Engineering Manager

Title: Engineering Manager (WORD version ) (Customer diagram)

Industry: Beverage Industry

Function: Engineering

Value-Added Results/Weights Performance Standards

Productive subordinates (25%)
• Goals

• Guidance

• Manpower planning

• Priorities

• Budget

• Compensation

• Rewards

• Feedback

• Schedules

• Training

• Discipline
• The Director is satisfied that:
• All employees understand how Company is performing and what contribution they make toward company goals.

• All employees have written performance targets.

• All employees have a development plan.

• All employees know how they’re doing compared to targets.

• Employees have skills and knowledge to do their jobs, or a plan to obtain them.

• All employees receive an annual performance review.

• Informal and formal recognition systems exist.

• Salary increases are differentiated based on performance and are consistent with the performance review.

• All employees are disciplined fairly and consistently.

• Surveyed employees say that:
• They understand the company’s direction, their department’s goals and their role in achieving these goals.

• They understand specifically what the manager expects of them.

• The work is distributed equitably.

• They understand how well they are performing and where they need to improve.

• Their performance appraisal accurately reflects their performance.

• They have the tools and resources to accomplish their work. Where they do not have what they need, they understand why.

• The Manager provides administrative support to allow them to do their jobs effectively.

• They have the skills and knowledge to do their jobs, or a plan to obtain them.

• Their personal needs are being met (time off, help with personal problems, etc.).

• The Manager acts professionally in complex or stressful situations.

• The Manager listens to employee input and uses it where possible.

• Their good performances are acknowledged and appreciated.

• Peer Engineering Managers say that the Manager:

• Shares resources freely when available.

• Provides the information they need when they need it.

• Volunteers to solve department problems.

Trained operations and maintenance employees (5%)
• Technology transfer

• Process training

• Operating procedures
• All operators are certified prior to working on the project.
• Certified operators and maintenance people can use the documentation to do their job.

Completed projects (20%)
• Project design

• Coordination

• Standards

• Forecasting

• ROI information
• 80%—90% of projects with no more than ±10% variance to latest approved budget.
• 5%—10% project cost reductions due to scope changes (based on total project dollars).

• 90%—95% of projects that meet scope acceptance criteria.

• 90%—95% of projects where the project sponsor says the following about the results:

• It functions as promised.

• We can live with it.

• There are no justified complaints about its operation.

• It is easy to maintain.

• There are no justified complaints about maintenance.

• 90%—95% projects are completed on or ahead of the agreed-upon in-service date.

Ideas and innovations (20%)
• Alternative ways to do corporate business

• Efficiency improvement ideas
• Initiates 1—3 ideas/year per subordinate, which:
• Reduce operating cost or cost of assets.

• Provide flexibility in producing smaller product volumes.

• Produce a product/process not easily copied by competition.

• Changes to engineering work processes • Director is satisfied with the:
• Increase in the average $ workload the engineers can handle.

• Improvements in the department’s distribution ratio.

• Degree to which engineers have been freed up to make innovations because non-value added tasks have been outsourced.

• Reduction in cycle time from approval to implementation.

• Engineers’ increased process knowledge, cross-functional ability and ability to manage projects.

Strategic plans (20%)
• Long range planning

• Benchmarking data

• Project cost/schedule information

• Justification
• Directors of Engineering, Corporate Development, Logistics, Operations and R&D say that Engineering’s strategic plan:
• Is consistent with other departments’ directions.

• Supports Company goals.

• Moves toward or beyond industry benchmarks.

• Forecasts projects for 3 years.

Technical advice, guidance, solutions to problems (10%)
• Feasibility studies

• Due diligence analysis

• Process knowledge

• Performance capabilities

• Quality team participation
• Customers say that:
• They used the advice.

• The advice or solution worked.

• They hadn’t thought of the idea or solution.

• The advice was provided in time to be useful.

• Engineering initiated unasked-for ideas that are used.

Customer Diagram: Engineering Manager

Value-Added Results/Weights	Performance Standards
Productive subordinates (25%) • Goals • Guidance • Manpower planning • Priorities • Budget • Compensation • Rewards • Feedback • Schedules • Training • Discipline	• The Director is satisfied that: • All employees understand how Company is performing and what contribution they make toward company goals. • All employees have written performance targets. • All employees have a development plan. • All employees know how they’re doing compared to targets. • Employees have skills and knowledge to do their jobs, or a plan to obtain them. • All employees receive an annual performance review. • Informal and formal recognition systems exist. • Salary increases are differentiated based on performance and are consistent with the performance review. • All employees are disciplined fairly and consistently.
	• Surveyed employees say that: • They understand the company’s direction, their department’s goals and their role in achieving these goals. • They understand specifically what the manager expects of them. • The work is distributed equitably. • They understand how well they are performing and where they need to improve. • Their performance appraisal accurately reflects their performance. • They have the tools and resources to accomplish their work. Where they do not have what they need, they understand why. • The Manager provides administrative support to allow them to do their jobs effectively. • They have the skills and knowledge to do their jobs, or a plan to obtain them. • Their personal needs are being met (time off, help with personal problems, etc.). • The Manager acts professionally in complex or stressful situations. • The Manager listens to employee input and uses it where possible. • Their good performances are acknowledged and appreciated. • Peer Engineering Managers say that the Manager: • Shares resources freely when available. • Provides the information they need when they need it. • Volunteers to solve department problems.
Trained operations and maintenance employees (5%) • Technology transfer • Process training • Operating procedures	• All operators are certified prior to working on the project. • Certified operators and maintenance people can use the documentation to do their job.
Completed projects (20%) • Project design • Coordination • Standards • Forecasting • ROI information	• 80%—90% of projects with no more than ±10% variance to latest approved budget. • 5%—10% project cost reductions due to scope changes (based on total project dollars). • 90%—95% of projects that meet scope acceptance criteria. • 90%—95% of projects where the project sponsor says the following about the results: • It functions as promised. • We can live with it. • There are no justified complaints about its operation. • It is easy to maintain. • There are no justified complaints about maintenance. • 90%—95% projects are completed on or ahead of the agreed-upon in-service date.
Ideas and innovations (20%) • Alternative ways to do corporate business • Efficiency improvement ideas	• Initiates 1—3 ideas/year per subordinate, which: • Reduce operating cost or cost of assets. • Provide flexibility in producing smaller product volumes. • Produce a product/process not easily copied by competition.
• Changes to engineering work processes	• Director is satisfied with the: • Increase in the average $ workload the engineers can handle. • Improvements in the department’s distribution ratio. • Degree to which engineers have been freed up to make innovations because non-value added tasks have been outsourced. • Reduction in cycle time from approval to implementation. • Engineers’ increased process knowledge, cross-functional ability and ability to manage projects.
Strategic plans (20%) • Long range planning • Benchmarking data • Project cost/schedule information • Justification	• Directors of Engineering, Corporate Development, Logistics, Operations and R&D say that Engineering’s strategic plan: • Is consistent with other departments’ directions. • Supports Company goals. • Moves toward or beyond industry benchmarks. • Forecasts projects for 3 years.
Technical advice, guidance, solutions to problems (10%) • Feasibility studies • Due diligence analysis • Process knowledge • Performance capabilities • Quality team participation	• Customers say that: • They used the advice. • The advice or solution worked. • They hadn’t thought of the idea or solution. • The advice was provided in time to be useful. • Engineering initiated unasked-for ideas that are used.