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 1-5 من 87
الصفحة 6
... reduced project risk and assured a smooth product development cycle by systematically introducing proven core technologies into new products . Barkan also reviews some of the tools and techniques that can be used to assess whether new ...
... reduced project risk and assured a smooth product development cycle by systematically introducing proven core technologies into new products . Barkan also reviews some of the tools and techniques that can be used to assess whether new ...
الصفحة 7
... reducing the degree of interdependence between designers and between them and manufacturing personnel . Several authors in this book use interdependence as a key attribute in characterizing the design situation that design and ...
... reducing the degree of interdependence between designers and between them and manufacturing personnel . Several authors in this book use interdependence as a key attribute in characterizing the design situation that design and ...
الصفحة 8
... reduce bureaucratic paperwork between them and increase their willingness to share ideas . Clark , Chew , and Fuji ... reducing total product development time . De Meyer documents the extent to which European com- panies are ...
... reduce bureaucratic paperwork between them and increase their willingness to share ideas . Clark , Chew , and Fuji ... reducing total product development time . De Meyer documents the extent to which European com- panies are ...
الصفحة 10
... reduce differentiation , while group processes and codi- fication and computerization of data are alternative means for processing information related to DFM . The model developed by Susman and Dean hypothesizes relation- ships between ...
... reduce differentiation , while group processes and codi- fication and computerization of data are alternative means for processing information related to DFM . The model developed by Susman and Dean hypothesizes relation- ships between ...
الصفحة 23
... reduce chances of oversight and error ( and thereby re- duce variability in the NPD process ) , and allow evaluation and selection of greater numbers of alternative approaches to the particular task . Such tools and practices achieve ...
... reduce chances of oversight and error ( and thereby re- duce variability in the NPD process ) , and allow evaluation and selection of greater numbers of alternative approaches to the particular task . Such tools and practices achieve ...
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 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 engi 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 neering organization performance personnel 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 robot 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.