Engineering 10

1. Engineering 10 TeamWork & LeaderShip Bruce Mayer, PE Licensed Electrical & Mechanical EngineerBMayer@ChabotCollege.edu

2. The Need for Engineering Teams • Increasing Technology Content • Complex Engineered Systems Have too Much Information Content for Any One Person to Address • Speed • Time-To-Market Often Means the Difference Between Profits & Losses • Teams Allow work to Be Done in PARALLEL (at the Same Time)

3. A Team  What is it? • A Team Is A Small Group Of People With Complementary Skills Who Are Committed To A Common Purpose, Performance Goals, and Approach For Which They Hold Themselves MUTUALLY ACCOUNTABLE

4. Team Attributes • Common Goal • This Must Be Clearly Communicated to Generate a Feeling of Common Purpose • Leadership • A Critical Function To Keep The Team Focused • Complementary Skills • Resources are Limited; Each Team Member Should have a CLEARLY DEFINED and UNIQUE Role

5. Team Attributes cont. • Effective Communication • A CRITICAL Leadership Function • Honest & Productive Communication is Needed for Design/Solution Integration • Creativity • A “Close Knit” & Motivated Team Generates Creative Energy Thru Goal-Oriented Interaction

6. Team Attributes cont.2 • Collegial Relationships • Problem Children Need Not Apply • Team Engineering is an Intensive, Dynamic Endeavor • Discourteous Behavior Saps the Energy • Solid Game Plan • Another Critical Leadership Function • Shows the Team a Path to SUCCESS • More Later on Leadership...

7. Team Growth Stages • FORMING (orientation) • Tentative interactions • Polite Discourse • Concern Over Ambiguity (odds for success?) • STORMING (conflict) – • Criticism of Ideas • Poor Attendance • Hostility and/or Polarization (“taking sides”) • Coalition Forming

8. Team Growth Stages cont • STORMING cont. • Strong LeaderShip is Crucial To Keep The Team Focused on the Task At Hand • NORMING (cohesion) – • Agreement on Procedures • Reduction in ROLE-AMBIGUITY • Development of a Code of CoOperationBased Upon Current Experiences • Increased "WE” Feeling • Replaces “IT” or “THEM/THEY”

9. Team Growth Stages cont.2 • PERFORMING (performance) • Decision making • Problem Solving • Mutual Cooperation • High Task Orientation • Emphasis Placed Upon Performance & Production • ADJOUNRNING (dissolution) • MISSION ACCOMPLISHED (Hopefully)

10. TeamWorking Task-List • Identify the roles in the group, including my own • Plan and make decisions with others • Contribute/share key information and ideas to the discussion, activity or project • Show empathy - understand others' needs, opinions, and points of view • Cooperate with others to achieve the group's goals • Deal with differences within the group with respect • Actively participate in the activities of the group and share the successes • Provide leadership to the group, if necessary, by motivating the others, taking the initiative, keeping everyone involved and encouraging the group to adapt to change • Going along with the group's decision (followership) • Accurately read situations and relationships in order to effectively deal with others and get the work done • Contribute to an collegial work environment

11. Engineering 10 Leadership Bruce Mayer, PE Licensed Electrical & Mechanical EngineerBMayer@ChabotCollege.edu

12. How The Troops View the Commander • Leadership - One Definition: • LEADERSHIP is NOT to solve problems but to CREATE an environment in which problems are solved.

13. Class Exercise  WhiteBd List • What are Some Important Attributes and/or Characteristics of an Effective (as opposed to likeable) Leader? • ? • ? • ? • ? • ?

14. Product Marketing – Subproject Leader • Channel Marketing • Sales • PR • Advertising • Finance – Subproject Leader • Information Technology Finance Marketing • Product Management – Subproject Leader • Industrial Design • Product Assurance – Subproject Leader • Production Quality • Supplier Quality Engineering • Software Quality Assurance • Technical Assistance Project Manager Product Manage-ment Quality TeamLeader Engineering Operations • New Product Introduction Manager – Subproject Leader • Manufacturing Engineering • NPD Procurement • Tooling • Test Engineering • Packaging Engineering • Systems Engineering – Subproject Leader • Electrical Engineering • Mechanical Engineering • Software Engineering • Acoustic Engineering • Engineering Services Mr. Carvalhiera’s Team Structure

15. The Challenge: Engaged v. Disengaged • Working Population “Engagement” Definitions • Engaged  Loyal and Productive • NOTengaged  Just Putting in Time • DISengaged  Unhappy and Spreading-Discontent • The Statistics = 26/55/19 Bottom Line:1 in 5 Workers is a “Problem-Child” Ref = P. LaBarre, “Marcus Buckingham Thinks Your Boss Has an Attitude Problem”, Fast Company, no. 49, pp 88-98, Aug2001 (see also B. Mayer file engaged_v_disengaged_0112.pdf )

16. LeaderShip Research Abounds • Some Of The Best is in Silicon Valley • J. M. Kouzes & Barry Z. Posner of Santa Clara University (SCU) • “The Leadership Challenge: How To Keep Getting Extraordinary Things Done In Organizations”, San Francisco: Jossey-Bass, 1995. • “Credibility: How Leaders Gain and Lose It, Why People Demand It”, San Francisco: Jossey-Bass, 1993

17. More Leadership Research • “On Becoming A Leader” by Warren Bennis (1994) • A Noted Leadership Researcher • “On Leadership” by John Gardner (1993) • “Leadership is an Art: by Max DePree (1989) • U.S. Army Handbook (1973) • Military Leadership

18. Leaders are Born AND Made • Trait Theory • Some personality traits may lead people naturally into leadership roles • Great Events Theory • A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person • Often happens with SHY but COMPETENT people

19. Leadership Can Be Learned • Transformational Leadership Theory • People can choose to become leaders. People can LEARN leadership skills • Surveys of “Followers” Suggest The Important Characteristics of a Leader • Use these characteristics to form the foundation of your own Leadership Style

23. Principles of Leadership • Set the example (Lead by Example) • Know your people and look out for their well-being (they will return loyalty) • Be technically proficient (study & learn) • Make sound and TIMELY decisions • Know yourself and seek self-improvement • Seek responsibility and TAKE RESPONSIBILITY for your actions

24. Principles of Leadership (cont.) • Keep your people informed • Develop a sense of responsibility in your people • Ensure that tasks are understood, supervised, and accomplished • Train your people as a team • Use the full capabilities of your organization • Stretch The Limits to Achieve more

25. The Process of Leadership • 1. Challenge the process • First, find the process that you believe needs to be improved the most • 2. Inspire a shared vision • Next, share your vision in words that can be understood by your followers • 3. Enable others to act • Give them the tools and methods to solve the problem

26. The Process of Leadership cont. • 4. Model the way • When the process gets tough, get your hands dirty. A BOSS tells others what to do...a LEADER shows it can be done. • 5. Encourage the heart • Share the glory with your followers' heart, keep the pains in your heart. • Be Optimistic; Don’t LetThe Team Get Discouraged Q.E.F.

27. Engineering 10 New ProductDevelopment Bruce Mayer, PE Licensed Electrical & Mechanical EngineerBMayer@ChabotCollege.edu

28. Stage Idea Generation Idea Reshaping and Exploration Preliminary Analysis: Very Small (Screening) Projects Detailed Analysis and Early MultiFunctional Project Development Gate Screen Versus Management Idea-Criteria Screen Versus Management Idea-Criteria Screen Versus Management Analysis Criteria Screen Versus Management Analysis Criteria 7 Stage-Gate New Product Devel. Process

29. Stage Major MultiFunctional Project Development Commercial Launch Commercial Success We Hope… Gate Screen Versus Management Development Criteria Screen Versus Management PreLaunch Criteria Management Post-Implementation Review 7 Stage-Gate New Product Devel. Processcont.1

30. Only 1 out of 125 Patents-GRANTED yield commercially viable products 60% Success Rate from Launch (1/1.7) Universal New Product Devel Success Curve 10,000 3000 Raw Ideas (Unwritten) 1000 300 Ideas Submitted 100 Number of Ideas 125 Small Projects 9 Early Stage Devel. 10 4 Major Devel. 1.7 Launches 1 1 2 3 4 5 6 7 Stage of NBD Process Ref = G. Stevens, J. Burley, James; R. Divine, “Creativity plus business discipline equals higher profits faster from new product development”, Journal of Product Innovation Management, vol. 16, no. 5, pp. 455-468 , 1999

31. AppendixDetailed Description of Kotler’s Gates Bruce Mayer, PEDir. System Design EngineeringFeb03

32. Kotler’s Stage-Gates Ref = O. Jones, G. Stevens, “Evaluating Failure In The Innovation Process: The Micropolitics Of New Product Development”, R & D Management , vol.29, no.2 , Page: 167-78

33. Kotler’s Stage-Gatescont.1

34. Kotler’s Stage-Gatescont.2

35. Kotler’s Stage-Gatescont.3

36. Product Development Failure MechanismsSource = Sohpeon/TelTech Mar02 Studies Identify Leading Cause of New Product Failure It's startling. At a time when companies are investing more than ever before in new product initiatives to boost sales and market share, an estimated 56% of the resources spent on the development and launch of new products is squandered on products that either never make it to market or fail upon arrival. What's more, only about one in four new products that formally enter development ever become a commercial success. Those are the findings of studies by product development expert and Product Development Institute co-founder Dr. Robert Cooper. Why the low success rates? The leading cause of new product failure, according to research done by Dr. Cooper, is inadequate market appraisal (e.g., customer needs assessment, competitive analysis and understanding market drivers and trends. Cooper found that detailed market assessment was either seriously deficient or outright absent in 74% of 1,500 new product projects studied. Even a basic or preliminary market study was lacking in 46% of the projects. Other deterrents to new product success included product problems/defects, lack of marketing support, higher-than-anticipated development costs, poor timing and unexpected competitor strengths and reactions. Many of these pitfalls can be linked to not having the right information and knowledge at the right time. The "right time" is most often early in the product development process. In fact, the more resources invested in these initial stages, the greater the likelihood of success. Cooper found that successful products typically require about twice as much money and 1.75 times more person-days than unsuccessful products. Yet, on average, only about 7% of the development dollars ad 16% of the person days are devoted to these "make or break" activities. See also Cooper's book, Winning at New Products: Accelerating the Process from Idea to Launch, 3rd edition.

37. AppendixBuckingham’s 12 Qs Bruce Mayer, PEDir. System Design EngineeringFeb03 Ref = P. LaBarre, “Marcus Buckingham Thinks Your Boss Has an Attitude Problem”, Fast Company, no. 49, pg 95, Aug2001 (see also B. Mayer file engaged_v_disengaged_0112.pdf )

38. 12 Questions That Matter • Do I know what is expected of me at work? • Do I have the materials and equipment that I need in order to do my work right? • At work, do I have the opportunity to do what I do best every day? • In the past seven days, have I received recognition or praise for doing good work? • Does my supervisor, or someone at work, seem to care about me as a person? • Is there someone at work who encourages my development? • At work, do my opinions seem to count? • Does the mission or purpose of my company make me feel that my job is important? • Are my coworkers committed to doing quality work? • Do I have a best friend at work? • In the past six months, has someone at work talked to me about my progress? • This past year, have I had opportunities at work to learn and grow?