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Concurrent Engineering Organization

Abhinav Kalkhande (10MEU004) Agnideep Bhowmick (10MEU007) Akshay Shahane (10MEU008) Anil Kumar (10MEU011)

Contents

Introduction- Concurrent Engineering Why Concurrent Engineering? Organizational Structure Organizational Leadership 4 Pillars of CE

Advantages of CE
Risk to CE

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.

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 the time 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.

Organizational Structure in CE
o Informal 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 and streamlining. The results affect the project controllers jointly.

o Formal Liaison
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.

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.

Organizational Structure in CE
o Champion Integrator

A high level 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.

Organizational Structure in CE
o Cross-functional matrix
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.

Organizational Leadership
The 4 project leadership modes are: Functional, Project Team, Lightweight Project Matrix, and Heavyweight Project Matrix o Functional The functional mode 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.

o Lightweight 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 with engineers, monitoring prototype, testing, and production activities. Generally they become involved in and responsible for whole development cycle.

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.

o Product Design Specification 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.

Advantages of CE
Customers are consulted during and throughout the design process; their expectations 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.

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.