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8/2/2019 Advances in Concurrent Engineering
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Advances in Concurrent Engineering
Joe Cleetus
Concurrent Engineering Research CenterWest Virginia University, Morgantown, WV
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Outline
Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
Progress in Standards and Groupware
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Definition of CE
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 alllife-cycle perspectives,
synchronized
by comparatively brief exchanges
to produce consensus.
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Concept
manufacturing
materials
design
support
common product
concept
management
unified
product
concept
design
materials
support
marketing
analysis
communicationnetwork
manufacturing
common product
concept
Team approac Virtual team approach Networked co-location
Unif ied v ision
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Elements of CE
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.
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Elements of CE contd.
IMPROVE work processes to shorten TIME and
increase CONCURRENCY.
COORDINATE around TASKS, and DATA resultingfrom tasks.
Maintain a CUSTOMER-derived slant for assessing
status. Resolve CONFLICTS
(a) when absolutely necessary
(b) by CONSENSUS.
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Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
Progress in Standards and Groupware
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CE Status - Process
Formal assessment of CE practices in organizations(Karandikar 1992) -- Characterizes Processes andsupport technologies using SEI model. Tool calledRACE.
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,..).
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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
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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
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CE Status - HW Support
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
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CE Status - Orgn. Trends
Globalization of business (Mondeo - Ford, Airbus,..).
Lethargic economies forcing layoffs in managementranks.
Speeding up of product cycles -- agility and time-to-market.
Contraction of the military budgets forcing developmentwithout production.
Fall of the giants -- inability to run large enterprises incentralized fashion.
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Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
Progress in Standards and Groupware
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CE Acceptance -Orgn. Values
TEAM Formation and LEADERSHIP
Cultivating a sense of teamwork, involving thenecessary people, and demonstrating leadership.
VISION
Communicating a clear vision of a radically differentorganization.
PLAN
Need to organize to markets and customers, notproducts and technology.
TIME criticality Making changes quickly .. time is your enemy.
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CE Acceptance -Orgn. Values
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 CEOunless there is trouble.
Organize the COMPANY around the WORKFLOW
Stripping two layers of management from org chartsbrings all top managers closer to buyers' needs.
(Recent overhaul of GM Hughes when Michael Armstrong ofIBM took over as CEO in April 1992)
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CE Acceptance - Processes
Citibank automated back office using the analogy offactory processes.
Kanbansystem of Toyota (now widely copied) was itselfinspired by the American super-market system.
Federal Express, Domino's, Kinko's, and MacDonald's,have reduced consumption of time in every aspect oftheir business.
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CE Acceptance -Technology
Use of Lotus Notesat Price Waterhouse for sharingcorporate memory.
Use of VisionQuestby Marriott Hotel for an electronicmeeting room for hire by companies.
Extensive use of electronic mail for coordination in agrowing number of companies.
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CE Acceptance - Metrics
Product development times compressed by 40 to 60% inautomotive 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).
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Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
Progress in Standards and Groupware
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SW Engineering
Process Maturity Model
Collaborative Inspection, Verification, and Validation
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Health Care
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.
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Health CareInfo. Architecture
Role-orientedinterfaces
Applications
Coordination
Resource Model
InformationInfrastructure
ARTEMIS
(CERC-ARPA)
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Design for Disposability
High environmental cost of disposal of product at theend of its useful life is a major concern for society.
New discipline called Design for Disposability willtackle pollution at source (at the design stage) by theengineers 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.
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Concurrent Epidemiology
Streamlining process of accident data gathering atsource.
Remote collection and transmission of recordsfrom distributed heterogeneous data bases of State
agencies. Generation of software procedures for a variety of
remote data access queries.
Integration with local statistical applications.
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Concurrent Epidemiology
Streamline process of collection, transmission, storage and statisticalaggregation of injury incident data to discover causes and prevent injury.
DB1
DB2
DB3
State agency
Field Investigator
County clerk
NIOSH Manager/Scientist
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Earth Observing System
Spaceb
ased
EOSsys
tem
Users
UNIFIED DYNAMIC RESOURCE MODEL
DAAC
DAAC
DAAC
Archival
SCF
SCF
SCF
ComputingFacility
EDOS
Data &Operations
NASAScience Network
EOSCollaboratory
Shared
Workspace
Collaboration
Technology Transparent
Computing Testbed for
EOS DataProducts
Info rmation
Dissemination
EOS Collaboratory
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Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
Progress in Standards and Groupware
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Challenges
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 andubiquitous reality, much as roads are.
Developing more natural interfaces for personal
computers without increasing cost.
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Elements of CE
Status of CE
Acceptance of CE
Novel Applications
Challenges
Progress in Standards and Groupware
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Relevant CE Standards
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.
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CERCConclusions
CE is being absorbed into the Enterprise processes.
Technology support is advancing rapidly.
Network infrastructure development is moving
faster than anticipated.