Society of Concurrent Product Development <ul><li>MISSION & </li></ul><ul><ul><ul><ul><ul><li>BODY OF </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>KNOWLEDGE </li></ul></ul></ul></ul></ul>
Table of Contents <ul><li>CE Concurrent Practices </li></ul><ul><li>SOCE Vision </li></ul><ul><li> Mission </li></ul><ul><li> Objectives </li></ul><ul><li>Values </li></ul><ul><li>SOCE BOK - Body Of Knowledge </li></ul><ul><ul><li> First Decade </li></ul></ul><ul><ul><li> New Millennium </li></ul></ul>
CE - The First Definition Concurrent Engineering (CE) is a systematic approach to the integrated, concurrent design of products and their related processes, including manufacturing and support. This approach in intended to cause developers, from the outset, to consider all elements of the product life cycle from concept through disposal, including quality control, cost scheduling, and user requirements. Source: Institute for Defense Analysis, June 1988.
CE - IPD - CPD Integrated Product Development (IPD) is a philosophy that systematically employs a teaming of functional disciplines to integrate and concurrently apply all necessary processes to produce an effective and efficient product that satisfies the customer’s needs. There is no checklist for implementing IPD because there is no one solution … each application will be unique. Source: USAFMC Guide on IPD, Number 19934
CE/CPD - Chronology 1983 Reinertsen R&D Compete On Time 1983 Stalk/Hout R&D Compete On Process 1985 Cooper Phased Process Structures 1988 IDA Definition Of CE & Team 1988 Clausing/Hauser QFD 1990 Business Week Cover Story On CE 1994 Hauser/Griffin VOC Refined From QFD
CE/CPD - Scope …… . “In The Large” ……. CE involves the correct interplay of functional departments including customers and suppliers; and supporting infrastructure technologies. …… . “In The Small” ……. CE involves the correct interplay of individuals whose intelligence and skills are necessary to successfully bring new products to market; and the supporting infrastructure technologies.
CE/CPD - Benefits Benefits of CE and IPD include 30% to 70% less development time, 65% to 90% fewer engineering changes, 20% to 90% less time to market, 200% to 600% higher quality, and 20% to 110% higher white collar productivity. Source: National Institute of Standards & Technology, Thomas Group Inc., and Institute for Defense Analysis, Business Week, April 30, 1990.
Vision To be recognized by industry, academia, and by other professional societies as the best value source to attain the knowledge necessary to achieve advanced product development capabilities and practices.
Mission - New Millennium <ul><li>To further the development of </li></ul><ul><li>and to promote the application of </li></ul><ul><li>Concurrent Engineering (CE) and Integrated Product Development (IPD) </li></ul><ul><li>in </li></ul><ul><li>companies and organizations worldwide. </li></ul>
Objectives - New Millennium ….SOCE Mission Statement During 1990s 1. Disseminate knowledge to promote understanding of Concurrent Engineering (CE) and Integrated Product Development (IPD) concepts and processes. 2. Provide a continuous forum for networking and sharing of ideas among professionals in all disciplines involved in product development. 3. Improve enterprise effectiveness by expanding the CE/IPD Body of Knowledge by emphasizing the implementation of practical approaches in industry.
Objectives - New Millennium ….1990s Mission Statement Expansion 4. Participate in the origination and/or refinement of the Concurrent Engineering knowledge using both internal capabilities and collaborative relationships. 5. Foster a continuous learning organization by maintaining a SOCE Body Of Knowledge that remains comprehensive while focusing resources and activities on emerging and leading-edge techniques. 6. Operate to achieve multi-national and multi-lingual communications and text capabilities.
Values Leadership To embrace rapid product realization techniques and to advance our nation’s economy, driven by ourselves, our companies and our Sponsors. Member Recognition To individuals in our organizations as facilitators of improvement, to our companies and to Sponsors for foresight in fostering environments that lead to the adoption of improved design practices. Learning To satisfy our thirst for continuing personal development and renewal and to provide an accessible resource for industry as a whole, bringing new knowledge and skills to the workplace. Networking To stay abreast of industry trends, to interact with like- minded professionals and to identify opportunities for business relationships. Friendship To make professional acquaintances and to solidify old relationships; taking the SOCE meeting as a professionally rewarding yet enjoyable “time out” from the pace of daily work.
BOK - Body Of Knowledge SOCE defined the BOK that it would pursue within a year of the founding of the organization, July 1992. The final Version 2.6 solidified early in 1994. The huge advancements of the late 1990s have resulted in the need to update the BOK. Version 3.0 contained herein begins a multi-month discussion and revision process across SOCE and Chapter organizations. The new SOCE BOK is expected to stabilize again late in the year 2000, or early in 2001.
BOK - Usage & Criticality SOCE’s BOK get exercised regularly. Topics for the programs of all Chapters, Conferences, and Newsletters are based on the scope and range of the BOK. Companies and organizations benchmark themselves against the BOK. Smart Professional Organizations have received approval of their BOK as an ANSI National Standard.
BOK - Maturation Time Bodies of knowledge typically take 30-50 years to fully mature, some take many more. The SOCE Body Of Knowledge is quite new, all things considered. Knowledge areas covered in the SOCE BOK date to 1983 when the earliest work was published that implied Concurrent Engineering techniques. In reality, the earliest time stamp on the SOCE BOK is somewhere between 1988 [Public Sector] and 1990 [Private Sector].
BOK - The Five Pillars <ul><li>STRATEGY How to grow profitably in target markets </li></ul><ul><li>PEOPLE How to get the best out of your most valuable assets </li></ul><ul><li>PROCESS How to get the right product to delight your customers </li></ul><ul><li>TOOLS How to develop products on time to cost to specifications at the highest quality and reliability levels </li></ul><ul><li>TECHNOLOGIES How to execute new product development most efficiently and effectively </li></ul>
BOK - 1990s Evolution of Technology EMERGENCE OF INTERNET - Research, Commerce, ... INCREASE IN COMPUTER SPEED - Virtual Reality, Visualization, Modeling, ... ACHIEVEMENT OF GLOBALIZATION - Seamless work across WW geographies REALIZATION OF DIGITAL SPEED & WORLD - Information can now be moved instantly.
BOK - 1990s Evolution of Process VOC SPECIFICALLY CULLED OUT FROM QFD PRODUCT SELECTION BEFORE DEFINITION GATES ARE COMPLEX, NOT BINARY ALONE PRODUCT PORTFOLIO ANALYSIS PROCESS TO BUSINESS STRATEGY LINKAGE METRICS AS A MANAGEMENT SCIENCE
BOK - Merging Process & Technology “ MOVING TO A “SECOND-GENERATION” OF AUTOMATION CAPABILITY, …. FUELED A “SECOND-GENERATION” LEVEL OF PROCESS MATURITY. Computer technologies no longer automate the individual tasks that people perform at their location. Computer technologies now enable the tasks that groups of people perform together making geography irrelevant.” - Quote by Bradford L. Goldense, SOCE President
BOK - The Roaring 1990s Specific Examples EARLY 1990s 3-5 Years Months or Weeks Country Borders Design In Years Production Analog LATE 1990s 1-3 Years Weeks or Days NAFTA & EC Design In Months Service Digital TOPIC TIME HORIZON TIME UNITS GEOGRAPHY INNOVATION PRODUCTIVITY PRECISION
BOK - The Roaring 1990s Specific Examples EARLY 1990s PROJECT APPROVAL QFD ARCHITECTURE 3D/CAD PRODUCT COSTING LATE 1990s CAPTURE LIGHTBULB VOC, EQFD PLATFORM, MODULARITY, REUSE VIRTUAL REALITY, VISUALIZATION, CAE TARGET, ACTIVITY, LIFE-CYCLE