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Managing Expert Systems: A Framework And Case Study, Rob R. Weitz, Arnoud De Meyer
Managing Expert Systems: A Framework And Case Study, Rob R. Weitz, Arnoud De Meyer
Research Collection Lee Kong Chian School Of Business
This paper addresses the problem of managing the development and implementation of a large expert system in an organization. A traditional systems analysis and design methodology is used as a framework to highlight similarities and differences in managing large scale traditional computer based projects and large expert systems. As a non-technical, prescriptive guide, this article focusses on defining at each stage in the project, the tasks to be accomplished, resources required, impact on the organization, likely benefits and potential problems. The case of a large expert system implemented by a multinational corporation across several European sites is used to clarify …
How To Arrive At Computer Integrated Manufacturing: A 3-Year Survey, Arnoud De Meyer
How To Arrive At Computer Integrated Manufacturing: A 3-Year Survey, Arnoud De Meyer
Research Collection Lee Kong Chian School Of Business
The large majority of modern production companies have at their disposal a multitude of computer systems. The immediate challenge for these companies consists of integrating these computer systems and databases. How will one arrive at this integration? On the basis of a questionnaire administered in 1985, 1986 and 1987 among a group of large European manufacturers, one comes to the conclusion that this integration is one of the immediate priorities for this group of companies. They do not intend to implement turnkey systems. but instead will integrate the different databases and computer systems gradually. One can see emerging islands of …
Lasting Improvements In Manufacturing Performance: In Search Of A New Theory, Kasra Ferdows, Arnoud De Meyer
Lasting Improvements In Manufacturing Performance: In Search Of A New Theory, Kasra Ferdows, Arnoud De Meyer
Research Collection Lee Kong Chian School Of Business
Is there a way to avoid trading off one capability for another in manufacturing? The prevailing wisdom says no. But some manufacturers seem to have been able to defy that: compared to their competitors, they have better quality, are more dependable, respond faster to changing market conditions, and in spite of all that, achieve lower costs. How can this be explained? Our aim here is to provide an explanation. We contend that the nature of the trade-offs among manufacturing capabilities is more complex than has been assumed. Depending on the approach taken for developing each capability, the nature of the …