The Society of Concurrent Product Development (SOCPD) aims to promote integrated product development practices. Its mission is to disseminate knowledge of concurrent engineering and further develop its body of knowledge. The document outlines SOCPD's history and evolution since the 1980s, including expanding its mission, objectives, and body of knowledge to keep up with emerging techniques and technologies in concurrent product development.
You can start using the CFT when you have an idea for a project with a technology component that is focused on children and adolescents. It consists of 52 worksheets grouped into seven sections. These worksheets serve as programme guidance and can spark conversations among your team members. The CFT will guide you through strategizing a context-specific plan, without proposing a one-size-fits-all solution. The finishing product will be a completed Concept Note and Executive Summary, which is essentially the Terms of Reference for your project. You can finalize it, share it, and kick off your work.
The CFT is created by the UNICEF Innovation Unit, Supply Division and Programme Division based on dedicated work and extensive research of UNICEF Country Offices. We hope that sharing the CFT will assist you in creating a Child Friendly Technology project that leaves a lasting impact.
Innovation Labs create global interoperability. They are physical spaces that allow for collaboration among private sector, academia and civil society. The labs profiled in this guide allow UNICEF to convene dynamic, new partners around specific local issues—and, importantly, allow the solutions that are created to go to global scale. The lab in Kosovo works with technology created in Prishtina, in Kampala, and elsewhere, and adapts it to the needs of a young, determined population. The lab in Uganda connects academia from the US, Europe, and Kampala, and creates system change at a national scale. The CCORE lab in Zimbabwe takes best practices from the world of operational research and applies them to pressing programmatic issues. These are just the beginning.
This document gives you the information you need to create your own lab. This could be a UNICEF lab—or could simply be a space of creativity that is aimed at solving significant global problems through the application of dedicated local resources.
There is no ego in the concept of a lab. Pioneers like the iHub in Nairobi, INSTEDD in South East Asia, the Global Pulse in Jakarta, and Un Techo para mi Pais in Chile show the demand for methodologies of openness, collaboration, and experimentation.
The document is structured to give a sense of what a lab contains, to provide the specific, operational steps needed to get a lab up and running, to provide a few examples of existing labs, and finally to provide the technical documents (terms of reference, partnership agreements, etc.) that you can adapt for your own use. Most importantly, it is designed to be extended.
This is the first version of this Do-It-Yourself Guide—and we invite you to submit your lab structures, your documents and your knowledge to the project so that future versions can grow, learn, and build. You can submit your input to both innovateforchildren@unicef.org and to the UNICEF Innovation blog at: http://unicefstories.org/submit/
Passion for cross-industry R&D and innovation, design thinking, challenging assumptions, identifying problems and providing alternative strategy and solutions. Curious about "new" domain, love learning and evaluating new disruptive trends, effective communicator, team player and flexible with a great sense of humour.
You can start using the CFT when you have an idea for a project with a technology component that is focused on children and adolescents. It consists of 52 worksheets grouped into seven sections. These worksheets serve as programme guidance and can spark conversations among your team members. The CFT will guide you through strategizing a context-specific plan, without proposing a one-size-fits-all solution. The finishing product will be a completed Concept Note and Executive Summary, which is essentially the Terms of Reference for your project. You can finalize it, share it, and kick off your work.
The CFT is created by the UNICEF Innovation Unit, Supply Division and Programme Division based on dedicated work and extensive research of UNICEF Country Offices. We hope that sharing the CFT will assist you in creating a Child Friendly Technology project that leaves a lasting impact.
Innovation Labs create global interoperability. They are physical spaces that allow for collaboration among private sector, academia and civil society. The labs profiled in this guide allow UNICEF to convene dynamic, new partners around specific local issues—and, importantly, allow the solutions that are created to go to global scale. The lab in Kosovo works with technology created in Prishtina, in Kampala, and elsewhere, and adapts it to the needs of a young, determined population. The lab in Uganda connects academia from the US, Europe, and Kampala, and creates system change at a national scale. The CCORE lab in Zimbabwe takes best practices from the world of operational research and applies them to pressing programmatic issues. These are just the beginning.
This document gives you the information you need to create your own lab. This could be a UNICEF lab—or could simply be a space of creativity that is aimed at solving significant global problems through the application of dedicated local resources.
There is no ego in the concept of a lab. Pioneers like the iHub in Nairobi, INSTEDD in South East Asia, the Global Pulse in Jakarta, and Un Techo para mi Pais in Chile show the demand for methodologies of openness, collaboration, and experimentation.
The document is structured to give a sense of what a lab contains, to provide the specific, operational steps needed to get a lab up and running, to provide a few examples of existing labs, and finally to provide the technical documents (terms of reference, partnership agreements, etc.) that you can adapt for your own use. Most importantly, it is designed to be extended.
This is the first version of this Do-It-Yourself Guide—and we invite you to submit your lab structures, your documents and your knowledge to the project so that future versions can grow, learn, and build. You can submit your input to both innovateforchildren@unicef.org and to the UNICEF Innovation blog at: http://unicefstories.org/submit/
Passion for cross-industry R&D and innovation, design thinking, challenging assumptions, identifying problems and providing alternative strategy and solutions. Curious about "new" domain, love learning and evaluating new disruptive trends, effective communicator, team player and flexible with a great sense of humour.
This article describes my understanding of MCOE , its importance as a more potent cell as compared to now a conventional business excellence cell for Manufacturing business Transformation governance and enhancement.. Why and how businesses can join hand with me to start MCOE/a framework of COE. Manufacturing Center of Excellence.
I am available at your service to assist you in Journey of transformation of your business (Manufacturing/non IT) at Managerial and engineering levels.
With the growing Project Economy, the PMO’s sphere of influence is no longer just the Project Community but entire organisations.
Find out how PMOs can be the engine driving project upskilling through digital learning.
The Construction Industry Productivity Dilemma
Elements of a Successful Project Delivery
Advanced Work Packaging (AWP)
Structure
Deliverables
Practice Model
A vision for our Industry
ACTIVE Project - Summer School - Aachen, October 2010cruiz
These are my slides at the 2nd Summer School in Aachen, Germany. The course was organized by FIR and JSI, and is mainly on how some of the ACTIVE members deal with knowledge processes. For more information, please check the project web site out!
www.active-project.eu
Objective:
Demonstrate the key support roles and responsabilities of a PMO in the ongoing governance and execution of an organisation´s long-term business objectives and its portfolio of improvement initiatives.
This article describes my understanding of MCOE , its importance as a more potent cell as compared to now a conventional business excellence cell for Manufacturing business Transformation governance and enhancement.. Why and how businesses can join hand with me to start MCOE/a framework of COE. Manufacturing Center of Excellence.
I am available at your service to assist you in Journey of transformation of your business (Manufacturing/non IT) at Managerial and engineering levels.
With the growing Project Economy, the PMO’s sphere of influence is no longer just the Project Community but entire organisations.
Find out how PMOs can be the engine driving project upskilling through digital learning.
The Construction Industry Productivity Dilemma
Elements of a Successful Project Delivery
Advanced Work Packaging (AWP)
Structure
Deliverables
Practice Model
A vision for our Industry
ACTIVE Project - Summer School - Aachen, October 2010cruiz
These are my slides at the 2nd Summer School in Aachen, Germany. The course was organized by FIR and JSI, and is mainly on how some of the ACTIVE members deal with knowledge processes. For more information, please check the project web site out!
www.active-project.eu
Objective:
Demonstrate the key support roles and responsabilities of a PMO in the ongoing governance and execution of an organisation´s long-term business objectives and its portfolio of improvement initiatives.
Visual control is a business management technique employed in many places where information is communicated by using visual signals instead of texts or other written instructions. The design is deliberate in allowing quick recognition of the information being communicated, in order to increase efficiency and clarity.
Kho tài liệu: Giá 10k/ 5 lần download -Liên hệ: www.facebook.com/garmentspace Chỉ với 10k THẺ CÀO VIETTEL bạn có ngay 5 lượt download tài liệu bất kỳ do Garment Space upload, hoặc với 100k THẺ CÀO VIETTEL bạn được truy cập kho tài liệu chuyên ngành vô cùng phong phú Liên hệ: www.facebook.com/garmentspace
Prezentacja autorstwa Aleksandra Wyki przedstawiona na I Panelu BizDevOps. Omawia:
- Business Architecture - jak Business Capabilities, Value Streams, Business Model I Operating Model mogą wspomóc wdrażanie koncepcji BizDevOps
- Agile Architecture a koncepcja BizDevOps
User-centric design for large enterprisesInVision App
Ideally, your design process is perfectly user-centric. In practice, it's hard to keep pace while having a large number of stakeholders involved in different stages of your projects.
This in-depth webinar with Jean-Marcel Nicolai of Centric Digital will look at the challenges to overcome when you ideate and design for large companies, and how to stay user-centric and nimble in large business environments.
Project Management Competency Guide for Digital TransformationJohn Macasio
A project management methodology is necessary to determine, describe, document, and demonstrate the critical success factors and performance indicators that make the project to start, move, and close with valid, verifiable, necessary, acceptable and actionable guidance.
The practice of project management is loaded with a variety of competency frameworks. Each knowledge product on project management represents a view of what succeeds in a project. It includes the determination of how the “right things to do, to be done right.”
Project Management Competency Guide of Digital Transformation examines and applies the practice standards to lead, direct,and control the project outcome/
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Streamlining Development with Continuous Integration/Continuous Deployment (C...priyanka rajput
Continuous Integration/Continuous Deployment (CI/CD) is a transformative practice in the realm of software development. It streamlines development processes, accelerates time-to-market, and enhances collaboration among developers. Mastering CI/CD principles is a crucial skill for aspiring full-stack developers, and enrolling in a dedicated full-stack development course provides the knowledge and expertise needed to excel in this domain. As technology continues to advance, embracing CI/CD can position aspiring professionals for success in the dynamic and competitive world of software development.
TRANSFORM FROM PROJECT TO PRODUCT TO SURVIVE THE AGE OF DIGITAL DISRUPTION Mani Maun
For the last 10 years or so established businesses have faced the threat of digital disruption, the traditional planning, and execution methods no longer seem enough to survive.
The impact from COVID-19, in a matter of months, has sped up the rate of disruption, to an extent that established businesses are struggling to understand and keep up with the new normal. On day 0 of COVID-19, when things started to shut down, faults with the current delivery methods of digital transformation started to surface. Current Planning, budgeting, prioritization, resourcing, operations, and delivery just seems out of place and not relevant anymore.
In the volatile and uncertain times, we are in, traditional managerial frameworks and infrastructure models cannot keep up with demands being placed on them.
Zinnov examines the growing trend of enterprises setting up digital labs to drive the next leg of their digital journey. Geographies with rich product development capabilities and a talent pool with key skills are emerging as hot spots for the establishment of innovative digital labs
Software Modernization for the Digital EconomyZinnov
Software landscape is changing dynamically with the emergence of new age companies. ISVs need to adapt to the changing software landscape. Constant customer and market feedback is leading to rapidly changing product requirements.
Leading Innovation and Change Best Practice Case Study Cl.docxcroysierkathey
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company
founders have instilled a belief in unique product creation, including life altering product
innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of
innovation has been deemed one of the company's most essential quality programs, bridging
functional groups within the organization, renewing itself through continued time and iterations.
For the client, innovation not only challenges traditional ways to thinking, but has become a key
impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would
be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's
there was a cycle of small pockets of promising technological advances, defensive moves, and
diminishing returns. Previously the company's innovation processes had been defined only within
the areas of research, product development, and engineering. The client began by analyzing past
innovations and the successes and failures associated with each, and benchmarking their own
best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall
corporate and business strategies; developing organizational roadmaps based on customers, the
market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and
select projects; and executing the selected project well. The key elements of innovation
intervention are: an innovation task force, composed of key innovators; the utilization of company
history as a resource for innovation; a focus on strengths and resources in a project of paramount
importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference
for 200 company leaders which focuses on reintroducing the innovation process.
Through the work conducted by the task force, not only were successes analyzed, but so were
areas in which the organization had fallen short over the years. By improving innovation by 10%
per year, costs could be cut in half, and doubling that rate would be equivocal to doubling the
RD&E spending level. This success would come down to the restoration of simple fundamentals:
- An environment and culture of energy and enthusiasm
- Entrepreneurial behavior at all levels
- The right people in the right places
- Sound business and technological strategies
- Improved processes for nurturing ideas
- Organizational mechanisms that could support the organization's drive for results.
Critical success factors also emerged from the client’s innovation conference, focusing on:
training programs at all levels within the company which would become a part of project reviews
and the deployment of empl ...
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptx
Mission Bo Kv3
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2.
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4. CE - The First Definition Concurrent Engineering (CE) is a systematic approach to the integrated, concurrent design of products and their related processes, including manufacturing and support. This approach in intended to cause developers, from the outset, to consider all elements of the product life cycle from concept through disposal, including quality control, cost scheduling, and user requirements. Source: Institute for Defense Analysis, June 1988.
5. CE - IPD - CPD Integrated Product Development (IPD) is a philosophy that systematically employs a teaming of functional disciplines to integrate and concurrently apply all necessary processes to produce an effective and efficient product that satisfies the customer’s needs. There is no checklist for implementing IPD because there is no one solution … each application will be unique. Source: USAFMC Guide on IPD, Number 19934
6. CE/CPD - Chronology 1983 Reinertsen R&D Compete On Time 1983 Stalk/Hout R&D Compete On Process 1985 Cooper Phased Process Structures 1988 IDA Definition Of CE & Team 1988 Clausing/Hauser QFD 1990 Business Week Cover Story On CE 1994 Hauser/Griffin VOC Refined From QFD
7. CE/CPD - Scope …… . “In The Large” ……. CE involves the correct interplay of functional departments including customers and suppliers; and supporting infrastructure technologies. …… . “In The Small” ……. CE involves the correct interplay of individuals whose intelligence and skills are necessary to successfully bring new products to market; and the supporting infrastructure technologies.
8. CE/CPD - Benefits Benefits of CE and IPD include 30% to 70% less development time, 65% to 90% fewer engineering changes, 20% to 90% less time to market, 200% to 600% higher quality, and 20% to 110% higher white collar productivity. Source: National Institute of Standards & Technology, Thomas Group Inc., and Institute for Defense Analysis, Business Week, April 30, 1990.
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10. Vision To be recognized by industry, academia, and by other professional societies as the best value source to attain the knowledge necessary to achieve advanced product development capabilities and practices.
11.
12. Objectives - New Millennium ….SOCE Mission Statement During 1990s 1. Disseminate knowledge to promote understanding of Concurrent Engineering (CE) and Integrated Product Development (IPD) concepts and processes. 2. Provide a continuous forum for networking and sharing of ideas among professionals in all disciplines involved in product development. 3. Improve enterprise effectiveness by expanding the CE/IPD Body of Knowledge by emphasizing the implementation of practical approaches in industry.
13. Objectives - New Millennium ….1990s Mission Statement Expansion 4. Participate in the origination and/or refinement of the Concurrent Engineering knowledge using both internal capabilities and collaborative relationships. 5. Foster a continuous learning organization by maintaining a SOCE Body Of Knowledge that remains comprehensive while focusing resources and activities on emerging and leading-edge techniques. 6. Operate to achieve multi-national and multi-lingual communications and text capabilities.
14. Values Leadership To embrace rapid product realization techniques and to advance our nation’s economy, driven by ourselves, our companies and our Sponsors. Member Recognition To individuals in our organizations as facilitators of improvement, to our companies and to Sponsors for foresight in fostering environments that lead to the adoption of improved design practices. Learning To satisfy our thirst for continuing personal development and renewal and to provide an accessible resource for industry as a whole, bringing new knowledge and skills to the workplace. Networking To stay abreast of industry trends, to interact with like- minded professionals and to identify opportunities for business relationships. Friendship To make professional acquaintances and to solidify old relationships; taking the SOCE meeting as a professionally rewarding yet enjoyable “time out” from the pace of daily work.
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16. BOK - Body Of Knowledge SOCE defined the BOK that it would pursue within a year of the founding of the organization, July 1992. The final Version 2.6 solidified early in 1994. The huge advancements of the late 1990s have resulted in the need to update the BOK. Version 3.0 contained herein begins a multi-month discussion and revision process across SOCE and Chapter organizations. The new SOCE BOK is expected to stabilize again late in the year 2000, or early in 2001.
17. BOK - Usage & Criticality SOCE’s BOK get exercised regularly. Topics for the programs of all Chapters, Conferences, and Newsletters are based on the scope and range of the BOK. Companies and organizations benchmark themselves against the BOK. Smart Professional Organizations have received approval of their BOK as an ANSI National Standard.
18. BOK - Maturation Time Bodies of knowledge typically take 30-50 years to fully mature, some take many more. The SOCE Body Of Knowledge is quite new, all things considered. Knowledge areas covered in the SOCE BOK date to 1983 when the earliest work was published that implied Concurrent Engineering techniques. In reality, the earliest time stamp on the SOCE BOK is somewhere between 1988 [Public Sector] and 1990 [Private Sector].
21. BOK - 1990s Evolution of Technology EMERGENCE OF INTERNET - Research, Commerce, ... INCREASE IN COMPUTER SPEED - Virtual Reality, Visualization, Modeling, ... ACHIEVEMENT OF GLOBALIZATION - Seamless work across WW geographies REALIZATION OF DIGITAL SPEED & WORLD - Information can now be moved instantly.
22. BOK - 1990s Evolution of Process VOC SPECIFICALLY CULLED OUT FROM QFD PRODUCT SELECTION BEFORE DEFINITION GATES ARE COMPLEX, NOT BINARY ALONE PRODUCT PORTFOLIO ANALYSIS PROCESS TO BUSINESS STRATEGY LINKAGE METRICS AS A MANAGEMENT SCIENCE
23. BOK - Merging Process & Technology “ MOVING TO A “SECOND-GENERATION” OF AUTOMATION CAPABILITY, …. FUELED A “SECOND-GENERATION” LEVEL OF PROCESS MATURITY. Computer technologies no longer automate the individual tasks that people perform at their location. Computer technologies now enable the tasks that groups of people perform together making geography irrelevant.” - Quote by Bradford L. Goldense, SOCE President
24. BOK - The Roaring 1990s Specific Examples EARLY 1990s 3-5 Years Months or Weeks Country Borders Design In Years Production Analog LATE 1990s 1-3 Years Weeks or Days NAFTA & EC Design In Months Service Digital TOPIC TIME HORIZON TIME UNITS GEOGRAPHY INNOVATION PRODUCTIVITY PRECISION
25. BOK - The Roaring 1990s Specific Examples EARLY 1990s PROJECT APPROVAL QFD ARCHITECTURE 3D/CAD PRODUCT COSTING LATE 1990s CAPTURE LIGHTBULB VOC, EQFD PLATFORM, MODULARITY, REUSE VIRTUAL REALITY, VISUALIZATION, CAE TARGET, ACTIVITY, LIFE-CYCLE