1. EAS590: Case Studies in Engineering Management Dr. Robert E. Barnes February 13 th, Spring 2008

2. Case # 2 – Org Chart CFO VP Finance President CEO VP R&DVP Marketing Chief Information Officer CIO Executive Vice President COO VP Production Manufacturing CMO VP Human Resources VP Engineering Case #2

3. The View from an Engineering Manager Core Competencies 1. A word about an article on tonight’s topic 2. Lecture from William Delnicki, Praxair

4. Your Case #2 has two parts -- Part 1 – this exercise is on Core Competences – This part is based on the article “Dynamics of Core Competencies in Leading Multinational Companies” – two of the authors are UB IE grads – Alok Baveja and Mamnoon Jamil. This part is based on the article “Dynamics of Core Competencies in Leading Multinational Companies” – two of the authors are UB IE grads – Alok Baveja and Mamnoon Jamil. They postulate three Core Competencies: They postulate three Core Competencies: Technological Know-HowTechnological Know-How Reliable ProcessReliable Process Close Relationship with External PartiesClose Relationship with External Parties Tables 1, 2 and 3 of article are critical. Tables 1, 2 and 3 of article are critical.

5. Table 1 The authors characterized the firms in their study using terms like: The authors characterized the firms in their study using terms like: Primary industryPrimary industry Country of originCountry of origin Outstanding characteristicsOutstanding characteristics

6. Tables 2 and 3 In Table 2, they state the specifics of the three CCs for each company. In Table 2, they state the specifics of the three CCs for each company. Table 3 is related to #2. In it, they state how the companies arrive at the CCs listed in #2. Table 3 is related to #2. In it, they state how the companies arrive at the CCs listed in #2.

7. For Part 2 - Mr. Delnicki’s presentation – Roughly five parts to his presentation – Praxair and its core competencies Praxair and its core competencies Characteristics of an engineering manager Characteristics of an engineering manager 3 cases 3 cases Jack Welch problemJack Welch problem $23M project that needed to be $20M; came in at $21M and became most profitable system$23M project that needed to be $20M; came in at $21M and became most profitable system first automated plantfirst automated plant Recruitment Recruitment Sayings Sayings

8. William Delnicki, Praxair BS - Chemical Engineer 1962, Brooklyn Polytechnical BS - Chemical Engineer 1962, Brooklyn Polytechnical Praxair1962 – 1997 Praxair1962 – 1997 Military, Corps of Eng1963 – 1965 Military, Corps of Eng1963 – 1965 Work Experience: Work Experience: Air Separation Process DesignAir Separation Process Design Distillation Technology/Process EngineerDistillation Technology/Process Engineer Technical ManagementTechnical Management Product Manager – Distillation, Heat Transfer and Cryo- Process Tech/World-WideProduct Manager – Distillation, Heat Transfer and Cryo- Process Tech/World-Wide Associate Director – Energy SystemsAssociate Director – Energy Systems Associate Director – R&DAssociate Director – R&D Director Design EngineeringDirector Design Engineering

9. Next week you present again - Oral with visuals * – up to 10 minutes each Oral with visuals * – up to 10 minutes each Written – one integrated report * – 4 to 5 pages each, page count does not include: title page, table of contents, executive summary, tables, figures, references, appendixes Written – one integrated report * – 4 to 5 pages each, page count does not include: title page, table of contents, executive summary, tables, figures, references, appendixes White paper – due electronically – email or course web site – no later than Noon, Friday, 2/22 White paper – due electronically – email or course web site – no later than Noon, Friday, 2/22 - Paper copy in class and electronic copy to me -