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Pagina 38
Many engineering firms have not only not defined the systems they use but also
do not have any measures which will tell them if their systems are in control or out
of control . Measurements are also very important because they are most often ...
Many engineering firms have not only not defined the systems they use but also
do not have any measures which will tell them if their systems are in control or out
of control . Measurements are also very important because they are most often ...
Pagina 50
Measures Scott and Bruce noted that individuals are likely to use a combination
of these two modes of thinking in problem - solving ( Sawyer , Shackelford , &
Weiss , 1989 ) . By combining the associative and bisociative problem - solving ...
Measures Scott and Bruce noted that individuals are likely to use a combination
of these two modes of thinking in problem - solving ( Sawyer , Shackelford , &
Weiss , 1989 ) . By combining the associative and bisociative problem - solving ...
Pagina 238
The models output various measures of the manufacturing system performance .
At this stage in the system we have created a link between manufacturing system
performance and product design . Static Modeling The input to these models ...
The models output various measures of the manufacturing system performance .
At this stage in the system we have created a link between manufacturing system
performance and product design . Static Modeling The input to these models ...
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Inhoudsopgave
Track No | 2 |
93 | 12 |
otal Quality in Management Decision Making | 97 |
Copyright | |
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achieve activities alternative analysis application approach areas average become carrier characteristics chart communication competitive complex considered continuous corporate correction cost create criteria critical decision defined determine effect Engineering environment error established evaluation example existing expectations experience factors Figure firms function global goals identified implementation important improvement increased individual industry innovative integrated internal involved knowledge learning manufacturing means measurement meet methods needs objectives operations organization organizational output performance phase planning position possible potential practice presented probability problem relationships reported requirements responsibility Review risk role selection share specific stage standard strategy structure style success Table tasks technical transport unit University