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EAS590: Case Studies in Engineering Management

EAS590: Case Studies in Engineering Management. Dr. Robert E. Barnes February 14 th , Spring 2007. Case # 2 – Org Chart. President CEO. Executive Vice President COO. CFO VP Finance. VP Marketing. VP Production Manufacturing CMO. VP Engineering Case #2. Chief Information Officer CIO.

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EAS590: Case Studies in Engineering Management

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  1. EAS590: Case Studies in Engineering Management Dr. Robert E. Barnes February 14th, Spring 2007

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

  3. The View from an Engineering Manager Core Competencies • Lecture from William Delnicki, Praxair • A word about an article on tonight’s topic

  4. William Delnicki, Praxair • BS - Chemical Engineer 1962, Brooklyn Polytechnical • Praxair 1962 – 1997 • Military, Corps of Eng 1963 – 1965 • Work Experience: • Air Separation Process Design • Distillation Technology/Process Engineer • Technical Management • Product Manager – Distillation, Heat Transfer and Cryo-Process Tech/World-Wide • Associate Director – Energy Systems • Associate Director – R&D • Director Design Engineering

  5. Your Case #2 has two parts -- • For Part 1 – Tables 1, 2 and 3 of article are critical. • This part is based on 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: • Technological Know-how • Reliable Process • Close Relationship with External Parties

  6. Table 1 • In the authors characterized the firms in their study – they use terms like: • Primary industry • Country of origin • Outstanding characteristics

  7. Tables 2 and 3 • In Table 2, they state the specifics of CCs for each company. • Table 3 is related to #2. In 3 they state how the companies arrive at the CCs listed in #2.

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

  9. Case # 1 • Good job first time around • Orals – need work to communicate what you want within time limit, also practice so that you are more at ease • Written - Need better Executive Summaries – telling concisely what happened; main concepts could use more elaboration in places; saw too many places within the reports that looked similar to other groups

  10. Next week you present again - • Oral with visuals* – up to 10 minutes each • Written – one integrated report* – 4 to 5 pages each, page count does not include: title page, table of contents, executive summary, tables, figures, references, appendixes • Peer evaluations – grades will not be given without them • White paper – due electronically – email or course web site – no later than Noon, Friday, 2/23 - Paper copy in class and electronic copy to me -

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