IMPLEMENTING

CONCURRENT ENGINEERING

CE coursework week 12

GENERIC FRAMEWORK TO IMPLEMENT CE

STEP 1:DEVELOP A STRATEGY

A top level strategy must be formulated <- Why the company must change needs to be identified -> A
thorough implementation plan
Analyse long and short term business objectives e.g. a computer manufacturer may have reducing time
to market as the primary objective, whereas a luxury boat maker may consider quality to be critical with
time being a lesser factor.

Define motivation for change - assess the need for change in the organisation and obtain buyin from all
concerned. Working processes have to be reengineered at all levels of the business encompassing
everything from marketing, engineering and development through to manufacturing.
Appoint a CE team - people committed to the change need to be assigned at an early stage. A core
team of top and middle managers from across the organisation could initially be assigned as a think
tank or an individual CE champion could be appointed.
Write the strategic plan - top management strategic plan outlining the reasons for change and involving
all parts of the organisation needs to be formulated at this stage. The exact nature of the plan must be
decided by the individual organisation - according to their policies and procedures, the main point being
the involvement of everyone. The plan needs to concentrate on core aspects such as clarifying the
problem and reason for change, discussing the implications of the chosen solution, etc.

STEP 2: ASSESSMENT
Analyse current situation both quantitatively and qualitatively by assessing available
resources, tools and techniques. Measurements could include benchmarking, assessment
tools, questionnaires and performance metrics. Specifically:
Define company targets by carrying out a SWOT (Strengths, Weaknesses, opportunities
and Threats) analysis.
Analyse core business aspects including people (determine skills, experiences and
capabilities in the company), technology (and its role in the company), processes (count,
record interactions and who is involved) and data management.
Bottleneck analysis: Identify weaknesses in the existing system by tracking the workflow,
focusing on all the aspects mentioned above. A huge variety of methods and techniques
(both software and paper-based) are available to do this.
Assign people from the core team to initially be responsible for these changes.
An assessment system must be put in place and maintained by the CE champion.

STEP 3: CREATE THE CULTURE

Without support and understanding, implementation will fail. Creating a welcoming atmosphere is very
important. This will have both tangible benefits (results) and intangible benefits (willingness to succeed).
A number of measures need to be taken in order to elicit full support. These could typically include:
Raising awareness - communicate the reasons for change and outline what will happen to help create
an organisation where learning and change is the normal situation.
Encouraging involvement - ask for opinions and ideas on the proposed changes from all levels of the
organisation.

Holding initial training sessions - introduce the practicalities of the changes. This can be philosophy
training to give an appreciation of the big picture; and specific training on tools and techniques CAD,
QFD, etc.
Debriefing - after the initial stages should involve top management to discuss problems and opinions
and to ensure buy-in from all-concerned.
Applying the training - into a real job situation while it is still fresh and before enthusiasm is lost.

STEP 4: PRIORITISE IMPROVEMENTS

Constraints (either financial or otherwise) reduce change options open to most businesses.
A certain path may look ideal at first glance but without backing in terms of available team
members, equipment and time, it would be doomed to fail.

Identify suitable tools considering product development, manufacturing and support tools, to
help achieve the proposed plan.
Investigate what is already available in-house and what would need to be purchased.

Consider the cost-benefit decision - analyse the results from the assessment performed in step 2
to identify the weakest areas in the organisation that are in urgent need of attention.
Prioritise bottlenecks in order of importance. Perform a cost benefit analysis and match highest
returns with business objectives, bearing in mind budget and other resource constraints. Optimal
allocations can then be made.

STEP 5: PLAN THE CHANGE

Careful and appropriate planning is essential for success. The CE champion and team
representatives use results from step 4 to draw up an action plan. This plan should:
involve all people affected by the change
include operational planning at a detailed level i.e. all tasks & sub-tasks and a full reporting
structure
establish milestones/targets and anticipated interim results
consider rate of change, resource allocation and include a Gantt chart to clearly represent
activities, timescales and targets.
There should be provision in the plan for more in-depth training on the chosen tools and
techniques as the project develops. Ensure that there is constant feedback from the
assessment/measurement tools (see step 2). This needs to enable constant up-to-date flow of
information - at the activity level - to allow adaptation to changing circumstances and to keep
the plan on target.

STEP 6: IMPLEMENT IMPROVED SITUATION

This step is the centre of activity and will be used to put the new system into practice.
For example if a company successfully trains its engineers in QFD and prepares them
to use the technique on future projects, but then decides not to go ahead for financial
or other reasons, this could result in disillusionment with training and a lack of
enthusiasm for future management fads.
Specific stages include carrying out the plan, monitoring deviations, adapting as
necessary (according to changes in circumstances e.g. loss of key personnel, new
technology, etc.) and installing a feedback loop. An ongoing feedback loop, to ensure
that there are no weak links in the chain, is of utmost importance at this stage. This
should be linked into the activities of the CE champion and the teams. Feedback
information also needs also to be easily accessible by senior management - perhaps
electronically via a computer network.

STEP 7: SUPPORT IMPLEMENTATION

This step requires a major effort to avoid reverting to previous behaviour. It is mainly
concerned with making sure that; the change process is stable, the benefits are visible
and that change is common practice. The loop is made continuous by identifying the
next improvement opportunity.
Once the first solution has been operationalised, it has to be constantly reviewed and
improved upon. Specific steps could include; on-going commitment of top management
in a visible way; contingency funding in the budget to cater for any unexpected
changes in technology, market, personnel, etc.; clear support and communication
network; track progress to ensure that what you are doing does not become suboptimal; and continuous training involving new staff and updates/reviews to
complement initial courses.

CONCURRENT ENGINEERING ASSESSMENT

Mentor Graphics Concurrent Engineering Assessment
Metodeini dikenalkan oleh Carter dan Stilwell Baker pada tahun 1991.
Metode ini dikembangkan saat proses pengembangan produk berlangsung di industri desain
elektronik.
Secara umum metode ini memiliki 4 bagian didalamnya, pertama metode ini berbasis pada
penilaian dengan kuesioner,kuesioner ini digunakan untuk mengetahui kondisi terkini dari proses
pengembangan produk di suatu perusahaan dengan mempertimbangkan dimensi yang ada di
perusahaan. Metode matrix, untuk mengetahui kondisi yang diinginkan untuk masing-masing
dimensi berdasarkan kompleksitas produk dan organisasi. Bagian berikutnya yakni pemetaan
dimensi yang bertujuan untuk melihat gap antara kondisi eksisting dengan kondisi yang
diinginkan. Bagian terakhir yakni priority roadmap yang bertujuan untuk mengetahui dimensi
mana yang butuh improvement.

Dimensi yang dibahas pada model ini ada 4 macam yakni organisasi, infrastruktur
komunikasi, persyaratan dan proses pengembangan produk.

Masing-masing dimensi juga memiliki faktor kunci, untuk dimensi organisasi adalah,
integrasi tim, pemberdayaan, pendidikan dan pelatihan, serta implementasi yang
mampu mensupport kinerja organisasi secara terotomasi.
Untuk dimensi infrastruktur komunikasi yakni, manajemen produk, product data, dan
feedback. Faktor yang menjadi kunci pada dimensi requirements diantaranya definisi
requirements, metodologi perencanaan, perspektif perencanaan, standar dan
validasi. Faktor kunci untuk dimensi product development adalah, perencanaan,
desain, dan optimasi. Mentor Graphics Concurrent Engineering Assessment
merupakan metode self assessment yang tidak membutuhkan penilai khusus.

Simultaneous Engineering Gap Analysis (SEGAPAN)

SEGAPAN merupakan metode penilaian knowledge-based system yang
dikembangkan oleh University of Gent di belgia tepatnya oleh Prof. Hendrik Van
Landegem dan H. De Wilde pada tahun 1994.
SEGAPAN berbasis pada checklist yang diambil dari literatur mengenai prasyarat
dari concurrent engineering yang secara positif mempengaruhi kinerja
pengembangan produk (Wilde, 1993). Metode berbasis pengetahuan ini
diaplikasikan dengan kuesioner Yes or No, dimana pembenaran untuk setiap
pertanyaan bisa ditambahkan. Sistematika pertanyaan memisahkan pengembangan
secara pasar dan customer driven berdasarkan pertanyaan yang memiliki cakupan
secara umum.

Karakteristik dari SEGAPAN sendiri memiliki 5 dimensi utama yakni managements role,
corporate culture, internal communication, external communication, dan tools and technique.
i.
Role of Management : Top manajemen perusahaan berandil besar dalam
implementasi strategi concurrent engineering, dorongan juga dibutuhkan untuk mengatasi
permaslahan implementasi dan kekurangan sumber daya. Pemantauan dari top manajemen
juga dibutuhkan untuk menjaga implementasi concurrent engineering berjalan sesuai harapan.
ii.
Corporate Culture : Pada dimensi ini pembahasan yang diangkat mengenai
bagaimana budaya organisasi dalam bekerja dan berpikir. Faktor kunci didalamnya yakni
bagaimana strategi yang ada sekarang, apakah concurrent engineering merupakan isu
strategi yang dirancang manajemen dalam hal pengembangan produk mereka, pelatihan
untuk mengakomodasi perubahan yang dilakukan, peran pilot project dalam mengawali
perubahan, program pelatihan, serta skema menuju contonous improvement.

iii.
Cross-functional Teams : Dimensi ini mengangkat bagaimana proses pembentukan dan
pengarahan kepada tim. Cara kerja tim juga dibahas, apakah sesuai dengan kaedah yang
ada pada concurrent engineering atau tidak.

iv.
Co-Design : Dimensi ini membahas mengenai keterlibatan konsumen, serta supplier
dalam proses pengembangan produk yang dilakukan oleh perusahaan. Keterlibatan
konsumen diperlukan untuk membuat produk yang sesuai dengan ekspektasi konsumen,
sementara keterlibatan supplier digunakan untuk mendapatkan bahan baku dengan kualitas,
serta biaya yang sesuai harapan.
v.
Communication Infrastructure : Komunikasi pada perusahaan meliputi diantaranya
penggunaan IT (Information Technology) sebagai sarana penunjang komunikasi perusahaan.
Hal yang dibahas pada dimensi ini ialah software pengontrol pengembangan proyek, serta
engineering data management.
vi.
Tools and Techniques: Dalam penerapan concurrent engineering tentu ada metodemetode serta teknik tertentu dalam implementasinya, diantatanya Design for manufacture and
assembly, quality method, dan lainnya

Readiness Assessment for Concurrent Engineering (RACE)

RACE dikembangkan sejak tahun 1988 hingga 1992 oleh sebuah lembaga bernama
Concurrent Engineering Research Center, di West Virginia University, USA. RACE merupakan
metode gabungan antara Mentor Graphics Concurrent Engineering Assessment, CMM, ,
Malcolm Baldridge Award Criteria, dan Navy Best Practices
RACE menampilkan beberapa teknis dalam pengambilan data dengan cara interviews, group
sessions, menganalisis dokumen internal perusahaan, mengevaluasi keadaan eksternal, serta
kuesioner.
Dimensi yang ada pada metode RACE dibagi menjadi 2 elemen yakni elemen proses, dan
klaster informasi teknologi. Elemen proses berisikan elemen customer focus, process focus,
strategi untuk pembentukkan dan pengembangan tim, akomodasi untuk tim didalam
organisasi, sistem manajemen, mekanisme jaminan dalam memproduksi secara cepat,
kepemimpinan, serta kedisiplinan.

Practical Approach to Concurrent Engineering (PACE)

PACE merupakan proyek yang dispponsori oleh negara Uni Eropa untuk
mengembangkan serta menguji implementasi concurrent engineering. Proyek ini
diinisasi pada tahun 1993 dan memiliki 3 poin utama untuk disampaikan yakni
landasan pengetahuan tentang bagaiman concurrent engineering dapat berguna
bagi perusahaan, suatu arahan untuk mengetahui kendala dan persyaratan
perubahan, kerangka dalam implementasi untuk mempermudah perubahan dari
kondisi eksisting metode yang dipakai.

Extended RACE
Sebuah institusi di Swedia yakni Swedish Institute for Systems Development (SISU)
melakukan pengembangan terhadap metode penilaian untuk concurrent engineering
dengan nama Extended Race (Bergmann, 1995).
Metode ini berbasis pada RACE dan Mentor Graphics Concurrent Engineering
Assessment. Berbasiskan kuesioner, metode ini dinilai dalam skala 0 hingga 3.
Dimensi yang diklasifikasikan disini yakni, iklim inovasi, nilai organisasi yang
diterapkan, serta proses pengembangan produk. Masing-masing dimensi
dikembangkan melalui 2 hingga 8 faktor kunci.

Metode

Kekuatan

Kelemahan

Mentor

Metode cukup sederhana dan cepat dalam

Banyak hal yang menjadi ambigu, dan elemen-

Graphics

penyelesaiannya

elemen dikelompokkan dalam kelompok yang tidak

jelas
SEGAPAN

Menghasilkan nilai skor yang dapat diukur,

Elemen sangat banyak sehingga cukup lama dalam

elemen sangat lengkap dan bisa dilakukan

melakukan proses pengisian kuesioner

benchmark

RACE

Faktor yang diangkat lengkap serta

Dilakukan untuk mengukur kesiapan bukan hasil

dipetakan dalam grafik yang mudah

implementasi

diinterpretasikan
PACE

Pendekatan secara holistik dan memiliki

Tidak memiliki prioritas yang pasti dalam hal

kerangka yang baik

pengukuran

Extended RACE Faktor yang diangkat lengkap, dan mencakup

seluruh elemen perusahaan

Dilakukan untuk mengukur kesiapan bukan hasil

implementasi, serta belum pernah diterapkan