Information Quality

I. CHAPTER ROAD MAP

Figure 11.1 presents the layout of topics in this chapter.

II. INTRODUCTION

At a very high level, product development can be thought of as having three basic tasks. A development team is either gathering information, making decisions, or disseminating(Spread something, especially information widely) information. From this viewpoint, the decision-making efforts in the development process are critical. They determine how gathered information is transformed and implemented. They also facilitate the forming of team consensus(a general aggrement), a critical aspect of an development process.

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Factors that Determine Effective Decision Making

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To make decisions effectively, one must basically carry out two steps. The first is to minimize the possibility of misrepresenting (Give a false or misleading account of the nature of) a solution principle that may be effective. This oversight ( gцzdən qaзırma saymama) often happens when a technology is not in the direct experience (generally denotes experience gained through immediate sense perception) of the engineers making the decisions, and so it is not seriously considered. The not-invented here syndrome, of not being willing to consider, adequately, ideas because they are not part of the way a group has considered products in the past, is a cause of market failure.

The second step that one must complete to prevent poor decision making is to fully consider the different ramifications (A complex or unwelcome consequence of an action or event ) of a decision. For example, if a team does not fully consider what the customer wants in a product, the product can fail in the marketplace.

Information Quality

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While design evaluations occur throughout the product development process, the quality of information available during the development process generally changes. Concept selection, for example, is one of the most critical decision-making exercises in a product development process. There are many solution concept alternatives and criteria to consider when making the selection. Yet, how well each alternative would eventually meet each criterion cannot be fully understood, since the decision is happening early. The information quality is low.

On the other hand, consider a designer who might be selecting a bearing. Here, there may still be several alternatives, typically different types of plain bushings made of delrin, sintered bronze, or teflon-coated. There may also be several criteria, such as load capacity, durability, life, and ease of repair. Unlike the concept selection phase, though, each of the criteria might come equipped with know specification levels. Every alternative can be accurately (and reasonably) evaluated on each criterion. Here the information quality is high.

This concept of information quality can be loosely defined. Information quality is the level of structure associated with the evaluation criteria as viewed in terms of each decision alternative.

Date: 2016-01-14; view: 710