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for my customers (read manufacturing, production, sales, supply chain)?, start to appear in the minds of the engineering leadership. This phase is about redefining the engineering function to drive the business. On analysis, most companies find themselves operating at the second level of the continuum for many years before they realize the need to move upwards. I kind of understand what you are talking about, but how do I know if I am operating at a Strategic Engineering level? There is no clear line of demarcation for movement within the phases depicted in the figure above and most often we could be operating across different phases. However, there are a few questions that that could be asked to judge if you are truly operating at a strategic engineering level.
keeping up with demand? Are your key development projects stifled and on hold? Are you worried that the competition is pushing technology beyond your capacity?
While these questions are not exhaustive, these may be pointers for you to determine whether you are really operating at a strategic level. If the pointers suggest that you need to do more to operate at a strategic level, then it might be time to determine a roadmap to transform your engineering function and then plan on how to get there. There are many such initiatives that could lead to this transformation and it is important to choose what is best for your business. It is the endeavor of this series of articles to address one such initiative and discuss it briefly in each issue. Keep looking for more...
Do you have a clear idea of the most optimal way of operating engineering and have a program or a roadmap for it? Does your team have time to explore the optimum design(s) or are they just
About the author Raghuraman Ramamurthy (Raghu) is a Product ManagerEngineering Solutions with extensive experience in operations excellence and process optimization. Raghu carries experience from diverse industries and has spent most part of his career consulting, developing and implementing best practices for large outsourcing initiatives. About BWIR Barry-Wehmiller International Resources (BWIR) is part of the consulting platform of the $1.2 billion Barry-Wehmiller Companies Inc., a market leader in packaging, paper and paper converting capital equipment manufacturing, headquarter in St. Louis, Missouri with global operations. BWIR brings the best of both worldsthe dependability of a global billion dollar company with the benefits of distributed operations. BWIR has been recognized as a pioneer in outsourcing with a distributed global network of resources. ISO 9001:2008 certified, BWIR has validated systems and processes in place to deliver superior services to our customers.
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