Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183727
K. K. Murthy
Summary form only given. A holistic systems perspective has been employed to conceptualize different models for such collaboration. A specific model, termed the service station model, with attractive attributes suited to the contexts of many countries and economies, has been put forward for adoption. This model has the major advantages of making service to the community a central tenet. Employment orientation and imparting of skills needed for jobs within the community is accorded the highest priority. Programs and courses are made sensitive to the changing demands of the employing sectors, and when a particular area/speciality is no longer in demand, it automatically gets closed. This market sensitivity is built into the model.<>
{"title":"Systematic models for industry-institution cooperation","authors":"K. K. Murthy","doi":"10.1109/PICMET.1991.183727","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183727","url":null,"abstract":"Summary form only given. A holistic systems perspective has been employed to conceptualize different models for such collaboration. A specific model, termed the service station model, with attractive attributes suited to the contexts of many countries and economies, has been put forward for adoption. This model has the major advantages of making service to the community a central tenet. Employment orientation and imparting of skills needed for jobs within the community is accorded the highest priority. Programs and courses are made sensitive to the changing demands of the employing sectors, and when a particular area/speciality is no longer in demand, it automatically gets closed. This market sensitivity is built into the model.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89735315","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183763
U. Kumar, V. Kumar
A framework consisting mainly of five different approaches to generate mathematical models of the innovation diffusion process has been considered. The five approaches are associated, respectively, with the nature of the innovation diffusion process itself, biological and social diffusion processes, the concavity property of entropy measures, linear combinations of existing models, and relationships among models. In order to demonstrate the usefulness of these approaches, some of the existing models have been generated by them as examples. The capabilities and limitations of each approach are highlighted. The most desirable approach appears to be the first approach, that based on the insight into the nature of the innovation diffusion process.<>
{"title":"Developing technological innovation diffusion models: a framework","authors":"U. Kumar, V. Kumar","doi":"10.1109/PICMET.1991.183763","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183763","url":null,"abstract":"A framework consisting mainly of five different approaches to generate mathematical models of the innovation diffusion process has been considered. The five approaches are associated, respectively, with the nature of the innovation diffusion process itself, biological and social diffusion processes, the concavity property of entropy measures, linear combinations of existing models, and relationships among models. In order to demonstrate the usefulness of these approaches, some of the existing models have been generated by them as examples. The capabilities and limitations of each approach are highlighted. The most desirable approach appears to be the first approach, that based on the insight into the nature of the innovation diffusion process.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89784780","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183665
B. Wald
Summary form only given. To ensure that new products generate acceptable financial returns, it is important that an engineering team have clear cost targets throughout the design effort. These targets should be set as an integral part of the new product development process. Setting targets and monitoring progress against them is a multidisciplinary process involving marketing, engineering, and finance. As a new product concept is developed, a selling price is projected and a target margin is identified which covers marketing, R and D, and administrative expense, and yields an acceptable profit margin. The sales prices minus the target margin becomes the cost target. This simple target, when used in the product development process, can be the basis for focusing the design effort and making tradeoffs on product features, part tolerances, and other design parameters. Included in the overall product management process, it is an important measure of the financial return on a proposed product.<>
{"title":"Target costing for new product development","authors":"B. Wald","doi":"10.1109/PICMET.1991.183665","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183665","url":null,"abstract":"Summary form only given. To ensure that new products generate acceptable financial returns, it is important that an engineering team have clear cost targets throughout the design effort. These targets should be set as an integral part of the new product development process. Setting targets and monitoring progress against them is a multidisciplinary process involving marketing, engineering, and finance. As a new product concept is developed, a selling price is projected and a target margin is identified which covers marketing, R and D, and administrative expense, and yields an acceptable profit margin. The sales prices minus the target margin becomes the cost target. This simple target, when used in the product development process, can be the basis for focusing the design effort and making tradeoffs on product features, part tolerances, and other design parameters. Included in the overall product management process, it is an important measure of the financial return on a proposed product.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89259499","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183627
P. Richardson, J. T. Jubb
CANMET, the Government of Canada's mineral and energy national technology center, has developed and implemented a project management methodology intended to be an integral part of its strategy. The methodology is not only designed to ensure timely and effective project implementation, but also to assist CANMET in developing a strong working relationship with its clients and partners in both the private and public sectors. The author describes the major elements of CANMET's project management approach, how it is being implemented. and its anticipated operational and strategic benefits for CANMET. Project leadership seminars for both CANMET staff and client representative have been carried out to assist in the application of the project management methodology.<>
{"title":"Using project management for strategic advantage in the public sector","authors":"P. Richardson, J. T. Jubb","doi":"10.1109/PICMET.1991.183627","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183627","url":null,"abstract":"CANMET, the Government of Canada's mineral and energy national technology center, has developed and implemented a project management methodology intended to be an integral part of its strategy. The methodology is not only designed to ensure timely and effective project implementation, but also to assist CANMET in developing a strong working relationship with its clients and partners in both the private and public sectors. The author describes the major elements of CANMET's project management approach, how it is being implemented. and its anticipated operational and strategic benefits for CANMET. Project leadership seminars for both CANMET staff and client representative have been carried out to assist in the application of the project management methodology.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89421963","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183587
A. Manders
Summary form only given. The author considers corporate culture and general socialization process. He discusses the constraints they impose on R&D management with regard to manufacturing technology at the Philips Corporation. He suggests that the ambiguous position of R&D in the sphere of manufacturing constitutes a major constraint, next to a variety of general corporate-cultural characteristics, on the freedom of decision-making for R&D management. An important element of the corporate cultural characteristics is the lack of commitment of the plant-mechanization departments to R&D projects. Attention is paid to the autonomy of the engineer at the Centre for Manufacturing Technology, to the industrial gate-keeper, and to personal commitment, rivalry, and disciplinary chauvinism, which are the main factors of the corporate (R&D) culture. In addition, the role of the mainstream educational paradigm, individual achievement, and the relationship between university and industry as factors in the socialization process are considered.<>
{"title":"Corporate culture, educational paradigms and the limits of R&D management: the case of Philips, The Netherlands","authors":"A. Manders","doi":"10.1109/PICMET.1991.183587","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183587","url":null,"abstract":"Summary form only given. The author considers corporate culture and general socialization process. He discusses the constraints they impose on R&D management with regard to manufacturing technology at the Philips Corporation. He suggests that the ambiguous position of R&D in the sphere of manufacturing constitutes a major constraint, next to a variety of general corporate-cultural characteristics, on the freedom of decision-making for R&D management. An important element of the corporate cultural characteristics is the lack of commitment of the plant-mechanization departments to R&D projects. Attention is paid to the autonomy of the engineer at the Centre for Manufacturing Technology, to the industrial gate-keeper, and to personal commitment, rivalry, and disciplinary chauvinism, which are the main factors of the corporate (R&D) culture. In addition, the role of the mainstream educational paradigm, individual achievement, and the relationship between university and industry as factors in the socialization process are considered.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89834740","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183751
C. G. Bell, H. Mason
Consideration is given to the Bell-Mason Diagnostic, a rule-based tool designed to characterize the status of a high-information-technology start-up, at each stage of growth. The diagnostic is being used to aid the planning and diagnosis of start-up entrepreneurial and established company, entrapreneurial ventures. A venture is evaluated at a particular stage of its growth by answering a series of questions that contain the rules (the expertise) to measure each of twelve characterization dimensions. The answers are tallied and plotted on a 12-dimensional relational or Kiviat graph, which is then compared with the ideal for that stage of development. The graph highlights potential deficiencies and pinpoints areas that are in or out of balance in order to visualize the situation.<>
{"title":"A method to diagnose high tech ventures","authors":"C. G. Bell, H. Mason","doi":"10.1109/PICMET.1991.183751","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183751","url":null,"abstract":"Consideration is given to the Bell-Mason Diagnostic, a rule-based tool designed to characterize the status of a high-information-technology start-up, at each stage of growth. The diagnostic is being used to aid the planning and diagnosis of start-up entrepreneurial and established company, entrapreneurial ventures. A venture is evaluated at a particular stage of its growth by answering a series of questions that contain the rules (the expertise) to measure each of twelve characterization dimensions. The answers are tallied and plotted on a 12-dimensional relational or Kiviat graph, which is then compared with the ideal for that stage of development. The graph highlights potential deficiencies and pinpoints areas that are in or out of balance in order to visualize the situation.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89969207","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183722
B.M. Pulat, P. Pulat
Summary form only given, as follows. A three-dimensional competitive manufacturing model has been developed. Each dimension is described in terms of several elements that interact with each other as well as with the elements of other dimensions. The model is shaped under several molding factors.<>
{"title":"A 3-D competitive manufacturing model","authors":"B.M. Pulat, P. Pulat","doi":"10.1109/PICMET.1991.183722","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183722","url":null,"abstract":"Summary form only given, as follows. A three-dimensional competitive manufacturing model has been developed. Each dimension is described in terms of several elements that interact with each other as well as with the elements of other dimensions. The model is shaped under several molding factors.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83949315","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183748
C. Shlaes
The author presents survey results regarding the current use of reward systems for creativity and innovation in technology companies. The survey also investigated various company culture attributes affecting innovation and creativity. The survey's findings and the literature showed that companies use visibility through recognition and awards most frequently as rewards of creativity. The survey also found that many companies encourage autonomous idea teams and provide access to resources to pursue new ideas. However, internal funding of ideas (entrepreneurship) has not been broadly adopted or implemented. Internal funding is seen as the way of the future, since it allows innovative employees the time and money required to come up with and implement truly innovative ideas.<>
{"title":"Rewarding and stimulating creativity and innovation in technology companies","authors":"C. Shlaes","doi":"10.1109/PICMET.1991.183748","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183748","url":null,"abstract":"The author presents survey results regarding the current use of reward systems for creativity and innovation in technology companies. The survey also investigated various company culture attributes affecting innovation and creativity. The survey's findings and the literature showed that companies use visibility through recognition and awards most frequently as rewards of creativity. The survey also found that many companies encourage autonomous idea teams and provide access to resources to pursue new ideas. However, internal funding of ideas (entrepreneurship) has not been broadly adopted or implemented. Internal funding is seen as the way of the future, since it allows innovative employees the time and money required to come up with and implement truly innovative ideas.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88966965","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183723
S. Randhawa, T. West
Summary form only given. A methodology for examining the economic effects of various flexible manufacturing system configurations and implementation schedules has been developed. The methodology is illustrated through the use of a manufacturing area which is subject to variability to product types and machining times while operating in a growth environment. Questions concerning current and future capital expenditures have been considered in the context of future operations being dependent on present decisions. Various implementation schedules and their effects on production costs have been investigated for a product demand growth situation, and a variety of sensitivity analyses have been carried out.<>
{"title":"Evaluation of alternative manufacturing equipment implementation strategies","authors":"S. Randhawa, T. West","doi":"10.1109/PICMET.1991.183723","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183723","url":null,"abstract":"Summary form only given. A methodology for examining the economic effects of various flexible manufacturing system configurations and implementation schedules has been developed. The methodology is illustrated through the use of a manufacturing area which is subject to variability to product types and machining times while operating in a growth environment. Questions concerning current and future capital expenditures have been considered in the context of future operations being dependent on present decisions. Various implementation schedules and their effects on production costs have been investigated for a product demand growth situation, and a variety of sensitivity analyses have been carried out.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76040679","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 : 1991-10-27DOI: 10.1109/PICMET.1991.183810
R. L. Schill, J. Cheese, D. McArthur
The authors present the attitudes of senior British managers regarding which technologies will become most important in global competition, together with their opinions on prospective changes in sources and sourcing arrangements. Although exploratory, the data indicate that technology is perceived as an important factor in competitiveness, while speeding up the process of exploitation is a vital new challenge facing companies both internally and in terms of external sourcing or collaborative relationships. Managers are seeing that one way to solve this problem may be through different sourcing patterns. Sourcing pattern changes will not be the same for all technologies, since their strategic importance is shifting in the future. There may be, for example, increased collaboration for sourcing electronics and telecommunications technologies and technologies associated with environmental issues. At the same time, the accelerating pace of technological change also increases the uncertainty associated with innovating, thereby promoting collaboration as a response to reduce risk.<>
{"title":"Strategic sourcing of industrial technology: an empirical study among British managers","authors":"R. L. Schill, J. Cheese, D. McArthur","doi":"10.1109/PICMET.1991.183810","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183810","url":null,"abstract":"The authors present the attitudes of senior British managers regarding which technologies will become most important in global competition, together with their opinions on prospective changes in sources and sourcing arrangements. Although exploratory, the data indicate that technology is perceived as an important factor in competitiveness, while speeding up the process of exploitation is a vital new challenge facing companies both internally and in terms of external sourcing or collaborative relationships. Managers are seeing that one way to solve this problem may be through different sourcing patterns. Sourcing pattern changes will not be the same for all technologies, since their strategic importance is shifting in the future. There may be, for example, increased collaboration for sourcing electronics and telecommunications technologies and technologies associated with environmental issues. At the same time, the accelerating pace of technological change also increases the uncertainty associated with innovating, thereby promoting collaboration as a response to reduce risk.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83528768","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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