基于自适应大邻域搜索的鲁棒多项目调度方法

多项目资源管理有时需要采用一种资源专享-转移策略，该策略下可更新资源在多项目之间不共享，但在当前项目完工之后其资源可以转移至其它还未开始的项目。针对这一实际问题的理论研究非常有限。考虑活动工期的不确定性，从时差效用函数视角评价项目调度计划的鲁棒性，在考虑拖期成本-鲁棒性的多目标问题框架下，构建了一个资源专享-转移视角下的多项目资源分配(战术层)与鲁棒调度(运作层)双层决策优化模型。针对模型的NP-hard性质和多目标组合优化特征，设计了一种新的自适应大邻域搜索(adaptive large neighborhood search，ALNS)算法求解模型。该算法采用“项目-缓冲-资源-活动”列表的混合编码表示问题可行解，提出基于四类列表的destroy-repair邻域结构，设计一种超体积指标进行自适应搜索以提高算法性能。最后，为了验证ALNS算法的适用性和有效性，设计一种NSGA-II算法作为比较基准，通过大规模仿真实验对算法性能进行了对比分析，并探索工期不确定水平对多项目调度方案鲁棒性的影响。     

并行工程中的实时计划管控系统

本文提出了一种面向并行工程的计划仿真和实时管理模型。该模型采用多始点有向网络图表示企业的各项活动,图中每个节点都设立前后两个堆栈存放节点的启始和终止条件。这种模型可以描述并行工程复杂多样的过程启始和终止条件,实时发现资源冲突,并利用规则库对冲突实时进行相应的协调。文中还介绍了基于此模型的一个原型软件。     

基于多Agent模拟的产品开发与组织设计协同研究

建立产品开发的数学模型并采用多智能体模拟方法对复杂产品开发与组织设计的协同性进行了定量分析.首先,对产品和项目从复杂度和开发的时间压力进行了二维建模;然后对不同类型的组织设计所共同关注的组织要素进行识别和建模;通过一组模拟实验进一步对产品开发与组织设计之间的匹配和一致性关系进行了定量化研究,并总结出复杂产品开发与组织设计的协同关系.研究结果表明,组织应针对产品开发的不同特征对各组织要素进行与之相匹配的设计,产品开发与组织设计的良好的协同性是确保组织取得产品开发高绩效的重要因素,并从微观水平上给出复杂产品开发与基于项目的组织设计的协同方案.     

并行设计环境结构框架的研究

当前并行工程被认为是改进新产品开发的一个重要方法论。在并行设计中,一个很重要的任务就是在产品设计的同时也考虑生产过程的设计。本文讨论了并行设计环境的结构,该结构主要由一个并行设计模块和一个知识库组成。并行设计模块用于求解一个并行设计模型来制订产品设计和生产过程中的参数,作者建议用一个高级专家支持系统Kappa来形成知识库,Kappa的优点在于可同时提供规则库的专家系统和结构性的专家系统,即可向前推理也可向后推理,由于并行设计模型的复杂性,它是一个多目标非线性优化模型,作者建议采用基因算法来求解它。     

随机多模式资源受限项目调度

项目调度是实现项目资源优化配置的重要手段。项目执行时往往面临大量不确定因素,并呈现出典型的多模式特性,给项目调度带来了很大挑战。鉴于此,本文研究活动工期不确定条件下的多模式资源受限项目调度问题,建立了该问题的马尔科夫决策过程模型。为了高效求解上述模型,设计了基于Rollout的近似动态规划算法。该算法可以在项目执行过程中根据最新的项目状态动态给出调度方案,从而有效优化项目期望工期。在所提算法中,利用“活动—模式”列表与并行调度机制相结合的启发式算法构建基准策略,并设计了基于离散时间马尔科夫链的动态仿真,以进一步提升算法性能。基于公开的项目调度问题库PSPLIB,通过大规模计算实验分析了本文算法的性能,探讨了多种因素对调度效果的影响。     

基于DSM的并行产品设计过程管理

缩短产品开发时间、推行成本管理和提高项目管理水平,对于赢得竞争优势是至关重要的.本文引入了一种新的研究工具--设计结构矩阵(Design Structure Matrix,DSM),并利用DSM来进行产品设计过程规划和活动排序.DSM提倡把主要精力集中于活动间信息传递的需要,以提高设计过程的并行程度,消除不必要的迭代过程,同时提高产品设计质量.     

一种策略层项目计划的双目标优化方法

针对产品开发项目管理的实际情况,对策略层计划优化方法进行研究。以工作包的工作量估算为基础,以资源投入水平和工期最小化为目标,考虑各种约束条件,提出一种策略层项目计划问题的混合整数规划问题模型。以非支配遗传算法NSGA-II为基础框架,设计了一种改进的双目标遗传算法。该算法针对问题的特点,提出了基于资源平滑的解码算法。参考NSGA-III的关键特征,对拥挤密度计算方法进行改进。通过企业实际项目案例,验证了算法的性能和所提出的策略层项目计划方法的有效性。     

基于并行工程的企业资源计划过程建模

在论述了企业资源计划以及基于并行工程的企业资源计划 (CE- ERP)的基础上 ,描述了 CE- ERP过程模型结构 ,重点分析了其任务对象企业供应链 ,采用全局协调与局部仿真相结合的方法建立企业供应链的模型 ,最后说明了模型的应用和优越性     

Petri 网分析企业组织效率的探讨

从信息流特征的角度讨论了用Pet ri 网描述企业组织结构系统行为的合适性, 并且就并行工程环境下企业的产品开发过程建立Pet ri 网模型, 采用了消解规则进行系统分析以减少分析的复杂性, 应用随机Pet ri 网理论定量化地分析、计算了该系统的运行效率.     

复杂不确定环境下活动可拆分的项目资源鲁棒性调度优化

复杂不确定环境下,制定一个具有较强抗干扰能力的基准进度计划非常必要。本文研究了活动工期不确定环境下考虑活动可拆分的项目资源鲁棒性调度优化问题,旨在考虑活动可拆分,探究在活动优先关系约束、项目截止日期约束、活动拆分约束、资源流约束等条件下如何进行活动拆分决策并合理地安排各个项目活动/活动分段间的资源调配方案和时间缓冲添加策略,以制定鲁棒性最大化的基准进度计划。本文创新点如下：1)在项目资源鲁棒性调度优化问题中考虑活动可拆分,定义了资源流网络下活动自由时差的计算方法,提出了一种新的活动可拆分情形下进度计划鲁棒性的衡量方式,进而构建得到了考虑活动可拆分的项目资源鲁棒性调度优化模型;2)分析证明了问题模型的强NP-hard属性以及非线性属性,并在此基础上开发了一种内嵌资源调度安排的遗传算法进行问题求解;3)选取一个典型的实际案例对研究问题进行说明,直观展示了活动拆分执行对进度计划鲁棒性提升的重要价值,揭示了鲁棒性调度计划中资源调度方案的重要性,得到了活动拆分执行会增加项目内部资源转移次数的结论。     

Axiomatic Based Decomposition for Conceptual Product Design

This paper describes a structured methodology for decomposing the conceptual design problem in order to facilitate the design process and result in improved conceptual designs that better satisfy the original customer requirements. The axiomatic decomposition for conceptual design method combines Alexander's network partitioning formulation of the design problem with Suh's Independence Axiom. The axiomatic decomposition method uses a cross‐domain approach in a House of Quality context to estimate the interactions among the functional requirements that are derived from a qualitative assessment of customer requirements. These interactions are used in several objective functions that serve as criteria for decomposing the design network. A new network partitioning algorithm is effective in creating partitions that maximize the within‐partition interactions and minimize the between‐partition interactions with appropriate weightings. The viability, usability, and value of the axiomatic decomposition method were examined through analytic comparisons and qualitative assessments of its application. The new method was examined using students in engineering design capstone courses and it was found to be useable and did produce better product designs that met the customer requirements. The student‐based assessment revealed that the process would be more effective with individuals having design experience. In a subsequent assessment with practicing industrial designers, it was found that the new method did facilitate the development of better designs. An important observation was the need for limits on partition size (maximum of four functional requirements.) Another issue identified for future research was the need for a means to identify the appropriate starting partition for initiating the design.     

To Preannounce or Not: New Product Development in a Competitive Duopoly Market

In this study, we consider the issue of preannouncing or not preannouncing the development of a new product. Our research is motivated by contrasting views in the literature and varying actions observed in practice. We develop and analyze a game theoretic model that examines the effect of a firm's preannouncement of its product development. Our model is based on a durable goods duopoly market with profit‐maximizing firms. The first firm is an innovator who initially begins developing the product; the second firm is an imitator that begins developing a competing product as soon as it becomes aware of the innovator's product. We assume that consumers are rationally expectant and purchase at most one unit of the product when they have maximum positive utility surplus that is determined by the characteristics of the product, the consumer's marginal utility, and the consumer's discounted utility for future expected products. The innovator firm can release information about its product when it begins developing the product or can guard information about its product until it introduces the product into the market. Our analysis and numerical tests show that, under some conditions, the innovator firm can benefit by preannouncing its product and giving the imitator firm additional time to differentiate its product. We discuss these conditions and their implications for new product development efforts.     

Development of sustainable platform for modular product family: a case study

Abstract

Defining product platform architecture is a critical issue to design and develop product variants. Different factors are highly dependent on the architecture type, such as number of variants, to measure modularity level, component commonality, market demand, etc. It is directly related to manage product portfolios and setting up business plan of a company. Before defining a product platform, whether it is modular or integral product designers need to follow specific design guidelines and checklists. This research mainly focuses on to define the platform architecture as well as provides necessary design guidelines and checklists for the product designers. It also highlights an example product of a case company with the objective to clarify/validate the proposed product design approach. In conclusion, this paper outlines the findings from this research and proposed some critical questions need to be answered within the scope of future research potentials.     

Product Positioning in a Two‐Dimensional Market Space

This paper examines the optimal product portfolio positioning for a monopolist firm in a market where consumers exhibit vertical differentiation for product performance and horizontal differentiation for product feature. Our key results are as follows: (i) Variable costs drive vertical differentiation. In the presence of significant volume‐dependent manufacturing costs, the optimal portfolio contains a mix of vertically and horizontally differentiated products and an increase in the variable cost makes adding vertically differentiated products relatively more profitable; if fixed volume‐independent design costs dominate, the portfolio exhibits solely horizontal differentiation. (ii) Horizontal differentiation is the main profit lever, and vertical differentiation brings only a marginal benefit; this is true even when most of the consumers exhibit low willingness to pay for performance, which is often used as an excuse to offer low‐end products. (iii) There are more low‐quality products than high‐quality ones, and market coverage increases when the willingness to pay for performance increases. In summary, the model shows how portfolio composition decisions depend on the product cost structure and the consumer preferences.     

Product Modularity,Process Modularity,and New Product Introduction Performance: Does Complexity Matter?

Modularity has the potential to impact various facets of new product introduction performance including product development lead time, frequency of new product introduction, on time introduction and product innovation. The impact of modularity on new product introduction performance, however, may vary for different levels of product and process complexity. This study empirically investigates relationships between perceptual measures of product modularity, process modularity, and new product introduction performance and explores whether an objective product/process complexity measure moderates these relationships. Using survey‐based methodology we probe both manufacturers of technically simple products and technically complex products. Hierarchical regression models are used to test hypotheses concerning the main effects of product and process modularity and the effects of their interactions with complexity on new product introduction performance. The results show that the main effect of product modularity was positive and its interaction with complexity was disordinal and negative, suggesting that the positive effect of product modularity on new product introduction performance is dampened when complexity is high. For process modularity, only the interaction effect (positive) was statistically significant and it was also disordinal in nature. Thus, the effect of process modularity on new product introduction performance is heightened when complexity is high. The implications of these findings are discussed and more specific theoretical and managerial implications are delineated by examining the impacts of these main and interaction effects on individual measures of new product introduction performance (frequency of new product introduction, product development lead times, product innovation, and on‐time product launch).     

In‐House Globalization: The Role of Globally Distributed Design and Product Architecture on Product Development Performance

Changes in the global economy and technological advances are stimulating increased geographic distribution of new product design and development efforts. For large organizations that design and develop complex products, this geographic distribution has added a new layer of complexity to product development operations. In this empirical study of a large auto manufacturer, we examine the operational performance implications of splitting the design of vehicle subsystems across multiple geographic locations. Our results indicate that global distribution diminishes the chance of completing tasks on time and degrades subsystem design quality. Finally, by examining the interplay between subsystem centrality and global distribution, we found that higher centrality in the product architecture amplifies the impact of global distribution on subsystem error rates.     

Interactions in new product development: How the nature of the NPD process influences interaction between teams and management

Effective interaction across organisational boundaries is a critical success factor in new product development (NPD). However, few studies have investigated how different mechanisms enable effective interaction across organisational and particularly hierarchical boundaries.This study explores how the formality of the NPD process influences the nature of interactions across different organisational boundaries and specifically identifies interaction mechanisms used across hierarchical boundaries. Cross-sectional interviews were conducted in nine firms. Findings highlight that in firms with a formalised NPD process, interactions tend to have a transactional/managerial bias. In contrast, in firms where the NPD process is flexible, interactions have a more social objective.     

收益的定价管理在网络空间租赁中的应用

将收益管理技术引入网络空间租赁领域,通过对网络空间特点的分析,得出影响供应商定价的5种因素:软硬件配置及基础设施建设、服务、租赁空间的大小、租赁时间和技术进步,并通过相关数据说明这些因素对供应商定价产生的影响。将收益管理与网络租赁产品价格设计联系起来,简要阐述了网络产品价格设计的全过程,并针对当前价格设计中存在的问题,提出了几种有效的解决方法。     

Product Design Awards and The Market Value of The Firm

Product design has increasingly been recognized as an important source of competitive advantage. This study empirically estimates the impact of effective design on the market value of the firm. We use a firm's receipt of a product design award as a proxy for its design effectiveness. Based on data from 264 announcements of design awards given to commercialized products between 1998 and 2011, we find that award announcements are associated with statistically significant positive stock market reactions. Depending on the benchmark model used to estimate the stock market reaction, the market reaction over a two‐day period (the day of announcement and the preceding day) ranges from 0.95% to 1.02%. The market reaction is more positive for smaller firms and for firms whose award winning products are consumer goods. However, a firm's growth potential, industry competitiveness, and whether a firm is a first time or repeated award winner do not significantly affect the market reaction.     

An integrated closed-loop product lifecycle management approach for reverse logistics design

Nowadays, reverse logistics is gaining importance for many companies in different industries. This importance is rooted in the fact that it generates profit and decreases the environmental impacts of products. Even though the decrease of environmental impacts is an indispensable requisite, reverse logistics design is only driven by cost indicators. The main reason behind this high cost is access to environmental information is difficult and is directly linked to data all along the lifecycle of the product. This paper presents a method by which reverse logistics design integrates environmental impacts based on the management of closed-loop product lifecycle. This method is divided into two processes: from beginning of life to end of life and from end of life to beginning of life. The first process integrates product data in order to calculate environmental impacts of the potential reverse logistics networks, whereas the second process selects the most appropriate reverse logistics network before optimising the product based on this particular network. The proposition is illustrated by a case study on a recycled aluminium automotive part.