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Concurrent Engineering
Fundamentals, Volume II:
Integrated Product Development

BOOK SEPTEMBER 1996

DOI: 10.13140/RG.2.1.4710.1527

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 CONCURRENT
ENGINEERING
FUNDAMENTALS
VOLUME II
Integrated Product Development

Biren Prasad
PRENTICEHALLINTERNATIONAL
SERIES
ENGINEERING
IN ~NDUSTRIALAND SYSTEMS

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Library of Congress Cataloging-in-Publication Data
Prasad, Biren
Concurrent engineering fundamentals: integrated product
development / Biren Prasad.
p. cm. - (Prentice-Hall international series in industrial
and systems engineering)
Includes bibliographical references and index.
ISBN &13-3969464
1. Production engineering. 2. Concurrent engineering. 3. Design,
Industrial. 1. Title. 11. Series.
TS 176.P694 1996
670.4--dc20 95-43 132
CIP
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WHAT OUR READERSIREVIEWERS SAY
ABOUT VOLUME I?

In the last few years, several books have been published in Concurrent Engineering. The book
Concurrent Engineering Fundamentals is the first comprehensive text book, which balances cov-
erage of fundamental concepts, original research results, industrial applications and practical expe-
riences. It deals with all major issues involved in CE ranging from information technology to life
cycle management. Concurrent Engineering Fundamentals is essential reading for engineers, man-
agers and academics who are working in the field of concurrent engineering.
...It is an excellent text book for senior undergraduate students and graduate students in the
field of manufacturing engineering, production engineering, industrial engineering and business
schools.
Peihua Gu, Ph.D. and P.Eng.
Professor and NSERC/AECL Chair
Dept. of Mechanical Engineering
University of Saskatchewan, Saskatoon, SK, Canada

I found Concurrent Engiyleering Fundamentals to be an easy-to-read introduction to an area that has

intrigued me for several years. The book is rich in illustrations and tables, and this abundance of visual
material helped me make sense of the concepts and jargon introduced in the book. Furthermore, I
found that I could skip around the book to topics of particular interest without too much trouble. That I
1
is, the book permits the reader to select topics of interest without having to read it in its entirety.
...The Concurrent Engineering Fundamentals book will be eminently useful both to students
taking a course in Concurrent Engineering and to engineers seeking to update their skills on their own.
Raphael (Raji) T. Haftka, Ph.D.
Professor, University of Florida
Department of Aerospace Engineering Mechanics and Engineering Science
Gainesville, Florida

This book Concurrent Engineering Fundamentals-although it has Fundamentals in its title-is a

book not only for the newcomers to the field, but also for the experts, too. What distinguishes this book
from others is that it really embodies concurrent engineering in its writing. Concurrency is well main-
tained throughout-among the concepts, methodologies including discussions of the social and techni-
cal backgrounds. Further, these concepts and methodologies are so well illustrated that newcomers
will not find any difficulty in understanding them. The well indexed technical terms help a great deal
for the newcomers to understand. Experts will also find Concurrent Engineering Fundamentals very
informative because there are so many descriptions and comparisons of different cultures. There are
also many descriptions about Japan. Even to a Japanese like me, I found that the book contains many
new findings about our Japanese industrial backgrounds that I did not know before.
...I would like to recommend Concurrent Engineering Fundamentals for all who have inter-
ests in CE, newcomers and experts as well.
Shuichi Fukuda, Ph.D.
Chair Professor and Deparment Chair
Department of Production, Information and Systems Engineering
Tokyo Metropolitan Institute of Technology
Asahigaoka, Hino, Tokyo, JAPAN
 A long needed book ...Concurrent Engineering Fundamentals is the first comprehensive text in
the rapidly developing area of CE that covers the very fundamentals.. ..
Apart from its merits of high quality and timely content, the book is very well organized edi-
torially. The book will appeal to both the engineering and management practitioner, as well as the
academic community, where it can serve as a textbook.
Dr. Marek B. Zaremba
Professor, Dept. of Computer Science
University of Quebec, CANADA
The cost and time it takes to do product and process engineering has been escalating over the last
few decades due to several reasons among them: increasing customer satisfaction, increasing gov-
ernment regulations, and increasing design alternatives due to material and process innovations.
Concurrent Engineering Fundamentals rightly sets forth the philosophy and methodology neces-
sary to conduct a modem concurrent engineering process.
...Concurrent Engineering Fundamentals will be a very welcomed addition to the literature
I
in this important growing field.
Mounir M. Kamal, Ph.D.
Executive Director (Retired)
General Motors Research Laboratory
I Warren, Michigan

1 Concurrent Engineering Fundamentals is a very comprehensive, thorough, and visionary analysis

of the concurrent engineering process. It serves a wide range of needs from an engineering text-
, book to a highly useful reference. In this day of exploding knowledge, intensifying global competi-
tion, and more demanding customers, it is imperative to significantly improve the engineering
process. No longer is an undisciplined and often ad hoc process good enough. The entire process
must be managed following a very disciplined approach.
Concurrent Engineering Fundamentals is a book that brings both breadth and depth to the
issue. It is a coherent work integrating the "alphabet soup" of current thidcing and new techniques re-
\ lated to the overall product development process and should help individuals, work teams, and com-
! panies improve their effectiveness. Key performance factors, including quality, time to market, and
cost are given appropriate attention as is the important issue of continuous improvement and re-
I
I engineering.

I
1 . ..I recommend Concurrent Engineering Fundamentals to all who are faced with challenges
of improving the effectiveness and efficiency of their engineering process.
David E. Cole, Ph.D.
Director, Transportation Research Institute
Ofice for the Study of Automotive Transportation
The University of Michigan
I Ann Arbor, Michigan

Concurrent Engineering Fundamentals offers a lot of new information ... new material and fo-
cused. Frankly speaking, no book exits in the market to this-CE Fundamentals book.. ..
Nanua Singh, Ph.D.
Professor, Department of Industrial and Manufacturing Engineering
Wayne State University, Detroit, MI
To Pushpa, Rosalie, Gunjan, and Palak,
for your patience and support
Trademarks (TM)
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 Acronyms xiii
Preface xvi i
Acknowledgments xxxvii

1 Concurrent Function Deployment

Introduction 1
Components of QFD 2
Limitations in Deploying QFD 10
Concurrent Product Development 13
Concurrent Function Deployment 13
CFD Methodology 17
Applications of CFD 25
Formulation of CFD as an Optimization Problem 29
Horizontal Deployment 32
CFD Tier-based Vertical Deployment 41
Ihplementation Issues 47
References 49
Test Problems: Concurrent Function Deployment 50

2 CE Metrics and Measures

2.0 Introduction 52
2.1 Metrics of Measurements 56
 Contents

2.2 Establishing Life-cycle Measures 59

2.3 Value Characteristic Metrics (VCM) 61
2.4 Simulations and Analyses 65
2.5 Product Feasibility and Quality Assessment 70
2.6 "Design for X-ability" Assessment 77
2.7 Process Quality Assessment 91
2.8 VCM Management 106
References 106
Test Problems: CE Metrics and Measures 108

3 Total Vallie Management

Introduction 111
Total Quality Management 113
Total Value Management 123
Methodology for TVh4 124
Major Elements of TVM 128
TVh4 in the P~oductDevelopment Process 130
TVM Measures of Merits 135
Value Management Tools 144
Concurrent Process for TVM 152
TVM Measures 154
References 160
Test Problems: Total Value Management 161

4 Product Development Methodology

Introduction 164
IPD Process Invariant 167
Integrated Product Development Process 173
Steps in IPD Methodology 178
Product Requirements Planning and Management 181
Work Structuring and CE Team Deployment 182
Methodology Systemization 183
Product and Process Systemization 187
Problem Identification and Solving Methodologies 193
Integrated Problem Formulation 194
Collaboration and Cross-functional Problem Solving 198
Continuous Monitoring and Knowledge Upgrade 200
Concurrent IPD Methodology 20 1
References 203
Test Problems: Product Development Methodology 204
Contents

5 Frameworks and Architectures

Introduction 207
General Architecture 208
Distributed Computing 221
Work Group Computing 225
Product Information Management (PIM) 23 1
CE Architecture 239
CE Sub-architectures 245
CE Computational Architecture 248
Standards 254
References 258
Test Problems: Frameworks and Architectures 259

6 Capturing Life-cycle Intent

6.0 Introduction 261
6.1 Design Classification 263
6.2 Life-cycle Capture 267
6.3 Language for Life-cycle Capture 275
6.4 Capture Product Models 281
6.5 Creation of Smart or Intelligent Models 285
6.6 Smart or Intelligent Models 301
References 308
Test Problems: Capturing Life-cycle Intent 310

7 Decision Support Systems

7.0 Introduction 3 13
7.1 Basis of Decision Making 3 15
7.2 Typical Progressive Models 322
7.3 Intelligent Models 328
7.4 Smart Regenerative System 334
7.5 Life-cycle Values 338
7.6 Total Life-cycle Cost 346
7.7 Compatibility Analysis 350
7.8 Sensitivity Analysis 35 1
7.9 Life-cycle Ranking or Rating Scheme (LCRS) 351
References 353
Test Problems: Decision Support Systems 355

8 Intelligent Information System

8.0 Introduction 358
8.1 Enabling Elements 364
 Contents

Major Bamers 367

Vision of the Future 374
Levels of Intelligence 379
Product Intelligence 384
Process Intelligence 385
Technical Memeory 392
Flexible Computer Integrated Manufacturing (FCIM) 396
Groupware 398
References 401
Test Problems: Intelligent Information System 401

9 Life-cycle Mechanization
Introduction 405
CE Mechanized Environment 409
Concurrent Product Development (CPD) 414
CE Network Tools and Services 415
IPD Automation Modules (Preprocessing) 419
IPD Automation Modules 423
Library of Parts 427
Synthesis Models 427
Decision Support Tools or Models 429
Knowledge-based Product and Process Models 432
Computer-based Training Tools 432
Cost and Risk Reduction Tools 433
IPD Automation Modules (Post-processing) 433
Unified or Single PPO Concept 440
References 443
Test Problems: Life-cycle Mechanization 444

10 IPD Deployment Methodology

10.0 Introduction 447
10.1 Strategic CE Ideals 447
10.2 Ten Commandments of IPD Deployment 452
10.3 CE Case Histories 472
10.4 Computation of Savings 474
References 478
Test Problems: IPD Deployment Methodology 478

Index
 Policy, Practices, and Procedures
Fourth Generation Language
Models, Methods, Metrics, and Measures
Six Resource Elements (Materials, Manpower, Methods, Management,
Money, and Machine)-(Figure 3.8Nolume I)
Talents, Tasks, Teams, Techniques, Technology, Time, and Tools
(Figure 4.1Nolume I)
Collaboration, Commitment, Communications, Compromise,
Consensus, Continuous Improvement, and Coordination
8Ws Eight Waste Components (Figure 3.4Nolume I)
AFNOR French Association for Standardization
AMICE European CIM Architecture-in reverse
ANSI American National Standards Institute
API Application Programming Interface
ATIS A Tools' Integration Standards
BOMs Bill-of-materials
BSI British Standard Institution
C4 CADICAMICAEICIM
CA Computational Architecture
CAD Computer-Aided Design
CAE Computer-aided Engineering
CALS Computer-aided Acquisition and Logistics Support (old)
CALS Computer-aided Acquisition and Life-cycle Support (new)
CAM Computer-aided Manufacturing

xiii
 xiv Acronyms

CAPP Computer-aided Process Planning

CASA Computer-aided Society of Manufacturing Engineers
CASE Computer-aided Process Engineering or
Computer-aided Simultaneous Engineering
CEC Commission of the European Communities
CERA Concurrent Engineering: Research and Applications
CFD Concurrent Function Deployment
CFI CAD Framework Initiative
CIM Computer-integratedManufacturing
CIMOSA Open System Architecture for CIM
COe Consistent Office environment
CORBA Common Object Request Broker Architecture
I CPU Central Processing Unit
CWCe Consistent Work group Computing environment
DARPA Defense Agency for Research Projects
DBMS Data Base Management Systems
DDL Dynamic Data Linking
DECnet Digital Electronic Computer (DEC) Network
DFM Design for Manufacturability
DFm Distributed File management
DICE DARPA Initiative in Concurrent Engineering
DIN German Industrial Standards Institute
DNS Distributed Name Service
E-mail Electronic-mail
EAL Engineering Analysis Language
EC ESPRINT European Strategic Program for Research and Development in
Information Technology
ED1 Electronic Data Interchange
ESPRIT European Strategic Planning for Research in Information Technology
EWS Engineering Workstations
FEA Finite Element Analysis
FEM Finite Element Modeling
FMEA Failure Mode and Effects Analysis
GUI Graphics User Interface
GKS Graphics Kernel System
ICAM Integrated Computer-Aided Manufacturing
IDL ICAD Design Language
IEEE Institute of Electricals and Electronics Engineers
IGES Initial Graphics Exchange Specification
10s InputlOutput Sub-systems
IPPO Integrated Product and Process Organization
IPD Integrated Product Development
IPPD Integrated Product and Process Development
IPR Interactive Photorealistic Rendering
Acronyms

International Standard Organization

International Standard OrganizationOnitialGraphics Exchange
Specification
ISPE International Society for Productivity Enhancement
JISC Japanese Industrial Standards Committee
LAN Local Area Network
MAP Manufacturing Automation Protocol
MCAE Mechanical Computer-aided Engineering
MFLOPS Million Instructions Per Second
MIS Mainframe Information System
MRP Manufacturing Resource Planning
NAS Network Application Services
NC Numerical Control
NCS Network Computing System
NFS Network File System
NIST National Institute of Standards and Technology
NURBS Non-Uniform Rational B-Splines
OSF Open System Foundation
OSI/MAP Open System InstituteManufacturing Automation Protocol
PC Personal Computer
PD~ Product, Design, Development and Delivery
PDES Product Data Exchange using STEP
PDES/Express A Language developed using PDES
PDMS Product Database Management System
PHIGS Programmers' Hierarchical Interactive Graphic Standard
PIM Product Information Management
PPO Product, Process, and Organization
PsBS Process Breakdown Structure
PtBS Product Breakdown Structure
QC Quality Control
QFD Quality Function Deployment
RDBMS Relational Data Base Management System
RISC Reduced Instruction Set Computing
RPC Remote Procedure Call
SARA Systems Automation: Research and Applications
SBU Strategic Business Unit
SLA Stereolithography Apparatus
SME Society of Manufacturing Engineers
SNA Systems Network Architecture
SPEC System Performance Evaluation Cooperative
SQL Structured Query Language
SSD Secondary Storage Device
STEP Standard for the Exchange of Product Model Data
-
TaskBroker (HP) TaskBroker program
xvi Acronyms

TCP/IP Transmission Control Protocol/Internet Protocol

TQM Total Quality Management
TVM Total Values Management
UI User Interface
v-c Video-conferenceing
WAN Wide Area Network
WBS Work Breakdown Structure
WC Work-group Computing
 As the name implies, the book describes the fundamentals of Concurrent Engineering
(CE) and explains the basic principles on which this very subject is founded. Most of the
material in this book is either original ideas or their extension to CE. Most is never re-
ported elsewhere and is based on the author's successes while practicing CE on the job.
They encompass decades of his research and learning while working with electronic, au-
tomotive, aerospace, computer, and railroad industries including Ford, General Motors,
Electronic Data Systems, Association of American Railroads, NASA, and numerous other
places. Concurrent Engineering approach to product design and development has two
major themes. The first theme is establishing an integratedproduct and process organiza-
tion (PPO). This is referred herein as process taxonomy. The second theme is applying
this process taxonomy (or a set of methodologies) to design and develop a total product
system. This is referred to as integrated product development (IPD). Each theme is di-
vided into several essential parts forming major chapters of this book.
The first volume called product and process organization (PPO) had nine chapters.
The second volume sub-titled integrated product development has ten chapters. The mate-
rials in these two volumes have been brought together to balance the interests of both the
customers and the companies. The contents of "Volume I" were Manufacturing competi-
tiveness, Life-cycle Management: Process Re-engineering, Concurrent Engineering Tech-
niques, Cooperative Work groups, System Engineering, Information Modeling, The
Whole System, and Product Realization Taxonomy.
The contents of "Volume 11" are Concurrent Function Deployment, CE Metrics and
Measures, Total Value Management, Product Development Methodology, Frameworks
and Architectures, Capturing Life-Cycle Values, Decision Support Systems, Intelligent In-
formation System, Life-Cycle Mechanization, and IPD Deployment Methodology.

xvii
 xviii Preface

In Concurrent Engineering (CE) system, each modification of the product represents a

taxonomical relationship between specifications (inputs, requirements, and constraints),out-
puts, and the concept it (the modification) represents. At the beginning of the design process,
the specificationsare generally in abstract forms. As more and more of the specificationsare
satisfied, the product begins to take shape-begins to evolve into a physical form. To illus-
trate how a full CE system will work, and to show the inner-working of its elements, author
defines this CE system as a set of two synchronized wheels. The representation is analogous
to a set of synchronized wheels of a bicycle. Figure P1 shows this CE wheel set:

CONCURRENT ENGINEERING WHEELS

The first CE wheel represents the integrated product and process organization (PPO).
The second CE wheel accomplishes the integrated product development (IPD). The two
wheels together harmonize the interests of the customers and the CE organization (also
frequently referred as an enterprise). The contents of first wheel were described in volume
I and contents of second wheel are described in volume I1 of the CEfundamental books.
Three concentric rings represent the three essential elements of a wheel. The innermost
ring of the wheels constitutes the hubs of the wheels. A hub represents four supporting
"M" elements: models, methods, metrics and measures. The chapters from the two vol-
umes that contribute to " M elements are contained in the following table.

Innermost Ring (Hub) Volume I-PPO Volume 11-IPD

- -

Models Information Modeling (Chap. 7) -

Methods Product Realization Taxonomy (Chap. 9) IPD Deployment Methodology
(Chap. 10)
Metrics & Measures - CE Metrics and Measures (Chap. 2)

Life-cycle mechanization and IPD deployment methodology constitute the middle ring of
the IPD wheel. The two are discussed in Chapters 9 and 10 of volume 11, respectively.
Each sector in the outer ring represents a chapter of this book. The sectors for the first
wheel are discussed in volume I. Volume I explains how the CE design process (called
herein CE process taxonomy) provides a stable, repeatable process through which in-
creased accuracy is achieved. The sectors of the second wheel are discussed in volume 11.
Volume I1 explains how a product can be designed, developed and delivered using a
process-based taxonomy of volume I. A separate chapter in the books is dedicated to dis-
cussing each part of the two CE wheels.

First CE Wheel: Integrated Product and Process Organization

The innermost ring of the first CE wheel is a hub. The layout of hub is the same for both
wheels. The hub represents four supporting "M" elements: models, methods, metrics and
measures. Models refer to information modeling. Methods refer to product realization
Preface xix

taxonomy. They are discussed in Chapters 7 and 9 of volume I, respectively. CE Metrics

and Measures are discussed in Chapter 2 of volume 11. The middle ring represents the CE
work groups, which drives the customer and the enterprise like how a human drives a
bike. The work groups are divided into four quadrants representing the four so called CE
teams. These teams are: personnel team, technology team, logical team and the virtual
team. They are discussed in Chapter 5 of volume I. The outer ring for each wheel is di-
vided into eight parts. Volume I starts with an introductory chapter on manufacturing
competitiveness reviewing the history and emerging trends. The remaining chapters of the
book (volume I) describe CE design techniques, explain how concurrent design process
can create a competitive advantage, describe CE process taxonomy, and address a number
of major issues related to product and process organization. The complexity of the prod-
uct design, development, and delivery (pD3) process differs depending upon the

1. Types of information and sources

2. Complexity of tasks
3. Degree of their incompleteness or ambiguity

Other dimensions encountered during this pD3 process that cannot be easily accommo-
dated using traditional process (such as serial engineering) are:

4. Timing of decision making

5. Order of decision making
6. Communication mechanism

The elements of the first CE wheel define a set of systems and processes that have the
ability to handle all of the above six dimensions. In the following some salient points of
the volume I chapters are briefly highlighted:

Manufacturing Competitiveness: Price of the product is dictated by world economy

and not by one's own economy or a company's market edge alone. Those compa-
nies that can quickly change to world changing market place can position them-
selves to complete globally. This chapter outlines what is required to become a mar-
ket leader and compete globally. Successful companies have been the ones who
have gained a better focus on eliminating waste, normally sneaked into their prod-
ucts, by understanding what drives product and process costs and, how can value be
added. They have focused on product and process delivery-system-how to trans-
form process innovations into technical success and how to leverage the implemen-
tation know-how into big commercial success. Many have chosen to emphasize
high-quality flexible or agile production in product delivery rather than high-
volume (mass) production.
Life-cycle Management: Today, most companies are under extreme pressure to de-
velop products within time periods that are rapidly shrinking. As the market
changes so do the requirements. This has chilling effect in managing the complexity
of such continuously varying product specifications and handling the changes
 Integrated Product Development
(7PD)Wheel
FIGURE P I A synchronized set of CE Wheels
Preface xxi

within this shrinking time period. The ongoing success of an organization lies in its
ability to: continue to evolve; quickly react to changing requirements; reinvent itself
on a regular basis; and keep up with ever changing technology and innovation.
Many companies are stepping up the pace of new product introduction, and are con-
stantly learning new ways of engineering products more correctly the first time, and
more often thereafter. This chapter outlines life-cycle management techniques, such
as change management, and process improvement to remain globally competitive.
Process Reengineering: The global marketplace of 1990s has shown no sympathy
to tradition. The reality is that if the products manufactured do not meet the market
needs, demand declines and profits dwindle. Many companies are finding that true
increase in productivity and efficiency begins with such factors as clean and effi-
cient process, good communication infrastructure, teamwork, a constancy of shared
vision and purpose. The challenge is simply not to crank up the speed of the ma-
chines so that it outputs (per unit of time) are increased or doubled, but to change
the basic machinery or process that produces the outputs. To accomplish the latter
goals, this chapter describes several techniques to achieve competitive superiority
such as benchmarking, CPI, organizational restructuring, renovation, process
reengineering, etc.
CE Techniques: The changing market conditions and international competitiveness
are making the time-to-market a fast shrinking target. Over the same period, diver-
sity and complexity of the products have increased multi-folds. Concurrency is the
major force of Concurrent Engineering. Paralleling describes a "time overlap" of
one or more work groups, activities, tasks, etc. This chapter describes seven CE
principles to aim at: Parallel work-group; Parallel Product Decomposition; Con-
current Resource Scheduling; Concurrent Processing; Minimize Interfaces; Trans-
parent Communication; and Quick Processing; This chapter also describes the
seven forces that influence the domain of CE (called here as enabling agents or 7Ts)
namely: talents, tasks, teams, techniques, technology, time and tools.
Cooperative Work Groups: It has been the challenge for the design and manufactur-
ing engineers to work together as teams to improve quality while reducing costs,
weight, and lead-time. A single person, or a team of persons, is not enough to pro-
vide all the links between: human knowledge and skills; logical organization; tech-
nology; and a set of 7Cs coordination features. A number of supporting teams is re-
quired, some either virtual or at least virtually collocated. For the waltz of CE
synthesis to succeed, CE teams need clear choreography. This chapter describes
for the first time the four collaborative teams that are essential for managing a CE
organization. Examples of collaborative features include capabilities of electronic
meeting such as message-posting and interactions through voice, text, graphics and
pictures.
System Engineering: Most groups diligently work to optimize their subsystems, but
due to lack of incentives they tend to work independently of each other. This results
in a product, which is often suboptimized at each decomposed level. System engi-
neering requires that product realization problem is viewed as a "system-centered"
xxii Preface

problem as opposed to "component-centered." Systems Engineering does not dis-

agree with the idea of compartments or divisions of works, but it emphasizes that
the interface requirements between the divisions (inter-divisional) and across the
levels should be adequately covered. That way, when the time comes to modernize
other components of the system, an enterprise has the assurance that previously in-
troduced technologies and processes will work logically in a fully integrated fash-
ion, thereby increasing the net efficiency and profitability.
Information Modeling: A successful integrated product development (IPD) requires
a sufficient understanding of the product and process behaviors. One way to achieve
this understanding is to use a series of reliable information models {or planning, de-
signing, optimizing and controlling each unit of an IPD process. The demands go
beyond the 3-D CAD geometric modeling. The demands require schemes that can
model all phases of a product's life-cycle from cradle to grave. The different aspects
of product design (planning, feasibility, design, process-planning), process design
(process-execution,production, manufacturing, product support), the human behav-
ior in teamwork, and the organization or environment in which it will operate, all
have to be taken into account. Five major classes of modeling schemata are dis-
cussed in this chapter. They are:
1. Product representation schemes and tools for capturing and describing the
product development process and design of various interfaces, such as design-
manufacturing interface
2. Schemes for modeling physical processes, including simulation, as well as mod-
els useful for product assessments, such as DFAfDFX, manufacturability evalua-
tion of in-progress designs
3. Schemes for capturing (product, process, and organization structure) require-
ments or characteristics for setting strategic and business goals
4. Schemes to model enterprise activities (data and work flow) in order to deter-
mine what types of functions best fit the desired profitability, responsiveness,
quality and productivity goals
5. Schemes to model team behavior, because most effective manufacturing environ-
ments involve a carefully orchestrated interplay between teams and machines.
The Whole System: Often while designing an artifact, work groups forget that the
product is a system. It consists of a number of subassemblies, each fulfilling a differ-
ent but distinct function. A product is far more than the collection of components.
Without a structure or some "constancy-of-purpose" there is no system. The central
difference between a CE transformation system and any other manufacturing system,
such as serial engineering, is the manner in which the tasks' distribution is stated and
requirements are accomplished. In a CE transformation system, the purpose of every
process step of a manufacturing system is not just to achieve a transformation but to
accomplish this in an optimal and concurrent way. This chapter proposes a system-
based taxonomy, which is founded on parallel scheduling of tasks. This chapter also
proposes a set of breakdown structures for product, process and work to realize a dras-
tic reduction in time and cost in product and process realizations.
Preface xxiii

Product Realization Taxonomy: This constitutes a "state of series of evolution or

transformation" leading to a complete design maturity. Product Realization Taxon-
omy involves items related to design incompleteness, product development prac-
tices, readiness feasibility, and assessing goodness. In addition, CE requires these
taxonomies to have a unified "product realization base." The enterprise integration
metrics of the CE model should be well characterized and the modeling methodolo-
gies andor associated ontology for developing them should be adequate for describ-
ing and integrating enterphse functions. The methodologies should have built-in
product and service accelerators. Taxonomy comprises of the product, process de-
scriptions, classification techniques, information concepts, representation, and
transformation tasks (inputs, requirements, constraints and outputs). Specifications,
describing the transformation model for product realization. They are included as
part of the taxonomy descriptions.

Second CE Wheel: Integrated Product Development

The second CE wheel defines the integrated product development (IPD). This is discussed
in this book (Volume 11). IPD in this context does not imply a step-by-step serial process.
Indeed, the beauty of h i s IPD wheel is that it offers a framework for a concurrent P D ~
process. A framework within which, a CE team has flexibility to move about, fitting to-
gether bits of the jigsaw as they come together. A CE team has an opportunity to apply a
variety of techniques contained in this volume (such as: Concurrent Function Deploy-
ment, Total Value Management, Metrics and Measures, etc.) And through their use, teams
could avail the opportunity to achieve steady overall progress towards a finished product.

Concurrent Function Deployment: The role of the organization and engineers is

changing today, as is the method of doing business. Competition has driven organi-
zation to consider concepts such as time compression (fast-to-market), Concurrent
Engineering, Design for X-ability, and Tools and Technology (such as Taguchi,
Value Engineering) while designing and developing an artifact. Quality Function
Deployment (QFD) addresses major aspects of "quality" with reference to the func-
tions it performs but this is one of the many functions that need to be deployed.
With conventional deployment, it is difficult, however, to address all aspects of
Total Values Management (TVM) such as X-ability, Cost, Tools and Technology,
Responsiveness and Organization issues. It is not enough to deploy just the "Qual-
ity" into the product and expect the outcome to be the World Class. TVM efforts are
vital in maintaining a competitive edge in today's world marketplace.
CE Merits and Measures: Metrics are the basis of monitoring and measuring
process improvement methodology and managing their effectiveness. Metric infor-
mation assists in monitoring team progress, measuring quality of products pro-
duced, managing the effectiveness of the improved process, and providing related
feedback. Individual assurances of DFX specifications (one at a time) do not cap-
ture the most important aspect of Concurrent Engineering-the system perspec-
xxiv Preface

tives, or the trade-off across the different DFX principles. While satisfying these
DFX principles in this isolated manner, only those which are not in conflict are usu-
ally met. Concurrent engineering views the design and evaluates the artifact as a
system, which has a wider impact than just suboptimizing the subsystems within
each domain.
Total Value Management: The most acclaimed slogan for introducing a quality pro-
gram in early corporate days simply was to provide the most value for the lowest
cost. This changed as the competitiveness became more fierce. For example, during
the introduction of traditional TQM program in 1990 "getting a quality product to
market for a fair price" was the name of the game. The new paradigm for CE now
is total value management (TVM). TVM mission is "to provide the total value for
the lowest cost in the least amount of time, which satisfies the customers the most
and lets the company make a fair profit." Here use of value is not just limited to
quality. To provide long lasting added value, companies must change their philoso-
phy towards things like x-ability, responsivepess, functiot~ality,tools and technol-
ogy, cost, architecture, etc.
Product Development Methodology: A systematic methodology is essential in order
to be able to integrate:
1. Teamwork
2. Information modeling
3. Product realization taxonomy
4. Measures of merits (called CE metrics), and quantitatively assess the effective-
ness of the transformation.
This may involve identification of performance metrics for measuring the product
and process behaviors. Integrated product development methodology is geared to
take advantage of the product realization taxonomy.
Frameworks & Architectures: In order to adequately support the CE and the 4Ms
(namely: modeling, methods, metrics and measurements), it is necessary to have a
flexible architecture. An architecture that is openly accessible across different CE
teams, information systems, platforms, and networks. Architecture consists of infor-
mation contents, integrated data structures, knowledge bases, behavior and rules.
An architecture not only provides an information base for easy storage, retrieval,
and tracking version control, but can also be accessed by different users simultane-
ously, under ramp-up scheduling of parallel tasks, and in synchronization. We also
need a product management system containing work HOW management capabili-
ties integrated with the database. This is essential because in CE there exists a large
degree of flexibility for parallelism that must be carefully managed in conjunction
with other routine file and data management tasks.
Capturing Life-cycle Intent: Most CADICAM tools are not really capture tools.
In static representation of CAD geometry, configuration changes cannot be han-
dled easily, particularly when parts and dimensions are linked. This has resulted
in loss of configuration control, proliferation of changes to fix the errors caused
by other changes, and sometimes ambiguous designs. By capturing "design intent"
as opposed to "static geometry," configuration changes could be made and
Preface xxv

controlled more effectively using the power of language constructs than through
traditional CAD attributes (such as lines and surfaces). The power of a "capture"
tool comes from the methods used in capturing the "design intent" initially so that
the required changes can be made easily and quickly if needed. "Life-cycle cap-
ture" refers to the definition of the physical object and its environment in some
generic form. "Life-cycle intent" means representing the life-cycle capture in a
form, which can be modified and iterated until all the life-cycle specifications for
the product are fully satisfied.
* Decision Support System: In CE, cooperation is required between CE teams, man-
agement, suppliers, and customers. A knowledge based support system will help the
participating teams in decision making and to reflect balanced views. Tradeoffs be-
tween conflicting requirements can be made on the basis of information obtained
from sensitivity, multi-criterion objectives, simulation, or feedback. The taxonomy
can be made a part of decision support system (DSS) in supporting decisions about
product decomposition. By keeping track of what specifications are satisfied, teams
can ensure common visibility in the state of product realization, including dispatch-
ing and monitoring of tasks, structure, corporate design histories, etc.
* Intelligent Information System (11s): Another major goal of CE is to handle infor-
mation intelligently in multi-media-audio, video, text, graphics. Since IIS equals
CIM plus CE, with IIS, many relevant CE demands can be addressed and quickly
processed. Examples include:
1. Over local or wide area networks, such as SQL, which connects remote, multiple
databases and multimedia repositories
2. Any needed information, such as recorded product designers' design notes, fig-
ures, decisions, etc. They can be made available on demand at the right place at
the right time
3. Any team can retrieve information in the right format and distribute it promptly
to other members of the CE teams.
0 Life-cycle Mechanization: Life-cycle mechanization equals CIM + Automation +

CE. Life-cycle mechanization is arranged under a familiar acronym: CAE, for CIM,
Automation, and CE. Since CAE also equals IIS plus automation, the major benefits
-
of mechanization in CAE come from removing or breaking barriers. The three com-
mon barriers are:
a. Integration (this is a term taken from CIM)
b. Automation
c. Cooperation (which is a term taken from CE).
0 CE provides the decision support element, and CIM provides the framework & ar-

chitecture plus the information management elements. Life-cycle Mechanization

refers to the automation of life-cycle functions or creation of computerized modules
that are built from one another and share the information from one another. This in-
cludes integration and seamless transfer of data between commercial computer-
based engineering tools and product-specific in-house applications. This tends to re-
duce the dependency of many CE teams on communication links and product
realization strategies, such as decomposition and concatenation.
 xxvi Preface

IPD Deployment Methodology: The purpose of this chapter is to offer an implemen-

tation guideline for product redesign and development through its life-cycle func-
tions. IPD implementation is a multi-track methodology. The tracks overlap, but
still provide a structured approach to organizing product ideas and measures for
concurrently performing the associated tasks. Concurrency is built in a number of
ways (similar to what was discussed in volume I), depending upon the complexity
of the process or the system involved. This chapter proposes a set of "Ten Com-
mandments," that serves to guide the product and process iterative aspects of IPD
rather than just the work group collaborative aspects required during the develop-
ment cycle. The CE teamwork in the center of the wheel ensures that both local or
zonal iterative refinements and collaborative refinements take place during each
concurrent track.

A SYNCHRONIZED WHEEL-SET FOR CE

All the above nineteen parts of CE put together creates a synchronized wheel-set for CE,
as shown in Figure P1. The teamwork, with four cooperating components (technological
teams, logical teams, virtual teams, and personnel teams), is in the middle ring. The 4Ms
(models, metrics, measurements and methodology) form the center of this wheel. The
center ring has four parts to it: Information Madeling; Product Realization Taxonomy;
Measures of Merit and IPD deployment methodology. The 4Ms are shown in the center
because it provides the methodology for guiding the product realization process. The two
inner rings, which are same for both wheels, makes the wheels a synchronized set. The
teams in the middle ring are the driving force of the methodology (4Ms listed in the cen-
ter) and controller of the technologies (listed as sectors on the suter ring). The emphasis of
a team-centered wheel for CE is a departure from a conventionalfunction-centered ap-
proach. Outer rings of each wheel contain the remaining parts of an integrated product
and process organization-PPO (volume I) and integrated product development-IPD
(Volume 11),respectively. The idea of this middle ring is to provide a team-centered 7Cs
(Collaboration, Commitment, Communications, Compromise, Consensus, Continuous Im-
provement, and Coordination) interplay across layers of enabling technologies and
methodologies. Everything is geared towards cutting and compressing the time needed to
design, analyze, and manufacture marketable products. Along the way, costs are also re-
duced, product quality is improved and customer satisfaction is enhanced due to the syn-
chronized process. There is, however, a finite window in which the benefits of time com-
pression and cost cutting are available. As more manufacturers reduce lead time, what
once represented a competitive advantage can become a weakening source. Fortunately,
the CE wheel provides a continuum (dynamic) base through which new paradigms
(process, tools, technology and 7Ts) can be launched to remain globally competitive for a
long haul.
Before we take a closer look at the different parts of this wheel as different chapters
of this book, it is important to note that all the parts of the wheel-set are not of the same
kind. They emphasize different aspects of CE. The four major aspects are (see Figure P2):
Preface xxvii

Asped

FIGURE P2 Four Aspects of CE

*'Philosophical aspect
*'Methodological aspect
*'Conceptual aspect
0
' Virtual aspect
*'Philosophical Aspect: Personnel CE team governs the philosophical aspects of CE.
Philosophical aspect deals with the boundaries of the responsibility and the author-
ity, culture, empowerment. It also includes team's make-up, program organization,
supplier rationalization, management styles or philosophies, change management,
workplace organization and visual control, physical proximity (collocation), man-
agement and reporting structure, etc. The chapters on Cooperative Teamwork and
Life-cycle Management emphasize more of this aspect than others.
*'Methodological Aspect: This aspect of CE is governed by technology team.
Methodological aspect deals with system thinking, approaches to system complex-
ity, system integration, transformation model of the manufacturing system. It also
deals with CE enterprise system taxonomy, integrated product and process develop-
ment, transformation system for product realization, pull system for product realiza-
 xxviii Preface

tion, track and loop methodology, etc. The chapters on Systems Engineering, The
Whole System and Product Realization Taxonomy emphasize more of this aspect
than others.
Conceptual Aspect: Logical CE team governs the co?ceptual aspect of CE. Concep-
tual aspect mostly deals with the major principles of CE, concurrency and simultane-
ity, modes of concurrency, modes of cooperation. It also deals with understanding
and managing change, reengineering approaches, work flow mapping, information
flow charting, process improvement methodology, etc. The chapters on CE Defini-
tions and Process Re-engineering emphasize more of this aspect than others.
Virtual Aspect: This aspect of CE is governed by a virtual CE team. Virtual aspect
mostly deals with capturing life-cycle intent, information modeling, electronic cap-
ture of CE invariants. These CE invariants deal with product model class, process
model class, specification model class, cognitive model class, communication
through virtual proximity, agile virtual company, artifact intent definitions, etc. The
chapters on Information Modeling and Life-cycle Mechanization emphasize more of
this aspect than others.

MAJOR FEATURES OF THIS BOOK

Whether you are a firm CE believer, or this is your first introduction to CE, this two vol-
ume (book) set provides a full view of CE from all of the above aspects and perspectives.
The management perspective, which is a part of philosophical aspect, relates to organiza-
tion and culture. Complete with a historical review and context, the author articulates
these CE aspects by illustrating the differences between the best methodologies (or the
best taxonomies) and what are being practiced in industries today.
Some examples of topics included in this volume are:
What is required to control one's own process-identifying and satisfying the needs
and expectations of consumers better than the competitions and doing so profitably
faster than any competitor..
You will understand why QFD is not enough for IPD.
How to consider deployment of competing values simultaneously.
You will discover why TQM is not enough to gain competitive edge in the global
marketplace.
Why is it not enough to deploy "Quality" into the product and expect the outcome
to be a world-class?
How to incorporate "Voice of the Customers" into all necessary tracks of the prod-
uct development cycle.
Why individual assurances of DFX specifications (one at a time) do not capture the
most important aspect of Concurrent Engineering-the system perspective.
How to build a product that optimizes a number of value objectives intrinsically,
not just on the basis of Quality.
A set of twenty-five metrics and measures for concurrent engineering.
 Preface xxix

Three-layer structure for a CE logical framework to provide a flexible application

development environment.

Integrated Product Development (volume 11) deals with methodology-applying the

process taxonomy for CE. Methodology (development and deployment) is necessary to ad-
equately classify, integrate and automate core functions of a complex enterprise in a P D ~
process. The innermost core of this deployment methodology is its foundation, which has
four supporting M elements: models, methods, metrics and measures as mentioned earlier.
The Table P1 summarizes the major features of this second volume.

TABLE P I Major Features of Volume II of the CE Fundamentals Book

What chapters or
sections of the book
How do these features contain these features
Features of Volume I1 benefit readers? or examples of them?

a This is the first CE book that
emphasized all aspects of Total
Values Management (TVM) such
as X-ability, cost, tools and
technology, responsiveness and
organization issues. What is
required is a total control of one's
process-identifying and satisfying
the needs and expectations of
consumers better than the
competitions and doing so
profitably faster than any
competitor.
b In this volume, author has
expanded the original definition of
QFD, discussed in Volume I, to
include parallel deployments. This
provides a method to consider the
deployment of competing values
simultaneously. This volume calls
this approach as Concurrent
Function Deployment (CFD).
c This is the first time this CE book
points out that the deployment of
many artifact functions (values)
can proceed in parallel with what
we know today as quality function
deployment (QFD) or quality
FD. CFD enforces the notion of
concurrency and deploys
simultaneously a number of
competing artifact values, not just
the "Quality as found in QFD."
It is not enough to deploy Quality Chapters 1 and 3 (see Figures 1.4.3.1,
into the product and expect the and 3.5)
outcome to be a world-class. The
competitors are always finding
better and faster ways of doing
things. Catching up in quality only
makes a company at par with its
competitors in terms of inheriting
some of their product quality
characteristics but relatively
speaking it gets you there a few
years later.
The intent of CFD is to incorporate Chapter 1 (Section 1.4, see Figures
"Voice of the Customers" into all 1.1 through 1.4)
nine phases of the product
development cycle, and finally into
continuous improvement, support
and delivery (see Figure 4.2,
volume I) phases.
CFD breaks the multi-year QFD Chapter 1 (see Figures 1.4 through
ordeal by allowing work-groups to 1.9, Section 1.5)
work concurrently on a number of
conflicting values and compare
their notes at common check points.
CFD is a simple and powerful tool
that leads to long range thinking
and better communication across
several value functions. Examples
are: X-ability (performance), tools
and technology, cost,
responsiveness and infrastructure. (continued)
TABLE PI (continued)
Features of Volume II
d No book has yet been published
encompassing concurrentfunction
deployment, CE metrics and
measures, total value management,
product development methodology,
frameworks and architectures,
capturing life-cycle intent, decision
support systems, intelligent
information system, life-cycle
mechanization, deployment
methodology and integration issues
all described within a unified IPD
(integrated product development)
theme.
e This book, for the first time,
identifies twenty-five CE metrics
and measures. Metrics and
measures are categorized into f o u ~
groups: simulations and analysis,
product feasibility and quality
assessment, design for X-ability
assessment, and process quality
assessment. They are arranged in
four file drawers of a file cabinet.
f For the first time, this book
proposes Total Value Management
(TVM) as a concept to replace
Total Quality Management (TQM).
The six major recognized
objectives of TVM are: Quality
(function-wise), X-ability
(performance-wise), Cost (profit-
wise), Tools and Technology
(innovation-wise), Responsiveness
(time-wise) and Infrastructure
(business-wise).
g The book introduces for the first
time a concuirent process of quality
engineering (QE) -wherein Qual-
ity begins with concurrent product
and process design running in
parallel with an off-line quality
control. Inspection oriented QC
methods are shown replaced by on-
line quality control (QC) or quality
process control (QPC) methods.
h This book for the first time
introduces Process invariants as
XXX
- --
What chapters or
sections of the book
How do these features contain these features
benefit readers? or examples of them?
It allows the readers to consider a Chapters 1 through 10.
wider view meaning "integrating
over the enterprise" while
implementing CE. This eliminates
the common problem of blindly
automating tasks-meaning
repeating the same mistakes but
doing it more often and more
quickly.
Individual assurances of DFX Chapter 2 (see Figures 2.6 through
specifications (one at a time) do not 2.8).
capture the most important aspect
of Concurrent Engineering-the
system perspective or the trade-off
across the different DFX principles.
Product development teams (PDTs)
can draw upon these metrics and
measures to influence an enterprise
P D process.
~
It allows the PDT groups to build a Chapter 3 (Section 3.1, see Figures
product that optimizes these six 3.5 through 3.6). Quality in the
value objectives intrinsically, not aforementioned sense plays only a
just on the basis of Quality. How minor role in fostering a total
effectively, efficiently, and quickly optimized product from a world-
the work-groups are able to class perspective.
succeed in this endeavor depends
upon many factors that need to be
considered. TVM is meant to
provide a winning path to increase
global market share and
profitability.
The design-oriented QC methods, Chapter 3 (many of these methods are
shown as being part of the product shown in Figures 3.3 and 3.4)
design step, provide an important
defect prevention mechanism.
Quality circles or work-groups can
establish a QE methodology
following this concurrent approach.
The invariants provide a common Chapter 4 (see Figures 4.2 and 4.3).
ground for the work-groups to The basic structure of model
TABLE P i (continued)
Features of Volume II
key contributors of an IPD
realization process that are
constant or stationary (always
present) in the process dimension
of IPD. The process invariants are
vertical cross sections of the IPD
realization process. Model
invariants are horizontal cross
sections of IPD realization process.
i The book for the first time views
the IPD methodology as consisting
of eight parts called IPD building
blocks. The first four blocks
provide a conceptual framework
for understanding the IPD
challenges and opportunities. The
last four parts provide the building
blocks for an analytical framework
for decision making and
improvements.
j The book introduces a three-layer
structure for a CE logical
framework to provide a flexible ap-
plication development
environment. The lowest layer is
the computing platform. The
second-layer-intelligent
interface-provides the primary
programming interface to
application developers. The top
layer consists of end-user
applications communicating among
themselves (horizontally) and to the
intelligent interface (vertically).
k Benefits of life-cycle capture stem
from a few basic CE principles.
The book describes the three life-
cycle capture languages on which
life-cycle capture is founded.
Languages are means of capturing
the knowledge for the design and
development of a product. These
language-based systems use the
intent-driven techniques to
generically capture product life-
cycle values. Such developments
are dynamic in nature when it
comes down to managing changes.
What chapters or
sections of the book
How do these features contain these features
benefit readers? or examples of them?
represent enterprise or business- invariants and their interactions are
driven, product-driven, and shown in Figure 7.11 of volume I.
process-driven works, activities,
features, functions and decisions.
The process and model invariants
are linked by taxonomic
relationships.
The purpose of this IPD methodology Chapter 4 (see Figures 4.7 through
is to improve the performance 4.9)
characteristics of the product or
process relative to customer needs
and expectations. It builds the
theory of knowledge through
systematic revision and extension
of the paradigms introduced in
previous Chapters.
When work-groups integrates the Figure 5.24 shows a logical view of
computing platforms with this CE sub-architecture, which
intelligent interface over the forms the basis for the flexible CE
applicable standards, this results in environment described in this book.
a long life of the end-user Chapter 5 (see Figure 5.24)
applications developed on the top
layer. The architecture shields end-
user applications from possible
downstream changes.
Models are the results of such In the present form, most C4
knowledge capture. They are suited (CADICAMICAEICIM) systems
for altering a part geometry, say are mainly suitable for analyzing a
using variable dimensions, or problem or for capturing an
capturing its engineering design explicit, static geometric
intent. The primary goal of a representation of an existing part.
knowledge-capture formalism is to Chapter 6 (see section 6.3)
provide a means of defining
ontology. An ontology is a set of
basic attributes and relations
comprising the vocabulary of the
product realization domain as well
as rules for combining the
attributes and relations. (continued)
xxxi
 xxxii
TABLE P l (continued)
Features of Volume I1
1 The types of decisions that
engineers make today to solve
design problems are bounded by a
spectrum with cognitive aspect at
one end and progressive aspect at
the other end. The book for the
first time describes two types of
cognitive models and seven types
of progressive models.
m The book for the first time
describes how CIM plus CE equals
US. Today, CIM systems are
merely being applied to integration
and processing (storage and
automation) of data,
communication, and processes
(common systems and standards).
n The book for the first time
describes the 8 enabling elements
of Intelligent Information System
(US) applicable to product
development.
o The book for the first time
describes thirteen barriers that
inhibit work groups regain full
potential of manufacturing
competitiveness.
p This book for the first time
describes a network of 12 modules,
which form the infrastructure for
life-cycle mechanization process.
Five modules belongs to C M , four
relates to automation; and three
deals in CE topics.
q The book explains that the
concurrent movement of 1990s is
not just a "bunch" of concurrent
programs. It is the realization that
certain fundamental ideals need to
be enforced during an IPD
deployment. These ideals can have
a profound impact on the long-term
success of a business or for
Preface
What chapters o r
sections of the book
How do these features contain these features
benefit readers? o r examples of them?
The work group can use these aspects Chapter 7 (see Figures 7.2 and 7.3)
to choose possible design models
during decision making.
Progressive models can be used to
calculate, analyze or to evaluate
design alternatives, or to come up
with a new or revised product.
Intelligent handling of information Chapter 8 (see Figure 8.2).
through computer techniques can
yield a better CIM system since it
can monitor and correct problems.
IIS reduces the need for frequent
manual intervention. CE brings
forth three missing links of CIM.
The effective implementation of Chapter 8 (see sectlon 8.1, Figure 8.3)
product development process
control strategies can be facilitated
by a systematic collection and
monitoring of relevant enabling
elements of IIS. Chapter 8 (see section 8.2, Figures 8.4
The key to the successes of IIS is through 8.7)
understanding the obstacles and
barriers to unifying CE with
existing CIM processes and
identifying new opportunities for
improvement. Chapter 9 (Figure 9.4)
The criteria of mechanization are
global in nature (such as 7Ts, 4Ms,
and 3Ps) with the overall company
goal of making maximum profits
and great product.
Chapter 10 (see Table 10.1).
A common implementation mistake
committed by a concurrent work-
group is to confuse a CE program
with a CE Ideal. CE programs are
the vehicles for implementing the
ideals in an organization.
 Preface xxxiii

TABLE P I (continued)

What chapters or
sections of the book
How do these features contain these features
Features of Volume II benefit readers? or examples of them?

ensuring manufacturing
competitiveness.
r The book offers a set of ten
implementation guidelines for
product redesign and development
through its life-cycle functions.
This "Ten Commandments" serves
to guide the product and process
iterative aspects of IPD rather than
just the work-group collaborative
aspects of a P D cycle.
~
- ----
Deployment consists of a number of Chapter 10 (IPD deployment is a
activity-plans arranged in multi-plan methodology as shown
increasing order of enrichment. The in Figure 10.1)
activity-plans overlap, and provide
a structured approach to organizing
product ideas and measures for
concurrently performing the
associated tasks.

BEST PRACTICES

Sixty-six senior mangers from 33 progressive companies were surveyed in a NSF study to
validate the importance of 56 "best practices" (see Table P3) for both new BS mechanical
engineering (ME) graduates and for experienced MEs. The results indicated that
[ASME/NSF, 19961
53 of the identified 56 identified "best practices" are in use in more than two-thirds
of the companies surveyed.
"Concurrent Engineering" practice received the highest number of votes for all the
three questions in the "Knowledge of P R P category. The three questions that were
asked are listed in Table P2.

TABLE P2 Product Realization Process Survey Results (66 Industry Respondentsfrom 33 Industries)<

Respondents, Ranking based on what

who answered respondents Judged
Concurrent (compared to answers
Question Engineering (CE) in "Knowledge of PRP"
Number What was the question posed? as their answer. best practice category)
-

#1 Are the following (56) PRP "Best Practices" currently 88% Highest "YES" answers
used in your business unit?
#2 How important is it for experienced mechanical engineers 91% Highest number judged
(5+ years) to have a working knowledge of the follow- CE-very important
ing (56) best practices?
#3 How important is it for entry level mechanical engineers 74% Highest number judged
(new BS Graduate) to have a working knowledge of CE-very important
the following (56) Best Practices?

1 ASMENSF, 1996, Integrating the Product Realization Process (PRP) into the Undergraduate Curriculum, New York:
ASME Council of Education, NSF Grant # 9354772, New York.
TABLE P3 Ranking of Best Practices for New BS Graduates and Experienced ME'S by 66 Industrial Respondents

Serial Serial
Number Elements of the PRP SectiodChapterI Number Elements of the PRP SectiodChapterI
from "Best Practice" identified Volume where from "E!est Practice" identified Volume where
ASMEINSF by ASMEINSF material is covered ASMEINSF by ASMEINSF material is covered
PRP Report [I9961 study' or described PRP Report [I9961 study' or described

Design for SewiceRepair 2.6.6l; 2.6.lGl l l ;

7.9l
Communication Product Testing

Design for Manufacture Process Improvements Tools

CAD systems Tools for "Customer Centered

design
Professional Ethics Information Processing

Creative Thinking Leadership

Design for Performance Statistical Process Control
Design for Reliability Test Equipment
Design for Safety Industrial Design
Concurrent Engineering Design for Cornmonality-
Platform
 Computer Integrated Manu-
facturing (CIM)
Design for Cost Design Standards
Application of Statistics Mechatronics
Reliability Testing Standards
Geometric Tolerancing Electro-mechanicalPackaging
Value Engineering Conflict Management
Design Reviews Robotics and Automated
Assembly
Manufacturing Processes Knowledge of the Product
Realization Process
Systems Perspective Design for Dis-assembly
Design for Assembly Budgeting
Design of Experiments Project Risk Analysis
Project Management Tools Competitive Analysis
Design for Environment Process Standards
Solid ModelingIRapid Manufacturing Flow~Workcell
Prototyping Systems Layout
Design for Ergonomics Bench Marking
(Human Factors)
Finite Element Analysis Corporate Vision and Product
Fit
Physical Testing Materials Planning-Inventory
Total Quality Management Business Functions
(Mktg., Legal, etc.)

ASMENSF, 1996, Integrating the Product Realization Process (PRP) into the Undergraduate Curriculum, New York: ASME Council of Education, NSF Grant
# 9354772, New York.
 xxxvi Preface

The two volumes together contains 50 of those 56 best practices that were initially pro-
posed for the new BS graduates and experienced ME'S [ASMENSF, 19961. The primary
sections or chapters, where those best practices are discussed in this book, are listed in
Table P3.

TEST PROBLEMS

At the end of each chapter, test problems are included. The instructor may choose a set of
problems (ten or less) that he or she has covered in the class for that week from each
chapter. Most test problems are based on the materials covered in the chapter itself. Some
are based on materials covered in the earlier chapters thus stretching the student's grasp
and understanding of the subject matters covered so far. Only a few test problems require
stretching the students' imagination beyond what is discussed in this book. A rich refer-
' ence section is provided for professors to reinforce the materials beyond what is discussed
therein. The generous use of self-explanatory illustrations and bullets makes this book an
easy and pleasant reading for everyone. Illustrations provide a quick visual grasp of the
materials without the use of long and wordy sentences and paragraphs.

Biren Prasad
Electronic Data Systems
General Motors Account
P. 0. Box 250254,
W. Bloomfield, MI 48325, USA
Email: <bprasad@cmsa.gmr.corn>
 Over the last several years, having associated with Concurrent Engineering: Research and
Applications (CERA) Journal as a founding editor and having attendedorganized numer-
ous conferences dealing on this subject, I have steadily built up a massive collection of
precious knowledge on concurrent engineering (CE). Many of the ideas set forth in this
book are formulated based on the rigorous analysis of what has been reported in those
journals and conferences, of what we found worked well in practice, and from our re-
search of what we observed was essential and relevant for those that failed to be success-
ful. In most cases, the materials in the book are mostly built on trying these ideas on prob-
lems facing the automotive, electronic, aerospace, and software industries (working with
Ford Motor Company, General Motors, Electronic Data Systems, NASA, and other Del-
phi Automotive System customers). Many CE concepts contained herein, therefore, are
reported for the first time. The others are extensions to the ideas4erived from various
CE books, journal articles, and my research papers presented at various meetings-but
never published. Relevant references are contained at the end of each chapter. Many
thanks to those who supplied reprints of their articles and thesis included therein. The au-
thor wishes to acknowledge the contributors of the CERA Journal and the members of its
two editorial boards with whom the author corresponded on numerous occasions, which
helped solidify many of the concepts reported in this book.
A very important aspect of almost any technical publication is the exposition of key
definitions of fundamental terms, and this book has a lot of them. In those areas, I can
only take credit for bringing them together and packaging them in what is, I hope, a
convenient format. To this end, many thanks are due to my professional colleagues in a
number of fields relevant to CE, TQM, quality circles, QFD, knowledge-based engineer-
ing (KBE), and product design and development.

xxxvi i
xxxviii Acknowledgments

The author wishes to acknowledge the assistance of General Motors, Electronic

Data Systems, and Delphi Automotive Systems for providing the environments and op-
portunities, and assistance of our Automated Concurrent Engineering (ACE) colleagues
and customers, with whom I worked, particularly Mr. Pat Race. In addition, I thank the
people who reviewed this manuscript including Ross P. Corbett and several others.
Thanks are also due to my colleagues, who spent time in reviewing the Volume I and pro-
viding their candid comments, which are published in the front few pages of this volume.
Thanks also to many of my close teaching associates, students and friends for the valuable
guidance they gave me in making this book more useful to our readers and students. A
special thanks is extended to my spouse Pushpa and to my lovely daughters-Rosalie,
Gunjan, and Palak-for their patience and understanding throughout these never-ending
years while I was busy writing.

Biren Prasad
Electronic Data Systems/General Motors Account
P. 0.Box 250254,
W. Bloomfield, MI 48325, USA
Email: bprasad@cmsa.gmr.com
1-T loops, 421 Aircraft top-down decomposition, 295, 317
2-T loops, 421,423, 433, 437, 439,441,467 Allocation of specifications, 438
3-D CAD, 30,327 Amoeba chart (or polygon graph), 327
3-T loops, 4 2 1 , 4 2 3 , 4 4 3 4 5 , 4 4 7 4 9 , 4 5 1 , 4 5 3 , Analogy of CE, 94
455,457,459,463,467 Analytical model, 320-321,325,364
~ P s 11
, 1, 113, 162,217,280,304,315,349-350, Applications of QFD, 88
389,397,414 Appraisals, 36
4Ms, 395 Approaches to system complexity, 287,289,291,
7Cs, 162,220-221,262,268,271,275,369 293,295,297,299
7Ts, 106, 113-1 14,117-1 18, 166167,182,184, Areas of concurrency, 292,294-296
225,263,271,286,393 Artifact's intent definitions, 377,380,384,
Abstractions and formalisms, 414 401-403,407,411,430
Accountability, 1, 174 As-designed configuration, 78
Activity-based decomposition (AcD), 291, As-is model, 134, 136, 138, 142, 162
299 As-is process, 125, 133-134, 136, 138, 140, 146,
Affinity diagram, 322 157,159
Age of control, 1,91 As-planned configuration, 78
Age of flexibility, 1 ASQCIASI, 82,86,98
Aggregation Assembly
or integration process, 450 cost, 67
process, 45 1 engineering, 16
with several cores, 452 oriented plants, 49
Agile manufacturing sequences and development, 438
modularlflexibleproduction system, 29, Attributes of RCs, 398
31 Automobile manufacturing, 4, 278-279,293
virtual company, 26,311-312,314,317 Automobile manufacturing process, 278-279
virtual manufacturing, 3 13 Automotive top-down decomposition, 294
Agility, 1, 13,23,26,41, 113, 307, 31 1 Auxiliary model, 361
 Index

Avoid variable processes, 193 Cognitive framework, 358

Axiom-based approach, 445
Backward traversal, 427
Baseline system, 392-393, 406,420,427,434,
445
Basic premise of manufacturing, 18-19, 42
Bell curves, 70,72-73
Benchmarking, 11,103,108, 146, 162,271
Bill-of-materials, 189, 328, 370, 414, 439
Bond Graph, 324,362,410,417,465
Bottom-up
approach, 138, 142, 163,287,451
half-loop, 4 4 9 4 5 1
synthesis, 451
Boundary representation (B-rep) solid, 336
Branch and bound, 402
Breakdown structures, 275,291, 303, 397,401,
425
Broad system model, 377, 379-380, 382,384, 394,
401,411412
C-t-e-q, 35, 37
C-t-c-q, 35,37
CAD/CAM, 14-17,20,3 1,40,81,95, 192,203,
217,278,302,338,352-353,364
Capturing life-cycle value, xiii
Cardboard models, 4,322
CE
enterprise system taxonomy, 375,411
implementation, 232
.measures of merit, 417,427
metrics and measures, 374
organization, 43, 174,223,231-232, 257, 274,
302,318
staffing, 243
teams, 88, 119, 131, 159, 175, 181, 186-187,
194,205,218,221,226-228,232,235,267,
269,273-275,287,299,303,309-310,320,
348-349,357,360,366,381,397,402,420,
426,434,444,467
transformation system, 375-376,411
wheel, xiv-xvi, xviii, xxi, xxii
Central nervous system, 355
Central processing, 44
Cerebral hemisphere function (CHF), 355
Change
control, 151, 153, 163
management methodology, 150-15 1,153, 155,
163
CIM
CIM + Automation + CE, xx-xxi
Collaboration, 20, 111, 178, 205,208, 220, 236,
262,267 276,300-303,306,317,358-359,
365,369
Combining CPI with restructuring, 114
Combining restructuring with organizational traits,
114
Commitment, 6,54, 157,217-218,220,224-225,
255-257,262,303,314,369,426,429
Common
framework, 357,464
method, 464
process templates, 332,365
representation forms, 33 1-332, 339
understanding, commitment, or action, 21 8
understanding, 170, 194, 218, 224,251,
262-263,266-267,271,312,357
Communications
and networks, 30
communication network, 82,251, 315, 344
mechanism, 415416
power, 14
Company cost, 67, 101
compar&on to goals & objectives, 377, 379, 382,
402
Competitive performance rating, 39
Competitive pressure push, 11-12
Complexity of tasks, 414,416
Component
centered, 277
modeling, 348
of CE, 170-171, 173, 175, 177, 179
planning, 86
Compromise, 220,254,262-263,357,369
Computer
and network complexity, 44
Integrated Manufacturing (CIM), 31, 81, 167,
171,212
manufacturers or vendors perspectives, 15
modeling and simulation, 354, 363
power, 14, 335, 338
technology usage, 14
Computer-aided
acquisition and logistics support, 1,46, 165
design (CAD), 8 1
engineering (CAE), 8 1
process planning (CAPP), 81,353
testing (CAT), 8 1
Concept descriptions
development, 41, 159,212,223,42 1,423,434,
436437
development loop, 436-437
 Index
Conceptual
aspect, xxii-xxiii
design, 2,91,188-189,208,320,322,/349,417,
436,454456,468
model, 126,320-322,389
Concurrency and simultaneity, 18&181, 183,185,
187,189,191,193,195
Concurrent
engineering, 1, 13,26,29,40-42,65,81,91-93,
95-99,1 19,159-160,164-170,172,
176176,178,180,182,184-186,188,190,
192,194,196,198,200,202,204-214,236,
243-244,271-273,280,300,315-316,319,
341,343,346,361-363,383-384,410,418,
443,465466
engineering wheels, xiv
function deployment, xiii
interface definitions, 426
processing, 181-182,185-187,198
product & process design, 212
resource scheduling, 180,184,215
teams, 96,171, 187,226227,229,231, 233,
237,254,275,301,311-312,360,389,402
tracks, 171,418
transformation system model, 376
Concurrent-relay race, 96
Configuration
design, 454457
management system, 16,77,153
or layout design, 454455
Consensus, 42,111, 142,144,154,163,165,194,
197,220,254255,262,281,286,339,369
Constraints, 16,34,121,124,138,167,169-170,
186-188,289,291,317,319,324,335,337,
341,344,347-348,356-357,361,366,
372-374,376-377,379-382,387-397,401,
403404,406,408,410412,416417,
419420,423,425428,430,433434,436,
441442,44+445,447-448,451454,456,
459,464
Constructive Solid Geometry (CSG), 335-336
Context diagram, 324
Continuous
acquisition and life-cycle support, 1
improvement, 28,30,41,88,104,109,111, 127,
154,159,162,168,218,221,255,257,262,
311,369
improvement tool :, 88
process improvement, 104,108,11 1, 125,136,
151,154,360,377
Control
and scheduling, 366,382
charts and behavior over time diagram, 327
shift management: no matrix, no restructuring,
but agreeing to collaborate, 310
Controversy versus cooperation, 219
Conventional design and development process,
317,370-371,411
Convergence and collaborative thinking
by iterations, 426
Cooperating matrix of teams, 253 .
Cooperative concurrent teams
decision making, 426
- - 280
work-groups,
Coordinating with subcontractors and suppliers,
177
Coordination, 30,88,116,168,221,262,273,280,
302-303,369
Corporate learning, 20,78,195 .
Corporate technical memory, 79
Cost
Cost-effective robust design, 165
C-t-c-q, 35,37
C-t-e-q, 35,37
estimation, 16
of quality, 35
to correct quality, 35
to ensure quality, 35
Coupled and difficult tasks, 426
CPI tactics, 108
Craft manufacturing, 4,13,26,98
Cumulative aggregation, 452
Cumulative weight analysis, 146
Data
and knowledge, 396
Data, process and knowledge, 393,414,416,
453,459
Decentralization, 30
Decision making style, 217,314
Decision support systems, xiii, xx
Deep common understanding, 224,251,263,
266267,271,357
Degree
of control, 51,59,415
of incompleteness and ambiguity, 415416
of overlap, 26,298-300,420
Delivery and service track, 433
Description
of 2-Tloops, 433,437,439,441
of 3-Tloops, 443,445,447,449,451,453,455,
457,459,463

Description (continued)
of parallel tracks, 429,43 1
Design
activity models, 414
aggregation process, 45 1
alternatives, 25, 89-90,223, 237, 394, 397,401,
407,420,428
build automation, 16
development, 67, 80,95, 156, 168, 181,398,
410
engineering, 6, 16, 89, 165,205,243,454
for X-ability, 29, 60, 166-167, 190, 237,239,
333,343,384,423
loop, 423,436,442,448,450-452,454,468
process, 16,49, 86, 102, 111, 120, 157, 167,
169, 190, 192,211, 213, 241,272, 276,
287-288,293,316,321,325,327-329,332,
344,371-372,386-387,399,410,414415,
418,421,426,436,439,442,445,454,456,
466
technology, 15-16, 165,234
track, 430
Detail design, 16, 278,415,434,454,457
Development methodology, 82, 84, 166,416417
DFADFX, 234
DFX methodologies, 370
Difference between a collection and a system, 283
Directive management style, 217,26&261,314
Distributed computing
Distributed numerical control, 441
Distribution cost, 67
Early
decision making, 5 1, 169-170
introduction, 65,67,69,76
problem-discovery, 169-170
supplier involvement, 173
ECARs, 127
Economic analyses, 420,448
Economics of skills, 4-5
Economy
of ease or flexibility, 26
of labor, 8 , 311
of machine power, 5 , 311
of scale, 5, 177
Education and background, 267,358
Education and training, 172, 231-232,269,
27 1
Effectiveness
of collaboration, 302
Efficient experimentation, 196
Electronic data interchange
Index
EDI, 30, 166, 177, 193, 195
Elements of a functional system, 282
Embodiment design, 447,454
Emerging technology push, 11, 13, 19
Employee excellence development, 269,27 1
Employee rotation program, 269,275
Empowerment, 1, 3, 11, 18, 30, 76, 111, 142,
174-175,217,263,265-266,271,276,
304-305,315,358
Engineering
design, 86, 160, 182, 209,212-213,232,316,
348,394,410,414,454,465466
functions, 277, 29 1
modeling and computation, 16
Workstations (EWS), 40
Enterprise
data access and communications, 40
models, 133-135, 137, 139, 141, 162, 341,
365
Environment, 1-2, 11,26,28,40-41,434,78,
80,82,98, 107-108, 114, 156-157, 159, 162,
165, 170-171,173, 175, 177-178, 192-193,
201,203-205,211-212,218,220,225,
231-232,245,251,255,258,263,269,271,
275,283,300,303,312,314-315,318,322,
330,341,343-344,347,356,358,363,366,
380,383,386,396,410,419,441,444445,
464466
Era
of departmentalization, 5
of global manufacturing, 8
of mechanization, 5
of quick fixes, 6
of realization, 7
Essentials for enterprise modeling, 346
Expanded house of quality, 86,98, 101
Experimental baseline state, 453
Exponential cost function, 52-53
Fast
delivery, 25
innovators, 209-21 1
producers, 209-2 11
to-market, 1,25, 104
Feasibility definition
loop, 406,420,423,436,448449
Feedback loops, 428
Finite element analysis, 16-1 7, 157, 188
Fire-fighting, 49
Fishbone diagram, 144, 324
Flexibility era, 11
Flexible architecture, 40
 Index
Flexible manufacturing, 29,40, 113, 194,282,431,
462,464
Flow and data connectivity, 125, 129
Flow-chart or block diagram:, 324
Form features, 288,295,319,331-332,341,348,
366,380,382,394,438,444,450
Forms
of RCs, 398
of representations, 79, 126, 322
of sharing and collaboration, 301
Forward engineering, 81, 99, 161
Forward traversal, 427
Foundation of information modeling, 330-331,
333,335,337,339
Fourth Generation Languages (4GL), 40
Frame descriptions, 393,417
Function plot, run chart or graph, 325
Function power, 14
Function-based Decomposition (FuD), 29 1,297
Functional activity
breakdown structure, 448
intent design, 454
setup, 258
Functions and features, 23,74,234, 300,334, 380
Generic or regenerative modeling, 16
Geometrical requirements, 382
Global
access, 194
manufacturing, 2, 8,44, 131, 141, 152, 173
participation, 141, 175
Goal realignment with life-cycle focused
restructuring, 308-309
Goal realignment with product focused
restructuring, 308
GOALIQPC, 82,98-99,160
Great product, 6,438
Group technology, 13-14, 350-352, 365,462
GT benefits for manufacturers. 351
Hard prototypes, 439
Helicopter top-down decomposition, 296
Hierarchical activity sets, 402
High quality, 23, 60, 102,263,338
Histogram and pareto analyses, 327
HOQ, 86
Horizontal integration, 277,304-305, 3 16
House of quality, 86,98-99, 101
Human teams, 98, 136
ICOMs, 127
IDEF, 126-127, 129, 160
IDEFO functional model, 127
Imaging systems, 40
Implicit form, 380,399
Improvement process, 64, 117, 120, 144, 151,
159
Inclusion of outside trade partners, 175
Individual contributions, 116,221, 229,258
Information
and systems, 40
based mass production, 11
flow diagram, 435,446,468
flow-charting, 123, 125, 127,129,131
modeling, 126, 128-129, 160, 163, 187, 234,
319-328,330-342,344,346,348,350,352,
354,356,358,360,362-365
modeling methodology, 128
technology, 9, 13-14,42, 172,197,346,364
Inputs, 21, 34,43,78, 84, 91, 102-103, 120-121,,
123, 126-127,129,138,144-145, 173-174,
188, 194, 196,223,265,297,302,324325,
344,347-348,356,372,376375,377,379,
383,387-388,390-391,393-397,403,406,
411,416-417,420,423,426428,434,
444445,453,459460,464
Inspection, 4, 27,41, 43,46, 67, 156, 177, 194,
265,331,333,344,347,350,362,366,370,
382,430,447,466
Integration, 1, 9, 11, 14, 17, 81-82, 95, 111, 116,
120,175,185, 188, 192-193, 195,209,213,
227,241,273,277-278,304307,316,319,
329, 332, 336, 339, 343,347, 353, 360, 369,
402,414,426,433,444,450
Integral system-wide specifications, 20
Integrate analysislsimulation tools with digital
product models, 187
Integrated product and process development
development, 98, 157, 164, 167, 171,215, 225,
231-232,271,319,390,401,466
system planning and scheduling, 377, 379,
429430
Integration hierarchy, 369
Intelligent information system, 236
Interface requirements, 190,277,317,382, 389
Interface-compatibility, 280, 3 14
Introducing a change, 51, 161
Investment tooling cost, 67
P D , 167,171-172,232,319,333,401
IPPD
goals and objectives, 120
Just-in-time (JIT) delivery of defect-free material,
193
 Index

Keiretsu, 30 interactions, 204

Key dimensions of a CE specification set, revision change, 64
395-397,399,412 Manufacturing
Knowledge capture automation protocol, 3 1
leveraging, 170 competitiveness, 1-2,4,6, 8, 10, 12, 14, 16,
based tool. 460 18-24,26,28, 30, 32, 34,36,38,40,4243,
316
Lead product team:, 240 data collection and control, 40
Lead time, 26-27,46,48,93,95,11&118,156, definitions, 445
166, 171, 182, 209,211,213,216,243,258, design, 192,444,454,457
315,375,377,406,429 functions, 291, 380
Lean manufacturing or synchronous organizations loop, 423,462463
production, 43, 104-105 or assembly track, 432433
Lease and integrate, 14 planning, 58, 379,429
Legislative and regulatory environment, 41 strategies, 18, 29,3 1,41,43
Lessons learned, 78-79, 175 strategy and standards, 29
Library of parts, 16 MAP, 31,121-125, 138, 154155,163,324,420
Life-cycle Mapping process, 121,388-389
concern, 29,370 Market entry and the market decline, 72
cost drivers, 79-80, 101 Market trends analysis, 16
engineering, 2 Marketing planning cost, 67
management, 44,46,48,50-52,54,56,58, Mass manufacturing
60-64, 66, 68,70,72,74,76-78, 80-90,92, production, 5,9, 11, 13,22,26,98,311
94,96,98-101,242,267,280 Material
management methodology, 5 1 handling, 29,312, 344, 347,351-352, 366, 382,
management tools, 81, 83, 85, 87, 89 441,462
team, 241 planning, 86
time, 46, 52,72, 93, 100, 116, 162, 165,315, features modeling, 348
377,426 Mathematical foundation, 331, 333
Linked form system, 200 Matrix of teams, 251-253,274
Logarithmic cost function, 53-54 Measure of competitiveness, 21
Logical form, 401 Mechanism:, 88,116, 125-126,129, 153-154,
Logical team 181, 197,232,245,268,368,415416
composition, 234 Minimize interfaces
Logistics integration, 304-305, 316 computer interfaces, 194
Looping process process interfaces, 191-192
Loops of product-oriented cycle, 406 product interfaces, 188-190
Low cost, 13,25,39 Mission requirements
loop, 434
Machines and equipment Modeling
facilities, 40 collaborative behavior, 358
Management and reporting structure conventions, 129
by fact, 262 methodology, 128, 329
commitment or action, 217 Models, methods, metrics and measures, xiv
commitments, 109,255 Modes of concurrency, 197, 199
focus, 18,30 Modes of cooperation, 20 1-203
perspectives, 15 Modification strategies, 105
structure, 308 Modified or updated baseline, 420
styles or philosophies, 259, 261, 263, 265 Moving target, 45
tool, 88 Multi-disciplinary setup
Managing change team approach, 2
continuity, 64,77 Multimedia access, 15
 Index

New paradigm, 11-13,4243 composition, 236

New product identification, 89 PERT, 6, 156, 187,214-215,223,258-259,389
New product introduction, 44, 49,64-65, 67,69, Petri nets, 126-127, 129
71, 101,214,245,389 Physical model
New United Motor Manufacturing Inc. (NUMMI), Physical-based Decomposition (PhD), 291, 297
370 Piloting
No restructuring but matrix (or dotted line or prototype fabrication, 439
reporting), 3 10 Planning track, 184,429,436
No Restructuring but Temporary Duty Assignment Plant, machine, and office layout, 267
(TDA), 309 Policies, practices, procedures, 217, 320
Numerical control, 16,31,236,331, 441 Preliminary design, 16, 241,309, 434
Price versus performance, 14
Occupational culture, 267, 358 Problem solving skills, 249
On-line technical reviews, 196 Process and methodologies
Open system, 14,314 breakdown structure (PsBS), 191-192
Operation analysis/simulation, 16 complexity, 44, 181-182, 290, 297, 320
Operational values, 434, 436 concurrence, 196, 201
Operations and control effectiveness, 119
control loop, 441 efficiency, 114, 116-117
Order of decision making, 415-416 execution, 408,443444
Organization Process improvement
factors, 312,314,317 improvement methodology, 111, 142-143, 145,
goals, 6, 113, 317 147, 149
traits, 108, 111, 114 Process management
Outputs, 34,43,60, 102-103, 114, 116, 120-121, of filtering, 445
124, 127, 129, 137-138, 145, 183, 191, 194, map, 121-125, 154-155, 163
223,228,297,324-325,344,351,362, planning,14, 16,31,81,85, 120, 186, 191,236,
373-374,379-380,384,387-388,391-392, 238,331-332,344,347,349,351-353,362,
394-398,403,406,408,411,420,426427, 365,406,417,430,439,443444,447,459
433,444,453,459 Process re-engineering
Over-the-wall, 7 Process renovation, 11, 105, 125
Overall productivity, 34 Process requirements, 4, 363,381-382, 388,412
Overlapped pull system, 197, 199, 215 Process restructuring, 11, 104, 125
Ownership, 80, 165, 170 Process loop
synthesis loop (execution phase), 459
Pair-wise coupling, 452 synthesis loop (planning phase), 457
Parabolic cost functions, 56 Process taxonomy, 376,386-390, 397,412,
Parallel engineering 416417,426427
of responsibility, 303 Process track, 4 3 0 4 3 1, 468
product decomposition, 180 Process-oriented cycle, 408
work-group, 180 Process-variation, 441442
Part features, 366 Product and part geometry creation, 16
Parts modeling Product and process costing structure, 16
planning, 86, 443 Product and process data exchange, 40
PDTs, 18, 120, 134, 171, 173, 180,200,238,255, Product and process management cycles, 402,
257,266-267,269,273,305 404
People leadership skills, 247 Product and services
Performance goals, 434,436,448 breakdown structure (PtBS), 192,215,287-288,
Performance indicators, 32-33, 35, 37,39,42,45, 293-294,296,426
134, 136,349 breakdown structure (PtBS), 192, 215, 287-288,
Period of profitability, 46 293-294,296,426
Personnel team complexity, 9,44, 182, 349,407

Product and services (continued)
decomposition, 180, 182, 184,215,238,241,
291,356
design and development, 7,31,49, 81,91, 120,
161, 166, 187, 196,320, 329, 332, 339,364,
369-370,418,427,466-467
design and development process, 91, 166,329,
418
Product design definition
development efforts, 44,46,49,99
development team, 9,93,126,171-172,203,
215,232,238,240,293,417,429
engineering loop, 436-437,468
Product improvement, 84,89,102, 108,154,239
Product life-cycle, 64,72,77, 85, 154, 161-162,
164-165,237,291,309,314,348,423,446
Product management cycle
half-cycle, 423,443-444
Product or process development, 413
Product planning
requirements, 429
Product Process Organization (PPO), 361
Product proliferation, 4
Product realization
process, 65,98, 111, 136, 156, 180-181, 192,
249,280, 320, 330, 344, 358,360,387,397,
403,411412,423,425,428429
taxonomy, 391,402,412414,416-418,
420422,424,426,428,430,432,434,436,
438,442,444,448,450,452,454,456,458,
460,462,464,466-468
Product requirements
Product support, 5,208,234,236,241,293,
305-306,309,319,344,346,389,421,423,
442
and service, 442
loop, 442
Product-oriented cycle, 406-408
Product-variation, 441-442
Product/Process Costing Structure (PCS), 453
Production cost, 67, 349, 380,429,444
Production definition
Production loop, 423
Production management cycle
half-cycle, 423
Production planning., 82, 85, 120, 191, 332,
466
Production track, 431432,468
Productivity
improvement pull, 12, 17, 19
Profit-per-unit, 39
Program approval
Index
organization, 238-239,241,243,245,247,249,
251,253,255
Project evaluation and review technique, 6,223,
258
Project management skills, 249
Promoting the spirit of innovation, 173
PRs, 143,445
Pugh concept selection matrix
methodology, 89-90
Pull system of product realization, 428
Pyramid of cooperating teams, 266
QCIinspection cost, 67
Qm
technique, 82, 85
Quality
assurance techniques, 7
characteristics, 150, 161,317,374,401
function deployment, 13, 18,41, 82, 87,98-99,
149, 156,159-160
leadership process, 64, 150, 152
Quality Leadership Process (Pql)
programs, 27-28,3 1
Queue management, 185,245,274,353
Quick processing, 182, 195,215
Range of pay-off, 206
Ranking of the activities, 147
Rapid prototyping, 29, 81, 322,328,439,465466
Raw stock or materials, 28
Reconfigurability, 3 12,314
Relative affinities, 19,43
Relevancy, 366
Rendering and scientific visualization, 335, 338
Renovation tactics, 108
Reporting structure, 239,249,308-310
Requirements
adviser, 88
and constraints (RCs), 317, 381, 397, 412,417,
420,445
Responsiveness, 25,65, 125,227,315,338
Restructuring tactics, 108
Revenue loss
and profits, 69-70
Risk management, 37,63
Role of a teammate, 254
Root cause, 7, 138-139, 141,163,324
S-curve, 70,72-75, 100
Sales and market share advantages, 66
Scatter diagram, 325
Schematic diagrams, 126
 Index

Second level taxonomy, 459460 integration, 81, 82

Sequential development process modeling, 347-348,363
engineering, 91,93,97,203,211,214 optimization, 260, 329, 379, 383-384,402,
Serial engineering, 26,63,93,95, 101, 111, 164, 410412
190, 214,243,274, 376,380, 389,411,416, planning, 86
418,426 requirements, 381, 388, 396,401, 412
Serial-relay race, 97 Specification Language (SSL), 129
Seven influencing agents, 167 specifications, 347,357,375, 379-380,402,412
Seven types of waste, 108 thinking, 281,283,285, 316,329,411
Sharing and collaboration in CE, 300-301,303
Shrinking life-cycle, 4647,49,51,53,55, 57, 59, Talents, tasks, teams, techniques, technology, time
101 and tools, 166, 384, 396
Simultaneous engineering, 1,42, 159, 168, Tally chart, 326
212-214,466 Taxonomy for product realization
Skill management matrix, 249,257 dimension, 414
Skill-based manufacturing, 11 of objects, 425
Society costs, 79-80 world, 425
Soft prototyping, 166 Team
Some common pitfalls, 21 1 contributions, 97,221
Specifications cooperation, 44, 111,220,224,228,281 , 312,
levels from VOC, 438 3 15
for physical realization, 329 cooperation and communication complexity, 44
Spiral approach, 417 design, 20
Spreadsheet, 138,325,330,380 managerAeader characteristics, 247
Stand-alone compute islands, 17 Teamwork
Stereolithography,234, 322,439,441 affinity, 170
Strategic Technical
business unit, 134,238-239,263 memory, 18,79,175,195-196,328,347,363,
sourcing, 30, 193,269 408
technology insertions, 73,75-76 publications, 40, 237
Structure descriptions, 391-393 requirements, 91,381-382
Subsystems modeling, 347438 Technology
Subsystems planning, 86 programs, 29
Suggestion plan, 269 team, 226-227,234,275,300
Supplier rationalization, 257 Technology team composition
Supply system, 184 Ten commandments, xix-xxi
Supportive management style, 261-263,275 Tenets of process improvement, 114, 117, 119
Surrogate data as a basis for enterprise mddeling, The whole system, 34, 282-283, 316, 366, 368,
347 370, 372, 374, 376, 378, 380,382,384,386,
SWOT analysis, 106, 161 388, 390, 392, 394, 396, 398,400,402,404,
Synchronized wheels, xiv 406,408,41@412,444
Synergy and teamwork, 174 Three Ps, 22
Synthesis loop, 395,404,406,408,420,441, Throughput, 21,23,26,34,43, 138, 140,221,
443445,448449,453,455,457,459462, 283-285,316,383,404,413
468 Time overlap, 180
System Timing of decision making, 415416
construction, 377 To-be model, 136, 138-142,162-163
development, 208,212, 377 To-be process, 133-134, 136, 142, 145, 163
engineering,, 99, 161,227,277-278,280-282, Tolerance, 92,288,329, 354, 389,394,451,453,
284,286-288,290,292,294,296,298,300, 457
302,304,306,308,310,312,314,316-318, Tools and technology, 22,65, 81, 171, 201,
356,439,466 231-232

Top-down
approach, 138, 163,287, 347
half-loop, 449-45 1
synthesis, 450
Total profit margins, 6 8 4 9
Total quality management, 1, 13,27, 152,
154155,160,227
Total value management, xix
TQM, 27,43,65, 138, 152, 154156, 163,234,
27 1-272
Track and loop methodology, 417,420,428,467
Traditional hierarchical systems, 216
Transformation
model for a manufacturing system, 372-373
process-a process taxonomy, 390
system for product realization, 384385,387,
389,391,393
Translation tool, 88
Transparent communication, 182, 194,274
Tree structure hierarchy, 402
Types of CE organization, 257
Types of information and sources, 414,416
Types of knowledge, 300
Understanding and managing change, 105, 107,
109, 11 l
Uniform modeling schemes, 331, 333
Universal product code, 195
Unscheduled changes, 35
Use process simulation, 193
Use proven processes, 193
User costs, 79-80
V-assembly, 452
Value characteristics (VCs)
engineering, 27, 108, 142,239,377
system, 6,22, 120,267,358-359,396-397
Index
Variable-driven modeling, 15-16, 186
VCM metrics, 404
v c s , 374
Vendorlsupplier partners, 30
Vertical integration, 11,277, 304
Virtual analytical models, 328
Virtual aspect
intelligence, 359-360
manufacturing, 213, 316-317,411
team, 226-228,231-232,234,236,255,276,
300,427
Virtual team composition, 236
Visible to the customer, 23,29
Vision skills, 249
Visual control, 267-268,275
Warranty service cost, 67
Waste of information movement, 108
Way of producing, 20
Well-orchestrated process, 21
Whole system, 6, 34,282-283, 316, 366, 368,370,
372, 374,376, 378, 380, 382, 384,386,388,
390, 392,394, 396, 398,400,402,404,406,
408,410-412,444
Work breakdown structure (WBS), 184,246, 397,
428
Work flow mapping, 121
Work-group
teams, 223,231,241,243,246-247,263
Work-structuring, 169-170
Workplace organization and visual control, 267
World-class quality
class quality product, 5,43