工程技术管理学(第3版)(工商管理经典译丛)MBA课件

ManagingEngineeringandTechnology

ThirdEdition

BabcockandMorseManagingEngineeringandTechnIntroductiontoEngineeringManagementEngineeringandManagement

HistoricalDevelopmentIntroductiontoEngineeringMaAdvancedOrganizer

AdvancedOrganizer

ManagingEngineeringandTechnology

ThirdEdition

BabcockandMorseEngineeringandManagementChapter1ManagingEngineeringandTechnChapterObjectivesDescribetheoriginsofengineeringpractice

IdentifythefunctionsofmanagementChapterObjectivesDescribetheEngineersWhatEngineersDo

WhatEngineeringTechnologistsDo

TypesofEngineersEngineersWhatEngineersDo

ManagementDefinitionsOrganizationaloradministrativeprocessGrouprunninganorganizationOccupationalcareerManagementDefinitionsOrganizaManagerialRoles

MintzbergInterpersonalFigureheadLeaderLiaisonInformationalMonitorDisseminatorSpokespersonManagerialRoles

MintzbergIntManagerialRoles

Mintzberg,cont.DecisionalEntrepreneurialDisturbanceHandlerResourceAllocatorNegotiatorManagerialRoles

Mintzberg,cFunctionsofManagers

FayolPlanningOrganizingCommandCoordinationControlFunctionsofManagers

FayolPlaFunctionsofManagersKootzPlanningOrganizingStaffingLeadingControllingFunctionsofManagersKootzPlaEngineeringManagementDirectsupervisionofengineersorofengineeringfunctions

Or,applicationofquantifiablemethodsandtechniquestopracticeofmanagementEngineeringManagementDirectsBabcockEngineeringManagersaredistinguishedfromothermanagersbecausetheypossessboththeabilitytoapplyengineeringprinciplesandskillinorganizinganddirectingpeopleandprojects.PrenticeHall,2002BabcockEngineeringManagersaManagingEngineeringandTechnology

ThirdEdition

BabcockandMorseHistoricalDevelopmentofEngineeringManagementChapter2ManagingEngineeringandTechnChapter2ObjectiveDescribethebackgroundofEngineeringManagementChapter2ObjectiveDescribethOrigins-Egyptians4000–1600B.C.

Usedmanagerialprinciples

Builtpyramids

UsedjobdescriptionsOrigins-Egyptians4000–1600Origins–Military300B.C.Cyrus

Useofstaff

RecognizeduseoforderanddivisionofworkAlexandertheGreat

Distinctionbetweenlineandstaff

UseddisciplineanddelegationOrigins–Military300B.C.MedievalPeriodFourcenturiesofDarkAges

NobooksonmanagementwrittenMedievalPeriodFourcenturiesOrigins–ArsenalofVeniceEarly1400sManufacturingNumberingofinventorypartsStandardizationofpartsAssemblylineOrigins–ArsenalofVeniceEarIndustrialRevolution

1750-1800SpinningJennyWaterFrameMillPowerLoomPowerLoomChlorineBleachSteamEngineScrew-cuttingLatheIndustrialRevolution

1750-180

IndustrialRevolution

ProblemsoftheFactorySystemRecruiting/TrainingWorkersExplosiveGrowthinMillTownsSupervisors,NoBackgroundUpperManagement,SonsorRelatives

IndustrialRevolution

ProbleManagementPhilosophiesScientific

Administrative

BehavioralManagementPhilosophiesScienti

ScientificManagementCharlesBabbage:GrandfatherofScientificManagement

DifferenceEngine

Divisionoflabor

ScientificManagementCharles

ScientificManagementFredericW.Taylor:FatherofScientificManagementTimeandMotionStudiesBelievedinselecting,training,teaching,anddevelopingworkers

ScientificManagementFredericScientificManagementFrankB.Gilbreth:Devisedasystemforclassifyinghandmotionsinto17basicdivisionsLillianMollerGilbreth:FirstLadyofManagementHenryL.Gantt:GanttChartsScientificManagementFrankB.AdministrativeManagementHenriFayol:EngineerRussellRobb:PioneerofOrganizationalTheory

LyndallUrwick:DevelopedaUnifiedBodyofKnowledgeAdministrativeManagementHenriAdministrativeManagementMaxWeber:MajorinfluenceinaclassicalorganizationaltheoryDivisionoflaborHierarchyofauthorityEmploymentbasedonexpertiseInflexibleRigidImpersonalAdministrativeManagementMaxW

BehavioralManagementHawthorneStudiesOriginalintentwastofindthelevelofilluminationthatmadetheworkoffemalecoilwinders,relayassemblers,andsmallpartsinspectorsmoreefficient.

Conclusions

BehavioralManagementHawthorBehavioralManagementAbileneParadoxFailingtomanageagreementeffectivelyBehavioralManagementAbileneBehavioralManagementMaslowHierarchicaltheoryofhumanneeds

Biological/PhysiologicalNeeds

Security/SafetyNeeds

SocialNeeds

EgoNeeds

Self-actualizationFulfillmentBehavioralManagementMaslowHiContemporaryManagementIssues

AppliedPerspectivesPeterSengeStevenCoveyTomPetersMichaelHammerScottAdamsContemporaryManagementIssuesContemporaryManagementIssues-ChallengesGlobalizationQualityandProductivityEthics/SocialResponsibilityDiversityChangeNewWorkforceInformationTechnologyContemporaryManagementIssuesManagingEngineeringandTechnology

ThirdEdition

BabcockandMorsePlanningandForecastingChapter3ManagingEngineeringandTechnAdvancedOrganizer

AdvancedOrganizer

ChapterObjectivesExplaintheneedsforplanningandanalyzeaplanningmodelBeabletosolveforecastingproblemsChapterObjectivesExplainthePlanningProvidesmethodforidentifyingobjectives

DesignsequenceofprogramsandactivitiestoachieveobjectivesPlanningProvidesmethodforidEffectivePlanningPlantoplan

Peopleimplementingplanshouldbeinvolvedinpreparingplan

EffectivePlanningPlantoplanPlanningWhatmustbedone?Whowilldoit?Howwillitbedone?Whenmustitbedone?Howmuchwillitcost?Whatdoweneedtodoit?PlanningWhatmustbedone?PlanningProcess

ScientificMethodDefinetheproblemCollectdataDevelophypothesesTesthypothesesAnalyzeresultsDrawconclusionPlanningProcess

ScientificMePlanningProcess

DecisionMakingProcessDefinethedecisionproblemSearchfordataandinformationGeneratealternativecoursesofactionAnalyzefeasiblealternativesSelectbestcourseofactionImplementdecisionandevaluateresultsPlanningProcess

DecisionMakPlanningWhatistheProblem/Purpose?EstablishGoal/ObjectivesWhatClientNeedIsBeingSatisfiedbytheProject?IdentifySuccessCriteriaPlanningWhatistheProblem/PuTheFoundationforPlanningMission

PurposeorGoal

Objectives

StrategiesTheFoundationforPlanningMisPlanning

MissionStatementWhatdowewanttodoPlanning

MissionStatementWhatPlanning

GoalStatementWhy?

Whatdowedo?

Forwhomdowedoit?

Planning

GoalStatementWhy?

Planning

GoalStatementGivespurposeanddirection

UsedascontinualpointofreferenceforquestionsregardingscopeorpurposePlanning

GoalStatementGivespPlanning

ObjectivesMoredetailedgoalstatementClarifiesgoalHowdowegoaboutit?To(actionverb)ConsistentwithorganizationPlanning

ObjectivesMoredetailPlanning

DevelopObjectivesSpecificMeasurableAttainableRealisticTime-limitedPlanning

DevelopObjectivesSpeObjectives

CharacteristicsOutcome-whatistobeaccomplishedTimeFrame-expectedcompletiondateMeasure-metricsforsuccessAction-howtheobjectivewillbemetObjectives

CharacteristicsOutcGoalsandObjectivesDrucker’sObjectivesforOrganizationalSurvivalMarketShareInnovationProductivityPhysicalandFinancialResourcesManagerPerformanceandDevelopmentWorkerPerformanceandAttitudeProfitabilitySocialResponsibilityGoalsandObjectivesDrucker’sManagementbyObjectivesCommonlyReferredtoasMBO

CorollaryMBWA

(ManagementbyWalkingAround)ManagementbyObjectivesCommonForecastingEssentialpreliminarytoeffectiveplanning

EngineeringmanagermustbeconcernedwithbothfuturemarketsandfuturetechnologyForecastingEssentialpreliminaWhyForecasting?Newfacilityplanning

Productionplanning

WorkforceschedulingWhyForecasting?NewfacilitypLongRangeForecastsDesignnewproducts

Determinecapacityfornewproduct

LongrangesupplyofmaterialsLongRangeForecastsDesignnewShortRangeForecastsAmountofinventoryfornextmonthAmountofproducttoproducenextweekHowmuchrawmaterialdeliverednextweekWorkersschedulenextweekShortRangeForecastsAmountofForecastingMethodsJudgmentMethods

ExpertOpinion

Delphi

Historical

CountingMethods

MarketTesting

MarketSurveyForecastingMethodsJudgmentMeDelphiMethodEliminateseffectsofinteractionsbetweenmembersExpertsdonotneedtoknowwhootherexpertsareDelphicoordinatorasksforopinions,forecastsonsubjectDelphiMethodEliminateseffectDelphiMethod,contDevelopobjectiveofforecastDeterminenumberofparticipantsSelectandcontactparticipantsDevelopfirstquestionnaireandsubmitCoordinatoranalyzesresponsesDelphiMethod,contDevelopobjDelphiMethod,contDevelopsecondquestionnairebasedonresultsoffirstAnalyzeresponsesRoundscontinueuntilconsensusreachedorexperts’opinionsceasetochangeDelphiMethod,contDevelopsecForecastingMethods,cont.TimeSeriesMethods

MovingAverage

WeightedMovingAverage

ExponentialSmoothing

AssociationorCausalMethod

MultipleRegressionForecastingMethods,cont.TimeManagingEngineeringandTechnology

ThirdEdition

BabcockandMorseDecisionMakingChapter4ManagingEngineeringandTechnAdvancedOrganizer

AdvancedOrganizer

ChapterObjectivesExplaintheprocessofmanagementscience

BeabletosolveproblemsusingthreetypesofdecisionmakingtoolsChapterObjectivesExplainthe

RelationtoPlanningManagerialdecisionmakingistheprocessofmakingaconsciouschoicebetweentwoormorerationalalternativesRelationtoPlanningManageriaManagementScience

CharacteristicsSystemsviewoftheproblemTeamapproachEmphasisonuseofformalmathematicalmodelsandstatisticalandquantitativetechniquesManagementScience

CharacterisManagementScienceProcessFormulatetheProblemConstructaMathematicalModelTesttheModelDeriveaSolutionfromtheModel

ApplytheModel’sSolutiontotheRealSystemManagementScienceProcessFormCategoriesofDecisionMakingToolsCertainty

Risk

UncertaintyCategoriesofDecisionMakingDecisionMaking

CertaintyLinearProgramming

OneofbestknowntoolsofManagementScience

Usedtodetermineoptimalallocationofanorganization’slimitedresources

DecisionMaking

CertaintyLineaLinearProgrammingStatetheproblem

DecisionVariables

Objectivefunction

ConstraintsLinearProgrammingStatetheprDecisionMaking

UnderRiskExpectedValue

DecisionTrees

Queuing

SimulationDecisionMaking

UnderRiskExp

DecisionMaking

UncertaintyMaximax

Maximin

Hurwicz

Equallylikely

DecisionMaking

UncertaintyMaComputer-BasedInformationSystemsIntegratedDataBases

ManagementInformation/DecisionSupportSystems

ExpertSystems

Computer-BasedInformationSysManagingEngineeringandTechnology

ThirdEdition

BabcockandMorseOrganizingChapter5ManagingEngineeringandTechnChapterObjectivesAnalyzethedifferentformsofanorganization

DeterminedifferentorganizationalstructuresChapterObjectivesAnalyzetheAdvancedOrganizer

AdvancedOrganizer

LegalFormsofOrganizationSoleProprietorshipFewlegalrestrictionsOwnerforcedtomakealldecisionsProfitstaxedonceLegalFormsofOrganizationSolLegalFormsofOrganizationPartnershipTwoormorepartnersEasytoorganizePartnersdoindividualtaxUnlimitedliabilityforpartnersdebtsLegalFormsofOrganizationParLegalFormsofOrganizationCorporationsOwnedbyshareholdersNoliabilitybeyondstockTaxedtwiceSubjecttomanystateandfederalcontrolsLegalFormsofOrganizationCorLegalFormsofOrganizationCooperativesOwnedbyusersandcustomersUsuallytaxfreeLegalFormsofOrganizationCooPatternsofDepartmentationBasicFunctionalProductGeographicMixedPatternsofDepartmentationBasSpansofControlSubordinatetrainingNatureofjobsRateofchangeofactivitiesandpersonnelClarityofdelegationStaffassistanceSpansofControlSubordinatetrLineandStaffRelationshipsLine:Superior/SubordinaterelationshipstypicallyrepresentedverticallyinorganizationalchartsLineandStaffRelationshipsLineandStaffRelationshipsStaff:Advisoryinnature,degreeofinfluencemayvaryProvideadviceonrequestRecommendationswhenappropriateMustbeconsultedbylinebuthavenodirectauthorityConcurringauthority-vetoauthorityoverlineLineandStaffRelationshipsStLineandStaffRelationshipsService:CentralizedsupportfunctionsCustodialSecurityMedicalLineandStaffRelationshipsSeLineandStaffRelationshipsFunctional:SpecializedauthorityAsbindingaslineauthorityUsuallyproceduralBudgetformatsComputersystemsCafeteriaLineandStaffRelationshipsFuTeamsSmallgroupofpeopleServeinterestsofitsmembersExchangeideasfreelyandclearlyHavecommongoalsCommittedtoachievinggoalsEachteammembertreatedequallyTeamsSmallgroupofpeopleImpactofInformationRevolutionComputer

Internet

IntranetImpactofInformationRevolutiComputerTechnology’sImpactontheWorkForceFactoryworkerswillrequireahigherlevelofskillsVisualizationConceptualthinkingKnowledgeofproductionprocessStatisticalinferenceOralandvisualcommunicationAttentivenessIndividualresponsibilityComputerTechnology’sImpactoManagingEngineeringandTechnology

ThirdEdition

BabcockandMorseSomeHumanAspectsofOrganizingChapter6ManagingEngineeringandTechnAdvancedOrganizer

AdvancedOrganizer

ChapterObjectivesDescribethestepsinstaffingtechnicalorganizations

ExplaintheimportanceofdelegationChapterObjectivesDescribetheStaffingTechnicalOrganizationsIdentifytheSkillBaseEstimatetheNumberofPersonnelPlanRecruitingPoliciesSelecttheBestApplicantsOrientandTrainApplicantsEvaluatePerformanceProvideCompensationStaffingTechnicalOrganizatioNewHiresEstablishtheneedfornewhires

DeterminesourcesfornewhiresNewcollegegraduatesExperiencedprofessionalsTechniciansupportOthersourcesNewHiresEstablishtheneedfoHumanResourcePlanning

SelectionUsuallyinvolvesseveralstepsinafilteringprocessApplications/ResumesreviewedInterviewsaccomplishedReferencescheckedCandidatespassinginitialscreensformallyinterviewedHumanResourcePlanning

SelectResumeThefirstimpressionanengineermakesisusuallythroughtheresumeResumeThefirstimpressionanEmploymentApplicationIftheresumecreatesafavorableimpressionthejobcandidatewillbeaskedtofilloutanapplication

MayberedundantwiththeresumebutwillusuallyleadtoaninterviewEmploymentApplicationIftherCampusInterviewGraduatingengineertypicallymakescontactwithpotentialemployersoncampusSuccessfulcampusinterviewsApplicantlearnsaboutemploymentopportunitiesandotheradvantageswithfirmInterviewerlearnsenoughabouttheapplicantCampusInterviewGraduatingengSite(Plant)VisitMeanscompanyhasasubstantialinterestNormallymeansthreeorfourstaffinterviewsWouldincludeatouroftheareainwhichthecandidatewillworkNormallyincludesabriefingoncompanybenefitprogramsandgeneralcompanypoliciesSite(Plant)VisitMeanscompanTheJobOfferIsaformalletterofferingspecificpositionandidentifiesSalaryReportingdatePositionandtitleThesupervisorthecandidatereportstoProvisionsregardingmovingexpenses(ifapplicable)TheJobOfferIsaformalletteOrientationandTrainingHelpsnewcomerbecomeawareoforganizationandvaluesOrientationandTrainingHelpsOrientationandTrainingSomecorporationsHoldorientationclassesRotatenewcomersthroughshortassignmentsinvariouskeydepartmentsIncludestotalsocializationofnewcomertotheenvironmentandcultureoftheorganizationOrientationandTrainingSomecAppraisingPerformanceProvidefeedbacktotheemployeeProvideguidanceonhowtoimproveperformanceProvideaperformancebasisforrewards/promotionsProvideobjectivedocumentationforactionsagainstnon-performers

AppraisingPerformanceProvideSourcesofPowerLegitimateorformalauthorityRewardCoerciveExpertReferentSourcesofPowerLegitimateorCommitteesReasonsforusingcommittees

Policymaking/administration

Representation

Sharedknowledge

Securingcooperation

Poolingofauthority

TrainingofparticipantsCommitteesReasonsforusingcoEffectiveCommitteesCommitteepurposeandchairSizePreparation–agendaConductofmeetingMeetingfollow-upEffectiveCommitteesCommitteeManagingEngineeringandTechnology

ThirdEdition

BabcockandMorseMotivatingandLeadingTechnicalPeopleChapter7ManagingEngineeringandTechnAdvancedOrganizer

AdvancedOrganizer

ChapterObjectivesRecognizethedifferentviewsofmotivation

DescribethenatureofleadershipChapterObjectivesRecognizethMotivationMcGregor’sTheoryXandTheoryY

Contenttheories

ProcesstheoriesMotivationMcGregor’sTheoryXMotivationContentTheoryBasedonhumanneedsandpeople’sefforttosatisfythemMaslowHerzbergMcClellandMotivationContentTheoryMaslow’sHierarchyPhysiologicalSafetyLoveEsteemSelf-actualizationMaslow’sHierarchyPhysiologicaHerzberg’sTwo-FactorTheoryMotivatorfactorsthatareintrinsictothejob

HygienefactorsthatareintrinsictothejobHerzberg’sTwo-FactorTheoryMoMcClelland’sTrioofNeedsAchievement

Power

AffiliationMcClelland’sTrioofNeedsAchiMotivationProcessTheoryAssumesthatbehavioralchoicesarebasedonexpectedoutcomesEquity-AdamsExpectancy-VroomBehaviorModification-SkinnerMotivationProcessTheoryLeadershipNatureofLeadershipItistheabilitytogetpeopletodowhattheydon’twanttodoandlikeitLeadershipTraitsPhysicalQualitiesPersonalAttributesCharacterAttributesIntellectualQualitiesLeadershipNatureofLeadershipLeadershipContinuumAutocraticDiplomaticConsultativeParticipativeLeadershipContinuumAutocraticDifferencesAmongTechnicalProfessionalsScientistsversusengineers

FieldoftechnicalemploymentDifferencesAmongTechnicalPrManagingEngineeringandTechnology

ThirdEdition

BabcockandMorseControllingChapter8ManagingEngineeringandTechnAdvancedOrganizer

AdvancedOrganizer

ChapterObjectiveExplaindifferentfinancialandnon-financialsystemsChapterObjectiveExplaindiffeControllingDefinition“CompellingEventstoConformtoPlans”ControllingDefinition“CompellControlProcessEstablishPerformanceStandards

PlanningMeasureActualPerformanceComparePerformancewithStandards

MeasurementofVariance

FeedbackandAnalysisCorrectiveActionControlProcessEstablishPerfoControl:

ClosedLoopvs.OpenLoopClosedLoopAutomaticorcyberneticMonitorsormanagesprocessbyinternal,self-regulatingsystemEssentialfeatureisstrongfeedbacksystemExample:HomethermostatsystemControl:

ClosedLoopvs.OpenControl:

ClosedLoopvs.OpenLoopOpenLoopRequiresexternalmonitoringoragenttoactivatecontrolExample:CruisecontrolonanautomobileControl:

ClosedLoopvs.OpenTimingofControlFeedbackControl(Output)MeasuressystemoutputandvariancewithpredeterminedstandardAdjustssystemtomaintainvariancewithinaspecifiedrangeTimingofControlFeedbackContTimingofControlScreeningControl(Concurrent)ControlappliedconcurrentlywitheffortbeingcontrolledTimingofControlScreeningConTimingofControlFeedforwardControl(SteeringorPreliminary)Attemptstopredicttheimpactofcurrentactions/eventsCurrentdecisionsarerefinedtofacilitategoalattainmentTimingofControlCharacteristicsofEffectiveControlSystemsEffectiveEfficientTimelyFlexibleUnderstandableTailoredHighlightdeviationsLeadtocorrectiveactionsCharacteristicsofEffectiveCThreeTypesofControlFinancial

HumanResource

SocialThreeTypesofControlFinanciaFinancial

ThreeMajorStatementsIncomeStatementShowsfinancialperformanceofafirmoveraperiodoftimeCashFlowShowswherecashcomesfromandwhatitisusedforBalanceSheetShowsthefirm’sfinancialpositionataparticularinstantintimeAssetsandliabilitiesFinancial

ThreeMajorStatemeRatioAnalysisRatiosoftwofinancialnumberstakenfromfinancialstatementsandcomparedtoindustryaveragesFourTypesLiquidity:MeasuresabilitytomeetshorttermobligationsRatioAnalysisRatiosoftwofiRatioAnalysis,cont.Leverage:Measuresthelevelofdebtinafirm’sfinancialstructureActivity:MeasureshoweffectivelyafirmusesitsresourcesProfitability:MeasuresprofitproducingperformanceoffirmRatioAnalysis,cont.Leverage:BudgetsFinancialBudgets:IdentifysourcesofcashandintendedusesCashBudgetsCapitalExpenditureBudgetsBalanceSheetBudgetBudgetsFinancialBudgets:IdeResponsibilityCentersCostCentersManager’sprimaryconcerniscontrolofcostsRevenueCenterManager’sprimaryconcernisattainingrevenuetargetProfitCenterManagerhasmorefreedomtomanipulatecoststoincreaseprofitResponsibilityCentersCostCenBudgetPreparationTopManagementEstimatesoffuturesalesandproductionPrioritiesusedtomeetnewobjectivesMiddleManagementPreparesproposedrevenueandexpensebudgetsdesignedtoattainestimatedsales/productionlevelsBudgetPreparationTopManagemeAuditsofFinancialDataVerifyaccuracyoffirm’sfinancialdataMaybeinternalorexternalInternalauditsalsoevaluateorganizationalefficiencyAuditsofFinancialDataVerifyNon-financialControlsManagementAuditsEvaluateefficiencyHumanResourcesAccountingQuantifiesthevalueofhumanresourcesinvestmentCostsofrecruitingCostsoftrainingCostsofprocessimprovementNon-financialControlsManagemeNon-financialControlsSocialControlsStandardsComparisonwithoutcomesCorrectiveactionNon-financialControlsSocialCNon-financialControlsEffectivenessofresearchactivitiesSystemsforreleaseofdrawingreleaseInventorycontrolQualitycontrolNon-financialControlsEffectivManagingEngineeringandTechnology

ThirdEdition

BabcockandMorseManagingtheResearchFunctionChapter9ManagingEngineeringandTechnAdvancedOrganizer

AdvancedOrganizer

ChapterObjectivesExplainproductandtechnologylifecyclesDescribethelegalmeanstoprotectaperson’sideasAnalyzethenatureofcreativityChapterObjectivesExplainprodProductandTechnology

LifeCyclesAnewproductbeginsasanideaforthesolutionofaproblemorthesatisfactionofaneed

SolutionstodayaretheproblemsoftomorrowProductandTechnology

LifeCResearchandDevelopmentBasicResearch

AppliedResearch

DevelopmentResearchandDevelopmentBasicPatentTypes

DesignPatentsafixeddesignor“look”ofanobjectUtilityPatentscompositionofmatter,process,methodorapparatusPlantPatentsSoftwarePatentsPatentTypesDesignPatentsCriteriaforPatentabilityNoveltyUsefulnessNon-obvioustosomeone“skilledintheart”CriteriaforPatentabilityNoveLaboratoryNotebooks...LegallySpeakingThebestprimaryrecordofinventionisnumbered,boundlaboratorynotebooks.Pagesskippedornotcompletelyfilledinbywritinghavealinedrawnthroughtheunwrittenportion(s).LaboratoryNotebooks...LegallLabNotebooks...cont.Contemplatedorplannedexperimentsarewrittenoutaspreciselyaspossible,withresultsrecordedassoonastheyareobtained.EachpageisinitialedanddatedbythepersonwhodirectstheexperimentsLabNotebooks...cont.ContemplLabNotebooks...cont.EachpageisinitialedanddatedbythepersonwhoconductstheexperimentsByfollowingtheserules,acompleteandtimelyrecordationoftheexperimentalwork,inamannerwhichislegallyrecognizedas“highlyprobativeevidence”willbeobtained.LabNotebooks...cont.EachpagDocumenttheDateofConceptionMakenumberedanddatedcomprehensivesketchesandwrittendescriptionoftheconcept.Signanddatealldocumentswiththeinventorandtwowitnesseswhoare:nottheinventorfullyunderstandtheideaexpectedtobearoundyearslatertotestifyincourtifnecessaryDocumenttheDateofConceptioTrademarksAdistinguishingsymbol,design,markorwordusedbyamanufacturertoidentifyhisproductfromhiscompetitors’.Amark,characterorsymbolbywhichanotherentityisrecognizedorassociated.TrademarksAdistinguishingsymCopyrightsAcopyrightisagrant,bytheUnitedStates,toanauthorfortherighttoexcludeothers(foralimitedtime)fromreproducinghis/herwork.Acopyrightisownedbytheindividualauthorexceptinthecaseofa“workforhire”,wherebytheemployerownsthecopyright(17USC201a-b)CopyrightsAcopyrightisagraTypesofCopyrightsLiteraryworksMusicalworksDramaticworksChoreographicworksPictorialworksMotionPictures/VideosSoundRecordingsTypesofCopyrightsLiterarywoCreativityCreativityistheabilitytoproducenewandusefulideas

ThecreativeprocessPreparationFrustrationandincubationInspirationandilluminationVerificationCreativityCreativityistheabProblemSolvingToolsandTechniquesIdeas

Brainstorming

DataAnalysis/Collection

ThinkingProcess/SolutionDevelopment

ProblemSolvingToolsandTechBrainstormingParticipationofeachmemberNocriticismofideasNodiscussionduringthebrainstormingIdeasrecordedasstatedBrainstormingParticipationofNominalGroupTechnique

StructuredBrainstormingSilentgenerationRoundrobinphaseClarificationVotingandrankingTabulationNominalGroupTechnique

StructCreativityandtheInnovationProcessInvention(thecreativeprocess)onlyproducesideas.Theyarenotusefuluntiltheyarereducedtopracticeanduse,whichistheprocessofinnovation.IdeaGeneratorEntrepreneurGatekeepersProgramManagersSponsorsCreativityandtheInnovationManagingEngineeringandTechnology

ThirdEdition

BabcockandMorseManagingEngineeringDesignChapter10ManagingEngineeringandTechnAdvancedOrganizer

AdvancedOrganizer

ChapterObjectivesDescribethephasesorstagesinsystemsengineeringandthenewproductdevelopmentprocessRecognizeproductliabilityandsafetyissuesRecognizethesignificanceofreliabilityandotherdesignfactorsChapterObjectivesDescribetheNewProductDevelopment-StagesConceptualTechnicalFeasibilityorConceptDefinitionDevelopmentCommercialValidationProductionProductSupportDisposalStage

NewProductDevelopment-StagConcurrentEngineeringSetofmethods,techniques,andpractices,that:ConsiderationwithindesignphaseoffactorsfromlaterincycleProducedesignofprocessesFacilitatereductionoftimerequiredtotranslatedesignintoproductsUserabilitytomeet