Dynamic Development Structures of Integrated Product Development

Vajna, Sándor; Burchardt, Carsten

doi:10.1080/095448298261633

Cited by 19 publications

(5 citation statements)

References 3 publications

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“…There is an argument in the literature that demand uncertainty in complex projects can be effectively reduced by the adoption of a concurrent engineering (CE) philosophy (Chin, 2004; Prasad et al , 1998; Vajna and Burchardt, 1998; Wear, 1999). This involves the creation of a genuinely integrated product development team, in which key organisational functions in the prime contractor (design, engineering, production, materials management, procurement) and key suppliers work in parallel to deliver a more complete and fully tested design and therefore a more certain demand profile before the build phase commences.…”

Section: Managerial Implicationsmentioning

confidence: 99%

The challenges of supply strategy selection in a project environment: evidence from UK naval shipbuilding

Sanderson

Cox

2008

Supply Chain Management: An International Journal

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PurposeThere is a view that firms should decide between a lean or agile approach to supply management primarily on the basis of whether their product offering is “functional” (predictable demand, low variety and a long life cycle) or “innovative” (unpredictable demand, high variety and a short life cycle). This paper aims to present and test the proposition that this dichotomy is less useful in complex, one‐off project environments, such as shipbuilding or construction, because projects typically require the assembly of many different, largely functional, products in a unique or innovative configuration.Design/methodology/approachThe paper reports a case study focusing on one of the supply chains serving a major UK shipyard. The case study data were gathered by means of semi‐structured face‐to‐face interviews with key personnel (procurement, sales, production, materials management and engineering/design) from each company within the defined supply chain.FindingsThe case study reveals that the design and build process used in the shipyard introduces radical unpredictability into the demand for “functional” components of naval vessels.Originality/valueThe paper raises important questions as to the conceptual robustness and the empirical generalisability of some of the extant literature on supply strategy selection. In particular, the case study suggests that a core assumption – that the demand for functional products is relatively predictable – is not sustainable in the context of project specific supply chains where the ultimate demand is generated by an active organisational buyer.

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Section: Managerial Implicationsmentioning

confidence: 99%

The challenges of supply strategy selection in a project environment: evidence from UK naval shipbuilding

Sanderson

Cox

2008

Supply Chain Management: An International Journal

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“…They propose the application of feedback control theory to analyse and optimise a development process, but do not explain in detail how this could be achieved. Vajna and Burchardt (1998) propose that a product development process can be perceived as a structure of "autonomous and self-checking" cells that are each responsible for certain process activities, arguing that feedback and "cross-controlling" among the cells enables "automatic regulating and permanent optimisation." But again, they do not elaborate these ideas in depth.…”

Section: Feedback and Goal-seeking In Ddp Managementmentioning

confidence: 99%

Feedback systems in the design and development process

Wynn

Maier

2022

Res Eng Design

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Feedback is essential in the design and development process, occurring in the generation of new designs, in the adaptation of development projects to emerging information, and in coordination and collaboration of project participants—among many other aspects. Feedback also contributes to development project complexity and may cause resistance to desirable changes. But despite the importance of feedback in the design and development process (DDP), relatively few publications have examined this topic in an integrated way. This article makes two contributions towards addressing the gap. First, a conceptual framework is developed to organise perspectives on feedback in the DDP literature. The framework shows how feedback occurs at different levels of the design and development process and how it affects important DDP behaviours, namely goal-seeking, learning and emergence. Second, a system-theoretic model of feedback situations in the design and development process is introduced to synthesise key ideas. We provide concrete examples to show how this new model can be used to frame DDP situations and draw out feedback-related insight.

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“…Considering the first of these two situations, the primary difficulty companies face is arguably the integration of systems, disciplines, tools, processes, and personnel (Andreasen and Hein 2000). Research addressing this is often known as Concurrent Engineering (CE) (e.g., Prasad 1996a) or Integrated Product Development (IPD) (e.g., Andreasen and Hein 2000;Vajna and Burchardt 1998). According to Prasad (1996a), CE emphasises approaches ''to elicit the product developers, from the outset, to consider the 'total job' (including company's support functions)''.…”

Section: Macro-level Modelsmentioning

confidence: 99%

“…According to Prasad (1996a), CE emphasises approaches ''to elicit the product developers, from the outset, to consider the 'total job' (including company's support functions)''. Some of the key facets of this philosophy are to use advanced collaboration tools including approaches such as Quality Function Deployment (Hauser and Clausing 1988), appropriate team structures, and Design for X methods to increase concurrency and information exchange between coupled tasks, teams, and design considerations (Prasad 1996a;Vajna and Burchardt 1998). Overall, CE/IPD is thought to compress lead time and support integration by reducing the mistakes and oversights that can cause late design changes (Prasad 1996a).…”

Section: Macro-level Modelsmentioning

confidence: 99%

Process models in design and development

2017

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Many models of the design and development process have been published over the years, representing it for different purposes and from different points of view. This article contributes an organising framework that clarifies the topology of the literature on these models and thereby relates the main perspectives that have been developed. The main categories of model are introduced. Their contexts, advantages, and limitations are considered through discussion of selected examples. It is demonstrated that the framework integrates coverage of earlier reviews and as such provides a new perspective on the literature. Finally, key characteristics of design and development process models are discussed considering their applications in practice, and opportunities for further research are suggested. Overall, the article should aid researchers in positioning new models and new modelling approaches in relation to state-of-the-art. It may also be of interest to practitioners and educators seeking an overview of developments in this area.

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Dynamic Development Structures of Integrated Product Development

Cited by 19 publications

References 3 publications

The challenges of supply strategy selection in a project environment: evidence from UK naval shipbuilding

The challenges of supply strategy selection in a project environment: evidence from UK naval shipbuilding

Feedback systems in the design and development process

Process models in design and development

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