Conference Session

Frontiers in Engineering Management

Collection

2010 Annual Conference & Exposition

Authors

William Loendorf, Eastern Washington University

Tagged Divisions

Engineering Management

response system for returning accurate quotes quicklyoffering a better chance of winning the business; this is especially true with a rush or highpriority order. Rashdi23 (1996) stated three critical factors in a MTO company’s planning andcontrol system: assigning due dates to customer orders, timing for releasing a job to the shopfloor, and setting the priority of the job for processing. Research by Destefani12 (2005) found thatthree management principles gave job shops the best prospects to improve their competitivenessand succeed. They included focus on reducing delivery time, bring critical outsourced productionprocesses back in-house, and adopt the continuous manufacturing flow philosophy. Any toolshop could easily make these improvements

Conference Session

Frontiers in Engineering Management

Collection

2010 Annual Conference & Exposition

Authors

Andrew Czuchry, East Tennessee State University; Michael Parker, Bristol Tennessee Essential Services; Robert Bridges, B&W Y-12 Technical Services, LLC

Tagged Divisions

Engineering Management

model are illustrated in the minicase discussed in a later section of this article. Ways to tailor these results to EngineeringManagement education are suggested below.Implications for Engineering Management EducationShould Sustainability become an independent field or could Systems Engineering andEngineering Management become the integrating factors that achieve the overarchingsustainability objective? Recognizing that sustainability resources are trending in an acceleratedupward direction, graduate education and applied research programs may be encouraged toincrease emphasis here. Although positive in nature, such a change would be disruptive andnon-linear in nature. When viewed through a Performance Excellence lens, this challenge maybecome

Conference Session

Frontiers in Engineering Management

Collection

2010 Annual Conference & Exposition

Authors

William Loendorf, Eastern Washington University

Tagged Divisions

Engineering Management

% ineffective (“How Companies Utilize,” 24 2001). A surveyconducted by Morgan39 (2000) discovered that about 40% of the responding organizations hadno performance measurement system; another 9% had a PM system but that it wasunsatisfactory; and roughly 60% had implemented some type of measurement system. Onlyabout 60% of the respondents were satisfied with their PMS while almost 40% were unsatisfied(Morgan39, 2000).ScopeThe research design utilized for this study (Loendorf33, 2008) was an exploratory mixed model Page 15.494.5design. The study was primarily qualitative with some quantitative aspects resulting in a mixtureof both models. The quantitative