Jean Renaud

Improvement of the Design Process through Knowledge Capitalization: an Approach by Know-how Mapping

The remark most often made about knowledge capitalization is that the tools and approaches used take a long time to implement. Today, time is of the essence and products have to be designed rapidly with simple, less determinist tools that are not only more communicative and operational but also favor collective rather than individual learning. For a number of years we have focused on designing a generic method of knowledge capitalization that would contribute to shortening the time needed to design products. We integrated three steps in our approach: identification and extraction of knowledge, modeling, and validating. We tested this approach from five different points of view which enabled us to build five specific approaches. This paper presents one of these approaches, based on the point of view of an expert in manufacturing. At each phase of the approach we propose tools and models for knowledge capitalization.

Innovation in low tech SMBs: evidence of a necessary constructivist approach

Abstract This survey demonstrates a necessary constructivist approach in SMB innovation management. Authors base their study on an anthropological type approach. More precisely, they analyse innovative project evolution within a firm panel of ten. They point out that various strategies are applied by top management during the project. They demonstrate the non-existence of a single ideal new product development process. Consequently the project managers capacity to select and order the design activities influences success rates. As variability constitutes a major criterion in innovation modelization, it appears that success depends also on the ability of managers to identify and seize opportunities at any moment.

Maps of Dispersions for Machining Processes

During product design, the design office defines dimensional and geometrical parameters according to the use criteria and product functionality. The manufacturing department must integrate the manufacturing and the workpiece position dispersions during the choice of tools and the machine operating modes and parameter values to respect the functional constraints. In this article, the authors suggest a model for the turning dispersions taking into account not only geometrical specifications of position or orientation, but also the experience of method actors. A representation using the principle of know-how maps in two or three dimensions is privileged. The most interesting aspect is that these maps include tacit and explicit knowledge. An experimental study realized on a machine tool (HES 300) allows one to elaborate knowledge maps especially for the turning process.

Past Projects Memory: Knowledge Capitalization from the Early Phases of Innovative Projects

In order to improve the innovation process, concurrent engineering may be associated with knowledge capitalization methods. The objective is to reuse knowledge having emerged during previous innovative projects. This article brings a methodological contribution to project feedback within new product development tasks. First, the interests of project feedback activities are underlined. More particularly, the impact of project feedback on knowledge management cycles is discussed. Then, a methodology based on a specific information extraction approach from past projects is detailed. The TRIZ theory constitutes the theoretical background of this research. An experiment in the field of machinery development is presented. To conclude, this article discusses the assets and limits of the approach and gives some practical advice concerning the use of memorized data within innovative projects.

Design Process Modeling of Process Planning for Flexible Lines Based on Conceptual Graphs and Design Rules. Applied to Cylinder Head Machining

Process planning for mass-produced parts in the manufacturing industry requires a long and critical approach as both product/process data interaction and technical and cost-effectiveness parameters are crucial. Within the RENAULT Powertrain Division, the scope of our research work is to define process plans for prismatic parts machined on flexible production lines. A process plan is the outcome of a constraints analysis based on quality, cost, lead time, strategy and innovation goals. The first step of our work consists in identifying and formalizing any constraints: manufacturing process constraints (machining, assembly, etc.), product geometry, functional constraints (camshaft bearing lines, combustion face, etc.) and production constraints (volume, mix, etc.). Using conceptual graphs associated with the Design Rules methodology enables us to view precisely several functional conditions to be met for a product. One of the key features of the Design Rules methodology is to provide feasibility areas used to assess whether a product may or not be machined on a production line. In addition conceptual models are also used to identify and set procedural rules to limit technical risks and re-use already developed practical skills.

Towards a Constructivist Approach of Technological Innovation Management

Abstract: This chapter describes a constructivist approach to the understanding of technological innovation management within French SMEs. Firstly, it presents findings from technological innovation surveys in French SMEs and analyzes the emerging trends (e.g. the non-existence of a single ideal new product development process, a high degree of variability of technological evolution, and the importance of cognitive aspects). Secondly it describes a constructivist approach and its key aspects (e.g. development of a value-oriented strategy; a systemic vision of innovation management through its three levels: strategy, piloting, and sparking), as well as limitations of current practices in different kind of French SMEs.

Knowledge Capitalization and Time Reduction within Concurrent Engineering Concepts: Some Applications

This survey presents a new approach aimed at reducing time within new product development processes. The authors have based their proposition on four stages: formalization of the existing decision-making process, improvement of the decision-making process and memorization of know-how. The results of an experimentation using a panel of five firms are described. Among other, the following outcomes can be cited, considering decision-making is efficient in terms of modelization, participation remains necessary and some decisions can be made early in the process.