2026-09-21T15:40:07Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/298852022-01-13T07:54:52Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Arnold Barnett and Daniel E. Whitney.
Hummel, Vincent Eugene, 1970-
Massachusetts Institute of Technology. Dept. of Electrical Engineering and Computer Science.
Massachusetts Institute of Technology. Department of Electrical Engineering and Computer Science
Sloan School of Management
2006-03-24T17:59:55Z
2006-03-24T17:59:55Z
2000
2000
http://hdl.handle.net/1721.1/29885
45753768
Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science, 2000.
Includes bibliographical references (p. 40).
An optimal coordination between a design team and a manufacturing team is necessary to minimize the overall cost of a project and to remain competitive. The type of coordination can range from one way communication to highly interactive teams. Within the workstation development group at Intel, a dedicated operations team coordinates the activity between the design team and the manufacturing team during a new product introduction. The goal of this thesis is to examine that role with particular attention to understanding the operations staffing level required to support a given development effort. This project analyzed the operations team's implementation of the coordination mechanism and derived a methodology for estimating the appropriate staffing level of the operations team. This methodology combined the experiences of the senior members of the group into a single objective representation. The model found that the project complexity was the primary driver for determining staffing levels. It also found a trend for future projects to be staffed at lower levels than similar past projects. This thesis also presents an academic framework for characterizing the mechanisms used to coordinate activity between a design group and a manufacturing group based on the level of interaction between the two groups. It casts the present activities of the operations group onto this framework to identify potential areas for improvement. Using this framework, we find that the complexity of the project determines not only the operations effort levels required to support a project, but also the type of activity which is optimal for supporting that project. From this we conclude that different projects require different implementations of the product development process.
by Vincent Eugene Hummel.
S.M.
40 p.
2585302 bytes
2586471 bytes
application/pdf
application/pdf
eng
Massachusetts Institute of Technology
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.
http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Electrical Engineering and Computer Science.
Analysis of operations headcount in the new product introduction of servers and workstations
Thesis
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