The New Management of Engineering
The 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.
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From Science To Engineering
Materials Components and Processes
Cost and Competitiveness
Design of LogicBasic Products
Design For Machine Production
Design For Manual Assembly
Computer Aided Engineering
The Need for Development Testing
Reliability and Durability
People At Work
Moder Ideas of Motivation and Management
Maslows Hierarchy of Needs
Druckers New Management
Demings 14 Points
Individuals Talent and Motivations
Committees and Meetings
Applying the New Management to Engineering
Training and Development
Seniority Promotion and Salaries
Objectives and Appraisals
The Personnel Management Function
The Optimum Organization for Engineering
Interfacing Project and Functional Management
Business Process reEngineering
Technology Impact on Organization and Processes
The Internet and Email
The Organization of Higher Management
Making the Changes
Principles of Organization
Managing Engineering Projects
Make Or Buy?
Minimising Total Costs
Design Optimisation and Innovation
Quality Function Deployment
Design of LogicBased Products
Optimizing the Development Test Programme
Costs and Benefits
Quantity to Test
Testing Software and Digital Systems
Testing the Processes
Collecting and Analyzing Test Data
Systems of Manufacturing
Problems with Traditional Mass Production
The New Production Philosophy
Just In Time Production
Making the Transition
Quality Reliability and Safety
The Costs of Quality and Reliability
Variation and Statistics
Statistics and Engineering
Statistical Sampling for Inspection and Test
Quality Reliability and Safety Standards
Contracts for Quality and Reliability
Managing Quality and Reliability
Quality System Management
Selling Using and Supporting Engineering Products
Use and Maintenance
Reliability Centred Maintenance
Total Productive Maintenance
Technology and Maintenance
Engineering In Society
Professional Institutions for Engineers
Management Training for Engineers
Politics and Pearce
Nationality Culture and Government
The Changing World of Engineering
is Scientific Management Dead?
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Page xiii - ... nothing much you can do about it, because the reasons for your failure are within yourselves. Your firms are built on the Taylor model; even worse, so are your heads. With your bosses doing the thinking while the workers wield the screwdrivers, you're convinced deep down that this is the right way to run a business.
Page xiii - ... a real chance of success. Only by drawing on the combined brain power of all its employees can a firm face up to the turbulence and constraints of today's environment. This is why our large companies give their employees three to four times more training than yours, this is why they foster within the firm such...
Page xiii - With your bosses doing the thinking while the workers wield the screwdrivers, you're convinced deep down that this is the right way to run a business. For you, the essence of management is getting the ideas out of the heads of the bosses into the hands of labor.
Page xiii - We are beyond the Taylor model: business, we know, is now so complex and difficult, the survival of firms so hazardous in an environment increasingly unpredictable, competitive and fraught with danger, that their continued existence depends on the day-to-day mobilization of every ounce of intelligence.
Page xiii - For us, the core of management is precisely this art of mobilizing and pulling together the intellectual resources of all employees in the service of the firm. Because we have measured better than you the scope of the new technological and economic challenges, we know that the intelligence of a handful of technocrats, however brilliant and smart they may be, is no longer enough for a real chance of success.
Page xiii - ... success. Only by drawing on the combined brain power of all its employees can a firm face up to the turbulence and constraints of today's environment. This is why our large companies give their employees three to four times more training than yours; this is why they foster within the firm such intensive exchange and communication; this is why they seek constantly everybody's suggestions and why they demand from the educational system increasing numbers of graduates as well as bright and well-educated...