-- CHAPTER 1 -What

is
engineering
management?
Engineering management is
the field concerned with the
application of engineering
principles to the planning &
operational management of
industrial & manufacturing
operations.
Engineer possessing both
abilities to apply engineering
principles and skills in
organizing & directing people
and projects.
Engineering
Challenges:
1.

2.

3.

Managers

Successful engineering
managers
typically
require training and
experience in business
and
engineering.
Technically,
incompetent
managers tend to be
deprived
(disadvantaged)
of
support
by
their
technical team, and
non-commercial
managers tend to lack
commercial
acumen
(expertise) to deliver in
a market economy.
Largely,
engineering
managers
manage
engineers
who
are
driven
by
non-entrepreneurial
thinking,
and
thus
require the necessary
people skills to coach,
mentor and motivate
technical professionals.
Engineering
professionals
joining
manufacturing
companies sometimes
become
engineering
managers by default
after a period of time.
They are required to

learn how to manage

once they are on the job,
though this is usually an
ineffective
way
to
develop
managerial
abilities.
-- CHAPTER 2 -Function of engineering
Management
Planning:
Planning is the main function
of management: involves
setting objectives, provides
method
for
identifying
objectives, determining a
course of action and design
sequence of programs and
activities
to
achieve
objectives.
Planning
requires
the
managers: to be aware of
environmental
conditions
facing their organization,
forecast future conditions, be
good decision makers
Organizing:
An organization is a group of
individuals
who
work
together toward a common
goal, to work together most
efficiently
in
a
team,
members need to know the
parts to play (roles) and how
these roles relate to one
another,
designing
and
maintaining these systems of
roles is called organizing.
Organizing
involves:
identification
and
classification of required
activities,
grouping
of
activities to obtain objectives,
assignment of a manager to
each group with the authority,
provision for coordination
horizontally and vertically.
Leading:
Leading involves the social
and informal sources of
influence that you use to

inspire
others.

action

taken

by

If managers are effective

leaders, their subordinates
will be enthusiastic (keen)
about exerting (applying)
effort to attain organizational
objectives.
The behavioral sciences
have
made
many
contributions
to
understanding this function of
management.
Controlling:
It is a critical function to
ensures all management
functions
of
planning,
organizing and leading and
also mechanical process of
an organization perform as
planned (compelling events
to conform to plans).
To ensures that performance
does not deviate from
standards
Importance of planning to
engineering management:
Planing
provides
a
method of identifying
and
designing
a
sequence of program
and
activities
to
achieve
these
objectives.
Planning
simply
as
deciding in advance
what to do, how to do it,
when to do it, and who is
to do it, obviously
precede doing.
Component of Planning
Process:
Determine
the
organization
objectives.
Develope
comprehensive
strategy to archives
objectives.
Design tactical and

operation
plans
achieve objectives.

to

Organizing Roles by key

activities:
Effective
organizing
must first consider basic
mission
and
long-range objectives
established
for
the
organization and the
strategy. Therefore, key
activities have to be
considered first.
Organizing involves the
design of individual
jobs
within
the
organization (duties &
responsibilities, how to
be carried out, nature of
jobs).
Organizing at the level
of
the
organization
involves deciding how
best
to
departmentalize,
or
cluster,
jobs
into
departments
to
coordinate
effort
effectively
(function,
product,
geography,
customer).
Many
larger
organizations
use
multiple methods of
departmentalization.
Organizing at the level
of a particular job
involves how best to
design individual jobs
to most effectively use
human resources.
-- CHAPTER 3 -Decision
making
tools
under risk management:
Expected Value
Provides
the
highest
expected value from given
future states of nature &
probabilities.
Decision Trees
Begin with single decision
node (alternative radiate) to
chance node to several
possible futures with a

probability of occurring and

outcome value.
Queuing Theory
Identifying
the
optimum
number of servers needed to
reduce overall cost.
Risk as Variance
Variability
of
outcome,
measured by the variance or
its square root, the standard
deviation.
Forecasting Definition
To predict/approximate what
a certain future event or
condition to be forecast.
Major
Components
of
Forecasting:
Time Frames
Short-range (one to two
months).
Medium-range
(two
months to one or two
years).
Long-range (more than
one or two years)
Patterns
Trend
Random variations
Cycles
Seasonal pattern
-- CHAPTER 4 -Strategies CQI under TQM
Concept:
1. Top
Management
Support
TQM
involve
extensive
charges to the way an
organization operates in the
aspect of policy, philosophy,
objectives,
system
and
procedures,
organizational
structure and culture.
Changes can only be done
successfully
by
the
overwhelming support and
commitment if the top
management.
2.

Quality
Strategic
Planning
The purpose is to identify the

department carry out an

exact roles (being the right
thing).
Need to identify the main
customer who is, what are
the main requirements and
what are the main output.
This makes the basic of the
formulation of the vision,
mission,
objective
and
strategies.
3.

Customer First

Whether a quality output is

determined by the customer.
Quality output or satisfying
customers expectations.
Action on customer first:
Identifying the customer
Identifying the need of
customers
Translate
customer
need
into
quality
standard output
Create
production
output
Execute process
4.

Training
Recognition

&

Training
is
the
basic
requirement for the success
of TQM.
Knowledge and skill to
ensure that the quality of
output while avoiding human
error.
Top Management should be
given quality training.
Knowledge and skills in
cascade to the entire
organization.
Training
planned,
implemented and evaluated
for effectiveness and on an
ongoing basic.

5.

Team Spirit

Purpose: Get comprehensive

involvement.
Benefit:
Exchange
of
information and ideas, beliefs,
open communication.
6.

Performance
Measurement

Purpose:
Determine
quality level output.

the

Provide info on: Performance

of work process, the level of
conformance, the process
problematic,
action
improvement.
7.

Quality Assurance

Emphases the prevention of

some Quality problems in the
process of production output.
This will ensure production
output meet the goal of zero defect.
Related to clients charter and
rehabilitation services.
-- CHAPTER 6 -Categories of Maintenance:
1. Corrective/Breakdown
maintenance
Corrective or Breakdown
maintenance implies that
repairs are made after the
equipment is failed and can
not perform its normal
function anymore.
Quite justified in small
factories where:
Down
times
are
non-critical and repair
costs are less than other
type of maintenance.
Financial justification for
scheduling are not felt.
2. Scheduled Maintenance
Scheduled maintenance is a

stitch-in-time procedure and

incorporates:
Inspection
Lubrication
repair and overhaul of
equipments
If neglected can result in
breakdown
generally
followed for:
overhauling of machines
changing
of
heavy
equipment oils
cleaning of water and
other tanks etc.
3. Preventive Maintenance
Principle:
Prevention
is
better than cure
Procedure: Stitch-in-time
It:

locates weak spots of

machinery
and
equipments
Provides
them
periodic/scheduled
inspections
and
minor repairs to reduce
the
danger
of
unanticipated
breakdowns.

4. Predictive
(condition-based)
Maintenance
In predictive maintenance,
machinery conditions are
periodically monitored and
this enables the maintenance
crews to take timely actions,
such as machine adjustment,
repair or overhaul.
It makes use of human sense
and
other
sensitive
instruments, such as:
audio gauge, vibration
analyzer,
amplitude
meter,
pressure,
temperature
and
resistance strain gauges
etc.
Unusual sounds coming out
of a rotating equipment
predicts a trouble.

An excessively hot electric

cable predicts a trouble.
Simple hand touch can point
out many unusual equipment
conditions and thus predicts
a trouble.
Total
Productive
Maintenance
Concept
Definition:
TPM
is a system of
maintaining & improving
the integrity of production
&
quality
systems
through the machines,
equipments,
processes
and employees that add
business
value
to the
organization.
TPM focuses on keeping all
equipment in top working
condition
to
avoid
breakdowns & delays in
the
manufacturing
process.
TQM vs. TPM
TQM
Focuses on quality of
the product.
Attempts to increase
the quality of goods,
services
&
concomitant customer
satisfaction by raising
awareness of quality
concerns across the
organization.
TPM
Focuses
on
the
equipment used to
produce the products by
preventing
equipment
break-down, improving
the quality of the
equipment
&
standardizing
the
equipment.
TPM can be seen as a
way to help achieving
the goal of TQM.