Concurrent Engineering (Essay Sample)

Topic: Concurrent engineering
Name:
Course:
Instructor’s Name:
Date:
"What are the major challenges to managing projects in a concurrent engineering process”?
Introduction
Concurrent engineering is the process of together task performance thus a combined process in the product performance. Through such tasks, the companies involved in the task performance usually have the capabilities in the differentiated groups. Through this, the task performance is usually co-relation in the sense that there is the distribution of the duties among the companies.
This process enhances the cost effectiveness in the products produced. The amount of the costs incurred is usually shared among the companies involved thus reduction in the amount of each company’s contribution. The approaches used in the development of the project in the design process of the project. The integration of the development project helps in the reduction of the time used in the production process that is required for the product manufacture into a useable product.
This is a new design for the management system designs thus improving on the management strategies (StjepandicÌ, 2013). However being a pool of teams to conduct the process, it offers various threats in the management as the interested parties want to be the heads. This makes the project to pose conflicts among the parties as they try to struggle for the seats. The success of the venture brings the conflicts in the struggle for power among the various companies used.
No training in teamwork
In the involvement of the team engineering, there is the lack of the teamwork training. Team work training is the training of the company’s staff in the efficiency of the products generated. Through this, team working is not enhanced as the involvement of the concurrent engineering processes has all available methods set in place for the process to be undertaken. The process of the staff recruitment, the process is much demanding based on the qualifications expected to be pot rayed in the services delivery (StjepandicÌ, 2013).
The experts expected are to be of high skills profile which should of the in line with the undertaking. Each of the contributing groups comes up with its experts thus having a pool of experts. Once there are more experts, choosing of the most equipped experts to run the undertaking is always much difficult as each group aims at proving to be the team with the most equipped experts.
Unrealistic schedules
With the practice e of the concurrent engineering, the schedules that are usually set are for the undertaking thus being favorable for the project alone (Ghodous, Kuntz & Loureiro, 2006). On the project completion, the schedules are usually broken due to lack of a common goal among the involved personnel in the undertaking. The continuation of the group togetherness is usually terminated on the completion of the project being undertaken. It is, as a result, of the achievement of standard set goals that make the termination be reached. Not unless there is another project to be undertaken under a common goal, the merging usually comes to an end.
A focus on computerization rather than process improvement
Having a common goal in the services as well as on the product design makes it more computers oriented aspect rather than a process improvement technique. The different teams involve are more into the technology in a move to prove their advancements in the technological era thus being more concentrated into the computerization rather than on the process improvement. They are usually oriented on the quality products without the considerations on the processes to be undertaken. Rather than coming up with a common strategy, the divisibility of labor is what they enhance thus coming up with quality processes but without comprehensive improvements on the processes involved.
Management demand
The management is the main contributor to the success of the undertakings in an engineering involving the concurrent techniques. This is because the management is a responsible team on the enhancement of the processes; therefore, if the management does not the whole concept in a more comprehensive way, they are expected does not occur. The EDM/PDM depends on the functionality of the control in the enhancement of the materiality in the scope of the dutie...