IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies最新文献
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547913
H. Yamasaki, J. Baba
In the computer network era, it is imperative that the policy of "closed-management using principal management resources" be renewed to "open-management using outside resources". This renewal significantly alters corporate identity (autonomy, originality). Administrative behaviors to alter corporate identity are different from those used to maintain the present identity. We define the former behaviors as corporate governance. For innovation in particular, how to manage the forces changing the technologies, organization and corporate system should be considered from the governance viewpoint. Considering this background and the objective to adopt open management, the examples of Mitsubishi Electric are introduced in a new wave of innovation management.
{"title":"New wave of managing innovation","authors":"H. Yamasaki, J. Baba","doi":"10.1109/IEMC.1996.547913","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547913","url":null,"abstract":"In the computer network era, it is imperative that the policy of \"closed-management using principal management resources\" be renewed to \"open-management using outside resources\". This renewal significantly alters corporate identity (autonomy, originality). Administrative behaviors to alter corporate identity are different from those used to maintain the present identity. We define the former behaviors as corporate governance. For innovation in particular, how to manage the forces changing the technologies, organization and corporate system should be considered from the governance viewpoint. Considering this background and the objective to adopt open management, the examples of Mitsubishi Electric are introduced in a new wave of innovation management.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134579297","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547843
C. McDermott
The paper examines the extent to which elements of the manufacturing function are outsourced in discontinuous innovation. Preliminary observations indicate that a large portion of early manufacturing tasks are performed externally to reduce risk. Firms whose core lies in fabrication and assembly appear to perform more manufacturing tasks externally than do firm's whose core is in materials processing.
{"title":"Creating a virtual enterprise in manufacturing to manage the risk in discontinuous innovation","authors":"C. McDermott","doi":"10.1109/IEMC.1996.547843","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547843","url":null,"abstract":"The paper examines the extent to which elements of the manufacturing function are outsourced in discontinuous innovation. Preliminary observations indicate that a large portion of early manufacturing tasks are performed externally to reduce risk. Firms whose core lies in fabrication and assembly appear to perform more manufacturing tasks externally than do firm's whose core is in materials processing.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122981374","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547828
D. Lambert, S. Slater
The paper provides a critical examination of the three most significant and popular product development time performance measures: first-to-market, fast product development cycle time, and on-time schedule performance. The data show that none of these measures are very robust as guidelines for product success and profitability. To address their deficiencies three new, superior guidelines are proposed: first-to-mindshare, effective market introduction timing, and managed responsiveness. These new guidelines do not eliminate first, fast, and on-time as potentially valid strategies. They are merely saying that these strategies are no where near as universally effective as the product development literature and management gurus would lead you to believe. There are other, equally valid strategies, depending on the type of business environment and industry you are operating within. The three new tenets take this into consideration and create a framework that is more robust in that it allows for more diversity in your strategic options, and provides guidance for determining your optimal strategy.
{"title":"First, fast, and on-time, the path to success. Or is it?","authors":"D. Lambert, S. Slater","doi":"10.1109/IEMC.1996.547828","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547828","url":null,"abstract":"The paper provides a critical examination of the three most significant and popular product development time performance measures: first-to-market, fast product development cycle time, and on-time schedule performance. The data show that none of these measures are very robust as guidelines for product success and profitability. To address their deficiencies three new, superior guidelines are proposed: first-to-mindshare, effective market introduction timing, and managed responsiveness. These new guidelines do not eliminate first, fast, and on-time as potentially valid strategies. They are merely saying that these strategies are no where near as universally effective as the product development literature and management gurus would lead you to believe. There are other, equally valid strategies, depending on the type of business environment and industry you are operating within. The three new tenets take this into consideration and create a framework that is more robust in that it allows for more diversity in your strategic options, and provides guidance for determining your optimal strategy.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127632352","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547886
J. Sankaran, V. Mouly
The subject of this paper is a comparative analysis of two Indian R&D teams with similar objectives and activities. The team which we first studied (team A) was located in a public-sector electrical power research institute. The second team (team B) was the R&D unit of a private-sector company which manufactures and sells electrical equipment such as motors, generators, and transformers. Using qualitative methodology, we developed a process model of the ineffectiveness of team A. This model served as an interpretive framework with which to study team B and compare it with team A.
{"title":"Public-sector vs. private-sector R&D in India: a comparative analysis of two R&D teams","authors":"J. Sankaran, V. Mouly","doi":"10.1109/IEMC.1996.547886","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547886","url":null,"abstract":"The subject of this paper is a comparative analysis of two Indian R&D teams with similar objectives and activities. The team which we first studied (team A) was located in a public-sector electrical power research institute. The second team (team B) was the R&D unit of a private-sector company which manufactures and sells electrical equipment such as motors, generators, and transformers. Using qualitative methodology, we developed a process model of the ineffectiveness of team A. This model served as an interpretive framework with which to study team B and compare it with team A.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127938384","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547815
F. Hartman, R. Ashrafi
As the idea that new enterprises may be formed and operated successfully without the normal physical constraints and trappings of office buildings, incorporation organization charts and so on takes hold, so other opportunities will arise. One of these is the opportunity to learn and improve through the adoption of better practices from hitherto alien cultures. This paper presents just some of the intriguing notions that arise from the findings of a recent pilot study on project management practices in seven different industries. The industries investigated were product development, utilities, oil and gas, entertainment, infrastructure (traditionally government), systems development and construction. The findings include a number of potential areas for significant process improvement through the adoption of ideas and practices of one industry by another. The opportunities for such improvements will be enhanced through virtual organizations that span different industries and cultures. This is just one more area where competitiveness may be enhanced.
{"title":"Virtual organizations-an opportunity for learning","authors":"F. Hartman, R. Ashrafi","doi":"10.1109/IEMC.1996.547815","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547815","url":null,"abstract":"As the idea that new enterprises may be formed and operated successfully without the normal physical constraints and trappings of office buildings, incorporation organization charts and so on takes hold, so other opportunities will arise. One of these is the opportunity to learn and improve through the adoption of better practices from hitherto alien cultures. This paper presents just some of the intriguing notions that arise from the findings of a recent pilot study on project management practices in seven different industries. The industries investigated were product development, utilities, oil and gas, entertainment, infrastructure (traditionally government), systems development and construction. The findings include a number of potential areas for significant process improvement through the adoption of ideas and practices of one industry by another. The opportunities for such improvements will be enhanced through virtual organizations that span different industries and cultures. This is just one more area where competitiveness may be enhanced.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"55 41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116340405","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547887
A. Satir
Three management practices (Business Process Reengineering, Total Quality Management and Just in-Time) are revised in the context of a proposed business mission and operating paradigm for production enterprises. The infrastructure requirements for these practices are presented with respect to macro, operational and organizational requirements.
{"title":"Infrastructure requirements for selected management practices","authors":"A. Satir","doi":"10.1109/IEMC.1996.547887","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547887","url":null,"abstract":"Three management practices (Business Process Reengineering, Total Quality Management and Just in-Time) are revised in the context of a proposed business mission and operating paradigm for production enterprises. The infrastructure requirements for these practices are presented with respect to macro, operational and organizational requirements.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116886801","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547871
A. Jawad, R. Reeves
A large number of acquisitions of IT systems has been examined and 43 different management factors which promote success in such projects have been identified. In addition eight measures by which the degree of success of an acquisition can be assessed have also been identified. The findings are incorporated into a structured approach for managing acquisitions, which is called the Success Map.
{"title":"Factors for success in acquiring information technology","authors":"A. Jawad, R. Reeves","doi":"10.1109/IEMC.1996.547871","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547871","url":null,"abstract":"A large number of acquisitions of IT systems has been examined and 43 different management factors which promote success in such projects have been identified. In addition eight measures by which the degree of success of an acquisition can be assessed have also been identified. The findings are incorporated into a structured approach for managing acquisitions, which is called the Success Map.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"58 4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115246138","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547791
L. Baxter, J. Ritchie, H.H. Seeto
Explores some of the issues arising from the potential implementation of virtual environments (VEs) for the management and control of supply chains. VEs, more commonly known as virtual reality (VR), coupled with world-wide telecommunications technology, will potentially enable organisations that are physically remote from each other to operate processes and obtain performance information in other organisations. This paper examines what is theoretically possible with VEs within supply chains and maps this on to research currently being carried out which investigates how manufacturing supply chains operate in the United Kingdom, especially Scotland.
{"title":"Management and control in the virtual supply chain","authors":"L. Baxter, J. Ritchie, H.H. Seeto","doi":"10.1109/IEMC.1996.547791","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547791","url":null,"abstract":"Explores some of the issues arising from the potential implementation of virtual environments (VEs) for the management and control of supply chains. VEs, more commonly known as virtual reality (VR), coupled with world-wide telecommunications technology, will potentially enable organisations that are physically remote from each other to operate processes and obtain performance information in other organisations. This paper examines what is theoretically possible with VEs within supply chains and maps this on to research currently being carried out which investigates how manufacturing supply chains operate in the United Kingdom, especially Scotland.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114093689","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547782
I.M. Alatiqi, A. M. Akbar, S. Padlakar
Presents a management control system and a management information system for the problem of research administration in a service organization. We assume a centrally managed process with a decentralized resource and operation. A model control system is developed that emulates the management controls in a simplified fashion. The administration process is assumed to be performed as a cascade system with the management function and project implementation function are in parallel. The research administrators and project investigators are connected through the control process and through the information exchange and personal communication process. The management information system is designed to facilitate information flow and improve funds processing from the research administration unit to the investigators. The system was developed on a FoxPro platform through a local area network.
{"title":"Management information and control system for research administration","authors":"I.M. Alatiqi, A. M. Akbar, S. Padlakar","doi":"10.1109/IEMC.1996.547782","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547782","url":null,"abstract":"Presents a management control system and a management information system for the problem of research administration in a service organization. We assume a centrally managed process with a decentralized resource and operation. A model control system is developed that emulates the management controls in a simplified fashion. The administration process is assumed to be performed as a cascade system with the management function and project implementation function are in parallel. The research administrators and project investigators are connected through the control process and through the information exchange and personal communication process. The management information system is designed to facilitate information flow and improve funds processing from the research administration unit to the investigators. The system was developed on a FoxPro platform through a local area network.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128048550","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-08-18DOI: 10.1109/IEMC.1996.547787
B. Aucoin
Describes the selection of the content for a graduate engineering course in total quality management (TQM). Simply defining the subject of TQM is challenging because it encompasses so many disciplines and "methods". The majority of publications on TQM take either a technical approach or a managerial approach. Often missing is a balanced approach to TQM combining both aspects of the subject. Such an approach is crucial, considering that many organizations report that their TQM programs have failed. The paper describes the process of selecting the content for the TQM course and the criteria used for the selection.
{"title":"Content selection for a course in total quality management","authors":"B. Aucoin","doi":"10.1109/IEMC.1996.547787","DOIUrl":"https://doi.org/10.1109/IEMC.1996.547787","url":null,"abstract":"Describes the selection of the content for a graduate engineering course in total quality management (TQM). Simply defining the subject of TQM is challenging because it encompasses so many disciplines and \"methods\". The majority of publications on TQM take either a technical approach or a managerial approach. Often missing is a balanced approach to TQM combining both aspects of the subject. Such an approach is crucial, considering that many organizations report that their TQM programs have failed. The paper describes the process of selecting the content for the TQM course and the criteria used for the selection.","PeriodicalId":138196,"journal":{"name":"IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128052194","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications, Computing, and Energy Technologies
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：