Transcript Advances in Concurrent Engineering

Advances in Concurrent Engineering
Joe Cleetus
Concurrent Engineering Research Center
West Virginia University, Morgantown, WV
CERC
Outline
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Elements of CE
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Status of CE
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Acceptance of CE
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Novel Applications
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Challenges
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Progress in Standards and Groupware
Copyright © Concurrent Engineering Research Center
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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.
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CERC
Concept
support
design
unified
product
common product
concept
concept
common product
concept
support
design
materials
analysis
communications
network
management
manufacturing
manufacturing
Team approach
materials
marketing
Virtual team approach
• Networked co-location
• Unified vision
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Elements of CE
CERC
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Structure the TEAM for doing the work with clear
ROLES and strong LEADERSHIP and EMPOWERMENT.
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Sharpen the VISION of what is the goal.
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Organize the COMPANY around the WORKFLOW.
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NETWORK the organization humanly and electronically.
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Involve every PERSPECTIVE in the full cycle of decision
making from the BEGINNING.
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Propagate information EARLY.
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Implement systems for ease of SHARING.
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Elements of CE contd.
CERC
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IMPROVE work processes to shorten TIME and
increase CONCURRENCY.
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COORDINATE around TASKS, and DATA resulting from
tasks.
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Maintain a CUSTOMER-derived slant for assessing
status.
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Resolve CONFLICTS
(a) when absolutely necessary
(b) by CONSENSUS.
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CERC
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Elements of CE
•
Status of CE
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Acceptance of CE
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Novel Applications
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Challenges
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Progress in Standards and Groupware
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CE Status - Process
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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,..).
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CE Enabling Tech. Goals
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Making the Remote look Local
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Making the Distributed look Unified
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Making the Heterogeneous look Homogeneous
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Making the Chaotic look Ordered
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Capturing Corporate Memory
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CERC
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CE Status - SW Support
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Electronic Mail / Messaging
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Shared Screen WISIWYS
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Calendaring and Scheduling
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Group Decision Support Systems
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Group Editing
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Workflow and Document Management
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Workgroup Products and Utilities
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Groupware Development Tools
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CERC
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CE Status - HW Support
CERC
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New PC Bus to support multimedia
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New ATM networking protocol
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New devices for interaction (HHC)
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Wide availability of switched high speed lines (T1)
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Hardware compression
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CE Status - Orgn. Trends
CERC
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Globalization of business (Mondeo - Ford, Airbus,..).
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Lethargic economies forcing layoffs in management
ranks.
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Speeding up of product cycles -- agility and time-tomarket.
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Contraction of the military budgets forcing development
without production.
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Fall of the giants -- inability to run large enterprises in
centralized fashion.
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CERC
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Elements of CE
•
Status of CE
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Acceptance of CE
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Novel Applications
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Challenges
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Progress in Standards and Groupware
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CE Acceptance Orgn. Values
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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.
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CE Acceptance Orgn. Values
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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)
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CE Acceptance - Processes CERC
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Citibank automated back office using the analogy of
factory processes.
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Kanban system of Toyota (now widely copied) was itself
inspired by the American super-market system.
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Federal Express, Domino's, Kinko's, and MacDonald's,
have reduced consumption of time in every aspect of
their business.
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CE Acceptance Technology
CERC
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Use of Lotus Notes at Price Waterhouse for sharing
corporate memory.
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Use of VisionQuest by Marriott Hotel for an electronic
meeting room for hire by companies.
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Extensive use of electronic mail for coordination in a
growing number of companies.
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CE Acceptance - Metrics
CERC
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Product development times compressed by 40 to 60% in
automotive firms (Ford, Chrysler).
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Conflicting requirements reconciled in semiconductor
development (Intel - Pentium).
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Time spent in meetings reduced by 90%.
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Number of ECOs after first-ship reduced drastically.
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Variable 15 to 26 days to deliver car to customer
reduced to certain 6 days (Toyota).
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CERC
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Elements of CE
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Status of CE
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Acceptance of CE
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Novel Applications
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Challenges
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Progress in Standards and Groupware
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SW Engineering
CERC
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Process Maturity Model
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Collaborative Inspection, Verification, and Validation
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Health Care
CERC
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Automating flow of information in a hospital.
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Organizing and archiving lifelong patient information for
universal, but controlled, access (CPR).
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Multimedia data entry at source to reduce errors and
ensure comprehensive recording of encounters.
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Automating qualification and payment of providers by
insurers, and eliminating paper.
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CERC
Health Care
Info. Architecture
ARTEMIS
(CERC-ARPA)
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Role-oriented
interfaces
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Applications
Coordination
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Resource Model
Information
Infrastructure
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Design for Disposability
CERC
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High environmental cost of disposal of product at the
end of its useful life is a major concern for society.
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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!
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Proposed take-back laws in Germany for automobiles,
already being acted on by BMW, VW, etc.
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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.
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Concurrent Epidemiology
CERC
State agency
DB1
NIOSH Manager/
Scientist
Field Inv estigator
County clerk
DB2
DB3
Stre amline proce ss of collection, transmission, storage and s ta tistical
aggrega tion of inj ury incident da ta to disc ov e r causes a nd prev ent inj ury.
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CERC
Earth Observing System
d
ase
ce b
m
Spa sy s te
S
EO
UNIFIED DYNAMIC RESOURCE MODEL
DAAC
DAAC
SCF
DAAC
Archival
SCF
SCF
Computing
Facility
Shared
Workspace
EOS
Collaboratory
EDOS
Data &
Operations
NASA Science Network
Users
• Collaboration
Technology
• Transparent
Computing
• Testbed for
EOS Data
Products
• Information
Dissemination
EOS Collaboratory
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CERC
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Elements of CE
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Status of CE
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Acceptance of CE
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Novel Applications
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Challenges
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Progress in Standards and Groupware
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Challenges
CERC
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Encouraging openness and sharing in organizations,
while preserving the necessary confidentiality.
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Making reward systems reflect the team efforts.
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Making groupware as easy to use as telephones.
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Making the new gigabit networks a low-cost and
ubiquitous reality, much as roads are.
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Developing more natural interfaces for personal
computers without increasing cost.
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CERC
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Elements of CE
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Status of CE
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Acceptance of CE
•
Novel Applications
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Challenges
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Progress in Standards and Groupware
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Relevant CE Standards
CERC
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ATM network protocol.
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MPEG/JPEG compression standards.
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X-Windows.
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TCP/IP and SMTP.
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EDI for exchanging documents between designers,
manufacturers and customers (Defense Dept).
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SGML for technical manuals in electronic form.
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CFI Inter-tool data exchange standard for electronics.
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OSF/DCE.
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Conclusions
CERC
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CE is being absorbed into the Enterprise processes.
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Technology support is advancing rapidly.
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Network infrastructure development is moving
faster than anticipated.
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