Replying to LO28755 --
I worked in about five Australian Defence Factories from 1969 to 1989. A
comparison between two of them is interesting. Government Aircraft
Factories in Melbourne was a motivated under-utilised resource. The
Australian Govt was not really interested in developing an aircraft
industry in Australia.
The hierarchy included a Design Manager and 'under' him a Materials
Engineer involved with process development. I contributed to 'process
specifications' for his group. These specifications gave detailed 'best
practice' and were developed in conjunction with the shop floor tradesmen
etc. Technology was often transferred from overseas and incorporated into
practice/procedure.
After about two years I moved (promoted) to Ordnance Factory Maribyrnong.
Although the establishment belonnged to the same govt department, and was
required to produce similar quality standards in it's projects, there was
an abysmal management culture, no Materials Engineer, no process
specifications.
My attempts to introduce some sort of systematic approach to problem
solving/ introduction of new technology fell mainly on deaf ears, although
the projects I was closely involved in were usually successful. The old
trades ethos was deeply entrenched, and getting people to listen was
almost impossible.
The factories I mentioned have long ago been privatised or dismantled,
however, like the phoenix they have arisen elsewhere and transfer of
personnel has meant the old management culture has at least partly
survived. In the new establishment there is no information
resource/library, and scientific information (specifications etc.) are
only available to draftsmen and laboratory personnel. Typically these
scientists are not consulted for input of many problems. Engineers
generally like to 'do their own thing', many have their heads so high in
the clouds they cannot believe anyone else has something useful to say.
I believe the source of this learning problem is with our teachers and the
education system. Engineers in Australia typically learn by rote. The
problem is that many years ago they were able to establish with the
Arbitration Commission, that they were the 'lead profession', (the
managers). They now hold most of the senior positions in our development
areas, perhaps not justifiably.
Best Regards,
Alan Cotterell
--"Alan Cotterell" <acotrel@cnl.com.au>
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