Concurrent engineering is a strategy where all product development tasks are done in parallel by collaborating individuals, groups, and departments. It aims to reduce time to market and adapt quickly to changing needs. While implementation is challenging, concurrent engineering provides long-term competitive advantages like removing the need for multiple design reworks.

1. CONCURRENT ENGINEERING
Submitted to :
Ms. Papiya Bhowmik
Submitted by :
Satyam Singh 110106247
Sanjay Sharma 110106241
Sushil Kumar Singh 110106282
Vishal Singh 110106303

2. Concurrent engineering, also known as simultaneous engineering, is a method of designing and developing products, in which the
different stages run simultaneously, rather than consecutively. It decreases product development time and also the time to market,
leading to improved productivity and reduced costs.
Concurrent Engineering is a long term business strategy, with long term benefits to business. Though initial implementation can be
challenging, the competitive advantage means it is beneficial in the long term. It removes the need to have multiple design
reworks, by creating an environment for designing a product right the first time round.
Concurrent engineering is a work methodology based on the parallelization of tasks (i.e. performing tasks concurrently). It refers
to an approach used in product development in which functions of design engineering, manufacturing engineering and other
functions are integrated to reduce the elapsed time required to bring a new product to the market.
CONCURRENT ENGINEERING

3. Is a strategy where all the tasks involved in product development are done in parallel.
Collaboration between all individuals, groups and departments within a company.
•Customer research
•Designers
•Marketing
•Accounting
•Engineering
CONCURRENT ENGINEERING

4. • React to the changing market needs rapidly, effectively, and responsively.
• To reduce their time to market and adapt to the changing environments.
• Decisions must be made quickly and they must be done right the first time out.
• Concurrent engineering is a process that at must be reviewed and adjusted for continuous improvements of engineering
and business operations.
NEED FOR CONCURRENT ENGINEERING

5. THE CONCURRENT ENGINEERING APPROACH
• Concurrent engineering is a business strategy which replaces the traditional product development process with one in which
tasks are done in parallel and there is an early consideration for every aspect of a product's development process.
• This strategy focuses on the optimization and distribution of a firm's resources in the design and development process to
ensure an effective and efficient product development process.
• It mandates major changes within the organizations and firms that use it due to the people and process integration
requirements.
• Collaboration is a must for individuals, groups, departments, and separate organizations within the firm. Therefore, it cannot
be applied at leisure.
• A firm must be dedicated to the long term implementation, appraisal, and continuous revision of a concurrent engineering
process.

6. HOW TO APPLY CONCURRENT ENGINEERING
Commitment, Planning, and Leadership
Concurrent engineering is not a trivial process to apply.
If firms are going to commit to concurrent engineering then they must first devise a plan.
This plan must create organizational change throughout the entire company or firm.
There must be a strong commitment from the firm's leadership in order to mandate the required organizational changes from
the top down.
Concurrent engineering without leadership will have no clear direction or goal.
• On the other hand, concurrent engineering with leadership, management support, and proper planning will bring success in
today's challenging market place.

7. HOW TO APPLY CONCURRENT ENGINEERING
Continuous Improvement Process
• Concurrent engineering is not a one size fits all solution to a firm's development processes.
• There are many different aspects of concurrent engineering which may or may not fit in a corporation's development process.
• Concurrent engineering is only a set of process objectives and goals that have a variety of implementation strategies.
• Therefore, concurrent engineering is an evolving process that requires continuous improvement and refinement.
• This continuous improvement cycle consist of planning, implementing, reviewing, and revising.
• The process must be updated and revised on a regular basis to optimize the effectiveness and benefits in the concurrent
engineering development process.

8. HOW TO APPLY CONCURRENT ENGINEERING
Communication and Collaboration
The implementation of concurrent engineering begins by creating a corporate environment that facilitates communication and
collaboration not just between individuals, but also between separate organizations and departments within the firm.
This may involve major structural changes, re-education of the existing work-force, and/or restructuring of the development
process.

9. PRACTICAL APPLICATION OF CONCURRENT ENGINEERING
Toyota Motor Corporation

10. Three T’s of Concurrent Engineering
An examination of successful concurrent engineering transformations in industry revealed the presence of an interaction
between three underlying elements as the three T’s of concurrent engineering. These are:
Tool: Involves the material infrastructure.
Training: Relates to the human aspect and includes educating personnel on the use of appropriate tools.
Time: Considers realistic expectations terms of setting targets.
The three T’s of concurrent engineering are dynamic by nature, that is the type of tools, areas of training, and realistic estimates
of time constantly change in light of new innovations and discoveries.

11. • Decrease product development time
• Improve profitability.
• Greater competitiveness.
• Better control on design & manufacturing cost.
• Close integration between departments.
• Enhanced reputation of the company and its products.
• Improve product quality.
• Promotion of team spirit.
Objectives of Concurrent Engineering

12.  30-70% reduction in development circle.
 65-90% fewer engineering changes.
 20-90% reduction in time to market.
 200-600% improvement in product quality.
 20-110% better white collar productivity.
 5-50% higher sales.
 20-120% higher return on investment.
 100-200% higher customer satisfaction.
BENEFITS

13. • Excessive amount of modification.
• Little attention to manufacturability issues of the product at the design stage.
• Uncontrolled late design cost.
• The likelihood of late changes usually leads to expensive changes to tooling and other equipment.
WEAKNESSES