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Engineering Management Journal

Issue 4 • Date Aug 1993

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Displaying Results 1 - 6 of 6
  • Value engineering. I

    Page(s): 171 - 175
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (376 KB)  

    Value engineering was developed in the USA after the Second World War and first appeared in Britain in the mid 1960s. It became popular at the time but has since been somewhat eclipsed. However, competitive pressures on producers mean that interest has been renewed. The author discusses the difference between cost and value and then explains when value engineering should be applied. The changes needed in an organisation to accommodate value engineering and processes involved in value engineering are discussed. View full abstract»

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  • Engineering for development in the Third World

    Page(s): 165 - 170
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (472 KB)  

    With over 90% of R&D around the world addressing the `problems' of industrialised countries, there is tremendous scope for improved technologies to benefit disadvantaged people in the South. Identifying the need and developing such improvements requires a thorough understanding of the context for their use and the active involvement of the users. This is a challenge and one to which engineers in industrialised countries can respond given the right channels of communication with their colleagues in the `developing' countries. It does require an attitude that acknowledges that the way technology is used depends on the context, and that solutions that make sense in the `North' may well not be appropriate in the sometimes very different conditions in the `South' View full abstract»

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  • Quality with people or people with quality?

    Page(s): 155 - 161
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (440 KB)  

    The author suggests that quality is not achieved by having high-calibre people, nor even high-calibre managers, but rather it is achieved by a style of management which has the aim of successfully getting everyone to strive for customer-focused excellence in everything. The author discusses the quality strategy introduced at BT during the 1980s and the effects it has had on the company View full abstract»

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  • How engineering consultancies can become more market oriented

    Page(s): 177 - 184
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (496 KB)  

    Consultancy is a major growth industry in Singapore, but local companies largely lack the ability to market themselves effectively. These consultancies recognise the need to adopt a client oriented approach to promoting their services. To ensure survival and prosperity in the changing environment, consultancies must apply marketing. It is up to each individual consultancy to plan its own marketing strategy with its own pace and style. Successful implementation of the strategy requires the support of suitable organisational structure and culture as well as information, planning and control systems. The most important factor of market orientation is the systemisation of management thinking in planning the business development well in advance. Management must be prepared to drive the whole organisation towards greater sophistication, while coping with the constraints in resources. It is this management philosophy that ultimately makes the whole difference between business growth or stagnation in an engineering consultancy View full abstract»

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  • Establishing a sales operation in Japan

    Page(s): 185 - 191
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (524 KB)  

    Modern Japan continues to develop as an economic and technological superpower presenting a challenge to the technology-based companies of the West. Using the author's company, Oxford Instruments, as an example this article looks at how a British Company can take advantage of their economic success and go about increasing its business in Japan. It looks at Oxford Instruments' history in Japan, why Japan is such an important market, the alternative distribution methods available in Japan, the barriers to be overcome in selling in Japan and finally the results Oxford Instruments has achieved so far View full abstract»

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  • Encouraging engineers into management

    Page(s): 148 - 153
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    The author summarises the views of Hamdi Conger, Managing Director of Global Operations at AP Lockheed, regarding the improvement of the standard of UK management, particularly in the engineering industries. Hamdi Conger suggests that the way to do this is to encourage students to take engineering courses and then to train them in all aspects of general management early in their working lives View full abstract»

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Aims & Scope

Engineering Management magazine covers management methods, techniques and processes relevant to engineers, incorporating project management, marketing, finance, law, quality and responsibilities of the engineer in society.

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Meet Our Editors

Editor-in-Chief
Dickon Ross
IET