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Cost-Benefit of interface management Improvement in Design-Manufacturing Chain

Journal of Shanghai Jiaotong university(Science) 2009年第3期14卷 380-384页

作者：朱岩梅 School of Economics and management Chinese Academy of Science and Technology management Tongji University

Design-manufacturing chain （D-MC） is the most important link of the supply chain with the greatest possibility in cost reduction. How to strengthen the effective management of interracial relationship between designer and manufacturer and increase the efficency of interface management concerns the efficiency of the whole supply chain. In order to evaluate and improve the impacts of D-MC interfacial relationship, first we should construct the evaluation index system and then we should analyze the total cost and benefit of the interfacial relationship betterment, including the cost of member units in D-MC, the opportunity cost of cooperation partners, and the market returns resulted from the interfacial relationship improvement, which will advance the whole supply chain efficiency as well as enhance the management performance of D-MC.

关键词： design-manufacturing chain (D-MC) supply chain interface management cost benefit

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Research on interface management of General Contracting Projects

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World Journal of Engineering and Technology 2022年第2期10卷 194-212页

作者： Xinhua Zheng Anhui Cindare Real Estate Development Co. Ltd. Hefei China

In recent years, EPC, as a project contracting model, has been promoted in the international and domestic markets. This mode can realize the reasonable intersection of design, procurement and construction, and can reasonably combine the three major businesses so that the whole project plan can be more optimized which is very beneficial to the management of the owner, and can effectively ensure the progress of the project construction. The achievement of the owner’s cost target. However, many participants are intertwined in a system, which will inevitably bring huge challenges to managers. For example, the goals of different participants are very different, which will form the interface between organizations. Based on this problem, this paper will systematically review the interface management, find out the influencing factors of the EPC project interface management through literature, and further screen and evaluate the influencing factors through expert interviews and questionnaires, so as to obtain six influencing factors: poor information processing ability, design work ignores buildability, security incident, too much intervention by the owner, use of new technologies, new materials and new processes in construction, uncertainty and changes in the surrounding environment, and carry out variance analysis of influencing factors for different individual characteristics and obtain factors such as “too much intervention by the owner”. Males have higher recognition and higher education than females. The higher the degree of recognition of this factor is, the highest degree of recognition of the supervision unit for “design work ignores constructability” is.

关键词： EPC interface management Influence Factor

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Framework to Design Type-based Transfer Processes Between Technology and Product Development

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management Studies 2014年第6期2卷 357-372页

作者： Guenther Schuh Katharina Apfel Fraunhofer Institute for Production Technology Aachen Germany

To stay globally competitive, manufacturing companies are increasingly under pressure to bring new products and applications to market, improve existing products, and discover new technologies to produce them at a lower price. New technological findings can enable companies to overcome these challenges. In practice, technology development associated with a long time horizon is often given a lower priority compared with short-term focused product development thus being stronger restricted by everyday business. More and more companies separate their technology development department from product development to promote technological innovations. Due to this additional interface in the R＆D organization new problems arise, resulting in technologies not being implemented in products. The reasons for these problems amongst others concern wrong timing for the transfer or inadequate definition of responsibilities. In this paper of ongoing research, authors introduce a framework to design the transfer processes between technology development and product development. Although there are a number of options for designing the operative transfer, there is no regulatory framework specifying which configuration options are at this particular interface. The approach is to develop a model, which is able to design different company-specific transfer processes taking into account the object being transferred at this interface. Thus, for different objects to be transferred, different transfer processes are designed. The model＇s aim is to enable responsibility of the R＆D management to design their company-specific transfer processes to enable more technologies being implemented into products, thus giving the whole company the possibility to act more innovatively.

关键词： technology development product development interface management R&D management

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跨界融合情境下组织间合作如何实现价值共创

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企业管理研究 2021年第12期

作者：王涛

随着社会持续发展和产业分工细化，价值创造已经从企业组织内部延伸到组织间合作，并由不同层次相关主体的共同作用而得以实现。然而，很多的组织间合作不仅未能带来价值收益，反而出现合作困难，甚至以失败告终的状况，其中最为重要的... 详细信息

随着社会持续发展和产业分工细化，价值创造已经从企业组织内部延伸到组织间合作，并由不同层次相关主体的共同作用而得以实现。然而，很多的组织间合作不仅未能带来价值收益，反而出现合作困难，甚至以失败告终的状况，其中最为重要的现实问题是组织间存在界面障碍，导致难以形成有效的衔接，阻碍了价值共创的实现。随着组织间合作进入“宽范围、多层次、纵深度”的跨界融合新阶段，与以往相比，其情境、过程和内容都存在较大差异，对管理活动也提出了新要求。本文对跨界融合情境下组织间合作模式进行探析，提出只有破除合作中存在的制度距离、目标差异、创新壁垒等界面障碍，确保组织间能够进行有效衔接，才能有利于价值共创的实现。界面管理作为组织间关系的一种管理机制，可以结合具体的情境、过程和内容，针对跨界融合交互活动中的横向界面和纵向界面采取合适的管理措施来稳妥处理组织层次、团队层次和组织—团队跨层次三组界面之间的关系，增强各行为主体之间的沟通、整合与协作，推动生产要素的有序流动，从而提高价值共创的效率和效益。

关键词：组织间合作跨界融合界面管理价值共创跨界团队 inter-organizational cooperation cross-boundary integration interface management value co creation cross-border team

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