Large Engineering Organization Research Articles

Combining Design Thinking and Systems Engineering to Improve Customer Outcomes

Overview The field of engineering is a major contributor to the economic stability and growth of the UK and other economies. Therefore, the efficient operation of engineering companies and firms is vital. However, design projects undertaken by large engineering organizations are often beset with a number of problems and constraints that stem from the decision-making process and design process that have been selected. This PhD aims to investigate whether the design processes of design thinking and systems engineering can be combined. This would lead to better customer outcomes and reduced time to market, and thus remove the problems often found in large engineering organizations to improve the overall operational efficiency. The overarching research methodology used in this investigation will be action research and is likely to be predominantly qualitative in nature as it has been found that it is very difficult to establish quantitative metrics for design.

Functional at Scale

Modern server software is demanding to develop and operate: it must be available at all times and in all locations; it must reply within milliseconds to user requests; it must respond quickly to capacity demands; it must process a lot of data and even more traffic; it must adapt quickly to changing product needs; and in many cases it must accommodate a large engineering organization, its many engineers the proverbial cooks in a big, messy kitchen.

Discovering taxonomic structure in design archives with application to risk-mitigating actions in a large engineering organisation

ABSTRACTThis paper demonstrates a general iterative technique for discovering a taxonomy that categorises information contained within a weakly structured design project archive. It is common for large engineering organisations to maintain archives about past design projects. In principle, engineering organisations could mine these archives to extract useful lessons and relationships that would improve future design projects. However, this is difficult in practice, since archives often consist of weakly structured data formats, such as plaintext documentation. This restricts the use of many useful analysis tools. The taxonomy-discovery process presented here is a critical first step towards unlocking the value of such archives. The technique is based on methods from the qualitative research literature. We demonstrate this process by creating a taxonomy of risk-mitigating actions in design projects based on a design project archive from a large engineering organisation. We discuss practical considerations such as missing contextual information as part of the case study. The taxonomy is sufficiently generic to be of use to other organisations. Furthermore, individual organisations can use the iterative technique introduced in this paper to tailor the taxonomy to their own project archives. Thus, this research provides an important foundation for unlocking the value of archived design project information.

Interview: Perfecting Innovation

PG.1 HOW IS THE INNOVATION FUNCTION ORGANIZED AT WHIRLPOOL? MN.1 At Whirlpool, we are committed to our brand value-creation strategy in which innovation is essential to deliver the best consumer position. Within Whirlpool University, our competencies are innovation, cost, quality, and margin realization. I work with a team of three colleagues to build infrastructure and drive the strategy for innovation. This defines the corporate center for excellence. In addition, there is a small group of people within each region who are in charge of execution. Each group is different and consists of 2-3 people who are experts in tools and processes and help teams execute. Each division is responsible for driving its own projects. Sometimes a project does not fall into any specific category, and in that case it is built into the development group. Then there is a large engineering organization that is also involved in innovation but there is not a specific innovation function within that organization.

Dynamics of Reinvention

This paper examines the psychological aspects of reinvention by initially discussing the case of a failed reinvention in a large engineering organization (LEO). The change involved initiation of business planning in each of its three major plants to spur development of new products and value-added products. This required altering mindsets or routines. Routines had to be changed with regard to the behaviour of individuals at junior levels, actions at senior levels, basis for actions, norms for sharing information, assuming responsibility, communicating expectations, working across functions and so on. When there is little attention paid to altering routines, change programme does not stand much chance of success. The change at LEO also required a clear and shared understanding of the final destination. The issue of sub-goals pulling in different directions had to be examined. In LEO, while there was clarity on what was needed to be changed and why, there was little exploration of how changes could be brought about. The organizational architecture at LEO did not allow the change to take roots. Yet, neither the organizational architecture was changed nor its incompatibility considered and factored in. Thus, the existing organizational arrangements were ignored in the mental maps of the key decision-makers. As a result, they were surprised by the unexpected resistance to change and were even paralysed by it. As the challenges of mindsets, final destination, and existing organizational architecture were not addressed, there was absence of effective conversations and distortions in people's thinking and actions. Ineffective conversations made it difficult to integrate information, ideas, and insights distributed across different levels and functions into thinking and actions that are appropriate for the demands of the problem. Distortion in people's thinking was reflected in their behaviour of ignoring real problems and getting busy with pseudo-challenges that could protect their sense of competence. When individuals feel marginalized, experience little or no support or recognition, they tend not to engage with the problems that they believe are too large for them to make a difference. After examining the major hurdles to the success of reinvention, this paper discusses the story of successful transformation of Nissan. The case examines how the goal setting was approached how cross-functional teams were created to address the organizational architecture demands for Nissan's strategic challenges what was done to provide key actors a sense of competence and control as they approached the fuzzy destination and uncharted terrain. The paper then derives key lessons on how to manage reinvention. More specifically, implications are discussed in terms of how destination can be clarified and goals set, how structural barriers to engagement can be removed, and how routines can be attended to so that understanding of reality is influenced and effective conversations are promoted.

Promoting human reliability assessment within large engineering organisations

Effective qualitative and quantitative human reliability assessment (HRA) is required to achieve safety goals associated with complex, hazardous systems. Traditionally, awareness of HRA amongst engineers has been low. Therefore, promotion of the discipline within organisations may be necessary to maximise the benefits available from its application. A high-level promotional strategy is identified, consisting of a) informative and persuasive measures, and b) formal mandates. Multiple channels of communication, both direct and indirect, are available to promote HRA. A range of supporting approaches are helpful, such as use of system-specific evidence to demonstrate the benefits of HRA, targeting all levels of the organisational hierarchy, and use of the requirements of external customers and the regulator. It is suggested that carefully managed investment in internal promotional activities is worthwhile.

1.1.4 Developing the International Space Station Integrated Verification Measurement Program

AbstractThe International Space Station (ISS) Program Master Integration and Verification Plan (PMI&VP) requires that the systems engineering verification team establish and implement an integrated verification measurement program. This paper captures the knowledge and experience acquired through the International Space Station systems engineering efforts to develop, implement, and report a detailed set of integrated stage verification planning and closure metrics. The information and lessons learned, contained in this paper, may provide insight, direction, and a starting point for other large engineering organizations seeking to institute a measurement program.

ENGINEERING PERFORMANCE METRICS

AbstractImplementation of a Total Quality Management (TQM) approach to engineering work required the development of a system of metrics which would serve as a meaningful management tool for evaluating effectiveness in accomplishing project objectives and in achieving improved customer satisfaction. A team effort was chartered with the goal of developing a system of engineering performance metrics which would measure customer satisfaction, quality, cost effectiveness, and timeliness. The approach to developing this system involved normal systems design phases including conceptual design, detailed design, implementation, and integration. The lessons learned from this effort will be explored in this paper. These lessons learned may provide a starting point for other large engineering organizations seeking to institute a performance measurement system.

The Uses and Limitations of Computers in Petroleum Engineering Work

Abstract Computer usage in the oil industry has progressed to the point where every engineer should be familiar with calculation procedures that can be applied to his work. This knowledge will allow him to evaluate the procedures published in the literature and determine the advantages and disadvantages of using a computer to do a certain job. In petroleum engineering work computers have been used to solve problems in:surface separation;primary reservoir performance;pressure maintenance and secondary recovery operations;gas-field operations including retrograde behavior, cycling, deliverability, gas plant operations, gas pipeline operations and compressor requirements;economics;maximizing profits or minimizing costs;statistical analysis; andgeneral engineering practices such as drilling, casing design, compressor design and log interpretation. There are advantages and disadvantages in the use of a computer for performing the calculation work that may be required in solving specific problems, and certain of the calculation procedures are not available without the aid of a computer. Because its petroleum engineers may be scattered over a large operating territory, a company can greatly enhance the efficient use of its computing facilities by a well planned organizational set-up. These computing facilities may be company-operated, company rented or handled by a consultant. The important thing is that the engineer be given free access to the use of the computer, either directly or through close coordination with a computing group comprised of engineers with backgrounds similar to his own who are trained in the use of computing equipment. Introduction Developments in computing equipment and procedures during recent years have caused some marked changes in basic engineering responsibility. The development has occurred at a rapid pace, and the oil industry has been quick to take advantage of these new tools. Today it has become apparent that every engineer should know something about the application of computing machines for solving problems in his field. There certainly are many valid reasons for not employing a computer to do certain jobs, and it definitely is true that a company can become over-expended with expensive equipment and an inefficient computing organization. The purpose of this paper is to discuss the efficient use of computers in petroleum engineering work. This discussion will includethe uses and limitations of a computer for solving various classes of petroleum engineering calculations anda summary of the basic requirements of an efficient engineering computing organization. For the purpose of discussion, the various calculation procedures have been grouped into the following categories:phase-behavior flash calculations,reservoir performance calculations not requiring phase-behavior considerations,reservoir performance calculations requiring phase-behavior considerations,two-dimensional reservoir studies,gas-well deliverability studies,economic analyses,optimization studies,statistical studies andgeneral engineering analyses. In a large engineering organization, various engineers in different locations will spend a great deal of time in simply equipping themselves with the correct equations, factors and experience necessary to perform certain calculations for the first time. A computer program, once prepared with a correct set of equations and factors, leaves all of the time open for gaining experience. There is no substitute for engineering experience in analyzing a problem and deciding whether or not detailed calculations are warranted. Along this line, it is essential for effective computer utilization that the validity of the basic data and the end use of the answer justifies the expense of a better study than can be obtained by an intuitive analysis or a good engineering estimate. This point cannot be overemphasized and should be kept in mind during the discussion of the various calculation procedures. Phase-Behavior Flash Calculations The flash calculation is an extremely useful engineering tool for which there is no complete substitute or short-cut. JPT P. 625^

George Washington Bridge: Organization, Construction Procedure, and Contract Provisions

For the design and construction of the George Washington Bridge, simultaneously with other large bridge projects, The Port of New York Authority built up a large engineering organization. In its de...