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Capability and Performance Assessment
Published in John P.T. Mo, Ronald C. Beckett, Engineering and Operations of System of Systems, 2018
The goal of assessing the capability of a system of systems is to determine capability levels that can be measured as a performance outcome of systems in service. The term “capability” is commonly used in the defense sector to describe the capacity or ability of defense to achieve a particular operational effect. This capacity or ability can be realized in many forms. The most common form is the possession of suitable equipment operated by a team of trained operators with the ability to perform a defined set of task under specified operational constraints. This meaning can also be applied in a non-defense sector. As the “capability” concept includes operational values, PBC style of contractual framework is applicable. There are two parts to this type of contractual framework. The first is the agreement to acquire the system. This is the traditional procurement contract that specifies functional and performance requirements of the final system. Added on to this is the sustainment agreement, a second contract that specifies the outcomes and performance requirements for in-service support. Studies show that quantifying the effect of factors such as environmental issues, safety, reliability, availability, and logistics into performance indicators is necessary for successful acquisition projects [1].
Systems Engineering as a Project Enabler
Published in Lory Mitchell Wingate, Systems Engineering for Projects, 2018
In addition to measures of effectiveness, specialty engineering design analysis compatibility requirements are assessed for both subsystems and the overall system. The maintenance concept, requirements, and technical budgets, as well as the interoperability requirements, are identified and factored into the design, as appropriate, to ensure the most efficient and effective system capability. The use of “technical budget” in this case refers to a technical solution boundary that the technical solution must not exceed. For example, a power budget is the total amount of power available, for which the power requirements of the project are compared and are not allowed to exceed.
Process Capability
Published in Gisi Philip, Sustaining a Culture of Process Control and Continuous Improvement, 2018
Capability is assessed by comparing process output performance to corresponding customer requirements or engineering tolerances. To understand how to control and improve this process characteristic, it’s important to consider factors that influence its behavior. Let’s start by reviewing the relationship between inputs and process activities that work together to define process capability.
The Investigation of E-Learning System Design Quality on Usage Intention
Published in Journal of Computer Information Systems, 2019
Chung-Yean Chiang, Kwabena Boakye, Xiao Tang
Competence-capability framework explains the anecdotal relationship of the internal competence to the external capabilities [4, 44, 49, 63]. Competence focuses on technological and production expertise [49], such as the bundle of people skills, system integration, or specific production technologies that create competitive capabilities [4, 44]. Capability refers to the observable and customer-pleasing mechanisms to adapt, integrate, and reconfigure internal and external skills, resources, and functional competences to meet the expectation of a dynamic environment [51, 64]. It implies that a capability is observed only after the presence of certain internal competence(s). For example, both strategic sourcing and firm’s supply chain flexibility are major competences to develop the firm’s supply chain agility [10]. Hence, we use competence-capability framework to describe the website’s internal expertise and external performance.
Educating for a systems design approach to complex societal problems
Published in Journal of Engineering Design, 2018
Jairo da Costa Junior, Jan Carel Diehl, Fernando Secomandi
Capacity building is a process through which individuals, organisations, and communities obtain, maintain, or improve individual competences and collective capabilities over time in order to achieve successful outcomes (Baser and Morgan 2008; O‘Rafferty, Curtis, and O’Connor 2014). The process of capacity building is comprised of three major elements: foundational components (e.g. information, culture, and values); competences (e.g. skills, behaviours, and knowledge); and capabilities (e.g. a range of collective skills and competences) (O‘Rafferty, Curtis, and O‘Connor 2014). For this study, capability is understood as an aptitude of a group, team, or organisation to carry out a task, function, or process that enables a system to achieve goals and sustain itself (Baser and Morgan 2008). Competences, in turn, refer to an individual‘s ability to do something (in particular to carry out technical tasks), which can be influenced by motivations, points-of-view, and expertise (ibid). Competences and capabilities are essential parts of the broader concept of capacity building.
Optimizing and evaluating performance quality control of the production process of disposable essentials using approach vague goal programming
Published in Journal of Industrial and Production Engineering, 2019
Capability analysis is used to assess whether a process is statistically capable to meet a set of customer desired product specifications. In practice, the process standard deviation, , is unknown and is frequently estimated by: