daylatedollarshort
Give me a museum and I'll fill it. (Picasso) Give me a forum ...
- Joined
- Feb 19, 2013
- Messages
- 9,358
BTW, the acting was great on the video.
+1. It was superb.
BTW, the acting was great on the video.
Your comments sound like an excuse for sub-standard management effort to me. ...
I would be happy for you to provide proof that this is a routine part of the engineering discipline, aside from your own personal, Herculean accomplishment.
Let's move on.
One of the things I enjoyed about becoming self employed was that I knew some of the management people I had worked with at my previous megacorp, like the ones in the video, would never succeed in a million years working by themselves. Dumping difficult or even impossible assignment off on another person or group is a skill some managers seem to have perfected to an art form, but when you are working by yourself there is no one else to dump the work on, and spending all day developing processes or mission statements isn't going to pay the mortgage.
Here at GigaCorp, we are preparing to organize a multidisciplinary cross-functional team for the purpose of optimizing tasks pursuant to the flagellation of deceased equines. Optimization goals include but are not limited to:
1) ISO 9000 compliance with regard to flagellation procedures and mechanisms so as to ensure that all equine carcasses are consistently flagellated to the highest standards.
2) Throughput optimization is needed to minimize backlog, ideally doubling the number of equine carcasses which can be processed during each work shift, while minimizing facility downtime.
3) Cost reductions are required, both for the annualized facilities cost and for the per-carcass flagellation processing costs. Ideally the net per-carcass cost should be reduced to less than half of the FY2012 per-carcass costs, so as to meet the goals established by the Board of Directors after reviewing the reports prepared by the board advisory consultants from Dewey, Cheatham, and Howe Associates.
Given the obvious expertise demonstrated by the various experts here, we are looking for nominations from this body for an individual to take a leadership role with our internal multidisciplinary cross-functional team, in a newly created position reporting directly to the CEO and the Board of Directors.
Here at GigaCorp, we are preparing to organize a multidisciplinary cross-functional team for the purpose of optimizing tasks pursuant to the flagellation of deceased equines. Optimization goals include but are not limited to:
1) ISO 9000 compliance with regard to flagellation procedures and mechanisms so as to ensure that all equine carcasses are consistently flagellated to the highest standards.
2) Throughput optimization is needed to minimize backlog, ideally doubling the number of equine carcasses which can be processed during each work shift, while minimizing facility downtime.
3) Cost reductions are required, both for the annualized facilities cost and for the per-carcass flagellation processing costs. Ideally the net per-carcass cost should be reduced to less than half of the FY2012 per-carcass costs, so as to meet the goals established by the Board of Directors after reviewing the reports prepared by the board advisory consultants from Dewey, Cheatham, and Howe Associates.
Given the obvious expertise demonstrated by the various experts here, we are looking for nominations from this body for an individual to take a leadership role with our internal multidisciplinary cross-functional team, in a newly created position reporting directly to the CEO and the Board of Directors.
Here at GigaCorp, we are preparing to organize a multidisciplinary cross-functional team for the purpose of optimizing tasks pursuant to the flagellation of deceased equines. Optimization goals include but are not limited to:
...........
Given the obvious expertise demonstrated by the various experts here, we are looking for nominations from this body for an individual to take a leadership role with our internal multidisciplinary cross-functional team, in a newly created position reporting directly to the CEO and the Board of Directors.
Sounds like you need a BUreau-wide Leading Special High-level Integrated Task force.Given the obvious expertise demonstrated by the various experts here, we are looking for nominations from this body for an individual to take a leadership role with our internal multidisciplinary cross-functional team, in a newly created position reporting directly to the CEO and the Board of Directors.
But keep in mind that one of the elements of management confusion is what is an "engineer". The two employees suspended may very well be managers, divisional directors or some such, but because they're responsible for an engineering division, PR is calling them engineers. They may actually be the managers who made the distinctly managerial decision to reduce cost and reduce quality while retaining speed.A real life, Megacorp example of firing the engineers when something goes to crap. Unbelievable, like the Execs and Management have no culpability with getting into this predicament.
GM's Barra: 'We know the world is watching' - Apr. 15, 2014
Sounds like you need a BUreau-wide Leading Special High-level Integrated Task force.
Did you check the porcine corpi for aviation potential?I have created a paradigm for separating the deceased equine carcasses from the still respirating porcine corpi, while quantifying them at the same time (although I hold several patents in this procedure, it is not as difficult as the public believes).
Too late Monsiuer Nick Le Grand,Did you check the porcine corpi for aviation potential?
Did you check the porcine corpi for aviation potential?
Makes me think of the old saw we used in the custom software business:Good/fast/cheap. Pick any two.
Good reading and just catching up on all the discussion. The good/fast/cheap problem is so true. Engineers are always making trade-offs to balance the three and try to maximize the end result.
A thought occurred to me, kind of related to the subject, but maybe should be a separate topic. However I will throw it out here.
Ever notice how good technical engineers do not make good managers? They tend to be too micromanaging, unable to delegate, or give good direction.
Is this a result of being trained by similar bad managers in their early careers? Or a result of the tendency for engineers to be detail oriented? Maybe it's just self-preservation and trying against odds to survive against the issues identified in the original post video?
I work in software industry for one of world's 3 largest CAD and PDM vendors.