QM ZG663-L1

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BITS PilaniPilani Campus

Concurrent Engineering

QMZG663

Lecture 1

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Traditional Engineering

2'1&'1& Concurrent Engineering BI%# Pilani $

MarketingEngineering/Design

Manufacturing

TestFull

Production

Errors, changes andcorrections

Information fow

Sequential engineering

Serial engineeringTime phasedengineeringChimne method!"er the #all approach

7#!an.5 C.#. 8 9enon5 :.5 (Eds)5 Concurrent Engineering; Concepts5 Implementation and Practice5 Capman 8 <all5 /ondon5 1==" >

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Cost, inor!ation and ease o c"anges

2'1&'1& &Concurrent Engineering BI%# Pilani


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#ea$nesses o o%er t"e &all a''roac"

Insufficient product specification5 leading to anecessi*e amount of modifications

/ittle attention to manufacturailit! issues of te

product at te design stage %e estimated costings are usuall! degrees of

magnitude in error5 due mainl! to te uncontrolled

late design cange costs. %is leads to a lac, of

confidence in te estimated costs of pro?ects

te li,eliood of late canges usuall! leads to

epensi*e canges to tooling and oter e6uipment

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Concurrent Engineering +einition

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 throughdisposal, including quality, cost, schedule, and

user requirements

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C"aracteristics

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Design for manufactureDesign for asseml!

Design for distriution

Design for maintainailit!Design for disposal G

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Concurrent Engineering rocess

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-/ecti%es o CE



The decisions takenduring the design ofa product result in aminimum o"erall costduring its life$ccle decrease product

de"elopment lead$time impro"e pro%ta&ilit greater competiti"eness greater control of design

and manufacturing costs close integration

&et#een departments enhance reputation of

the compan and itsproducts

impro"e product qualit promotion of team spirit

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3. #"0 use Concurrent Engineering

Competition in gloal mar,ets

– :se of ne- tecnolog!

– 4umer of organiations in te same mar,et

– Continuous process impro*ements

– Continuous product impro*ements

Product life c!cle is sortening

Hariet! and compleit! of products increasing Demand of customied products ! consumers

2'1&'1& 1"Concurrent Engineering BI%# Pilani

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#"0 use Concurrent Engineering

2'1&'1& 1$Concurrent Engineering BI%# Pilani

educing product lifetime and increasing product

de*elopment time5 compleit!


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I!'act o dela0 in introducing 'roducts

to !ar$ets

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Carter D and Baker B, Concurrent Engmeermg: The Product DevelopmentEnvironment for the 1990's

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. Su''ort or CE

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Eperts Communication

Computer aided s!stems

" road classes of support

– Process initiati*es

– ComputerAased support

– ormal tecni6ues

– Data intercange metods

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rocess Initiati%es


%eam formation and operation Jrganiation of structural and Cultural

cange

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2. Tea! a''roac"

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Pre$concept stage$ Small team

De"elopment ' Full#orkforce

Throughoutproduction ' (taskforce

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#"o is an eecti%e tea! !e!er

4 Good Tea! Me!er

%ere is a set of attitudes and -or, aits tat !ou need to

adopt to e a good team memer;

– Ta$e res'onsiilit0 for te success of te team – Be a 'erson -o deli*ers on commitments

– Be a contriutor to discussions

– Gi%e 0our ull attention to -ome*er is spea,ing and

demonstrate tis ! as,ing elpful 6uestions – +e%elo' tec"ni5ues for getting !our message across te

team

– Learn to gi*e and recei*e useful feedac,


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C"aracteristics o an Eecti%e Tea!

%eam goals are as important as indi*idual goals %e team understands te goals and is committed to

acie*ing tem

%rust replaces fear5 and people feel comfortale ta,ing

ris,s

espect5 collaoration5 and openAmindedness are

pre*alent

%eam memers communicate readil!K di*ersit! of

opinions is encouraged

Decisions are made ! consensus and a*e te

acceptance and support of te memers of te team


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Tea! S'onsor

n important role tat is eternal to te team ut

*ital to its performance is te team sponsor

%e team sponsor is te manager -o as te

need for te output of te team. In te case of testudent design pro?ect te sponsor is te course

instructor or a representati*e from a compan!

proposing te pro?ect

%e team sponsor pro*ides an! special resourcesneeded ! te team5 and formall! commissions te

team


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Tea! Leader

%e team leader con*enes and cairs te teammeetings using effecti*e meeting management

practices

He or she guides and manages te da!AtoAda!

acti*it! of te team !; – %rac,ing te teamLs accomplisment to-ard stated

goals

– <elping team memers to de*elop teir s,ills

– Communicating -it te sponsor aout progress

– %r!ing to remo*e arriers to-ard progress

– <elping to resol*e conflict -itin te team


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T"ree Leaders"i' T0'es

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Tea! acilitator )oten ound in usiness*

%e team facilitator is a person trained in groupd!namics -o assists te leader and te team in

acie*ing its o?ecti*es !;

– Coacing tem in team s,ills

– ProlemAsol*ing tools

– ssisting in dataAcollection acti*ities

Wile te facilitator functions as a team memer in

most respects5 se or e must remain neutral inteam discussions

,e! role of te facilitator is to ,eep te group

focused on its tas,

2'1&'1& 2$Concurrent Engineering BI%# Pilani

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#"at are t"e stages o tea!

de%elo'!ent

-rientation )or!ing* – %e memers are ne- to te team

– %e! are proal! ot anious and ecited5 !et unclear aout -at is epected of tem

+issatisaction )Stor!ing* – 4o- te callenges of forming a coesi*e team ecome real

– Differences in personalities5 -or,ing and learning st!les5 cultural ac,grounds5 and

a*ailale resources egin to ma,e temsel*es ,no-n

7esolution )8or!ing* – %e dissatisfaction aates -en team memers estalis group norms5 eiter spo,en or

unspo,en5 to guide te process5 resol*e conflicts5 and focus on common goals roduction )eror!ing*

– %is is te stage of team de*elopment -e a*e -or,ed for

Ter!ination )4d/ourning* – Wen te tas, is completed5 te team prepares to disand. 0ood teams ma,e

suggestions on o- to impro*e te team eperience

Fi"e Stages of Team De"elopment

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I!'ortant Tea! C"allenges

Saet0 – re te memers of te team safe from destructi*e personal attac,sM

Inclusion

– %eam memers need to e allo-ed e6ual opportunities to participate.

4''ro'riate le%el o interde'endence

– Is tere an appropriate alance et-een te indi*idualsL needs and te tea! needs Co"esi%eness

– Is tere appropriate onding et-een memers of te teamM

Trust

– Do team memers trust eac oter and te leaderM

Conlict resolution

– Does te team a*e a -a! to resol*e conflictM

Inluence

– Do team memers or te team as a -ole a*e influence o*er memersM

4cco!'lis"!ent

– Can te team perform tas,s and acie*e goalsM

2'1&'1& 2@Concurrent Engineering BI%# Pilani

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+ierent Be"a%ioral 7oles ound in

Grou's


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9el'ul 7ules or Meeting Success

Pic, a regular meeting location and tr! not tocange it

Pic, a meeting location tat;

–Is agreeale5 accessile to all5 and conduci*e to -or, –<as reating room -en tere is full attendance

–Is not too ot5 too cold5 or too close to nois! distractions

egular meeting times are not as important

as confirming te time of meetings

#end an email reminder to team memers

?ust efore te first of se*eral meetings2'1&'1& 2=Concurrent Engineering BI%# Pilani

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9el'ul 7ules or Meeting Success..

If !ou send materials out in ad*ance of a meeting5 ringetra copies ?ust in case people forget to ring teirs5 or

te! did no arri*e

#tart on time

Pass out an agenda at te eginning of te meeting andget te teamLs concurrence -it te agenda

otate te responsiilit! for -riting summaries of eac

meeting

4otice memers -o come late5 lea*e earl!5 or missmeetings

Jser*e team memers -o are not spea,ing


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9el'ul 7ules or Meeting Success…

Jccasionall! use meeting e*aluations to gateranon!mous feedac, on o- te group is -or,ing

togeter

Do not ring guests or staff support or add team

memers -itout see,ing te permission of teteam

*oid canceling meetings

End e*er! meeting ! creating a list of action items ollo- up -it an! person -o does not attend


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actors to "a%e S!oot" Tea! -'eration

Create a team roster; – s, team memers to *erif! mailing addresses5 eAmail

addresses5 names5 and pone numers or a team -esite

– Include information aout te team sponsor.

– :se eAmail addresses to set up a distriution list for !ourteam

Jrganie important material in team inders or a

team -esite;

– Include te team roster5 team carter5 essential

ac,ground information5 data5 critical articles5 and so on


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-rgani:ational Structure



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7elations o 'ro/ects and traditional

unctional grou'ings

2'1&'1& Concurrent Engineering BI%# Pilani 3"


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6. CE Tools

2'1&'1& Concurrent Engineering BI%# Pilani 3$


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lanning or Manuacture

2'1&'1& Concurrent Engineering BI%# Pilani 3&

Designing specialied tools and fitures #pecif!ing te production plant tat -ill e used (or

designing a ne- plant) and la!ing out te

production lines

Planning te -or, scedules and in*entor! controls(production control)

Planning te 6ualit! assurance s!stem

Estalising te standard time and laor costs foreac operation

Estalising te s!stem of information flo-

necessar! to control te manufacturing operation

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lanning or +istriution

2'1&'1& Concurrent Engineering BI%# Pilani 3@

sipping pac,age #elf life

s!stem of -areouses

#pecialied sales rocures5 performancetest data5 and tecnicall! trained sales

engineers are important for tecnical

products

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lanning or ;se


<o- te consumer -ill react to te productper*ade all steps of te design process

– Ease of maintenance

– Durailit! – eliailit!

– Product safet!

– Con*enience in use (uman factors) – estetic appeal

– Econom! of operation

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lanning or 7etire!ent

2'1&'1& Concurrent Engineering BI%# Pilani 3=

Disposal of te product -en it as reacedte end of its useful life

– design can no longer function

– tecnological osolescence – canges in fasion or tastes

Design for te en*ironment

– plan for eiter its disposal in an

en*ironmentall! safe -a! or5 etter5 te

rec!cling of its materials or te remanufacture

or reuse of its components

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%an, !ou

QM ZG663-L1

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