Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183675
H.A. Rumsey
Summary form only given, as follows. It is pointed out that, too often, the implementation of total quality management is characterized as a wholesale assault with a variety of quality tools. The key to successful implementation is a strategically driven, integrated approach to managing the organization's critical processes. For the most part, though, when executives first try to think in terms of processes rather than in terms of their functional stovepipes, they find a great deal of difficulty in making the translation. Putting aside parochial interests in favor of cross-functional processes which benefit the entire corporation is essential. Process management begins by assigning ownership for the process. Functions which in the past were retained as prerogatives of management now become the purview of the process action team. The first responsibility of the process action team is to clearly define the process. The next step is process simplification. After simplification, it is time to measure the performance of the process. At this point, one is ready to move to process control by examining key variances to determine where they occur, why they occur, and how they can be prevented. when the process is in control, then one is in a position to look for breakthrough opportunities.<>
{"title":"Quality and productivity through process management","authors":"H.A. Rumsey","doi":"10.1109/PICMET.1991.183675","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183675","url":null,"abstract":"Summary form only given, as follows. It is pointed out that, too often, the implementation of total quality management is characterized as a wholesale assault with a variety of quality tools. The key to successful implementation is a strategically driven, integrated approach to managing the organization's critical processes. For the most part, though, when executives first try to think in terms of processes rather than in terms of their functional stovepipes, they find a great deal of difficulty in making the translation. Putting aside parochial interests in favor of cross-functional processes which benefit the entire corporation is essential. Process management begins by assigning ownership for the process. Functions which in the past were retained as prerogatives of management now become the purview of the process action team. The first responsibility of the process action team is to clearly define the process. The next step is process simplification. After simplification, it is time to measure the performance of the process. At this point, one is ready to move to process control by examining key variances to determine where they occur, why they occur, and how they can be prevented. when the process is in control, then one is in a position to look for breakthrough opportunities.<<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":"73420109","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.1991.183752
R. Keeley, B. Tabrizi
The authors present an empirical study of the positive and negative effects of start-ups and spin-outs, using a sample of 49 companies from a cross section of technology-based industries. These 49 start-ups are representative of venture capital backed companies in the 1970s and 1980s. The authors examine their circumstances at the times they were formed and their longer-term impact on their industries. Few cases in which the start-up might be judged as competing with a former employer (two out of 49) are found. In 16 cases the idea for the product had existed at a former employer, but it was pursued in only three of them. In almost 40% of the cases, both the start-ups and the former employer became leading firms in their industries. Overall, for this sample the benefits from start-ups and spin-outs are considerable, while the negative effects are minor. It is concluded that the new companies tend to move into new markets, not yet occupied by established companies, and even when they enter existing markets, they are seldom in the same market segment as the former employer.<>
{"title":"Start-ups and spin-outs: competitive strategies and effects on former employees","authors":"R. Keeley, B. Tabrizi","doi":"10.1109/PICMET.1991.183752","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183752","url":null,"abstract":"The authors present an empirical study of the positive and negative effects of start-ups and spin-outs, using a sample of 49 companies from a cross section of technology-based industries. These 49 start-ups are representative of venture capital backed companies in the 1970s and 1980s. The authors examine their circumstances at the times they were formed and their longer-term impact on their industries. Few cases in which the start-up might be judged as competing with a former employer (two out of 49) are found. In 16 cases the idea for the product had existed at a former employer, but it was pursued in only three of them. In almost 40% of the cases, both the start-ups and the former employer became leading firms in their industries. Overall, for this sample the benefits from start-ups and spin-outs are considerable, while the negative effects are minor. It is concluded that the new companies tend to move into new markets, not yet occupied by established companies, and even when they enter existing markets, they are seldom in the same market segment as the former employer.<<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":"75398155","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.1991.183811
K. Nicolle-Evans, R.G. Williams
The authors report on the application of project management techniques in a research and development group of a multinational chemical company. At the outset of the study, the group had recognized that their research and development management could be improved. A review of the group's current and past activities was undertaken to ascertain which techniques were being practiced. It was seen that a number of techniques were being overlooked, and some innovations were introduced to the group.<>
{"title":"Research and development management in a UK chemical firm: a case study","authors":"K. Nicolle-Evans, R.G. Williams","doi":"10.1109/PICMET.1991.183811","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183811","url":null,"abstract":"The authors report on the application of project management techniques in a research and development group of a multinational chemical company. At the outset of the study, the group had recognized that their research and development management could be improved. A review of the group's current and past activities was undertaken to ascertain which techniques were being practiced. It was seen that a number of techniques were being overlooked, and some innovations were introduced to the group.<<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":"75470535","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.1991.183670
R. Simmons, J. Schmidt
Summary form only given. The role of the burning plasma experiment (BPX) in the US fusion program is to provide a technical bridge between the present generation of experiments (i.e. TFTR, JET, DIII-D) and an Experimental Test Reactor (ETR) such as the International Tokamak Experimental Reactor. The primary span in this technical bridge is the understanding, development, and demonstration of the physics of self-heated (e.g. burning) plasmas. The development and demonstration of the physics of burning plasmas is an essential next step if the world fusion program is to effectively transition to an energy-oriented program. BPX is a national effort that involves most of the national fusion laboratories, many major universities, and an increasing number of industrial participants. As a major systems acquisition within the US Department of Energy, BPX is required to meet rigorous project control and procedural documentation standards.<>
{"title":"The burning plasma experiment: changing fusion to an energy-oriented program","authors":"R. Simmons, J. Schmidt","doi":"10.1109/PICMET.1991.183670","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183670","url":null,"abstract":"Summary form only given. The role of the burning plasma experiment (BPX) in the US fusion program is to provide a technical bridge between the present generation of experiments (i.e. TFTR, JET, DIII-D) and an Experimental Test Reactor (ETR) such as the International Tokamak Experimental Reactor. The primary span in this technical bridge is the understanding, development, and demonstration of the physics of self-heated (e.g. burning) plasmas. The development and demonstration of the physics of burning plasmas is an essential next step if the world fusion program is to effectively transition to an energy-oriented program. BPX is a national effort that involves most of the national fusion laboratories, many major universities, and an increasing number of industrial participants. As a major systems acquisition within the US Department of Energy, BPX is required to meet rigorous project control and procedural documentation standards.<<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":"73811599","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.1991.183621
T. Mandakovic, E.L. Gorricho
The authors critically analyze the six leadership roles, visioning, climate setting, communicating, managing interfacing, planning, and team building, as identified by G. Barczak and D. Wilemon (1988, 1989) in their exploratory study. Analysis on these roles includes their contents, how leaders portray these roles, and the implications for leadership of new successful product development teams. It is concluded that the identified roles are needed in order to be a successful new technology manager and that the communication role is an underlying link and a basic foundation for the other five roles.<>
{"title":"Leadership in product development phase","authors":"T. Mandakovic, E.L. Gorricho","doi":"10.1109/PICMET.1991.183621","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183621","url":null,"abstract":"The authors critically analyze the six leadership roles, visioning, climate setting, communicating, managing interfacing, planning, and team building, as identified by G. Barczak and D. Wilemon (1988, 1989) in their exploratory study. Analysis on these roles includes their contents, how leaders portray these roles, and the implications for leadership of new successful product development teams. It is concluded that the identified roles are needed in order to be a successful new technology manager and that the communication role is an underlying link and a basic foundation for the other five roles.<<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":"73643969","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.1991.183782
D. Lee, C. C. Johnson
Technology strategies and business strategies are interrelated, but affected by different, sometimes contradictory, external forces. When several people are jointly responsible for concurrently addressing these complex, dynamic strategies as part of their responsibilities, maintaining a focus can be difficult. To integrate these strategies, the authors employ a conceptual representation of their interaction based on two intersecting, dynamic planes, each with individual characteristics and specific linkages and interfaces at multiple levels. They exploit the representation as both a means of forming a shared vision among individual R&D project leaders and of communicating goals for the overall R&D program.<>
{"title":"Exploiting a conceptual representation to integrate business and technology strategies","authors":"D. Lee, C. C. Johnson","doi":"10.1109/PICMET.1991.183782","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183782","url":null,"abstract":"Technology strategies and business strategies are interrelated, but affected by different, sometimes contradictory, external forces. When several people are jointly responsible for concurrently addressing these complex, dynamic strategies as part of their responsibilities, maintaining a focus can be difficult. To integrate these strategies, the authors employ a conceptual representation of their interaction based on two intersecting, dynamic planes, each with individual characteristics and specific linkages and interfaces at multiple levels. They exploit the representation as both a means of forming a shared vision among individual R&D project leaders and of communicating goals for the overall R&D program.<<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":"76307651","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.1991.183741
Y. Doz
Summary form only given, as follows. The author has analyzed twelve cases of new product and system development processes in the European information technology industry. Japanese and American examples were used as benchmarks against which the European cases were compared. The analysis considered three major dimensions of product and system development effectiveness: market focus in the development effort, overall speed of development, and efficiency in the use of resources. Project management characteristics which affect performance on each dimensions were analyzed. Overall, the performance of European firms in the twelve projects suffered from lack of market orientation and from an insufficient operationalization of concerns for time to market.<>
{"title":"New product development effectiveness: a triadic comparison in the information technology industry","authors":"Y. Doz","doi":"10.1109/PICMET.1991.183741","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183741","url":null,"abstract":"Summary form only given, as follows. The author has analyzed twelve cases of new product and system development processes in the European information technology industry. Japanese and American examples were used as benchmarks against which the European cases were compared. The analysis considered three major dimensions of product and system development effectiveness: market focus in the development effort, overall speed of development, and efficiency in the use of resources. Project management characteristics which affect performance on each dimensions were analyzed. Overall, the performance of European firms in the twelve projects suffered from lack of market orientation and from an insufficient operationalization of concerns for time to market.<<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":"79776395","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.1991.183728
J. Weisinger
Summary form only given. The author has explored the different social constructions associated with production technology among Japanese and American engineers and technical managers in start-up international joint ventures (IJVs) and has examined how these differences affect joint venture decisions. The data used are reports from critical incident interviews conducted in case studies of three Japanese-American manufacturing IJVs between October 1990 and March 1991. Simon (1976) proposes that administrative decision-making is composed of two premises: one based on purpose, the other based on scientific and practical knowledge about the effects of particular decisions, and that the final decision depends upon the relative weight placed on these two premises. In the case of international joint ventures, the present data suggest that the purposive element may not even be clear (or at least not equally clear) to all involved parties, and the practical knowledge about the effects of decisions is obscured when hidden cultural assumptions are at play. Thus differing conceptions of production technology issues may hinder technical and business decision-making in IJVs.<>
{"title":"Cultural collisions in international joint venture decision making: a social constructionist perspective","authors":"J. Weisinger","doi":"10.1109/PICMET.1991.183728","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183728","url":null,"abstract":"Summary form only given. The author has explored the different social constructions associated with production technology among Japanese and American engineers and technical managers in start-up international joint ventures (IJVs) and has examined how these differences affect joint venture decisions. The data used are reports from critical incident interviews conducted in case studies of three Japanese-American manufacturing IJVs between October 1990 and March 1991. Simon (1976) proposes that administrative decision-making is composed of two premises: one based on purpose, the other based on scientific and practical knowledge about the effects of particular decisions, and that the final decision depends upon the relative weight placed on these two premises. In the case of international joint ventures, the present data suggest that the purposive element may not even be clear (or at least not equally clear) to all involved parties, and the practical knowledge about the effects of decisions is obscured when hidden cultural assumptions are at play. Thus differing conceptions of production technology issues may hinder technical and business decision-making in IJVs.<<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":"78377310","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.1991.183756
T. G. Moore
The author examines design methods and product features which can provide anticipation and adaptation to changes in technology or the marketplace. Methods are outlined which will allow product design to be planned and accomplished with a higher chance of success despite the inevitable disruptions to the plan which will occur. Tools that the product design can use include teams of experts who monitor the world, powerful tools to create and test alternate designs, methods for removing demotivators to purchase, techniques to incorporate design flexibility for the chooser and user, a plan to test designs early and often and track acceptability, and ongoing documentation of progress to improve design process and communication.<>
{"title":"Managing uncertainty: tools for change","authors":"T. G. Moore","doi":"10.1109/PICMET.1991.183756","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183756","url":null,"abstract":"The author examines design methods and product features which can provide anticipation and adaptation to changes in technology or the marketplace. Methods are outlined which will allow product design to be planned and accomplished with a higher chance of success despite the inevitable disruptions to the plan which will occur. Tools that the product design can use include teams of experts who monitor the world, powerful tools to create and test alternate designs, methods for removing demotivators to purchase, techniques to incorporate design flexibility for the chooser and user, a plan to test designs early and often and track acceptability, and ongoing documentation of progress to improve design process and communication.<<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":"78773134","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.1991.183803
G. Barczak, E. McDonough
Summary form only given, as follows. The authors present an exploratory study of new product strategy and implementation in a British technology firm. New product strategies at the corporate, business, and project level are examined to determine their congruence. Moreover, strategy implementation at the project level is explored through a longitudinal analysis of three new product development projects. Data were collected through personal interviews, questionnaires, and corporate annual reports. Interviews were conducted with the division head and each project leader. Questionnaires were given to project leaders and team members at two stages in time, at the beginning of the design phase and after the design phase. Both the interviews and the questionnaires explored such issues as project goals and focus, speed of development, technology strategy, leader style, and project performance. The results show congruence between the different levels of new product strategy. Changes occur, however, at the project level which influence implementation of the original new product strategy.<>
{"title":"Strategy in a technology firm: a case study","authors":"G. Barczak, E. McDonough","doi":"10.1109/PICMET.1991.183803","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183803","url":null,"abstract":"Summary form only given, as follows. The authors present an exploratory study of new product strategy and implementation in a British technology firm. New product strategies at the corporate, business, and project level are examined to determine their congruence. Moreover, strategy implementation at the project level is explored through a longitudinal analysis of three new product development projects. Data were collected through personal interviews, questionnaires, and corporate annual reports. Interviews were conducted with the division head and each project leader. Questionnaires were given to project leaders and team members at two stages in time, at the beginning of the design phase and after the design phase. Both the interviews and the questionnaires explored such issues as project goals and focus, speed of development, technology strategy, leader style, and project performance. The results show congruence between the different levels of new product strategy. Changes occur, however, at the project level which influence implementation of the original new product strategy.<<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":"76973079","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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