Diversity drives better business results; however, despite decades of effort, women make up only 15% of engineers. Retaining Women in Engineering: The Empowerment of Lean Development approaches the problem of women leaving engineering from a systems-level perspective to change the way engineering is done and level the playing field between men and women.
This book utilizes the six principles of Lean Development and draws from the learnings of the field of medicine, recognizing that access to a vast amount of written knowledge is an important part of a physician’s learning process. Using these principles, the book provides leaders with concrete strategies and methods to change the way engineering is done and learning occurs. Integrated within the book are "gray box stories" which describe two different worlds that engineers work in: that of traditional development and that of Lean Development. These stories underscore the way that the gender confidence gap, bias, and stereotypes affect a female engineer’s career. Additionally, the book highlights how the methods of Lean Development strengthen an individual’s ability to control their learning and career, and a leader’s ability to coach others more effectively. Ultimately, this results in more capable teams. Furthermore, not unlike the marine chronometer (a clock) which solved the centuries old challenge of establishing the longitudinal location for a ship at sea, this book finds the "clock" that levels the playing field between men and women.
This book will help leaders at every level within an engineering firm, as well as women engineers and managers who want to grow to their full potential, and others who care about gender equity.
Author(s): Robert N. Stavig, Alissa R. Stavig
Series: Women of STEM: Innovation and Leadership Series
Publisher: CRC Press
Year: 2022
Language: English
Pages: 265
City: Boca Raton
Cover
Half Title
Series Page
Title Page
Copyright Page
Table of Contents
To the Reader
Foreword by Durward K. Sobek II.
Acknowledgments
Introduction
Part I The Problem
Chapter 1 The Female Engineer Retention Challenge
Factors Inhibiting Girls and Women from Choosing Engineering
The Efforts of Progressive Firms
Finding a New Approach
Approximately 50% of the Medical School Graduates Are Women; Why?
Conclusion
References
Chapter 2 Two Sides of the Same Coin: Gender Bias and Gender Confidence
Gender Schema and Stereotypes
Gender Bias – The External Influencer
Gender Confidence – The Internal Influencer
Two Sides of the Same Coin – Bias and Confidence
How the Work Is Done
Conclusion
References
Chapter 3 It Begins with Pink and Blue
Trucks or Dolls: Development of Gender Schema in Children
Math Is for Boys: Gender Schema in Elementary School
Career Implications
Choosing a Career
Succeeding in a Career
Imposter Syndrome
Moving Forward
Growth Mindset
Real-World Examples
The Engineering Pipeline
Conclusion
References
Part I Summary
Part II Analyzing the Problem: Using an Engineering Process
Chapter 4 Medicine as a Model for Engineering: Creating Job Satisfaction
Increasing Gender Integration: Medicine versus Engineering
Understanding the Difference: The Knowledge Availability Gap
Job Satisfaction
Work Climate
Satisfying work
Control over Career
Training Approach: Medicine versus Engineering
The Work of Engineering
Conclusion
References
Chapter 5 Through the Lens of an Engineer
The Problem
The Current Reality of the Effort
Growth Potential and Empowering Work Environment
Gender Pay Gap
Inspired to Come to Work
The Type of Engineering and the Type of Work
Relational Work
Social Contribution and Communal Work
The Choice for Other Work
Career Path
Women Role Models and Mentors
Work–Life Balance and Enabling Part-Time Work
Innovation and Patents
Work Climate
Summary
Diversity Matters
Conclusion
Next Steps for the Team
References
Chapter 6 Finding Root Cause through a Causal Diagram
Longitude, from the Sky or a Clock Sitting on a Desk – a Debate [2]
A Causal Diagram
It All Begins with Low Percentages
It Ends with a Low Retention Rate
Work Climate
Lack of Control over Career
Unsatisfying Work
Going a Step Further
Arriving at Our Root Causes
The Solution
Conclusion
References
Part II Summary
Part III Developing a Solution: Lean as a Foundation for Change and Learning
Chapter 7 Industry Efficiency via Lean
A Brief History of Lean – the Elimination of Waste
Lean Efforts in Almost Every Industry
Lean Development: Efficiency of Creating Knowledge
Conclusion
References
Chapter 8 Creating a Physician: The Learning Process
Transformation of Physician Training
The Road to Becoming a Physician
From Doctorate to Licensed Physician
Role Models and Mentorship in Medicine
Building Expertise in Medicine
Ongoing Inequities in Medicine
Conclusion
REFERENCES
Chapter 9 An Engineer’s Learning Environment
A Typical, but Not Desirable, Example of Product Development
How Engineers Get Their Degrees
How the Learning Occurs as a New Engineer
Comparison to a Physician in Residency
How the Work Is Done as a New-to-Career Engineer
Changing What Can Be Changed
Conclusion
References
Part III Summary
Part IV Strategy 1: Empowering Control over Career
Chapter 10 Building a Level Playing Field
The Unleveled Playing Field for Women
The Work of Relational Practice
Change the Way the Work Is Done – Finding Possible Solutions
Management by Objective
Reengineering – “Starting over”
Deductive or Inductive Thinking – Approaching a Problem
Change the Way the Work Is Done – Lean Development
Lean – The Elimination of Waste
Lean Development – Increasing the Learning Rate
Attacking Bias and Building Confidence
The A3 Problem-Solving Process
Addressing the Challenge of Relational Gender Roles
Progress Toward Improving the Climate
Another Look at the Causal Diagram
Other Organizational Benefits
Conclusion
References
Chapter 11 It Is Just Good Engineering: The Basics of Lean Development
The Principles of Lean Development and the Benefit to Business
The Principles
1. Creating Reusable Knowledge – The Power of the A3 Reports
2. Cadence, Pull, and Flow
3. Visual Management
4. Entrepreneurial System Designer
5. Set-Based Design – Change the Development Method
Trade-off Curves
6. Teams of Responsible Experts
How Lean Development Fits into the Development Process
A3 Reports – Problem-Solving, Opportunity, Planning
A3 Reports – Integration Plans: Manage the Flow of Work and Learning
A3 Reports – Status Sheets
A3 Reports – Knowledge Sheets
Conclusion
References
Introduction to Chapter 12
References
Chapter 12 Accepting a Hand Up: Role Models, Technical Coaches, and Mentors
Role Models
Technical Coaches
Tips for a Good Technical Coaching Relationship
Protégée Responsibility
Mentoring
Conclusion
Present State
Promoting Change
A Few Words of Thanks
References
Part IV Summary
Part V Strategy 2: Enabling Leaders to Lead – Creating Satisfying Work
Chapter 13 Lead the Change to the Way the Work Is Done
The Leader’s Role as a Designer
Working as System Designer and Moving the Organization to A3s
Implementation of Lean Development at the Department Level
1) The Use of A3s
2) Creating a Knowledge Repository
3) Technical Depth of Managers
4) Development of Systems Thinking through the System Designer
Implementation at the Project Level
Implementation at the Engineer Level
Work–Life Balance: Working Part Time and Going Home On Time
Working Part Time
Going Home on Time
Managing the Work
Replay the Design Review via Lean Development
Conclusion
References
Chapter 14 Leading the Development of Engineers and Managers
Drive Learning on a Daily Basis
Personal Development Plans, Driven by the Causal Diagram
Relational Work
Control of Learning
Control over Career
The Contribution of Men via the Causal Diagram
One-on-One Reviews of A3 reports – Developing the Engineer
Structured Learning – Addressing the Confidence Gap
Conclusion
Reference
Chapter 15 Leading Beyond the Causal Diagram
Creating an Inclusive Work Environment
Creating Reusable Knowledge – Attack the Gender Confidence Gap and Gender Bias
Creating a New Work and Learning Environment
Creating Role Models
Other Areas of Focus
Finding Opportunity and Networking through A3s
The Purpose of Meetings – Problem-Solving or Communication
Progress Forward
Conclusion
References
Part V Summary
Afterword: Getting Back to Finding the Longitude
Appendices
Appendix A: Going Home on Time – Lean Development:The Principles
Appendix B – Bringing Lean Development to a University Engineering Program: A Consideration for Teaching Lean Development and A3 Reports
Appendix C – Books to Consider
Author Bios
Index
Figure 6.2 - Causal Diagram.
