Engineering Management Topic 1 (Assignment) PDF

ENS192 ENGINEERING MANAGEMENT No. of Units: 3 Schedule: MTH Time: 9-10.30 & 10.30-12  Reference Textbooks ▪ Kutz, M. (2015). Mechanical Engineers Handbook - Manufacturing and Management. (4th Edition). John Wiley & Sons, Inc. ▪ Oberlender, G. D...

ENS192 ENGINEERING MANAGEMENT No. of Units: 3 Schedule: MTH Time: 9-10.30 & 10.30-12  Reference Textbooks ▪ Kutz, M. (2015). Mechanical Engineers Handbook - Manufacturing and Management. (4th Edition). John Wiley & Sons, Inc. ▪ Oberlender, G. D. (2000). Project Management for Engineering and Construction. (2nd Edition). Mc-Graw Hill Companies, Inc. ▪ Moder, J. J. and Philips, C. R. (1970). Project Management with CPM and PERT. (2nd Edition). Van Nostrand Reinhold Company. ▪ Kreith, F. and Goswami, D. Y. (2005). CRC Handbook of Mechanical Engineering. (2nd Edition). CRC Press LLC. ▪ Industrial Management by W. Spriegel (5th Edition) ▪ Engineering Economy by M. Arreola (3rd Edition) and by H. Sta. Maria (2nd Edition)  Course Requirements ▪ Attendance / Class Participation ▪ Quizzes ▪ Assignments ▪ Reports ▪ Major Exams  Grading System ▪ Attendance / Class Participation 5% ▪ Quizzes 15% ▪ Assignments / Reports 35% ▪ Major Exams 45% Total 100% ▪ Passing Mark: 60%  Major Topics ▪ Introduction to Engineering Mgt. ▪ Evaluating Project Progress ▪ Organization Strategy ▪ Total Quality Mgt. (TQM) ▪ Defining a Project ▪ Productivity & Quality Programs ▪ Estimating Project Cost and Duration o ISO ▪ Project Planning o QC o PERT o 5S o CPM ▪ Engineering Economy ▪ Logistic Scheduling ▪ Other Relevant Topics ENGINEERING MANAGEMENT ▪ Refers to the activity combining technical knowledge with the ability to organize and coordinate worker power, material, machinery and money. MANAGEMENT ▪ It is the attainment of objectives and goals through integration of material and human resources in the right direction. PROJECT MANAGEMENT ▪ It is the management of change. Examples are the management involved in relocating a factory, producing a new product requiring new machinery, skills, and staff training, etc. MANAGER ▪ Someone from a company/organization who can manage and deliver effectively the following: a) Planning c) Organizing b) Leading d) Controlling ORGANIZATION ▪ Structural relationship between functions or of people in relation to each other in discharging their functions. ENGINEERS Professionals usually involved in designing, constructing machines and equipment, developing structures and processes using scientific and experimental methods. DIFFERENT AREAS OF EXPERTISE OF AN ENGINEER Research Sales Design and Development Consulting Testing Teaching Manufacturing Government Construction Management SOME OF SPECIFIC FUNCTION OF ENGINEERS IN DIFFERENT INDUSTRIES ▪ Chief Engineer ▪ Design Engineer ▪ Industrial Engineer ▪ Material Engineer ▪ Product Engineer ▪ Quality Control Engineer ▪ Safety Engineer TYPES OF ENGINEERING SKILLS ▪ Managerial - managed and lead group or the people in the organization ▪ Technical - worked directly on assigned task TECHNICAL VS MANAGERIAL SKILLS TECHNICAL VS MANAGERIAL SKILLS PLANNING ▪ In management, it refers to the work of a manager or executive to a predetermine course of action. can unify team with specific task can provide visibility of the target or goal can minimize future dysfunctional conflict AGGREGATE PLANNING (IN MANUFACTURING) ▪ the process of determining overall production, inventory, and workforce levels that are required to meet forecasted demand over a finite time horizon while trying to minimize the associated production, inventory, and workforce costs. ▪ it is about how the organization should staff and produce to meet this imbalance between production and fluctuating demand PLANNING INVOLVES THE FOLLOWING: ▪ Forecasting ▪ Programming ▪ Developing Objectives ▪ Scheduling ▪ Administering Policies ▪ Budgeting ▪ Establishing Procedures FORECASTING ▪ estimate and predict future conditions (i.e. future demands for the related products and services) using forecasting tools. Three (3) Categories of Forecasting Methods ▪ qualitative techniques- based on opinions and surveys (ex. of forecasting tools are: market research, consensus methods, and the Delphi method w/c is a.k.a. ETE method or estimate-talk-estimate technique) ▪ time-series analysis – based on historical data and the study of trends, cycles, and seasons. Time-Series Analysis is suitable only if the historical data are available and it is believed that the dependent variable to be forecast relates only to time. ▪ causal analysis or causal method – if the data available suggest relationships of the dependent variable to be forecast to one or more independent variables (ex. of forecasting tool: Regression Analysis) DEVELOPING OBJECTIVES ▪ establish the results to be achieved. ADMINESTERING POLICIES ▪ apply general guidelines issued by the top level of the organization in making decisions toward the accomplishment of objectives. ESTABLISHING PROCEDURES ▪ standardize the work that must be performed uniformly if the objectives are to be met (by following SOP). PROGRAMMING ▪ establish the sequence and priority of work steps to be followed in achieving objectives. SCHEDULING ▪ establish a time sequence for program steps. BUDGETING ▪ the forward planning of the company’s operations in financial terms. WHAT IS ORGANIZING? ▪ It involves developing an organizational structure, delegating works and establishing relationships. FACTORS TO CONSIDER IN ORGANIZING: ▪ The nature and size of the operations. ▪ The objectives, plans, controls of boss ▪ Nature and scope of authority given ▪ Facilities provided CRITERIA FOR ASSIGNING AND ORGANIZING PEOPLE: ▪ Physique ▪ Effect on others ▪ Training needs and opportunities ▪ Skills, knowledge and attitude ▪ Seniority ▪ Safety GUIDELINES FOR ORGANIZING: Unity of purpose – agreement on what must be done or what function must be performed. Division of labor and staffing – agreement on who is going to do each task, type, number and experience of staff needed must be determined and the staff organized. Formation of an organizational framework – to facilitate teamwork, information and materials flow, and chain of command. Span of control – appropriate number of people to supervise and still do/complete your own tasks. Unity of command – report to one boss. Position/Job descriptions – ensure exact understanding and agreement on responsibilities and accountabilities. Keeping an organization lean and simple – structure on a “need” basis not from a “personnel available” viewpoint. Line (Scalar or Military) Organization Chart ▪ authority flows directly from the boss to various sub-executives in charge of particular phases of the business and from them to the other workers. ▪ each management level has authority over the next level down. Ex. of Departmental Type Line Organization Line and Staff Organization Chart ▪ staff relationship arises when the line officer has more specialized duties to care for than he is capable of handling. ▪ it merges the line organization with staff departments that support and advise line departments for the purpose of establishing transparency. Ex. of Line and Staff Organization in the Production and Sales Department of a business Actual Organization Chart of General Motors Corporation PEOPLE - the most critical resource driving business performance. MANAGER – has to work with people from different support organizations, vendors, partners, customers, and government agencies. DISTINCTION BETWEEN ADMINISTRATION AND MANAGEMENT ▪ Administration - the function of an enterprise which concerns itself with the overall determination of policies and major objectives. ▪ Management – the function of an enterprise which concerns itself with the direction and control of the various activities to attain the business objectives. Illustration of the division of managerial and administration functions between top management and the lowest level of management. The further down the organization one goes, the greater is the shifting from responsibility of policy determining to execution. BASIC ELEMENTS IN LEADING ▪ Leader ▪ Follower ▪ Situation LEADERSHIP QUALITIES: ▪ Technical competence ▪ People skills ▪ Conceptual skills ▪ Judgment ▪ Character MAIN LEADER FUNCTIONS: ▪ Task (Getting a job well done) ▪ Maintenance (Supporting or influencing behavior) MANAGER AS LEADER ▪ requires effective networking and cooperation among organizations with different cultures, values, and languages. ▪ must weave together the best practices and programs for continuously developing their people toward highest possible performance. ▪ (esp. in engineering and tech.) must be capable of dealing with the technical challenges as well as the economic, political, social, and regulatory issues and the associated uncertainties and risks Top 20 companies for leadership, according to the Hay Group 1. General Electric 11.Toyota 2. Procter & Gamble 12.Nestlé 3. IBM 13.3M Company 4. Microsoft 14.Southwest Airlines 5. Coca-Cola 15.Exxon Mobil 6. McDonald’s 16.PepsiCo 7. Accenture 17.Siemens 8. Wal-Mart 18.Shell 9. Johnson & Johnson 19.Dow Chemical 10.Unilever 20.FedEx Year: 2012 Top 20 companies for leadership, according to the Hay Group 1. Proctor & Gamble ↑1 11. Intel (New Entry) 2. Microsoft ↑2 12. Samsung (New Entry) 3. General Electric ↓2 13. 3M Company (Same Spot) 4. Coca-Cola ↑1 14. Nestle ↓2 5. Unilever ↑5 15. Seimens ↑2 6. IBM ↓3 16. Oracle (New Entry) 7. Wal-Mart ↑1 17. Citigroup (New Entry) 8. McDonald’s ↓2 18. Caterpillar (New Entry) 9. Telefonica (New Entry) 19. Toyota ↓8 10.Facebook (New Entry) 20. Ford Motor (New Entry) Year: 2013 Common Characteristics: ▪ 90% “design roles to be flexible enough to respond to immediate projects,” ▪ 94% are ready to run “unprofitable projects to try new things.” ▪ 90% of the top 20 “let employees bypass the chain of command” if they have a great idea, ▪ 100% of the best companies “let all employees behave like leaders,” ▪ 100% of the top companies also “manage a pipeline of qualified leadership candidates.” Based on 2012 figures Top Engineering Companies in the Philippines ▪ Sumitomo Mitsui Construction Co., Ltd. ▪ Sta. Elena Construction and Development Corporation ▪ JGC Philippines Inc. ▪ International Elevator and Equipment Inc. ▪ Meralco Industrial Engineering Services Corporation Ranking is based on iFrachise Philippines Top Engineering Companies in the Philippines ▪ Sumitomo Mitsui Construction Co., Ltd. - bridges, environmentals, consulting, renovation, construction, etc. ▪ Sta. Elena Construction and Development Corporation - constructions of industrial and power plants, bridges and highways, ports and harbors, etc. ▪ JGC Philippines Inc. - engineering, procurement, and construction. ▪ International Elevator and Equipment Inc. - design, sales, installation, and maintenance of escalators and elevators. ▪ Meralco Industrial Engineering Services Corporation - engineering, procurement, construction, maintenance, and project management services. Top Engineers who became Tycoons in the Philippines ▪ Geronimo Z. Velasco ▪ Diosdado “Dado” Banatao ▪ Lucio C. Tan ▪ David Consunji ▪ Francis Chua ▪ Ramon S. Ang ▪ Henry Lim Bon Liong ▪ Bayani Fernando Top Engineers who became Tycoons in the Philippines ▪ Geronimo Z. Velasco Winner of the 1977 Management Man of the Year Award First president of Philippine National Oil Company (PNOC). Chairman of Republic Glass Holdings Corp. ▪ Diosdado “Dado” Banatao High-tech entrepreneur and innovator in Silicon Valley, California An electrical engineering cum laude graduate from the Mapua Institute of Technology with a master’s in electrical engineering and computer science from Stanford University. Top Engineers who became Tycoons in the Philippines ▪ Lucio C. Tan Studied chemical engineering at FEU as a working student. Attended night and Sunday classes. Wasn’t able to finish his degree due to work. ▪ David Consunji Ranked by Forbes magazine (2011) as the fifth richest billionaire in the Philippines with US$1.9 billion in estimated net worth. UP civil engineering graduate Engage in construction with DMCI, infrastructure, real estate, mining and power. Top Engineers who became Tycoons in the Philippines ▪ Frances Chua An industrial engineering graduate of UP batch 1972. President of the Philippine Chamber of Commerce & Industry (PCCI) Former member of the UP Board of Regents. Chairman & President for Philippine Satellite Corp. Vice Chairman & Treasurer at Mabuhay Investment Corp. President of Chamber of Commerce of The Philippines Foundation, Inc. Top Engineers who became Tycoons in the Philippines ▪ Ramon Ang Mechanical engineering graduate of Far Eastern University. A self-made billionaire, estimated by Forbes to be worth $2.3 billion. President and vice chairman of San Miguel, one of the country’s oldest conglomerates. Ranked by Forbes as #9 in the Philippines 50 richest and #1444 in Billionaires 2021 list. Responsible for transforming San Miguel Corp. from a beer giant into a diversified conglomerate with huge investments in infrastructure, energy and other fields. Due to his bold strategic reforms, beer and foods now constitute only 20 percent of San Miguel’s total businesses. Top Engineers who became Tycoons in the Philippines ▪ Henry Lim Bon Liong Mechanical engineering graduate of UP batch 1972. Leader in Philippine paper products with Sterling Paper Group. Pioneer of hybrid rice technology with his SL Agritech Corp. One of the vice presidents of the Federation of Filipino-Chinese Chambers of Commerce & Industry, Inc. (FFCCCII). ▪ Bayani Fernando Former Metro Manila Development Authority (MMDA) chairman and Marikina mayor Mechanical engineering graduate of Mapua. Founder of the BF Group of Companies, with construction, steel, manufacturing and real estate businesses. BF built the country’s tallest building, top shopping malls, industrial and residential subdivisions and other facilities. Former secretary of the Department of Public Works and Highways. SIGNS OF POOR LEADERSHIP Unfairness/partiality TRUE LEADER Not practicing what you preach Desire for achievement Avoiding responsibility Mental energy Not interested Decisiveness Over-bearing – “All knowing” Persistence Quick tempered Confidence Lack patience Integrity Poorly informed - bluffing Persuasiveness Ability to handle people LEADING FUNCTION ACTIVITIES: ▪ Selecting ▪ Communicating ▪ Developing ▪ Motivating ▪ Decision-making HOW TO MOTIVATE YOUR WORKERS? ▪ Satisfaction ▪ Involvement ▪ Information ▪ Praise REWARD STRATEGIES: Reward solid solutions instead of quick fixes Reward risk taking instead of risk avoiding Reward applied creativity instead of mindless conformity Reward decisive action instead of paralysis by analysis Reward smart work instead of busywork Reward simplification instead of mindless complication Reward quietly effective behavior instead of squeaky joints Reward quality work instead of fast work Reward loyalty instead of turnover Reward working together instead of working against WHAT IS CONTROLLING? work a manager performs to assess and regulate to work in progress and to assess results secured. CONTROLLING ACTIVITIES: ▪ Developing performance standards – establish a criteria by which work and results can be measured and evaluated. ▪ Measuring performance – record and report the work being done and the results secured. ▪ Evaluating performance – analyze and interpret performance and results. ▪ Taking corrective action – rectify and improve the work being done and the results secured. Assignment 1 1. If you are managing a project for the first time, how will you assign the specific task to your team members? 2. Being new in the business of contracting services, how will you manage in accepting numerous engagements? 3. If the company you managed received negative feedbacks coming from your number one customer after you return to work from 1 week vacation, what immediate action you will first prioritized? Due: Submit your work before February 06, 2025. Where to write: Short size bond paper. Use only the front page.