Engineering Management Planning PDF

Engineering Management ZAHEER ABBAS Chapter 2 Planning – Lecture 1, 2 &3 Engineering Management Engineering Management 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 function...

Engineering Management ZAHEER ABBAS Chapter 2 Planning – Lecture 1, 2 &3 Engineering Management Engineering Management 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. 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. The successful engineering manager must have the skills necessary to coach, mentor and motivate technical professionals; skills which are often very different from those required the effectively manage individuals in other fields. Engineering management is a career that brings together the technological problem-solving ability of engineering and the organizational, administrative, and planning abilities of management in order to oversee the operational performance of complex engineering driven enterprises. Engineering Management Functions Organizing Planning Leading Controlling 3 Engineering Management Functions Planning (forecasting, setting objectives, action planning, administering policies, establishing procedures) Organizing (organizing workplace, selecting structure, delegating, establishing working relationship) Leading (deciding, communicating, motivating, selecting/developing people) Controlling (setting performance standards, evaluating/documenting/correcting performance) 2.1 INTRODUCTION Planning, a major function of engineering management, is the work done by an engineering manager to predetermine a course of action. Planning defines who will do what, how, where, when, and with which resources. The purpose of planning is to enhance the effectiveness and efficiency of the company by providing focus and direction (Coke 2002; Hamel and Prahalad 1994). Planning is made necessary by rapid changes in technology (such as Web-based tools, enterprise resource-planning software, broadband communications options, and mobile access), environment (customers, global resources, competition, and market7. place), and organization (such as mergers, acquisitions, supply-chain networks, alliances, and outsourcing). In this chapter, we will discuss the differences between strategic and operational planning, the planning roles of engineering managers, and the four specific planning activities every engineering manager needs to master. 4 2.1 INTRODUCTION Planning is the work done to predetermine a course of action, in order to provide focus and direction for enhancing the efficiency and effectiveness of the company 6 Planning Planning is made necessary by rapid change of (a)Technology ( web-based tools, broadband communications options, mobile access), (b)Environment (globalization, competition, marketplace), and (c)Organization (mergers & acquisitions, networks, outsourcing and alliances) Planning defines who, how, where, when and using which resources to do the what work 7 Planning 8 Strategic Planning Define future activities which are worth doing by the unit/company to assure that the company applies its resources (skilled manpower, time, money, physical resources - equipment, facilities, business relationships) effectively to achieve its short-term and long- term goals 9 Strategic Planning Questions What are the company’s vision, mission and value system? What specific goals (profitability, market share, sales, technology leadership position, global penetration) to accomplish by when, with what investment and which technology? Which new/improved product streams to offer by when (considering product life cycle)? 1 Strategic Planning Questions - Product Life Cycle 11 Strategic Planning Questions - Mission and Vision Mission Vision - Company Aspiration Why do we exist? Market capital Whom are we serving? Business standing What do we do to serve Ranking in industrial sector them? Market Share Others. 12 Strategic Planning Questions - Sample Corporate Values Innovation Trust and openness Honesty Quality of work Life Quality Empowerment Social Initiative responsibility Diversity and equal Continuous opportunity improvement Respects for others Stability Open Collaboration communications Accountability 13 Strategic Planning Questions (cont’d) What core technologies (design, production, distribution, service) to maintain, develop, acquire and/or apply? Which business networks/partnerships to create (suppliers, co- marketing, production, logistics, service)? With which performance metrics to monitor corporate progress? 14 Strategic Planning - Tools for Strategic Planning Market research SWOT analysis Sensitivity analysis (what- if, scenarios, Monte Carlo) External benchmarking Technology forecasting Product life cycle analysis 15 Strategic Planning - Major difficulties 1. Prediction of the future. Certain future events are more predictable than others; for example, seasonal variations of weather and election-year cycles. Other predictions, such as the forecast of discontinuities-technological innovations, price increases, changes of governmental regulations affecting marketplace competition, etc.-are virtually impossible to predict accurately. 2. Applicable experience and insight. Strategies cannot be detached from the subject involved. Planners must have in-depth knowledge and relevant hands-on experience of the subject at hand in order to set forth useful strategies. 3. Random process of strategy making. The strategy-making process cannot be formalized, as it is not a deductive, but a synthesis (creation) process. 16 Strategic Planning - Major difficulties Strategic plans often fail due to one or more of the following seven reasons: 1. Not thinking strategically; for example, by limiting the strategy only to short-term needs and processes of the company 2. Failure to identify critical success factors for the company 3. Not having both an internal and external focus 4. Lack of long-term commitment from company management 5.Reluctance of senior management to accept responsibility for tough decisions 6.Not leaving enough flexibility in the plans, causing difficulties in adjusting to the changing environment 7.Failure to properly communicate the plan and thus not securing support and management buy-in 17 2.5 PLANNING ROLES OF ENGINEERING MANAGERS Engineering managers at low levels will predominantly devise operational plans to achieve the short-term goals of the unit or department. As the engineering managers move up the corporate ladder, they are expected to participate increasingly in strategic planning, with emphasis placed on technology, product, and production planning. They may find it useful to follow the planning guidelines listed next in order to add value to the company. 1.Assist Their Own Superiors in Planning It is important that engineering managers spend time and effort to actively assist their direct superiors in planning. These tasks may include: (a) analyzing hard data (industry, competition, and marketing), (b) offering alternative interpretations to data available, (c) raising insightful questions to challenge conventional assumptions, and (d) communicating the resulting outputs of planning-programs, schedules, and budgets-to help effectuate buy-in from others. 2.Ask for Support from Subordinates In order to optimally benefit from the knowledge, expertise, and insights of staff, engineering managers are encouraged to engage their staff and other employees in the planning activities. 18 2.5 PLANNING ROLES OF ENGINEERING MANAGERS 2.5.3 Develop Active Plans It is quite self-evident that engineering managers need to perform a number of planning tasks: A. TIme management. All managers need to plan and prioritize their personal daily tasks (such as problem solving, staff meetings, task specification, progress monitoring, performance evaluation), according to the value each task may add, so that high-value tasks are completed before others. This is to maximize the value added by the daily activities (Lane and Wayser 2000). Also to be included in the daily to-do list are tasks such as networking, continuing education, and scanning emerging technologies, that are deemed important for advancing one's own career. 19 2.5 PLANNING ROLES OF ENGINEERING MANAGERS B. Projects and programs. Engineering managers need to plan projects and programs assigned to them by upper management. In planning for projects and programs, engineering managers need to fully understand the applicable project objectives, the relevant performance metrics used to measure success, and the significance of the outcome of such projects and programs to the company. They should carefully select staff members with the relevant skills, expertise and personality to participate in the project and seek their inputs regarding tasks, resource requirements, preferred methodologies, and task duration. They should then integrate all inputs to draft a project plan and distribute the plan among all participants to iteratively finalize the relevant details. These details include budgets, deliverables, and dates of completion. Managers must also secure authorization from upper management before initiating work related to the projects and programs. 20 2.5 PLANNING ROLES OF ENGINEERING MANAGERS C. Corporate know-how. The preservation of corporate know-how is of critical importance to the company for maintaining and enhancing its competitiveness in the marketplace. Corporate know-how comes in many types and forms. Certain documentable knowledge, such as patents, published memoranda, operational manuals, and trouble-shooting guides, is easy to retain. Others, such as insights related to procedures or perfected ways of designing specific products and services of the company, may require extra efforts to preserve. Managers should plan to systematically capture, preserve, and widely disseminate such know-how in order to maximize its use within the company. Certain other cognitive knowledge is typically retained mentally by the experts. Managers need to find effective ways to induce such experts to externalize these skills and insights for use by others in the company. 21 2.5 PLANNING ROLES OF ENGINEERING MANAGERS C. Corporate know-how (Continued). Problem-solving expertise is yet another type of corporate know-how worth preserving. Typically, engineering managers are busy resolving conflicts that may arise from disagreements in task priorities, personality conflicts, customer complaints, interpretation of data, and other conflicts Managers need to solve these problems promptly. They should be mentally prepared to jump from one task to another to handle such time-sensitive issues. What should be planned under these circumstances is the preservation of the learning experience garnered from each incident so that the company will become more efficient in solving similar problems in the future. 22 2.5 PLANNING ROLES OF ENGINEERING MANAGERS D. Proactive tasks. Engineering managers should plan to devote their efforts to proactively pursue certain other tasks. These tasks include Utilizing new technologies to simplify and enhance the products and services of the company Looking for business partners to form supply chains offering new or enhanced services to customers (for example, self-service, an information- on-demand system, and a Web-based inquiry center) Initiating new programs to promote healthy consumer relationships Developing new products with upgraded attributes (for example, product customization to serve customers better, cheaper, and faster) Reengineering and simplifying specific operational processes to increase efficiency Outsourcing specific tasks to augment cost effectiveness 23 Operational Planning Define tasks/events to be accomplished with the least amount of resources within the shortest time, to assure that the company applies its resources efficiently to achieve its short-term and long-term goals 24 Operational Planning Questions What is the most efficient way of accomplishing a project/task with known objectives (doing things right) ? How to link up with three best suppliers in the marketplace for parts needed? What are the operational guidelines for performing specific work? 25 Operational Planning - Tools Project management including action planning Design, test and analysis procedures Operational guidelines 26 Operational Planning - Sample Performance Metrics Customer-Related (product defect count, satisfaction score, product life cycle cost) Process-Related (time to market, unit product cost, # new products per year) Financial (gross margin, profitability, ROE) Employee-Related (turnover ratio) Competition-Related (market share, cost of innovation, growth rate) 27 Example #2.1 Example #2.1. Quality may be defined differently by different people in a company. Explain why that is usually the case. Which quality definition is the correct one for the company to adopt? Example #2.1. Different people in a company may have different interests and perspectives in defining quality. Examples are shown here: A.Production-quality is reject rate and deviation from specifications (view of a production engineer). B.Value based-quality is defined in terms of price and costs (view of a marketing person). 28 Example #2.1 C.User based-Quality is the degree to which a product satisfies the customer's needs. Customers do not appreciate less or more quality than they need (view of a customer). D.Product based-Quality is related to the number of attributes offered by a product (view of a product designer). For the company to succeed in the marketplace, quality is in the eyes of the beholder. The user-based definition is preferred. 29 Activities Related to Planning Forecasting To estimate and predict future conditions and events (e.g., technology, products, marketplace - customers, competition and economy, global supply chains, manpower, capital and facilities) 31 Purposes of Forecasting Set bounds for possibilities to help focus on specifics Form basis for setting objectives Promote inter-group coordination Provide basis for resources allocation (manpower, budget, facilities and business relations - alliances, joint ventures) Induce innovation through forecasted needs 32 Steps to Forecast Identify critical success factors for achieving company goals Determine forecasting horizon (short, intermediate and long terms) Select forecasting techniques (e.g., trend analysis, statistics, intuition, judgment) Predict future states and their probability of occurrence 33 General Comments on Forecasting Major economic events tend to change gradually over time Future events tend to result from current and past occurrence, in the absence of disruptive changes (e.g., wars, natural disaster, technology break through) Important sources of market information: Customers, sales, production, service people 34 Criteria for Future-Oriented Ideas Consistency with company’s objectives Technical feasibility to implement Financial viability Marketplace compatibility 35 Technology Forecast Impact of new technology on business performance is difficult to forecast Engineering managers are in the best position to do forecasting Teams of people with divergent experience, exposure and broad perspectives may have a better chance to accurately forecast the future technology impact 36 Examples of Challenging Questions Will the next waves of new products be the smart appliances? What will be the impact, if many products are made smart, as the processors are getting more powerful and intelligent devices getting smaller and more mobile (e.g., RFID) What might be the impact of nano-technology? How about the “info-imaging” technologies? Any value of the “molecular computing” companies like Hewlett Packard and IBM are working on? 37 Examples of Challenging Questions (cont’d) How to gauge the impact of “pervasive computing” on the consumer markets, as IBM is developing rings, earrings, bracelets, eyeglasses and other miniature devices to provide access to Internet? How quickly will PCs lose market values, once alternative devices are becoming available to access internet and home appliance, purchase goods/ services, and activate entertainment programs remotely? 38 Technology Forecasting - Some Guidelines for Engineers Read broadly and think deeply Remain curious about new technological inventions and innovative applications Ask critical questions and exchange ideas with networked professionals Focus on potential applications of new technologies which could add value to future customers 39 Action Planning Benefits: (1) Focus on critical areas in need of management attention, (2) Select specific results to be accomplished, (3) Set metrics to facilitate measurement and control, (4) Clarify accountability and permit delegation, (5) Encourage teamwork, (6)Ensure the continuation of overall performance evaluation 40 Action Planning Planning Process (1) Analyze Critical needs, (2)Set Objectives (what results to be accomplished), (3)Define metrics to measure performance, (4)Specify actions steps (sequence and priority of tasks to perform), (5)Determine dates of task initiation and completion, (6)Develop a budget (resources to allocate) 41 (A) Analyze Critical Needs Needs are to be defined with respect to position charter, duties, management expectations, and company goals: (1) development needs, (2) maintenance needs, (3) deficiency needs, and (4) strategic needs Short-term and long-term needs 42 (B) Set Objectives Objectives are set to satisfy the critical needs: Write results statement (e.g., what desirable future state to be in and by when) Objectives need to be specific and measurable, in order to be useful 43 (C) Define Metrics Metrics are what takes to measure the attainment of the objectives (be reasonable and pertinent) - Write standards statement Metrics need to be quantitative (using numbers, percentages, cost figures, resources parameters) - external and internal Metrics need to be defined with doers’ participation and consent 44 (D) Specify Action Steps List major action steps, identify work contents, define sequential relationship between steps, determine resources requirements for each, specify expected results, and assign people to each action step (getting doer’s to agree) Evaluate risk for completing the steps planned, define contingencies to manage risks 45 (E) Determine Schedule Determine dates of initiation and completion of each task Allow scheduling flexibility (slag) to account for contingency, emergency and other difficult-to-predict deviations from plan Focus on management of critical path tasks to avoid any overall delays 46 (F) Develop Budget Determine the basic resources units (man-hours, man-weeks) to accomplish each steps Define other resources (computation, travel expenses, materials, experiments, equipment usage, pilot tests, contract services, support staff, management review, etc.) Revise action steps, if projected cost exceeds value expected 47 Remarks on Action Planning Involve doers in action planning Apply computer-based tools (e.g., Microsoft Project, Timeline) to generate PERT or GANTT charts Include risks and contingency steps Iterate planning process until all parties (top management, doers, team leader, service providers, etc.) involved are satisfied 48 Example # 2.3 Example # 2.2 Joe Engineer took a course while going to graduate school at SUNY- Buffalo. There, he learned the importance of planning. He knows that luck plays a big role in one’s life. But he is convinced that a proper planning will help him to have an orderly progression in his career. He thinks that it would be cool to become an CEO at the age of 60 and retiring at 65 with a net worth of $10 MM. He wants some guidance on career planning. How can you help him? Answer # 2.2 1.SET OBJECTIVES AND SPECIFY SU-GOALS Before starting the planning process, we need to qualify the stated career objective a bit: Becoming an CEO of a publicly held multinational company at age of 60. Let us make one more assumption here, namely that in order for Joe Engineer to be entrusted with a certain management position in a publicly held major company, it is generally required that he has successfully demonstrated certain sets of business/management capabilities beforehand. Obviously, this assumption may not be valid for privately held small and medium size companies. 49 Example # 2.3 To achieve the big objective, Joe Engineer needs to specify a few sub-goals leading to it. The milestones listed below are typical: A. Corporate President at 55 B. Division President at 50 C. Vice President at 45 D. Director at 40 E. Manager at 35 F. Supervisor at 30 G. Group Leader at 25 50 Example # 2.3 The CEO of a major company must be familiar with many functional areas, such as (1) Strategic management, (2) Business management, (3) Operational management, (4) Project/program management, (5) Engineering management, (6) Production/manufacturing, (7) Marketing management, (8) Financial control, and (9) Globalization. The future CEO must be able to demonstrate sufficiency in various skills, such as (a) Public speaking and writing (b) Business analysis and planning (c) Public relations (d) Problem solving and conflict resolution (e) Interpersonal skills (f) Negotiations (g) Business Relations development (h) Others. 51 Example # 2.3 2. DEVELOP ACTION PLANS. A plan such as the one shown below should be considered by Joe Engineer. A. Preparation (by 1/02) Collect pertinent career development references and gain perspectives. Talk with experienced engineers to obtain insights related to costs and benefits of the targeted objectives. Power, prestige, money versus travel, 50 to 60 hour week, job pressure, office politics, balance between work and home, and related factors. Understand own career objectives and the requirements to succeed. What are the "success factors" involved? Understand own strengths and weaknesses. Understand own personality and value systems. Take pertinent tests, if any. Understand own requirements for happiness. Confirm desirable objectives. 52 Example # 2.3 B. Group Leader Get a M.E. degree to demonstrate technical competence (by a date, say 1/02) Exposed to engineering management concepts and practice (e.g. take EAS 521 and 522) Practice good interpersonal skills. Practice engineering management principles by doing volunteer work. Do networking inside and outside the company (join technical societies, attend technical conferences, write technical papers, etc.). Know some professional people well. 53 Example # 2.3 C. Supervisor Seek training on supervision. Practice teamwork with dedication. Take advanced technical courses, if needed, to help establish self as a technical leader. Broaden self into marketing, production, and sales through business interactions and/or sales Function as a gatekeeper for technology. Demonstrate innovation. Continue networking and become known to many others inside and outside the company. Attain recognizable technical achievements. Demonstrated management potential. Become known as a good problem solver. 54 Example # 2.3 D. Manager Shown sophistication in strategic planning operation, and all other engineering management skills Global and domestic marketing. Achieved organization-wide recognition. Demonstrated capability in interaction with sales, production, service and customers. Formed networks with important people a various levels 55 Example # 2.3 E. Director Be widely known in own industry. Active in industrial trade/technical groups. Demonstrated leadership in strategic planning affecting company. Recognized for operation efficiency. Made major contributions to direct company's businesses Get Harvard Executive Training. Mastered the technology-marketing interface. Capable of representing company to the press. Have real friends in high places. F. Vice President 56 Issuing Policies Policies are directives, promulgated to address repetitive questions and issues of general concern Examples: Hiring/firing guidelines, EEO, performance appraisal, drug policy, savings program, medical insurance, retirement benefits, educational refunds, travel expenses and trip report, technical publications, plant safety, progress reports, staff meeting, etc. 62 Purposes of Policies Save management time and efforts, as they address the common and repetitive questions of interest to a large number of employees (policy manuals, web posting) Capture the distilled experience and past learning of the company Facilitate delegation (administered by the secretaries, or human resources group) 58 Characteristics of Policies Apply uniformly to all employees Being relatively permanent, when in force Foster corporate objectives (assure equal treatment of all, encourage skills building via education and seminar attendance, reducing conflicts due to interpretation difference, encourage teamwork, free managers to focus on important work, etc.) 59 Establishing Procedures Procedures are standardized (tried-and-true) method of performing work Examples: Product design, project management, equipment operation, facility maintenance, installation, procurement, ISO 9002 certification, manufacturing, waste disposal, customer service, customer order processing, and others 65 Importance of Procedures Preserve the “best” way to perform repetitive work (efficiency-focused) Provide the basis for method improvements Insure standardized action (quality control, resource conserving, work reproducibility) Simplify training Save corporate memory (know-how, knowledge, heuristics, proven practices) 66 Developing Procedures (1) Concentrate on critical needs (2) Chart the work (3) Review work (4) Propose procedure (5) Improve procedures (6) Formulate/ communicate procedures 67 Developing Procedures (1) Concentrate on critical repetitive work of time-consuming and high demand nature (2) Chart the work (inputs, workflow, outputs, skills, resources) (3) Study work characteristics (Why is it necessary? What results to get? When is best time, where is best place, and who is best person to develop it?) 63 Developing Procedures (cont’d) (4) Propose procedures (keeping to a minimum to avoid being restrictive, and enable its consistent administration) (5) Define regular improvements to procedures (6) Formulate procedures and communicate widely to assure understanding and acceptance by all involved 64 Ingredients of Good Planning 65 Key Ingredients (1)Assumptions - Get information, forecast future states, and study/select alternatives, check validity frequently (2)People - Consider involving doers and introduce changes gradually to avoid resistance. (3)Benefit versus Cost - Efforts to implement plan must be commensurate with value expected of the plan (effectiveness doctrine) 66 Key Ingredients (cont’d) (4) Small but Sure Steps - Design a series of small steps to reach the expected results, allow timely control and mid-course corrections (5) Change in Future - Anticipate changes in future conditions and include contingency steps with fallback strategies (6) Commitment - Secure commitment of sufficient resources to achieve plan objectives 67 Question # 2.5 Question # 2.5 There are always risks associated with the experimentation of a new manufacturing process or with the entry into a new global market, the risks of failure. How should one decide to proceed or not to proceed with a risky venture? What is the proper level of risks to take? Answer # 2.5 All new ventures have inherent risks. In deciding to take or not to take the risks of going forward with the venture, several questions need to be answered first: 1.What is the maximum pay-out (e.g., value) of the venture, should it luckily turn out to be successful? 2.Why is the venture deemed to be risky? How likely are all risk factors expected to play out in reality? What contingency steps are available to minimize the impact of these risky factors? Answers to these questions will lead to an assessment of the probability of success for the venture. 3.What is the adverse impact on company, should the venture fail (e.g., time delay, reputation, company bankruptcy, loss of market share, etc.)? 68 Question # 2.5 A typical set of guidelines on avoiding taking unwarranted risks may include the following: (a)The cost of going forward with the venture must be much smaller than the expected value of the risky venture (the probability of success multiplied with the maximum pay- out of venture) (b) The adverse impact on company must be smaller than the maximum pay-out of the venture. 69 Question # 2.6 Question # 2.6 The Marketing Director needs to submit a strategic plan for entering a new market. He knows he needs long periods of uninterrupted time. He considers two options: (1) Staying at home to develop the plan, (2) Delegating some parts of the plan to subordinates. What are the factors the Director needs to consider when he picks the best way to create this plan? Answer # 2.6 1.Collect critical market information (market research, competitive information, customer feedback, technology development, business alliance, forecasting), needing staff support 2.Analyze available data (checking data accuracy, interpretation, what-if analysis, financial projections, risk analysis, search on external databases, SWOT (strengths, weaknesses, opportunities and threats) analysis, etc.), needing staff support 3. Apply judgment to data and formulate strategies, to be done by the Director himself. 4. Get staff feedback, in order to benefit from different viewpoints, needing staff participation. 5.Create the plan (graphics, project plan preparation proof reading, printing, binding), needing staff support. 70 Question # 2.2 Question # 2.2 The company has always been focused on the high-quality high-price end of the market. Now, market intelligence indicates that some competitors are planning to enter the low-price low-quality end of the market. What should the company do? Answer # 2.2 Obviously, the company must find ways to protect its current market share in the high-price high-quality niche. Without protection, this niche could become slowly eroded by the anticipated introduction of a new low-price low quality product by the competition. Time is of essence. The company must act quickly. Thus, the strategic plan to protect company's position should include: 1. Explore the option of importing a low-price and low-quality product to the market and make inquiry to understand cost, performance, delivery and logistics. 2.Follow the competition closely to understand the features of their new products and evaluate the market reaction to them. 3.If the market shows signs to accept the competition's new products, then the company should introduce the imported products to compete directly at a discounted price. The purpose is to reach and understand customers in this new low-price low-quality niche so that they may be served better in the future. 71 Question # 2.2 One obvious alternative is for the company to drive out the competition using the imports, based on a "second brand" strategy. 4. If company registers a decline in sales realized in the high-price and high-quality market niche, then the company should develop a new medium-price and medium- quality products aiming at recovering some of its lost customers. 72 Question # 2.3 Question # 2.3 Mission and value statements are indicative of the directions to which a company is headed. What are typically included in the statements of Mission and Value of some well-known companies in the U.S.? Please advise. Answer # 2.3 1. INTEL CORPORATOIN Our mission - Do a great job for our customers, employees and stockholders by being the preeminent building block supplier to the computing industry. Discipline - The complexity of our work and our tough business environment demand a high degree of discipline and cooperation. We strive to · Properly plan, fund and staff projects. · Pay attention to detail. · Clearly communicate intentions and expectations. · Make and meet commitments. · Conduct business with uncompromising integrity and professionalism. 73 Question # 2.3 Quality - Our business requires continuous improvement of our performance to our Mission and Values · Set challenging and competitive goals. · Do the right things right. · Continuously learn, develop, and improve. · Take pride in our work Result Orientation - We are results oriented. We strive to: · Set challenging goals. · Execute flawlessly. · Focus on outputs. · Assume responsibility. · Confront and solve problems. 74 Question # 2.3 Customer Orientation - Partnerships with our customers and suppliers are essential to our mutual success. We strive to: · Listen to our customers. · Communicate mutual intentions and expectations. · Deliver innovative and competitive products/services. · Make it easy to work with us. · Serve our customers through partnerships with our suppliers. Risk Taking - to maintain an innovative environment, we strive to: · Embrace change. · Challenge the status quo. · Listen to all ideas and viewpoints. · Encourage and reward informed risk taking. · Learn from our successes and mistakes. 75 Question # 2.3 Great Pace to Work - A productive and challenging work environment is the key to our success. We strive to: · Respect and trust each other. · Be open and direct. · Work as a team. · Recognize and reward accomplishments. · Be an asset to our community. · Have fun. 2. SATURN CORPORATION The Mission of Saturn ·To market vehicles developed and manufactured in the United States that are world leaders in quality, cost, and customer satisfaction through the integration of people, technology, and business systems. · To transfer knowledge, technology and experience throughout General Motors. 76 Question # 2.3 The Philosophy of Saturn We the Saturn Team, in concert with the UAW and General Motors, believe that meeting the needs of Saturn customers, members, suppliers, dealers, and neighbors is fundamental to fulfilling our mission. ·To meet our customers' needs, our products and services must be world leaders in value and satisfaction. ·To meet our members' needs, we will create a sense of belonging in an environment of mutual trust, respect and dignity. We believe that all people want to be involved in decisions that affect them. We will develop the tools, training, and education that each member needs. Creative, motivational, responsible team members who understand that change is critical to successes are Saturn's most important asset. ·To meet our suppliers' and dealers' needs, we will create real partnerships with these organizations. We will strive for openness, fairness, trust, and respect with them, and we will work with them to help them feel ownership of Saturn's mission and philosophy. · To meet our community neighbors' needs, we will be a good citizen and protect the environment, and we will seek to cooperate with government at all levels. By continuously operating according to this philosophy, we will fulfill our mission. 77 Question # 2.3 The Core Value of Saturn As a final complement of Saturn's mission and philosophy statements, the founding team enunciated five core values: commitment to customer enthusiasm, commitment to excel, teamwork, trust and respect for the individual, and continuous improvement. 78 Question # 2.4 Question # 2.4 What are included in the operational guidelines some industrial companies have developed? Please advise. Answer # 2.4 A typical set of operational guidelines may emphasize the following: Employees are the most important asset to our organization (respect and listen to them) Quality of our product/service must never be compromised (total quality concept, as measured by customers) The system must continuously improve all aspects of its operation (seeking a stream of incremental improvement, while not neglecting innovation for major step-change in performance) Each action that is taken should add value to the final product or service (eliminating wasteful and unnecessary steps) Timely response of the system to changing external conditions is paramount to success (time to market is a key competitive factor in today's marketplace) Integrity in all actions by all employees is paramount (all shareholders must have confidence in the enterprise) 79 Summary Planning is an important engineering management function, involving (1) forecasting, (2) action planning (3) issuing policies and (4) establishing procedures Forecasting and strategic planning are difficult, with performance being unpredictable Others planning activities are administrative/ operational in nature and should appear relatively easy to everyone 80  Thanks for queries ZAHEER ABBAS [email protected]