By Topic

Strategies and performance improvement for computer-assisted design

Sign In

Cookies must be enabled to login.After enabling cookies , please use refresh or reload or ctrl+f5 on the browser for the login options.

Formats Non-Member Member
$31 $13
Learn how you can qualify for the best price for this item!
Become an IEEE Member or Subscribe to
IEEE Xplore for exclusive pricing!
close button

puzzle piece

IEEE membership options for an individual and IEEE Xplore subscriptions for an organization offer the most affordable access to essential journal articles, conference papers, standards, eBooks, and eLearning courses.

Learn more about:

IEEE membership

IEEE Xplore subscriptions

2 Author(s)
Gagnon, Roger J. ; Faculty of Management Sciences, College of Administrative Science, The Ohio State University, Columbus, OH 43210-1399 ; Mantel, Samuel J.

Firms can obtain computer-assisted design (CAD) capability through the use of engineering consultants, in-house development of the technology, or some combination of internal staff and external consultants. Four realistic strategies with different degrees of external consultant involvement which firms can utilize to attain CAD technology are identified. Through the cooperation of two nationally recognized CAD engineering consulting firms, six projects completed for client firms within the durable parts/durable good (DP/DG) industries were studied. Performance improvement estimates for successive similar projects were obtained for each strategy from the consulting firm personnel and from the client firm personnel assigned to the original projects. Mathematical descriptions of these perceived performance improvement curves (PPIC) were established and the rates of performance improvement calculated. These were examined to determine if the performance improvement changed depending upon: 1) the strategy selected to obtain the CAD technology and 2) who (consulting or client firm personnel) provided the data. The factors which the client firm and the consulting firm personnel felt would be significant in influencing the performance improvement are reported and compared. Implications from the findings are discussed and areas for future research are proposed.

Published in:

Engineering Management, IEEE Transactions on  (Volume:EM-34 ,  Issue: 4 )