editorial

Lean and Mean

by John G. Falcioni, Editor-In-Chief

Sure toyota is credited with introducing the concept of lean engineering to the United States back in the 1980s, but did the Japanese invent the notion of running a tight ship, or of putting in a full-day's work, or any other platitude that you can think of to denote simply trimming fat and working hard? (For sure, such clichés exist in Japanese.)

Certainly not, but they did stamp a tag on it. The principle of the concept is vital to the growth of any organization: engineering, manufacturing, or even non-technology-related enterprises—especially those that have not looked inwardly in some time.

Associate Editor Jean Thilmany, in her article "Thinking Lean" in this issue of Engineering Management, shares the thoughts of experts who have studied the process of lean engineering and brought it from the manufacturing floor to the boardroom. But while the concept is simple, its implementation is often intricate—and that's true in any language.

On-the-Job Training at Home by Jean Thilmany, Supplement Editor

Know your capabilities. that's the advice Bradford L. Goldense and John R. Power have for managers. In the article "What's On at Your Shop?" in this issue of Engineering Management, they say that successfully managing precious research and development resources lies in your ability to estimate the resources you need to take on potential projects. In other words, know what the project entails, estimate your needs, and appropriate your resources accordingly. Of course, that's much easier said than done. But the beauty of that phrase—know your capabilities—is that it applies to so many aspects of management. In essence, it's the bottom line of excellent management. Knowing your capabilities means knowing your limits. It gets tricky when you have to say "no" to an old friend who needs a favor right now that you just don't have the time and resources to grant, or when you're faced with a choice between meeting a big deadline at work or staying home with a sick child. It's learning to say "no" clearly and firmly, but with grace and politeness. That "no" might make members of your team mad. Setting limits is a learned skill, but as with any skill, it becomes easier with practice. And it's a vital tool in the manager's toolbox. That place where interpersonal and on-the-job skills overlap is a gray area addressed by Herb Flink in the article "Everybody in the Loop." Flink, a Parker-Hannifin manager, compares the skills needed to head a work team and to be part of a family, and finds them much the same. Both manager and family head can smooth life, if they bring to their roles the ability to listen, to understand, to adapt, and to ask for clarification if they don't understand something. Like marriage, management means finding an easy give and take. If the information seems obvious, just try putting it into play during the usual stressful day at work. Easier said than done. Flink has several other tips he's learned over the years, but the bottom line is this: Know your limits.

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© 2005 by The American Society of Mechanical Engineers