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 73.
ix. lappuse
... Performance measurement 141 9.2.3 Progress reporting 141 9.2.4 Managing engineering change 143 9.2.5 Replanning the program 143 9.2.6 Conducting or coordinating meetings 143 Customer and supplier involvement 144 Specialty organizations ...
... Performance measurement 141 9.2.3 Progress reporting 141 9.2.4 Managing engineering change 143 9.2.5 Replanning the program 143 9.2.6 Conducting or coordinating meetings 143 Customer and supplier involvement 144 Specialty organizations ...
xxi. lappuse
... performance, and lower cost. This is an ongoing challenge. The product must meet design expectations the first time. Today, customers are virtually demanding zero tolerance. To add to this challenge, new products are being developed ...
... performance, and lower cost. This is an ongoing challenge. The product must meet design expectations the first time. Today, customers are virtually demanding zero tolerance. To add to this challenge, new products are being developed ...
xxiv. lappuse
... performance. During this time, the author left KPMG to found AMGI, the organization of which he is president today. His work at Bombardier led to the creation of the Bombardier Engineering System or BES. Building on the earlier work at ...
... performance. During this time, the author left KPMG to found AMGI, the organization of which he is president today. His work at Bombardier led to the creation of the Bombardier Engineering System or BES. Building on the earlier work at ...
3. lappuse
... performance in the one area at which the solution was aimed has improved, but there is no broad-based financial measure of improvement. In the worst case, the organization is in upheaval with pockets of resistance firmly entrenched ...
... performance in the one area at which the solution was aimed has improved, but there is no broad-based financial measure of improvement. In the worst case, the organization is in upheaval with pockets of resistance firmly entrenched ...
5. lappuse
... performance objectives." IPD replaces the serial or "over-the-wall" approach in which a designer completes a design and throws it over the wall to someone in an analytical discipline who, in turn, throws it back saying something like ...
... performance objectives." IPD replaces the serial or "over-the-wall" approach in which a designer completes a design and throws it over the wall to someone in an analytical discipline who, in turn, throws it back saying something like ...
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