Introduction and Concept of Concurrent Engineering.pptx

Introduction and Concept of Concurrent Engineering.pptx

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  CONCURRENT ENGINEERING
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  Concurrent engineering, alsoknown as simultaneous engineering, is a method of designing and developing products, in which the different stages run simultaneously, rather than consecutively. It decreases product development time and also the time to market, leading to improved productivity and reduced costs. Concurrent Engineering is a long term business strategy, with long term benefits to business. Though initial implementation can be challenging, the competitive advantage means it is beneficial in the long term. It removes the need to have multiple design reworks, by creating an environment for designing a product right the first time round. Concurrent engineering is a work methodology based on the parallelization of tasks (i.e. performing tasks concurrently). It refers to an approach used in product development in which functions of design engineering, manufacturing engineering and other functions are integrated to reduce the elapsed time required to bring a new product to the market. CONCURRENT ENGINEERING
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  Is a strategywhere all the tasks involved in product development are done in parallel. Collaboration between all individuals, groups and departments within a company. •Customer research •Designers •Marketing •Accounting •Engineering CONCURRENT ENGINEERING
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  • React tothe changing market needs rapidly, effectively, and responsively. • To reduce their time to market and adapt to the changing environments. • Decisions must be made quickly and they must be done right the first time out. • Concurrent engineering is a process that at must be reviewed and adjusted for continuous improvements of engineering and business operations. NEED FOR CONCURRENT ENGINEERING
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  THE CONCURRENT ENGINEERINGAPPROACH • Concurrent engineering is a business strategy which replaces the traditional product development process with one in which tasks are done in parallel and there is an early consideration for every aspect of a product's development process. • This strategy focuses on the optimization and distribution of a firm's resources in the design and development process to ensure an effective and efficient product development process. • It mandates major changes within the organizations and firms that use it due to the people and process integration requirements. • Collaboration is a must for individuals, groups, departments, and separate organizations within the firm. Therefore, it cannot be applied at leisure. • A firm must be dedicated to the long term implementation, appraisal, and continuous revision of a concurrent engineering process.
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  HOW TO APPLYCONCURRENT ENGINEERING Commitment, Planning, and Leadership Concurrent engineering is not a trivial process to apply. If firms are going to commit to concurrent engineering then they must first devise a plan. This plan must create organizational change throughout the entire company or firm. There must be a strong commitment from the firm's leadership in order to mandate the required organizational changes from the top down. Concurrent engineering without leadership will have no clear direction or goal. • On the other hand, concurrent engineering with leadership, management support, and proper planning will bring success in today's challenging market place.
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  HOW TO APPLYCONCURRENT ENGINEERING Continuous Improvement Process • Concurrent engineering is not a one size fits all solution to a firm's development processes. • There are many different aspects of concurrent engineering which may or may not fit in a corporation's development process. • Concurrent engineering is only a set of process objectives and goals that have a variety of implementation strategies. • Therefore, concurrent engineering is an evolving process that requires continuous improvement and refinement. • This continuous improvement cycle consist of planning, implementing, reviewing, and revising. • The process must be updated and revised on a regular basis to optimize the effectiveness and benefits in the concurrent engineering development process.
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  HOW TO APPLYCONCURRENT ENGINEERING Communication and Collaboration The implementation of concurrent engineering begins by creating a corporate environment that facilitates communication and collaboration not just between individuals, but also between separate organizations and departments within the firm. This may involve major structural changes, re-education of the existing work-force, and/or restructuring of the development process.
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  PRACTICAL APPLICATION OFCONCURRENT ENGINEERING Toyota Motor Corporation
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  Three T’s ofConcurrent Engineering An examination of successful concurrent engineering transformations in industry revealed the presence of an interaction between three underlying elements as the three T’s of concurrent engineering. These are: Tool: Involves the material infrastructure. Training: Relates to the human aspect and includes educating personnel on the use of appropriate tools. Time: Considers realistic expectations terms of setting targets. The three T’s of concurrent engineering are dynamic by nature, that is the type of tools, areas of training, and realistic estimates of time constantly change in light of new innovations and discoveries.
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  • Decrease productdevelopment time • Improve profitability. • Greater competitiveness. • Better control on design & manufacturing cost. • Close integration between departments. • Enhanced reputation of the company and its products. • Improve product quality. • Promotion of team spirit. Objectives of Concurrent Engineering
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   30-70% reductionin development circle.  65-90% fewer engineering changes.  20-90% reduction in time to market.  200-600% improvement in product quality.  20-110% better white collar productivity.  5-50% higher sales.  20-120% higher return on investment.  100-200% higher customer satisfaction. BENEFITS
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  • Excessive amountof modification. • Little attention to manufacturability issues of the product at the design stage. • Uncontrolled late design cost. • The likelihood of late changes usually leads to expensive changes to tooling and other equipment. WEAKNESSES