Methodology of Integrated History Knowledge Management for Concurrent Engineering in Lifecycle of Product Development Process

2006 ◽  
Author(s):  
Peisi Zhong ◽  
Dazhi Liu ◽  
Hongmei Cheng ◽  
Mei Liu
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
Concurrent Engineering ◽  
Development Process ◽  
Product Development Process

Managing concurrent execution of multiple activities in product development process

2020 ◽  
Vol 28 (3) ◽  
pp. 210-221
Author(s):  
Gyesik Oh ◽  
Yoo Suk Hong
Keyword(s):  
Product Development ◽  
Concurrent Engineering ◽  
Information Transfer ◽  
Process Model ◽  
Development Process ◽  
Developmental Process ◽  
Quantitative Model ◽  
Product Development Process ◽  
Optimal Decision ◽  
Concurrent Execution

Many companies adopt concurrent engineering in their product-development projects in order to reduce time to market. Concurrent engineering requires careful management, since the uncertainty of transferred information leads to rework and renders a development process complex. Most of the existing studies on concurrent engineering have analyzed overlapping between two activities. The present study expanded the research scope by modeling the developmental process of the concurrent execution of multiple activities as the result of management decisions, the overlapping ratio, and the information transfer frequency. When multiple activities are overlapped, it is more difficult to model a development process, since the uncertainty of cascaded information has impacts on many activities. The quantitative model developed in the present study provides insights into the uncertainty of information and the product-development process. Based on the generalized process model for multiple-activity overlapping, the optimal decision to minimize project duration was considered. As a solution to the dilemma of the high computational burden of considering all feasible decision sets, this paper proposes a myopic heuristic. The project management heuristic proposed in this paper is intended to assist managers in the decision-making process, as well as reducing the intermediate deadlines in project main plan.

Lean Value Creation in the Product Development Process With the Principle of Set Based Concurrent Engineering

2011 ◽  
Author(s):  
Tianyi Cai ◽  
Theodor Freiheit
Keyword(s):  
Product Development ◽  
Development Strategy ◽  
Value Creation ◽  
Concurrent Engineering ◽  
Development Process ◽  
Management Control ◽  
Product Development Process ◽  
A Value ◽  
Feasible Solutions ◽  
Functional Teams

Lean value creation requires a value-adding network of lean activities across the whole Product Development Process (PDP). Management needs to allocate resources and properly control the process to create the value that stakeholders desire. Leading companies in industry have successfully applied Set-Based Concurrent Engineering (SBCE) for lean PDP. In SBCE, designers propose several feasible solutions and develop them relatively independently and in parallel, and then gradually narrow the sets of solutions based on updated project feedback at each stage-gate design review. As an important lean concept with many advantages, SBCE has constraints that can jeopardize lean value creation. For instance, it is unclear how resources are allocated to each stage, different functional teams, and different value creation activities related to different kinds of value, which can cause waste of talent, time, and money. This paper focuses on how resources can be allocated to SBCE by viewing product development activities as value creation cells. Under management control, lean value creation activities use knowledge and other resources to produce valuable design solutions. A mathematical feedback control model is proposed to illustrate how management can invest resources for the value creation process. This model can be used to explore resource allocation to functional teams and processes according to a holistic value creation project development strategy and the optimal creation of lean value.

The Downstream Digital Mock-Up: A New Concept to Support Virtual Reality Applications in the Aeronautic Industry

2004 ◽  
Author(s):  
G. Drieux ◽  
J.-C. Le´on ◽  
N. Chevassus ◽  
F. Guillaume
Keyword(s):  
Virtual Reality ◽  
Product Development ◽  
Concurrent Engineering ◽  
Development Process ◽  
Numerical Models ◽  
The Other ◽  
Product Development Process ◽  
Design Decision ◽  
Engineering Organizations ◽  
Development Phases

The Digital Mock-Up (DMU), which is a comprehensive numerical model describing the final manufactured product, is today widely used in the industry (like the automotive and aeronautic industries) to support the concurrent engineering organizations and processes. On the other hand, simulation helps in the development of a product for design decision making or validation purposes. It allows to determine, with the appropriate level of accuracy, the behavior of the future product under a specific environment or set of exterior actions. Virtual Reality (VR) applications are simulations where the focus is on immersion and interaction with the product. However, there is still lacks in the integration of simulation within the product development phases. In particular the link between the DMU and the numerical models for simulation in the large is often hardly achieved. For some types of simulation, it is even inexistent. In this paper, we propose a new object, the Downstream Digital Mock-Up (DDMU), based on a polyhedral representation, and we show that it can be a support for the integration of a subset of simulation activities within the product development process by making the link between the DMU and these simulations. In the particular case of VR, we show that this object is particularly adapted. One particularity of the DDMU is to be prepared for a specific target application, defined by its objectives and the context in which it is immersed.

scholarly journals The Impact of Concurrent Engineering Strategy on New Compex Product Development Process in Organization: An Empirical Study of Manufacturing and Service Industry in Malaysia

2013 ◽  
Vol 61 (1) ◽  
Author(s):  
Amran Rasli ◽  
Saif ur Rehman Khan ◽  
Tan Owee Kowang
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Concurrent Engineering ◽  
Development Process ◽  
Service Industry ◽  
Reliability And Validity ◽  
New Product ◽  
Product Development Process ◽  
The Impact ◽  
New Product Development Process

Taking into account the customers, supplier and organization involvement in the new product development (NPD), this article focuses on the synthesis, evaluation, and selection of various sub-factors of concurrent engineering involved in new product development process. The aim of this study was to provide the reliability and validity of six sub-factors of concurrent engineering model of the 49-item questionnaire and to analyze its association with concurrent engineering and new product development process in a sample of 35 manufacturing and services organization located in Johor, Malaysia. Methods: A self reported survey was conducted in 35 manufacturing and services organization located in Johor, Malaysia. Results: Appropriate internal consistencies of the six sub-scales: customers relationship, team development, continuity, tools and techniques, suppliers involvement and corporate focus and their association with concurrent engineering, were obtained. Zero-order correlation and regressions analysis replicated the theoretically assumed structure of the effective concurrent engineering (ECE). Evidence of criterion validity was obtained from cross-correlations of the scales and from their linear and multiple regression analysis. Finally, all seven scales were associated with a highly significant ratio of concurrent engineering as predicted by fundamental theory. Conclusion: Based on the results of this study the seven version of the model, questionnaire is considered a reliable and valid instrument for measuring association in developing the new complex product development process.

scholarly journals An overview of manufacturing knowledge sharing in the product development process

2018 ◽  
Vol 232 (13) ◽  
pp. 2253-2263 ◽  
Author(s):  
James Gao ◽  
Andrew YC Nee
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
Knowledge Sharing ◽  
Development Process ◽  
Product Development Process ◽  
Information Communication ◽  
Research Directions ◽  
Future Challenges ◽  
Key Issues ◽  
Manufacturing Knowledge

This article provides an overview of reported research relevant to the management of manufacturing-related knowledge and highlights the sharing of knowledge in the product development process. Previous research and concepts reported by international researchers and examples of the research projects carried out by the authors’ research teams will also be introduced. Publications reviewed are in the scope of information, communication and knowledge management technologies in product development and manufacturing. Some key concepts and issues in knowledge management are introduced first, as a foundation for the remainder of the review. The different approaches to knowledge management and knowledge sharing and the different types of knowledge and key issues in the product development process are discussed. Then manufacturing knowledge and its application in the product development are reviewed. The focus is given to the discussion of the approaches to sharing manufacturing knowledge relating to the product development process and indicating the future challenges and research directions.

Mapping Knowledge in Product Development through Process Modelling

2006 ◽  
Vol 05 (03) ◽  
pp. 233-242 ◽  
Author(s):  
Qianwang Deng ◽  
Dejie Yu
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
Development Process ◽  
Current Knowledge ◽  
Process Modelling ◽  
Process Models ◽  
Product Development Process ◽  
Specific Domain ◽  
State Process ◽  
Structure Knowledge

The product development capability is a core competence in a company, and the product development process is a knowledge-intensive process. The evolution of engineering design shows that knowledge is a key factor of a successful product development. From the 70's in the last century, artificial intelligence has been introduced into this field. It evolves from expert system through knowledge-based system to current knowledge management. Knowledge taxonomy is a core component in knowledge management. A new approach of mapping knowledge in product development through process modelling is proposed. Product development process modelling can help people structure knowledge and the employees linking to each activity in the product development process. According to the analysis of product development process models, there exist three basic kinds of objects: product states, process elements, and resources. The state-process-resource model provides available ontologies of knowledge in the product development domain. In this way, knowledge is hierarchically classified into six knowledge subjects: product, product process, process element, method, tool, and application specific domain. Furthermore, each of the knowledge subjects is divided into three types of knowledge: course, practice, and expertise location.

Re-engineering the product development process with ‘design for X‘

1998 ◽  
Vol 212 (4) ◽  
pp. 259-268 ◽  
Author(s):  
G Q Huang ◽  
K L Mak
Keyword(s):  
Product Development ◽  
Concurrent Engineering ◽  
Development Process ◽  
Good Practice ◽  
Product Development Process ◽  
Main Role ◽  
Design For X ◽  
Dynamic Transformation ◽  
Engineering Environment

Shortcomings of sequential engineering and advantages of concurrent engineering in product development have become better understood. However, the transformation from a sequential engineering environment to a concurrent engineering environment remains challenging. A dynamic transformation approach by combining the focused application of ‘design for X’ (DFX) with the extensive use of business process re-engineering (BPR) is discussed in this paper. The main role of DFX is to provide the drive, focus, vision and concurrence necessary for BPR, while the main role of BPR is to institutionalize good practice and make improvement permanent and continuous.

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