IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 38
... associated with enhanced competitiveness ( p = .0000 , Kendall's Tau - b = 2176 ) . These statistics mean that the more effective the communications during AMS implementation , the more the AMS seems to enhance the competitiveness of ...
... associated with enhanced competitiveness ( p = .0000 , Kendall's Tau - b = 2176 ) . These statistics mean that the more effective the communications during AMS implementation , the more the AMS seems to enhance the competitiveness of ...
Pagina 216
... associated with customers ' needs and wants . These three external environmental factors were included in the research model to control for their influence on the degree of new product market success . The factors that describe a firm's ...
... associated with customers ' needs and wants . These three external environmental factors were included in the research model to control for their influence on the degree of new product market success . The factors that describe a firm's ...
Pagina 479
... associated processes ; e.g. PA 2.1 is associated with MAN.2 . B. CMM Version 1.1 Architecture Unlike SPICE the structure of CMM is one- dimensional . CMM handles processes ( key process areas ) and capability levels ( maturity levels ) ...
... associated processes ; e.g. PA 2.1 is associated with MAN.2 . B. CMM Version 1.1 Architecture Unlike SPICE the structure of CMM is one- dimensional . CMM handles processes ( key process areas ) and capability levels ( maturity levels ) ...
Inhoudsopgave
STRATEGIC MANAGEMENT OF TECHNOLOGY | 1 |
Multisensor Optoelectronics System | 15 |
Animation of a Job Shop Scheduling Process | 28 |
Copyright | |
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activities analysis application approach areas automation Balanced Scorecard benefits capabilities Cellular Manufacturing client communication companies competitive complex cost cycle cyclical software development data mart database decision defined development process economic effective employees Engineering enterprise environment evaluation example expected Expert Systems factors Fat Clients firms focus function Geographic Information Systems global goals identified impact implementation important improve increase industry information system integration interaction internal issues kenaf knowledge manufacturing methodology Object OOBIS operations organization organizational output paper parameters performance phase planning problems product development Project Management psychological contract radical innovation Re-Design Rensselaer Polytechnic Institute requirements role schedule sharing specific stage strategy structure success system supplier task TCAD team members technical Thin Clients value network variables Waterfall Model