IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 42
... Impact Analysis To assess the impact of various activities on CM success , respondents were asked to circle the appropriate level of impact that each activity ( or variable ) had on CM implementation . An activity was to be omitted if ...
... Impact Analysis To assess the impact of various activities on CM success , respondents were asked to circle the appropriate level of impact that each activity ( or variable ) had on CM implementation . An activity was to be omitted if ...
Pagina 43
... impact analysis may not impact success significantly . It is therefore desirable to focus on a subset of these independent variables by eliminating the undesirable ones . The objective is to select a subset of variables that provide a ...
... impact analysis may not impact success significantly . It is therefore desirable to focus on a subset of these independent variables by eliminating the undesirable ones . The objective is to select a subset of variables that provide a ...
Pagina 188
... impact , frequency ) . In Fig.3 , the links associate with an analysis around the first issue , Product Creation and Development , have been overlaid on the formal hierarchy . Differences in the displayed characteristics of the pairs of ...
... impact , frequency ) . In Fig.3 , the links associate with an analysis around the first issue , Product Creation and Development , have been overlaid on the formal hierarchy . Differences in the displayed characteristics of the pairs of ...
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