摘要 :
The Management of Research and Development (R & D) is facing the challenges of reducing time from R & D to customer, reducing the cost of R & D, having higher accountability for results (improved quality), and increasing focus on customers. Concurrent engineering (CE) has shown great success in the automotive and technology industries resulting in significant decreases in cycle time, reduction of total cost, and increases in quality and reliability. This philosophy of concurrency can have similar implications or benefits for the management of R & D organizations. Since most studies on the application of CE have been performed in manufacturing environments, research into the benefits of CE into other environments is needed. This paper presents research conducted at the NASA Glenn Research Center (GRC) investigating the application of CE in the management of an R & D organization. In particular the paper emphasizes possible barriers and enhancers that this environment presents to the successful implementation of CE. Preliminary results and recommendations are based on a series of interviews and subsequent surveys, from which data has been gathered and analyzed as part of the GRC's Continuous Improvement Process....
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The Management of Research and Development (R & D) is facing the challenges of reducing time from R & D to customer, reducing the cost of R & D, having higher accountability for results (improved quality), and increasing focus on customers. Concurrent engineering (CE) has shown great success in the automotive and technology industries resulting in significant decreases in cycle time, reduction of total cost, and increases in quality and reliability. This philosophy of concurrency can have similar implications or benefits for the management of R & D organizations. Since most studies on the application of CE have been performed in manufacturing environments, research into the benefits of CE into other environments is needed. This paper presents research conducted at the NASA Glenn Research Center (GRC) investigating the application of CE in the management of an R & D organization. In particular the paper emphasizes possible barriers and enhancers that this environment presents to the successful implementation of CE. Preliminary results and recommendations are based on a series of interviews and subsequent surveys, from which data has been gathered and analyzed as part of the GRC's Continuous Improvement Process.
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The report is a response by the National Academy of Engineering to a request from the National Science Foundation under the cooperative agreement of NSF in the field of engineering and technology with NAE and the National Academy ...
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The report is a response by the National Academy of Engineering to a request from the National Science Foundation under the cooperative agreement of NSF in the field of engineering and technology with NAE and the National Academy of Sciences. More specifically, NSF sought assistance in reviewing and analyzing the current and planned programs within its Directorate for Engineering. In particular, the NSF assistant director for engineering asked NAE to form a committee to provide advice on future challenges and national needs, opportunities for the various fields of engineering, strengths and weaknesses of NSF engineering programs, new NSF initiatives relating to critical and emerging technologies, and long-term resource requirements.
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To assist rational investments in advanced software, a formal, explicit, and multi-perspective cost-benefit analysis methodology is proposed. The methodology can be implemented through a six-stage process which is described and ex...
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To assist rational investments in advanced software, a formal, explicit, and multi-perspective cost-benefit analysis methodology is proposed. The methodology can be implemented through a six-stage process which is described and explained. The current practice of cost-benefit analysis at KSC is reviewed in the light of this methodology. The review finds that there is a vicious circle operating. Unsound methods lead to unreliable cost-benefit estimates. Unreliable estimates convince management that cost-benefit studies should not be taken seriously. Then, given external demands for cost-benefit estimates, management encourages software enginees to somehow come up with the numbers for their projects. Lacking the expertise needed to do a proper study, courageous software engineers with vested interests use ad hoc and unsound methods to generate some estimates. In turn, these estimates are unreliable, and the cycle continues. The proposed methodology should help KSC to break out of this cycle.
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This thesis addresses a specific subset of production situations, namely, the engineer-to-order plants which produce industrial equipment. This type of production plant is concerned with the engineering and production of complex i...
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This thesis addresses a specific subset of production situations, namely, the engineer-to-order plants which produce industrial equipment. This type of production plant is concerned with the engineering and production of complex industrial equipment to fill specific customer orders. These plants operate in a market which can be characterized as being extremely dynamic and erratic. The research described in this thesis deals with the control of a non-physical process, the customer order driven engineering which precedes the physical production of a product. Important decisions are made during this non-physical phase which have a significant effect upon the performance of the whole company. Up until now, very few or no publications have appeared on this subject. In view of current market developments, this can be seen as a serious omission. The substance of this thesis is an initial contribution to fill the gap in the literature in this area.
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This report provides a historical perspective of matrix management within theAeronautical Systems Division as used in allocation of technical personnel and its use in development of aeronautical weapon systems. Keywords: Engineeri...
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This report provides a historical perspective of matrix management within theAeronautical Systems Division as used in allocation of technical personnel and its use in development of aeronautical weapon systems. Keywords: Engineering management; System program office; Matrix management; Systems engineering. (EDC)
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The main objective in systems engineering is to devise a coherent total system design capable of achieving the stated requirements. Requirements should be rigid. However, they should be continuously challenged, rechallenged and/or...
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The main objective in systems engineering is to devise a coherent total system design capable of achieving the stated requirements. Requirements should be rigid. However, they should be continuously challenged, rechallenged and/or validated. The systems engineer must specify every requirement in order to design, document, implement and conduct the mission. Each and every requirement must be logically considered, traceable and evaluated through various analysis and trade studies in a total systems design. Margins must be determined to be realistic as well as adequate. The systems engineer must also continuously close the loop and verify system performance against the requirements. The fundamental role of the systems engineer, however, is to engineer, not manage. Yet, in large, complex missions, where more than one systems engineer is required, someone needs to manage the systems engineers, and we call them 'systems managers.' Systems engineering management is an overview function which plans, guides, monitors and controls the technical execution of a project as implemented by the systems engineers. As the project moves on through Phases A and B into Phase C/D, the systems engineering tasks become a small portion of the total effort. The systems management role increases since discipline subsystem engineers are conducting analyses and reviewing test data for final review and acceptance by the systems managers.
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NASA has continually had problems with cost, schedule, performance, reliability, quality, and safety aspects in programs. Past solutions have not provided the answers needed, and a major change is needed in the way of doing busine...
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NASA has continually had problems with cost, schedule, performance, reliability, quality, and safety aspects in programs. Past solutions have not provided the answers needed, and a major change is needed in the way of doing business. A new approach is presented for consideration. These problems are all engineering matters, and therefore, require engineering solutions. Proper engineering tools are needed to fix engineering problems. Headquarters is responsible for providing the management structure to support programs with appropriate engineering tools. A guide to define those tools and an approach for putting them into place is provided. Recommendations include establishing a new Engineering and Technology Advancement Office, requesting a review of this proposal by the Administrator since this subject requires a top level decision. There has been a wide peer review conducted by technical staff at Headquarters, the Field Installations, and others in industry as discussed.
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摘要 :
NASA has continually had problems with cost, schedule, performance, reliability,quality, and safety aspects in programs. Past solutions have not provided the answers needed, and a major change is needed in the way of doing busines...
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NASA has continually had problems with cost, schedule, performance, reliability,quality, and safety aspects in programs. Past solutions have not provided the answers needed, and a major change is needed in the way of doing business. A new approach is presented for consideration. These problems are all engineering matters, and therefore, require engineering solutions. Proper engineering tools are needed to fix engineering problems. Headquarters is responsible for providing the management structure to support programs with appropriate engineering tools. A guide to define those tools and an approach for putting them into place is provided. Recommendations include establishing a new Engineering and Technology Advancement Office, requesting a review of this proposal by the Administrator since this subject requires a top level decision. There has been a wide peer review conducted by technical staff at Headquarters, the Field Installations, and others in industry as discussed.
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This thesis examines the current strategy of the U.S. Army Corps of Engineers regarding infrastructure management as well as the feasibility that this organization be used in a more central role for managing and planning infrastru...
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This thesis examines the current strategy of the U.S. Army Corps of Engineers regarding infrastructure management as well as the feasibility that this organization be used in a more central role for managing and planning infrastructure efforts at the national level. Conclusions of this thesis are that the Corps of Engineers is well prepared to increase its participation in infrastructure related management. Second, regarding infrastructure management, the current strategy of the Corps of Engineers is one of cooperation with other agencies and not competition. Finally, although the Corps of Engineers may be suited for increased managerial responsibilities in infrastructure related areas, perhaps no single agency is capable of orchestrating such a unified effort of infrastructure management for this nation; rather, a strong cooperative intergovernmental strategy need be adopted at all levels as a means of achieving this desired result.
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This slide presentation reviews some of the engineering innovations requirements for the challenges of space exploration which NASA has and will be involved in. It reviews some significant successes in space transportation, explor...
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This slide presentation reviews some of the engineering innovations requirements for the challenges of space exploration which NASA has and will be involved in. It reviews some significant successes in space transportation, exploration and science accomplished during 2009, and it reviews some of the places that are available for exploration in the near term and the specific missions that NASA has assigned to Marshall. It also reviews the project lifecycle management model, that is designed to reduce undefined, but known, risks. It also demonstrates the sustainable long-term program of block upgrades that contribute to long-term success of programs.
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