Catálogo de publicaciones - libros

In day to day’s competitive and dynamic business environment. The complexity of the technology is increasing in the applications in the industries. A new system is required to maintain the competitive advantage of the industries. Increasingly successful business leaders recognize that the integration of management and organization and facilities is the key to inspiring organizational performance and value creation.

Three of the primary resources namely people, place and tools are to integrate as a coherent whole and aligned to support a robust strategy. The new frontier of Knowledge Worker effectiveness lies in integrating the design and implementation of these three keys.

The Industries have begun to integrate their operations along the value chain of the products they design, produce or sustain. The creation of the value is one of the important tasks in Integration. The object of meeting the technical performance and the costs and scheduled goals effectively and efficiently is a serious challenge. Hence, the process of integration to the enterprises can achieve the target. The nature of enterprises provides a solution for obtaining these challenges. Enterprise Integration is the process of linking these applications and creating a linkage between the different sources is an important aspect.

Information is the consideration as the most important factor for implementation of integration in the enterprise. The second step takes place in close interaction between the customer and the supplier. The customer is to integrate into the value creation of the supplier. Value is the mutual creation among the factors on different levels. Customer integration is to define as a form of industrial value creation where the consumers take part in activities and processes, which is the domain of the companies.

The current practice of Enterprise Architecting has been a significant contribution to creating and sustaining modern enterprises. However, the current field is not a sufficient approach to the enterprises of this new century. A broader and more holistic approach is to achieve by drawing on the emerging systems and the architecting field.

The objective of this paper is to set a framework for value generation in the enterprise based on a strong integration of the customer. The main part of the paper will explore customer integration.

A research line in new product development (NPD) management is identifying success factors, that is, best practices that contribute towards reducing the unsuccessful in launching new products. The objective of this paper is identify and analyze these factors that influence project development success of new products in the Brazilian High Technology Small Firms (HTSF) of the medical-hospital equipments sector. The data were obtained by a survey in 30 HTSFs, located in the State of São Paulo, Brazil. The application resulted in a sample of 49 new product projects: 30 were considered as successful and 19 were considered unsuccessful. Initially, the association of the 64 variables investigated was measured with the result of the project product (successful and unsuccessful) by means of the respective coefficients of contingency. It was also sought to reduce the individual variables by using the Analysis of Main Components. Considering the characteristics of market-target the pre-development activities stand out. The successful projects are those in which user requirements are well served and correctly interpreted concerning specifications. Moreover, market assessment was properly carried out and the clients wanted the new product. Therefore, these companies should carefully manage such factors in the development of new products.

The present article presents a model for the operational efficiency management from the identification and allocation of resources in organizational intangible assets. For that, the identification of the intangible assets that are linked to priorities strategic products are used, considering these last ones as the ones which determine the organization’s economic sustainability. Concomitantly, organizational objectives are established that are compatible to the development of performance indicators, linked to intern intangible assets from the organization, classifying them according their contributions for the reach of the goals of the manufacture’s section. Besides that, it is aimed at establishing criteria for the application of resources in the elements which form the intangible assets that are considered crucial to the maintenance of the production capacity.

Sustainability is an emerging concept in product chains and integrates environmental, social, and economic aspects during the product’s life cycle. Recently, the demand for environmental quality has required information about the products’life cycle. Life Cycle Assessment (LCA) includes the inventory analysis, where the inputs, outputs and feedback mechanisms of matter and energy for each phase of the product life cycle are systematized, and the Life Cycle Impact Assessment, when the environmental impacts potentials are calculated. A powerful tool to describe the history, use, and location of a product is called geotraceability. This paper presents an environmental life cycle management for storing and retrieving product life cycle data within a food chain (tracing), as well as following the location of the product in real time (tracking), particularly for recall operations in case of a crisis. Information about inputs and outputs can be structured and integrated through LCA. Geographic information can be obtained from satellite imagery and positioning systems. The development and integration of these tools will add value to products and enhance food safety to consumers, as well as the environmental quality within the production area, fostering environmental sustainability to the product life cycle.

This paper deals with an experimentation of Enterprise Architecture practices applied to a case study spacecraft electrical engineering domain. Viewpoints conforming to IEEE Std 1471 definition were built from popular architecture framework such as Zachman. Particular issue in the field of enterprise engineering was reviewed such as: metamodel for vertical integration, normative corpus for reasoning and modelisation language choice. A reference structure is presented as a starting point for metamodel creation. We have conducted an implementation with System Architect tool. According a waterfall approach, the user scenario maps step by step software components and functionalities into disciplines business needs and business strategy. IT and business users have provided early feedbacks for an operational use in engineering scope.

The present study provides a theoretical basis for the development of product technological competence in global automotive organizations in Brazilian subsidiaries. It is argued that the necessary knowledge is fragmented in literature among studies on new product development, knowledge management and organizational learning, organizational competences and technological innovation.

It presents two concepts: (a) the concept of Intermediate Technological Leadership (ITL), as an enterprise purpose to be reached and (b) the concept of Intra-organizational Innovation System (IIS), as a model to be constructed and applied in local subsidiaries in order to enable the achievement of all necessary technological competences. The integration of theoretical sources reveals six fundamental elements for an IIS: strategic adequacy, interpretation of external environment, conception of internal organizational structure, integration of external structure, systematization of organizational basic processes, and consideration of human factors and relationships. It is expected that the theoretical basis presented in this study will serve as a reference to be validated in real-world applications.

This work aims at identifying the practice of innovation by Mectron — Engenharia, Indústria e Comércio Ltda., a Brazilian firm of the aerospace industry. The efforts are made in order to provide an overview of the company. Its organizational structure is also analyzed in order to provide a framework under which the innovations practiced by the organization can be observed. The attempts to understand the company’s innovative vocation come to focus on the investigation of firm’s attributes related to innovation. Conclusions are taken concerned the adherence of the firm’s structure and behavior to the literature review. The authors are Master of Science students at Instituto Tecnológico de Aeronáutica (ITA). Overall guidance was provided by their research advisor, Professor José Henrique Damiani, PhD. The research was undertaken with the authorization of Mectron, and the authors counted with the direct collaboration of the company’s systems engineering manager, Cel Eng Pelson de Souza Pinto, who provide most of the information collected and here exposed. The views expressed by the authors do not necessarily represent those of Mectron. The concepts adopted alongside this work concerning innovation are based on the Oslo Manual.

To assess the completeness of a Business Development Project (BDP) is not a simple task. The usage of some design method such as QFD eases but does not solve completely the problem, because the information displayed in the QFD matrices is highly dependent of the experience and intuition of the design team. This paper presents a case study of a BDP, where the completeness of the project was assessed through a slightly modified view of QFD: instead of looking at the market requirements themselves, it is proposed to find out the ways the requirements are accomplished. This procedure made possible the identification of the not covered portion of the market requirements and guided the project revision.

This paper aims to present an analysis between teams’ co-location and project performance. In order to achieve product development project success many decisions shall be made before the project kick-off. One of these decisions is to whether co-locate or not the project team. But, what are the effects of teams’ co-location on project performance? The paper provides a literature review about teams’ co-location, its advantages and disadvantages, virtual teams and project performance parameters. A table is then proposed to be used as a guide to determine the degree of success of projects. This paper also presents a case study where 3 pairs of similar New Product Development (NPD) projects were analyzed. In each pair of cases, the first NPD occurred using a co-located team and, in the second case, a virtual team (not co-located team) was adopted. The project performance parameters for each case were identified using the proposed table from which we concluded that co-located teams appears to deliver better performance at least in the “internal project efficiency” parameters. Further research involving a larger sample of cases is still necessary to confirm these conclusions.

Developing new products on time within budget constraints is a crucial issue to survive in today’s competitive marketplace. However, unpredictable incidents occur during new product development (NPD) processes, which often cause expenses, resources and schedule overruns. Traditional project management tools lack of efficient and effective methods to solve these problems and challenges. Hence, this study applies the data envelopment analysis (DEA) concept to develop a novel project planning and management decision support methodology for NPD that can optimally allocate resources and dynamically response to unexpected delays and budget overruns. The research adopts the methodology to a mobile phone NPD project case to demonstrate the method’s real-world application and illustrate the effectiveness of the proposed methodology in-depth.