|
|
www.johnstark.com |
|
|
|
The CAD/CAM/CAE Manager and the CAD/CAM/CAE team have crucial roles to play in the development of the use of CAD/CAM/CAE in the company. The CAD/CAM/CAE Manager will be in a difficult position, under pressure from top management (wanting to ensure that CAD/CAM/CAE produces the expected productivity gains), from middle management (who will be anxious about CAD/CAM/CAE causing them to fall behind project schedules), and from users (complaining about everyday problems of system use and operation). The CAD/CAM/CAE Manager must not spend too much time in responding to this pressure, since there are more important positive actions to be taken in respect of CAD/CAM/CAE. For example, it is necessary to ensure that the system runs as efficiently as possible on a day-to-day basis, that new users and projects are attracted to CAD/CAM/CAE, that suitable training is available and given throughout the company, that plans are made for future system use, and that other systems in the company are interfaced to the CAD/CAM/CAE system. Top and middle management must give full support to the CAD/CAM/CAE Manager on an ongoing basis. If it is felt that the CAD/CAM/CAE Manager really is not doing the job in the correct way, then a clean break is preferable to a long backstabbing approach that can only be harmful to the image and use of CAD/CAM/CAE within the company. In view of the many different tasks involved, the CAD/CAM/CAE Manager's position within the organization must be well defined. This position must carry with it enough authority to implement decisions taken to develop CAD/CAM/CAE use throughout the company. The CAD/CAM/CAE Manager must be a good organizer and a good communicator, and must be able to present a good image of the company. The CAD/CAM/CAE Manager will be in contact not only with all levels of people within the company, but also with the system vendor, with visitors interested in seeing CAD/CAM/CAE at work, and with potential clients of the company. If possible, the person who is to become CAD/CAM/CAE Manager should be involved in the initial stages of learning about CAD/ CAM and selecting a system. Early and deep involvement in those processes will increase the desire of the CAD/CAM/CAE Manager to ensure that CAD/CAM/CAE is successfully introduced and used. The CAD/CAM/CAE Manager must be given enough resources, in particular support staff, to make certain that all the tasks associated with successful implementation of CAD/CAM/CAE can be carried out. The size of the CAD/CAM/CAE team will vary from company to company, but there seems to be a widespread habit in companies of all sizes of trying to implement CAD/CAM/CAE without enough support staff. Typically this leads to failure to attain the true potential of CAD/CAM/CAE, and to overwork and disillusionment of the CAD/CAM/CAE team members. Team members are attracted to other more rewarding positions and the CAD/CAM/CAE team becomes even smaller. Perhaps part of the fault lies with those responsible for initially cost justifying the system. If forced to show that the system will be as productive as possible, they may well cut back on overall CAD/CAM/CAE costs by reducing the number of staff involved. Afterwards, of course, it is difficult to justify hiring more personnel. The CAD/CAM/CAE team must have a good mix of engineering and IS knowledge. It would be a mistake to staff the team with only IS specialists, as they would have little success in activities such as training and understanding user requirements. Conversely, some IS knowledge is needed to operate the system efficiently and to interface it to other activities in the company. |