Jantzer / Nentwig / Deininger The Art of Engineering Leadership

Compelling Concepts and Successful Practice
2020
ISBN: 978-3-662-60384-0
Verlag: Springer
Format: PDF
Kopierschutz: Wasserzeichen (»Systemvoraussetzungen)

E-Book, Englisch, 166 Seiten, eBook

In times of networking and the growing importance of platform economies, how can products and services be developed that inspire people? Which development methods and organisational forms are promising for this? Leaders and developers will find answers to these questions in this book. With their holistic approach, the authors look at the changing leadership roles that arise in the development of products and services: Is it, for example, about translating new ideas or unknown technologies into high-quality products? Or is it about working efficiently together in an international development alliance? The procedures and models were discussed and further developed in more than 10,000 theoretical and practical workshops with managers at Bosch worldwide. At its core is a leadership model that facilitates discussion and combines the skills needed to master technical issues with those needed to lead people.
After an introductory chapter on fundamental questions such as the organization's purpose, values, and strategic goals, key elements of leadership in systems design are introduced, including requirements engineering, architecture design, and model-based development. The following chapters discuss concrete approaches and strategies to
- Convert quality attributes,
- to reduce risks,
- to introduce a review culture, 
- manage complexity
- Process conflicts
- Define roles
- to build teams.
The structure of the book follows the process of developing and implementing strategic goals. However, each chapter can also be read on its own, as it forms a self-contained unit.
This book makes the leadership task understandable, discussable and learnable for developers. It thus helps managers to shape change in their own field of work or to grow into a new role.



Dr.-Ing. Thomas Michl studied aerospace engineering at the Technical University of Munich and received his doctorate at the Institute of Aerodynamics and Gas Dynamics at the University of Stuttgart.He has many years of management experience in various management functions in the development of Robert Bosch GmbH and is a proven expert in Systems Engineering. Today, he heads the globally active 'Bosch Product Engineering System Academy' and is himself a trainer and coach for specialists and executives.Dr.-Ing. Godehard Nentwig, studied aerospace engineering and business administration, advises development organizations, develops training programs and trains managers in specialist and management engineering topics. For more than 20 years, he has held various positions in research and product development in Germany and the USA. His professional spectrum covers various industries, from process engineering to aerospace engineering and the automotive and household appliance industries. His management experience ranges from working in start-ups to managing a development center in a large German company.Dr. rer. nat. Christine Deininger, studied physics at the University of Stuttgart and received her doctorate at the Max Planck Institute for Metal Research there. After a research stay at the Centre National de la Recherche Scientifique (CNRS) in France, she joined Robert Bosch GmbH in 1995, where she held various specialist and management positions in product and manufacturing process development for 22 years. She is an expert in development quality and, as a systemic consultant, has extensive experience in specialist, management, and organizational development. Today she is the owner of the consulting firm ENGENCE-Engineering Excellence.
Dr. Michael Jantzer, studied 'Technical Cybernetics' at the University of Stuttgart and 'Industrial Science and Mechanics' at Georgia Tech in Atlanta. He received his doctorate from the Institute for Control Technology of Machine Tools and Manufacturing Facilities at the University of Stuttgart. Jantzer has worked for Bosch for 27 years in various management roles in the Industrial Equipment, Thermotechnology, and Safety Technology (Development, Manufacturing, and Management) divisions. For six years, he has been head of the 'Coordination of Technology and Development Methodology' central office. In this function, he is responsible worldwide for the Bosch Product Engineering System, including innovation management and technology coordination. His central task is the design and implementation of continuing education programs for experts and managers in product development.

Zielgruppe

Professional/practitioner

Autoren/Hrsg.

Jantzer, Michael

Nentwig, Godehard

Deininger, Christine

Michl, Thomas

Inhaltsverzeichnis

1;Acknowledgements;5
2;Contents;7
3;1 Introduction;10
4;2 Purpose of Leadership;12
4.1;2.1Why is there Leadership?;12
4.2;2.2Fundamental Aspects of Leadership Behavior;15
4.3;References;17
5;3 Our Compass, or “Where is True North?“;18
5.1;3.1The Bosch Product Engineering System;19
5.2;3.2Social Responsibility;21
5.3;Reference;22
6;4 Strategic Objectives;23
6.1;4.1How Do We Develop Strategic Objectives and Strategies?;24
6.2;4.2Success Factors for Deriving Strategic Objectives;25
6.3;4.3Tools for Strategy Description;26
6.4;References;28
7;5 Creating Value—Providing Sense of Purpose;29
7.1;5.1Value Contribution;30
8;6 Systems Engineering;33
8.1;6.1Structuring Systems;34
8.2;6.2Currency in the Systems Engineering Team: Trust;37
8.3;6.3Enhance Ability for Sustainable Decisions;38
8.4;References;43
9;7 Leading to Innovation;44
9.1;7.1When is a Good Idea an Innovation?;44
9.2;7.2Thinking Outside the Box;45
9.3;7.3User Needs;46
9.4;7.4Creating the Framework for Innovation;47
9.5;7.5Leading the Decision-Making Process;48
9.6;References;49
10;8 Requirements Engineering;50
10.1;8.1Objective and Expectation on Requirements Engineering;51
10.2;8.2Approaches and Success Factors;53
10.3;References;57
11;9 Design the Product Architecture;58
11.1;9.1Create Architecture;58
11.2;9.2Leading the Architecture Design;63
11.3;References;66
12;10 Model Based Engineering;67
12.1;10.1Value Contribution of a Model;68
12.2;10.2Leadership Expectations on Model-Based Engineering;70
12.3;10.3Model-Based Engineering in Practice;71
13;11 Keeping the Product Promise;73
13.1;11.1The Design-for-X Approach;74
13.2;11.2Leading Design for X;79
13.3;Reference;80
14;12 Leading Experts;81
14.1;References;84
15;13 Risk Management;85
15.1;13.1Prerequisites for Good Risk Management;86
15.2;13.2Procedure in Risk Management;88
15.3;13.3Removing Impediments;91
15.4;References;93
16;14 Design Reviews;95
16.1;14.1The DRBFM Method;96
16.2;14.2Design Reviews as a Leadership Tool;99
16.3;Reference;101
17;15 Decide;102
17.1;15.1Decision Timing;102
17.2;15.2Certainty to Decide;103
17.3;15.3Utilize Your Time to Learn;106
17.4;15.4Three Factors in Decision Making: Head, Heart and Gut;106
17.5;15.5Implementing Decisions;109
17.6;References;110
18;16 Mastering Complexity;111
18.1;16.1Solving Problems that are Difficult to Define;114
18.2;16.2The Human Factor;115
18.3;16.3Three Principles for Mastering Complexity;116
18.4;16.4Limiting Complexity Costs;116
18.5;References;118
19;17 Shaping the Work Organization;120
19.1;17.1Organizational Development as a Leadership Task;121
19.2;17.2Organizational Development as a System Design Task;122
19.3;17.3Requirements and Architecture Drivers;125
19.4;17.4Architectural Design and Organizational Development;127
19.5;17.5Sustainable Implementation;129
19.6;17.6Developing Organizational Culture;131
19.7;17.7Shaping Culture as a Leadership Task;132
19.8;17.8A Model to Shape Cultural Change;133
19.9;References;135
20;18 Roles in Engineering;136
20.1;18.1Developing Roles;136
20.2;18.2Role Relationships;137
20.3;18.3Role as Leader;139
20.4;References;141
21;19 Leading Teams to Top Performance;142
21.1;19.1Describe the Objective and Value Contribution of Your Team;142
21.2;19.2Composing Teams;143
21.3;19.3Team Forming;145
21.4;19.4Storming and Norming;146
21.5;19.5The Performing Team;148
21.6;References;151
22;20 Power, Influence and Win-Win;152
22.1;20.1Win-Win;153
22.2;20.2The Harvard Concept;155
22.3;20.3Dealing with Technical Contradictions;157
22.4;References;159
23;21 Developing Leadership Excellence;160
23.1;21.1Value, Strengths, Ability to Learn;160
23.2;21.2The Leadership Model;162
23.3;References;164
24;Index;165

Introduction.- Purpose.- Quality.- System design.- Organisation and Sustainability.

Über Autor(innen)

Dr.-Ing. Thomas Michl
 studied aerospace engineering at the Technical University of Munich and received his doctorate at the Institute of Aerodynamics and Gas Dynamics at the University of Stuttgart.He has many years of management experience in various management functions in the development of Robert Bosch GmbH and is a proven expert in Systems Engineering. Today, he heads the globally active "Bosch Product Engineering System Academy" and is himself a trainer and coach for specialists and executives.
Dr.-Ing. Godehard Nentwig
, studied aerospace engineering and business administration, advises development organizations, develops training programs and trains managers in specialist and management engineering topics. For more than 20 years, he has held various positions in research and product development in Germany and the USA. His professional spectrum covers various industries, from process engineering to aerospace engineering and the automotive and household appliance industries. His management experience ranges from working in start-ups to managing a development center in a large German company.
Dr. rer. nat. Christine Deininger,
 studied physics at the University of Stuttgart and received her doctorate at the Max Planck Institute for Metal Research there. After a research stay at the Centre National de la Recherche Scientifique (CNRS) in France, she joined Robert Bosch GmbH in 1995, where she held various specialist and management positions in product and manufacturing process development for 22 years. She is an expert in development quality and, as a systemic consultant, has extensive experience in specialist, management, and organizational development. Today she is the owner of the consulting firm ENGENCE-Engineering Excellence.
Dr. Michael Jantzer, 
studied "Technical Cybernetics" at the University of Stuttgart and "Industrial Science and Mechanics" at GeorgiaTech in Atlanta. He received his doctorate from the Institute for Control Technology of Machine Tools and Manufacturing Facilities at the University of Stuttgart. Jantzer has worked for Bosch for 27 years in various management roles in the Industrial Equipment, Thermotechnology, and Safety Technology (Development, Manufacturing, and Management) divisions. For six years, he has been head of the "Coordination of Technology and Development Methodology" central office. In this function, he is responsible worldwide for the Bosch Product Engineering System, including innovation management and technology coordination. His central task is the design and implementation of continuing education programs for experts and managers in product development.