Design Performance

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Design Performance

• Chris Clegg
• University of Sheffield
• 9.2.05

2
University Technology Partnership for Design

• To provide BAE and RR with research to support
  and improve the design process
• Rolls-Royce, BAE Systems, Universities of
  Cambridge, Sheffield Southampton
• Began 1998, RR to 2008, BAE to 2006

3
Objectives

• To offer new visions
• To provide a forum and focus for debates
• To develop, pilot and evaluate new ways of
  working
• To identify and exploit good practice
• To identify and progress key research topics
• To focus on understanding and improving the
  people and organisational aspects

4
Context

• More global, dispersed
• Shorter time-scales
• More integrated supply chains
• Reduce costs
• Life-cycle including environment
• More focus on IT and process
• Design at centre
• Product understanding more mature than process

5
Performance issues

• Performance as outcome
• Performance as predictor
• Role of metrics, including unintended
  consequences
• Link between metrics, work organisation
  performance

6
Performance issues

• Products gtgt Services
• Providers responsible for life cycle costs
• Designer performance lives on (for 20 years)
• Long-term performance
• What new mindsets required?

7
Sheffield Projects (1)

• Product Life Cycle Management
• Service to design
• Inter-team working
• How Designers Spend Their Time
• Creativity
• Organisational modelling

8
Sheffield Projects (2)

• Dispersed teams
• E-business
• Management of change
• Risk management
• Human factors of design to overhaul
• Visualisation

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