Concurrent Engineering

QMZG663
BITS Pilani
Pilani Campus

Lecture 1

Contents
1. Introduction
2. Concurrent Engineering (CE)

3.
4.
5.
6.

Definition and Basic Principles

Why use Concurrent Engineering

Support for Concurrent Engineering
Teams
Concurrent Engineering Tools

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1. Introduction
Demanding customers
Rapid technology
change
Environmental issues
Quality
Cost
Shorter time to market

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Slow economic growth

Excess capacity
Legislation compliance
Demographic change
Complex markets
Globalization

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Introduction
Quality wave by Japanese companies
Technology (computer based)
New Tools x Existing structures, practices and
attitudes

Better quality and shorter development lead

times
Concurrent Engineering approach
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Traditional Engineering
Information flow
Marketing

Engineeri
ng/Design

Manufactu
ring

Test

Full
Productio
n

Errors, changes and

corrections

Sequential engineering
Serial engineering
Time phased
engineering
Chimney method
Over the wall approach
[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]
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Cost, information and ease of changes

[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]
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Weaknesses of over the wall approach

Insufficient product specification, leading to an
excessive amount of modifications
Little attention to manufacturability issues of the
product at the design stage
The estimated costings are usually degrees of
magnitude in error, due mainly to the uncontrolled
late design change costs. This leads to a lack of
confidence in the estimated costs of projects
the likelihood of late changes usually leads to
expensive changes to tooling and other equipment
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2. Concurrent Engineering (CE)

Simultaneous Engineering
Concurrent Design
Life-Cycle Engineering
Integrated Product Development
Team Design
Interdisciplinary co-operation
Design, manufacturing, material management
marketing etc

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Concurrent Engineering
Not new
Applying it in a systematic way
Japanese auto manufacturers practiced
In 1986, Institute for Defense Analysis (IDA)
Report R-338 coined the term Concurrent
Engineering a systematic method of product
and process design as well as other support
processes and services
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Concurrent Engineering Definition

Concurrent engineering is a systematic
approach to the integrated, concurrent design
of products and their related processes,
including manufacture and support. This
approach is intended to cause the developers,
from the outset, to consider all elements of the
product life cycle from concept through
disposal, including quality, cost, schedule, and
user requirements
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Characteristics
Design for manufacture
Design for assembly
Design for distribution
Design for maintainability
Design for disposal

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Concurrent Engineering Process

[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]
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Objectives of CE
The decisions taken
during the design of
a product result in a
minimum overall cost
during its
life-cycle
decrease
product
development lead-time
improve profitability
greater competitiveness
greater control of design
and manufacturing costs
close integration
between departments
enhance reputation of
the company and its
products
improve product quality
[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation
and Practice, Chapman
& Hall, London,
1994 ]
promotion
of team
spirit
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3. Why use Concurrent Engineering

Competition in global markets
Use of new technology
Number of organizations in the same market
Continuous process improvements
Continuous product improvements
Product life cycle is shortening
Variety and complexity of products increasing
Demand of customized products by consumers

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Why use Concurrent Engineering

Reducing product lifetime and increasing product
development time, complexity

[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]
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Impact of delay in introducing products

to markets

Carter D and Baker B, Concurrent Engmeermg: The Product Development

Environment
for the 1990's
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4. Support for CE
Experts
Communication
Computer aided systems
4 broad classes of support
Process initiatives
Computer-based support
Formal techniques
Data interchange methods
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Process Initiatives
Team formation and operation
Organization of structural and Cultural
change

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5. Team approach

Pre-concept stage
- Small team
Development Full
workforce
Throughout
production A
taskforce
[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]
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Who is an effective team member?

A Good Team Member
There is a set of attitudes and work habits that you need to
adopt to be a good team member:

Take responsibility for the success of the team

Be a person who delivers on commitments
Be a contributor to discussions
Give your full attention to whomever is speaking and
demonstrate this by asking helpful questions
Develop techniques for getting your message across the
team
Learn to give and receive useful feedback
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Characteristics of an Effective Team

Team goals are as important as individual goals
The team understands the goals and is committed to
achieving them
Trust replaces fear, and people feel comfortable taking
risks
Respect, collaboration, and open-mindedness are
prevalent
Team members communicate readily; diversity of
opinions is encouraged
Decisions are made by consensus and have the
acceptance and support of the members of the team
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Team Sponsor
An important role that is external to the team but
vital to its performance is the team sponsor
The team sponsor is the manager who has the
need for the output of the team. In the case of the
student design project the sponsor is the course
instructor or a representative from a company
proposing the project
The team sponsor provides any special resources
needed by the team, and formally commissions the
team
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Team Leader
The team leader convenes and chairs the team
meetings using effective meeting management
practices
He or she guides and manages the day-to-day
activity of the team by:
Tracking the teams accomplishment toward stated
goals
Helping team members to develop their skills
Communicating with the sponsor about progress
Trying to remove barriers toward progress
Helping to resolve conflict within the team
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Three Leadership Types

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Team Facilitator (often found in business)

The team facilitator is a person trained in group
dynamics who assists the leader and the team in
achieving its objectives by:
Coaching them in team skills
Problem-solving tools
Assisting in data-collection activities

While the facilitator functions as a team member in

most respects, she or he must remain neutral in
team discussions
A key role of the facilitator is to keep the group
focused on its task
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What are the stages of team

development?
Five Stages of Team Development
Orientation (Forming)
The members are new to the team
They are probably both anxious and excited, yet unclear about what is expected of them

Dissatisfaction (Storming)
Now the challenges of forming a cohesive team become real
Differences in personalities, working and learning styles, cultural backgrounds, and
available resources begin to make themselves known

Resolution (Norming)
The dissatisfaction abates when team members establish group norms, either spoken or
unspoken, to guide the process, resolve conflicts, and focus on common goals

Production (Performing)
This is the stage of team development we have worked for

Termination (Adjourning)
When the task is completed, the team prepares to disband. Good teams make
suggestions on how to improve the team experience
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Important Team Challenges

Safety
Are the members of the team safe from destructive personal attacks?

Inclusion
Team members need to be allowed equal opportunities to participate.

Appropriate level of interdependence

Is there an appropriate balance between the individuals needs and the team needs?

Cohesiveness
Is there appropriate bonding between members of the team?

Trust
Do team members trust each other and the leader?

Conflict resolution
Does the team have a way to resolve conflict?

Influence
Do team members or the team as a whole have influence over members?

Accomplishment
Can the team perform tasks and achieve goals?
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Different Behavioral Roles found in

Groups

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Helpful Rules for Meeting Success

Pick a regular meeting location and try not to
change it
Pick a meeting location that:
Is agreeable, accessible to all, and conducive to work
Has breathing room when there is full attendance
Is not too hot, too cold, or too close to noisy distractions

Regular meeting times are not as important

as confirming the time of meetings
Send an email reminder to team members
just before the first of several meetings
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Helpful Rules for Meeting Success..

If you send materials out in advance of a meeting, bring
extra copies just in case people forget to bring theirs, or
they did no arrive
Start on time
Pass out an agenda at the beginning of the meeting and
get the teams concurrence with the agenda
Rotate the responsibility for writing summaries of each
meeting
Notice members who come late, leave early, or miss
meetings
Observe team members who are not speaking
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Helpful Rules for Meeting Success

Occasionally use meeting evaluations to gather
anonymous feedback on how the group is working
together
Do not bring guests or staff support or add team
members without seeking the permission of the
team
Avoid canceling meetings
End every meeting by creating a list of action items
Follow up with any person who does not attend

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Factors to have Smooth Team Operation

Create a team roster:
Ask team members to verify mailing addresses, e-mail
addresses, names, and phone numbers or a team website
Include information about the team sponsor.
Use e-mail addresses to set up a distribution list for your
team

Organize important material in team binders or a

team website:
Include the team roster, team charter, essential
background information, data, critical articles, and so on
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Organizational Structure

[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]
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Relations of projects and traditional

functional groupings

[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]
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6. CE Tools

[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]
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Planning for Manufacture

Designing specialized tools and fixtures
Specifying the production plant that will be used (or
designing a new plant) and laying out the
production lines
Planning the work schedules and inventory controls
(production control)
Planning the quality assurance system
Establishing the standard time and labor costs for
each operation
Establishing the system of information flow
necessary to control the manufacturing operation
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Planning for Distribution

shipping package
Shelf life
system of warehouses
Specialized sales brochures, performance
test data, and technically trained sales
engineers are important for technical
products

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Planning for Use

How the consumer will react to the product
pervade all steps of the design process
Ease of maintenance
Durability
Reliability
Product safety
Convenience in use (human factors)
Aesthetic appeal
Economy of operation
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Planning for Retirement

Disposal of the product when it has reached
the end of its useful life
design can no longer function
technological obsolescence
changes in fashion or tastes

Design for the environment

plan for either its disposal in an
environmentally safe way or, better, the
recycling of its materials or the remanufacture
or reuse of its components
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Thank you

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