Josef Oehmen

Understanding the Front-end of Large-scale Engineering Programs☆

Abstract Large engineering programs like sociotechnical infrastructure constructions of airports, plant constructions, or the development of radically innovative, high-tech industrial products such as electric vehicles or aircraft are affected by a number of serious risks, and subsequently commonly suffer from large cost overruns. Significant problems in program execution can be traced back to practices performed, or more frequently not performed, in the so-called “fuzzy front end” of the program. The lack of sufficient and effective efforts in the early stages of a program can result in unstable, unclear and incomplete requirements, unclear roles and responsibilities within the program organization, insufficient planning, and unproductive tensions between program management and systems engineering. This study intends to clarify the importance of up-front planning to improve program performance, to propose a model for the front-end of large-scale engineering programs based on a review of existing, suitable models in literature and to better understand the complexity drivers that are impeding reliable planning and common planning mistakes made in large-scale engineering programs.

Extension of internationalisation models: drivers and processes for the globalisation of product development – a comparison of Danish and Chinese engineering firms

Abstract This paper develops an extension to established production- and supply chain management focused internationalisation models. It applies explorative case studies in Danish and Chinese engineering firms to discover how the globalisation process of product development differs from Danish and Chinese perspectives. The paper uses internationalisation and global product development theory to explain similarities and differences in the approaches. Grounded in case study results, a new model for internationalisation is proposed. The new model expands the internationalisation process model to include steps of product development and collaborative distributed development beyond sourcing, sales and production elements. The paper then provides propositions for how to further develop the suggested model, and how western companies can learn from the Chinese approaches, and globalise their product development activities from the front end of the value chain rather than from the back-end.

Designing Workshops for the Introduction of Lean Enablers to Engineering Programs

Abstract There is a large and growing body of knowledge regarding so-called Lean best practices, including most recently in the area of program management and systems engineering. However, there is little elaboration of how these documented best practices are to be introduced to a professional workforce. One way of introducing new practices to a workforce is through the use of training workshops. Such workshops often emerge from training programs or consulting arrangements, but there is no well-defined method or framework to systematically design workshops for the implementation of a new body of knowledge. This study focuses on the development of a framework that facilitates the systematic design of workshops focused specifically on the introduction of Lean principles and practices to program management and the professional workforce in a program environment. The framework is based on a thorough review of literature on training, workshop delivery, and Lean principles, as well as empirical evidence obtained from data collection and interactions with training professionals from industry. The framework provides a systematic design process for workshops, including: a) the assessment of the need for a workshop, b) the definition of workshop goals and objectives, c) the definition of workshop topics, d) the development of an agenda and the theoretical content of the workshops, and e) the selection of the right teaching techniques as well as the right simulations and active learning devices. In each of these steps the framework provides content for the prospective educators. The framework is embodied in an Excel-based tool that allows the user to quickly assemble a structure for the workshop, including the topic, an agenda and defined goals, and also the theoretical content about the Lean principles. Another element of the framework is the designation of the organizational hierarchy levels to be addressed, with educational techniques adapted to each level. The framework was validated through interactions with training professionals in a large automobile manufacturer, and using subject matter experts from a variety of industrial sectors.