Pub Date : 1994-10-17DOI: 10.1109/IEMC.1994.379941
H. Jaakkola
The principles of the heuristic analysis are presented in the form of the heuristic diffusion model. The model is based on the theoretical issues of mathematical diffusion models. It specifies the life cycle of an innovation, defines typical features of diffusion phases and some features of the diffusion as a phenomenon. The heuristic model is a tool that increases understanding of the complicated process of diffusion. It is a tool to explain and manage the adoption of new technologies. The theoretical background and contents of the heuristic model were presented in earlier publications by the author. The purpose of this paper is to introduce the practice of the heuristic analysis and the use of the model. In the beginning, a short introduction to the heuristic model is given. Practical applications based on the real empirical data are presented. These applications show the benefits of the model as a tool to manage the adoption of complicated technologies. Analysis of the applications and evaluation of the model are presented in the paper.<>
{"title":"The heuristic analysis of the diffusion","authors":"H. Jaakkola","doi":"10.1109/IEMC.1994.379941","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379941","url":null,"abstract":"The principles of the heuristic analysis are presented in the form of the heuristic diffusion model. The model is based on the theoretical issues of mathematical diffusion models. It specifies the life cycle of an innovation, defines typical features of diffusion phases and some features of the diffusion as a phenomenon. The heuristic model is a tool that increases understanding of the complicated process of diffusion. It is a tool to explain and manage the adoption of new technologies. The theoretical background and contents of the heuristic model were presented in earlier publications by the author. The purpose of this paper is to introduce the practice of the heuristic analysis and the use of the model. In the beginning, a short introduction to the heuristic model is given. Practical applications based on the real empirical data are presented. These applications show the benefits of the model as a tool to manage the adoption of complicated technologies. Analysis of the applications and evaluation of the model are presented in the paper.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"142 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134129417","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 : 1994-10-17DOI: 10.1109/IEMC.1994.379918
R. Jenner
This paper explores the problem of "the productivity paradox," in which some industries that experienced the highest rates of capital investment during the past decade encountered low growth rates. It uses interdisciplinary concepts from the fields of deterministic chaos, information theory and cybernetics to construct a model of a production system as a dynamic, self-organizing system, in which dynamic, "far from equilibrium" dissipative systems are fundamental instruments in productivity improvement.<>
{"title":"The productivity paradox, chaotic systems, and dissipative enterprises","authors":"R. Jenner","doi":"10.1109/IEMC.1994.379918","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379918","url":null,"abstract":"This paper explores the problem of \"the productivity paradox,\" in which some industries that experienced the highest rates of capital investment during the past decade encountered low growth rates. It uses interdisciplinary concepts from the fields of deterministic chaos, information theory and cybernetics to construct a model of a production system as a dynamic, self-organizing system, in which dynamic, \"far from equilibrium\" dissipative systems are fundamental instruments in productivity improvement.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130224959","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 : 1994-10-17DOI: 10.1109/IEMC.1994.379912
T. G. Rauscher
Although the process for designing a product and delivering it to the market has been the subject of extensive study, its realization in many companies yields results much later than expected. Studies of this time to market problem largely describe symptoms of the problem, and the recommended solutions do not adequately address the root causes of the problem itself. The authors' research leads to the conclusion that the organization encourages late product delivery. Here, the authors review fundamentals of modern organization theory and cite the tenets for addressing the coordination and control problems in product development firms. They then describe several barriers that published studies have indicated as causes of the time to market problem. They examine each of these barriers, illustrate that organizational problems cause them, and describe the organizational changes that would improve the situation. They conclude with recommendations on the role of management to reduce the time to market in product development firms.<>
{"title":"Time to market problems-the organization is the real cause","authors":"T. G. Rauscher","doi":"10.1109/IEMC.1994.379912","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379912","url":null,"abstract":"Although the process for designing a product and delivering it to the market has been the subject of extensive study, its realization in many companies yields results much later than expected. Studies of this time to market problem largely describe symptoms of the problem, and the recommended solutions do not adequately address the root causes of the problem itself. The authors' research leads to the conclusion that the organization encourages late product delivery. Here, the authors review fundamentals of modern organization theory and cite the tenets for addressing the coordination and control problems in product development firms. They then describe several barriers that published studies have indicated as causes of the time to market problem. They examine each of these barriers, illustrate that organizational problems cause them, and describe the organizational changes that would improve the situation. They conclude with recommendations on the role of management to reduce the time to market in product development firms.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"424 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133807057","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 : 1994-10-17DOI: 10.1109/IEMC.1994.379947
A. Graham, S. Mello
Research and development organizations, more so than most organizations, resist change. The task of leading change in product development is especially difficult. The traditional view of leadership revolves around charismatic leadership. Yet, two other facets of leadership are probably better-suited to initiate change in R&D organizations: instrumental leadership (use of "instruments" like meetings, communications, planning mechanisms, etc.); and developmental leadership (focus on developing leadership skills throughout the management ranks). This paper documents an instrumental and developmental change leadership process for a medium sized manufacturer of electronic products faced with rapidly growing software content in its products.<>
{"title":"Leading change in new product development: a case study of a generic process","authors":"A. Graham, S. Mello","doi":"10.1109/IEMC.1994.379947","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379947","url":null,"abstract":"Research and development organizations, more so than most organizations, resist change. The task of leading change in product development is especially difficult. The traditional view of leadership revolves around charismatic leadership. Yet, two other facets of leadership are probably better-suited to initiate change in R&D organizations: instrumental leadership (use of \"instruments\" like meetings, communications, planning mechanisms, etc.); and developmental leadership (focus on developing leadership skills throughout the management ranks). This paper documents an instrumental and developmental change leadership process for a medium sized manufacturer of electronic products faced with rapidly growing software content in its products.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133176078","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 : 1994-10-17DOI: 10.1109/IEMC.1994.379937
H. Shahidi, L. Xue
This paper is the first in a planned series of research topics relating to Federally Funded Research and Development Centers (FFRDCs) and their role in Federal research and development (R&D) technology transfer. In this initial paper, the authors (1) briefly outline the historical development of FFRDCs; (2) discuss the statutory and regulatory definition of FFRDCs; (3) examine FFRDC funding levels in the context of the total national R&D resource levels; and (4) provide the most recent organizational information of all FFRDCs. Future research directions relating to technology transfer aspects of FFRDCs are discussed.<>
{"title":"Federally Funded Research and Development Centers (FFRDCs) and technology transfer","authors":"H. Shahidi, L. Xue","doi":"10.1109/IEMC.1994.379937","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379937","url":null,"abstract":"This paper is the first in a planned series of research topics relating to Federally Funded Research and Development Centers (FFRDCs) and their role in Federal research and development (R&D) technology transfer. In this initial paper, the authors (1) briefly outline the historical development of FFRDCs; (2) discuss the statutory and regulatory definition of FFRDCs; (3) examine FFRDC funding levels in the context of the total national R&D resource levels; and (4) provide the most recent organizational information of all FFRDCs. Future research directions relating to technology transfer aspects of FFRDCs are discussed.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125097044","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 : 1994-10-17DOI: 10.1109/IEMC.1994.379938
C. Kaminski
Technology-based corporations are facing a different business environment in the 1990s. This new business climate is being driven by complex, horizontally managed organizations and decision processes; global technology development; shorter product life cycles; increased R&D costs and risks; and limited resources. Global surveys of major technology-based companies have indicated that there is a poor linkage between technology and business strategies. The poor linkage results when decision makers view R&D management as a vertical process under the responsibility of the head of R&D. To achieve cost effective innovation in the 1990s, R&D management must be viewed as one of the strategic core processes of the corporation and be managed as a horizontal process with cross-functional representation. Corporations must re-engineer their R&D management process based on the needs of their internal and external customers. A six step process is presented as the next generation of R&D management. This organizational transition is very difficult because it will redefine roles and responsibilities of key decision makers. Success will be a function of the methodology and organizational factors considered in this re-engineering effort.<>
{"title":"Horizontal R&D management","authors":"C. Kaminski","doi":"10.1109/IEMC.1994.379938","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379938","url":null,"abstract":"Technology-based corporations are facing a different business environment in the 1990s. This new business climate is being driven by complex, horizontally managed organizations and decision processes; global technology development; shorter product life cycles; increased R&D costs and risks; and limited resources. Global surveys of major technology-based companies have indicated that there is a poor linkage between technology and business strategies. The poor linkage results when decision makers view R&D management as a vertical process under the responsibility of the head of R&D. To achieve cost effective innovation in the 1990s, R&D management must be viewed as one of the strategic core processes of the corporation and be managed as a horizontal process with cross-functional representation. Corporations must re-engineer their R&D management process based on the needs of their internal and external customers. A six step process is presented as the next generation of R&D management. This organizational transition is very difficult because it will redefine roles and responsibilities of key decision makers. Success will be a function of the methodology and organizational factors considered in this re-engineering effort.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124129795","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 : 1994-10-17DOI: 10.1109/IEMC.1994.379949
B. Moore
Presented is a case study of some of the adverse impacts of formalization of a total quality management (TQM) program in a medium sized business. A brief description of the company culture before and after implementation of the TQM program is provided. The informal quality processes and employee attitudes are characterized followed by a depiction of the TQM formalization efforts and its impacts: both positive and negative. Since the negative results outweighed the positive in this example, the company shall be referred to as Company Z.<>
{"title":"Case study of unforeseen negative impacts of a TQM program","authors":"B. Moore","doi":"10.1109/IEMC.1994.379949","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379949","url":null,"abstract":"Presented is a case study of some of the adverse impacts of formalization of a total quality management (TQM) program in a medium sized business. A brief description of the company culture before and after implementation of the TQM program is provided. The informal quality processes and employee attitudes are characterized followed by a depiction of the TQM formalization efforts and its impacts: both positive and negative. Since the negative results outweighed the positive in this example, the company shall be referred to as Company Z.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115458743","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 : 1994-10-17DOI: 10.1109/IEMC.1994.379955
Richard Habrecht
Engineering firms find themselves in the middle of the quality movement. Clients want quality services and products. More than that, clients of engineering firms want evidence that engineering firms are improving internal quality while reducing fees to the clients. There is a shift from thinking high quality engineering services means high costs, to a demand for higher quality at lower prices. The challenge of quality management in an engineering firm environment has some interesting aspects. Three of the most important aspects of implementing a quality management process are the roadblocks in the environment, the struggles in identifying systems and solutions, and the recognition that improvements have been accomplished. Roadblocks include failure to see a need to make a change, the need to be chargeable, profit divisions between departments, and choosing a philosophy of quality management. Struggles include understanding and documenting systems, gathering data, learning to work as teams, understanding continuing improvement versus one-time fixes, and making decisions based on facts and data instead of reacting based strictly on hunches. Recognizing accomplishments is important to the life of the quality management process. It's important to see and capture improved quality. Successes help to foster more improvements and translate into real savings for both engineering firms and their clients. Quality management in engineering firms is not an option. The challenge to improve quality is an exciting one with many benefits.<>
{"title":"Quality management in an engineering firm environment","authors":"Richard Habrecht","doi":"10.1109/IEMC.1994.379955","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379955","url":null,"abstract":"Engineering firms find themselves in the middle of the quality movement. Clients want quality services and products. More than that, clients of engineering firms want evidence that engineering firms are improving internal quality while reducing fees to the clients. There is a shift from thinking high quality engineering services means high costs, to a demand for higher quality at lower prices. The challenge of quality management in an engineering firm environment has some interesting aspects. Three of the most important aspects of implementing a quality management process are the roadblocks in the environment, the struggles in identifying systems and solutions, and the recognition that improvements have been accomplished. Roadblocks include failure to see a need to make a change, the need to be chargeable, profit divisions between departments, and choosing a philosophy of quality management. Struggles include understanding and documenting systems, gathering data, learning to work as teams, understanding continuing improvement versus one-time fixes, and making decisions based on facts and data instead of reacting based strictly on hunches. Recognizing accomplishments is important to the life of the quality management process. It's important to see and capture improved quality. Successes help to foster more improvements and translate into real savings for both engineering firms and their clients. Quality management in engineering firms is not an option. The challenge to improve quality is an exciting one with many benefits.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"49 4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123186441","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 : 1994-10-17DOI: 10.1109/IEMC.1994.379942
M. Lahdeniemi, H. Jaakkola
The importance of the update process to increase the level of know how is gaining more importance for small and medium sized enterprises (SME). In this paper the authors concentrate on activating technology transfer with strongly tailored training programs. The programs include elements of project management, marketing, technology and consulting. The programs are focused on active projects of local industry. Programs and their background are introduced. The results obtained are analysed.<>
{"title":"Application of technology transfer to SME","authors":"M. Lahdeniemi, H. Jaakkola","doi":"10.1109/IEMC.1994.379942","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379942","url":null,"abstract":"The importance of the update process to increase the level of know how is gaining more importance for small and medium sized enterprises (SME). In this paper the authors concentrate on activating technology transfer with strongly tailored training programs. The programs include elements of project management, marketing, technology and consulting. The programs are focused on active projects of local industry. Programs and their background are introduced. The results obtained are analysed.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"177 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114286420","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 : 1994-10-17DOI: 10.1109/IEMC.1994.379961
B. M. Reed, D. Jacobs, E. Dean
Quality function deployment (QFD) is a structured process/toolset for defining the 'customer requirements' in the design and improvement of products, processes and services. Users of QFD report improved quality in products and in management of processes. While there is an abundance of literature on the mechanics and application of QFD to design of specific products, there is a shortcoming in the available literature on management considerations for the implementation of QFD, application to service organizations, and management of the design process. This paper presents implementation considerations concerning the use of QFD by both technical and human resource managers, decision makers, and 'doers' in situations where products or processes are being developed or redesigned, or where improvements are being sought.<>
{"title":"Quality function deployment: implementation considerations for the engineering manager","authors":"B. M. Reed, D. Jacobs, E. Dean","doi":"10.1109/IEMC.1994.379961","DOIUrl":"https://doi.org/10.1109/IEMC.1994.379961","url":null,"abstract":"Quality function deployment (QFD) is a structured process/toolset for defining the 'customer requirements' in the design and improvement of products, processes and services. Users of QFD report improved quality in products and in management of processes. While there is an abundance of literature on the mechanics and application of QFD to design of specific products, there is a shortcoming in the available literature on management considerations for the implementation of QFD, application to service organizations, and management of the design process. This paper presents implementation considerations concerning the use of QFD by both technical and human resource managers, decision makers, and 'doers' in situations where products or processes are being developed or redesigned, or where improvements are being sought.<<ETX>>","PeriodicalId":200747,"journal":{"name":"Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122810548","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}
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