Concurrent engineering
Product innovation tools
Process innovation tools
Innovation management
Definition of Concurrent Engineering
"Concurrent engineering is a systematic approach to the integrated, concurrent design
of products and their related processes, including manufacture and support. Typically,
concurrent engineering involves the formation of cross-functional teams, which allows
engineers and managers of different disciplines to work together simultaneously in
developing product and process design. This approach is intended to cause the
developers, from the outset, to consider all elements of the product life cycle from
concept through disposal, including quality, cost, productivity, speed (time to market &
response time), and user requirements (include functional and reliability)."
Align all design to support the goal: Satisfy customer expectation
Quality,
Cost
Productivity,
Speed (time to market & response time)
User requirements (include functional and reliability)
Field warranty service
Quality
control
Market
analysis, R&D
Production
system
Process
design
GD&T
Engineering
Modeling
Prototyping
Statistic Process
Control (SPC)
Product
design
GD&T
Cell, Quick
Response
Manufacturing
Rapid
Prototyping
Computer Aided
Manufacturing
(CAM)
Computer
Aided Design
(CAD)
Manufacturing in the Product Life Cycle
Conventional product design
approach
Why do companies now want to move away from serial product
development process ?
Concurrent engineering of products
Address all issues related to the complete life cycle
of the product at the product design stage - from
initial conceptualization, to disposal/scrap of the
product.
Concurrent engineering
Has to be supported by top management.
All product development team members should be
dedicated for the application of this strategy.
Each phase in product development has to be
carefully
planned before actual application.
New products lifecycle has to fit in in the existing
product program lifecycles in a company.
Concurrent Engineering
Concurrent Engineering:
Is a strategy where all the tasks involved in product
development are done in parallel.
Collaboration between all individuals, groups and
departments within a company.
Customer research
Designers
Marketing
Accounting
Engineering
Concurrent Engineering
Suppliers
Commercial
Design Process
Customers
R&D
Idea
Generation
Competitors
Marketing
Product or Service concept
Feasibility
Study
Performance Specifications
Linear Process
Preliminary
Design
Form Design
Revising and testing
prototypes
Functional
Design
Production
Design
Design
Specifications
Manufacturing
Specifications
Pilot run and final
tests
Final Design and
process plans
Product Launch
Concurrent Engineering
Techniques:
Perceptual mapping
Benchmarking
Reverse Engineering
Concurrent Engineering
Perceptual Mapping
Good Taste
Coco Pops
Low
Nutrition
Cheerios
Rice Krispies
High
Nutrition
Shredded Wheat
Bad Taste
Compares customers perception of available products
Identifies gap in market
Concurrent Engineering
Benchmarking
Get the best product available
Base performance specifications for new product on it
Reverse Engineering
Dismantle and inspect competitors product(s)
Select features to incorporate into new product
Concurrent Engineering
Demand for the proposed product?
Cost of developing and producing the product?
Does company have manufacturing capability?
Skilled personnel?
Concurrent Engineering
Form Design: Physical appearance of the product
Functional Design: Performance of the product
Production Design: How to manufacture product
Concurrent Engineering
Prototype produced
Adjustments made
Final specification agreed
Concurrent Engineering
Manufacturing process commences
Product is marketed to buying public
Concurrent Engineering
Traditional Process = Linear
Vs
Concurrent Engineering = Team collaboration
Concurrent Engineering
Why Concurrent Engineering?
Pace of market change has increased
Companies must keep pace with changing markets
Decisions made sooner rather than later
Reduces/eliminates repetition of tasks
Reduces waste and reworking of design
Product quicker to market
Maximises company profit
Company operates more efficiently
Assembly in the Context of Product
Development
Benefits of Concurrent Engineering
Reduces time from design concept to market
launch by 25% or more
Reduces Capital investment by 20% or more
Supports total quality from the start of
production with earlier
opportunities for continuous improvement
Simplifies after-sales service
Increases product life-cycle profitability
throughout the supply
system
Concurrent Engineering
To make decisions concurrently:
Team knows the design goals/objectives
Team is aware of the interrelationships between all
aspects of the design process
Superior communication between all sections of the
company
Method:
Quality Function Deployment (QFD)
Concurrent Engineering
Quality Function Deployment (QFD)
Collection of matrices that converts the needs of the
customer into technical specifications at all stages of the
design and manufacture process.
Product Planning (most popular)
House of Quality
Concurrent Engineering
House of Quality
1. Customer requirements
prioritised (scale or %)
2. Competitive product evaluation
3. Engineering characteristics
4. Interrelationships of 1 & 3
5. Relations between engineering
characteristics
6. Targets for new product
Concurrent Engineering
Example: Water-pond Alarm
1. Identify customer requirement and prioritise them (scale
or %)
Concurrent Engineering
weighting
2. Compare product to competitors
Attribute
Competitive
Assessment
1
Sensitive to water
level
25
Durable
15
Makes a loud noise
10
Inexpensive
25
Small
10
Looks Good
15
Concurrent Engineering
Energy Efficiency
25
++
Durable
15
Makes a loud noise
10
Inexpensive
25
--
Small
10
Looks Good
15
Cost of Sensor
Complexity of circuit
Sensitive to water level
Material for casing
Weighting
[Link] engineering characteristics
Attribute
++
+
+
+
--
Concurrent Engineering
Complexity of circuit
Energy Efficiency
Sensitive to water level
25
++
Durable
15
Makes a loud noise
10
Inexpensive
25
--
Small
10
Looks Good
15
Cost of Sensor
Weighting
Legend:
Positive correlation +
Strong positive correlation ++
None
Negative correlation Strong Negative correlation - -
Material for casing
4. Identify strength of interrelationships between customer
requirements and the engineering characteristics.
Attribute
++
+
+
+
--
Concurrent Engineering
Interpreting the matrix
Energy Efficiency
25
++
Durable
15
Makes a loud noise
10
Inexpensive
25
--
Small
10
Looks Good
15
Cost of Sensor
Complexity of circuit
Sensitive to water level
Increasing the noise level could reduce
the energy efficiency
Material for casing
Weighting
Sensitivity to water level is likely to be very dependent on complexity of
circuit
Attribute
++
+
+
+
--
Concurrent Engineering
Energy Efficiency
25
++
Durable
15
Makes a loud noise
10
Inexpensive
25
--
Small
10
Looks Good
15
Cost of Sensor
Complexity of circuit
Sensitive to water level
The choice of material will affect the
durability of the product
Material for casing
Weighting
A complex circuit and quality sensor could increase cost of product
Attribute
++
+
+
+
--
Concurrent Engineering
5. Identify correlation between engineering characteristics.
Increasing complexity
of circuit could require
a more costly sensor
Complex circuit (more
parts) could reduce
energy efficiency
A good quality
sensor could
improve energy
efficiency
Concurrent Engineering
6. Identify targets for new product
120
Target
120
<30
Concurrent Engineering
2002 DRM Associates
Concurrent Engineering
Role of CAD in Design & Manufacture
Model part or assembly being designed
Part visualised and manipulated on screen
Realistic
Function tested
Textures & lighting effects can be applied
Photorealistic effects
Manufacturing drawings generated automatically
Modelled part and its manufacturing requirements shared
with the entire design and manufacturing team
Concurrent Engineering
Role of CAD in Design & Manufacture
Geometry from CAD system used to produce part on CAM
system
CAD model used by marketing to create images for
packaging
Simulate behaviour of product under stresses and forces
using CAE system
Model data used by rapid prototyping machine
Concurrent Engineering
Role of CAD in Design & Manufacture
Advantages:
All above can be done concurrently
Manufacturing problems identified early
Changes in design can be seen immediately
Speeds up design and prototyping processes
Concurrent Engineering
Design for the Environment
There are three major elements of design for the
environment:
Design for environmental manufacturing
Design for environmental packaging
Design for disposal and recyclability.
Concurrent Engineering
Design for Environmental Manufacturing:
Non-toxic processes & production materials
Minimum energy utilization
Minimize emissions
Minimize waste, scrap & by-products
Concurrent Engineering
Design for Environmental Packaging:
Minimum of packaging materials
Reusable pallets and packaging
Recyclable packaging materials
Bio-degradable packaging materials
Concurrent Engineering
Design for Disposal & Recycling:
Re-use/refurbishment of components & assemblies
Material selection to enable re-use (e.g., thermoset plastics
vs. thermoplastics) and minimize toxicity
Avoids filler material in plastics such as fibreglass and
graphite
Minimum number of materials/colours to facilitate
separating materials and re-use
Design for serviceability to minimize disposal of non-working
products
Concurrent Engineering
Design for Disposal & Recycling:
Material identification to facilitate re-use
Design to enable materials to be easily separated
Design for disassembly (e.g., fracture points, fastening vs.
bonding)
Avoid use of adhesives
Limit contaminants - additives, coatings, metal plating of
plastics, etc.
Maximize use of recycled or ground material with virgin
material
Concurrent Engineering
Impact of Product Life Cycle on the Environment
Product life cycle = design, manufacture, use & disposal stages
of product
Minimise a products negative impact on the environment
Incorporate DfE considerations into design process of a new
product
Concurrent Engineering
Case study 1: Desktop computer
Design Stage:
The design could specify the following
Reusable components e.g. monitor, keyboard
Recycled materials where possible
Minimise toxic materials used
Manufacture:
Use ethical work practices and sources for raw materials
Use clean manufacturing processes
Minimise transport of components and materials
Implement quality procedures to minimise waste etc.
Use:
Low power consumption
Serviceable items rather than replaceable e.g. disk drive, peripherals etc.
Disposal:
Design for disassembly use easily dismantled fixings etc.
Identify materials used for recycling
Minimise mixed materials to facilitate separation later
Concurrent Engineering
Role of Testing in Product Design
Cannot predict with absolute certainty how product will
perform
Need test product before mass production
Mass production very costly to setup
Changes cannot be made easily
Speeds up design and prototyping processes
Product Innovation Tools
DESIGN FOR X
<>
X - examples
Design for Manufacturing Design for Environment
and Assembly (DFMA)
(DFE)
Design for Dimensional
Control (DDC)
Design for Inspectability
Design for Storability
Design for Reliability
(DFR)
Design for
Electromagnetic
Compatibility
Design for Disassembly
(DFD)
QUALITY FUNCTION DEPLOYMENT
House of Quality
Interrelationships
Technical Features
Voice of
the
Customer
Relationship
between Customer
Desired Traits and
Technical Features
Importance of
Technical Features
Importance Assessment
of Traits to of
Customer
Competition
House of Quality:
Steps for Generation
1. Identify Customer Attributes
2. Identify Supporting Technical Characteristics
3. Correlate Customer Attributes with Supporting Technical
Features
4. Assign Priorities to Customer Requirements and Technical
Features
5. Evaluate Competitors Stances and Products
6. Identify Technical Characteristics to Deploy in the Final Product
Design
Process Innovation Tools
DESIGN FOR MANUFACTURING AND
ASSEMBLY (DFMA)
LEAN THINKING
CONTINUOUS IMPROVEMENT
CONCURRENT ENGINEERING
JUST IN TIME (JIT)
Can we manage innovation?
The majority of failures are due to some
weakness in the way the innovation process is
managed.
Technical resources (people, equipment,
knowledge, money, etc.)
Capabilities in the organization to manage
them
Organizational routines or capabilities are the way
we do things around here (in this organization) as a
result of repetition and reinforcement
Routines are firm-specific and must be learned.
To manage innovation means to create an
organisation where routines can be learned as to
cope with the complexity and uncertainty of the
innovation process
Unlearning is important
The innovation management process
Searching looking for threats and opportunities for change
within and outside of the organisation.
Technological opportunity
Changing requirements on the part of the market
Selecting deciding (strategically from how the enterprise
can develop and taking into account risk) what to respond to.
Flow of opportunities
Current technological competence
Fit with the current organizational competence
Implement turn potential ideas into a new product or
service, a change in process.
Acquiring to combine new and existing knowledge
(available within and outside the organization) to offer a
solution to the problem
Executing to turn knowledge into a developed
innovation and a prepared market ready for final launch
Launching to manage the initial adoption
Sustaining to manage the long term use
In the implementation phase
Cope with uncertainty about:
Technological feasibility
Market demand
Competitor behaviour
Regulatory and other influences
Replaced by knowledge accumulated technology & market
research
Learning to learn from progressing through this cycle so that
they can build their knowledge base and can improve the
ways in which the process is managed.
Restart the cycle
Failure why?
Refine, improvement next generation
Learning about technology, routines & organization
Figure 2.1
Simple representation of the innovation process
2005 Joe Tidd, John Bessant and Keith Pavitt
SCAN
Definition:
Detecting signals in the environment about potential
change (market niches, technology development, etc)
Activities
Scanning environment for technological, market,
regulatory and other signals
Collect and filter signal from background noise
Scan forward in time
Process signals into relevant information for decision
making
FOCUS
Definition:
Selection of the various market and
technological opportunities.
Inputs:
(1) the flow of signals coming from the
previous phase
(2) the current technological base of the firm
(3) the fit with the overall business strategy.
RESOURCE
Definition:
Combining new and existing knowledge to offer a
solution to the problem.
Activities:
Invent in-house through R&D activities
Create the conditions for creativity
Use existing knowledge in-house
Technology transfer and knowledge transfer
Licensing..etc
IMPLEMENT
Definition:
Close interaction between marketing related activities and
technical activities to develop the idea into a marketable
product or service.
Activities:
Develop to maturity
Technical development
Development of the market
Launch
After-sales support
LEARN
Definition
Analysing the failures and success to input the
innovation process
Activities:
Continuous improvement
Knowledge and IC management
Innovation is a risky process....but also a mandatory
one. Success depends of a variety of:
Internal factors
Good management
Core competencies
Clear innovation strategy
Right technology
External factors
Links with market and suppliers
Learning from competitors
Institutional support: financing, human capital, etc
Table 2.3 Problems of partial views of innovation
2005 Joe Tidd, John Bessant and Keith Pavitt
Table 2.3 Problems of partial views of innovation (continued)
2005 Joe Tidd, John Bessant and Keith Pavitt
Successful innovation
New products, processes and services account for an increasing
share of sales
Lower prices
Better-performing products
Better features for certain users (niche)
of resources devoted to the development of new products go
to unsuccessful projects
35% of products launched fail commercially