Digital transformation of industry: continuing change
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer
[2020]
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| Schriftenreihe: | Decision Engineering
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xii, 170 Seiten |
| ISBN: | 9783030410001 |
| ISSN: | 1619-5736 |
Internformat
MARC
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| 245 | 1 | 0 | |a Digital transformation of industry |b continuing change |c John Stark |
| 264 | 1 | |a Cham |b Springer |c [2020] | |
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| 337 | |b n |2 rdamedia | ||
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| 490 | 0 | |a Decision Engineering |x 1619-5736 | |
| 650 | 4 | |a Industrial and Production Engineering | |
| 650 | 4 | |a Operations Management | |
| 650 | 4 | |a Innovation/Technology Management | |
| 650 | 4 | |a Cyber-physical systems, IoT. | |
| 650 | 4 | |a Industrial engineering | |
| 650 | 4 | |a Production engineering | |
| 650 | 4 | |a Production management | |
| 650 | 4 | |a Management | |
| 650 | 4 | |a Industrial management | |
| 650 | 4 | |a Computer engineering | |
| 650 | 4 | |a Internet of things | |
| 650 | 4 | |a Embedded computer systems | |
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Datensatz im Suchindex
| _version_ | 1821856285947068416 |
|---|---|
| adam_text |
Contents 1 Introduction. 1 2 Examples. 2.1 Government and Utilities. 2.2 Health. 2.3 Money Transfer. 2.4 Education. 2.5 Relaxation . . . . 2.6 Ordering and Delivery. 2.7 Travel. 2.8 News, Weather. 2.9 Food. 2.10 Home Products. 2.11 Company Activities. 2.12 Next. 5 5 5 6 6 6 7 7 8 8 8 9 9 3 Technology. 3.1 Introduction. 3.2
History. 3.3 Computer Hardware. 3.4 Communications and Control Networks Hardware. 3.5 Operating System Software. 3.6 Programming Languages . . . . 3.7 Database Management Systems. 3.8 Bespoke Programming. 3.9 Computer Graphics. 3.10 Digital Process Control. 3.11 Enterprise Applications. 3.12 Individual Productivity Software. 3.13 Office, Home, Factory Automation. 11 11 11 12 13 14 14 14 14 15 15 15 16 16
vi Contents 3.14 World Wide Web, E-Commerce. 3.15 Social Technology. 3.16 Embedded Software. 3.17 Robot Products. 3.18 Related Technologies. 3.19 Mobile Telephony. 3.20 Related Standards. 3.21 Smart Products. 3.22 bitemet of Things. 3.23 Big Data and Analytics. 3.24 Packaging Concepts. 3.25 Software Research. 3.26 Next. References. 17 17 18 18 18 19 19 19 20 20 20 21 21 22 4 Definition. 4.1 Customer View of Digital Transformation. 4.2 Examples of
Definitions. 4.3 Fit of Definitions. 4.4 Types of Digital Transformation. 4.4.1 Digital Transformation of Computer Hardware. 4.4.2 Digital Transformation of Software. . 4.4.3 Digital Transformation of Communication. 4.4.4 Digital Transformation of Commerce. 4.4.5 Digital Transformation of Relationships. 4.4.6 Digital Transformation of Products . . . 4.4.7 Digital Transformation of Humans. 4.4.8 Digital Transformation of Society. 4.4.9 Digital Transformation of Industry. 4.5 Definition of Digital Transformation in Industry. 23 23 23 24 25 25 25 26 26 26 26 26 27 27 27 5 Business Processes. 5.1 Business Processes. 5.2 Human Resources. 5.3 Finance. 5.4 Մ. 5.5 Quality. 5.6 Supply Chain
Management. 5.7 Customer Relationship Management. 5.8 Product Lifecycle Management. 5.9 Industry-Specific Processes. 5.10 Mapping the Processes. 5.11 Bookstore Example. 5.12 Importance of Mapping. 29 29 30 30 30 31 31 31 31 32 32 33 34
Contents vii 5.13 Mapping. 5.14 Moving Forward. References. 34 35 35 6 Digital Transformation at Springfield Council . 6.1 Introduction. 6.2 Springfield Council. 6.3 Current Situation. 6.4 Looking Forward. 6.5 Looking Outward. 37 37 37 37 38 39 7 DT at Springfield State University Institute. 7.1 Introduction. 7.2 Background. 7.3 Our Digital Journey. 7.4 Մ Staff Dissatisfaction. 7.5 Digital Transformation Strategy . 7.6 Going Online. 7.7 First Digital
Step. 7.8 Second Step. 7.9 Third Step. 7.10 Fourth Step. 43 43 43 46 47 48 49 49 50 51 51 8 DigitalTransformation at an Art Collective. 8.1 Introduction . . . . 8.2 Current Situation. 8.3 Digital Improvements. 8.4 Moving Ahead. 53 53 53 53 54 9 DT at a Passenger Transport Company. 9.1 Introduction. 9.2 Current Situation. 9.3 Current Projects. 9.4 Current Issues. 9.5 Looking Forward. 57 57 57 59 59 59 10 Digital Transformation at a Hospital. 10.1 Introduction. 10.2 SDCH’s IS
Systems. 10.3 Digital Transformation . 10.4 Digital Transformation Opportunities. 10.5 Medical Staff View. 10.6 Resolution. 61 61 61 62 63 64 65
viii Contents 11 Digital Transformation at a Bank. 11.1 Introduction. 11.2 History. 11.3 Background. 11.4 Services. 11.5 Customers . 11.6 A Changing Environment. 11.7 Technology. 11.8 Going Forward. 67 67 67 68 69 69 70 71 71 12 Digital 12.1 12.2 12.3 12.4 12.5 12.6 12.7 12.8 Transformation of a Retail Store. Background. Not a Leader. Many New Technologies. Many Questions Raised. CEO Input. CEO Decision. .
. Survey Response. Strengths. 73 73 73 74 75 75 75 76 76 13 Digital Transformation of Springfield Police Force. 13.1 Background. 13.2 Self-Service Police Portal. 13.3 Integrated Regional/National Policing. 13.4 High-Tech Connected Frontline Policing. 13.5 Collaborative Community Policing. 13.6 Police Real-Time Online Picture (PROP). 13.7 Digital Case Files. 13.8 Remote Monitoring . . 13.9 Predictive Resourcing and Scheduling Analytics. 13.10 Deteirence and Investigation Analytics. 13.11 The Way Forward. 79 79 79 80 80 81 81 81 82 82 82 83 14 Digital 14.1 14.2 14.3 14.4 14.5 14.6 14.7 14.8 85 85 85 86 87 87 87 87 88 Transformation of Springfield Regional Airport. Background.
Reasons for Our Digital Transformation Program. Our Airport Processes. New Digital Technologies. Digital Transformation . Improvement Areas. Passenger Experience Improvement. Optimised Scheduling.
Contents ix 14.9 Smart Facility and Equipment Management. 14.10 Digital Air Traffic Control. 14.11 Rules for Digital Transformation. 15 Digital 15.1 15.2 15.3 15.4 15.5 15.6 15.7 15.8 15.9 16 17 88 89 89 Transformation of Springfield FC. The Fan Base. Omni-channel Multi-service. . Multiple Revenue Streams. Fans as Profiled Consumers. Connected Players. Transfer Analytics. In-Stadium Experience. Connected Fans . Fantasy Football. 91 91 91 93 93 94 94 94 95 95 Digital Transformation of TCBMC. 16.1 Introduction. 16.2 Smart Vehicles. 16.3 Industrial Internet of Things. 16.4 Intelligent Automated
Factory. 16.5 Connected, Integrated Factory. 16.6 Digital Factory. 16.7 Augmented Reality Factory. 16.8 Analytic Factory. 16.9 Take-Charge Factory. 16.10 Adaptable, Flexible Factory. 16.11 Secure Protected Factory. 16.12 AI-Augmented Factory. 16.13 Advanced Manufacturing Factory. 16.14 New Business Processes. 16.15 Skill Gap and Training. 16.16 Digital Transformation Team Report. 16.17 CFO Reaction. 16.18 The CFO Presents PLM. Reference. 97 97 98 99 100 100 100 101 101 101 102 102 102 102 102 103 103 104 104 Select Digital
Technology. 17.1 Recap. 17.1.1 Definition. 17.1.2 Digital Technologies. 17.1.3 Business Processes and Activities. 17.2 Difference Organisation, Different Case. 17.2.1 Different Activities, Different Resources. 17.2.2 Different Current Situations. 105 107 107 107 108 108 108 108
x Contents 17.2.3 Different IS Maturity. 17.2.4 Different IS Strategies. 17.2.5 Different Objectives. 17.2.6 Different Viewpoints. 17.2.7 Different Scopes. 17.2.8 Different Knowledge Levels. 17.2.9 Different Levels of Involvement. 17.2.10 Different Levels of Detail. 17.2.11 Different Financial Situations. 17.2.12 Different Business Strategies. 17.2.13 Different IS Roles. 17.2.14 Different Benefits to Achieve. 17.2.15 Different Positions on the Journey. 17.2.16 Different Approaches (1). 17.2.17 Different Approaches (2). 17.2.18 Different Approaches (3). 17.2.19 Different Approaches (4). 17.2.20 Different Team Structures. 17.2.21 Different Affected Areas. 17.2.22 Different Technologies Selected. Need for an
Organisation-Specific DTApproach. Need for a Digital Transformation Program. Digital Technology Selection . . . . 108 109 109 109 109 109 110 110 110 110 110 Ill Ill Ill Ill Ill 112 112 112 112 113 113 113 18 Run a Program. 18.1 Introduction. 18.2 Importance of a Project Management Approach. 18.3 Program. 18.4 Project Schedule, Program Schedule. 18.5 Risk of Program Failure. 18.6 Types of Program Failure. 18.7 Causes of Failure. 18.8 Overcoming Issues. 18.9 Success Factors. References. 115 115 115 116 117 117 118 118 119 119 120 19 Involve Your Executives. 19.1 Reasons for Involving Executives.
19.2 Early Involvement and a Long Haul. 19.3 Executives Roles. 19.3.1 Maintain Awareness, Provide Vision. 19.3.2 Set Objectives and Values. 19.3.3 Oversee Governance. 19.3.4 Lead. 121 121 121 122 122 122 123 123 17.3 17.4 17.5
Contents xi 19.3.5 Represent and Communicate. 19.3.6 Ask Questions, Give Answers. 19.3.7 Identify and Develop Leaders. 19.3.8 Monitor Progress, Measure Outcomes. 19.3.9 Take Decisions and Corresponding Action. 19.3.10 Hold Accountable and Provide Recognition. 19.4 Key Executive Activities. References. 123 123 124 124 124 124 125 126 20 Set the Objectives. 20.1 Objectives of the Digital Transformation Program. 20.2 Executive Involvement in Setting Objectives. 20.3 Reasons for Setting Objectives. 20.4 Characteristics of Objectives. 20.5 Different Organisation, Different Program. 20.6 Different Organisations, Different Objectives. 20.7 Example of Objectives. References. 127 127 127 128 128 129 129 129 130 21 Create the Vision. 21.1 A Digital Transformation
Vision. 21.2 Need for a DT Vision. 21.3 Reasons for a DT Vision. 21.4 Characteristics of a DT Vision. 21.5 Documenting the DT Vision. 21.6 Position of a DT Vision. 21.7 Executive Involvement with the DT Vision. References. 131 131 132 132 133 134 134 135 135 22 Prepare the Governance. 22.1 The Program’s Governance. 22.2 Program Roles. 22.3 CEO. 22.4 Digital Transformation Program Sponsor. 22.5 DT Program Steering Committee . 22.6 DT Program Leader . 22.7 Program Team, Program Team Member. 22.8 Subject Matter Expert . 22.9
Stakeholders. References. 137 137 137 138 138 139 139 140 141 141 142 23 Define 23.1 23.2 23.3 143 143 143 144 the Strategy. Implementation Strategy. Strategy. Characteristics of Strategies.
xii Contents 23.4 Reasons for a Good Strategy. 23.5 Executive Involvement in Strategy Development. 23.6 Description of the Current Situation. 23.7 Analysis, Gap Analysis. References. 145 145 145 146 147 24 Plan and Schedule. 24.1 Implementation Plan. 24.2 Strategy and Plan. 24.3 Implementation Planning . 24.4 Implementation Schedule. References. 149 149 149 150 150 151 25 153 153 153 154 155 156 156 157 157 158 Manage Organisational Change. 25.1 Organisational Change Management. 25.2 Relevance of OCM for DT. 25.3 Resistance to Change. 25.4 Benefits of OCM for DT. 25.5 Results of Ignoring OCM in a DT
Program. 25.6 Generic Issues with Change. 25.7 Projects Related to OCM. 25.8 Executive Role with OCM. References. 26 Justify the Program, Plan the Investment. 159 26.1 Justification. 159 26.2 Opportunities and Weak Point Elimination. 159 26.3 Program Costs. . . ' 160 26.4 Program Benefits. 160 26.5 Financial Justification, NPV and ROI. 162 References. 164 27 Run the Program. 27.1 Frequent Steps. 27.2 Feasibility Study. 27.3 The Program Charter. 27.4 Program Progress Reporting. 27.5 DT
Program Stams Review. 27.6 DT Program Audit. 27.7 Digital Transformation Program Closure. References. 165 165 166 167 167 168 169 169 170 |
| adam_txt |
Contents 1 Introduction. 1 2 Examples. 2.1 Government and Utilities. 2.2 Health. 2.3 Money Transfer. 2.4 Education. 2.5 Relaxation . . . . 2.6 Ordering and Delivery. 2.7 Travel. 2.8 News, Weather. 2.9 Food. 2.10 Home Products. 2.11 Company Activities. 2.12 Next. 5 5 5 6 6 6 7 7 8 8 8 9 9 3 Technology. 3.1 Introduction. 3.2
History. 3.3 Computer Hardware. 3.4 Communications and Control Networks Hardware. 3.5 Operating System Software. 3.6 Programming Languages . . . . 3.7 Database Management Systems. 3.8 Bespoke Programming. 3.9 Computer Graphics. 3.10 Digital Process Control. 3.11 Enterprise Applications. 3.12 Individual Productivity Software. 3.13 Office, Home, Factory Automation. 11 11 11 12 13 14 14 14 14 15 15 15 16 16
vi Contents 3.14 World Wide Web, E-Commerce. 3.15 Social Technology. 3.16 Embedded Software. 3.17 Robot Products. 3.18 Related Technologies. 3.19 Mobile Telephony. 3.20 Related Standards. 3.21 Smart Products. 3.22 bitemet of Things. 3.23 Big Data and Analytics. 3.24 Packaging Concepts. 3.25 Software Research. 3.26 Next. References. 17 17 18 18 18 19 19 19 20 20 20 21 21 22 4 Definition. 4.1 Customer View of Digital Transformation. 4.2 Examples of
Definitions. 4.3 Fit of Definitions. 4.4 Types of Digital Transformation. 4.4.1 Digital Transformation of Computer Hardware. 4.4.2 Digital Transformation of Software. . 4.4.3 Digital Transformation of Communication. 4.4.4 Digital Transformation of Commerce. 4.4.5 Digital Transformation of Relationships. 4.4.6 Digital Transformation of Products . . . 4.4.7 Digital Transformation of Humans. 4.4.8 Digital Transformation of Society. 4.4.9 Digital Transformation of Industry. 4.5 Definition of Digital Transformation in Industry. 23 23 23 24 25 25 25 26 26 26 26 26 27 27 27 5 Business Processes. 5.1 Business Processes. 5.2 Human Resources. 5.3 Finance. 5.4 Մ. 5.5 Quality. 5.6 Supply Chain
Management. 5.7 Customer Relationship Management. 5.8 Product Lifecycle Management. 5.9 Industry-Specific Processes. 5.10 Mapping the Processes. 5.11 Bookstore Example. 5.12 Importance of Mapping. 29 29 30 30 30 31 31 31 31 32 32 33 34
Contents vii 5.13 Mapping. 5.14 Moving Forward. References. 34 35 35 6 Digital Transformation at Springfield Council . 6.1 Introduction. 6.2 Springfield Council. 6.3 Current Situation. 6.4 Looking Forward. 6.5 Looking Outward. 37 37 37 37 38 39 7 DT at Springfield State University Institute. 7.1 Introduction. 7.2 Background. 7.3 Our Digital Journey. 7.4 Մ Staff Dissatisfaction. 7.5 Digital Transformation Strategy . 7.6 Going Online. 7.7 First Digital
Step. 7.8 Second Step. 7.9 Third Step. 7.10 Fourth Step. 43 43 43 46 47 48 49 49 50 51 51 8 DigitalTransformation at an Art Collective. 8.1 Introduction . . . . 8.2 Current Situation. 8.3 Digital Improvements. 8.4 Moving Ahead. 53 53 53 53 54 9 DT at a Passenger Transport Company. 9.1 Introduction. 9.2 Current Situation. 9.3 Current Projects. 9.4 Current Issues. 9.5 Looking Forward. 57 57 57 59 59 59 10 Digital Transformation at a Hospital. 10.1 Introduction. 10.2 SDCH’s IS
Systems. 10.3 Digital Transformation . 10.4 Digital Transformation Opportunities. 10.5 Medical Staff View. 10.6 Resolution. 61 61 61 62 63 64 65
viii Contents 11 Digital Transformation at a Bank. 11.1 Introduction. 11.2 History. 11.3 Background. 11.4 Services. 11.5 Customers . 11.6 A Changing Environment. 11.7 Technology. 11.8 Going Forward. 67 67 67 68 69 69 70 71 71 12 Digital 12.1 12.2 12.3 12.4 12.5 12.6 12.7 12.8 Transformation of a Retail Store. Background. Not a Leader. Many New Technologies. Many Questions Raised. CEO Input. CEO Decision. .
. Survey Response. Strengths. 73 73 73 74 75 75 75 76 76 13 Digital Transformation of Springfield Police Force. 13.1 Background. 13.2 Self-Service Police Portal. 13.3 Integrated Regional/National Policing. 13.4 High-Tech Connected Frontline Policing. 13.5 Collaborative Community Policing. 13.6 Police Real-Time Online Picture (PROP). 13.7 Digital Case Files. 13.8 Remote Monitoring . . 13.9 Predictive Resourcing and Scheduling Analytics. 13.10 Deteirence and Investigation Analytics. 13.11 The Way Forward. 79 79 79 80 80 81 81 81 82 82 82 83 14 Digital 14.1 14.2 14.3 14.4 14.5 14.6 14.7 14.8 85 85 85 86 87 87 87 87 88 Transformation of Springfield Regional Airport. Background.
Reasons for Our Digital Transformation Program. Our Airport Processes. New Digital Technologies. Digital Transformation . Improvement Areas. Passenger Experience Improvement. Optimised Scheduling.
Contents ix 14.9 Smart Facility and Equipment Management. 14.10 Digital Air Traffic Control. 14.11 Rules for Digital Transformation. 15 Digital 15.1 15.2 15.3 15.4 15.5 15.6 15.7 15.8 15.9 16 17 88 89 89 Transformation of Springfield FC. The Fan Base. Omni-channel Multi-service. . Multiple Revenue Streams. Fans as Profiled Consumers. Connected Players. Transfer Analytics. In-Stadium Experience. Connected Fans . Fantasy Football. 91 91 91 93 93 94 94 94 95 95 Digital Transformation of TCBMC. 16.1 Introduction. 16.2 Smart Vehicles. 16.3 Industrial Internet of Things. 16.4 Intelligent Automated
Factory. 16.5 Connected, Integrated Factory. 16.6 Digital Factory. 16.7 Augmented Reality Factory. 16.8 Analytic Factory. 16.9 Take-Charge Factory. 16.10 Adaptable, Flexible Factory. 16.11 Secure Protected Factory. 16.12 AI-Augmented Factory. 16.13 Advanced Manufacturing Factory. 16.14 New Business Processes. 16.15 Skill Gap and Training. 16.16 Digital Transformation Team Report. 16.17 CFO Reaction. 16.18 The CFO Presents PLM. Reference. 97 97 98 99 100 100 100 101 101 101 102 102 102 102 102 103 103 104 104 Select Digital
Technology. 17.1 Recap. 17.1.1 Definition. 17.1.2 Digital Technologies. 17.1.3 Business Processes and Activities. 17.2 Difference Organisation, Different Case. 17.2.1 Different Activities, Different Resources. 17.2.2 Different Current Situations. 105 107 107 107 108 108 108 108
x Contents 17.2.3 Different IS Maturity. 17.2.4 Different IS Strategies. 17.2.5 Different Objectives. 17.2.6 Different Viewpoints. 17.2.7 Different Scopes. 17.2.8 Different Knowledge Levels. 17.2.9 Different Levels of Involvement. 17.2.10 Different Levels of Detail. 17.2.11 Different Financial Situations. 17.2.12 Different Business Strategies. 17.2.13 Different IS Roles. 17.2.14 Different Benefits to Achieve. 17.2.15 Different Positions on the Journey. 17.2.16 Different Approaches (1). 17.2.17 Different Approaches (2). 17.2.18 Different Approaches (3). 17.2.19 Different Approaches (4). 17.2.20 Different Team Structures. 17.2.21 Different Affected Areas. 17.2.22 Different Technologies Selected. Need for an
Organisation-Specific DTApproach. Need for a Digital Transformation Program. Digital Technology Selection . . . . 108 109 109 109 109 109 110 110 110 110 110 Ill Ill Ill Ill Ill 112 112 112 112 113 113 113 18 Run a Program. 18.1 Introduction. 18.2 Importance of a Project Management Approach. 18.3 Program. 18.4 Project Schedule, Program Schedule. 18.5 Risk of Program Failure. 18.6 Types of Program Failure. 18.7 Causes of Failure. 18.8 Overcoming Issues. 18.9 Success Factors. References. 115 115 115 116 117 117 118 118 119 119 120 19 Involve Your Executives. 19.1 Reasons for Involving Executives.
19.2 Early Involvement and a Long Haul. 19.3 Executives Roles. 19.3.1 Maintain Awareness, Provide Vision. 19.3.2 Set Objectives and Values. 19.3.3 Oversee Governance. 19.3.4 Lead. 121 121 121 122 122 122 123 123 17.3 17.4 17.5
Contents xi 19.3.5 Represent and Communicate. 19.3.6 Ask Questions, Give Answers. 19.3.7 Identify and Develop Leaders. 19.3.8 Monitor Progress, Measure Outcomes. 19.3.9 Take Decisions and Corresponding Action. 19.3.10 Hold Accountable and Provide Recognition. 19.4 Key Executive Activities. References. 123 123 124 124 124 124 125 126 20 Set the Objectives. 20.1 Objectives of the Digital Transformation Program. 20.2 Executive Involvement in Setting Objectives. 20.3 Reasons for Setting Objectives. 20.4 Characteristics of Objectives. 20.5 Different Organisation, Different Program. 20.6 Different Organisations, Different Objectives. 20.7 Example of Objectives. References. 127 127 127 128 128 129 129 129 130 21 Create the Vision. 21.1 A Digital Transformation
Vision. 21.2 Need for a DT Vision. 21.3 Reasons for a DT Vision. 21.4 Characteristics of a DT Vision. 21.5 Documenting the DT Vision. 21.6 Position of a DT Vision. 21.7 Executive Involvement with the DT Vision. References. 131 131 132 132 133 134 134 135 135 22 Prepare the Governance. 22.1 The Program’s Governance. 22.2 Program Roles. 22.3 CEO. 22.4 Digital Transformation Program Sponsor. 22.5 DT Program Steering Committee . 22.6 DT Program Leader . 22.7 Program Team, Program Team Member. 22.8 Subject Matter Expert . 22.9
Stakeholders. References. 137 137 137 138 138 139 139 140 141 141 142 23 Define 23.1 23.2 23.3 143 143 143 144 the Strategy. Implementation Strategy. Strategy. Characteristics of Strategies.
xii Contents 23.4 Reasons for a Good Strategy. 23.5 Executive Involvement in Strategy Development. 23.6 Description of the Current Situation. 23.7 Analysis, Gap Analysis. References. 145 145 145 146 147 24 Plan and Schedule. 24.1 Implementation Plan. 24.2 Strategy and Plan. 24.3 Implementation Planning . 24.4 Implementation Schedule. References. 149 149 149 150 150 151 25 153 153 153 154 155 156 156 157 157 158 Manage Organisational Change. 25.1 Organisational Change Management. 25.2 Relevance of OCM for DT. 25.3 Resistance to Change. 25.4 Benefits of OCM for DT. 25.5 Results of Ignoring OCM in a DT
Program. 25.6 Generic Issues with Change. 25.7 Projects Related to OCM. 25.8 Executive Role with OCM. References. 26 Justify the Program, Plan the Investment. 159 26.1 Justification. 159 26.2 Opportunities and Weak Point Elimination. 159 26.3 Program Costs. . . ' 160 26.4 Program Benefits. 160 26.5 Financial Justification, NPV and ROI. 162 References. 164 27 Run the Program. 27.1 Frequent Steps. 27.2 Feasibility Study. 27.3 The Program Charter. 27.4 Program Progress Reporting. 27.5 DT
Program Stams Review. 27.6 DT Program Audit. 27.7 Digital Transformation Program Closure. References. 165 165 166 167 167 168 169 169 170 |
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| author | Stark, John |
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| dewey-tens | 670 - Manufacturing |
| discipline | Werkstoffwissenschaften / Fertigungstechnik Wirtschaftswissenschaften |
| discipline_str_mv | Werkstoffwissenschaften / Fertigungstechnik Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV046635855 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T14:12:53Z |
| indexdate | 2025-01-21T11:05:48Z |
| institution | BVB |
| isbn | 9783030410001 |
| issn | 1619-5736 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032047317 |
| oclc_num | 1153976875 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-384 DE-522 |
| owner_facet | DE-355 DE-BY-UBR DE-384 DE-522 |
| physical | xii, 170 Seiten |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer |
| record_format | marc |
| series2 | Decision Engineering |
| spelling | Stark, John Verfasser aut Digital transformation of industry continuing change John Stark Cham Springer [2020] xii, 170 Seiten txt rdacontent n rdamedia nc rdacarrier Decision Engineering 1619-5736 Industrial and Production Engineering Operations Management Innovation/Technology Management Cyber-physical systems, IoT. Industrial engineering Production engineering Production management Management Industrial management Computer engineering Internet of things Embedded computer systems Digitale Revolution (DE-588)7854804-4 gnd rswk-swf Industrie (DE-588)4026779-9 gnd rswk-swf Digitale Revolution (DE-588)7854804-4 s Industrie (DE-588)4026779-9 s DE-604 Erscheint auch als Online-Ausgabe 978-3-030-41001-8 Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032047317&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Stark, John Digital transformation of industry continuing change Industrial and Production Engineering Operations Management Innovation/Technology Management Cyber-physical systems, IoT. Industrial engineering Production engineering Production management Management Industrial management Computer engineering Internet of things Embedded computer systems Digitale Revolution (DE-588)7854804-4 gnd Industrie (DE-588)4026779-9 gnd |
| subject_GND | (DE-588)7854804-4 (DE-588)4026779-9 |
| title | Digital transformation of industry continuing change |
| title_auth | Digital transformation of industry continuing change |
| title_exact_search | Digital transformation of industry continuing change |
| title_exact_search_txtP | Digital transformation of industry continuing change |
| title_full | Digital transformation of industry continuing change John Stark |
| title_fullStr | Digital transformation of industry continuing change John Stark |
| title_full_unstemmed | Digital transformation of industry continuing change John Stark |
| title_short | Digital transformation of industry |
| title_sort | digital transformation of industry continuing change |
| title_sub | continuing change |
| topic | Industrial and Production Engineering Operations Management Innovation/Technology Management Cyber-physical systems, IoT. Industrial engineering Production engineering Production management Management Industrial management Computer engineering Internet of things Embedded computer systems Digitale Revolution (DE-588)7854804-4 gnd Industrie (DE-588)4026779-9 gnd |
| topic_facet | Industrial and Production Engineering Operations Management Innovation/Technology Management Cyber-physical systems, IoT. Industrial engineering Production engineering Production management Management Industrial management Computer engineering Internet of things Embedded computer systems Digitale Revolution Industrie |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032047317&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT starkjohn digitaltransformationofindustrycontinuingchange |