Sunday, October 2, 2016

New Technology Adoption - Management Guidelines



Godoe, P. & Johansen, T.S., (2012). Understanding adoption of new technologies: Technology readiness and technology acceptance as an integrated concept. Journal of European Psychology Students. 3(1), pp.38–52.

http://jeps.efpsa.org/articles/10.5334/jeps.aq/




Organisations adopt new technologies to improve the efficiency and effectiveness of various work processes. Unfortunately, many technology-based products and services never reach their full potential, and some are simply rejected (Burton-Jones & Hubona, 2006). Failed investments in technology may not only cause financial losses, but also lead to dissatisfaction among employees (Venkatesh, 2000).

The technology acceptance model (TAM) has come to be one of the most widely used models. The two primary predictors in TAM that affect technology usage are perceived usefulness and perceived ease of use.

The other paradigm focuses on latent personality dimensions to explain the use and acceptance of new technologies (Porter & Donthu, 2006). In other words, an individual's personality influences the potential acceptance of technology in general. The technology readiness index (TRI) (Parasuraman, 2000) follows this approach. Technology readiness can be viewed as a gestalt resulting from four personality dimensions: optimism, innovativeness, discomfort, and insecurity. According to Parasuraman (2000) these personality dimensions affect people's tendency to embrace and use new technologies. In this respect, optimism and innovativeness function as mental enablers, while discomfort and insecurity function as mental inhibitors to accepting new technologies.
In the last decade, research has emerged combining the two paradigms by integrating the TRI and TAM into one model. Lin, Shih, Sher, and Wang (2005) and Lin, Shih, and Sher (2007) included technology readiness as an antecedent of perceived usefulness and perceived ease of use in TAM. Walczuch, Lemmink, and Streukens (2007) took a somewhat different approach by investigating how each dimension of technological readiness affects the predictors in TAM.


Beating Murphy's Law in New Technology Adoption


MIT Sloan Management Review, Spring 1991
W. Bruce Chew, Dorothy Leonard-Barton and Roger E. Bohn
http://sloanreview.mit.edu/article/beating-murphys-law/

Beating Murphy’s Law - Steps




Rule #1. Think of Implementation as R&D

 Acquisition of new technolgy  should  be considered an ongoing process of data gathering and learning that evolves over time. Initially, an organization must focus on technical data regarding equipment options and costs and a study of existing applications. Eventually, the technology goes through startup and data is generated in-house. But in every phase the goal is to learn all that can possibly be learned at that point in time. In effect, the introduction of technology should be considered less as an investment issue or technical issue and more as a question of research design.

The experiments should address both technical and organizational questions. Managers who understand that they are managing organizational change, not just technical change, are better positioned to direct the learning process. The work of technology managers should include: working very closely with users, whose role should be as codevelopers rather than receivers of the technology; constantly redefining the necessary support structure in the user organization, identifying and targeting potentially weak links; enlarging the definition of the technology to include the delivery system or other linkages on which the technology is critically dependent; and experimenting as consciously and productively with organizational forms as with technical ones, capitalizing wherever possible on experiments occurring naturally in the company.

Rule #2. Ask “What made it hard?” Not “How well did it work?”



The firm must look for answers to questions  of technology implementation like “How did you make this technology work? What had to be changed? What was hardest?”



Our studies suggest that technical knowledge, about the hardware itself, transfers more easily than organizational knowledge,




Rule #3. Learn in Many Ways at Once


Broadly speaking, there are four methods of learning that a firm can use:

vicarious learning—learning from the experience of others;
simulation—constructing artificial models of the new technology and experimenting with it;
prototyping—actually building and operating the new technology on a small scale in a controlled environment; and
on-line learning—examining the actual, full-scale technology implementation while it is operating as part of the normal production process. A clear hierarchy exists among these four methods: costs get higher moving down the list, but so does fidelity.


Managers in our studies consistently underinvest in preimplementation learning, choosing in effect to do most of their learning later, when it is most expensive.



Many managers appear unwilling to invest in learning by methods that offer less than perfect fidelity. They fail to recognize that learning need not be all or nothing. Another plant’s experience will not be completely relevant, but it is still possible to identify some issues that can be addressed vicariously. Similarly, simulation and prototyping can be effectively targeted at specific questions.

The consequence of these two competing hierarchies is important: use a mixed strategy for learning. Learn as much as possible using the low-cost, low-fidelity methods, but realize that some learning will probably be necessary from all four methods.

Furthermore, the ideal learning strategy includes parallel and simultaneous use of all methods, not just sequential use. For example, opportunities for improvements that are not uncovered until die prototype is running may become the target of simulation. Prototype pilot lines should be kept going in parallel with the main production line, as test beds for diagnostic experiments and trials of changes. Both technical and organizational learning must be documented and remembered. As noted earlier, one plant’s Murphy’s Law disaster is another plant’s opportunity for vicarious learning.

Rule #4. Simulate and Prototype Everything

 A simulation of a new technology is a model of how it will work. Simulations can range from simple mathematical models such as spreadsheets, through elaborate Monte Carlo computer models, to physical models of the entire plant, before and after the new technology is introduced. For example, in the steel industry it is common to simulate changes using scaled-down models with water in place of molten steel.

Simulation technology has improved dramatically in recent years due to advances in computer hardware (engineering workstations and personal computers are more than adequate for simulations of most production processes) and especially in easy-to-use, special purpose simulation languages. It is often possible to do a crude but useful initial simulation in less than a week of effort. In fact, we recommend that any new technology involving more than a few person months of total effort should probably be simulated in some way. Complex or large technology should usually receive several simulations targeted at different levels of detail and different aspects of the total system.



A prototype is a small-scale construction or isolated version of the final system for learning purposes, using methods as close as possible to the final technological target. The purpose of prototyping is to learn about problems and opportunities that were not found during the simulation but that will cause delays or expense if they are left for on-line learning.

Rule #5. “Everything” Includes the Organization

Simulation is equally applicable to organizational changes, though it is rarely applied. To implement a new MRPII system, the implementation manager persuaded representatives from all the potentially affected functions (shipping, purchasing, inventory, etc.) to come together in one room for several days to go through a noncomputerized simulation of the information flows The simulation served to educate the various functions about the coming system. The supervisors got to know each other and talked about the process interdependencies that the new system was going to cause or exacerbate. Because they came to understand the needs of other functions, whose representatives they often had not even known before, the participants negotiated compromises and agreements that forestalled problems when the actual system was implemented.

Organizational prototyping, like technical prototyping, is the execution of a design on a small scale for the express purpose of evaluating that design from an organizational viewpoint.  With organizational prototypes managers can anticipate needed alterations, potential pitfalls, and opportunities for additional benefits by observing the technology-organization interaction in microcosm before launching the full-scale production change.

Pilot runs of a new technology offer the opportunity for organizational prototyping, but they are rarely used for that purpose. Usually test runs are conducted by technical staff to learn about potential problems in the physical system. Litde attention is paid to the possibility of learning about organizational effects and opportunities, such as changes in roles, conflicts with existing rewards and incentives, differing responses to and use of the new technology depending upon operator background and skill, the different meaning that the technology has for different groups of users, and the most effective organizational structure.


Rule #6. Follow Lewis and Clark

The problem is not with planning per se but with the substance of a plan.
When Lewis and Clark headed west from St. Louis they did not attempt to specify in advance their exact trail and how they would cope with each expected contingency. They realized that the wilderness ahead was too unknown and the contingencies too many. Rather, they set out with a general sense of their route (up the Missouri River and over the Rockies), a good store of resources, and a team that had familiarized itself with everything known about the wilderness ahead.

Too often managers forget that new technologies have more in common with Lewis and Clark’s wilderness than today’s travel. thing go awry. Planning must provide a guiding structure for discovering and solving problems. It should focus more on what to look for and think about than on what to do. It should plan for an expedition of discovery, not a drive to a relative’s house; it should be a research design, not a recipe.

Rule #7. Produce Two Outputs: Salable Products and Knowledge

Eventually, the new technology is up and running. The new process produces not only salable products, but also usable knowledge. Production time, management time, labor, and materials should be budgeted for making both types of output.

Budgeting Time for the Seven Rules

The core of our argument has been that to beat Murphy’s Law it is necessary to plan for and manage directed learning. Anything you don’t learn about early will hurt you later.

One simple solution is to budget for this learning time throughout the project schedule. In particular, keep a reserve of production time for on-line learning in the first several months of startup. This is over and above the planned lower output during startup. Ten percent of production time is a realistic amount if vicarious learning, simulation, and prototyping have been done thoroughly.

The Rules in Practice: Different Kinds of Knowledge

In summary, managers typically underinvest in learning both before and after startup. This is particularly true of the organizational changes relating to new technologies.

The seven rules reflect a different vision of what it means to implement technology.

In all the most successful sites, investment was made in the creation of local user-experts, whose job it became to anticipate, model, prototype, and teach the new behavior necessitated by the technology, especially during the critical period of change from the old to the new system.








Tuesday, August 2, 2016

Manufacturing Management - Introduction

Manufacturing Management - Introduction

Authors

Narayana Rao
Published

All Rights Reserved

Version 26

Last edited: 12 Sep 2011

Exported: 26 Nov 2011

Original URL: http://knol.google.com/k/-/-/2utb2lsm2k7a/3309






Planning, organizing and controlling manufacture of goods is manufacturing management. Chase et al. define operations management as the design, operation, and improvement of the systems that create and deliver the firm's primary products and services. Operations management is a discipline that includes production of goods and services.

Once the company decides to manufacture and sell a product, the specialized responsibility of the manufacturing management starts. But the decision to manufacture a product is based on feasibility analysis. During this analysis also manufacturing management issues are involved. Therefore, the persons doing strategic analysis or corporate planning analysis include persons from manufacturing management discipline with manufacturing management knowledge and bring into the analysis or decision making process the manufacturing view point.

Manufacturing is carried out through processes. A process is any actvity or group of activities that takes one or more inputs, transforms them, and provides one or more outputs. The output could be for an external customer for sale or for an internal customer to use for further processing. In some cases it can be for consumption in the same process or by the consumption by the producer hmself. Manufacturing processes convert materials into goods that have a physical form.  The transformation processes change the materials on one or more of the following dimensions:

1. Physical properties
2. Shape
3. Fixed dimension
4. Surface finish
5 Joining parts and materials.

The outputs from manufacturing processes can stored and transported in anticipation of future demand (Krajewski et al. 2007).


Important Developments in Manufacturing Management


Developments in manufacturing management include certain technical developments that made manufacturing systems more productive and flexible.

Shopfloor management guidelines provided by F.W. Taylor were landmarks in the field of manufacturing management. Taylor further development Scientific management philisophy. Taylor also brought out the importantance of scientific studies in manufacturing processes improvement or design. His studies on machining were considered a very important research contribution. Taylor also introduced time study based best practice identification and training all operators in the best practice. He advocated that manufacturing managers have the responsibility of developing manufacturing methods and training operators in best methods.

Frank Gilbreth developed study of motions of operators to develop efficient operator movements either to do manual work or to operate machines. He and Lilian Gilbreth also introduced the concept of fatigue and proposed ways to prevent the negative consequences of fatigue in operators as well as in manufactuirng systems.

Henry Ford introduced moving assembly lines that revolutionized the production systems. Henry Gantt developed charts that helped scheduling production activities.

Harry Emerson wrote a book on principles of efficiency and it became part of industrial engineering and scientific management literature. Focus on efficiency in systems in general and especially manufacturing systems sharpened.

F.W. Harris developed theory of batch quantities in production and purchase. Walter Schewart developed procedures for using statistical thinking in process control. He created methods for determining when to change machine setups based on the measurements of samples taken at randome intervals. Hawthorne studies became another landmark development in manufacturing management. They brought out the importance of psychological variables in improving or decreasing productivity of operators. Unfortunately, the proponents of this line of thought have not integrated their conclusions with the ideas of scientific management appropriately. They chose to attack themes of scientific management. Manufacturing management might have had a different state today, if scientific management movement that had engineering foundations and human relations school of thought that had psychology as its foundation were appropriately integrated by human relations school.

Hawthorne studies became another landmark development in manufacturing management. They brought out the importance of psychological variables in improving or decreasing productivity of operators. Unfortunately, the proponents of this line of thought have not integrated their conclusions with the ideas of scientific management appropriately. They chose to attack themes of scientific management. Manufacturing management might have had a different state today, if scientific management movement that had engineering foundations and human relations school of thought that had psychology as its foundation were appropriately integrated by human relations school.

Development of operations research (OR) helped manufacturing managers to understand and optimize their systems better. Study of operations research became a part of studies of manufacturing managers.  Use of computers was started in recording store related transactions and data and it was extended to shopfloor transaction data. The use was further extended to calculation of batch quantities and preparation of  loading sheets and schedules.

In 1970s, scholars in USA recognized that Japanese had used their manufacturing management philosophies, strategies and techniqes as a strategic capability to win market shares in global markets. A new era of manufacturing strategy thought developed in manufacturing management.  Automation increased in factories. With this multiskilling of operators came into picture as now operators have more time and can operate more machines. As group layout became more popular, an operator was required to operate different machines which were in series. Total quality management, total productive maintenance, total cost management became the strategies. JIT or lean systems became the best practice production systems. While improvement everywhere reached its zenith, the important idea that it is improvement in bottleneck that has the most value was highlighted by Goldratt in the name of 'Theory of Constraints.'

Many new technologies came into existence and were adopted into manucturing processes. The existing ideas regardng technology adoption did not emphasize the suboptimal use of technology. The full power of technology was not being put to use by many. Theory of BPR brought this into focus and helped systems become more productive by utilizing the power and potential of the new technologies more. Ability to look at bigger and bigger systems using OR models and system dynamics models and the ability to access data anywhere using internet based data communication systems made coordination across distributed national and global facilities. This led to the development of theory of supply chain wherein information can be made visible to anybody and optimization can be done from the point of origin or raw materials to its dumping point. Manufacturing facilities are now a part of supply chains wherein information is available to both suppliers and potential customers in real time and purchasing is done through electronic orders. In a century, manufacturing management theory and pratice developed immensely.


Chase, Richard, B., F. Robert Jacobs, Nicholas J. Aquilano , Operations Management, 11th Edition, McGraw-Hill, New York, 2006.
Krajewski, Lee et al., Operations Management: Processes and Value Chains, 8th Edition, Prentice Hall, Upper Saddle River, 2007.



___________________________________________________________________________________________

Early Books on Manufacturing Management


Factory Organization and Administration
Hugo Dimer, First Professor of Industrial Engineering, Pennsylavania State College
First edition: 1910
Third edition digital copy
http://www.archive.org/stream/factoryorganiza00diemgoog#page/n10/mode/2up

Profit Making in Shop and Factory Management
Charles U. Carpenter, 1908
http://www.archive.org/stream/cu31924002748576#page/n1/mode/2up

Shop Management
Frederick Winslow Taylor, 1911
http://www.archive.org/stream/shopmanagement00taylgoog#page/n10/mode/2up

Factory and Office Administration
Lee Galloway, 1918
http://www.archive.org/stream/factoryofficeadm00galliala#page/n3/mode/2up

Factory Management Wastes: And How to Prevent Them
James F. Whiteford, 1919
http://www.archive.org/stream/factorymanagemen00whit#page/n7/mode/2up

Plant Management
Dexter S. Kimball, 1919
http://www.archive.org/stream/cu31924031222627#page/n7/mode/2up

___________________________________________________________________________________________


Article part of chapter  Introduction  to Manufacturing Management

Chapter - Introduction to Manufacturing Management

Authors

Narayana Rao
Published

All Rights Reserved

Version 7

Last edited: 20 Nov 2010 (On Knol)

Exported: 26 Nov 2011

Original URL: http://knol.google.com/k/-/-/2utb2lsm2k7a/3311


Chapter of Manufacturing Management - Knol Book

Contents of Chapter

Principles of Management – Koontz and O’Donnell

Manufacturing Management - Introduction

Manufacturing Management - Introduction - Interesting Web Pages  

Preface to Manufacturing Management - Blog Book




Preface to Manufacturing Management - Knol Book

Authors

Narayana Rao
Published

All Rights Reserved

Version 2

Last edited: 18 Nov 2010

Exported: 26 Nov 2011

Original URL: http://knol.google.com/k/-/-/2utb2lsm2k7a/3310



Study each book and seminar,
Attend every one you can, sir!
You'll find a thousand experts
--each with PART of the answer.    (O.W. Wight in the book, Production and Inventory Control: Principles and Techniques)

Digital media or electronic media products have made it possible for more experts (even in a limited way) to write their thoughts and understanding of issues and share the knowledge with rest. People in general have followed Wight's advice and are reading digital media articles.

Knol, a wiki-based article writing platform is another digital media product launched by Google to promote writing units of knowledge, knols. Number of professionals and faculty members are writing on Knol. Knol books of collections are part of efforts to bring articles or knols related to a subject together and present them to readers. Such books make accessing thousands of experts more easy for readers. Society will be benefited, if more people become more knowledgeable and use that knowledge to produce more goods and services and more importantly happiness and also preserve environment for present as well as future generations.

Robust Design

Chapter  13 Ulrich and Eppinger - Product Design and Development


Robust Design


1. Identify Control Factors,  Noise Factors, and Performance Metrics
2. Formulate an Objective Function
3. Develop an Experimental Plan
4. Run the Experiment
5. Conduct the Analysis
6. Select and Confirm Factor Setpoints

Prototyping

Chapter  12 Ulrich and Eppinger - Product Design and Development

Prototyping - Planning for Prototyping


1. Define the Purpose of the Prototype
2. Establish the Level of Approximation of the Prototype
3. Outline an Experimental Plan
4. Create a Schedule for Procurement, Construction and Testing

Design for Manufacturing - A Step in Product Design and Development

Chapter  11 Ulrich and Eppinger - Product Design and Development


Manufacturing cost is a key determinant of the economic success of a product. Economic success depends on the profit earned on each item sold, and how many units of the product the firm can sell.  if the price is set lower more sales can be achieved. But to maintain profit margin or profit on each item sold, cost also have to low. Design for manufacturing activity helps in lowering the cost of manufacturing by modifying the design to suit manufacturing capabilities without decreasing the quality of the product.

Design for Manufacturing


1. Estimate the Manufacturing Costs
2. Reduce the Cost of Components
3. Reduce the Cost of Assembly
4. Reduce the Costs of Supporting Production
5. Consider the Impact of DFM Decisions on other Factors


Details

1. Estimate the Manufacturing Costs
2. Reduce the Cost of Components

Understand the Process Constraints and Cost Drivers
Redesign Components to Eliminate Processing Steps
Choose the Appropriate Economic Scale for the Part Process
Standardize Components and Processes
Adhere to "Black Box" Component Procurement. Allow the supplier to design the product based functional specification.

3. Reduce the Cost of Assembly

Integrate Parts
Maximize Ease of Assembly
Consider Customer Assembly


4. Reduce the Costs of Supporting Production

Minimize Systemic Complexity
Error Proofing (Pokayoke)

5. Consider the Impact of DFM Decisions on other Factors

Industrial Design of New Products


Chapter 10  Ulrich and Eppinger - Product Design and Development


Western European industrial designers emphasized the importance of geometry, precision, simplicity, and economy in the design of products apart from functional requirements.

In America, the industrial designers were at the service of sales and advertising. They emphasized the exterior of the product as a way to attract buyers. Industrial designers created nonfunctional aerodynamic shapes to create product appeal.

It is now accepted that all products that are seen by people depend critically on ID for commercial success.

Industrial design now has two important categories: ergonomic and aesthetic design.

Industrial Design Process


1. Investigation of customer needs
2. Conceptualization
3. Preliminary Refinement
4. Further Refinement and final Concept Selection
5. Control Drawings or Models
6. Coordinating with Engineering, Manufacturing and External Vendors

Product Architecture in Product Development


Chapter 9 Ulrich and Eppinger - Product Design and Development


A product is developed based on functional elements. The product as developed has physical elements, parts and subassemblies.

The architecture of a product is the scheme by which the functional elements of the product are arranged into physical chunks (items of the product) and by which the chunks interact.

The most modular architecture is one in which each functional element of the product is implemented through  one distinct chunk.


Product Architecture


1. Create a Schematic of the Product
2. Cluster the Elements of the Schematic
3. Create a Rough Geometric Layout
4. Identify the Fundamental and Incidental Interactions


Delayed Differentiation of the Product


Platform Planning

A company may offer two or more products that are highly differentiated yet share a substantial fraction of their components. The fraction that is shared is called the platform,

In platform based products, there is a commonality or common parts plan and differentiation plan.

Concept Testing in Product Development


Chapter 8 Ulrich and Eppinger - Product Design and Development


Concept Testing


1. Define the Purpose of the Concept Test
2. Choose a Survey Population
3.Choose a Survey Format
4. Communicate the Concept
5. Measure the Customer Response
6. Interpret the Results



Details

1. Define the Purpose of the Concept Test
2. Choose a Survey Population and Sample Size
The sample size of the survey should be large enough that the team's confidence in the results is high enough to guide decision making

3.Choose a Survey Format

Survey formats include face to face interaction, telephone, postal mail, electronic mail, internet etc.

4. Communicate the Concept

The concept can be communicated to the survey participant as verbal description, sketch, photo, story board, video, physical model or working prototype. Based on the communication form used, the survye format also will change.

5. Measure the Customer Response

The customer response can be taken in the form

Definitely would buy.
Probably would buy.
Might or might not buy.
Probably would not buy.
Definitely would not buy.

6. Interpret the Results


Concept Selection in Product Development



Chapter 7 Ulrich and Eppinger - Product Design and Development


Concept Selection


It is based on method developed by Stuart Pugh. Called Pugh Concept Selection.

1. Prepare the Selection Matrix.
2. Rate the Concepts
3. Rank the Concepts
4. Combine and Improve the Concepts
5. Select One or More Concepts


Details

1. Prepare the Selection Matrix.
The concepts are portrayed by written description as well as graphical or pictorial representation.
A reference concept is chosen which is an industry standard or a well known concept to the participants so that it can be used to rate the generated concepts as better or worse.

2. Rate the Concepts
A relative score of "better than" (+) or "same as" (0) or "worse than" (-) is placed in each cell matrix formed by selection criteria and the specific concept.
3. Rank the Concepts
The +, 0 and -  are totalled against each concept to rank the concepts.
4. Combine and Improve the Concepts
The team can now see possibilities of combing the good features of various concepts into new concepts.
5. Select One or More Concepts
Selection of one or more concepts is now done for further refinement.


Sunday, July 31, 2016

Introduction to Product Design and Development - Summary Article



The success of the product development project is determined by five dimensions.

Product quality
Product cost
Development time
Development cost
Development capability

Who in an organization are involved in new product development?

Main departments or functions involved are:

Marketing, Design, and Manufacturing

The Challenges of Product Development


Trade-offs, Dynamics, Details, Time pressure, Economics

Approach of The Book by  Karl Ulrich and Steven Eppinger

Structured methods
Industrial examples
Organizational realities


A Generic Development Process


0. Planning
1. Concept Development
2. System Level Design
3. Detail Design
4. Testing and Refinement
5. Production Ramp-up


Product Planning



1. Identify Opportunities
2. Evaluate and Prioritize Projects
3. Allocate Resources and Plan Timing
4. Complete Pre-Project Planning

Identifying Customer Needs


1. Gather Raw Data from Customers
2. Interpret Raw Data
3. Organize the Needs into a Hierarchy
4. Establish the Relative Importance of the Needs


Product Specifications


1. Prepare List of Metrics
2. Collect Competitive Benchmarking Information
3. Set Ideal and Marginally Acceptable Target Values


     For Developing the Final Specifications


1. Develop Technical models of the product and Observe their Performance
2. Develop a Cost Model of the Product
3. Refine the Specifications based on Performance and Cost Considerations
4. Flow Down  the Specifications as Appropriate.

Concept Generation


1. Clarify the Problem
2. Search Externally
3. Search Internally
4. Explore Systematically


Concept Selection


It is based on method developed by Stuart Pugh. Called Pugh Concept Selection.

1. Prepare the Selection Matrix.
2. Rate the Concepts
3. Rank the Concepts
4. Combine and Improve the Concepts
5. Select One or More Concepts

Concept Testing


1. Define the Purpose of the Concept Test
2. Choose a Survey Population
3.Choose a Survey Format
4. Communicate the Concept
5. Measure the Customer Response
6. Interpret the Results

Product Architecture


1. Create a Schematic of the Product
2. Cluster the Elements of the Schematic
3. Create a Rough Geometric Layout
4. Identify the Fundamental and Incidental Interactions

Industrial Design Process


1. Investigation of customer needs
2. Conceptualization
3. Preliminary Refinement
4. Further Refinement and final Concept Selection
5. Control Drawings or Models
6. Coordinating with Engineering, Manufacturing and External Vendors

Design for Manufacturing


1. Estimate the Manufacturing Costs
2. Reduce the Cost of Components
3. Reduce the Cost of Assembly
4. Reduce the Costs of Supporting Production
5. Consider the Impact of DFM Decisions on other Factors

Prototyping - Planning for Prototyping


1. Define the Purpose of the Prototype
2. Establish the Level of Approximation of the Prototype
3. Outline an Experimental Plan
4. Create a Schedule for Procurement, Construction and Testing

Robust Design


1. Identify Control Factors,  Noise Factors, and Performance Metrics
2. Formulate an Objective Function
3. Develop an Experimental Plan
4. Run the Experiment
5. Conduct the Analysis
6. Select and Confirm Factor Setpoints


Patents and Intellectual Property - Patent Application Process


1. Formulate a Strategy and Plan
2. Study Prior Inventions
3. Outline Claims
4. Write the Description of the Invention
5. Refine Claims
6. Pursue Application

Product Development  - Economic Analysis


1. Build a Base-Case Financial Model
2. Understand the Relation Between Key Variables of the Model and Financial Success - Sensitivity Analysis
3. Understand Project Trade-offs through Sensitivity Analysis


Managing Projects


1. Understanding and Representing Tasks
2. Baseline Project Planning
3. Accelerating Projects
4. Project Execution
5. Postmortem Project Evaluation


Updated  2 August 2016,  8 Dec 2015, 6 Feb 2015


Site for Resources

http://www.ulrich-eppinger.net/

Concept Generation for Various Product Features

Chapter 6 in Ulrich and Eppinger  3rd Edition


Concept Generation


1. Clarify the Problem
2. Search Externally
3. Search Internally
4. Explore Systematically
5. Reflect on the Solutions and the Process




http://sites.tufts.edu/eeseniordesignhandbook/2013/product-concept-generation/


External Search


Whenever an engineering problem is to be solved, engineers have to consult existing literature, handbooks, catalogues supplied by vendors and also visit places and observe new products. This stage of the process is termed as external search.

– Lead Users
– Experts
– Patents
– Literature
– Benchmarking



• Internal Search

– Individual Methods
– Group Methods


During internal search

Suspend judgment
Generate lot of ideas
Welcome ideas that may seem infeasible
Use graphical and physical media also to generate ideas that can't be described in words.



• Systematic Exploration

– Classification Tree
– Combination Table

Updated  2 August 2016,  12 December 2015

Product Specifications for Product Development



Customer needs are expressed in the language of the customer. For product development these needs are to be developed into a metric and value. For example the customer language may be lasts for a long time. The specification may be life of the part is 2 years. (life of the part is the metric and 2 years is the value).

For simple products product specification can be specified once. But for technology intensive products the specification are once set based on customers and after the development team does external search and internal search, they are reset based the capabilities of available technologies.

Product Specifications


1. Prepare List of Metrics
2. Collect Competitive Benchmarking Information
3. Set Ideal and Marginally Acceptable Target Values

Setting the Final Specifications

1. Develop technical models of the product
2. Develop a cost model of the product
3. Refine the specifications, making trade-offs where necessary
4. Flow down the specifications as appropriate

The product specification plays various roles in the product development process:
 Guidance to designers
 Identify trade-off between requirements
 A checklist e.g. during milestone meeting
 Evaluation of solutions to select the one that is most suited to the specification
 An agreement within the design team, and as an agreement with the client e.g. companysupplier
agreement on fulfilling the design task.
 To trace the likelihood of change propagation.
 Product overview

Ref: INTERNATIONAL DESIGN CONFERENCE - DESIGN 2010
Dubrovnik - Croatia, May 17 - 20, 2010.
THE ROLE OF A SPECIFICATION IN THE DESIGN PROCESS: A CASE STUDY
M. N. Sudin, S. Ahmed-Kristensen and M. M. Andreasen

Elicitation and Development of Requirements Through Integrated Methods



http://www.me.umn.edu/courses/me4054/assignments/pds.html


Updated 2 August 2016,  12 December 2015

Identifying Customer Needs for Product Development



Identifying Customer Needs


1. Gather Raw Data from Customers
2. Interpret Raw Data
3. Organize the Needs into a Hierarchy
4. Establish the Relative Importance of the Needs


Details


1. Gather Raw Data from Customers

Interviews
Focus groups
Observing the product in use


Document interactions with customers

Audio recording
Notes
Video recording
Photographs

2. Interpret Raw Data in terms of Customer Needs

Express the need in terms of what the product has to do.

3. Organize the Needs into a Hierarchy

The data in step 1 and 2 can give any where between 50 to 300 needs. These needs are to arranged hierarchically into primary needs and related secondary needs & tertiary needs.

4. Establish the Relative Importance of the Needs

The needs arranged into hierarchy have to be given priorities for decision making regarding what to include and what not to include in product specification.

https://sites.tufts.edu/eeseniordesignhandbook/2013/customer-needs-identification-2/



http://stephansorger.com/pdf/NewProductDevelopment_Ch4_IdentifyCustNeeds_v1.pdf


Updated  2 August 2016,  12 December 2015

Product Planning For Product Portfolio Strategy

Chapter 3  Ulrich and Eppinger - Product Design and Development

Steps Involved

Product Planning



1. Identify Opportunities
2. Evaluate and Prioritize Projects
3. Allocate Resources and Plan Timing
4. Complete Pre-Project Planning



Types of Product Development Projects




New Platforms

Create new family of products based on new platform
Platform shared by all products in family
Leverage development cost across multiple products

Derivatives 

Extend existing product platform
Tailor product to address certain market segments
Similar to a brand extension

Improvements 

Incremental improvements to keep product current
Example: Minor change to address complaints

Totally New 

Completely redesigned product
New technology and/or new production techniques
Possibly to address new market





http://www.stephansorger.com/pdf/NewProductDevelopment_Ch3_ProductPlanning_v1.pdf



Updated  2 August 2016,  12 Dec 2015

Manufacturing Management - Bibliography


Manufacturing Management - Knol Book


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The 12 Principles of Manufacturing Excellence: A Leader's Guide to ...

https://books.google.co.in/books?isbn=1439876053
Larry E. Fast - 2016 - ‎Preview - ‎More editions
In a traditional factory, other titles for this role are production manager and plant superintendent; in a cellularized or focused factory setting, it may be value stream manageror unit manager. The manufacturing manager is the person who is ...

Supply Chain Engineering: Models and Applications - Page xxiii


https://books.google.co.in/books?isbn=1466583320
A. Ravi Ravindran is a professor and former department head of industrial andmanufacturing engineering at the ... Practice, Engineering Optimization: Methods and Applications, Handbook of Operations Research and Management Science, ...


Waste Treatment in the Metal Manufacturing, Forming, Coating, and ...

https://books.google.co.in/books?isbn=1420072242
Lawrence K. Wang, ‎Nazih K. Shammas, ‎Yung-Tse Hung - 2016 - ‎Preview - ‎More editions
Many standard industrial waste treatment and hazardous waste management texts adequately cover a few major industries, ... management texts published by Taylor & Francis and CRC, this book, Waste Treatment in the Metal Manufacturing, ...



Mechanical Engineers' Handbook, Volume 3: Manufacturing and Management

https://books.google.co.in/books?isbn=1118930819
Myer Kutz - 2015 - ‎Preview - ‎More editions
The third volume of the fourth edition of the Mechanical Engineers' Handbook comprises two parts: Manufacturing and Management. Each part contains 12 chapters. Contributors include business owners, consultants, lawyers, librarians, and ...





Operations Management, Binder Ready Version: An Integrated Approach

https://books.google.co.in/books?isbn=1118952618
R. Dan Reid, ‎Nada R. Sanders - 2015 - ‎No preview - ‎More editions
Through an integrated approach, the authors illustrate how all business students will interact with Operations Management in future careers. This text is an unbound, three hole punched version.


Industrial, Mechanical and Manufacturing Science: Proceedings of the ...

https://books.google.co.in/books?isbn=1315752255
Dawei Zheng - 2015 - ‎Preview - ‎More editions
Proceedings of the 2014 International Conference on Industrial, Mechanical andManufacturing Science (ICIMMS 2014), ... management. of. sports. economy. under. market. economy. Department of Physical Education, Shandong University ...


Advances in The Ergonomics in Manufacturing: Managing the Enterprise ...

https://books.google.co.in/books?isbn=1495121038
Stefan Trzcielinski, ‎Waldemar Karwowski - 2014 - ‎Full view
Manufacturing. Practices. Krystian PawÅ‚owski Faculty of Management Engineering Poznan University of Technology PoznaÅ„, Poland. ABSTRACT. The subject of research is the taxonomy of modern methods and techniques of management.

Production and Manufacturing System Management: Coordination ...

https://books.google.co.in/books?isbn=1466620986
Paolo Renna - 2012 - ‎No preview - ‎More editions
"This book presents relevant theoretical frameworks and most recent research findings in this area, providing significant theories for research students and scholars to carry out their continuous research as well as practitioners who aim to ...

Factory Physics: Third Edition

https://books.google.co.in/books?isbn=1478609044
The books three parts are organized according to three categories of skills required by managers and engineers: basics, intuition, and synthesis.

Research in Engineering and Management of Advanced Manufacturing Systems

https://books.google.co.in/books?isbn=3038353779
Vladimir Modrak, ‎Michal Balog, ‎Pavol Semanc̆o - 2015 - ‎No preview - ‎More editions
Collection of selected, peer reviewed papers from the 4th International Conference on Management of Manufacturing Systems (MMS 2014), October 1-3, 2014, High Tatras, Slovakia.

Manufacturing Planning and Control for Supply Chain Management

https://books.google.co.in/books?isbn=0071750320
The definitive guide to manufacturing planning and control--FULLY REVISED AND UPDATED FOR THE CPIM EXAM Improve supply chain effectiveness, productivity, customer satisfaction, and profitability with help from this authoritative resource.

Strategic Management of Global Manufacturing Networks: Aligning ...

https://books.google.co.in/books?isbn=3642341853
7.1 From a Management Architecture to an Optimisation Process This chapter is dedicated to the practitioners facing the challenge of (re-)designing their manufacturing networks. Findings, experiences, and impressions from the literature and ...

Management Information System - Page 199

https://books.google.co.in/books?isbn=9381335052
2011 - ‎Preview
Products that are assembled-to-order can be planned using advanced features available in the manufacturing module. All demands can be aggregated into user-definable plans at a detail or summary level. Enterprise requirements then flow ...

Handbook of Research on Design and Management of Lean Production Systems

https://books.google.co.in/books?isbn=1466650400
Modrák, Vladimír - 2014 - ‎Preview - ‎More editions
ABOUT THE SUBJECT The term “Lean Manufacturing” was coined by James Womac and Daniel Jones in their book The ... Lean is more or less the complex philosophy ofmanufacturing management with continuous improvement to increase ...

LEAN AND AGILE MANUFACTURING: THEORETICAL, PRACTICAL AND RESEARCH ...

https://books.google.co.in/books?isbn=8120346114
15 Agility through Manufacturing Strategy Driver 15.1 INTRODUCTION Until the occurrence of industrial revolution, ... Normally, these manufacturing management methods comprise steps such as planning, organising, directing and controlling ...

Cloud Manufacturing: Distributed Computing Technologies for Global ...

https://books.google.co.in/books?isbn=1447149351
Weidong Li, ‎Jörn Mehnen - 2013 - ‎Preview - ‎More editions
Distributed Computing Technologies for Global and Sustainable Manufacturing Weidong Li, Jörn Mehnen ... As thus, a Cloud Manufacturing system or service, which serves multiple companies to deploy and manage manufacturing ...

Production and Operations Management - Page 450

https://books.google.co.in/books?isbn=1259026590
2013 - ‎Preview - ‎More editions
Management. 15. L EARNING O BJECTIVES ➨ To understand the basic concepts of maintenance ➨ To know the importance ... The maintenance management ensures full capacity operations of manufacturing plant, and in turn, it is ensuring ...

Equipment Management in the Post-Maintenance Era: A New Alternative ...

https://books.google.co.in/books?isbn=1466501944
Kern Peng - 2012 - ‎Preview - ‎More editions
The book highlights the fundamental internal flaw in maintenance organizational setup, presents new approaches to replace maintenance functional setup, and illustrates a time-tested transformation and implementation process to help ...

Industrial Management- Control and Profit: A Technical Approach

https://books.google.co.in/books?isbn=3319034707
Gideon Halevi - 2014 - ‎Preview - ‎More editions
This volume presents controlling tools for management in order to be in a position to communicate with control engineers concerning technological decisions.

Total Materials Management: The Frontier for Maximizing Profit in ...

https://books.google.co.in/books?isbn=146846566X
For example, the initiation of group technology in manufacturing affects equipment layout, which is a key factor in performing ... Manufacturing management must understand the characteristics and objectives of the production control system ...

Manufacturing Automation Management: A Productivity Handbook

https://books.google.co.in/books?isbn=1461325412
Roger W. Bolz - 2012 - ‎Preview - ‎More editions
Manufacture—Its. Character. and. Growth. Roger W. Bolz P.E.1 (President and Chief Engineer) Automation for Industry, USA Successful automation demands the most rigorous adherenceto the aimsof maximum product quality as well as ...

Industrial Production Management in Flexible Manufacturing Systems

https://books.google.co.in/books?isbn=1466628197
Dima, Ioan Constantin - 2013 - ‎Preview - ‎More editions
Management. of. Basic. Production. Functions. I. C. Dima University Valahia of Targoviste, Romania Vladimir Modrák Technical University of Kosice, Slovakia ABSTRACT The production achieved in any industrial company is generically called ...

Resource Service Management in Manufacturing Grid System

https://books.google.co.in/books?isbn=1118287754
Fei Tao, ‎Lin Zhang, ‎Yefa Hu - 2012 - ‎Preview - ‎More editions
Researchers have attempted to apply grid technology to product design, manufacturingenterprise resource integration and sharing, enterprise management, enterprise collaboration, optimal manufacturing resource allocation and scheduling, ...

Risk Management Applications in Pharmaceutical and Biopharmaceutical ...

https://books.google.co.in/books?isbn=1118514343
Hamid Mollah, ‎Harold Baseman, ‎Mike Long - 2013 - ‎Preview - ‎More editions
Risks are associated throughout the biopharmaceutical manufacturing process, from raw material supply through ... the application of risk management practices enables manufacturers to design processes that can proactively identify, mitigate ...

Mechanical Engineers' Handbook, Volume 3: Manufacturing and Management

https://books.google.co.in/books?isbn=1118930819
Myer Kutz - 2015 - ‎Preview - ‎More editions
The third volume of the fourth edition of the Mechanical Engineers' Handbook comprises two parts: Manufacturing and Management. Each part contains 12 chapters. Contributors include business owners, consultants, lawyers, librarians, and ...

Managing the Global Supply Chain (Collection)

https://books.google.co.in/books?isbn=0133091732
manufacturing, project management, service management, operations strategy,manufacturing management, industrial engineering, and manufacturing engineering. Coverage – The EOM covers a wide range of operations and supply chain ...

Operations Management Research and Cellular Manufacturing Systems: ...

https://books.google.co.in/books?isbn=1613500483
Modrák, Vladimir - 2011 - ‎Preview - ‎More editions
In the global market there is an increasing trend toward achieving a higher level of integration between designed and manufacturing functions in industries to make the operations more efficient and productive. Operations management needs ...

Advances in Production Management Systems. Competitive Manufacturing ...

https://books.google.co.in/books?isbn=3642403522
Christos Emmanouilidis, ‎Marco Taisch, ‎Dimitris Kiritsis - 2013 - ‎Preview - ‎More editions
In this setting, among the key elements of success in modern manufacturing and production management are: – Resource Efficiency: the ability to perform in a resource-efficient manner throughout the lifecycle of a production process, product ...

Design and Development of Knowledge Management for Manufacturing: ...

https://books.google.co.in/books?isbn=3319028928
The management of the supply chain has thus caused a paradigm shift in the way most organizations function (Brandt ... in order to ensure that products are manufactured and delivered as per the demands of their customers (Zammori et al.

The 12 Principles of Manufacturing Excellence: A Leader's Guide to ...

https://books.google.co.in/books?isbn=1439876053
Larry E. Fast - 2016 - ‎Preview - ‎More editions
In a traditional factory, other titles for this role are production manager and plant superintendent; in a cellularized or focused factory setting, it may be value stream manageror unit manager. The manufacturing manager is the person who is ...

Kanban for the Supply Chain: Fundamental Practices for Manufacturing ...

https://books.google.co.in/books?isbn=1439895503
Fundamental Practices for Manufacturing Management, Second Edition Stephen Cimorelli. Introduction. This book is for manufacturing supply chain management professionals wanting to put kanban into practice to improve material flow.

Manufacturing Planning and Control for Supply Chain Management: ...

https://books.google.co.in/books?isbn=1467235016
CTI Reviews - 2016 - ‎Preview
Business, Management CTI Reviews. CHAPTER OUTLINE: KEY TERMS, PEOPLE, PLACES, CONCEPTS • Manufacturing • Control system • Demand management • Manugistics • Sales and operations planning • Customer • Point • Inventory ...

Supply Chain Management and Optimization in Manufacturing

https://books.google.co.in/books?isbn=3319081837
MPS BOM the capacity of the manufacturing plant more reasonable compared to outsourcing. Installing ... Some of the optimization problems and solutions to these problems that will lead to management decisions are reviewed in Sect. 4.2.


Quality Management in Micro firms – Myth or Reality? A Maltese Micro ...

https://books.google.co.in/books?isbn=395489680X
Manufacturing companies including a local micro-enterprise - Quality Postform Ltd are persistently facing competitive pressures as a consequence of customers demanding higher quality products. The emergence of Quality Management has ...

Proceedings of the 2nd International Conference on Management, ...

https://books.google.co.in/books?isbn=1909507989
This study investigated the levels of acceptance by a manufacturing workforce, ifmanagement used a team‐role assessment for assignment to work teams. While a large amount of research has been performed on the validity of the Belbin ...

Production and Manufacturing System Management: Coordination ...

https://books.google.co.in/books?isbn=1466620994
Renna, Paolo - 2012 - ‎Preview - ‎More editions
In this environment is impossible for a single organization to control whole production networks; thus, a decentralized approach has been developed to manage the production networks. However, the coordinate mechanism in decentralized ...

Global Supply Chain Quality Management: Product Recalls and Their Impact

https://books.google.co.in/books?isbn=1439815569
Barbara B. Flynn, ‎Xiande Zhao - 2014 - ‎Preview - ‎More editions
Dr. Barbara B. Flynn is the Richard M. and Myra Louise Buskirk Professor of Manufacturing Management at the Kelley School of Management, Indiana University. She earned her DBA in operations management from Indiana University; MBA, ...

Introduction to Manufacturing Systems

https://books.google.co.in/books?isbn=1481701118
This book is not necessarily a "how to" material that teaches one how to manufacture a product, but rather an aid to help learners gain a more complete understanding of "what is in it" and "what happens in the field.

Comparison and Contrast of the Operations Strategy of Two ...

https://books.google.co.in/books?isbn=3656196362
Markus Baum - 2013 - ‎Preview - ‎More editions
Scholarly Essay from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: -, The University of Surrey (School of Management ), course: Production and Operations Management, language: English, ...

Strategy + Teamwork = Great Products: Management Techniques for ...

https://books.google.co.in/books?isbn=1482260115
Manufacturing excellence is not centered only on the shop floor. It is more important to develop the right strategy and foster teamwork between manufacturing, engineering, and marketing in order to be competitive. Managing a manufacturing ...

Service Orientation in Holonic and Multi-Agent Manufacturing and ...

https://books.google.co.in/books?isbn=3319047353
Theodor Borangiu, ‎Damien Trentesaux, ‎Andre Thomas - 2014 - ‎Preview - ‎More editions
264207 ERRIC, the objective of which is to foster innovation in manufacturing control through intelligent IT and in this ... for Manufacturing Planning and Control (Part 2), Service Orientation in Manufacturing Management and Control (Part 3), ...


Tools and Tactics for Operations Managers (Collection)

https://books.google.co.in/books?isbn=0133115135
Purpose – The Encyclopedia of Operations Management (EOM) is an ideal “field manual” for students, instructors, and ... It is also useful for secondlevel courses in supply chainmanagement, quality management, lean manufacturing, project ...

Learning From World Class Manufacturers

https://books.google.co.in/books?isbn=113729230X
However, manufacturing can play an important strategic role. This book helps managers consider the strategic roles their operations can play and to provide guidance as to what actions can be taken.

Production and Operations Analysis: Seventh Edition - Page xv

https://books.google.co.in/books?isbn=1478628243
Steven Nahmias is Professor of Operations Management and Information Systems in the Leavey School of Business ... In 2011 he was named Distinguished Fellow of theManufacturing and Service Operations Management Society and in ...

Manufacturing Handbook of Best Practices: An Innovation, ...

https://books.google.co.in/books?isbn=1420025503
Jack B. ReVelle - 2016 - ‎Preview - ‎More editions
No matter how the topics are enumerated or organized, there is seemingly no end to the scope of tools and techniques available to the well-informed manufacturing manager. The topics addressed in this book have been classified and then ...

Handbook of Integrated Risk Management in Global Supply Chains

https://books.google.co.in/books?isbn=1118115791
The handbook is also a suitable supplement for operations research, risk management, and financial engineering courses at the upper-undergraduate and graduate levels.

Service Management: An Integrated Approach to Supply Chain ...

https://books.google.co.in/books?isbn=0133088820
An Integrated Approach to Supply Chain Management and Operations Cengiz Haksever, Barry Render ... This is also a challenge for manufacturing managers, but they have a few more tools and strategies—such as inventories, overtime work ...

It's About Time: The Competitive Advantage of Quick Response ...

https://books.google.co.in/books?isbn=1439805962
Rajan Suri - 2016 - ‎Preview - ‎More editions
It has been just over 10 years since Productivity Press published my book Quick ResponseManufacturing: A ... of my QRM principles were considered revolutionary as they challenged numerous existing manufacturing management beliefs.

Lean Accounting

https://books.google.co.in/books?isbn=1468938223
different model of manufacturing management, an entirely different business model. By itself, Lean Accounting has limited value, but as the financial basis for the architecture and application of logistics, quality management, factory operations, ...

Manufacturing and Engineering Technology (ICMET 2014): Proceedings ...

https://books.google.co.in/books?isbn=131576072X
Ai Sheng, ‎Yizhong Wang - 2014 - ‎Preview - ‎More editions
Proceedings of the 2014 International Conference on Manufacturing and Engineering Technology, San-ya, China, October ... management. system. X.B. Yan, J.J. Jiang, J.B. Wang & Y.M. Cao Shaanxi Engineering Research Center for Digital ...

Supply chain logistics management - Page 32

https://books.google.co.in/books?isbn=0070667039
Bowersox - 2011 - ‎Preview - ‎More editions
Manufacturing Support The area of manufacturing support concentrates on managingwork-in-process inventory as it flows between stages of manufacturing. The primary logistical responsibility in manufacturing is to participate in formulating a ...

The Market-Driven Supply Chain: A Revolutionary Model for Sales & ...

https://books.google.co.in/books?isbn=081443164X
A Revolutionary Model for Sales & Operations Planning in the New On-Demand Economy Robert P. Burrows III. (JIT) production. Time advantaged does not mean JIT, which is not a strategy at all; it is a manufacturing management practice.

Future Information Engineering and Manufacturing Science: ... - Page 73

https://books.google.co.in/books?isbn=1315760754
Dawei Zheng - 2015 - ‎Preview - ‎More editions
Proceedings of the 2014 International Conference on Future Information Engineering andManufacturing Science (FIEMS 2014), June ... Only those banks that have efficient riskmanagement system will survive in the market in the long run.

HANDBOOK OF MATERIALS MANAGEMENT - Page 80

https://books.google.co.in/books?isbn=812034801X
Now we will examine how manufacturing strategies determine the inventory managementin any organisation. We shall now discuss how manufacturing strategies affect inventory control, prominent logistics and materials field. Manufacturing ...

Good Manufacturing Practices for Pharmaceuticals, Sixth Edition

https://books.google.co.in/books?isbn=1420020935
Joseph D. Nally - 2016 - ‎Preview - ‎More editions
Management. Approaches. Joseph D. Nally and Laura L. Nally Nallianco LLC, New Vernon, New Jersey, U.S.A. This chapter ... Quality Systems Approach to Pharmaceutical Current Good Manufacturing Practice Regulations, September 2006, ...

Operations Management in Automotive Industries: From Industrial ...

https://books.google.co.in/books?isbn=9400775938
Marco Gobetto - 2013 - ‎Preview - ‎More editions
Machine, equipment and tool typologies are different from process to process, as mentioned in Sect. 1.5. In general, for manufacturing industries, Plant Technical Systems are the main ''capital assets''. Accurate technical management of these ...


Trends and Research in the Decision Sciences: Best Papers from the ...

https://books.google.co.in/books?isbn=0133925536
... Buskirk Professor of Manufacturing Management at the Kelley School ofManagement, Indiana University. She is a Fellow and Past President of the Decision Sciences Institute (DSI) and recipient of the Distinguished Service Award from DSI ...

Fundamentals of Digital Manufacturing Science - Page 247

https://books.google.co.in/books?isbn=0857295640
Management. of. Technology. in. Digital. Manufacturing. Science. The basic process of digital manufacturing is the design, simulation and manufacture of product in digital environment. That is, when receiving an order, firstly complete the ...

Project Management for Engineering, Business and Technology

https://books.google.co.in/books?isbn=0080967043
Rev. ed. of: Project management for business, engineering, and technology: principles and practice. 3rd ed. c2008.

Enterprise Resource Planning and Supply Chain Management: Functions, ...

https://books.google.co.in/books?isbn=3642315739
K.E. Kurbel, Enterprise Resource Planning and Supply Chain Management, Progress in IS, DOI 10.1007/978-3-642-31573-2_7, # Springer-Verlag Berlin Heidelberg 2013 Enterprise resource planning system (ERP) Manufacturing execution ...

Soft Computing in Engineering Design and Manufacturing - Page 241

https://books.google.co.in/books?isbn=1447104277
Pravir K. Chawdhry, ‎Rajkumar Roy, ‎Raj K. Pant - 2012 - ‎Preview - ‎More editions
The approach is intended to formulate real-life scheduling planing, manufacturing problems more adequate to real situation with ... Introduction A lot of planing, scheduling,manufacturingmanagement problems that arise in practice can be ...

Building Network Capabilities in Turbulent Competitive Environments: ...

https://books.google.co.in/books?isbn=146651440X
ManufacturingManagement. Research. Center. at. the. University. of. Tokyo,. Japan,. and. an. associate. professor. at. the. Waseda. Institute. for. Advanced. Study. at. Waseda.University,.Japan..Dr..Park.holds.a.PhD.degree.in.the.Department.

Virtual and Networked Organizations, Emergent Technologies and ...

https://books.google.co.in/books?isbn=3642318002
Goran D. Putnik, ‎Maria Manuela Cruz-Cunha - 2012 - ‎Preview - ‎More editions
Effective Service Dynamic Packages for Ubiquitous Manufacturing System Goran D. Putnik1,3, Luís Ferreira2, Vaibhav Shah1,3, ... This paper proposes a new integrated architecture for advanced manufacturing management with a Ubiquitous ...

Project Management 2.0 - Page 211

https://books.google.co.in/books?isbn=1119000289
Basic research is generally a long-term commitment that must be made and driven by topmanagement. Marketing, sales, and manufacturing do not have the incentive to sponsor applied research and more product development research for ...

Issues in Industrial Relations and Management: 2011 Edition

https://books.google.co.in/books?isbn=1464965633
2012 - ‎Preview - ‎More editions
(2010 AUG 31) University of Missouri, Kansas City: A Cross-National Comparative Study of Senior Management Policy, MarketingManufacturing Involvement, and Innovation Performance “The marketing-manufacturing interface is important to ...

Principles of Supply Chain Management: A Balanced Approach

https://books.google.co.in/books?isbn=1285428315
In addition, the fourth edition includes revised and expanded end-of-chapter questions and problems. Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.

Principles of Supply Chain Management: A Balanced Approach

https://books.google.co.in/books?isbn=1285428315
In addition, the fourth edition includes revised and expanded end-of-chapter questions and problems. Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.

Industrial Engineering and Manufacturing Technology: Proceedings of ...

https://books.google.co.in/books?isbn=1315752212
Dawei Zheng - 2015 - ‎Preview - ‎More editions
Proceedings of the 2014 International Conference on Industrial Engineering and Manufacturing Technology (ICIEMT 2014), ... ABSTRACT: Critical Chain Method (CCM) is the latest technique on the progress management of projects, but it's ...

Manufacturing: Engineering, Management and Marketing

https://books.google.co.in/books?isbn=1482808404
M. T. Lilly - 2015 - ‎No preview - ‎More editions
This is one of the reasons why "made in Nigeria" goods tend to be more expensive than the corresponding imported ones, despite far lower local labor costs.

Advances in Sustainable and Competitive Manufacturing Systems: 23rd ...

https://books.google.co.in/books?isbn=331900557X
Américo Azevedo - 2013 - ‎Preview - ‎More editions
23rd International Conference on Flexible Automation & Intelligent Manufacturing Américo Azevedo ... Jan Machac and Frantisek Steiner Abstract This paper deals with a new riskmanagement methodology covering the entire product lifecycle ...

Operations Management, Binder Ready Version: An Integrated Approach

https://books.google.co.in/books?isbn=1118952618
R. Dan Reid, ‎Nada R. Sanders - 2015 - ‎No preview - ‎More editions
Through an integrated approach, the authors illustrate how all business students will interact with Operations Management in future careers. This text is an unbound, three hole punched version.

Supply Chain Focused Manufacturing Planning and Control - Page xxi

https://books.google.co.in/books?isbn=1285947827
W. C. Benton - 2013 - ‎Preview - ‎More editions
W. C. Benton, Jr. is the Edwin D. Dodd Professor of Management and Distinguished Research Professor of Operations and Supply Chain Management in the Max M. Fisher College of Business at The Ohio State University. Professor Benton ...

New JIT, New Management Technology Principle - Page xxv

https://books.google.co.in/books?isbn=1466575034
In this book, the author proposes the new just in time (JIT), New Management Technology Principle, aimed at the evolution of manufacturing, and demonstrates its effectiveness. Chapter 1 gives an overview of New JIT for the next generation of ...

The Lean CFO: Architect of the Lean Management System - Page 117

https://books.google.co.in/books?isbn=1466599413
INTRODUCTION Enterprise resource planning (ERP) systems are an integral part of everymanufacturing company. Every employee, at ... All ERP systems are designed on traditional manufacturing management practices. ERP systems are ...

Advanced Manufacturing Technology in China: A Roadmap to 2050

https://books.google.co.in/books?isbn=3642138551
Tianran Wang, ‎Yi Zhang, ‎Haibin Yu - 2012 - ‎Preview - ‎More editions
With the application of e-commerce, enterprise resource planning, supply chainmanagement, product lifecycle ... etc., the management and operation mode of enterprises have been profoundly changed, the advanced manufacturing models ...

Games in Operations Management: IFIP TC5/WG5.7 Fourth International ...

https://books.google.co.in/books?isbn=0387355065
Jens Ove Riis, ‎Riitta Smeds, ‎Rik Van Landeghem - 2013 - ‎Preview - ‎More editions
IFIP TC5/WG5.7 Fourth International Workshop of the Special Interest Group on Integrated Production Management Systems and ... Measuring Simulation Based ChangeManagement in Manufacturing Tapani Taskinen and Riitta Smeds VTT ...


Learning with Lean: Unleashing the Potential for Sustainable ...

https://books.google.co.in/books?isbn=1466572957
He is an SME Certified Manufacturing Engineer in two disciplines (Manufacturing Management and Manufacturing Systems). Additionally, he is an accomplished, GE-trained, Six Sigma Black Belt. He holds registration as an ISO9000 auditor ...

Industrial, Mechanical and Manufacturing Science: Proceedings of the ...

https://books.google.co.in/books?isbn=1315752255
Dawei Zheng - 2015 - ‎Preview - ‎More editions
Proceedings of the 2014 International Conference on Industrial, Mechanical andManufacturing Science (ICIMMS 2014), ... management. of. sports. economy. under. market. economy. Department of Physical Education, Shandong University ...

Waste Treatment in the Metal Manufacturing, Forming, Coating, and ...

https://books.google.co.in/books?isbn=1420072242
Lawrence K. Wang, ‎Nazih K. Shammas, ‎Yung-Tse Hung - 2016 - ‎Preview - ‎More editions
Many standard industrial waste treatment and hazardous waste management texts adequately cover a few major industries, ... management texts published by Taylor & Francis and CRC, this book, Waste Treatment in the Metal Manufacturing, ...

Future Communication, Computing, Control and Management

https://books.google.co.in/books?isbn=3642273114
Ying Zhang - 2012 - ‎Preview - ‎More editions
Some of the Rapid Prototyping (RP) processes have seen enormous improvements in the recent past and are racing towards Rapid Manufacturing (RM), the ability to produce end use parts directly from CAD files. While this sounds quite ...

Supply Chain Engineering: Models and Applications - Page xxiii

https://books.google.co.in/books?isbn=1466583320
A. Ravi Ravindran is a professor and former department head of industrial andmanufacturing engineering at the ... Practice, Engineering Optimization: Methods and Applications, Handbook of Operations Research and Management Science, ...

Supply Chain Engineering: Models and Applications - Page xxiii

https://books.google.co.in/books?isbn=1466583320
A. Ravi Ravindran is a professor and former department head of industrial andmanufacturing engineering at the ... Practice, Engineering Optimization: Methods and Applications, Handbook of Operations Research and Management Science, ...

Engineering Asset Management - Systems, Professional Practices and ...

https://books.google.co.in/books?isbn=3319095072
Peter Wai Tat Tse, ‎Joseph Mathew, ‎King Wong - 2014 - ‎Preview - ‎More editions
Competency Enhancement Model of Physical Infrastructure and Asset Management in Compliance with PAS-55 for Hong Kong Automotive Manufacturing Engineers K.K. Lee, Raymond M.Y. Shan, Horace C.H. Leung and Joseph W.H. Li ...

Foundations of Operations Management, Third Canadian Edition,

https://books.google.co.in/books?isbn=0133076784
For the introductory Operations Management course designed to introduce students to the concepts of production, services planning, and manufacturing/delivery at both the undergraduate and graduate levels.

Dietary Supplement Good Manufacturing Practices: Preparing for ...

https://books.google.co.in/books?isbn=1420077414
BACKGROUND OF REASONS FOR MANAGEMENT'S ROLE Although the dietary supplement GMPs are silent on the topic, it is well established that the FDA expects the top officers of a firm to take the initiative and responsibility for assuring ...

Popular Manufacturing Myths: Eliminating Widely Held Beliefs That ...

https://books.google.co.in/books?isbn=1466566604
The management group has had the training, but they consciously choose not to apply the methods they have learned. At this late date in our manufacturing evolution, I find that mostmanagement groups have been exposed to appropriate ...

Operations Management, 5th Edition

https://books.google.co.in/books?isbn=1118475895
R. Dan Reid, ‎Nada R. Sanders - 2012 - ‎No preview - ‎More editions
In the 5th Edition of Operations Management, Dan Reid and Nada Sanders have strengthened their commitment to improve the teaching and learning experience in the introductory operations management course.

Lean Today, Rich Tomorrow: Succeeding in Today's Globalization Chaos

https://books.google.co.in/books?isbn=148223565X
Joe Bichai - 2014 - ‎Preview - ‎More editions
Joe Bichai is recognized and looked upon as a leader in the world of Lean manufacturing. ... He worked his way through the ranks and was promoted to I.E. manager, later tomanufacturing engineering manager and to finally plant manager.

Manufacturing and Service Enterprise with Risks II: The Physics and ...

https://books.google.co.in/books?isbn=4431546197
The main aim of this book is to present my recent work on the physics and economics ofmanagement through the developmental theory and practice of managementscience/operations research (MS/OR), which builds on my previous book ...

Manufacturing Delivery Performance Improvement

https://books.google.co.in/books?isbn=1478179465
Joseph Berk - 2012 - ‎No preview
Written by a manufacturing manager with hands-on, real-world experience in turning around delinquent manufacturing organizations, this book focuses on seven critical factors for recovering and staying on schedule. There's no baloney here.

Smart Manufacturing Innovation and Transformation: Interconnection ...

https://books.google.co.in/books?isbn=1466658371
Luo, ZongWei - 2014 - ‎Preview - ‎More editions
Advances in Logistics, Operations, and Management Science (ALOMS) Book Series John Wang Montclair State University, USA ISSN: 2327-350X EISSN: 2327-3518 Mission Operations research and management science continue to ...

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An application of AHP and sensitivity analysis for selecting
the best slicing machine
Che-Wei Chang , Cheng-Ru Wu, Chin-Tsai Lin , Huang-Chu Chen
Computers & Industrial Engineering 52 (2007) 296–307



Agile Manufacturing: A Framework for Research and Development
A. Gunasekharan
IJPE, 1999, 87-105

Enabling Technologies of Agile Manufacturing in Korea
Computers and Industrial Engineering, 1996, Vol 30, No.3, pp. 323-334
An evolutionary algorithm for manufacturing cell formation*
Jose´ Fernando Gonc¸alvesa, Mauricio G.C. Resendeb,
Computers & Industrial Engineering 47 (2004) 247–273
Computers & Industrial Engineering 47 (2004) 247–273



Updated on 2 August 2016, 29 June 2013