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070413ConcurrentEngineeringENOPRLZ0352 PDF
070413ConcurrentEngineeringENOPRLZ0352 PDF
Engineering
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Pre-computer phase
Solution of
design
problem
Computer phase
Time
Design problems:
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Structure of concurrent
engineering
- co-ordinated, systemic and team approach to
innovation of engineering products;
- performance of related activities concurrently by a
team of designers under the guidance of the project coordinator;
- the full knowledge management process is fully
supported by information and computer technologies;
- one of the methods for attaining changes in corporate
processes in the area of the designed process with
production processes within reach.
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Labour
- The basic aspect of project success is mainly the conduct of
the workers involved in the project.
- An attempt is made to change it by means of created
methodology, proposed processes, perfected tools, but also
application of new principles.
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Where is it applied?
- Where it is suitable, it is never too late, it is never too early,
it is only a matter of where it is helpful.
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lifecycle
Application of DFX
Product analysis
Process analysis
- applies to the collection, processing and presentation of specific process
data.
Measuring of performance
- determination of interaction in a form that corresponds with the
performance indicators.
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Recommendation of changes
- scrutiny of the largest number of possible improvements in a given
area. The precision of product or process re-design depends on
specific circumstances.
Setting of priorities
- the objective of this step is to determine
the vital areas for further research and
solve immediate trivial issues, such that,
attention may be focussed on important
problems and hopeful solutions.
IMPROVED
MODELS
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Quality Policy
Company target: Make a product that is environmentalfriendly and with the features that fulfil, but also surpass
the expectations of the customers. It wants to enchant the
customers in such a way as for them to return to it with
confidence.
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Progress of certification:
Phase 1 Proving the validity of the applied documentation and solution of all
ISO 9000 requirements.
Phase 2 Compliance with the rules in practice. Each employees may be
asked about the objectives and principles of quality assurance.
The quality system is further verified and perfected by means of internal
(systemic) audits. The certificate is withdrawn upon ascertaining any serious
deficiencies.
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Quality Audit
Systm Audit
Process Audit
Product Audit
(Orientation on the
production processes)
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Principles:
Participation of only competent persons (optimum 6 - 8), duration 20 - 30
minutes; several people should not talk at the same time and it is forbidden
to criticise other ideas, or advance reasons in support of own ideas.
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fishbone
Principle
- The diagram is a graphic representation of various factors, which
influence the consequence, i.e. for instance, quality of a certain process
and hence, also the resultant process product.
Advantages
- search for the most probable causes of the problem, classification and
categorisation of the possible causes. Procedure identical to
brainstorming;
- the heterogeneity and not the quantity of the possible causes is
decisive. An omission may have a great effect on the quality.
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Practical demonstration
Machines
People
Inadequate number
of precision
machines
Inadequate
communication
Maintenance
Obsolete machines
Inadequate training
Changing
operators
Fluctuation of
the length
of the cut
pieces
Steel quality
Declining steel
temperature
Incorrect setting of
steel type
Non-uniform
conveyer speed
Method
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Environment
Material
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1. Write the solution topic on the upper edge of a large sheet of paper.
2. Draw a horizontal line of the through the centre of the sheet
(backbone of diagram) and enter the consequence in the right part
of the diagram (substance of the problem).
3. The group members must agree on the basic areas in which we
shall search for these causes. These may, for instance, be Material,
Equipment, Environment, Methods, People.
4. The agreed areas for possible causes are marked on the diagram
as the major branch leading to the backbone.
5. Each proposal entered in the appropriate area as an auxiliary
branch leading to the main branch.
6. We further specify all the general causes.
7. The individual workers as per own opinion designate 3 main
causes, which are eventually marked with a points value.
8. Based on the evaluation allocated by all the participants, the
main assumed causes that must mainly be solved are
determined.
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