Organizing, Managing, and Measuring Concurrent Engineering

  • Sammy G. Shina


This chapter will discuss nontechnical but very important aspects of concurrent engineering: organizing, managing, and measuring the interdisciplinary effort required. When introducing these concepts to an organization, it is important that the different parts of the organization see this effort as an opportunity to represent their particular needs and concerns; yet they have to agree on a common set of goals that benefits all. The results of not paying attention to team building and reducing interdisciplinary conflict could put the concurrent engineering effort at risk.


Team Member Project Team Team Leader Design Guideline Quality Function Deployment 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Suggested Reading

  1. Eekels, J. “The decision structure in the management of multidisciplinary design projects.” Proceedings of the ICED. Zurich: Heurista, 1985.Google Scholar
  2. Deming, Edwards. Out of the Crisis. MIT Center for Advanced Engineering Studies, 1986.Google Scholar
  3. Faraci, P. “New plotter design draws on teamwork.” Automation Magazine, March, pp. 44–46, 1988.Google Scholar
  4. Garret, Ronald. “Eight steps to simultaneous engineering.” Manufacturing Engineering ( Journal of the SME ), November, 1990.Google Scholar
  5. Gunn, Thomas G. Manufacturing for Competitive Advantage. Cambridge, Mass.: Ballinger Publishing Company, 1982.Google Scholar
  6. Hall, Robert. Zero Inventories. Homewood, Ill.: Dow Jones Irwin, 1983.Google Scholar
  7. Holusha, John. “Beating Japan at its own game.” The New York Times, July 16, Section 3, pp. 3–7, 1989.Google Scholar
  8. Hunsaker, P. and Alessandra, J. The Art of Managing People. Englewood Cliffs, N.J.: Prentice-Hall, 1980.Google Scholar
  9. Imai, Masaaki. Kaizen, The Key to Japan’s Competitive Success. New York: Random House Business Division, 1986.Google Scholar
  10. Kerzner, Harold. Project Management. New York: Van Nostrand Reinhold, 1979.Google Scholar
  11. Mohr, William. Quality Circles. Reading, Mass.: Addison Wesley, 1983.Google Scholar
  12. Nikou, E. Communications plus team building = product success. Printed Circuit Assembly Magazine, April, 1989.Google Scholar
  13. Shina, S. “The Technologist.” Keeping Pace with Change, The Challenge for Engineers. A joint conference of Northeastern University College of Engineering in Collaboration with the Massachusetts High Technology Council, September 1984.Google Scholar
  14. Spartz, D. Management Vitality: The Team Approach. Dearborn, Mich.: Society of Manufacturing Engineers Press, 1988.Google Scholar
  15. Spitz, S.L. “There is more to DFM than technology.” Electronic Packaging and Production Magazine, September, 1990, pp. 29–30.Google Scholar
  16. Schonberger, Richard. World Class Manufacturing. New York: The Free Press, 1984.Google Scholar
  17. Schonberger, Richard. Japanese Manufacturing Techniques. New York: The Free Press, 1982.Google Scholar
  18. Stuelpnagel, Thomas. “Total quality management.” Journal of National Defense, November 1988, pp. 57–62.Google Scholar
  19. Young, John A. “Technology and competitiveness: A key to the economic future of the United States.” Science Magazine, Vol. 241, 15 July, 1988.Google Scholar

Copyright information

© Van Nostrand Reinhold 1991

Authors and Affiliations

  • Sammy G. Shina
    • 1
  1. 1.University of LowellUSA

Personalised recommendations