Engineer as the Future Manager

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Engineer as the Future Manager Umit S
Bititci Professor of Technology and Enterprise
Management University of Strathclyde Glasgow, UK
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Objective To explore the role of the Engineer as
a Manager in the emerging post-industrial society
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• Agenda
• Introduction
• Umit S Bititci
• Centre for Strategic Manufacturing
• The Engineer and Management
• Industry developments and directions
• What are the future education and skills
  requirements of industrial managers?
• What do we need to do?

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• Introduction
• Umit S Bititci
• Professor of Technology and Enterprise Management
  University of Strathclyde
• Director of Commercial and Marketing Operations
  DMEM, University of Strathclyde
• Director Centre for Strategic Manufacturing
• Director CompetitiveScotland.com
• Chairman IFIP WG 5.7 Integrated Production
  Management
• Partner TMS Consulting

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Introduction - CSM - People
25 People
5x Senior Staff 2x Admin staff
12 Research staff
6 Industrial fellows
RD
RD
Using industry as a research laboratory
Value adding Business partner
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Introduction - CSM - Mission

• Mission
• To facilitate performance improvements in
  manufacturing and related industries
• through
• Relevant research and development
• Technology transfer and innovation
• Education and training

www.dmem.strath.ac.uk/csm
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Introduction - CSM Senior Team
Peter Ball
Ben Banerjee
Umit Bititci
Jillian MacBryde
Trevor Turner
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Introduction - CSM Research Team
Kassia Change management Alina Performance
measurement and tech. competencies Anton Technol
ogy management Figen Process
management Pavel Supply chain
management Neil Manage processes Gordon S
CM strategy Unai Collaborative
enterprises Joni Collaborative
enterprises Aylin Supply Chain
Management Liam Performance
Measurement Denis Competitiveness George Ho
uston Warehousing Marco Smiths
Packaging David Blairs of Scotland Sai M
astclimbers Alan Mastclimbers Natalie Simp
son Label
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Introduction - CSM Areas of Expertise
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Introduction - CSM Recent Partners
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Introduction - CSM Research Philosophy

• All activity is focused around business processes
  and business process architectures

• Performance Measurement
• Active Monitoring
• Quantitative Modelling of PMS
• Team Performance Measurement
• Business Reliability Eng.
• Manage Processes
• Collaboration
• Change Management

Set Direction
Monitor Ext. Env.
Manage Strategy
Manage Performance
Manage Change
Sustainable Competitive Advantage
Get Order
Develop Product
Fulfil Order
Support Product

• Using industry as a research laboratory

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• The Engineer and Management
• What is an Engineer?

What is Engineering? Engineering is an
occupation that traces its roots to the beginning
of recorded history. Engineers created the
pyramids of Egypt, and the network of roads and
aqueducts of ancient Rome. The sailing ships that
explored the four corners of the world were
designed by engineers. Engineers solve
problems. They go directly to the bottom line to
find out what they have to do to solve the
problem. To succeed as an engineer you must be
logical in your thinking. You must be able to
deduce things from basic principles, to find
solutions Hassan Hamza, Research Manager,
Natural Resources Canada (federal government)

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• The Engineer and Management
• What is an Engineer?

• What do engineers do?
• Engineers direct the forces and resources of
  nature to create better goods and services. They
  work to make life better to create a world that
  is cleaner, safer and healthier.
• Not just numbers and logic but it is also about
• Creativity
• Problem solving
• Communication
• Making things happen

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• The Engineer and Management
• What is an Engineer?

Many Disciplines

• Geomatics
• Industrial
• Mechanical
• Metallurgical
• Materials/Mining

• Aerospace
• Agricultural
• Biomechanical
• Chemical
• Civil

• Computer
• Design
• Electrical
• Environmental
• Geological

• Naval/Marine
• Packaging
• Petroleum
• Process
• Quality

What ever the discipline The way the
engineering team functions has changed, managers
are looking for people with ideas, people who can
think on their feet. And clients are interested
in hearing from the project engineers, not just
the senior managers. People skills and
communication skills are very important to
have Jack Fujino, P.Eng., Vice-President,
Stanley Associates Engineering Ltd.
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• The Engineer and Management
• Why Management?

• Because you are likely to spend more of your
  working life managing than directly practicing
  your discipline
• Managing.
• Organisation
• Supply Chain Customers and Suppliers
• Products
• People
• Resources
• Production
• Finance
• Change
• . the list goes on

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• The Engineer and Management
• What is Management?

the science and profession of control Stafford
Beer (1959) Cybernetics and Management to
administer be at the head of to deal tactfully
with to have time for to be able to cope with
to manipulate to bring about Chambers
Dictionary
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The Engineer and Management
Two contrasting cultures Engineers
Managers

• Work in closed systems with determinable elements
• Interested in hard facts and quantities
• Work primarily with things
• Trained to focus on practical issues
• Used to situations where a solution is either
  right or wrong
• Motivated by innovations and technical excellence
• Doers

• Work in open systems with fluid and uncertain
  solutions
• Interested in feelings, attitudes and
  expectations
• Work primarily with people
• Trained to think broadly, divergently and
  strategically
• Used to situations where right and wrong are
  a matter of judgement
• Motivated by success social commercial
  behavioural etc
• Organisers

Who would make the better manager in industry?
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Industry developments and directions

• Manual
• Stand-alone
• Long set-ups

• Individuals
• Specialists
• Self-oriented

• Hierarchical
• Functional
• High of indirect

Processes
People

• Designed separately
• from process

Organisation
Products
1980s Just-In-Case Company

• Product/Process Oriented
• Just-in-case
• UK / Europe

• Inspected in
• Assured?

Operating Philosophy
Quality
Facilities
Materials Management

• Large inventories
• Large batches
• Adversarial vendor
• relationships

• Use existing space
• Functional

Finance
Information

• Standard costing
• Direct labour allocation

• Mainframe
• Batch processing

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Industry developments and directions

• Manual / Automated
• Integrated
• Short set-ups
• Flexible

• Teamwork
• Multi-disciplined
• Company oriented

• Flat
• Matrix
• Min. indirect

• Design for Manufacture
• Simultaneous engineering
• CAD/CAM

• Customer Service Oriented
• Just-in-time
• Waste min..

• Designed in
• Total
• SPC

1990s The Lean Enterprise

• Min. inventories
• Lot size 1
• Partnerships
• Supply Chains

• Min. space
• Cellular

• Actual costs
• Activity based

• Distributed
• On-line

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Industry developments and directions

• Innovation
• Environmental
• Sustainable
• Short life-cycle

• Leadership
• Flexible
• Self Managed
• Social responsibility

Processes
People

• Innovation
• Short life-cycles
• Global

• Flexible

Organisation
Products

• Market Focused
• Customer Value
• Mass Customisation
• Business processes
• Speed
• Change

Now
Operating Philosophy
Quality
The Agile Enterprise

• Corporate
• Excellence
• Habitual
• Granted

Facilities
Materials Management

• Max. Throughput
• Extended Partnerships
• Flexible Value Chains

• Alliances
• Global
• Mobility
• Flexible

Finance
Information

• Real-time
• Global
• Open and Connected
• Work flow management
• Integrated communication

• Balanced
• Integrated performance
• management
• Distributed control

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Industry developments and directions

• Outsourced
• Scalable
• Very Flexible
• End-to- end fulfilment
• Connected
• At point of sale

• Multi-cultural
• Distributed
• Global teams
• Connected

Processes
People

• Collaborative
• Distributed
• Connected

• Multi-science
• Connected
• Global and Local

Organisation
Products
2020

• Manufacturing a service industry
• Value resides in the service/knowledge content
• Highly complex and uncertain

• Granted

Operating Philosophy
Quality
The Flexible Connected Enterprise
Facilities
Materials Management

• Outsourced
• Distributed
• Collaborative

• Inter-enterprise and integrated
• Waste optimised

Finance
Information

• Real-time control
• Globally connected

• Inter-enterprise
• Value focused

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The emerging nature of competition

• Generic Value Propositions. Leadership in
• Technology
• Brand
• Cost
• Service
• Tech Int.
• Social

Differentiation And Focus

• Quality
• Price
• Functional performance
• Delivery speed
• Delivery reliability
• Product support
• Styling/design
• Image
• Customer support
• Responsiveness
• Innovative product

Competitive Maturity
?
Time
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Tomorrows Industrial Managers

• Deal with
• Complexity and uncertainty
• Service integrated manufacturing
• Collaborative globally distributed enterprises
• Multicultural inter-enterprise teams
• Real-time information and real-time demands
• Technology and science driven products and
  processes
• Connected products, processes, customers and
  society

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Tomorrows Industrial Managers

• Need to be
• Logical thinkers
• Open minded
• Solution oriented
• Creative
• People oriented
• Process oriented
• Systematic
• Sensitive to people, cultures, etc
• Motivators
• Organisers
• Strategic thinkers
• Motivated by innovation as well as commercial
  success
• . and so on

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Tomorrows Industrial Managers should (be)
Engineering Managers

• Work in closed systems with determinable elements
• Interested in hard facts and quantities
• Work with things
• Focus on practical issues
• Used to situations where a solution is either
  right or wrong
• Motivated by innovations and technical excellence
• Doers
• Understand technology
• Customer focused
• Understand inter-cultural issues

• Work in open systems with fluid and uncertain
  solutions
• Interested in feelings, attitudes and
  expectations
• Work with people
• Trained to think broadly, divergently and
  strategically
• Deal with situations where right and wrong
  are a matter of judgement
• Motivated by success social commercial
  behavioural etc
• Organisers

?
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What do we need to do?

• Education programmes which combine
• Theoretical learning with action based learning
• Theoretical solutions with practical solution
• Critical thinking with innovation and
  creativity
• Logical thinking with out-of the box thinking
• Doing skills with organisational skills
• Analytical skills with behavioural skills
• Technological awareness with commercial
  awareness
• Telling skills with facilitation skills
• Research skills with communication skills
• Level headed attitude with an enterprising
  attitude