Gotowe bibliografie tematyczne / Customer knowledge capability

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Gotowa bibliografia na temat „Customer knowledge capability”

Autor: Grafiati

Data publikacji: 4 czerwca 2021

Data aktualizacji: 14 lutego 2022

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Artykuły w czasopismach na temat "Customer knowledge capability"

Reza Zahedi, Mohammad, and Shayan Naghdi Khanachah. "The impact of customer assisted knowledge production capacity on customer capital in a knowledge-based center." Annals of Management and Organization Research 1, no. 2 (December 3, 2020): 107–21. http://dx.doi.org/10.35912/amor.v1i2.314.

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Purpose: The purpose of this research is to investigate the impact of customer-assisted knowledge production capacity on customer capital. Research methodology: The statistical population of the study consisted of 70 managers, researchers and experts of a scientific center and the statistical sample was counted and estimated 70 persons. The research instrument of the researcher-made questionnaire consists of six dimensions: ability to identify customer needs, create and manage a customer information system, customer loyalty, market share, customer service capability and target customer identif

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Storey, Chris, and Christine Larbig. "Absorbing Customer Knowledge." Journal of Service Research 21, no. 1 (June 22, 2017): 101–18. http://dx.doi.org/10.1177/1094670517712613.

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Customers are a knowledge resource outside of the firm that can be utilized for new service success by involving them in the design process. However, existing research on the impact of customer involvement (CI) is inconclusive. Knowledge about customers’ needs and on how best to serve these needs (articulated in the service concept) is best obtained from customers themselves. However, codesign runs the risk of losing control of the service concept. This research argues that of the processes of external knowledge, acquisition (via CI), customer knowledge assimilation, and concept transformation

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Eslami, Mohammad H., and Nicolette Lakemond. "Knowledge integration with customers in collaborative product development projects." Journal of Business & Industrial Marketing 31, no. 7 (August 1, 2016): 889–900. http://dx.doi.org/10.1108/jbim-05-2014-0099.

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Purpose This paper aims to address the need for managerial and organizational approaches to knowledge integration with customers in collaborative product development projects. The purpose is to identify the roles of customers in terms of the customer’s knowledge contribution and timing of customer collaboration in the product development process. Design/methodology/approach This study is based on a multi-case study approach, comprising four product development projects from two large international suppliers. The cases were selected following the theoretical replication logic. Data consist of i

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Nuruzzaman, N., and Deeksha Singh. "Exchange characteristics, capability upgrading and innovation performance: evidence from Latin America." Journal of Knowledge Management 23, no. 9 (November 11, 2019): 1747–63. http://dx.doi.org/10.1108/jkm-07-2018-0447.

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Purpose This paper aims to attempt to examine the effect of firm-customer exchange characteristics, frequency and specificity, on the likelihood of the firm to generate customer-driven innovation. The authors draw from social capital theory and argue that repetitive and customer-specific exchange improves the trusts between firm and customers, which in turn ease the flows of tacit knowledge from customers to the firm. From the perspective of customer knowledge management, the authors contribute by examining the mechanism by which a firm can acquire knowledge from and about customers. The autho

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Taghizadeh, Seyedeh Khadijeh, Syed Abidur Rahman, and Md Mosharref Hossain. "Knowledge from customer, for customer or about customer: which triggers innovation capability the most?" Journal of Knowledge Management 22, no. 1 (January 8, 2018): 162–82. http://dx.doi.org/10.1108/jkm-12-2016-0548.

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Purpose This paper examines the influence of three dimensions of customer knowledge management – knowledge from customer, knowledge for customer and knowledge about customer – on innovation capabilities (speed and quality) and new service market performance. Design/methodology/approach The model links three dimensions of customer knowledge management to two dimensions of innovation capabilities. Further, the model links two dimensions of innovation capabilities to new service market performance. Analysis was conducted through structural equation modelling using SmartPLS software, using data fr

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Weng, Rhay-Hung, and Ching-Yuan Huang. "The impact of customer knowledge capability and relational capability on new service development performance: The case of health service." Journal of Management & Organization 18, no. 5 (September 2012): 608–24. http://dx.doi.org/10.1017/s1833367200000560.

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AbstractThis study intends to explore the impact of the customer knowledge integration capability, customer knowledge absorptive capability, customer knowledge creation capability, and customer relationship capability on new service development (NSD) performance for Taiwan's hospitals from customer knowledge and customer relationship perspectives. We employ the self-administered mail survey to collect research data and select self-pay medical service managers or top managers as key informants. After testing the fitness of sample representativeness, non-response error, common method variance, r

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Aqmala, Diana, and Elia Ardyan. "How does a salesperson improve their performance? The importance role of customer smart response capability." Gadjah Mada International Journal of Business 21, no. 2 (August 26, 2019): 223. http://dx.doi.org/10.22146/gamaijb.35263.

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Salesperson is a part of a company who will always meet their customers. Salesperson should have the capability to respond to customers. This research aims at proving the importance of customer smart response capability in insurance industry in Indonesia. The respondents in this research are 317 salespersons in insurance industry. This research uses structural equation modeling to process its data. The results of this research show the importance of customer smart response capability in insurance industry. This customer smart response capability can improve salesperson performance. Additionall

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Tseng, Shu-Mei. "Knowledge management capability, customer relationship management, and service quality." Journal of Enterprise Information Management 29, no. 2 (March 7, 2016): 202–21. http://dx.doi.org/10.1108/jeim-04-2014-0042.

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Purpose – Firms survive by exploiting knowledge resources to maintain customer relationships more efficiently and effectively, as well as enhance their service quality. However, whether an enterprise can effectively utilize knowledge resources determines the effectiveness of knowledge management capability (KMC). Hence, the purpose of this paper is to investigate the relationship among KMC, customer relationship management (CRM), and service quality. Design/methodology/approach – In order to explore on KMC, CRM, and service quality, the questionnaire and partial least square (PLS) techniques w

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Tseng, Shu-Mei. "The effect of knowledge management capability and customer knowledge gaps on corporate performance." Journal of Enterprise Information Management 29, no. 1 (February 8, 2016): 51–71. http://dx.doi.org/10.1108/jeim-03-2015-0021.

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Purpose – The purpose of this paper is to explore the influence of knowledge management capability (KMC) and customer knowledge gaps (CKG) on corporate performance, as well as proposing concrete suggestions for filling CKG and enhancing corporate performance. Design/methodology/approach – In order to explore on KMC, CKG, and corporate performance, the questionnaire and partial least square (PLS) techniques were used. Findings – The results showed that KMC is the major factor for enhancing corporate performance, and suggested CKG to be a significant intervening factor between KMC and corporate

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Rozprawy doktorskie na temat "Customer knowledge capability"

Nätti, S. (Satu). "Customer-related knowledge utilisation in the collaborative relationships of professional service organisation." Doctoral thesis, University of Oulu, 2005. http://urn.fi/urn:isbn:9514279123.

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Abstract The purpose of this study is to describe customer-related knowledge utilisation in the collaborative relationships of professional service organisations. Within this specific context, knowledge transfer capabilities are emphasised as an important prerequisite in the utilisation process. Effective organisation-level knowledge utilisation is crucial in collaborative relationships of professional service organisations. In order to formulate a coherent service offering across different areas of expertise, for instance, it is beneficial to transfer customer knowledge between professionals

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Eslami, Mohammad H. "Knowledge integration with customers in collaborative product developmentproject." Doctoral thesis, Linköpings universitet, Projekt, innovationer och entreprenörskap, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-133964.

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Driven by rapid technological developments, greater customer expectations, and increased product complexity,product development processes increasingly rely on the integration of dispersed specialist knowledge.Consequently, many industrial firms are changing the way they approach product development. Productdevelopment increasingly relies on knowledge integration across firm boundaries. Customers are one of the mostindispensable sources of knowledge, and their knowledge needs to be integrated during product development.However, little is known about the processes and mechanisms used to integrat

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Miao, Chicheng, and 苗祺政. "The Effect Of Customer Knowledge On Innovation Performance—Knowledge Management Capability As Intervening Variable." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/62813125214300171667.

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碩士 義守大學 資訊管理學系 100 The diverse global market makes it difficult for every company to identify customers’ preferences. CommonWealth Magazine also mentioned about the future competition in the industry that one that can provide the most intimate experience for the consumers and establish a solid management system can become the most prominent industry. Hence, companies should put their focus on the customers to enhance corporate performance through utilizing their knowledge management capabilities to transform customer knowledge into corporate knowledge. In other words, if a company

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Chen, Pei-Huan, and 陳沛環. "The Moderating Effects of Customer Knowledge Management on Customer Relationship Management Performance by Dynamic Capability ─The Effect of Knowledge Strategy and Strategy Execution." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/66236806959361927846.

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碩士 南台科技大學 行銷與流通管理系 97 This study want to explore how to develop customer knowledge management competence from dynamic capability’s process construct. That can make firm increasing their performance. Through testing every factor to find what factor is suitable. That can help firm understanding how to build competitive advantage in the constantly changing market. In order to develop customer knowledge management competence affecting firm’s performance. This study use questionnaire survey and statistic to test the effect of dynamic capability’s process on CKM and the impact of CKM on

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Chen, Kun-Hsiang, and 陳昆祥. "A Study on the Relationships among Customer Knowledge Management, Marketing Knowledge Creation Capability, Marketing Innovation and Market Performance." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/25554592883027066424.

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碩士 國立成功大學 工學院工程管理專班 96 The knowledge management has already been confirmed to influence the business management obviously. In order to sustainable development, the enterprise is a supplier role transform into the listener and hander gradually. They connect with the customer and become the partnership to participate in the research and development product together to achieve the customer demand and create the performance. The research subject is how the enterprises use the knowledge management to communicate with the customer. The advantages of knowledge management can combination w

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Chen, Kuan-Hsu, and 陳冠旭. "The impact of Customer Knowledge Enabled Innovation Capability, Learning Orientation, Supervisor Support on Organizational Performance." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/35237816324295218790.

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碩士 世新大學 企業管理研究所(含碩專班) 100 As the environment changes rapidly, to survive in a large environment, only constant innovation to meet customer needs, enhance core competitiveness, enterprises must respond to these changes, constant adjustment. "Innovation" in a competitive market, you can make out of the enterprise from destiny, "innovation" is essential for enterprises to create differential, is even more explosive in the knowledge economy society, plays a consolidation of core competitiveness of enterprises an important spiritual. Facing financial turmoil hit hard before, whether the

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Wang, Yi-Syuan, and 汪宜萱. "Is Customer Knowledge Involvement Beneficial for Innovation? The Role of Social Media Capability and Market Orientation." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/xm869e.

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碩士 國立中興大學 企業管理學系所 107 Social media has become an important platform for people to communicate and cooperate in life. Social media is inseparable from our daily lives. In addition to personal usage, more and more companies apply social media to acquire the information and knowledge provided by customers. Through the customer knowledge involvement via the social media, firms can acquire information and ideas shared by customers and knowing the potential needs of customers. Therefore, customer knowledge involvement could constitute the nutrients for the company to innovate in the age

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TAI, TSAI-YUN, and 戴彩雲. "Customer Relationship Quality, Knowledge Sharing and Product Innovation Capability: An Empirical Study of Taiwan Hand Tool Industry." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/9wveq8.

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碩士 東海大學 高階經營管理碩士在職專班 105 Low cost, high quality and product differentiation could no longer win the war of corporate competitiveness and sustainability. Instead, companies need to innovate continuously to maintain its competitive advantage. In today's highly competitive global business environment, it is too difficult to face such challenge and change alone. Maintaining good customer relationship quality, sharing knowledge and continuous innovation, are the only way to maintain business sustainability. Customer relationship quality plays a signification role in corporate competiti

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Kai, Yeh Hsin, and 葉欣愷. "The Impact of Marketing Knowledge Management Capability, Product Innovation to Customer Satisfaction– Perceived Value as Mediating Variable." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/90138114878754332380.

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碩士 中國文化大學 國際企業管理研究所 98 In recent years, with the development of technology and fierce market competition, enterprises and companies are now facing continuous changing marketing environment and the threats and opportunities resulted from these changes. As a result, customer re-lationship management has been valued more in terms of marketing. To create a sound value, companies need to think from customer’s perspective, maintain customer rela-tionships and provide innovative products and services. In the future market environ-ment, the fundamental marketing strategy will be based on k

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Wang, Pin, and 王彬. "A study of the influence of customer relationship, knowledge creation and dynamic capability upon performance of new business development." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/03726506824674877983.

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碩士 國立政治大學 經營管理碩士學程(EMBA) 97 How enterprise crosses the knowledge gap to get into undeveloped marketplaces or satisfy unmet customer needs? This research adopts the “Case Study” research method to study the success factors and best practices from selected enterprise who has been successfully crossed the knowledge gap and won the installed-base from new marketplaces. This research selects HP/Agilent Technologies as the target company, who is the market leader among the test and instrument industry. This research framework is consists of knowledge creation, dynamic capability and cus

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Części książek na temat "Customer knowledge capability"

Batista, Luciano C. "CRM Practices and Resources for the Development of Customer-Focused Multinational Organizations." In Strategic Knowledge Management in Multinational Organizations, 227–55. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-630-3.ch016.

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This chapter aims to provide a complete characterization of the different perspectives of Customer Relationship Management (CRM) and its potentialities to support Knowledge Management practices in a multinational context. It describes the strategic and technological dimensions of CRM and how its adoption supports the development of a learning and customer-focused organization, with special emphasis on multinational corporations. CRM strategic approach entails the adoption of customer-focused initiatives and the development of learning relationships with customers. On the other hand, its technological dimension integrates a variety of different information and communication technologies, which makes a powerful system for improving the process of knowledge acquisition. This way, different subsidiaries of a multinational corporation can develop their learning capability so that they can better identify local market demands. As a result, the corporation is able to more accurately create a global knowledge stock about its different markets in different regions of the world.

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Kasemsap, Kijpokin. "Creating Product Innovation Strategies through Knowledge Management in Global Business." In Advances in Marketing, Customer Relationship Management, and E-Services, 330–57. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9607-5.ch015.

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This chapter aims to create product innovation strategies through knowledge management (KM) in global business, thus explaining the theoretical and practical concepts of product innovation strategy and KM; the significance of product innovation strategies and KM in global business; and the creation of product innovation strategies through KM in global business. The capability of product innovation strategies and KM is significant for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and attain regular success in global business. Modern organizations should establish a strategic plan to create product innovation strategies through KM. The chapter argues that creating product innovation strategies through KM has the potential to improve organizational performance and achieve strategic goals in global business.

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Batista, Luciano C. "CRM Practices and Resources for the Development of Customer-Focused Multinational Organizations." In Business Information Systems, 204–31. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-969-9.ch015.

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Ravasan, Ahad Zare, and Taha Mansouri. "A Fuzzy ANP Based Weighted RFM Model for Customer Segmentation in Auto Insurance Sector." In Intelligent Systems, 1050–67. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-5643-5.ch044.

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Data mining has a tremendous contribution for researchers to extract the hidden knowledge and information which have been inherited in the raw data. This study has proposed a brand new and practical fuzzy analytic network process (FANP) based weighted RFM (Recency, Frequency, Monetary value) model for application in K-means algorithm for auto insurance customers' segmentation. The developed methodology has been implemented for a private auto insurance company in Iran which classified customers into four “best”, “new”, “risky”, and “uncertain” patterns. Then, association rules among auto insurance services in two most valuable customer segments including “best” and “risky” patterns are discovered and proposed. Finally, some marketing strategies based on the research results are proposed. The authors believe the result of this paper can provide a noticeable capability to the insurer company in order to assess its customers' loyalty in marketing strategy.

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Lin, Xiaohua, and Carlyle Farrell. "“Home Base” and the Brand Globalization Strategies of Emerging Market Multinationals." In Advances in Marketing, Customer Relationship Management, and E-Services, 36–50. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6242-1.ch002.

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This chapter examines the impact of the “home base” of Emerging Market Multinationals (EMMNEs) on their global branding strategy. While EMMNEs are perceived as lacking experience and competence in global branding, especially when competing in Western developed markets, they achieve non-traditional competitive advantages by levering knowledge and experience gained from their home base (i.e. their home country market), other institutionally similar emerging markets, and diaspora communities in foreign countries. Informed by three theoretical perspectives—dynamic capability, institutional proximity, and social embeddedness—the authors develop a conceptual model to explain these effects and illustrate their propositions with a number of case studies.

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Mohan, Ashutosh, and Shikha Lal. "Achieving Supply Chain Management (SCM)-Customer Relationship Management (CRM) Synergy Through Information and Communication Technology (ICT) Infrastructure in Knowledge Economy." In Enterprise Information Systems, 1553–71. IGI Global, 2011. http://dx.doi.org/10.4018/978-1-61692-852-0.ch609.

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Information and communication technology infrastructure has changed modern business practice. The ever-changing information and communication technology infrastructure of organizations’ is opening new vista, which has not only bundles of opportunities to encash but also tremendous obstacles as survival threats. The concern about organizational competitiveness and development is closely linked to notions of the information sensitive society and global knowledge based economies. The business organizations under global knowledge economy can emerge and grow rapidly by formulating and adopting the innovative business practices. Information’s impact is easily seen—it substitutes for inventory, speeds product design and delivery, drives process reengineering, and acts as a coordinating mechanism, helping different members of the supply chain work together effectively. While the potential of information sharing is widely promoted, relatively few companies have fully harnessed its capability to enhance competitive performance. The chapter tries to provide insight into how information and communication technology can be leveraged for supply chain value creation and make it possible to achieve synergy with customer relationship management.

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Chokkalingam, Sivamathi, and Vijayarani S. "Research Challenges in Big Data Analytics." In Advances in Business Information Systems and Analytics, 48–64. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0293-7.ch004.

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The term Big Data refers to large-scale information management and analysis technologies that exceed the capability of traditional data processing technologies. Big Data is differentiated from traditional technologies in three ways: volume, velocity and variety of data. Big data analytics is the process of analyzing large data sets which contains a variety of data types to uncover hidden patterns, unknown correlations, market trends, customer preferences and other useful business information. Since Big Data is new emerging field, there is a need for development of new technologies and algorithms for handling big data. The main objective of this paper is to provide knowledge about various research challenges of Big Data analytics. A brief overview of various types of Big Data analytics is discussed in this paper. For each analytics, the paper describes process steps and tools. A banking application is given for each analytics. Some of research challenges and possible solutions for those challenges of big data analytics are also discussed.

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Tull, John. "Slow Knowledge." In Knowledge Management Innovations for Interdisciplinary Education, 274–97. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-1969-2.ch014.

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Breathless announcements of the latest information access devices occupy whole sections of our daily news, itself increasingly accessed online and on-the-go. This reinforces to the manager or educator the conventional wisdom that strategies for developing organisational capabilities inherently involve ever-quicker access and sharing of information—a belief reflected widely in organisational learning and strategy literatures. However, Knowledge Management’s role in translating learning into performance-enhancing capabilities remains opaque; “macro” evaluations are too abstract, leading to recent calls for empirical or “micro” studies. Furthermore, while rare breakthroughs attract headlines and research, customers and clients are mostly won or lost in the more mundane interactions of daily work. The evolution of organisational capabilities and how they rely on the medium of knowledge practices can be unpacked using the construct of an organisation’s “absorptive capacity,” a construct essentially unknown to KM. That construct can be improved by incorporating “tempo” as a crucial design and governance element. Analysing KM practices as supporting absorptive capacity is a new idea that provides both the manager and the educator with implementable recommendations. A detailed case study identifies the four key factors of capability development via KM, highlighting that “slow knowledge”—gearing knowledge processes to the appropriate absorptive capacity framework—can yield more effective organisational outcomes.

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Ardyan, Elia, Andri Nurtantiono, Budi Istiyanto, and Berta Bekti Retnawati. "The Importance Role E-Collaboration Capability and Information System Maturity on Knowledge Sharing and SMEs Marketing Performance." In Start-Ups and SMEs, 1309–27. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1760-4.ch067.

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This article discusses the effect of e-collaboration capability and information system maturity on knowledge sharing and SMEs marketing performance. This study was conducted at SMEs in Central Java which had used information system and technology in collaborating with partners and customers. There were 160 respondents in this research who were the owners or managers of SMEs in Central Java, Indonesia. This research used structural equation modeling analysis. AMOS version 21 was used to process the data. The result of this research showed that all proposed hypotheses were accepted. First, e-collaboration capability has positively and significantly influenced knowledge sharing. Second, knowledge sharing has positively and significantly influenced SME marketing performance. Third, e-collaboration capability has positively and significantly influenced SME marketing performance. Fourth, information system maturity has positively and significantly influenced knowledge sharing. Fifth, information system maturity has positively and significantly influenced SME marketing performance.

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Kasemsap, Kijpokin. "The Roles of Information Technology and Knowledge Management in Project Management Metrics." In Advances in IT Personnel and Project Management, 332–61. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-7536-0.ch018.

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This chapter reveals the roles of Information Technology (IT) and Knowledge Management (KM) in Project Management (PM) metrics, thus explaining the theoretical and practical concepts of IT, IT capability, Information System (IS) effectiveness, KM, and PM; the measures of IT, KM, and PM metrics; and the significance of IT and KM in PM metrics. The fulfillment of IT and KM is essential for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve constant success in global business. Therefore, it is crucial for modern organizations to explore their IT and KM applications, establish a strategic plan to routinely inspect their functional advancements, and promptly respond to the IT and KM needs of customers. The chapter argues that applying IT and KM in PM metrics has the potential to enhance organizational performance and achieve strategic goals in the social media age.

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Streszczenia konferencji na temat "Customer knowledge capability"

Weng, Rhay-Hung, and Ching-Yuan Huang. "The impact of customer knowledge capability and relational capability on new product development performance in Taiwan's hospitals." In 2010 7th International Conference on Service Systems and Service Management (ICSSSM 2010). IEEE, 2010. http://dx.doi.org/10.1109/icsssm.2010.5530126.

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Zhang Hongqi and Lu Ruoyu. "A model for the relationship between Customer Knowledge Management and Service Innovation Capability." In 2008 International Conference on Service Systems and Service Management (ICSSSM 2008). IEEE, 2008. http://dx.doi.org/10.1109/icsssm.2008.4598460.

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Fischer Beckert, Suelí, and Renan Ednan Flôres. "Calibration and measurement capability (CMC) and customer technical qualification." In 19th International Congress of Metrology (CIM2019), edited by Sandrine Gazal. Les Ulis, France: EDP Sciences, 2019. http://dx.doi.org/10.1051/metrology/201904001.

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In the context of metrological confirmation, calibration is an essential process in all quality assurance efforts. Several organizations choose to outsource this activity to accredited laboratories in accordance with the requirements set forth in ISO/IEC 17025: 2017. Companies understand that accredited laboratory has formal recognition of its technical competence to perform the services within its scope of accreditation. The document ILAC P14: 2013 sets out guidelines for the presentation of Calibration and Measurement Capability (CMC). However, when analysing the scope of accredited laborato

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Winarni, Muhammad Fadhil Dzulfikar, Regina Carla Handayani, Andy Syahrizal, Dana Indra Sensuse, Deki Satria, and Ika A. Wulandari. "The Role of Social Commerce Features and Customer Knowledge Management in Improving SME’s Innovation Capability." In 2018 6th International Conference on Cyber and IT Service Management (CITSM). IEEE, 2018. http://dx.doi.org/10.1109/citsm.2018.8674059.

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Burek, Gregory J., and Thomas L. Neyhart. "Knowledge Aware Engineering in Shipbuilding." In SNAME Maritime Convention. SNAME, 2013. http://dx.doi.org/10.5957/smc-2013-p29.

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The shipbuilding industry is considered a very traditional business that experiences long transitional periods to implement major changes, especially in its approach and execution of major business and cultural changes. This reluctance to adopt major changes is mainly due to the industry’s long product development and build cycles compared to other industries, such as automobiles and airplanes. The loner ship cycle, which can be as long as 10-20 years for military builds, is much longer than the cycles typically found in other industries, which are on the order of 1-5 years. Pressure to change

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Banjac, Ratko, Nicolas Lecerf, Yacine Stouky, Rabie Benomar, and Rachid Louza. "Enhanced Monitoring Capabilities for Legacy Engine Programs." In ASME Turbo Expo 2015: Turbine Technical Conference and Exposition. American Society of Mechanical Engineers, 2015. http://dx.doi.org/10.1115/gt2015-42309.

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Operational availability and reliability have never been that high than on current single aisle aircraft engines, close to 100%. Engine Condition Monitoring (ECM) contributes to these good statistics and aims at making it even better. This engines generation will still be operated for at least twenty years. Meanwhile, new engine generation, with new monitoring capabilities, will enter into service within a couple of years. Regardless of engine generation, Operators’ expectations on operational availability and maintenance cost reduction will continue to grow. This statement leads to propose mo

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Dwivedi, Suren N., and Pinkeshkumar J. Attarwala. "Design for Manufacture and Assembly Lean and Product Development Through Industrial Case Study." In ASME 2012 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/imece2012-93452.

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Lean is a key process that understands customer value and its goal is to provide perfect value to the customer by engaging a process cycle that minimizes waste. This paper focuses on the implementation of Lean in the Design and Manufacturing Industries. The complex interactions of the financial, logistical, and geological processes that are involved in developing a product and then handing it over to customers are driving forces in today’s industries. Hence, if industries do not implement Lean, product cost will rise. Lean design involves identifying wastage in the processes of product manufac

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Rossoni, Marco, Giorgio Colombo, Francesco Furini, Andrea Egidio Ascheri, and Massimo Ippolito. "Assembly Line Balancing and Configuration: An Alternative Approach for Design and Planning." In ASME 2016 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/detc2016-60265.

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One of the most important factors that allows the big enterprises to be competitive in the market is the capability to develop products that are tailored on the specific customer requirements with a short lead-time. This research aims to study an automated configuration tool for assembly lines. A KBE approach was used. The configuration process for an assembly line has been identified with the experts of a big manufacturing Italian company. One of the critical issue is that the domains knowledge is mostly tacit. The implementation stage was carried out with a commercial development tool. Thank

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Mambro, Antonio, Francesco Congiu, and Francesco Piraccini. "Application of GE Low Load Package on an Existing District Heating Power Plant: A Case Study." In ASME 2020 Power Conference collocated with the 2020 International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/power2020-16885.

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Abstract The continuous increase of variable renewable energy and fuel cost requires steam turbine power plants to operate with high flexibility. Furthermore, the reduction in electricity price is forcing many existing and new district heating power plants to further optimize the heat production to maintain a sustainable business. This situation leads to low pressure steam turbines running at very low volume flow for an extended time. In this work, a case study of an existing 30 MWel district heating power plant located in Europe is presented. The customer request was the removal of the steam

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Zachary, Justin, Vinod Kallianpur, and Byungsik So. "Integration of Modern F, G, H and J Class in Combined Cycle Applications: An EPC Contractor Perspective." In ASME Turbo Expo 2016: Turbomachinery Technical Conference and Exposition. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/gt2016-57022.

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The traditional approach for developing new and upgrade model large frame industrial gas turbines is changing rather dramatically. Large industrial gas turbine design evolutions have typically been built around a basic core design concept that remained unchanged. The departure from tradition has been, in some cases, sparked by the merger between erstwhile competitors. Thus the models that follow a merger benefit from leveraging the best of available knowledge from both companies: specialized design methods, manufacturing practices, materials, combustion, etc. Another recent trend in GT develop

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