LITERATURE REVIEW ON CONCURRENT ENGINEERING AND ITS

IMPLEMENTATION
Gopa Bhattacharyya Choudhury 1 Dr. Sumati Sidharth2 Dr. Nilesh Ware3
1
Student, Dept of Technology Mgmt., DIAT, Pune
2
Professor, Dept of Technology Mgmt., DIAT, Pune
3
Professor, Dept of Technology Mgmt., DIAT, Pune
Email: gopa_drdo@rediffmail.com

Abstract— This literature study is a review of work published in various journals on ‘Concurrent Engineering & Its
Implementation’, between 1990 and 2020.This study intends to serve three major goals. It shall be useful to the
researchers or scholars who are interested in understanding the recent trends in the area of CE. This study shall also be
useful to businesses / industries, as it intends to enlighten on the various approaches for successful implementation of CE
for realization of business benefits. This study shall will also attempt to identify the different factors which play a major
role in implementation of concurrent engineering in a product development scenario.
.
Keywords: Concurrent Engineering, Product Life Cycle, Product and Process development
the ways of its implications in determining new product
I. INTRODUCTION development success.
In the competitive environment prevalent in the current
times, managing a 'Project for New Product Development'
faces many challenges, which needs to be optimally II. STATE OF DEVELOPMENT (1990-2000)
addressed. While necessary efforts must be taken to
R.A.Sprague; K.J.Singh; R.T. Wood (1991) Concurrent
continuously to meet the increasing expectations of customers
Engineering, an integrated design approach that considers,
and remain competitive, it also imperative to manage the
from outset, all elements of the product life cycle from
product development process in such a manner so as to ensure
conception through disposal, including quality, cost, schedule,
that the newly developed products are globally competitive in
and user requirements, is examined.
terms of the prevailing expectations of customers most
J.Michael, O'Flynn,M. Ahmad (1991) The manufacturing
effectively.
sector has experienced significant changes over the past
Literature indicates that Concurrent Engineering practices
twenty years. Companies are becoming more international and
have contributed in increasing new product development
are facing increased competitive challenges. Because of this,
efficiency and effectiveness by introducing a higher degree of
and owing to higher customer expectations, there are greater
integration between areas and departments –notably product
demands on product quality, functionality, aesthetics,
and process design. This concept enables teams to work with
reliability, and flexibility. In addition, product life cycles have
each other concurrently, optimize the design and development
reduced which has led to shorter time periods in which to
processes with respect to different lifecycle issues and
recover costs. There is a greater pressure on design teams to
enhance the quality of product and launch products in the
develop products in shorter time periods as profits have been
market with the least lead-time.
shown to be very sensitive to time to marker (TTM). Many of
In this research, an attempt will be made to explore and
the above factors are directly influenced during product
identify the critical success factors affecting acceleration of
development and therefore the approach adopted during this
new product development process in the context of Indian
phase of product life cycle, can have major impact on
Defense Research Organizations and see how concurrent
profitability. This paper defines the simultaneous or
engineering can play a role in integrating these activities so as
concurrent engineering (CE) approach to product
to shorten the Project Life Cycle for new product
development, and the benefits of adopting it, versus the
development.
traditional sequential engineering approach.[8]
Presently, new product design & development challenges
M.Lawson,H.M.Karandikar (1994) The use of CE as the
are immense and are related with complexity of products,
defacto methodology for product development has become a
geographically located design teams, growing needs of rapid
reality. However CE programs implementers and practitioners
fulfillment of customer requirements/demands, earning
have reported widely varying results. The results of a survey
revenue by capturing market share at an early stage etc. In
of an industrial organizations implementing or considering
such situations, business oriented organizations are looking
implementation of CE are presented in this article. The
for; faster design & product development with enhanced
difficulties in quantifying the benefits of CE are highlighted
manufacturing capacity & capability, by improving revenue
here.
from lifecycle efficiency. Many marketing activities
Klaus Pohl,Stephan Jacobs (1994) Concurrent
influences the new product development process, particularly
engineering requires the cooperation of people coming from
different phases of the engineering process. Traceability
between the different views (products), which exist in such
cross-functional teams, is essential for enabling mutual
understanding. Moreover, the different views must be related
to each other and must be presented in a suitable way to
support finding and resolving of inconsistencies, conflicts, and
different opportunities. We have developed and implemented
a concurrent engineering environment, called PRO-ART,
which is based on four main ideas.[11]
Victor J B J Paashuis,(1995) This paper looks into the use
of concurrent engineering (CE) in new product development
(NPD) processes. To this end presents an NPD strategy
framework, which is derived from an operations strategy
framework filled out with integration mechanisms decision
alternatives. The framework focuses on cross-functional co-
operation, inter-functional communication.[13]
J.G.Bennett, T. Lamb (1996) this paper reports on a SP-8
Panel project to analyses the application of Cein US.
Shipbuilding and to perform a pilot implementation of CE.
Within a US Shipyard
Hu Yongtong; Liu Ping;Yan Yuhong;Zheng Danian;
Ma Changchao;J.Bode;Ren Shouju (1996) The concurrent
design of a product involves the cooperation of many
functions such as manufacturing ,logistics, marketing, and
sales. It can be represented as a multi agent system with each
agent representing a kind of expertise. Each agent has its own
evaluation criteria and egoistic goals. Decision making leads
to problems typical for concurrent engineering, in which all
related processes are simultaneously taken into consideration.
Geritz,William, (1996) Unification of design, process for
obtaining significant gain in productivity and profitability.
Dr. K..S. Panwar & H. Driva (1996) This paper presents a
holistic approach to concurrent engineering and its
implementation which is under development by the PACE
consortium. PACE stands for 'Practical Approach to
Concurrent Engineering'. It is a pan-European project
consisting of a consortium of eight partners. The most well-
known existing models are reviewed, examined and critiqued.
[9]
Robert de Graaf , Luuk Kornelius (1996) Concurrent
Engineering (CE) is mostly applied within an organization.
Due to the focus at core competencies, suppliers need to be
involved. Focusing on core competencies requires
manufacturers to involve suppliers in the development of
complex products, especially in electronic design.
Consequently, an inter-organizational approach is necessary to
reduce throughput-time, improve quality, and lower costs.
Analysis of a European PCB supplier’s difficulties in
implementing CE, with the Readiness Assessment for
Concurrent Engineering (RACE), led to a maturity model for
supplier involvement in electronic design. This framework’s
first step is effectuation of basic CE principles within the
organization, which has been recommended for the PCB
supplier. Further progress requires customer involvement,
ultimately leading to virtual customer-supplier-teams striving
end-user satisfaction, supported by enhanced, Ethernet-based
application tools. The lack of customer effort, to achieve Inter-
Organizational CE, proved to be the major road-block for the
PCB supplier. Nevertheless, suppliers have a strong
competitive edge, since they are capable of entering customer-
supplier-networks can therewith be established
instantaneously.[15]
R. Smith (1997) this paper explores the history of the ideas
behind concurrent engineering from the end of the 19th
Century until the 1960s. Concurrent engineering is the
relatively recent term that is applied to the engineering design
philosophy of cross-functional cooperation in order to create
products that are better, cheaper, and more quickly brought to
market. The principles of concurrent engineering that are
traced by this paper are: manufacturing and functional design
constraints need to be considered simultaneously; combining
of people with different functional backgrounds into a design
team is a useful way to combine the different knowledge
bases; engineering designers must bear in mind customer
preferences during the design process; and time to market is
an important determinant of eventual success in the market.
None of these principles is by itself surprising; concurrent
engineering has led to their propagation to many people and
firms in the engineering world. The author has examined the
engineering literature in order to locate the existence of similar
themes in published engineering thought. All of these themes
have recurred often in the literature. Concurrent engineering
can be seen therefore as a summary of best practice in product
development, rather than the adoption of a radically new set of
ideas. The paper suggests some reasons that concurrent
engineering ideas may not have been adopted more widely.
A.S. Pillai, V.N.Lal, K.S. Rao. (1997) The Indian Guided
Missile Programmer may be the first in the country to adapt
the philosophy of concurrent engineering (CE) for the
development of high-technology weapon systems. The
management of IGMDP took enormous risk and proceeded
with the concurrent development of the technology, the
product, as well as the establishment of production facilities.
During the implementation of this concurrent development
and production process, a number of hurdles have been
encountered which further led to the development of new
ideas, tools and techniques to realize the weapon systems in
shorter time frames. The net result of these efforts is not only
the saving in time from the design of weapon systems to their
induction, but also the build-up in technological confidence
that swept through all those organizations that participated in
this programmer. This paper presents the experiences of the
Indian Guided Missile Programmer in implementing the
various concurrent engineering practices.
Peter E D Love,A Gunasekaran (1997) The construction
industry has been suffering from low productivity and poor
performance in an attempt to improve its performance,
industry practitioners and researchers have looked at the
manufacturing industry as a point of reference and a source of
innovation. Consequently, the industry has acquired and
adapted the CE approach to manufacturing, to construction .
The motivation for importing a CE approach to construction is
presented in this paper.
D.Sobek,A.C.Ward,J.K.Liker (1999) How Toyota's
product design and development process helps find the best
solutions and develop successful products.
J.D. Owens and J.Davies (2000) In order to achieve a
successful new product, and certainly the successful
implementation of a new product into a company, it is
necessary to have a structured and documented approach to
new product development, therefore providing a clear road
map for the development of new products. This review
highlights the NPD process, from concept to customer, and the
key drivers for success.[20]
R. Badham,P.Couchman, M. Zanko (2000) This article
addresses the conditions necessary for firms to implement
concurrent engineering successfully. Although there has been
considerable interest in concurrent Engineering since the late
1980s, and many books and articles have been published on
this approach to product innovation, there is still some
confusion about the concept, and the issues associated with its
successful implementation remain largely unsearched. This
article seeks to add to the body of knowledge in these areas by
drawing on recent Australian Surveys and on the findings of
four case studies of the introduction of concurrent engineering
in Australian firms. [1]
III. STATE OF DEVELOPMENT (2001 -2010)
A. Portioli-Staudacher,H.Van Landeghem, C.E. Redaelli
(2003)The concept of concurrent engineering (CE) has been
known for quite a while now, and it has been widely
recognized as a major enabler of fast and efficient product
development. This paper examines the extent to which CE
best practices, as obtained from a broad literature review, are
being used effectively in companies. Companies both in
Belgium and in Italy were investigated using a CE compliance
checklist. The paper comments on usage patterns in both
countries and compares them. Specific information per sector
is also included. Finally, the positive impact of formal CE
programs is proven by the data.[10]
Holger Ernest (2003) The continuous development and
market introduction of new products ca be an important
determinant of sustained company performance. For
approximately 30 years, conceptual and empirical research has
been undertaken to identify the critical success factors of new
products. This paper reviews the findings of empirical work
into the success factors of new product development (NPD).
E. Cengiz, H Ayyildiz, F Kirkbir (2005) New product
development is essential for outstanding corporate
performance and research about what leads to new product
success has been carried out for both good and services
frequently. Despite extensive documentation on how to
achieve success, NPD remains a high risk venture. Critical
success factors that affect new product performance.
N.Bhuiyan, V.Thomson, D.Gerwin (2006) Pdt
development managers need a single well defined process
with clear ownership and goals. [32]
PM Wognum, R Curran et al. (2006) Study of different
fields will be identified for present and future application and
development, and reference will indeed be made to the
potential importance of CE as a disciplinary. [44]
L.Y.Zheng,C.A.Mc Mohan,L.Li,L.Ding,J Jamshidi
(2008) KCs play a significant role in product life cycle
management(PLM) and in collaborative and global product
development. Over the last decade, KCs methodologies and
tools have been studied and practiced in several domains of
the product life cycle, and many world class companies have
introduced KCs considerations into their product development
practices. This paper presents a holistic framework of KCs
methodologies and practices through the PLC and summarizes
the fundamentals of KCs including their definition and
classification. [33]
E. Stevans,H. Karkkainen and H Lampela (2009) Virtual
teams consisting of participants from many geographically
distant subunit, or even belonging to many organizations and
communicating mainly through ICT, are used for the purpose
of sharing development costs and shortening the time to
market. This paper analyses how a VT may facilitate or
prevent learning, knowledge generation, and ideation
processes in New Product/Service Development. [5]
A. Hambali, S.M. Sapuan, N. Ismail, Y. et al (2009)
Examination of key concepts and tools in CE .[45]
M.Antaki,A. Schiffauerova,V. Thomson (2010) The
performance of new product development (NPD) is greatly
affected by communication strategy and the information
technology tools used to support the strategy. A number of
users of NPD processes claim that an adequate communication
strategy decreases their product cycle time and cost. However,
the problem with evaluating the impact of information transfer
is that no one has ever specifically measured how performs
and communication strategies are, or how effective
information tools are. In this paper, a model has been
developed to evaluate communication strategies. The result
indicates that a shorter, more efficient communication process
reduces time and effort, and that a shift towards formal
methods and passive information tools (computer based
systems) results in more effective and easier coordination as
well as better integration.[4]
ZHANG Qingshan,WANG Zhihui (2010) Support
environment for ensuring consequent production of the
product, and guidance and provide a reference for companies.
[46]
R.Cooper, E.J.Kleinschmidt (2010) The main factors
impacting success at the project and the firm levels are
identified on the basis of numerous empirical studies. The
factors at the project level are a unique superior product,
strong market orientation, global orientation, pre-development
work, early product definition, project team organization, and
leveraging core competencies. Differences in factors for
highly innovative versus incremental projects are discussed.
The main factors for success at the business level are the right
organizational culture, an innovative strategy, resource
commitment, top management support, portfolio management,
and a multistage, disciplined, new product development
process. Details of these factors are provided and their
application in Industry is outlined. Performances differences
between highly successful projects and business and less
successful ventures are described. [18]
Dag Raudberget (2010) Objective research to investigate
whether Set-Based Concurrent Engineering concepts can
increase the effectiveness and the efficiency of the
development process. [43]
III. STATE OF DEVELOPMENT (2011 -2020)
 X. Hu,J.Hu,A. Sekhari,Y. Peng and Z.Cao (2011) Due to
the increased complexity of engineering products and design
processes, concurrent engineering practices still face
enormous challenges. Design teams often provide the
knowledge involving multiple disciplines in natural language
at conceptual design stage. As a result, conflicts often arise
during communications. To increase the efficiency of design
process, it is necessary to avoid interpretation conflicts. This
article presents a system framework to resolve terminology
conflicts.[6]
S. Gedell,M. T. Michaells and H. Johannesson (2011)
The seamless co-development of products and production
systems is still an unresolved challenge. Undoubtedly,
progress has been made through the proposal and application
of new methodologies in the collective of concurrent
engineering. Still, there is a gap between modeling approaches
in product development and in production system design. This
gap is an obstacle, especially if many interdependencies exist
among the constituents of products and production systems.[7]
Sofuoglu, Ecehan (2011) It explains new product
development methods by applying it, gives the tools for it,
compares the CE with Sequential Engineering (SE).[34]
Nadia Bhuiyan (2011) The purpose of this paper is to
propose a framework of critical success factors, metrics, and
tools and techniques for implementing metrics for each stage
of the new product development process.[35]
C.E. Levandowski,D. Corin-Stig, D.Bergsjo,A.
Forslund,U. Hogman, R.Soderberg and H Johannesson
(2012) Reusing design knowledge is a key concept, whether
manifested as reusing parts, ideas, concepts, or technologies.
This article describes processes and information technology
solutions for holistically working with both technology
platforms and product platforms. [2]
Alireza Aslani, Petri Helo,Marja Naaranoja (2012) The
development of successful new products is today of challenge
to most consumer product companies. They have to short their
response time, pushing their development processes to move
faster while keeping on competitive prices and quality. These
caused companies are forced to find effective and innovative
approaches as work methods to overcome to pressures.
Concurrent Engineering (CE) is one of the approaches to
address these managerial and manufacturing dilemmas in new
product projects. The basic premise of CE revolves around
team working. However, most of the managers especially
project manager’s face with problems when they want to
promote teamwork culture, especially in conditions that the
project faces with complicated problems. In this condition, a
creative team consists of members from different levels of the
organizational hierarchy must be shaped. There are always
barriers in group meetings that influence growth and diffusion
of creative solutions and would be reduced by using creativity
and innovation techniques. The first purpose of this study is to
identify the effective criteria in success of creative meetings in
CE projects. Next, the prioritization of each factor has been
analyzed and ranked respectively. Finally, based on the results
of previous research of the authors, the useful group creativity
and innovation techniques related with team work meetings in
CE projects have been ranked by using the Analytic Hierarchy
Process (AHP) approach.[4]
Menenti, Zuidema (2012) Impactful behavior can lead to
impactful result in product development. [36]
A.A. Ashaab,M. Golob,U.M. Attia,M. Khan, J. Parsons,
A. Andino (2013) This article presents a transformation
process towards lean product development in an aerospace
industry. The transformation was achieved in two main stages:
the first was to integrate the principles of set based concurrent
engineering into an existing product development model of an
aerospace company. This stage included defining activities
and associated tools. The second stage was to implement the
developed modeling a research based industrial case study, a
helicopter engine in this case. Three main outcomes were
realized from this work. First, it presented an industrial case of
lean transformation in product development, where the
leanness of an existing model was enhanced by embedding set
based CE principles. Second, the developed model was
structured into a set of well-defined activities and associated
tools that were previously scattered or redundant. Finally, the
developed model was trailed in an industrial project of a
helicopter engine, tested to evaluate its value in enhancing the
innovation level and reducing risk.[3]
B. Felekoglu, A.M. Maier, J. Moultrie (2013) Effective
interaction across organizational boundaries is a critical
success factor in new product development (NPD).However;
few studies have investigated how different mechanisms
enable effective interaction across organizational and
particularly hierarchical boundaries. [37]
SandipBasu, Nabarun Biswas, Supriya Naha Biswas and
Sweta Sarkar (2013) Recognizes concurrent engineering as
the way of achieving long-term sustainability in this highly
competitive business climate. [38]
Ricky Luppino, M. Reza Hosseini and Raufdeen
Rameezdeen (2014) a definition of the effective methods of
risk management in R&D projects has remained elusive.
Similarly, there have been calls to devise effective risk
management methods in R&D projects. To develop this area
further, the purpose of this study is twofold. First, it validates
the veracity of claims about the urgency of introducing
effective methods of risk management to R&D projects in
South Australia based on nine unstructured interviews with
experts. Second, the study presents the outcomes of two case
studies that deployed the extended version of the failure mode
and effect analysis, namely, the RFMEA method in a South
Australian organization, to investigate how the method can
facilitate the identification of effective contingency plans to
mitigate high-priority risks. The findings showed that the
RFMEA method would be effective for project managers in
dealing with risk management issues in R&D projects. The
discussions presented will provide guidelines for practitioners
in the industry. [17]
M. Tshiki (2015) Critical Success Factors (CSFs) have
been defined as characteristics, conditions or variables that can
have a significant impact on the success of a project when
properly sustained, maintained or managed.[39]
M. Graner,M. Behr (2015) The purpose of this paper is to
analyse the use of methods in new product development and
their impact on product success.[40]
Angappa Gunasekaran (2017) Concurrent Engineering
(CE) is a systematic approach to the integrated, simultaneous
design of both products and their related processes, including
production. A number of research reports are available in the
literature to deal with CE and its applications in manufacturing
industries. However, the application of CE in Process
Industries (PI) has not received enough attention from
researchers and practitioners for improving productivity and
quality. To use CE effectively in process industries requires
accuracy of data and a common architecture. In PI, the
products are processed with minimal interruptions in any one
production run or between production runs of products that
exhibit process characteristics, such as liquids, fibers, powders
and gases. The general characteristics of this industry add
value to materials by mixing, separating, forming, or chemical
reactions. PI often initiates their flow with only a few raw
materials and subsequently process a variety of blending and
respiting operations. Nevertheless, there are many common
characteristics such as material and information flow between
manufacturing and PI. This indicates the application areas of
CE in PI and hence to improve the competitiveness of PI in
terms of flexibility and responsiveness. An attempt has been
made in this paper to study how CE can be utilized to design
products, production system, and production planning and
control (PPC) system for improving productivity and quality
in PI.[12]
Aniket Bipin, Pratik, Vipul (2017) This paper intend to
carry a review of the concurrent engineering in various
sectors, and the traditional methods as well as development of
new products by advanced method based on a new approach.
[41]

S. Pretorius,H.Steyn,T.J.Bond (2017) Appropriate

balance of leadership styles
Cezar-Petre Simion (2018) The article aims to analyze the
main features of the risk management process in R & D
projects in Romanian organizations. In the article, the risk
management process in the projects carried out by the
Romanian organizations is surprised at all stages: risk
identification, risk analysis and project risk response.
Organizational risk management influences the way in which
risk identification and analysis are integrated into the
management of R & D projects. The level of residual risk
during the project implementation period depends on how
project managers address the identification of risks in the
initial stages of their preparation. In most projects, resources
are not allocated to team members with exclusive risk
management responsibilities, but they are usually assumed by
the project manager.[16]
R.Cooper (2019) Why are some new products so
successful and some companies outstanding performers in new
product development? This article identifies success factors
from numerous research studies into NPD performance in
Industry. Three categories of success drivers have been
defined.[19]
III. CONCLUSION
This paper focuses only on the literature review of
previously published studies. The findings of this study the
concurrent Engineering has been a topic of interest since the
late 1980s. There is still some confusion about the concept,
and the issues associated with its successful implementation.
This article seeks to add to the body of knowledge in these
areas by drawing on recent Australian Surveys and case
studies of concurrent engineering in Australian firms.
Concurrent engineering practices still face enormous
challenges. Virtual teams are used to share development costs
and shortening the time to market. To increase the efficiency
of design process, it is necessary to avoid interpretation
conflicts. This article presents a system framework to resolve
terminology conflicts. It defines the simultaneous or
concurrent engineering (CE) approach to product
development.
Concurrent engineering is a systematic approach to the
integrated, simultaneous design of both products and their
related processes, including production. To use CE effectively
in process industries requires accuracy of data and a common
architecture, writes the authors. The authors develop a
concurrent engineering environment, called PRO-ART, which
is based on four main ideas.
The development of successful new products is today of
challenge to most consumer product companies. Due to focus
at core competencies, suppliers need to be involved. An inter-
organizational approach is necessary to reduce throughput-
time, improve quality, and lower costs.
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