GEC Scenario #3: Chongqing Tooling

This sample scenario is from a collection of 70+ Global Engineering Competency (GEC) scenarios developed for instructional and assessment purposes. For more information, including links to usage tips and other supporting resources, visit our About page.

You are a U.S.-based automotive engineer. Your boss asked you to go to China on his behalf and review and sign off on the final tooling for the new model body trim at your company’s factory in Chongqing. Your boss said that the trip would be quick, as the local engineering manager had informed him that the tools were all ready to go. But, when you arrive on site, you see critical components strewn around the tool room still incomplete, and the Chinese engineering manager – whom you had never previously met – trying to hide the obvious shortcomings of the tooling. From a technical standpoint, you know exactly what needs to be done to get the tooling pulled together. What would you do?

  1. Meet with one of the Chinese manager’s subordinates to discuss the problem, then suggest they send a summary of the issues to both you and their manager.
  2. Invite the Chinese manager out to lunch to discuss the problem and possible solutions.
  3. Seek out the Chinese manager’s immediate supervisor, tell him about the situation, and offer to help solve the problem.
  4. Ask the group if there have been any issues with completing the assembly.
  5. Refuse to sign off on the tooling and explain why.
  6. Call your boss in the U.S. to explain the situation and ask for his advice.

Recommended Uses: INSTRUCTION/TRAINING (see our GEC Resource Guide for additional guidance)

Citation: Jesiek, B. K. and Woo, S. E. (Eds.). (2018). GEC Scenario #3: Chongqing Tooling. Retrieved from

License: Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0)

This material is based upon work supported by the National Science Foundation under Grant Nos. 1160455 and 1254323. Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the National Science Foundation. We also acknowledge support for this work from Purdue's Center for Intercultural Learning, Mentorship, Assessment and Research (CILMAR).