Simultaneous Engineering

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The concurrent engineering approach, also known as the simultaneous engineering approach. This article will explain the differences between the two approaches and provide guidance for breaking down the “walls” of sequential engineering, so you can make the transition to the preferred approach: concurrent/simultaneous engineering.

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Simultaneous engineering is part of the time-based management approach. It is a project management approach that helps firms develop and launch new products more quickly.

All of the areas involved in a project are planned together. Everything is considered simultaneously (together, in parallel) rather than separately (in series).

Product teams are set up to include people in all areas that are relevant to the new product – design, development, production, marketing etc.

Suppliers are involved in the new product development so that potential delays in resourcing of raw materials, components and services can be anticipated and avoided

Simultaneous Engineering Toyota

A teamwork approach is used, with all areas involved in the project working on the project at the same time.

The end result is that:

Simultaneous
  • The new product is brought to the market much more quickly
  • The firm may be able to charge a premium price that will give a better profit margin and help recoup R&D costs
  • There is less likelihood of a need to modify the product later due to unforeseen problems
  • A greater sense of involvement across business functions improves staff commitment to the project
  • This can therefore be a source of competitive advantage (‘first mover advantage’) for the firm if it can get a reliable new product into the market and build brand loyalty before its competitors

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Geoff Riley

Geoff Riley FRSA has been teaching Economics for over thirty years. He has over twenty years experience as Head of Economics at leading schools. He writes extensively and is a contributor and presenter on CPD conferences in the UK and overseas.

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  • This slide presentation was prepared by a student in the Quality Management course at Penn State University.
  • Concurrent engineering is the two disciples of product and process design working together to save time and resolve problems quickly.
  • Another definition for concurrent engineering. This one specifically mentions the ideal nature of Concurrent Engineering to resolve problems quickly.
  • This is the Basic design approach for both Conventional process and Concurrent Engineering.
  • These are the goals that management should push to the teams involved in CE. Organizations instituting CE are looking to achieve in their production.
  • Almost by definition, CE is about teamwork. Communication is vitally important between all participating members and the more ideas that come together, the better the product, and profit, will ultimately be. Another important factor in CE is the balancing of needs…between customer, suppliers, engineers, marketing, and manufacturing.
  • Most experts who analyze CE say that these 3 areas, People, Process, and Technology are the 3 main areas needed to successfully implement CE. All of these areas require thought and rethinking. Each area will be observed in detail on the following slides.
  • Anyone who comes in contact with, or is affected by, the product in question should be involved on the team. These teams usually include engineers, analysts, manufacturers, personnel, customers, and suppliers.
    Training is for the tools used in CE, usually computer aided drafting. Another important yet overlooked training is in non-technical areas, such as problem-solving and conflict resolution.
  • A large part of CE is re-engineering the product development process. Many organizations have processes they refuse to change, but doing so could doom them to failure. When instituting CE, be willing to change and update your development process in order to keep things moving successfully.
  • It’s very hard, if not impossibly, to fine a CE firm that does not utilize computer-aided drafting or computer-aided manufacturing. Like the processes however, be willing to change your software system if a more pervasive one comes along. Your choices of hardware, software, and networking applications make CE efforts successful, especially in today’s global, virtual business world.
  • When instituting CE, building teams and training your people is the most important thing to do. CE is based on teamwork so you must have member of different disciplines who are able to communicate their intentions clearly. When dealing with process and tech., the basic tenet is to be willing to change, and not be stuck in your current ideas. Be able to use Computer-aided drafting and/or computer-aided manufacturing in order to aid your CE implementation.
  • A block diagram representing the process time of Concurrent and Sequential Engineering.
  • Titan Linkbit developed a 8 layer circuit board over the course of 21 weeks. After implementing new tools in CE, the firm began a new process to develop a 10 layer circuit board with twice the functionality of the old board. With the new processes in place, this new board took only 12 weeks to develop.
  • These are various benefits of Concurrent Engineering.
  • The basic thing to remember is that CE will allow you to simultaneously design your product and your process. It will allow you to solve problems quickly and at a fraction of the price. The most important aspect of CE is the people involved, the teams they form, and the communication between members. Management support helps the communication to move and keeps the group focused on the task at hand. Another important thing to remember is to not be afraid of change. Your current processes may not be appropriate for CE, so be willing to update your ideas