Design structure matrix: Difference between revisions

Revision as of 23:45, 29 January 2021

Revision as of 17:34, 9 October 2021

Line 13:

* The presentation is amenable to matrix-based analysis techniques, which can be used to improve the structure of the system.

* In modeling activities precedence it allows representing feedback linkages that cannot be modeled by [[Gantt chart]]/[[Program evaluation and review technique|PERT]] modeling techniques <ref>Browning TR, Fricke E, Negele H (2006) [http://sbuweb.tcu.edu/tbrowning/Publications/Browning%20Fricke%20Negele%20(2006)--Process%20Modeling%20Concepts.pdf "Key Concepts in Modeling Product Development Processes"], Systems Engineering, 9(2):104-128</ref>

DSM analysis provides insights into how to manage complex systems or projects, highlighting [[information flow]]s, task/activities sequences and [[iteration]].<ref name="DSMbook"/><ref name="complex">Yassine A, Braha D (2003),[http://necsi.edu/affiliates/braha/CERA.pdf "Complex Concurrent Engineering and the Design Structure Matrix Approach."] {{Webarchive|url=https://web.archive.org/web/20170829135538/http://necsi.edu/affiliates/braha/CERA.pdf |date=2017-08-29 }} Concurrent Engineering: Research and Applications, 11(3):165-177</ref> It can help teams to streamline their processes based on the optimal flow of information between different interdependent activities.

DSM analysis can also be used to manage the effects of a change. For example, if the specification for a component had to be changed, it would be possible to quickly identify all processes or activities which had been dependent on that specification, reducing the [[Risk management|risk]] that work continues based on out-of-date information.<ref name="DSMbook"/>

Line 50 ⟶ 48:

The use of DSM has been extended to visualize and optimize the otherwise invisible information flow and interactions associated with office work. This visualization via DSM allows the Lean Body of Knowledge to be applied to office and information intensive flows.<ref>{{cite book|title=Far From the Factory: Lean for the Information Age|year=2010|publisher=Productivity Press|___location=New York|isbn=978-1420094565|pages=159–180}}</ref>

The DSM method was applied as a framework for analyzing the propagation of rework in product development processes, and the related problem of convergence (or divergence) using the theory of linear dynamical systems.<ref name="complex"/><ref>Smith R, Eppinger S (1997) “Identifying controlling features of engineering design iteration.” Management Science 43(3):276–293. </ref><ref> Yassine A, Joglekar N, Braha D, Eppinger S, and Whitney D (2003),"Information hiding in product development: the design churn effect." Research in Engineering Design, 14(3): 131-144.</ref>

See (Browning 2016)<ref>Browning, Tyson R. (2016) “Design Structure Matrix Extensions and Innovations: A Survey and New Opportunities,” IEEE Transactions on Engineering Management, 63(1): 27-52.[https://dx.doi.org/10.1109/TEM.2015.2491283]</ref> for a comprehensive, updated survey of DSM extensions and innovations.

==References==