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The participative process of of change, for its part, unfolds wholly from the operational team, from the diagnostic to the implementation of the chosen solution. The operational team being actors of change, this type of change generates, according to Claret, a “true collective dynamic of change” [12]. Lastly, the third process is the negotiated process of change for which “management provides the impetus, by indicating the obj b ectives and by choosing a frame of thought for the procedure to be followed” [12].

In addition for some products, such as transfer line equipment, the lifetime service costs may be more significant than the initial manufacturing costs. Product analysis tools for DFS enable design teams to evaluate the efficiency of service tasks during design and compare the serviceability of alternative design configurations [6]. This is done through the effective simulation of each service task. The output of a DFS analysis is estimates of service times and costs, determined from time standard databases of disassembly times, accessed by a classification of the disassembly and assembly attributes of the items removed during a service task.

For example many items in subassemblies can be removed without removing the subassemblies themselves from the product first or the subassembly can be removed before disassembling further to reach the required item. Determination of the most appropriate disassembly sequence for a product is therefo f re of interest. Procedures have been developed [7, 20] that will reorder the critical items (those which produce significant steps in the financial curves) as early as possible in the disassembly sequences, but limited by the precedence constraints input with the initial disassembly sequences.

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