芯片固件开发工程数字ic设计工程.docx
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芯片固件开发工程数字ic设计工程.docx
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芯片固件开发工程数字ic设计工程
Miningcustomerknowledgefortourismnewproductdevelopmentandcustomerrelationshipmanagement OriginalResearchArticle
ExpertSystemswithApplications
Inrecentyearstourismhasbecomeoneofthefastestgrowingsectorsoftheworldeconomyandiswidelyrecognizedforitscontributiontoregionalandnationaleconomicdevelopment.Tourismproductdesignanddevelopmenthavebecomeimportantactivitiesinmanyareas/countriesasagrowingsourceofforeignanddomesticearnings.Ontheotherhand,customerrelationshipmanagementisacompetitivestrategythatbusinessesneedinordertostayfocusedontheneedsoftheircustomersandtointegrateacustomer-orientedapproachthroughouttheorganization.Thus,thispaperusestheApriorialgorithmasamethodologyforassociationrulesandclusteringanalysisfordatamining,whichisimplementedforminingcustomerknowledgefromthecasefirm,PhoenixToursInternational,inTaiwan.Knowledgeextractionfromdataminingresultsisillustratedasknowledgepatterns,rules,andknowledgemapsinordertoproposesuggestionsandsolutionstothecasefirmfornewproductdevelopmentandcustomerrelationshipmanagement.
ArticleOutline
1.Introduction
2.Thecasefirm–thePhoenixToursInternational
2.1.Backgroundofthecasefirm
2.2.Thenewproductdevelopmentprocedureofthecasefirm
3.Methodology
3.1.Researchframework
3.2.Questionnairedesignanddatacollection
3.3.Relationaldatabasedesign
3.4.Associationrule–Apriorialgorithm
3.5.Clusteringanalysis
4.Researchresults
4.1.Newproductdevelopment
4.1.1.Travelarea–inboundtravel(patternA)
4.1.1.1.Inboundtravelassociationanalysis
4.1.1.2.Inboundtravelclusteranalysis
4.1.2.Travelarea–outboundtravel–Asia(patternB)
4.1.2.1.Outboundtravelassociationanalysis
4.1.2.2.Outboundtravelclusteranalysis–Asiaarea
4.2.Customerrelationshipmanagement
4.2.1.Travelservice
4.2.1.1.Travelserviceassociationanalysis(patternC)
4.2.1.2.Travelserviceclusteranalysis
4.2.2.Directmarketing
4.2.2.1.Travelwebsiteusageassociationanalysis(patternD)
4.2.2.2.Directmarketingclusteranalysis
5.Discussion
5.1.Intheregardofcurrentmarketstrategy
5.2.Intheregardoffuturemarketstrategy
5.3.Intheregardofcustomervalueandsatisfaction
5.4.Intheregardofnewbusinessmodel
6.Conclusion
Acknowledgements
References
Customersatisfactiondrivenqualityimprovementtargetplanningforproductdevelopmentinautomotiveindustry OriginalResearchArticle
InternationalJournalofProductionEconomics
Customersatisfactiontargetsforvehicleattributesaresetatthecorporatelevelwithlimitedconsiderationoftheengineeringfeasibilityandinteractionsbetweendifferentproductfeatures.Thispaperpresentsacomprehensiveframeworkfortargetplanningforcustomersatisfactiondrivenqualityimprovementeffortsintheproductdevelopmentprocess.Theproposedframeworkfacilitatesalinkbetweencorporatedecisionmakingandengineeringdecisionmakingbyintegratingbestpracticesandstructuringtechnicalactivities.PotentialvehicleattributesareclassifiedandprioritizedforfurtherimprovementusingKanomodelandqualityfunctiondeployment.Customersatisfactiontargetsareestablishedbasedonrigorousbusinessanalysisandtrade-offstudies.Thesetargetsareconvertedintoobjectiveengineeringmetricsusingregressionmodels.Transferfunctionequationsaredevelopedtoprovidealinkbetweenhigher-levelproductcharacteristicsandlower-leveldesignvariables.Themathematicalmodelsareformulatedasoptimizationproblemstocascadedowntop-leveltargetstolower-levelelementswithingivenconstraints.Acaseexampleispresentedtodemonstratetheproposedmethodology.
ArticleOutline
1.Introduction
2.Targetplanningprocess
3.Methodology
3.1.Identifyandprioritizeimprovementopportunities
3.1.1.Customerrequirements
3.1.2.Corporateandregulatoryrequirements
3.1.3.Classificationofvehicleattributes
3.1.4.Prioritizationofimprovementopportunities
3.2.Setattribute-levelCStargets
3.3.Establishattribute-levelobjectivemetric(measurable)targets
3.4.Targetcascadingprocess
3.4.1.Identifycriticalcharacteristics
3.4.2.Developtransferfunctionmodel
3.4.3.Targetcascading
3.4.3.1.Mathematicalmodel
3.4.3.2.Vehicle-leveltargetcascading
3.4.3.3.System-leveltargetcascading
3.4.3.4.Sub-system-leveltargetcascading
3.5.Component-leveldesignoptimization
4.Example
4.1.Vehicle-leveltargetcascadingmodel
4.2.System-leveltargetcascadingmodel
4.3.Sub-system-leveltargetcascadingmodel
5.Conclusion
Acknowledgements
References
Managingthetrade-offbetweenrelationshipsandvaluenetworks.Towardsavalue-basedapproachofcustomerrelationshipmanagementinbusiness-to-businessmarkets OriginalResearchArticle
IndustrialMarketingManagement
Themanagementofbuyer–sellerrelationshipswasanearlyantecedenttothedevelopmentofcustomerrelationshipmanagement(CRM)concepts.Currently,CRMconceptsarebeingchallengedbytheriseofvaluenetworks.Valuenetworkscanand,often,dointerferewithcustomerrelationshipsandtherebycallforabroaderrangeofconceptstoanalyzeandunderstandrelationshipmanagementandtheinfluenceofvaluenetworksonrelationships.Thisintroductoryarticledescribesthenatureoftheproblembetweenrelationshipsandvaluenetworks,reviewsthecurrentstateofresearch,anddescribesthecontributionsofthearticlespresentedinthisspecialissueonCRMinbusiness-to-businessmarkets.
ArticleOutline
1.Valuenetworks—Achallengeforbusiness-to-businessrelationships
2.Valuecreationthroughcooperation—Theevolutionofcooperativebuyer–sellerrelationshipsintherealmofbusiness-to-businessmarkets
3.Directionsforrelationshipconcepts
3.1.Valuenetworks—Thechallengesforrelationshipmanagement
3.2.Towardsacommonunderstandingofrelationshipconcepts
3.3.Relationship-focusedstrategiesinanetworkcontext
3.4.Managingthecustomerinteractioninamultiplechannelnetwork
3.5.Knowledgemanagementfornetworkpositioning
4.Theroadahead
Acknowledgements
References
Vitae
Anewmixedintegerlinearprogrammingmodelforproductdevelopmentusingqualityfunctiondeployment OriginalResearchArticle
Computers&IndustrialEngineering
Qualityfunctiondeployment(QFD)isaproductdevelopmentprocessperformedtomaximizecustomersatisfaction.IntheQFD,thedesignrequirements(DRs)affectingtheproductperformanceareprimarilyidentified,andproductperformanceisimprovedtooptimizecustomerneeds(CNs).Forproductdevelopment,determiningthefulfillmentlevelsofdesignrequirements(DRs)iscrucialduringQFDoptimization.However,inrealworldapplications,thevaluesofDRsareoftendiscreteinsteadofcontinuous.Tothebestofourknowledge,thereisnomixedintegerlinearprogramming(MILP)modelinwhichthediscreteDRsvaluesareconsidered.Therefore,inthispaper,anewQFDoptimizationapproachcombiningMILPmodelandKanomodelissuggestedtoacquiretheoptimizedsolutionfromalimitednumberofalternativeDRs,thevaluesofwhichcanbediscrete.TheproposedmodelcanbeusednotonlytooptimizetheproductdevelopmentbutalsoinotherapplicationsofQFDsuchasqualitymanagement,planning,design,engineeringanddecision-making,ontheconditionthatDRvaluesarediscrete.Additionally,theproblemoflackofsolutionsinintegerandlinearprogrammingintheQFDoptimizationisovercome.Finally,themodelisillustratedthroughanexample.
ArticleOutline
1.Introduction
2.Literaturereview
2.1.OptimizationmethodsinQFDliterature
2.2.KanomodelinQFDliterature
3.AnewapproachtoQFDoptimization
3.1.Kanomodel
3.2.ProposedMILPmodel
4.Illustration
4.1.ConstructingtheHOQ
4.2.Optimizingthedevelopmentproblem
5.Conclusionanddiscussion
AppendixA
References
Virtualproductexperienceandcustomerparticipation—Achanceforcustomer-centred,reallynewproducts OriginalResearchArticle
Technovation
Thispaperdemonstrateshowcustomerscanbevirtuallyintegratedintoacompany'sinnovationprocess.NewinteractiontoolsallowcompaniestogainvaluableinputfromcustomersviatheInternet.First,weexplainwhytoocloselylisteningtocustomersmayturnouttobeproblematicforthedevelopmentofrealnewproducts.TheKANOmodelshowsthatitisdifficultforcustomerstoexpresstheirlatentneedsaswellasthosewhicharetakenforgranted.Newvirtualinteractiontoolsandvirtualproductexperienceshelptoovercometheseproblemsandenablecustomerstotransfertheirexplicitandimplicitknowledgetoinnovationteams.HowtoapplyvirtualinteractiontoolsandhowtovirtuallyintegratecustomersintotheinnovationprocessinpracticeisillustratedindetailintheAUDIcasestudy.Ourcasestudyfindingsshowthatvirtualcustomerintegrationprovidesvaluableinputfornewproductdevelopment.Thispaperintroducesvirtualcustomerintegrationasanewmeansofcomingupwithcustomer-centred,reallynewproducts.
ArticleOutline
1.Introduction
2.Customers’problemstoarticulatetheirneeds
3.Thevirtualproductexperience
4.Conceptofvirtualcustomerintegration
5.VirtualcustomerintegrationatAUDI
6.Managementconsiderationsofvirtualcustomerintegration
7.Discussion
References
Vitae
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