KM your way to CMMI

Purpose - The purpose of this paper is to describe two related fields - knowledge management (KM) and capability maturity model integrated (CMMISM) and highlight their imilarities. Design/methodology/approach - The KM framework used for this comparison is the one established and used at Israel Aircraft Industries, while the CMMISM source of information is none but the original document produced by the CMMISM product team at the Carnegie Mellon University, as well as papers published on the subject. Findings - Knowledge management is a rather young discipline promising to maximize innovation and competitive advantage to organizations that practice knowledge capture, documentation, retrieval and reuse, creation, transfer and share to its knowledge assets in a measurable way, integrated in its operational and business processes. The capability maturity model integrated deals with the ways an organization has to follow, in order to maintain well mapped processes, having well defined stages, because of the assumption that in mature organizations, it is possible to measure and relate between the quality of the process and the quality of the product. Though KM and CMMISM take different approaches to the achievement of competitive advantage, they seem to be supporting as well as dependent of each other. Originality/value - Practitioners as well as researchers in the field of knowledge management and in the implementation of the CMMISM standard will find comfort in realizing how mutually supportive are these two fields. © Emerald Group Publishing Limited.

Step by step: Breaking outsourcing down into manageable phases

The phases of the outsourcing process and the actions required are discussed. The most difficult and the most important phase of o a successful outsourcing process is to know what activities to outsource. The criteria for suppliers selection must be developed and should cover the reasons why the activity is being outsourced, the expected benefits and potential dangers. Contract negotiation is a very important phase of the outsourcing contract in which rules of the outsourcing are set. The transfer of activity phase corresponds to the reassignment of control of the outsourced activity from the outsourcer to the contractor.

One style does not fit all

The different types of outsourcing and the management requirements for each of them are discussed. An outsourcing has a high strategic importance to the buying company when it is aligned with the organization's long term strategies and when its results are either positive or negative. Functional outsourcings are characterized by both low strategic importance and financial impact, and the products/services that fall in this category belong to support activities which are highly standardized. Leverage outsourcings are those that have a low strategic importance, but high financial impact to the outsourcer, and they concentrate on operational aspects, leaving strategic issues.

Solution oriented partnerships - A new business model for integrating global-production efficiencies with sustainability

A business model for integrating global-production efficiencies with sustainability is discussed. Two trends that emulate some of the aspects of the wealthy are the increasing willingness of many to pay extra for customization such as clothes, of kitchens and the increasing acceptance of purchasing a service as a product substitute. Two final trends that are also based in the attitudes of people is an increased awareness of the value of local culture and an increased concern with issues of sustainability. The results show that the goal congruence between for-profit and not-for-profit organizations puts emphasis on value and belief of the organization.

A distributed process for the aerospace industry

In response to significant changes within the aerospace industry during recent years, a new approach is proposed for developing complex products in a globally distributed environment. Current approaches favour collocating project teams, but collocation is often not practical, nor economically justifiable. The Macro Concept is a process whereby products can be developed by globally distributed task teams, managed by a Core team. In the development of this concept, particular attention is paid to the human factors, the product decomposition and the infrastructure that supports the product introduction process in a globalized industry.

Ecodesign innovation: Is 'early' always 'best'?

This paper explores ecodesign within the product development process (PDP), particularly focusing on the design stages. Previous research has highlighted the early stages as the 'best' place to integrate environmental issues. Here the early stage hypothesis is explored from the perspective of the industrial design department - the early stage designers. Being located at the earliest possible design stages of product development would mean that, were the hypothesis to hold true, industrial design would be the 'best' place to locate ecodesign. Empirical research was conducted with the Industrial Design Centre (IDC) of a global Electrical and Electronic goods manufacture. It used a qualitative, inductive research methodology, based on two 'live' design concept projects, participant observation within the department, and on several semi-structured interviews. Throughout this paper, the empirical work is compared and contrasted to ecodesign literature, specifically to models of ecodesign innovation and the product development process. Beginning by exploring of the early stage hypothesis, the paper concludes with a conceptual model of early stage ecodesign for the context in question.

Environmental priorities in strategic product development

This paper reports some results from a major research project on the integration of environmental issues into design in the electrical and electronic industry. Product development practice and ecodesign methods were examined along with qualitative data from 19 manufacturers, using interviews and an action research methodology. A four-stage framework for ecodesign practice resulted: first, to make an environmental assessment from a life cycle viewpoint; then to communicate the analysis and collect feedback; thirdly to prioritize the environmental issues and finally to complete the design using relevant tools and methods. This 'ARPI' framework (analyse, report, prioritize, improve) applies to both strategic and operational levels. Initial testing of the framework in collaborating companies highlighted difficulties with communication with design teams; the role of 'ecodesign champions' is explained. Other challenges are the development of customized tools and the training of designers. The study concludes that the prioritization step is critical, as it simplifies and clarifies the tasks in design that take place after formulation of the specification. Copyright (C) 2000 John Wiley and Sons, Ltd. and ERP Environment.

Improving co-development through process alignment

There has been a recent surge of enthusiasm icithin tlie automotive industry to build closer supplier relationships idthin the area of product development. One concept deemed central to these relationships is the alignment of development processes between the collaborating organizations, an area that is expanded upon idthin this paper. We suggest that synchronization can be achieved through the four key steps of process standardization, knowledge sliaring, alignment of existing practices, and continuous elimination oftcaste idthin the joint development cycles. A methodology for implementing these stages is presented along idth the underlying prindples on which it is based - the importance of joint teamworking and multi-company involvement idthin the alignment process is higlilighted. © MCB University Press.

An ecodesign model based on industry experience

With the increase in environmental legislation facing many industrial sectors organisations are now looking for ways to improve their environmental performance. To a large extent organisations have tended to concentrate on their operations inside the "factory gates" with little regard to the environmental performance of the products they produce. However, this is now changing and some organisations are beginning to take a close look at their products and their effects on the environment during its use phase as well as during the manufacture and disposal phases. At Cranfield University we have carried out a 3 year survey of US, Central European and UK companies claiming to practice ecodesign has been undertaken. Thirty electrical and electronic manufacturers were studied, some through in-depth observation of design programmes, most through semi-structured interviews. The survey and action research sought to understand the way in which these companies practised ecodesign and how they .had implemented ecodesign. A common pattern emerged from the data which suggests that companies successfully implementing ecodesign have many similar experiences. The resulting ecodesign model is presented and discussed, and the factors critical to successful implementation at various stages are explored. The factors cover a range of topics including design management, motivation, design tools, design phases, communication and the designers perspective.

A workbook-based methodology for implementing concurrent engineering

Concurrent Engineering demands a new way of working and many organisations experience difficulty during implementation. The research described in this paper has the aim to develop a paper-based workbook style methodology that companies can use to increase the benefits generated by Concurrent Engineering, while reducing implementation costs, risk and time. The three-stage methodology provides guidance based on knowledge accumulated from implementation experience and best practitioners. It encourages companies to learn to manage their Concurrent Engineering implementation by taking actions which expose them to new and valuable experiences. This helps to continuously improve understanding of how to maximise the benefits from Concurrent Engineering. The methodology is particularly designed to cater for organisational and contextual uniqueness, as Concurrent Engineering implementations will vary from company to company. Using key actions which improve the Concurrent Engineering implementation process, individual companies can develop their own 'best practice' for product development. The methodology ensures that key implementation issues, which are primarily human and organisational, are addressed using simple but proven techniques. This paper describes the key issues that the majority of companies face when implementing Concurrent Engineering. The structure of the methodology is described to show how the issues are addressed and resolved. The key actions used to improve the Concurrent Engineering implementation process are explained and their inclusion in the implementation methodology described. Relevance to industry. Implementation of Concurrent Engineering concepts in manufacturing industry has not been a straightforward process. This paper describes a workbook-style tool that manufacturing companies can use to accelerate and improve their Concurrent Engineering implementation. © 1995.

Solving problems in production scheduling

Traditionally, production scheduling has been viewed as a problem-solving task that involves a single problem - generation of a suitable schedule. This paper presents an alternative model in which individual difficulties are viewed as problems, and the task is to maintain a suitable schedule by resolving as many of these problems as possible. Decision support software is described that has facilities for defining policies to handle numerous minor problems and complete problem-solving strategies to deal with major problems. The paper then discusses the potential for this style of decision support to improve the performance of human schedulers. © 1995.