28-07-2012, 05:04 PM
CONCURRENT ENGINEERING
COOL 2.pptx (Size: 725.04 KB / Downloads: 38)
Concurrent engineering (CE) is the practice of concurrently developing products and their design and manufacturing processes.
If new processes are to be utilized, then the product and the process must be developed concurrently.
Moreover it is mostly used in every company for product development & customer attraction.
Function – reduce the time required for product development & satisfy customer needs.
Objective of C.E. :-
. It's a business strategy that addresses important company resources.
The major objective this business strategy aims to achieve is improved product development performance.
Concurrent Engineering is a long-term strategy, and it should be considered only by organizations willing to make up front investments and then wait several years for long-term benefits.
It involves major organizational and cultural change.
Role of C.E. for shutter design:-
Design parameter.
Manufacturing of shutter.
Assembly of various parts of shutter.
Optimisation of redesign.
Improve productivity.
compare themselves to their best competitors (i.e. benchmark)
• develop metrics.
• identify potential performance improvements and targets.
• develop a clear Vision of the future environment.
• get top management support.
• get cross-functional endorsement
• develop a clear Strategy to attain the envisioned environment.
• get top management support.
Success Strategies For Companies:
compare themselves to their best competitors (i.e. benchmark)
• develop metrics.
• identify potential performance improvements and targets.
• develop a clear Vision of the future environment.
• get top management support.
• get cross-functional endorsement.
• develop a clear Strategy to attain the envisioned environment.
• get top management support.
Problems Introducing Concurrent Engineering:
• unwillingness to institutionalize Concurrent Engineering
• maintenance of traditional functional reward systems
• maintenance of traditional reporting lines
• no training in teamwork
• unrealistic schedules
• no changes in relationships with vendors
• a focus on computerization rather than process improvement
COOL 2.pptx (Size: 725.04 KB / Downloads: 38)
Concurrent engineering (CE) is the practice of concurrently developing products and their design and manufacturing processes.
If new processes are to be utilized, then the product and the process must be developed concurrently.
Moreover it is mostly used in every company for product development & customer attraction.
Function – reduce the time required for product development & satisfy customer needs.
Objective of C.E. :-
. It's a business strategy that addresses important company resources.
The major objective this business strategy aims to achieve is improved product development performance.
Concurrent Engineering is a long-term strategy, and it should be considered only by organizations willing to make up front investments and then wait several years for long-term benefits.
It involves major organizational and cultural change.
Role of C.E. for shutter design:-
Design parameter.
Manufacturing of shutter.
Assembly of various parts of shutter.
Optimisation of redesign.
Improve productivity.
compare themselves to their best competitors (i.e. benchmark)
• develop metrics.
• identify potential performance improvements and targets.
• develop a clear Vision of the future environment.
• get top management support.
• get cross-functional endorsement
• develop a clear Strategy to attain the envisioned environment.
• get top management support.
Success Strategies For Companies:
compare themselves to their best competitors (i.e. benchmark)
• develop metrics.
• identify potential performance improvements and targets.
• develop a clear Vision of the future environment.
• get top management support.
• get cross-functional endorsement.
• develop a clear Strategy to attain the envisioned environment.
• get top management support.
Problems Introducing Concurrent Engineering:
• unwillingness to institutionalize Concurrent Engineering
• maintenance of traditional functional reward systems
• maintenance of traditional reporting lines
• no training in teamwork
• unrealistic schedules
• no changes in relationships with vendors
• a focus on computerization rather than process improvement