Change search
ReferencesLink to record
Permanent link

Direct link
The relative effectiveness of different mechanisms for integrating engineering disciplines in complex product development
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Machine Design (Div.).
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.).
2007 (English)Article in journal (Other academic) Submitted
Place, publisher, year, edition, pages
National Category
Mechanical Engineering
URN: urn:nbn:se:kth:diva-7118OAI: diva2:12033
QS 20120316. A previous version of the submitted paper appears in the proceedings of the 13th International Product Development Management Conference, EIASM, June 11–13, 2007, Milan, Italy.Available from: 2007-05-16 Created: 2007-05-16 Last updated: 2012-03-16Bibliographically approved
In thesis
1. Interdisciplinary integration in complex product development: managerial implications of embedding software in manufactured goods
Open this publication in new window or tab >>Interdisciplinary integration in complex product development: managerial implications of embedding software in manufactured goods
2007 (English)Doctoral thesis, comprehensive summary (Other scientific)
Abstract [en]

Incorporating electronics and software systems into manufactured goods is becoming very common in manufacturing companies. New technical functions, increased flexibility, and compensation for mechanical design weaknesses are some key drivers of this technological change in our everyday products. The automotive industry exemplifies this trend, since approximately 80–90% of new functions in cars are based on electronics and software, and it is expected that at least a third of the total cost of a car will eventually be accounted for by electronics and software. However, one of the main downsides of this technological trend is the increasing number of quality issues related to these new technologies, something usually claimed to be a result of the increased product development complexity.

Previous research into product development management has mainly concentrated on either physical products or software systems, but not concurrently on both. Additionally, much of the research has concentrated on issues of integrating marketing, R&D, and manufacturing in these companies, and has treated the engineering disciplines in R&D as a homogenous group. Motivated by this change in technology content and the lack of research into complex product development and especially into integration between engineering disciplines, the present work investigates how to increase operational performance in multidisciplinary engineering organizations. This work has especially focused on interdisciplinary integration and the feasibility of various so-called integration mechanisms, such as building common physical facilities, job rotation programs, the implementation and use of information and communications technology, and computer-aided engineering tools.

Both qualitative and quantitative research has been performed, involving 11 different companies and over 300 respondents. Supported by the present findings, it is demonstrated that interdisciplinary integration is a crucial factor to consider, and it is concluded that certain integration mechanisms stand out as more important than others. Organizational structure, work procedures and methods, training, social systems, and computer-aided engineering were the five types of mechanisms that displayed the greatest potential for improvement.

It is further concluded that the ability to successfully match the body of practices to current products is essential, since there is a high risk of current practices becoming out-dated with respect to the technology content. Furthermore, inadequate identification of or managerial ability to establish the currently most important interfaces complicate the choice of trade-offs between various technologies that are found to be essential to cope with the inherent dynamic complexity. The organizational powerbase is often re-positioned in the studied organizations, and the loss of decisive power can result in a demoralizing ignorance of newly established disciplines and their design practices. Additionally, rigid structures and counterproductive traditions can reduce the potential gains accruing from new boundary-spanning innovations, so organizational responsibilities and mandates must be declared unambiguously, in many cases differently from how they have been in the past.

Based on these conclusions, it is suggested that managers in organizations like those studied must be able to do the following: cultivate software knowledge in all parts and levels of the product development organization; reassess their recruitment strategies; organize for interdisciplinary collaboration; articulate and communicate the technology fusion strategy to all disciplines; and realize and disseminate the fact that product launches do not only concern manufacturability.

Place, publisher, year, edition, pages
Stockholm: Maskinkonstruktion, 2007
Trita-MMK, ISSN 1400-1179 ; 2007:04
Complex product development, interdisciplinary integration, technology fusion, systems engineering, new product development
National Category
Engineering and Technology
urn:nbn:se:kth:diva-4379 (URN)978-91-7178-610-4 (ISBN)
Public defence
2007-06-01, Sydvästra galleriet, KTHB, Osquars backe 31, Stockholm, 10:00
QC 20100621Available from: 2007-05-16 Created: 2007-05-16 Last updated: 2012-03-19Bibliographically approved

Open Access in DiVA

No full text

Search in DiVA

By author/editor
Adamsson, NiklasZika-Viktorsson, Annika
By organisation
Machine Design (Div.)Machine Design (Dept.)
Mechanical Engineering

Search outside of DiVA

GoogleGoogle Scholar
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

Total: 92 hits
ReferencesLink to record
Permanent link

Direct link