The Engineer as a Future Manager

Transcription

1 The Engineer as a Future Manager Professor Dr.-Ing. Uwe Dombrowski Dipl.-Wirtsch.-Ing. Stefan Schmidt, M.S.I.E. Presentation for the European Academy on Industrial Management Warsaw, September 3, 2004

2 Agenda 2 1. The Institute for Production Management and Operations Research 2. Changes in the Industrial Environment 3. The Role of the Engineer 4. Enabling the Engineer to become a Future Manager

3 Curriculum Vitae Apprenticeship in technical drawing at the Rheinstahl Hanomag AG, Hanover Position at the Philips Medizin Systeme GmbH in Hamburg, Division Manager and Authorized Officer Studies of mechanical engineering with specialization in production technology at the University of Applied Sciences in Hamburg Studies of mechanical engineering with specialization in production technology at the University of Hanover Research engineer at the IFA led by Professor Dr.-Ing. E.h. Dr. sc. h.c. Dr.-Ing. Wiendahl 1987 Doctorate degree (Dr.-Ing.) at the University of Hanover 1997 Position at the Dr.-Ing. h.c. F. Porsche AG in Stuttgart Director of global parts service and Managing Director of global vintage-car service 2000 Appointed professor at the Technical University of Braunschweig and executive director of the Institute for Production Management and Operations Research 2004 Member of the review board Manufacturing Engineering of the Deutsche Forschungsgemeinschaft (DFG) (German Research Foundation)

4 Fields of Research and Consulting Projects Consulting Projects Fields of Research 4 Enterprise analysis Digital factory Information management and -systems Factory planning PPC/ERP and logistics Management systems and enterprise organization Simulation Business process analysis and engineering Location and general development Organization of production Material flow and materials handling Factory layout Warehouse planning and transportation Designing the office area Consulting Projects Production planning and control Implementation and tuning of PPC and ERP-systems Introduction of production control stations Supply chain management Simulation of production facilities Consulting Projects Interactive, participative factory design Simulation und virtual reality in factory design Flexible, versatile, temporary and mobile factories Knowledge management in factory design Fields of Research Spare parts logistics (especially end of life supply) Integration of factory planning, simulation and PPC Methods of manufacturing control (simulation) Fields of Research Business process modeling and engineering Decentralized knowledge management Implementation and integration of management systems Lean management Change management Role- and aspect- based documentation systems Integration of knowledge and process management Knowledge management-aided quality management

5 Changes in the Industrial Environment CAD / PPC Virtual reality 5 Information processing Manual drawing Model building Simulation ERP CAM CIM CAP Transfer routine Industrial robots Complete processing Production technology Transmissions Single drives Digital controls Flexible production Shop programming Flexible production cells Social system Social security Division of labor Quota wage Responsibility Co-determination Reduction of work load Group work Creativity Selforganization Source: Warnecke

6 Future Changes in the Industrial Environment 6 Information processing e-business Enterprise application integration (EAI) Virtual reality Digital factory Mixed reality Production technology Ability to change and mobility Production networks Product follows market Pay on production Mass customization Social system Globalisation Life-long learning e-learning

7 Drivers for Change 7 Products Markets Number of orders (Global) Competition Human Resources - Qualifications - Motivation - Costs Organization Management Methods IT Changes in Industrial Production Laws Directives Agreements Finance Capital markets Technological Innovations Locations Buildings Machines Equipment Processes Source: Westkämper

8 Requirements for Competitiveness Flexibility Speed 8 Product variety Adaptability of production facilities Production on demand... Time to market Lead time Delivery time... Profitability Capital lockup Complexity Operating costs Investments... Time Mobility Quality Costs of factory relocation Speed of factory relocation... Product quality Process quality...

9 The Engineer s Role in Industrial Management Superiors Social Framework IFU Model of an Enterprise 9 Customer Engineer Subordinate Product planning Product creation process Supporting functions Research and development Accounting and controlling Finance Co-worker Management systems and methods Human resources management Process planning Sales planning/ Marketing Production planning Purchasing Production Distribution Service Order processing process

10 Required Qualifications for the Engineer Technical knowledge Personal traits and attitudes Additional methodical knowledge Willingness to perform Flexibility Independence Ability to assert oneself Ability to manage conflicts Project management Languages Time management Information management Presentation techniques 10 Social competence Ability to learn Capacity for teamwork Communication skills Structured thoughts Multidisciplinarity Source: Impuls-Stiftung/ Institut der deutschen Wirtschaft Köln

11 Technological Development in Comparison with Span of Working Life 11

12 Prerequisites for Future Managers Capability for Management 12 Analytical skills / Ability for structured thinking Feeling for numbers Ability for coping with complexity Technical knowledge Entrepreneurship Creativity ENGINEER Innovators (e.g. research and development) Planning functions (e.g. production planning) General management positions Opportunity for Influencing the Future

13 Suitability of Engineers for Management Positions Engineers hold top executive positions. 13 Top executives of FTSE 100 companies by subject of qualification 100% 90% 80% 70% 60% 50% 40% 30% Other disciplines Accountants Engineers 20% 10% 0% Industry Commerce Finance All sectors FTSE 100: Index of the FTSE group, which originated from the Financial Times and the London Stock Exchange Source: Engineering Council (UK) and ETB: Digest of Engineering Statistics 2003/4

14 Enabling Engineering Students and Engineers to become Future Managers 14 A country s competitiveness doesn t begin in a factory or in a research lab. It begins in the classroom. (Henry Ford) Equipment: Multimedia training facilities Video conference and presentation systems ERP lab (SAP, BAAN,...) Production data terminal Simulation tools Events: Classes and exercise courses Workshops and tutorials Case studies and business games Training in special topics Project-related qualification... Clients: Students Industrial enterprises Consulting companies...

15 University - Industry Collaboration Consulting projects for industry - Application of scientific knowledge Assignments of acadmemics to workplaces in industry Contact to students (internships, workforce) Workshops and tutorials University Creation of scientific knowledge Industrial enterprise Internships for students Theses topics with industrial application Real-life case studies... Student field trips Guest lectures

16 16 The Engineer as a Future Manager Thank you for your attention.

17 BACK-UP

18 Digital Factory / Virtual Reality Technology Planning table Projection on multiple screens (CAVE) Workbench Software Stereoprojection Holobench

19 Spare Parts Supply after the End of Series Production Production quantity per year wear parts Primary product SOP EOP EDO Start of production End of production End of delivery obligation Years breakdown parts Series production Demand after End of series production SOP EOP EDO Compatible parts Supply strategy 1 End-of-life supply Internal remanufacturing External remanufacturing Supply strategy 2 Supply strategy n Supply strategy 2 Supply scenario comprising different supply strategies Repair Supply strategy n Used parts Supply strategy n

20 Different Layers of the IQ-move Documentation System Flugzeugwartung Prozesseigner: Platzhalter - Prozesseigner Übergeordneter Prozess: WF- Prozesslandkarte Planung Eigenleistung Unscheduled Maintenance planen Störungen beheben Line Maintenance (< 6 h) planen Vorbereitende Arbeiten durchführen Routine Instandhaltung durchführen Non-Routine Instandhaltung durchführen Freigabe erteilen Nachbereitende Tätigkeiten durchführen Folgeschicht planen, steuern, überwachen Line Maintenanxe (> 6 h) planen Fremdleistung (Vergabemanagement) Liegezeiten planen Vergabebedarf feststellen und Vergabe vorbereiten Liegezeit betreuen Liegezeit nachbereiten. Liegezeit vorbereiten Prozesseigner: Herr Seufert, WF1/F Störprozesse: Übergeordnete Prozesse: Vergabebedarf feststellen und Vergabe vorbereiten Anwendungsbereich & Ausschlüsse Leistungseinkäufer (WF 1/F) Vertrag mit Annex B abschließen P/O eröffnen Halter zur Behördengenehmigung auffordern Voraussetzungen gegeben? TOP- Voraussetzungen veranlassen Contractor auf LHT Verfahren einweisen Liegezeitenvorbereitungsgegespräch führen Arbeitspaket übergeben Liegezeiten Information verteilen Angr. Proz. Tätig. Dok. Angrenzende Prozesse Tätigkeitsbezogene Dokumente Finales Arbeitspaket erstellen Dokumentenbereitstellung Process description