analysis of interconnection between concurrent engineering and human resource management

International Journal of Advanced Engineering, Management and Science (IJAEMS) [Vol-2, Issue-12, Dec- 2016]
Infogain Publication (Infogainpublication.com) ISSN : 2454-1311
www.ijaems.com Page | 2136
Analysis of interconnection between Concurrent
Engineering and Human Resource Management
Mr.Vaibhav Vijay Patil1
, Dr.Dattatraya S. Jadhav2
1
Research Fellow, Department of Management Studies, Ashokrao Mane Group of Institutions, Vathar, Dist.-Kolhapur, MH,
India.
2
Associate Professor and Head, Department of Management Studies, Ashokrao Mane Group of Institutions, Vathar, Dist.-
Kolhapur, MH, India.
Abstract—In today’s global economy; the competition in
market among various organizations has beenincreased
by great extent. The success in market is depending upon
innovative research in product design and development
as well as its quick launching in market. Thus the main
aim of the concept of Concurrent Engineering is to speed
up the every process that occurs during production and
reducing the new product launching time in the market.
But at the same time the impact of human resource
management on all the activities from hiring new
employees to achieving the organizational goal can’t be
neglected. The above mentioned activity of concurrent
engineering is only possible if there is proper co-
ordination and co-operation among various
organizational departments and effective communication
in employees. Also proper training to the employees for
improving not only technical skills but also interpersonal
skills of employees will lead towards successful
achievement of an organizational goal. Hence Human
Resource Management undividable interconnection with
Concurrent Engineering if properly understood and
studied. Thus, implementation of both concepts give rise
to long term benefits to organization in terms of customer
satisfaction and improved interest of shareholders as
well as stakeholders. Using proper methodology it is easy
to implement Human Resource Management based
Concurrent Engineering to be a market leader in today’s
cut- throat competition in this world.
Keywords—Communication, Concurrent Engineering,
Co-ordination, Human Resource Management, Product
design and development, Technical and interpersonal
skills, Training.
I. INTRODUCTION
1.1 Concept of Concurrent Engineering-
A concurrent approach for the product designing is
termed as concurrent engineering. It is also called as
simultaneous engineering as it invariably involves doing
several activities pertaining to different functions
simultaneously. The concurrent engineering includes
several elements for integration and tries to reduce
product launching time. The following figure shows the
exact concept of concurrent engineering.
1.2 Concept of Human Resource Management-
The concept of HRM deals with planning, organizing the
human resource and controlling them to achieve the
organizational goal in effective and efficient manner.
Concurrent Engineering may involve cross-functional
teams (like ‘Strategic Business Units’) to solve any
problem that may affect the new product design and
development project in the company. Thus a cross
functional team approach places greater demands on the
members in terms of “Learning the new skills” like
technical as well as interpersonal skills. Here it is the
main role of HRM that to train the employees as per
necessity and develop their capabilities which ultimately
reflects into improved performance and hence
achievement of organizational goal. Hence HRM is acting
as concrete in between all the bricks required to build the
building of Concurrent Engineering.
1.3 Need for interconnection –
In the process of design of any product, the launching
time plays vital role. It is necessary to reduce the time due
to many reasons. i.e. to sustain in the market competition,

stock information, report of currently available products/
services in the market etc. It is observed that any selected
department may not be aware of the problems with the
other departments. So these difficulties may lead to a
longer launching time of a product/ service.
From above figure; it is clear that the factor “People” is
important principle in CE which is the building block of
HRM. Hence without HRM we can’t imagine foolproof
system of CE so that HRM is unavoidable aspect of CE.
II. INTERCONNECTION BETWEEN CE & HRM
The basic interconnection between CE and HRM can be
explained with the help of fig.2. There are lot many
factors those are act as interlinking or interconnecting
elements in between Concurrent Engineering and Human
Resource Management. These various factors are as
shown in the following figure followed by detailed
explanation.
2.1 Planning & Procurement for HRM to meet
Need-
To fulfill the market demand in as less as possible time
one must possess appropriate number of manpower in
hand so that easily can meet the contingencies. Thus to
carry out working of Concurrent Engineering; sufficient
manpower is always required and can be achieved by
planning and procurement of human resource by HR
department.
2.2 Human Resource Development-
Development is long term process of permanent change
creating among the employees. In CE, organizations need
fully trained and developed workforce in terms of
carrying out all the tasks to speed-up the product design,
development and production activities. If manpower is
not developed ethically, morally, socially and technically;
it will be very tough to speed –up all the operations to
reduce the product launching time.
2.3 Human resource Training-
In CE; there is formation of cross-departmental groups for
exchanging the information and carry out all the
processes smoothly. We generally call it as “Strategic
Business Units (i.e. SBU’s)”.The properly trained
workforce will help in Concurrent Engineering as-
- Improved level of knowledge, skills &
abilities.
- Improved employee productivity.
- Improved motivation & confidence in working.
- Improved chances for career advancement for
every employee.
Thus the training may be technical,
administrative or interpersonal type as per the
requirement.
2.4 Employee Motivation and Increasing their
Morale-
All the success of Concurrent Engineering for shortening
the product launching time is mostly depends upon –
Organizational policies, Management Decisions,
Employee dedication towards work and Motivational
factor also effective and efficient utilization of resources.
If all the above factors came together then it will be very
easy to achieve the goal of Concurrent Engineering.
2.5 Corporate Relationship-
During the working of “CE”, there is direct or indirect
contact or communications between various departments
take place. In such conditions; due to own self-perception;
one may hesitate or be reluctant in keeping contact with
each other, which collectively results in collapsing the
whole system of Concurrent Engineering. Hence role of
HRM in such cases of CE is – to keep reduced span of
control in the management, effective delegation of the
work can be done, reduction in conflict like situations etc.

International Journal of Advanced Engineering, Management and Science (IJAEMS) [Vol
Infogain Publication (Infogainpublication.com
www.ijaems.com
III. FACTORS BEHIND CO-RELATION
BETWEEN “CE” AND “HRM”
There are various factors that we found during our
research which has huge influence on the co
between concepts of Concurrent Engineering and Human
Resource Management. The following figure (Fig.4) will
focus on all those factors in sequential man
factors are necessary for eliminating the waste processes
which are not necessary or are huge resource consuming
in nature due to which huge loss has been incurred by an
organization. The detailed figure is as under
Fig.4: Factors affecting the co-relation
betweenConcurrent Engineering and Human Resource
Management.
3.1Shorten the time span of decision making and product
launching in market for processing and to be a market
leader.
3.2 Scarcity of resources, hence optimum utilisation
important
3.3 Motivated and highly directed organizational
culture to achieve the goal of an organisation.
3.4 Effective communication for smooth and interrupt
free data transfer and sharing.
3.5 Specialist personnel for research to be
with latest technology and current need of market.
3.6 Requirement of employees which are full of
knowledge, skills and capabilities to improve employee
productivity and to reduce span of product launching in
the market.
3.7 Interrupt free / smooth flow of working to meet
the delivery dates and hence to improve customer
satisfaction.
3.8 Quick interdepartmental processing
andunderstanding of all the occurring problems during
production processes.
Engineering, Management and Science (IJAEMS) [Vol
Infogainpublication.com)
RELATION
“HRM”
There are various factors that we found during our
research which has huge influence on the co-relation
between concepts of Concurrent Engineering and Human
Resource Management. The following figure (Fig.4) will
focus on all those factors in sequential manner. Those all
factors are necessary for eliminating the waste processes
which are not necessary or are huge resource consuming
due to which huge loss has been incurred by an
organization. The detailed figure is as under-
relation
Human Resource
making and product
launching in market for processing and to be a market
3.2 Scarcity of resources, hence optimum utilisation is
3.3 Motivated and highly directed organizational
culture to achieve the goal of an organisation.
3.4 Effective communication for smooth and interrupt
3.5 Specialist personnel for research to be familiar
with latest technology and current need of market.
3.6 Requirement of employees which are full of
knowledge, skills and capabilities to improve employee
productivity and to reduce span of product launching in
pt free / smooth flow of working to meet
the delivery dates and hence to improve customer
nterdepartmental processing
problems during
IV. METHODOLOGY
IMPLEMENTATION
APPROACHES
The following figure (Fig.5) ensures that; the utility of
those factors lead towards successful result for CE in
market as well as in the organization for improving the
productivity with great efficiency.
Fig.5: Guidelines for effective implementation of
CE & HRM
4.1 Training and development programmes for
improvement of existing skills, knowledge and
capabilities etc.
4.2 Documentations related to decisions, about new
research, about committed changes, about stra
policies.
4.3 Appraisals / Audits which may be Internal (i.e. for
each department) and external (i.e. for sales staff, for
customers, for supply & distribution chains.)
4.4 Reviews that give ideas about status of work, resource
consumption, forecasting for new materials and about
changing market conditions.
4.5 Reports which give information about specific area
like production status, design of products, process report,
utilisation of materials, material requirement report,
production performance report and also interdepartmental
meeting reports etc.
All the above instruments / methodologies will help in
effective and efficient implementation of both the
approaches to speed-up all the activities in organisations
to reduce the product launching t
V. EVALUATION AND CONTROLLING
FOR EFFECTIVE
If the whole production system
defined guidelines then; it is necessary to take periodic
review regularly to check / evaluate the whole integration
process and if any deviation occurs; then taking corrective
Engineering, Management and Science (IJAEMS) [Vol-2, Issue-12, Dec- 2016]
ISSN : 2454-1311
Page | 2138
METHODOLOGY FOR EFFECTIVE
LEMENTATION OF “CE” & “HRM”
APPROACHES
The following figure (Fig.5) ensures that; the utility of
those factors lead towards successful result for CE in
market as well as in the organization for improving the
productivity with great efficiency.
Guidelines for effective implementation of
CE & HRM
.1 Training and development programmes for
improvement of existing skills, knowledge and
.2 Documentations related to decisions, about new
research, about committed changes, about strategies and
.3 Appraisals / Audits which may be Internal (i.e. for
each department) and external (i.e. for sales staff, for
customers, for supply & distribution chains.)
.4 Reviews that give ideas about status of work, resource
ecasting for new materials and about
.5 Reports which give information about specific area
like production status, design of products, process report,
utilisation of materials, material requirement report,
e report and also interdepartmental
All the above instruments / methodologies will help in
effective and efficient implementation of both the
up all the activities in organisations
to reduce the product launching time.
CONTROLLING PROCESS
EFFECTIVE “HRM” BASED “CE”
If the whole production system is running under pre-
defined guidelines then; it is necessary to take periodic
review regularly to check / evaluate the whole integration
any deviation occurs; then taking corrective

actions will lead towards proper working of concurrent
engineering.
The following flow chart (Fig.6) will clear the concept of
controlling process that carried out during our research
for evaluating effective production in CE with the help of
HRM.
VI. NEW ADVANCED WAYS TO BE ADOPTED
TO IMPROVE THE PERFORMANCE OF AN
ORGANIZATION UNDER “CE” & “HRM”
During the research work, we have searched some
innovative ways to be adopted by any organization for
improvement in performance of an organization. These
are as under-
6.1 Concept of “Quality Circles”
Small teams may be formed among employees and meet
together during free time or at weekends to discuss about
their role in organization, various difficulties faced by
them during working etc. so that solution can be obtained
for efficient working also problem solving ability at
individual level increases.
6.2 Concept of “Run Time Data Analysis”
In organization; strong net of internet connectivity is
formed by either wired ‘LAN’ or wireless ‘Wi-Fi’ for
continuous updating of data about inventory, production
status or for quick communication during emergency
condition. This will improve effective time utilisation and
hence speed-up the production processes.
6.3 Formation of “Reserve Task Force”
There may be formation of the reserve task force for the
purpose of carrying the production process work without
any interruption. The main soul of “CE” is speeding-up
all the processes, but due to failure of specific system or
frequent absenteeism of employees; the purpose of “CE”
may not be fruitful. So it may include- additional machine
set for emergency, additional HR team for maintenance,
troubleshooting or for regular proceedings and help can
be taken from those employees who want to do overtime
work for additional benefits.
6.4 Concept of “Daily Job Card”
A daily job card is maintained in which the particular
work to be done by an individual employee is mentioned
like daily targets for sales manager and at the end of the
day or shift; it is evaluated by supervisor. If target is
achieved then reward or benefits should be awarded and if
not then there should be penalty in terms of fine should be
taken so that every individual will be aggressively
directed towards completing their target and thus
speeding-up of all the production processes will be
achieved.
VII. ADVANTAGES AND DISADVANTAGES OF
INTERCONNECTION BETWEEN “CE” AND
“HRM”
7.1 Advantages-
- Reduced cycle time for production system.
- Improved knowledge, skills and capabilities of
employees.
- Helps in development of future leaders and
strategies.
- Risk of failure in CE implementation reduces.
- Commitment of each and every employee
towards organizational vision and mission
improves.
- Interpersonal relation among employees
improves and thus conflicts may be avoided.
Thus there are lot many advantages out of which
we have seen some important ones.
7.2 Disadvantages-
- This point can be explained in different manner
because there are no any disadvantages of this
interconnection. But, yes, there are lot many
obstacles; that may act as limitations for this.
These are as follows(Fig.7)

International Journal of Advanced Engineering, Management and Science (IJAEMS) [Vol
Infogain Publication (Infogainpublication.com
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- As we discussed earlier, generally this “CE +
HRM” interconnected system gives only benefits
but due to some inconvenience in system or
human factors; the organization may face the
difficulty or huge loss even after implementation
of this CE with the help of HRM.
Fig.7: Obstacles in implementation of “HRM” based “CE”.
VIII. CONCLUSION
At the end of our research; we concluded that the
interconnection between Concurrent Engineering and
Human Resource Management is undividable. Those who
Engineering, Management and Science (IJAEMS) [Vol
Infogainpublication.com)
As we discussed earlier, generally this “CE +
HRM” interconnected system gives only benefits
but due to some inconvenience in system or
human factors; the organization may face the
loss even after implementation
HRM.
8.1 As far as, the range of applicality as concern,
the same research concept can be implemented
in ;
8.1.1 Manufacturing sector (Foundries, Machine
Shops, and Material Suppliers etc.)
8.1.2 Service Sector (Hospitality Centers,
Hospitals, Consultancy agencies etc
Fig.7: Obstacles in implementation of “HRM” based “CE”.
At the end of our research; we concluded that the
interconnection between Concurrent Engineering and
Human Resource Management is undividable. Those who
have understood it; definitely they have taken taste of
sweet success in terms of increased revenue and
customer beliefs on them. Hence following figure (Fig.8)
will give detailed concluder of our research wok.
Engineering, Management and Science (IJAEMS) [Vol-2, Issue-12, Dec- 2016]
ISSN : 2454-1311
Page | 2140
As far as, the range of applicality as concern,
the same research concept can be implemented
Manufacturing sector (Foundries, Machine
Shops, and Material Suppliers etc.)
Service Sector (Hospitality Centers,
Consultancy agencies etc.)
have understood it; definitely they have taken taste of
sweet success in terms of increased revenue and improved
customer beliefs on them. Hence following figure (Fig.8)
will give detailed concluder of our research wok.

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