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Management is the group that ultimately must decide on the real value of a business aircraft operation to a company in relation to its relatively high cost. This paper discusses several of the tangible and intangible benefits a company realizes by operating its own aircraft and how these benefits offset the costs.

Successful implementation of computerized manufacturing technology is fraught with difficulties that stretch the resources of adopting firms and equipment vendors alike. Major commitments to training, organizational redesign, and socio-technical considerations are needed. Moreover, these problems are exacerbated with smaller firms. Recent research is reviewed, as well as efforts of third party technical assistance organizations such as ITI and Michigan's Technology Deployment Service.

Titanium and titanium alloys offer a unique combination of physical and mechanical properties that provide engineering benefits to automotive components. Titanium's major limiting factors to large-volume acceptance have been 1) the material's high raw material cost and, 2) engineering consideration primarily on a substitution basis. Consumer and governmental pressure to improve vehicle fuel efficiency, durability, and safety, while progressively “light-weighting” compels auto industry managers to reassess the value of titanium. Many additional synergies, however, have been discovered to motivate automotive company management to cost-effectively use titanium.

This paper reviews powerplant operational and maintenance procedures with the objective of minimizing fuel consumption and total operating costs of existing large turbofan engines. Specific recommendations are made to reduce the rate of on-wing performance deterioration and to define cost effective performance refurbishment. Measures being taken to accomplish further fuel and cost savings in the future are summarized. These include design performance retention improvements and development of per-formance diagnostic/analytical systems to permit better management control of engine operating costs.

The primary task of a manager is to keep the activity for which he is responsible on plan and within control. To do this, he must be constantly solving problems and making decisions. His problems are caused by unplanned change. The analysis he carries out is aimed at proving the true cause and devising a corrective change to get the activity back on plan. The method he uses is completely general, as applicable to people as to technical problems, to future potential problems as to present ones.

This paper presents the development of a system that allows the decentralisation of the management of day-by-day activities. This is done by redistributing the responsibilities, in a clear and objective way, and forming teams capable of auto-management their manufacture process. This system is based in elementary management units (teams). This structure makes possible the fast and precise identification of non-conformity, providing a reply (specific actions of containment and correction) in a skilful time; preventing (of this form) that the problems become “epidemic” and that the non-conformity costs become greater and out of control. However, a review of support areas structures becomes necessary. Those areas, primordial functions are to support the teams in the resolution of the day-by-day problems and assuming the responsibility on the chronic problems (those on which the manufacture teams do not have resources to solve).

As part of a graduate program in engineering administration, a class of 16 experienced engineering managers were offered a course in methods used by academic researchers to study the research and development process. The academic researcher's development of propositions which he then tests through field study or experiment was presented as a method analogous to the design and testing process which the engineer uses for solving technical problems. Each engineering manager selected a management problem which he was concerned with, developed his propositions, and tested them under laboratory conditions. The class was able to use this method in evaluating management problems and proposed solutions, but, as of the time of this report, no field testing has been accomplished.

Modern weapon systems and large industrial complexes utilize large portions of the electromagnetic compatibility spectrum from the lowest power line frequency up through the microwave regions. These large complexes present the need of a definite management program to obtain intra-system functional compatibility and electromagnetic compatibility. Management needs policies, specifications, and procedures to obtain the functional integration that is necessary for the end requirement. It cannot be emphasized too strongly that electromagnetic compatibility is not a test program, and this paper will bring these points to light and will outline the management objectives and areas that should be followed.

In this paper the experimental results of Magica II are presented and discussed; Magica II is a parallel hybrid prototype entirely designed by the Department of Nuclear Engineering and Energy Conversions at University of Rome “La Sapienza” [1], realized and tested in collaboration with ENEA - the Italian National Agency for New Technologies, Energy and the Environment [2]. Magica II is characterized by a mechanical layout directly derived from the original Ma.Gi.Ca. (an acronym from Eng. MArtellucci, Eng. GIuffrida and Prof. CAputo) Project: it is a two-seat spider, or convertible, with space frame rolling chassis and fiberglass body. An engine and an electric drive acting respectively on rear and front wheels make up the propulsion system. The engine is placed in central position, mounted transversally behind the seats. It is equipped with mechanical gearbox and final drive that transmit the traction power to the rear wheels.

By definition management is getting things done through people. It is, and always has been, a team concept. A manager's beliefs about people determine his management style, and the style used in moments of stress is extremely important. The paper describes seven management styles-critical and demanding, supportive and encouraging, informed and problem solving, angry and put-upon, clever and manipulative, spontaneous and uninvolved, and combinations of these-stating that most managers use some combination of these styles. The relationship of managerial style to team effectiveness is then evaluated.

A continuously variable valve lift gasoline engine can improve fuel consumption by reducing pumping loss and increase maximum torque by optimizing valve lift and cam phase according to engine speed. In this research, a new control system to simultaneously ensure good driveability and low emissions was developed for this low fuel consumption, high power engine. New suction air management through a master-slave control made it possible to achieve low fuel consumption and good driveability. To regulate the idle speed, a new controller featuring a two-degree-of-freedom sliding-mode algorithm with cooperative control was designed. This controller can improve the stability of idle speed and achieve the idle operation with a lower engine speed. To reduce emissions during cold start condition, an ignition timing control was developed that combine I-P control with a sliding mode control algorithm.

Work in the industrial setting can be regarded as problem solving activity. Meeting the consumer’s requirements represents the problem to be solved and all persons in a given industry are participants in its solution. Each individual in the organization works at solving his portion of the problem, and he is thereby also working to satisfy some of his personal needs. This paper will show how, by helping others satisfy their needs, the engineer can best reach the objective, the solution of the problem.

Traditionally, management has not made serious distinctions between productivity and profitability. They have measured productivity on the balance sheet, if profits are adequate to meet the desires and wants of the owners (shareholders), no productivity problems existed. Increased competition has forced managers to realize that it is no longer satisfactory to be doing things which simply “work.” It is important, worth the effort, and may involve survival to know the difference between just what works and what works best and to implement the improvements. Management is learning that the productivity problems are theirs -- not labor's, not technology's -- and that these problems can only be solved by the substitute of management momentum for management inertia.

The Connected and Automated Vehicle (CAV) platoon can run at the speed limit and the minimum safe time gap, that is, each vehicle speed is the speed limit and the time gap between adjacent vehicles is the minimum safe time gap known as constant time gap (CTG) strategy, and the platoon will reach the high traffic efficiency. This paper aims at the three situations of variable speed driving, vehicle cut-out and cut-in of the CAV platoon, proposes the methods of CAVs management and control to ensure the efficiency and stability of the CAV platoon in the process of driving using a small number of adjusting parameters. The communication delays among vehicles are considered, the simulation experiments show that the impact of the communication delay (50-200 ms) during acceleration or deceleration is very small, and then this paper adopts the communication delay of 100 ms.

Project management has evolved with time but it does not happen in the same manner with the evolution of management and execution relationship, specially in the occidental World. The execution, constituted by the work level, plays an extremely important role and has a substantial participation in project development, i. m., establishes the cadence of the development. This proposal breaks with the traditional models and innovates them by taking the work level as the basis for the development, let the work run free and call them to participate in project development decisions, motivating the enthusiasm and their latent pro-activity. Any way, the proposed model is formed of two blocks, Management and Execution, this last one formed by PDTs (Product Development Teams), under the leadership of a single Project Manager.

This paper describes the implementation of CAD into an automotive design activity. The method by which the system was managed is described in detail. The advantages, disadvantages, organizational linkages and management of CAD are discussed and analyzed based on three years of experience. Reduced manpower levels, tight release schedules, budget limitations and other restrictions affected important issues of training, project selection and personnel scheduling. These issues are discussed from a system user standpoint. This paper presents actual results rather than CAD expectations.

About 3.2 million vehicles were locally produced and 1.8 million vehicles were exported from Korea in 2003. Currently 14 million cars are registered, and 0.55 million end-of-life vehicles (ELVs) are generated every year in Korea. 184,000 ELVs are exported as second-hand cars, and the remainder are collected at junkyard facilities. The present ELV recycle rate and management status during the dismantling stage were investigated in order to aid the establishment of policies for the management of ELVs by surveying the information and using the results gained from the questionnaires given to dismantlers. The average recycle rate in the dismantling stage showed a value of 44% and the rest of an ELV was then compressed and transported to shredding companies to recover mainly the iron content, which averaged 38.7% of the mass of a new vehicle. The non-ferrous metals such as copper, antimony, zinc and aluminum accounted for only 1.5%.

After the realization of very low exhaust gas emissions and corresponding OBD requirements to fulfill Euro VI and Tier 4 legislation, the focus in heavy-duty powertrain development is on the reduction of fuel consumption and thus CO₂ emissions again. Besides this, the total vehicle operation costs play another major role. A holistic view of the overall powertrain system including the combustion process, exhaust gas aftertreatment, energy recuperation and energy storage is necessary in order to obtain the best possible system for a given application. A management system coordinating the energy flow between the different subsystems while guaranteeing low exhaust emissions plays a major part in operating such complex architectures under optimal conditions.

Since the emergence of the human factors profession following World War II, the concept of a design-induced error has been recognized. In 1967 the NTSB published a thorough analysis of the problem, entitled “Aircraft Design-Induced Pilot Error.” (1)* Wiener (2) extended the concept to include “system-induced error” in his analysis of controlled flight into terrain (CFIT) accidents. If human errors can be induced by design, they can also be prevented at the design stage, but in order to do so, the behavioral consequences of possible design decisions must be taken into account. Most of the focus has been on hardware: this paper extends the concept to other features of the human-machine interface that are vulnerable to design-induced errors. The position is taken that human factors and human error prevention should be part of the process of transport certification, which presently is confined to the measurement of workload.

Hybridization and velocity management are two important techniques for energy efficiency that mainly have been treated separately. Here they are put in a common framework that from the hybridization perspective can be seen as an extension of the equivalence factor idea in the well known strategy ECMS. From the perspective of look-ahead control, the extension is that energy can be stored not only in kinetic energy, but also electrically. The key idea is to introduce more equivalence factors in a way that enables efficient computations, but also so that the equivalence factors have a physical interpretation. The latter fact makes it easy to formulate a good residual cost to be used at the end of the look-ahead horizon. The formulation has different possible uses, but it is here applied on an evaluation of the size of the electrical system. Previous such studies, for e.g.