Performance management at design actvity level

The overriding aim of much of the engineering design research is to improve the performance of the design process, and consequently the product development process. Much has been written within the product development literature on the performance of the product development process. This work has been largely focused on the analysis of performance at the project or program level. The ability to relate the different research and draw generic lessons from the results has been stifled by the lack of consistency on the meaning of performance both at a generic level [2] and more specifically in design/development [3]. For example, although product and process performance have been distinguished within existing work we are unclear on how these relate or may be managed effectively. This paper begins with a brief review of research in the area of performance, with particular emphasis on design/product development, highlighting the main weaknesses in work to date. A fundamental and generic model of performance, related to knowledge based activities in design, is then presented. The model describes performance in terms of its key elements, efficiency and effectiveness, and provides a basis for modelling performance across different process levels, i.e. project, program, etc

Learning for design reuse

Over the past decade 'design assistance', i.e. where the computer is viewed as an Intelligent Design Assistant (IDA) [MacCallum-etal85], has emerged in knowledge based design support and has formed the basic research strategy for the CAD Centre, University of Strathclyde, since the mid-80s. Within this philosophy, an IDA would act as a colleague to a designer, providing guidance, learning from past design experiences, carrying out semi and fully automated tasks, explaining its reasoning and in essence complementing the designer's own natural skills, and thus leaving the ultimate decision making, control and responsibility with the designer

Modelling collective learning in design

In this paper, a model of collective learning in design is developed in the context of team design. It explains that a team design activity uses input knowledge, environmental information, and design goals to produce output knowledge. A collective learning activity uses input knowledge from different agents and produces learned knowledge with the process of knowledge acquisition and transformation between different agents, which may be triggered by learning goals and rationale triggers. Different forms of collective learning were observed with respect to agent interactions, goal(s) of learning, and involvement of an agent. Three types of links between team design and collective learning were identified, namely teleological, rationale, and epistemic. Hypotheses of collective learning are made based upon existing theories and models in design and learning, which were tested using a protocol analysis approach. The model of collective learning in design is derived from the test results. The proposed model can be used as a basis to develop agent-based learning systems in design. In the future, collective learning between design teams, the links between collective learning and creativity, and computational support for collective learning can be investigated

Collaborative support for distributed design

A number of large integrated projects have been funded by the European Commission within both FP5 and FP6 that have aimed to develop distributed design solutions within the shipbuilding industry. VRShips-ROPAX was funded within FP5 and aimed to develop a platform to support distributed through-life design of a ROPAX (roll-on passenger) ferry. VIRTUE is an FP6 funded project that aims to integrate distributed virtual basins within a platform that allows a holistic Computational Fluid Dynamics (CFD) analysis of a ship to be undertaken. Finally, SAFEDOR is also an FP6 funded project that allows designers to perform distributed Risk-Based Design (RBD) and simulation of different types of vessels. The projects have a number of commonalities: the designers are either organisationally or geographically distributed; a large amount of the design and analysis work requires the use of computers, and the designers are expected to collaborate - sharing design tasks and data. In each case a Virtual Integration Platform (VIP) has been developed, building on and sharing ideas between the projects with the aim of providing collaborative support for distributed design. In each of these projects the University of Strathclyde has been primarily responsible for the development of the associated VIP. This paper describes each project in terms of their differing collaborative support requirements, and discusses the associated VIP in terms of the manner that collaborative support has been provided

Design activity modelling : a performance viewpoint

Design activity modelling has received significant attention in research over the last 30 years with a focus on both descriptive and prescriptive models. This has resulted in the development of models offering different viewpoints of the design process, such as the description of the process in terms of activities/stages, the cognitive nature of design as described by Smithers and those relating design within an overall model of product development. These models focus primarily on the activities required to create a design solution, i.e. design activities, in isolation of the activities involved in managing the process by which that solution is developed, i.e. design management activities, and the relationship between them. This paper presents a novel formalism describing activities focused both on the design and its development, i.e. the design development process. The model describes how outputs of design and design management activities are evaluated within a model of performance measurement and management in design development

An analysis of design reuse benefits

Although the concept of design reuse is accepted as a valid approach to design, little attempt has been made to formalise the elements that constitutes design reuse. The few approaches formalising design reuse, e.g. 'Concept Reuse Approach for Engineering Design Problem Solving', tend to be prescriptive, detailing procedures and functions that have to be carried out in order to reuse designs. Such procedural methods fail to identify the underlying processes and knowledge resources of design reuse and tend to relate to an approach or method of tackling reuse rather than reuse itself. It would seem that the only current model encompassing design reuse is 'The Design Reuse Process Model'. The elements of this reuse process model have been used as a basis upon which to identify and analyse the benefits of design reuse when considering key metrics relating to competitive product development,that is time, cost, quality and performance

Realising intelligent virtual design

This paper presents a vision and focus for the CAD Centre research: the Intelligent Design Assistant (IDA). The vision is based upon the assumption that the human and computer can operate symbiotically, with the computer providing support for the human within the design process. Recently however the focus has been towards the development of integrated design platforms that provide general support irrespective of the domain, to a number of distributed collaborative designers. This is illustrated within the successfully completed Virtual Reality Ship (VRS) virtual platform, and the challenges are discussed further within the NECTISE, SAFEDOR and VIRTUE projects

Realising intelligent virtual design

This paper presents a vision and focus for the CAD Centre research: the Intelligent Design Assistant (IDA). The vision is based upon the assumption that the human and computer can operate symbiotically, with the computer providing support for the human within the design process. Recently however the focus has been towards the development of integrated design platforms that provide general support irrespective of the domain, to a number of distributed collaborative designers. This is illustrated within the successfully completed Virtual Reality Ship (VRS) virtual platform, and the challenges are discussed further within the NECTISE, SAFEDOR and VIRTUE projects

Identifying and evaluating parallel design activities using the design structure matrix

This paper describes an approach based upon the Design Structure Matrix (DSM) for identifying, evaluating and optimising one aspect of CE: activity parallelism. Concurrent Engineering (CE) has placed emphasis on the management of the product development process and one of its major benefits is the reduction in lead-time and product cost [1]. One approach that CE promotes for the reduction of lead-time is the simultaneous enactment of activities otherwise known as Simultaneous Engineering. Whilst activity parallelism may contribute to the reduction in lead-time and product cost, the effect of iteration is also recognised as a contributing factor on lead-time, and hence was also combined within the investigation. The paper describes how parallel activities may be identified within the DSM, before detailing how a process may be evaluated with respect to parallelism and iteration using the DSM. An optimisation algorithm is then utilised to establish a near-optimal sequence for the activities with respect to parallelism and iteration. DSM-based processes from previously published research are used to describe the development of the approach

Real time resource scheduling within a distributed collaborative design environment

Operational design co-ordination is provided by a Virtual Integration Platform (VIP) that is capable of scheduling and allocating design activities to organisationally and geographically distributed designers. To achieve this, the platform consists of a number of components that contribute to the engineering management and co-ordination of data, resources, activities, requirements and processes. The information required to schedule and allocate activities to designers is defined in terms of: the designers' capability to perform particular design activities; commitment in terms of the design activities that it is currently performing, and capacity to perform more than one design activity at the same time as well as the effect of increased capacity on capability. Previous approaches have been developed by the authors to automatically allocate resources to activities [1-3], however these approaches have generally been applied either within the context of real-time allocation of computational resources using automated design tools, or in the planning of human resources within future design projects and not for the real-time allocation of activities to a combination of human and computational resources. The procedure presented here is based upon this previous research and involves: the determination of the design activities that need to be undertaken on the basis of the goals that need to be achieved; identification of the resources that can undertake these design activities; and, the use of a genetic algorithm to optimally allocate the activities to the resources. Since the focus of the procedure is toward the real-time allocation of design activities to designers, additional human issues with respect to scheduling are considered. These human issues aspects include: consideration of the improvement in performance as a result of the experience gained from undertaking the activity; provision of a training period to allow inexperienced designers the opportunity to improve their performance without their performance being assessed; and the course of action to take when a designer is either unwilling or unable to perform an activity