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Engineering Management
in a Global Environment
Guidelines and Procedures
Engineering Management
in a Global Environment
Guidelines and Procedures

By M. Kemal Atesmen
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742

© 2017 by Taylor & Francis Group, LLC

CRC Press is an imprint of Taylor & Francis Group, an Informa business

No claim to original U.S. Government works

Printed on acid-free paper

Version Date: 20161205

International Standard Book Number-13: 978-1-138-03574-4 (Paperback)

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Library of Congress Cataloging‑in‑Publication Data

Names: Atesmen, M. Kemal, author.

Title: Engineering management in a global environment : guidelines and
procedures / M. Kemal Atesmen.
Description: Boca Raton : Taylor & Francis, a CRC title, part of the Taylor &
Francis imprint, a member of the Taylor & Francis Group, the academic
division of T&F Informa, plc, [2017] Includes index.
Identifiers: LCCN 2016040405 | ISBN 9781138035744 (pbk. : alk. paper) | ISBN
978131526131 (ebook)
Subjects: LCSH: Engineering--Management. | International business
enterprises--Management.
Classification: LCC TA190 .A84 2017 | DDC 620.0068--dc23
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Contents
Preface......................................................................................................................vii
Acknowledgments .....................................................................................................ix
Author .......................................................................................................................xi
Introduction ............................................................................................................ xiii

Chapter 1 Typical Engineering Organizations......................................................1

Changing Engineering Environment ...................................................1
Types of Engineering Organizations ....................................................2
Checklist for Chapter 1 ...................................................................... 10

Chapter 2 Hiring Engineers and Technicians for an Engineering Organization ...15

Engineering Department’s Personnel Needs...................................... 15
Interviewing Candidates .................................................................... 17
Hiring a Potential Candidate .............................................................. 18
Checklist for Chapter 2 ...................................................................... 19

Chapter 3 Mentoring Engineers and Technicians

in an Engineering Organization ......................................................... 23
Assigning a Mentor ............................................................................ 23
Mentor Responsibilities ......................................................................24
Typical Interactions Between a Mentor and a Mentee .......................25
Checklist for Chapter 3 ......................................................................26

Chapter 4 Work Assignments for Engineers and Technicians............................ 29

Work Assignments for Novice Subordinates ..................................... 29
Work Assignments for Experienced Subordinates ............................. 30
Work Assignments for Firefighting .................................................... 32
Unexpected Changes in Work Assignments ...................................... 33
Checklist for Chapter 4 ...................................................................... 33

Chapter 5 Meetings ............................................................................................. 37

Meeting Preparation ........................................................................... 37
Meeting Management ......................................................................... 39
Global Meetings ................................................................................. 42
Checklist for Chapter 5 ...................................................................... 43

Chapter 6 Keeping Up with Technology and a Changing World ....................... 45

Avoiding Obsolescence ...................................................................... 45
Planning for Training .........................................................................46

v
vi Contents

Protecting the Company’s Intellectual Property ................................ 48

Annual Training Plans ....................................................................... 48
Checklist for Chapter 6 ...................................................................... 50

Chapter 7 Engineering Department Performance Reviews ................................ 53

Performance Review Preparation and Execution ............................... 53
Areas of Performance and Conduct ................................................... 56
Annual Salary Increases and Bonuses ............................................... 57
Promotions .........................................................................................60
Checklist for Chapter 7 ...................................................................... 62

Chapter 8 Laying Off, Firing, or Losing a Team Member ................................. 65

Laying Off a Team Member ............................................................... 65
Firing a Team Member ....................................................................... 67
Losing a Team Member...................................................................... 69
Checklist for Chapter 8 ...................................................................... 70

Chapter 9 Essential Engineering Tools and Workplace Environment ................ 73

Essential Engineering Tools ............................................................... 73
Productive Engineering Department Environment ............................ 75
ISO 9001 and ISO 14001.................................................................... 77
Checklist for Chapter 9 ...................................................................... 78

Chapter 10 Engineering Team Building ............................................................... 83

Subgroups in an Engineering Department ......................................... 83
International Teams ............................................................................ 85
Multidisciplinary Teams .................................................................... 85
Team Leaders ..................................................................................... 87
Cross-Training .................................................................................... 88
Checklist for Chapter 10..................................................................... 88

Chapter 11 Upper Management, Customer, Subcontractor,

and Regulatory Relationships............................................................. 93
Upper Management Relationships ..................................................... 93
Customer Relationships ...................................................................... 95
Subcontractor Relationships ...............................................................97
Regulatory Relationships ................................................................... 98
Checklist for Chapter 11................................................................... 100
Index ...................................................................................................................... 105
Preface
The guidelines presented in this book are the result of my 33 years of experience in
engineering and project management in the global arena. Challenges that I encoun-
tered through the years and the rapidly changing global business environment have
made me modify and improve my engineering management procedures, which have
always focused on providing constant in-depth training to bring out my subordinates’
full potential. Effective engineering management in a global environment begins
with an engineering organization that has been well thought out and accommodates
the requirements of the company, but it also has to be flexible enough to respond to
future demands in a continuously changing world.
Because of today’s high-speed global business environment, engineering orga-
nizations have had to evolve from traditional technology departments to complex,
international, interactive, and cross-functional matrix organizations. This book dis-
cusses the changing engineering environment and provides examples of typical and
evolving engineering organizations.
After an engineering manager has put the ideal engineering organization on paper
and it has been approved by upper management, each spot on that organizational chart
must be filled with the right personnel. This is an unending challenge for engineering
managers in a global workplace environment that involves international pools of engi-
neering and technician talent. Guidelines for finding, interviewing, and hiring the best
candidates for open positions are discussed. After an engineer or a technician has been
hired, that person must be assigned to a mentor. This book discusses how to assign a
mentor, a mentor’s responsibilities, and interactions that occur between a mentor and
a mentee. When the initial training period for new subordinates is complete, the engi-
neering manager can begin to give assignments to them. Work assignments for novice
subordinates and experienced subordinates, as well as guidelines for firefighting and
dealing with unexpected changes, are detailed in the text.
Because an important function of any engineering organization is conducting
effective engineering meetings, this book provides guidelines for meeting prepara-
tion, meeting management, and proper etiquette for international meetings.
Engineering managers and their subordinates must keep up with advancing tech-
nology in an ever-changing world. For this reason, this text discusses how to avoid
obsolescence, how to plan for training, and how to protect a company’s intellectual
property. One of the most important duties of an engineering manager is to conduct
thorough performance reviews for subordinates, so this text also provides guidelines
for preparing performance reviews, awarding salary increases and bonuses, and giv-
ing promotions. Sooner or later, most engineering managers will have to lay off or
fire employees, a topic that is discussed in the text based on my experience with hav-
ing to make these hard decisions.
An engineering department’s employees must have the latest tools at their disposal
and enjoy a stress-free environment to perform effectively and efficiently. Guidelines
for providing the essential engineering tools, developing an effective engineering
department environment, and ISO 9001 and ISO 14001 requirements are detailed.

vii
viii Preface

Engineering managers must cover all the bases to build first-class engineering teams.
This text addresses subgroup team building, international team building, multidis-
ciplinary team building, appointing team leaders, and procedures for cross-training.
Engineering managers cannot keep their teams isolated from others within the
company nor from others outside the company. The book concludes with a discus-
sion of relationships with upper management, other departments, customers, subcon-
tractors, and regulatory agencies.
Acknowledgments
My over 33 years of engineering management and project management experience
involving the automotive, computer, data communication, and offshore oil industries
were made possible by exceptional support from my wife, Zeynep, and my family
members. Sometimes it was necessary for me to be away from home more than half
of the year to tackle challenging project tasks. I dedicate this book to all of the proj-
ect team members with whom I have had the pleasure of working over the years, who
did the hard work with enthusiasm, and who kept coming back to work with me on
yet another project team without any reservations.

ix
Author
M. Kemal Atesmen completed his high school studies at Robert Academy in
Istanbul, Turkey, in 1961. He earned his bachelor of science degree at Case Western
Reserve University, master’s degree at Stanford University, and doctorate at Colorado
State University, all in mechanical engineering. He is a life member of the American
Society of Mechanical Engineers. He initially pursued both academic and industrial
careers and became an associate professor in mechanical engineering before dedi-
cating his professional life to international engineering management for 33 years. Dr.
Atesmen has helped many young engineers in the international arena to bridge the
gap between college and professional life in the automotive, computer component,
data communication, and offshore oil industries.
Dr. Atesmen holds four patents and has published 16 technical papers and six
books: Global Engineering Project Management (CRC Press, 2008), Everyday Heat
Transfer Problems—Sensitivities to Governing Variables (ASME Press, 2009),
Understanding the World Around Through Simple Mathematics (Infinity Publishing,
2011), A Journey Through Life (Wilson Printing, 2013), Project Management Case
Studies and Lessons Learned (CRC Press, 2015), and Process Control Techniques
for High-Volume Production (CRC Press, 2016).

xi
Introduction
Because of today’s high-speed global business environment, engineering organiza-
tions have had to evolve. This book discusses the role of engineering managers in
the rapidly changing engineering environment. Each chapter ends with a checklist
summarizing the guidelines presented in that chapter.
Chapter 1 provides insights into engineering organizations by presenting six dif-
ferent types of organizations commonly encountered within this global engineer-
ing environment. The roles of an engineering manager can be expected to change
continuously. Today’s engineering departments are comprised of different types and
levels of engineers and technicians from multiple countries and cultures, and none of
them has one career mentality.
For an international engineering organization, finding the right people at the
right time for the right position can become quite challenging. Chapter 2 focuses on
finding, interviewing, and hiring candidates for a global engineering department.
Guidelines are provided for matching candidates to open positions.
When a new engineer or technician reports for work, the engineering manager’s
first task is to teach the new subordinate how to operate in a multidisciplinary and
international environment. Chapter 3 details how to begin grooming new engineers
or technicians by assigning them to compatible mentors. A mentor’s responsibilities,
limits of interaction between a mentor and a mentee, and the department manager’s
responsibility for the oversight of a mentor/mentee relationship are covered.
Today’s engineering managers must assign stimulating and challenging tasks in
addition to the more routine ones. Work assignments for novice and experienced
engineers and technicians are covered in Chapter 4. Work assignments to put out
fires and unexpected changes in work assignments are also discussed.
Properly managed, effective, and decisive meetings are vital to the success of an
engineering department. Chapter 5 addresses all aspects of such meetings and pro-
vides procedures for meeting preparation, meeting management, and global meetings.
Engineering managers must plan effectively to keep their people adequately
trained to operate within a multidisciplinary and global environment, in addition to
keeping them challenged and motivated. Chapter 6 provides guidelines for avoiding
obsolescence through training, protecting the company’s intellectual property, and
developing annual training plans for engineers and for technicians.
Detailed performance reviews are an important function of engineering manag-
ers. Well-prepared and well-thought-out performance reviews can further develop
the talent of engineering department team members. Preparing performance
reviews, awarding salary increases and bonuses, and giving promotions are detailed
in Chapter 7.
Every engineering department will have subordinates with different levels of tal-
ent and different levels of ability to get things done. Inevitably, some team members
will become a problem by disrupting the work environment. Engineering managers
should be prepared to lay off or fire an employee, and Chapter 8 provides the guid-
ance for doing so.

xiii
xiv Introduction

An engineering department’s employees must have the latest tools at their dis-
posal and enjoy a stress-free environment to perform effectively and efficiently.
Chapter 9 discusses the engineering tools that are essential for maintaining a stimu-
lating environment, necessary quality management systems, and continuous process
improvement.
Engineering department tasks are usually executed in a team environment.
Chapter 10 addresses the topics of subgroups in an engineering department, inter-
national teams, multidisciplinary teams, choosing team leaders, and cross-training.
The support of upper managers, customers, subcontractors, and regulatory agen-
cies is crucial for the success of an engineering department. Relationships with these
entities must be managed appropriately using well-established procedures. Chapter
11 provides guidelines for such procedures.
 1 Typical Engineering
Organizations

CHANGING ENGINEERING ENVIRONMENT

In today’s global business environment and its high-speed interactions, engineering
organizations have evolved from being simple 10- to 15-people traditional technol-
ogy departments to complex, interactive, and cross-functional matrix organizations.
Many international projects in research, development, manufacturing engineering,
and customer support require various disciplines of technology. These international
project teams are made up of different types and levels of engineers and technicians
from several different countries. You might have an engineer working with a project
team on an automated assembly project installation in Malaysia for a year, and that
person might report on a dotted line to a project manager in Malaysia. To enhance
your customer base and support in Japan, it might be necessary to bring a couple of
Japanese engineers to your U.S. base to train for 6 months to learn the complicated
test procedures for future products. These Japanese engineers would report to you
on a dotted line for 6 months. Or, if your team is designing a new communication
chip in the United States whose several components are being designed in Munich,
Germany, then you and your team members must be in continuous communication
with your counterparts in Germany.
You might be designing and building offshore oil rig equipment in the United
States. After that, you have to install and train Russian engineers and technicians on
Sakhalin Island in Russia. Timely and high-caliber customer support is required for
your company’s final payments. You might be managing a group of engineers who
work from home, and you might never meet face-to-face with these subordinates
during their tenure in your department. Your only interface with them is through
e-mails, teleconferences, and videoconferences. Further complicating this maze of
engineering management issues is that many engineers and technicians are shifting
away from the one-career mentality; therefore, the turnover rate of engineers and
technicians is increasing as we become more and more of a global economy.
Engineering managers must deal with globally expanding and continuously
changing technologies, markets, and customers. They have to know every available
technical resource in their company worldwide, in their consultants’ base, in their
subcontractors’ base, and in the customers’ base. In addition, engineering managers
must be very savvy with regard to their company’s worldwide supportive organiza-
tions, such as the marketing talent, financial talent, legal talent, document control tal-
ent, information technology talent, and shipping and receiving talent, among others.

1
2 Engineering Management in a Global Environment

TYPES OF ENGINEERING ORGANIZATIONS

An engineering organization chart for a medium-size production company in the

United States is shown in Figure 1.1. This engineering organization is for a domestic
company that designs and produces high-technology products in the United States.
The organization is composed of one engineering director and five engineering depart-
ments, each with its own engineering manager. These five engineering departments
have a total of 29 subordinates. The departmental divisions are for administrative pur-
poses, but the five engineering departments share continuous cross-functional respon-
sibilities. For example, design engineers help manufacturing engineers and quality
engineers during production ramp-up of a new product. Design engineers routinely
work with other engineers to modify and update a new product in order to achieve a
high-yielding and reliable product. Design engineers learn during this ramp-up process
all of the ins and outs of manufacturing and test processes. If one of the manufacturing
or test engineers goes on vacation or quits, any one of the design engineers can step
in and fill the vacuum. By wearing different hats, they become more interested in and
excited about their jobs. These types of cross-functional responsibilities create a vast
engineering knowledge network for a company and motivate subordinates to continue
to learn and improve their skills with interesting and challenging assignments. It is
the responsibility of engineering department managers to orchestrate the grooming of
novice engineers to excel in multidisciplinary teams. Engineering department manag-
ers have to set up training programs and performance targets for every subordinate in
order to develop an outstanding multidisciplinary knowledge base and environment
aligned with professional growth targets.
Subordinates groomed in such a multidisciplinary environment will be more stimu-
lated and more challenged. This type of engineering environment also enhances their
personal growth. The down side is that subordinates will become more marketable
and might jump ship if they find better opportunities. It is not possible to keep your
subordinates boxed in. In today’s world, managers must challenge them continuously
and groom them within the multidisciplinary environment of the company. Such an
environment is not confined only to engineering departments; rather, it extends to
sales and marketing, legal, finance, receiving and shipping, and other domestic and
international departments in the company. A multidisciplinary environment will also
expand outside of the company to, for example, customers, subcontractors, regulatory
agencies, and suppliers.
The classical engineering organization depicted in Figure 1.1 is changing quickly
to a much flatter management organization. Engineering managers are utilizing a
global pool of engineering freelancers instead of traditional full-time engineers.
The advantages of using engineering freelancers include lower costs, being able
to make temporary assignments for a given project, and gaining the necessary
expertise very quickly. A global pool of engineering freelancers allows engineering
departments to hire the best candidates for the job all over the world regardless of
their proximity to the main office.
The workplaces themselves are undergoing dramatic changes to stimulate their
engineers. Fully equipped exercise gyms and locker rooms, group tai chi classes, in-
house masseuses, resting cots, and free lunches are becoming the norm. Dress codes,
 Director of
Engineering

Product Manufacturing Quality Design Test

Typical Engineering Organizations

Development Engineering Engineering Engineering Engineering

Engineering Manager Manager Manager Manager
Manager

1 Senior 2 Senior 2 Senior 1 Senior

2 Senior Engineer Engineers Engineers Engineer
Engineers 2 Junior 2 Junior 3 Junior 3 Junior
2 Junior Engineers Engineers Engineers Engineers
Engineers 2 Document
2 Tool Designers 2 Technicians 3 Technicians
Controllers

FIGURE 1.1 Engineering organization chart for a medium-size production company located in the United States.
3
4 Engineering Management in a Global Environment

too, are evolving; for example, male engineers are abandoning suits, ties, and dress
shoes in favor of casual blue jeans, t-shirts, and flip-flops. An example of a multidis-
ciplinary, international, flat engineering organization for a medium-size production
company in the United States is shown in Figure 1.2.
Now let us analyze a different type of engineering organization where the prod-
ucts are becoming smaller, specifications are changing, and critical parameters are
getting tighter and tighter. Such an engineering organization for a medium-size wafer
production company in the United States is shown in Figure 1.3. Wafer production
companies operate in a three-shift, 24/7 environment. Everything is equipment and
process based. It is necessary to be a specialist in certain equipment and processes
in such a production environment. You cannot ask a photolithography engineer to
help a vacuum engineer when a sputtering machine is out of control. The engineer-
ing department shown in Figure 1.3 is much larger because it has to operate over
three shifts every day of the week. This wafer fabrication engineering organization
includes a vice president of engineering, five engineering directors, two engineering
managers, and 48 subordinates.
Every subordinate must be groomed and allowed to grow within their own special-
ized, focused environment. As an example, a photolithography engineer in a wafer
factory will specify lithography equipment, interface with the equipment vendor, and
perform acceptance tests, in addition to specifying the environment (e.g., temperature
and humidity control, cleanliness control, vibration control, voltage fluctuations con-
trol) for the equipment. When the equipment is accepted after several iterations, it is
installed in the factory under the supervision of the photolithography engineer, who
will perform process capability tests on the new equipment for critical parameters.
After the process capability tests, the engineer will perform design of experiments to
optimize the settings for every product that will be run through the new machine. If
a photolithography process goes out of control, the photolithography engineer will be
called to assist, day or night. These professionals are dedicated to their specific tasks
and environment. They improve in their specialty as they gain more and more experi-
ence. They are challenged and excited by tightening critical parameters. They look to
the future for improvements in lithography equipment, brought about in part by the
input they provide to lithography equipment manufacturers regarding what will be
required in the next six months or year. These kinds of dedicated engineers focus on
their process and equipment. They strive to become leaders in their specialty.
Because these special engineers and technicians are not operating in a multidis-
ciplinary environment, it is difficult to stimulate them and keep them at their jobs
for long periods. They are hard to come by globally, which means they can easily
jump ship to a competitor for higher pay or bonuses or a better work environment.
Engineering managers must create a stimulating work environment for these engi-
neers and technicians, gain their respect and trust, direct them, control them, and
help them in any way possible. Greater retention of these individuals can be attained
by creating a stable environment with planned changes, by having enough manpower
to cover all shifts, by awarding time off after necessary all-nighters, and by helping
them maintain a stable personal life by keeping a respectable distance. Engineering
managers can also keep them at the leading edge of their technology by sending
them to appropriate technical conferences and shows.
 Engineering
Manager
Typical Engineering Organizations

1 Lead Product 1 Lead 1 Lead Quality 1 Lead Design 1 Lead Test

Development Manufacturing Engineer Engineer Engineer
Engineer Engineer
1 Senior Quality 1 Senior Design 3 Junior Test
1 Product 2 Junior Engineer Engineer Engineers
Development Manufacturing 2 Junior Quality 3 Technicians
Engineer Engineers 3 Junior Design
Engineers
Engineers
2 Russian Product 2 Technicians
2 Tool Designers
Development 2 Document
Engineers Controllers

FIGURE 1.2 A multidisciplinary, global, flat engineering organization for a medium-size production company located in the United States.
5
 6

Vice
President
of
Engineering

Product Quality, Test, Photolithography Vacuum Plate and Etch

Development and Mask Engineering Engineering Engineering
Engineering Design Director Director Director
Director Engineering
Director 3 Senior 3 Senior 1 Senior
3 Senior Engineers Engineers Engineer
Engineers 3 Junior
Quality Test 2 Mask 4 Junior 3 Junior
Engineering Engineering Engineers Engineers Engineers Engineers
2 Junior
Engineers Manager Manager 1 Draftsman 3 Technicians 3 Technicians 3 Technicians

2 Document
3 Senior 3 Senior Controllers
Engineers Engineers

3 Junior 3 Junior
Engineers Engineers
3 Technicians

FIGURE 1.3 Engineering organization chart for a medium-size wafer production company in the United States.
Engineering Management in a Global Environment
Typical Engineering Organizations 7

It is not possible to utilize a global pool of engineering freelancers for a wafer pro-
duction company such as the one shown in Figure 1.3; however, it is possible to have
a multidisciplinary, flat engineering organization as shown in Figure 1.4. In an engi-
neering organization operating in a 24/7 workplace environment, it is necessary to
have proper manpower planning that allows for backup when a subordinate resigns,
goes on vacation, becomes sick, goes on maternity leave, etc. Such manpower plan-
ning should strive to maintain the normal stress levels of the team; however, there
will be times when the department is unavoidably short handed, and the employees
must put in 70- or 80-hour work weeks. Under high-stress conditions, the leadership
must be caring and provide incentives such as extra time off or bonuses to the engi-
neers so they do not experience burnout. There is no overtime pay for engineering
professionals in most companies.
We live in a global economy. It is difficult to imagine an engineering manager
who does not deal daily with multiple countries and cultures. The management of
international engineering teams, customers, subcontractors, and regulatory and gov-
ernmental agencies is growing more sophisticated, complex, and challenging. An
engineering organization for a medium-size international production company is
shown in Figure 1.5. In this case, the U.S.-based company’s products are developed
in the United States but are produced in Malaysia and South Korea for customers in
Japan. The engineering organization is structured under a U.S.-based vice president
of engineering. The three engineering directors under the vice president of engineer-
ing are U.S. based, Malaysia based, and South Korea based. Two of the four engi-
neering managers are in Malaysia and the other two are in South Korea. Under this
international engineering structure, there are 11 subordinates in the United States
under the product development and customer engineering director, four of whom are
Malaysia based and two Japan based. There are 23 subordinates in Malaysia and 34
subordinates in South Korea.
Two Japanese engineers who support the company’s Japanese customers reside in
Japan and report to the engineering director in the United States. Each year, the two
Japanese engineers come to the company headquarters in the United States for three
months to get trained in new products and new technology. They have good com-
mand of the English language. They sometimes bring their families with them and
stay in company apartments close to the U.S. facilities. The rest of the year, telecon-
ferencing and videoconferencing allow daily communication between the Japanese
engineers and the director of engineering in the United States. The Japanese engi-
neers also visit the company’s manufacturing facilities in Malaysia and in South
Korea during Japanese customer visits to these production factories or if there is
a quality issue with products going to Japan. They also accompany the company’s
engineers and managers calling on Japanese customers. In addition, they teach the
company’s engineers and managers about the history of Japan and business ethics
in Japan, in addition to Japanese phrases that can be used during business introduc-
tions and meetings. Their yearly performance reviews are conducted in Japan by the
U.S. product development engineering director. The director established their annual
salary raises and bonuses to be commensurate with Japanese engineering pay and
incentive levels. A simple example can demonstrate how complex and challenging it
can be to manage two foreign engineers remotely and in another country. Suppose,
 8

Wafer Fabrication
Engineering
Manager

1 Lead 1 Lead 1 Lead 1 Lead 1 Lead 1 Lead 1 Lead

Product Quality Test Mask Lithography Vacuum Plate & Etch
Development Engineer Engineer Designer Engineer Engineer Engineer
Engineer
2 Senior 2 Senior 1 Junior 2 Senior 2 Senior 3 Junior
2 Senior Quality Test Mask Lithography Vacuum Plate & Etch
Product Engineers Engineers Designer Engineers Engineers Engineers
Development
Engineers 3 Junior 3 Junior 1 Draftsman 4 Junior 3 Junior 3 Technicians
Quality Test Lithography Vacuum
2 Junior Engineers 2 Document Engineers Engineers
Engineers
Product Controllers
Development 3 Technicians 3 Technicians 3 Technicians
Engineers

FIGURE 1.4 A flat engineering organization chart for a medium-size wafer production company in the United States.
Engineering Management in a Global Environment
 Vice President
of Engineering
U.S. Based

Product Manufacturing Manufacturing

Development Engineering Engineering
and Customer Director Director
Engineering
Malaysia Based South Korea Based
Director
U.S. Based
Manufacturing Quality Manufacturing Quality
Engineering Engineering Engineering Engineering
Typical Engineering Organizations

2 Senior
Engineers Manager Manager Manager Manager
2 Junior Malaysia Based Malaysia Based South Korea Based South Korea Based
Engineers
U.S. Based 3 Senior 2 Senior 4 Senior 4 Senior
Manufacturing Quality Manufacturing Quality
2 Senior Engineers
Engineers Engineers Engineers
Engineers
3 Junior 2 Junior 6 Junior 4 Junior
2 Junior
Manufacturing Quality Manufacturing Quality
Engineers
Engineers Engineers Engineers Engineers
Malaysia Based
6 Technicians 2 Senior 6 Technicians 2 Senior
1 Senior Test Engineers Test Engineers
Malaysia Based South Korea Based
Engineer 2 Junior 4 Junior
1 Junior Test Engineers Test Engineers
Engineer 3 Technicians 4 Technicians
Japan Based Malaysia Based South Korea Based

FIGURE 1.5 Engineering organization chart for a medium-size global production company.
9
10 Engineering Management in a Global Environment

when the engineering director is visiting Japan, he is invited to the wedding of one
of his Japanese engineers. In this case, it would be to the benefit of the engineering
director to learn Japanese wedding customs and the proper etiquette.
Engineering managers must be well versed in the history of countries that they
are dealing with. For example, if a Japanese customer plans on visiting the South
Korea plant to qualify the plant as a high-volume supplier, it is essential to have the
South Korean engineers prepared for the visit. Most likely the South Korean engi-
neers would know that Japan colonized Korea during the first half of the 20th cen-
tury and established economic and military dominance there. These South Korean
engineers must be advised to restrain themselves from showing any antagonistic
feelings they might have toward their Japanese guests during the qualification visit.
Engineering managers must also be well versed in the religious practices and tra-
ditions of the countries they are dealing with. In Malaysia, for example, it is custom-
ary not to shake hands with a female when meeting her; it would be important to be
aware of this tradition when meeting female engineers in Malaysia, although there
are very few of them. Meetings with Malaysian team members must be scheduled so
they do not interfere with noon prayers. Also, it is necessary to plan on and accept
the fact that the efficiency of Malaysian team members will drop during the fasting
month of Ramadan.
It is much more difficult to set up multidisciplinary, flat engineering organizations
that operate in a global environment (see Figure 1.6). First of all, it is very inefficient
to manage all of the subordinates from a U.S. base in a global engineering organi-
zation such as the one shown in Figure 1.5. It is necessary to find competent and
technologically savvy engineering managers in each foreign country and to routinely
interface with these global managers via teleconferencing and videoconferencing.
Face-to-face visits with these managers and subordinates are necessary at least once
a quarter.
Of utmost importance is training subordinates in the company’s particular techni-
cal field. Multidisciplinary training will likely come in handy in global engineering
environments. For our example company, it might be necessary to send U.S.-based
development engineers overseas to train the Malaysian and South Korean engineers
on location. Such training might include industrial statistics courses to train the
Malaysian and South Korean subordinates in manufacturing quality assurance and
testing. If any of the overseas groups are weak in a certain niche field, it might also
become necessary to send competent consultants overseas to close the deficiency gap
and bring the subordinates up to acceptable skill levels.

CHECKLIST FOR CHAPTER 1

Changing EnginEEring EnvironmEnt
• Engineering managers must deal with globally expanding and continuously
changing technologies, markets, and customers.
• Engineering managers have to know every available technical resource in
their company worldwide, in their consultants’ base, in their subcontrac-
tors’ base, and in the customers’ base.
Typical Engineering Organizations 11

Director of
Engineering
U.S. Based

1 Lead Senior Engineering Engineering

Product Manager Manager
Development Engineer
U.S. Based South Korea Based
1 Senior
Development Engineer
3 Junior
Development Engineers 3 Senior 4 Senior
U.S. Based Manufacturing Manufacturing
Engineers Engineers
1 Lead Senior 3 Junior 6 Junior
Development Engineer Manufacturing Manufacturing
Engineers Engineers
1 Senior
Development Engineer 6 Manufacturing 6 Manufacturing
Technicians Technicians
2 Junior
Development Engineers 2 Senior 4 Senior
Quality Engineers Quality Engineers
Malaysia Based
2 Junior 4 Junior
Quality Engineers Quality Engineers
1 Senior
Customer Engineer 3 Quality 4 Quality
Technicians Technicians
1 Junior
Customer Engineer 2 Senior 2 Senior
Test Engineers Test Engineers
Japan Based
2 Junior 4 Junior
Test Engineers Test Engineers
Malaysia Based South Korea Based

FIGURE 1.6 A flattened engineering organization chart for a medium-size global production
company.

• Engineering managers must be very savvy with regard to the company’s

worldwide supportive organizations, such as the marketing talent, financial
talent, legal talent, document control talent, information technology talent,
and shipping and receiving talent, among others.

typEs of EnginEEring organizations

• All engineering departments should share continuous cross-functional
responsibilities.
• If an engineer goes on vacation or resigns, any one of the other capable
engineers in the department should be able to step in to fill the vacuum.
• By wearing different hats, engineers become more interested in and excited
about their jobs.
12 Engineering Management in a Global Environment

• Cross-functional responsibilities create a vast engineering knowledge net-

work for a company and motivate subordinates to continue to learn and
improve their skills with interesting and challenging assignments.
• It is the responsibility of engineering department managers to orchestrate
the grooming of novice engineers to excel in multidisciplinary teams.
• Engineering department managers have to set up training programs and
performance targets for every subordinate in order to develop an outstand-
ing multidisciplinary knowledge base and environment aligned with pro-
fessional growth targets.
• A multidisciplinary environment is not confined only to engineering depart-
ments; rather, it extends to sales and marketing, legal, finance, receiving and
shipping, and other domestic and international departments in the company.
• A multidisciplinary environment will also expand outside of the company to,
for example, customers, subcontractors, regulatory agencies, and suppliers.
• The classical engineering organization is changing quickly to a much flatter
management organization.
• Engineering managers are utilizing a global pool of engineering freelanc-
ers instead of traditional full-time engineers.
• Workplaces and dress codes are undergoing dramatic changes in order to
stimulate engineers.
• Some production companies operate in a three-shift, 24/7 environment.
Everything is equipment and process based. It is necessary to be a special-
ist in certain equipment and processes in such a production environment.
• Specialty engineers strive to become leaders in their unique and relatively
small engineering environments.
• There will be times when the department is unavoidably short handed, and
the employees must put in 70- or 80-hour work weeks. Under high-stress
conditions, the leadership must be caring and provide incentives such as
extra time off or bonuses to the engineers so they do not experience burnout.
• The management of international engineering teams, customers, sub-
contractors, and regulatory and governmental agencies is growing more
sophisticated, complex, and challenging.
• Engineering managers, engineers, and technicians must learn about the
customs and proper etiquette of the countries they are dealing with.
• Engineering managers, engineers, and technicians must be well versed in
the history of the countries they are dealing with.
• Engineering managers, engineers, and technicians must be well versed in
the religious practices and traditions of the countries they are dealing with.
• It is difficult to set up multidisciplinary, flat engineering organizations that
operate in a global environment.
• It is very inefficient to manage all subordinates from a U.S. base within a
global engineering organization.
• It is necessary to find competent and technologically savvy engineering
managers in the countries that the organization is dealing with.
• Multidisciplinary training might come in handy in global engineering
environments.
Typical Engineering Organizations 13

• It might become necessary to send U.S.-based development engineers over-

seas to train engineers based in a foreign country.
• If any of the overseas groups are weak in a certain niche field, it might
become necessary to send competent consultants overseas to close the defi-
ciency gap and bring the subordinates up to acceptable skill levels.
Another random document with
no related content on Scribd:
 “The best thing in the world for you, mamma,” said Dick, “and jolly for
us, once in a way, to have you all to ourselves.”
What could mortal woman, being the boys’ mother, say more? I am
afraid she would have considered favourably the idea of going to Nova
Zembla, wherever that may be, under such conditions. And Winks, though
he yawned as he listened, thought well of it too; he liked driving, on the
whole, though too much of it bored him, and he had not at all approved
when his mistress “put down” her carriage. They set off next morning in the
brightness of noon, through the country which had not yet lost any of its
beauty, though here and there the trees had yellow patches on them, and the
parks were all burnt brown with the heat of summer. They were a very
merry party, notwithstanding that the final examination was hanging over
Dick’s head, and the parting which must follow. Winks, for his part, after
two or three hours of it, got bored with the levity of the conversation, and
rustled about so, that he was put out of the carriage to run for the good of
his health. He went along for a mile or two, pleased enough, gathering dust
in clouds about him. But when he intimated a desire to be taken in, the
boys, hard-hearted beings, laughed in the face of Winks.
“A run will do you good, old fellow,” said Dick, with cruel satisfaction.
A short time afterwards, I am sorry to say, a dreadful accident, nature
unknown, happened to Winks. He uttered a heart-rending shriek, and
appeared immediately after making his way towards the carriage, holding
up one feathery paw in demonstrative suffering. The anxious party stopped
immediately, and Winks made his way to them, laboriously limping and
uttering plaintive cries. But when, all a-dust as he was, this hypocrite was
lifted into the carriage, holding up the injured member—and was softly laid
upon the softest cushion to have it examined, words fail me to express the
sardonic grin with which he showed his milk-white teeth. There was no
more the matter with the little villain’s paw, my gentle reader, than with
yours or mine.
Never was there a pleasanter two days’ journey than this which Mrs.
Eastwood made with her boys through the sunshiny autumn country, along
the road, where gold-coloured leaves dropped in her lap as they drove her
along, now one on the box, now another, in their turn; till the High Lodge at
last appeared in sight all covered with white downy clusters of clematis
done flowering, with late roses, and matted network of interlacing leaves.
Innocent rushed to the door, slim and pale in her black dress, her eyes
shining with sudden delight, her soft face inspired.
“You have come to take me home. I am Nelly now!” she cried, throwing
her arms about the common mother. Jenny, whom she had not noticed, leant
back upon the carriage, looking at her with eyes that glowed under his dark
brows. He had always stood by Innocent since the day when he had read
Greek to her in the Lady’s Walk; he had always been sure that “something
would come of her.” “We don’t know half what Innocent will come to!” he
repeated now to himself.

GILBERT AND RIVINGTON, PRINTERS, ST. JOHN’S SQUARE, LONDON.

*** END OF THE PROJECT GUTENBERG EBOOK INNOCENT ***

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