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2 Journal of Achievements in Materials and Manufacturing Engineering

2 2008

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Toward a model of the impact organisation, human and technology factors have on the effectiveness of safety management systems

Wilson E. S.

Journal of Achievements in Materials and Manufacturing Engineering

2008

Vol. 31, nr 2

827-836

Purpose: In this paper, the technology management and safety regulation and implementation challenge are examined by drawing on lessons from local and international events. The 2000-01 unplanned withdrawal from service of Ansett's B767 fleet highlighted the way systemic problems can combine with ageing aircraft issues to rapidly impact the safety or economic viability of a fleet. Design/methodology/approach: Factors influencing organisational growth and commercial arrangements (e. g. alliancing, global supply chain management), together with human factors considerations in safety management systems such as individual participation in formal and informal knowledge networks, are drawn together to establish the foundation for improved management and regulatory approaches to aerospace technologies throughout their product life cycle. The paper describes the development of a management framework based on knowledge management principles focused on helping meet the combined need of satisfying continuing technical integrity requirements whilst maximising the value obtainable from continuing to operate a fleet of aerospace platforms for the duration of their product life cycle. Findings: This paper has built on earlier work and drawn these considerations together and proposed a management framework that seeks to allow executive in the broader organisation to better understand where the impact of decisions can spread. Practical implications: The framework allows those responsible for regulation and safety management to understand the potential context of their risk environment and that the sources of significant risk may well be outside their immediate area. This duality of purpose allows the proposed management framework to be used to enable the inherent value associated with maintaining high cost aircraft in service as long as possible whilst minimising exposure to the risk of unexpected technical issues. Originality/value: Adoption of alliancing practices that require open communication and mutual cooperative relationships between operators, regulators, type certificate holders etc is recommended within a framework of strategy focused organizational arrangements to achieve the maximum value for all concerned.

How engineers become CEOs: implications for education and training

Goh S., Coaker W., Thorpe D.

Journal of Achievements in Materials and Manufacturing Engineering

2008

Vol. 31, nr 2

846-852

Purpose: This paper provides results of an investigation into the career progression of engineers in Australia, determining the skills and qualities they need to become large company CEOs and thus recommend strategies for long term career development. Design/methodology/approach: This investigation used a questionnaire to gain a view on the perceptions of top-level executive who have an engineering degree on the training of engineers. It was aimed at discovering their perceptions as to the skills and attributes that they possessed that had assisted in their success. Questionnaire participants were selected on the basis that they held a Bachelors degree in Engineering and have been successful in the business world. These participants were sourced from the "Who's Who In Business" (WWIB) database. In order to maximize the level of responses, the questionnaire was distributed by both email and regular mail. Findings: Findings indicate: CEOs often reach their position as natural career progression rather than actively seeking management; key attributes and skills are perceived as being more important than qualifications; Leadership, communication skills and financial training are the most important training requirements; most universities do not cover some highly desirable skill sets and attributes. Practical implications: University courses can be adjusted to better reflect the needs of industry; students and engineers can plan careers more effectively by considering their personal attributes and the skill sets required of executives; professional development programs can be designed to maximise proficiencies at the most beneficial stage of their career. Originality/value: There is some overlap between the skill sets of CEOs and engineers. Thus by effective education and training, engineers may be in a better position for the transition into the management.