Operations Management for Engineering Consulting Firms: A Case Study

Abstract

While acknowledging the difficulties of managing professionals, many theorists and practitioners are critical of applying operations management practices as solutions. This study challenges these criticisms by developing a series of propositions for engineering consulting firms based on a flexible manufacturing paradigm, in particular to (1) develop a generalized skill set among employees; (2) balance the workload across the organization; (3) cultivate project managers in a deliberate manner; and (4) apply operational models to predict the impact of resource allocation schemes. These propositions are examined in the context of a case study of engineers and technicians in a consulting company. The exploratory data analysis supports the validity of the propositions and also indicates the need for other operational improvements.