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Concurrent Engineering
Organization
Abhinav Kalkhande (10MEU004)
Agnideep Bhowmick (10MEU007)
Akshay Shahane (10MEU008)
Anil Kumar (10MEU011)
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Contents
Introduction- Concurrent Engineering
Why ConcurrentEngineering?
Organizational Structure
Organizational Leadership
4 Pillars of CE
Advantages of CE
Risk to CE
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Introduction
Concurrent engineering (CE) is a systematic approach to the
integrated,
concurrent design of products and their related processes,
including
manufacture and support.
It has emerged as discipline to help achieve the objectives of
reduced cost,
better quality, and improved delivery performance.
Concurrent engineering is a management and engineering
philosophy for
improving quality and reducing costs and lead time from product
conception to
product development for new products and product
modifications.
The concurrent engineering idea contrasts sharply with current
industry
sequential practices, where the product is first designed and
developed, the
manufacturing approach is then established.
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Why Concurrent Engineering? Corporations must be able to react
to the changing market needs and increasing
global competitive pressure that results from the emerging
concept of
reengineering rapidly, effectively, and responsively.
Corporations can no longer waste time repeating tasks, thereby
prolonging thetime it takes to bring new products to market
Concurrent engineering is indisputably the wave of the future
for new product
development for all companies regardless of their size,
sophistication, or
product portfolio.
In order to be competitive, corporations must alter their
product and process
development cycle to be able to complete diverse tasks
concurrently.
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Organizational Structure in CE
o I nformal Liaison
This doesnt follow the vertical hierarchy of an organizational
structure.
Project controllers undertake important liaison activities that
are not a part of
their formal roles in which they extend their responsibilities
to include informal
activities such as peacekeeping, probing, nailing, process
implementation andstreamlining.
The results affect the project controllers jointly.
o Formal L iaison
This follows the traditional method of information sharing.
Every departments are allowed to put their opinions forward in
order to achieve
a common objective.
The project controllers cannot take added responsibilities.
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Organizational Structure in CE
o Task Force
Task force comprises of representatives of each department which
are affected
by a problem.
These representatives are involved in problem solving and are
dissolved after
achieving the solutions. These task forces are temporary.
o Team
This is a permanent form of Task Force.
They consist of managers at various level of organization
hierarchy.
They provide solutions to the problems faced frequently.
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Organizational Structure in CE
o Champion Integrator
A highlevel manager acts as a Champion Integrator.
They provide the best decision without deviating from the
organizational
objectives.
The role demands a person with high sense of achievements and
loyalty towards
the organization.
o Cross-functional manager
He is a Champion Integrator with additional authority to make
and approve
decisions. He has complete authority of his department and has
the power to approach the
GM.
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Organizational Structure in CE
o Cross-functional matri x
This requires managers who has cross-functional expertise and
authority.
This group comprises of members of functional department and
Program
Management Office. Effective policy deployment is crucial to
avoid conflicts between functional
managers and cross-functional committee heads.
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Organizational Leadership
The 4 project leadership modes are:
Functional,
Project Team,
Lightweight Project Matrix, and
Heavyweight Project Matrix
o Functional
Thefunctionalmode corresponds to the individual departmental
structure in which
no individual has responsibility for the entire project or
product. Coordination
is achieved via meetings, liaison, and rules of procedure.
o Project Team
Here a team of specialists are dedicated to the execution of a
single project and the
team members report to a single manager.
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o L ightweight Project Matrix & Heavyweight Project
Matrix
These kinds of matrixes consist of different modes of
leaderships.
A lightweight project manager(LM) is typically responsible for
the coordination
of the development activities using liaison representatives. LMs
have less
power and status than Functional managers, and little influence
outside the
particular product development project. They have no direct
marketing contact
and are not responsible for product concept generation.
Heavyweight project manager (HM) has more responsibility and
authority for
project development. The HMs have direct access to their
services. They are
responsible for product planning and concept generation for new
products.
They are typically involved in meeting with customers, actively
working withengineers, monitoring prototype, testing, and
production activities. Generally
they become involved in and responsible for whole development
cycle.
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Four Pillars of CE
o Organization
People must be motivated to share ideas, offer ideas, and accept
the ideas of
others. There must be an unhindered exchange of ideas and
information. The
companies have to be organized into discipline-based
departments.
Management must be flexible enough to build teams with
representation from
all departments.
o Communication
Not only must the different groups be able to understand each
other (e.g.marketing and engineering), but the infrastructure, such
as computer hardware
and software to support them, must be compatible.
There must be an easy transfer of information relating to the
product's
development. For example, designers must be able to access
marketing data,
and CAD and CAM formats must be compatible.
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o Product Design Specif ication
It represents an agreement between the product developers and
the clients/users on what
exactly is needed of the product. It provides a goal towards
which the whole team must
work.
o Product Development
Product development is the process used to get from the PDS to
the total design of the
product, ready for production.
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Advantages of CE
Customers are consulted during and throughout the design
process; theirexpectations will more likely be met.
Improved design quality, leading to fewer changes after
manufacturing starts.
Reduced product development and design times.
Reduced production costs due to fewer design changes and faster
product
development.
Reduced delays that often lead to loss of market share.
Quicker product turnover.
Increased reliability and customer turnover.
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The Risks of CE
Teams are more difficult to manage than individuals.
Not all engineers are team players.
Cost of bringing team members together.
Cost of removing team members from "home" departments.
Resistance to change.
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