Pub Date : 2002-08-20DOI: 10.1109/IEMC.2002.1038377
Yongjiang Shi, D. Fleet, M. Gregory
This paper seeks to gain a better understanding the practical and theoretical issues in collaborative manufacturing between companies in a value creation network. It proposes a conceptualisation for the global manufacturing virtual network (GMVN). It suggests that the GMVN-a new manufacturing architecture-has many distinguishing characteristics and is a promising example of the potential manufacturing configurations which could be based on a collaborative infrastructure and supporting ICT in order to address dramatic forthcoming changes in an increasingly fragmented market environment.
{"title":"Understanding and conceptualising the global manufacturing virtual network","authors":"Yongjiang Shi, D. Fleet, M. Gregory","doi":"10.1109/IEMC.2002.1038377","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038377","url":null,"abstract":"This paper seeks to gain a better understanding the practical and theoretical issues in collaborative manufacturing between companies in a value creation network. It proposes a conceptualisation for the global manufacturing virtual network (GMVN). It suggests that the GMVN-a new manufacturing architecture-has many distinguishing characteristics and is a promising example of the potential manufacturing configurations which could be based on a collaborative infrastructure and supporting ICT in order to address dramatic forthcoming changes in an increasingly fragmented market environment.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"56 3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116354574","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 : 2002-08-18DOI: 10.1109/IEMC.2002.1038455
D. Mawby, D. Stupples
Systems thinking is a discipline that his developed substantially over the last few decades but most project managers remain unaware of its potential power in helping analyse, refine and deliver their complex projects. In fact, over the past 30 years several hundred of the world's largest and most complex projects have successfully used the technology to improve their outcome. Traditionally a time-consuming technique to implement, it has only been utilised for the most complex projects. However, these methods are fast becoming more accessible for large projects in general. Through modelling the rework cycle and the feedback loops that drive it, using system dynamics it is possible to analyse and hence improve the dynamic behaviour of our projects. In this paper we show how a system dynamics model of a project is constructed and used to assess the project outcome. Examples of its application include: cost versus schedule trade-offs, project improvement strategies, risk assessment and assessing resource constraints. The ability to deliver such answers quickly and accurately during the bid and project definition phases provides the project management team with a powerful decision making tool for project strategy formulation. The improvement in project outcome that can be achieved at this stage of the project is massive because of the low cost of change combined with a high leverage into project commitment, risk mitigation and outcome that is available early in the project's lifecycle.
{"title":"Systems thinking for managing projects","authors":"D. Mawby, D. Stupples","doi":"10.1109/IEMC.2002.1038455","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038455","url":null,"abstract":"Systems thinking is a discipline that his developed substantially over the last few decades but most project managers remain unaware of its potential power in helping analyse, refine and deliver their complex projects. In fact, over the past 30 years several hundred of the world's largest and most complex projects have successfully used the technology to improve their outcome. Traditionally a time-consuming technique to implement, it has only been utilised for the most complex projects. However, these methods are fast becoming more accessible for large projects in general. Through modelling the rework cycle and the feedback loops that drive it, using system dynamics it is possible to analyse and hence improve the dynamic behaviour of our projects. In this paper we show how a system dynamics model of a project is constructed and used to assess the project outcome. Examples of its application include: cost versus schedule trade-offs, project improvement strategies, risk assessment and assessing resource constraints. The ability to deliver such answers quickly and accurately during the bid and project definition phases provides the project management team with a powerful decision making tool for project strategy formulation. The improvement in project outcome that can be achieved at this stage of the project is massive because of the low cost of change combined with a high leverage into project commitment, risk mitigation and outcome that is available early in the project's lifecycle.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123126133","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 : 2002-08-18DOI: 10.1109/IEMC.2002.1038405
K. Sinclair, K. Pandya
This paper is concerned with the subject of creativity and innovation specifically seeking to establish a multi-directional understanding of what creativity and innovation are, how they can be managed and enhanced to best support the organisation/company in the new economy. Additionally, the style of corporate culture best suited to nurturing the creative process has been studied including those factors adversely impacting it.
{"title":"A scenario of innovation in a MNC and the potential to gain by exploiting it","authors":"K. Sinclair, K. Pandya","doi":"10.1109/IEMC.2002.1038405","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038405","url":null,"abstract":"This paper is concerned with the subject of creativity and innovation specifically seeking to establish a multi-directional understanding of what creativity and innovation are, how they can be managed and enhanced to best support the organisation/company in the new economy. Additionally, the style of corporate culture best suited to nurturing the creative process has been studied including those factors adversely impacting it.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117127929","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 : 2002-08-18DOI: 10.1109/IEMC.2002.1038481
Radu Constantin Vlad, H. Ruohomaa
The effectiveness and the efficiency of the product development process has always been a major objective for academic researchers and practitioners alike. The results achieved so far suggest that there is no single factor that could explain alone the performance of the product development process. For this reason we have been investigating the impact of the technology-training relationship on the ability to develop new products. Following a case-based methodology, and a two-stage process, we have gathered data from 11 and respectively 3 companies from the county of Cluj, Romania. We have found that an overemphasis of the technical issues could influence the content of the training programs and consequently the ability of a company to develop new products.
{"title":"The technology-training relation from a product development point of view","authors":"Radu Constantin Vlad, H. Ruohomaa","doi":"10.1109/IEMC.2002.1038481","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038481","url":null,"abstract":"The effectiveness and the efficiency of the product development process has always been a major objective for academic researchers and practitioners alike. The results achieved so far suggest that there is no single factor that could explain alone the performance of the product development process. For this reason we have been investigating the impact of the technology-training relationship on the ability to develop new products. Following a case-based methodology, and a two-stage process, we have gathered data from 11 and respectively 3 companies from the county of Cluj, Romania. We have found that an overemphasis of the technical issues could influence the content of the training programs and consequently the ability of a company to develop new products.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120973234","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 : 2002-08-18DOI: 10.1109/IEMC.2002.1038426
G. Kubasa, M. Heiss
Understanding the communication process in software development organizations has been recognized as the key element to improve the development performance. The paper analyses how different communication topologies-who talks directly to whom and who is informed only via third persons-result in different communication costs and different communication efficiencies. The paper presents a simple cost and efficiency model for face-to-face communication. Based on this model and based on a desired communication benchmark, we are able to compute the optimal communication topology by minimizing the cost/efficiency ratio. The goal is to apply the model for optimizing the knowledge transfer within the knowledge networks at Siemens PSE. These geographically distributed knowledge networks are the key ingredients representing the bottom up component of the technology management process at Siemens PSE.
{"title":"Distributed face-to-face communication in bottom-up driven technology management-a model for optimizing communication topologies","authors":"G. Kubasa, M. Heiss","doi":"10.1109/IEMC.2002.1038426","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038426","url":null,"abstract":"Understanding the communication process in software development organizations has been recognized as the key element to improve the development performance. The paper analyses how different communication topologies-who talks directly to whom and who is informed only via third persons-result in different communication costs and different communication efficiencies. The paper presents a simple cost and efficiency model for face-to-face communication. Based on this model and based on a desired communication benchmark, we are able to compute the optimal communication topology by minimizing the cost/efficiency ratio. The goal is to apply the model for optimizing the knowledge transfer within the knowledge networks at Siemens PSE. These geographically distributed knowledge networks are the key ingredients representing the bottom up component of the technology management process at Siemens PSE.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125874307","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 : 2002-08-18DOI: 10.1109/IEMC.2002.1038453
T. Varkoi
Software process improvement models aim at continuous improvement. Models were adapted to develop a framework that meets the needs of small organizations. Experiences in the management of process improvement yielded to a set of key issues that contribute in achieving successful continuous improvement. The results can be used as guidance in management of continuous improvement, but also in development of future improvement methods.
{"title":"Management of continuous software process improvement","authors":"T. Varkoi","doi":"10.1109/IEMC.2002.1038453","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038453","url":null,"abstract":"Software process improvement models aim at continuous improvement. Models were adapted to develop a framework that meets the needs of small organizations. Experiences in the management of process improvement yielded to a set of key issues that contribute in achieving successful continuous improvement. The results can be used as guidance in management of continuous improvement, but also in development of future improvement methods.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129861920","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 : 2002-08-18DOI: 10.1109/IEMC.2002.1038454
M. Crowne
Many software product companies fail to achieve a worthwhile return on the investments of their financiers, founders and employees. Failures of execution in sales, marketing and delivery are commonly recognized, but failures in product development are less obvious. This paper explores the critical product development issues that can lead to company failure. A model for the evolution of product development from startup to maturity is provided, consisting of three phases: startup; stabilization; and growth. Symptoms that can appear in each phase are discussed and the underlying issues analyzed. This enables stakeholders to benchmark their own product companies and avoid product-related company failure. The paper will be of interest to investors funding startup product companies, executives leading them and product development managers.
{"title":"Why software product startups fail and what to do about it. Evolution of software product development in startup companies","authors":"M. Crowne","doi":"10.1109/IEMC.2002.1038454","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038454","url":null,"abstract":"Many software product companies fail to achieve a worthwhile return on the investments of their financiers, founders and employees. Failures of execution in sales, marketing and delivery are commonly recognized, but failures in product development are less obvious. This paper explores the critical product development issues that can lead to company failure. A model for the evolution of product development from startup to maturity is provided, consisting of three phases: startup; stabilization; and growth. Symptoms that can appear in each phase are discussed and the underlying issues analyzed. This enables stakeholders to benchmark their own product companies and avoid product-related company failure. The paper will be of interest to investors funding startup product companies, executives leading them and product development managers.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126885395","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 : 2002-08-18DOI: 10.1109/IEMC.2002.1038466
E. Nironen, M. Tuominen
Markets, hierarchies and networks co-exist in modern economies, but when are inter-firm networks the most efficient and innovative organisational alternative? This question is still lacking a theoretically satisfactory answer, because most theorising takes a partial approach and neglects many important aspects of organisational efficiency and innovativeness. The authors of the paper attempt to present a holistic framework of an economic organisation, where the organisational advantage of networks is analysed with four determinants: (1) the similarity of resources and knowledge required by interdependent activities, (2) the level of transaction costs between such activities, (3) the coordination costs of interdependent activities, and (4) the nature of innovative processes. The key argument is that all four determinants influence a firm's organisational decisions. Hence partial theories, which neglect some of these factors, cannot provide satisfactory explanations of economic organisations. The relative importance of each determinant depends on the particular nature of the value-added system and its context. Further, the authors suggest that inter-firm networks have become more important relative to markets and hierarchies because the increasing specialisation and uncertainty of economic activities has made the network form of an organisation relatively more efficient and innovative. The current paradigm shift in the world economy supports this argument.
{"title":"Organisational advantage of inter-firm networks compared with markets and hierarchies","authors":"E. Nironen, M. Tuominen","doi":"10.1109/IEMC.2002.1038466","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038466","url":null,"abstract":"Markets, hierarchies and networks co-exist in modern economies, but when are inter-firm networks the most efficient and innovative organisational alternative? This question is still lacking a theoretically satisfactory answer, because most theorising takes a partial approach and neglects many important aspects of organisational efficiency and innovativeness. The authors of the paper attempt to present a holistic framework of an economic organisation, where the organisational advantage of networks is analysed with four determinants: (1) the similarity of resources and knowledge required by interdependent activities, (2) the level of transaction costs between such activities, (3) the coordination costs of interdependent activities, and (4) the nature of innovative processes. The key argument is that all four determinants influence a firm's organisational decisions. Hence partial theories, which neglect some of these factors, cannot provide satisfactory explanations of economic organisations. The relative importance of each determinant depends on the particular nature of the value-added system and its context. Further, the authors suggest that inter-firm networks have become more important relative to markets and hierarchies because the increasing specialisation and uncertainty of economic activities has made the network form of an organisation relatively more efficient and innovative. The current paradigm shift in the world economy supports this argument.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123484597","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 : 2002-08-18DOI: 10.1109/IEMC.2002.1038362
T. Yoon, Y. Oota, Y. Naka, T. Yoshinaga, K. Shibao, M. Igoshi, K. Matsushima, T. Suzuki
With the practical application of the Internet technology in the production industry, it is very natural to link a group of enterprises through the network. When linking the heterogeneous enterprises through the network, it is very important to share the appropriate knowledge among them at the appropriate time. The method of acquisition, representation, storage, exchange, sharing, transformation, and re-use of knowledge among the heterogeneous enterprises should be thoroughly discussed prior to linking the enterprises through the network. In order to solve these problems, a strategic project has been started in Japan from the participations from both industries and academics. It is the VIPNET (Virtual Production Enterprise Network) project under the novel IMS (Intelligent Manufacturing System) program. This strategic project aims at linking the virtual production enterprises through a network, where all enterprises can exchange and share the knowledge with the help of the appropriate network infrastructure. In this project, we are focusing on establishing the technological information infrastructure. This infrastructure is expected to support the life cycle activities of the production enterprises, such as the research and development, process design, production, distribution, marketing, sales, maintenance, and even the disposal of any production plant. The main topics included in this project are information modeling technology, flexible hardware or software, data warehousing technology, intelligent agent technology, ontology technology, and so on. A real nuclear power plant in Japan and its life cycle activities are used as experimental materials in order to verify the effectiveness of our concept and approaches. This paper describes the overall concept and current progresses of the project as well as our prior achievement regarding this project.
{"title":"Knowledge fusion among the virtual production enterprises within the technology information infrastructure environment","authors":"T. Yoon, Y. Oota, Y. Naka, T. Yoshinaga, K. Shibao, M. Igoshi, K. Matsushima, T. Suzuki","doi":"10.1109/IEMC.2002.1038362","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038362","url":null,"abstract":"With the practical application of the Internet technology in the production industry, it is very natural to link a group of enterprises through the network. When linking the heterogeneous enterprises through the network, it is very important to share the appropriate knowledge among them at the appropriate time. The method of acquisition, representation, storage, exchange, sharing, transformation, and re-use of knowledge among the heterogeneous enterprises should be thoroughly discussed prior to linking the enterprises through the network. In order to solve these problems, a strategic project has been started in Japan from the participations from both industries and academics. It is the VIPNET (Virtual Production Enterprise Network) project under the novel IMS (Intelligent Manufacturing System) program. This strategic project aims at linking the virtual production enterprises through a network, where all enterprises can exchange and share the knowledge with the help of the appropriate network infrastructure. In this project, we are focusing on establishing the technological information infrastructure. This infrastructure is expected to support the life cycle activities of the production enterprises, such as the research and development, process design, production, distribution, marketing, sales, maintenance, and even the disposal of any production plant. The main topics included in this project are information modeling technology, flexible hardware or software, data warehousing technology, intelligent agent technology, ontology technology, and so on. A real nuclear power plant in Japan and its life cycle activities are used as experimental materials in order to verify the effectiveness of our concept and approaches. This paper describes the overall concept and current progresses of the project as well as our prior achievement regarding this project.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114030006","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 : 2002-08-18DOI: 10.1109/IEMC.2002.1038394
T. Manley, W.H. Shaw
This paper provides a description of appreciative inquiry and describes how the authors have adapted appreciative inquiry theory and methodology to the survey-guided development action research process and organizational learning in their work with several organizations.
{"title":"Action research, appreciative inquiry and organizational learning","authors":"T. Manley, W.H. Shaw","doi":"10.1109/IEMC.2002.1038394","DOIUrl":"https://doi.org/10.1109/IEMC.2002.1038394","url":null,"abstract":"This paper provides a description of appreciative inquiry and describes how the authors have adapted appreciative inquiry theory and methodology to the survey-guided development action research process and organizational learning in their work with several organizations.","PeriodicalId":355841,"journal":{"name":"IEEE International Engineering Management Conference","volume":"98 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115787271","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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