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Journal articles on the topic 'Design change'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

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1

Clarkson, P. John, Caroline Simons, and Claudia Eckert. "Predicting Change Propagation in Complex Design." Journal of Mechanical Design 126, no. 5 (September 1, 2004): 788–97. http://dx.doi.org/10.1115/1.1765117.

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In redesign and design for customization, products are changed. During this process a change to one part of the product will, in most cases, result in changes to other parts. The prediction of such change provides a significant challenge in the management of redesign and customization of complex products where many change propagation paths may be possible. This paper reports on an analysis of change behavior based on a case study in Westland Helicopters of rotorcraft design; the development of mathematical models to predict the risk of change propagation in terms of likelihood and impact of change; and the development of a prototype computer support tool to calculate such information for a specific product. With knowledge of likely change propagation paths and their impact on the delivery of the product, design effort can be directed towards avoiding change to “expensive” sub-systems and, where possible, allowing change where it is easier to implement while still achieving the overall changes required.

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2

White, Beth. "Design For Change." Design Journal 22, sup1 (April 1, 2019): 2175–76. http://dx.doi.org/10.1080/14606925.2019.1595461.

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3

Brown, Tim, and Barry Katz. "Change by Design." Journal of Product Innovation Management 28, no. 3 (March 7, 2011): 381–83. http://dx.doi.org/10.1111/j.1540-5885.2011.00806.x.

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4

Egelhofer, Regina, Corinne Marizy, and Christine Bickerstaff. "On how to consider climate change in aircraft design." Meteorologische Zeitschrift 17, no. 2 (April 28, 2008): 173–79. http://dx.doi.org/10.1127/0941-2948/2008/0281.

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5

Wszołek, M., and D. Płuchowska. "To Teach Legal Design — Change Design By Design." International Journal of English and Cultural Studies 4, no. 1 (March 17, 2021): 45. http://dx.doi.org/10.11114/ijecs.v4i1.5193.

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This article is about using human orientated methods of design (e.g. design thinking) in the context of teaching design, while the role of design is changing. Design should be described as a modus operandi for every social activity that leads through solving problem. General role of design is to animate and moderate social change. In that perspective we are all designers, whether we like it or not. This specific change of design mindset shows great challenge in the new education model, where design is just a small part of study program — in this article it is explained in the context of legal study program.

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6

Willis, Anne-Marie. "Design, Politics and Change." Design Philosophy Papers 11, no. 1 (May 2013): 1–6. http://dx.doi.org/10.2752/089279313x13968799815958.

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7

Siegel, Martin A., and Jordan Beck. "Slow change interaction design." Interactions 21, no. 1 (January 2014): 28–35. http://dx.doi.org/10.1145/2542649.

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8

Kidd, M. W., and G. Thompson. "Engineering design change management." Integrated Manufacturing Systems 11, no. 1 (February 2000): 74–77. http://dx.doi.org/10.1108/09576060010303686.

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9

Baker, Eva. "Design for assessment change." European Journal of Education 53, no. 2 (May 6, 2018): 138–40. http://dx.doi.org/10.1111/ejed.12275.

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10

VanHilst, Michael, and David Notkin. "Decoupling change from design." ACM SIGSOFT Software Engineering Notes 21, no. 6 (November 1996): 58–69. http://dx.doi.org/10.1145/250707.239109.

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11

Shacham, Ofer, Omid Azizi, Megan Wachs, Stephen Richardson, and Mark Horowitz. "Rethinking Digital Design: Why Design Must Change." IEEE Micro 30, no. 6 (November 2010): 9–24. http://dx.doi.org/10.1109/mm.2010.81.

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12

Ma, Songhua, Zhaoliang Jiang, and Wenping Liu. "A design change analysis model as a change impact analysis basis for semantic design change management." Proceedings of the Institution of Mechanical Engineers, Part C: Journal of Mechanical Engineering Science 231, no. 13 (February 17, 2016): 2384–97. http://dx.doi.org/10.1177/0954406216633035.

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Lack of objective design change analysis model is a major problem for the accurate change impact prediction. To solve this problem, this paper proposes an ontology-based model named design change analysis model to organize the unstructured design properties as a basis for design change management. Design change analysis model is constructed by formalizing the mechanical design specifications in the form of design property network. Benefiting from the fine-grained organization, design change analysis model ensures the objectivity and accuracy of design change impact assessment. Since design change analysis model satisfies the attributions of small-world network, the change impact assessment should focus on more meaningful aspects including the linkage weight, node degree, and long-chain linkages of design change analysis model. With design change analysis model, the changeability of each design property which provides a quantified change propagation measurement could be evaluated. Additionally, different components could be distinguished in design change analysis model by using clustering algorithms without specializing them in advance. Design change analysis model modeled in web ontology language is a semantic enrichment model. It supports the semantic design change management due to the mathematic logic-based semantics of web ontology language and semantic web rule language. These lays a basis for updating changes among heterogeneous product development systems, and acquiring feasible change impacted properties.

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13

Buchanan, Richard. "Introduction: Design and Organizational Change." Design Issues 24, no. 1 (January 2008): 2–9. http://dx.doi.org/10.1162/desi.2008.24.1.2.

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14

Lilley, Debra, and Vicky Lofthouse. "Sustainable design education – considering design for behavioural change." Engineering Education 4, no. 1 (June 2009): 29–41. http://dx.doi.org/10.11120/ened.2009.04010029.

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15

Mckay, Kr, Dg Bramall, Bc Rogers, P. Chapman, Wm Cheung, and Pg Maropoulos. "Design change impact analysis during early design specification." International Journal of Computer Integrated Manufacturing 16, no. 7-8 (January 2003): 598–604. http://dx.doi.org/10.1080/0951192031000115679.

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16

Roser, Christoph, David Kazmer, and James Rinderle. "An Economic Design Change Method." Journal of Mechanical Design 125, no. 2 (June 1, 2003): 233–39. http://dx.doi.org/10.1115/1.1561040.

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New product design as well as design revision to remedy defects is complicated by an inability to precisely predict product performance. Designers often find that they are confident about the performance of some design alternatives and uncertain about others. Similarly, alternative design changes may differ substantially in uncertainty, potential impact, and cost. This paper describes a method for including the effects of uncertainty in the evaluation of economic benefits of various design change options. The results indicate that the most profitable change option sequence depends not only on relative costs but also on the relative degree of uncertainty and on the magnitude of the potential design defects. The method demonstrates how design change alternatives can be compared using the engineering design of a beam. Finally, the validity of some common engineering change heuristics are discussed relative to their associated, quantitatively determined limits.

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17

Wuertz, Hal, Scott Eshbaugh, and Sarah B. Nelson. "Design Thinking For Organizational Change." Design Management Review 31, no. 4 (November 20, 2020): 34–48. http://dx.doi.org/10.1111/drev.12246.

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18

Smollan, Roy K., and Rachel L. Morrison. "Office design and organizational change." Journal of Organizational Change Management 32, no. 4 (July 1, 2019): 426–40. http://dx.doi.org/10.1108/jocm-03-2018-0076.

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PurposeThe purpose of this paper is to compare different employee perceptions of the success of one change: a move to new offices and an open-plan design.Design/methodology/approachIn sum, 25 interviews were carried out in a New Zealand law firm that six months earlier had moved to new premises.FindingsContrary to academic and practitioner reports that open-plan offices are disliked, participants appreciated the new office space. A well-planned and highly participative program of change management led to positive perceptions of aesthetic design, open communication, collegiality, egalitarianism and inclusiveness.Research limitations/implicationsGiven the small sample used in one organization, the study highlights the need for more research into the processes and outcomes of office space changes.Originality/valueThe roles of communication and culture, in particular, collegiality and egalitarianism, were salient factors in a complex web of causes and consequences in this context of change.

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19

Tyner, Wallace E. "Climate Change Policy Design: Discussion." American Journal of Agricultural Economics 94, no. 2 (October 15, 2011): 368–69. http://dx.doi.org/10.1093/ajae/aar112.

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20

Powell, Earl N. "Design Management and Cultural Change." Design Management Journal (Former Series) 1, no. 1 (June 10, 2010): 20–24. http://dx.doi.org/10.1111/j.1948-7169.1989.tb00516.x.

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21

Liu, Michel, Helene Denis, Harvey Kolodny, and Bengt Stymne. "Organization Design for Technological Change." Human Relations 43, no. 1 (January 1990): 7–22. http://dx.doi.org/10.1177/001872679004300102.

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22

Raffo, David M. "Examining process design and change." Software Process: Improvement and Practice 14, no. 3 (May 2009): 127–28. http://dx.doi.org/10.1002/spip.421.

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23

de Vries, James. "Newspaper design as cultural change." Visual Communication 7, no. 1 (February 2008): 5–25. http://dx.doi.org/10.1177/1470357207084862.

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24

Hatipoglu, C., U. Ozguner, and K. A. Redmill. "Automated lane change controller design." IEEE Transactions on Intelligent Transportation Systems 4, no. 1 (March 2003): 13–22. http://dx.doi.org/10.1109/tits.2003.811644.

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25

Olsen, Erik C. B. "Lane Change Warning Design Guidelines." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 48, no. 19 (September 2004): 2237–41. http://dx.doi.org/10.1177/154193120404801907.

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26

Siebel, Thomas. "Lightweight design is undergoing change." Lightweight Design worldwide 10, no. 4 (August 2017): 3. http://dx.doi.org/10.1007/s41777-017-0038-9.

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27

Pfeifer, Tilo, Robert Schmitt, and Thorsten Voigt. "Managing change: quality‐oriented design of strategic change processes." TQM Magazine 17, no. 4 (August 2005): 297–308. http://dx.doi.org/10.1108/09544780510603152.

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28

Zhang, Hai-Zhu, Guo-Fu Ding, Rong Li, Sheng-Feng Qin, and Kai-Yin Yan. "Design Change Model for Effective Scheduling Change Propagation Paths." Chinese Journal of Mechanical Engineering 30, no. 5 (July 27, 2017): 1081–90. http://dx.doi.org/10.1007/s10033-017-0169-2.

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29

Muluneh, Girma Shimelis, and Matebe Tafere Gedifew. "Leading changes through adaptive design." Journal of Organizational Change Management 31, no. 6 (October 1, 2018): 1249–70. http://dx.doi.org/10.1108/jocm-10-2017-0379.

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Purpose Universities are making changes to fulfill their education, research and community service responsibilities. However, the effectiveness of change initiatives is always in questions because changes especially in developing nations are carried out under multidimensional pressures. Exacerbated by limited experience of systemic change management approaches, most change initiatives fail to address institutional problems. Therefore, the purpose of this paper is to propose adaptive design as a promising approach to create adaptive changes in universities. Guided by pragmatic philosophical viewpoint, this research followed a practice theory to understand actions and decisions related to changes. Staffs and students were made to reflect their perception for the principles and tactics extracted from adaptive design and their implementation in the university. In addition, the study tried to identify major challenges to create adaptive changes. In doing so, the research used mixed method–sequential explanatory approach. Survey and interviews were made to gather relevant data. The finding of this research confirm that adaptive design is an excellent alternative approach to create adaptive changes in universities. This may prove the significance of the approach if accepted and scaled up as an alternative change management theory. However, in the target university, leaders and change agents rarely used a change management approach that resembles adaptive design, which in turn may be the reason for failing to bring adaptive changes (deep and pervasive). Consequently, it was reflected that business as usual do not suffice, and hence, universities have to continually update themselves with up-to-date change management approaches like adaptive design. Besides, it was outlined that institutions should revisit why and how they are introducing changes. Design/methodology/approach The study followed mixed research–sequential explanatory approach. Multistage stratified random sampling was used to select respondents which included staffs and students. Questionnaire for 219 respondents and in-depth interviews with purposely selected six relevant interviewees were employed. One sample t-test, ANOVA and content analysis techniques were used to analyze data. Findings The finding of this paper reflected that tenets of adaptive design, its principles and tactics are important tools to lead and institutionalize change initiatives. This may prove the significance of the approach if accepted and scaled up as an alternative change management theory. However, in the target university, leaders and change agents rarely used a change management approach that resembles adaptive design, which, in turn, may be the reason for failing to bring adaptive changes (deep and pervasive) in the institution. Consequently, it was reflected that business as usual does not suffice, and hence, universities have to continually update themselves with up-to-date change management approaches like adaptive design. Besides, it was outlined that institutions should revisit why and how they are introducing changes. Research limitations/implications The basic limitation of this study is the problem of supporting literature evidence from other similar research findings, since the authors hardly find similar research outputs. Besides, this research might probably have a problem of transferability to other organizations, because the samples of this study were too limited given the huge number of staffs, which may not represent the whole population besides the interview was made only with volunteers. Moreover, it was conducted only in universities. For this reason, care must be taken to deduce any of the results to other population. Practical implications The research reflected that the university has to work to build change adaptive culture. In doing so, developing deep investigation and open discussions of challenges are necessary to understand adaptive problems. Besides, the university has to try to use adaptive design as an alternative change management tool, collaborative thinking for creative solutions, using group change strategies, and creating clear communication systems on the types and impacts of changes (meaning making), as well as acquainting staffs with the necessary skills to do adaptive works are among the practical implications forwarded as recommendations. Social implications This research has reflected on the change management approaches of higher education institutions. The social value of universities are determined by their contribution as a result of efforts made to upgrade themselves via various reform initiatives. To enhance the reform/change process, universities are investing huge resources to adopt and implement innovative approaches. However, the change efforts need to be guided by a systemic approach and by introducing adaptive design might contribute a lot for universities to enhance their social contribution. Lessons from adaptive design have implications to overcome challenges associated with human elements like resistance, collaboration, owning and implementing changes, etc. Originality/value This research is originally conducted extracting valuable lessons from adaptive design introduced by Bernstein and Linsky (2016). This investigation has tried to study adaptive design in one of the universities in a developing nation with a major purpose of supporting or refuting the approach. This study tried to capture staffs’ perception for adaptive design approach. Besides, an attempt was made to find out systems that resemble adaptive design in the university’s change management process. Moreover, the common challenges to create adaptive changes were traced. Studying the case in the university and common challenges helped to recommend the need of adaptive design confidently.

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30

Fathianathan, Mervyn, A. Senthil Kumar, and A. Y. C. Nee. "An Adaptive Machining Fixture Design System for Automatically Dealing With Design Changes." Journal of Computing and Information Science in Engineering 7, no. 3 (April 2, 2007): 259–68. http://dx.doi.org/10.1115/1.2752816.

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Integrated product and process design involves a dynamic environment where various design changes are made when the requirements of the different domains are not sufficiently met. Dealing with changes is a tedious and cumbersome process. To deal with design changes automatically, this paper presents the development of an adaptive fixture design system based on an evolutionary search algorithm. The system senses a change made to the workpiece model and automatically deals with the change. Conducted experiments reveal that the evolutionary search algorithm is efficient and effective in dealing with design changes adaptively.

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31

Tomes, Anne, and Peter Armstrong. "Dialectics of design: how ideas of ‘good design’ change." Prometheus 28, no. 1 (March 2010): 29–39. http://dx.doi.org/10.1080/08109021003694154.

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32

Gornick, Naomi. "In-House Design: How Do Design Managers Manage Change?" Design Management Journal 3, no. 1 (June 14, 2010): 46–52. http://dx.doi.org/10.1111/j.1948-7177.2008.tb00006.x.

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33

Klyuev, Sergey V., A. V. Klyuev, A. K. Grishko, and S. V. Trukhanov. "Management of the Design Parameters in Optimal Design Problems." Materials Science Forum 974 (December 2019): 723–28. http://dx.doi.org/10.4028/www.scientific.net/msf.974.723.

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The solution to the problem of designing rational load-bearing structures should be associated with the direct use of the principles that govern the deformation of a solid. If the functional of the direct problem has as Euler – Lagrange equations and natural boundary conditions the equations and boundary conditions of the accepted deformation theory, then they must correspond to the functional of the design problem, in addition, to additional equations indicating the dependence of the system energy change on the configuration change and the elastic modules of the body material. Possible variations of the configuration functions and modules of elasticity of the material will be infinitely small changes of the functions satisfying the prescriptive requirements to the structure and material; they are continuous and satisfy the requirements of differentiability. Due to the small variations in the functions that determine the configuration, we neglect changes in the arrangement of external forces relative to individual parts of the body and changes in the temperature field.

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34

Craik, Robert J. M. "The Effect of Design Changes on Sound Transmission through a Building." Building Acoustics 3, no. 3 (September 1996): 145–85. http://dx.doi.org/10.1177/1351010x9600300302.

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A statistical energy analysis model of a building was used to assess the effect of design changes on sound transmission. Systematic changes were made to the material properties (density, Young's modulus, Poisson's ratio and internal loss factor) and to the dimensions (thickness and room size). These changes resulted in a redistribution of the energy throughout the building causing the noise level to go up in some rooms and to go down in others. For each case examined it was found that the effect of several changes could be estimated from the sum of the individual changes. Thus a change of 20% in the density resulted in approximately double the change in DnTw that was obtained from a 10% change in density. The same additive effect was also found to apply if more than one variable was changed at the same time. Thus the change in DnTw resulting from a small change in Young's modulus for the floors and a small change in the density of the walls can be estimated from the sum of the two individual effects. Changes to the thickness and density of the walls and floors have the greatest effect on sound transmission whilst changes to Young's modulus and Poisson's ratio have a much smaller effect. Damping can also have a significant effect on transmission particularly far from the source.

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35

Moayeri, Valeh, Osama Moselhi, and Zhenhua Zhu. "BIM-based model for quantifying the design change time ripple effect." Canadian Journal of Civil Engineering 44, no. 8 (August 2017): 626–42. http://dx.doi.org/10.1139/cjce-2016-0413.

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Design changes by owners are common to many construction projects and can cause severe delays if owners do not consider that a change in one part of the project may cause a series of changes in other parts of that project. The impact of a changed component on other unchanged components is known as the “change ripple effect”. To efficiently manage design changes, the ripple effect should be quantified and impact evaluated. This paper presents a building information modeling (BIM)-based quantification model to quantify the ripple effect of owner-requested design changes. The developed model calculates the impact of design changes and their ripple effect on a project’s total duration. After analyzing the ripple effect over time, the model updates the project schedule accordingly. To demonstrate its usefulness and illustrate its essential features, the model is applied to a case study.

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36

Neal, Margaret. "Fuel Injectors-They Change and Change and Change." IEEE Computer Graphics and Applications 7, no. 4 (April 1987): 62–65. http://dx.doi.org/10.1109/mcg.1987.276874.

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37

JEONG, Duseok, and Kazuhiro AOYAMA. "1414 Design Change Planning with Deliberation on Change Effect Propagation." Proceedings of Design & Systems Conference 2013.23 (2013): _1414–1_—_1414–8_. http://dx.doi.org/10.1299/jsmedsd.2013.23._1414-1_.

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38

Brancart, Stijn, Camille Vandervaeren, Anne Paduart, Aline Vergauwen, Lars De Laet, and Niels De Temmerman. "Transformable structures: Materialising design for change." International Journal of Design & Nature and Ecodynamics 12, no. 3 (September 30, 2017): 357–66. http://dx.doi.org/10.2495/dne-v12-n3-357-366.

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39

Walker, Stuart. "Temporal Objects—Design, Change and Sustainability." Sustainability 2, no. 3 (March 17, 2010): 812–32. http://dx.doi.org/10.3390/su2030812.

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40

TURNWALD, G. H., and J. WALKINGTON. "Design and implementation of curriculum change." Revue Scientifique et Technique de l'OIE 28, no. 2 (August 1, 2009): 789–96. http://dx.doi.org/10.20506/rst.28.2.1922.

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41

McKibbin, Warwick J., and Peter J. Wilcoxen. "Uncertainty and climate change policy design." Journal of Policy Modeling 31, no. 3 (May 2009): 463–77. http://dx.doi.org/10.1016/j.jpolmod.2008.12.001.

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42

Barab, Sasha A. "Critical Design Ethnography: Designing for Change." Anthropology Education Quarterly 35, no. 2 (June 2004): 254–68. http://dx.doi.org/10.1525/aeq.2004.35.2.254.

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43

Thomas, D. "Agile programming: design to accommodate change." IEEE Software 22, no. 3 (May 2005): 14–16. http://dx.doi.org/10.1109/ms.2005.54.

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Saravanan, Vanithamani. "Curriculum Design, Development, Innovation and Change." Procedia - Social and Behavioral Sciences 47 (2012): 1276–80. http://dx.doi.org/10.1016/j.sbspro.2012.06.811.

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45

Valtonen, Anna. "Approaching Change with and in Design." She Ji: The Journal of Design, Economics, and Innovation 6, no. 4 (2020): 505–29. http://dx.doi.org/10.1016/j.sheji.2020.08.004.

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46

Cone, Sharon. "NICU Design: An Opportunity for Change." Newborn and Infant Nursing Reviews 10, no. 2 (June 2010): 68–69. http://dx.doi.org/10.1053/j.nainr.2010.03.004.

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47

Walach, H. "Change-to-open label (COLA) design." British Homeopathic Journal 83, no. 02 (April 1994): 100. http://dx.doi.org/10.1016/s0007-0785(94)80035-9.

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48

BENTON, C. "Technological Change in Industrial Design Education." Journal of Design History 6, no. 3 (January 1, 1993): 225–26. http://dx.doi.org/10.1093/jdh/6.3.225.

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Hyysalo, Sampsa, Mikael Johnson, and Eva Heiskanen. "Design-Use Relationships in Sociotechnical Change." Human Technology: An Interdisciplinary Journal on Humans in ICT Environments 3, no. 2 (May 31, 2007): 120–26. http://dx.doi.org/10.17011/ht/urn.2007276.

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Yoshikawa, Nobuhiro, and Shigeru Nakagiri. "Design Change to Realize Homologous Deformation." Transactions of the Japan Society of Mechanical Engineers Series A 59, no. 560 (1993): 1168–72. http://dx.doi.org/10.1299/kikaia.59.1168.

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