The document discusses a case study of improving concurrent engineering and multifunctionality at a capital goods company. The company had a large portfolio of projects undergoing frequent changes that caused delays, especially for larger projects. Concurrent engineering was not effectively implemented. FeedBackground helped by redefining the development process according to ISO standards, planning projects simultaneously to share resources, establishing weekly deadlines, and promoting cultural change around concurrent engineering and teamwork. As a result, delays were reduced by over 25% and new products launched with fewer issues.

1. Case Study
Concurrent engineering and multifunctionality
improvement in a capital goods company
There is a highly critical suitable moment in time for
effectiveness and efficiency in the simultaneous
development of many projects involving shared resources.
FeedBackGround has been fortunate enough to work
frequently towards achieving motivation, productivity and
results in multidisciplinary teams who need to share
common resources. Let’s take a look at a specifically
successful case.
Executive Summary Strategy/Approach
 Our client had a project portfolio containing a large Feedbackground’s contribution to this project was as
number and variety of projects follows:
 Redefine the development process in accordance
 The perspectives for projects already under was too with the ISO 9000 and the ISO 166000
often underwent changes
 Simultaneous planning of the projects as a whole
 The larger projects inevitably suffered delays, some
and how they coincide in requirements of shared
of them excessive resources
 (Many) people involved in the projects evidently
 Participation-coach in multifunctional groups to
felt a dissatisfaction that affected relations discipline the job (learning by doing)
 Overreach supersaturated both the system and the  Establishment of advanced takt time for projects:
few existing project leaders within a week
 Concurrent engineering was such in name only,
 Promotion of new profiles to junior project heads
since the guidelines were not followed
 Contribution of work motivation guidelines
 Fortunately, this issue was addressed in the recently
defined 3-year strategic plan 
Opportunity Results
 The future of this type of company involves the proper  Project consisting of two days a week over a 12-
development of product together with efficiency month period with the participation of a senior and
a junior consultant
 The innovation process is subject to guidelines and...
not anything goes; concept of filtering process for  Delays reduced to less than 25% of what had
selection previously been usual
 Project leaders present profiles appreciated  Development bottlenecks controlled simply by
everywhere, although thin on the ground organization and the promotion of juniors already
working on the projects to project leaders
 Possible Quick wins in projects already under way
formalizing the multi-functionals  Introduction of the cultural change regarding what
authentic concurrent engineering and
 Much of the work has to do with intellectual capital
multifunctional teamwork really are
and discipline, both interesting differential factors
 New products on the market with fewer incidents at
 The notion-obsession of project heads and launching
multifunctional teams: within a week!
Contact name: Màrius Mollà
Position: Partner and Director of Projects
marius.molla@feedbackground.com Customer Experience – Julyl 2012
Telephone:+34 619762870 www.feedbackground.com