To protect from natural menaces and gain conveniences, human beings have manufactured vast artifacts in the age of mass production. Unfortunately, the irrevocable consequences on the finite planet of unexpected or abandoned artifacts lead to unprecedented environmental changes and major accidents, which is negatively influencing the quality of life. The fact that such artifacts are conceived, developed and designed by human knowledge and technologies implies that we need to carry out fundamental research into such knowledge and technologies, and processes of their use for the creation of artifacts. In this paper, the authors present a method for planning and designing electronic consumer devices, on the basis of circulative resource management in technological innovation. The management of the assemble and re-assemble design process for the speaker of an audio component is analyzed as a case study.
{"title":"Ecological design management for innovation in electronics","authors":"Y. Yamagiwa, J. Numata, K. Kurakawa","doi":"10.1109/EMS.2000.872494","DOIUrl":"https://doi.org/10.1109/EMS.2000.872494","url":null,"abstract":"To protect from natural menaces and gain conveniences, human beings have manufactured vast artifacts in the age of mass production. Unfortunately, the irrevocable consequences on the finite planet of unexpected or abandoned artifacts lead to unprecedented environmental changes and major accidents, which is negatively influencing the quality of life. The fact that such artifacts are conceived, developed and designed by human knowledge and technologies implies that we need to carry out fundamental research into such knowledge and technologies, and processes of their use for the creation of artifacts. In this paper, the authors present a method for planning and designing electronic consumer devices, on the basis of circulative resource management in technological innovation. The management of the assemble and re-assemble design process for the speaker of an audio component is analyzed as a case study.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"226 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132486645","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}
This paper presents a technology computer-aided design (TCAD) organization as a core business function of the semiconductor foundry companies. Such an organization is crucial to support customer-specific IC manufacturing technology in a rapid and cost-effective manner. The potential benefits of the proposed organization in realizing the full capabilities of TCAD for dedicated foundries are discussed.
{"title":"Integrating TCAD in semiconductor foundry companies for an efficient customization of IC manufacturing technology","authors":"S. Saha","doi":"10.1109/EMS.2000.872497","DOIUrl":"https://doi.org/10.1109/EMS.2000.872497","url":null,"abstract":"This paper presents a technology computer-aided design (TCAD) organization as a core business function of the semiconductor foundry companies. Such an organization is crucial to support customer-specific IC manufacturing technology in a rapid and cost-effective manner. The potential benefits of the proposed organization in realizing the full capabilities of TCAD for dedicated foundries are discussed.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130097954","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}
A continual stream of new concepts emerged to assist in industrial progress as measured by reduced time and cost. This could be clearly seen in stable mass-production industries where repetition and continuity could be presumed. While a car company is not a closed system, the doorway to its processes have been so notoriously narrow that management could control inputs and outputs. High environmental changes rates could be kept at bay but forces of instability eventually found their way into these sanctuaries. This has resulted in contradictory demands and a need for radical change. This happened alongside the emergence of ICT (Information and Communications Technologies) and growth in services. Understanding ICT and services, their interconnections, and their twin impact on most industries seems critical to discussing technological edges and their movement. A new form of customer has emerged. They have brought the conditions of changing environments into the traditionally protected settings. Product providers have teamed to fill the spaces around their tangible entities with services, although current definitions of services are woefully inadequate to the challenges of that label. Services are replacing goods as the leading edge of technological change in a number of industries. The shift is traumatic. The platform offered by loosely connected services and semi-autonomous customers, all connected by communications systems, now sets the agenda for even more radical technological development. We track this increasingly profound change process via continued development of ICT.
{"title":"Emergence of a new industrial paradigm: ICT supported customer service","authors":"D. Hawk, J. Ranta, M. Takala","doi":"10.1109/EMS.2000.872571","DOIUrl":"https://doi.org/10.1109/EMS.2000.872571","url":null,"abstract":"A continual stream of new concepts emerged to assist in industrial progress as measured by reduced time and cost. This could be clearly seen in stable mass-production industries where repetition and continuity could be presumed. While a car company is not a closed system, the doorway to its processes have been so notoriously narrow that management could control inputs and outputs. High environmental changes rates could be kept at bay but forces of instability eventually found their way into these sanctuaries. This has resulted in contradictory demands and a need for radical change. This happened alongside the emergence of ICT (Information and Communications Technologies) and growth in services. Understanding ICT and services, their interconnections, and their twin impact on most industries seems critical to discussing technological edges and their movement. A new form of customer has emerged. They have brought the conditions of changing environments into the traditionally protected settings. Product providers have teamed to fill the spaces around their tangible entities with services, although current definitions of services are woefully inadequate to the challenges of that label. Services are replacing goods as the leading edge of technological change in a number of industries. The shift is traumatic. The platform offered by loosely connected services and semi-autonomous customers, all connected by communications systems, now sets the agenda for even more radical technological development. We track this increasingly profound change process via continued development of ICT.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114797939","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}
This paper describes the trend of research and development management and examines "the emergent properties in the research and development process". On the basis of examination, the author proposes a "new emergent model" as a research and development model for the age of reformation. Further, the author proposes the environmental conditions required for this new emergent model and describes the management methods of "the emergent process" which play a key role for this model.
{"title":"Management for emergent properties in the research and development process","authors":"I. Nakahori","doi":"10.1109/EMS.2000.872551","DOIUrl":"https://doi.org/10.1109/EMS.2000.872551","url":null,"abstract":"This paper describes the trend of research and development management and examines \"the emergent properties in the research and development process\". On the basis of examination, the author proposes a \"new emergent model\" as a research and development model for the age of reformation. Further, the author proposes the environmental conditions required for this new emergent model and describes the management methods of \"the emergent process\" which play a key role for this model.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"192 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114988133","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}
This quarter century has seen the arrival of the biotechnology industry, beginning with the scientific unveiling of genes (the double helix) and understanding the process of cell renewal, through DNA, mRNA and protein production. That process showed the manner and the consequences of modification of genes. Social embedding of gene-modified products is found in integration of industry and markets, under standards and regulation and acceptance by consumers. That implementation is based on the overall delivery chain, from research of the science, to manufacture, to distribution to the consumer. Each step in the chain can be varied, so that opportunities are available in each step. In the food/crop market, the traits to be changed are found in few functions: resistance to pest, resistance to pesticide, increase in yield, increase in nutrition. In the drug/pharmaceutical market, gene modification provides specific selectivity which heightens therapy achievable for nutrition or disease, and, in some instances, displaces traditional medical procedure. Research and development of the science is the building block. This paper discusses the market analysis, bioproducts positioning, conflict environment of genetically modified food, global markets, and implementation considerations.
{"title":"Biotechnology: industry of the 21st century. Creating the new bio-product markets","authors":"V. Dorweiler","doi":"10.1109/EMS.2000.872535","DOIUrl":"https://doi.org/10.1109/EMS.2000.872535","url":null,"abstract":"This quarter century has seen the arrival of the biotechnology industry, beginning with the scientific unveiling of genes (the double helix) and understanding the process of cell renewal, through DNA, mRNA and protein production. That process showed the manner and the consequences of modification of genes. Social embedding of gene-modified products is found in integration of industry and markets, under standards and regulation and acceptance by consumers. That implementation is based on the overall delivery chain, from research of the science, to manufacture, to distribution to the consumer. Each step in the chain can be varied, so that opportunities are available in each step. In the food/crop market, the traits to be changed are found in few functions: resistance to pest, resistance to pesticide, increase in yield, increase in nutrition. In the drug/pharmaceutical market, gene modification provides specific selectivity which heightens therapy achievable for nutrition or disease, and, in some instances, displaces traditional medical procedure. Research and development of the science is the building block. This paper discusses the market analysis, bioproducts positioning, conflict environment of genetically modified food, global markets, and implementation considerations.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"57 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128625276","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}
In this paper, a framework of life cycle view of firm's core competence is put forward. Then some cases from the Chinese manufacturing industry, including color TV and telecommunication sectors, are exploited to gain an inside view into the dynamic nature of a firm's core competence. Some suggestions of core competence building for technology-based firms in developing countries are also concluded.
{"title":"Life cycle view of firm's core competence: Chinese manufacturing industry as a case","authors":"Guo Bin","doi":"10.1109/EMS.2000.872531","DOIUrl":"https://doi.org/10.1109/EMS.2000.872531","url":null,"abstract":"In this paper, a framework of life cycle view of firm's core competence is put forward. Then some cases from the Chinese manufacturing industry, including color TV and telecommunication sectors, are exploited to gain an inside view into the dynamic nature of a firm's core competence. Some suggestions of core competence building for technology-based firms in developing countries are also concluded.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129323697","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}
Much is being published about the way to improve the performance of today's factories through business process reengineering (BPR) or "continuous process improvement". The result is often a number of substantive target changes regarding the business vision which create consequences for activities such as marketing product creation, product realisation, distribution etc. Often the changes in partial targets bring consequences to the manufacturing units concerned. As a result, manufacturing tasks to be performed demand a redefinition. The demand cannot be realised by just applying certain "rules of thumb". Instead, it requires a coherence of innovation in system features such as the type of process sequences, regarding means and equipment, the layout and planning of the tasks, and even the restructuring of the entire organisation. The approach like BPR deems an innovative look to the company mission and results in drastic process changes. This paper promotes the application of systems engineering in BPR environment. This will prove to be of great value in the definition and management of several reorganisations of manufacturing units, investment, and innovation projects. In writing this paper we were primarily guided by manufacturing fields such as production engineering and industrial organisation. One dominant aim forces us to concentrate on management of innovation projects in manufacturing.
{"title":"Approach in improvement of factory performance through reengineering of manufacturing","authors":"G. Saha, H. Bikker, K. van Luttervelt","doi":"10.1109/EMS.2000.872485","DOIUrl":"https://doi.org/10.1109/EMS.2000.872485","url":null,"abstract":"Much is being published about the way to improve the performance of today's factories through business process reengineering (BPR) or \"continuous process improvement\". The result is often a number of substantive target changes regarding the business vision which create consequences for activities such as marketing product creation, product realisation, distribution etc. Often the changes in partial targets bring consequences to the manufacturing units concerned. As a result, manufacturing tasks to be performed demand a redefinition. The demand cannot be realised by just applying certain \"rules of thumb\". Instead, it requires a coherence of innovation in system features such as the type of process sequences, regarding means and equipment, the layout and planning of the tasks, and even the restructuring of the entire organisation. The approach like BPR deems an innovative look to the company mission and results in drastic process changes. This paper promotes the application of systems engineering in BPR environment. This will prove to be of great value in the definition and management of several reorganisations of manufacturing units, investment, and innovation projects. In writing this paper we were primarily guided by manufacturing fields such as production engineering and industrial organisation. One dominant aim forces us to concentrate on management of innovation projects in manufacturing.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127737724","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}
Jonathan D. Linton, Steven T. Walsh, Bruce A. Kirchhoff, Joseph Morabito, M. Merges
A method for the analysis, ranking and selection of R&D projects from a portfolio is outlined and demonstrated. It is proposed that an objective multi-criteria decision making method be used to split a portfolio of projects into accept, consider further and reject sub-groups. Next, 'the consider further' group is examined using a subjective method, the value creation model. Such an approach allows for obvious decisions to be automated and complex decisions to be given careful consideration, an approach that is more consistent with how managers commonly make select/reject decisions. The relation between research strategy and consideration of categorical data is considered in relation to the research portfolio of the Advanced Technology Division of Bell Laboratories.
{"title":"Selection of R&D projects in a portfolio","authors":"Jonathan D. Linton, Steven T. Walsh, Bruce A. Kirchhoff, Joseph Morabito, M. Merges","doi":"10.1109/EMS.2000.872554","DOIUrl":"https://doi.org/10.1109/EMS.2000.872554","url":null,"abstract":"A method for the analysis, ranking and selection of R&D projects from a portfolio is outlined and demonstrated. It is proposed that an objective multi-criteria decision making method be used to split a portfolio of projects into accept, consider further and reject sub-groups. Next, 'the consider further' group is examined using a subjective method, the value creation model. Such an approach allows for obvious decisions to be automated and complex decisions to be given careful consideration, an approach that is more consistent with how managers commonly make select/reject decisions. The relation between research strategy and consideration of categorical data is considered in relation to the research portfolio of the Advanced Technology Division of Bell Laboratories.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"1 2-4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120919364","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}
Effective communication is the key to successful outcomes. Technical professionals must be trained in the discipline of effective communication. This paper presents a step-by-step approach to the discipline of effective human communication. Research has provided insight into the processes of human perception and communication. These insights have led to the development of tools and procedures that increase significantly the effectiveness of that communication significantly. The communication process is divided into seven distinct steps. When taken in order, these steps give the speaker the ability to communicate and influence a wide variety of people. Engineers and technical professionals in the IEEE environment can use the 7-Step Effective Communication Process to increase their communication effectiveness. By doing so they will stand out as more capable and more competent at influencing, leading, and conveying ideas and concepts to their colleagues and others. The 7-Step Effective Communication Process allows the speaker to understand the structure of the communication that would be most beneficial for the listener. Once this has been established, the speaker then builds rapport and begins the process of understanding the listener's paradigms. Once the listener's paradigms are understood the speaker can then send the desired message and then determine if the message was received as intended. This process is fast and can be done in the course of casual conversation, in the midst of an important meeting, or from a platform presentation. It can be performed in a large group or one-on-one.
{"title":"Effective communication skills for engineers","authors":"S. Cerri","doi":"10.1109/EMS.2000.872578","DOIUrl":"https://doi.org/10.1109/EMS.2000.872578","url":null,"abstract":"Effective communication is the key to successful outcomes. Technical professionals must be trained in the discipline of effective communication. This paper presents a step-by-step approach to the discipline of effective human communication. Research has provided insight into the processes of human perception and communication. These insights have led to the development of tools and procedures that increase significantly the effectiveness of that communication significantly. The communication process is divided into seven distinct steps. When taken in order, these steps give the speaker the ability to communicate and influence a wide variety of people. Engineers and technical professionals in the IEEE environment can use the 7-Step Effective Communication Process to increase their communication effectiveness. By doing so they will stand out as more capable and more competent at influencing, leading, and conveying ideas and concepts to their colleagues and others. The 7-Step Effective Communication Process allows the speaker to understand the structure of the communication that would be most beneficial for the listener. Once this has been established, the speaker then builds rapport and begins the process of understanding the listener's paradigms. Once the listener's paradigms are understood the speaker can then send the desired message and then determine if the message was received as intended. This process is fast and can be done in the course of casual conversation, in the midst of an important meeting, or from a platform presentation. It can be performed in a large group or one-on-one.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121555005","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}
Accelerating technological and business change has challenged the survival of firms and their ability to sustain competitive advantage. Failures of vision and focus are cited as common reasons for company failures. Yet clear strategic vision and clearly focused strategic plans are insufficient to sustain competitive advantage. Simultaneously, several sources have written about how firms are beginning to use project management based approaches to manage their organizations, yet these approaches are generally not closely linked to the strategic plan. Strategic management by projects (SMBP) is the approach presented herein to link and tightly integrate an effective strategic planning process with the process for implementing the strategic plan to build and sustain the firm's competitive advantage. The implementation focuses on maximizing throughput of the strategic portfolio of strategy-fulfilling projects. The paper develops the essential elements of the SMBP process, the critical integrative links and critical success factors that should be in place, metrics for evaluating and improving strategic implementation performance, and case highlights to illustrate key points. Executive buy-in is easily attained using the proposed approach. In fact, active involvement of executives becomes a natural and value-added part of the process, since the focus is on the effective implementation of the strategic plan and on sustaining the firm's competitive advantage.
{"title":"Technology and strategic management by projects","authors":"D. White, J. Patton","doi":"10.1109/EMS.2000.872468","DOIUrl":"https://doi.org/10.1109/EMS.2000.872468","url":null,"abstract":"Accelerating technological and business change has challenged the survival of firms and their ability to sustain competitive advantage. Failures of vision and focus are cited as common reasons for company failures. Yet clear strategic vision and clearly focused strategic plans are insufficient to sustain competitive advantage. Simultaneously, several sources have written about how firms are beginning to use project management based approaches to manage their organizations, yet these approaches are generally not closely linked to the strategic plan. Strategic management by projects (SMBP) is the approach presented herein to link and tightly integrate an effective strategic planning process with the process for implementing the strategic plan to build and sustain the firm's competitive advantage. The implementation focuses on maximizing throughput of the strategic portfolio of strategy-fulfilling projects. The paper develops the essential elements of the SMBP process, the critical integrative links and critical success factors that should be in place, metrics for evaluating and improving strategic implementation performance, and case highlights to illustrate key points. Executive buy-in is easily attained using the proposed approach. In fact, active involvement of executives becomes a natural and value-added part of the process, since the focus is on the effective implementation of the strategic plan and on sustaining the firm's competitive advantage.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115310961","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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