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Information flow & knowledge capture : lessons for distributed integrated product teams

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dc.contributor.advisor Daniel Whitney. en_US Glynn, Stephen V. (Stephen Vincent), 1962- en_US Pelland, Thomas G. 1967- en_US
dc.contributor.other System Design and Management Program. en_US 2005-09-27T20:56:52Z 2005-09-27T20:56:52Z 2000 en_US 2000 en_US
dc.description Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2000. en_US
dc.description Includes bibliographical references (p. 134-135). en_US
dc.description.abstract 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. en_US
dc.description.statementofresponsibility by Stephen V. Glynn [and] Thomas G. Pelland. en_US
dc.format.extent 143 p. en_US
dc.format.extent 10703831 bytes
dc.format.extent 10703589 bytes
dc.format.mimetype application/pdf
dc.format.mimetype application/pdf
dc.language.iso eng en_US
dc.publisher Massachusetts Institute of Technology en_US
dc.rights M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. en_US
dc.subject System Design and Management Program. en_US
dc.title Information flow & knowledge capture : lessons for distributed integrated product teams en_US
dc.title.alternative Distributed integrated product teams en_US
dc.type Thesis en_US S.M. en_US
dc.contributor.department System Design and Management Program. en_US
dc.identifier.oclc 45405543 en_US

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