U18AUE0023-

PRODUCT LEFECYCLE
MANAGEMENT
UNIT -III
COLLABORATIVE PRODUCT DEVELOPMENT

Dr J D Andrew Pon Abraham

Assistant Professor-II
Department of Automobile Engineering.
 COLLABORATIVE PRODUCT DEVELOPMEN

 Engineering Vaulting

 Product Reuse, Smart Parts

 Engineering Change Management

 Bill of Materials and Process Consistency

 Digital Mock-Up and Prototype Development,

 Design for Environment

 Virtual Testing and Validation

 Marketing Collateral
 Engineering Vaulting
 Identifying and consolidating all the engineering specifications and
characteristics in one repository, is a tremendous benefit to organizations.
People began to work on different versions of what they thought was the same
product information, and also to redo their work when they discovered the
inconsistency.
However, it is not enough simply to vault the product information. At the time of
its vaulting, the product information needs to be categorized so that it can be retrieved.
 Some categorization, particularly geometric features (such as inner diameters
and outer diameters), can be built into the design process.
The software may even recognize and categorize simple parts, such as bolts,
screws, and fasteners.
 Other, more complex parts require human categorization.

 Such categorization is often dependent on the practice that has been established

within the organization rather than on any absolute or objective criteria.

 The same part may be categorized differently in different organizations depending

on their usage of the part and their previous practices.

 In order to create an effective vault, the key to categorization is consistency.

 If organizations can create vaults where they can consistently categorize the part or

product and then consistently retrieve it on demand, these organizations can create a

valuable asset that they can use to trade off for wasted time, energy, and material.
 Product reuse

 In a number of organizations, the easy answer to a functional requirement for a part is

simply to redesign it again.

 What organizations want to do is to maximize the use and minimize the duplication of

parts that have already been designed.

 Part duplication and proliferation throughout the organization is probably the single

most expensive source of inefficiency within an organization.

 Collapsing multiple duplicate parts down to a single part is a tremendous source of cost

savings for most organizations.

 The idea behind part reuse is that engineers, when faced with a functionality

requirement, will first search through the parts repository system to determine if a

part that will fulfill this function already exists.

 While the reuse of simple and common parts is straightforward, the reuse of more

complex parts, components, and subsystems needs additional attention.

 Where informal practices that have been developed have been confined to a local

group, the globalization of the design effort will require that these practices be

captured and maintained with the product information.

 Start and Smart Parts

Closely related to parts reuse is start and smart parts.

Start parts are prototypical forms of the building blocks that are used to create

new products. Examples: Fasteners, gears, and housings.

 Start parts are complementary to reusable parts.

 If the part can be used in its entirety, then parts reuse is highly efficient.

 However, if the part cannot be reused in its entirety, but must be modified, the

modifications necessary to take the part back to a form that can be built on for the

new part can be highly time consuming.

 Smart parts are also complementary to parts reuse.
 Smart parts are parts that are not only fully approved and working parts, but they
have modification rules built into them.
 When the part needs to be scaled for a different use, the intelligence of how it
scales is built in.
 Example, if a bolt that is designed to support a certain weight needs to be longer,
it will also increase its cross-section in order to maintain the same weight rating.
 General Electric has used smart parts on far more complicated parts,
such as those that make up jet engines. Very sophisticated rules about heat
exchange, tensile strength, and minimum and maximum nozzle diameters are
embedded in their smart parts.
 Engineering Change Management
Change Orders (CO) - orchestrate, plan, assign and monitor all implementation
activities.
 Provides full visibility, validation, and completeness of modifications done across all
impacted functions/domains.
 Change order owners can define the change scope and plan its execution and
dependencies across functional groups.
 Monitors the progress of the change and maintains traceability to each impacted
function by creating change actions.
Change Actions (CA) - are the technical authority for each function to perform the
specified scope of the change.
 Each technical function is empowered to incorporate changes as necessary and obtain
peer validation and approval.
 Provides the instructions of what is being proposed and tracks all realized
modifications performed by the technical assignee and contributors.
 Change coordinators define and assign CA to affected organizations during the change
proposal and assessment stage of the change process.
 Business owners and contributors have visibility to change status and can see the
actions assigned to them.
The engineering change process is managed from the time an Engineering Change
Request (ECR) is made until the time an Engineering Change Order (ECO) is
implemented.
• The change management process utilizes the two object change management model:
 Engineering Change Requests (ECR) are used to identify problems or
required
changes relating to existing business objects.
 Engineering Change Orders (ECO) are used to specify the exact changes
made to the new revisions of the objects in order to satisfy an approved ECR.
• Each new revision is connected to the ECO.
• The ECO is connected to the ECR so that information can be easily obtained
through object navigation.