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[PDF] Top 20 Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

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Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

... goals of greater flexibility and quality than the Cost ...part of the reason a customer prefers a Focused Professional firm to a Cost ...expense of a partial loss of ability to pool common ... Lihat dokumen lengkap

20

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

... because of the confidential nature of this information, most managers contacted during the pilot study had simply refused to answer either the performance questions andror the whole ...part of large ... Lihat dokumen lengkap

19

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

... 50% of Miller and Roth’s sample was above US$200 million, whereas 64% of manufactur- ers in this study were below US$50 ...combination of manufacturing and marketing capabilities, with Miller and ... Lihat dokumen lengkap

15

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

... use of modularity, we refer to this group as In Õ ol Õ ...specification of the customer. Perhaps, the early involvement of the customer imbues the customer with a greater sense of ... Lihat dokumen lengkap

21

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

... matches of technology uncertainty and organizational interaction were quite effective, while others were ...level of organizational interaction than in fact was required, andror underestimated the ... Lihat dokumen lengkap

19

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

... use of everyone’s time, preliminary information about the company was obtained prior to the on-site ...sequence of information was obtained in the desired ... Lihat dokumen lengkap

17

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

... tices of 253 Swedish manufacturing in his paper, ATowards an Holistic Understanding of Disruptions in Operations ...different operations strate- ... Lihat dokumen lengkap

4

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue6.Nov2000:

... cost of restoring equipment to an operable condition in a crisis situa- tion, the secondary damage and safetyrhealth haz- ards inflicted by the failure, and the penalty and loss of future orders associated ... Lihat dokumen lengkap

18

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

... In summary, increased emphasis on an SMO and the subsequent improvement in SP may not affect the buyers’ flexibility performance. There are some possible explanations as to why this result happened. First, volume and ... Lihat dokumen lengkap

17

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

... implication of the foregoing discussion is that pursuing a low-cost strategy requires the process side of manufacturing to be tightly integrated for effec- tive cost ...nipulation of large quantities ... Lihat dokumen lengkap

21

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

... robustness of FLL’s efficiency. Because the assumption of only six gates at FLL may also affect the efficiency of units that it dominated, FLL is removed from the data set and the CCR efficiency ... Lihat dokumen lengkap

17

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

... bottlenecks of the manufactur- ing process. The bottlenecks are the function of the product mix and if product mix changes go beyond a certain tolerance level, new bottlenecks are ...bottlenecks of ... Lihat dokumen lengkap

8

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

... We saw several examples that illustrate this fac- tor. One was a company manufacturing lockbox systems. It had seen its products evolve from key- based mechanical systems to keycard-based comput- erized ones, creating a ... Lihat dokumen lengkap

23

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue2.Feb2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue2.Feb2000:

... model of manufacturing strategy in the context of a sample of firms’ competitive strategies and ...sample of manufactur- ers are consistent with the model supported by much of the ... Lihat dokumen lengkap

16

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue2.Feb2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue2.Feb2000:

... Act of 1988 regulate conditions un- der which payment may be made to foreign officials Ž Pitman and Sanford, 1994 ...gifts of significant value to foreign officials with the intent of influencing a ... Lihat dokumen lengkap

18

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue2.Feb2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue2.Feb2000:

... results of the study are consistent with hy- pothesis H1A in machining, that performance of each production line declines as the heterogeneity of volumes of parts processed at the line ...1a ... Lihat dokumen lengkap

30

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue4.Jun2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue4.Jun2000:

... tests of project execution meth- ods specifically for product development ...center of that full innova- tive spectrum, and have limited variation in task uncertainty relative to the variation inherent in ... Lihat dokumen lengkap

25

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue3.Apr2000:

... Implementation of this, or any other, heuristic at virtually any large ...direction of both this company and the industry, however, is toward further systems integration and the automation of ... Lihat dokumen lengkap

14

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue2.Feb2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue2.Feb2000:

... end of the continuum, developing countries usually have a poorly developed legal sys- tem, low per capita income, low literacy rates, inade- quate infrastructure, restrictions on foreign exchange transactions, low ... Lihat dokumen lengkap

39

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue4.Jun2000:

Directory UMM :Journals:Journal of Operations Management:Vol18.Issue4.Jun2000:

... understanding of these issues — although the indi- vidual performs the act, factors in the operating and social environment play a role in the person’s dispo- sition toward safe ...an operations manager’s ... Lihat dokumen lengkap

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