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Method for a Systematic Evaluation of Advanced Complexity Management Maturity

机译:系统的高级复杂度管理成熟度评估方法

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Dealing with the strongly increasing complexity of the company itself and its environment has become a key competitive factor. Companies can only face the progressively increasing external complexity in global markets with an appropriate “healthy” internal complexity. It inevitably has to be adapted to market demands. If the internal complexity is too low, the external complexity cannot be mastered sufficiently. The complexity management in the company is therefore not effective. If the internal perspective is too high, the company thus has unnecessary efforts and the complexity management is not efficient. The complexity within socio-technical organizations such as e.g. value networks or industrial companies is characterized by the difficulties and turbulences encountered in daily business and can be described by four dimensions: variety, heterogeneity, dynamics and non-transparency. Most companies have not introduced or implemented a complexity management system in order to deal with these issues yet. Many companies do not know if the used management activities are efficient, effective and adequate. Therefore, companies have to be reviewed and evaluated regarding their complexity management maturity. Maturity models can be used to support the analysis and assessment of skills and development levels of products, processes or organizations. Such competence models are using defined levels of maturity, which can be used to describe the different achievable skill levels. Maturity models for the purposes of evaluation issues have several benefits such as finding vulnerabilities and identifying improvement measures, a better control over costs and time or an earlier and more accurate predictable release and introduction of complexity management activities. This paper presents basics of an advanced Complexity Management as well as an approach for a systematic evaluation of advanced Complexity Management maturity, describing the different levels and taking into account recommendations to increase the degree of maturity.
机译:处理公司自身及其环境日益复杂的问题已成为关键的竞争因素。公司只有面对适当的“健康”内部复杂性,才能面对全球市场日益增加的外部复杂性。它不可避免地必须适应市场需求。如果内部复杂度太低,则无法充分掌握外部复杂度。因此,公司的复杂性管理无效。如果内部观点过高,则公司将付出不必要的努力,并且复杂性管理效率不高。社会技术组织内部的复杂性,例如价值网络或工业公司的特点是在日常业务中遇到的困难和动荡,可以用四个维度来描述:多样性,异质性,动态性和非透明性。为了解决这些问题,大多数公司尚未引入或实施复杂性管理系统。许多公司不知道所使用的管理活动是否有效,有效和充分。因此,必须对公司的复杂性管理成熟度进行审查和评估。成熟度模型可用于支持对产品,流程或组织的技能和开发水平的分析和评估。此类能力模型使用定义的成熟度级别,该成熟度级别可用于描述不同的可达到的技能级别。用于评估问题的成熟度模型具有许多好处,例如发现漏洞和确定改进措施,更好地控制成本和时间,或者更早,更准确地预测和发布复杂性管理活动。本文介绍了高级复杂性管理的基础知识,以及对高级复杂性管理成熟度进行系统评估的方法,描述了不同的级别并考虑了提高成熟度的建议。

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