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
النتائج 6-10 من 69
الصفحة 7
... tools and practices that can help organizations to develop the six information - processing functions . Sanderson introduces a number of design tools and information - processing ca- pabilities that can help an organization manage the ...
... tools and practices that can help organizations to develop the six information - processing functions . Sanderson introduces a number of design tools and information - processing ca- pabilities that can help an organization manage the ...
الصفحة 14
Gerald I. Susman. This page intentionally left blank 2 COMPETITIVE ADVANTAGE THROUGH DESIGN TOOLS AND PRACTICES STEPHEN R.
Gerald I. Susman. This page intentionally left blank 2 COMPETITIVE ADVANTAGE THROUGH DESIGN TOOLS AND PRACTICES STEPHEN R.
الصفحة 15
Gerald I. Susman. 2 COMPETITIVE ADVANTAGE THROUGH DESIGN TOOLS AND PRACTICES STEPHEN R. ROSENTHAL and MOHAN V. TATIKONDA Selecting and implementing design tools and practices for use in the development of new products is more of a ...
Gerald I. Susman. 2 COMPETITIVE ADVANTAGE THROUGH DESIGN TOOLS AND PRACTICES STEPHEN R. ROSENTHAL and MOHAN V. TATIKONDA Selecting and implementing design tools and practices for use in the development of new products is more of a ...
الصفحة 16
Gerald I. Susman. Design tools and practices Competitive strategy Information processing functions for NPD Strategic capabilities Patterns of NPD outcomes Likelihood of achieving the competitive strategy Figure 2.1 . The link between design ...
Gerald I. Susman. Design tools and practices Competitive strategy Information processing functions for NPD Strategic capabilities Patterns of NPD outcomes Likelihood of achieving the competitive strategy Figure 2.1 . The link between design ...
الصفحة 17
... tools and practices . The first strategy is to compete on multiple dimensions , including low cost , high quality , and short delivery lead time . The new product development process deals most directly with ... DESIGN TOOLS AND PRACTICES 17.
... tools and practices . The first strategy is to compete on multiple dimensions , including low cost , high quality , and short delivery lead time . The new product development process deals most directly with ... DESIGN TOOLS AND PRACTICES 17.
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
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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.