Cs 5 fbg - concurrent engineering and multifunctionality - rev1
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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.
Cs 5 fbg - concurrent engineering and multifunctionality - rev1
- 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