Concurrent Engineering

Abstract

The implementation of concurrent engineering in a project management framework will be explained holistically in this article. By focusing on the people participating in the project, the process itself, and the technology required to achieve the goal, the article will focus on the main parts of how to make the concurrent engineering approach successful. These provide an explanation of how to successfully use concurrent engineering by addressing topics like the value of knowledge sharing, the necessity of interdisciplinary teams, and effective project planning. Finally, the approach's advantages and disadvantages are discussed. They are paired with the preceding sequential engineering approach to address the situations in which one approach is better to apply than the other.

Big idea

Context

Concurrent engineering (CE) emerged in the 1980s as a result of the need for a more integrated method of operation to keep up with growing competition in the market, respond to a shorter product life-cycle, and meet shifting market and customer demands (Trygg, L. 1993). Concurrent engineering was thought to be a potential answer to the issues faced by businesses at the time, in order to help them create cheaper goods that could be supplied faster and have higher functionality (Clark, K.B. & Fujimoto, T., 1991). Concurrent engineering functioned as a direct response and opposite to the previous traditional "over the wall", sequential engineering (SE) approach, with the overall goals of higher productivity and lower costs by shorter development time and shorter time-to-market.

“Concurrent Engineering is a systematic approach to the integrated, concurrent design of products and their related processes, including manufacturing and support. This approach is intended to cause the developers from the outset to consider all elements of the product life cycle from conception to disposal, including quality, cost, schedule, and user requirements.” - Winner, R.J et al. (1988)