IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 182
... Evaluation None of the companies evaluated the QFD implementations in a formal or in - depth way . Two of the projects performed a limited evaluation , where the product development team used a one- or two - hour meeting to talk the QFD ...
... Evaluation None of the companies evaluated the QFD implementations in a formal or in - depth way . Two of the projects performed a limited evaluation , where the product development team used a one- or two - hour meeting to talk the QFD ...
Pagina 183
... evaluation of the QFD projects was a missing activity , however often asked for . An evaluation is one way for the users to learn from the implementation . It helps in the documentation of the implementation , which is a good way to ...
... evaluation of the QFD projects was a missing activity , however often asked for . An evaluation is one way for the users to learn from the implementation . It helps in the documentation of the implementation , which is a good way to ...
Pagina 427
... evaluation ; Testing - Plan and conduct in - use , product , and market testing and freeze the design ; Commercialization - production ramp - up and continuos improvement . Murphy and Kumar [ 11 ] defines the front end as from idea ...
... evaluation ; Testing - Plan and conduct in - use , product , and market testing and freeze the design ; Commercialization - production ramp - up and continuos improvement . Murphy and Kumar [ 11 ] defines the front end as from idea ...
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