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Role Of Concurrent Executive IT Essay

Content
  1. How to learn if the concurrent engineering is made for a specific company or not?
  2. If there is certainly competitive pressure to develop services.
  3. If there exists any sort of delays in product start.
  4. Budget of producing product is greater than acceptable.
  1. Customer requirements are not known obviously.
  2. No copy of knowledge in one product development task to another.
  3. Any kind of shifting of responsibility for product development from one function to some other.
  4. Is there determination to improve for improvement in the company?
  5. Is senior management that devoted and dedicated to work?
  6. Able to encourage and support team work.
  7. DIAGRAMMTIC REPRESENTATION
  8. Key top features of concurrent engineering
  9. DESCRIPTION OF CE
  10. INCLUSIONS
  11. Things are done simultaneously
  12. Process is the primary focus
  13. Company is open to change
  14. Needs of customers, suppliers, quality control, marketing, sales and manufacturers are healthy and prioritized.
  15. GOALS OF CE
  16. Great competition
  17. Leads to advanced profits
  18. Sales and earnings from new products are raised
  19. Leads to reduction of human being and capital costs
  20. Maintains or raises product quality
  21. Promotes team soul and various departments come together
  22. SCOPE OF CE
  23. The process change is executed within 1-2 years.
  24. Involvement of men and women with stakes in new products
  25. Focus is basically on process advancements.
  26. STRATERGIC BENEFITS OF CONCURRENT ENGINEERING
  27. DIFFICULTIES IN IMPLEMENTATION
  28. Implementation is a significant challenge.
  29. Cross functional change initiatives have high rates of failures.
  30. It consists of radical ethnic change in an area that is incredibly complicated and pressurized.
  31. If management will not support the employees or there is inadequate incentive systems or say customers or provider involvement is bad.
  32. Computer aided designs and tools are no available.
  33. If there are insufficient training and expertise.
  34. If company faces difficulty in handling or controlling specialized processes.
  35. SUCCESS FACTORS IN IMPLEMENTING CE
  36. Pilot projects
  37. Change agents
  38. Team enrolment
  39. Team engagement
  40. Gaining dedication of useful managers
  41. Realignment of organizational operations and structures.
  42. PILOT PROJECTS
  43. CHANGE AGENTS
  44. TEAM ENROLMENT
  45. TEAM ENGAGEMENT
  46. Tenure of Team Leader and Team Member
  47. Collocation
  48. TEAM EMPOWERMENT
  49. GAINING Dedication OF FUNCTIONAL MANAGERS
  50. REALIGNMENT OF ORGANISATIONAL Procedures AND STRUCTURES
  51. Introduction to process improvement teams
  52. Education and training for teams
  53. Reward and acknowledgement system
  54. Methods to copy team knowledge
  55. EXTRA ROLES OF CONCURRENT ENGINEERING
  56. EXAMPLES OF CONCURRENT ENGINEERING
  57. ADVANTAGES
  58. DISADVANTAGES
More...

Concurrent engineering is basically a product development method and it is quite different from the traditional development approach as it employs simultaneous rather than sequential process. The firms implementing CE believe that by completing duties in parallel product development is accomplished more efficiently looked after will save cost.

This is basically a management idea and any organization or company can put into practice this whether it small, medium or large. That is a systematic method of the integrated concurrent design of products and their related procedures including production and support. The work is performed through cross functional teams where engineers and professionals of different disciplines interact simultaneously in expanding product and process design.

Basic motive of this approach is that it cause the designers from the outset to consider all components of the product life pattern from concept disposal which includes conditions like quality, cost, schedule and consumer requirements.

Concurrent executive process is also known as iterative development method. It needs continual review of a team's improvement and regular revision of project plans. The rationale behind this creative thinking is ahead looking methodology which is effective because problems can be learned easily and they're less costly to correct at initial periods.

How to learn if the concurrent engineering is made for a specific company or not?

The following factors help to determine this:-

If the company faces any kind of below given problem:-

If there is certainly competitive pressure to develop services.

If there exists any sort of delays in product start.

Budget of producing product is greater than acceptable.

Customer requirements are not known obviously.

No copy of knowledge in one product development task to another.

Any kind of shifting of responsibility for product development from one function to some other.

Above were the factors that permit us to ascertain that if the company requires adopting the process of concurrent anatomist for product development or not. It is very important to learn that whether the company has ability to implement the process within company. Belows will be the factors that help to learn that whether the organization can implement the required process in there company or not.

Is there determination to improve for improvement in the company?

Is senior management that devoted and dedicated to work?

Able to encourage and support team work.

DIAGRAMMTIC REPRESENTATION

PRODUCT SPECIFICATION

MARKETING

CONCEPT

ENGINEERI-NG DESIGN

CONCURRENT

PROCESS

DETAIL

ENGINEERI-NG DESIGN

BUILD

PRODUCT ENGINEERING

TEST

TEST ENGINEERING

MANUFACTURE

PURCHASING

SELL

SALES

The previously listed is the diagrammatic representation of process which include product specification, strategy, details, build-up, trials, manufacturing and providing too. The processes as shown in the diagram are two way operations mistakes are also together examined as thus its name is concurrent process.

Key top features of concurrent engineering

DESCRIPTION OF CE

This is a organized approach to the built in product development which emphasizes respond to customer expectations and embodies team values of cooperation, trust and writing in that manner that decision making proceeds with large intervals of parallel working by all life-cycle perspectives synchronized, by relatively quick exchanges.

INCLUSIONS

Things are done simultaneously

Process is the primary focus

Company is open to change

Needs of customers, suppliers, quality control, marketing, sales and manufacturers are healthy and prioritized.

GOALS OF CE

Great competition

Leads to advanced profits

Sales and earnings from new products are raised

Leads to reduction of human being and capital costs

Maintains or raises product quality

Promotes team soul and various departments come together

SCOPE OF CE

The process change is executed within 1-2 years.

Involvement of men and women with stakes in new products

Focus is basically on process advancements.

STRATERGIC BENEFITS OF CONCURRENT ENGINEERING

CE is a management school of thought which is focused on the improvement of client satisfaction through upgraded quality and reduced costs. The development time also reduces. Time to market also reduces and brings about reconciliation of conflicting requirements in product development.

DIFFICULTIES IN IMPLEMENTATION

Below are the issues which companies normally face while implementing CE:-

Implementation is a significant challenge.

Cross functional change initiatives have high rates of failures.

It consists of radical ethnic change in an area that is incredibly complicated and pressurized.

If management will not support the employees or there is inadequate incentive systems or say customers or provider involvement is bad.

Computer aided designs and tools are no available.

If there are insufficient training and expertise.

If company faces difficulty in handling or controlling specialized processes.

SUCCESS FACTORS IN IMPLEMENTING CE

Pilot projects

Change agents

Team enrolment

Team engagement

Gaining dedication of useful managers

Realignment of organizational operations and structures.

PILOT PROJECTS

These tasks are a popular way to achieve radical changes to current working methods on small company, where conditions are handled and are been able by elderly people or project market leaders. Introduction of pilot projects was done to lessen the size of initial changes within corporation and to examine potential impact. By this method high levels of execution cost, risk and time can be reduced.

There are two sub-components of pilot assignments. The first one can be involved with collection of right pilot. It really is easier to choose the appropriate project so that it is easy to show as success. But what happens in a few organizations is the fact older management is under time constraints and also sometimes the next project is labeled as project. A couple of organizations that choose pilot projects that are of low risk to business and this is principally done to lessen overall inability.

The second sub aspect deals with the visibility and campaign of the task within the inner organization. Usually the organizations consider pilot project as high profile. This causes organizations profit margins, creates newness to market and senior management's initiatives in internally symbolizing the task by the utilization of posters, newsletters and each one of these activities boosts overall competitive market position.

CHANGE AGENTS

Change agents illustrate the older management knowledge of the amount of commitment required in execution of concurrent engineering successfully. Inner change realtors include engineering champions, product champions, and arranged change teams of individual from different levels of the organization formulated with both in your free time and regular customers. Some have hierarchical change agents. It helps to improve people's ideals and actions.

TEAM ENROLMENT

Concurrent engineering entails the procedure of bringing together knowledge and skills from different areas in early phases of product development process. Team development causes improvement of casual communication and practical integration.

The team members and market leaders selection is done in informal and unstructured manner. This calls for two important functions; team engagement is the very first process includes how associates and market leaders are selected and how they can be found to are a team device. The next process is of empowering the team to carry out its product development activities effectively. The two main elements are task of new assignments and duties for team members and leaders.

TEAM ENGAGEMENT

Tenure of Team Leader and Team Member

Functional skills and know-how are not required at a constant level throughout the task and generally in most organizations the mixture of full-time and in your free time associates.

Collocation

The permanent collocation of core team members from different functional departments and the team leaders and dispersion of the extended team members was the most prevalent method of bettering multi-disciplinary relationship.

TEAM EMPOWERMENT

Team empowerment contains clarifying team market leaders and jobs of associates and their duties. Sometimes team leader's roles and duties are made through forma methods. The primary purpose is to clarify the associates and market leaders their roles and duties within team working environment.

In some of the organizations this is performed basically to keep carefully the employees focused and so help them achieve there target. This proves to be quite beneficial in both early product development phases that are product specification and task plan.

GAINING Dedication OF FUNCTIONAL MANAGERS

In organizations senior management and interior change agencies tended to make use of functional managers to gain information. In a few of the instances educators and informants of concurrent executive are given home functions.

REALIGNMENT OF ORGANISATIONAL Procedures AND STRUCTURES

The changes are carried out in following areas:-

Introduction to process improvement teams

Education and training for teams

Reward and acknowledgement system

Methods to copy team knowledge

EXTRA ROLES OF CONCURRENT ENGINEERING

Over the previous few years, there are extensive administration sponsored and intiated studies have highlighted the need for the improvement of efficiency and competitiveness of the united kingdom building industry.

This is performed because it causes reduce costs, project durations, upgraded quality, task procurement tactics that are being used in UK construction industry.

It includes multi disciplinary clubs in which task programmers from different areas work together and parallel.

These cross efficient contains systems executive, mechanical engineering, electric anatomist, systems producibility.

This process has everything also the purchasing, marketing, development, quality confidence, the field and other efficient groups.

The implementation of CE requires three main areas which can be people, process and technology. It includes major organizational changes because it requires the integration of people, business methods and technology.

It has greater role in concurrent executive in Weapon System Acquisition.

There is greater role of concurrent executive in human reference management.

It pays to as a collaborative method for educational assignments in engineering education.

Role in education task is that it helps in setting up clear goal and define task limitations for students and educators, it can help define good constructions for information handling, especially for supervisors and bring in a customer role that continuously could define project requirements.

There is higher role of concurrent anatomist in the purchasing ability.

Companies which have implemented concurrent anatomist report that they are producing top quality products at lower costs and in less time than these were able to recently.

It involves self management and authority.

CE takes on an important role in product modeling.

It also takes on a essential role in system executive management.

EXAMPLES OF CONCURRENT ENGINEERING

General electric plane machines division's uses concurrent anatomist for the introduction of engine. The clubs achieved greater percentage reductions in design and procurement circuit times during full level component exams.

Second example is that of Boeing's Ballistic Systems Section where concurrent anatomist was used in 1988 to build up a mobile launcher and could reduce design by 40% and cost by 10% in building proto-type.

Third example can be of Polaroid's Corp's Captiva instant camera which is again the consequence of concurrent engineering.

ADVANTAGES

Concurrent engineering practitioners declare that this design management system offers several benefits.

Concurrent Engineering leads to:

Improved customer satisfaction

Improved quality

Reduced cost

Reduced new product development time

Reduced a chance to market

DISADVANTAGES

There are some disadvantages from the initial implementation of concurrent engineering, including the need for extensive organizational restructuring and considerable retraining of employees.

Such possibly disruptive changes and added work requirements may be fulfilled with amount of resistance from professionals and other employees.

Also, there are usually sizeable difficulties in transferring data among employees in various departments, which may require the additional tracking applications. Furthermore to these significant up-front investments, organizations going after a concurrent executive work model must typically hang on many years before finding the benefits associated with this change.

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