Documents

Engineering Management: Challenges in the New Millennium

Description
Chapter 5 solution manual :D :D
Categories
Published
of 8
All materials on our website are shared by users. If you have any questions about copyright issues, please report us to resolve them. We are always happy to assist you.
Related Documents
Share
Transcript
     ANSWERS TO CHAPTER 5 QUESTIONS  ANSWER 5.1 The International Standards Organization (ISO) specified a set of quality standards in 1987. These standards focus on defining quality control processes to aintain a quality anageent syste sufficient for achie!ing sustaina le product quality le!els. O!er 1#$ countries are ISO e ers. %ithin ISO& there are #$$technical coittees 'oring on 1$&$$$ standards. %orld'ide& there are #$$&$$$ organizations 'hich are no' ISO registered. Only $&$$$ copanies in the *S ha!e done so. In order to ecoe certified to these standards& a copany needs to do the follo'ing+ ,. - Say what you do & y prescri ing all procedures (i.e.& sequences of 'ell/defined steps) engaged in a specific engineering function such as product design& custoer ser!ice& and technology ad!anceent. 0. - Do what you say & y training eployees in!ol!ed in said function to understand and practice the procedures. . - Prove it  y ensuring that eployees can quicly locate any specific 'ritten procedures if called upon to do so. ,n ISO certified copany is regarded to ha!e achie!ed proficiency in practicing 'ell/defined procedures& thus they are also deeed a le to etter ensure product quality. The general categories of ISO standards are as follo's+  ISO 9  2 3uality anageent and assurance standards (general guidelines& ad!isory)  ISO 9!  2 3uality systes (for copanies in!ol!ed in design& de!elopent& production& installation and ser!icing of products)  ISO 9  2 3uality systes (only for production and installation of products)  ISO 9#  2 3uality systes (only for final inspection and testing)  ISO 9$  2 3uality anageent and quality syste eleents (ad!isory) Chapter 5 Answers 33   4ach standard is descri ed y nuerous !olues of anuals. ,san e5aple& the ISO 9$$# standard co!ers the follo'ing engineering acti!ities+ (1) anageent responsi ility6 (#) quality syste6 () contract re!ie'6 () docuent control6 () purchasing6 () purchase supplied products6 (7) product identification and tracea ility6 (8) process control6 (9) inspection and testing6 (1$) inspection& easuring and test equipent6 (11) inspection and test status6 (1#) control of nonconforing product6 (1) correcti!e actions6 (1) handling& storage6 pacaging and deli!ery6 (1) quality records6 (1) internal quality audits6 (17) training6 and (18) statistical techniques.  ANSWER 5.2   The engineering anager should do the follo'ing+,. :an order the perforance of all staff in the departent ased on perforance criteria agreed on at the eginning of the year.0. ;i!ide the departental staff into three groups& -e5cellent&-a!erage and -arginal& and assign to the a salary increase of.$ percent& #.7 percent& and 1.$ percent& respecti!ely.. %ithin each of these groups& the allocated salary increase ay e su di!ided to allo' additional differentiation.;. The su of the indi!idual salary increases so assigned ust equal the total allo'a le increase for the entire departent.4. 45plain to staff face/to/face& at the perforance re!ie' tie& the 8 percent total salary increase constraint and the rationale of distri uting indi!idual salary increases.  ANSWER 5.3   The director should not appro!e the anager<s recoendation of atching the copetitor<s offer& and he should instead requestthat the anager ae a plan to co!er the assignent left ehind y the engineer and dou le efforts of finding a replaceent. Theyshould call in the engineer& than her for her past contri utionsto the copany& and 'ish her 'ell in her future professional career. Should she 'ant to coe ac one day& she 'ould al'ays e'elcoe. =ast e5perience has deonstrated that there is a lo' retention rate of engineers 'ho quit for etter copensation and then stayed ecause of a atched offer. ountless such engineersend up quitting 'ithin  to 1# onths for the second tie due to one reason or another. >ot insignificant is the potential ipact Chapter 5 Answers 34  on staff orale arising fro the percei!ed preferential treatentof a special indi!idual y anageent. >o person is indispensa le to any organization. ?anageent ust e prepared to handle eergencies and une5pected personnel changes at all tie.  ANWSER 5.4  The staggered lunch rea did not allo' the operators to lunch together and then socialize for a period of tie. Social gathering and e ership in a peer group are no'n to e an iportant oti!ation factor. The operators ecae less oti!atedas such a socializing opportunity 'as taen a'ay fro the. , reedial solution is to reinstall the srcinal lunch rea and to initiate additional social e!ents such as -shop picnics& -hristas parties&@ and - o'ling nights to foster peer group acti!ities.  ANSWER 5.5   The ey issue in!ol!ed in this situation is ho' to alance the copany<s long/ter need to groo future leaders fro 'ithin&and the departental need to ha!e e5perienced anagers to lead and deli!er short/ter results. ;epartents are typically operated in silos& each trying to a5iize its o'n short/ter outputs and paying little attention to the long/ter needs of thecopany. >o& 0ill arter should not e gi!en the Ao . So far as the copany is concerned& it has gained one good procureent anager fro the outside 'hile still ha!ing 0ill ready to e prooted into the anagerial ran. 0ill is ad!ised to e patient and to continue practicing !arious anagerial sills& readying hiself for the ne5t anagerial opportunities. Bo'e!er& the departent anager should su it a report to alert the copany<s top anageent of 0ill<s a!aila ility for prootion.  ANSWER 5.6   The follo'ing steps ay help resol!e the inforation o!er/load pro le at hand+,. Ciit inforational reports to one page and e5clude supporting details. They should include the proAect nae& o Aecti!es& udget& personnel& ey final results and percei!ed ipact. Only reports for proAect udget e5ceeding D1$ illion should e sent to the copany president and copied to the Chapter 5 Answers 35  responsi le E=s 'ho 'ill recei!e all other reports 'ith lo'er udgets. The proAect support details are to e preser!ed in full/length reports 'hich can e requested at a later tie.0. *se -search and copile soft'are to generate pacages of one/page reports in order to gain a roader perspecti!e o!er related acti!ities in the copany.. =rescreen and endorse all reports& 'hich request presidentialappro!al& y E=s and deli erate the at staff eetings.;. Send all reports !ia the Intranet to ensure speed. The copany should offer training to those 'ho need to ecoe failiar 'ith this ne' style of reporting.4. Bold quarterly re!ie' eetings to listen to iportant staff presentations prescreened y E=s.F. onsult indi!idual contri utors or departent heads regardingsoe of the reported proAects and offer coents and feed ac.  ANSWER 5.7   The follo'ing steps ay help the departent head to regain control of the situation+,. Be should do his hoe'or to understand the aAor issuesin!ol!ed such as+(a) 4ase of use of these achines y operators (e.g.& setup tie& con!enience in changing tools& etc.).( ) Factors affecting producti!ity gain.(c) Cife cycle cost and deli!ery.(d) :easons for long/ter producti!ity ad!antages of S'iss/ ade achines o!er ,erican counterparts.(e) Others.0. ,s oth the autoation tea leader and the line super!isor to prepare and ae presentations efore an outside autoation e5pert 'ho is to e hired y the departent head as a consultant to e!aluate the proposals and offer an ipartial recoendation.. Tell all staff eforehand that the departent head 'ill decide on a course of action ased on the inputs of this outside consultant and that he e5pects e!eryone to 'holeheartedly supportthe anageent decision. Chapter 5 Answers 36
Search
Tags
Related Search
We Need Your Support
Thank you for visiting our website and your interest in our free products and services. We are nonprofit website to share and download documents. To the running of this website, we need your help to support us.

Thanks to everyone for your continued support.

No, Thanks