The effectiveness of reliability programs and tools based on design maturity and complexity

2017 ◽  
Author(s):  
Jeremy Lucas ◽  
Amar Thiraviam ◽  
Ahmed Elshennawy ◽  
Abdulrahman M. Albar
Keyword(s):  
Design Maturity

Learning in Chains and What We Can Learn From It

2017 ◽  
pp. 550-562
Author(s):  
Anne Marie Knott
Keyword(s):  
Learning Rates ◽  
Design Maturity ◽  
Addition Chains ◽  
Operating Unit ◽  
Operating Units

Chains would be interesting if only because their share of GDP is three times that of manufacturing. However, what makes them valuable for management scholars is that they are “learning lab rats”: Each chain has a large number of essentially identical operating units. In addition, chains have two levels of learning: within units and across units. Comparisons within and across units allow us to better isolate factors driving heterogeneity in learning rates. Review of such studies suggests three factors drive differences in learning rates: properties of new practices (design maturity, extent of codification), properties of the operating units (knowledge of practices/implementation, incentives to adopt them), and fit between the practices and the operating unit (extent to which they enhance performance). These insights suggest a number of means to increase learning (even outside chains): better design of practices, more complete codification/training of those practices, and novel organizational designs.

scholarly journals A Model for Measuring and Managing the Impact of Design on the Organization: Insights from Four Companies

2021 ◽  
Vol 13 (22) ◽  
pp. 12580
Author(s):  
Iker Legarda ◽  
Ion Iriarte ◽  
Maya Hoveskog ◽  
Daniel Justel-Lozano
Keyword(s):  
Management Tool ◽  
Future Research ◽  
Strategic Objectives ◽  
Social Challenges ◽  
Service Companies ◽  
Design Culture ◽  
Interview Guide ◽  
Design Maturity ◽  
Four Levels ◽  
The Impact

Increasing numbers of companies are looking to embed design as a strategic capability to meet today’s business and social challenges. However, integrating design in an organization is a challenge, due to the scarcity of knowledge on managing this process and measuring its impact. This study presents a model for measuring and managing the impact of design on the organization (DIMM). The model builds on four levels of design impact identified in the literature: results, perception, processes, and design culture. The model was tested with four service companies that have recently developed design capabilities. To this end, those responsible for the integration of design were interviewed, using the model itself as an interview guide to confirm its usefulness and identify possible improvements. The results showed that the model was useful to assess the impact of design on companies with emerging design capabilities, but also as a reflection and management tool to align design with strategic objectives and promote its integration into the organization. Finally, future research should test the model longitudinally, as well as in a broader scope of organizations, to validate its usefulness for organizations with greater design maturity.

Design maturity

1994 ◽  
pp. 75-87 ◽  
Author(s):  
C. O’Brien ◽  
S. J. Smith
Keyword(s):  
Design Maturity

Estimating the cost of capital projects: an empirical study of accuracy levels for municipal government projects

2002 ◽  
Vol 29 (5) ◽  
pp. 653-661 ◽  
Author(s):  
S M AbouRizk ◽  
G M Babey ◽  
G Karumanasseri
Keyword(s):  
Construction Projects ◽  
Municipal Government ◽  
Construction Costs ◽  
Cost Estimates ◽  
Capital Projects ◽  
Building Projects ◽  
Capital Costs ◽  
Project Completion ◽  
Design Maturity ◽  
Four Levels

This paper highlights the findings of a study undertaken to assess the accuracy of cost estimates for construction projects at various levels of design maturity. Specifically, this paper addresses the accuracy of cost estimates for major types of municipal works including drainage, roadways, and building projects over a span of 3 years. Over 200 projects were statistically evaluated in the study at four levels of the design, namely, concept, preliminary, detailed, and award. Those estimates were then compared with actual incurred cost at project completion. In general, it was found that estimates are not as accurate as generally believed. It was also confirmed that cost estimates for rehabilitation work were less accurate than those for new work. In the absence of major changes to the design and estimation processes, more tempered accuracy limits were derived and proposed.Key words: estimating, budgeting, construction costs, variability in capital costs.

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