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11.3.1 Set‐based design – the lean tool that eludes us; Pitfalls in implementing set‐based design in Kongsberg Automotive
Author(s) -
Hansen Elisabeth,
Muller Gerrit
Publication year - 2012
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2012.tb01425.x
Subject(s) - set (abstract data type) , ambiguity , automotive industry , process (computing) , relation (database) , computer science , order (exchange) , knowledge management , management science , process management , engineering , business , data mining , finance , programming language , aerospace engineering , operating system
This paper is based on a five month research project performed at the company Kongsberg Automotive (KA). It describes a study of the implementation of set‐based design in project processes in KA, results from the study, and evaluations of these results. The focus has been on knowledge gaps in relation to the implementation of set‐based design. Data has been gathered through observations, discussions with and feedback from employees, interviews and surveys, as well as literature research in order to evaluate the implementation of set‐based design. A set‐based approach has also been used in this research through the development of a set of theories that were investigated in an effort to disprove them or create a basis to support the probability of the theory being correct. Through this project it has become clear that there are variations in the employees' knowledge on what set‐based design entails. Data show that there is far more agreement on potential goals and benefits of the implementation. This indicates that the employees know where they are going, but that there is some ambiguity as to how to get there. This could be resolved through clarification of the elements of the process and clarification of how the company wants to achieve its goals.