Managing product development in the high-tech industry. (using the Process Map and Responsibility Matrix): An article from: Industrial Management

Managing product development in the high-tech industry. (using the Process Map and Responsibility Matrix): An article from: Industrial Management
by Warnock Davies, Kathleen E. Brush

Managing product development in the high-tech industry. (using the Process Map and Responsibility Matrix): An article from: Industrial Management
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Book Summary Information

Author: Kathleen E. Brush, Warnock Davies
Edition: Digital
Audio: English (Published)
Format: HTML
Published: 1996-01-01
ISBN: N/A
Number of pages: 8
Publisher: Institute of Industrial Engineers, Inc. (IIE)

Summary of Managing product development in the high-tech industry. (using the Process Map and Responsibility Matrix): An article from: Industrial Management

This digital document is an article from Industrial Management, published by Institute of Industrial Engineers, Inc. (IIE) on January 1, 1996. The length of the article is 2363 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

From the supplier: The purpose of the Process Map and Responsibility Matrix (PMRM) is to make sure that all the necessary steps and responsibilities for each task in product development and delivery are delineated. The high-tech industry utilizes PMRM to increase individual and collective participation and enhance managerial responsibility for product planning and quality control. This is in addition to its essential function of improving productivity and performance through detailed reconfiguring of the management process.

Citation Details
Title: Managing product development in the high-tech industry. (using the Process Map and Responsibility Matrix)
Author: Warnock Davies
Publication: Industrial Management (Magazine/Journal)
Date: January 1, 1996
Publisher: Institute of Industrial Engineers, Inc. (IIE)
Volume: v38 Issue: n1 Page: p5(4)

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