Evaluating Performance - is to appraise work in progress, assess jobs

completed, and provide feedback.

Steps in evaluating employees:

1. Establish limits of tolerance

2. Note variations and exceptions
3. Provide recognition for good performance and give timely, proper
credit, if justifiable

The most common method used in industry is ranking an employee in one

of the categories: (1) Outstanding, (2) Above Average, (3) Average, (4)
Poor, (5) Failure.

Correcting Performance- to rectify and improve work done and results

obtained. The performance evaluation shows the quality of the
employees work.

Managers should understand that there are reasons for performance

disabilities
Managers should correct an employees mistakes by focusing on
future progress and growth. They should consider short-term or
long-term management actions.
When correcting performance, managers should also offer negative
feedback without attacking the employees self-esteem.

MEANS OF CONTROL
Engineering managers have a number of tools available to exercise
control such as perform personal inspections, review progress, and define
any variance to plans. This is the strategy of management by exception.

Management by Exception- is a style of business management that

focuses on identifying and handling cases that deviate from the norm.

GENERAL COMMENTS

Engineering managers must constantly define which tasks should be

performed, and have employees perform these tasks correctly. Managers
must manage both the positive and negative exceptions. With information
available and mechanisms in place, the preferred type of control is flexible
and coordinated.

CONTROL OF MANAGEMENT TIME

 Time is a valuable and limited resource for everyone. Management
activities have several common characteristics: Important tasks often
arrive at unpredictable times, trivial tasks often take up a
disproportionately large amount of time, and interruptions are common to
a managers schedule.

Time-saving Tips for Engineering Managers:

1. Set goals
2. Use a master to-do list
3. Get the big picture
4. Cluster common tasks
5. Create systems
6. Establish place habit
7. Delineate time blocks
8. Design your environment
9. Cut meeting time
10. Lessen panic
11. Take the one-minute test

CONTROL OF PERSONNEL

Managerial control is exercised primarily for the purpose of

maximizing company productivity and minimizing potential damages
arising from ethics, laws, safety, and health issues

CONTROL OF BUSINESS RELATIONSHIPS

It is highly advisable that engineering managers acquire the habit of

proactively forming, maintaining, and controlling new business
relationships for the benefit of the employers and themselves.

Contacts may be established with noncompetitors. At proper

occasions, engineering managers should be accustomed to introduce
themselves to others with a five-second commercial.

CONTROL OF PROJECTS

Zwikael and Globerson (2008), who had a survey in the quality of

project management in services with that of other industrial sector,
recommended companies that they need to emphasize the planning,
assurance and control aspects of their projects:

Quality planning cost benefit analysis, benchmarking, cost of

quality
Quality assurance quality audit, process analysis, cost benefit
analysis
 Quality control cause-effect diagram, control charts, flow
charting, histogram, Pareto charts, run charts, scatter diagram and
inspection.

Project Control Issues:

1. Cost control
2. Schedule control
3. Critical path activities
4. Task deviation from plan
5. Collaboration
6. Conflict resolution

CONTROL OF QUALITY

To achieve success in the marketplace, companies focus on product

and service quality as two of several attributes deemed important to
customers. For some companies, to plane and implement quality control
programs represents a major engineering management undertaking.

Early Programs on Quality

A number of years ago, Deming (2000) promoted the concept of

product quality in the United States. He went to Japan and since then, a
number of quality-control practices have been advanced by the Japanese,
such as quality circles, Kaizen, Kanban, Just In Time (JIT), lean production,
Taguchi, Ishikawa, and the 5S campaign.

Kanban means looking up to the board in order to adjust to a

constantly varying production schedule.
5S campaign includes: (1) Seiri arrangement, (2) Seiton tidying
up, (3) Seisou cleaning, (4) Seiketsu cleanliness, (5) Shukan
customizing.
Kaizen means change for the better, or continuous sustainable
progressiveness.

FMEA

FMEA, also called as Failure Mode and Effect Analysis, may be

applied to design, process, service, and other engineering or business
activities that may go wrong. It is a proactive program intended to catch
all possible failure modes before they actually occur.
The FMEA worksheet includes:

A. Step number I. Detection

B. Process description J. Risk response number
C. Potential failure mode K. Recommended actions
D. Potential effects of failure L. Responsibility and target
E. Severity completion date
F. Potential causes of failure M. Actions taken
G. Occurrence N. New severity
H. Current process control and O. New occurrence
detection P. New detection
Q. Another program called Total Quality Management (TQM)
addresses the issues related to product quality and organizational
productivity. TQM covers the concept of:

1. Customer satisfaction
2. Empowerment of employees in problem solving
3. Continuous improvement
4. Management excellence by creating and implementing corporate
visions

R. Six Sigma

S. Six Sigma is a quality management and control tool initiated

by Motorola in 1980s. Six Sigma consists of five specific steps
(DMAIC):

1. Define define process, customer requirements, and key process

output variables.
2. Measure develop and evaluate measurements, take performance
data related to current process
3. Analyze analyze date to prioritize key input variables and to
identify waste.
4. Improve introduce improvements and pilot new processes.
5. Control finalize control systems and verify long-term capability.

T. CONTROL OF KNOWLEDGE

U. Knowledge control is particularly important from the viewpoint

of countering industrial espionage. Special policies regulating
employee contact with competitors at neutral sites must be defined
to safeguard knowledge. Knowledge refers to the sum total of
corporate intellectual properties that are composed of:

1. Patents
2. Proprietary know-how
3. Technical expertise
4. Design procedures
5. Empirical problem-solving heuristics
6. Process operational insights, and others.

V. CONCLUSIONS

W. Control is another important function of engineering

management, which focuses mostly on administrative and
operational aspects of the job. It is essential to the implementation
of any project or program activities by specifying performance
metrics, monitoring program for initiating corrective steps if
necessary, and assuring the accomplishment of useful outcomes.
X. Control is routinely applied to team members, knowledge,
business relationships, and the allocation of resources, as they all
contribute directly to the specific projects objectives at hand.