mechanical - engineering standard handbook of plant engineering - 3rd edition.pdf

Source: STANDARD HANDBOOK OF PLANT ENGINEERING
SECTION 1
THE PLANT ENGINEER
AND ANIZATION
Downloaded from Digital Engineering Library @ McGraw-Hill ()
Copyright © 2004 The McGraw-panies. All rights reserved.
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THE PLANT ENGINEER AND ANIZATION
Downloaded from Digital Engineering Library @ McGraw-Hill ()
Copyright © 2004 The McGraw-panies. All rights reserved.
Any use is subject to the Terms of Use as given at the website.
Source: STANDARD HANDBOOK OF PLANT ENGINEERING
CHAPTER
OBJECTIVES AND PHILOSOPHY
Hugh Blackwell
Alcoa/Mt. Holly
Goose Creek, South Carolina
INTRODUCTION
THE MANAGEMENT TEAM
THE WORKFORCE CULTURE
STRATEGIC PLANNING
THRIVING, NOT SURVIVING
SUMMARY
INTRODUCTION
The degree of ess of a plant engineer will be measured not by his or her ability to recite
equations, balance budgets, complete capital projects, or maintain equipment, but by the abil-
ity to lead others in the face of insufficient personnel, resources, and time to do the -
fortably. In years past, internal workloads determined our pace of progress. Today, external
information and customer demands drive behavior and pace. In order to essfully manage
information and lead people, plant engineers must:
● Be a part of the management team
● Know the workforce culture
● Understand and implement strategic planning
● Thrive, not survive
How one goes about addressing and prioritizing these concepts will determine the ess or
failure of anization.
THE MANAGEMENT TEAM
The term management is misleading because it implies that one is managing people. In fact,
people don’t follow people (managers), they follow vision. Therefore, the key to a essful
management team is not in its ability to tell people what to do but in its ability to help them
align their vision with that of the anization.
It has been said anizations are much like people. Both ha