management of engineers and technology delegation and control customer focus
TRANSCRIPT
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Management of Engineers and Technology
Delegation and ControlCustomer Focus
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Principle 1: Mastering Relationships
People are central to business Employees, boss, coworkers Suppliers, customers, regulators Family, friends, community
People need to be… Led Motivated Accommodated Organized
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Control and Delegation
Are they opposites? Direct control Indirect control (guidance)
Material handling example
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Control Steps (Engineer)Control Steps (Engineer)
Establish desired standardMeasure actual performanceCompute the error (actual - desired)Take corrective action to minimize the
error
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Types of ControlTypes of Control
Open LoopNo feedback of the actual performanceSystem performance must be predictable
and repeatable
Closed LoopFeedback used to calculate errorCorrective action based on error
Feed Forward (predictive)
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Feedback TimingFeedback Timing
Continuous feedbackRapidly changing systemsClose control requiredContinuous adjustment is desirable
Periodic feedbackSystems that change more slowly, or
where continuous adjustment is not advisable
Control may wander
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Financial ControlFinancial Control
Establish a budget (desired value)Monitor spending (actual value)Apply pressure to increase or decrease
spending as neededFeedback is periodicMore detail or more frequent feedback
means better control
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Controlling PerformanceControlling Performance
Establish measurable standardsMonitor actual performance
(more frequent in difficult cases)Take action to correct deviations
Objective: move toward the standard
Develop and evaluate alternativesMake choice and implement
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McGregorMcGregor
Theory XManager
Responsible for all Controller Enforcer
Workers Unmotivated Lazy Dumb Uncommitted
Theory YManager
Shares responsibility Enabler, coach Leader
Workers Motivated Hard working Intelligent Committed
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Hawthorne Studies
Illumination study(1924-27) Vannevar Bush (MIT)
Relay room experiments (1927-32) Wiring room experiments (1931-32)
Elton Mayo (Harvard)
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Illumination Study(find optimum lighting level)
Light Production Light Production
24 fc Up 24 fc Up
46 fc Up 24 fc Up
70 fc Up 24 fc Up
10 fc Up 24 fc Up
3 fc Up 24 fc Up
0.06 fc Down 24 fc Up
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Relay Room Experiments(explain illumination results)
Six female workers removed from production line to form a “team”
No supervision, but closely monitored Test variables
Length and frequency of breaks Length of work day Length of work week All changes resulted in increased output
(absenteeism dropped 65%)
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Wiring Room Experiment
11 men working together Production rates stabilized at a
norm, even though pay was by the piece
Those above or below the norm were ridiculed and abused
Complex social group and hierarchy
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Hawthorne Outcomes
“Hawthorne Effect” – studied people behave differently
Theory Y – People are intelligent, motivated, hard workers
Self-Directed Teams – Work groups form an organization without supervision.
Implications for control
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Motivational TheoryMotivational Theory
Physical Needs
Safety and Security
Affection & Acceptance
Esteem & Prestige
Self Fulfillment
Maslow’s Hierarchy
HerzbergHygiene
HerzbergMotivational
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Theory Y Management
Encourage ownership Involvement in decisions Timely feedback Open-book management
Relinquish control, replace it with leadership
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Delegation - LevelsDelegation - Levels
Leverage to increase your productivityUnload routine work and decisions
Assign DutiesProvide resources
Pass on ResponsibilityTransfer authorityResponsibility without authority = STRESS
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Barriers to DelegationBarriers to Delegation
Would rather do this than my management tasks I like it I am better at it
Doubt subordinate’s ability to handle the job
No one to delegate toDelegation is about TRUST
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Themes
New engineering managers can become overloaded and burn out
Embrace Theory Y Controlling people is different from
controlling a technical system Encourage ownership Delegate effectively
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Customer Orientation
Customers pay our bills Customer service should be a high
priority Customers ultimately decide the fate
of your business Manufacturing vs. Service
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Evolution of Manufacturing
Internal company focus Market is infinite Reduce costs, increase production
Internal customer focus Customer wants quality Reduce defects
External customer focus Determine customer needs, meet them
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Lack of Customer Focus Engineers…
See value in technical elegance Are often ignorant of customer desires or needs Are impatient with non-technical people
Companies focus on… Internal performance Performance against competitors
Marketing focuses on the next big sale
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Build Customer Focus
Walk a mile in their shoes Consider your experiences as a customer Look at your business from a customer’s
perspective
Know your customers Who are they? Do they obey the Pareto principle? What do they want (good, fast, cheap)
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Adoption Cycle
Innovators – buy technology for its own sake
Early adopters – buy when benefits become known
Majority – proven technology, low cost, style, availability
Laggards – buy only when forced to
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Pleasing Customers
WOW them with extraordinary service Remember that they are human
beings Develop relationships with them Be genuine Make it a top priority – because it is!
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Successful Companies
Wal Mart Del Computer (still?) Lands End (what happened?) Toyota Others?
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Summary
Customer focus should be the ultimate business goal
Build a customer-oriented culture This can be a big change for an
engineer