8/12/2019 CE Organization
1/17
Concurrent Engineering
Organization
Abhinav Kalkhande (10MEU004)
Agnideep Bhowmick (10MEU007)
Akshay Shahane (10MEU008)
Anil Kumar (10MEU011)
8/12/2019 CE Organization
2/17
Contents
Introduction- Concurrent Engineering
Why ConcurrentEngineering?
Organizational Structure
Organizational Leadership
4 Pillars of CE
Advantages of CE
Risk to CE
8/12/2019 CE Organization
3/17
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.
8/12/2019 CE Organization
4/17
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.
8/12/2019 CE Organization
5/17
8/12/2019 CE Organization
6/17
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.
8/12/2019 CE Organization
7/17
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.
8/12/2019 CE Organization
8/17
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.
8/12/2019 CE Organization
9/17
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.
8/12/2019 CE Organization
10/17
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.
8/12/2019 CE Organization
11/17
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.
8/12/2019 CE Organization
12/17
8/12/2019 CE Organization
13/17
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.
8/12/2019 CE Organization
14/17
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.
8/12/2019 CE Organization
15/17
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.
8/12/2019 CE Organization
16/17
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.
8/12/2019 CE Organization
17/17