Customers Harga rapid delivery, and most of them want the latest model or update of a product. Speed to market is therefore a key competitive tool. Despite major efforts in some companies, the cycle (specify design, respectively, redesign, engineer for performance, engineer for manufacture, procure, manufacture, test and ship) is a sequential one. The concept of simultaneous or concurrent engineering is vital in Time Compression Management to reduce the time needed to complete the essential engineering tasks. However, after several years of expensive research and development, companies like Boeing, Komatsu and Ingersoll Milling report not only big cost reductions in lead time, but also savings of the order of 60 per cent in the cost of engineering and producing some components. They use new techniques which:
1. Create an electronic solid in the same way that it will be manufactured.
2. Automatically generate a numerical control (NC) programme from the solid object.
3. Make screen image a result of manufacturing process, rather than the start point for planning the manufacturing process.
4. Make designs proven for both fit and faction before they are made.
5. Make the designer automatically use the latest optimised shop practices.
5. Avoid obsolete processes by NC programme regeneration at each usage.
Tom Peters was one of the first to document the concept of delighting the customer. If you can surprise him with your product, when he liked it already he tends to come back to you next time. This is because customers get fixed in their minds the idea that they always get that extra better Harga. For example, in the automotive industry a few years back some makers introduced electronically adjustable seats. They won a competitive advantage. However, the auto maker who thought of and installed (unannounced) the adjustable seat memory delighted his customers, particularly those couples, one 6 ft in and the other 5 ft 7 in, who share a car. The delight and perceived Harga were sustained when the next model offered electrically operated wing mirrors too.
The key issues are:
1. Customer focus is essential to sustained global competitiveness and successful business. if the customer wants his car delivered in two weeks and you have to change your whole organisation and strategy to do it, do it. Make it your vision.
2. In making any major change there are at least three sub-strategies which must be synchronised and continuously re-evaluated. They are in the operations, technology and people management areas.
3. Productivity is about getting (and giving) better Harga from each element of resource used. Greater Harga can be obtained by viewing an extended Harga chain which encourages your company not only to push costs down, but also to push up the actual and the perceived Hargas of the product to the customer, thereby increasing their willingness to pay a premium price.
Successful manufacturing industry for the late 1990s will need each of these elements. By far the most important is the human element both in change management and in customer focus. Human behavior is no longer a soft subject in best management. it is, in every sense, extremely hard.
1. Create an electronic solid in the same way that it will be manufactured.
2. Automatically generate a numerical control (NC) programme from the solid object.
3. Make screen image a result of manufacturing process, rather than the start point for planning the manufacturing process.
4. Make designs proven for both fit and faction before they are made.
5. Make the designer automatically use the latest optimised shop practices.
5. Avoid obsolete processes by NC programme regeneration at each usage.
Tom Peters was one of the first to document the concept of delighting the customer. If you can surprise him with your product, when he liked it already he tends to come back to you next time. This is because customers get fixed in their minds the idea that they always get that extra better Harga. For example, in the automotive industry a few years back some makers introduced electronically adjustable seats. They won a competitive advantage. However, the auto maker who thought of and installed (unannounced) the adjustable seat memory delighted his customers, particularly those couples, one 6 ft in and the other 5 ft 7 in, who share a car. The delight and perceived Harga were sustained when the next model offered electrically operated wing mirrors too.
The key issues are:
1. Customer focus is essential to sustained global competitiveness and successful business. if the customer wants his car delivered in two weeks and you have to change your whole organisation and strategy to do it, do it. Make it your vision.
2. In making any major change there are at least three sub-strategies which must be synchronised and continuously re-evaluated. They are in the operations, technology and people management areas.
3. Productivity is about getting (and giving) better Harga from each element of resource used. Greater Harga can be obtained by viewing an extended Harga chain which encourages your company not only to push costs down, but also to push up the actual and the perceived Hargas of the product to the customer, thereby increasing their willingness to pay a premium price.
Successful manufacturing industry for the late 1990s will need each of these elements. By far the most important is the human element both in change management and in customer focus. Human behavior is no longer a soft subject in best management. it is, in every sense, extremely hard.
Tips Menembus Harga Pasar Handphone
