Sequential product development is a method of product design and development in which each stage of the process leads to the next without overlap. The Society of Concurrent Product Development (SCPD) 17th Annual Conference will be held on June 14–15th, 2018, at the Science Museum of Minnesota in St. The SCPD Conference unites people who share a passion for innovation and the opportunity for business transformation. What is the difference between sequential engineering and concurrent engineering Application Notes General Knowledge Subject: What is the difference between concurrent engineering and sequnetial engineering Sequential engineering is the term used to describe the method of production in a linear format. Autocad 2008 crack activation code. The different steps are done one after another, with all attention and resources focused on that one task. After it is completed it is left alone and everything is concentrated on the next task. In concurrent engineering, different tasks are tackled at the same time, and not necessarily in the usual order. This means that info found out later in the process can be added to earlier parts, improving them, and also saving a lot of time. Concurrent engineering is a method by which several teams within an organization work simultaneously to develop new products and services and allows a more stream lined approach. The concurrent engineering is a non-linear product or project design approach during which all phases of manufacturing operate at the same time - simultaneously. Both product and process design run in parallel and occur in the same time frame. Product and process are closely coordinated to achieve optimal matching of requirements for effective cost, quality, and delivery. Decision making involves full team participation and involvement. The team often consists of product design engineers, manufacturing engineers, marketing personnel, purchasing, finance, and suppliers. The business calendars of many consumer product markets allow simplification of the management of concurrent product development projects. The path and timing for new product introduction into specific consumer markets is typically constrained by a few well-defined sales-driven events. Depending on the specifics of the market, the events can be industry-wide (e.g., trade shows and buying fairs), driven by the specifics of the customers (e.g., opens-to-buy, consumer catalog design freeze dates, and planned promotional events), or the manufacturers themselves (e.g., sales meetings, and catalog/price list release dates). If products that are under development do not meet these key dates, their release is out of sync with buyer and market expectations and planning, resulting in less successful market introductions. While business calendars constrain the latter stages of the product development schedule, they also provide an opportunity to simplify the management of parallel projects by allowing a single calendar to be overlaid on much of the development process. Since, within a product category, development projects frequently require the same or similar tasks, to a large degree these projects can be run concurrently using a common process. Larger projects are often split into stages (e.g., Ideation, Concept Development, Design, Commercialization and Launch) that are separated by gate reviews to minimize the investment risk as projects work their way through to market release. Dividing project tasks into different stages with clearly defined gates also helps the visualization of the status of large, complex projects by breaking them down into tractable groups of related work elements. Concurrent development projects that share a common calendar and process can be easily managed using visual control boards that have been popularized in many lean processes. Correctly applied, these visual control boards can facilitate the management and coordination of large numbers of parallel development projects with very little overhead. They also function as an excellent tool for on-the-fly coordination and allocation of competing resources, status reporting, and identification of problematic projects and process bottlenecks. In summary, the benefits of using this approach for managing concurrent product development projects include: o Stronger new product introductions resulting from timely release to market. O Increased quality and quantity of released new products. O Reduced technical, market and investment risk. Product Development CorporationO Smarter, agile resource allocation. O Enhanced visibility of the status of a large number of projects at one time. O Better and earlier resolution of problems by using a common venue for identifying and addressing project-related issues. O Increased development team motivation and cross-support. O Strengthened interdepartmental communication and coordination. • • Abstract Trade barriers have largely been removed through free trade agreements and economic blocs, not only in Europe but also worldwide. Manufacturers are finding that their distinguishable markets are swiftly evolving into a single, global marketplace. This can create new business opportunities but, on the other hand, the domestic markets are no longer protected as more and more companies are competing internationally. To compete in this new scenario companies are increasingly focused on covering all aspects of the product development process as their core business and decentralising other tasks using business units which operate more or less independently. The product development process in extended enterprises is increasingly organised in networks of suppliers, manufacturers and users, evolving towards service companies. Autocad 2010 cracked free download. We have worked from sub-system development through entire “clean-sheet” design of new technology equipment or products. Emerging technology project experience has included; solar product development, solar product manufacturing equipment, solid-state lighting (SSL or LED) products and related manufacturing equipment; energy storage, energy management, superconductivity, smart grid and more. We work in other industry sectors as well of course, as diverse as warehouse logistics robotics and automation, oil & gas, food processing, and more. The concurrent engineering design process was developed to ameliorate the problems associated with the over the wall design process. In short the over-the-wall design process consisted of different departments in a company working on designs in isloation and then Throwing the project over the wall to the next department. The complaints about the over-the-wall design systems are discussed below. The products took too long to get to the market. Because many products has to be sent back to previous departments for rework, the length of time for a product to get through the system to market was long. Often competitive products would be the first on the market and take the majority of the profits. The products produced by the over-the-wall method cost too much. The root cause of this problem could be traced back to the fact that manufacturing engineers were not consulted about the design until the design engineers had finished the design. Often the manufacturing engineers requests for design changes to make the design easier and cheaper caused delays while the design engineers considered the impact of the requested design changes. Figure one shows that early design decisions have much greater impact on the final cost of a product than do decisions made later in the design process. For instance a car manufacturer’s decision about what type of drive train to use is made early in the design process and has a huge impact on the cost of a car. Should the car be powered by a gas engine, diesel engine, electric motor, a hybrid system or a fuel cell? Whereas, the plastic slected to manufacture an interior trim piece has a much more limited impact on the cost of a car and is made much later in the design process. The cost impact of making a design decision as a function of the stage in the deisgn process. The products did not meet the needs of the customers. After marketing had identified the need and passed it to the research engineers to investigate the possible technologies, the marketing people were not consulted. Often the needs of the customer were lost in the process and the back and forth between the departments. Therefore the final product did not meet the needs of the customer. The Tenets of Concurrent Engineering All Stakeholders represented on the design team. From the beginning of the product development effort until the product goes to the customer all stakeholders are represented on the design team. Example of stakeholders include; • Marketing • Sales • Finance • Research • Design • Manufacturing • Service • Suppliers of key components Problems are identified and solved as early as possible in the design process. Problems are easier and less expensive to solve early in the design process. For example, a tolerance problem that is caught before any parts are made is much easier and less expensive to fix than a tolerance problem that is found when parts do not assemble correctly. In the first case a changing the tolerances on the drawings of the parts involved may solve the problem. In the second case, the solution requires not only a change to the drawings but also changes to tooling that makes the parts involved and finally the parts on hand must be reworked or scrapped. Advantages of Concurrent Engineering Shorter Time to Market. Shows how the concurrent engineering strategy shortens development time. Between 24 months and 18 months before the launch of the product, shown as month zero on the horizontal axis, design teams using concurrent engineering techniques made many more design changes than design teams using over-the-wall techniques.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |