Engineering and Product Development Management: The Holistic ApproachCambridge University Press, 2001. gada 24. sept. Engineering and Product Development Management is a practical guide to the components of engineering management, using a holistic approach. It will help engineers and managers understand what they have to do to improve the product development process by deploying new technology and new methods of working in concurrent teams. The book takes elements from six well known and understood bodies of knowledge and integrates them into a holistic approach: integrated product development, project management, process management, systems engineering, product data management, and organizational change management. These elements are framed within an overall enterprise-wide architecture. The techniques discussed in this book work for both huge multinational organizations and smaller enterprises. The emphasis throughout is on practical tools which will be invaluable for engineers, managers, and consultants responsible for project and product development. |
No grāmatas satura
1.5. rezultāts no 10.
i. lappuse
... aerospace companies, including Lockheed Martin, de Havilland, British Aerospace, Bombardier, and Messier Dowty, Mr. Armstrong and his firm specialize in transforming business by focusing on Integrated Product Development/Collaborative ...
... aerospace companies, including Lockheed Martin, de Havilland, British Aerospace, Bombardier, and Messier Dowty, Mr. Armstrong and his firm specialize in transforming business by focusing on Integrated Product Development/Collaborative ...
xiv. lappuse
... Bombardier Aerospace - de Havilland Division) 25 Figure 2-2: Process framework example 2 - Tier 1 processes (Courtesy British Aerospace Military Aircrafts and Aero Structures) 26 Figure 2-3: Process framework example 3 - Tier 1 ...
... Bombardier Aerospace - de Havilland Division) 25 Figure 2-2: Process framework example 2 - Tier 1 processes (Courtesy British Aerospace Military Aircrafts and Aero Structures) 26 Figure 2-3: Process framework example 3 - Tier 1 ...
xxi. lappuse
... Bombardier de Havil- land on the Lear 45 Wing Program with great success. Later, Bombardier Aerospace used a holistic philosophy and applied it corporation-wide. With the implementation of this management methodology, it has developed ...
... Bombardier de Havil- land on the Lear 45 Wing Program with great success. Later, Bombardier Aerospace used a holistic philosophy and applied it corporation-wide. With the implementation of this management methodology, it has developed ...
xxii. lappuse
... a team that will make the changes required. Carl Gerard, P Eng, MSc Eng (Cranfield) Vice-president Engineering 1992-7 (Retired) Bombardier Aerospace de Havilland Preface As the frontiers of technology advance and the work xxii Forewords.
... a team that will make the changes required. Carl Gerard, P Eng, MSc Eng (Cranfield) Vice-president Engineering 1992-7 (Retired) Bombardier Aerospace de Havilland Preface As the frontiers of technology advance and the work xxii Forewords.
xxiv. lappuse
... Bombardier Aerospace acquired de Havilland in 1992. The author received further assignments, which tended to be fundamental improvement projects to deliver step changes in organizational performance. During this time, the author left ...
... Bombardier Aerospace acquired de Havilland in 1992. The author received further assignments, which tended to be fundamental improvement projects to deliver step changes in organizational performance. During this time, the author left ...
Saturs
An overview of engineering process management | 24 |
Organization of engineering tasks | 42 |
APPLYING ENGINEERING PROCESSES TO PROGRAM | 49 |
Approach to program and project management | 76 |
An integrated team members guide to performing a task | 87 |
Program structuring and planning | 98 |
Program initiation and execution | 126 |
Cost | 136 |
DEPLOYING ENGINEERING PROCESS MANAGEMENT | 191 |
Overcoming resistance to change | 208 |
Implementing IPD Lessons learned case study | 238 |
A IPD maturity selfevaluation tools | 251 |
B Chapter 2 tables | 258 |
Chapter 3 table | 274 |
F Understanding the ERP and the PDM connection | 303 |
Program reviews | 145 |
Citi izdevumi - Skatīt visu
Engineering and Product Development Management: The Holistic Approach Stephen Armstrong Ierobežota priekšskatīšana - 2001 |
Engineering and Product Development Management: The Holistic Approach Stephen Armstrong Priekšskatījums nav pieejams - 2005 |
Bieži izmantoti vārdi un frāzes
activities approval bodies of knowledge Bombardier Aerospace breakdown structure British Aerospace budget business process change management complete concept coordination cost create critical success factors cross-functional teams customer deliverables customer's customer/partner cycle decisions defined detailed document engineering change engineering management engineering process ensure environment established estimating evaluators executives functional directors functional manager goals identify implementation improvement initiative integrated product development integrated product teams integration team interfaces involvement IPD task planning IPT leader IPT members manufacturing maturity gates McDonnel Aircraft meet milestones needs organization organizational package partners PDM system performance phase procedures process framework process management product data product data management product definition program director program management program plan program structuring program team project management reporting requirements responsibilities risk assessment risk management roles skills specific Stephen Armstrong strategies subphase objectives team members technical understand users workflow workplan templates workstep