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Design Performance

:	Francis J. O'Donnell, Alexander H.B. Duffy
:	Design Performance
:	Springer-Verlag
:	9781846281471
:	1
:	CHF 130.10
:

:	Maschinenbau, Fertigungstechnik
:	English

:	216
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

3 4 5 6 7 8 9 1011 1 2 31 The continual effort to improve performance in business processes attracts 4 increasing attention in research and industry alike. The impact of design 5 development performance on the overall business positions this area as an 6 important performance improvement opportunity. However, design devel- 7 opment is characterised by novelty, uniqueness and non-repeatability, which 8 provides particular challenges in de?ning, measuring and managing its 9 performance to achieve improvement. 2011 This book explores the support provided by both general research in busi- 1 ness process performance and design research for supporting performance 2 improvement in design development. The nature of design development in industrial practice is further revealed, and requirements for its modelling and 3 analysis to achieve improvement are highlighted. 4 A methodology for the modelling and analysis of performance in design 5 development that encapsulates a formalism of performance and an approach 6 for its analysis is established. The formalism is composed of three models, 7 which capture the nature of design development performance and support its 8 2 measurement and management. The E model formalises and relates the key 9 3011 elements of performance, i. e. , ef?ciency and effectiveness. The Design Activity 1 Management (DAM) model distinguishes design and design management 2 activities in terms of the knowledge processed, while the Performance 3 Measurement and Management (PMM) model describes how these activities 4 relate within a process of measuring and managing performance.

5 A Formalism for Design Performance Measurement and Management (p. 55-56)

Part 1 of this book highlights a number of important weaknesses in our understanding of performance in design development. A fundamental model of design performance is introduced here, based on a well-proven modelling formalism (IDEFØ), which relates speci.c elements of performance and highlights its support for performance measurement and management.

The chapter begins by presenting a knowledgeprocessing model of activities in design development, detailing the key elements of knowledge. This model is enhanced to provide a distinction between design and its management within what is termed here as the Design Activity Management (DAM) model, describing managed activities. Typical relationships that may exist between managed activities are highlighted to illustrate how the model could describe the design process. A fundamental model of design performance is then introduced based on the knowledge-processing model, clearly distinguishing and relating ef.ciency and effectiveness. The application of the performance formalisms provided in this model is presented within a scenario of analysis and decision making in the Performance Measurement and Management (PMM) model. Finally, the work described in this chapter is related to the .ndings from Part 1.

5.1 Activity Model
In analysing performance in design the subject of analysis may vary considerably, i.e. the object of analysis may be a complete design project, a functional department, a particular process, etc. The work described in this chapter is focused on the performance of an individual design activity while being generically applicable across multiple activities. As highlighted in Section 1.1 activities are the fundamental elements that transform input to output and are the basic components of processes, phases, projects, etc. An activity model is presented here (Figure 5.1) focusing on knowledge in design. This model is based on IDEFØ [115], one of the Integrated Computer Aided Manufacturing De.nition (IDEF) techniques, which was speci.cally created to model activities, processes or functions.

5.1.1 A Knowledge-Based Model of Design

Design may be seen as the processing of knowledge [116], i.e. knowledge is continuously evolved as a result of speci.c activities between extremes of abstract versus concrete and general versus speci.c [36, 41, 117]. Figure 5.1 illustrates such an activity and the key categories of knowledge that relate to it. All inputs and outputs may be represented as forms of knowledge, e.g. a designer is represented in this model as a knowledge resource (R), the state of the design prior to the activity may be described as the knowledge input (I), etc. Four categories of knowledge are identi.ed here:

- Knowledge Input (I): the knowledge present prior to the activity.
- Knowledge Output (O): the knowledge present as a result of the activity taking place.
- Knowledge Goal (G): the knowledge that directs and constrains the activity.
- Knowledge Resource (R): the knowledge that acts on the input to produce the output.

These categories are detailed further below and it is shown that the category in which an element of knowledge resides is not .xed, but derived from the context of the model, i.e. the activity to which it is related. For example, an output of one activity may act as a constraint on another.

	Preface	6
	Contents	8
	1 Introduction	12
	1.1 Scope of the Book	13
	1.2 Key Areas Covered	14
	1.3 Book Structure	14
	PART I The Need for Design Performance	16
	2 The Nature of Performance in Design	18
	2.1 Business Process Performance	18
	2.2 Performance in Design Development	22
	2.3 Summary	28
	Notes	29
	3 Design Performance Measurement	30
	3.1 Overview of Performance Research	30
	3.2 Defining and Modelling Performance	32
	3.3 Design and Design Activity Performance	34
	3.4 Supporting Coherence	37
	3.5 Identification and Quantification of Influencing Factors	40
	3.6 Summary	46
	Notes	47
	4 Industrial Practice	48
	4.1 Current Practice	48
	4.2 Industrial Insight	52
	4.3 Summary	61
	Notes	62
	PART II A Methodology for Enhanced Design Performance	64
	5 A Formalism for Design Performance Measurement and Management	66
	5.1 Activity Model	66
	5.2 Activity Management	72
	5.3 Managed Activity Relationships	76
	5.4 A Design Performance Model – E2	80
	5.5 A Model of Performance Measurement and Management (PMM)	90
	5.6 Summary and Review	94
	Notes	97
	6 The Impact of Resources on Effectiveness	100
	6.1 Influences on Effectiveness	101
	6.2 Resource Knowledge (R)	104
	6.3 Relating Resource Use and Effectiveness	105
	6.4 Principles of Analysing Impact of Resources	113
	6.5 Summary	113
	Notes	114
	7 The PERFORM Approach	116
	7.1 Overview	116
	7.2 Specification	117
	7.3 Assessment	121
	7.4 Analysis	122
	7.5 Representation	132
	7.6 Review	132
	7.7 Further Analysis	132
	7.8 Supporting the Approach	133
	7.9 Discussion	134
	Notes	135
	8 A Methodology for Performance Modelling and Analysis in Design Development	136
	8.1 Overview of Methodology	136
	8.2 Design Development Performance Formalism	138
	8.3 Area of Performance Analysis	139
	8.4 Analysis Approach	140
	8.5 Summary	142
	PART III Application and Key Features	144
	Prelude	146
	9 Worked Example	148
	9.1 Overview of the Delft Assignment	148
	9.2 Formalising Performance	150
	9.3 Measuring Performance	152
	9.4 Applying PERFORM to Improve Performance	153
	9.5 Summary	156
	10 Analysis and Critique of Metrics	158
	10.1 Approach	159
	10.2 Results	159
	10.3 Summary	162
	11 Industry Appraisal	164
	11.1 Issues Raised	164
	11.2 Industrial Practice	167
	12 The PERFORM System	170
	12.1 System Overview	171
	12.2 Application of PERFORM in Industry	173
	Notes	181
	13 Methodology Review	182
	13.1 Design Development Performance Formalism	182
	13.2 Design Development Performance Analysis	185
	13.3 Further Investigation	187
	14 Summary and Insights	192
	14.1 Key Elements	192
	14.2 Axioms of Performance	196
	14.3 Implications for Design Development	197
	References	198
	Appendix: A Review of Metrics in Design Development	204
	Sources of Metrics	222
	Index	224