SCPD - NATIONAL POLICY DOCUMENTVERSION 3.0 - APRIL 19, 2004 Copyright © 2001-2004 Society of Concurrent Product Development, Inc. All Rights Reserved

PAGE 1SCPD - NATIONAL POLICY DOCUMENT VERSION 3.0 - APRIL 19, 2004Copyright © 2001-2004 Society of Concurrent Product Development, Inc. All Rights Reserved.

Societyof

Concurrent Product Development

MISSION &

BODY OF

KNOWLEDGE


Table of Contents

CE Concurrent Practices

SOCE Vision Mission Objectives

Values

SOCE BOK - Body Of Knowledge First Decade New

Millennium


CONCURRENT PRACTICES

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CE - The First Definition

Concurrent Engineering (CE) is a systematic approach to the integrated, concurrent design of products and their related processes, including manufacturing and support. This approach in intended to cause developers, from the outset, to consider all elements of the product life cycle from concept through disposal, including quality control, cost scheduling, and user requirements.

Source: Institute for Defense Analysis, June 1988.


CE - IPD - CPD

Integrated Product Development (IPD) is a philosophy that systematically employs a teaming of functional disciplines to integrate and concurrently apply all necessary processes to produce an effective and efficient product that satisfies the customer’s needs. There is no checklist for implementing IPD because there is no one solution … each application will be unique.

Source: USAFMC Guide on IPD, Number 19934


CE/CPD - Chronology

1983 Reinertsen R&D Compete On Time1983 Stalk/Hout R&D Compete On Process

1985 Cooper Phased Process Structures

1988 IDA Definition Of CE & Team1988 Clausing/Hauser QFD

1990 Business Week Cover Story On CE

1994 Hauser/Griffin VOC Refined From QFD


CE/CPD - Scope

……. “In The Large” …….CE involves the correct interplay of functional departments including customers and suppliers; and supporting infrastructure technologies.

……. “In The Small” …….CE involves the correct interplay of individuals whose intelligence and skills are necessary to successfully bring new products to market; and the supporting infrastructure technologies.


CE/CPD - Benefits

Benefits of CE and IPD include 30% to 70% less development time, 65% to 90% fewer engineering changes, 20% to 90% less time to market, 200% to 600% higher quality, and 20% to 110% higher white collar productivity.

Source: National Institute of Standards & Technology, Thomas Group Inc., and Institute for Defense Analysis, Business Week, April 30, 1990.


MISSION & PRINCIPLES

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Vision

To be recognized by industry,

academia, and by other professional

societies as the best value source to

attain the knowledge necessary to

achieve advanced product development

capabilities and practices.


Mission - New Millennium

To further the development of

and to promote the application of

Concurrent Engineering (CE) and Integrated Product Development (IPD)

in

companies and organizations worldwide.


Objectives - New Millennium….SOCE Mission Statement During 1990s

1. Disseminate knowledge to promote understanding of Concurrent Engineering (CE) and Integrated Product Development (IPD) concepts and processes.

2. Provide a continuous forum for networking and sharing of ideas among professionals in all disciplines involved in product development.

3. Improve enterprise effectiveness by expanding the CE/IPD Body of Knowledge by emphasizing the implementation of practical approaches in industry.


Objectives - New Millennium….1990s Mission Statement Expansion

4. Participate in the origination and/or refinement of the Concurrent Engineering knowledge using both internal capabilities and collaborative relationships.

5. Foster a continuous learning organization by maintaining a SOCE Body Of Knowledge that remains comprehensive while focusing resources and activities on emerging and leading-edge techniques.

6. Operate to achieve multi-national and multi-lingual communications and text capabilities.


Values

Leadership To embrace rapid product realization techniques and to advance our nation’s economy, driven by ourselves, our companies and our Sponsors.

Member Recognition To individuals in our organizations as facilitators of improvement, to our companies and to Sponsors for foresight in fostering environments that lead to the adoption of improved design practices.

Learning To satisfy our thirst for continuing personal development and renewal and to provide an accessible resource for industry as a whole, bringing new knowledge and skills to the workplace.

Networking To stay abreast of industry trends, to interact with like-minded professionals and to identify opportunities for business relationships.

Friendship To make professional acquaintances and to solidify old relationships; taking the SOCE meeting as a professionally rewarding yet enjoyable “time out” from the pace of daily work.


BODY OF KNOWLEDGE

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BOK - Body Of Knowledge

SOCE defined the BOK that it would pursue within a year of the founding of the organization, July 1992. The final Version 2.6 solidified early in 1994.

The huge advancements of the late 1990s have resulted in the need to update the BOK. Version 3.0 contained herein begins a multi-month discussion and revision process across SOCE and Chapter organizations. The new SOCE BOK is expected to stabilize again late in the year 2000, or early in 2001.


BOK - Usage & Criticality

SOCE’s BOK get exercised regularly. Topics for the programs of all Chapters, Conferences, and Newsletters are based on the scope and range of the BOK.

Companies and organizations benchmark themselves against the BOK.

Smart Professional Organizations have received approval of their BOK as an ANSI National Standard.


BOK - Maturation Time

Bodies of knowledge typically take 30-50 years to fully mature, some take many more. The SOCE Body Of Knowledge is quite new, all things considered.

Knowledge areas covered in the SOCE BOK date to 1983 when the earliest work was published that implied Concurrent Engineering techniques. In reality, the earliest time stamp on the SOCE BOK is somewhere between 1988 [Public Sector] and 1990 [Private Sector].


BOK - The Five Pillars

STRATEGY How to grow profitably in target markets

PEOPLE How to get the best out of your most valuable assets

PROCESS How to get the right product to delight your customers

TOOLS How to develop products on time to cost to specifications at the highest quality and reliability levels

TECHNOLOGIES How to execute new product development most efficiently and effectively


c 1993-2000 Society of Concurrent Engineering All Rights Reserved.

Version 2.6

SOCIETY OF CONCURRENT ENGINEERINGBODY OF KNOWLEDGE

STRATEGYPEOPLEPROCESSTOOLSTECHNOLOGYBusiness & product

strategy

Market research

Competitive analysis

Product planning &

management

R&D management

Innovation management

Technology deployment

Variation & risk

management

Project funding

Project prioritization &

selection

Process funding &

planning

Portfolio management

Product life cycle

management

Modularity & design

re-use

Resource & capacity mgt.

Leadership

Cross-functional teams

Teamwork

Empowerment

Collocation

Communication

Consensus decisionmaking

Team leader

Early involvement

Defined roles & responsibilities

Flat organizations

Career development

Common team charter

Resource management

Performance measures

Recognition & reward systems

Reengineering

Concurrency

Structured, documented

processes

Managed, optimized

processes

Phases, milestones, &

gates

Systems engineering

Customer requirements

Product definition

Design guidelines

Reverse engineering

Product specifications

Project management

Supplier involvement

Design reviews

Lessons learned

Benchmarking

Continuous improvement

Metrics & measures

Groupware & workflow

Collaborative computing

Quality function

deployment [QFD]

Standard parts libraries,

preferred parts lists

Design to cost

Product & life cycle cost

models

Robust design

Design of experiments

Design for manufacture

& assembly [DFM/A]

Design for maintain-

ability & serviceability

Design for reliability

Design for the

environment [DFE]

Design for testability

[DFT]

Failure mode & effects

analysis [FMEA]

Failure reporting &

corrective action system

Reliability prediction

models

Group technology [GT]

Value engineering

Digital product model

Design repositories

Solids modeling

Electronic mock-up

Frameworks

Top-down design

Industrial design

modeling & rendering

CAE simulation &

analysis

Rapid prototyping

Computer-aided process

planning

Knowledge-based

engineering

CASE

CAM/NC programming

Computer-aided test

Engineering & product

data management

Product data standards

(STEP, IGES, EDIF, ...)

Geometric tolerancing

EDI & CALS

Decision support

Integration

SOCIETY OF CONCURRENT ENGINEERINGBODY OF KNOWLEDGESECoSECoSECoSECo


BOK - 1990s Evolutionof Technology

EMERGENCE OF INTERNET- Research, Commerce, ...

INCREASE IN COMPUTER SPEED- Virtual Reality, Visualization, Modeling, ...

ACHIEVEMENT OF GLOBALIZATION- Seamless work across WW geographies

REALIZATION OF DIGITAL SPEED & WORLD- Information can now be moved instantly.


BOK - 1990s Evolution of Process

VOC SPECIFICALLY CULLED OUT FROM QFD

PRODUCT SELECTION BEFORE DEFINITION

GATES ARE COMPLEX, NOT BINARY ALONE

PRODUCT PORTFOLIO ANALYSIS

PROCESS TO BUSINESS STRATEGY LINKAGE

METRICS AS A MANAGEMENT SCIENCE


BOK - Merging Process & Technology

“MOVING TO A “SECOND-GENERATION” OF AUTOMATION CAPABILITY, ….

FUELED A “SECOND-GENERATION” LEVEL OF PROCESS MATURITY.

Computer technologies no longer automate the individual tasks that people perform at their location. Computer technologies now enable the tasks that groups of people perform together making geography irrelevant.” - Quote by Bradford L. Goldense, SOCE President


BOK - The Roaring 1990s Specific Examples

EARLY 1990s

3-5 Years

Months or Weeks

Country Borders

Design In Years

Production

Analog

LATE 1990s

1-3 Years

Weeks or Days

NAFTA & EC

Design In Months

Service

Digital

TOPIC

TIME HORIZON

TIME UNITS

GEOGRAPHY

INNOVATION

PRODUCTIVITY

PRECISION


BOK - The Roaring 1990s Specific Examples

EARLY 1990s

PROJECT APPROVAL

QFD

ARCHITECTURE

3D/CAD

PRODUCT COSTING

LATE 1990s

CAPTURE LIGHTBULB

VOC, EQFD

PLATFORM, MODULARITY, REUSE

VIRTUAL REALITY, VISUALIZATION, CAE

TARGET, ACTIVITY, LIFE-CYCLE


STRATEGY PEOPLEBUSINESS VALUES

• Innovator/Trend Setter

• Leader

• Fast-Follower

• Operational Executor

DIRECTION SETTING

• Business

• Product

• Market

• Technical

• Risk

COMPETITION

• Competitive Analysis

• Benchmarking

PROCESS DIRECTION

• Innovation

• Market-Pull

• Technology-Push

• JV/Alliance/Partnership

• Core Competencies

• Adv. Development

• Product Planning

• Branding

• Product Development

ENVIRONMENT

• Facility Design

• Collocation

• ErgonomicsCulture,

• Values & Principles

* Empowerment

COMPETENCIES

• Leadership

• Management

• Functional

• Individual

ORGANIZATION

• Flat Structure

• Digital Speed

• Global 24/7

PROCESSES

• Decisionmaking

• Resource Allocation

• Outsourcing

• Contracting

• Communications

• Measurement

• Recognition

• Reward

TEAMS

• Chartering

SOCIETY OF CONCURRENT PRODUCT DEVELOPMENTBODY OF KNOWLEDGE

FRAMEWORKS

• Concurrency

• Structure/Components

• Nomenclature

• Cadence

• Management

• Documentation

• Software-Only

SUBPROCESSES

• Lightbulb Capture

• Product Selection

• Customer Requirem’ts

• Reverse Engineering

• Product Definition

• Product Specification

• Platform & Architecture

• Modularity

• Reuse

• Systems Engineering

• Project Planning

• Estimating

• Supplier Involvement

• New Product Sourcing

• Product Design

• Software Design

• Process Design

• Design Review

• Quality Control

IDEATION

• Innovation

• Concepting

• Voice-Of-Customer

• Requirements Capture

• Quality Fcn. Deploym’t

PROJECT PLANNING

• WBS

• PERT/CPM

• Gantt

• Network

DEFECT PREVENTION

• Robust Design

• Design Of Experiments

• Fail Mode/Effect Analy.

• Geometric Tolerancing

COSTING

• Activity-Based

• Standard

• Target

• Product

• Life Cycle

• Project

• Capital

DFX: DESIGN FOR “X”

• DFM/A- Mfg. & Assy.

• DFE- Environment

REALTIME/D

• Product Interactivity

• Virtual Reality

• Visualization

• Mock-Up

• Global Product Model

MCAD

• Surfaces, CAID, & 3D

• Reverse Digitization

• Rapid Prototyping

• 2D & CAD

• CAE - FEA, CFD, ....

• Tool & Mold Design

• Computer-Aided-Test

• Production Test Design

ECAD

• Top-Down Design

• Behavioral Systhesis

• Modeling & Simulation

• Circuit Design

• Circuit Layout

• Circuit Test Design

SOFTWARE DESIGN

• Digital vs. Embedded

• Frameworks

* Architectures

• Functional Design

• Review & Inspection

• Production Design

• Test Design

• CASE Tools

PROCESS TOOLS TECHNOLOGY

Copyright © 2001-2004 Society of Concurrent Product Development, Inc. All Rights Reserved.

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• Adv. Development

• Product Planning

• Branding

• Product Development

• Patent & IP

• Acquisition & Licensing

• R&D Investment

• Quality Standards

• Risk Management

PORTFOLIO

• Hurdle Rates

• Risk

• Prioritization

• Product Selection

• Project Funding

• Life Cycle Mgt.

RESOURCES

• Facilities

• Human

• Capital

• Time

MAINTENANCE

• Reengineering

• Planning Policies

• Succession Planning

• Reinvestment Process

• Recognition

• Reward

TEAMS

• Chartering

• Cross-Functional

• Early Involvement

• Concurrent

• Self-Managing

• Team Leadership

• Roles/Responsibilities

• Negotiation

• Becoming A Unit

• Conflict Resolution

• Measuring

• Rewarding

INDIVIDUALS

• Wizards

• A & B Performers

• C Performers

CAREER PATHING

• Management

• Technical

TRAINING

• Awareness

• Skill Development

• Skill Maintenance

• Lifelong Learning

SCPD P.O. BOX 68 DEDHAM, MA 02027-0068 WWW.SCPDNET.ORG

• Software Design

• Process Design

• Design Review

• Quality Control

• Prototyping

• Beta Testing

• Performance Testing

• Life Testing

• Production Scaling

• Project Management

• Continuous Improvem’t

• Knowledge Managem’t

TAILORING

• Platform

• Derivative

• Incremental

• Evolutionary

• Sustaining

STANDARDS

• Design Rules

• Performance Norms

CONTROL

• Measurement

• Post-Launch Reviews

AUTOMATION

• Electronic Documents

• Groupware & Workflow

• Collaboration

• Capital

DFX: DESIGN FOR “X”

• DFM/A- Mfg. & Assy.

• DFE- Environment

• DFT- Testability

• DFR- Reliability

• DFR- Serviceability

• DFD- Disassembly

RELIABILITY

• Prediction

• Growth

IMPROVEMENT

• Value Engineering

• Defect Tracking

• Corrective Action

LIBRARIES

• Standard Parts

• Preferred Parts

• Load Cases

• Group Technology

• Lessons Learned

• Vortals

METRICS

• Predictive vs. Resultant

• Corporate vs. Project

• Product vs. Project

• Functional

• Individual

• Improvement

• Functional Design

• Review & Inspection

• Production Design

• Test Design

• CASE Tools

• Coding & Languages

OPERATIONS DESIGN

• CAPP

• Process Simulation

• Cycle-Time Estimation

• CAM/NC Programming

• Facility Design

PDM/S/W REPOSITORIES

• KBE

• Configuration

• Change Management

• Vault & Archives

DATA STANDARDS

* Digital Data

• Document

• Iinternet

• EDI & CALS

PROJECT MANAGEMENT

• Resource Planning

• Multi-Project

• Single-Project

DECISION MAKING

• Decision Support

• Metrics

TRAINING

• Distance Learning

• Interactive LearningVersion 3.0