Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201270
D. L. Hall, A. Nauda
The authors examine the strategic challenges facing the IR&D (independent research and development) director, his/her roles and responsibilities in relation to the IR&D principal investigator, and a number of techniques by which an IR&D director can manage IR&D project staff more effectively to focus on business (customer) objectives, encourage innovation, and increase productivity. They discuss the use of awards and incentives for recognizing achievement, ways to relieve the researchers of some of the administrative burden, the effectiveness of writing workshops and professional editing to facilitate better technical reporting, and the networking of technology gatekeepers to nurture creativity and encourage innovation. They share experiences obtained from application of these techniques in a corporation with multiple business units in a matrix organization.<>
{"title":"Strategies and tactics for managing an independent research and development program","authors":"D. L. Hall, A. Nauda","doi":"10.1109/IEMC.1990.201270","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201270","url":null,"abstract":"The authors examine the strategic challenges facing the IR&D (independent research and development) director, his/her roles and responsibilities in relation to the IR&D principal investigator, and a number of techniques by which an IR&D director can manage IR&D project staff more effectively to focus on business (customer) objectives, encourage innovation, and increase productivity. They discuss the use of awards and incentives for recognizing achievement, ways to relieve the researchers of some of the administrative burden, the effectiveness of writing workshops and professional editing to facilitate better technical reporting, and the networking of technology gatekeepers to nurture creativity and encourage innovation. They share experiences obtained from application of these techniques in a corporation with multiple business units in a matrix organization.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"32 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":"126830528","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.1990.201281
B. Dean, R.L. Salstrom
The authors report on the results of a survey to determine the extent of familiarity with and use of design for manufacturing tools and techniques in San Francisco Bay area firms. The survey determines whether companies have been more successful using some techniques than others. The primary benefits are considered to be higher quality, lower costs, and fewer engineering change orders. The problems preventing companies from doing a better job of using DFM tools are identified. Also discussed are differences in perception among design managers, design engineers, manufacturing managers, and manufacturing engineers with regard to the recognition of benefits and the effectiveness of their companies in using DFM techniques.<>
{"title":"Utilization of design for manufacturing (DFM) techniques","authors":"B. Dean, R.L. Salstrom","doi":"10.1109/IEMC.1990.201281","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201281","url":null,"abstract":"The authors report on the results of a survey to determine the extent of familiarity with and use of design for manufacturing tools and techniques in San Francisco Bay area firms. The survey determines whether companies have been more successful using some techniques than others. The primary benefits are considered to be higher quality, lower costs, and fewer engineering change orders. The problems preventing companies from doing a better job of using DFM tools are identified. Also discussed are differences in perception among design managers, design engineers, manufacturing managers, and manufacturing engineers with regard to the recognition of benefits and the effectiveness of their companies in using DFM techniques.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"82 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":"132756165","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.1990.201250
J. H. Bellefeuille, R. Kuhl
The relatively untapped human dimension of project management that has the potential to increase the probability of success is examined. It is argued that the constructive management of this dimension serves to nurture coalitions among project team members and enhance their commitments to the success of the project. The human dimension was explored in a specific project: the custom design and manufacture of a state-of-the-art telecommunications product for Nippon Telegraph and Telephone of Japan. Some conclusions are drawn on traditional project management and the human dimension. In particular, it is found that human dimension management facilitates the creation of better-focused teams.<>
{"title":"Tapping the human dimension of project management","authors":"J. H. Bellefeuille, R. Kuhl","doi":"10.1109/IEMC.1990.201250","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201250","url":null,"abstract":"The relatively untapped human dimension of project management that has the potential to increase the probability of success is examined. It is argued that the constructive management of this dimension serves to nurture coalitions among project team members and enhance their commitments to the success of the project. The human dimension was explored in a specific project: the custom design and manufacture of a state-of-the-art telecommunications product for Nippon Telegraph and Telephone of Japan. Some conclusions are drawn on traditional project management and the human dimension. In particular, it is found that human dimension management facilitates the creation of better-focused teams.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"61 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":"130908440","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.1990.201282
A. Kutay, S. Finger
A conceptual foundation for assessing the long-term strategic benefits of integrated design and manufacturing technologies is presented. A software system to assess investments in new technologies including robotic and computer-integrated manufacturing systems, is being developed. This system is being implemented using two different production technologies: the Intelligent Machinist Workstation and Rapid Tool Manufacturing.<>
{"title":"Assessment of the economic benefits of new manufacturing technologies","authors":"A. Kutay, S. Finger","doi":"10.1109/IEMC.1990.201282","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201282","url":null,"abstract":"A conceptual foundation for assessing the long-term strategic benefits of integrated design and manufacturing technologies is presented. A software system to assess investments in new technologies including robotic and computer-integrated manufacturing systems, is being developed. This system is being implemented using two different production technologies: the Intelligent Machinist Workstation and Rapid Tool Manufacturing.<<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":"133094142","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.1990.201272
R. Witzel
The impact of improved communications resulting from a team-building intervention on organizational effectiveness as perceived by the participants was investigated. The hypothesis was that improved communications among the interdependent project participants result in improved program effectiveness via enhanced group decision making. Two programs were selected for the study, a control group and an experimental group. Two organizational effectiveness survey instruments were selected, one for research, development, and engineering personnel and one for marketing/user personnel. An intervention based upon Hackman's Action Research Model ran for six months. Surveys were administered to participants in both programs before and after intervention. The general results show that significant improvements in perceived organizational effectiveness are possible when a team approach among program constituents is used. Hence, trust that the organization is sincere and will act on program participants' input seems to be an antecedent for improved perceived organizational effectiveness.<>
{"title":"The effects of participative communications on program effectiveness","authors":"R. Witzel","doi":"10.1109/IEMC.1990.201272","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201272","url":null,"abstract":"The impact of improved communications resulting from a team-building intervention on organizational effectiveness as perceived by the participants was investigated. The hypothesis was that improved communications among the interdependent project participants result in improved program effectiveness via enhanced group decision making. Two programs were selected for the study, a control group and an experimental group. Two organizational effectiveness survey instruments were selected, one for research, development, and engineering personnel and one for marketing/user personnel. An intervention based upon Hackman's Action Research Model ran for six months. Surveys were administered to participants in both programs before and after intervention. The general results show that significant improvements in perceived organizational effectiveness are possible when a team approach among program constituents is used. Hence, trust that the organization is sincere and will act on program participants' input seems to be an antecedent for improved perceived organizational effectiveness.<<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":"129019841","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.1990.201239
C. Mason, P. Kapsales
The authors compare engineering and managerial practices before the introduction of quality management theories. They discuss these practices with the knowledge required to apply and practise W. Edwards Deming's theory for management. They review the engineering culture and routine practices of a research and development organization, and provide a critical analysis of that environment compared with Deming's fourteen for management. Deming's theory is discussed and critiques on the basis of observations and an analysis that focuses on the changes required for engineers and engineering management to make the transition to quality-based management theories. Challenges and barriers in the transition to the new theory of management are summarized. Case studies provide examples contrasting theory and practice.<>
{"title":"Deming's principles applied to engineering management","authors":"C. Mason, P. Kapsales","doi":"10.1109/IEMC.1990.201239","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201239","url":null,"abstract":"The authors compare engineering and managerial practices before the introduction of quality management theories. They discuss these practices with the knowledge required to apply and practise W. Edwards Deming's theory for management. They review the engineering culture and routine practices of a research and development organization, and provide a critical analysis of that environment compared with Deming's fourteen for management. Deming's theory is discussed and critiques on the basis of observations and an analysis that focuses on the changes required for engineers and engineering management to make the transition to quality-based management theories. Challenges and barriers in the transition to the new theory of management are summarized. Case studies provide examples contrasting theory and practice.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"19 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":"126516847","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.1990.201290
E. A. Rosen, M. Ruzicka
The ability of a psychological model to work as a predictor of creativity was examined. Subjects were scientists and engineers employed by a solid-state device technology research and development organization. A personality profile was used to determine the level of cognitive orientation and a life experiences survey was used to ascertain stress. Measures of subjects' creativity included expert judgments, managers' responses to selection guidelines provided through the Candidate Identification Worksheet for identifying someone as highly creative; patents, presentations, and publications; and a composite criterion (a combination of expert judgments, patents, presentations and publications for each subject). Results showed no relationship between family background variables and stress, i.e. predictor variables and creativity. Analyses of developmental and background variables relative to creativity, using a composite creativity criterion, demonstrated significant findings, including gender, age, and education.<>
{"title":"What makes an engineer creative?","authors":"E. A. Rosen, M. Ruzicka","doi":"10.1109/IEMC.1990.201290","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201290","url":null,"abstract":"The ability of a psychological model to work as a predictor of creativity was examined. Subjects were scientists and engineers employed by a solid-state device technology research and development organization. A personality profile was used to determine the level of cognitive orientation and a life experiences survey was used to ascertain stress. Measures of subjects' creativity included expert judgments, managers' responses to selection guidelines provided through the Candidate Identification Worksheet for identifying someone as highly creative; patents, presentations, and publications; and a composite criterion (a combination of expert judgments, patents, presentations and publications for each subject). Results showed no relationship between family background variables and stress, i.e. predictor variables and creativity. Analyses of developmental and background variables relative to creativity, using a composite creativity criterion, demonstrated significant findings, including gender, age, and education.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"52 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":"115322498","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.1990.201256
R.D. Kaswen
The implementation of computer-integrated manufacturing at Pioneer Magnetics is discussed. CIM requirements for success include a corporate level steering committee, an environment that fosters change, a full-time coordinator, management commitment, in-house knowledge, and management with vision. CIM education and training issues are also addressed.<>
{"title":"Implementation of CIM technologies","authors":"R.D. Kaswen","doi":"10.1109/IEMC.1990.201256","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201256","url":null,"abstract":"The implementation of computer-integrated manufacturing at Pioneer Magnetics is discussed. CIM requirements for success include a corporate level steering committee, an environment that fosters change, a full-time coordinator, management commitment, in-house knowledge, and management with vision. CIM education and training issues are also addressed.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"26 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":"121519560","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.1990.201306
M. Hirano
The author tries to quantify the measurement of good engineering management through interviews with operations management specialists. The engineering management score is obtained for a sample of large Japanese firms, and correlated against their financial performance. A positive correlation between the standard of engineering management and sales profitability among the sample companies was found.<>
{"title":"Is good engineering management related to a respectable performance?","authors":"M. Hirano","doi":"10.1109/IEMC.1990.201306","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201306","url":null,"abstract":"The author tries to quantify the measurement of good engineering management through interviews with operations management specialists. The engineering management score is obtained for a sample of large Japanese firms, and correlated against their financial performance. A positive correlation between the standard of engineering management and sales profitability among the sample companies was found.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"250 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":"115072834","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.1990.201255
D. Friedrichs
The author presents some options currently available, and offers guidelines on how to put together a computer-integrated manufacturing strategy for cost effective, flexible factory management systems. The focus is primarily on plant and area management systems. Connectivity options for enterprise and cell level systems are also included. It is concluded that the cost of CIM is decreasing and on the basis of guidelines provided it should be possible to get a functioning system in place for $50 K to $70 K. This figure is only for the hardware and software required for area level system and host interfaces.<>
{"title":"CIM-must you have deep pockets?","authors":"D. Friedrichs","doi":"10.1109/IEMC.1990.201255","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201255","url":null,"abstract":"The author presents some options currently available, and offers guidelines on how to put together a computer-integrated manufacturing strategy for cost effective, flexible factory management systems. The focus is primarily on plant and area management systems. Connectivity options for enterprise and cell level systems are also included. It is concluded that the cost of CIM is decreasing and on the basis of guidelines provided it should be possible to get a functioning system in place for $50 K to $70 K. This figure is only for the hardware and software required for area level system and host interfaces.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"68 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":"114895129","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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