6.3 Suspended Ceiling Design Process - Bilkent University

Browning, 1998) found that additional faster iterations are significantly
correlated with faster design development. Fewer iterations result from
improving the structure of design processes e.g. activity decoupling and
improved activity sequencing. However, fewer iterations can mean lower
design performance. They make sense if each one is of sufficient
productivity to ensure acceptable output. Faster iterations are
advantageous only if each activity can be accelerated while continuing to
produce satisfactory outputs (Browning, 1998).
There are a number of techniques for managing iterations such as the
design structure matrix, team problem solving, cross functional teams,
shared range of acceptable solutions, shared incomplete information,
reduced batch sizes, team pull scheduling, concurrent design, deferred
commitment, least commitment, set-based vs. point-based design, and
overdesign (Ballard, 2000). Except the design structure matrix method, all
of those techniques take a “communication and negotiation” approach.
They basically aim to improve communication among the participants and
to approximate the possible range of design solutions. However, the
design structure matrix is a structured approach, which aims to provide
explicit definitions of iterations in order to deal with them accordingly.
Rouibah and Caskey (2003) define four aspects of an effective design
change management system:
1. Tracking the iteration’s impact on the system elements.
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