Concurrent engineering: new rules for world-class companies

Shina, Sammy G.

doi:10.1109/6.83462

Cited by 29 publications

(7 citation statements)

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“…The report of the roundtable emphasized that &dquo;as products have increased in sophistication, so, too, has manufacturing; and its needs now are having a stronger influence on the design function [112].&dquo; 1.3 Literature on Concurrent Engineering and Questions of the Study Since then, numerous books have been published [8,44,64,76,84,95,96,101,111]. Many important articles provide general discussions on CE [30,41,46,56,69,74,79,89,94,103,112,122]. Many different symposiums, seminars, and conferences have been organized [27,36,50,88].…”

Section: Historical Backgroundmentioning

confidence: 99%

Concurrent Engineering: An Overview from Manufacturing Engineering Perspectives

Zhang

1995

Concurrent Engineering

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In the last few years, Concurrent Engineering (CE) has become a very prevalent topic in the area of manufacturing engineering. It has been viewed as one of the most effective, potential, and miraculous cures for maintaining the winning position of the American manufacturing industry in global competition. However, because CE is such a comprehensive topic which covers a wide spectrum of areas of study, there is a need to clarify the up-to-date research activities and industrial applications in the manufacturing engineering area. This paper first discusses the history and essence of CE, and then overviews seven areas of CE study in the manufacturing engineering perspective, as well as several industrial applications of CE. Because the studies on CE are still evolving, this paper aims to stimulate further explorations by providing a thorough survey on both theoretical and application research efforts in the past decade.

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Section: Historical Backgroundmentioning

confidence: 99%

Concurrent Engineering: An Overview from Manufacturing Engineering Perspectives

Zhang

1995

Concurrent Engineering

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“…Entre as principais vantagens da utilização do QFD, encontradas na literatura, pode-se citar (Shina, 1991;Cheng et al, 1995;Ohfuji et al, 1997;Costa, 1999;Nogueira et al, 1999): melhoria do relacionamento entre os departamentos; diminuição no número de modificações de projetos e do tempo de desenvolvimento; e redução do número de reclamações e de custos. Pode-se citar também a identificação dos gargalos de engenharia, aumento da satisfação dos clientes, construção de base de dados com a documentação gerada pelo QFD e fortalecimento da prática da engenharia simultânea.…”

Section: Benefícios E Dificuldades Da Implementação Do Qfdunclassified

Aplicação do QFD no desenvolvimento de produtos: levantamento sobre seu uso e perspectivas para pesquisas futuras

2004

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O objetivo deste trabalho é avaliar a extensão do uso do QFD no Brasil, investigando, principalmente, as maiores empresas privadas por faturamento, de forma a identificar os benefícios e dificuldades para implementar o método, bem como organizações que já têm experiência com sua aplicação. Para atingir esse objetivo, um levantamento exploratório tipo survey foi realizado em uma amostra não aleatória, utilizando como instrumento para coleta dos dados um questionário enviado via correio. A taxa de retorno foi de aproximadamente 21%, e os resultados indicaram que pouco mais de 18% das empresas utilizam o método. Essas empresas iniciaram a aplicação do QFD durante os anos 90, indicando que a utilização do QFD é relativamente recente no País. Em relação às dificuldades para implementar o QFD, o maior problema foi relacionado à falta de experiência em sua utilização. Quanto aos benefícios decorrentes do QFD, os mais importantes foram o aumento da satisfação dos clientes e a melhoria do trabalho em equipe e comunicação entre áreas funcionais. Adicionalmente, a survey identificou cinco empresas com experiência em QFD, que podem ser consideradas referências no uso do método no País. Finalmente, o trabalho apresenta algumas perspectivas para pesquisas futuras.

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“…T he extensive research on product development in the last decade has significantly contributed 1 to the understanding of the key success factors of crossfunctional teams. This research may have also contributed to the diffusion of Concurrent Engineering (CE) and the related new methods for cross-functional product development and delivery in high-technology industry (Shina, 1991;Millson et al, 1992). These methods are described in detail in Linton et al (1991), who state that CE is`a fundamentally new way of looking at how products ± as well as their enabling technologies and manufacturing, testing, and support processes ± are conceived, specified, and developed' (p. 10).…”

Section: Basic Conceptsmentioning

confidence: 99%

Managing integration and coordination in cross‐functional teams: an international study of Concurrent Engineering product development

Hauptman

Hirji

1999

R & D Management

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This study is about the influence of integration and coordination of organisational mechanisms on the effectiveness of the process of product development by cross-functional teams. The sample consists of 50 cross-national Concurrent Engineering (CE) project teams, from companies in Australia, Canada, Denmark, Finland, UK, and USA, in the technology intensive industries of aerospace, automobile, chemical, computer, electronics, shipbuilding, and telecommunications. The study offers a diagnostic tool which measures the effectiveness of the Concurrent Engineering team's process in terms of the behaviours and attitudes of the engineeringaR&D and manufacturing representatives on the product development team: (a) two-way communication, (b) overlapping problems-solving, (c) readiness to use uncertain and ambiguous information released by team counterparts for decision-making, and (d) readiness to release uncertain and ambiguous information to team counterparts. The findings of the study are that integration mechanisms, such as team-based rewards and job rotation, and coordination mechanisms, such as project structure and information technology, and project leader's management style, support an effective team process, and overcome the negative effect of geographic distance and time-difference in cross-national teams. In addition, there are interesting implications for organisational learning in the practice of Concurrent Engineering for product development, and of the implications of these findings for practice and future research.

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Concurrent engineering: new rules for world-class companies

Cited by 29 publications

References 0 publications

Concurrent Engineering: An Overview from Manufacturing Engineering Perspectives

Concurrent Engineering: An Overview from Manufacturing Engineering Perspectives

Aplicação do QFD no desenvolvimento de produtos: levantamento sobre seu uso e perspectivas para pesquisas futuras

Managing integration and coordination in cross‐functional teams: an international study of Concurrent Engineering product development

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