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Concurrent Engineering Background
Published in Thomas A. Salomone, What Every Engineer Should Know About, 2019
This chapter provides substantial background information on Concurrent Engineering (CE), and sets the foundation for the subsequent chapters in this book. This chapter identifies the following: The driving forces that caused the emergence of the concurrent engineering process.Three key elements of concurrent engineering were defined and explained: collaboration, information technology, and structured processes.The reasons companies should adopt concurrent engineering as their key competitive strategy were highlighted.Examples of CE implementation were given.A commercial definition of concurrent engineering was developed. This is an operating definition showing key areas and principles to be followed.Questions were answered concerning the impact on the efficiency of the development process using CE techniques.A listing of key items that comprise concurrent engineering was provided.
Construction Management Tools
Published in Abdul Razzak Rumane, Handbook of Construction Management, 2016
Product life cycle begins with need and extend through concept design, preliminary design, detail design, production or construction, product use, phase out, and disposal. Concurrent engineering is defined as a systematic approach to create a product design that simultaneously considers all the elements of product life cycle, thus reducing the product life-cycle time. It is used to expedite the development and launch of new product. In construction projects, construction can simultaneously start while the design is under development. Figure 4.36 illustrates concurrent engineering for a construction project life cycle.
Introduction
Published in Robert C. Creese, M. Adithan, B. S. Pabla, Estimating and Costing for the Metal Manufacturing Industries, 1992
Robert C. Creese, M. Adithan, B. S. Pabla
One of the key items in the understanding of concurrent engineering is to realize that it is a philosophy, and it is difficult to formulate a specific, detailed definition. Concurrent engineering is not a specific tool, architecture, technique, system, or process. A major difficulty in the implementation of concurrent engineering is the failure of management to recognize that it is a management and engineering philosophy which must be implemented at the top levels first. Concurrent engineering must be implemented through leadership rather than dictates, and the main cause of failure of concurrent engineering programs is the failure of management to provide appropriate leadership.
Establishment of critical success factors for implementation of product lifecycle management systems
Published in International Journal of Production Research, 2020
Shikha Singh, Subhas Chandra Misra, Felix T. S. Chan
There exist many information technology tools such as CAD, CAM, CAE, PDM, etc. to support these concepts of concurrent approach through DFM, DFC, LCA, EMI, etc. The alarming shortcoming of these methods is their segmented nature, with different objectives, which demand integration of all the concepts to be utilised by each stakeholder, with a common goal in order to reduce the time, cost, and effort of reworking and new product development. A collaborative approach (as shown in last part of Figure 1) brings all the stakeholders under one umbrella, which reduces reworking and enables decision-making to be more efficient. This offers a common understanding of the product-related data and its cohesion which makes the product data traceable and reflective (Grieves 2006). Usage of different terms by different stakeholders leads to complexity in product development. The collaborative approach is realised through the concept of product lifecycle management and PLM systems.
Structural relationship model for design defect and influencing factors in the concurrent design process
Published in International Journal of Production Research, 2018
Huimeng Zheng, Weidong Liu, Chengdi Xiao
As a systematic method and management philosophy, concurrent engineering is distinguished by its multidisciplinary, cross-functional team approach (Chen 2005; Xu et al. 2007; Mendes, De Sousa, and Toledo 2015; Zhu et al. 2016). The validity and accuracy of the proposed models are tested by comparing the model estimations with field data. Furthermore, the results are investigated by the AQSIQ (Chinese General Administration of Quality Supervision) Defective Product Administrative Centre (http://www.dpac.gov.cn/). According to the investigation data, we selected 135 car design defects detected under the concurrent design processes and determined the corresponding car companies. A questionnaire on defect-influencing factors was developed by the companies and the four defect-influencing factors can be found in Appendix 1–4. Then, the defect-influencing factors were analysed using statistic regression methods (Liu and Xiao 2012; Xiao 2012) to determine their odds ratio (shown in Table 12). The main influencing factors of design defects in each stage were consistent with the results in Table 10.
Product development, fashion buying and merchandising
Published in Textile Progress, 2022
Rachel Parker-Strak, Rosy Boardman, Liz Barnes, Stephen Doyle, Rachel Studd
Concurrent product development is a strategy that involves the delivery of better, cheaper, and faster products to market by using multidisciplinary teams (involving design, marketing, and manufacturing) from the beginning of a project, planning and investment in early design activities, and parallel processing activities (Bhamra, 1998). In concurrent models, product development occurs simultaneously in relevant multiple departments, optimising the product development cycle time (Silva & Rupasinghe, 2016). It supports the idea that more time and effort spent in the early design stages will reduce the need for changes and product recall later, as well as enhance communication throughout the supply chain. This approach intends to realign the traditional apparel-product-development process to a more concurrent and consumer-focused process in order to facilitate the implementation of the new supply-chain process with sensitivity to time-to-market demands (Kincade et al., 2007). Concurrent product development requires the movement of activities from a lengthy sequential system into a more compact process, where activities are performed at, or near, the same time (Kincade et al., 2007). To deliver a concurrent process many FPD activities moved from late in the process to a middle position within Concurrent Engineering areas. These changes were made to compress the time for this process (i.e. to reduce time-to-market) (Kincade et al., 2007). Thus, concurrent product development can be seen as a circular loop with cross-functional team members with aligned objectives facilitating better communication within the fashion-product-development process (Wang & Kilduff, 1999).