Title: Concurrent engineering: institution, infrastructure and implementation
Authors: Kamar J. Singh, John W. Lewis
Addresses: IPD Program Manager, GE Aircraft Engines, 1 Neumann Way, MD-GD326, Cincinnati, OH 45215, USA. EDN Project Leader, GE Corporate Research and Development, P.O. Box 8, Room KWD244, Schenectady, NY 12301, USA
Abstract: Global competitive pressures are now driving traditional manufacturing organisations to move from a sequential, adversarial product design process to simultaneous design by integrated, multifunctional teams operating in co-operation with both customers and suppliers. Goals for time-to-market, total quality, affordability, flexibility and supportability have become as important as product performance. Concurrent processes are replacing the time-consuming sequential review-based methods of the past. The objective is to achieve right the first time production of complex systems in less time, with better quality and at lower cost. While these three goals are somewhat contradictory, advanced computer technology and new team-based business cultures enable industry to realise these goals while simultaneously meeting customers| requirements. The key to success lies in ||managing for performance|| through top-down institutional changes, standardised infrastructure and bottom-up incremental implementation of the new concepts.
Keywords: concurrent engineering; metrics; teaming; enterprise integration; customer focus; change; requirements; process understanding; communications.
International Journal of Technology Management, 1997 Vol.14 No.6/7/8, pp.727-738
Published online: 29 Jul 2003 *Full-text access for editors Access for subscribers Purchase this article Comment on this article