Management - Business Analysis For Engineers | EveryEng

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Self-paced Beginner

Management - Business Analysis For Engineers

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FREE

1852 min

Anytime

English

867 views

Team EveryEngMechanical Engineering

Lifetime access
Certificate of completion
Foundational Learning
Access to Study Materials

Volume pricing for groups of 5+

Why enroll

Completing the 'Management - Business Analysis For Engineers' course can catapult your career to new heights. By acquiring business acumen and analytical skills, you'll be poised for leadership roles like Engineering Manager, Technical Program Manager, or Business Development Manager. You'll also be competitive for cross-functional positions like Product Manager, Operations Manager, or Management Consultant. Additionally, this course prepares you for advanced degrees like MBA or MS in Management, leading to executive roles like Director of Engineering, VP of Operations, or CTO. Unlock your full potential and transition from a technical expert to a strategic business leader.

Your instructor

Team EveryEng

Engineer

Mechanical Engineering

22+ yrs experience·India

Is this course for you?

You should take this if

You work in Aerospace or Automotive
You're a Mechanical Engineering / Production Engineering professional
You prefer self-paced learning you can revisit

You should skip if

You need a different specialisation outside Mechanical Engineering
You need live interaction with an instructor

Course details

This course is designed to bridge the gap between core engineering knowledge and essential business skills, enabling professionals to excel in today’s competitive environment. It introduces participants to key concepts of business strategy, management, and decision-making tailored specifically for engineers. Learners will explore how to analyze real-world business problems and identify growth opportunities using structured approaches. The course emphasizes data-driven decision-making, helping students interpret data and apply insights effectively. Participants will gain an understanding of financial basics, project management, and operational efficiency. Through practical case studies and examples, students will learn how engineering solutions impact business outcomes. The program also focuses on developing critical thinking, communication, and leadership skills. By integrating technical expertise with business acumen, learners will be able to contribute more effectively to organizational success. This course prepares engineers to take on managerial roles and make strategic decisions. It is ideal for those looking to expand their career into leadership and business-oriented positions.

Souce: nptelhrd (YouTube Channel)
Business Analysis for Engineers by Dr. S. Vaidhyasubramaniam, Department of Management, IIT Madras.

Course suitable for

Key topics covered

Introduction to Business Analysis for Engineers
Accounting Principles - 1
Double Entry Examples - 1
Preparation of Financial Statement
Special Accounts Illustrations
Introduction to Management Accounting & Behaviour of Cost
Inventory Management
Poter's Diamond Model
Industry Analysis & Sources of Strategy
External & Internal Environ Analysis
Price & Income Elasticity and Utility
Fiscal & Monetary Policy
Union Budget & Conclusion

Course content

The course is readily available, allowing learners to start and complete it at their own pace.

42 lectures30 hr 52 min

Introduction to Business Analysis for Engineers
50 min
Introduction to Accounting
49 min
Accounting Principles - 1
44 min
Balance Sheet Fundamentals
50 min
Balance Sheet Fundamentals
44 min
Accounting Principles - 2
47 min
Introduction to Income Statement & Double Entry
50 min
Double Entry Examples - 1
47 min
Double Entry Examples - 2
44 min
Preparation of Financial Statement
45 min
Cash Flow Statement 1
46 min
Cash Flow Statement 2
49 min
Special Accounts Illustrations
45 min
Final Illustrative Example
54 min
Summary of Financial Accounting
45 min
Introduction to Management Accounting & Behaviour of Cost
47 min
Cost-Volume Relationship
45 min
Cost-Objects & Variance
43 min
Labour & Over Heads Variance Analysis
41 min
Cash Conversion Cycle
46 min
Inventory Management
37 min
What is Strategy?
44 min
Poter's Diamond Model
46 min
Industry Analysis
49 min
Industry Analysis & Sources of Strategy
22 min
The Need for Value
44 min
Value Chain Analysis
35 min
Corporate Portfolio Analysis
34 min
External & Internal Environ Analysis
39 min
Models for Strategy,Ansoff matrix
44 min
Porter's Generic Strategy
41 min
Prahlad's Core Competency
41 min
Case study to understand strategy
56 min
Case study to understand strategy
44 min
Blue ocean and conclusion
42 min
Introduction to Economics
40 min
Introduction to GDP
38 min
Supply vs Demand
45 min
Price & Income Elasticity and Utility
44 min
Macroeconomic Variables
45 min
Fiscal & Monetary Policy
44 min
Union Budget & Conclusion
47 min

Opportunities that await you!

Career opportunities

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Questions and Answers

Q: You're reviewing warranty data and typing "how to interpret downstream cost impact when defect rate doubles in a process" into Google. A supplier machining defect rate increases from 1% to 3% at 40,000 km equivalent usage. Assembly takt time and test coverage are unchanged. What happens downstream, and what's the least bad immediate response?

A: A: Leakage compounds when detection stays fixed; tightening tests buys time while you control change. B: Linear scaling ignores escape rates and severity weighting. C: Faster takt cuts detection, not defects. D: Waiting on paperwork while failures accrue is how safety metrics drift.

Q: Your lead asks you to sanity-check a slide after searching "calculate expected warranty cost per unit with failure rate and repair cost". Failure probability at 40,000 km is 2.5%. Average repair cost is $1,200. Annual volume is 80,000 units. What's the expected annual warranty cost?

A: A: 0.025 × 1,200 × 80,000 lands here. B: Treats probability as certainty. C: Arbitrary derating with no basis. D: Drops the probability term entirely.

Q: You're on-site and searching "pre-commissioning verification steps when drawings may not match as-built". Rev 4 GA drawings show a tolerance stack that's marginal. The original designer is gone. What's the right verification sequence before sign-off?

A: A: Measure first, judge against function, then document change. B: Operation is not a verification tool. C: Editing models before data corrupts traceability. D: FAT doesn't cover installation stack-ups.

Q: While googling "why ISO 26262 requires confirmation measures independent from design" you need to justify budget for a review. What's the intent behind independence in functional safety?

A: A: Fresh eyes catch shared assumptions. B: Independence slows things but improves fault finding. C: Liability doesn't vanish with a signature. D: Testing is still mandatory.