Concurrent Engineering: What's Working whereChristopher J. Backhouse, Naomi J. Brookes Gower Publishing, Ltd., 1996 - 248 стор. Concurrent Engineering aims to maximize profitability through the shortening of new product introduction time. But, whilst the overall philosophy may be clear, the precise details of what form of Concurrent Engineering is most appropriate for any given set of circumstances is not so well defined. Specific cases of successful implementation need to be understood within their context to ensure success if repeated elsewhere. |
Зміст
Where it has Come from | 1 |
products | 5 |
Variety within the Product Introduction Process | 23 |
Structures and Processes | 53 |
Process and Organizational Changes for | 71 |
The Information Technology Approach | 89 |
structure | 100 |
The Information | 108 |
People Issues | 145 |
Concurrent Engineering | 163 |
Controlling the Product Development Process | 187 |
Local Control of Design in a Concurrent | 211 |
in the business | 217 |
Learning the Lessons | 231 |
| 243 | |
Development | 125 |
Інші видання - Показати все
Concurrent Engineering: What's Working Where Christopher J. Backhouse,Naomi J. Brookes Перегляд фрагмента - 1996 |
Загальні терміни та фрази
achieve Aerospace Actuation Division approach bodyline Bournemouth University business units cell team co-located communication companies competitive complete component concept concurrent engineering environment concurrent engineering framework concurrent engineering implementation concurrent engineering solution contract cost database design and manufacturing design engineers design for manufacture developing new products electronic electronics manufacturing services ensure evaluation Figure focus formal functional green area Group Havant identified implementing concurrent engineering improvement industry initial Instron interface involved lead-times Loughborough University Lucas Aerospace Actuation major managing director manufacturing engineering Marconi Instruments matrix management Measurement Technology milestones operational organization organizational performance personnel pressures product development process product introduction process programme manager project leaders project managers project team quality function deployment reduced requirements responsible Rolls-Royce senior management significant skills specification stage strategic structure suppliers task-force team members Temco Whilst
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Advanced Project Management: A Structured Approach F. L. Harrison,Dennis Lock Обмежений попередній перегляд - 2004 |