Once hailed as the salvation of U.S. manufacturing competitiveness, concurrent engineering (CE) offers the potential for faster development of higher quality, more producible products. Unlike traditional, serial approaches to new product development (NPD), CE emphasizes cross-functional integration and concurrent development of a product and its associated processes. As Morgan L. Swink, J. Christopher Sandvig, and Vincent A. Mabert explain, however, CE is not a plug-and-play process. Successful CE implementation approaches differ depending on such factors as product characteristics, customer needs, and technology requirements. We can better understand those differences by examining CE implementation in the five NPD programs discussed here: the Boeing 777 aircraft, the heavy duty diesel engine at Cummins Engine Co., the thermoplastic olefin automotive coating at Red Spot Paint and Varnish Co., the airborne vehicle forward-looking infrared night vision system at Texas Instruments, and the digital satellite system at Thomson Consumer Electronics. Teams provide the primary integration mechanism in CE programs, and three types of teams appeared frequently in these projects: a program management team, a technical team, and numerous design-build teams. Depending on the project's complexity, an integration team may be needed to consolidate the efforts of various design-build teams. Task forces also may be formed to address specific problems, such as investigating an emerging technology. Some projects emphasized collocation and face-to-face communication. Others relied on phone conversations, documents, and electronic mail. Projects focusing on design quality relied on formal presentations and periodic review meetings. projects emphasizing development speed required frequent, informal communications. Programs addressing design quality required extended product definition and performance testing, with input from design engineering, marketing, and customers. Efforts to reduce development time involved small, informal teams led by design engineers and managers. Aggressive product cost goals necessitated intensive interaction between product designers and manufacturing personnel. Highly innovative products required early supplier involvement and joint engineering problem solving. Formal design reviews and shaved design data systems aided information shaving between internal and external design groups.
