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TitleThe Lived Experiences of Professional Engineers over the Life-Cycle of a Technological Device
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Table of Contents
                            University of St. Thomas, Minnesota
UST Research Online
The Lived Experiences of Professional Engineers over the Life-Cycle of a Technological Device
	Guillermo F. Gandara
		Recommended Citation
Chapter 1
	D. The Quality Engineering Specialty
		E. The Role of Regulations in Medical Device Manufacturing
Chapter 2
	C. Case study research
	D. Exemplar research
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Document Text Contents
Page 1

University of St. Thomas, Minnesota
UST Research Online

Education Doctoral Dissertations in Leadership School of Education


The Lived Experiences of Professional Engineers
over the Life-Cycle of a Technological Device
Guillermo F. Gandara
University of St. Thomas, Minnesota

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Recommended Citation
Gandara, Guillermo F., "The Lived Experiences of Professional Engineers over the Life-Cycle of a Technological Device" (2012).
Education Doctoral Dissertations in Leadership. 30.
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Page 2




A Dissertation Submitted to the Education Faculty

of the University of St. Thomas in Partial Fulfillment

of the Requirements of the Degree

Doctor of Education

MARCH 26, 2012

Page 96

Chapter 3

one really cared that we were not following our own quality system. There were many

other incidents besides the ones I have mentioned.

Numerous employees left or were dismissed without being replaced and their

assigned tasks were ignored and this seriously affected our operations. It was more

than a lack of resources; it was a lack of leadership. As the moment of transfer from

Majestytech to Desperamed approached, this worsened and for me these were difficult

times. Pride in the job, pride in the profession; the high road we assumed we traveled

because we were making medical devices was becoming a farce.

When we became Desperamed, we lost our affiliation with a firm that although in

decline still had some pride left and some responsible leadership. This changed after

the Desperamed takeover and it really worsened when we went over to Pouvremed. All

this time unprofessional behavior was tolerated and often demanded. I felt constantly

assailed and my defenses against unethical behavior were weakening. The pressure to

act unethically was relentless, which I showed in the noisy fan incident. Determining the

root cause of the noisy fans was a fun activity, but one prompted by my ethical concern

of attributing fault to a supplier without adequate proof. I often wondered if it would have

been more appropriate to get employment elsewhere, yet an employment search is

difficult and prospective employers dislike job seekers that frequently change jobs.

C. An increasing intolerable situation

When I started to work with Majestytech, there was already talking about

Majestytech's intention of selling the business. This was openly discussed with all of the

employees, especially the many very long-term employees, many with over 15 years

previously with Inventorz Co., and later with Majestytech. There were few secretive

Page 97

Chapter 3

meetings at Majestytech. This was not the case later with Desperamed or Pouvremed

because senior managers repeatedly lied or exaggerated the situation.

(1) The castings incident

At Pouvremed, it was worse, I had a few incidents where management decided to

withhold information or deceive some suppliers. I recall one particular case involving a

supplier in out East that produced high precision castings that were used in the optics

subassembly of the imager. The Majestytech purchasing group had selected the

supplier years earlier. The castings were made of aluminum, and subsequent

operations included precision machining, cleaning, plating, and finally painting. Painting

was done at a local metro area company. The castings were done at one company and

the machining at a different company. Desperamed management was of the opinion

that the castings were too expensive, and that they took too long to get prepared. On

many occasions, delivery and cost issues were discussed. I dealt with the suppliers

almost on a daily basis because of the importance and complexity of the parts, and we

had a good working relationship and trusted each other because it was a way of

guaranteeing our mutual success. I dealt with the technical, engineering, and

management representatives of the companies involved in producing the finished

castings, and we often discussed the need for improving the delivery times and for

reducing cost. They reported it was counterproductive that Desperamed corporate

purchasing was tenaciously insisting on the need for cost reductions disregarding the

complexity of the parts. Additionally, they mentioned that Desperamed was not willing to

give them a long- term commitment to purchasing the parts that would have allowed the

suppliers to commit to the substantial capital investments needed. Desperamed was

Page 192


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