Process performance measurement support: a critical analysis

Mark K. D. Haffey, Alex H. B. Duffy

Research output: Contribution to conferencePaper

Abstract

Design development processes, within engineering disciplines, lack the necessary mechanisms in identifying the specific areas where improved design development performance may be obtained. In addition, they lack the means to consider and align the goals and respective performance levels of related development activities with an organisation's overall goals and performance levels. Current research in organisational performance behaviour, formalised through performance frameworks and methodologies, has attempted to identify and focus upon those critical factors which impinge upon a wealth creation system while attempting to, simultaneously, remain representative of organisational functions, processes, people, decisions and goals. Effective process improvements remain conditional upon: the ability to measure the potential performance gains which may result from an improvement initiative; the ability to understand existing process dynamics and in turn understand the subsequent impact of some change to a system/process; and, the ability to identify potential areas for improvement. The objective of this paper is to discuss some of the management techniques, which are purported to support various process performance concerns and perspectives, and present the major factors that remain unsupported in identifying, measuring and understanding design process performance.

Conference

Conference13th International Conference on Engineering Design (ICED 01)
Abbreviated titleICED 01
CityGlasgow
Period21/08/0123/08/01

Keywords

  • design management
  • performance management
  • performance metrics
  • design engineering

Cite this

Haffey, M. K. D., & Duffy, A. H. B. (2001). Process performance measurement support: a critical analysis. Paper presented at 13th International Conference on Engineering Design (ICED 01), Glasgow, .
Haffey, Mark K. D. ; Duffy, Alex H. B. / Process performance measurement support : a critical analysis. Paper presented at 13th International Conference on Engineering Design (ICED 01), Glasgow, .8 p.
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abstract = "Design development processes, within engineering disciplines, lack the necessary mechanisms in identifying the specific areas where improved design development performance may be obtained. In addition, they lack the means to consider and align the goals and respective performance levels of related development activities with an organisation's overall goals and performance levels. Current research in organisational performance behaviour, formalised through performance frameworks and methodologies, has attempted to identify and focus upon those critical factors which impinge upon a wealth creation system while attempting to, simultaneously, remain representative of organisational functions, processes, people, decisions and goals. Effective process improvements remain conditional upon: the ability to measure the potential performance gains which may result from an improvement initiative; the ability to understand existing process dynamics and in turn understand the subsequent impact of some change to a system/process; and, the ability to identify potential areas for improvement. The objective of this paper is to discuss some of the management techniques, which are purported to support various process performance concerns and perspectives, and present the major factors that remain unsupported in identifying, measuring and understanding design process performance.",
keywords = "design management, performance management, performance metrics, design engineering",
author = "Haffey, {Mark K. D.} and Duffy, {Alex H. B.}",
note = "IMechE Professional Engineering Publishing, pp561-568; 13th International Conference on Engineering Design (ICED 01), ICED 01 ; Conference date: 21-08-2001 Through 23-08-2001",
year = "2001",
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Haffey, MKD & Duffy, AHB 2001, 'Process performance measurement support: a critical analysis' Paper presented at 13th International Conference on Engineering Design (ICED 01), Glasgow, 21/08/01 - 23/08/01, .

Process performance measurement support : a critical analysis. / Haffey, Mark K. D.; Duffy, Alex H. B.

2001. Paper presented at 13th International Conference on Engineering Design (ICED 01), Glasgow, .

Research output: Contribution to conferencePaper

TY - CONF

T1 - Process performance measurement support

T2 - a critical analysis

AU - Haffey, Mark K. D.

AU - Duffy, Alex H. B.

N1 - IMechE Professional Engineering Publishing, pp561-568

PY - 2001

Y1 - 2001

N2 - Design development processes, within engineering disciplines, lack the necessary mechanisms in identifying the specific areas where improved design development performance may be obtained. In addition, they lack the means to consider and align the goals and respective performance levels of related development activities with an organisation's overall goals and performance levels. Current research in organisational performance behaviour, formalised through performance frameworks and methodologies, has attempted to identify and focus upon those critical factors which impinge upon a wealth creation system while attempting to, simultaneously, remain representative of organisational functions, processes, people, decisions and goals. Effective process improvements remain conditional upon: the ability to measure the potential performance gains which may result from an improvement initiative; the ability to understand existing process dynamics and in turn understand the subsequent impact of some change to a system/process; and, the ability to identify potential areas for improvement. The objective of this paper is to discuss some of the management techniques, which are purported to support various process performance concerns and perspectives, and present the major factors that remain unsupported in identifying, measuring and understanding design process performance.

AB - Design development processes, within engineering disciplines, lack the necessary mechanisms in identifying the specific areas where improved design development performance may be obtained. In addition, they lack the means to consider and align the goals and respective performance levels of related development activities with an organisation's overall goals and performance levels. Current research in organisational performance behaviour, formalised through performance frameworks and methodologies, has attempted to identify and focus upon those critical factors which impinge upon a wealth creation system while attempting to, simultaneously, remain representative of organisational functions, processes, people, decisions and goals. Effective process improvements remain conditional upon: the ability to measure the potential performance gains which may result from an improvement initiative; the ability to understand existing process dynamics and in turn understand the subsequent impact of some change to a system/process; and, the ability to identify potential areas for improvement. The objective of this paper is to discuss some of the management techniques, which are purported to support various process performance concerns and perspectives, and present the major factors that remain unsupported in identifying, measuring and understanding design process performance.

KW - design management

KW - performance management

KW - performance metrics

KW - design engineering

M3 - Paper

ER -

Haffey MKD, Duffy AHB. Process performance measurement support: a critical analysis. 2001. Paper presented at 13th International Conference on Engineering Design (ICED 01), Glasgow, .