International Telemetering Conference Proceedings / October 25-28, 1999 / Riviera Hotel and Convention Center, Las Vegas, Nevada / Two kinds of differential GPS (DGPS) technology on position differential GPS and pseudo-range differential GPS are studied and compared in this paper. Positioning tests by single GPS receiver, position DGPS and pseudo-range DGPS systems based on GPSOEM board are done. Experiment result indicates that position error is about 30 - 100 meters on single GPS receiver and position error is reduced to 3 - 10 meters on DGPS. Furthermore, Developed DGPS system which is based on GPS-OEM has the advantages of low cost, utility and flexibility, etc.

In the introduction, doctoral thesis as a complex technological project uses the summary title Stability of production. Stability of production is defined as a maintaining the required properties of the system over a given time period. Stability of production, based on the literature study included: – generally known systems and concepts, for example Process Stability, System Stability, Toyota Production System, Lean Manufacturing, etc. – less-known systems and concepts, for example Maintaining the fidelity of the production program, Stable order-sequence concept. The practical part of the doctoral thesis is focused on the less-known concept: Stable order-sequence. The task of the Stable order-sequence is to follow the sequence of orders given by the planned production program in the course of the production and at the end of production. Maintaining the sequence of the orders has a positive experience in the logistics activities between the final producer and its suppliers. As it was found by the planned experiment for a full factory plan, the sequence of orders in the material flow of original equipment manufacturer is influenced mainly by: – the cause of the removing orders from material flow, – the effect of the causes LIFO stack vs. branched material flow, – the effect of the causes LIFO stack vs. branched material flow vs. the removing from the material flow. By the analysis of Stable order-sequence, it was found that the methodology of the concept contains deficiencies. It does not state how to choose for example the size of the time period, time interval, data editing etc. By this lack, the subject can skew the results in the evaluation of the indicator PFT0 up to 4 %. Or by using of suitable adjustment, the value of the indicator PFT0 can be improved more than 50 %. To test the concept of a Stable order-sequence in practice has been designed technological project with the support of discrete-event simulation. It was about the implementation of new management logic to the stack behind the welding of original equipment manufacturer. The new logic of management was designed with an emphasis on Stable order-sequence concept, to arrange the orders in process according to the planned sequence. On the base of the functionality verification of the new stack logic, it was found that the logic affects the sequence of the orders, but not fundamentally. In tracking the hourly intervals for 25th calendar week 2013, the value of PFT0 was not improved in 37 cases, the value remains in 30 cases and the value was improved by the value of the median 18,68 % in 30 cases orders.

In the introduction, doctoral thesis as a complex technological project uses the summary title Stability of production. Stability of production is defined as a maintaining the required properties of the system over a given time period. Stability of production, based on the literature study included: – generally known systems and concepts, for example Process Stability, System Stability, Toyota Production System, Lean Manufacturing, etc. – less-known systems and concepts, for example Maintaining the fidelity of the production program, Stable order-sequence concept. The practical part of the doctoral thesis is focused on the less-known concept: Stable order-sequence. The task of the Stable order-sequence is to follow the sequence of orders given by the planned production program in the course of the production and at the end of production. Maintaining the sequence of the orders has a positive experience in the logistics activities between the final producer and its suppliers. As it was found by the planned experiment for a full factory plan, the sequence of orders in the material flow of original equipment manufacturer is influenced mainly by: – the cause of the removing orders from material flow, – the effect of the causes LIFO stack vs. branched material flow, – the effect of the causes LIFO stack vs. branched material flow vs. the removing from the material flow. By the analysis of Stable order-sequence, it was found that the methodology of the concept contains deficiencies. It does not state how to choose for example the size of the time period, time interval, data editing etc. By this lack, the subject can skew the results in the evaluation of the indicator PFT0 up to 4 %. Or by using of suitable adjustment, the value of the indicator PFT0 can be improved more than 50 %. To test the concept of a Stable order-sequence in practice has been designed technological project with the support of discrete-event simulation. It was about the implementation of new management logic to the stack behind the welding of original equipment manufacturer. The new logic of management was designed with an emphasis on Stable order-sequence concept, to arrange the orders in process according to the planned sequence. On the base of the functionality verification of the new stack logic, it was found that the logic affects the sequence of the orders, but not fundamentally. In tracking the hourly intervals for 25th calendar week 2013, the value of PFT0 was not improved in 37 cases, the value remains in 30 cases and the value was improved by the value of the median 18,68 % in 30 cases orders.

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Yes / The evaluation of impact of collaborative research on robust design methodologies and methods is important to both academic and industry stakeholders. This paper introduces a framework for impact evaluation which combines the broader framework adopted for the academic research impact assessment with the organisation viewpoint centred on business results, process improvement and product development teams capability improvement. A large scale empirical study conducted with evidence from technical reports on workplace projects from an automotive OEM proved the validity of the proposed framework.

Yes / This paper presents an evaluation study for the System State Flow Diagram function modeling framework based on a large-scale study with an automotive OEM. Technical reports are used to evaluate the usage of the framework within the organization. The paper also introduces a list of the type of problems that engineers are interested in in practical function modelling. The findings suggest that there is a widespread uptake of the framework across the organization and it supports the usage of relevant key engineering tools within the context of a broader model-based Failure Mode Analysis methodology.

Bicycle leader brands have shift production overseas to reduce the cost of labor and to implement new technologies at lower cost. Bike manufacturer both in Asia and Europe employ a traditional way of production  based on economics of scale that aims cost per unit reduction. Where MRP systems and forecasting are part of their day basis operations. This traditional way of operation offers room for innovation that must be seen as a business opportunity. Thus, alternative management approaches can strengthen strategic goals and improve responsiveness and flexibility. Bicycle brands producing locally should implement alternative management systems to remain competitive, to take the maximum advantage of their location, to improve customer service and to cut operational cost. The course of action followed was a market analys is to understand the nature of the bicyclemarket within European Union. Similarly, a Business Process Reengineering was conducted to identify with the current operational processes and opportunities within the bicycle industry. Based on the Business Process Engineering, an alternative business model was presented. The main proposed solution to improve the current operational processes:  (a) Implementation of Just-­‐in-­‐time management system and relocation of assembly facilities.  (b) Benchmark IKEA core methods, designing products for supply chain and that customer assemble  the future themselves. (c) Benchmark Dell Computer business model of customization and supply chain. Finally, the fundaments for an alternative business concept were established regarding bicycle design concept, strategy planning and production system design.

The concept of industry 4.0 has long been a topic of discussion, research, and cultural impact, it has also rapidly increased effectiveness, profitability, and growth for the involved parties. At the pinnacle of industry 4.0 smart factories have emerged as a concept, describing the factories of competitive manufacturing leaders who best utilize the advanced tools of the era. The journey toward progressing conventional factories, making them smart, requires collaboration with suppliers who are well-equipped to support this transition. Therefore, this thesis aims to take on a supplier perspective through the lens of strategy to gain a deeper understanding of how suppliers should act towards original equipment manufacturers (OEMs) in the smart factory era. Specifically, investigating how suppliers can seize business opportunities in the smart factory maturity (SFM) journey of OEMs.  The study was conducted through a qualitative single case study performed with an industrial supplier towards OEMs in the motor vehicle industry (MVI). Data collection included performing semi-structured interviews with employees at the case company as well as observations such as break room discussions and visits at OEMs. Moreover, thematic analysis was carried out which resulted in three themes which deepens the understanding of the supplier’s role in the context. The discussion of the themes concludes that suppliers should: 1. Understand the state of the OEMs' smart factory journey, by identifying the OEMs SFM and what drives them forward. 2. Use the found enablers in their strategy to assist the journey, i.e. by developing strategic partnerships, expanding the software offering, establishing a smart factory vision, and changing the mindset towards solution selling. 3. Prepare for and manage the identified challenges of the smart factory era, which are factory legacy, new competency needs, cyber security, silo mindset, and change management. The research contributes to industry 4.0 maturity model literature by adding a more managerial view on the area and a supplier perspective. Furthermore, the study contributes to strategic management literature by adding onto the dynamic capabilities framework by providing a practical context on how organizations can seize business opportunities.

台灣外銷產業在世界上佔著舉足輕重的角色，自六零年代開始至今囊括過無數個世界第一；從早期產品，如：鞋子、雨傘、成衣、腳踏車，到近期蓬勃發展的電子產業相關零組件及成品，如：晶圓代工、顯示器、個人電腦、手提電腦等等，台灣均曾經或是現在仍為全球最大供應國。 長久以來台灣一直以代工為強項，隨著時代進步，台灣的生產成本節節高昇，再加上中國大陸的崛起，使得台灣的競爭優勢不再是勞力密集的製造業，也因此產業升級的呼聲及討論非常熱烈。代工業者要捨棄眼前的代工業務，直接進入純品牌經營的策略仍是一個相當高風險的做法。而品牌發展與代工之討論研究，宏碁率先投入自有品牌經營之後也一直持續不斷。 很多人可能沒聽過台灣的衛浴五金及水龍頭零配件代工外銷也是世界第一，歐美主要水龍頭品牌都是進口零配件至當地後再進行組裝。而衛浴五金水龍頭零件代工也和其他台灣代工產業一樣，因為競爭日趨激烈，使得產業內的業者必須積極準備因應對策，追求永續經營。 本研究以此產業外銷前五大廠商個案公司為研究對象，以策略群組區分出專注代工及深耕品牌兩大群組，比較群組之間及群組內各公司運用策略的異同;同時也針對產業大環境的變動、供應面及需求面的改變、供應鏈角色的延伸及位移等衝擊所帶來的影響，各群組個案公司所採取的策略作法，做一研究探討，進而研討出一個方向提供給產業業者制定未來經營策略的參考，以期待此產業業者之競爭優勢得以持續。 / Taiwan’s export industry plays a significant role in the world market. Since the 1960’s it has held the number one position in countless manufacturing sectors. From early times in industries such as shoes, umbrellas, clothing, and bicycles to the present booming modern electronic industries like Semiconductor Foundries, monitor, personal computer (PC), and laptop manufacturing etc., Taiwan is now or was once the biggest supplier in the world. Taiwan has been favored by OEM policy. But now it is losing it competition edge due to continuously increasing production costs and the rapid development of China’s manufacturing industries. It’s no longer to Taiwan’s advantage to operate labor intensive manufacturing, therefore there has been a cry for and vigorous discussion regarding a change in Taiwan’s industries’ roles. Discontinuing the current OEM activities and quickly investing in Original Brand Manufacturing (OBM) is a high risk decision. The discussion and research into the OBM and OEM lines of development was sustained after ACER became an OBM operation. Many people probably don’t realize that Taiwan is the world leader in the OEM plumbing hardware and faucet components export industry. The major leading brands of Europe and America import their components and then assemble them locally. The OEM plumbing hardware and faucet component industry faces the same problems as other OEM industries. To withstand the competition, they are compelled to develop innovative strategies for sustainable operation. This study adopts the top 5 export manufacturers of plumbing hardware and faucet components, categorizing them by OEM and OBM strategic groups, and comparing the similarities and differences between and within these two strategic groups. It also focuses directly on the overall changes in the industries environment, the influences on the role of supply chain expansions and changes, as well as changes in supply and demand in the market place; studying the adopted strategies by different players, dissecting these cases and extrapolating a method for the industries to formulate a future operation strategy and to maintain a competitive advantage.

The trend of outsourcing within the electronic industry has contributed to the creation of new types of extended enterprises. These extended enterprises must be able to manage a challenging situation with shorter product life cycles and increased collaboration between companies during the vital product introduction process. For the electronic industry, which is currently acting in an “era of hyper-competition”, it is a challenge to implement an efficient and flexible collaboration within an extended enterprise during the product introduction process. In the product introduction process, a product design is prepared for and transferred into production. During the course of this research, the electronic industry has changed continuously. Empirical data were first collected within an Original Equipment Manufacturer (OEM) that was responsible for its own production. Based on a strategic decision at the OEM, a new extended enterprise was established. In general, these new extended enterprises within the electronic industry consist of: a “product owner” in the form of an OEM that owns the product design and its brand; a “producer” in the form of an Electronic Manufacturing Services (EMS) company that is responsible for the production; and suppliers of services, material, components, equipment etc. However, in the later stages of this research the studied EMS was responsible for the product introduction, production and distribution of the product to the end user. In order to compare and contrast trends and lessons learned in similar industries, case studies within the mechanical engineering and aerospace industries also were performed. The dissertation primarily describes the process of collaborative product introduction (PI) within the electronic industry, and presents among other things a number of general conditions for efficient collaborative PI within an EE in that industry. First, a clearly communicated definition of what is included in product introduction is needed. A second condition is that early participation from all involved partners in the EE’s product introduction process supports efficient collaboration. Third, clear communication and information handling within the extended enterprise – both internally and externally – was found to facilitate collaboration. Fourth, business approaches should be built on trust, reliability and respect for each other’s competence. Finally, the importance of cultural awareness, both between different companies and countries, cannot be ignored. This research also presents a framework for supporting collaborative product introduction within an extended enterprise, which serves to both synthesize and summarize much of the research. / On the day of the public defence the status of article VIII was Accepted and the title was "Coordination in Collaborative Manufacturing Mega-Networks: Observations from a Case in the Commercial Aerospace Industry".