IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 41
... determine if the right issues were addressed ; ( 2 ) identify any ambiguous items ; ( 3 ) determine if most of implementation issues were addressed ; ( 4 ) express their perceived level of difficulty in obtaining any of the numerical ...
... determine if the right issues were addressed ; ( 2 ) identify any ambiguous items ; ( 3 ) determine if most of implementation issues were addressed ; ( 4 ) express their perceived level of difficulty in obtaining any of the numerical ...
Pagina 208
... determine design - shift , and randomly optimizing the process specifications to compensate for the changes in manufacturing fab . The process is expensive and the cycle time ( tc ) is extremely long . Therefore , new methodologies are ...
... determine design - shift , and randomly optimizing the process specifications to compensate for the changes in manufacturing fab . The process is expensive and the cycle time ( tc ) is extremely long . Therefore , new methodologies are ...
Pagina 459
... determine empirically the depreciation of major categories of telephone plant and equipment . Yet this matter is very important in the transition from rate of return regulation of the Lo- cal Exchange Carriers to a ( more ) deregulated ...
... determine empirically the depreciation of major categories of telephone plant and equipment . Yet this matter is very important in the transition from rate of return regulation of the Lo- cal Exchange Carriers to a ( more ) deregulated ...
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