2011 3DCIC Management Forum Opening


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2011 3DCIC Management Forum Opening

  1. 1. The Challenges of Managing Today’s Engineering Organization Chad JacksonFounder and Industry Analyst
  2. 2. CEO’s New Commitment to Innovation
  3. 3. Talent at the Top of the CEO Agenda
  4. 4. The End of Engineering’s Black Box Era • The CEO wants to be more involved in product development • Increased focus on innovation for competitive differentiation • Increased visibility into product development operations
  5. 5. The Generation Gap in Engineering• Boomer Engineers • GenY Engineers – Impending retirement – Large contingent – Largest contingent – Similarities to Boomers – Individual accountability – Prefer team-based mindset decisions – Largest collection of – Social media ‘engineering know-how’ – STEM shortfall• GenX Engineers • GenZ Engineers – Smaller contingent – Internet generation – Many didn’t choose an – Homeschooling engineering career generation – Looser dedication to – Questioning the value company of college education
  6. 6. The Rise of Talent Management The issue with many companies today is that their organizations put tremendous effort into attracting employees to their company, but spend little time into retaining and developing talent. A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather must be practiced at all levels of the organization.• Sourcing, attracting, recruiting • Performance management and onboarding • Retention programs• Managing and defining • Promotion and transitioning competitive salaries• Training and development
  7. 7. Two Sets of Development ActivitiesEngineering a Product Documenting a Product• Activities to explore iterations • Activities to create the that impact a product’s form, deliverables unambiguously fit and function define the product• The purpose is to gain enough • The purpose is to provide a understand of the trade-offs definition to downstream roles in these options to make such that they can design decisions manufacture the product “There are roughly over 20,000 decisions we have to make before we reach production with a new car program” General Motors “By the time you’ve started modeling in CAD, all of the design decisions have already been made” Cadalyst On the Edge: CAD Smackdown
  8. 8. Changing IT Landscape• Software Applications • Software Systems – The Dynamics of the – PLM/PDM CAD Industry – Mechatronics – The Broadening Scope Management of Simulation (FEA, – Enterprise Search CFD, Systems, – Integration/Mashups Electronics, Electro- between systems Magnetics) – Social computing – Engineering Calculations – Mobile devices (tablets, netbooks, handhelds, – 3D Visualization & etc.) Collaboration
  9. 9. Panel Discussion: Getting the Most Out of Your Engineering OrganizationPanelists (3): Kiho Sohn, Chief Knowledge Officer at Pratt &Whitney Rocketdyne, Robert Deragisch, DirectorEngineering Services at Parker Hannifin and Tom Crume,Senior Manager of CAD/CAM Services at BoeingHas managing an engineering organization ever been moredifficult? Most projects are understaffed and on shorterschedules. The generation differences from Baby Boomersto GenX and GenY are a source of friction. And productcomplexity is only rising. This panelist discussion will sharebest practices and approaches on how to get the most outof todays engineering organization.
  10. 10. Mitigating the Risk in PLM MigrationSpeaker: Vijay Vasandani, NobletekMany companies, often as a result of merger, acquisition,or consolidation, are forced into a situation where theymust deal with multiple systems managing their productdata. From an enterprise level IT perspective, there areobvious challenges to maintaining multiple PLM systemsbut migrating the enterprise to a single PLM system canalso be a daunting task. An approach that stages PLMmigration through federation during transition from alegacy system to a new system can help mitigate the riskof failure. The merits of this approach and when it can beused effectively will be discussed along with successfulcase studies to demonstrate the viability of the concept inreal world scenarios.
  11. 11. Panel Discussion: Empowering Engineering Decision MakingEngineering Management Panelists (3): Rick Mihelic, Engineering SystemsManager at Peterbilt Motors Company, Robert Deragisch, DirectorEngineering Services at Parker Hannifin and Nate Nalven, EngineeringDirector at Northrup GrummanSoftware Provider Panelists (5): Bob Merlo, Right Hemisphere, BillBarnes, Lattice 3D, Doug Halliday, Trubiquity, Ed Martin, Autodesk and EdLadzinkski, Dassault SystemesWe all know the age old adage: early engineering decisions dramaticallyaffect the cost, schedule and quality of the product downstream. So giventhat, how do you go enable your engineers to make the right decisionsfast? This panel discussion will address that issue in the context of threechallenges. First, product information is often scattered across manyenterprise systems such as PLM, ERP, SCM and the like. Second, thatproduct information is often not in the context of the product or part towhich it applies. And third, engineers have lifecycle responsibilities that pullthem far and wide across the company, undermining their ability to becomeexperts in any software application or enterprise system.
  12. 12. The Challenges of Managing Today’s Engineering Organization Chad JacksonFounder and Industry Analyst