Cpap155
发表于 2025-3-25 06:52:02
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Feigned
发表于 2025-3-25 08:42:50
Manufacturing Modernisation in Brazil: Scope and Direction in the Metal Products, Machinery and Equi example, Womack, Jones, and Roos, 1990). The challenge before Brazilian manufacturing firms, in the face of such an international change, has been to cope with this shift in the manufacturing practice paradigm, at the same time as significant changes in domestic economic policies have been forcing them to adopt a new competitive stance.
cataract
发表于 2025-3-25 15:24:33
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cluster
发表于 2025-3-25 16:57:45
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Sinus-Node
发表于 2025-3-25 23:14:38
The Japanese Model — What is It and to What Extent Has It Diffused to the West?oined by Krafcik (1988) and Womack et al. (1990) based on their study of the global automotive industry. Approaches such as Total Quality Management have also been a central part of Japanese approaches.
清真寺
发表于 2025-3-26 04:07:32
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Condense
发表于 2025-3-26 05:42:08
Italian Assembly Industry: Challenges and Responses to Globalisation and Innovationrends present opportunities for Italy, but also loom threateningly over the prospects for the long-term prosperity of the country and its ability to keep up with the more advanced industrialised economies.
Colonnade
发表于 2025-3-26 12:29:59
Manufacturing Strategy of Norwegian ISIC 38 Industry: A Systematic Perspective IMSS sample companies in order to find out the significant similarities and differences. Additionally, we will provide global benchmarks so that Norwegian companies can compare themselves with companies in the world’s leading countries.
GLIDE
发表于 2025-3-26 15:34:00
The New Strategy for the Portuguese Industryt industry sectors have been textile and apparel, including hosiery and knitwear, carpets and textiles, clothing, footwear and leather, and yarn and cloth. Other strong sectors are related to the forestry segment, including pulp and paper and other wood products, beverages, and metal and mechanical products.
得意牛
发表于 2025-3-26 20:50:03
Lead Time Reduction — Manufacturing Strategy in Swedenagricultural sector). In the midst of the turbulence of the early 1990s, a majority of Swedish industrial manufacturers have embarked on a change route, aiming towards increased competitiveness and flexibility. The main driver for the transformation is time-based competition, the reduction of lead-times together with organisational redesign.