Three Concurrent Engineering Problems in Product ... - DSpace@MIT
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Three Concurrent Engineering Problems in Product ... - DSpace@MIT
Concurrent Engineering in the Small. • Projects are executed by a cross-
disciplinary team (5 to 20 people). • Teams feature high-bandwidth technical.
Managing Complex System Development Projects Prof. Steven D. Eppinger Massachusetts Institute of Technology Sloan School of Management Engineering Systems Division Leaders for Manufacturing Program System Design and Management Program
• Systems Integration – Organization-Based DSM – System Architecture-Based DSM – Example: Engine Development
• DSM Web Site
Industrial Examples and Research Sponsors
i ntel F I A T
Concurrent Engineering in the Small • Projects are executed by a cross-disciplinary team (5 to 20 people). • Teams feature high-bandwidth technical communication. • Tradeoffs are resolved by mutual understanding. • “Design and production” issues are considered simultaneously.
Concurrent Engineering in the Large • Large projects are organized as a network of teams (100 to 1000 people). • Large projects are decomposed into many smaller projects. • Large projects may involve development activities dispersed over multiple sites. • The essential challenge is to integrate the separate pieces into a system solution. • The needs for integration depend upon the technical interactions among the subproblems.
Sequencing Tasks in Projects Three Possible Sequences for Two Tasks
A
A
A
B
B
Independent (Parallel)
Interdependent (Coupled)
B
Dependent (Series)
IDEF Diagrams
• •
We can represent the important task relationships. It is difficult to understand large, complex diagrams.
The Design Structure Matrix: An Information Exchange Model A B C D E F G H I J K L A B C D E F G H I J K L
• • • • • • • • • • •
Interpretation: • Task D requires information from tasks E, F, and L. • Task B transfers information to tasks C, F, G, J, and K. Note: • Information flows are easier to capture than work flows. • Inputs are easier to capture than outputs.
•
Donald V. Steward, Aug. 1981 IEEE Trans. on Eng'g Mgmt.
The Design Structure Matrix (Partitioned, or Sequenced) B C A K L J F I E D H G
Task Sequence
B C A K L J F I E D H G
•
Sequential
• Parallel
• • •
Coupled
• • • •
• • •
Note: Coupled tasks can be identified uniquely. The display of the matrix can be manipulated to emphasize certain features of the process flow.
x x x x • x x x x x x • x • x x x x • x x x • x x x x • O O O x x x x • x x x x x x x x x • x x x x x x • x x x x • x x x x x x • x x x x x • x x x x x x x x x x x • x x x x x x x x x • x x x x x x x x x x x x x x x x x x x x x x x x x x
x
x
Generational Learning Potential Iterations O
x
O
x
x
x
x
x
x x x x x • x x x • x x x x x x • x x x x x x • x x x x x x • x x x x • x x x x x • x x x • x x • x x x x x x
x
x x
Sequential Activities x
x x
x
x
x x x
x x x x
O
O
O
O
O
O • x x • x • x • x
x x
O
O
O
O O
x x
O O
O
O
O
x • x • O x • x x • x • x • x x x x x
O
O
x
x x
O
O O O
O
• • x x
x
• x • • x x x • x •
x
O O O
O
x x
x
x x x
x x x
x x
x x •
x
•
x
• x x
• x x x • x x x •
x
x x
x
x
x
= Planned Iterations
O = Unplanned Iterations
O O •
x x x
x x = Information Flows
O
O
x x x
O O O O
•
x x
x
O
• = Generational Learning
x x
x x
x x
x x
x
x
x x
x x
x x x x
• x x x x
x x
• x x x • x x x • x x • x
x • x •
intel
How to Create a Task-Based Design Structure Matrix Model 1. Select a process or sub-process to model. 2. Identify the tasks of the process, who is responsible for each one, and the outputs created by each task. 3. Lay out the square matrix with the tasks in the order they are nominally executed. 4. Ask the process experts what inputs are used for each task. 5. Insert marks representing the information inputs to each task. 6. Optional: Analyze the DSM model by re-sequencing the tasks to suggest a new process. 7. Draw solid boxes around the coupled tasks representing the planned iterations. 8. Draw dashed boxes around groups of parallel (uncoupled) tasks. 9. Highlight the unplanned iterations.
Design Iteration • Product development is fundamentally iterative — yet iterations are hidden. • Iteration is the repetition of tasks due to the availability of new information. – changes in input information (upstream) – update of shared assumptions (concurrent) – discovery of errors (downstream)
• Engineering activities are repeated to improve product quality and/or to reduce cost. • To understand and accelerate iterations requires – visibility of iterative information flows – understanding of the inherent process coupling
Lessons Learned: Iteration • Development is inherently iterative. • An understanding of the coupling is essential. • Not everything should be concurrent in concurrent engineering. • Iteration results in improved quality. • Iteration can be accelerated through: – information technology (faster iterations) – coordination techniques (faster iterations) – decreased coupling (fewer iterations)
• There are two fundamental types of iteration: – planned iterations (getting it right the first time) – unplanned iterations (fixing it when it’s not right)
Decomposition, Architecture, and Integration Decomposition is the process of splitting a complex system into sub-systems and/or components. System architecture is the resulting set of interactions among the components. Integration is the process of combining these sub-systems to achieve an overall solution. System integration needs are determined by the chosen decomposition and its resulting architecture. We map the structure of interactions in order to plan for integration.
E.V.A.P. Fuel System Air Cleaner Throttle Body Accessory Drive
Electrical System
Ignition
Engine Assembly Electronic Control Module
Integration Team
PDT-to-System-Team Assignments
Lessons Learned: Integration • Large development efforts require multiple activities to be performed in parallel. • The many subsystems must be integrated to achieve an overall system solution. • Mapping the information dependence reveals an underlying structure for system engineering. • Organizations can be “designed” based upon this structure.
System Architecture Example: P&W 4098 Jet Engine •9 Systems •54 Components •569 Interfaces
Lessons Learned: Product/System Architecture • Hierarchical system decompositions are evident. • System architecting principles are at work. • There is a disparity between known interfaces and unknown interactions. • Integrating elements may be functional and/or physical. • Hypothesis: Density of known interactions– novel
experienced
optimization
learning sparse
mature
dense
clustered
Types of DSM Models and Analysis Data Type
Analysis Type
Task
Sequencing Iteration Overlapping
Parameter Organization
Clustering Component
MIT Design Structure Matrix Web Site http://web.mit.edu/dsm •Tutorial •Publications •Examples •Software •Contacts •Events
