SBIR Phase I: Strategic Model for Manufacturing Organizations (DSMMO)

这个小型企业创新研究（SBIR）第一阶段项目提出了一种动态建模技术，帮助制造商可视化在企业的战略，战术和运营层面上所做的变化的顶部和底部的财务影响。 WRI在研究和应用方面有着悠久的历史，这些研究和应用与人们成为直觉专家的方式、专家使用技术的方式以及认知框架和能力的潜在变化的认知触发因素有关。 拟议研究的知识价值之一是，它将进一步增加有关技术如何在制造环境中扩展复杂认知能力的知识。 该工具有望解决两个众所周知的限制制造业竞争力的问题：决策刚性（例如，配方驱动的解决方案）以及无法同时在战略和战术层面上进行思考。 目前，这些模型存在复杂和难以使用的版本，并且在WRI负责人使用并由公司技术人员维护时已被证明是成功的。该研究将探索使其成功的技术的核心特征。 这将导致开发出具有成本效益的版本，客户可以轻松使用，并且可以根据其业务问题进行修改，而无需进行大量重新编程。该技术的广泛影响已经通过在客户参与中越来越多地使用这些模型来表明，并取得了可衡量的成功。 然而，这些模型目前的形式并不容易独立使用，也就是说，在没有WTRU参与的情况下，尽管对它们的需求很高。 从历史上看，很难预测执行中的变化与底线或顶线的财务影响之间的联系，这是许多变革计划失败的原因。 这些模型使制造商能够检查其组织中的变化对战略目标的影响的假设。 大学课程也认为，该工具可能具有教学价值，可以向专业人士展示如何思考制造公司中的多层次问题。 模型本身也可以增加我们对组织中不同层次和功能如何相互作用的理解。 通常，特定的层级间或功能间影响是已知的，但该模型有望将所有互动整合为一个动态整体，从而揭示隐藏的负面涟漪效应和增长机会，否则将无法发现。 最后，这个工具可以被视为提供一种方法，使我们的价值vded经销商更有效地与他们的客户和他们的业务更成功。

This Small Business Innovation Research (SBIR) Phase I project proposes a dynamic modeling technology that helps manufacturers visualize the top and bottom line financial impact of changes made at the strategic, tactical and operational levels of a business. WTRI has a long history of research and applications that work with the way that people become intuitive experts, the ways that experts use technologies and the cognitive triggers underlying shifts in cognitive frameworks and capabilities. One of the intellectual merits of the proposed research is that it will further add to knowledge on how technologies extend complex cognitive capabilities in manufacturing settings. This tool promises to address two well-known problems limiting manufacturing competitiveness: decision making rigidity (e.g., recipe driven solutions) and the inability to think simultaneously on strategic and tactical levels. Currently, complex and difficult to use versions of these models exist and have proven successful when used by WTRI principals and maintained by the firm's technicians. The research will explore the core features of the technology that have made it successful. It will result in the development of cost effective versions that can be easily used by customers and which can be modified to their business issues without extensive re-programming.The broader impacts of the technology have already been indicated by increased use of these models in client engagements with measurable success. However, in their current form, the models are not easily used independently; that is, without the participation of WTRI, although demand for them is high. Historically, the difficulty of anticipating the links between changes in execution and a financial impact at the bottom or top line has accounted for many change initiative failures. These models enable manufacturers to examine hypotheses about the impact on strategic goals of changes in their organizations. University programs also see that the tool may have pedagogic value in showing professionals how to think through the multi-level issues in manufacturing companies. The models themselves may also add to our understanding of how the different levels and functions in an organization interact. Often, specific between-level or between-function impacts are known, but the model promises to bring all the interactions together into one dynamic whole, exposing both hidden negative ripple effects and growth opportunities that would not be discovered otherwise. Finally, this tool can be viewed as providing a way to make our value vdded resellers more effective with their clients and their businesses more successful.