Documente Academic
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M.Tech(CAD/CAM)-I
e-Science
Manufacturing Technology
e-Manufacturing Digital enterprise CAX & engineering tools TQM, MRP II & engineering tools TQM & engineering tools CAD/CAM, DNC & robotics
Manufacture Idea
Design Specifications
The development of new products is an important strategic option The Cycle-Time of new products is reduced continuously
The new products are gaining an increasing market share
NPD Stages
Stages in New Product Development (NPD)
1. Opportunity identification 2. Concept development 3. Product design 4. Process design 5. Commercial production
NPD objectives
Reduce the time Reduce the time of product of product introduction introduction Maximize the product quality
DQE
Product Product Opportunity Opportunity design design identification identification Process Process Concept design Concept design development development Commercial Commercial Product production Product Concurrent production design design Product Process Process Developmen design design t Commercial Commercial Savings production production
Common problems
unsuitable product to be produced the necessary equipment is not available unsatisfactory design assembly problems the available equipment, tools and devices are not reused
Stylists, designers, marketers, economists and engineers work together and information flows between them, yet their respective roles remain distinct
Definition: "a systematic approach to integrated product development that emphasizes the response to customer expectations.
It embodies team values of cooperation, trust, and sharing in such a manner that decision making proceeds with large intervals of parallel working by all life-cycle perspectives early in the process, synchronized by comparatively brief exchanges to produce consensus. Cleetus (CERC), 1992
Tactics:
A Collection of Tools and Techniques Company e.g. QFD, SPC Generic
greater creativity/ better design better specification/ environmental posture Company Specific
e.g. Teams Parallels Tasks
N.J. BROOKES, C.J. BACKHOUSE,Understanding concurrent engineering implementation: a case study approach
60%) Quality improvement (200-600%) Manufacturing costs reduction (30-40%) Engineering changes reduction (more than 50%) Scrap and rework reduction (up to 75%) Error prevention Customer satisfaction
Tasks - Parallel tasks Teams - Inter-disciplinary work groups, decomposition of tasks Techniques - Design-for-manufacture techniques Technology - PDM, EDI etc. Time reduction of the product design and manufacturing cycle time Tools - software, hardware, and networks Talents Learning the new work model
Company Context
Environmental Context
MITCHELL FLEISHER and JEFEREY K. LIKER, CONCURRENT ENGINEERING EFFECTIVENESS
People
skills, job design, reward systems, motivation relationships, project management structure, job
description, coordination mechanisms, performance measurement systems
Organization
Technology
Consolidation
Benchmark others
MITCHELL FLEISHER and JEFEREY K. LIKER, CONCURRENT ENGINEERING EFFECTIVENESS
Characterize Environment CE Work Process Internal Organization Supplier Relations People Systems
Broaden Rollout
Encouraging DQE
Barriers to Implementation
Barriers to implementation come from two fronts: The natural resistance of organizations to change The lack of information available to assist in implementing that change Common errors
Information waves Time loss risk Repetition cost augmentation Concurrent chaos Accumulation of errors
References
Mitchell Fleisher and J. K. Liker, Concurrent engineering effectiveness, Hanser Gerner Publications. A. Gunasekaran, (1998), Concurrent engineering: a competitive strategy for process industries , Journal of the Operational Research Society, 49. Suk-Ki Hong and Marc J, Schniederjans, Balancing concurrent engineering environmental factors for improved performance, Int. J. Prod.Res., 38(8) Bob Filipczak, (1996), Concurrent engineering: A team by any other name?, Training (Minneapolis, Minn.) 33 N. J. Brookes & C. J. Backhouse, Understanding concurrent engineering implementation: A case study approach, Int. J. Prod. Res., 36 (11). D.N. Ford and D. Sterman, Overcoming the 90% Syndrome: Iteration Management in Concurrent Development Projects, Concurrent Engineering: Research and Applications.