Distributed integrated product teams

Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2000.Includes bibliographical references (p. 134-135).Two major organizational tools, Integrated Process and Product Development (IPPD) and co-location, have been key initiatives in many corporate knowledge management and information flow strategies. The benefits of IPPD and co-location are well documented, and central to the success of these tools is the increased information flow and knowledge transfer across organizational boundaries. The fundamental knowledge management philosophy of IPPD is person-to-person tacit knowledge sharing and capture through the establishment of multi-disciplined Integrated Product Teams (IPT). Co-location of the integrated product team members has facilitated frequent informal face-to-face information flow outside of the structured meetings typical of IPPD processes. In today's global environment, the development and manufacture of large complex systems can involve hundreds, if not thousands, of geographically dispersed engineers often from different companies working on IPTs. In such an environment, the implementation of IPPD is challenging, and co-location is not feasible across the entire enterprise. The development of a comprehensive knowledge capture and information flow strategy aligned to the organizational architecture and processes involved with proper utilization of available information technologies is critical in facilitating information flow and knowledge transfer between dispersed IPTs. In this thesis we provide a case study of the knowledge capture and information flow issues that have arisen with the recent transition to the Module Center organization at Pratt & Whitney. We identify several critical enablers for efficient information flow and knowledge capture in a dispersed IPT environment by analyzing qualitative and quantitative survey data obtained at Pratt & Whitney, existing research in this area, and our own observations as participants in this environment. From this analysis, we identify key information flow and knowledge capture issues and provide recommendations for potential improvement. The Design Structures Matrix (DSM) methodology is used to understand the complex, tightly coupled information flow between the IPTs that exist at Pratt & Whitney. We build upon the previous Pratt & Whitney DSM work. The proposed DSM is not only a valuable tool identifying the information flow paths that exist between part level and system level attributes, but also can be utilized as an information technology tool to capture the content or knowledge contained in the information flow paths identified.by Stephen V. Glynn [and] Thomas G. Pelland.S.M