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Showing 5 results for Hakimollahi

M. Hakimollahi, S. G. Jalali Naini, M. Bagherpour, S. Jafari, A. Shahmoradi,
Volume 2, Issue 4 (10-2012)
Abstract

In recent years, the balanced score card (BSC) has been the focus of considerable methodology for strategic cost management in management accounting area since it was originally proposed by Kaplan ,R.S. and Norton, D.P. in 1992. BSC is an approach to performance measurement based on both financial and nonfinancial information from four perspectives which are called financial, customer, internal business process, and learning and growth, in order to balance the traditional financial performance system by several grouping of performance measures: short-term and long-term, internal and external, and current and future. Over time, it has been developed to a strategic management system from a comprehensive performance measure, and used in many organizations such as business, hospital, and autonomy in many countries. In this paper, we propose a general model based on BSC by introducing fuzzy inference mechanism. From this, specialists’ knowledge and experience can be effectively reflected during the construction of the practical model. Then we illustrate a practical example for an Automotive Manufacturing Co.
H. Shojaeefard , M. Hakimollahi , M. Kashefi,
Volume 4, Issue 2 (6-2014)
Abstract

Having a full understanding of the world’s social-economic situation is the success key for industries automotive manufacturing industry is an extremely competitive one usually there is no clear guideline among automotive companies about technological causes behind their success and failure. This research provides an investigation about the world’s economic situation and the environmental situation surrounded the automotive industry, than will focus on chines auto industry. Automotive manufacturers and suppliers view China as the largest combination of automotive market and low-cost manufacturing and supply base to appear in decades. Companies are deluged with information about the potential opportunities in China, but typically know very little about what the Chinese think about their automotive future. The steady influx of automotive manufacturers and suppliers over the past ten years has provided the Chinese with firsthand experience of what the impact of a world-class, high-volume automotive industry can mean to a country.


H. Shojaeefard, M. Hakimollahi,
Volume 5, Issue 3 (9-2015)
Abstract

The new product development (NPD) is the process by which a new product idea is conceived, investigated, taken through the design process, manufactured, marketed and serviced. In Automotive Engineering these related to the product realization process (PRP) which consists of five phases: "Plan and Define Program", "Product Design and Development", "Process Design and Development", "Product and Process Validation", and "Production Launch, Feedback Assessment and Corrective Action". This paper proposes a process-based management concept focusing on controlling and measuring for their effective management including literature review of NPD performance measurement. Integrating the process-based management concept with the proper performance measure can initiate new knowledge which will contribute to the improvement of the automotive industry.


M.h. Shojaeefard, M. Hakimollahi,
Volume 6, Issue 2 (6-2016)
Abstract

New product development (NPD) is described in the literature as the transformation of a market opportunity into a product available for sale [ ]. In the automotive industry, within the context of ISO/TS (the automotive quality management system international standard), consists of Three main phases such as planning, Implementation and sales. There are also five sub phases called “Planning”, “Product Design”, “Process Design and Development”, “Product and Process Verification and Validation”, and “Production”. These phases may be done concurrently and have correlated activities.

Our analysis shows that most of domestic researches about the new product development success factors are based on the Western literature and use them as the theoretical platform in the design of their own research strategy and research questions design. The paper proposes a contribution of measuring indicators extracted from literature review and completed by several industry and university experts’ interviews to finalizing the weighting indictors that could be useful in performance measuring on Auto new product development gates.


M.h. Shojaeefard, M. Manteghi, M. Hakimollahi,
Volume 6, Issue 4 (12-2016)
Abstract

New product development (NPD) is described in the literature as the transformation of a market opportunity into a product available for sale. In the automotive industry, within the context of ISO/TS16949:2002 (the automotive quality management system international standard),  these related to the product realization process (PRP) which consists of Three main phases such as planning, Implementation and sales, and  five sub-phases called  “Planning”, “Product Design”, “Process Design and Development”, “Product and Process Verification and Validation”, and “Production”. These phases could be done concurrently and have correlated activities.

 There has been a wide range of working in new product development but in automotive section no contributes has been done before. The paper proposes a contribution between the new product development performance factors of a same project in a developed country and developing country. It shows the differences of employee and systems ways of thinking in two above mentioned categories. The  main factors were extracted from literatures which are Goal clarity; Process formalization, Process Concurrency, Iteration, Learning, Team Leadership, Team Experience, Team Dedication, Internal Integration, External integration, Empowerment and Architecture. Having differences of people and systems thinking of new product development process of automotive engineering in two different working stations will be helpful in developing a complete model for performance measurement of a new product development in automotive industry. The questionnaires were made to analyze the value of each factor via employee view and system view and distribute in two different bases. The differences are illustrated in the paper.



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