2026-09-19T04:44:39Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/478562022-01-13T07:55:19Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Fiona Murray and Olivier L. de Weck.
Diaz Garcia, J. Adrian
System Design and Management Program.
System Design and Management Program.
2009-10-01T15:53:12Z
2009-10-01T15:53:12Z
2009
2009
http://hdl.handle.net/1721.1/47856
432306551
Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2009.
Includes bibliographical references (p. 203-212).
In an attempt to improve their Product Development Processes (PDPs), many companies make considerable investments to have available cutting-edge technology such as virtual tools. While some companies have increased their productivity and time to market with them, some others have not. There seem to be fundamental factors above and beyond the use of these tools that can obstruct the PDP and one of them appears to be the misalignment between the product architecture and the organizational interactions of the actors working on it. While there has been significant work addressing the technical and social concerns of a PDP independently, the nature of the misalignment requires an integrated analysis of the product architecture and the organization. The present work studies them in an integrated approach by making use of network analyses. The research for this thesis was conducted in a Global Product Development (GPD) project of an automotive manufacturer. By first using as a reference the Multidisciplinary System Design Optimization (MSDO) to decompose the architecture of a product and then, using a specific type of Design Structure Matrix (DSM) [43] called N2 Diagram to identify the interfaces of the architecture, a network called theoretical sociogram was created. In addition, the relative sensitivity of some objectives describing the functioning of the product's systems was calculated to classify the strength of the ties in two levels: strong for those above an absolute relative sensitivity of 0.5, and weak for those with an absolute relative sensitivity lower or equal than 0.5.
(cont.) Furthermore, through surveys and interviews, the organizational interactions for two different phases of the project were mapped to construct a new set of networks called actual sociograms. By comparing the sociograms and utilizing metrics that deal with the centrality of the actors in the network, the misalignments were identified. The misalignments provided guidance to identify the enablers and obstacles influencing the PDP. It was observed that, in some cases, when the sensitivity among variables was weak, engineering teams tend to use intermediaries to share information. In some other circumstances the direct interaction doesn't occur, due to reasons including cultural aspects, complexity of the information, the way the information is structured and organizational fuzziness, among others. Based on these findings, some recommendations based on literature review, lessons learned from other industries and conversations with Product Development (PD) actors, are provided.
by J. Adrian Diaz Garcia.
S.M.
212 p.
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
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http://dspace.mit.edu/handle/1721.1/7582
System Design and Management Program.
Network analysis of technical and organizational configurations : using an alignment approach to enhance product development performance
Using an alignment approach to enhance product development performance
Thesis
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Publication
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<Abstract>In an attempt to improve their Product Development Processes (PDPs), many companies make considerable investments to have available cutting-edge technology such as virtual tools. While some companies have increased their productivity and time to market with them, some others have not. There seem to be fundamental factors above and beyond the use of these tools that can obstruct the PDP and one of them appears to be the misalignment between the product architecture and the organizational interactions of the actors working on it. While there has been significant work addressing the technical and social concerns of a PDP independently, the nature of the misalignment requires an integrated analysis of the product architecture and the organization. The present work studies them in an integrated approach by making use of network analyses. The research for this thesis was conducted in a Global Product Development (GPD) project of an automotive manufacturer. By first using as a reference the Multidisciplinary System Design Optimization (MSDO) to decompose the architecture of a product and then, using a specific type of Design Structure Matrix (DSM) [43] called N2 Diagram to identify the interfaces of the architecture, a network called theoretical sociogram was created. In addition, the relative sensitivity of some objectives describing the functioning of the product's systems was calculated to classify the strength of the ties in two levels: strong for those above an absolute relative sensitivity of 0.5, and weak for those with an absolute relative sensitivity lower or equal than 0.5.</Abstract>
<Abstract>(cont.) Furthermore, through surveys and interviews, the organizational interactions for two different phases of the project were mapped to construct a new set of networks called actual sociograms. By comparing the sociograms and utilizing metrics that deal with the centrality of the actors in the network, the misalignments were identified. The misalignments provided guidance to identify the enablers and obstacles influencing the PDP. It was observed that, in some cases, when the sensitivity among variables was weak, engineering teams tend to use intermediaries to share information. In some other circumstances the direct interaction doesn't occur, due to reasons including cultural aspects, complexity of the information, the way the information is structured and organizational fuzziness, among others. Based on these findings, some recommendations based on literature review, lessons learned from other industries and conversations with Product Development (PD) actors, are provided.</Abstract>
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