The book compares and links training and learning methods used within engineering fields for new engineers to the low retention rate of female engineers and the higher percentage of women in medical fields. It discusses the adoption of a Lean Development Training and Learning approach which is currently being successfully used in the medical field.
The book compares and links training and learning methods used within engineering fields for new engineers to the low retention rate of female engineers and the higher percentage of women in medical fields. It discusses the adoption of a Lean Development Training and Learning approach which is currently being successfully used in the medical field.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Robert N. Stavig, Brush Prairie, WA During his 35 year career with Hewlett-Packard, Bob spent the last twenty years in Product Research and Development in various management and technical roles, where he utilized the principles and methods of Lean Development in the delivery of nearly a dozen areas of work within product programs, process development, and technical asset development. In addition, Bob has fifteen years of experience in the areas of: manufacturing development, factory support, factory operational management, and worldwide manufacturing leadership. Bob has a degree in Mechanical Engineering from Washington State University and is certified as a Six Sigma Black Belt through American Society of Quality. Bob has a certification in Lean Development from University of Michigan and is a Certified Scrum Master. Alissa R. Stavig, MD, Billings, MT Alissa received her Doctor of Medicine from Duke University School of Medicine, Durham, NC in 2017. In 2022 she graduated with a combined five-year residency program in Internal Medicine and Psychiatry, from Duke University School of Medicine in Durham, NC. Alissa's training includes clinical experiences in inpatient and outpatient settings in both disciplines as well as educational experiences in advocacy, interdisciplinary and integrated healthcare, quality improvement, and medical education. During her training in residency, she experienced the benefit of developing clinical and leadership skills through a system with graduated responsibility which included leading clinical teams of medical students and first year residents.
Inhaltsangabe
Part I: The Problem 1. The Female Engineer Retention Challenge 2. Two Sides of the Same Coin - Gender Bias and Gender Confidence 3. It Begins with Pink and Blue Part II: Analyzing the Problem Using an Engineering Process 4. Medicine as a Model for Engineering - Creating Job Satisfaction 5. Through the Lens of an Engineer 6. Finding Root Cause Through a Causal Diagram Part III: Developing a Solution: Lean as a Foundation for Change and Learning 7. Industry Efficiency Via Lean 8. Creating a Physician - the Learning Process 9. An Engineer's Learning Environment Part IV: Strategy 1: Empowering Control of a Career 10. Building a Level Playing Field 11. It's Just Good Engineering - The Basics of Lean Development 12. Accepting a Hand Up: Role Models, Technical Coaches, and Mentors Part V: Strategy 2: Enabling Leaders to Lead - Creating Satisfying Work 13. Lead the Change to the Way the Work is Done 14. Leading the Development of Engineers and Managers 15. Leading Beyond the Causal Diagram Appendix A. Going Home On Time - Lean Development - The Principles Appendix B. Bringing Lean Development to a University Engineering Program. Appendix C. Books to Consider
Part I: The Problem 1. The Female Engineer Retention Challenge 2. Two Sides of the Same Coin - Gender Bias and Gender Confidence 3. It Begins with Pink and Blue Part II: Analyzing the Problem Using an Engineering Process 4. Medicine as a Model for Engineering - Creating Job Satisfaction 5. Through the Lens of an Engineer 6. Finding Root Cause Through a Causal Diagram Part III: Developing a Solution: Lean as a Foundation for Change and Learning 7. Industry Efficiency Via Lean 8. Creating a Physician - the Learning Process 9. An Engineer's Learning Environment Part IV: Strategy 1: Empowering Control of a Career 10. Building a Level Playing Field 11. It's Just Good Engineering - The Basics of Lean Development 12. Accepting a Hand Up: Role Models, Technical Coaches, and Mentors Part V: Strategy 2: Enabling Leaders to Lead - Creating Satisfying Work 13. Lead the Change to the Way the Work is Done 14. Leading the Development of Engineers and Managers 15. Leading Beyond the Causal Diagram Appendix A. Going Home On Time - Lean Development - The Principles Appendix B. Bringing Lean Development to a University Engineering Program. Appendix C. Books to Consider
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