Concurrent Teams

IGDS Concurrent Engineering Module, 25th February 2003

IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
What are ³concurrent teams?´ What elements should they contain? Should all disciplines be involved? What type of people do we need? Do different levels of teams need different disciplines and/or types of people? for example ««.
IGDS Concurrent Engineering Module, 25th February 2003

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Concurrent Teams
Human Resources, Engineering Resource Development Planning and Control Research and Technology, Engineering Processes & Methods Systems Design / Structures Future Projects Flight Physics Support in service Production Manufacturing Engineering Procurement / Supply Chain Management Product Integrity

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Project Inception

First Flight

Entry into Service

Out of Service

FUNCTIONAL INVOLVEMENT THROUGH PRODUCT LIFE
IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
Some Issues ««.. 
How are team members chosen?  How are teams formed or disbanded?  Are internal team dynamics important?

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How do we deal with multi-layered matrix management?  How do teams accommodate individual accountabilities and responsibilities?  Do modern electronic forms of communication make co-located teams obsolete?  What skills do today¶s engineers need?  What are today¶s ³scarce´ skills?

IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
How are team members chosen?
Why do you want a particular person in your team?

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A close friend ? Someone you admire ? Good technical skills ? Good people skills ? Makes decisions quickly ? Experienced ? Female / Male ? Easy to boss around ?

Too challenging ? Too aggressive ? Not a team player ? Too ³tech-ie´ and sad ? Too new to the company ? Female / Male ? Too senior for available role ? Friend of the boss ?

IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
How are team members chosen?
Why do you want a particular person in your team?

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Source - Meredith Belbin Team Roles At Work, 1993 IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
How are teams formed (and disbanded)? 
Do they just join the team when they are available?  Are they the people you want or are they the ones that
are available?  How do you get the person you really want, but who is being under-used in another role?

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Do you have a formal team launch event? Do you invite your customer? Do you invite your suppliers? How do you find out if your suppliers can actually do the job? 

Do you hang on to good people ³just in case´?  Do you hold a celebration event on disbanding?
IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
Are internal team dynamics important?
Belbin - Team Roles

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Source - Meredith Belbin Team Roles At Work, 1993

IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
Are internal team dynamics important?
Belbin ± Styles of Leadership

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Source - Meredith Belbin Team Roles At Work, 1993

IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
Are internal team dynamics important?
Margerison and McCann

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The Team Management Wheel
Source ± Margerison & McCann Team Management, 1990

IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
How do we cope with multi-layer matrix management ?

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IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams

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How do we cope with multi-layer matrix management ? Management and integration oriented teams A380 Design & Build oriented teams
ACMT
Aircraft Component Management Team

Landing Gear

Wing

CMIT
Component Management Integration Team

Ailerons Spoilers

Equipped Wing

Wing box

Slats/ Flaps

IDBTs
Integration Design & Build Teams

Fixed Leading Edge

Fixed Trailing Edge

Midbox

Stage 1 and 2

CDBTs
Component Design & Build Teams

Mid FLE

J-Nose

Bathtub

Inboard Covers

Ribs

Outboard Covers

IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
How do teams accommodate individual accountabilities and responsibilities?
To be successful, each team should have : ‡ A clear set of objectives and timescales. ‡ A single person accountable for the team¶s deliverables. ‡ A person who takes responsibility for resource issues.

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‡ A person who takes responsibility for project management. ‡ Some innovative team members. ‡ Appropriate technical experts. ‡ People who are simply ³workers´ ± probably the majority. ‡ Good visibility of their suppliers and customers. ‡ Mutual tolerance and respect.
IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
Do modern forms of communication make teams obsolete?
Electronic data vaults - Single source of the latest data.
Enables dispersed working. Permits ³follow the sun´ working. ««. But «« makes quality and task management more difficult and is no use when ³the system goes down´.

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Electronic mail
««. But ««

- No time restrictions on communications.
Copy can be stored in paperless form. product liability dangers; relies on good common language writing skills; useless if ³the system is down´.

People still need to meet and to see for themselves.
IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
What (skills) do today¶s engineers need? 
       
High level technical skills. For some, leadership skills. Good business understanding. Good interpersonal and team working skills. The ability to think innovatively. The ability to challenge. Speak at least one other modern language. The desire to develop themselves. Adaptability, and ««««..

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A sense of humour.
IGDS Concurrent Engineering Module, 25th February 2003

A sort of ³Concurrent People´

Concurrent Teams
What (skills) are ³scarce´ today?
High level technical skills. For some, leadership skills. Good business understanding. Good interpersonal and team working skills. The ability to think innovatively. The ability to challenge. Speak at least one other modern language. The desire to develop themselves. Adaptability, and ««««.. A sense of humour.

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IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams
Is knowledge management important?

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No « in Airbus, it¶s critical !! 
Being world leaders, we can rarely recruit the skills we need, we have to develop our existing staff ourselves.  With a product life cycle that can be 70 years, we have to maintain all the skills to support our legacy aircraft.  We need to manage the exit of our staff, to ensure we minimise the loss of skill, experience, etc. through coaching our younger and/or less experienced staff.  Where possible, electronic knowledge management of processes is used.

IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams

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Concurrent People

Concurrent Teams

Concurrent Engineering

IGDS Concurrent Engineering Module, 25th February 2003

Concurrent Teams

AIRBUS
IGDS Concurrent Engineering Module, 25th February 2003

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