Advances in Concurrent Engineering

Advances in Concurrent Engineering
Joe Cleetus
Concurrent Engineering Research Center
West Virginia University, Morgantown, WV
CERC
Outline
Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
Progress in Standards and Groupware
Copyright Concurrent Engineering Research Center
Definition of CE
CERC
Systematic approach
to integrated product development that emphasizes
response to customer expectations
and embodies
team values of cooperation, trust and sharing
in such a manner that
decision making
proceeds with large intervals of parallel working by all
life-cycle perspectives,
synchronized
by comparatively brief exchanges
to produce consensus.
CERC
Concept
support
design
unified
commonproduct
pr oduct
concept
concept
common pr oduct
concept
support
design
materials
analysis
communications
network
management
manufacturing
manufacturing
Team approach
materials
marketing
Virtual team approach

Networked co-location
Unif ied v ision
Elements of CE
CERC
Structure the TEAM for doing the work with clear

ROLES and strong LEADERSHIP and EMPOWERMENT.
Sharpen the VISION of what is the goal.
Organize the COMPANY around the WORKFLOW.
NETWORK the organization humanly and electronically.
Involve every PERSPECTIVE in the full cycle of decision

making from the BEGINNING.
Propagate information EARLY.
Implement systems for ease of SHARING.
Elements of CE contd.
CERC
IMPROVE work processes to shorten TIME and

increase CONCURRENCY.
COORDINATE around TASKS, and DATA resulting

from tasks.
Maintain a CUSTOMER-derived slant for assessing

status.
Resolve CONFLICTS
(a) when absolutely necessary
(b) by CONSENSUS.
CERC
Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
CE Status - Process
CERC
Formal assessment of CE practices in organizations

(Karandikar 1992) -- Characterizes Processes and
support technologies using SEI model. Tool called
RACE.
Building a library of reusable CE processes by
benchmarking the best organizations (Malone 1993).
Re-engineering business processes in organizations -a very hot consultancy service (Hammer, Stalk,
Bower,..).
CE Enabling Tech. Goals
Making the Remote look Local
Making the Distributed look Unified
Making the Heterogeneous look Homogeneous
Making the Chaotic look Ordered
Capturing Corporate Memory
CERC
CE Status - SW Support
Electronic Mail / Messaging
Shared Screen WISIWYS
Calendaring and Scheduling
Group Decision Support Systems
Group Editing
Workflow and Document Management
Workgroup Products and Utilities
Groupware Development Tools
CERC
10
CE Status - HW Support
CERC
New PC Bus to support multimedia
New ATM networking protocol
New devices for interaction (HHC)
Wide availability of switched high speed lines (T1)
Hardware compression
11
CE Status - Orgn. Trends
CERC
Globalization of business (Mondeo - Ford, Airbus,..).
Lethargic economies forcing layoffs in management

ranks.
Speeding up of product cycles -- agility and time-tomarket.
Contraction of the military budgets forcing development

without production.
Fall of the giants -- inability to run large enterprises in

centralized fashion.
12
CERC
Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
13
CE Acceptance Orgn. Values
CERC
TEAM Formation and LEADERSHIP

Cultivating a sense of teamwork, involving the
necessary people, and demonstrating leadership.
VISION
Communicating a clear vision of a radically different
organization.
PLAN
Need to organize to markets and customers, not
products and technology.
TIME criticality
Making changes quickly .. time is your enemy.
14
CE Acceptance Orgn. Values
CERC
CUSTOMER Focus
Responding to changes in the environment, and
shifting focus to marketing from defense work.
Organizing to markets is a new cry.
EMPOWERMENT
Discouraging managers from approaching CEO
unless there is trouble.
Organize the COMPANY around the WORKFLOW
Stripping two layers of management from org charts
brings all top managers closer to buyers' needs.
(Recent overhaul of GM Hughes when Michael Armstrong of
IBM took over as CEO in April 1992)
15
CE Acceptance - Processes CERC
Citibank automated back office using the analogy of

factory processes.
Kanban system of Toyota (now widely copied) was itself

inspired by the American super-market system.
Federal Express, Domino's, Kinko's, and MacDonald's,

have reduced consumption of time in every aspect of
their business.
16
CE Acceptance Technology
CERC
Use of Lotus Notes at Price Waterhouse for sharing

corporate memory.
Use of VisionQuest by Marriott Hotel for an electronic

meeting room for hire by companies.
Extensive use of electronic mail for coordination in a

growing number of companies.
17
CE Acceptance - Metrics
CERC
Product development times compressed by 40 to 60% in

automotive firms (Ford, Chrysler).
Conflicting requirements reconciled in semiconductor

development (Intel - Pentium).
Time spent in meetings reduced by 90%.
Number of ECOs after first-ship reduced drastically.
Variable 15 to 26 days to deliver car to customer

reduced to certain 6 days (Toyota).
18
CERC
Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
19
SW Engineering
CERC
Process Maturity Model
Collaborative Inspection, Verification, and Validation
20
Health Care
CERC
Automating flow of information in a hospital.
Organizing and archiving lifelong patient information for

universal, but controlled, access (CPR).
Multimedia data entry at source to reduce errors and

ensure comprehensive recording of encounters.
Automating qualification and payment of providers by

insurers, and eliminating paper.
21
CERC
Health Care
Info. Architecture
ARTEMIS
(CERC-ARPA)
Role-oriented
interfaces
Applications
Coordination
Resource Model
Information
Infrastructure
22
Design for Disposability
CERC
High environmental cost of disposal of product at the

end of its useful life is a major concern for society.
New discipline called Design for Disposability will

tackle pollution at source (at the design stage) by the
engineers who are responsible for nearly all the
pollution in the world!
Proposed take-back laws in Germany for automobiles,
already being acted on by BMW, VW, etc.
23
Concurrent Epidemiology
CERC
Streamlining process of accident data gathering at

source.
Remote collection and transmission of records
from distributed heterogeneous data bases of State
agencies.
Generation of software procedures for a variety of
remote data access queries.
Integration with local statistical applications.
24
Concurrent Epidemiology
CERC
State agency
DB1
NIOSH Manager/
Scientist
Field Investigator
County clerk
DB2
DB3
Streamline process of collection, transmission, storage and statistical

aggregation of injury incident data to discover causes and prevent injury.
25
CERC
Earth Observing System
d
a se
ce b
m
Spa sy s te
S
EO
UNIFIED DYNAMIC RESOURCE MODEL

DAAC
DAAC
SCF
DAAC
Archival
SCF
SCF
Comput ing
Facilit y
Shared
W orkspace
EOS
Collaborat ory
EDOS
Data &
Operations
NASA Science Network
Users
Collaboration
Technology
Transparent
Comput ing
Testbed for
EOS Dat a
Products
Informat ion
Dissemination
EOS Collaboratory
26
CERC
Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
27
Challenges
CERC
Encouraging openness and sharing in organizations,

while preserving the necessary confidentiality.
Making reward systems reflect the team efforts.
Making groupware as easy to use as telephones.
Making the new gigabit networks a low-cost and

ubiquitous reality, much as roads are.
Developing more natural interfaces for personal

computers without increasing cost.
28
CERC
Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
29
Relevant CE Standards
CERC
ATM network protocol.
MPEG/JPEG compression standards.
X-Windows.
TCP/IP and SMTP.
EDI for exchanging documents between designers,

manufacturers and customers (Defense Dept).
SGML for technical manuals in electronic form.
CFI Inter-tool data exchange standard for electronics.
OSF/DCE.
30
Conclusions
CERC
CE is being absorbed into the Enterprise processes.
Technology support is advancing rapidly.
Network infrastructure development is moving

faster than anticipated.
31

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Advances in Concurrent Engineering

Progress in Standards and Groupware

Copyright Concurrent Engineering Research Center

Copyright Concurrent Engineering Research Center

Virtual team approach

Structure the TEAM for doing the work with clear

Sharpen the VISION of what is the goal.

Organize the COMPANY around the WORKFLOW.

NETWORK the organization humanly and electronically.

Involve every PERSPECTIVE in the full cycle of decision

Propagate information EARLY.

Implement systems for ease of SHARING.

Copyright Concurrent Engineering Research Center

IMPROVE work processes to shorten TIME and

COORDINATE around TASKS, and DATA resulting

Maintain a CUSTOMER-derived slant for assessing

Copyright Concurrent Engineering Research Center

Progress in Standards and Groupware

Copyright Concurrent Engineering Research Center

Formal assessment of CE practices in organizations

Copyright Concurrent Engineering Research Center

CE Enabling Tech. Goals

Making the Remote look Local

Making the Distributed look Unified

Making the Heterogeneous look Homogeneous

Making the Chaotic look Ordered

Capturing Corporate Memory

Copyright Concurrent Engineering Research Center

Electronic Mail / Messaging

Shared Screen WISIWYS

Calendaring and Scheduling

Group Decision Support Systems

Workflow and Document Management

Workgroup Products and Utilities

Groupware Development Tools

Copyright Concurrent Engineering Research Center

New PC Bus to support multimedia

New ATM networking protocol

New devices for interaction (HHC)

Wide availability of switched high speed lines (T1)

Copyright Concurrent Engineering Research Center

CE Status - Orgn. Trends

Globalization of business (Mondeo - Ford, Airbus,..).

Lethargic economies forcing layoffs in management

Speeding up of product cycles -- agility and time-tomarket.

Contraction of the military budgets forcing development

Fall of the giants -- inability to run large enterprises in

Copyright Concurrent Engineering Research Center

Progress in Standards and Groupware

Copyright Concurrent Engineering Research Center

CE Acceptance Orgn. Values

TEAM Formation and LEADERSHIP

CE Acceptance Orgn. Values

Copyright Concurrent Engineering Research Center

CE Acceptance - Processes CERC

Citibank automated back office using the analogy of

Kanban system of Toyota (now widely copied) was itself

Federal Express, Domino's, Kinko's, and MacDonald's,

Copyright Concurrent Engineering Research Center

Use of Lotus Notes at Price Waterhouse for sharing

Use of VisionQuest by Marriott Hotel for an electronic

Extensive use of electronic mail for coordination in a

Copyright Concurrent Engineering Research Center

Product development times compressed by 40 to 60% in