Resource deployment

The process owner should represent and interpret these metrics to the organizations leadership. The metric output from a process is the basis for management and leadership s action in resource deployment and approval of continuous improvement projects. Key operating parameters such as number of nonconformances and regulatory observations against the process should be tracked and factored into the maturity of the process. 

For instance, there are some people who believe that discovery is more exiting and highly valued than other aspects of research in the development process. In these cases the people are square pegs in round holes. It is therefore very important to move the individual to an area that matches his or her profile, on both skill set and mindset. Proper resource deployment is critical for rapid innovation. 

Cohen MA, Lee HL (1989) Resource Deployment Analysis of Global Manufacturing and Distribution Networks. Journal of Manufacturing and Operations Management 2 81-104... 

The key nodes include forming common knowledge by mobilizing ideology, optimizing resources deployment by analyzing restriction elements. 

Cohen, M.A., Lee, H.L. (1989). Resource deployment analysis of global manufacturing and distribution networks. Journal of Manufacturing and Operations Management, 2, 81-104. 

Product design Is any engineering duplicative Is the wheel being reinvented Are design resources deployed to maximize commercial potential ... 

Table S Resources deployed by embedded lead users in tbe innovation process...

Justify additional control measures and resources deployment... 

Optimization of resource deployment for improvement of control measures, as it can identify traceahility of failure progression path for single failure. 

Justification Whenever any additional resource deployments are done, they need to he well-justified so that corporate management people are well-aware of the situation, and also convinced about the recommendations, etc. 

Disciplined Approach to Problem Definition Specific technical objectives Quality function deployment or similar process Acquisition of background, literature, etc Networked to many technology resources Scientific Method... 

Resources are not limited to human resources, as stated in Part 2 Chapter 1. You need to ensure that the design groups are equipped with the necessary design tools, equipment, and facilities with which to execute the tasks. Once you have asked each group to propose how they are to meet the requirements, you then need to ensure that they have the capability of doing so. This is less of a problem in-house as with subcontractors. Due to their remoteness and the keen competition, they may make claims they cannot fulfill. In controlling the design you need to ensure that adequate resources are deployed by the subcontractors and to do this pre-contract surveys and assessments need to be performed. This is implied in clause 4.6. 

One way to approach this task is to identify categories of resources and define broad parameters for their deployment for management s review. This will provide executives with a general sense of what the PSM initiative will require, without committing themselves—or the company—prematurely. 

The classification structure for PIFs used in this chapter is based on the model of human error as arising from a mismatch between demands and resources which was described in Chapter 1, Section 1.6 (Figure 1.6). In this model demands were seen as requirements for human performance which arise from the characteristics of the process environment (e.g., the need to monitor a panel or to be able to fix a seal in a flange) and the nature of the human capabilities to satisfy these demands (e.g., skills of perception, thinking, and physical action). These demands are met by the individual and group resources of personnel and the extent to which the design of the task allows these resources to be effectively deployed. Where demands exceeded resources, errors could be expected to occur. 

When the project begins to fall behind in schedule, three alternatives may correct the problem. The first is to examine the work remaining to be done and decide whether the lost time can be recovered in the next steps. If this is not feasible, consider offering an incentive for on-time completion of the project. The incentive could be justified if you compare this expenditure to potential losses due to late completion. Finally, consider deploying more resources. This too will cost more, but may offset further losses from delayed completion. 

Deploy more resources You may need to put more people or machines on the project to meet a critical schedule. Increased costs must be weighed against the importance of the deadline. X X... 

If the material has sufficient intrinsic property enhancement, newly designed parts can allow for the optimal utility of the material. Again, if sufficient market develops, resources can be deployed to optimize the... 

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