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Information Hiding in Product Development: The Design Churn Effect

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dc.creator Whitney, Daniel
dc.creator Eppinger, Steven D.
dc.creator Yassine, Ali
dc.creator Joglekar, Nitin
dc.creator Braha, Dan
dc.date 2002-06-07T18:58:36Z
dc.date 2002-06-07T18:58:36Z
dc.date 2002-06-07T18:58:45Z
dc.date.accessioned 2013-05-31T14:13:06Z
dc.date.available 2013-05-31T14:13:06Z
dc.date.issued 2013-05-31
dc.identifier http://hdl.handle.net/1721.1/703
dc.identifier.uri http://koha.mediu.edu.my:8181/jspui/handle/1721
dc.description Execution of a complex product development project is facilitated through its decomposition into an interrelated set of localized development tasks. When a local task is completed, its output is integrated through an iterative cycle of system-wide integration activities. Integration is often accompanied by inadvertent information hiding due to the asynchronous information exchanges. We show that information hiding leads to persistent recurrence of problems (termed as the design churn effect) such that progress oscillates between being on schedule and falling behind. The oscillatory nature of the PD process confounds progress measurement and makes it difficult to judge whether the project is on schedule or slipping. We develop a dynamic model of work transformation to derive conditions under which churn is observed as an unintended consequence of information hiding due to local and system task decomposition. We illustrate these conditions with a case example from an automotive development project and discuss strategies to mitigate design churn.
dc.format 171174 bytes
dc.format application/pdf
dc.language en_US
dc.relation MIT Sloan School of Management Working Paper;4333-02
dc.subject Design Process Modeling
dc.subject Design Churn
dc.subject Product Development
dc.subject Information Hiding
dc.subject Component and System Performance Generation
dc.subject Decomposition and Integration
dc.title Information Hiding in Product Development: The Design Churn Effect

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