Potenziale durch die Anwendung Additiver Fertigung*/Evaluation of impacts and potentials through implementation of Additive Manufacturing

2018 ◽  
Vol 108 (06) ◽  
pp. 405-412
Author(s):  
N. Zimmermann ◽  
J. Lentes ◽  
A. Werner
Keyword(s):  
Life Cycle ◽  
Additive Manufacturing ◽  
Current Literature ◽  
Product Life Cycle ◽  
Spare Parts ◽  
Manufacturing Companies ◽  
Additive Fertigung ◽  
Product Life

Additive Fertigung (AF) hat viele Potenziale, zum Beispiel bei der Ersatzteilproduktion und bei der Individualisierung. Technologische Aspekte werden aktuell umfassend beforscht, Betrachtungen mit Blick auf den Produktlebenszyklus (PLZ) erfolgen jedoch nicht ganzheitlich. Dieser Artikel behandelt daher die Auswirkungen auf produzierende Unternehmen durch die Einführung von AF. Die Betrachtung von Potenzialen und Risiken entlang des PLZ verdeutlicht die Komplexität, die mit der Einführung von AF verbunden ist.   Additive Manufacturing (AM) has many potentials, e.g. in spare parts production and individualization. Technological aspects are comprehensively covered in current literature, but considerations with regard to the product life cycle (PLC) are not holistic. This article, therefore, deals with the effects on manufacturing companies through the introduction of AM. The consideration of potentials and risks along the PLC illustrates the complexity associated with the introduction of AM.

Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance

2000 ◽  
Vol 12 (1) ◽  
pp. 1-17 ◽  
Author(s):  
Zahirul Hoque ◽  
Wendy James
Keyword(s):  
Life Cycle ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Product Life Cycle ◽  
New Products ◽  
Life Cycle Stage ◽  
Manufacturing Companies ◽  
Organization Size ◽  
Market Position ◽  
Product Life

This paper examines the relationship between organization size, product life-cycle stage, market position, balanced scorecard (BSC) usage and organizational performance. Using financial and nonfinancial measures, the BSC appraises four dimensions of performance: customers, financial (or shareholders), learning and growth, and internal aspects. Based on a survey of 66 Australian manufacturing companies, the paper suggests that larger firms make more use of a BSC. In addition, firms that have a higher proportion of new products have a greater tendency to make use of measures related to new products. A firm's market position has not been found to be associated significantly with greater BSC usage. The paper also suggests that greater BSC usage is associated with improved performance, but this relationship does not depend significantly on organization size, product life cycle, or market position.

scholarly journals Exploring Application Fields of Additive Manufacturing Along the Product Life Cycle

Procedia CIRP ◽  
2019 ◽  
Vol 81 ◽  
pp. 151-156 ◽  
Author(s):  
Kathrin Pfähler ◽  
Dominik Morar ◽  
Hans-Georg Kemper
Keyword(s):  
Life Cycle ◽  
Additive Manufacturing ◽  
Product Life Cycle ◽  
Product Life ◽  
Application Fields

scholarly journals A product life cycle ontology for additive manufacturing

2019 ◽  
Vol 105 ◽  
pp. 191-203 ◽  
Author(s):  
Munira Mohd Ali ◽  
Rahul Rai ◽  
J. Neil Otte ◽  
Barry Smith
Keyword(s):  
Life Cycle ◽  
Additive Manufacturing ◽  
Product Life Cycle ◽  
Product Life

scholarly journals HUBUNGAN BALANCED SCORECARD DENGAN KINERJA PERUSAHAAN BESERTA BEBERAPA FAKTOR YANG MEMPENGARUHI

2019 ◽  
Vol 4 (1) ◽  
pp. 37
Author(s):  
Etty Murwaningsari Nasser ◽  
Zulfitry Ramdan
Keyword(s):  
Life Cycle ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Product Life Cycle ◽  
Manufacturing Companies ◽  
Balance Scorecard ◽  
Organization Size ◽  
Market Position ◽  
Product Life ◽  
Strong Market Position

<p><em>The objective of this research is to examine the relation between several factors which influence balance scorecard (e.g. organization Size, Product Life Cycle, Market Position) and balance scorecard. The further investigation is to examine the relation between balance scorecard and performance with organization Size, Product Life Cycle, and Market Position as moderating variable. The research examined 20 manufacturing companies in 2007. The primary data were collected by questionairre, and the number of respondent are 20 monetary manager of manufacturing business consist of organizational size, product life cycle, market position and the usage of four perspective of balanced scorecard. Statistical test is using multiple regression and moderated regression analysis. The empirical result of this research shows that First, only market position which has significant influence to the usage of balanced scorecard. Second, the usage of balanced scorecard does not benefit for large organization to increase Organizational Performance. Third, the usage of balanced scorecard does not benefit for organization in introduction stage to increase Organizational Performance. And Finally, the usage of Balanced scorecard does not benefit for organization with strong market position to increase Organizational Performance</em></p>

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