IEEE International Engineering Management ConferenceIEEE, 2000 |
Vanuit het boek
Resultaten 1-3 van 82
Pagina 155
... Figure 2 is a " pair . " This curve is based on measurements made on pairs of people , not individuals . The pair ... ( Figure 4 ) The two plots are quite separate , but similar in shape . The existence of a departmental relationship adds ...
... Figure 2 is a " pair . " This curve is based on measurements made on pairs of people , not individuals . The pair ... ( Figure 4 ) The two plots are quite separate , but similar in shape . The existence of a departmental relationship adds ...
Pagina 228
... Figure 1 shows how some envision OEM - supplier information exchange in the future . Figure 2 shows how some companies are automating procurement . B2B more complex and less structured , as is shown in Figure 4 . For example , many ...
... Figure 1 shows how some envision OEM - supplier information exchange in the future . Figure 2 shows how some companies are automating procurement . B2B more complex and less structured , as is shown in Figure 4 . For example , many ...
Pagina 381
... Figure 1 Figure 1 outlines a Federal Laboratory Business Model that describes how the Science & Technology of the labs ' R & D base , supports the Business Units ' missions . Research foundations ( basic science ) are at the core of ...
... Figure 1 Figure 1 outlines a Federal Laboratory Business Model that describes how the Science & Technology of the labs ' R & D base , supports the Business Units ' missions . Research foundations ( basic science ) are at the core of ...
Inhoudsopgave
Cycle Time and Schedule Effects When People | 19 |
Improving SPC Up To A One Tolerance Limit Driven Methodology | 35 |
Benchmarking of Technological Innovation Practices in Chinese Enterprises | 52 |
Copyright | |
39 andere gedeelten niet getoond
Overige edities - Alles bekijken
Veelvoorkomende woorden en zinsdelen
activities America Online analysis application approach areas benchmarking capabilities commercial communication companies competitive advantage complex concept core competence corporate cost cycle decision disruptive technologies e-commerce economic effective electronic electronic commerce Engineering enterprises environment environmental evaluation factors firms focus functions fuzzy fuzzy set global growth Harvard Business School identified impact implementation important improve increase industry injection molding input integrated interaction internal Internet investment knowledge learning manufacturing methods operation organization organizational paper patent performance planning platform potential problem product development Psion relationship requirements risk roadmap role Science semiconductor specific stage stochastic dominance Strategic Management structure success suppliers supply chain sustainable competitive advantage TCAD technical technological innovation technology development Technology Management University users value network variables