Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201259
H.G. Chen, H.H. Guerrero
A class of flexible manufacturing cells containing a robot is examined. The role of the robot is to load parts onto machines, to unload parts from machines, and to transport parts between machines. The problem of finding efficient robot schedules/tours is one of substantial economic significance. The authors devise a rule-based system to assist the cell supervisor in making good decisions by utilizing the available information during the production process. The rule-based system combines an algorithmic procedure to deal with a well-structured environment, and a flexible heuristic approach employed to deal with less structured environments. The algorithmic and heuristic procedures are applied separately, and then together, to control the robot movement in a simulation experiment. A predictable tradeoff is shown between the quality of the resulting schedule and the information content of the heuristics used.<>
{"title":"Robot scheduling system for flexible manufacturing cells","authors":"H.G. Chen, H.H. Guerrero","doi":"10.1109/IEMC.1990.201259","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201259","url":null,"abstract":"A class of flexible manufacturing cells containing a robot is examined. The role of the robot is to load parts onto machines, to unload parts from machines, and to transport parts between machines. The problem of finding efficient robot schedules/tours is one of substantial economic significance. The authors devise a rule-based system to assist the cell supervisor in making good decisions by utilizing the available information during the production process. The rule-based system combines an algorithmic procedure to deal with a well-structured environment, and a flexible heuristic approach employed to deal with less structured environments. The algorithmic and heuristic procedures are applied separately, and then together, to control the robot movement in a simulation experiment. A predictable tradeoff is shown between the quality of the resulting schedule and the information content of the heuristics used.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"129 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":"121371839","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.1990.201237
M.E. Richerson
It is argued that the new engineering graduate pursuing a management career path must have more than just technical talent. Leadership and administrative skills must also be demonstrated. Positive visibility with upper management is a key element to promotion. It is pointed out that, in addition to qualifications, the right opportunity is necessary. Success as a manager does not stop with promotion, but is only the beginning. It is concluded that the new manager must make the transition from engineer and build a strong organization.<>
{"title":"Advice to the recent engineering graduate aspiring to management","authors":"M.E. Richerson","doi":"10.1109/IEMC.1990.201237","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201237","url":null,"abstract":"It is argued that the new engineering graduate pursuing a management career path must have more than just technical talent. Leadership and administrative skills must also be demonstrated. Positive visibility with upper management is a key element to promotion. It is pointed out that, in addition to qualifications, the right opportunity is necessary. Success as a manager does not stop with promotion, but is only the beginning. It is concluded that the new manager must make the transition from engineer and build a strong organization.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"15 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":"116214132","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.1990.201302
P. Turner
The author explores why the process of developing a quality-oriented culture is so painfully difficult, requires years of strong leadership and focused effort, and must involve everyone in the organization. A short summary of total quality management as applied across many organizations is provided as background. T. Kuhn's concept of paradigm shifts described in The Structure of Scientific Revolutions is applied. A description of an engineer's dilemma in carrying out an assignment made by his organization reveals the many hidden factors that influence his ability to complete the project successfully. Extensive organizational work must be done to support the more technical aspects of TQM.<>
{"title":"TQM-why is this so hard?","authors":"P. Turner","doi":"10.1109/IEMC.1990.201302","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201302","url":null,"abstract":"The author explores why the process of developing a quality-oriented culture is so painfully difficult, requires years of strong leadership and focused effort, and must involve everyone in the organization. A short summary of total quality management as applied across many organizations is provided as background. T. Kuhn's concept of paradigm shifts described in The Structure of Scientific Revolutions is applied. A description of an engineer's dilemma in carrying out an assignment made by his organization reveals the many hidden factors that influence his ability to complete the project successfully. Extensive organizational work must be done to support the more technical aspects of TQM.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"27 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":"125491850","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.1990.201294
L. Hirschhorn
To link invention to innovation more effectively, companies must integrate processes of creation with processes of selection. It is suggested that, senior managers must create a balance between four kinds of ideal-typical games or milieus: the science game based on the lone genius, the game of the deal maker, the game of the campaign, and the game of using the program, system, or technique. American companies focus excessively on the first two. This drives a wedge between the individual and the organization, creating a climate in which innovation is a form of delinquency, leaders and followers undermine each other, and rational techniques are used to mask non-rational processes. To overcome these obstacles to innovation, senior managers can undertake sensibly two developmental initiatives. The first involves understanding and supporting the company's core competence as a way of building up its technical and marketing culture. The second involves using techniques and programs for the rational part of the decision process, but making public the rationale and personal responsibility for the necessarily nonrational dimensions of the decisions and actions.<>
{"title":"Campaigns, deals, systems and science: designing the innovative organization","authors":"L. Hirschhorn","doi":"10.1109/IEMC.1990.201294","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201294","url":null,"abstract":"To link invention to innovation more effectively, companies must integrate processes of creation with processes of selection. It is suggested that, senior managers must create a balance between four kinds of ideal-typical games or milieus: the science game based on the lone genius, the game of the deal maker, the game of the campaign, and the game of using the program, system, or technique. American companies focus excessively on the first two. This drives a wedge between the individual and the organization, creating a climate in which innovation is a form of delinquency, leaders and followers undermine each other, and rational techniques are used to mask non-rational processes. To overcome these obstacles to innovation, senior managers can undertake sensibly two developmental initiatives. The first involves understanding and supporting the company's core competence as a way of building up its technical and marketing culture. The second involves using techniques and programs for the rational part of the decision process, but making public the rationale and personal responsibility for the necessarily nonrational dimensions of the decisions and actions.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"28 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":"122638712","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.1990.201243
Y. Kuwahara
The author proposes an innovative R and D management system and organization suitable for a high-technology environment. Quantitative data can enhance R and D management capability by showing warning signals at the early stages, if the data are used strategically, together with such important inputs as human, organizational, and collaborative factors. Stress on the human factor essentially comes from the inclusive interactive nature of the approach taken throughout the study. This new concept is a pilot model for high-technology organizations in the R and D industry age, expected to start with the onset of the 21st century.<>
{"title":"Inclusive interactive approach to international R and D","authors":"Y. Kuwahara","doi":"10.1109/IEMC.1990.201243","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201243","url":null,"abstract":"The author proposes an innovative R and D management system and organization suitable for a high-technology environment. Quantitative data can enhance R and D management capability by showing warning signals at the early stages, if the data are used strategically, together with such important inputs as human, organizational, and collaborative factors. Stress on the human factor essentially comes from the inclusive interactive nature of the approach taken throughout the study. This new concept is a pilot model for high-technology organizations in the R and D industry age, expected to start with the onset of the 21st century.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"55 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":"125020322","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.1990.201240
P. A. Willis
Th history, objectives, structure, and volunteer activity in the Program are defined and discussed.<>
定义并讨论了项目的历史、目标、结构和志愿者活动。
{"title":"The IEEE Engineering Skills Assessment Program","authors":"P. A. Willis","doi":"10.1109/IEMC.1990.201240","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201240","url":null,"abstract":"Th history, objectives, structure, and volunteer activity in the Program are defined and discussed.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"269 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":"123030592","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.1990.201261
K. Geisler
The author describes a generalized product framework and process currently being used to support development of integrated system and software products for generalized information management system solutions as applied to electrical distribution management systems for electric utilities. The process provides for iterative prototyping for refinement of incomplete and/or ambiguous system and software requirements, incremental development and delivery planning, and object-oriented design philosophies. It evolved to its current state over two and a half years of actual use.<>
{"title":"The process of incremental integrated system development","authors":"K. Geisler","doi":"10.1109/IEMC.1990.201261","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201261","url":null,"abstract":"The author describes a generalized product framework and process currently being used to support development of integrated system and software products for generalized information management system solutions as applied to electrical distribution management systems for electric utilities. The process provides for iterative prototyping for refinement of incomplete and/or ambiguous system and software requirements, incremental development and delivery planning, and object-oriented design philosophies. It evolved to its current state over two and a half years of actual use.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"10 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":"114787503","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.1990.201309
S. Halfhill
The author explores the predominant strategic characteristics of fourteen multinational corporations eleven of which are among the twenty largest pharmaceutical firms world-wide. She shows that, while no dominant pattern emerges with respect to strategic choices, firms with a US focus appear less likely to be involved with diversification than their global dispersion counterparts, which are more likely to use a cost minimization strategy aimed at generic and OTC product development. The extent of global dispersion for R&D has not yet shown any difference in the traditional financial performance measures of liquidity, asset management, debt management and profitably, as determined by t-test statistics. However, using the performance measure of total return to shareholders, US focus firms outperformed global dispersion firms in 1988, but not in average returns for 1984-8. The US pharmaceutical industry is still US focused in its R&D activities, although much more globally dispersed in other value activities of its business.<>
{"title":"Global research and development positioning among US-based pharmaceutical companies","authors":"S. Halfhill","doi":"10.1109/IEMC.1990.201309","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201309","url":null,"abstract":"The author explores the predominant strategic characteristics of fourteen multinational corporations eleven of which are among the twenty largest pharmaceutical firms world-wide. She shows that, while no dominant pattern emerges with respect to strategic choices, firms with a US focus appear less likely to be involved with diversification than their global dispersion counterparts, which are more likely to use a cost minimization strategy aimed at generic and OTC product development. The extent of global dispersion for R&D has not yet shown any difference in the traditional financial performance measures of liquidity, asset management, debt management and profitably, as determined by t-test statistics. However, using the performance measure of total return to shareholders, US focus firms outperformed global dispersion firms in 1988, but not in average returns for 1984-8. The US pharmaceutical industry is still US focused in its R&D activities, although much more globally dispersed in other value activities of its business.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"1 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":"129125309","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.1990.201269
C. Sankar, B. Ledbetter, Charles Snyder, J. McCreary, T. L. Roberts
It is pointed out that in many high-technology projects group work becomes critical and individual expertise and freedom of action often become secondary. Hence, neither the expectations by managers of positive group work by technologists nor the expectations of technical employees to perform superior independent work may be realized. The authors discuss the results of a survey designed to document the gaps in these expectations. The target population is managers at the supervisory level and their employees in technology intensive industries. The survey groups the results among managers and employees by their educational background and other relevant variables. The results should be helpful in identifying gaps in expectations and the additional educational training needed. It could also impact the academic training provided to the students in engineering schools.<>
{"title":"Gaps in expectations among managers and employees in technology intensive industries","authors":"C. Sankar, B. Ledbetter, Charles Snyder, J. McCreary, T. L. Roberts","doi":"10.1109/IEMC.1990.201269","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201269","url":null,"abstract":"It is pointed out that in many high-technology projects group work becomes critical and individual expertise and freedom of action often become secondary. Hence, neither the expectations by managers of positive group work by technologists nor the expectations of technical employees to perform superior independent work may be realized. The authors discuss the results of a survey designed to document the gaps in these expectations. The target population is managers at the supervisory level and their employees in technology intensive industries. The survey groups the results among managers and employees by their educational background and other relevant variables. The results should be helpful in identifying gaps in expectations and the additional educational training needed. It could also impact the academic training provided to the students in engineering schools.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"59 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":"132182748","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.1990.201287
R. Keeley, J. Roure
The authors present a longitudinal study of 15 ventures, to identify important differences in the management characteristics and processes between successful and unsuccessful companies. The 15 are a stratified sample from a database of 68 on which the authors have detailed data from the original business plans. Management turnover, ability to resolve conflicts, meeting development goals, and other indicators of management behavior did not vary between the successful and unsuccessful firms, nor did adaptability. Once the product was introduced, companies encountering difficult markets adapted quickly by developing new products-but without success. Thus the initial product choice is crucial, and seems to be better if the team which makes it is relatively complete, representing diverse functions.<>
{"title":"New technological ventures: is success preordained?","authors":"R. Keeley, J. Roure","doi":"10.1109/IEMC.1990.201287","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201287","url":null,"abstract":"The authors present a longitudinal study of 15 ventures, to identify important differences in the management characteristics and processes between successful and unsuccessful companies. The 15 are a stratified sample from a database of 68 on which the authors have detailed data from the original business plans. Management turnover, ability to resolve conflicts, meeting development goals, and other indicators of management behavior did not vary between the successful and unsuccessful firms, nor did adaptability. Once the product was introduced, companies encountering difficult markets adapted quickly by developing new products-but without success. Thus the initial product choice is crucial, and seems to be better if the team which makes it is relatively complete, representing diverse functions.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"R-24 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":"126623346","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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