Premium
4.2.4 Organizational Implications of “Real‐Time Concurrent Engineering“: Near Term Challenges and Long Term Solutions
Author(s) -
Stagney David B.
Publication year - 2003
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2003.tb02616.x
Subject(s) - concurrent engineering , corporation , craft , term (time) , context (archaeology) , new product development , product (mathematics) , value (mathematics) , value creation , aerospace , organizational structure , business , process management , management , engineering , knowledge management , engineering management , computer science , marketing , operations management , scheduling (production processes) , economics , quantum mechanics , physics , mathematics , history , aerospace engineering , archaeology , biology , paleontology , geometry , machine learning , finance
In late 2001, a product development team was assembled at a major aerospace corporation to create an innovative product design process based on the concepts of Integrated Concurrent Engineering (ICE). R&D funding for the “Real‐Time Concurrent Engineering” (or “RTCE“) project ended in late July of 2002 even though the tools and processes that had been developed were providing a great deal of value to the company. In response, the team leadership struggled to craft a new vision for their project and to understand some of the unexpected barriers they had encountered within their own company. This paper discusses the organizational challenges that the pioneering RTCE team faced. The issues are categorized into four major groups: Organizational Structure, Organizational Culture, Leadership and Finance. Strategies for near term re‐vitalization and long term value‐creation are proposed in the context of a new project implementation model.