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Engineering Management Journal

Issue 3 • Date June 1995

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Displaying Results 1 - 8 of 8
  • The Warwick route to profitable technology (transfer)

    Page(s): 100 - 104
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (394 KB)  

    The concept of close co-operative associations being formed between manufacturing industry and academic institutions is far from new. Yet the creation of a virtually self-funded university department devoted to industrial engineering partnerships will still probably be received with some incredulity by many traditionalists. Here, the author describes how, since its formation in 1980, the University of Warwick Manufacturing Group (UK) has grown to become one of the largest centres of its kind in Europe and has acquired the status of role model, on an increasingly international scale.<> View full abstract»

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  • Integrated cost and schedule control: a survey of experience in UK industry

    Page(s): 111 - 116
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (408 KB)  

    Over a quarter of a century ago, integrated cost and schedule control for development projects was introduced into the US aerospace and defence industries through contractual obligations imposed on its suppliers by the Department of Defence. Since then, the principles it embodies have been recognised for their value to project management and are now gaining acceptance in the UK. The survey reported here is the first attempt to assess the experience of British companies that have implemented the technique.<> View full abstract»

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  • Measuring the performance of engineering: the data fusion problem

    Page(s): 117 - 120
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (269 KB)  

    People need assistance when assessing performance based on multiple measures. It is simply not a part of people's intuitive judgment to be able to weigh up more than a few factors simultaneously. Since performance factors are manifold, setting goals and providing feedback to engineers involves data fusion: assembling multiple measures that tell people what, on balance, is good performance and what is bad. The author discusses explicit ways of doing data fusion, data envelopment analysis, and the relationship with prices and weights.<> View full abstract»

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  • Wealth creation from design

    Page(s): 121 - 123
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (249 KB)  

    The UK adds much less value per manufacturing employee than its competitors. Value is added by good management and, even more, by good design. The Design Council believes that the UK has the best design sector in the world. So what is the way forward? The authors summarise the contents and discussion of an IEE colloquium on 'Wealth creation from design' (1995). The conclusion drawn from this event are summarised and include the following: More money spent at the early stages of a design project saves its cost, many times over, in development and manufacturing costs; the tendency to spend increasing amounts as design proceeds from conception (1%), through evaluation (10%), to realisation (89%), must be reversed; establishing the design specification is one of the most important stages of design and the effort required to do this must not be limited; method in design will produce better products.<> View full abstract»

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  • SACRE-socially aware cost-reduction engineering

    Page(s): 125 - 128
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (287 KB)  

    What makes for good, satisfying engineering solutions in today's world may have social implications and long-term financial consequences that are far from satisfactory for society as a whole. SACRE is merely a term that will perhaps allow another balance sheet to be included in the cost reduction business plan. The essential elements will be the balance of employed people, the total cost of displaced workers to the local community, and the amount of that total displaced worker cost to be picked up by the cost-reduction plan and paid as additional taxes at the local level. The displaced worker part of the plan could be a stand-alone part of the overall plan. There is nothing to prevent companies getting together to form regional SACRE groups, at little expense. These SACRE groups could help each other with employment strategies in a manner well beyond the event-driven ad hoc meetings held between personnel management and staff. SACRE companies, by focusing attention on their attention to long-term employment strategy, could perhaps gain operating advantages, especially by preferentially dealing with other SACRE companies.<> View full abstract»

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  • Taoism at work

    Page(s): 129 - 132
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (278 KB)  

    Taoism is not in the vocabulary of British business managers, but this Chinese philosophy has evolved over centuries for efficient, effective action and is still highly relevant today. The author briefly outlines Taoist philosophy. Existing company philosophy is discussed and then the Taoist viewpoint is put forward as an alternative.<> View full abstract»

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  • From bear to beavers (product development/marketing)

    Page(s): 135 - 138
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (261 KB)  

    Cashing in on scientific discoveries in Russia is a formidable task. Products must be matched to the market, new channels of communication must be established, and Russia's image must develop from lumbering outsider to businesslike band of technologists, and all without a marketing budget. The author discusses the drive to market Russian technology abroad through small, regionally-based units. The role of Zelenograd Technopark in this process is discussed.<> View full abstract»

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  • Keeping one PACE ahead of the competition. 2

    Page(s): 139 - 144
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (438 KB)  

    New product development is perhaps the most important determinant of success for high-technology companies, but becoming fast to market with the right products can require substantial overhaul of the organisation. World-class companies are always looking to improve the ways in which they operate. This article reviews how a market leader introduced a new methodology into its product development process.<> 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