This article presents the savings in time and costs achieved by a transition from sequential to simultaneous product realization. Such a transition is not possible without prior well-organized teamwork or virtual teamwork. The article demonstrates the team structure in simultaneous product realization. A two-level team structure is suitable for small companies, with a core team on the first level and several project teams in simultaneous product realization loops on the second level. In order to ensure successful work of the core team and several project teams, appropriate communication tools are suggested and a communication matrix has been developed, defining information exchange during the execution of activities in simultaneous product realization. The communication matrix is used for identifying information system connections. The results of organizing teamwork and virtual teamwork are shown on a case study of simultaneous realization of a pedal assembly.
Problems in the development of new products in small and mid-sized companies are analyzed in the following paper. Concurrent engineering methods known to date for the development of new products are tested within the framework of human and organizational capacities. The methodologies of 3-T looping and three-level team structure were especially tested. It was established that a two-level organization is more suitable for small companies. Due to requirements for product complexity, it was found that n-T looping methodology should be implemented. In the case of complex products (the methodology was tested on a mini-loader), it turns out that n is in the range of 7 to 9 members. Such a large team is still manageable and acts in an integrative manner to achieve the goal, product development. In the matrix analysis of activities, the use of a supplemented methodology was justified and proven for each phase of product development.
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