Scribd
Upload
40 views27 pages

Unit I FUNDAMENTALS ENGINEERING MANAGEMENT For Copies

Engineering Management

Uploaded by

Allen Dave Salise
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
40 views27 pages

Unit I FUNDAMENTALS ENGINEERING MANAGEMENT For Copies

Engineering Management

Uploaded by

Allen Dave Salise
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 27

COURSE

SYLLABUS
COURSE DESCRIPTION:
Decision –making, the functions of management,
managing, production and service operations,
managing the marketing, and managing the
finance function.

CREDIT: 2 units (6 hrs lec/week)


CONTENT:

• Introduction to Engineering Management


• Decision-making and Risk Analysis
• Functions of Management
• Management Process and the Business
Management Function
• Project Evaluation and Review Techniques -
Critical Path Method
UnitI. Introduction to Engineering Management (5 hrs)
• Definition of Engineering Management
• Scope of Engineering Management
• Role of Engineering Manager
• Engineering Programs
• Efficiency & Effectiveness
• Dimensions of Engineering Works
Unit Intended Learning Outcomes (UILO).
At the end of the unit, the students must be able to:
• Define Engineering Management
• Explain the scope of Engineering management
• Comprehend the role of engineering manager
• Differentiate efficiency from effectiveness
• Classify dimensions of engineering works
Engineering management
 a specialized form of management concerned
with the application in engineering, as a result of the
unique personalities and technical nature of
engineering.

 is a specialized form of management that is


required to successfully lead engineering or
technical personnel and projects.
The term
can be used to describe either functional
management or project management
(human resourcing).
“The successful engineering
manager must have the skills
necessary to coach, mentor and
motivate technical professionals,
which are often very different from
those that are required for
individuals in other fields. “
Engineering managers :
 typically require training and experience in
both general management and the specific
engineering disciplines that will be used by the
engineering team to be managed.

“Engineering professions joining manufacturing


companies tend to become engineering managers
over a period of time. They learn all the facets of
management on job and often this process is slow
and disoriented.”
Engineering Management programs
typically include instruction in:
economics,
 accounting,
finance,
 human resources management,
industrial psychology,
management information systems,
 mathematical modeling and optimization,
quality control,
operations research, safety and health issues,
and environmental management.
Example areas of engineering are
product development,
manufacturing,
construction,
design engineering,
 industrial engineering,
 technology, production,
or any other field that employs
personnel who perform an engineering
function.
Skills for Managers/Leaders

Administrative
Skills
Leadership
Skills

Technical Skills 13
https://youtu.be/teL-TtYmQOY
Selected Definitions
◈ Strategic Decisions - Setting direction
by specifying what are right things to do,
high level engineering managers
participate in making strategic decisions

◈ Operational (Tactical) Decisions -


Engineers participate in defining how to
do things right (e.g., methods or
procedures to carry out a specific
task/project efficiently) 20
Question #1.1
◈ Tommy Yhandex, the Sales Manager,
was told by his boss, Carl Bruno, to take
an order from a new customer for a
batch of products. Tom knew that the
products involved would only partially
meet the customer’s requirements and
that Carl knew that. But, Carl insisted
that the order was too valuable to lose.
What should Tom do?
21
Four Dimensional Work
Work with
boss

Peers, With self


Engineering
Staff (Manage
Manager
people own time)

Work with
subordinates
Work of an Engineer
As Technical Contributor
◈ Understand objectives of tasks
specified
◈ Develop action plan for implementation
◈ Define standards (performance metrics)
◈ Select methodology/techniques
◈ Implement task with proper efforts
◈ Generate results and secure value
◈ Report findings (impact, lessons) 23
Tips for Engineers

◈ Demonstrate Technical Competence &


Innovative capabilities
◈ Brush Up Communications skills (ask,
listen, write and talk)
◈ Show unfailing reliability to induce trust
and confidence
◈ Be Proactive in seeking challenging tasks
◈ Exhibit readiness for assuming larger
responsibilities (take courses, practice
24
skills, gain experience)
Typical Engineering Activities

◈ Design/development of products/
processes
◈ Project engineering/management
◈ Value engineering and analysis
◈ Technology development and applied
R&D (laboratory, field)
◈ Production/manufacturing and
construction
◈ Customer service
25
Engineering Management Functions

26
Engineering Management Functions
◈ Planning (forecasting, setting objectives,
action planning, administering policies,
establishing procedure)
◈ Organizing (selecting organizational
structure, delegating, establishing working
relationship)
◈ Leading (deciding, communicating,
motivating, selecting/developing people)
◈ Controlling (setting performance standards,
evaluating/documenting/correcting
performance) 27
Changing Work Content

First Line Supervisor Mid Manager Executive

Technical 70% 30% 5%


Managerial 25% 40% 25%
Visionary 5% 30% 70%

28
Learnable Skills

◈ Time management and work Habits


◈ Interpersonal skills to get along with
people
◈ Team building, communications and
motivation skills
◈ Decision support tools (what-if analysis,
risk analysis, kepner-Tregoe decision
tool, problem solving, root cause
analysis, decision tree, optimization, etc.)
29
Talents to Be Nurtured
Over Time

◈ Vision - Strategic thinking capabilities


to set direction or initiate new projects
through technological insight and
intuition (lateral thinking)
◈ Net-Working - Building a wide base of
business/professional connections
◈ Drive to Excel (competitive, proactive,
energetic, persistent)
30
Challenges
◈ Inside - implement projects/programs;
manage people, technologies, and
resources to add value; develop new
product features to enhance company
competitiveness; define, control and
reduce costs to improve profitability;
initiate technology projects to sustain
company position

34
Challenges
◈ Local - Utilize resources to best
achieve company’s objectives; take
ethical and lawful actions while taking
into account local conditions;
maintain and nurture local
professional networks; share lessons
gained with people at other company
sites
38
Assignment
1.1
◈ Seek opportunities to practice
EM skills constantly - student
organization, other non-profit
groups

40
Question
#1.2
◈ The engineering Manager proposes to
install an automated bar code scanner
costing P176,000. He estimates that he
can save about 100 hours of labor time
per month because of its speed. He
further reasons that at the wage rate of
P660/hour, the benefit of using the
scanner is P66,000/month and the
scanner can be paid back in 2.67
months.
◈ As the president of the company, do
you agree or disagree with the way he
computes the cost/benefit ratio? Why
and why not?
41

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy