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1994 | Buch

Introduction to concurrent engineering Kapitel lesen Erstes Kapitel lesen

Concurrent Engineering

Concepts, implementation and practice

herausgegeben von: Chanan S. Syan, Unny Menon

Verlag: Springer Netherlands

Enthalten in: Professional Book Archive

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Über dieses Buch

BACKGROUND There is an increasing awareness that 'time to market' is the key competitive issue in the manufacturing industry today. The global markets are demanding products that are well designed, are of high quality and are at low prices with ever decreasing lead times. Hence manufacturers are forced to utilize the best methods of technology with efficient control and management accompanied by suitably enabling organizational structures. Concurrent engineering (CE) is widely seen to be the methodology that can help satisfy these strenuous demands and keep the profitability and viability of product developers, manufacturers and suppliers high. There have been many reported successes of CE in practice. Rover were able to launch Land Rover Discovery in 18 months as compared with 48-63 months for similar products in Europe. Because of its early introduction to the market it became the best selling product in its class. AT&T report part counts down to one ninth of their previous levels and quality one hundred times (in surface defects) for VLSI (very improvements of large scale integration) circuits as a result of using the CE approach. WHO SHOULD READ THIS TEXT? This book will aim to provide a sound basis for the very diverse subject known as concurrent engineering. Concurrent engineering is recognized by an increasingly large proportion of the manufacturing industry as a necessity in order to compete in today's markets. This recognition has created the demand for information, awareness and training in good concurrent engineering practice.

Inhaltsverzeichnis

Frontmatter

Concurrent Engineering: Concepts, Definitions and Issues

Frontmatter
Chapter 1. Introduction to concurrent engineering
Abstract
Throughout the world for the past two decades, all engineering companies have faced similar challenges. These are ever more demanding customers, rapid technological change, environmental issues, competitive pressures on quality and cost, and shorter time to market with additional new product features. This is all happening with the majority of the Western world’s common economic background of slow growth, excess capacity, increasing legislation compliance, demographic changes, market complexity and increasing globalization of industries.
C. S. Syan
Chapter 2. Concurrent engineering case studies: Lessons from Ford Motor Company Experience
Abstract
All the elements of successful concurrent engineering existed more than eighty years ago. They can be seen in the introduction of the Model T, which was developed on a teamwork basis, Henry Ford himself sketching his ideas on a blackboard, and Joseph Galamb and Spider Huff developing them into engineering specifications, while Charles Sorensen checked the manufacturing feasibility [1]. They copied the use of low-weight high-strength steel from the French (a sort of competitor analysis or benchmarking) and they innovated — with the first engine to have all cylinders cast in one block, which was made possible by the idea of separating the cylinder head and the sump from the block, as is still standard practice. Their novel planetary transmission, with its system of pedals and pulleys, was not so long-lived a concept, but it was very close to the principles of modern automatic transmission. Both these ideas progressed through an evaluation process that took account of manufacturing implications, while seeking ways of surprising and delighting the customer with the product feature. It is not difficult to see the parallels with quality function deployment (see Chapter 5).
J. V. Chelsom
Chapter 3. Organizational and managerial issues
Abstract
In many industries, until a few years ago, the design of a product and its subsequent economic manufacture was typically the responsibility of one individual; today this is true only in smaller companies. Here the designer is expected to have a sufficiently broad background so that a design can be produced which is sound functionally and can be manufactured economically in the desired quantities. Thus the designer performs a dual role of product designer and production specialist.
K. S. Pawar
Chapter 4. Design maturity
Abstract
Launching a high quality saleable product before the competition is vital for success in the current market for electronics goods. Concurrent engineering (CE) is an approach designed to fulfil this objective.
C. O’Brien, S. J. Smith

Essential Techniques for Concurrent Engineering

Frontmatter
Chapter 5. Quality function deployment: an overview
Abstract
Quality function deployment (QFD) is an important tool to facilitate multi-functional planning and communication in a concurrent engineering product development environment. It provides a structured framework to translate the ‘voice of the customer’ into the actions and resource commitments needed to meet customer expectations. User experiences confirm that QFD can facilitate the following:
  • reduce product development cycle time;
  • improve customer satisfaction;
  • increase competitiveness.
This chapter presents an overview of QFD in terms of its evolution and current approaches to its application in numerous industries.
U. Menon, P. J. O’Grady, J. Z. Gu, R. E. Young
Chapter 6. Design for manufacture
Abstract
Many industrial manufacturing problems and inefficiencies can be traced back to the design process. Substantial reductions in manufacturing costs can result from revisions at the design stage and such measures can crucially affect the success of a product. Often the benefits of a redesign are realized too late.
C. S. Syan, K. G. Swift
Chapter 7. Design for assembly
Abstract
It is acknowledged that assembly represents one of the major factors affecting product cost and quality. Design for assembly (DFA) is a key element in the creation of competitive products and reducing time to market. In this chapter approaches to DFA, including ‘assembly evaluation methods’ are outlined and their implementation in product introduction is described.
C. S. Syan, K. G. Swift
Chapter 8. Rapid prototyping processes of physical parts
Abstract
Many companies are now under intense pressure to reduce the lead time for new product introductions. This is especially so in a market where the lifetime of a product is very short, such as in the computer and electronics sector. DEC claim that they now have a window of opportunity of less than eight months to go from a product concept to launching the product [1]. It is also said that manufacturers of mobile telephone handsets make the vast majority, if not all, their profit in the first six months of sales. With examples like these it is easy to see why companies are introducing concurrent engineering into their management practices to reduce lead times. The most important technological tools to help concurrent engineering are the use of three-dimensional computer-aided design (3D CAD) and the various rapid prototyping techniques.
P. M. Dickens
Chapter 9. Rapid prototyping of software and hybrid systems
Abstract
Software rapid prototyping involves the use of software to create a working model of a system. The main purpose of building a prototype is to help people to understand the system while they are defining the requirements, so that they can write the requirements down in the product specification.
A. Grazebrook

Product Design, Support and Management Tools for Concurrent Engineering

Frontmatter
Chapter 10. Software tools for the product development process
Abstract
While computer-aided design systems make it possible to build a database of design information, engineering data management software focuses on improving the availability of that information for faster product introduction. The combination of CAE/CAD/CAM and engineering data management systems today has successfully provided increased productivity in different segments of the product life cycle. However, as the capabilities of these systems grow, there is an increasing demand for a greater level of information management for cross-functional operations.
S. C. Hitchins
Chapter 11. The role of knowledge-based engineering systems in concurrent engineering
Abstract
The world market is clearly changing. The outdated view of ‘do you want it fast or do you want is right?’ has been replaced by a demand for increased customization, faster delivery and higher quality products without losing control of costs.
J. D. A. Anderson
Chapter 12. Software solutions for concurrent engineering II
Abstract
The concept of concurrent engineering may not be new in itself. After all, it reflects sound engineering practice. What is new, however, is the fact that computer-based tools are now becoming available to turn the concept into reality. As a developer and supplier of these tools, Intergraph is working increasingly today with companies to implement systems which will bring back the level of inter-departmental communications crucial to concurrent engineering, and which has been lost over the years as company structures have grown larger and more complex and systems have been purchased to satisfy the needs — or self interests — of individual departments, rather than the whole engineering workflow.
S. Schedler
Chapter 13. Strategies for concurrent engineering and sources of further information
Abstract
This chapter summarizes the strategic issues in practice of concurrent engineering. Also sources of further information, including published papers, books and suppliers of support tools for CE are listed.
C. S. Syan, J. V. Chelsom
Backmatter
Metadaten
Titel
Concurrent Engineering
herausgegeben von
Chanan S. Syan
Unny Menon
Copyright-Jahr
1994
Verlag
Springer Netherlands
Electronic ISBN
978-94-011-1298-7
Print ISBN
978-94-010-4566-7
DOI
https://doi.org/10.1007/978-94-011-1298-7