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Performance evaluation of complex product development
Mälardalen University.
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development. (Integrated product development)
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development. (Integrated product development)
2009 (English)In: DS 58-6: Proceedings of ICED 09, the 17th International Conference on Engineering Design, 2009, 87-98 p.Conference paper, Published paper (Refereed)
Abstract [en]

In this paper a conceptual performance evaluation framework is proposed and discussed. The aim of the framework is to present a tool to stakeholders, involved in dynamic complex product development activities, that assists in developing a mutual understanding of performance relevancy. It is argued that a system perspective and the possibility to tailor performance criteria and measures according to contextual circumstances are needed for performance evaluation to improve work in product development. Companies need to consider what metrics that are relevant or applicable to measure or evaluate the product development process in their own business and context. From a performance evaluation perspective, a categorization of activities in product development is made into: Planning, Implementation, and Sales and Delivery. It is argued that the three activity categories have different objectives and need to be evaluated and managed accordingly if the overall development process is to be considered successful. Moreover, each activity category can be modeled using a generic activity model to derive relevant performance criteria, needed for identifying relevant performance indicators. It is argued that this will have implications on how performance, that is, efficiency and effectiveness, in product development is evaluated at a managerial and designer level, since the performance evaluation framework is based on the performed activities. Three different perspectives - integrated, information and learning - are used as basis for the discussion in this paper in order to accomplish an enhanced understanding of the value of the performance evaluation.

Place, publisher, year, edition, pages
2009. 87-98 p.
Keyword [en]
Activity model, Complex product development, Measurement, Performance, System
National Category
Reliability and Maintenance
Identifiers
URN: urn:nbn:se:kth:diva-11602Scopus ID: 2-s2.0-84859235584ISBN: 978-190467010-0 (print)OAI: oai:DiVA.org:kth-11602DiVA: diva2:278097
Conference
17th International Conference on Engineering Design, ICED 09; Palo Alto, CA; United States; 24 August 2009 through 27 August 2009
Note

QC 20100709

Available from: 2010-07-09 Created: 2009-11-23 Last updated: 2014-09-24Bibliographically approved
In thesis
1. Integrated information management in complex product development
Open this publication in new window or tab >>Integrated information management in complex product development
2009 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Where do companies begin their efforts when trying to improve information management in product development? In large companies involving many people, multiple processes and highly technological products several factors have an impact on efficiency. Interdisciplinary integration and structured information are two overall proposed key factors that have been identified as important to obtain efficient information management.

Measurement of satisfaction level among information systems users is proposed as an angle of approach to identify key improvement areas from an operative perspective that are argued to be strategic for management to address. However, the need for adjustments to contextual prerequisites and a changing environment makes evaluation necessary prior to measurement. An evaluation framework is proposed to identify metrics that are tailored and kept in line with business and development strategies to ensure their relevancy.

This research has aimed at taking a holistic approach to information management in complex product development. The research focus has been on the integration between engineering disciplines where software and electrical R&D departments at automotive companies have been the main source of the analysis material.

Integrated information management entails support for activities within the engineering domain. Several strategies are discussed to manage trade-offs in organizations in order to succeed with integrated information management. A needs-based balance is one important approach proposed to resolve changing and conflicting needs. Furthermore, it is argued that operative and strategic goals should be allowed to co-exist.

Providing the right infrastructure to support designers in their everyday work does not necessarily mean additional functionality to existing information systems or automated work activities by improved document templates. Rather, it is suggested that a shift in focus (from addressing detailed requirements management to reflecting on interrelationships between information objects and system inter-dependencies) would be a strong mechanism to succeed with information management. The transition into model-based development is argued to be a much needed change for organizations to obtain integrated information management, since a model-based approach is considered an important basis for structured information. Anticipated benefits with integrated information management are increased information availability, reduced information overflow, and enhanced communication and understanding of critical system dependencies

Place, publisher, year, edition, pages
Stockholm: KTH, 2009. ix, 76 p.
Series
Trita-MMK, ISSN 1400-1179 ; 2009:25
Keyword
Information management, information systems, integrated product development, systems engineering, innovation management, PLM, model-based development
National Category
Computer and Information Science Reliability and Maintenance
Identifiers
urn:nbn:se:kth:diva-11712 (URN)978-91-7415-518-1 (ISBN)
Public defence
2009-12-15, F3, Lindstedtsvägen 26, KTH, Stockholm, 15:00 (English)
Opponent
Supervisors
Note
QC 20100730Available from: 2009-12-08 Created: 2009-12-08 Last updated: 2010-07-30Bibliographically approved

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