Skip to main content

Integration of Processes and Organizations

  • Chapter
  • First Online:
Integrated Design Engineering

Abstract

IDE covers product planning, marketing, industrial design, development and engineering design, process planning, prototype and sample manufacturing as well as testing up to production release (Fig. 2.10). Process integration and organization integration include all measures necessary to describe, consolidate and improve business and development processes and organization forms.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 149.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 199.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Similar content being viewed by others

Change history

  • 17 December 2020

    ■■■

Notes

  1. 1.

    Both effects are also referred to as “running targets”.

  2. 2.

    The process term is used here from a purely organizational point of view. It should not be confused with the same term from production, where “process” means the sequence of technological steps and tools used for production and assembly (e.g. manufacturing process, assembly process).

  3. 3.

    At least until the next reorganization of the company.

  4. 4.

    Organizational networks can be configured in the same way as technical networks for coupling computer-supported systems in information technology. Their respective functions and behaviour are also comparable.

  5. 5.

    For example, the first two generations of a minivan for up to seven passengers, marketed under the names Sharan, Galaxy and Alhambra, were jointly developed and built by Volkswagen and Ford.

  6. 6.

    Workflows are used when processes must be reproducible, for example in change and release processes, processes for quality assurance or in accounting.

  7. 7.

    In the automotive industry, for example, fixed variants of the components of a vehicle must be available at certain points in time in order not to endanger the start of production of a product.

  8. 8.

    In large, “to be agile” means to be able to move quickly and easily, often following an impulse to improvise activities in a flexible way without planning far ahead.

  9. 9.

    As to be agile means to move quickly and lightly as well as to be mentally quick, there may be a connection to the rugby terms “scrum” (short form of scrummage) and “sprint” for a short and fast run with the ball.

  10. 10.

    A burn-down diagram is a graphical representation that shows over time the unprocessed tasks of the project and thus the work still to be done for the project.

  11. 11.

    Meetings to summarize the results and progress of the project.

  12. 12.

    A person, who applies tags to the artefacts being generated in order to register the technical skills necessary to develop the characteristics associated with artefact in question (see also Fig. 17.19).

  13. 13.

    However, the different meanings of the term lean are thin, undernourished, unhealthy and scarce.

  14. 14.

    This approach is not new: As early as 1915, Lillian M. Gilbreth focused her consulting work in companies on the avoidance of waste in a physical and a figurative sense [Lanc-2004].

  15. 15.

    The colloquial British English term for “crowd” (both in public and in sport) is “scrum”. This name became a generic term for a certain form of quick daily exchange and consolidation of information on the results achieved since the last Scrum, especially in software development projects (see Sect. 15.3.3.2).

  16. 16.

    This principle is also known in Sweden as the “Lagom” principle. For this term there is no direct translation in German, it can mean for example “good enough”, “not too little and not too much”, “just right”, “fair share”. The term refers to a balance of requirements and it neither has a negative meaning, nor does it claim perfection.

  17. 17.

    This assumption should not be confused with the recommendation to work on only one thing at a time (and not several at the same time). Processing only one task at a time allows you to concentrate fully on that task and thus complete it with an appropriate result in an acceptable time. In contrast, in multitasking about 2/3 of the available human concentration power is consumed by switching between the different tasks and, before the actual processing begins, restoring the respective processing states of the individual tasks [KuSe-2008, Schw-2012].

  18. 18.

    Further testing and assessment options are discussed in Chap. 25.

  19. 19.

    “Simplicity” in this context means the art of minimizing the amount of work done without compromising the agreed results (c.f. also Sect. 1.8).

  20. 20.

    This is the case, for example, with an unplanned transfer of unfinished results within the framework of Simultaneous Engineering (see Fig. 17.4).

  21. 21.

    This name originated from the last name of the Gilbreth couple read backwards.

  22. 22.

    The works of the Gilbreth couple can be viewed at Purdue University (West Lafayette, www.purdue.edu) and in part at the Boston Public Library (www.bpl.org). They are also available from the American Institute of Industrial Engineers, IIE (http://www.iienet2.org/Default.aspx).

  23. 23.

    In her doctoral thesis, Freisleben uses a knowledge-based procedure model with only 51 process elements to model new design from any industry branch. Accordingly, even fewer process elements are required for modelling adaptation design or variant design. Almost 100 methods, procedures, tools and aids are provided for the process elements [Frei-2001].

  24. 24.

    In the morphological box (also called morphological matrix)a task is divided into subtasks. These are entered in the first column of the box. Solution alternatives are developed for each subtask and entered in the respective line. To create a new solution, individual solution alternatives are combined for each subtask. Only those combinations are possible in which the respective material, energy and information flows are compatible between the two meeting solution alternatives. The combinations can be evaluated in different ways, for example with the connection matrix according to Roth [Roth-1982].

  25. 25.

    BPMN is the abbreviation of Business Process Model and Notation. This specification language is used to model and graphically represent workflows and processes. An extensive symbol library and rules for linking them are available for this purpose [FrRH-2010, SzSV-2013].

  26. 26.

    This traceability plays an important role in questions of product liability. The company must be able to prove that it has not made any mistakes in the development, manufacture and sale of the product (proof of relief in the Product Liability Act [EU-85/374]).

  27. 27.

    A dysfunction is a disturbance or a malfunction that leads to an impaired or abnormal function and/or behaviour of a creature or an artefact.

  28. 28.

    Abbreviation of Système d’Aide au Choix d’Acteur et aux Décisions d’Organisation (supporting system to select actors and to support decisions in organizations).

  29. 29.

    VUCA is a combined acronym for Volatility, Uncertainty, Complexity and Ambiguity. The same acronym also serves for describing a strategy to overcome the problems of volatility, uncertainty, complexity, and ambiguity. In this case VUCA reads as Vision, Understanding‚ Clarity, and Agility.

  30. 30.

    Horizontality is a structuring principle that doesn’t come from hierarchical (i.e. vertical) structures, in which the hierarchy regulates access to information, resources, positions of power, etc., but from flat and equivalent (network) structures, in which the principle of diversity applies to all participants and in which there is no centre, no single individual or organization that may speak in the name of the whole network and in which the only decision-making process is consensus [Wain-2007].

  31. 31.

    The meaning of “agencing” (based on the French word “agencer”, of which the English translation can be “to contrive” or “to arrange” something) is both “organizing” and “giving agency”; it thus designates a process by which various entities are connected, coordinated, and put in motion [Oxfo-2019].

  32. 32.

    For more about Creative Capacity Building, see e.g. [DrSG-2017].

  33. 33.

    This description is based on results from the User Centred Design Workshop 2018 at the Universidad del Bío-Bío (Chile). the student team to perform this case study consisted of N. Olivera, C. Crino, and R. Valladares. the study was a part of a research work supported by the CONICYT FONDECYT 1171037 project.

References

  1. Adams, R.S., Turns, J., Atman, C.J.: Educating effective engineering designers: the role of reflective practice. Des. Stud. 24(3) 2003

    Google Scholar 

  2. Manifesto for Agile Software Development. 2001, https://agilemanifesto.org. Access Jan 2019

  3. Barton, N.H., Briggs, D.E.G., Eisen, J.A., Goldstein, D.B., Patel, N.H.: Evolution. Cold Spring Harbor Laboratory Press, Cold Spring Harbor (2007)

    Google Scholar 

  4. Bennetta, N., Lemoine, G.J.: What a difference a word makes: understanding threats to performance in a VUCA world. Bus. Horiz. 57(3), 311–317 (2014)

    Google Scholar 

  5. Björk, E.: Insider action research applied on development of assistive products. Ph.D. thesis, Otto-von-Guericke-University, Magdeburg, Germany (2003)

    Google Scholar 

  6. Björk, E.: Why did it take four times longer. Int. J. Technol. Disabil 21(4), 159–170 (2009)

    Google Scholar 

  7. Boehm, B.: A spiral model of software development and enhancement. IEEE Comput. 21(5), 61–72 (1988)

    Article  Google Scholar 

  8. Briede-Westermeyer, J.C., Pérez-Villalobos, C., Bastías-Vega, N., Bustamante-Durán, C., Olivera-Morales, P., Parra-Ponce, P., Delgado-Rivera, M., Cabello-Mora, M., Campos-Cerda, I.: Interdisciplinary experience for the design of health care products. Rev. Med. Chile 145, 1289–1299 (2017)

    Google Scholar 

  9. Burchardt, C.: Ein erweitertes Konzept für die Integrierte Produktentwicklung. Dissertation Otto-von-Guericke-Universität Magdeburg (2001)

    Google Scholar 

  10. Buxton, B.: Sketching user experiences: getting the design right and the right design, 448 pages. Morgan Kaufmann Burlington, MA (2007)

    Google Scholar 

  11. Briede-Westermeyer, J.C., Leal-Figueroa, I., Pérez-Villalobos, C.: Designers, are they stars of facilitators of interdisciplinary work? The co-creation and consensus in the design of products for elderly. Revista 180(40), 20–29 (2017)

    Google Scholar 

  12. Clarke, P.M., O’Connor, R.V., Yilmaz, M.: In search of the origins and enduring impact of Agile software development, ICSSP ‘18, Gothenburg, Sweden (2018)

    Google Scholar 

  13. Cooper, R.G.: Winning at new products. Addison-Wesley Pub. Co., Reading (1986)

    Google Scholar 

  14. Cooper, R.G.: Top oder Flop in der Produktentwicklung - Erfolgsstrategien: Von der Idee zum Launch. Wiley-VCH-Verlag, Weinheim (2002)

    Google Scholar 

  15. Crilly, N.: The structure of design revolutions: Kuhnian paradigm shifts in creative problem solving. Des. Issues 26(1), 54–66 (2010)

    Google Scholar 

  16. Dahm, M., Haindl, Chr.: Lean management six sigma—Qualität und Wirtschaftlichkeit in der Wettbewerbsstrategie. Schmidt Verlag, Berlin (2009)

    Google Scholar 

  17. Design Council: The design process. The ‘double diamond’ design process model. 2005. http://webarchive.nationalarchives.gov.uk/20080821115409/designcouncil.org.uk/en/about-design/managingdesign/the-study-of-the-design-process/, Zugriff 5. Juni 2016

  18. Design Council: Eleven lessons: Managing design in eleven global companies. 2007. https://webarchive.nationalarchives.gov.uk/20080821071149/http://www.designcouncil.org.uk/Documents/About%20design/Eleven%20Lessons/Desk%20Research%20Report.pdf, Zugriff 4. Juli 2019

  19. DIN 69901, Projektmanagement – Projektmanagementsysteme. Beuth, Berlin (2009)

    Google Scholar 

  20. Dörner, D.: Gruppenverhalten im Konstruktionsprozess, In: VDI-Berichte Nr. 1120, VDI-Verlag Düsseldorf, Seite 27–38 (1994)

    Google Scholar 

  21. Drain, A., Shekar, A., Grigg, N.: Involve me and I’ll understand: creative capacity building for participatory design with rural Cambodian farmers. CoDesign, https://doi.org/10.1080/15710882.2015.1399147, (2017)

  22. Ehrlenspiel, K., Meerkamm, H.: Integrierte Produktentwicklung, fünfte überarbeitete und erweiterte Auflage. Carl Hanser Verlag München (2013)

    Google Scholar 

  23. Ehrlenspiel, K.: Integrierte Produktentwicklung, dritte aktualisierte Auflage. Carl Hanser Verlag München (2007)

    Google Scholar 

  24. Richtlinie 85/374/EU des Rates der Europäischen Union vom 25. Juli 1985: Haftung für fehlerhafte Produkte. Erlassen am 25. Juli 1985. Inkrafttreten als Bundesgesetz in der Bundesrepublik Deutschland am 01. Januar (1990)

    Google Scholar 

  25. Freisleben, D.: Gestaltung und Optimierung von Produktentwicklungsprozessen mit einem wissensbasierten Vorgehensmodell. Dissertation Otto-von-Guericke-Universität Magdeburg (2001)

    Google Scholar 

  26. Fricke, G.: Successful individual approaches in engineering design. Res. Eng. Des. 8(3), 151–165 (1996)

    Google Scholar 

  27. Freund, J., Rücker, B., Henninger, T.: Praxishandbuch BPMN 2.0, 2. aktualisierte Auflage 2010, Hanser München, pp. 8–17, 28 (2010)

    Google Scholar 

  28. Gero, J. S., Kannengiesser, U.: The situated function–behaviour–structure framework. Des. Stud. 25(4), 373–391 (2004)

    Google Scholar 

  29. Grochla, E.: Unternehmensorganisation: neue Ansätze und Konzeptionen. Westdeutsche Verlagsgesellschaft, Hamburg/Opladen (1983)

    Google Scholar 

  30. Extreme-programming. https://www.slideshare.net/bilalhashmishah/extreme-programming-12836919. Access 18 Juli 2019

  31. Highsmith, J.: Agile project management: creating innovative products. Addison Wesley, USA, 2004 and 2009

    Google Scholar 

  32. Hock, T.: Integrated product development. In: Proceedings in Engineering Science 22. Seite 189–198. Indian Academy of Science, Bangalore (1997)

    Google Scholar 

  33. Holmdahl, L: Complexity aspects of product development, Ph.D. thesis, Otto-von-Guericke-University, Magdeburg (2007)

    Google Scholar 

  34. Hoda, R., Salleh, N., Grundy, J.: The rise and evolution of Agile software development. IEEE Softw. (2018)

    Google Scholar 

  35. Heck, Rittiner, Steinert, Meboldt Iteration-based performance measurement in the fuzzy front end of PDPs. Proc. CIRP 2016, Elsevier 50(2016), 14–19 (2016)

    Google Scholar 

  36. Hesmer, A., Trebels, J., Wiesner, S., Brenken, B., Thoben, K.-D: Introducing a co-creative innovation environment for extended products. In: 17th International Conference on Concurrent Enterprising, pp. 1–8, Aachen (2011)

    Google Scholar 

  37. Hubka, V., Eder, W.E.: Theory of technical systems and engineering design synthesis. In: Engineering Design Synthesis, pp. 49–66. Springer, London (2002)

    Google Scholar 

  38. Jansen, St. A.: Die Enkel-Tauglichkeit kommt wieder. Interview in brand eins 21(2019)11, S. 100–101 (2019)

    Google Scholar 

  39. Juran, J.M.: Quality Control Handbook. McGraw-Hill, New York (1951)

    Google Scholar 

  40. Kannapan, S.M.; Bell, D.G.; Taylor, D.L.: Structuring information and coordinating teams in product development. In: 5th International Conference on Design Theory and Methodology, Seite 233–242, Albuquerque (1993)

    Google Scholar 

  41. http://kshitijyelkar.blogspot.com/2015/11/the-agile-scrum-framework.html. Access July 17 2019

  42. Küstenmacher, W.T., Seiwert, L.J.: Simplify your life. Knaur München (2008)

    Google Scholar 

  43. Lancaster, J.: Making Time. Lillian Moller Gilbreth – A Life Beyond “Cheaper by the Dozen”. Northeastern University Press, Hanover, USA (2004)

    Google Scholar 

  44. Landgraff, R.L.: The Cross Functional Team Approach to Product Development. Conference on Managing in a Global Competitive Environment, Seite 45–48, Pittsburgh (1989)

    Google Scholar 

  45. Lange, K.W.: Das Recht der Netzwerke - Moderne Formen der Zusammenarbeit in Produktion und Vertrieb. Verlag Recht und Wirtschaft, Heidelberg (1998)

    Google Scholar 

  46. Day to day life on an XP team. https://www.laramind.com. Access July 18, 2019

  47. Laseau, P.: Graphic Problem Solving for Architects and Designers. Wiley, New York (1986)

    Google Scholar 

  48. Lawson, B.: What Designers Know. Routledge, New York (2004)

    Google Scholar 

  49. Lettl, C., Hienerth, C., Gemuenden, H.G.: Exploring how lead users develop radical innovation. Opportunity recognition and exploitation in the field of medical equipment technology. IEEE Trans. Eng. Manag. 55(2), 219–233 (2008)

    Google Scholar 

  50. Le Moigne, J.L.: La modélisation des systèmes complexes, Dunod Ed., France (1990)

    Google Scholar 

  51. Lindlöf, L., Furuhjelm, J.: Agile beyond software—a study of a large scale Agile initiative, DESIGN 2018, Dubrovnic Croatia (2018)

    Google Scholar 

  52. Lindemann, U.: Methodische Entwicklung technischer Produkte – Methoden flexibel und situationsgerecht anwenden. Springer, Heidelberg (2009)

    Book  Google Scholar 

  53. Lotter, W.: Der Durchblick – die alte Welt wollte Komplexität immer nur reduzieren. Die neue erschließt sie. brand eine 21(7), S. 34–39 (2019)

    Google Scholar 

  54. Meerkamm, H.: Integrierte Produktentwicklung im Spannungsfeld von Kosten-, Zeit- und Qualitätsmanagement. VDI-Bericht 1136 VDI-Verlag Düsseldorf, S. 1–13 (1994)

    Google Scholar 

  55. Mekhilef, M., Stal Le Cardinal, J.: a pragmatic methodology to capture and analyse decision dysfunctions in development projects. Technovation 25(4), 407–420 (2005)

    Google Scholar 

  56. Møller, L., Tollestrup, C.: Creating shared understanding in product development teams. How to ‘Build the Beginning’, 134 pages. Springer, London. https://doi.org/10.1007/978-1-4471-4180-8 (2013)

  57. Moultrie, J.: Understanding and classifying the role of design demonstrators in scientific exploration. Technovation 43–44, 1–16 (2015)

    Article  Google Scholar 

  58. Neutschel, B.: Adaption des generischen Prozessmodells der Integrierten Produktentwicklung für den Industrieeinsatz. Interner Bericht LMI (2010)

    Google Scholar 

  59. Newman, D.: The Process of Design Squiggle. Nicht datiert, ca. https://creativecommons.org/licenses/by-nd/3.0/us/legalcode. https://thedesignsquiggle.com/, Zugriff 26. Mai (2019)

  60. Norman, D.A., Verganti, R.: Incremental and radical innovation. Design research vs. technology and meaning change. Des. Issues 30(1), 78–96

    Google Scholar 

  61. Orcik A., Tekic Z., Anisic Z.: Customer co-creation throughout the product life cycle. Int. J. Indus. Eng. Manag. (IJIEM) 4(1), 43–49 (2013)

    Google Scholar 

  62. Ottosson, S., Kolla, S.S.V.K.: Which product development method is best for need-based new product development? In: Vajna, S. (ed.) 11th International Workshop on Integrated Design Engineering, pp. 145–155, Magdeburg (2017)

    Google Scholar 

  63. Ottosson, S.: Participation action research—a key to improved knowledge of management. Technovation—Int. J. Technol. Innov. Entrepreneurship 23, 87–94 (2003)

    Google Scholar 

  64. Ottosson, S.: dynamic product development—DPD. Technovation—Int. J. Technol. Innov. Entrepreneurship 24, 179–186 (2004)

    Google Scholar 

  65. Ottosson, S.: Frontline Innovation Management (zweite Auflage). Tervix Göteborg (2013)

    Google Scholar 

  66. Ottosson, S.: Developing Sustainable Product Innovations. Tervix Göteborg (2016)

    Google Scholar 

  67. Ottosson, S.: Developing and Managing Innovation in a Fast Changing and Complex World: Benefiting from Dynamic Principles. Springer Nature (2018)

    Google Scholar 

  68. Oxford Handbooks online, Chapter “A Theory of ‘Agencing’: On Michel Callon’s Contribution to Organizational Knowledge and Practice” (by Franck Cochoy). http://www.oxfordhandbooks.com/view/10.1093/oxfordhb/9780199671083.001.0001/oxfordhb-9780199671083-e-006. Access 2 Apr 2019

  69. Pahl, G.: Neue Organisationsformen mit Teamarbeit. 21. Kolloquium Konstruktionstechnik: Zeitgemäßer Produktentwicklungsprozess, Magdeburg (1997)

    Google Scholar 

  70. Pikkarainen, M., Haikara, J., Salo, O., Abrahamsson, P., Still, J.: The impact of agile practices on communication in software development. Empirical Softw. Eng. 303–337 (2008)

    Google Scholar 

  71. Project Management Institute, Inc. (ed.): A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th edn. Project Management Institute, Inc., Newtown Square, PA, USA (2013)

    Google Scholar 

  72. Project Management Institute, Inc. (ed.): Practice Standard for Work Breakdown Structures, 3rd edn. Project Management Institute, Inc., Newtown Square, PA, USA (2019)

    Google Scholar 

  73. Prinzler, H.: Lean Development—Das 9 „P“-Modell. Zusammenhang zwischen den wesentlichen Prozessschritten im Produktenstehungsprozess. In Marcus Evans (Herausgeber): Optimierung des Engineering-Prozesses in produzierenden Unternehmen, Düsseldorf (2011)

    Google Scholar 

  74. Ramaswamya, V., Ozcan, K.: What is co-creation? An interactional creation framework and its implications for value creation. J. Bus. Res. 84(2018), 196–205 (2018)

    Article  Google Scholar 

  75. Roth, K.: Konstruieren mit Konstruktionskatalogen. Springer, Berlin (1982)

    Book  Google Scholar 

  76. Royce, W.: Managing the development of large software systems: Concepts and techniques. Western Electric show and Convention Technical Papers, (1970)

    Google Scholar 

  77. Russo-Spena, T., Mele, C.: “Five Co-s” in innovating: A practice-based view. J. Service Manag. 23(4), 527–553 (2012)

    Google Scholar 

  78. Sanders, E.B.-N., Brandt, E., Binder, T.: A framework for organizing the tools and techniques of participatory design. In: Proceeding PDC ‘10 Proceedings of the 11th Biennial Participatory Design Conference Sydney, pp. 195–198, Australia (2010)

    Google Scholar 

  79. Schmidt, T.S., Atzberger, A., Gerling, C., Schrof, J., Weiss, S. Paetzold, K.: Agile development of physical products: an empirical study about potential transition and applicability, ISBN: 978-3-943207-38-5, Available at: www.unibw.de/itpe, Report 2019, University of the German Federal Armed Forces, Munich, Germany (2019)

  80. Sanders, E.B.-N.: Is sustainable innovation an oxymoron? In: Stebbing, P., Tischner, U. (eds.) Changing Paradigms: Designing for a Sustainable Future, Birkhäuser Publishers (BIRD Series) (2019)

    Google Scholar 

  81. Sanders, L., Simons, G.: A social vision for value co-creation in design. In: Open Source Business Resource (2009)

    Google Scholar 

  82. Sanders, E.B.-N., Stappers, P.J.: Co-creation and the new landscapes of design. Co-Des. 4(1), 5–18 (2008)

    Google Scholar 

  83. Schabacker, M.: Bewertung der Nutzen neuer Technologien in der Produktentwicklung. Dissertation Otto-von-Guericke-Universität Magdeburg (2001)

    Google Scholar 

  84. Schwaber, K.: SCRUM development process. In: 10th Annual Conference on Object-Oriented Programming Systems, Languages and Applications (1995)

    Google Scholar 

  85. Schwartz, T.: The magic of doing one thing at a time. In: Harvard Business Review. March 14, 2012. https://hbr.org/2012/03/the-magic-of-doing-one-thing-a.html#, Zugriff 13. April 2019

  86. www.scruminc.com. Access 17 July 2019

  87. Scrum-Scrum.: https://www.scruminc.com/scrum-of-scrums/. Access Apr 2019

  88. Simonton, D.K.: Creativity as blind variation and selective retention. Is the creative process Darwinian? In: Psychological Inquiry, pp. 309–328 (1999)

    Google Scholar 

  89. https://slidemodel.com/templates/extreme-programming-powerpoint-templates. Access 18 July 2019

  90. Stal-Le Cardinal, J.: Approche systémique de la prise de décision en entreprise. Thèse de Doctorat, École Centrale Paris (2009)

    Google Scholar 

  91. Stevanović, M., Marjanović, D., Štorga, M.: Managing the process of preparation for product development - ideas assessment and evaluation. In: Marjanovic, D., Storga, M. (eds.) Proceedings of DESIGN 2016 Dubrovnik, Zagreb 2016 (DS 84), pp. 1155–1164 (2016)

    Google Scholar 

  92. Stark, J., Vajna, S.: Business Process Reengineering vor der Einführung eines EDM-Systems. Océ GmbH Mülheim (1996)

    Google Scholar 

  93. Surendra, N.C., Nazir, S.: Agile development: exploring what practitioners want to know. J. Softw. Eng. Appl. 11, 1–11 (2018)

    Article  Google Scholar 

  94. Szélig, N., Schabacker, M., Vajna, S.: Suitable methods for process modeling and process optimization. In: Lindemann, U., Venkatraman, S., Kim, Y.S., Lee, S.W. (Herausgeber): Proceedings of ICED 13, Seoul Korea, Vortrag 176 (2013)

    Google Scholar 

  95. Tuckman, B.: Developmental sequences in small groups. Psychol. Bull. 63, 348–399 (1965)

    Article  Google Scholar 

  96. Vajna, S.: Dynamic process navigation. In: Penninger, A.: Proceedings of 9th International Conference on Heat Engines and Environmental Protection, Seite 229–240 (2009)

    Google Scholar 

  97. Vajna, S., Kittel, K., Bercsey, T.: Designing the solution space for the Autogenetic Design Theory (ADT). In: Marjanovic, D., Storga, M., Pavkovic, N., Bojcetic, N. (Eds.): Proceedings of DESIGN 2010, the 11th International Design Conference. Dubrovnik, pp. 1441–1450 (2010)

    Google Scholar 

  98. Vajna, S., Clement, S., Jordan, A., Bercsey, T.: The autogenetic design theory. An evolutionary view of the design process. J. Eng. Des. 16(4), 423–440

    Google Scholar 

  99. VDI-Richtlinie 2222 Blatt 1: Konstruktionsmethodik – Methodisches Entwickeln von Lösungsprinzipien. VDI, Düsseldorf (1997)

    Google Scholar 

  100. Vier, C.: Unternehmenstransformation und Netzwerkorganisation. Verlag Paul Haupt, Bern (1996)

    Google Scholar 

  101. Vajna, S., Weber, C., Zeman, K., Hehenberger, P., Gerhard, D., Wartzack, S.: CAx für Ingenieure, eine praxisbezogene Einführung, 3. Auflage. Springer, Heidelberg (2018)

    Google Scholar 

  102. Wahrig, G.: Deutsches Wörterbuch. Bertelsmann Lexikon-Verlag Gütersloh (1978)

    Google Scholar 

  103. Wainwright, H.: Prinzipien und Herausforderungen. Rosa Luxemburg Stiftung 2007, https://www.rosalux.de/publikation/id/1460/prinzipien-und-herausforderungen. Access 28 July 2019

  104. Walton, M.: Strategies for Lean Product Development. Lean Aerospace Initiative, MIT Boston, Center for Technology, Policy, and Industrial Development (1999)

    Google Scholar 

  105. Wiendahl, H.P.: Betriebsorganisation für Ingenieure, 8. überarbeitete Auflage. Hanser (2014)

    Google Scholar 

  106. XP.: http://www.extremeprogramming.org/ Access Apr 2019

  107. Zwicky, F.: Entdecken. Forschen im morphologischen Weltbild, Droemer Knaur Verlag München Zürich, Erfinden (1966)

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to S. Vajna .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2020 Springer Nature Switzerland AG

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Vajna, S., Ottosson, S., Rothkötter, S., Stal-Le Cardinal, J., Briede-Westermeyer, J.C. (2020). Integration of Processes and Organizations. In: Vajna, S. (eds) Integrated Design Engineering. Springer, Cham. https://doi.org/10.1007/978-3-030-19357-7_15

Download citation

  • DOI: https://doi.org/10.1007/978-3-030-19357-7_15

  • Published:

  • Publisher Name: Springer, Cham

  • Print ISBN: 978-3-030-19356-0

  • Online ISBN: 978-3-030-19357-7

  • eBook Packages: EngineeringEngineering (R0)

Publish with us

Policies and ethics