IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 127
... Experience The supplier must have had a long experience in the industry . This experience will be necessary in order to understand the whole system and its interfaces to other systems . This experience will for example ensure that there ...
... Experience The supplier must have had a long experience in the industry . This experience will be necessary in order to understand the whole system and its interfaces to other systems . This experience will for example ensure that there ...
Pagina 309
... experience grows over time , our potential for playfulness increases with experience and , therefore , usually with age [ 4 , p . 83 ] ; [ 5 ] . To summarize this discussion of spontaneity , physical spontaneity is often described as ...
... experience grows over time , our potential for playfulness increases with experience and , therefore , usually with age [ 4 , p . 83 ] ; [ 5 ] . To summarize this discussion of spontaneity , physical spontaneity is often described as ...
Pagina 330
... experience . Other teams or sub - team areas may discount ore even ignore the value of learning and give it limited attention . When learning is valued by a team it is far more likely to be a productive , useful process . VI . Global ...
... experience . Other teams or sub - team areas may discount ore even ignore the value of learning and give it limited attention . When learning is valued by a team it is far more likely to be a productive , useful process . VI . Global ...
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