successful business decisions. As information becomes extremely valuable, it becomes pertinent to have a long-term strategy for information technology, and to ensure that it adapts well to the corporate objectives and culture. It is concluded that new communication technologies will have far reaching effects in the success of corporations in an information-intensive environment. Business strategists need to comprehend the capabilities of emerging communication systems in order to deal effectively with the issues of privacy and information security.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"390 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116392488","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201307
F. Lighthall
The author analyzes published and archival testimony of participants in the decision to launch the Challenger, and extracts novel lessons for engineering training and engineering managers from the decision process. The professional weakness pointed to is either curricular or instructional: a gap in the education of engineers. Staff engineers and engineering managers arguing for and against the launch were unable to frame basic questions of covariation among field variables, and thus to see the relevance of field data routinely gathered. Simple analyses of field data available to both Morton-Thiokol and NASA to launch time and a year beforehand are presented to show that the arguments against launching at cold temperatures could have been quantified to the point of predicting degrees of component failure beyond those held by decision participants to be safe.<>
{"title":"Engineering management, engineering reasoning, and engineering education: lessons from the Space Shuttle Challenger","authors":"F. Lighthall","doi":"10.1109/IEMC.1990.201307","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201307","url":null,"abstract":"The author analyzes published and archival testimony of participants in the decision to launch the Challenger, and extracts novel lessons for engineering training and engineering managers from the decision process. The professional weakness pointed to is either curricular or instructional: a gap in the education of engineers. Staff engineers and engineering managers arguing for and against the launch were unable to frame basic questions of covariation among field variables, and thus to see the relevance of field data routinely gathered. Simple analyses of field data available to both Morton-Thiokol and NASA to launch time and a year beforehand are presented to show that the arguments against launching at cold temperatures could have been quantified to the point of predicting degrees of component failure beyond those held by decision participants to be safe.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123543424","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201246
L. Zhao, N. Reddy
The exchange of information between a technology supplier and a technology user in different countries is examined from the perspective of social exchange in which social and cultural rather than economic factors exert an influence on the eventual outcome. Field data derived from three studies of international technology transfer (ITT) between US and Chinese firms are considered. The ITT exchanges are analyzed in terms of six elements-rewards in relation to costs (reckoned in terms of strategic or tactical advantage or disadvantage), possession of power to make things happen, expectations vs. consequences, and conflict. It is concluded that the social exchange approach should enable participants in an ITT to get a better understanding of what is happening and why. The authors list useful leverage points which a technology supplier firm can use to increase its benefits from an ITT.<>
{"title":"Venturing with Chinese (PRC) firms: technology transfer negotiation","authors":"L. Zhao, N. Reddy","doi":"10.1109/IEMC.1990.201246","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201246","url":null,"abstract":"The exchange of information between a technology supplier and a technology user in different countries is examined from the perspective of social exchange in which social and cultural rather than economic factors exert an influence on the eventual outcome. Field data derived from three studies of international technology transfer (ITT) between US and Chinese firms are considered. The ITT exchanges are analyzed in terms of six elements-rewards in relation to costs (reckoned in terms of strategic or tactical advantage or disadvantage), possession of power to make things happen, expectations vs. consequences, and conflict. It is concluded that the social exchange approach should enable participants in an ITT to get a better understanding of what is happening and why. The authors list useful leverage points which a technology supplier firm can use to increase its benefits from an ITT.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131721084","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201268
W. Burke, L. Barthold
An activity database process for seeking out opportunities for improved organization and work flow and for helping to implement them is described. A company- (or department-) wide survey of personnel activity profiles, using a dictionary of work activities, is the central element. The database, supplemented by corporate information, can be used to assess the efficiency of the organization and how effectively labor resources are used. The assessment process leads to better use of manpower resources and better return on capital investment. It can also enhance employee performance by producing activity profiles more productive and enriching to the employee. New applications of activity databases are presented, including executive information systems and activity-based cost accounting.<>
{"title":"The activity database: a catalyst for change in the contemporary organization","authors":"W. Burke, L. Barthold","doi":"10.1109/IEMC.1990.201268","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201268","url":null,"abstract":"An activity database process for seeking out opportunities for improved organization and work flow and for helping to implement them is described. A company- (or department-) wide survey of personnel activity profiles, using a dictionary of work activities, is the central element. The database, supplemented by corporate information, can be used to assess the efficiency of the organization and how effectively labor resources are used. The assessment process leads to better use of manpower resources and better return on capital investment. It can also enhance employee performance by producing activity profiles more productive and enriching to the employee. New applications of activity databases are presented, including executive information systems and activity-based cost accounting.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"115 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123150968","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201248
D. Reinertsen
It is pointed out that rapid product development cycles can produce dramatically superior long-term profits. However, management needs quantitative measures of this improvement, because specific resource allocation decisions rest on exactly how much it is worth to shorten product development cycles. Economic modeling can identify three major factors that cause specific product market segments to be sensitive to development speed. These are rapid rates of improvement in the price/performance of underlying technology, high switching costs for early adopters of the product, and the absence of pronounced manufacturing learning curves. Once management understand the value of development speed it can use this information to help shorten development cycles. Since the techniques used have negative consequences it is important to have appropriate tools to weigh the benefits and costs.<>
{"title":"The economics of gaining competitive advantage through development speed","authors":"D. Reinertsen","doi":"10.1109/IEMC.1990.201248","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201248","url":null,"abstract":"It is pointed out that rapid product development cycles can produce dramatically superior long-term profits. However, management needs quantitative measures of this improvement, because specific resource allocation decisions rest on exactly how much it is worth to shorten product development cycles. Economic modeling can identify three major factors that cause specific product market segments to be sensitive to development speed. These are rapid rates of improvement in the price/performance of underlying technology, high switching costs for early adopters of the product, and the absence of pronounced manufacturing learning curves. Once management understand the value of development speed it can use this information to help shorten development cycles. Since the techniques used have negative consequences it is important to have appropriate tools to weigh the benefits and costs.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"140 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123393900","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201293
W. Anderson
The results of a research study at a major telecommunications corporation are discussed. It is concluded that for a business to remain competitive with quality goods and services and with the possibility of fewer employees and less technical expertise, its environment must cultivate and harvest the creative ideas of all employees. This objective is possible if the following criteria are met: supervisors listening to their employees; training that employees really need; an entrepreneurial environment; and participatory management. Results from the survey indicated that supervisors and their employees are ready to meet increased competition with greater emphasis on quality. They also saw training needs and agreed that a participatory management environment will provide an opportunity for capturing the creative ideas of all employees and encouraging entrepreneurship.<>
{"title":"Releasing creative ideas to meet today's business challenges","authors":"W. Anderson","doi":"10.1109/IEMC.1990.201293","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201293","url":null,"abstract":"The results of a research study at a major telecommunications corporation are discussed. It is concluded that for a business to remain competitive with quality goods and services and with the possibility of fewer employees and less technical expertise, its environment must cultivate and harvest the creative ideas of all employees. This objective is possible if the following criteria are met: supervisors listening to their employees; training that employees really need; an entrepreneurial environment; and participatory management. Results from the survey indicated that supervisors and their employees are ready to meet increased competition with greater emphasis on quality. They also saw training needs and agreed that a participatory management environment will provide an opportunity for capturing the creative ideas of all employees and encouraging entrepreneurship.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"57 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114101826","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201284
A. Derebail, K. Srihari, C. Emerson
The authors describe a system that captures the requisite knowledge and simplifies the adhesive selection process by making this knowledge readily available in an appropriate format for engineers. Adhesive selection for surface mount assembly is a complex process, which must take into consideration a number of interrelationships. Automation of the adhesive selection activity results in consistent and timely judgments, and thus aids in standardization of the process. One important feature of the knowledge-based system is that the knowledge can be augmented or revised at any time to incorporate on-the-job learning.<>
{"title":"A knowledge based system for the selection of adhesives for PCB assembly","authors":"A. Derebail, K. Srihari, C. Emerson","doi":"10.1109/IEMC.1990.201284","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201284","url":null,"abstract":"The authors describe a system that captures the requisite knowledge and simplifies the adhesive selection process by making this knowledge readily available in an appropriate format for engineers. Adhesive selection for surface mount assembly is a complex process, which must take into consideration a number of interrelationships. Automation of the adhesive selection activity results in consistent and timely judgments, and thus aids in standardization of the process. One important feature of the knowledge-based system is that the knowledge can be augmented or revised at any time to incorporate on-the-job learning.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131389705","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201241
D. Hood
The author discusses the trials and tribulations that engineers experience in such transition. Some recommendations on how to cope successfully with these issues are presented. The author presents observations and statistics from a survey, a discussion of the issues experienced in transition from engineers to managers, and a set of recommendations related to preparing for this change. It is suggested that training, education, experience, and awareness are the key points. Engineers must be as prepared as possible by formal training on corporate internal policies, practices, procedures, and processes as well as by formal education, giving them an understanding of the technical, managerial, and business challenges. The practical experience gained as an effective lead engineer is essential for developing people skills, determining when and how to delegate, and exercising various skills required to perform engineering management activities efficiently.<>
{"title":"Transition: engineer to manager: specialist to generalist","authors":"D. Hood","doi":"10.1109/IEMC.1990.201241","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201241","url":null,"abstract":"The author discusses the trials and tribulations that engineers experience in such transition. Some recommendations on how to cope successfully with these issues are presented. The author presents observations and statistics from a survey, a discussion of the issues experienced in transition from engineers to managers, and a set of recommendations related to preparing for this change. It is suggested that training, education, experience, and awareness are the key points. Engineers must be as prepared as possible by formal training on corporate internal policies, practices, procedures, and processes as well as by formal education, giving them an understanding of the technical, managerial, and business challenges. The practical experience gained as an effective lead engineer is essential for developing people skills, determining when and how to delegate, and exercising various skills required to perform engineering management activities efficiently.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"95 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133181714","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201277
M.W. Siddiqee
The author discusses the planning, monitoring, and revising of project schedules with reference to a large and complex database development project. A Simple yet effective methodology for managing such projects successfully in an adaptive and flexible manner is presented. A simple computer program developed in house and a standard graphic software package were used on a weakly basis to product summary reports and graphical charts that provided crucial information about and yielded valuable insights into the performance of the project. The fast, low-cost computer program was used also to conduct 'what if' studies both for planning purposes and for comparison of alternatives whenever modification or corrective actions became necessary during the life cycle of the project. Though the analytical tools and computer aids were simple, they provided the essential information needed by managers and supervisors to manage the project effectively.<>
{"title":"Adaptive management of large development projects","authors":"M.W. Siddiqee","doi":"10.1109/IEMC.1990.201277","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201277","url":null,"abstract":"The author discusses the planning, monitoring, and revising of project schedules with reference to a large and complex database development project. A Simple yet effective methodology for managing such projects successfully in an adaptive and flexible manner is presented. A simple computer program developed in house and a standard graphic software package were used on a weakly basis to product summary reports and graphical charts that provided crucial information about and yielded valuable insights into the performance of the project. The fast, low-cost computer program was used also to conduct 'what if' studies both for planning purposes and for comparison of alternatives whenever modification or corrective actions became necessary during the life cycle of the project. Though the analytical tools and computer aids were simple, they provided the essential information needed by managers and supervisors to manage the project effectively.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"591 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134370314","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201264
M. E. Richerson
It is pointed out that there are both similarities and differences in how personal computer workstations are used. Large companies are more likely to rely on their data processing staff or a combination of staff and outside services. The smaller company is less likely to have staff with the full range of capabilities needed for computer workstation support, and more likely to rely on outside services or do without some services. It is concluded that the size of the installed base and diversity of applications are important factors in designing a computer workstation support strategy.<>
{"title":"Personal workstation strategy for companies large and small","authors":"M. E. Richerson","doi":"10.1109/IEMC.1990.201264","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201264","url":null,"abstract":"It is pointed out that there are both similarities and differences in how personal computer workstations are used. Large companies are more likely to rely on their data processing staff or a combination of staff and outside services. The smaller company is less likely to have staff with the full range of capabilities needed for computer workstation support, and more likely to rely on outside services or do without some services. It is concluded that the size of the installed base and diversity of applications are important factors in designing a computer workstation support strategy.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134588538","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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