Role Of Concurrent Engineering Information Technology Essay

Role Of Concurrent Engineering Information Technology EssayConcurrent engine room is basically a carrefour schooling method and is quite different from the traditional phylogenesis come up as it employs simultaneous rather than sequential wait on. The companies implementing CE feel that by completing tasks in parallel harvest-home development is accomplished more efficiently and it also saves cost.This is basically a commission ism and any organization or company can implement this whether it small, medium or large. This is a systematic approach to the integrated concurrent heading of crossings and their cogitate dish outes including manufacture and support. The fashion is done through cross functional groups in which engineers and managers of different disciplines work together simultaneously in developing product and knead design.Basic motive of this approach is that it cause the developers from the outset to consider all elements of the product life cycle from con cept disposal which includes terms like quality, cost, archive and user requirements.Concurrent technology demonstrate is also known as iterative development method. It requires continual review of a aggroups progress and frequent fiat of project plans. The rationale behind this creative thinking is forward looking approach which is beneficial because errors can be discovered easily and they argon little costly to correct at initial stages.How to know whether the concurrent engineering is for a particular company or not?The following factors help to arrest this-If the company grammatical cases any kind of below given problem-If there is competitive pressure to develop new products.If there exists any kind of delays in product launch.Budget of developing product is higher(prenominal) than acceptable.Customer requirements argon not known clearly.No transfer of knowledge from one product development project to the next.Any kind of shifting of responsibility for product develop ment from one function to another.Above were the factors that enable us to determine that whether the company requires adopting the forge of concurrent engineering for product development or not. It is very important to know that whether the company has ability to implement the process in there company. Belows are the factors that help to learn that whether the organization will be able to implement the required process in there company or not.Is there willingness to potpourri for improvement in the company?Is superior management that committed and dedicated to work?Able to encourage and support team work.DIAGRAMMTIC REPRESENTATIONPRODUCT conditionMARKETINGCONCEPTENGINEERI-NG DESIGNCONCURRENTPROCESSDETAILENGINEERI-NG DESIGNBUILDPRODUCT ENGINEERINGTESTTEST ENGINEERINGMANUFACTURE acquireSELLSALESThe above mentioned is the diagrammatic representation of process which includes product specification, concept, details, build-up, testing, manufacturing and selling too. The processes a s shown in the diagram are two way processes errors are also simultaneously checked as thus its name is concurrent process.Key features of concurrent engineeringDESCRIPTION OF CEThis is a systematic approach to the integrated product development which emphasizes response to customer expectations and embodies team set of cooperation, trust and sharing in such(prenominal) a manner that decision reservation proceeds with large intervals of parallel working by all life-cycle perspectives synchronized, by comparatively brief exchanges.INCLUSIONSThings are done simultaneouslyProcess is the main nidusCompany is open to changeNeeds of customers, suppliers, quality control, marketing, sales and manufacturers are balanced and prioritized.GOALS OF CEGreat competitionLeads to improved networkSales and profits from new products are raisedLeads to reduction of tender-hearted and capital costsMaintains or increases product qualityPromotes team spirit and different departments come togetherSCO PE OF CEThe process change is implemented within 1-2 years.Involvement of people with stakes in new productsFocus is basically on process improvements.STRATERGIC BENEFITS OF CONCURRENT ENGINEERINGCE is a management philosophy which is dedicated to the improvement of customer satisfaction through improved quality and reduced costs. The development period also reduces. Time to market also reduces and leads to reconciliation of conflicting requirements in product development.DIFFICULTIES IN IMPLEMENTATIONBelow are the difficulties which companies normally face while implementing CE-Implementation is a major challenge.Cross functional change initiatives have high rates of failures.It involves radical cultural change in an area that is extremely complex and pressurized.If management does not support the employees or there is inadequate reward systems or say customers or supplier involution is not good.Computer aided designs and tools are no available.If there are inadequate training an d expertise.If company faces difficulty in managing or controlling proficient processes.SUCCESS FACTORS IN IMPLEMENTING CEPilot projectsChange agentsteam enrolment team up engagementGaining commitment of functional managersRealignment of organizational processes and structures.PILOT PROJECTSThese projects are a popular way to achieve radical changes to current working practices on small organization, where conditions are controlled and are managed by seniors or project leadership. Introduction of buffer store projects was done to reduce the scale of initial changes within organization and also to evaluate potential impact. By this method high levels of implementation cost, risk and time can be reduced.There are two molar-components of pilot projects. The first one is concerned with selection of right pilot. It is easier to select the appropriate project such that it is easy to demonstrate as success. But what happens in virtually organizations is that senior management is under time constraints and also sometimes the next project is sort as project. There are organizations that select pilot projects that are of low risk to organization and this is mainly done to reduce overall failure.The second sub component deals with the visibility and promotion of the project within the internal organization. Mostly the organizations consider pilot project as high profile. This leads to organizations profit margins, creates newness to market and senior managements efforts in internally symbolizing the project by the usage of posters, newsletters and all these activities improves overall competitive market position.CHANGE AGENTSChange agents demonstrate the senior management understanding of the amount of time and effort required in implementation of concurrent engineering successfully. Internal change agents include engineering champions, product champions, and organized change teams of individual from different levels of the organization containing both part time a nd full time members. Some have hierarchical change agents. It helps to change peoples values and behaviors.TEAM ENROLMENTConcurrent engineering involves the process of bringing together knowledge and expertise from different areas in early phases of product development process. Team development leads to improvement of informal communication and functional integration.The team members and leaders selection is done in informal and unstructured manner. This involves two important processes team engagement is the very first process includes how team members and leaders are selected and how they are located to work as a team unit. The second process is of empowering the team to carry out its product development activities successfully. The two main elements are assignment of new roles and responsibilities for team members and leaders.TEAM ENGAGEMENTTenure of Team Leader and Team MemberFunctional skills and expertise are not required at a consistent level throughout the project and in mo st organizations the combination of full-time and part time team members.CollocationThe permanent collocation of core team members from different functional departments and the team leaders and dispersion of the extended team members was the most prevalent method of improving multi-disciplinary interaction.TEAM EMPOWERMENTTeam empowerment incorporates clarifying team leaders and roles of team members and their responsibilities. Sometimes team leaders roles and responsibilities are generated through forma methods. The main purpose is to clarify the team members and leaders their roles and responsibilities within team working environment.In some of the organizations this is done basically to keep the employees focused and thus help them achieve there objective. This proves to be quite beneficial in the two early product development stages that are product specification and project plan.GAINING COMMITMENT OF FUNCTIONAL MANAGERSIn organizations senior management and internal change agen ts tended to use functional managers to strike information. In some of the cases educators and informants of concurrent engineering are assigned home functions.REALIGNMENT OF ORGANISATIONAL PROCESSES AND STRUCTURESThe changes are implemented in following areas-Introduction to process improvement teams raising and training for teamsReward and recognition systemMethods to transfer team knowledgeEXTRA ROLES OF CONCURRENT ENGINEERINGOver the last few years, there are many government sponsored and intiated studies have highlighted the need for the improvement of efficiency and competitiveness of the UK construction industry.This is done because it leads to reduce costs, project durations, improved quality, project procurement practices that are used in UK construction industry.It brings together multi disciplinary teams in which project developers from different areas work together and parallel.These cross functional contains systems engineering, mechanical engineering, electrical engin eering, systems producibility.This process incorporates everything also the purchasing, marketing, production, quality assurance, the field and other functional groups.The implementation of CE involves three main areas which are people, process and technology. It includes major organizational changes because it requires the integration of people, task methods and technology.It has great role in concurrent engineering in Weapon System Acquisition.There is greater role of concurrent engineering in human resource management.It is useful as a collaborative method for educational projects in engineering education.Role in education project is that it helps in telescope up clear goal and specialize project boundaries for students and teachers, it helps define good structures for information handling, especially for supervisors and introduce a client role that continuously could define project requirements.There is greater role of concurrent engineering in the purchasing power.Companies that have implemented concurrent engineering report that they are producing higher quality products at lower costs and in less time than they were able to previously.It involves self management and leadership.CE plays an important role in product modeling.It also plays a vital role in system engineering management.EXAMPLES OF CONCURRENT ENGINEERINGGeneral electric aircraft engines divisions uses concurrent engineering for the development of engine. The teams achieved greater percentage reductions in design and procurement cycle times during full scale component tests.Second example is that of Boeings Ballistic Systems Division where concurrent engineering was used in 1988 to develop a mobile launcher and was able to reduce design by 40% and cost by 10% in building proto-type.Third example can be of Polaroids Corps Captiva instant camera which is again the result of concurrent engineering.ADVANTAGESConcurrent engineering practitioners claim that this design management system offers several benefits.Concurrent Engineering leads toImproved customer satisfactionImproved qualityReduced costReduced new product development timeReduced time to marketDISADVANTAGESThere are some drawbacks associated with the initial implementation of concurrent engineering, including the need for considerable organizational restructuring and grand retraining of workers.Such potentially disruptive changes and added work requirements may be met with resistance from managers and other employees.Also, there are usually considerable difficulties in transferring entropy among employees in different departments, which may require the additional tracking software applications. In addition to these significant up-front investments, organizations pursuing a concurrent engineering work model must typically wait several years before seeing the benefits of this transition.