advances in concurrent engineering

8/2/2019 Advances in Concurrent Engineering

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Advances in Concurrent Engineering

Joe Cleetus

Concurrent Engineering Research CenterWest Virginia University, Morgantown, WV


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Copyright Concurrent Engineering Research Center 2

Outline

Elements of CE

Status of CE

Acceptance of CE

Novel Applications

Challenges

Progress in Standards and Groupware


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Definition of CE

Systematic approach

to integrated product development that emphasizes

response to customer expectations

and embodies

team values of cooperation, trust and sharing

in such a manner that

decision making

proceeds with large intervals of parallel working by alllife-cycle perspectives,

synchronized

by comparatively brief exchanges

to produce consensus.


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Concept

manufacturing

materials

design

support

common product

concept

management

unified

product

concept

design

materials

support

marketing

analysis

communicationnetwork

manufacturing

common product

concept

Team approac Virtual team approach Networked co-location

Unif ied v ision


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Elements of CE

Structure the TEAM for doing the work with clear

ROLES and strong LEADERSHIP and EMPOWERMENT.

Sharpen the VISION of what is the goal.

Organize the COMPANY around the WORKFLOW.

NETWORK the organization humanly and electronically.

Involve every PERSPECTIVE in the full cycle of decision

making from the BEGINNING.

Propagate information EARLY.

Implement systems for ease of SHARING.


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Elements of CE contd.

IMPROVE work processes to shorten TIME and

increase CONCURRENCY.

COORDINATE around TASKS, and DATA resultingfrom tasks.

Maintain a CUSTOMER-derived slant for assessing

status. Resolve CONFLICTS

(a) when absolutely necessary

(b) by CONSENSUS.


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Elements of CE

Status of CE

Acceptance of CE

Novel Applications

Challenges



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CE Status - Process

Formal assessment of CE practices in organizations(Karandikar 1992) -- Characterizes Processes andsupport technologies using SEI model. Tool calledRACE.

Building a library of reusable CE processes by

benchmarking the best organizations (Malone 1993). Re-engineering business processes in organizations --

a very hot consultancy service (Hammer, Stalk,Bower,..).


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CE Enabling Tech. Goals

Making the Remote look Local

Making the Distributed look Unified

Making the Heterogeneous look Homogeneous

Making the Chaotic look Ordered

Capturing Corporate Memory


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CE Status - SW Support

Electronic Mail / Messaging

Shared Screen WISIWYS

Calendaring and Scheduling

Group Decision Support Systems

Group Editing

Workflow and Document Management

Workgroup Products and Utilities

Groupware Development Tools


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CE Status - HW Support

New PC Bus to support multimedia

New ATM networking protocol

New devices for interaction (HHC)

Wide availability of switched high speed lines (T1)

Hardware compression


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CE Status - Orgn. Trends

Globalization of business (Mondeo - Ford, Airbus,..).

Lethargic economies forcing layoffs in managementranks.

Speeding up of product cycles -- agility and time-to-market.

Contraction of the military budgets forcing developmentwithout production.

Fall of the giants -- inability to run large enterprises incentralized fashion.


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Elements of CE

Status of CE

Acceptance of CE

Novel Applications

Challenges



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CE Acceptance -Orgn. Values

TEAM Formation and LEADERSHIP

Cultivating a sense of teamwork, involving thenecessary people, and demonstrating leadership.

VISION

Communicating a clear vision of a radically differentorganization.

PLAN

Need to organize to markets and customers, notproducts and technology.

TIME criticality Making changes quickly .. time is your enemy.


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CE Acceptance -Orgn. Values

CUSTOMER Focus Responding to changes in the environment, and

shifting focus to marketing from defense work.

Organizing to markets is a new cry.

EMPOWERMENT

Discouraging managers from approaching CEOunless there is trouble.

Organize the COMPANY around the WORKFLOW

Stripping two layers of management from org chartsbrings all top managers closer to buyers' needs.

(Recent overhaul of GM Hughes when Michael Armstrong ofIBM took over as CEO in April 1992)


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CE Acceptance - Processes

Citibank automated back office using the analogy offactory processes.

Kanbansystem of Toyota (now widely copied) was itselfinspired by the American super-market system.

Federal Express, Domino's, Kinko's, and MacDonald's,have reduced consumption of time in every aspect oftheir business.


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CE Acceptance -Technology

Use of Lotus Notesat Price Waterhouse for sharingcorporate memory.

Use of VisionQuestby Marriott Hotel for an electronicmeeting room for hire by companies.

Extensive use of electronic mail for coordination in agrowing number of companies.


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CE Acceptance - Metrics

Product development times compressed by 40 to 60% inautomotive firms (Ford, Chrysler).

Conflicting requirements reconciled in semiconductor

development (Intel - Pentium).

Time spent in meetings reduced by 90%.

Number of ECOs after first-ship reduced drastically.

Variable 15 to 26 days to deliver car to customer

reduced to certain 6 days (Toyota).


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Elements of CE

Status of CE

Acceptance of CE

Novel Applications

Challenges



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SW Engineering

Process Maturity Model

Collaborative Inspection, Verification, and Validation


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Health Care

Automating flow of information in a hospital.

Organizing and archiving lifelong patient information for

universal, but controlled, access (CPR).

Multimedia data entry at source to reduce errors and

ensure comprehensive recording of encounters. Automating qualification and payment of providers by

insurers, and eliminating paper.


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Health CareInfo. Architecture

Role-orientedinterfaces

Applications

Coordination

Resource Model

InformationInfrastructure

ARTEMIS

(CERC-ARPA)


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Design for Disposability

High environmental cost of disposal of product at theend of its useful life is a major concern for society.

New discipline called Design for Disposability willtackle pollution at source (at the design stage) by theengineers who are responsible for nearly all the

pollution in the world! Proposed take-back laws in Germany for automobiles,

already being acted on by BMW, VW, etc.


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Concurrent Epidemiology

Streamlining process of accident data gathering atsource.

Remote collection and transmission of recordsfrom distributed heterogeneous data bases of State

agencies. Generation of software procedures for a variety of

remote data access queries.

Integration with local statistical applications.


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Concurrent Epidemiology

Streamline process of collection, transmission, storage and statisticalaggregation of injury incident data to discover causes and prevent injury.

DB1

DB2

DB3

State agency

Field Investigator

County clerk

NIOSH Manager/Scientist


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Earth Observing System

Spaceb

ased

EOSsys

tem

Users

UNIFIED DYNAMIC RESOURCE MODEL

DAAC

DAAC

DAAC

Archival

SCF

SCF

SCF

ComputingFacility

EDOS

Data &Operations

NASAScience Network

EOSCollaboratory

Shared

Workspace

Collaboration

Technology Transparent

Computing Testbed for

EOS DataProducts

Info rmation

Dissemination

EOS Collaboratory


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Elements of CE

Status of CE

Acceptance of CE

Novel Applications

Challenges



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Challenges

Encouraging openness and sharing in organizations,while preserving the necessary confidentiality.

Making reward systems reflect the team efforts.

Making groupware as easy to use as telephones.

Making the new gigabit networks a low-cost andubiquitous reality, much as roads are.

Developing more natural interfaces for personal

computers without increasing cost.


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Elements of CE

Status of CE

Acceptance of CE

Novel Applications

Challenges



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Relevant CE Standards

ATM network protocol.

MPEG/JPEG compression standards.

X-Windows.

TCP/IP and SMTP.

EDI for exchanging documents between designers,manufacturers and customers (Defense Dept).

SGML for technical manuals in electronic form.

CFI Inter-tool data exchange standard for electronics.

OSF/DCE.


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CE is being absorbed into the Enterprise processes.

Technology support is advancing rapidly.

Network infrastructure development is moving

faster than anticipated.

advances in concurrent engineering

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