ME210-VDT: a managerial framework for measuring and improving design process performance

Mabogunje, Ade; Leifer, Larry; Levitt, Raymond E.; Baudin, Carole

doi:10.1109/fie.1995.483110

Cited by 5 publications

(2 citation statements)

References 7 publications

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“…The theoretical foundation of the paper is derived from the literature on platforms and products (e.g., LEHNERD, 1997;MIKKOLA, 2006;MUFFATTO;ROVEDA, 2000;CUSUMANO;GAWER, 2002), the implementation of complex decisions, our prior experiences with virtual design team (VDT) simulation tool (MABOGUNJE et al, 1995;HANSEN et al, 1997), and a newly initiated EU-project (PRIME, providing real integration in multi-disciplinary environments).…”

Section: Theoretical Foundationmentioning

confidence: 99%

Platform development: implications for portfolio management

Hsuan

Hansen

2007

Gest. Prod.

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The challenge of implementing industrial platforms in practice can be described as a configuration problem caused by a considerable number of variables, which often have contradictory influences on the total performance of the firm. Consequently, the specific platform decisions become extremely complex, possibly increasing the strategic risks for the firm. This paper reports preliminary findings on platform management process at LEGO, a Danish toy company. Specifically, we report the process of applying games combined with simulations and workshops in the platform development. We also propose a framework, based on the portfolio management thinking to evaluate the degree of modularity embedded in a given platform and to which extent it is aligned with other platforms

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Section: Theoretical Foundationmentioning

confidence: 99%

Platform development: implications for portfolio management

Hsuan

Hansen

2007

Gest. Prod.

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“…For instance, the design researchers were able to observe a long-term correlation between the quantity of data artifacts generated and overall project performance; prior studies, establishing such correlations were limited in duration (usually design exercises instead of real projects as in [26]) or focused on one data stream (primarily inter-team e-mail, for instance, in [16]). The researchers could choose what data streams, time slices or people to focus on with the knowledge of how teams performed on the project.…”

Section: Lessons About Information Reusementioning

confidence: 99%

Where the wild things work

Ionescu

Neeley

et al. 2004

Proceedings of the 2004 ACM Conference on Computer Supported Cooperative Work

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We have built and tested WorkspaceNavigator, which supports knowledge capture and reuse for teams engaged in unstructured, dispersed, and prolonged collaborative design activity in a dedicated physical workspace. It provides a coherent unified interface for post-facto retrieval of multiple streams of data from the work environment, including overview snapshots of the workspace, screenshots of in-space computers, whiteboard images, and digital photos of physical objects. This paper describes the design of WorkspaceNavigator and identifies key considerations for knowledge capture tools for design workspaces, which differ from those of more structured meeting or classroom environments. Iterative field tests in workspace environments for student teams in two graduate Mechanical Engineering design courses helped to identify features that augment the work of both course participants and design researchers.The information captured in the design environment is intended to serve two constituencies: the team using the physical design workspace, and those in an oversight role, such as instructors, clients, managers, and design researchers.The WorkspaceNavigator system was initially developed for use in an interactive room [12], and was subsequently fieldtested in the work environments of fourteen student design teams in two year-long graduate mechanical engineering courses. Its usage was assessed through various means throughout the course of its design and deployment.These WorkspaceNavigator deployments illustrate how knowledge capture and access tools can help design teams document their process, improve flow of information from iteration to iteration of the design process, combat loss of critical knowledge artifacts and improve group interaction. These deployments also suggest ways to ease the difficulty of

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