Cloudsim中基于智能算法的任务调度研究

云计算~[1]是一种基于网络的、按需获取服务资源的大型分布式计算模式。任务调度则是云计算中的关键技术之一,任务调度策略的优劣直接影响到用户提交作业的执行效率和对服务质量的满意度。针对于此,本文将几类传统任务调度算法的性能进行了比较,并在基本算法的基础上融入最优调度的思想,实验证明本文所设计的算法在一定程度上节约了任务的总调度时间,有一定的可行性。     

新产品开发过程中的文化内涵

研究发现在新产品开发过程中实现知识共享存在困难,而开发过程中的知识创新又是产品创新的关键.因而,通过研究新产品开发过程中的文化内涵,实现知识和谐,达到个人和组织知识在开发过程中的双向增长,促进新产品开发的可持续性发展.     

基于最小可信代价的网格任务调度算法

Nimrod-G是在计算经济网格体系结构（GRACE）下开发的网格资源管理系统,它提供了一套基于期限和预算限制的DBC（Deadline and Budget Constrained）调度策略,以优化任务调度过程中的时间和费用问题。但这套调度策略没能对任务调度的时间和费用进行综合的考虑,也没有考虑到网格服务提供者提供的服务保证的可信度。针对这些问题,文章提出一种新的网格任务调度算法。借助网格仿真工具箱Gridsim,通过实验证明,此算法能有效地优化网格任务调度的时间和费用因素。     

浅谈新产品开发的质量管理工作

新产品开发质量管理贯穿产品图纸发布到零部件制造、整机装配、整机调试、样机试验等各环节,梳理各阶段质量控制要求和主要控制内容,识别新产品各阶段的风险点及制定对策,编制新产品各阶段质量控制规范和标准,对新产品开发过程进行跟踪管理,保证新产品各阶段质量处于受控状态,同时识别和编制各部门在新产品开发过程中的职责和权限。在新产品开发过程中,对新产品实施质量管理,可以持续提升新产品的质量。     

从预算功能视角探讨新产品开发成功的路径

本文从预算功能视角,探讨提高新产品开发成功的路径。文章针对新产品开发过程中的资源错配、新产品开发准备阶段资源投入不足,及对财务计划存在偏见等问题,提出了通过以增强责任方式发挥预算的资源配置功能、以重视前馈控制方式发挥预算控制功能,有助于企业实施正确的项目和正确地实施项目。     

基于新产品开发链的门径管理研究

以新产品开发价值链为基础,通过研究门径理论在新产品开发过程中的应用,提出新产品开发门径管理的方法,为企业成功开发新产品提供有效的决策工具。     

新产品开发中影响企业成功的若干关键因素

新产品开发中企业要获得成功， 必须充分重视其对企业的影响， 并按照对企业产生影响作用的大小列举了九个关键因素，分别是高质量的新产品开发过程、新产品战略、人财物资源、Ｒ＆Ｄ 支出、高质量的开发团队、高级管理层的承诺保证、创新文化、团队式开发组织及高级管理层责任。     

关于建立企业创新能力指标评价体系的探讨

一、企业创新能力的结构 建立企业创新能力评价指标体系的前提是明确创新能力的基本内涵和外延,即企业创新能力的结构. 企业的技术创新过程是一个十分复杂的过程,如果忽略一些细节,从中推出其关键环节,则企业的技术创新过程可归结为:决策→实施→实现(效益)这样一个实用模型.其中,创新决策的最终体现是创新资源投入的强弱;实施主要包括研究开发和创造两个方面;实现则体现在销售能力和新产品的效益上.     

建陶厂如何管理控制“设计与开发”

在激烈的市场竞争中,企业要保持持续优势,就必须不断引进、吸收新工艺、新技术开发新产品,这就关系到企业的设计开发的话题。陶瓷厂的设计开发是一项综合性工作,其内容大体上包括产品新款式或新的生产工艺技术应用(为表述方便,以下统称新产品)。对于新产品,各企业对其设计开发过程的控制情况不同,其效果也各不相同,其中不乏存在因新产品设计开发过程缺少科学、规范的方法问题。采用ISO900l质量管理体系标准中7.3设计和开发的控制进行新产品研发的管理,不仅能使新产品开发风险大大减小,而且.会提高新产品的生产质量。     

基于知识表示的自动化立体库智能调度系统优化设计

研究了基于知识表示的调度专家系统,提出了该专家系统的产生式规则。将自动化立体仓库的调度系统规则按作业任务调度和货位调度两个原则进行考虑。通过推理机负责整个系统的运行,实现对问题的求解。     

Personnel scheduling in public systems: a survey

In many public systems efficiencies may be realized by improved personnel scheduling. This paper surveys the literature on personnel scheduling in the public domain. Two general problems are considered: the daily scheduling problem where hourly employee work day patterns are determined and the weekly scheduling problem where day off and day on work week patterns are constructed. The daily problem is discussed in terms of scheduling with and without simultaneous work assignment; and the weekly problem is dichotomized into those schedules based on cyclical personnel requirements and those that are not.     

Decision support for disaster management

Disaster response and recovery are crucial phases of disaster management. Decision-support systems used in disaster management must cope with the complexity and uncertainty involved with the scheduling and assignment of differentially-skilled personnel and assets to specific tasks. Operational constraints—such as workload and labor requirements, precedence constraints, resource availability, and critical deadlines among others—make timely and appropriate task assignment and sequencing difficult. Failure to assign personnel in an efficient and effective manner may result in unnecessary fatalities and significant additional loss of property as well as damaging the reputation of the disaster management organizations. Therefore, this paper proposes a decision-support system for disaster response and recovery using hybrid meta-heuristics.     

Diverse task scheduling for individualized requirements in cloud manufacturing

Cloud manufacturing (CMfg) has emerged as a new manufacturing paradigm that provides ubiquitous, on-demand manufacturing services to customers through network and CMfg platforms. In CMfg system, task scheduling as an important means of finding suitable services for specific manufacturing tasks plays a key role in enhancing the system performance. Customers’ requirements in CMfg are highly individualized, which leads to diverse manufacturing tasks in terms of execution flows and users’ preferences. We focus on diverse manufacturing tasks and aim to address their scheduling issue in CMfg. First of all, a mathematical model of task scheduling is built based on analysis of the scheduling process in CMfg. To solve this scheduling problem, we propose a scheduling method aiming for diverse tasks, which enables each service demander to obtain desired manufacturing services. The candidate service sets are generated according to subtask directed graphs. An improved genetic algorithm is applied to searching for optimal task scheduling solutions. The effectiveness of the scheduling method proposed is verified by a case study with individualized customers’ requirements. The results indicate that the proposed task scheduling method is able to achieve better performance than some usual algorithms such as simulated annealing and pattern search.     

Project management for new product development

This article examines the intersection of the project management body of knowledge with new product development (NPD). The area under examination is the development of consumer products that have a significant engineering production content. It is concluded that the project management method, with its structured task definition and software tools, is generally useful for managing NPD projects. However, in some areas, project management incompletely meets the needs of NPD. Specifically, NPD is characterized by complex interrelated activities and large uncertainties about precisely which solution path will be taken, such that the full scope of the project can often not be anticipated beforehand. The article identifies that more research is required to validate the stage‐gate and lean project management methods. Whereas cost is the primary focus in project management, with NPD there is a need to consider both cost and income (from product sales) in making strategic decisions. Communication and human resource management are important factors in NPD success, but existing project management perspectives have little to say about the social and behavioral aspects, such as organizational culture, team dynamics, and leadership styles, especially not for NPD. Current project management practices are very much based on “output control” (targets, appraisal, rewards, management by objectives), which the human resource management literature identifies as inhibiting innovation. There is also likely to exist an intersection, as yet poorly understood, between project management and knowledge management, particularly for innovation processes such as NPD. For practitioners, the main message is that the project management method provides a basic, but imperfect, tool for managing NPD. The relevance for researchers is that gaps have been identified in the project management method as it is currently applied to NPD. Several places are identified where further research is required to (a) better understand the causality between factors (e.g., human resource management) and project success and (b) adapt project management methods to better serve the NPD process.     

The Impact of Company Resources and Capabilities on Global New Product Program Performance

Product innovation and the trend to globalization are two important and interrelated dimensions driving business today. In this article, the results of five published research articles on the topic of global new product development (NPD) are summarized to provide an integrated overview of the factors that impact global NPD program performance. The overall conceptual framework is based on three types of literature—NPD, globalization, and organization. The main theoretical approach for establishing relationships between factors is the dynamic capability/resource‐based view. Accordingly, factors linked to outcome are seen as operating on different organizational levels, with more actionable initiatives or ‘capabilities’ largely mediating the softer and longer term background ‘resources’ of the firm. The analyses are based on a broad cross‐industry sample of 467 firms (North America, Europe, B2B, goods/services). Three global NPD‐related background resources (global innovation culture, resource commitment, and senior management involvement), labeled the ‘behavioral environment’ of the firm, are identified and shown to be linked to global NPD program performance via the mediated effect of four specific NPD capabilities (NPD process, strategy, team, and IT/communication). A qualitative synthesis of the findings is provided, along with recommended management initiatives with which firms can enhance their performance in the global NPD effort. Both sets of factors are found to be essential and highly interrelated, but it is the strength of the behavioral environment resources that distinguish the best performing firms, setting the stage for success in global NPD.     

Knowledge-oriented human resource configurations,the new product development learning process,and perceived new product performance

We propose a set of organizational efforts that can help companies accumulate and learn knowledge related to new product development (NPD) activities. We call it the NPD learning process and argue that a set of coherent human resource management (HRM) practices, termed knowledge-oriented human resource (HR) configuration, can facilitate the NPD learning process. Collecting survey data from Taiwan, we find that the knowledge-oriented HR configuration is positively related to the NPD learning process and that the NPD learning process is positively related to managers' perceived new product performance. This study contributes to the literature of strategic HRM and innovation management.     

Disruption management in flight gate scheduling

This paper introduces models of robustness in flight gate assignments at airports. We briefly repeat the general flight gate assignment problem and disruptions occurring in airline scheduling. Recovery strategies and robust scheduling are surveyed as the main methods in disruption management. We present a non-robust flight gate assignment model and incorporate two approaches of robustness.     

景电工程梯级泵站运行调度及管理

阐述景电工程梯级泵站运行调度的重要性,结合景电工程多年实际运行情况,针对调度工作中存在的一些问题,提出调度管理的任务、制度以及调度的职责和权限、基本依据、任务和要求等。     

The R and D/Marketing interface and single informant bias in NPD research: an illustration of a benchmarking case study

Analysing the performance of new product development (NPD) processes requires the reliable assessment of non-documented organizational characteristics. Based on key informant literature we discuss the difficulties of gaining reliable information from respondents and we identify potential sources for heterogeneous perceptions among different respondents. We assume that NPD research may be subject to response biases, if it is based on sole informants only. We apply an existing benchmarking approach for NPD processes in a comprehensive case study in order to illustrate sources and effects of single informant biases. We find that perceptions differ substantially among the individual respondents. In particular, we observe different functional perceptions between respondents from Marketing and Research and Development. The results are consistent with expectations from interface theory. These perceptual differences have a severe impact on the managerial conclusions drawn from benchmarking. There appears to be no single reliable source of information within an organization. Furthermore, variances among informants' assessments should be recognized and regarded as valuable information. It is our recommendation that multiple informants ought to be included in future NPD research and benchmarking studies.     

Supplier involvement in new product development and innovation: Taking stock and looking to the future

This paper provides a comprehensive and critical review and synthesis of the current state of empirical research into supplier involvement in new product development (NPD). The paper begins by defining supplier involvement in NPD and evaluating the rationale for supplier involvement in NPD. This suggests that early and extensive supplier involvement in NPD projects has the potential to improve NPD effectiveness and efficiency, however, existing research remains fragmented and empirical findings to date show conflicting results. The paper takes stock of the research on supplier involvement in NPD, tracing the origins of the literature to the late 1980s, and evaluating the development of the field up to the present day. From this broad base of empirical research the analysis identifies a set of factors affecting the success of supplier involvement projects. The paper concludes with a discussion of two emerging themes: (1) supplier relationship development and adaptation; (2) supply network involvement in product innovation.