The New Management of EngineeringThe first book that explains why managing engineering is more difficult, more demanding and more important than managing any other human activity in modern society. It explains how, by adhering to the principles taught by Peter F. Drucker in his landmark book "The Practice of Management," managers can exploit the full potentials of their peoples' talents and of changing technologies, methods and markets. It brings together the whole range of methods used by the world's best performing engineering companies, including research, design, development, testing, production and maintenance. The philosophy and methods for achieving excellence in quality and reliability are fully described. The book offers fresh insights into a wide range of current engineering management issues, including education, MBA training, quality and safety standards and the roles of institutions, cultures and governments in engineering. |
Contents
Introduction | 1 |
From Science To Engineering | 7 |
Scepticism | 13 |
Materials Components and Processes | 19 |
Modern Ideas of Motivation and Management | 25 |
Individuals Talents and Motivations | 33 |
Conflict | 39 |
Developing Engineers | 45 |
Test Conditions | 159 |
Conclusions | 165 |
The New Production Philosophy | 173 |
Technology Impact | 180 |
Variation | 193 |
Reliability | 209 |
Safety | 215 |
Contracts for Quality and Reliability | 221 |
The Personnel Management Function | 63 |
Project Teams | 78 |
The Organization of Higher Management | 95 |
Core Technologies | 104 |
Information | 118 |
Conclusions | 132 |
Design for Production And Maintenance | 145 |
Selling Using and Supporting Engineering Products | 228 |
Conclusions | 240 |
Professional Institutions for Engineers | 249 |
Business Trends | 255 |
The Changing World of Engineering | 264 |
Common terms and phrases
achieved activities analysis applied approach appropriate aspects become cause Chapter circuit companies competitive complex components considered continuous contribute correct costs course create defective depends described detail determine difficult discussed effects effort electronic engineering ensure equipment essential example exist expected experience extent facilities fact factors fail failure functions further future given higher human ideas important improvement increase individual industry influence integrated involved knowledge lead less levels limitations machine maintenance manufacturing measured methods motivation nearly necessary objectives operation organization particularly performance person planning possible practicable predict prevent principles problems production programme purchaser range reduce relation reliability requirements responsibility risks safety scientific selection simple situations skills specialist standards statistical success suppliers tasks teaching understand usually values variation workers