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| 2. |
- Ericsson, Evelina, et al.
(författare)
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A Survey of Quality Measurements in Product Development
- 2012
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Ingår i: International Journal of Engineering and Technology. - 1793-8236 .- 1793-8244. ; 4:3, s. 258-264
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Tidskriftsartikel (refereegranskat)abstract
- There is a lack of definitions of clear quality measurements within existing product development literature. Several literature sources that mention measurements in product development base their attitude on the triple constraints division into time, costs and functionality/quality. This article summarizes proposed literature definitions of what to include within quality measurements in product development. The article also proposes a statement of different existing viewpoints of quality measurements within some organization’s development process.
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| 3. |
- Ericsson, Evelina, et al.
(författare)
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Developing a Design for Six Sigma Framework For the Analysis of Product Development Processes
- 2015
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Ingår i: 2015 PORTLAND INTERNATIONAL CONFERENCE ON MANAGEMENT OF ENGINEERING AND TECHNOLOGY (PICMET'15). - : IEEE Communications Society. - 9781890843328 ; , s. 1549-1561
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Konferensbidrag (refereegranskat)abstract
- During the last decades the importance of product development (PD) has become apparent for organizations. A majority of companies' total business results are dependent on the outcome of PD activities, results that crucially depends on new product's success and sales revenue. PD must be evaluated continuously, even without a physical final product accessible to measure. Therefore, in product development there is a need to evaluate the PD organization and project activities. This article presents a product development framework for analysis of organizations' product development performance according to Design for Six Sigma and evaluation of DFSS adopted companies' level of implementation.
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| 4. |
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| 5. |
- Ericsson, Evelina, et al.
(författare)
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Identifying weaknesses in the design for six sigma concept through a pedagogical structure
- 2012
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Ingår i: 2012 Proceedings of Portland International Center for Management of Engineering and Technology. - : IEEE. - 1890843261 - 9781890843267 ; , s. 3379-3386
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Konferensbidrag (refereegranskat)abstract
- All product-developing organizations strive with challenges regarding how to organize and structure their development projects. Faster market changes, increased number of competitors, ambivalent customers, new regulations and standards have made product development become more complex. Due to these challenges organizations need to focus on product development to be able to stay competitive in the market. Therefor several concepts fostering improvement in product development organizations have been developed during the last decades. One such concept is Design for Six Sigma (DFSS) aiming to improve and structure development processes and their included activities. The concept is still considered as new and until today based on a complex structure. This article introduces a pedagogical way to structure the DFSS concept simplifying organizational implementations and benchmarking of the concept. Also remaining gaps in the concept and hypotheses regarding how to counter these gaps are presented in the article.
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| 6. |
- Ericsson, Evelina, et al.
(författare)
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Implementing Design for Six Sigma in large Swedish product developing organisations – an interview study
- 2014
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Ingår i: Total Quality Management and Business Excellence. - : Taylor & Francis Group. - 1478-3363 .- 1478-3371. ; 26:5/6, s. 648-660
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Tidskriftsartikel (refereegranskat)abstract
- As a result of the organisational evolvement towards increased structure in product development (PD), supporting concepts like Design for Six Sigma (DFSS) have arisen. DFSS provides structuring guidelines as well as suggestions regarding tool and technique implementations for PD. Companies’ need for support and structure from such a concept does, however, not always correspond to the real content of the concept. This article examines the DFSS implementation strategy in four organisations to determine which parts of the DFSS concept are being used by companies. Results show that several of the most difficult activities in PD lack concrete support in DFSS. On the other hand, many of the clearly described actions of the concept are already well-operating methods in today's product developing organisations.
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| 7. |
- Ericsson, Evelina, et al.
(författare)
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Integrating DFSS and Lean Product Development : Using Project Management Success Factors to Evaluate Product Development Concepts
- 2010
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Ingår i: Proceedings ASQ World conference on quality and Improvement.
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Konferensbidrag (refereegranskat)abstract
- In product development, there is a need for quality focused structures that enable connections between the development divvision and other departments within the company. During the last decade, several concepts for product development have arisen. Design for Six Sigma (DFSS) and Lean Product Development (LPD) are now the most well known quality focused concepts for product development. Even though DFSS and LPD share the same objectives, they are most often regarded independent from each other and most companies chose to work with only one of the concepts. This paper compares and analyzes DFSS and LPD in order to investigate if and how the concepts could be integrated with each other. A widened scope and an objective evaluation of both concepts are ensured by using a general project management approach. The analysis of DFSS and LPD is based on the fulfillment of the ten project management success factors as provided by the Standish Group in their of the cited Chaos report. Based on the analysis, this study concludes that an integration of DFSS and LPD is both possible and beneficial. Together, they meet the requirements of the success factors to a much larger extent than what would be the case for a single concept. From the perspective of The Standish Group a combination of DFSS and LPD generates an almost perfect and complete concept for product development. This paper presents a proposal of how to integrate DFSS and LPD combining parts from the LPD philosophy with concrete tools and structures from DFSS for maximal success.
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| 8. |
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| 9. |
- Ericsson, Evelina
(författare)
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Is there a need for a new process model in product development when implementing DFSS?
- 2013
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Ingår i: 2013 Proceedings of PICMET 2013. - 9781890843274 ; , s. 1618-1624
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Konferensbidrag (refereegranskat)abstract
- Design for Six Sigma (DFSS) is a management concept fostering continuous improvement and structuring of organizations' product development processes and their included activities. Traditionally this concept is described based on the three perspectives of processes, roles and product development methods. However, most companies working with product development are not new in the product development field. They have a tradition of developing products and thus, already an existing product development process. Therefore, the question arises whether there is a need for another concept introducing a process structure for the product development field. It is also questionable if the provided process structures in DFSS contribute with something new. This article presents an analysis of seven companies, longtime DFSS adopters as well as non-DFSS organizations, from the perspective of how well their product development process resembles the ones advocated in DFSS with the purpose to find out if there is a need for a development process structure in DFSS or if that is common sense and a pre-requisite that already exists in mature developing organizations.
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| 10. |
- Ericsson, Evelina, et al.
(författare)
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Process Improvement Framework Evaluation
- 2010
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Ingår i: 2010 International Conference on Management Science and Engineering, ICMSE 2010. - NEW YORK : IEEE. ; , s. 319-326
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- This paper analyzes and evaluates frameworks used in the IT and business domain. The purpose has been to discuss the characteristics, weaknesses and strengths of the frameworks to illuminate how companies can benefit from using them in synergy. Specific strengths within a specific framework such as maturity models and improvement programs have been identified. Many organizations today also use several different frameworks with partly the same content. Therefore, paper concludes by advocating for cooperation between functions using different frameworks based on the similarities identified within this paper to avoid creation of isolated framework islands. To be able to adopt a holistic approach and improve the entire business at an organization it is necessary to develop common methods for similar actions.
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