Design Process Improvement: A review of current practiceJohn Clarkson, Claudia Eckert Springer Science & Business Media, 2010. gada 26. marts - 560 lappuses vi The process is important! I learned this lesson the hard way during my previous existence working as a design engineer with PA Consulting Group's Cambridge Technology Centre. One of my earliest assignments involved the development of a piece of labo- tory automation equipment for a major European pharmaceutical manufacturer.Two things stick in my mind from those early days first, that the equipment was always to be ready for delivery in three weeks and,second,that being able to write well structured Pascal was not sufficient to deliver reliable software performance. Delivery was ultimately six months late,the project ran some sixty percent over budget and I gained my first promotion to Senior Engineer. At the time it puzzled me that I had been unable to predict the John Clarkson real effort required to complete the automation project I had Reader in Engineering Design, genuinely believed that the project would be finished in three Director, Cambridge Engineering weeks.It was some years later that I discovered Kenneth Cooper's Design Centre papers describing the Rework Cycle and realised that I had been the victim of undiscovered rework.I quickly learned that project plans were not just inaccurate,as most project managers would attest,but often grossly misleading,bearing little resemblance to actual development practice. |
No grāmatas satura
1.5. rezultāts no 73.
xi. lappuse
... process Chris McMahon and Jerry Busby Chapter 12: Design for X Harald Meerkamm and Michael Koch 1 34 60 88 116 140 158 174 198 232 262 286 306 Design management Chapter 13: Engineering knowledge management Ken Wallace, Saeema xi.
... process Chris McMahon and Jerry Busby Chapter 12: Design for X Harald Meerkamm and Michael Koch 1 34 60 88 116 140 158 174 198 232 262 286 306 Design management Chapter 13: Engineering knowledge management Ken Wallace, Saeema xi.
xii. lappuse
... knowledge management Ken Wallace, Saeema Ahmed and Rob Bracewell Chapter 14: Quality management Graham Thompson Chapter 15:Workflow for design Sándor Vajna Chapter 16: Integrated new product development Jonathan Cagan and Craig MVogel ...
... knowledge management Ken Wallace, Saeema Ahmed and Rob Bracewell Chapter 14: Quality management Graham Thompson Chapter 15:Workflow for design Sándor Vajna Chapter 16: Integrated new product development Jonathan Cagan and Craig MVogel ...
11. lappuse
... knowledge base (see Chapter 13, Engineering knowledge management) to avoid making mistakes and to plan more effectively (see Chapter 2, Design planning and modelling). Already many large organisations have so called 'right first time ...
... knowledge base (see Chapter 13, Engineering knowledge management) to avoid making mistakes and to plan more effectively (see Chapter 2, Design planning and modelling). Already many large organisations have so called 'right first time ...
26. lappuse
... Knowledge of the product, process and users is also vital if the design team is to learn from past successes and failures. Success in design is also more likely if designers and design managers are aware of: models of design that can be ...
... Knowledge of the product, process and users is also vital if the design team is to learn from past successes and failures. Success in design is also more likely if designers and design managers are aware of: models of design that can be ...
27. lappuse
... knowledge Defining new paradigms for process planning and management Managing product, process and rationale information through the whole life-cycle Providing practical tools for multi-objective, multi-criteria optimisation ...
... knowledge Defining new paradigms for process planning and management Managing product, process and rationale information through the whole life-cycle Providing practical tools for multi-objective, multi-criteria optimisation ...
Saturs
30 | |
32 | |
34 | |
Chapter 2 Design planning and modelling | 60 |
Chapter 3 Systems engineering | 88 |
Perspectives on design | 114 |
Chapter 4 Requirements engineering | 115 |
Chapter 5 Human resources | 140 |
Chapter 20 Innovative Manufacturing Research Centre University of Bath | 466 |
Chapter 21 Engineering Design Centre University of Cambridge | 470 |
Chapter 22 A culture of design research and teaching Carnegie Mellon University | 474 |
Chapter 23 Product Development and Machine Elements Darmstadt University of Technology | 478 |
Chapter 24 School of Industrial Design Engineering Delft University of Technology | 482 |
Chapter 25 The Design Group Technical University of Denmark | 486 |
Chapter 26 The Systems Realization Laboratory Georgia Institute of Technology | 490 |
Chapter 27 Engineering Design Research University of Grenoble | 494 |
Chapter 6 Artificial intelligence for design process improvement | 158 |
Chapter 7 Complexity | 174 |
Chapter 8 Thinking and representing in design | 198 |
Design practice | 230 |
Chapter 9 Communication in design | 232 |
Chapter 10 Engineering change | 262 |
Chapter 11 Risk in the design process | 286 |
Chapter 12 Design for X | 306 |
Design management | 324 |
Chapter 13 Engineering knowledge management | 325 |
Chapter 14 Quality management | 344 |
Chapter 15 Workflow for design | 366 |
Chapter 16 Integrated new product development | 386 |
Chapter 17 Product portfolio management | 404 |
Chapter 18 The transfer of methods into industry | 436 |
Design research | 460 |
Chapter 19 Institute of Theoretical Psychology University of Bamberg | 462 |
Chapter 28 Institute of Machine Design and Automotive Engineering University of Karlsruhe TH | 498 |
Chapter 29 Civil and Building Engineering Loughborough University | 502 |
Chapter 30 Information Technologies in Mechanical Engineering University of Magdeburg | 506 |
Chapter 31 Design Process Research Massachusetts Institute of Technology | 510 |
Chapter 32 Institute of Product Development Technische Universität München | 514 |
Chapter 33 Engineering Design Centre University of Newcastle | 518 |
Chapter 34 Center for Design Research Stanford University | 522 |
Chapter 35 Integrated Product Development the Royal Institute of Technology Stockholm | 526 |
Chapter 36 The CAD Centre University of Strathclyde | 530 |
Chapter 37 BAE SYSTEMSRollsRoyce University Technology Partnership for Design | 534 |
Chapter 38 MJ Neeley School of Business Texas Christian University | 538 |
Chapter 39 Technological Innovation Research Group Politecnico di Torino | 542 |
Chapter 40 Intelligent Interactive Distributed Systems Vrije Universiteit Amsterdam | 546 |
Chapter 41 The Center for Engineering Learning and Technology University of Washington | 550 |
Index and authors | 555 |
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Design Process Improvement: A Review of Current Practice John Clarkson,Claudia Eckert Ierobežota priekšskatīšana - 2005 |
Bieži izmantoti vārdi un frāzes
achieve actions activities adaptation analysis application approach areas aspects assessment behaviour Chapter communication companies complex components concept considered constraints context cost create decisions defined depends describe design process detailed discussed effective elements engineering change engineering design environment et al evaluation example existing experience factors failure Figure function further goals human ideas identify impact implementation important improve individual industry innovation integrated interaction involves issues knowledge lead learning manufacturing means mental methods object operation organisation particular performance planning possible practice present problem procedures product development proposed reasoning represent representations requirements risk rules selection shared situation solution specific stages strategies structure success tasks technical techniques theory thinking types uncertainty understanding University users