| 1. |
- Danilovic, Mike, 1955-, et al.
(författare)
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Analyzing core competence and core products for developing agile and adaptable corporation
- 2007
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Ingår i: Proceedings of the 9th International DSM Conference. - Aachen : Shaker Verlag. - 9783832266417 ; , s. 49-59
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Konferensbidrag (refereegranskat)abstract
- IntroductionThe core competence concept was introduced by Prahalad and Hamel in 1990, and the concept received much attention particularly in the management field. They were arguing that in short run, a company’s competitiveness derives from the price/performance attributes of current products. On the other hand, in the long run the competitiveness derives from an ability to build the core competencies that spawn unanticipated products. The real source of corporate advantage is the abilities to consolidate corporate technologies and products in order to adapt quickly to changing business opportunities (Prahalad & Hamel, 1990).Core competencies are seen as collective learning in the organization, not individually based learning or skill (Gallon, Stillman & Coates, 1995). Core competence is the way of work is performed, the ability to coordinate diverse production skills, to integrate and harmonize multitude of skills and technologies into products that deliver value to customers. Core competencies are the glue that binds existing business and also the engine for new business development (Prahalad & Hamel, 1990). Core competence is a combination of complementary skills and knowledge bases embedded in a group or team providing a superior product (Coyne, Hall & Clifford, 1997). Core competence has to be linked with end products. In between core competencies and end products we can identify a set of core products that can be used in a number of different combinations and finally different end products. Therefore there are numerous relations between core competencies, core products and end products.Global competition and the dynamic changes of markets and customers puts pressure on corporations to identify their core competencies in order to develop capabilities to adopt to changing environment and technological development. The crucial issue for management is to perform analysis of what the core competence is in their corporation and how those core competencies can be related to core products and end products. If management does not find those answers they can not put focus in developing long run competencies and technologies that can be combined in a set of core products and strategic end products.
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| 2. |
- Danilovic, Mike, 1955-, et al.
(författare)
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Managing Complex Product Development Projects with Design Structure Matrices and Domain Mapping Matrices
- 2007
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Ingår i: International Journal of Project Management. - Oxford : Elsevier BV. - 0263-7863 .- 1873-4634. ; 25:3, s. 300-314
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Tidskriftsartikel (refereegranskat)abstract
- Complexity in product development (PD) projects can emanate from the product design, the development process, the development organization, the tools and technologies applied, the requirements to be met, and other domains. In each of these domains, complexity arises from the numerous elements and their multitude of relationships, such as between the components of the product being developed, between the activities to develop them, and among the people doing the activities. One approach to handing this complexity is to represent and analyze these domains’ design structures or architectures. The Design Structure Matrix (DSM) has proved to be a very helpful tool for representing and analyzing the architecture of an individual system such as a product, process, or organization. Like many tools, the DSM has been applied in a variety of areas outside its original domain, as researchers and practitioners have sought to leverage its advantages. Along the way, however, its fundamental rules (such as being a square matrix) have been challenged. In this paper we formalize an approach to using a Domain Mapping Matrix (DMM) to compare two DSMs of different project domains. A DMM is a rectangular (m x n) matrix relating two DSMs, where m is the size of DSM1 and n is the size of DSM2. DMM analysis augments traditional DSM analyses. Our comparison of DSM and DMM approaches shows that DMM analysis offers several benefits. For example, it can help (1) capture the dynamics of PD, (2) show traceability of constraints across domains, (3) provide transparency between domains, (4) synchronize decisions across domains, (5) cross-verify domain models, (6) integrate a domain with the rest of a project or program, and (7) improve decision making among engineers and managers by providing a basis for communication and learning across domains.
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| 3. |
- Khudyakova, Tatyana, et al.
(författare)
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System-level based IDM/DSM/DMM dataset for multi-project coordination
- 2007
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Ingår i: Proceedings of the 9th International DSM Conference. - Aachen : Shaker Verlag. - 9783832266417 ; , s. 393-402
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Konferensbidrag (refereegranskat)abstract
- For many product development companies a multi-project situation is reality driven by competitive environment: offering customers a variety of new, more complex, high performing yet flexible products at a shortest possible time and lowest cost. Customers’ product complexity is however not an equivalent of the product development complexity and, while striving to deliver highly sophisticated products, development companies use various complexity management techniques in order to control and minimize it internally. High level of modularization, well-defined interfaces between the modules and components commonality & standardization are some factors contributing to complexity reduction. The benefits (according to Anderson, 1997) would be a capability to rapidly introduce incremental product improvements which can be called "new" products — that are really planned "variations on a theme," based on common parts and modular product architecture. Independent design of system components allows for clear definition of project boundaries and scopes within a project development portfolio, minimization of uncertainty and results in reduction of development cycle and ultra-fast time-to- market. However, according to Kentaro & Cusumano (1993) “…focusing on design modification is not advantageous strategy either in terms of the new product introduction rate or average platform design age”. According to Whitney, some products, like high power mechanical ones, as opposed to low power signal processor type products, would benefit from more integral design if technical performance is a priority. Technical constraints, such as light weighting, low power consumption etc. drive designers towards more integral architectures (adopted from Hölttä-Otto, 2005). Integral architecture is characterized by multiple dependencies between system entities (where entities could be functions, physical or non-physical elements), when interfaces are difficult to define clearly. Kentaro & Cusumano (1993) demonstrated that system-level co-ordination is required between different projects when composing and optimizing a project portfolio for complex products with integrated architecture. A practice of early enforcement of restrictions upon the project scope /requirements in order to avoid potential system-level dependency conflicts with other projects makes further development process less flexible and responsive to changing business requirements such as costs, product flexibility etc. Resolving system-based interdependency-related issue has traditionally been seen as system architect’s task: ”...architects’ greatest concerns and leverage are still, …with the systems’ connections and interfaces because (1) they distinguish a system from its components; (2) their addition produce unique system-level functions, a primary interest of the systems architect; (3) subsystem specialists are likely to concentrate most on the core and lest on the periphery of their subsystems (Maeir & Rechtin, 2002). Other players like development project group members and management in general have often limited access to dependency-based system views and use intuitive approach when dealing with dependencies., hence a transfer of knowledge is essential to be able to support flexibility in system-level project co-ordination.
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| 4. |
- Kreimeyer, Matthias, et al.
(författare)
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Team composition to enhance collaboration between embodiment design and simulation departments
- 2007
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Ingår i: DS 42. - Bristol : The Design Society. - 1904670024
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Konferensbidrag (refereegranskat)abstract
- Efficient collaboration between design and simulation departments is a key factor to efficient product development. There are numerous efforts to systematically “integrate” product development activities using CAD- and CAE-systems.This paper presents a team-based approach to render collaboration, i.e. communication and coordination, between the engineers involved in designing and simulating the product more efficient. It is part of an overall integration strategy to support collaboration between the departments in question in terms of the product architecture and the engineers involved as well as information objects, tools, and the process.The team structures proposed combine the different ways of organization prevailing in design and simulation. Based on a product architecture regarding both functional and geometry-oriented perspectives onto the product, virtual teams attributed to parts of this component-function-structure serve as a basis to enhance communication. This is intended to offer a means of orientation to coordinate common efforts between engineers involved. The paper lines out a method to compose teams that merge the necessary competences and responsibilities involved to foster communication across different engineers involved in a set of functions and components.
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| 5. |
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Proceedings of the 9th International DSM Conference : Munich: 16 - 18 October 2007
- 2007
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Proceedings (redaktörskap) (refereegranskat)abstract
- The proceedings contain 33 PowerPoint presentations. The topics discussed include: from product/service complexity management to innovation; managing complexity in automotive engineering; social network techniques applied to design structure matrix analysis. the case of a new engine development at Ferrari SpA; analyzing core competence and core products for developing agile and adaptable corporation; analyzing communication dependencies in product development using the design structure matrix; benefits derived from use of DSM as part of the ADePT approach to managing engineering projects; DMM partitioning analysis for design study procedure optimization; a simulation model to predict impacts of alterations in development processes; the projection relationship between object process models (OPM) and design system matrices (DSM); and function driven process design for the development of mechatronic systems.
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| 6. |
- Winroth, Mats, 1956-, et al.
(författare)
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Dynamics of sourcing – strategic implications of outsourcing
- 2007
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Ingår i: 14th International annual EurOMA conference. - Ankara : Bilkent University. - 9789756090237 - 9756090235
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Konferensbidrag (refereegranskat)abstract
- From a strategic manufacturing perspective companies are facing challenges in finding a balance in what they do on their own and what their suppliers do. This balance requires some times that companies are outsourcing and sometimes in sourcing activities. One conclusion is that outsourcing should be considered as a strategic decision that is not easily made by a purchasing or operations department. Many companies tend to outsource more and more of their manufacturing to specialists, but this does not mean that companies can afford to loose their competence in manufacturing. It is still essential that the companies, even though another company performs parts of the actual manufacturing, understand the special conditions for manufacturing. Otherwise they are not in a position where they can discuss product development, specification of the different tasks that they want the contractors to do, and they can certainly not make the right decisions when buying components and parts from suppliers. The outsourcing decisions also need to be strategically justifiable and outsourcing only for cost reasons is rarely successful. Outsourcing should provide other advantages in terms of improvement of competitive priorities. For different reasons, it may also end up in a situation where the company needs to insource previously outsourced activities.
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