The main aim of this study is to widen understanding of what is meant by the notion mobile phone technology infusion. An individual is a psychological micro unit and a community represents a psychological macro unit of an IT infusion phenomenon. The two descriptive reference terms for the macro level are institutionalization and incorporation. Both terms mean some kind of fusion, meaning that, when the technology fuses (is incorporated) well with the daily routines of a community (or an institution) the infusion is almost complete. On the micro level the notion routinization is important for a better understanding of a process where both cumulative and discrete appropriation exists; it is hypothesized that routinization is a discrete phenomenon. A key for understanding the infusion of mobile phone technology is the observation that individuals do not utilize the technology completely. Increasing product orientated innovation power seems to support this ongoing cultural phenomenon, especially when mobile phones are concerned. Regardless of biased appropriation, the individual working habits and targets are altered by the mobile phone communication technology. On the other hand new meanings for activities are created and old activities are based on new aims. Of course, when considering the notion of infusion it comes close to the notion of diffusion. These notions are here illustrated as the two dimensions of adoption; the notion diffusion represents the quantitative dimension, and infusion also stands for the qualitative dimension of the integrated mobile.
{"title":"Representing infusion of mobile phones","authors":"J. Makinen, H. Jaakkola","doi":"10.1109/EMS.2000.872549","DOIUrl":"https://doi.org/10.1109/EMS.2000.872549","url":null,"abstract":"The main aim of this study is to widen understanding of what is meant by the notion mobile phone technology infusion. An individual is a psychological micro unit and a community represents a psychological macro unit of an IT infusion phenomenon. The two descriptive reference terms for the macro level are institutionalization and incorporation. Both terms mean some kind of fusion, meaning that, when the technology fuses (is incorporated) well with the daily routines of a community (or an institution) the infusion is almost complete. On the micro level the notion routinization is important for a better understanding of a process where both cumulative and discrete appropriation exists; it is hypothesized that routinization is a discrete phenomenon. A key for understanding the infusion of mobile phone technology is the observation that individuals do not utilize the technology completely. Increasing product orientated innovation power seems to support this ongoing cultural phenomenon, especially when mobile phones are concerned. Regardless of biased appropriation, the individual working habits and targets are altered by the mobile phone communication technology. On the other hand new meanings for activities are created and old activities are based on new aims. Of course, when considering the notion of infusion it comes close to the notion of diffusion. These notions are here illustrated as the two dimensions of adoption; the notion diffusion represents the quantitative dimension, and infusion also stands for the qualitative dimension of the integrated mobile.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"32 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":"115774874","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 order to remain in the market, companies must develop or improve their competitive advantages permanently. Far many years, the sources of these advantages have been price, delivery time, quality, productivity, service, merges, acquisitions and most lately organization design. These features continue providing advantages but they last less every time. Competitors quickly emulate them. A more lasting source of competitiveness is technology. Once a firm achieves an advantage or improvement in this field it can be exploited in different forms for a long time. In order to produce technological advantages, firms need to complement or broad its concept of management. This paper introduces a model that could be used for companies to manage this change. It is called a model for management of technology (MOT) because many of its elements have been studied under this discipline. The Model meets a number of constraints established before its development. Namely, it is focused on value generation, contributing to create a culture of creativity and innovation in the firm, educative, flexible, allowing for expected and unexpected changes, empowering so that decisions are taken at all levels, simple, and supporting the development of intellectual capital of the firm.
{"title":"A model for management of technology","authors":"J. Acosta, G. Turrent, M. Olin, R. Gonzalez","doi":"10.1109/EMS.2000.872477","DOIUrl":"https://doi.org/10.1109/EMS.2000.872477","url":null,"abstract":"In order to remain in the market, companies must develop or improve their competitive advantages permanently. Far many years, the sources of these advantages have been price, delivery time, quality, productivity, service, merges, acquisitions and most lately organization design. These features continue providing advantages but they last less every time. Competitors quickly emulate them. A more lasting source of competitiveness is technology. Once a firm achieves an advantage or improvement in this field it can be exploited in different forms for a long time. In order to produce technological advantages, firms need to complement or broad its concept of management. This paper introduces a model that could be used for companies to manage this change. It is called a model for management of technology (MOT) because many of its elements have been studied under this discipline. The Model meets a number of constraints established before its development. Namely, it is focused on value generation, contributing to create a culture of creativity and innovation in the firm, educative, flexible, allowing for expected and unexpected changes, empowering so that decisions are taken at all levels, simple, and supporting the development of intellectual capital of the firm.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"90 9","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131436611","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}
Many e-commerce services have evolved from well-established market segmentation, market targeting, and business strategies. Auction-forms of e-commerce service have emerged in which buyers and sellers offer, evaluate, negotiate, and consummate exchanges of goods and services through money or barter. Environmental exchanges, a specialty area of auction services, provide opportunities for public, private, and nonprofit buyers and sellers to trade environmental pollution credits, assets associated with regulatory offsets, subscription services for trends/status information, and other valued goods/services. These exchanges achieve the dual purpose of satisfying business needs/profit and enhancing environmental quality. Of particular interest is the evolution of environmental e-commerce strategies, since these environmental exchange markets are highly fragmented and have not worked effectively under conventional market mechanisms. Given these market imperfections, public policies may be needed to correct for inherently deficient markets, which if improved, could yield both private and social benefits, i.e., enhanced environmental quality. This paper examines the evolution of electronic commerce and environmental exchanges, with a particular focus on GreenOnline.Com. The paper compares and contrasts environmental exchanges with other common forms of e-commerce, discusses the development of new product/service market strategies, and tracks the growth of the exchange. Public policy implications for advancing environmental exchange e-commerce are also briefly discussed.
{"title":"Development and growth of Internet environmental exchange services","authors":"D. Keever, W. Alcorn","doi":"10.1109/EMS.2000.872521","DOIUrl":"https://doi.org/10.1109/EMS.2000.872521","url":null,"abstract":"Many e-commerce services have evolved from well-established market segmentation, market targeting, and business strategies. Auction-forms of e-commerce service have emerged in which buyers and sellers offer, evaluate, negotiate, and consummate exchanges of goods and services through money or barter. Environmental exchanges, a specialty area of auction services, provide opportunities for public, private, and nonprofit buyers and sellers to trade environmental pollution credits, assets associated with regulatory offsets, subscription services for trends/status information, and other valued goods/services. These exchanges achieve the dual purpose of satisfying business needs/profit and enhancing environmental quality. Of particular interest is the evolution of environmental e-commerce strategies, since these environmental exchange markets are highly fragmented and have not worked effectively under conventional market mechanisms. Given these market imperfections, public policies may be needed to correct for inherently deficient markets, which if improved, could yield both private and social benefits, i.e., enhanced environmental quality. This paper examines the evolution of electronic commerce and environmental exchanges, with a particular focus on GreenOnline.Com. The paper compares and contrasts environmental exchanges with other common forms of e-commerce, discusses the development of new product/service market strategies, and tracks the growth of the exchange. Public policy implications for advancing environmental exchange e-commerce are also briefly discussed.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"87 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":"128579908","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}
Enterprises are successful only when they can deliver solutions to their customers' needs. This delivery occurs through a linked set of activities called the value chain or value network. Each time a new product or service is added to the enterprise porfolio, changes occur in the value network. Understanding, these changes is the first step in effective and efficient new product development. This paper presents a global view of new product development by describing a value network model based on technology and technology movement. The starting point is a comprehensive definition of technology as the capability to produce a result at a particular level of performance. This definition leads to such important concepts as technology ownership, technology portfolios, readiness, and performance validation. With these concepts in place, the discussion turns to the common processes that exist across the value network and how changes in one network activity affects other activities in a predictable way. By including the customer, or end user, in the network, the model shows how customer needs and requirements can be absorbed comprehensively into the planning for new product development.
{"title":"A unified approach to technology management in new product development","authors":"J. S. Thompson","doi":"10.1109/EMS.2000.872548","DOIUrl":"https://doi.org/10.1109/EMS.2000.872548","url":null,"abstract":"Enterprises are successful only when they can deliver solutions to their customers' needs. This delivery occurs through a linked set of activities called the value chain or value network. Each time a new product or service is added to the enterprise porfolio, changes occur in the value network. Understanding, these changes is the first step in effective and efficient new product development. This paper presents a global view of new product development by describing a value network model based on technology and technology movement. The starting point is a comprehensive definition of technology as the capability to produce a result at a particular level of performance. This definition leads to such important concepts as technology ownership, technology portfolios, readiness, and performance validation. With these concepts in place, the discussion turns to the common processes that exist across the value network and how changes in one network activity affects other activities in a predictable way. By including the customer, or end user, in the network, the model shows how customer needs and requirements can be absorbed comprehensively into the planning for new product development.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"292 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":"116967855","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 analyzes the tasks and activities that comprise the classic systems engineering (SE) process, addresses the relative time requirements for these activities, and identifies techniques that can be utilized to compress SE time requirements. It is hopeful that this analysis will help engineers to make informed decisions about how to compress the systems development life cycle time requirements and the implications of these decisions.
{"title":"Effective systems engineering on an accelerated schedule","authors":"R. S. Lightfoot","doi":"10.1109/EMS.2000.872500","DOIUrl":"https://doi.org/10.1109/EMS.2000.872500","url":null,"abstract":"This paper analyzes the tasks and activities that comprise the classic systems engineering (SE) process, addresses the relative time requirements for these activities, and identifies techniques that can be utilized to compress SE time requirements. It is hopeful that this analysis will help engineers to make informed decisions about how to compress the systems development life cycle time requirements and the implications of these decisions.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"48 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":"121712792","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}
Considering the high required capital outlay and moderate risk of a flexible manufacturing system (FMS) investment, economic justification techniques are insufficient by themselves since they cannot cope with the benefits such as flexibility and enhanced quality offered by advanced manufacturing technologies. A robust decision making procedure for selection of flexible manufacturing systems requires the consideration of both economic and strategic investment measures. In this paper, a fuzzy multi-criteria decision making (MCDM) framework based on the concepts of ideal and negative-ideal solutions is presented for the selection of an FMS from a set of mutually exclusive alternatives. The proposed method provides the means for incorporating the economic figure of merit as well as the strategic performance variables. Initially, the selection criteria and their importance weights are determined. Linguistic variables are used to indicate the importance weight of each criterion. Then, the decision matrix containing the criteria values for the FMS alternatives is normalized to obtain unit-free elements. Afterwards, the weighted normalized decision matrix is obtained by taking the importance weight of each criterion into consideration. The ideal solution and the negative-ideal solution are determined by ranking the weighted normalized values for each criterion. Next, the distance between each FMS alternative, and the ideal and negative-ideal solutions are computed. Finally, the ranking order of the FMS alternatives is obtained based on their relative proximity to the ideal solution.
{"title":"Fuzzy MCDM procedure for evaluating flexible manufacturing system alternatives","authors":"E. Karsak","doi":"10.1109/EMS.2000.872483","DOIUrl":"https://doi.org/10.1109/EMS.2000.872483","url":null,"abstract":"Considering the high required capital outlay and moderate risk of a flexible manufacturing system (FMS) investment, economic justification techniques are insufficient by themselves since they cannot cope with the benefits such as flexibility and enhanced quality offered by advanced manufacturing technologies. A robust decision making procedure for selection of flexible manufacturing systems requires the consideration of both economic and strategic investment measures. In this paper, a fuzzy multi-criteria decision making (MCDM) framework based on the concepts of ideal and negative-ideal solutions is presented for the selection of an FMS from a set of mutually exclusive alternatives. The proposed method provides the means for incorporating the economic figure of merit as well as the strategic performance variables. Initially, the selection criteria and their importance weights are determined. Linguistic variables are used to indicate the importance weight of each criterion. Then, the decision matrix containing the criteria values for the FMS alternatives is normalized to obtain unit-free elements. Afterwards, the weighted normalized decision matrix is obtained by taking the importance weight of each criterion into consideration. The ideal solution and the negative-ideal solution are determined by ranking the weighted normalized values for each criterion. Next, the distance between each FMS alternative, and the ideal and negative-ideal solutions are computed. Finally, the ranking order of the FMS alternatives is obtained based on their relative proximity to the ideal solution.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"9 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":"116935608","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}
Many important products and technologies were developed in federal laboratories and were driven initially by national needs and for federal applications. For example, the clean room technology that enhanced the growth of the semiconductor industry was developed at Sandia (SNL) decades ago. Laboratories advances in micro-electro-mechanical-systems (MEMS)-an important set of process technologies vital for product miniturization-are occurring at SNL. Each of the more than 500 federal laboratories in the US, are sources of R&D that contribute to America's economic vitality, productivity growth and, technological innovation. However, only a fraction of the science and technology available at the federal laboratories is being utilized by industry. Also, federal laboratories have not been applying all the business development processes necessary to work effectively with industry in technology commercialization. This paper addresses important factors that federal laboratories, federal agencies, and industry must address to translate these under-utilized technologies into profitable products in the industrial sector.
{"title":"Accelerating technology transfer from federal laboratories to the private sector by increasing industrial R&D collaborations-a new business model","authors":"C. Lombana, A. Romig, J. D. Linton","doi":"10.1109/EMS.2000.872533","DOIUrl":"https://doi.org/10.1109/EMS.2000.872533","url":null,"abstract":"Many important products and technologies were developed in federal laboratories and were driven initially by national needs and for federal applications. For example, the clean room technology that enhanced the growth of the semiconductor industry was developed at Sandia (SNL) decades ago. Laboratories advances in micro-electro-mechanical-systems (MEMS)-an important set of process technologies vital for product miniturization-are occurring at SNL. Each of the more than 500 federal laboratories in the US, are sources of R&D that contribute to America's economic vitality, productivity growth and, technological innovation. However, only a fraction of the science and technology available at the federal laboratories is being utilized by industry. Also, federal laboratories have not been applying all the business development processes necessary to work effectively with industry in technology commercialization. This paper addresses important factors that federal laboratories, federal agencies, and industry must address to translate these under-utilized technologies into profitable products in the industrial sector.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"5 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":"122392343","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}
Technology transfer processes occur with great difficulty, and often, unsuccessfully in socially and economically late developing areas. Even though most of the firms in these areas perceive the need to innovate in order to find a solution to latent problems, they are not able to satisfy this need by themselves. Moreover, few of them are able to express a clear demand for some innovation services. Thus, as the demand for these services is scarce, an offer of services supporting technology transfer for innovation is usually not stimulated. This paradox can be solved by designing a set of policies to provide small firms with customized innovation services. In this paper we suggest an approach useful to identify innovation services to transfer technology.
{"title":"Technology transfer to small-medium firms in late-developing areas: the concept of technology notoriety","authors":"E. Corti, C.I. Storto","doi":"10.1109/EMS.2000.872534","DOIUrl":"https://doi.org/10.1109/EMS.2000.872534","url":null,"abstract":"Technology transfer processes occur with great difficulty, and often, unsuccessfully in socially and economically late developing areas. Even though most of the firms in these areas perceive the need to innovate in order to find a solution to latent problems, they are not able to satisfy this need by themselves. Moreover, few of them are able to express a clear demand for some innovation services. Thus, as the demand for these services is scarce, an offer of services supporting technology transfer for innovation is usually not stimulated. This paradox can be solved by designing a set of policies to provide small firms with customized innovation services. In this paper we suggest an approach useful to identify innovation services to transfer technology.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"100 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":"122604591","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}
Platform R&D has been shown to be a useful technique to diversify product offerings, reduce product costs, improve time to market, and improve product quality. Techniques for the architectural design of product platforms have evolved from industry-specific models to more generic approaches. Modularity is a key aspect of product platform architecture. Object-oriented design is a proven technique for developing software that is extendable, reusable, and easy to maintain, all of which positively impact quality and lifecycle costs. Object-oriented programming languages abound. Modularity is a significant facet of object-oriented design. Given the shared focus on modularity, it is not surprising that a comparison of object-oriented design and platform R&D methodologies yields several similarities. However, a contrast of these techniques suggests some principles from the field of object-oriented design that might be beneficially applied to the platform R&D process. In particular, object-oriented methodology is more explicit in characterizing module interface design. A synthesis of these two approaches is proposed.
{"title":"A new plank in the platform: object-oriented extensions to platform R&D","authors":"M. Usrey, W. Garrett","doi":"10.1109/EMS.2000.872552","DOIUrl":"https://doi.org/10.1109/EMS.2000.872552","url":null,"abstract":"Platform R&D has been shown to be a useful technique to diversify product offerings, reduce product costs, improve time to market, and improve product quality. Techniques for the architectural design of product platforms have evolved from industry-specific models to more generic approaches. Modularity is a key aspect of product platform architecture. Object-oriented design is a proven technique for developing software that is extendable, reusable, and easy to maintain, all of which positively impact quality and lifecycle costs. Object-oriented programming languages abound. Modularity is a significant facet of object-oriented design. Given the shared focus on modularity, it is not surprising that a comparison of object-oriented design and platform R&D methodologies yields several similarities. However, a contrast of these techniques suggests some principles from the field of object-oriented design that might be beneficially applied to the platform R&D process. In particular, object-oriented methodology is more explicit in characterizing module interface design. A synthesis of these two approaches is proposed.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"3 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":"129086585","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}
Lean is not minimizing cost, cycle time, or waste. Lean is maximizing value. In product development (PD), sometimes getting lean requires doing more, not less. Providing a preferred combination of product performance, affordability and availability requires a lean PD process. Product value is affected not only by the presence of necessary activities in the PD process but also by the way those activities work together to ensure that they use and produce right information. Lean PD requires the right information at the right place at the right time.
{"title":"Value-based product development: refocusing lean","authors":"Tyson R. Browning","doi":"10.1109/EMS.2000.872495","DOIUrl":"https://doi.org/10.1109/EMS.2000.872495","url":null,"abstract":"Lean is not minimizing cost, cycle time, or waste. Lean is maximizing value. In product development (PD), sometimes getting lean requires doing more, not less. Providing a preferred combination of product performance, affordability and availability requires a lean PD process. Product value is affected not only by the presence of necessary activities in the PD process but also by the way those activities work together to ensure that they use and produce right information. Lean PD requires the right information at the right place at the right time.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"153 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":"132497118","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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