The Experts below are selected from a list of 210 Experts worldwide ranked by ideXlab platform
Li Ren Yang - One of the best experts on this subject based on the ideXlab platform.
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Key practices, manufacturing capability and attainment of manufacturing goals: The perspective of Project/Engineer-to-order manufacturing
International Journal of Project Management, 2013Co-Authors: Li Ren YangAbstract:Project manufacturing or Engineer-to-order (ETO) manufacturing is an operation designed to provide unique but similar products. For ETO manufacturing, every product is the ultimate result of a Project. In addition, unique orders may be managed like a Project. The primary purpose of this study was to validate a model for assessing the relationships among manufacturing practice, manufacturing capability, and attainment of manufacturing goals from the perspective of Project manufacturing. The analyses suggest that implementation of manufacturing practices in terms of production planning, quality management, human resource management, and capacity management may improve manufacturing capability. The results also imply that manufacturing capability may enhance attainment of Project manufacturing goals. Furthermore, the findings indicate that stability of supplier's manufacturing acts as a moderator between manufacturing practice and manufacturing capability. Finally, the positive association between manufacturing capability and attainment of Project manufacturing goals depends on process maturity, complexity, time availability, and team size. © 2012 Elsevier Ltd.
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key practices manufacturing capability and attainment of manufacturing goals the perspective of Project Engineer to order manufacturing
International Journal of Project Management, 2013Co-Authors: Li Ren YangAbstract:Abstract Project manufacturing or Engineer-to-order (ETO) manufacturing is an operation designed to provide unique but similar products. For ETO manufacturing, every product is the ultimate result of a Project. In addition, unique orders may be managed like a Project. The primary purpose of this study was to validate a model for assessing the relationships among manufacturing practice, manufacturing capability, and attainment of manufacturing goals from the perspective of Project manufacturing. The analyses suggest that implementation of manufacturing practices in terms of production planning, quality management, human resource management, and capacity management may improve manufacturing capability. The results also imply that manufacturing capability may enhance attainment of Project manufacturing goals. Furthermore, the findings indicate that stability of supplier's manufacturing acts as a moderator between manufacturing practice and manufacturing capability. Finally, the positive association between manufacturing capability and attainment of Project manufacturing goals depends on process maturity, complexity, time availability, and team size.
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manufacturing capability to improve Project Engineer to order manufacturing performance
Advanced Materials Research, 2012Co-Authors: Li Ren YangAbstract:Project manufacturing or Engineer-to-order (ETO) manufacturing is an operation designed to provide unique but similar products. It not only takes advantage of common manufacturing requirements and efficiency, but also allow for customization into unique combinations. Unique orders may be managed like a manufacturing Project. However, many manufacturers do not adequately enhance manufacturing capability leading to a poor Project manufacturing performance. Thus, the primary purpose of this study was to assess the relationships between manufacturing capability and manufacturing Project performance. The results suggest that manufacturing capability can improve manufacturing Project performance. Furthermore, the positive association between manufacturing capability and manufacturing Project performance depends on process maturity, complexity, time availability, and team size.
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Manufacturing Capability to Improve Project/Engineer-to-Order Manufacturing Performance
Advanced Materials Research, 2012Co-Authors: Li Ren YangAbstract:Project manufacturing or Engineer-to-order (ETO) manufacturing is an operation designed to provide unique but similar products. It not only takes advantage of common manufacturing requirements and efficiency, but also allow for customization into unique combinations. Unique orders may be managed like a manufacturing Project. However, many manufacturers do not adequately enhance manufacturing capability leading to a poor Project manufacturing performance. Thus, the primary purpose of this study was to assess the relationships between manufacturing capability and manufacturing Project performance. The results suggest that manufacturing capability can improve manufacturing Project performance. Furthermore, the positive association between manufacturing capability and manufacturing Project performance depends on process maturity, complexity, time availability, and team size.
Frederick B. Plummer - One of the best experts on this subject based on the ideXlab platform.
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A Crash Course in Management
Project Engineering, 2020Co-Authors: Frederick B. PlummerAbstract:A Project Engineer must learn management skills along with their Engineering skills. The Project-Engineering position does not have all the dimensions and authorities of a management position, but there are many similarities when it comes to directing the work and dealing with people. A Project Engineer uses Engineering skills to bring judgment to decisions and to understand the arguments and rationale that other Engineers present. This chapter explores the management fundamentals that a Project Engineer needs to comprehend. The functions of management define the role of a manager, which falls into two broad categories: (1) the task-oriented side, which often gets most of the attention and (2) the people-oriented side, which can make the difference between ordinary and extraordinary performance. The task-oriented side of management includes planning, organizing, controlling, delegating, integrating, measuring, and improving. The people-oriented side includes motivating, team building, and developing people. The Project Engineers should keep the functions of management in mind as a checklist to ensure that they are accounting for the whole spectrum of management considerations.
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Learning Project Engineering on the Job: A Case Study
Project Engineering, 2020Co-Authors: Frederick B. PlummerAbstract:It is difficult to really understand what it is like to be a Project Engineer until in a real situation. And when the situation is there, the stakes may be high and the situation may be unforgiving of blunders. Fortunately, it can be experienced vicariously through the experience of bosses and colleagues and conveyed in conversations, counseling sessions, and war stories. These experiences are valuable, but they could arrive too late because they will probably be triggered by some event on the Project that has created a problem. It is important to listen attentively to these experiences and critically filter the information and discard what is irrelevant or exaggerated. The chapter illustrates a case study about a new Project Engineer to explain how to learn Project Engineering while on the job.
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What Do Project Engineers Do
Project Engineering, 2020Co-Authors: Frederick B. PlummerAbstract:This chapter discusses the role of Project Engineers. A Project Engineer is totally responsible for everything that has to do with the assigned area that can be a specific part of a facility/system or main system/assembly. Total area responsibility includes planning the work and controlling it. It involves handling whatever comes along and whatever it takes, but priorities have to be set to stay within deadlines, budgets, and the realm of what is humanly possible. The chapter describes the duties of a Project Engineer: (1) planning and controlling the basic work, (2) leading to safety, (3) identifying, assessing, and mitigating risks, (4) achieving quality standards, (5) controlling the schedule within the plan, (6) controlling the costs within the budget, (7) controlling interfaces, (8) managing changes, (9) solving problems and commercial issues, and (10) leading the effort.
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Skills That Can Get You Ahead
Project Engineering, 2020Co-Authors: Frederick B. PlummerAbstract:This chapter describes the skills that will help an individual in developing a career as a Project Engineer. The first and foremost skill is competence, which involves technical skills and work ethics. It is important to develop technical skills and work hard on the right objectives. Competence includes personal efficiency and effectiveness, which has to do with how well a job is done and getting along with other people. Competence incorporates knowing the business and being able to apply that knowledge in the form of good business judgment. There is also a relative side to competence because an individual's work will inevitably be compared with that of others. Strong technical skills and hard work are the foundations on which to build a career. It is difficult to separate the two because it is the quality and quantity of the work that the management will be most interested in. In other words, accomplishments and results that create value for the organization are important. Development of technical skills is an ongoing process for Project Engineers because a large component of their work is technical.
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When Opportunity Knocks
Project Engineering, 2020Co-Authors: Frederick B. PlummerAbstract:Project Engineers are integrating forces in modern industrial society because they link the people who envision work to the ones who do it. Project Engineers tackle a job and do what it takes to make plans into reality. A company or organization consists of departments and groups that specialize in Engineering, purchasing, construction, manufacturing, accounting, and other skills. Within those departments and groups are specialists such as process Engineers, machinists, accountants, and ironworkers. On the other hand, Project Engineers have the overall responsibility for a certain part of the work or maybe even a small Project. They add value by coordinating and integrating everyone's contribution into an end product. There are three things that need to be done to start a career as Project Engineer: (1) identify the boss, (2) identify the boss's wants and requirements, and (3) do the required work. With knowledge of the bosses and with an agreed set of objectives, life on the Project becomes easier, and then all attention can be focused toward getting the work done.
Fahad S Al-hosni - One of the best experts on this subject based on the ideXlab platform.
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New evaluation of petroleum companies based on the agility level in gulf area New evaluation of petroleum companies based on the agility level
Int . J . Industrial and Systems Engineering Int . J . Industrial and Systems Engineering University of Houston Mechanical Engineering, 2014Co-Authors: Ibrahim H Garbie, Fahad S Al-hosniAbstract:See, stats, and : https : / / www . researchgate . net / publication / 280766846 New on Article DOI : 10 . 1504 / IJISE . 2014 . 065622 CITATIONS 0 READS 38 2 , including : Ibrahim . Garbie Helwan 60 SEE All . Garbie . The . All - text and , letting . Abstract : The oil industry is becoming a more competitive environment where objectives of the oil companies have to deal with multiple business challenges . Some of those challenges are the unexpected oil prices and customer demands where the companies have to continuously change their production strategies to meet the new requirements . Analysis and measuring the agility level in petroleum companies is very important to mitigate unexpected challenges . Agile systems in petroleum companies are considered as production and / or management philosophies that integrate the available production strategies , technology , people and organisation management systems . In this paper , a conceptual framework or approach is proposed to measure the agility level (AS) of the petroleum companies based on four pillars . These pillars are : production strategies , level of qualifying human resources , technologies , and organisation management systems . A questionnaire was designed and administered covering the whole important aspects and issues of agility pillars . Three case studies are presented to demonstrate the proposed approach insight into those characteristics which is used for assessing the agility level that is most relevant within the oil and gas industry . Egypt . Prior to joining SQU , he has worked as a faculty member at Helwan University in Egypt (on leave) . He has taught a variety of courses in the areas of manufacturing systems design , facilities planning and logistics systems , work study and productivity enhancement , operations research , maintenance and reliability Engineering , Engineering economy , and applied statistics . His current research area focuses on manufacturing systems design , complexity analysis and measurements in industrial enterprises , lean production and manufacturing leanness , agile systems and agility measures , reconfiguration and sustainability of manufacturing enterprises . He is a senior member of IIE . Fahad S . Al - Hosni earned his Bachelor in Mechanical Engineering from Sultan Qaboos University in 2003 . Also , he holds an MSc in Industrial Engineering in 2012 . He started his career as a Project Engineer in July 2003 and then has moved to Petroleum Development of Oman (PDO) Company since January 2004 . At PDO , he started as a Well Site Engineer for almost a year and then moved to petroleum department as a Production Technologist Engineer . After completing almost four and half years , he moved to the study centre in PDO to work .
Cogentex Inc - One of the best experts on this subject based on the ideXlab platform.
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A New Approach to Expert System Explanations
Natural Language Generation, 1998Co-Authors: Regina Barzilay, Daryl Mccullough, Jonathan Decristofaro, Tanya Korelsky, Benoit Lavoie, Owen Rambow, Cogentex IncAbstract:Expert systems were one of the first applications to emerge from initial research in artificial intelligence , and the explanation of expert system reasoning was one of the first applications of natural language generation. This is because the need for explanations is obvious, and generation from a knowledge-based application such as reasoning should be relatively straightforward. However, while explanation has been universally acknowledged as a desirable functionality in expert systems, natural language generation has not taken a central place in contemporary expert system development. For example, a popular.text book about expert systems such as (Giarratano and Riley, 1994) stresses twice in the introduction the importance of explanation, but provides no further mention of explanation in the remaining 600 pages. (The book is based on the popular CLIPS framework.) In this paper, we present a new approach to enhancing an expert system with an explanation facility. The approach comprises both software components and a methodology for assembling the components. The methodology is minimally intrusive into existing expert system development practice. This paper is structured as follows. In Section• 2, we discuss previous work and identify shortcomings. We present our analysis of knowledge • types in Section 3. Section 4 presents the •Security Assistant and its explanation facility. Finally, we sketch a general methodology for explainable expert system Engineering in Section 5. 1The work reported inthis paper was carried out while all authors were at CoGenTex, Inc., and is in part supported by contract F30602-96-C-0076 awarded by the Information Directorate of the Air Force Research Laboratory at the Rome Research Site. We would like to thank Rob Flo, Project Engineer, for his support and feedback. We would also like to thank Joe McEnerney for help in integrating the explanation facility with the SA, and Mike White and two anonymous reviewers for useful comments. 78
Ibrahim H Garbie - One of the best experts on this subject based on the ideXlab platform.
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New evaluation of petroleum companies based on the agility level in gulf area New evaluation of petroleum companies based on the agility level
Int . J . Industrial and Systems Engineering Int . J . Industrial and Systems Engineering University of Houston Mechanical Engineering, 2014Co-Authors: Ibrahim H Garbie, Fahad S Al-hosniAbstract:See, stats, and : https : / / www . researchgate . net / publication / 280766846 New on Article DOI : 10 . 1504 / IJISE . 2014 . 065622 CITATIONS 0 READS 38 2 , including : Ibrahim . Garbie Helwan 60 SEE All . Garbie . The . All - text and , letting . Abstract : The oil industry is becoming a more competitive environment where objectives of the oil companies have to deal with multiple business challenges . Some of those challenges are the unexpected oil prices and customer demands where the companies have to continuously change their production strategies to meet the new requirements . Analysis and measuring the agility level in petroleum companies is very important to mitigate unexpected challenges . Agile systems in petroleum companies are considered as production and / or management philosophies that integrate the available production strategies , technology , people and organisation management systems . In this paper , a conceptual framework or approach is proposed to measure the agility level (AS) of the petroleum companies based on four pillars . These pillars are : production strategies , level of qualifying human resources , technologies , and organisation management systems . A questionnaire was designed and administered covering the whole important aspects and issues of agility pillars . Three case studies are presented to demonstrate the proposed approach insight into those characteristics which is used for assessing the agility level that is most relevant within the oil and gas industry . Egypt . Prior to joining SQU , he has worked as a faculty member at Helwan University in Egypt (on leave) . He has taught a variety of courses in the areas of manufacturing systems design , facilities planning and logistics systems , work study and productivity enhancement , operations research , maintenance and reliability Engineering , Engineering economy , and applied statistics . His current research area focuses on manufacturing systems design , complexity analysis and measurements in industrial enterprises , lean production and manufacturing leanness , agile systems and agility measures , reconfiguration and sustainability of manufacturing enterprises . He is a senior member of IIE . Fahad S . Al - Hosni earned his Bachelor in Mechanical Engineering from Sultan Qaboos University in 2003 . Also , he holds an MSc in Industrial Engineering in 2012 . He started his career as a Project Engineer in July 2003 and then has moved to Petroleum Development of Oman (PDO) Company since January 2004 . At PDO , he started as a Well Site Engineer for almost a year and then moved to petroleum department as a Production Technologist Engineer . After completing almost four and half years , he moved to the study centre in PDO to work .
