MSTU engineering business and management. Engineering business in Russia - utopia or reality?! Faculty of Engineering Business and Management, Moscow State Technical University

Dean of the Faculty: Selyukov Vladimir Konstantinovich
Faculty phone: (095) 261-98-21.
Economic transformations in Russia have led to a change in the situation in the domestic industry. As a result of the reduction in the state order, organizations are forced to engage in entrepreneurial activities in the field of scientific developments, science-intensive products and technologies (engage in engineering business). There is an urgent need for specialists who are able to deeply understand the subject of this business and conduct it, systematically analyze domestic and foreign markets, and comprehensively solve issues of production management and organization of various forms of ownership. A new type of specialists was required, possessing both theoretical knowledge and practical skills of an engineer, economist and manager (management engineers). In addition, the internationalization of business required from these specialists a good knowledge of foreign languages, the basics of foreign economic activity. To train such specialists at MSTU. N.E. Bauman in 1993 and the Faculty of Engineering Business and Management was created.
Graduates of the faculty are awarded the qualifications of "Manager", "Engineer-manager" and "Economist-manager", depending on the graduating department. There are six such departments at the faculty:
- "Economic theory" (IBM-1);
- "Economics and organization of production" (IBM-2);
- "Industrial Logistics" (IBM-3);
- "Management" (IBM-4);
- "Finance" (IBM-5);
- "Entrepreneurship and foreign economic activity" (IBM-6).
The faculty provides training in two areas: "Economics and management at the enterprise" (departments of IBM-5, IBM-6) and "Management of organizations" (departments of IBM-1 IBM-4).
In accordance with the curriculum, students study a significant amount of mathematical and natural science disciplines (theoretical mechanics, strength of materials, engineering graphics, etc.); general professional and special organizational, economic and general engineering disciplines (economic theory, management, marketing, accounting, finance, money circulation and credit, information office systems, fundamentals of foreign economic activity); two foreign languages.
The methodology for training engineers-managers provides for advanced study by students of mathematical, natural science disciplines. This allows them to more systematically, relying on a solid educational foundation, master disciplines related to the field of economics and management.
In the preparation of economists-managers, an advanced (in relation to engineering) study of organizational and economic disciplines is provided. This allows students to master engineering disciplines, refracting them through the prism of economic knowledge. In both cases, the curricula of engineering disciplines take into account significant differences in the target functions of training "pure" engineers and managers. It is quite obvious that engineers-managers and economists-managers will not be direct developers of technical means and technologies. Their task is to effectively engage in the engineering business by analyzing situations and making appropriate decisions. They must learn to earn money by keeping and increasing what they earn, and therefore engineering disciplines are taught to them differently from engineering students.
Training of engineers-managers (economists-managers) in the field of humanitarian, mathematical, natural sciences in terms of content and volume of hours corresponds to that adopted at MSTU. N.E. Bauman level and is traditionally high. Education of students in the field of economics and management is entirely carried out by the departments of the Faculty of IBM. Along with specialists in economics and traditional management, the faculty employs specialists in production management, industrial logistics, foreign economic activity, advertising and design, office information systems, competitiveness management, product quality, and others.
The organization of the educational process at the faculty provides for a consistent step-by-step specialization of graduates. The first stage begins literally from the first course and lasts for four years. At this stage, basic general professional training is carried out for one of the selected industries: mechanical engineering or instrument making. Students of mechanical engineering and instrument-making specializations study in one stream during the first four years. The second stage begins in the fifth year and continues until undergraduate practice. Special training is being carried out according to the profile of the departments of the faculty (IBM-1 -IBM-4). The third stage covers undergraduate practice and work on the diploma. At this final stage, the student can choose almost any subject area for his future activity. 16.07.2014 1,039

What is the engineering business and what is its place in the modern value system of a simple layman in our country - questions that are usually delicately avoided so as not to disturb the usual course of things in everyday reality.

But young people never sat still and were not satisfied with formulaic answers. Therefore, the participants of the II International Summer School “CLIPPER”, which took place on the basis of Tver State University from July 5 to 11, discussed the topic of engineering business quite recently.

What happened in this week of intensive work of the school? Fascinating lectures by experts; analysis of the best practices on the example of such industry leaders as HITACHI, MITSUBISSI ELECTRIC and TVERSTROYMASH; entertaining business games; an unobtrusive cultural program and, most importantly, the development of a project for the further application and dissemination of the idea of a robot constructor.

This time there were many new discoveries, creative ideas, difficult questions and beautiful solutions. And yet, the key idea on the introduction of robotic solutions in everyday life was expressed by the school’s expert, Dmitry Baturin: “A robot is not always a substitute for a person. In most industries, the percentage of robotization is 5-7%. Don't rely on robots, rely on yourself!" Well, it is very difficult to disagree with such a wish, and no one has canceled the human factor. Of course, during the work of the school there were heated discussions on the areas of application of robots. So, for example, the winning team suggested using them when harvesting strawberries. No less interesting was the idea of fire robots or transport robots. Along with narrow profiling by “schoolchildren”, the idea of creating a single community of users and creators of robots was also considered.

During the School, the participants mastered the competencies of working in a team, and also practiced in developing projects. Taking into account the latest trends in the field of innovative entrepreneurship in Russia, it should be noted that such a bright event is especially useful in promoting business in the field of engineering work. In this regard, it remains to wish the prosperity of the KLIPPER School and all kinds of support from interested parties! And active youth will consider it an honor to participate in such a useful event!

more: clipper-russia.ru

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Engineering management is the discipline concerned with the management of engineering organizations. Here are typical definitions:

Engineering management is a specialized form of management related to industrial engineering that concerns the application of engineering principles to business practices (http://en.wikipedia.org/wiki/Engineering_management).
An engineering manager is different from other managers because he [or she] has both the ability to apply engineering principles and skills in organizing and directing people and projects. He is uniquely qualified for two types of work: managing technical functions (such as design or manufacturing) in almost any enterprise, and managing broader functions (such as marketing or top management) in a high-tech enterprise. Daniel Babckok, 1978
Engineering management is the art and science of planning, organizing, assigning resources, directing and controlling activities that have an ASEM component.
Engineering management is the designing, operating and continuous improvement of purposeful systems of people, machines, money, time, information and energy by integrating engineering and managerial knowledge, work practices and skills to achieve desired goals. in a technology enterprise and with environmental, quality and ethical considerations in mind (Omurtag, 1988)
Engineering management is a discipline that addresses the decision making and implementation of strategic and operational leadership in current and emerging technologies and their impact on interconnected systems (IEEE, 1990 and Kocaoglu, 1991).

There is an association - ASEM, American Society for Engieering Management (http://asem.org). It is small, there are 600 members, in fact it is international: 105 foreign members. By the way, I am a member of this organization - so far the only one from Russia. The governing bodies there are amazing: they are represented mainly by representatives of educational institutions, and not by industry.

The first engineering management department opened in 1907 at the Stevens Institution, which is now famous for graduating both systems engineers and engineering managers (http://sse.stevens.edu/academics/graduate/engineering-management/). In principle, engineering managers (MEM, master of engineering management) are in fact released wherever system engineers are released (see list:. At the entrance - bachelors of engineering, at the exit - engineering managers. Engineering management is taught not only in the USA, but also in Europe and around the world.In Russia, engineering management is also taught (in contrast to systems engineering, which is not taught until now), and for a long time.

Available in the USA in 2007. even a consortium of decent universities has been founded, which harmonize their engineering management curricula in it: http://www.mempc.org. Here is a picture illustrating the approach of this consortium (http://www.mempc.org/images/skillsets.jpg):

That is, they take a bachelor of engineering, and then he becomes an engineering manager, choosing either an MEM or an MBA - all of which are not enough to perform the functions of a successful engineering team leader. So, the same School of Systems and Enterprises of the Stevenson Institute of Technology takes a bachelor of engineering and gives him four courses required for MEM (http://sse.stevens.edu/academics/graduate/certificates/engineering-management/):
-- engineering economics and cost analysis
-- elements of operations research
-- project management for complex systems
-- design and management of development enterprises
And the fifth course is optional.

It is possible for engineering management and Ph.D. protect.

Nevertheless, the question arises: is engineering management a separate full-fledged discipline with some special practices, or is it just such an "everlasting" word for an arbitrarily balanced mix of engineering disciplines and MBA disciplines by an educational institution? Let me rephrase: is there something in engineering management that is not taught to either pure engineers (including systems engineers) or managers (who have an MBA or MSM)?!

You can try to find out if you look at the Engineering Management Body of Knowledge used for professional certification (here is the structure of this Body: http://scitation.aip.org/getpdfbk/servlet/GetBK?id=00ASME802991000001000000000000&idtype=cvips&ownerid=asme&booktype=asme_press&bookid= 802991&contentid=802991_fm&prog=normal&bypassSSO=1):

There is little to see at the top level, for the knowledge areas include the innocent from any point of view:

1. Market Research, Assessment, and Forecasting
2. Strategic Planning and Change Management
3. Product, Service and Process Development
4. Engineering Projects and Process Management
5. Financial Resource Management
6. Marketing, Sales and Communications Management
7. Leadership and Organizational Management
8. Professional Responsibility, Ethics and Legal Issues

The devil is obviously in the details. When trying to look at real programs, a huge number of numerical models immediately catches the eye, as in the economic mainstream (but not model-oriented, which we define as a reliance on data models). You can’t pack these areas of knowledge into purely engineering disciplines (for example, using the enterpise engineering approach, or DEMO) either - only a part will go there. You will not pass here by ignoring the word "management" (see).

However, in engineering management there are the following special topics:
-- operational management, and not only at the level of arm waving, but also at the level of factory physics (here I state that this is practically not taught in the MBA -- , therefore I am trying to define the subject of "organization of operations." Then back in 2007 I tried to deploy a program of work at this place - but now it's clear that I thought narrowly and chose the wrong tools: And I thought about operational management as the most significant problem, from which PraxOS subsequently got out back in 2005:). At the same time, we note that operations engineer and operations egineering also happen, and this is the subject of a separate investigation, since it is also associated with established industrial engineering, traditionally understood as analysis, design and control of materials, work and information in operating systems, and then expanded towards banking services and other "non-industries" (http://ioe.engin.umich.edu/overview/).
- technology management (change of generations of technologies - how to carry it out). This is a key function, so sometimes they even say engineering and technology management, bringing it to the very top level.
-- design management (not just "art design" like http://www.pratt.edu/academics/art_design/art_grad/design_management/ or http://www.scad.edu/design-management/ , but in the sense "design" -- http://www.plm.automation.siemens.com/en_us/products/velocity/solidedge/overview/design_management.shtml , http://en.wikipedia.org/wiki/Plant_Design_Management_System , http:/ /am08-saopaulo.fyper.com/ , although here the subject itself has not yet settled down humanly)
-- organizational accidents, such as major accident investigations and subsequent action: in depth, as a direct link between engineering and organizational decisions.

And, of course, engineering management includes the traditional for "pure management" topics of working with people (the same leadership, as the ability to chat to do someone else's business and enter into someone else's position, as if into one's own - "commissariat"), finance, marketing and other "as in MBA".

Thus, the whole issue of PraxOS, as it was understood at the initial stages (until we were closely involved in system engineering and ontological data integration) fits for the most part into this very engineering management, and elusively (most likely, a formal criterion cannot be given here - except perhaps the phrase "ordinary managers can't organize a team of engineers -- no rapport") distances himself from the MBA.

I will try to restore this logic of "other management" here: since engineers are trained, and engineers, in addition to purely engineering "materials science" and "electrical engineering", are given training in working with formal methods (I do not mean only numerical methods!), i.e. training in working with logic, then in management such people are given formal organizational models - although these are not IT people, so that they can be directly talked about "organizational architecture" (entertpise architecture) and related models. It just needs to be brought to its logical (pun intended) completion:
-- understand modern logic ("modern" is the key word)
-- understand praxeology, computer science, mathematics ("languages")
-- on the basis of praxeology we deal with engineering, economics, law, management

Engineering management today is very "model-saturated" (like the economic mainstream, like engineering). But it is not model-oriented at all (not at all model-based engineering management, this is not even found in Google), if we understand model-oriented as the use of data models. The closest intersection of data models and engineering management is the enterprise architecture that IT people need. This enterprise architecture has been promoted by IT people for many years as an important tool for managers, but so far this promotion is not visible. Most likely, it can be useful if this approach (aka organizational modeling approach) is mastered by engineering managers who have training and a habit of working with formal methods, with models / drawings.

One of the enabling technologies for model orientation is ISO 15926. And here it is necessary to clarify that product models (plant models) are certainly engineering / system engineering. But project models with their factory physics already fall into engineering management models (taking into account the eternal dispute about whether or not project management is part of systems engineering practices).

So we will also deal with model-oriented engineering management, and not just model-oriented systems engineering - in fact, this is PraxOS (organizational system, i.e. "management system"). Moreover, the very replacement of the technology of "no" engineering with systems engineering, and then with model-oriented engineering; or point-to-point data exchange technology to ontological data integration - this is a typical topic of engineering management, technology management.

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