Integrating Design and Manufacturing for Competitive AdvantageGerald I. Susman Oxford University Press, 15/10/1992 - 320 من الصفحات With more emphasis being placed on the cost and quality of new products and on reducing the lead time to develop them, attention is turning to the increasingly important topic of design for manufacturing (DFM). This involves the collaboration among research and development, manufacturing, and other company functions and is aimed at accelerating the new product development process from product conception to market introduction. A company can create a competitive advantage for itself by managing the process and its related organizational dynamics effectively. This collection of essays focuses on the development of strategic capabilities through use of DFM tools and practices, the role of DFM in specific product development phases, and the social, political, and cultural context within which DFM is introduced. |
من داخل الكتاب
الصفحة
... specific actions that key product development personnel take and increasing the likelihood that their actions will be successful. Several chapters also discuss the social, political, and cultural context within which these key players ...
... specific actions that key product development personnel take and increasing the likelihood that their actions will be successful. Several chapters also discuss the social, political, and cultural context within which these key players ...
الصفحة 4
... specific tools and practices. The coordination mechanisms offer opportunities for manufacturing personnel to communicate their inputs to design personnel either face-to-face or through a designated intermediary. Some tools and practices ...
... specific tools and practices. The coordination mechanisms offer opportunities for manufacturing personnel to communicate their inputs to design personnel either face-to-face or through a designated intermediary. Some tools and practices ...
الصفحة 5
... specific DFM tools and practices. Susman and Dean (1989) offer three strategies for competitive advantage that make particularly effective use of design for manufacturing in an environment that increasingly restricts the leeway of firms ...
... specific DFM tools and practices. Susman and Dean (1989) offer three strategies for competitive advantage that make particularly effective use of design for manufacturing in an environment that increasingly restricts the leeway of firms ...
الصفحة 19
... specific, all-purpose, "best practice" map for action. Based on a recent study at Boston University of product design and manufacturing management,2 we have identified a set of functions that are central to the successful design and ...
... specific, all-purpose, "best practice" map for action. Based on a recent study at Boston University of product design and manufacturing management,2 we have identified a set of functions that are central to the successful design and ...
الصفحة 26
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المحتوى
| 3 | |
| 13 | |
DFM AND THE NEW PRODUCT DEVELOPMENT PROCESS | 101 |
SOCIAL POLITICAL AND CULTURAL CONTEXT | 205 |
Name Index | 289 |
Subject Index | 295 |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
achieve activities approach assembly Auto AUTOCO automated CAD/CAM chapter Clark companies complex component concept development constraints coordination mechanisms cost cross-functional teams cultural cycle database design and manufacturing design engineers design for assembly design for manufacturing design process design tools design-manufacturing die manufacture effective effort engineering change engineering design enhanced example experience Figure flexible Fujimoto goals implementation improve industry innovation integration interaction interdependence interface involved lead major manufac manufacturing capability manufacturing engineers manufacturing process ment organization performance phase pilot plant problem-solving problems process design process engineering product and process product design product development process product engineers product families product-process programs prototype Quality function deployment ramp-up reduce relationship simultaneous engineering specific staff stage structure success suppliers Susman Takahiro Fujimoto task technical tion tools and practices volume production Walkman
مقاطع مشهورة
الصفحة 235 - Organizational culture is the pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to these problems...
الصفحة 235 - Schein (1985) defines organizational culture as "a pattern of basic assumptions — invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration — that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems
الصفحة 235 - Thus, it would appear that the power to control or influence the other resides in control over the things he values, which may range all the way .from oil resources to ego-support, depending upon the relation in question.
الصفحة 234 - Distilled to its essence, therefore, politics refers to individual or group behavior that is informal, ostensibly parochial, typically divisive, and above all, in the technical sense, illegitimate— sanctioned neither by formal authority, accepted ideology, nor certified expertise (though it may exploit any one of these).
الصفحة 220 - Uncertainty is defined as the difference between the amount of information required to perform the task and the amount of information already possessed by the organization (1973, p.
الصفحة 235 - To really understand a culture and to ascertain more completely the group's values and overt behavior, it is imperative to delve into the underlying assumptions, which are typically unconscious but which actually determine how group members perceive, think, and feel.
الصفحة 57 - Instead of embedding outdated processes in silicon and software, we should obliterate them and start over. We should "reengineer" our businesses: use the power of modern information technology to radically redesign our business processes in order to achieve dramatic improvements in their performance.
الصفحة 81 - Imai, I. Nonaka and H. Takeuchi, ‘Managing the new product development process: how Japanese companies learn and unlearn', in KB Clark, RH.
الصفحة 121 - Eppinger, Steven D., Daniel E. Whitney, Robert P. Smith, and David A. Gebala. "Organizing the Tasks in Complex Design Projects.
الصفحة 176 - The Effect of Product Design on Product Quality and Product Cost, Quality Progress, June 1987, pp.
معلومات المراجع
| العنوان | Integrating Design and Manufacturing for Competitive Advantage |
| المُحرر | Gerald I. Susman |
| الإصدار | معاد طباعته |
| الناشر | Oxford University Press, 1992 |
| رقم ISBN (الرقم الدولي المعياري للكتاب) | 0195362586, 9780195362589 |
| عدد الصفحات | 320 من الصفحات |
| تصدير الاقتباس | BiBTeX EndNote RefMan |