Development of a structured approach to assessing practice in product development collaborations

Farrukh, Clare; Fraser, Peter; Gregory, Mike

doi:10.1177/095440540321700810

Cited by 24 publications

(11 citation statements)

References 20 publications

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“…Following these trials, the workbook was revised and tested by an additional six companies, either standalone or in a workshop facilitated by the researchers. This ®nal test procedure is documented in a companion paper [50].…”

Section: Methodsmentioning

confidence: 99%

“…It was found that the CMG provided a richer framework for consideration of collaboration issues than had the use of the checklist alone, as it also helped to indicate possible opportunities for improvement through codi®cation of good practice. Details of the workbook test phase, involving two partners in a live project, are reported elsewhere in a companion paper [50].…”

Section: Maturity Grid Developmentmentioning

confidence: 99%

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Managing product development collaborations—a process maturity approach

Fraser

Farrukh

Gregory

2003

Proceedings of the Institution of Mechanical Engineers, Part B:

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Product development collaborations present additional challenges over purely in-house projects, yet are an increasingly common feature of the new product introduction (NPI) process. This paper introduces the notion of collaborative maturity as a tool to examine the issues confronting firms that outsource a significant amount of design or development activity to a third party, with the aim of providing guidance to managers involved in collaborative projects. Drawing from literature and insights gained from case studies of twelve collaborative development projects involving United Kingdom small- to medium-sized enterprises, a framework is proposed that sets collaboration in the context of task partitioning within the NPI process, on the one hand, and the development and lifecycle of a partnering relationship, on the other. A collaboration maturity grid (CMG) describes each of the following key process areas at four levels of maturity: collaboration strategy, structured development process, system design and task partitioning, partner selection, project initiation, partnership management and partnership development. The grids are incorporated in a workbook (along with a lifecycle scenario tool, checklist and audit questionnaire) that has been tested in six companies.

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Section: Methodsmentioning

confidence: 99%

Section: Maturity Grid Developmentmentioning

confidence: 99%

Managing product development collaborations—a process maturity approach

Fraser

Farrukh

Gregory

2003

Proceedings of the Institution of Mechanical Engineers, Part B:

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“…Maturity models are grouped into three main types, as shown in Table 1, because of their schematic format to target the objectives to be achieved and assign a meaningful value of the level of maturity [15]. Cumulative models such as the CMM group together capabilities, called "Key Process Areas (KPA)", for each maturity level.…”

Section: Types Of Maturity Modelmentioning

confidence: 99%

“…below presents the transition from isolated work (Levels 0 and 1) to collaborative work (Levels 2 and 3)[15].…”

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confidence: 99%

Evolution Within the Maturity Concept of Bim

Martin¹,

Beladjine²,

Beddiar³

2019

WIT Transactions on the Built Environment

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Many construction companies in France are rather shy today with regards to the adoption of BIM because the process is not sufficiently understood. Companies therefore need effective support to ensure their digital transition. The success of this transformation is strongly related to the level of maturity of the companies in the deployment of BIM. It is in this context that we decided to undertake research work trying to propose a model to companies to assess their level of maturity BIM. This process has been established with the goal of providing user the solutions specific to each context as well as adjustments at the level of actions. The evaluation process is based on critical success factors associated with the BIM concept of maturity and concrete actions. This will allow the user to target the primordial issues and to invest to achieve them in order to progress in BIM maturity levels. The model implemented is based on a cumulative type model such as the CMM, which is a reliable indicator of maturity. The criteria are linked to critical success factors that must be prioritized to improve the level of maturity. Each of these factors is linked to actions, best reflecting the realities of BIM's maturity levels. Adjustments were subsequently made concerning the number and relevance of the actions selected. In order to ensure the relevance of the established model, a survey was conducted among construction professionals. It appeared that most practices and expectations of companies surveyed revolved around technical issues and this was for companies of the VSE/SME type. The highest expectations were found to have better cost analysis and optimization of the construction schedule. These results were subsequently incorporated into the model, which is still being tested. The model defined is committed to comprehensively accompany the user in the validation of maturity levels.

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“…According to our literature review, maturity models have received increasing attention in many arenas (Röglinger et al, 2012). Some applications have been developed in areas such as industrial maintenance (Macchi and Fumagalli, 2013), product development (Farrukh et al, 2003), logistics (Battista and Schiraldi, 2013), collaboration (Campos et al, 2013), quality management systems (Morsal et al, 2009), and environmental concerns (Ormazábal and Sarriegi, 2013), among others. However, the non-existence of maturity models to assess manufacturing systems seems to be a knowledge gap that necessitates further investigation.…”

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confidence: 99%

A maturity assessment model for manufacturing systems

Vivares

Sarache

Hurtado³

2018

JMTM

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Purpose Assessment of manufacturing systems provides a baseline for manufacturing strategy (MS) formulation. The purpose of this paper is to develop and propose a maturity assessment model for manufacturing systems (MAMMS). The MAMMS provides a maturity index, in order to establish manufacturing system performance on five possible levels: preinfantile, infantile, industry average, adult, and world class manufacturing. Design/methodology/approach Three main steps were taken: MAMMS design; maturity-level assessment in two companies; and MAMMS validation. Based on an action-research process, several research tools, such as surveys, expert panels, and immersion in two manufacturing companies, were used. Findings By integrating 79 variables into a maturity index, the maturity level for two manufacturing companies was obtained. Considering three main components (competitive priorities, manufacturing levers, and manufacturing’s strategic role), the analyzed companies showed a performance at the average industry level. According to participants, the MAMMS is a valuable tool to support decision making in MS. Practical implications Empirical evidence supports the relevance of the proposed MAMMS and its practical usefulness. In particular, the maturity index identifies strengths and weaknesses in the manufacturing system, providing a baseline from which to deploy MS. Originality/value The literature review shows a lack of contributions regarding maturity models, particularly, the non-existence of maturity assessment models for manufacturing systems. The proposed MAMMS is a valuable tool to support decision making in MS. Also, this paper contributes to understanding the action-research paradigm, for further research in operations management.

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Development of a structured approach to assessing practice in product development collaborations

Cited by 24 publications

References 20 publications

Managing product development collaborations—a process maturity approach

Managing product development collaborations—a process maturity approach

Evolution Within the Maturity Concept of Bim

A maturity assessment model for manufacturing systems

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