Concurrent Engineering - Revision history

Helenasoes: /* Context */

2023-05-05T17:54:26Z

Context

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	== Introduction ==		== Introduction ==
	=== Context ===		=== Context ===
	In the 1980s, companies faced more frequently occurring issues within product development<ref name="trygg">Trygg, L. (1993). “Concurrent Engineering practices in selected Swedish companies: a movement or an activity of the few?” in Journal of Product Innovation Management, 10(5), pp. 403–415. Available at: https://doi.org/10.1016/0737-6782(93)90098-B </ref>. These had to do with the product life-cycle becoming ~~sorter~~, everchanging customer demands, the cost of product development becoming increasingly more costly as the product complexity increased ~~as well as~~ the integration of new technology becoming increasingly cumbersome, which meant the market became greater and more worldwide. These issues have only grown up until today, so as a reaction to these issues faced within society, the proposed answer became Concurrent Engineering, according to theory<ref name="clark">Clark, K.B. & Fujimoto, T. (1991). Product development performance: strategy, organization, and management in the world auto industry. Harvard Business School Press, Boston</ref>. With the overall goals of increased productivity and lower costs by shorter development ~~time~~ and quicker time-to-market, CE acts as a direct response ~~and~~ contrary to the prior traditional "over the wall", sequential engineering (SE) strategy.		In the 1980s, companies faced more frequently occurring issues within product development<ref name="trygg">Trygg, L. (1993). “Concurrent Engineering practices in selected Swedish companies: a movement or an activity of the few?” in Journal of Product Innovation Management, 10(5), pp. 403–415. Available at: https://doi.org/10.1016/0737-6782(93)90098-B </ref>. These had to do with the product life-cycle becoming shorter, everchanging customer demands, the cost of product development becoming increasingly more costly as the product complexity increased, and the integration of new technology becoming increasingly cumbersome, which meant the market became greater and more worldwide. These issues have only grown up until today, so as a reaction to these issues faced within society, the proposed answer became Concurrent Engineering, according to theory<ref name="clark">Clark, K.B. & Fujimoto, T. (1991). Product development performance: strategy, organization, and management in the world auto industry. Harvard Business School Press, Boston</ref>. With the overall goals of increased productivity and lower costs through shorter development times and quicker time-to-market, CE acts as a direct response, contrary to the prior traditional "over the wall", sequential engineering (SE) strategy.

	===What is Concurrent Engineering?===		===What is Concurrent Engineering?===

Helenasoes: /* Summary */

2023-05-05T17:53:34Z

Summary

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	''Written by Helena Søndberg Svendsen''		''Written by Helena Søndberg Svendsen''
	== Summary ==		== Summary ==
	Concurrent Engineering (CE) is a project management approach that integrates multiple engineering disciplines and project functions into a cohesive and streamlined process, which from a project management perspective requires attention to three key aspects when implementing: Process, People, and Technology/tools. In terms of Process, CE emphasizes overlapping activities, shared ownership, and a defined scope. Overlapping activities ensure that different aspects of the project can be worked on simultaneously, reducing lead time and overall project duration, while shared ownership promotes collaboration and accountability among team members, and a defined scope helps to manage expectations and prevent scope creep.m The People aspect of CE involves communication and the use of multidisciplinary teams. Effective communication is essential for sharing information and resolving conflicts, while multidisciplinary teams bring together a diverse range of expertise and perspectives to solve complex problems. Technology/tools play a crucial role in facilitating CE by selecting and deploying appropriate tools and technologies that can help automate tasks, improve accuracy, and enhance collaboration. However, implementing CE can face barriers such as resistance to change, lack of resources, inadequate training, and difficulties in coordinating cross-functional teams. Overcoming these barriers requires sustained effort, including top management support, effective communication, and a continuous improvement ~~mindset~~. Overall, the successful implementation of CE can result in significant improvements in product quality, time-to-market, and customer satisfaction.		Concurrent Engineering (CE) is a project management approach that integrates multiple engineering disciplines and project functions into a cohesive and streamlined process, which, from a project management perspective, requires attention to three key aspects when implementing: Process, People, and Technology/tools. In terms of Process, CE emphasizes overlapping activities, shared ownership, and a defined scope. Overlapping activities ensure that different aspects of the project can be worked on simultaneously, reducing lead time and overall project duration, while shared ownership promotes collaboration and accountability among team members, and a defined scope helps to manage expectations and prevent scope creep. The People aspect of CE involves communication and the use of multidisciplinary teams. Effective communication is essential for sharing information and resolving conflicts, while multidisciplinary teams bring together a diverse range of expertise and perspectives to solve complex problems. Technology/tools play a crucial role in facilitating CE by selecting and deploying appropriate tools and technologies that can help automate tasks, improve accuracy, and enhance collaboration. However, implementing CE can face barriers such as resistance to change, a lack of resources, inadequate training, and difficulties in coordinating cross-functional teams. Overcoming these barriers requires sustained effort, including top management support, effective communication, and a mindset of continuous improvement. Overall, the successful implementation of CE can result in significant improvements in product quality, time-to-market, and customer satisfaction.

	== Introduction ==		== Introduction ==

Helenasoes: /* What is Concurrent Engineering? */

2023-05-05T17:27:45Z

What is Concurrent Engineering?

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	<gallery widths=375 px heights=275px>		<gallery widths=375 px heights=275px>
	File:Changes v project time.png\|Figure 1:Changes vs. project time		File:Changes v project time.png\|Figure 1: Changes vs. project time
	File:OverTheWall.png\|Figure 2: SE (Over-the-wall) & CE		File:OverTheWall.png\|Figure 2: SE (Over-the-wall) & CE
	File:Time reduction.png\|Figure 3: Project time reduction		File:Time reduction.png\|Figure 3: Project time reduction

Helenasoes at 17:25, 5 May 2023

2023-05-05T17:25:30Z

← Older revision		Revision as of 17:25, 5 May 2023
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	''Written by Helena Svendsen''		''Written by Helena Søndberg Svendsen''
	== Summary ==		== Summary ==
	Concurrent Engineering (CE) is a project management approach that integrates multiple engineering disciplines and project functions into a cohesive and streamlined process, which from a project management perspective requires attention to three key aspects when implementing: Process, People, and Technology/tools. In terms of Process, CE emphasizes overlapping activities, shared ownership, and a defined scope. Overlapping activities ensure that different aspects of the project can be worked on simultaneously, reducing lead time and overall project duration, while shared ownership promotes collaboration and accountability among team members, and a defined scope helps to manage expectations and prevent scope creep.m The People aspect of CE involves communication and the use of multidisciplinary teams. Effective communication is essential for sharing information and resolving conflicts, while multidisciplinary teams bring together a diverse range of expertise and perspectives to solve complex problems. Technology/tools play a crucial role in facilitating CE by selecting and deploying appropriate tools and technologies that can help automate tasks, improve accuracy, and enhance collaboration. However, implementing CE can face barriers such as resistance to change, lack of resources, inadequate training, and difficulties in coordinating cross-functional teams. Overcoming these barriers requires sustained effort, including top management support, effective communication, and a continuous improvement mindset. Overall, the successful implementation of CE can result in significant improvements in product quality, time-to-market, and customer satisfaction.		Concurrent Engineering (CE) is a project management approach that integrates multiple engineering disciplines and project functions into a cohesive and streamlined process, which from a project management perspective requires attention to three key aspects when implementing: Process, People, and Technology/tools. In terms of Process, CE emphasizes overlapping activities, shared ownership, and a defined scope. Overlapping activities ensure that different aspects of the project can be worked on simultaneously, reducing lead time and overall project duration, while shared ownership promotes collaboration and accountability among team members, and a defined scope helps to manage expectations and prevent scope creep.m The People aspect of CE involves communication and the use of multidisciplinary teams. Effective communication is essential for sharing information and resolving conflicts, while multidisciplinary teams bring together a diverse range of expertise and perspectives to solve complex problems. Technology/tools play a crucial role in facilitating CE by selecting and deploying appropriate tools and technologies that can help automate tasks, improve accuracy, and enhance collaboration. However, implementing CE can face barriers such as resistance to change, lack of resources, inadequate training, and difficulties in coordinating cross-functional teams. Overcoming these barriers requires sustained effort, including top management support, effective communication, and a continuous improvement mindset. Overall, the successful implementation of CE can result in significant improvements in product quality, time-to-market, and customer satisfaction.

Helenasoes: /* Implementation approach */

2023-04-02T05:58:41Z

Implementation approach

← Older revision		Revision as of 05:58, 2 April 2023
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	===Implementation approach===		===Implementation approach===
	The following figure provides an overview of everything to consider, when implementing CE in an organization.		The following figure provides an overview of everything to consider, when implementing CE in an organization.
	[[File:Implementation.png\|frameless\|center\|~~700px~~]]		[[File:Implementation.png\|frameless\|center\|800px]]

	== Reflections on application ==		== Reflections on application ==

Helenasoes: /* Introduction */

2023-04-02T05:57:05Z

Introduction

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	== Introduction ==		== Introduction ==
	[[File:Changes v project time.png\|thumb\|300px\|Figure 1:Changes vs. project time]] [[File:OverTheWall.png\|thumb\|300px\|Figure 2: SE (Over-the-wall) & CE]] [[File:Time reduction.png\|thumb\|300px\|Figure 3: Project time reduction]]
	=== Context ===		=== Context ===
	In the 1980s, companies faced more frequently occurring issues within product development<ref name="trygg">Trygg, L. (1993). “Concurrent Engineering practices in selected Swedish companies: a movement or an activity of the few?” in Journal of Product Innovation Management, 10(5), pp. 403–415. Available at: https://doi.org/10.1016/0737-6782(93)90098-B </ref>. These had to do with the product life-cycle becoming sorter, everchanging customer demands, the cost of product development becoming increasingly more costly as the product complexity increased as well as the integration of new technology becoming increasingly cumbersome, which meant the market became greater and more worldwide. These issues have only grown up until today, so as a reaction to these issues faced within society, the proposed answer became Concurrent Engineering, according to theory<ref name="clark">Clark, K.B. & Fujimoto, T. (1991). Product development performance: strategy, organization, and management in the world auto industry. Harvard Business School Press, Boston</ref>. With the overall goals of increased productivity and lower costs by shorter development time and quicker time-to-market, CE acts as a direct response and contrary to the prior traditional "over the wall", sequential engineering (SE) strategy.		In the 1980s, companies faced more frequently occurring issues within product development<ref name="trygg">Trygg, L. (1993). “Concurrent Engineering practices in selected Swedish companies: a movement or an activity of the few?” in Journal of Product Innovation Management, 10(5), pp. 403–415. Available at: https://doi.org/10.1016/0737-6782(93)90098-B </ref>. These had to do with the product life-cycle becoming sorter, everchanging customer demands, the cost of product development becoming increasingly more costly as the product complexity increased as well as the integration of new technology becoming increasingly cumbersome, which meant the market became greater and more worldwide. These issues have only grown up until today, so as a reaction to these issues faced within society, the proposed answer became Concurrent Engineering, according to theory<ref name="clark">Clark, K.B. & Fujimoto, T. (1991). Product development performance: strategy, organization, and management in the world auto industry. Harvard Business School Press, Boston</ref>. With the overall goals of increased productivity and lower costs by shorter development time and quicker time-to-market, CE acts as a direct response and contrary to the prior traditional "over the wall", sequential engineering (SE) strategy.
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	===What is Concurrent Engineering?===		===What is Concurrent Engineering?===
	Concurrent engineering is neither a technique nor a tool. It is a manner of thinking that calls for a wide range of techniques and methods. The execution of a project's processes simultaneously with the participation of both upstream and downstream functions throughout the project's life cycle is the very essence of concurrent engineering<ref name="stjepandic"> Stjepandić J., et al. (eds) (2015) Concurrent engineering in the 21st Century: foundations, developments and challenges. Switzerland: Springer International Publishing.</ref>. The approach aims to decrease the number of larger iterations further down in the process, where the impact is much greater, by encountering and solving them as they appear in the earlier phases of the project (figure 1). This is made possible by the concurrent nature of the approach, in which integrated, multifunctional teams collaborate and work together simultaneously to address multiple project-related issues at the same time. As control and responsibility are shared amongst the departments across the project's phases, and because their activities overlap, they can identify potential problems as they appear and can address them faster<ref name="swink">Swink, M.L. (1998). “A tutorial on implementing concurrent engineering in new product development programs,” in Journal of Operations Management, 16(1), pp. 103-116. Available at: https://doi.org/10.1016/S0272-6963(97)00018-1.'</ref>. This is opposite to the traditional sequential engineering (SE) approach, where each activity is handled by one functional organization at a time (marketing, design, manufacturing, etc.) and then thrown "over-the-wall" to the next organization (figure 2) without communication. The problem with this approach is that it might be in the very late stages of the process that a problem is identified, because of the lack of communication between organizations, which will result in the activity/product being sent back over-the-wall to fix the issues<ref name="bhuiyan"> Bhuiyan, N. et al. (2006). “Implementing Concurrent Engineering” in Research-Technology Management, 49(1), pp. 38-43. Available at: https://doi.org/10.1080/08956308.2006.11657357</ref> resulting in a prolonged process time and increased costs. By working concurrently the overall project duration is greatly reduced, as there is constant collaboration and iterations between the teams in the process, ensuring that larger and time-consuming issues will not occur in the final stages when changes can be both costly and time-consuming. The reduction in time for CE compared to the sequential approach can be seen in figure 3. And the benefits of the implementation of CE in a project setting can also be deduced from the figure, as it results in increased productivity and an overall lower cost of the project due to the reduction in duration<ref name="swink"/>. This also means that the time-to-market for the potential product or service is also decreased, providing the company with a competitive advantage on the market compared to its competitors.		Concurrent engineering is neither a technique nor a tool. It is a manner of thinking that calls for a wide range of techniques and methods. The execution of a project's processes simultaneously with the participation of both upstream and downstream functions throughout the project's life cycle is the very essence of concurrent engineering<ref name="stjepandic"> Stjepandić J., et al. (eds) (2015) Concurrent engineering in the 21st Century: foundations, developments and challenges. Switzerland: Springer International Publishing.</ref>. The approach aims to decrease the number of larger iterations further down in the process, where the impact is much greater, by encountering and solving them as they appear in the earlier phases of the project (figure 1). This is made possible by the concurrent nature of the approach, in which integrated, multifunctional teams collaborate and work together simultaneously to address multiple project-related issues at the same time. As control and responsibility are shared amongst the departments across the project's phases, and because their activities overlap, they can identify potential problems as they appear and can address them faster<ref name="swink">Swink, M.L. (1998). “A tutorial on implementing concurrent engineering in new product development programs,” in Journal of Operations Management, 16(1), pp. 103-116. Available at: https://doi.org/10.1016/S0272-6963(97)00018-1.'</ref>. This is opposite to the traditional sequential engineering (SE) approach, where each activity is handled by one functional organization at a time (marketing, design, manufacturing, etc.) and then thrown "over-the-wall" to the next organization (figure 2) without communication. The problem with this approach is that it might be in the very late stages of the process that a problem is identified, because of the lack of communication between organizations, which will result in the activity/product being sent back over-the-wall to fix the issues<ref name="bhuiyan"> Bhuiyan, N. et al. (2006). “Implementing Concurrent Engineering” in Research-Technology Management, 49(1), pp. 38-43. Available at: https://doi.org/10.1080/08956308.2006.11657357</ref> resulting in a prolonged process time and increased costs. By working concurrently the overall project duration is greatly reduced, as there is constant collaboration and iterations between the teams in the process, ensuring that larger and time-consuming issues will not occur in the final stages when changes can be both costly and time-consuming. The reduction in time for CE compared to the sequential approach can be seen in figure 3. And the benefits of the implementation of CE in a project setting can also be deduced from the figure, as it results in increased productivity and an overall lower cost of the project due to the reduction in duration<ref name="swink"/>. This also means that the time-to-market for the potential product or service is also decreased, providing the company with a competitive advantage on the market compared to its competitors.

			<gallery widths=375 px heights=275px>
			File:Changes v project time.png\|Figure 1:Changes vs. project time
			File:OverTheWall.png\|Figure 2: SE (Over-the-wall) & CE
			File:Time reduction.png\|Figure 3: Project time reduction
			</gallery>

	== Implementation ==		== Implementation ==

Helenasoes: /* Introduction */

2023-04-02T05:42:38Z

Introduction

← Older revision		Revision as of 05:42, 2 April 2023
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	== Introduction ==		== Introduction ==
			[[File:Changes v project time.png\|thumb\|300px\|Figure 1:Changes vs. project time]] [[File:OverTheWall.png\|thumb\|300px\|Figure 2: SE (Over-the-wall) & CE]] [[File:Time reduction.png\|thumb\|300px\|Figure 3: Project time reduction]]
	=== Context ===		=== Context ===
	In the 1980s, companies faced more frequently occurring issues within product development<ref name="trygg">Trygg, L. (1993). “Concurrent Engineering practices in selected Swedish companies: a movement or an activity of the few?” in Journal of Product Innovation Management, 10(5), pp. 403–415. Available at: https://doi.org/10.1016/0737-6782(93)90098-B </ref>. These had to do with the product life-cycle becoming sorter, everchanging customer demands, the cost of product development becoming increasingly more costly as the product complexity increased as well as the integration of new technology becoming increasingly cumbersome, which meant the market became greater and more worldwide. These issues have only grown up until today, so as a reaction to these issues faced within society, the proposed answer became Concurrent Engineering, according to theory<ref name="clark">Clark, K.B. & Fujimoto, T. (1991). Product development performance: strategy, organization, and management in the world auto industry. Harvard Business School Press, Boston</ref>. With the overall goals of increased productivity and lower costs by shorter development time and quicker time-to-market, CE acts as a direct response and contrary to the prior traditional "over the wall", sequential engineering (SE) strategy.		In the 1980s, companies faced more frequently occurring issues within product development<ref name="trygg">Trygg, L. (1993). “Concurrent Engineering practices in selected Swedish companies: a movement or an activity of the few?” in Journal of Product Innovation Management, 10(5), pp. 403–415. Available at: https://doi.org/10.1016/0737-6782(93)90098-B </ref>. These had to do with the product life-cycle becoming sorter, everchanging customer demands, the cost of product development becoming increasingly more costly as the product complexity increased as well as the integration of new technology becoming increasingly cumbersome, which meant the market became greater and more worldwide. These issues have only grown up until today, so as a reaction to these issues faced within society, the proposed answer became Concurrent Engineering, according to theory<ref name="clark">Clark, K.B. & Fujimoto, T. (1991). Product development performance: strategy, organization, and management in the world auto industry. Harvard Business School Press, Boston</ref>. With the overall goals of increased productivity and lower costs by shorter development time and quicker time-to-market, CE acts as a direct response and contrary to the prior traditional "over the wall", sequential engineering (SE) strategy.

	===What is Concurrent Engineering?===		===What is Concurrent Engineering?===
	[[File:Changes v project time.png\|thumb\|300px\|Figure 1:Changes vs. project time]] [[File:OverTheWall.png\|thumb\|300px\|Figure 2: SE (Over-the-wall) & CE]] [[File:Time reduction.png\|thumb\|300px\|Figure 3: Project time reduction]]

	Concurrent engineering is neither a technique nor a tool. It is a manner of thinking that calls for a wide range of techniques and methods. The execution of a project's processes simultaneously with the participation of both upstream and downstream functions throughout the project's life cycle is the very essence of concurrent engineering<ref name="stjepandic"> Stjepandić J., et al. (eds) (2015) Concurrent engineering in the 21st Century: foundations, developments and challenges. Switzerland: Springer International Publishing.</ref>. The approach aims to decrease the number of larger iterations further down in the process, where the impact is much greater, by encountering and solving them as they appear in the earlier phases of the project (figure 1). This is made possible by the concurrent nature of the approach, in which integrated, multifunctional teams collaborate and work together simultaneously to address multiple project-related issues at the same time. As control and responsibility are shared amongst the departments across the project's phases, and because their activities overlap, they can identify potential problems as they appear and can address them faster<ref name="swink">Swink, M.L. (1998). “A tutorial on implementing concurrent engineering in new product development programs,” in Journal of Operations Management, 16(1), pp. 103-116. Available at: https://doi.org/10.1016/S0272-6963(97)00018-1.'</ref>. This is opposite to the traditional sequential engineering (SE) approach, where each activity is handled by one functional organization at a time (marketing, design, manufacturing, etc.) and then thrown "over-the-wall" to the next organization (figure 2) without communication. The problem with this approach is that it might be in the very late stages of the process that a problem is identified, because of the lack of communication between organizations, which will result in the activity/product being sent back over-the-wall to fix the issues<ref name="bhuiyan"> Bhuiyan, N. et al. (2006). “Implementing Concurrent Engineering” in Research-Technology Management, 49(1), pp. 38-43. Available at: https://doi.org/10.1080/08956308.2006.11657357</ref> resulting in a prolonged process time and increased costs. By working concurrently the overall project duration is greatly reduced, as there is constant collaboration and iterations between the teams in the process, ensuring that larger and time-consuming issues will not occur in the final stages when changes can be both costly and time-consuming. The reduction in time for CE compared to the sequential approach can be seen in figure 3. And the benefits of the implementation of CE in a project setting can also be deduced from the figure, as it results in increased productivity and an overall lower cost of the project due to the reduction in duration<ref name="swink"/>. This also means that the time-to-market for the potential product or service is also decreased, providing the company with a competitive advantage on the market compared to its competitors.		Concurrent engineering is neither a technique nor a tool. It is a manner of thinking that calls for a wide range of techniques and methods. The execution of a project's processes simultaneously with the participation of both upstream and downstream functions throughout the project's life cycle is the very essence of concurrent engineering<ref name="stjepandic"> Stjepandić J., et al. (eds) (2015) Concurrent engineering in the 21st Century: foundations, developments and challenges. Switzerland: Springer International Publishing.</ref>. The approach aims to decrease the number of larger iterations further down in the process, where the impact is much greater, by encountering and solving them as they appear in the earlier phases of the project (figure 1). This is made possible by the concurrent nature of the approach, in which integrated, multifunctional teams collaborate and work together simultaneously to address multiple project-related issues at the same time. As control and responsibility are shared amongst the departments across the project's phases, and because their activities overlap, they can identify potential problems as they appear and can address them faster<ref name="swink">Swink, M.L. (1998). “A tutorial on implementing concurrent engineering in new product development programs,” in Journal of Operations Management, 16(1), pp. 103-116. Available at: https://doi.org/10.1016/S0272-6963(97)00018-1.'</ref>. This is opposite to the traditional sequential engineering (SE) approach, where each activity is handled by one functional organization at a time (marketing, design, manufacturing, etc.) and then thrown "over-the-wall" to the next organization (figure 2) without communication. The problem with this approach is that it might be in the very late stages of the process that a problem is identified, because of the lack of communication between organizations, which will result in the activity/product being sent back over-the-wall to fix the issues<ref name="bhuiyan"> Bhuiyan, N. et al. (2006). “Implementing Concurrent Engineering” in Research-Technology Management, 49(1), pp. 38-43. Available at: https://doi.org/10.1080/08956308.2006.11657357</ref> resulting in a prolonged process time and increased costs. By working concurrently the overall project duration is greatly reduced, as there is constant collaboration and iterations between the teams in the process, ensuring that larger and time-consuming issues will not occur in the final stages when changes can be both costly and time-consuming. The reduction in time for CE compared to the sequential approach can be seen in figure 3. And the benefits of the implementation of CE in a project setting can also be deduced from the figure, as it results in increased productivity and an overall lower cost of the project due to the reduction in duration<ref name="swink"/>. This also means that the time-to-market for the potential product or service is also decreased, providing the company with a competitive advantage on the market compared to its competitors.

Helenasoes: /* Context */

2023-04-02T05:41:49Z

Context

← Older revision		Revision as of 05:41, 2 April 2023
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	== Introduction ==		== Introduction ==
	=== Context ===		=== Context ===
	~~General changes in~~ the ~~requirements for~~ product development ~~activities within manufacturing organizations became more frequent at the end of the 1980s~~<ref name="trygg">Trygg, L. (1993). “Concurrent Engineering practices in selected Swedish companies: a movement or an activity of the few?” in Journal of Product Innovation Management, 10(5), pp. 403–415. Available at: https://doi.org/10.1016/0737-6782(93)90098-B </ref>. These ~~changes have now become obvious: The~~ life ~~cycles of products are getting shorter~~, ~~the lead times for product development are getting longer~~, the cost of product development ~~is rising,~~ the complexity of ~~products is rising,~~ new ~~technologies are being introduced more regularly~~, market ~~demands are shifting more quickly, and, ultimately, the competitiveness is getting stronger~~ and more worldwide. ~~The most common inferences derived from this are that the processes for developing new products need~~ to ~~be made more effective and efficient~~, ~~particularly in terms of lead times and adaptability. The~~ answer ~~to this issue is~~ Concurrent Engineering, according to theory<ref name="clark">Clark, K.B. & Fujimoto, T. (1991). Product development performance: strategy, organization, and management in the world auto industry. Harvard Business School Press, Boston</ref>. With the overall goals of increased productivity and lower costs by shorter development time and quicker time-to-market, CE acts as a direct response and contrary to the prior traditional "over the wall", sequential engineering (SE) strategy.		In the 1980s, companies faced more frequently occurring issues within product development<ref name="trygg">Trygg, L. (1993). “Concurrent Engineering practices in selected Swedish companies: a movement or an activity of the few?” in Journal of Product Innovation Management, 10(5), pp. 403–415. Available at: https://doi.org/10.1016/0737-6782(93)90098-B </ref>. These had to do with the product life-cycle becoming sorter, everchanging customer demands, the cost of product development becoming increasingly more costly as the product complexity increased as well as the integration of new technology becoming increasingly cumbersome, which meant the market became greater and more worldwide. These issues have only grown up until today, so as a reaction to these issues faced within society, the proposed answer became Concurrent Engineering, according to theory<ref name="clark">Clark, K.B. & Fujimoto, T. (1991). Product development performance: strategy, organization, and management in the world auto industry. Harvard Business School Press, Boston</ref>. With the overall goals of increased productivity and lower costs by shorter development time and quicker time-to-market, CE acts as a direct response and contrary to the prior traditional "over the wall", sequential engineering (SE) strategy.

	===What is Concurrent Engineering?===		===What is Concurrent Engineering?===

Helenasoes: /* Bibliography */

2023-04-01T15:56:49Z

Bibliography

← Older revision		Revision as of 15:56, 1 April 2023
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	The book provides a holistic understanding regarding what the approach entails and some comprehensive reflections on the implementation process. It covers the organizational issues related to concurrent engineering as well the tools and techniques aspect of the approach. Here, the most interesting chapter is the one referenced below<ref name=maddux/> about overcoming barriers regarding the implementation process particularly relevant, as well as the chapter about the common failures and success factors when implementing the approach in practice.		The book provides a holistic understanding regarding what the approach entails and some comprehensive reflections on the implementation process. It covers the organizational issues related to concurrent engineering as well the tools and techniques aspect of the approach. Here, the most interesting chapter is the one referenced below<ref name=maddux/> about overcoming barriers regarding the implementation process particularly relevant, as well as the chapter about the common failures and success factors when implementing the approach in practice.


	'''Organizing for concurrent engineering: an integration mechanism framework'''<ref name="paashuis"/>		'''Organizing for concurrent engineering: an integration mechanism framework'''<ref name="paashuis"/>

Helenasoes: /* Bibliography */

2023-04-01T15:56:31Z

Bibliography

← Older revision		Revision as of 15:56, 1 April 2023
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	'''Organizing for concurrent engineering: an integration mechanism framework'''<ref name="paashuis"/>		'''Organizing for concurrent engineering: an integration mechanism framework'''<ref name="paashuis"/>

	In the article, the mechanisms of how to integrate CE in an NPD framework are explained as “integration by strategy, process, technology, and organization,” as well as examples of how this can be done in a real-world case application. The article is summed up with a test on the effectiveness of these mechanisms across different companies, and it is found that the success of the mechanisms varies greatly from one company to another. This is an interesting takeaway for other companies, if they are interested in implementing CE, they can utilize this article as a pilot project and adapt the findings to their context.		In the article, the mechanisms of how to integrate CE in an NPD framework are explained as “integration by strategy, process, technology, and organization,” as well as examples of how this can be done in a real-world case application. The article is summed up with a test on the effectiveness of these mechanisms across different companies, and it is found that the success of the mechanisms varies greatly from one company to another. This is an interesting takeaway for other companies, if they are interested in implementing CE, they can utilize this article as a pilot project and adapt the findings to their context.

	== References ==		== References ==
	<references />		<references />