IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 125
... components ( no intelligence links ) . Supply components to the direct suppliers on a contract . Indirect / direct supplier . Direct relationship ( components and know - how ) to the assembler and indirect relationship through other ...
... components ( no intelligence links ) . Supply components to the direct suppliers on a contract . Indirect / direct supplier . Direct relationship ( components and know - how ) to the assembler and indirect relationship through other ...
Pagina 126
... components and take on responsibility for functionality , delivery etc. 12 We are able to develop , produce and assemble systems due to long experience 4 % Table 1 Why a supplier consider itself as a System Supplier The reasons for ...
... components and take on responsibility for functionality , delivery etc. 12 We are able to develop , produce and assemble systems due to long experience 4 % Table 1 Why a supplier consider itself as a System Supplier The reasons for ...
Pagina 170
... components , referring to how much work , how long it will take , what resources will be required , and the reasons for those estimates , on a component by component basis . Remember that these are estimates . Neither the schedule nor ...
... components , referring to how much work , how long it will take , what resources will be required , and the reasons for those estimates , on a component by component basis . Remember that these are estimates . Neither the schedule nor ...
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