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Design Performance

  • Book
  • © 2005

Overview

Authors:
  1. Francis J. O’Donnell

    1. Scottish Enterprise E-Business Group, Glasgow, UK

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    You can also search for this author in PubMed   Google Scholar

  2. Alexander H.B. Duffy

    1. CAD Centre, Department of Design Manufacture and Engineering Management, University of Strathclyde, Glasgow, UK

    View author publications

    You can also search for this author in PubMed   Google Scholar

  • Gives the reader a focussed appreciation of ways in which the performance of a design can be evaluated rationally and then improved.
  • Demonstrates how the resources available to a designer alter the performance of the final design.

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Table of contents (14 chapters)

  1. Front Matter

    Pages I-X
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  2. Introduction

    Pages 1-4

  3. The Need for Design Performance

    1. The Nature of Performance in Design

      Pages 7-18

    2. Design Performance Measurement

      Pages 19-36

    3. Industrial Practice

      Pages 37-51

  5. Application and Key Features

    1. Worked Example

      Pages 137-146

    2. Analysis and Critique of Metrics

      Pages 147-151

    3. Industrial Appraisal

      Pages 153-158

    4. The PERFORM System

      Pages 159-170

    5. Methodology Review

      Pages 171-179

    6. Summary and Insights

      Pages 181-186

  6. Back Matter

    Pages 187-215
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Keywords

About this book

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.

Authors and Affiliations

  • Scottish Enterprise E-Business Group, Glasgow, UK

    Francis J. O’Donnell

  • CAD Centre, Department of Design Manufacture and Engineering Management, University of Strathclyde, Glasgow, UK

    Alexander H.B. Duffy

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