A methodology for dynamic enterprise process performance evaluation

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Dynamic Voltage (IR) Drop Analysis and Design Closure

Dynamic Voltage(IR)Drop Analysis and Design Closure:Issues andChallengesNithin S K,Gowrysankar Shanmugam,Sreeram ChandrasekarTexas Instruments IndiaE-mail:{nithin,gowrysankar,sreeram}@Abstract—Dynamic voltage(IR)drop,unlike the static voltage drop depends on the switching activity of the de-sign,and hence it is vector dependent.In this paper we have highlighted the pitfalls in the common design closure methodology that addresses static IR drop well,but of-ten fails to bound the impact of dynamic voltage drops robustly.Factors that can aﬀect the accuracy of dynamic IR analysis and the related metrics for design closure are discussed.A structured approach to planning the power distribution and grid for power managed designs is then presented,with an emphasis to cover realistic application scenarios,and how it can be done early in the design cy-cle.Care-about and solutions to avoid andﬁx the Dynamic voltage drop issues are also presented.Results are from in-dustrial designs in45nm process are presented related to the said topics.Keywords—Dynamic voltage Drop,DvD,Dynamic IR, Peak power,Power switch,VCD,Power gate,SDF.I.IntroductionDesigning an optimal power grid which is robust across multiple operating scenarios of a chip continues to be a ma-jor challenge.[1][2][3]The problem has magniﬁed with tech-nology shrinking allowing more performance to be packed in a smaller area,from one node to another[4].The power distribution on a chip needs to ensure circuit robustness catering to not only to the average power/current re-quirements,but also needs to ensure timing or reliability is not aﬀected due to Dynamic IR drop,caused by localized power demand and switching patterns.[5]Further,amongst today’s devices power management techniques like power gating and switch power supplies are the norms[6][7][8].In the case of switched power sup-plies,typically,power switch cells are uniformly distributed across the standard cell logic(logic gates)area of theﬂoor-plan.There may be further sub-divisions in the switched power grid in the form of power domains,depending on the granularity of power gating[10].These power switches add an additional dimension to the power distribution problem as they often limit the response of the power grid to dy-namic power or current needs.While the power distribu-tion robustness can be improved easily by increasing the number of power switches,it has an impact on the oﬀ-mode leakage(Iddq)and hence battery life in handheld applications.So clearly,the requirement is also to mini-mize the number of switches used as well as minimize the signal routing resources utilized on the power grid.This paper discusses the issues related to design closure and signoﬀ(timing,IR Drop,EM,reliability etc.)com-prehending Dynamic IR drop eﬀects realistically.On one hand,the factors that introduce pessimism in Dynamic voltage drop analysis have to be removed,while on the other we must ensure the methodology ensures robust cov-erage of various silicon conditions and design operating scenarios.We then discuss power distribution and power grid planning methodology,and highlight the various as-pects that need to be taken care of,from the early stages of design implementation.We also demonstrate some of the systematic power grid enhancements like robust au-tomated switch placement and switched supply resistance minimization through DRC-aware power metalﬁll.All the discussions and results are based on production im-plementations of low power application processors for mo-bile and hand-held devices.The designs include high fre-quency CPU cores,multimedia subsystems(like imaging and video).The numbers quoted are from the analysis and/or simulation.The structure of the paper is as follows.In section II, the commonly followed Dynamic IR methodology and its pitfalls are highlighted with design results.In section III the issues related to analysis accuracy and signoﬀmethod-ology are discussed.Section IV then elaborates how we went about planning the power distribution and the tech-niques used to ensure silicon robustness in the tolerant to Dynamic IR drop.mon Design Closure Methodology and Its PitfallsA.Overview Of Static Vs Dynamic IR DropStatic IR drop is average voltage drop for the de-sign.[12][13],whereas Dynamic IR drop depends on the switching activity of the logic[11],hence is vector depen-dent.Dynamic IR drop depends on the switching time of the logic,and is less dependent on the a clock period.This nature is illustrated in Fig1.The Average current depends totally on the time period,where as the dynamic IR drop depends on the instantanious current which is higher while the cell is switching.Static IR drop was good for signoﬀanalysis in older technology nodes where suﬃcient natural decoupling ca-pacitance from the power network and non-switching logic were available.Where as Dynamic IR drop Evaluates the IR drop caused when large amounts of circuitry switch si-multaneously,causing peak current demand[1][14].This current demand could be highly localized and could be brief within a single clock cycle(a few hundred ps),andFig.1.Average Current Over A Windowcould result in an IR drop that causes additional setup or hold-time violations.Typically,high IR drop impact on clock networks causes hold-time violations,while IR drop on data path signal nets causes setup-time violations.B.Deﬁciencies Found By Dynamic Analysis On A“Good”Power GridA typical power grid and power switches(count and dis-tribution)are designed for average power or in other words they are designed to meet static IR drop targets and not for Dynamic IR drop.In the initial stage of the design, the grid robustness is checked only with the Static IR drop result.This is because of late availability of use case scenar-ios(Voltage change dump(VCD)ﬁles).For the example, the switch and metal grid densities in the notches region can satisfy the static IR drop criteria,because the average power density in this region is not signiﬁcant.But when a particular application is run,notch area could have higher power density because of localized switching in that area and the switches combined with metal grid(Switched supply is distributed to cells by lower layers like MET2and MET3)may not be enough to sup-port the current density in the notch area.Because of which there can be very high dynamic IR drop.Refer to Notch area as shown in Fig.2,Here due to less number of switch cells combined with not so robust power grid is the main cause of high dynamic IR drop.As described by the ﬁgure,Switch Voltage drop and MET3voltage drop are the dominant factors in the overall voltage drop.A similar analogy on the power density can be extended to larger region.Refer to Fig.3,With the original MET3grid,static IR drops was within the budget.However,to meet the dy-namic IR drop goals,an increase of the MET3(MET3Grid is Vertical)grid density by3times,was needed.The drop across the MET3and related vias reduced by50%,after the improvement.This is another example of a robustness issue which was missed in static analysis.As discussed earlier,the number of power switches iscal-Fig.2.Eﬀect Of Low Switch Density InNotchFig.3.Eﬀect Of MET3Grid On Dyanmic IRdropFig.4.Closer View Of Dynamic IR Dropculated based on the static IR drop requirement.For our design,with the switch density that is calculated as per average power,and with“calculated”optimal cell density and optimal decap density,our expectation is to have agood dynamic voltage drop.Static IR drop and vectorless dynamic results runs were within the budgets.Vectorless dynamic IR drop was70mV,but vector based dynamic IR drop was153mV,which is beyond the budget.The main cause for such high voltage drop was localized switching. The high dynamic IR drop region has very high power den-sity and hence this region has high current requirement, which is not fulﬁlled by the existing power switch density in that region,and as a result there is high Dynamic voltage drop.The High IR drop region has reasonably good decap density and has low utilization as shown in the Fig.4.This indicates that the aﬀected region is not really a case of a poorly designed power grid,but more of an exceptionally high power density,due to the design architecture com-bined with the placement of cells.In any case,the power grid has to eventually be able to support the design’s power demands in that region,which requires a diﬀerent approach as will be discussed later.III.Accuracy Of Analysisprehending Delays In Gate Simulation There are several factors that aﬀect the accuracy of the dynamic IR analysis,and how closely it represents the na-ture of actual Silicon behavior.One of the key requisites is to generate a realistic VCD(aﬁle format that captures the switching information)which accounts for the real cell and interconnect delays(typically done by annotating an SDF in the gate simulation).Such a simulation captures the re-alistic spread of switching activity in the design.The other common approach is to use a VCD from a zero-delay simu-lation,along with the timing windows from STA analysis, which often results in non-realistic Dynamic IR drop that can be pessimistic or optimistic.Refer to Fig.5(SDF An-notated VCD)and Fig.6(Without SDF annotated VCD). It shows a drop close to175mV with a VCD generated with SDF,versus Vs141mV from analysis using a VCD without SDF annotation.In this case,175mV is the more realistic result for the given application.Also,the analysis needs to be done for more than1cycle because this would expose more weak spots and allow suﬃcient pre-simulation time for the decap eﬀects to be comprehended more accu-rately.prehending Realistic Glitch Propagation Glitches arising out of combinational logic switching can cause a large amount of instantaneous switching.It is im-portant to factor the eﬀect of such switching,with con-sideration to which of these glitches would die down or propagate,considering cell and interconnect delays under realistic conditions.If the glitches are very narrow,the chances of them gettingﬁltered out by the inertial delay of the path stages(cell+interconnect)is very high.We ﬁltered out glitches much smaller than the stage delay,and let those comparable to(or larger than)the stage delay propagate.The glitches in between were kept as’x’.We found that the pessimism in the dynamic voltage drop re-duced by20%by using thisapproach.Fig.5.Dynamic IR Drop:SDF AnnotatedVCDFig.6.Dynamic IR Drop:Without SDF Annotated VCDC.Choice Of Technology Specs For SignoﬀOften,worst case conditions are chosen for timing,elec-trical and reliability checks to ensure robust silicon opera-tion.However,it is also critical to strike a balance between picking bounding conditions and being overly pessimistic. In an eﬀort to get results closer to realistic silicon condi-tions,and to detect potentially silicon fails,we selectively evaluated designs under both worst case and non-worst-case conditions.For example if we compare the eﬀect of the worst via resistance spec against the nominal via specs, the drop across vias alone reduce by50%,as show in Fig.7. With Via resistance and Metal resistances typically beingFig.7.Via Drop:Worst corner Vs Nom Corner uncorrelated,it is a pessimistic assumption to consider that all vias and metal layers would be in the worst case corner. With suﬃcient characterization data,we can apply a less pessimistic analysis condition for dynamic IR analysis. D.Voltage Annotated Timing ClosureTiming impact has been analyzed with dynamic voltage annotation in the STA tool.The voltage annotated timing violations on one particular design before anyﬁxes can be seen in Table I.It was ensured that the frequency goals were met byﬁxing these violations,either addressing the voltage drop itself,or at least by improving timing slack on those paths.Design Worst Slack(ps)Failing End PointsIP1-251370IP2-34795IP3-308IP4-372TABLE IDynamic IR Drop Annotated TimingIV.Methodology For power Grid Design For Ro-bust Dynamic IRIn this section,the care-about in planning the power dis-tribution(grid,switches)for power managed designs are discussed.Knowledge of the design operating scenarios and architecture play a key role in ensuring the robust-ness across scenarios.Some techniques to improve power grid robustness through simple physical implementation schemes such as power metalﬁll and decap planning are also touched upon.A.Choosing The Right Average PowerThe choice of the average power value for which the power distribution is designed for is critical.It is common practice to design for the average power seen in theusecasethat consumes the highest power.However,there can be a sub-window within the application window,for which the average power is much higher than that of the entire use case time.It is obvious that the grid has to support thisFig.8.Average Power Vs Peak Average Powerhigher average power during the high-power sub-window, else the device would not function as per design.An exam-ple of this is shown in Fig.8,where the application average power is about214mW where as the average power over a sub-window is367mW.This sub window extends over a few hundred clock cycles.In this case,the grid has to support 367mW of average power and not214mW.Hence,choos-ing the right average power for designing the grid would help the design scale up to not just dynamic voltage drop issues,but even to sustain the average cases more robustly.B.Early Dynamic IR AnalysisOne of the diﬃculties in evaluating the dynamic IR im-pact on SOCs or complex designs(IPs)is to get vectors for suﬃcient scenarios,and to get them in time to detect issues before the design tapes out.Our Early Analysisﬂow addresses this issue.In thisﬂow,the switching activity of a sub IP is integrated at the top level,and switching activity at the top level is created,for use in dynamic IR analysis. Using thisﬂow,we were able to identify certain architec-tural hot-spots for dynamic IR drop,like cases of crossbar interconnects interacting with shared memories having very high power density.The results obtained from thisﬂowFig.9.Dynamic IR Drop Proﬁle Using Early AnalysisFlowFig.10.Dynamic IR Drop Proﬁle From Full Subsystem Simulationwere found to correlate well with the analysis done with the complete simulation done at the top level of the sub-system itself.Both cases are shown in Fig.9and Fig.10,where we can notice both the magnitude and the proﬁle of the dynamic IR results match closely (The ﬁrst map is based on the sub-design switching ported to the top level while the second map is with switching information from full design simulation ).This technique can be extended to SOC’s,to do vector based dynamic IR drop analysis accurately.C.Power Switch Density And PlacementFor designs with power switches,in most cases,high voltage drop is because of lesser number of switches than needed for localized power density in certain regions.From common power analysis methods,it is possible to getaFig.11.Region Based Switch Densitylist of IPs/Modules which consume more power than the rest of the design.This means that these IPs/Modules need higher current.Which implies that there is a need for more switches in these modules.Typically standard cells of sub IPs/Modules are placed within close proximity.Hence planning a higher switch density in this area will make the area better in terms of dynamic IR drop.Covering more scenarios (More VCD)will excite diﬀerent parts of design and hence will show any weakness in the power network.Refer to Fig.11for region based switch density.Covering more scenario will also show the area where the voltage drop is low (cool area ),the regions which do not have high IR drop region.In the cool area ,switch density can be re-duced by removing some of the switches.This will help in reducing the leakage power of the design in standby mode.D.Switch Placement In Floorplan Channels /Boundaries Channels (between macro cells)and ﬂoorplan edges or boundaries are often weak spots in a design’s power dis-tribution scheme.It was highlighted earlier how a channel with power switches placed a bit far from the high switch-ing activity logic gave rise to a dynamic IR hot spot (Refer to Fig.2).To address such issues,we have implemented an automated bounding scheme where all the standard cell logic area in the ﬂoorplan is surrounded by power switches at the boundaries.Refer to Fig.12.The switch cell bound-ing is done over the corners of channel,making it more robust to voltage drop variations.ing Design Knowledge To Reduce Dynamic IR In one of our design,the architecture of the design was such that,a group of registers banks switching simultane-ously,and these banks would switch in every cycle.Also these groups of register banks and associated cells are phys-ically placed close to each another.The Clock to some of the ﬂops were skewed so as to stagger the switching which will reduce the switching activity (These timing paths had high positive slacks).This will reduce the peak current requirement and hence reduce the peak drop.Refer toFig.12.Switch Density InNotchesFig.13.Staggering Switching Activity To Reduce Dynamic IR DropFig.13,the switching activity last for around 200ps,where as the clock period is higher,Thus we have used the design knowledge to reduce switching activity.F.Power/Ground Metal Fill Experiment%Drop %ImprovementWithout Metal Fill 9.3-Metal Fill on 2Layers 8.40.9Metal Fill on All layers7.32TABLE IIUsing Power/Ground Metal Fill to improve power gridrobustnessAnother technique we followed was Power/Ground Metal ﬁll .After the design is frozen,ﬁnal step is to add metal ﬁll in the areas where the free metal tracks are available.These inserted metal straps are connected power or ground.Refer toFig.14.By doing so,the power and ground grid becomes stronger and hence would help in reducing voltage drop.Refer to Table.1.We have seen that as much as 0.9%(0.9%of supply voltage)improvement in voltage drop whenFig.14.Metal density without Vs with Metal ﬁllthe metal ﬁll is done on 2layers and 2%improvement when metal ﬁll was done on all layers.G.Other Methods To Reduce Dynamic IR Drop Load and Slew violation will not only cause crosstalk but also cause high power.This is because,there will be high current requirement for higher loads/slews.Hence ﬁxing load/slew violation will help in reducing dynamic voltage drop.Another method to reduce Dynamic IR drop is haloing of Clock tree cells,and adding decaps near these cells.This will help in reducing the voltage drop in clock tree cells due to switching.V.ConclusionWe have highlighted the common issues faced in the de-sign closure of power managed designs .Key accuracy and signoﬀmethodology issues were addressed and im-provements made in replicating actual device operating conditions in analysis.A comprehensive set of techniques adopted in our designs to create a robust power grid,and to ensure device timing robustness considering dynamic volt-age drop,was presented.This covered the choice of the correct power values,power switch planning,using design knowledge and power routing techniques.A.Future WorkThe main area of our ongoing work is with respect to comprehending the impact of dynamic IR on timing behav-ior of the device-path level,and timing yield.Another area of study is on the coverage of multiple scenarios with-out having to simulate each of them(which is impossible, and hence vector based analysis is not complete today). Further,dynamic IR impact on test modes are presently being studied.Eﬀorts are on to correlate analysis and sili-con measurements to establish a close link between analysis and real device operation.References[1]Shen Lin and Norman Chang,“Challenges in power-ground in-tegrity”,International Conference on Computer Aided Design, Pages:651-654Year of Publication:2001[2]S.Chowdhury,“Optimum design of reliable IC power net-works having general graph topologies”,Proceedings of the26th ACM/IEEE Design Automation Conference Pages:787-790 Year of Publication:1989[3]Yu Zhong and Wong,M.D.F.,“Thermal-Aware IR Drop Analysisin Large Power Grid”,Quality Electronic Design,2008.ISQED 2008.9th International Symposium[4]The international technology roadmap for semiconductors2007,[5]Vishweshwara,R.Venkatraman,R.Udayakumar,H.Arvind,N.V.,“An Approach to Measure the Performance Impact of Dynamic Voltage Fluctuations Using Static Timing Analysis”, VLSI Design,200922nd International Conference on Publica-tion Date:5-9Jan.2009[6]S.Mutoh,S.Shigematsu,Y.Gotoh,and S.Konaka,“Designmethod of MTCMOS power switch for low-voltage high-speed LSIs”,IEEE AsiaSouth Paciﬁc Design Automation Conf.,1999 [7]H.O.Kim and Y.Shin,“Semicustom design methodology ofpower gated circuits for low leakage applications,”IEEE Trans.Circuits Syst.II,Exp.Briefs,vol.54,no.6,page(s):512-516, Jun.2007.[8]Idgunji,S.,“Case study of a low power MTCMOS based ARM926SoC:Design,analysis and test challenges”,Test Conference, 2007.ITC2007.IEEE International,Publication Date:21-26 Oct.2007[9]Shih-Hung Weng,Yu-Min Kuo,“Timing Analysis Considering IRDrop Waveforms in Power Gating Designs”,Computer Design, 2008.ICCD2008.IEEE International Conference on12-15Oct.2008Page(s):532-537[10]Hattori,T.Irita,T.Ito,M.,“Hierarchical power distribution andpower management scheme for a single chip mobile processor”, Design Automation Conference,200643rd ACM/IEEE[11]Karim Arabi,Resve Saleh and Xiongfei Meng,“Power SupplyNoise in SoCs:Metrics,Management,and Measurement”,Design &Test of Computers,IEEE Publication Date:May-June2007 Volume:24,Issue:3On page(s):236-244[12]Chen,H.H.and Ling, D.D.,“Power Supply Noise AnalysisMethodology For Deep-submicron Vlsi Chip Design”,Design Automation Conference,1997.Proceedings of the34th June9-13,1997Page(s):638-643[13]Bhooshan,Rishi and Rao,Bindu P,“Optimum IR drop modelsfor estimation of metal resource requirements for power distribu-tion network”,Very Large Scale Integration,2007.VLSI-SoC 2007.IFIP International Conference on Publication Date:15-17 Oct.2007On page(s):292-295[14]Thomas D.Burd and Robert W.Brodersen,“Design issuesfor dynamic voltage scaling”,international Symposium on Low Power Electronics and Design,Proceedings of the2000interna-tional symposium on Low power electronics and design Pages:9 -14Year of Publication:2000。

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Explicating dynamic capabilities the nature and microfoundations

Strategic Management JournalStrat.Mgmt.J.(2007)Published online in Wiley InterScience ()DOI:10.1002/smj.640Received 16February 2004;Final revision received 20June 2007EXPLICATING DYNAMIC CAPABILITIES:THE NATURE AND MICROFOUNDATIONS OF (SUSTAINABLE)ENTERPRISE PERFORMANCEDAVID J.TEECE*Institute of Management,Innovation and Organization,Haas School of Business,University of California,Berkeley,California,U.S.A.This paper draws on the social and behavioral sciences in an endeavor to specify the nature and microfoundations of the capabilities necessary to sustain superior enterprise performance in an open economy with rapid innovation and globally dispersed sources of invention,innova-tion,and manufacturingcapability.Dynamic capabilities enable business enterprises to create,deploy,and protect the intangible assets that support superior long-run business performance.The microfoundations of dynamic capabilities—the distinct skills,processes,procedures,orga-nizational structures,decision rules,and disciplines—which undergird enterprise-level sensing,seizing,and reconﬁguring capacities are difﬁcult to develop and deploy.Enterprises with strong dynamic capabilities are intensely entrepreneurial.They not only adapt to business ecosystems,but also shape them through innovation and through collaboration with other enterprises,enti-ties,and institutions.The framework advanced can help scholars understand the foundations of long-run enterprise success while helping managers delineate relevant strategic considerations and the priorities they must adopt to enhance enterprise performance and escape the zero proﬁt tendency associated with operating in markets open to global competition.Copyright 2007John Wiley &Sons,Ltd.INTRODUCTIONRecent scholarship stresses that business enter-prises consist of portfolios of idiosyncratic and difﬁcult-to-trade assets and competencies (’re-sources’).1Within this framework,competitive advantage can ﬂow at a point in time from the ownership of scarce but relevant and difﬁcult-to-imitate assets,especially know-how.However,inKeywords:cospecialization;intangible assets;innovation;business ecosystems;entrepreneurship;managerial capi-talism;global competitiveness*Correspondence to:David J.Teece,F402Haas School of Business #1930,University of California,Berkeley,California 94720-1930,U.S.A.E-mail:teece@ 1The reference here is to the resource-based theory of the enterprise advanced by Rumelt (1984),Wernerfelt (1984),Amit and Schoemaker (1993),and others.Some of my earlier work (Teece,1980,1982)was also in this vein.fast-moving business environments open to global competition,and characterized by dispersion in the geographical and organizational sources of inno-vation and manufacturing,sustainable advantage requires more than the ownership of difﬁcult-to-replicate (knowledge)assets.It also requires unique and difﬁcult-to-replicate dynamic capabili-ties.These capabilities can be harnessed to con-tinuously create,extend,upgrade,protect,and keep relevant the enterprise’s unique asset base.For analytical purposes,dynamic capabilities can be disaggregated into the capacity (1)to sense and shape opportunities and threats,(2)to seize opportunities,and (3)to maintain competitiveness through enhancing,combining,protecting,and,when necessary,reconﬁguring the business enter-prise’s intangible and tangible assets.Dynamic capabilities include difﬁcult-to-replicate enterpriseCopyright 2007John Wiley &Sons,Ltd.D.J.Teececapabilities required to adapt to changing cus-tomer and technological opportunities.They also embrace the enterprise’s capacity to shape the ecosystem it occupies,develop new products and processes,and design and implement viable busi-ness models.It is hypothesized that excellence in these‘orchestration’2capacities undergirds an enterprise’s capacity to successfully innovate and capture sufﬁcient value to deliver superior long-termﬁnancial performance.The thesis advanced is that while the long-run performance of the enter-prise is determined in some measure by how the (external)business environment rewards its her-itage,the development and exercise of(internal) dynamic capabilities lies at the core of enterprise success(and failure).This paperﬁrst describes the nature of dynamic capabilities,and then explicates their microfoundations.The ambition of the dynamic capabilities frame-work is nothing less than to explain the sources of enterprise-level competitive advantage over time, and provide guidance to managers for avoiding the zero proﬁt condition that results when homoge-neousﬁrms compete in perfectly competitive mar-kets.A framework,like a model,abstracts from reality.It endeavors to identify classes of relevant variables and their interrelationships.A framework is less rigorous than a model as it is sometimes agnostic about the particular form of the theoreti-cal relationships that may exist.Early statements of the dynamic capabilities framework can be found in Teece,Pisano,and Shuen(1990a,1990b,1997) and Teece and Pisano(1994).An extensive lit-erature on dynamic capabilities now exists(e.g., Helfat et al.,2007)that can be organized and inte-grated into the general framework offered here. As indicated,the possession of dynamic capabil-ities is especially relevant to multinational enter-prise performance in business environments that display certain characteristics.Theﬁrst is that the environment is open to international commerce and fully exposed to the opportunities and threats asso-ciated with rapid technological change.The sec-ond is that technical change itself is systemic in 2The management functions identiﬁed are analogous to that of an orchestra conductor,although in the business context the ‘instruments’(assets)are themselves constantly being created, renovated,and/or replaced.Moreover,completely new instru-ments appear with some frequency,and old ones need to be abandoned.Whileﬂexibility is certainly an element of orches-tration,the latter concept implies much more.that multiple inventions must be combined to cre-ate products and/or services that address customer needs.The third is that there are well-developed global markets for the exchange of(component) goods and services;and the fourth is that the busi-ness environment is characterized by poorly devel-oped markets in which to exchange technological and managerial know-how.These characteristics can be found in large sectors of the global econ-omy and especially in high-technology sectors.In such sectors,the foundations of enterprise success today depend very little on the enterprise’s abil-ity to engage in(textbook)optimization against known constraints,or capturing scale economies in production.Rather,enterprise success depends upon the discovery and development of opportuni-ties;the effective combination of internally gener-ated and externally generated inventions;efﬁcient and effective technology transfer inside the enter-prise and between and amongst enterprises;the protection of intellectual property;the upgrading of‘best practice’business processes;the inven-tion of new business models;making unbiased decisions;and achieving protection against imita-tion and other forms of replication by rivals.It also involves shaping new‘rules of the game’in the global marketplace.The traditional elements of business success—maintaining incentive align-ment,owning tangible assets,controlling costs, maintaining quality,‘optimizing’inventories—are necessary but they are unlikely to be sufﬁcient for sustained superior enterprise performance. Executives seem to recognize new challenges in today’s globally competitive environments and understand how technological innovation is nec-essary but not sufﬁcient for ﬂey, CEO of Proctor&Gamble,notes that‘the name of the game is innovation.We work really hard to try to turn innovation into a strategy and a process ...‘.3Sam Pamisano,CEO of IBM,remarks that ‘innovation is about much more than new prod-ucts.It is about reinventing business processes and building entirely new markets that meet untapped customer demand.’4Put differently,there is an emerging recognition by managers themselves that the foundations of enterprise success transcend simply being productive at R&D,achieving new product introductions,adopting best practice,and delivering quality products and services.Not only 3Fortune,December11,2006:4.4Business Week,April24,2004:64.Explicating Dynamic Capabilities:Nature and Microfoundationsmust the innovating enterprise spend heavily on R&D and assiduously develop and protect its intel-lectual property;it must also generate and imple-ment the complementary organizational and man-agerial innovations needed to achieve and sustain competitiveness.As indicated,not all enterprise-level responses to opportunities and threats are manifestations of dynamic capabilities.As Sidney Winter(2003: 991)notes,‘ad hoc problem solving’isn’t neces-sarily a capability.Nor is the adoption of a well-understood and replicable‘best’practice likely to constitute a dynamic capability.Implementing best practice may help an enterprise become or remain viable,but best practices that are already widely adopted cannot by themselves in a competitive market situation enable an enterprise to earn more than its cost of capital,or outperform its competi-tors.Likewise,invention and innovation by them-selves are insufﬁcient to generate success(Teece, 1986).Two yardsticks can be proposed for calibrating capabilities:‘technical’ﬁtness and‘evolutionary’ﬁtness(Helfat et al.,2007).Technicalﬁtness is deﬁned by how effectively a capability performs its function,regardless of how well the capability enables aﬁrm to make a living.Evolutionary or externalﬁtness refers to how well the capability enables aﬁrm to make a living.Evolutionaryﬁt-ness references the selection environment.Helfat et al.(2007)further note that both technical and evolutionaryﬁtness range from zero to some pos-itive value.These yardsticks are consistent with the discussion here.Dynamic capabilities assist in achieving evolutionaryﬁtness,in part by helping to shape the environment.The element of dynamic capabilities that involves shaping(and not just adapting to)the environment is entrepreneurial in nature.Arguably,entrepreneurialﬁtness ought to have equal standing with evolutionaryﬁtness. Dynamic capabilities have no doubt been rele-vant to achieving competitive advantage for some time.However,their importance is now ampli-ﬁed because the global economy has become more open and the sources of invention,innovation,and manufacturing are more diverse geographically and organizationally(Teece,2000),and multiple inventions must be combined to achieve market-place success(Somaya and Teece,2007).Achiev-ing evolutionaryﬁtness is harder today than it was before the millennium.Moreover,regulatory and institutional structures must often be reshaped for new markets to emerge;and as discussed later,the ubiquity of‘platforms’must now be recognized (Evans,Hagiu,and Schmalensee,2006).While the development and astute management of intangible assets/intellectual capital is increas-ingly recognized as central to sustained enter-prise competitiveness,the understanding of why and how intangibles are now so critical still remains opaque and is not addressed by orthodox frameworks.What is needed is a new framework for business and economic analysis.As former U.S.Federal Reserve Chairman Alan Greenspan remarked,‘we must begin the important work of developing a framework capable of analyzing the growth of an economy increasingly dominated by conceptual products.’5The dynamic capabilities approach developed here endeavors to be respon-sive to this challenge at the enterprise level.In an earlier treatment(Teece et al.,1997:530) it was noted that‘we have merely sketched an out-line for a dynamic capabilities approach.’In what follows,the nature of various classes of dynamic capabilities is identiﬁed,and an effort is made to separate the microfoundations of dynamic capa-bilities from the capability itself.Put differently, important distinctions are made between the orga-nizational and managerial processes,procedures, systems,and structures that undergird each class of capability,and the capability itself.One should note that the identiﬁcation of the microfounda-tions of dynamic capabilities must be necessarily incomplete,inchoate,and somewhat opaque and/or their implementation must be rather difﬁcult.Oth-erwise sustainable competitive advantage would erode with the effective communication and appli-cation of dynamic capability concepts.Of course,the existence of processes,proce-dures,systems,and structures already ubiquitously adopted by competitors does not imply that these have not in the past been the source of competitive advantage,or might not still be a source of compet-itive advantage in certain contexts.For example, studies of the diffusion of organizational innova-tions(e.g.,Armour and Teece,1978;Teece,1980) 5Chairman Alan Greenspan also noted recently,‘over the past half century,the increase in the value of raw materials has accounted for only a fraction of the overall growth of U.S.gross domestic product(GDP).The rest of that growth reﬂects the embodiment of ideas in products and services that consumers value.This shift of emphasis from physical materials to ideas as the core of value creation appears to have accelerated in recent decades.’(Remarks of Alan Greenspan,Stanford Institute for Economic Policy Research,2004.)D.J.Teeceindicate that diffusion is by no means instanta-neous,and that proﬁts can persist for many years before being competed away.Decade-long adop-tion cycles for new business structures and pro-cedures(e.g.,performance measurement systems) are not uncommon.Uncertain imitability(Lippman and Rumelt,1982)may also serve to slow the dif-fusion process and support persistent differential performance.Fortunately,the existing literature on strategy, innovation,and organization and the new literature on dynamic capabilities have identiﬁed a panoply of processes and routines that can be recognized as providing certain microfoundations for dynamic capabilities.For instance,Eisenhardt and Martin (2000)identify cross-functional R&D teams,new product development routines,quality control rou-tines,and technology transfer and/or knowledge transfer routines,and certain performance mea-surement systems as important elements(micro-foundations)of dynamic capabilities.The effort here is not designed to be comprehensive,but to integrate the strategy and innovation literature and provide an umbrella framework that highlights the most critical capabilities management needs to sus-tain the evolutionary and entrepreneurialﬁtness of the business enterprise.SENSING(AND SHAPING) OPPORTUNITIES AND THREATS Nature of the capabilityIn fast-paced,globally competitive environments, consumer needs,technological opportunities,and competitor activity are constantly in a state ofﬂux. Opportunities open up for both newcomers and incumbents,putting the proﬁt streams of incum-bent enterprises at risk.As discussed in Teece et al.(1997),some emerging marketplace trajecto-ries are easily recognized.In microelectronics this might include miniaturization,greater chip density, and compression and digitization in information and communication technology.However,most emerging trajectories are hard to discern.Sensing (and shaping)new opportunities is very much a scanning,creation,learning,and interpretive activ-ity.Investment in research and related activities is usually a necessary complement to this activity. Opportunities get detected by the enterprise because of two classes of factors.First,as stressed by Kirzner(1973),entrepreneurs can have differ-ential access to existing information.Second,new information and new knowledge(exogenous or endogenous)can create opportunities,as empha-sized by Schumpeter(1934).Kirzner stressed how the entrepreneurial function recognizes any dise-quilibrium and takes advantage of it.The Kirzner-ian view is that entrepreneurship is the mechanism by which the economy moves back toward equi-librium.Schumpeter,on the other hand,stressed upsetting the equilibrium.As Baumol(2006:4) notes,‘the job of Schumpeter’s entrepreneur is to destroy all equilibria,while Kirzner’s works to restore them.This is the mechanism under-lying continuous industrial evolution and revolu-tion.’Equilibrium is rarely if ever achieved(Shane, 2003).Both forces are relevant in today’s econ-omy.To identify and shape opportunities,enterprises must constantly scan,search,and explore across technologies and markets,both‘local’and‘dis-tant’(March and Simon,1958;Nelson and Winter, 1982).This activity not only involves investment in research activity and the probing and reprob-ing of customer needs and technological possibili-ties;it also involves understanding latent demand, the structural evolution of industries and mar-kets,and likely supplier and competitor responses. To the extent that business enterprises can open up technological opportunities(through engaging in R&D and through tapping into the research output of others)while simultaneously learning about customer needs,they have a broad menu of commercialization opportunities.Overcoming a narrow search horizon is extremely difﬁcult and costly for management teams tied to established problem-solving competences.Henderson(1994) notes that General Motors(GM),IBM,and Dig-ital Equipment Corporation(DEC)encountered difﬁculties because they became prisoners of the deeply ingrained assumptions,informationﬁlters, and problem-solving strategies that made up their world views,turning the solutions that once made them great into strategic straitjackets.When opportunities areﬁrst glimpsed,entrepre-neurs and managers mustﬁgure out how to inter-pret new events and developments,which tech-nologies to pursue,and which market segments to target.They must assess how technologies will evolve and how and when competitors,suppli-ers,and customers will petitors may or may not see the opportunity,and even if theyExplicating Dynamic Capabilities:Nature and Microfoundationsdo they may calibrate it differently.Their actions, along with those of customers,suppliers,standard-setting bodies,and governments,can also change the nature of the opportunity and the manner in which competition will unfold.There are also constraints on the rules by which competitive forces will play out.These constraints are imposed by regulators,standard-setting bod-ies,laws,social mores,and business ethics.The shape of the‘rules of the game’is thus the result of co-evolution and complex interaction between what might be thought of as(business) ecosystem participants.Because of uncertainty, entrepreneurs/managers must make informed con-jectures about the path ahead.These conjectures become working hypotheses that can be updated as evidence emerges.Once a new evolutionary path becomes apparent,quick action is needed. MicrofoundationsThe literature on entrepreneurship emphasizes that opportunity discovery and creation can originate from the cognitive and creative(’right brain’) capacities of individual(s).However,discovery can also be grounded in organizational processes,such as research and development activity.The ability to create and/or sense opportunities is clearly not uniformly distributed amongst individuals or enter-prises.Opportunity creation and/or discovery by individuals require both access to information and the ability to recognize,sense,and shape devel-opments.The ability to recognize opportunities depends in part on the individual’s capabilities and extant knowledge(or the knowledge and learning capacities of the organization to which the indi-vidual belongs)particularly about user needs in relationship to existing as well as novel solutions. This requires speciﬁc knowledge,creative activity, and the ability to understand user/customer deci-sion making,and practical wisdom(Nonaka and Toyama,2007).It involves interpreting available information in whatever form it appears—a chart, a picture,a conversation at a trade show,news of scientiﬁc and technological breakthroughs,or the angst expressed by a frustrated customer.One must accumulate and thenﬁlter information from profes-sional and social contacts to create a conjecture or a hypothesis about the likely evolution of technolo-gies,customer needs,and marketplace responses. This task involves scanning and monitoring inter-nal and external technological developments and assessing customer needs,expressed and latent. It involves learning,interpretation,and creative activity.While certain individuals in the enterprise may have the necessary cognitive and creative skills, the more desirable approach is to embed scan-ning,interpretative,and creative processes inside the enterprise itself.The enterprise will be vulner-able if the sensing,creative,and learning functions are left to the cognitive traits of a few individuals.6 Organizational processes can be put in place inside the enterprise to garner new technical information, tap developments in exogenous science,monitor customer needs and competitor activity,and shape new products and processes r-mation must beﬁltered,and mustﬂow to those capable of making sense of it.Internal argument and discussion about changing market and tech-nological reality can be both inductive and deduc-tive.Hypothesis development,hypothesis‘testing,’and synthesis about the meaning of information obtained via search are critical functions,and must be performed by the top management team.The rigorous assembly of data,facts,and anecdotes can help test beliefs.Once a synthesis of the evidence is achieved,recurrent synthesis and updating can be embedded in business processes designed by middle management and/or the planning unit in the business organization(Casson,1997).If enter-prises fail to engage in such activities,they won’t be able to assess market and technological devel-opments and spot opportunities.As a consequence, they will likely miss opportunities visible to others. As noted in Teece et al.(1997),more decen-tralized organizations with greater local autonomy are less likely to be blindsided by market and technological developments.Because of the prob-lem of information decay as information moves up(and down)a hierarchy,businesses must devise mechanisms and procedures to keep management informed.Bill Hewlett and David Packard devel-oped‘management by walking about’(Packard, 1995)as a mechanism to prevent top management at Hewlett-Packard from becoming isolated from 6In a limited sense,that is about decision making under uncer-tainty.As Knight observes,with uncertainty there is‘a necessity to act upon opinion rather than knowledge’(Knight,1921:268). The problem is not just about knowledge asymmetries and incen-tive problems as Alchian and Demsetz(1972)seem to suggest. Rather,it involvesﬁltering and interpreting information about evolving technologies and marketplaces.D.J.Teecewhat was going on at lower levels in the enter-prise,and outside the enterprise as well.In other organizations(e.g.,professional services)the man-agement ranks can beﬁlled by leading profession-als who remain involved with professional work. This protects them from the hazards of managerial isolation.The search activities that are relevant to‘sens-ing’include information about what’s going on in the business ecosystem.With respect to technolo-gies,R&D activity can itself be thought of as a form of‘search’for new products and processes. However,R&D is too often usually a manifesta-tion of‘local’search.‘Local’search is only one component of relevant search.In fast-paced envi-ronments,with a large percentage of new prod-uct introductions coming from external sources, search/exploration activity should not just be local. Enterprises must search the core as well as to the periphery of their business ecosystem.Search must embrace potential collaborators—customers, suppliers,complementors—that are active in inno-vative activity.Customers are sometimes amongst theﬁrst to perceive the potential for applying new technol-ogy.Visionary members of customer organizations are often able to anticipate the potential for new technology and possibly even begin rudimentary development activities.Moreover,if the suppli-ers of new technology do not succeed in properly understanding user/customer needs,it is unlikely that new products they might develop will be suc-cessful.Indeed,one of the most consistentﬁndings from empirical research is that the probability that an innovation will be successful commercially is highly correlated with the developers’understand-ing of user/customer needs(Freeman,1974).Elec-tronic computing and the Internet itself can rightly be viewed as having a signiﬁcant component of user-led innovations.Business enterprises that are alert and sense the opportunity are often able to leverage customer-led efforts into new products and services,as the users themselves are frequently ill prepared to carry initial prototypes further for-ward.Suppliers can also be drivers of innovation important in theﬁnal product.Innovation in micro-processor and DRAMs is a classic case.This upstream or‘component’innovation has impacted competition and competitive outcomes in personal computers,cellular telephony,and consumer elec-tronics more generally.Failure to‘design in’new technology/components in a timely fashion will lend to failure;conversely,success can some-times be achieved by continuous rapid‘design in.’Indeed,continuous and rapid design around new technology/components developed elsewhere can itself be a source of durable competitive advan-tage.Put differently,with rapid innovation by com-ponent suppliers,downstream competitive success canﬂow from the ability of enterprises to continu-ously tap into such(external)innovation ahead of the competition.External search and acquisition of technology have been going on for decades,but as Chesbrough(2003)explains,‘Open Innovation’is now a mandate for enterprise success.The concept and practice of open innovation underscore the importance of broad-based external search and subsequent integration involving cus-tomers,suppliers,and complementors.Establish-ing linkages between corporations and universities assists broad-based search,as university programs are usually unshackled from the near at hand. Indeed,a recent study of patenting in the opti-cal disk industry(Rosenkopf and Nerkar,2001) seems to suggest that exploration that is more con-ﬁned generates lower impacts,and that the impact of exploration is highest when exploration spans organizational(but not technological)boundaries. However,it is not just a matter of searching for external inventions/innovations that represent new possibilities.Frequently it is a matter of combining complementary innovations so as to create a solu-tion to a customer problem.The systemic nature (Teece,2000)of many innovations compounds the need for external search.Sensing opportunities and threats can also be facilitated if the enterprise and/or the entrepreneur explicitly or implicitly employ some kind of ana-lytical framework,as this can help highlight what is important.Theﬁeld of strategic management has been stranded for some time with a frame-work that implicitly assumes that industry struc-ture(and product market share),mediated by enterprise behavior,determines enterprise perfor-mance.In Porter’s(1980)Five Forces frame-work,a good strategy involves somehow picking an attractive industry and positioning oneself to be shielded from competition.Porter’s approach mandates‘industry’analysis7and the calibration ofﬁve distinct industry-level forces:the role of 7The Five Forces framework undergirds‘industry’analysis in business school curriculum and in practice.However,the very。

NPDP产品经认证关键试题200道

NPDP产品经认证关键试题200道1.QuestionA product champion is?/产品倡导人是？1.The person responsible for product success/负责产品成功的人2.The business case developer such as a sales person/商业案例开发者，如销售人员3.Someone willing to fight for the product.Not normally a team leader or member/有人愿意为产品而战。

通常不是团队领导或成员4.The team leader of a NP project/一个新产品项目的团队领导2.QuestionBest practice suggests that only one unit should be responsible for a stage?/最佳实践表明，只有一个部门应该负责一个阶段？1.True2.False3.Question1.Service records to build a better product/为创建更好的产品所做的服务记录2.Iterative rounds of consensus development across a group of experts to predict some future state/在一组专家之间进行迭代的共识发展，以预测一些未来的状态3.New product developers from across technical fields to develop a new to the world type product/来自不同技术领域的新产品开发者开发新的世界类型的产品4.Alpha and beta testing techniques to develop a new product,service requirements,and customer service procedures./4.QuestionWhat two activities are the responsibilities of sr.management?/哪两个活动是高级管理层的职责？1.strategy and metrics/战略和指标2.strategy and portfolio management/战略和组合管理3.strategy and return of investment/投资策略和回报4.opportunity identification and concept evaluation/机会识别和概念评估5.QuestionSchedule compression not only impacts time but will also affect one or more of the following?/计划压缩不仅影响时间，而且还会影响以下哪个（一个或多个）？1.Quality,scope/质量，范围2.Scheduling,budget/日程，预算3.Scope,budget/范围，预算4.Project,product/项目，产品6.QuestionPrototyping is typical in what stage of NDP?/原型是新产品开发流程中哪个阶段的标志性产物？1.Development/开发/doc/1b1265747.html,unch/发布/doc/1b1265747.html,mercialization/商业化4.Opportunity identification/机会识别7.Question2.product service requirements/产品服务需求3.new product development costs/新产品开发成本4.skills of engineering/工程技能8.QuestionIdea generation/brainstorming tools include?/创意生成/头脑风暴工具包括？1.Affinity charting/关系图2.Delphi method/德尔菲法3.nominal group tech./名义小组技术4.All the answers listed/所有上述答案9.QuestionThe house of quality is a tool to relate the VOC to?/质量屋是一个将VOC和什么相连的工具？1.engineering/工程2.new product developers/新产品开发者/doc/1b1265747.html,unch plan/发布计划4.marketing effort/营销工作10.QuestionWhat type of team has proved most successful in NPD?/什么类型的团队在NPD中证明是最成功的？1.Functional/功能型2.work groups/工作组型3.Autonomous/自治型4.Cross-functional/跨职能型11.QuestionWhat are some of the benefits of a structured NPD process?/结构化NPD流程的优点包括哪些？1.Better communication thinking the organization/更好的沟通思维的组织2.Killing of project quicker/更快地杀死项目3.Increased speed to market/增加上市速度4.All of the answers listed/上述所有答案12.QuestionThe definition of parallel processing is?/并行处理的定义是？1.The simultaneous processing of different tasks/同时处理不同的任务2.A brainstorming process used in NPD./NPD中使用的头脑风暴过程。

ibm企业架构流程管理框架方法论

ibm企业架构流程管理框架方法论The IBM Enterprise Architecture Process Management Framework Methodology is a comprehensive approach to defining, implementing, and managing business processes within an organization. It provides a structured and systematic way to design and optimize processes to improve efficiency, quality, and overall performance. This methodology helps organizations streamline operations, reduce costs, and enhance customer satisfaction.IBM企业架构流程管理框架方法论是一种全面的方法，用于定义、实施和管理组织内的业务流程。

它提供了一个结构化和系统化的方法来设计和优化流程，以提高效率、质量和整体绩效。

这种方法帮助组织简化运营、降低成本，并提升客户满意度。

One key aspect of the IBM Enterprise Architecture Process Management Framework Methodology is its focus on aligning business processes with organizational goals and objectives. By mapping processes to strategic objectives, organizations can ensure that their activities are in line with their overall mission and vision.This alignment helps to prioritize initiatives, allocate resources efficiently, and drive strategic decision-making.IBM企业架构流程管理框架方法论的一个关键方面是它专注于将业务流程与组织目标和目标保持一致。

togaf的4a+1s方法论

togaf的4a+1s方法论英文回答：The 4A+1S methodology in TOGAF refers to the four architecture domains (Business, Data, Application, and Technology) plus the supplementary Security architecture domain. This methodology is used to guide the development of enterprise architecture in a structured and comprehensive manner.First and foremost, the Business architecture domain focuses on defining the business strategy, governance, organization, and key business processes. This is essential for aligning the IT architecture with the overall business goals and objectives. For example, when I was working on a project for a retail company, we had to clearly define the business processes for inventory management and customer relationship management to ensure smooth integration with the IT systems.Next, the Data architecture domain deals with defining the organization's data assets, data management policies, and data integration requirements. It is crucial for ensuring data consistency, accuracy, and security across the enterprise. In a previous project for a financial institution, we had to design a data architecture that could handle large volumes of transaction data while maintaining regulatory compliance and data privacy.Moving on to the Application architecture domain, this involves defining the organization's application portfolio, application integration requirements, and application development standards. It is important for optimizing the use of applications and ensuring seamless communication between different systems. For instance, in a project for a healthcare provider, we had to design an application architecture that could support electronic health records, patient scheduling, and billing systems while ensuring interoperability and scalability.Lastly, the Technology architecture domain focuses on defining the organization's technology infrastructure,hardware, software, and network requirements. This is crucial for supporting the applications and data requirements of the business. In a recent project for a manufacturing company, we had to design a technology architecture that could support real-time monitoring of production processes, inventory management, and supply chain optimization.In addition to these four architecture domains, the Security architecture domain is included to address the organization's security requirements, policies, and controls. This is essential for safeguarding the organization's information assets and ensuring compliance with regulatory standards. For example, in a project for a government agency, we had to design a security architecture that could protect sensitive citizen data, prevent cyber attacks, and ensure data integrity.Overall, the 4A+1S methodology in TOGAF provides a comprehensive framework for developing enterprise architecture that aligns with business goals, data management principles, application requirements, technologyinfrastructure, and security considerations.中文回答：在TOGAF中的4A+1S方法论指的是四个架构领域（业务、数据、应用和技术）以及额外的安全架构领域。

组织学习与企业创新产出外文文献翻译中英文2020

外文文献翻译原文及译文（节选重点翻译）组织学习与企业创新产出外文文献翻译中英文文献出处：International Journal of Innovation Studies，Volume 4, Issue 1, March 2020, Pages 16-26译文字数：6000 多字英文Influence of organization learning on innovation output in manufacturingfirms in KenyaIsaac Gachanja, Stephen Nga’nga’, Lucy Kiganane AbstractKnowledge entrepreneurship is increasingly becoming important in driving innovation for high levels of competitiveness. The purpose of this study was to investigate the relationship between Organization Learning (OL) and Innovation Output (IO) for improved performance in manufacturing firms in Kenya. The theoretical underpinnings on this study are the Schumpeter’s (1934) innovation theory of and the Gleick (1987) complexity theory. The methodology used was mixed method research because it provides a more holistic understanding of a thematic area. The research design that was used is cross-sectional design because it allows for making observations on different characteristics that exist within a group at a particular time. The target population was manufacturing firms across the country. Multi-stage sampling strategy was used to sample 303 respondents from 101 firms. Primary and secondary data were used to collect both qualitative and quantitative data. The questionnaire, interview schedule and a checklist of key informants were used to collect data. Content validity was used to ascertain the credibility of the research procedure and internal consistency techniquewas used to test for reliability. Correlation and linear regression were used to determine the relationship between OL and IO. Work disruptions were avoided by making prior arrangements and appointments. The findings indicate that OL has a significant influence on IO. It is recommended that lifelong learning, management support and risk tolerance should be encouraged to improve creativity. High creativity is important in raising the capacity to integrate internal and external knowledge for greater levels of IO. Further research should be carried out to find how customers and suppliers information can be utilized to enriched OL.Keywords: Organization learning, Innovation output, Competitiveness, Lifelong learning, Risk tolerance1. IntroductionInnovation utilizes knowledge which is important in raising creativity and capacity development for enterprise prosperity. Many countries have developed their National Innovation Systems (NIS) and have a comprehensive innovation policy framework, but most firms have not leveraged on these opportunities to raise their Innovation Output (IO). This has been contributed by the disjointed relationship between research institutions and industry. The situation has been brought about by multiplicity of new institutions that have become a barrier to knowledge sharing and thus firms are shying away from intense collaboration withresearch institutions and universities which has led to declining knowledge absorption, creation and diffusion which are key components of innovation performance (Cornell University, INSEAD & WIPO, 2015). The situation can be addressed by rallying firms to develop their knowledge capacities by focusing on Organization Learning (OL) for greater IO.Previous researchers have not managed to unravel the puzzle of how to transform knowledge into innovation output that improves competitiveness in the manufacturing sector. This has been partly attributed to by the failure of incorporating local knowledge in the innovation process (Sambuli & Whitt, 2017). The complexity of blending internal and external knowledge and reconfiguring new insight for greater innovation has also not been adequately addressed in Kenya. Furthermore, the linkages within the innovation system are weak and the manufacturing sector has the highest abandoned innovation activities at about 40% (Ongwae, Mukulu, & Odhiambo, 2013). The quagmire of striking a balance between sharing knowledge, guarding against knowledge leakages, diffusion of tension and mistrust that emanates from the competition while interacting with the NIS to improve IO has not been resolved. The study will attempt to address these gaps by investigating the influence of OL on IO.The objective of the study is therefore to examine the influence ofOL on IO in manufacturing firms in Kenya. The null hypothesis is that OL has no significant influence on IO in manufacturing firms in Kenya while the alternative hypothesis is that OL has a significant influence on IO. The hypothesis will be subjected for a test. The study will contribute to the value of OL on the firms’ competitiveness. It will provide insights on how firms can blend internal and external knowledge in the process of OL to improve IO which contributes to their competitive advantage.2. Literature reviewThis section begins with review of previous empirical work on OL and IO. Theoretical underpinnings are then discussed leading to a development of conceptual framework.2.1. Innovation outputInnovation output is the end product of an innovation activity. The end products of innovation are; new products, new process, new enterprise and new markets. Andreeva and Kianto (2011) believe that IO is the degree to which enterprises develop novelty in terms of processes, management and marketing. Innovation output can therefore be defined as the increase in novel products, creative processes, and development of new ventures and discovery of new markets.Innovation output depicts the result of an innovation effort. It can be measured as the summation of increased new products as a result of innovation, patents acquired, new innovation process and uniqueenterprises created to cater for innovation activities. Innovation output can be enhanced by improving the innovation capacity of a firm.Innovation capacity is paramount in realizing and identifying the need for change, thus leading to new ideas. It provides the capability of seizing up opportunities (Teece, 2009) leading into a new business configuration which helps in attaining and maintaining high competitive levels (Saenz & Perez-Bouvier, 2014). Innovation capacity can be optimized through OL which leads to continuous improvement in firm performance particularly in the manufacturing sector. Manufacturing firms are faced with myriad of challenges such as; the ever-changing taste and preferences of customers, rapid change in technology, increasing competitions, dynamic operating environment and changing global trends. This calls for OL for firms to adequately navigate in the turbulence.2.2. Organization LearningOrganization Learning is one of the key aspects of knowledge entrepreneurship which is crucial in determining innovation output. Desai (2010) defined OL as the process of acquiring, absorbing, sharing, modifying and transferring knowledge within an entity. The context in which OL is used in this study is a mechanism for discovering new ways of improving operations through knowledge acquisition, absorption, sharing and transfer for improved performance. The salient feature that distinguishes OL from learning organization is its diversity andextensiveness. This forms the bases of generating internal knowledge that is peculiar to an Organization.The capacities developed in OL provide an opportunity for the integration of internal and external knowledge. This requires collective input and knowledge sharing (Granerud & Rocha, 2011). Organization learning therefore involves development of internal knowledge capacities that integrates external knowledge from other organizations within and without the sector. This is beneficial to the firm because it allows continuous improvement, adaptability and value addition Granerud and Rocha (2011) argues that OL is the foundation from which the base of improved practices is laid.Organization Learning can be measured in different ways. Jain and Moreno (2015) posited that the factors attributing to OL are; collaboration, teamwork, performance management, autonomy and freedom, reward, recognition and achievement orientation. The Global Innovation Index utilizes Knowledge absorption, creation, impact and diffusion which can be measured by the level of royalties, patents, number of new firms, royalties and license fees receipts or web presence respectively in measuring OL (Cornell University, INSEAD & WIPO, 2016). Tohidi and Jabbari (2012) believe that the strategic elements of OL are experimentation, knowledge transfer, developing learning capacity, teamwork and problem-solving. Chiva and Alegre (2007) are ofthe opinion that development of learning capacity can be enhanced by empowerment to generate new ideas, managerial commitment to support creativity, continued learning, openness and interaction with external environment and risk tolerance.The study thus adopted and improved on the measures of OL used by Chiva and Alegre (2007) and Tohidi and Jabbari (2012) because the parameters are more comprehensive in measuring OL. This was done by incorporating openness and knowledge integration on OL. The measures that were used to measure OL in this study are therefore; liberty of experiment, empowerment to generate new ideas, managerial commitment to support creativity, knowledge transfer and integration, openness and interaction with external environment, continued learning and risk tolerance.Nevertheless, absorptive capacity is important in OL because it improves the ability of the human resource within the firm to acquire and assimilate new and external knowledge for improved performance. Supportive Learning Environment (SLE) increases the absorptive capacity of the firm thus enhancing OL while a turbulent learning environment lowers the OL (Cohen & Levinthal, 1990). The SLE therefore moderates the influence of OL on IO. The SLE provides a conducive atmosphere for employee to engage each other and with the management freely and constructively which may lead to review of firmsoperations and processes (Garvin, Edmondson, & Gino, 2008).The appropriate SLE promotes OL and enhances the innovative ability of a firm. The parameters for measuring SLE are availability of accelerators and incubators, trade organization support and business services (Majava, Leviakangas, Kinnumen, Kess, & Foit, 2016). These parameters facilitates dynamic networking within an economy and accelerates technological spill over which is important in boastering innovation.2.3. Relationship between organization leaning and innovation outputThere have been several attempts to highlight the relationship between OL and IO. To begin with, Hung, Lien, Yang, Wu, and Kuo (2011) found that an analysis of OL and IO model showed the goodness of fit and a significantly positive relationship, thus promoting a culture of sharing and trust which is necessary for enterprise success. However, there is a gap in linking learning process and IO in empirical studies (Lau & Lo, 2015). The study addressed this gap by demonstrating the aspects of OL that influences IO and which do not. Calisir, Gumussoy, and Guzelsov (2013) found that open-mindedness in OL has a positive association with innovation output. Open-mindedness is one of the measures of OL which is incorporated in this study as openness. Zhou, Hu, and Shi (2015) found that OL significantly influences innovationoutput. Furthermore, Ghasemzadeh, Nazari, Farzaneh, and Mehralian (2019) found a significant influence of OL on IO. This study replicated those studies in manufacturing firms in Kenya. The study was anchored on two theories.2.4. Theoretical underpinningsThe first theory that is relevant in this study is Schumpeter’s (1934) theory of innovation. The theory is of the view that the transformation of the economy comes through innovations which bring about creative destructions which lead to improved performance. The dimensions of this theory are the creation of novelties which includes new products, new process, new enterprises, new raw materials and new markets. However, the theory failed to address the required organizational capacity to innovate. This necessitated the adoption of a theory that has a more holistic approach and takes cognizant of the OL as an input in the innovation process. This can be addressed by interrogation of complexity theory.The second theory that is related to this study is Gleick (1987) complexity theory. The theory recognizes the intricacies involved in developing innovation capacity. It advocates for an emergent learning that transcends from the industrial era to the knowledge era that produces ideas that provide complex interplay of different interactions. The complex interactions of internal and external knowledge bring about OLwhich is crucial in enhancing IO. This led to the development of a conceptual framework.3. MethodologyCross-sectional design was used because it helps in making observations on characteristics that exist within a group. The target population was 828 manufacturing firms. The sampling frame was the listed companies in Kenya Association of Manufacturer as of 2018.The multi-stage sampling strategy was used. Purposive sampling was used select the major industrial counties in Kenya. Random sampling was then applied to sample 101 firms from the major industrial counties according to their proportionate representation in terms of location and sub-sector. Purposive sampling was later used to select 3 respondents who were from the sampled 101 firms. The respondents comprised of section heads from operations, marketing and innovation. The total sample size of the respondent was therefore 303. Primary and secondary data were used to collect both qualitative and quantitative data. The questionnaire with Likert scale items o OL and IO, interview schedule and a checklist of key informants were used to collect data.The items which could have had a VIF of more than 10 could be deleted since that is the recommended upper limit (Creswell, 2014), but in this case no item was deleted since the VIF were less than 10. This test was important in authenticating the findings.Validity of the data collected was tested through content validity method. This is where the criteria used to access quality regarding the procedure and results to enhance credibility, transferability, dependability and conformability was addressed by constructing the measuring scale in line with the literature and pre-testing the research instruments during piloting. The questionnaire was designed in line with the constructs and parameters of OL and IO as brought out in literature review.4. Results and discussionsThis implies more new products were manufactured as opposed to other forms of novelty. This means that the general form of innovation in manufacturing firms in Kenya is the creation of new products relative to other forms of innovations such as new processes and enterprises. However, the maximum number of new product was 13 while those that were patented were only 5. It means that majority of new products were not patented. Manufacturing firms should therefore strive to register their patent rights to avoid escalation of counterfeits.The notable new products brought about by innovation were; nitrocellulose paints, hydro-pool, computerized painting machines, nova legs, sodium hypo-chloride, Clorox bleach, adjustable pallet racking and castellated beam for constructing cranes. New products had also a higher standard deviation as compared to other forms of novelty. This implies that there was a widespread of new products created within themanufacturing firms hence a low level of uniformity in new products created and thus a low degree of homogeneity across the firms.This implies that there were innovation activities that generated innovation output. It means that the outcome of innovation activities was observable and can be quantified. The standard deviation of 6.2 implies that there was a widespread within the manufacturing firms. This means that there was a low level of uniformity in innovation output across manufacturing firms and thus a low degree of homogeneity in the sample.This implies that there were more novelties created in the plastics and rubber sub-sector than any other. It means that on average, there were more new products, patents, new process and new enterprises created in the textile and apparels sub-sector. The highest standard deviation of 7.250 was recorded in vehicle assemblers and accessories sub-sector. This implies that the spread of novelties was widest in vehicle assemblers and accessories than other sub-sectors. This means that there was a high variety of IO produced and thus a low level of uniformity in novelties in vehicle assemblers and accessories sub-sector and thus low degree of homogeneity.The highest innovation output in the plastics and rubber sub-sector implies that the sector has more innovation activities as compared to other sub-sector, but innovation efforts were concentrated more on new products. The highest innovation intensity in the food and beverages sub-sector means that there were concerted innovation efforts that were spread across the four novelties and thus diversified IO. This is important because diversified innovation mitigates the risk of over reliance on single or few innovations that may that can be rendered absolute with emergence of other superior innovations.The study has thus established that OL has a significant influence on IO in manufacturing firms in Kenya. Manufacturing firms should, therefore, inculcate a culture of OL for grater IO for improved competitiveness. The findings are consistent with those of Hung et al. (2011) who found that OL have a significant influence on IO. Manufacturing firms should, therefore, embrace OL for utilization of scarce resources to provide value and provide society solutions sustainably. The findings are also in tandem with those Of Calisir et al. (2013) who found that firms with an Organizational practice that promote OL have higher value and IO levels. Higher IO is an indicator that a firm is generating novelties according to the changing needs of the market and hence the likelihood of being competitive leading to improved performance. The findings also concur with those of Hofstetter and Harpez (2015) who found that OL has an immense influence on firm’s IO. Increased IO can lead to improved competitiveness of a firm within the industry, in the economy, the region and the global market. The findings are also in line with Cassiman and Veugelers (2006); Chen,Vanhaverbeke, and Du (2016); Radicic and Balavac (2019); Antonelli & Fassio, 2016 who found that internal and external learning has a positive influence on IO. It is therefore imperative that OL is promoted in the manufacturing sector in Kenya for greater outcomes in IO for enhanced competitiveness locally and internationally.5. Conclusions and recommendationsIt is concluded that the various aspects of OL which include; liberty of experimentation, empowerment to generate new ideas, managerial commitment to support creativity, risk tolerance, knowledge transfer and integration, openness and interaction with the external environment and continuous learning contributes to development of new products, patents acquired, new process and new enterprises. It is also observed that SLE has a significant moderating effect between OL and IO.Management in manufacturing sector should, therefore, nurture and encourage OL for greater IO. Leaders in manufacturing firms should provide freedom to their employees to come up with new ideas and support them to try them out while at the same time be patient to accommodate failures that come with trials. They should also be receptive to divergent viewpoints, encourage problem solving and knowledge transfer. Leaders in manufacturing firms should also set up a robust Research and Development (R&D) by developing the policies that will enhance assimilation of external with internal knowledge for highercapacity to innovate. Policy makers and other relevant stakeholders such as government agencies, research institutions and investor lobby groups and associations should work jointly to address the bottlenecks in SLE.The study enriches the theoretical understanding of how OL influences IO by contributing to new knowledge on how manufacturing firms can improve their competitiveness in Kenya and other parts of sub Saharan Africa.It is recommended that lifelong learning should be encouraged because it improves creativity and develops the capacity to integrate internal and external knowledge which increases the level of IO. Management should also create an enabling culture for promoting creativity and risk tolerance to enhance IO. Manufacturing firms in Kenya should also set clear policies on R&D to enhance OL for increased innovation activities and thus higher IO.Further research should be carried to determine ways in which customers and suppliers information can be utilized to enrich OL. Customers and suppliers are major stakeholders in manufacturing firms. Their input in OL is essential in improving the IO. Further study should also be carried out to examine how networking influences IO. The challenges of mitigating the risks that comes with experimentation and failure tolerance is also a futile ground for further study.组织学习对肯尼亚制造业公司创新产出的影响艾萨克·加尚嘉，史蒂芬·纳加，露西·基加纳摘要知识企业家精神对于推动创新以提高竞争力具有越来越重要的作用。

VirtES（VirtualEn...

VirtES (Virtual Enterprise Simulator): A ProposedMethodology for Enterprise Simulation Modeling Giovanni Davoli , Sergio A. Gallo, and Riccardo MelloniDepartment of Mechanical and Civil Engineering (DIMeC)University of Modena and Reggio Emiliavia Vignolese 905, 41100, Modena, Italy**************************Abstract. In this paper a methodology to develop simulation models is pre-sented. The methodology is based on a multi-level simulation model whichallows flexibility and process analysis. The present work starts from applied re-searches in different SME enterprises. Enterprise management often needs easyand fast developed tools to increase production capacity and flexibility. In manycases performances increase is possible only adopting a BPR (business proc-esses reengineering) approach. Nevertheless the resistance to a BPR approach isunderlined in recent bibliography. The proposed approach consists of a threestages methodology, named VirtES (Virtual Enterprise Simulator). VirtESmethodology was first applied to ceramic tiles enterprises. The results achievedencourage the adoption to other industrial field.Keywords: BPR, process, simulation, tile, SME.1 IntroductionThe economic scenario today is highly competitive in terms of number of competitors and costs. To remain competitive, companies have to maintain a high-level of per-formance by maintaining high quality, low cost, low manufacturing lead times, and high customer satisfaction [1].Enterprise management often needs easy and fast developed tools to increase pro-duction capacity and flexibility, even in a SME (Small Medium Enterprises) contest. Usually SMEs are organized by function and for achieving the expected results it is not enough to improve the performance of a single function. In many cases perform-ances increase is possible only adopting a BPR (Business Processes Reengineering) approach. Nevertheless this approach meets mostly two objections from management. First of all the resources and the time involved represent an important investment, secondly it is not possible to exactly quantify the predictable results. The resistance to the most known BPR methodology is underlined in recent bibliography [2].It could be argued that the development of simulation models is an useful approach to quantify the expected results before adopting any BPR action. In fact, because of its great versatility, flexibility, and power, simulation is one of the most widely used operations research techniques from the early eighties [3]. However several studies B. Vallespir and T. Alix (Eds.): APMS 2009, IFIP AICT 338, pp. 374–380, 2010.© IFIP International Federation for Information Processing 2010VirtES (Virtual Enterprise Simulator) 375 show that there is a low usage of simulation by industries [4], especially simulation has not been widely applied to SMEs (Small Medium Enterprises) [5].To support BPR activities, a model of the whole enterprise is needed. Carry on the development of such a simulation model is a very expensive activity, in term of re-sources and time consumption, adopting a commercial simulation tool (for example: AutoMod™, Arena™, em-Plant™). Moreover the developed model for a specific enterprise is not adaptable to another enterprise, because the model has to be very detailed. For this reason SMEs are prevented to develop simulation model in order to support BPR activities.2 The Proposed MethodologyThe proposed methodology was developed during several applied researches carried on in the last years. These researches were focused on the improvement of production – logistic systems performances in SMEs. To achieve the goal BPR activities were undertaken and simulation models were developed to support and drive the BPR process. The SMEs involved operate on different industrial fields such as: ceramic and tile, automotive, wood products and large distribution. Facing these activities a methodology was developed to answer the main common requests coming from dif-ferent enterprises, this methodology is named VirtES (Virtual Enterprise Simulator).2.1 VirtESThe aim is to provide an easy to use methodology to develop simulation model for supporting BPR in SMEs. A three stages methodology is developed to address the SMEs instances.The first stage consists of developing a processes based model highly adaptable to manufactures operating in a specific field. The activities of business processes mining and business process analysis starts from one or more specific enterprises and then are enlarged to all company of the same industrial field. This analysis allowed to develop processes based model, for a generic enterprise, that consider the common features of all companies of the same industrial field. The processes model is developed accord-ing to the FDM (Factory Data Model) paradigm [6].In the second stage a simulation model based on the processes model defined is developed. This is a “high level” simulation model that gives an overview of the per-formances of the enterprise in term of macro KPI (key performances indices). At this stage the behavior of the whole enterprise is simulated starting from order reception to products delivery. SciLab open source platform is adopted to develop the high level simulation model. Detailed simulation and optimization sub – models are provided at the third stage. These are “low level” simulation models, extremely detailed and focused on a specific sub system or process. The “low level” models can be properly developed with the most appropriate mathematical formalism or commercial simula-tion suite such as: AutoMod™, Arena™, em-Plant™. These models point out results in terms of production capacity, lead time, scheduling algorithm, exc. The three stages structure of VirtES methodology is shown in fig. 1.376 G. Davoli , S.A. Gallo, and R. MelloniFig. 1. There stages VirtES methodology structure2.2 The First StageAt the first stage, the aim is to develop a process model of the whole enterprise. At this stage a strong cooperation between the modeling team and the human resources of the enterprise is needed. Process modeling is an high resource and time consumption activity and this represent one of the main difficulties in SMEs.Fig. 2. FDM paradigm [6]The FDM was introduced by Yu in the 2001 to accelerate the modeling process adopting a scalable and reusable model. The FDM model, belonging to the data model family, was chosen here mainly because of the flexibility of the model and the possi-bility of its use even when only partially complete. The FDM model paradigm is shown in fig. 2.The development of the FDM model starts from the study of a specific enterprise. Then the model is compared with the model already available from previous studies and literature review, mainly with model of enterprises operating in the sameVirtES (Virtual Enterprise Simulator) 377 industrial field. If a reference model is found this can be adapted to suite any particu-lar features of the studied enterprise. Otherwise a new reference model is developed. The reference model has to collect the main characteristics of the studied enterprise and has to be simple to preserve the reusability.2.3 The Second StageAt the second stage the FDM process model is implemented on the open – source platform SciLab. An open – source platform was chosen to allow the integration with detailed sub-models developed with specific software at the third stage. The open – source platform SciLab is chosen because of high computational power, statistical and graphic functions useful for results interpretation and the possibility to benefit of the support and the frequent update provided by SciLab Consortium.VirtES basic rule for code implementation is to develop a single SciLab function for each model process. Each function could be organized hierarchically for a better code design. The process interaction diagram represents also the main flow – diagram of the SciLab code. If the studied enterprise fits with an existing reference model the function already developed for previous studies can be reused. This feature contrib-utes to save resources and time during the model development. The SciLab model is able to simulate the behavior of the enterprise and gives results in term of the chosen macro KPI (Key Performance Indicators).2.4 The Third StageAt the third stage sub – models of specific process or sub – system are developed. The most appropriate mathematical formalism and software tools could be used to achieve the expected results. In fact the possibility to interface the sub – models with the main SciLab model is demanded to the open – source platform potential.3 The Case - StudyVirtES methodology was full developed and firstly applied to ceramic tiles enterprises of the Emilian ceramic cluster. A reference FDM model is developed and coded in SciLab. In the reference model are defined the significant features for the characteri-zation of a tile enterprise and the macro KPI to evaluate the performances.The models developed by VirtES allowed to quantify for a generic tile enterprise the potential economic benefits related to different BPR actions.3.1 Model ImplementationThe reference model is developed starting from studied enterprises and validated with the evidence found in literature. The description of the manufacture system provided by Andres is confirmed [7]. The model includes also the order process in order to describe the entire enterprise behavior from order collection to costumer satisfaction. The amount of sold tiles (named “SPE”) and the average stock level (named “MAG”) are chosen as macro KPI, a representation is given in figure 3. The complete tile enterprise reference model is provided in figure 4.378 G. Davoli , S.A. Gallo, and R. MelloniFig. 3. Tile enterprise KPIFig. 4. Tile enterprise reference FDM modelThe simulation model is provided and every process is coded in a single SciLab function. The inputs for the FDM model are customer orders, the SciLab simulation model could be feed by real orders from historical data or by a random function that generates orders according to the imposed rules.The simulation model is set according to the characteristics of the studied enter-prise and validated. After validation process the model is used to investigate the effectiveness of the considered BPR actions:•IT: order process and IT (Information Technology) re – engineering;•TQ: manufacturing system improvement toward TQ (Total Quality);•FO: sales forecast optimization (FO).In the first case the enterprise performances are simulated in the hypothesis of a com-plete reliability of orders data base information. In the second case the hypothesis ofVirtES (Virtual Enterprise Simulator) 379the absolute absence of color tone variation in final products is taken, [8]. In the thirdcase the system behavior is simulated under the hypothesis of total according withsales forecast and real market orders. Simulating the enterprise performance in theseextreme condition is useful to evaluate the potentiality of each BPR action.An integration with the production line sub-model, developed with AutoMod, isprovided to evaluate the effect of BPR actions at production line level [9].3.2 ResultsTo enable an economic analysis, a simple function is proposed, termed the “Earningfunction” (1). Maximizing the proposed function means that the performance of thecompany, as defined in the model, is optimized in terms of enterprise profit. Thesimulation results are reported in table 1. referring to a period of one year.f(SPE,MAG) = M*SPE - C m *MAG .• M is the spread between the average sale price and the average productioncost for 1 m 2 of tiles;• C m is the average stocking cost for 1 m 2 of tiles for 1 year.(1)High-level simulation results point out the expected improvement in the enterprise profitsrelated to the adoption of any considered BPR action; the results are provided in table 1.Table 1. Simulation resultsBPR actions Enterprise profits (€)None, present state 961.211IT 999.871TQ 993.151 FO 965.883 IT + TQ 1.095.525IT + FO 1.010.605Fig. 5. Sub-model results in term of machineries utilization380 G. Davoli , S.A. Gallo, and R. MelloniThe results of the low-level AutoMod model show the improvement in machineries utilization; the results are shown in figure 5.The most promising single BPR action is IT re – engineering. Also IT re –engineering positive impact on machinery utilization is quantified tanks to the detailed sub – model.4 ConclusionThe VirtES methodology prevents from developing a very detailed model for the whole enterprise and allows to create and integrate detailed modes for specific sub - systems. The proposed approach requires low resources and matches the instances of SMEs. The implementation of the present approach provides an useful tool for the enterprise to support management in decision-making, investment planning and improvement strategy defining. The results achieved, applying VirtES to the Italian ceramic industry [10] encourage the adoption to other industrial field. References1.Al-Aoma, R.: Product-mix analysis with discrete event simulation. In: 2000 Winter Simu-lation Conference, pp. 10385–10392. WSC Press, Orlando (2000)2.Vergidis, K., Turner, C.J., Tiwari, A.: Business process perspectives: Theoretical devel-opments vs. real-world practice. Int. J. Production Economics 114, 91–104 (2008)3.Shannon, R., Long, S., Buckles, B.: Operations research methodologies in industrial engi-neering. AIIE Transactions 12, 364–367 (1980)4.Ryan, J., Heavey, C.: Process modelling for simulation. Computer in Industry 57, 437–450(2006)5.O’Kane, J., Papadoukakis, A., Hunte, D.: Simulation usage in SMEs. Journal of SmallBusiness and Enterprise Development 14, 512–552 (2007)6.Yu, B., Harding, J.A., Popplewell, K.: A reusable enterprise model. International Journalof Operations & Production Management 20, 50–69 (2001)7.Andrés, C., Albarracin, J.M., Torino, G., Vicens, E., Garcia-Sabater, J.P.: Group tschnol-ogy in a hybrid flowshop environment: A case study. European Journal of Operational Re-search 167, 181–272 (2005)8.Erginel, N., Dogan, B., Ay, N.: The statistical analysis of coloring problems faced in ce-ramic floor tile industry. In: 8th Conference and Exhibition of the European Ceramic Soci-ety, pp. 1693–1696. ECS Press, Istanbul (2003)9.Davoli, G., Gallo, S.A., Melloni, R.: Analysis of industrial processes based on integrationof different simulation tools. In: 10th MITIP International Conference, pp. 38–44. MITIP Press, Prague (2008)10.Davoli, G., Gallo, S.A., Melloni, R.: Analysing the ceramic sector using processes andsimulation models. Ceramic World Review 80, 116–119 (2009)。

企业常用英语教材

One methodology of clarifying root causes,8 disciplines including:Internal/external members,Describe the problem,Describe the cause,Containment plan,Permanment C/A plan,Verification of effectiveness,Prevent recurrence,Congratulate team
Total quality control Total quality management
Work in process
中文名稱
電子商務電磁相容基本經濟訂購量企業資源規劃彈性制造系統全面生產管理全面品質管制全面品質管理在制品
第三部分 DELL 專用術語
『中英文對照』
英文縮寫
5C 5M
國際標准組織首批樣品認可
JIT
Just In Time
即時管理
英文縮寫
MES MO MPS MRO MRP MRPII NFCF OEM ODM
英文全名
Manufacturing Execution System Manufacture Order
Master Production Schedule Maintenance repair operation Material Requirement Planning Manufacturing Resource Planning Notice for Changing Forecast Original Equipment Manufacture Original Design & Manufacture

出国成绩单课程名称中英文对照参考表

外国文学作选读Selected Reading of Foreign Literature现代企业管理概论Introduction to Modern Enterprise Managerment电力电子技术课设计Power Electronics Technology Design计算机动画设计3D Animation Design中国革命史China’s Revolutionary History中国社会主义建设China Socialist Construction集散控制DCS Distributed Control计算机控制实现技术Computer Control Realization Technology计算机网络与通讯Computer Network and CommunicationERP/WEB应用开发Application ＆ Development of ERP/WEB数据仓库与挖掘Data Warehouse and Data Mining物流及供应链管理Substance and Supply Chain Management成功心理与潜能开发Success Psychology & Potential Development信息安全技术Technology of Information Security图像通信Image Communication金属材料及热加工Engineering Materials & Thermo-processing机械原理课程设计Course Design for Principles of Machine机械设计课程设计Course Design for Mechanical Design机电系统课程设计Course Design for Mechanical and Electrical System。

关于短生命周期产品的供应链协调

51.Mason-Jones R.Towill D R Using the information decoupling point to improve supply chain performance 1999(02)
52.Georoge Q Huang.Jason S K Lau.K L Mak The impacts of sharing production information on supply chain:a review of the literature 2003(07)
15.Ernst R.Powell S Optimal inventory policies under service-sensitive demand[外文期刊] 1995(02)
16.Diks E B.Kok A godimos A G Multi-echelon systems:a service measure perspective 1996(02)
24.Metters R Quantifying the bullwhip effect in supply chain 1997(02)
25.Genues J P.Ramasesh R V.Hayya J C Adapting the Newsvendor Model for Infinite-horizon Inventory system 2001(03)
21.Kaplan R A A dynamic inventory model with stochastic lead times 1970(07)
22.Decroix G A.Risa A A Optimal production and inventory policy for multiple products under resource constrains 1998(07)

企业管理中英文词汇

企业管理中英文词汇PMBOOKE项目管理师英语词汇篇之O/PObjective 目标Offer 要约，提议，出价Operating 运作操作Operation 运行运作经营作业操作Opportunity 机会Optimistic 乐观的Oral 口头沟通Order of Magnitude 数量级Organization Chart 组织图Organizational Breakdown Structure ("OBS") 组织分解结构Organizational Planning 组织规划Organizational Strategy 组织策略Overall Change Control 整体变更控制全面变更控制综合变更控制Overhead 管理费Owner 业主Parameter 参数Parametric Estimating 参数估算Pareto Diagram 帕累托图Path Convergence 路径趋同Pattern 模式Performance 执行Performance Evaluation 绩效评估Performance Factor 绩效因子Performance Measurement 绩效测量Performance Measurement Baseline ("PMB")绩效测量基准Performance Measurement Techniques ("PMT") 绩效测量技术Performance Reporting 绩效报告Performing Organization 执行机构Period 周期一段时间Periodic Review 定期评审Planned Value 计划价值Planning 规划Population 样本Portfolio 组合Portfolio Management 组合管理Power 权力Precedence 前导任务前置任务紧前任务Precedence Diagram 前导图Precedence Diagramming 前导图Precedence Diagramming Method 前导图法Predecessor 前导活动Predecessor Activity 前导活动Preliminary 预备的，初步的Prescribe 规定Presentation 演讲演示Proactive 积极主动/提前行动Proactive Management 前瞻性管理Probability 概率Probability Assessment 概率评估Probability Distribution 概率分布Problem Solving 问题解决Procedure 程序流程Process 过程进程流程Procurement 采购Procurement Planning 采购规划Procurement/Tender Documents 采购/投标文件Product 产品Product Breakdown Structure ("PBS") 产品分解结构("PBS") Product Description 产品描述Product Life Cycle 产品生命期Profession 职业专业Profit 利润Program 项目群Program Management 项目群管理Progress 进展Progress Measurement 进展测量Progress Report 进展报告Project Calendar 项目日历Project Charter 项目章程Project Closure 项目收尾Project Communications Management 项目沟通管理Project Communications Plan 项目沟通计划Project Context 项目背景Project Cost Management 项目费用管理Project Definition 项目定义Project Initiator 项目启动者Project Integration 项目整合，项目综合Project Life Cycle 项目生命期Project Management Information System 项目管理信息系统Project Management Office ("PMO") 项目管理办公室Project Management Plan 项目管理计划Project Management Process 项目管理过程Project Management Professional ("PMP") 项目管理专业人员Project Management Software 项目管理软件Project Management Team 项目管理团队Project Manager ("PM") 项目经理Project Matrix 项目矩阵Project Milestone 项目里程碑Project Monitoring 项目监测Project Objective 项目目标Project Organization 项目组织Project Performance 项目绩效Project Phase 项目阶段Project Policies 项目方针Project Portfolio 项目组合Project Portfolio Management 项目组合管理Project Processes 项目过程Project Procurement Management 项目采购管理Project Quality Management 项目质量管理Project Risk 项目风险Project Risk Management 项目风险管理Project Schedule 项目进度Project Scope 项目范围Project Scope Management 项目范围管理Project Sponsor 项目发起人项目赞助者Project Stakeholder 项目干系人Project Team 项目团队Project Team Member 项目团队成员Project Time Management 项目时间管理Project/Program Methodology 项目方法论Projectized Organization 项目型组织Proposal 建议书Public 公众Purchase 购买采购Purchase Order 采购订单项目管理英文词汇ABC Activity Based Costing 基于活动的成本核算ABM Activity Based Management 基于活动的管理ACWP Actual Cost of Work Performed 已完成工作实际成本ADM Arrow Diagram Method 箭线图方法ADP Automated Data Processing 自动化数据处理ADR Alternative Dispute Resolution 替代争议解决方案AF Actual Finish Date 实际完成日期AFE Application for Expenditure 支出申请AFE Authority for Expenditure 开支权ALAP As-Late-As-Possible 尽可能晚AMR Advanced Material Release 材料提前发布AOA Activity on Arc 弧线表示活动双代号网络AOA Activity on Arrow 箭线表示活动双代号网络AON Activity on Node 节点表示活动单代号网络AOQ Average Outgoing Quality 平均出厂质量AOQL Average Outgoing Quality Limit 平均出厂质量限度APMA Area of Project Management Application 项目管理的应用领域APR Acquisition Plan Review 采购计划评审AQL Acceptable Quality Level 可接受质量水平AS Actual Start Date 实际开始日期ASAP As-Soon-As-Possible 尽快ATP Acceptance Test Procedure 验收测试过程AUW Authorized Unpriced Work 批准的未定价工作BAC Budget at Completion 完工预算BAC Baseline at Completion 完成/完工基线BATNA Best Alternative to Negotiated Agreement 协议外最佳方案BCM Business Change Manager 商业变更经理BCWP Budgeted Cost of Work Performed 已完工作预算成本BCWS Budgeted Cost of Work Scheduled 计划工作的预算成本BEC Elapsed Cost 计划工作的预算成本BOOT Build, Own, Operate, Transfer 建造拥有经营转让BPA Blanket Purchase Agreement 一揽子采购协议BSA Balanced Scorecard Approach 平衡记分卡方法C/SCSC Cost/Schedule Control System Criteria 成本控制系统标准? C/SSR Cost/Schedule Status Report 成本/进度状态报告CA Control Account 控制帐目CAD Computer Aided Drafting/Design 计算机辅助制图/设计CAM Cost Account Manager 成本帐目经理CAM Computer Aided Manufacturing 计算机辅助制造CAM Control Account Manager 控制帐目经理CAP Cost Account Plan 成本帐目计划CAP Control Account Plan 控制帐目计划CAR Capital Appropriation Request 资本划拨请求CBD Component-Based Development 基于构件的开发CBS Cost Breakdown Structure 成本分解结构CCB Change Control Board 变更管理委员会CCDR Contractor Cost Data Report 承包商成本数据报告CDR Critical Design Review 关键设计评审CI Configuration Item 配置项CM Configuration Management/Construction Management 配置管理/施工管理CPFFC Cost Plus Fixed Fee Contract 成本加固定费用合同CPI Cost Performance Index 成本绩效指数CPI Cost Performance Indicator 成本绩效指数CPIFC Cost Plus Incentive Fee Contract 成本加奖励费用合同CPM Critical Path Method 关键路径法CPN Critical Path Network 关键路径网络图CPPC Cost Plus Percentage of Cost Contract 成本加成本百分比合同CPR Cost Performance Ratio 成本绩效比率CPR Cost Performance Report 成本绩效报告CPU Central Processing Unit 中央处理单元CR Change Request 变更请求CSCI Computer Software Configuration Item 计算机软件配置CSF Critical Success Factors 关键的成功因素CTC Contract Target Cost 合同目标成本CTP Contract Target Price 合同目标价格CTR Cost-Time Resource Sheet 成本时间资源表CV Cost Variance 成本偏差CWBS Contract Work Breakdown Structure 合同工作分解结构DBA Database Administrator 数据库管理员DBM Dynamic Baseline Model 动态基线模型DBMS Database Management System 数据库管理系统DCE Distributed Computing Environment 分布式计算环境DCF Discounted Cash Flow 折现现金流DD Data Date 数据日期DID Data Item Description 工作项描述DRD documentation Requirements Description 文档要求说明DU Duration 工期持续时间EAC Estimated Actual at Completion 实际完工估算ECC Estimated Cost to Complete 尚未完成的成本估算ECP Engineering Change Proposal 工程变更建议书EF Early Finish Date 最早完成日期EFC Estimated Final Cost 估算的最终成本EMR Expenditure Management Report 支出管理报告EPS Enterprise Project Structure 企业项目结构ERP Enterprise Resource Planning 企业资源规划ERPS Enterprise Resource Planning Systems 企业资源规划系统ES Early Start Date 最早开始日期ESAR Extended Subsequent Applications Review 扩展后续应用评审ETC Estimate To Complete 尚未完成/完工的估算EV Expected value 期望值EVMS Earned value Management System 挣值管理系统FAC Forecast At Completion 完工预测FF Free Float 自由浮动时间FFP Firm Fixed Price Contract 严格固定价格合同FIFO First In, First Out 先进先出FM Functional Manager 职能经理FP Fixed Price Contract 固定价格合同FPPIF Fixed Price Plus Incentive Fee Contract 固定价格加激励酬FTC Forecast to Completion 完工尚需预测FTP File Transfer Protocol 文件传输协议G&A General and Administrative Costs 综合行政管理成本G&A General and Administrative 综合行政管理费GAAP Generally Accepted Accounting Principles 公认会计原则GERT Graphical Evaluation and Review Technique 图形评审技术GUI Graphical User Interface 图形用户界面企业管理英语词汇ABC Classification ABC分类法Activity-Based Costing 业务量成本法/作业成本法ACRS (Accelerated cost recovery system) 快速成本回收制度Action Message 行为/措施信息AIS (Accounting information system) 会计信息系统Allocation 已分配量Anticipated Delay Report 拖期预报A/P (Accounts Payable) 应付帐款APICS (American Production & Inventory Control Society) 美国生产及库存控制协会AQL (Acceptable quality Level) 可接受质量水平A/R (Accounts Receivable) 应收帐款Automatic Rescheduling 自动重排产Available To Promise (APT) 可签约量Backflush 倒冲法Backlog 未完成订单/未结订单Back Scheduling 倒序排产BE analysis (Break-even analysis) 盈亏临界点分析，保本分析Bill of Material (BOM) 物料清单Business Plan 经营规划B/V (Book value) 帐面价值Capacity Requirements Planning (CRP) 能力需求计划CBA (Cost-benefit analysis) 成本效益分析CEO 首席执行官CFO (Chief Financial Officer) 财务总裁Closed Loop MRP 闭环物料需求计划CPM (Critical path method) 关键路线法CPP accounting (Constant purchasing power accounting) 不变购买力会计 Cumulative Lead Time 累计提前期Cycle Counting 周期盘点Demand 需求Demand Management 需求管理Demonstrated Capacity 实际能力Dependent Demand 非独立需求DFL (Degree of financial leverage) 财务杠杆系数Direct-deduct Inventory Transaction Processing 直接增减库存法Dispatch List 派工单DOL (Degree of operating leverage) 经营杠杆系数ELS (Economic lot size) 经济批量EOQ (Economic order quantity) 经济订货批量FIFO (Fist-in,Fist-out) 先进先出法Firm Planned Order 确认计划订单FISH/LIFO (Fist-in,Still-here) 后进先出法Fixed Order Quantity 固定订货批量法Flow Shop 流水车间Focus Forecasting 集中预测Full Pegging 完全跟踪Generally Accepted Manufacturing Practices 公认生产管理原则Independent Demand 独立需求Inpu/Output Control 投入/产出控制Interplant Demand 厂际需求Inventory Turnover 库存周转次数Item 物料项目Item Record 项目记录Job Shop 加工车间Just-in-time (JIT) 准时制生产Lead Time 提前期前置期，指订单从收到具体明细到货到货仓收到落货纸这一段时间，可以用评估工厂的综合实力。

企业管理系统开发平台

企业管理系统开发平台①孙道兵, 田苏梅, 施元超, 刘晓光(上海航天控制技术研究所, 上海 201109)通讯作者: 田苏梅摘　要: 本文以企业人力资源管理系统应用为背景, 阐述了一套企业管理系统开发平台, 该平台支持可持续开发, 系统具有良好的伸缩性、可扩展性、可移植性. 首先重点描述了系统开发平台技术方案, 并对该平台的先进性进行详细分析; 然后结合企业实际业务需求, 对在该开发平台基础上搭建人力资源管理系统进行了描述, 着重阐述了考勤管理中考勤计算规则及实现示例; 通过该系统的平稳运行, 验证了通过该系统开发平台可以模块化、高效快速的开发项目, 能够适应复杂业务及需求变化, 具有广泛的推广应用价值.关键词: 系统开发平台; J2EE; 人力资源管理; 考勤管理引用格式: 孙道兵,田苏梅,施元超,刘晓光.企业管理系统开发平台.计算机系统应用,2021,30(5):134–142. /1003-3254/7927.htmlEnterprise Management System Development PlatformSUN Dao-Bing, TIAN Su-Mei, SHI Yuan-Chao, LIU Xiao-Guang(Shanghai Aerospace Control Technology Institute, Shanghai 201109, China)Abstract : On the basis of the application of enterprise-oriented human resource management systems, we design a system development platform for enterprise management. Specifically, the platform supports sustainable development and the developed system has good scalability, expansibility, and portability. First, the technical solution of the proposed platform is emphatically described, and the advanced nature of the platform is analyzed in detail. Then, in combination with the actual business needs of the enterprises, the human resource management system built on this platform is described and the attendance calculation rules and implementation examples in attendance management are emphatically elaborated.Finally, through the smooth operation of the system, it is verified that the system development platform can develop projects in a modular, efficient, and rapid manner and adapt to complex business and demand changes, having broad promotion and application value.Key words : system development platform; J2EE; human resource management; attendance management1 引言上海某院某研究所是拥有两千多名员工的航天大所, 员工组成成分复杂, 人力资源管理业务多样, 涉及面广, 人员及其岗位、职位变化频繁, 业务逻辑复杂,业务数据种类繁多, 业务人员日常需要花费大量的时间和精力来处理各种纷繁复杂的业务过程和数据. 而且单位内并没有一个系统能够完整实现人力资源管理相关业务管理的信息化, 当前手工业务管理模式效率低下, 容易出错, 不利于大量历史数据的统计汇总分析,不便于为领导层提供好的决策依据. 同时, 尽管市场上成熟的人力资源管理系统数量比较多, 但是与本单位管理需求差异较大, 不能很好的适应本单位人员管理计算机系统应用 ISSN 1003-3254, CODEN CSAOBNE-mail: Computer Systems & Applications,2021,30(5):134−142 [doi: 10.15888/ki.csa.007927] ©中国科学院软件研究所版权所有.Tel: +86-10-62661041① 收稿时间: 2020-09-28; 修改时间: 2020-10-21; 采用时间: 2020-11-03; csa 在线出版时间: 2021-04-28134的特殊性.基于此, 集合人力资源部、信息技术部门的管理和技术力量, 自主构建管理系统开发平台, 该平台支持可持续开发, 系统具有良好的伸缩性、可扩展性、可移植性. 并基于此平台实现人力资源管理业务, 提高工作效率, 提升人力资源管理业务水平, 为高层决策提供高质量的人力资源数据.2 企业管理系统开发平台2.1 平台概述基于当前业界先进的Spring+ SpringMVC+ Hibernate 开源技术自主构建JavaEE开发平台.系统开发平台支持可持续开发, 系统具有良好的伸缩性、可扩展性、可移植性.平台采用B/S多层架构, 提供良好的用户体验, 集成Activiti5流程引擎, 支撑企业信息管理的业务流程,同时基于Apache CXF服务框架构建服务模块, 满足系统集成要求及面向未来的服务架构.2.2 技术方案运用Spring、SpringMVC、Hibernate框架建立了平台基础, 并在其中集成了Activiti5流程引擎, Apache CXF服务基础框架、spring-quartz定时任务调度. 技术框架如图1所示.图1 系统平台技术架构基于JQuery EasyUI前端框架技术实现前端展示,面向HTML5技术, 兼容主流浏览器.基于Servlet3规范的模块化设计, 应用RESTful 结构, 统一接口规则.创建基于Web的远程部署、管理控制台使开发人员、系统管理员与生产环境完全隔离, 结合数据加密技术, 既保证了敏感数据安全, 又提高了部署、管理效率.数据库管理系统采用Oracle 11g R2以上版本.2.3 平台创新性分析2.3.1 多元主体权限管理模型创新设计了多元主体权限管理模型, 结合Spring 拦截器技术设计了系统平台的访问控制与权限管理系统内核. 这个授权系统解决了传统系统仅可进行单一用户授权的问题, 可从用户、组织机构、岗位、党政职务、型号职务等多维度授权. 登录认证通过后, 查询该用户的授权信息, 即角色、菜单功能、许可操作集合.图2中的“角色对象”它负责建立主体与角色之间关系, 这个关系有3个要素: 角色、主体对象、对象类别.要素“角色”是系统中角色实例; 要素“主体对象”是主体的实例, 是向某角色中分配的对象; 要素“对象类别”描述主体对象的分类, 在关系中用来识别主体对象, 从而我们可以采用相应的算法取得主体关联的用户集合.图2 多元主体权限管理模型示意图(1) 实体对象及关系设计权限管理涉及到众多实体, 有两个主要的实体关联:① 通过“角色对象关联表”建立角色与主体对象的关系;② 通过“角色功能树关联表”建立角色与权限的关系.实体关系图如图3所示.实体表有: 系统用户表、组织机构、职务信息、岗位信息、用户组对象.员工与用户是一对一关系;员工与组织机构是多对多关系, 即一个组织机构可有多个员工, 员工可在多个组织机构任职;员工与岗位是多对多关系, 即一个岗位可有多个员工, 员工可在多个岗位上担任某个职务;2021 年第 30 卷第 5 期计算机系统应用135临时项目组或特殊的人员组合, 设为用户组, 与用户是多对多关系.角色对象关联表是 “角色对象”的关系数据库二维表具体形式, 它关联角色表及各主体实体表.例如: “中层干部”角色中分配了“部长”、“副部长”、“主任”、“副主任”这几个对象, 人力资源的员工岗位职务信息中员工A 、员工B 及员工C 通过职务关联被间接“分配”至“中层干部”角色, 通过系统用户表得到用户A 、用户B 及用户C, 当给角色“中层干部”授予某种权限时, 即实现对应给用户A 、用户B 及用户C 授予了相应权限. 同样“用户及终端管理”角色中分配了“信息中心”这个“组织机构”, 示例的数据表明用户X,用户Y 实际分配于这一角色, 当管理员给“信息中心”这个角色授予某种权限时即实现了给用户X, 用户Y 授权.图3 多元主体权限管理实体关系图(2) 权限验证通过Spring 框架拦截器(interceptor)机制实现所有访问URL 的权限验证处理. 用户登录后会话对象中保存的“用户角色、菜单功能、许可操作集合”授权信息作为本处理的输入. 权限控制活动如图4所示.① 获取登录用户所关联的角色, 包括: 用户对象分配的角色 + 用户关联的组织岗位分配的角色 + 用户所在组织机构及其所有上级组织机构分配的角色.② 从角色功能关联表查询用户、用户组织机构、用户所在岗位关联的角色、这些角色所关联的功能及计算机系统应用2021 年第 30 卷第 5 期136其操作集合.③ 将用户角色、菜单功能、许可操作集合保持在用户会话对象中, 用于验证用户访问操作URL 的合法性、限制访问资源的范围.获职方法注解 @Auth 的属性 needCheck是 @Auth (needCheck=false)允许访问允许访问允许访问允许访问无 @Auth (needCheck=false)检验用户会话,是否合法认证用户拒绝访问拒绝访问否取得访问 URLURL 核对拦截器配置, 是否属例外 URL是否授权菜单 URL是否授权操作 URL是是是图4 权限控制活动图2.3.2 代码及报表自动生成在平台效率方面, 该平台创新设计了基于数据物理模型的实体代码生成工具. 基于元数据的代码自动生成功能, 避免重复的机械的工作, 按照统一的规范生成实体类, 并具有自动化在线表单页面设计、自动化报表设计功能.(1) 自动生成代码连接到数据源, 自动获取到全部数据表, 选择数据表, 创建模型.通过freemarker 模板自动生成代码. 自动生成的代码包括: 列表界面、新增界面、查看界面、审核界面、controller 控制器、service 接口及service 实现代码、实体类. 目前平台设置的模板列表如图5所示.图5 模板列表(2) 自动化报表设计编写SQL 语句后, 自动解析出数据列, 然后对每个数据列进行展示维护. 创建成功后, 自动生成访问的URL 地址. 对用户分配该报表地址, 进行报表查询展示. 自动化报表设计功能界面如图6所示.图6 报表设计3 人力资源管理系统设计与实现3.1 功能描述为提高人力资源管理业务工作质量, 提高工作效率, 做好决策依据, 有必要将以往大量重复的业务活动利用现代化的信息技术手段进行管控, 通过建立业务信息的关联模型, 使业务数据的管理自动化、智能化,从而大幅度消减业务人员的重复劳动, 提高工作效率,提升人力资源管理业务水平, 为高层决策提供高质量的人力资源数据.通过该系统平台搭建的人力资源管理系统, 提供了人力资源管理的数据管理、业务管理以及数据展示功能[1–13]. 系统功能框架图如图7所示.(1) 数据管理能力主要实现了人力资源数据的信息化管理功能, 并2021 年第 30 卷第 5 期计算机系统应用137作为其他应用系统的基础数据. 建立组织机构、员工信息开放式服务, 供其他系统调用, 同时向注册系统发布组织机构、员工信息变更信息. 具体包括以下功能模块:① 组织管理: 实现组织机构设置、职位管理、岗位管理, 按岗位说明书建立岗位体系; 按照“单位-部门-岗位”实现对组织的信息化管理.② 人员配置: 实现人与岗位的对应, 包括减员、增员、员工信息、试用/见习管理、内部调动等功能.③ 劳动合同管理: 实现了合同签订、变更、续签、解除记录的查询及相关管理、提醒功能.④ 领导干部管理: 实现行政干部职务信息、任免职管理、考核情况登记等功能.⑤ 型号干部管理: 实现技术干部职务信息、任免职管理等功能.⑥ 档案信息管理: 实现员工个人基本信息的登记、变动、查询等功能.(2)业务管理能力主要实现了在人力资源数据信息的基础上, 结合各项人力资源管理业务流程, 开展具体的应用[14,15]. 具体包括以下功能模块:① 绩效管理: 实现了可以按部门管理也可以面向项目定制的绩效考核管理, 以及360度评估、量化考核等功能.② 薪酬管理: 实现了面向部门领导的薪酬发放功能和面向员工个人的查询功能.③ 考勤管理: 实现了考勤的外部数据导入、统计管理、实时假期控制、请假处理、出勤记录查询等功能, 并对出勤数据进行统计分析.④ 培训管理: 实现了培训需求上报、培训计划汇总、培训评价、培训资源管理、培训费用统计、培训档案记录等管理功能.⑤ 招聘管理: 实现了根据岗位空缺发布信息制定招聘计划的功能.(3)数据展示能力具体包括: 报表中心, 主要实现了基于上述模块和不同应用者的权限的各种报表统计、分析、展示、查询功能.本文后续将详细介绍其中的考勤管理模块的设计与实现.图7 人力资源管理系统功能架构3.2 考勤管理全所员工出勤存在多种刷卡状态, 有各类请假、请假后又出勤、工作日历设置也可变、有部分员工公假、企业特殊时段假等, 为了应对这种复杂多变的出计算机系统应用2021 年第 30 卷第 5 期138勤情况, 保证每个员工考勤记录正确, 设计了考勤日志计算引擎, 计算出每个员工每天的出勤状态值及文字表述. 在这些数据基础上, 提供了各类考勤状态查询、综合统计分析. 考勤管理模块用例图如图8所示.图8 考勤管理用例图3.2.1 请假申请及查询利用activiti 框架, 实现了员工在线办理请假申请审批流程.各类请假, 在同一时间只能有一类有效的请假信息. 按部门、请假员工工号、请假姓名拼音、请假类型、起止查询日期执行查询, 实现了各类角色分级查询功能.请假时间计算规则:(1)事假、病假、市内公出请假起止时间记录单位精确到分, 请假时间计算: 计量单位为小时, 不包括非工作日, 采用四舍五入原则计算;(2)带薪休假请假起止时间记录单位精确到天, 请假时间计算不包括非工作日;(3)产前假、哺乳假请假起止时间记录单位精确到小时, 请假时间计算不包括非工作日, 且每天最多请1小时;(4)其余公假类中请假类型请假起止时间记录单位精确到天, 请假时间计算包括工作日和非工作日.事假、病假、工伤假、带薪休假请假人为单人,其余请假类型请假人可多选.3.2.2 刷卡记录读取考勤机上的原始刷卡记录, 并依据考勤刷卡时间, 计算异常类别. 具体计算规则如下:(1)读取系统设置的上班时间, 下班时间;(2)上班时间容忍一分钟: 上班时间 + 1分钟, 上班迟到: 30分钟(系统可设置), 下班早退: 30分钟(系统2021 年第 30 卷第 5 期计算机系统应用139可设置);(3)首先判断今天是否需要出勤, 如果否, 则不计算; 如果是, 则计算.进所时间和出所时间相同, 表示单次打卡或者未打卡, 出勤状态为“缺勤”;进所时间 > = 上班容忍时间 && 进所时间 < 上班迟到, 出勤状态为“迟到”;出所时间 >= 下班早退 && 出所时间 < 下班时间,出勤状态为“早退”;进所时间 >= 上班迟到 && 出所时间 <= 下班早退, 出勤状态为“上下班缺勤”;进所时间 >= 上班迟到, 出勤状态为“上班缺勤”;出所时间 > 进所时间, 且出所时间 <= 下班早退,出勤状态为“下班缺勤”;进所时间 < 上班容忍时间 && 出所时间 > 下班时间, 出勤状态为“正常出勤”.3.2.3 考勤统计考勤统计分析以考勤数据为基础, 对个人、部门考勤数据进行汇总统计, 分为: 个人考勤信息、部门考勤汇总和出勤统计分析. 考勤统计分析数据权限设计原则: 个人考勤信息对普通员工开放查询权限, 部门考勤汇总和出勤统计分析, 对领导及具有该菜单功能权限的角色用户进行开放查询.个人考勤信息: 以日历卡片形式显示员工每月每日的考勤状态. 默认显示系统当月的考勤状态, 可切换年或月显示不同月份的考勤日志显示考勤刷卡进出所时间. 界面展示如图9所示.图9 个人考勤信息界面(1)显示刷卡记录进所时间~出所时间, 时间格式: HH24: MI.(2)显示考勤状态出勤、缺勤n 小时、某种假n 小时、迟到、早退、刷卡异常.(3)显示假日及特殊工作日若是异常刷卡, 显示“说明”按钮, 点击此按钮可发起刷卡异常说明流程.若有缺勤, 显示“补假”按钮, 点击此按钮可发起请假流程, 传递缺勤的时间, 为2补假提供方便.(4)显示统计项目年度带薪休假日数、年度已公休日数、年度事假累计(小时)、当月事假累计(小时)、年度公出累计(小时)、当月公出累计(小时)、当月迟到早退累计(次)、当月缺勤累计(小时) .部门考勤汇总: 以表格方式汇总出部门考勤. 界面示意图如图10所示.图10 部门考勤汇总点击员工姓名, 可以进行穿透查询, 查询该员工的刷卡记录及考勤日志明细信息. 左侧“组织机构”根据用户角色显示相应权限内的数据, 右侧上部默认组织机构内的全部一级部门考勤汇总数据; 右侧下部显示选中的组织机构内, 人员的考勤汇总信息. 点击一级部门后, 右侧上部显示该一级部门内各个二级部门考勤汇总数据, 右侧下部显示选中的组织机构内, 人员的考勤汇总信息.出勤统计分析: 以图形界面直观的展示全所出勤情况. 出勤统计分析界面如图11所示.点击一级部门柱状图, 可以进行穿透查询, 查询其子部门的出勤图形统计; 点击二级部门柱状图, 可以进行穿透查询, 该部门每个员工日出勤明细及图形统计.出勤时间统计计算部门人均日均出勤时间, 计算公式如下:指定期间内:计算机系统应用2021 年第 30 卷第 5 期140(1)个人每天出勤时间 = 该员工计算对象日的刷卡时间差 + 该员工计算日的公假; 单位为“分钟”; 若刷卡时间差>480 且刷卡时间差 <= (480+30) 记为 480分(即8小时); 刷卡时间差>(480+30), 则刷卡时间差 = 刷卡时间差−30;(2)个人日均出勤时间 = 个人每天出勤时间之和/指定期间内工作日历工作日日数/60; 单位为“小时”, 小数点后保留2位, 四舍五入;(3)部门人均日均出勤时间 = (部门内每个人的个人日均出勤时间之和) / 部门内总人数; 单位为“小时”,小数点后保留1位, 四舍五入.图11 出勤统计分析3.3 权限管理(1)菜单功能及操作注册对URL 路径地址进行注册登记, 如图12所示.图12 配置菜单及操作(2)角色分配创建角色, 并分配对象, 如图13所示.(3)权限分配指定角色, 分配对应的菜单及操作, 如图14所示.4 结语企业信息管理的数字化、信息化、规范化是增强企业核心竞争力的关键环节. 人力资源管理系统支撑了人力资源管理全线业务, 大大提高了人力资源管理工作效率. 在满足业务流程的同时, 积累了大量有用的数据, 基于这些数据支撑了人员效能分析, 优化了人员配置, 提供的综合统计分析结果, 为企业决策提供了依据. 同时这些数据将为建立企业大数据分析提供基础数据. 通过人力资源管理系统的建设, 也验证了系统开发平台运行稳定、具有可扩展性、可维护性, 能够支撑人力资源管理业务. 通过该系统开发平台可以模块化、高效快速开发项目, 适应复杂业务及需求变化, 具有广泛推广应用价值.图13 创建角色图14 权限分配参考文献张明亮. 基于J2EE 的人力资源管理系统设计与实现. 软件工程, 2019, 22(9): 20–22,16. 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Activiti实践. 北京: 机械工业出版社, 2015.6陈路路, 周凤. 一种协同的柔性Activiti5引擎设计. 计算机技术与发展, 2017, 27(3): 48–51.7李修云. 基于Activiti框架的在线审批流程应用研究. 计算机科学, 2016, 43(S1): 555–557.8沈满, 赵嵩正, 刘婧. 依据角色权限的审批工作流模型构建. 计算机工程与应用, 2013, (4): 235–239.9陈晨, 王梦彤. 一种指纹考勤机数据管理系统的设计与开10发. 计算机应用与软件, 2016, 33(12): 30–33. [doi: 10.3969/j.issn.1000-386x.2016.12.008]袁翔. 基于J2EE的综合系统核心支撑平台的设计. 计算机应用, 2013, 33(S2): 259–262.11桑一梅, 韩霞. 基于RBAC模式的人力资源管理系统的开发. 科技创新与应用, 2019, (29): 90–91.12朱丹丹. 浅析JAVA语言的开发平台及J2EE编程技术. 信息通信, 2015, (11): 126–127. [doi: 10.3969/j.issn.1673-1131.2015.11.071]13刘晓绘. 基于B/S模式的人力资源管理系统的设计与实现[硕士学位论文]. 成都: 电子科技大学, 2012.14徐尧洋. 简论ERP人力资源管理系统在企业中的应用. 信息通信, 2018, (5): 172–173. [doi: 10.3969/j.issn.1673-1131.2018.05.085]15计算机系统应用2021 年第 30 卷第 5 期142。

Intelligent Manufacturing System

Intelligent Manufacturing Systems:a methodology for technological migration Jorge Gamboa-Revilla and Miguel Ram´ırez-Cadena.∗Abstract—More complex products in eﬃciency and quality,the necessity of diminish energy spending and investment reduction;amongst other things,are dis-turbances,and their occurrence may have severe im-pact in the performance of actual manufacturing sys-tems.Manufacturing systems should be based in dis-tributed and autonomous entities,being possible the addition of new components without stopping or re-starting processes.All these facilities point to the concept of agile manufacturing systems.The ap-proach is addressed to encourage the usage of holonic and multi-agent concepts in traditional production lines,with a friendly software upgrade and a min-imum cost in hardware expansion.A methodology that includes the technological migration from a es-tablishedﬂexible manufacturing structure(FMS)to intelligent and reconﬁgurable manufacturing system (RMS)is presented.An example of implementation will be described in depth to show the viability of the proposed schema.Keywords:Computer integrated manufacturing,Dis-tributed control,Holon,Intelligent manufactuting sys-tems,Multiagent Systems,Parallel architectures,Par-allel processing,Reconﬁgurable Manufacturing Sys-tems1IntroductionIn the last twenty years manufacture concepts have had several redeﬁnitions,in the eighties,the concept ofﬂexi-ble manufacturing systems(FMS)was introduced to de-velop a new family of products with similar dimensions and constraints.But nowadays,the capacity of recon-ﬁguration has become a major issue for improving the functioning of industrial processes.Indeed,today a main objective is to adapt quickly in order to start a new pro-duction or to react in a failure occurrence[1].Intelligent manufacturing systems(IMS)[2],has bothﬂexibility and reconﬁgurability,in fact this concept brings more than a few ideas of software intelligence meanings,which con-templates characteristics such as autonomy,decentraliza-tion,ﬂexibility,reliability,eﬃciency,learning,and self-regeneration,all of these facilities lead to the concept ∗Jorge Gamboa-Revilla,Miguel Ram´ırez-Cadena,Tecnol´o gico de Monterrey(ITESM)Campus Monterrey,Mechatronics and Au-tomation Department,Av.E.Garza Sada2501,64849,Monterrey, Nuevo Le´o n,M´e xico.(a00778197,miguel.ramirez)@itesm.mx of agent-based manufacturing systems.An agent is a computer system that is situated in some environment, and that is capable to act in an autonomous way in this environment in order to meet its design objectives.In-telligent agents are able to perceive their environment, and respond in a timely fashion to changes that occur in it in order to satisfy their goals,this characteristic is well known as reactivity.However an agent is also proac-tive,for it agent is able to exhibit goal directed behavior by taking the initiative.In addition,agents are social, having the ability to interact with other agents[3].It worth to remember the deﬁnition of an”Holon”,which its similarities with agent deﬁnition,brings up controver-sial meanings,nevertheless an holon is well recognized on manufacture applications with the distinctive of a more speciﬁc intelligence use,while an agent could have dif-ferent levels of intelligence such as logical,reactive,lay-ered or in a more advanced way,with beliefs,desires and intentions(BDI)[4].The word”holon”comes from the Greek holos that means whole,with the suﬃx on which, as in proton or neutron,suggests a particle or part.A system of holons that co-operate to achieve a goal or ob-jective limited by rules of interaction is called holarchy [5].On the past decade researchers have focused their investigations in the theory and design of holonic manu-facturing systems(HMS),wherein can be found two prin-cipal aspects that at present are still being depurated. On one hand we have issues associated with the develop-ment of multi-agent systems(MAS),on the other hand how the MAS can be eﬀectively deployed into manufac-turing environments[6].In spite of having a complete set of agent architectures and algorithms,they still do not have the strength to displace established manufac-turing systems,even though the companies know that in a brief time market will change and some actions have to be taken.This paper presents a novel approach to manufacturingﬂoor control design with agent coordina-tion,including the interaction through a manufacturing execution system(MES)with manufacturing planning level(Seeﬁg.1)structure taken from previous researches [7,8,9].This scheme uses commercial software that in-cludes a few mainly distinctive characteristics,such as block oriented programming,parallelism for distributed structures,and theﬂexibility to scale platform capaci-ties without missing the structure concept.This article will refer to a multi-agent manufacturing platform imple-Figure1:Floor control design with holonic coordination, including the interaction through a MES with manufac-turing planning level.mented at Instituto Tecnol´o gico de Estudios Superiores de Monterrey(ITESM)as a general study case;neverthe-less a methodology to convert conventional manufacture systems into new intelligent manufacturing,ﬂexible and reconﬁgurable concept shall be explained in detail.2The feature of migrationSince the multi-agent technology has been recognized as a key concept in building a new generation of highly dis-tributed,intelligent,self-organizing and robust manufac-turing control solution,the traditional concept of manu-facturing systems,has become vulnerable to changes[10]. Environmental changes,failure detection,reconﬁgurabil-ity,and expandability;are a set of capabilities that make an attractive option the application of this feature of mi-gration.The idea of a standard software platform in-cluding characteristics such as reconﬁgurability,ﬂexibil-ity and”holonic-ready”[9]concepts,is justiﬁed by the necessity of uptake on established systems,making eas-ier to adopt new production infrastructures without dra-matic hardware changes and long setup times.At the moment it is possible toﬁnd several topologies of manu-facturing cells,such as centralized,hierarchical,and het-erarchical structures[11].Each topology could be con-sidered as optimal and able to accept migration,taking into account that each block should be related without complete dependency,at least after migration is imple-mented,and well functioning shall not be compromised with any other element from the cell.A generic plat-form was designed in order to apply multi-agent schema [9].The platform design was implemented in such a way that anyﬂexible manufacturing cell could be evolved into agent-based structure.The clue is to adopt the platform structure,and shape each element(robots,numeric con-trol machinery,conveyors)of a cell to acquire agent per-sonality.Once the problem or problems are identiﬁed theMAS design phase,starts,which is more oriented toward the implementation of the generic platform;however a methodology should be committed.The methodology includes deﬁnition of:1st stage;capabilities of each sin-gle agent,and the inter-agent communication,2nd stage MAS architecture planning.3The MethodologyBefore any attempt can be made to implement agent so-cieties eﬀectively in a manufacturing system,an analy-sis of the industrial life cycle is pivotal.It therefore be-comes important to introduce the environment in which an agent should act[12].For it the information system of a manufacturing enterprise is crucial to be recognized, in order to clearly sketch how agents can be integrated and how data would be interchanged(Seeﬁg.2),wherein the three layers,that computer systems in manufactur-ing management use,are illustrated.The generic plat-form is toward from general to particular application,so before start working on developing intelligence,is crucial to make independent each element,which is supposed to emerge from a centralized and sequential architecture that actually shall be substituted by the newplatform. Figure2:Hierarchy model of communication and inter-actionThis section will start taking the hierarchy presented on ﬁgure1and model presented onﬁgure2,taken from ear-lier works on this research[7,8,9].The superior part of this pyramid is performed by management layer,which are satisﬁed with a manufacturing planning level,and a manufacturing execution level.Both could be pro-grammable holons,purely software based.In addition pyramid bottom is formed by executable holons,which has direct contact with machinery,and hardware systems, also this part of the pyramid frequently is the one with more constraints in manufacturing environments.The eﬀorts on this section will be driven to get the pyramid base prepared to be adapted without neither hardware changes nor design,on the other hand ready to becomereconﬁgurable,and holonic-ready[9],the methodology (Seeﬁg.3)shall be explained as follows.•Deﬁne Communication Structure:This answers the issue,how data acquisition will be performed and how data shall be shared between items on internal and distributed network.On actual systems,this is an easy matter due the well-known kinds of com-munication protocols.Data interchange is available in several ways,for example ActiveX,data library functions(*.dll),OPC and data sockets,and those at the same time use diﬀerent well established chan-nels of communication,such Control-Net,Proﬁbus, Ethernet,Device-Net,amongst others,making even easier this step on the methodology.•Isolate from global system:The well or bad func-tioning of one element should not aﬀect to the other elements functioning.In other words is essential to rupture dependences.Isolating,could be a dif-ﬁcult part on this methodology,understanding that each element in traditional systems is related witha strong sequential logic,using strategies such asFirst-in-ﬁrst-out(FIFO),Earliest Due Date(EDD), Shortest Processing Time(SPT),and Least Slack First(LSF),all of them has an acceptable perfor-mance and their use have solved many industrial op-timization problems,nevertheless are sequential de-pendant,sequential operations,and dependency are rigid and that structure is not compatible with the ideal holonic infrastructure.•Convert from general to particular:Scalability and generic features are the main topics on this method-ology;we must conserve generality,thinking in ad-vance to future hardware or software changes.Rigid and dedicated operation should be eliminated,to achieve diﬀerent applications,making able to change its functions.•Create relationships but not dependences:Elements should be able at the end to share data,hence is necessary to establish a weak relation with messaging protocols such as FIPA or contract Net,that withﬁre actions in order to perform an application.It follows that relationships must be created without missing complete agent-based structure.The result after this methodology would be what we call a”holonic-ready agent”(HRA),which meaning contem-plates an entity with characteristics and attributes nec-essaries to adopt intelligence blocks(to become a Holon) in order to achieve diﬀerent functions or tasks.An over-all view of the resulting platform(Seeﬁg.4)emerges fromﬁgure4,where is shown in a more oriented way the methodology applied on the commercial software used to develop the generic platform.The methodologymakes Figure3:The methodology model implemented to achieve migration featurepossible reconﬁgurability into the manufacturing cell,and at the same time the cell becomes ready to adopt sec-ond stage of the problem,Multiagent architecture selec-tion.An to explain how reconﬁgurability is done,the robot routine,which contains ethernet procedures and *.dll functions to perform actions such as movements or execution of a speciﬁed routine.Lets imagine that we have to plug another identical robot to the cell,following this methodology procedure,it is just matter of duplicat-ing robot cycle and change some kind of IP address to achieve plug and produce,like some authors have deﬁned [13].Holonic or intelligent agent skills and knowledge should be attached to the inputs and outputs of those isolated cycles,the intelligent entities could be developed on diﬀerent coding resources,such as Matlab,C++or JAVA,and these can be encapsulated as an external code node in such a way that they can be used on LabView interface.4Agent Architecture for generic plat-formBefore continuing with the study case,is fundamental to deﬁne some aspects about the agent architecture imple-mented,remember this refer to the second phase of mi-gration problem.An agent could be categorized in purely reactive,in which do not consider historical data to re-act,and agents with state,this category contemplates past events,and contain internal states that describe the agent current situation,its perception of the world map to a set of possible actions to react in diﬀerent manners. However these aspects still do not clarify how functioning might be implemented,functioning classes could be log-ical,reactive,intentionalﬂexible(BDI)and layered,for this application case reactive agents is selected,in which decision making is implemented in some form of directFigure4:The distributed platform cycle design and mes-sage structure.mapping from situation to action.For this implementa-tion is necessary to create three diﬀerent sets or vectors, in order to deﬁne the agent structure and its virtual en-vironment.Equation1denote a representation of a set of discrete states E,which we can justify by pointing out that any continuous environment can be modeled by a discrete environment to any desired degree of accuracy, on the other side we have Ac being a set of discrete ac-tions.The basic model of agents interacting with their environments is represented on equation2,as can be seen r is a sequence with actionsﬁring states,hence equations 3and4are sequence terminated by actions or states re-spectively.The environment starts in some state,and the agent begins by choosing an action to perform on that state.E=s0,s1,...,,su+1;Ac=α0,α1,...,,αu+1;(1)r:s0⇒α0s1⇒α1s2⇒α2...⇒αu su+1(2) R Ac:s0⇒a0s1⇒a1...⇒au(3) R E:s0⇒a0s1⇒a1...⇒au su+1(4) As a result of this action,the environment can respond with a number of possible states.However,only one state will actually result,and obviously the agent does not know in advance which it will be.The rules that govern environment are established by the state trans-former,equation5,at the same time each agent is de-ﬁned by equation6,in which an agent receives a run or sequence terminated by a state,an agent should map this situation to an action[3].τ(R Ac):R Ac⇒℘(E)(5)Ag:R E⇒Ac(6)Although architecture is designed by these abstract mod-els,the following pseudo code,represent in a very general way how these models are implemented and the study case is developed:1.function action(p:P):A2.var fired:(R)3.var selected:A4.begin5.fired:={(c,a)|(c,a)~R and p~c}6.for each(c,a)~fired do7.if!((c’,a’)~fired such that(c’,a’)-<(c,a))8.then return a9.end-if10.end-for11.return null12.end function actionThus action selection begins byﬁres computing the set ﬁred of all behaviors thatﬁre(line5).Then,each be-havior(c,a)thatﬁres is checked,to determine whether there is some other higher priority behavior thatﬁres.If not,then the action part of the behavior,a,is returned as the selected action(line8)[14].5The ITESM manufacturing cellThe laboratory installed at ITESM,consist of two identi-cal cells equipped with one loop belt-conveyor,one robot (Motoman UP6),one ASRS(automatic storage retrieval system)installed in a warehouse of2x12storage slots,a CNC machine(EMCO PC MILL155),and an assembly table for each cell(Seeﬁg.5).The conveyors have three docking stations:robot,inspection and storage station. When a raw material is introduced by an operator pro-duction orders are delivered,so that each module is aware of their tasks and roles on production.When batches of raw material are deposited onto the belt-conveyor(Con-veyor agent),it must be aware at any time of which tasks are designated to each pallet that is navigating on the conveyor,and depending on the assigned task it can stop pallets at diﬀerent docking stations in order to execute a process.When raw material is stopped at robot docking station,it could be delivered to CNC machine or assem-bly buﬀers,these tasks are performed by the manipulator (Motoman UP6).What to do and when has to be done, are examples of the information that order agents deal with the cell,speciﬁcally to those executable agents in charge of that area or cell section.6Validating reconﬁgurability and agent implementationPrevious to this section,the ITESM manufacturing cell was described in detail in order to make a global view of how elements are initially set and how original opera-tionalﬂux is performed in a traditional environment.InFigure5:Layout of ITESM Flexible Manufacturing Cell. this section the conﬁguration of the cell will be altered physically in a non-dramatic way to ensure reconﬁgura-bility after implementing the”Holonic-ready”platform, also two elements with no previous interaction will have to cooperate in order to achieve a common goal.It is essential to avoid long setup times,extra physical wiring, or extra monetary investments,to demonstrate the fea-sibility of migration.The study case begins with some physical changes,ﬁgure5shows the layout of the ITESM cell,for this application the camera from inspection sta-tion will be attached to robot assembly table,its image processing shall construct the perception of robot agent, in other words camera should be the medium that makes the robot able to observe its environment,whereas the robot agents performs decision making process(Seeﬁg.6).The tasks are deﬁned as follows;raw material is de-Figure6:Multiagent abstract architecture for study case. livered by an operator,and this material is formed by a pallet with geometricalﬁgures,as shown inﬁgure6,theseﬁgures do not always conserve same patron of plac-ing,thus the robot should perceive by the camera current state from environment,then the robot performs an spe-ciﬁc routine or action to deliver eachﬁgure to another pallet with a speciﬁc location for each geometricalﬁg-ure(Seeﬁg.7).The petri net demonstrate onﬁgure7, Figure7:A petri net for dinamic study case representa-tion.how actions and states modify environment from agent perspective,in a dynamic comportment.How often the robot agent performs a determinate route or path is es-tablished by the utility each path pays.The amount of utility given for eachﬁgure could be assigned by program-mer.Nevertheless an agent always tries to maximize the utilities that it can obtain from a task[4],equation7. Ag opt=argmax(Ag AG)r R(Ag,Env)u(r)P(r|Ag,Env)(7) Figure8:Real working of robot and camera,results.7Conclusions and future worksThe physical changes were successfully achieved,there are several ways to qualify this characteristic such as time and hardware adaptation,even both aspects were opti-mized with the usage of the holonic-ready platform,if there were dimension changes on assembly table for ex-ample,collision of work space would be also an important problem to solve,nevertheless collision could be avoided adding some extra collision avoidance algorithms,it al-ways will depend on how old-fashioned integrated sys-tems are in the FMC to migrate and its ability to inter-act.In other words solutions for diﬀerent elements,will depend on howﬂexible or communicable they are,as a result we could have several solutions.However prepara-tion of a generic platform that actually could adopt diﬀer-ent solutions seems the most urgent issue.The platform shows suﬃcientﬂexibility to accomplish the unexpected request of assembling products,as well as showingﬂexi-bility in removal,addition and reconﬁguration of assem-bly devices.We could succeed to implement a holonic-ready platform in a generic mode showing its capability for migration to convert common FMSs into RMS agent-based systems.As future work a scheduler of assembly devices shall be developed,and interaction with superior levels such manufacture execution system,both have to be developed in a generic schema to be adopted on the platform,opening diﬀerent research lines such as logistics and planning for intelligent manufacture,and technolog-ical migration.8AcknowledgementsThis work is a contribution for the Rapid Product realiza-tion for Developing Markets Using Emerging Technolo-gies Research Chair,Registration No.CAT077.The au-thors wish to acknowledge the support of the Tecnologico de Monterrey,Campus Monterrey,Graduated Program department and the Mexican Science and Technology Council(CONACYT)sustaining under Grant J110256. References[1]E.J.Lee, A.Toguyeni,N.Dangoumau,“A PetriNet based approach for the Synthesis of Parts’Con-trollers for Reconﬁgurable Manufacturing Systems,”SICE-ICASE International Joint Conference2006, sice,pp.5567-5572,2006[2]Kusiak,Andrew.Intelligent manufacturing systemsPrentice Hall,c1990[3]Wooldrige,M.An Introduction to MultiAgent Sys-tems1st Edition,2002.[4]Vidal,J.M.Fundamentals of Multiagent SystemsTextbook1st Edition,2002.[5]Koestler,A.:The Ghost in the machine.Hutchinson,London(1967)Danube edition,with new preface: 1976.[6]Fletcher,M.,McFarlane, D.,Thorne, A.,Jarvis,D.Lucas,A.:Evaluating a Holonic Packing Cell,First International Conference on industrial applica-tions of holonic and multi-agent systems.,HoloMAS, Prague(2003).[7]Gaxiola,L.,Ramrez,M.,Jimenez,G.,Molina,A.:Proposal of Holonic Manufacturing Execution Sys-tems Based on Web Services Technologies for Mexi-can SMEs,First International Conference on indus-trial applications of holonic and multi-agent systems, HoloMas,Prague(2003).[8]Gaxiola,L.:Holonic environment integrationmethodology for metalworking SMEs manufacturing systems.MSc.Thesis,ITESM,Monterrey,Mexico (2004).[9]Jorge,M.Gamboa,Miguel,J.Ramirez,“A Genericmulti-agent architecture design in a FMC,imple-menting distributed intelligence,”6th International Workshop on Practical Applications of Agents and Multiagent Systems,Salamanca,Spain,pp.11-20 2007[10]Van Leeuwen,E.H.,Norrie,D.:Intelligent manufac-turing:holons and holorachies.Manufacturing En-gineer,76(2),86-88,(1997).[11]Saad,K.Kawamura,and G.Biswas,Perfor-mance evaluating of contract Net-Based hierarchical scheduling forﬂexible manufacturing systems. [12]MESA International,Controls deﬁnition and MESto controls dataﬂow possibilities,White Paper No.3ed.,1995[13]T.Arai,Y.Aiyama,M.Sugi,J.Ota.:Holonicassembly system with Plug and Produce,Else-vier(2001)[14]Weiss,G.Multiagent Systems,A Modern Approachto Distributed Artiﬁcial Intelligence2nd Edition, 2000.。

商业评价英语作文

商业评价英语作文Title: Business Evaluation: A Comprehensive Analysis。

Introduction。

In today's dynamic business landscape, the evaluation of businesses plays a crucial role in decision-making processes. Whether it's assessing the performance of a company, determining investment opportunities, or gauging market competitiveness, conducting a thorough business evaluation is essential. In this essay, we delve into the intricacies of business evaluation, examining its significance, methodologies, and key factors involved.Significance of Business Evaluation。

Business evaluation serves multiple purposes within the realm of commerce. Primarily, it provides stakeholders with insights into the financial health and operational efficiency of a company. Investors rely on evaluations tomake informed decisions regarding capital allocation, while management utilizes them to identify areas for improvement and strategic planning. Furthermore, business evaluations are often required for mergers and acquisitions, ensuring transparency and fairness in transactions.Methodologies of Business Evaluation。

PDM相关,中英互译,百度百科

PDM以软件为基础，是一门管理所有与产品相关的信息（包括电子文档、数字化文件、数据库记录等）和所有与产品相关的过程（包括工作流程和更改流程）的技术。

它提供产品全生命周期的信息管理，并可在企业范围内为产品设计和制造建立一个并行化的协作环境。

PDM的基本原理是，在逻辑上将各个CAX信息化孤岛集成起来，利用计算机系统控制整个产品的开发设计过程，通过逐步建立虚拟的产品模型，最终形成完整的产品描述、生产过程描述以及生产过程控制数据。

技术信息系统和管理信息系统的有机集成，构成了支持整个产品形成过程的信息系统，同时也建立了CIMS的技术基础。

通过建立虚拟的产品模型，PDM 系统可以有效、实时、完整的控制从产品规划到产品报废处理的整个产品生命周期中的各种复杂的数字化信息。

产品数据管理PDM（ProductDataManagement）技术很难有一个准确的定义加以描述。

但就现阶段PDM的发展情况而言，可以给出一个较为具体的定义：“PDM 技术以软件技术为基础，是一门管理所有与产品相关的信息(包括电子文档、数字化文档数据库记录等)和所有与产品相关的过程（包括审批/发放、工程更改、一般流程、配置管理等）的技术。

提供产品全生命周期的信息管理，并可以在企业范围内为产品设计与制造建立一个并行化的协作环境。

”凡是最终可以转换成计算机描述和存储的数据，PDM都可以一概管之，例如：产品结构和配置、零件定义及设计数据、CAD绘图文件、工程分析及验证数据、制造计划及规范、NC编程文件、图像文件（照片、造型图、扫描图等）、产品说明书、软件产品（程序、库、函数等“零部件”）、各种电子报表、成本核算、产品注释等、项目规划书、多媒体音像产品、硬拷贝文件、其它电子数据等。

由此看来，所谓PDM，并不只是一个技术模型，也不是一堆时髦的技术辞藻的堆砌，更不是简单的编写程序。

它必须是一种可以实现的技术；必须是一种可以在不同行业、不同企业中实现的技术；必须是一种与企业文化相结合的技术。

多元非线性制造过程波动源识别模型与方法

多元非线性制造过程波动源识别模型与方法汪邦军;佘元冠;戴伟;刘宇【摘要】为有效控制产品制造过程的质量波动,提出一种多元非线性制造过程波动源识别模型和方法.该方法中的波动源识别综合框架对应一套零件几何特征的向量表示、零件模型、零件波动模型、波动源识别广义模型,利用多元联合概率密度、似然函数和似然比分析,得到最主要波动源判断准则,实现对多元非线性情况下影响产品制造过程的关键质量特性的主要波动源的识别.为验证该方法的科学性和可实践性,结合某飞机壁板组件波动源识别案例编写了MATLAB程序,并对有关模型、算法和流程进行了验证,保证了该方法在企业层面可行.%To effectively control the quality variation of manufacturing process,a variation source identification methodology for multivariate nonlinear manufacturing processes was presented.A variation source identification frame corresponded to the vector representation,part models,part variation models,and general variation source identification equation of a set of geometric feature.By using approaches of joint probability density functions,likelihood functions and likelihood ratio comparison,the judgment criterion to identify the main variation source of key characteristics of manufacturing processes was obtained.To verify the scientificity and practicality of the proposed methodology,a case study on aircraft panel components was studied by writing MATLAB program to identify the main variation source,and the result showed the feasibility of this methodology at the enterprise level.【期刊名称】《计算机集成制造系统》【年(卷),期】2017(023)004【总页数】11页(P825-835)【关键词】制造过程;波动;联合概率密度;似然函数;飞机壁板组件【作者】汪邦军;佘元冠;戴伟;刘宇【作者单位】中国航空发动机研究院,北京 101304;北京科技大学东凌经济管理学院,北京 100083;北京科技大学东凌经济管理学院,北京 100083;北京航空航天大学可靠性与系统工程学院,北京100191;北京信息科技大学经济管理学院,北京100085【正文语种】中文【中图分类】TG659“波动(Variation)”丰富了人们的生活，其不断的变化与波动给万物带来了无限生机和活力，推动着自然界和人类社会持续向前发展。