EAS590: Case Studies in Engineering Management Dr. Robert E. Barnes February 20 th, Spring 2008

Case # 2 – Org Chart CFO VP Finance President CEO VP R&DVP Marketing Chief Information Officer CIO Executive Vice President COO VP Production Manufacturing CMO VP Human Resources VP Engineering Case #2

Functions of Engineering Management – as applied to Case 2 Organizing StaffingDirecting (Motivating & Communicating) Controlling (Measuring & Correcting) Planning DiPietro, 1986, in Handbook of Engineering Management Bennett, 1996, in The Management of Engineering

The View from an Engineering Manager Core Competencies 1. An article on CCs topic 2. Lecture from William Delnicki, Praxair

Case #2 has two parts -- Part 1 – Based on Tables 1, 2 and 3 of the article “Dynamics of Core Competencies in Leading Multinational Companies” – two of the authors are UB IE grads – Alok Baveja and Mamnoon Jamil Based on Tables 1, 2 and 3 of the article “Dynamics of Core Competencies in Leading Multinational Companies” – two of the authors are UB IE grads – Alok Baveja and Mamnoon Jamil They postulate three Core Competencies: They postulate three Core Competencies: Technological Know-howTechnological Know-how Reliable ProcessReliable Process Close Relationship with External PartiesClose Relationship with External Parties

Table 1 The authors characterize the firms in their study – they use terms like: The authors characterize the firms in their study – they use terms like: Primary industryPrimary industry Country of originCountry of origin Outstanding characteristicsOutstanding characteristics

Tables 2 and 3 In Table 2, they state the CCs by Type In Table 2, they state the CCs by Type Technological Know-HowTechnological Know-How Reliable ProcessReliable Process Close External RelationshipsClose External Relationships In Table 3, they state how the companies arrive at the CCs listed in #2 In Table 3, they state how the companies arrive at the CCs listed in #2 TechnologicalTechnological Reliable ProcessReliable Process Close External RelationshipsClose External Relationships

For Part 2 - Mr. Delnicki’s presentation – Praxair and its core competencies Praxair and its core competencies Characteristics of an engineering manager Characteristics of an engineering manager 3 cases 3 cases Jack Welch problemJack Welch problem $23M project that needed to be $20M; came in at $21M and became most profitable system$23M project that needed to be $20M; came in at $21M and became most profitable system first automated plantfirst automated plant Recruitment Recruitment Sayings Sayings

For tonight’s presentations – Oral with visuals – up to 10 minutes per person – each group should appoint a time keeper Oral with visuals – up to 10 minutes per person – each group should appoint a time keeper Written – one integrated report Written – one integrated report White paper – due electronically (due by Fri, Feb 22 at Noon) White paper – due electronically (due by Fri, Feb 22 at Noon) - Paper copy in class and electronic copies to me -

Group Order 1. Team Killer Tofu 2. The Foursome

Next Week Case #3 – Engineering Design New York State Center for Engineering Design and Industrial Innovation Furnas 106, then move to Norton 8