7 Principles to an Effective Engineering Environment
By David M. Hickey
Chief Operating Officer
SensorTran, Inc.
Austin, Texas
Some companies fail to recognize that the
statement “You can’t rush good engineers” is just
an excuse for a poorly managed engineering
environment. Although it should be obvious that
establishing an engineering environment that
directs the efforts of engineers toward the
company’s objectives (introducing innovative
new products to meet market demand faster than
competition) is critical to a company’s survival,
it doesn’t always happen.
So, what is the problem? One historical problem
is that engineers spend most of their academic
and early professional lives being taught the
technical fundamentals and applications of their
profession with little time or practice in the skills
of good management. However, that doesn’t
mean that engineers cannot become good
managers, who motivate their engineers to
exceed even their own expectations.
There are seven basic management principles
that can lead to a highly technical engineer
becoming an effective engineering manager and
a healthy engineering environment. At
SensorTran (www.sensortran.com) we have
utilized these principles effectively in leading
engineers to introduce truly innovative new
products in record time. Our Gemini™ &
Mercury™ product platforms revolutionized the
world of Distributed Temperature Sensing (DTS)
with innovative dual laser technology in modular
ruggedized packaging.
An effective leader is someone who must first
have respect for themselves and the individuals
that they lead. With a healthy mutual respect, it
is easier to get people to achieve great goals by
asking them instead of telling them. Dwight D.
Eisenhower said “Leadership is the art of getting
someone else to do something you want done
because he wants to do it.” No effective leader
has ever accomplished great things through fear
and intimidation.
Here are Seven Management Principles to an
Effective Engineering Environment:
1. Establish Goals and Objectives. The
organization’s goals and objectives must be
challenging, clearly stated, and understood by
everyone. Engineers must understand the
company’s strategic growth and profitability
objectives. Engineering managers must
outline these objectives in terms of end
product specification requirements, cost
constraints, timing, and ultimately the
performance standards expected from the
engineers.
2. Communicate Clearly and Consistently.
The organization must provide an
environment for open flow of information,
both top-down and bottom-up, for timely and
decisive performance. Engineers must be
kept informed of changes in the business
environment, market conditions, and
competitive challenges; that may have an
impact on their projects. In turn, engineers
must inform their managers of changes in
technology, test results, critical issues,
 challenges, project costs, and timing so that
appropriate decisions can be made. A Leader
is always a good Manager, but a Manager
may not necessarily be a good leader.
Simply managing people by setting priorities
and measuring the results, can be done with
impassion and from behind a desk. However,
a Leader clearly explains the mission and is
out in front, guiding the way.
3. Create a Motivational Environment. The
success of any organization is determined by
the integrated performances of its engineers.
Since attitude and motivation play a large
role in performance, managers must be aware
of subtle changes that can have a disruptive
impact on the individuals as well as the entire
team. Managers must create an atmosphere
that encourages and promotes high levels of
enthusiasm and self-motivation.
As we move through life, our motivational
needs change with factors such as education
and success. Creative professionals put little
priority on physiological needs and are
perhaps not as motivated by money as other
less technical employees. A good engineer
thrives on achievement and recognition and
managers must recognize this and provide
opportunities for success and recognition
through challenging engineering project
assignments. Motivated engineers will take
pride in their work and drive themselves to
achieve more lofty goals if they know what is
expected of them, believe that their effort is
contributing towards a positive goal, and feel
a sense of accomplishment through their
performance.
Successful managers support and guide their
engineers and encourage full participation by
following this simple rule of “Lead by
Example, with a Sense of Urgency, and Give
the Credit to the People”. We should never
expect anyone to do something that we
wouldn’t do. Employees are much more
eager to spend the extra time getting it right
when they see their manager right there with
them at midnight on the last day of the
Quarter. President Ronald Regan reminded
me of this when he said "there is no limit to
what a man can do or where he can go if he
doesn't mind who gets the credit."
4. Encourage Novel Ideas & Standardization.
Effective engineering managers encourage
peer group participation. Why spend
valuable time trying to develop or create new
ideas if other engineers or groups of
engineers may have already discovered and
tested the solution. Managers must always
discourage the “not invented here” syndrome,
common to engineers who think that the only
good idea is their own. There is nothing
wrong with standardizing the good features
of your company’s proven design success; as
it often simplifies designs and utilizes already
existing inventory. To further emphasize the
value of integrating ideas, engineers should
spend time on the manufacturing floor and in
the field to enhance their awareness of the
environments in which their designs must be
produced and ultimately function.
5. Emphasize Achievement. Encourage
initiative in your engineers’ job performance.
Recognize their right to fail, while reminding
them that they are rewarded for providing
results, not for simply going through the
motions. Engineers must learn to capitalize
on their failures, stripping them down to their
simplest terms. They must get all the
available facts and move forward with a
sense of urgency. Engineers who take the
initiative to put in the extra effort and hours
often make the difference between the
success and failure of a project and / or
introduction of an innovative product ahead
of competition. In fact, self-motivated
engineers will continue to enhance a design if
they are continually inspired to do so.
6. Establish Accountability Methods. Along
with initiative and recognition comes
 accountability for performance and results.
Once project assignments have been made
and expectations clearly stated and
understood, one of the best methods of
establishing accountability and monitoring
performance is the implementation of a
“Product Development Management System”
(PDMS).
The PDMS is a formal cycle of design
reviews centered on a set of design goals and
specifications. Each design review is a
benchmark where certain design milestones
and documents must be reviewed and
approved prior to moving to the next phase of
the design project. By utilizing the PDMS
companies often find that products are
released in record time with higher reliability
and fewer design modifications.
7. Plan and Execute. When planning a project,
seek involvement from all affected
individuals; ensure realistic cost and schedule
PRODUCT DEVELOPMENT MANAGEMENT SYSTEM
Design Review Meeting Cycle
parameters; analyze risks, and provide for
contingencies. Unless projects are well
planned, staffing and resources will not be
properly coordinated and completion dates
won’t be realistic. When a project ends,
engineers naturally breathe a sigh of relief.
However, they soon need the challenge of a
new project to keep the adrenaline flowing.
Managers must learn to plan effectively to
always have a new project to minimize lag
time between projects and maintain the level
of motivation.
To maximize engineering productivity and
progress, organizations must first practice the
above principles and then teach them to
prospective engineering managers. In doing
so, companies will increased engineering
effectiveness while introducing reliable and
profitable new products well ahead of the
competition; meeting the company’s overall
strategic growth objectives.
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