Pub Date : 2018-02-26DOI: 10.1109/iemc.1990.201308
T. Allen, D. Murotake
The authors review the results of field research conducted at two US electronics firms and recommend a strategy for employing computer-aided engineering tools which maximizes the benefits while avoiding of minimizing the pitfalls. It was found that computer tool use is correlated with less innovative work when used to support engineering analysis and problem solving, and with more innovative work when used to support engineering development. Suggested reasons for this dichotomy are twofold. Computer tools can make engineers much more efficient for certain types of tasks, allowing more time to be spent in innovative pursuits. However, much of this efficiency is achieved by cloning old solutions, which in turn encourages homogeneity, stifles innovation, and biases the engineer to use a convenient but suboptimal solution. Computer tools also tend to be highly focused, constraining the bandwidth of the problem-solving process to fit the capabilities of the computer tool.<>
{"title":"Computer aided engineering and project performance: managing a double-edged sword","authors":"T. Allen, D. Murotake","doi":"10.1109/iemc.1990.201308","DOIUrl":"https://doi.org/10.1109/iemc.1990.201308","url":null,"abstract":"The authors review the results of field research conducted at two US electronics firms and recommend a strategy for employing computer-aided engineering tools which maximizes the benefits while avoiding of minimizing the pitfalls. It was found that computer tool use is correlated with less innovative work when used to support engineering analysis and problem solving, and with more innovative work when used to support engineering development. Suggested reasons for this dichotomy are twofold. Computer tools can make engineers much more efficient for certain types of tasks, allowing more time to be spent in innovative pursuits. However, much of this efficiency is achieved by cloning old solutions, which in turn encourages homogeneity, stifles innovation, and biases the engineer to use a convenient but suboptimal solution. Computer tools also tend to be highly focused, constraining the bandwidth of the problem-solving process to fit the capabilities of the computer tool.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-02-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115146064","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201299
R.S. McQueen
The author describes a total quality management integrated educational system as a model for developing educational resources. Information is provided to facilitate an understanding of how the educational system is integrated with the implementation process. The importance of developing an educational strategic plan is emphasized. A call is made for active participation by industry and educators in the development of educational resources to provide the knowledge required by those involved in improving organizational performance.<>
{"title":"Total quality management knowledge and education-an integrated approach","authors":"R.S. McQueen","doi":"10.1109/IEMC.1990.201299","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201299","url":null,"abstract":"The author describes a total quality management integrated educational system as a model for developing educational resources. Information is provided to facilitate an understanding of how the educational system is integrated with the implementation process. The importance of developing an educational strategic plan is emphasized. A call is made for active participation by industry and educators in the development of educational resources to provide the knowledge required by those involved in improving organizational performance.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125147987","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201262
S. Mason
The author discusses the increasing use of expert system technology in the customer support area. She provides an introduction to expert systems, and considers examples of customer support applications. Many companies have already begun experimenting with expert systems in their customer support effort. The two companies discussed, are Xerox and Symbolics, utilize expert systems technology for product types which range from reasonably simple to fairly complex.<>
{"title":"The application of expert systems in customer support","authors":"S. Mason","doi":"10.1109/IEMC.1990.201262","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201262","url":null,"abstract":"The author discusses the increasing use of expert system technology in the customer support area. She provides an introduction to expert systems, and considers examples of customer support applications. Many companies have already begun experimenting with expert systems in their customer support effort. The two companies discussed, are Xerox and Symbolics, utilize expert systems technology for product types which range from reasonably simple to fairly complex.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"63 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125954246","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201271
H. Kurstedt, L. Mallak, E. M. Howard, P.S. Kurstedt
The engineering manager's success is being judged increasingly on qualitative measures concerning the human elements of the work. These new measures require engineers to become as skilled and at ease with the tools, methods, and techniques for qualitative issues as with more traditional quantitative tools, methods, and techniques. It is argued that to achieve success toward these qualitative measures demands a new way of thinking, indeed a new culture embodying new values and traditions. Engineering managers must use culture change mechanisms along with their other management tools. They must view concepts such as just-in-time, total quality management, and continuous performance improvement as integral to culture change efforts; these concepts and corresponding programs require an underlying culture to create an environment for change. It is concluded that engineers who want to manage and change culture and communicate these changes must become comfortable with hoopla and symbolism to add drama and life to their words and plans.<>
{"title":"Why engineers must know and manage organizational culture","authors":"H. Kurstedt, L. Mallak, E. M. Howard, P.S. Kurstedt","doi":"10.1109/IEMC.1990.201271","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201271","url":null,"abstract":"The engineering manager's success is being judged increasingly on qualitative measures concerning the human elements of the work. These new measures require engineers to become as skilled and at ease with the tools, methods, and techniques for qualitative issues as with more traditional quantitative tools, methods, and techniques. It is argued that to achieve success toward these qualitative measures demands a new way of thinking, indeed a new culture embodying new values and traditions. Engineering managers must use culture change mechanisms along with their other management tools. They must view concepts such as just-in-time, total quality management, and continuous performance improvement as integral to culture change efforts; these concepts and corresponding programs require an underlying culture to create an environment for change. It is concluded that engineers who want to manage and change culture and communicate these changes must become comfortable with hoopla and symbolism to add drama and life to their words and plans.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"278 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115985610","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201292
R. Cohen
A new instrument for nondestructive testing of metals uses a four-point probe and a sensitive electronics package to measure the resistivity and to detect cracks and voids. Both the development of the instrument and its implementation as a product are relatively well documented. The inventive process was very brief and straightforward. An attempt is made to explore what was the inventive act in the development of this instrument, and what made the invention occur when it did. It is concluded that both the technology and the user needs were well established and widely known for at least 15 years before the inventors came along and put the pieces together; thus the key ingredient added in 1982 was the inventor.<>
{"title":"Creativity and invention exemplified in the development of a new instrument","authors":"R. Cohen","doi":"10.1109/IEMC.1990.201292","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201292","url":null,"abstract":"A new instrument for nondestructive testing of metals uses a four-point probe and a sensitive electronics package to measure the resistivity and to detect cracks and voids. Both the development of the instrument and its implementation as a product are relatively well documented. The inventive process was very brief and straightforward. An attempt is made to explore what was the inventive act in the development of this instrument, and what made the invention occur when it did. It is concluded that both the technology and the user needs were well established and widely known for at least 15 years before the inventors came along and put the pieces together; thus the key ingredient added in 1982 was the inventor.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124356521","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201258
S. Chang
A large share of electronic system manufacturing cost is related to the process of assembly, diagnosis, and circuit board repair. To enhance the circuit pack diagnosis accuracy and efficiency, and the yield of product, two analysis methods based on the repair data collected by a computer-integrated manufacturing system have been devised. One is test program evaluation, and the other is detailed circuit pack failure mode analysis. The main purpose is to reduce the total cost of product and enhance the quality. Currently, tools for analyzing test programs and detailed FMA for circuit codes have been installed in four AT&T manufacturing locations and interfaced with other AT&T internal software systems.<>
{"title":"Improving the circuit pack manufacturing yield by the methods of analyzing the circuit pack repair data","authors":"S. Chang","doi":"10.1109/IEMC.1990.201258","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201258","url":null,"abstract":"A large share of electronic system manufacturing cost is related to the process of assembly, diagnosis, and circuit board repair. To enhance the circuit pack diagnosis accuracy and efficiency, and the yield of product, two analysis methods based on the repair data collected by a computer-integrated manufacturing system have been devised. One is test program evaluation, and the other is detailed circuit pack failure mode analysis. The main purpose is to reduce the total cost of product and enhance the quality. Currently, tools for analyzing test programs and detailed FMA for circuit codes have been installed in four AT&T manufacturing locations and interfaced with other AT&T internal software systems.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124006510","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201305
M. Tatikonda, R. Suri, J. Sanders, A. Mody
An attempt is made to determine the potential impacts of modern technologies and managerial procedures on printed circuit board assembly operations in lesser-developed newly industrializing and developed countries. This is done to assess implications for global competitiveness. Empirical data on manufacturing operations were gathered, and analytical factory models created. Manufacturing costs and performance characteristics were assessed in each country type at several process technology levels. The results of implementations of managerial practices and technologies such as just-in-time or higher levels of automation were assessed. In general, newly industrializing countries (such as Singapore or Korea) were found to produce the lowest cost products; however, developed countries (such as the USA) could compete in other ways, including high product value arising from advanced technology usage and reduced product cost arising from the use of design-for-manufacture principles.<>
{"title":"An empirically based analytical approach to process technology and international location choice for electronics assembly","authors":"M. Tatikonda, R. Suri, J. Sanders, A. Mody","doi":"10.1109/IEMC.1990.201305","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201305","url":null,"abstract":"An attempt is made to determine the potential impacts of modern technologies and managerial procedures on printed circuit board assembly operations in lesser-developed newly industrializing and developed countries. This is done to assess implications for global competitiveness. Empirical data on manufacturing operations were gathered, and analytical factory models created. Manufacturing costs and performance characteristics were assessed in each country type at several process technology levels. The results of implementations of managerial practices and technologies such as just-in-time or higher levels of automation were assessed. In general, newly industrializing countries (such as Singapore or Korea) were found to produce the lowest cost products; however, developed countries (such as the USA) could compete in other ways, including high product value arising from advanced technology usage and reduced product cost arising from the use of design-for-manufacture principles.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"163 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122286321","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201245
K.-S. Lee
The author investigates business strategies of Korean multinational enterprises in general, and their impact on international transactions. Since Korean government agencies have been instrumental in past economic development, existing government rules and regulations governing Korea's international transactions are analyzed, and the roles of various government and semi-government agencies discussed. Typical problems that arise from differences in business practices and culture are identified, and some recommendations that may expedite US business dealings with Korean business are presented.<>
{"title":"Dealing with Korean multinationals","authors":"K.-S. Lee","doi":"10.1109/IEMC.1990.201245","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201245","url":null,"abstract":"The author investigates business strategies of Korean multinational enterprises in general, and their impact on international transactions. Since Korean government agencies have been instrumental in past economic development, existing government rules and regulations governing Korea's international transactions are analyzed, and the roles of various government and semi-government agencies discussed. Typical problems that arise from differences in business practices and culture are identified, and some recommendations that may expedite US business dealings with Korean business are presented.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132121797","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201304
D. Lee, J. Richardson
The Colorado Institute of Artifical Intelligence (CIAI) is a progressive university/industry consortium based on the premise that innovation can be conducted by individuals working in the absence of large research and development institutions. CIAI focuses the resources of each project on an individual graduate student, an individual principal investigator, and an individual employee of a collaborating company. The Institute has established several measures of effectiveness, including the amount of follow-on funding to grants and the number of Colorado graduates hired by CIAI member businesses. From these measures and from continuous surveying of CIAI members, results have been gleaned that would apply to consortia patterned on the CIAI model, including the value of member participation, the appropriate level of industry investment, a need for balance between basic research and applications, attributes of an appropriate technology focus of the consortium, and the importance of the State as a primary player in the consortium's activities and direction.<>
{"title":"A technology transfer model for industry-university-government partnerships","authors":"D. Lee, J. Richardson","doi":"10.1109/IEMC.1990.201304","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201304","url":null,"abstract":"The Colorado Institute of Artifical Intelligence (CIAI) is a progressive university/industry consortium based on the premise that innovation can be conducted by individuals working in the absence of large research and development institutions. CIAI focuses the resources of each project on an individual graduate student, an individual principal investigator, and an individual employee of a collaborating company. The Institute has established several measures of effectiveness, including the amount of follow-on funding to grants and the number of Colorado graduates hired by CIAI member businesses. From these measures and from continuous surveying of CIAI members, results have been gleaned that would apply to consortia patterned on the CIAI model, including the value of member participation, the appropriate level of industry investment, a need for balance between basic research and applications, attributes of an appropriate technology focus of the consortium, and the importance of the State as a primary player in the consortium's activities and direction.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130271052","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 : 1990-10-21DOI: 10.1109/IEMC.1990.201283
Y.M. Kasem, L. Feinstein
The implementation of designing for manufacturability in integrated packaging development projects is described. Within a customer-centered approach framework. DFM has been employed at every step of the projects from conceptualization through commercialization. The successful implementation of this methodology is based on centralized organization, with a flatter structure and a flexible management system: a harmonious, multidisciplinary design group; and integrated, concurrent product/process development activities. These principles and their impact on the innovation process, project management, and rate of product introduction into the market place are described in detail. The authors highlight the patterns of weakness common to the high failure rate of commercialization projects, in spite of the increase in significant scientific advances. Ten principles are presented which can serve as a set of guidelines for successful implementation of new product development strategies.<>
{"title":"Success factors in applied R&D strategies in the microelectronics industry-a customer-centered approach","authors":"Y.M. Kasem, L. Feinstein","doi":"10.1109/IEMC.1990.201283","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201283","url":null,"abstract":"The implementation of designing for manufacturability in integrated packaging development projects is described. Within a customer-centered approach framework. DFM has been employed at every step of the projects from conceptualization through commercialization. The successful implementation of this methodology is based on centralized organization, with a flatter structure and a flexible management system: a harmonious, multidisciplinary design group; and integrated, concurrent product/process development activities. These principles and their impact on the innovation process, project management, and rate of product introduction into the market place are described in detail. The authors highlight the patterns of weakness common to the high failure rate of commercialization projects, in spite of the increase in significant scientific advances. Ten principles are presented which can serve as a set of guidelines for successful implementation of new product development strategies.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133639368","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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