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Computer integrated manufacturing (CIM) refers the manufacturing concept based on the use of computers to control and exchange information for the entire production process. As a result, manufacturing can be faster and less error-prone. However, managing and implementing technologies in the CIM environment are challenging processes for managements and manufacturing organizations. These processes become complex and tedious when one is dealing with many decision parameters. The paper aims to discuss these issues.

This study reports an Interval Decision Making Trial and Evaluation Laboratory (i-DEMATEL) method for evaluating and selecting the CIM technologies that takes into account management objectives. This method can relieve the limitation of the relationship matrix about the assumption of the symmetrical relationship. As a result, it can solve complicated relationship structure problems.

Based on a survey on the current technologies in manufacturing institutes, a case study is demonstrated to present the application of the model. The i-DEMATEL approach takes into account all decision parameters for evaluating and implementing CIM technologies and shows CNC/DNC technology is the most suitable for this case study.

The proposed method mitigates the shortcomings of non-fuzzy and fuzzy methods in pertaining literature.

Since technological lifecycles do not always match hardware/software (HW/SW) lifecycles, obsolescence becomes a major issue in system lifecycle management as it can cause premature and unscheduled replacement of HW/SW subsystems. The purpose of this paper is to report a dynamic model to predict the obsolescence dates for HW/SW subsystems.

The dynamic model estimates obsolescence dates for HW/SW subsystems based on graph theory concept. The model depicts the stages of subsystem obsolescence through transmittances composed of probability and time-distribution elements. The model predicts probability and mean time to obsolescence for line replaceable units (LRUs) over the lifetime of the system. An illustrative example in signaling systems used in a train control system was used to demonstrate the application of this model.

Generally, the short timespan for HW/SW subsystems, which are periodically replaced with newer technologies, results in the development of new product lines by suppliers while they try to support legacy systems for a reasonable period of time. Obsolescence of HW/SW subsystems increases operation and maintenance costs as legacy systems are typically more expensive to maintain. The costs can be reduced by an optimum time to obsolescence derived from the model.

This research adds to the body of knowledge on asset management and maintenance strategy. This paper may be of particular interest to reliability, maintainability and availability practitioners and project managers.

The originality of this paper lies in developing a graph-based model that predicts probability and mean time to obsolescence for LRUs over the lifetime of the system.

The purpose of this paper is to examine the need for a statistical approach in the development of personnel aspiring for a technical manager/technical team leader position in order to increase corporate profitability. It outlines the details of management training for managerial positions by chronicling the research of thirty academic studies in management strategy as well as real world experiences, which provides a statistical viewpoint for the development of a technical manager/technical team leader as a significant contributor to profitability within the corporate landscape.

This study begins by validating the strategic management model (Process 1), which states that managerial influences in the organization are important to consider and greatly affect the profitability of a corporation. Statistical methodologies are introduced as tools for the analysis in the development of the technical management/technical team leader position. Using interval-based analytical hierarchy process (i-AHP), the beginning of the process to develop a manager starts with Process 2 at their initial position, developing an employee using personnel management techniques and statistically measuring motivation and commitment. After the employee has demonstrated their abilities and gained knowledge of the people and processes, another assessment is conducted to enter the employee into a development position; Process 3. Process 3 considers the key metrics which will be necessary to allow the employee to develop corporate advantages. Process 4 shows the critical concepts (Process 1 and Process 2) that managers must consider when taking a technical manager/technical team leader role, including personnel development, knowledge management, and project management.

Corporate profitability is profoundly dependent on the development of employees throughout their careers. The profitability achieved within a corporation landscape can be evaluated and improved through the proposed processes. These processes not only can improve the ability for a newly appointed technical manager/technical team leader to overcome obstacles and navigate difficult situations but also increase the chances for: developing employees to increase corporate profitability, increase corporate profitability themselves, and to develop as a future manager who will be significantly increasing corporate profitability.

This study proposed the statistical processes to develop a technical manager/technical team leader candidate by creating a link between the initiation of the employee’s career, their future job positioning, team working skills, leadership attributes, development of technical management/technical team leading skills, and later management skills to increase corporate profitability.

The purpose of this paper is to describe and implements an analytic hierarchy process (AHP)-QFD model for selecting the best location from an organization point of view which picks the site with the best opportunity requirements. Integration of AHP-QFD process gives us a new approach to assist organizations through observing various factors and selecting the best location among different alternatives. This approach uses AHP method to match the preferences required by decision makers and these preferences are applied to the characteristics of QFD. The model fundamental requirement are perfect potential locales and the areas are contrasted and both quantitative and qualitative elements to permit directors to join managerial experience and judgment in the answer process. The AHP-QFD model is also applied on a case study to illustrate the solution process.

The integration of AHP and QFD is used to analyze available options and select the best alternative. This can be done by ranking each criterion through a pairwise comparison. Given collected data, the QFD approach is used to find the capability of each criterion.

Integration of AHP-QFD is used to select the best alternative in facility location. This integrated approach can be best used in dealing with facility location problems.

The developed AHP-QFD model in facility location problems, facilitates the inclusion of market criteria and decision maker opinion into the traditional cost function, which has been mainly distance base in the literature.

The purpose of this paper is to present a new warranty model to improve warranty management. As a case study, the developed model has been applied on an industrial vehicle manufacturing company. The model is composed of quality function deployment (QFD) and interval-based analytical hierarchy process (i-AHP). The i-AHP is an extension of the concept of analytical hierarchy process (AHP) that takes the benefits of interval computations in order to mitigate the shortcomings of AHP and fuzzy AHP.

Using a combination of i-AHP and QFD, the authors analyzed the several options and alternatives available, weighting each one by means of an interval pair-wise comparison. Using collected data, the authors have shown how to map the capability of each option against each alternative and thereby build a relationship matrix under the QFD approach based on interval computations.

The use of i-AHP&QFD integrated methodology helps to identify the best options to solve several decision problems in diverse fields and could be applied successfully in warranty management. This methodology is especially useful when dealing with several options and equal numbers of alternatives for each warranty option.

The case study includes competitiveness analysis at the first house of quality (HOQ), but not at the subsequent HOQ, due to a lack of information from the relevant competitors. However, the paper demonstrates the kind of competitiveness analysis at the first HOQ which can be extended to all subsequent HOQs.

The research would be useful to academics and practitioners in developing integrated versions of the QFD and i-AHP methodologies to improve warranties.

This study contributes to the diffusion of a new form of integrated warranty model, through the presentation of practical examples of industrial vehicle warranty management. Also, the model presents the i-AHP in order to quantify and compare variables via the use of geometrical averages and to synthesize a subsequent solution.