Concurrent Engineering Definition

“Concurrent engineering is a systematic

approach to the integrated, concurrent
design of products and their related
processes, including manufacture and
support.”
This approach is intended to cause the developers,
from the outset, to consider all elements of the product
life cycle from concept through disposal, including
quality, cost, schedule, and user requirements

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Concurrent Engineering Definition

“Concurrent engineering is a systematic

approach to the integrated, concurrent
design of products and their related
processes, including manufacture and
support.”
This approach is intended to cause the developers,
from the outset, to consider all elements of the product
life cycle from concept through disposal, including
quality, cost, schedule, and user requirements

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Characteristics

Design for manufacture

Design for assembly
Design for distribution
Design for maintenance
Design for disposal …

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 Concurrent Engineering Process

Performance

Testability Lowest Overall Lifecycle Costs
Manufacturability

Design Verify Review Produce Test

Service
Problem prevention instead of 
Cost
problem solving and redesigns
Quality

[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]

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 Objectives of Concurrent Engineering
The decisions taken during the design of a product result in a minimum overall 
cost during its life‐cycle
• decrease product development 
lead‐time
• improve product quality
• greater control of design and 
manufacturing costs
• improve profitability
• greater competitiveness
• enhance reputation of the 
company and its products
• close integration between 
departments
• promotion of team spirit

[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]

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3. Why use Concurrent Engineering

• Competition in global
markets
– Use of new technology
– Number of organizations in
the same market
– Continuous process
improvements
– Continuous product
improvements
• Product life cycle is
shortening
• Variety and complexity of
products increasing
• Demand of customized [npdbook.com]
products by consumers

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 Why use Concurrent Engineering

• Reducing product lifetime and increasing product

development time, complexity

[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]

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 Impact of delay in introducing products
to markets

Carter D and Baker B, Concurrent Engmeermg: The Product Development Environment for the 1990's
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Traditional vs. Concurrent

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4. Support for CE
• Experts
• Communication
• Computer aided systems

• 4 broad classes of support

– Process initiatives
– Computer-based support
– Formal techniques
– Data interchange methods

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Process Initiatives

• Team formation and operation

• Organization of structural and Cultural
change

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 5. Team approach

Product  Manufacturing 
Development Engineering
• Pre‐concept stage
• Small team
Marketing 
Task 
Purchasing
Force
Sales and  • Development 
Servicing • Full workforce

• Throughout production
Specialist vendors: 
Machine tools  • A taskforce
Finance Casting 
Semiconductors

[Syan., C.S. & Menon, U., (Eds), Concurrent Engineering: Concepts, Implementation and Practice, Chapman & Hall, London, 1994 ]

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Who is an effective team member?
A Good Team Member
There is a set of attitudes and work habits that you need to
adopt to be a good team member:

– Take responsibility for the success of the team

– Be a person who delivers on commitments
– Be a contributor to discussions
– Give your full attention to whomever is speaking and
demonstrate this by asking helpful questions
– Develop techniques for getting your message across the
team
– Learn to give and receive useful feedback

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Characteristics of an Effective Team
• Team goals are as important as individual goals
• The team understands the goals and is committed
to achieving them
• Trust replaces fear, and people feel comfortable
taking risks
• Respect, collaboration, and open-mindedness are
prevalent
• Team members communicate readily; diversity of
opinions is encouraged
• Decisions are made by consensus and have the
acceptance and support of the members of the team
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Team Sponsor

• An important role that is external to the team

but vital to its performance is the team sponsor
• The team sponsor is the manager who has the
need for the output of the team. In the case of
the student design project the sponsor is the
course instructor or a representative from a
company proposing the project
• The team sponsor provides any special
resources needed by the team, and formally
commissions the team

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Team Leader
• The team leader convenes and chairs the team
meetings using effective meeting management
practices
• He or she guides and manages the day-to-day
activity of the team by:
– Tracking the team’s accomplishment toward stated
goals
– Helping team members to develop their skills
– Communicating with the sponsor about progress
– Trying to remove barriers toward progress
– Helping to resolve conflict within the team

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Three Type of Leaders

Traditional Leader Passive Leader Facilitative Leader

Directive and  Hands off Creates open 
Controlling environment
No questions‐just  Too much freedom Encourages 
do it suggestions
Retains all decision‐ Lack of guidance  Provides guidance
making authority and direction
Nontrusting Extreme  Embraces creativity
empowerment
Ignores input Uninvolved Considers all ideas
Autocratic A figurehead Maintains focus; 
weighs goals vs. 
criteria

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Team Facilitator (often found in
business)
• The team facilitator is a person trained in group
dynamics who assists the leader and the team
in achieving its objectives by:
– Coaching them in team skills
– Problem-solving tools
– Assisting in data-collection activities
• While the facilitator functions as a team
member in most respects, she or he must
remain neutral in team discussions
• A key role of the facilitator is to keep the group
focused on its task

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What are the stages of team
development?
Five Stages of Team Development
• Orientation (Forming)
– The members are new to the team
– They are probably both anxious and excited, yet unclear about what is expected of
them
• Dissatisfaction (Storming)
– Now the challenges of forming a cohesive team become real
– Differences in personalities, working and learning styles, cultural backgrounds, and
available resources begin to make themselves known
• Resolution (Norming)
– The dissatisfaction abates when team members establish group norms, either
spoken or unspoken, to guide the process, resolve conflicts, and focus on common
goals
• Production (Performing)
– This is the stage of team development we have worked for
• Termination (Adjourning)
– When the task is completed, the team prepares to disband. Good teams make
suggestions on how to improve the team experience

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What are the stages of team
development?

[https://www.lucidchart.com/blog/stages‐of‐group‐development]

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 [http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development]

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