CONCURRENT ENGINEERING ASSESSMENT



Name: E-mail address:

I. Organization

I.A. Team Integration

 Foci: Membership - Knowledge - Contribution

How to Measure:

Task Level
  • Do individuals have necessary training and knowledge to complete tasks?
  • Do individuals know the information needs of their tasks and what information they need to develop?
  • Do individuals have knowledge of up-stream and down-stream tasks and their information needs and results?
    TASK ------ Always Frequently Sometimes Seldom Never

    Project Level

  • Do project teams include not only designers but support and fabrication members?
  • Have the skills needed to fulfill the project goals been identified and do the team members possess these skills?
  • Does project environment foster openness, candor and respect?
  • Is there a common vocabulary across all projects in the program to support schedule and technical discussion?
  • Is project Product Development Process (PDP) documented and understood?
  • Does each team member understand how each other member contributes to the success of the whole?
  • Are vendors and customers members of project teams as warranted?
  • Do project teams work effectively, meeting cost, time and quality goals?
    PROJECT --- Always Frequently Sometimes Seldom Never

    Program Level

  • Does the program team understand the goals and critical success factors for each of the project teams?
  • Does the program team have the means for resolving resource conflicts across project teams?
  • Is program team Product Development Process (PDP) documented and understood?
  • Does each team member understand how each other member contributes to success of whole?
  • Are vendors and customers on the program teams as warranted?
  • Do program teams work effectively, meeting cost, time and quality goals?
    PROGRAM -- Always Frequently Sometimes Seldom Never

    Enterprise Level

  • Are customers members of the enterprise teams?
  • Are suppliers (software, computers and hardware) on the enterprise team?
  • Do suppliers share the risk and reward?
  • Is enterprise Product Development Process (PDP) documented and understood?
  • Does each team member understand how each other member contributes to success of whole?
  • Are vendors and customers members of the enterprise team as warranted?
  • Do teams work effectively, meeting cost, time and quality goals?
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    I.B. Empowerment

    Foci: Authority - Responsibility - Rewards

    How to Measure:

    Task Level
  • Do individuals have authority to make decisions about tasks?
  • Do individuals accept responsibility for those decisions and documentation of them?
  • Do individuals have access to information (including requirements) and equipment needed to complete tasks?
  • Do individuals understand rewards before, during and after tasks are completed?
    TASK ------ Always Frequently Sometimes Seldom Never

    Teams at all levels

  • Is there management support for the team philosophy?
  • Do teams have the authority and accountability for their decisions?
  • Do teams know of team decision-making techniques and tools?
  • Do teams understand rewards before, during and after project or program is completed?
  • Are teams encouraged and empowered to make process improvements?
  • Do teams know where their authority and responsibility begin and end and feel free to identify topics not being addressed by them or other teams?
    PROJECT --- Always Frequently Sometimes Seldom Never
    PROGRAM -- Always Frequently Sometimes Seldom Never
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    I.C. Training and Education

    Foci: Learning in discipline - Cross-discipline training - On-the-job training (OJT) - Process training - Team activities training

    How to Measure:

    Task Level
  • Is support provided for individuals to learn from peer successes and failures?
  • Is cross discipline and OJT provided throughout enterprise?
  • Is training on the product development process (PDP) and other needed processes provided?
  • Is training and support provided for product development tools and methods?
    TASK ------ Always Frequently Sometimes Seldom Never

    At all other levels

  • Is support provided for teams to learn from earlier successes and failures?
  • Is training on team activities and conflict resolution available?
  • Is cross discipline and OJT provided throughout enterprise?
  • Is training on the product development process (PDP) and other needed processes provided?
  • Is training and support provided for product development tools and methods?
    PROJECT --- Always Frequently Sometimes Seldom Never
    PROGRAM -- Always Frequently Sometimes Seldom Never
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    II. Communication

    II.A. Product Data

     Foci: Completeness - Extent across enterprise - Change traceability - Multiple alternatives Support

    How to Measure:

    Task Level
  • Is each individual responsible for accurate, complete and shared product documentation?
  • Is product data complete enough to support all product development activities?
  • Does product data tie directly to requirements and specification data?
  • Is data available in the form needed to all in the enterprise?
  • Can product data be easily archived, queried and extracted?
  • Are product data changes traceable?
  • Are multiple alternatives supported?
  • Is design and manufacturing data seamless?
    TASK ------ Always Frequently Sometimes Seldom Never

    Project Level / Program Level

  • Is project and program level information reusable in other projects?
  • Is product data complete enough to support all product development activities?
  • Does product data tie directly to requirements and specification data?
  • Is data available in the form needed to all in the enterprise?
  • Can product data be easily archived, queried and extracted?
  • Are product data changes traceable?
  • Are multiple alternatives supported?
  • Is design and manufacturing data seamless?
    PROJECT --- Always Frequently Sometimes Seldom Never
    PROGRAM -- Always Frequently Sometimes Seldom Never

    Enterprise Level

  • Is product data valued as enterprise inventory?
  • Is product data complete enough to support all product development activities?
  • Does product data tie directly to requirements and specification data?
  • Is data available in the form needed to all in the enterprise?
  • Can product data be easily archived, queried and extracted?
  • Are product data changes traceable?
  • Are multiple alternatives supported?
  • Is design and manufacturing data seamless?
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    II.B. Process Data

    Foci: Product Development Process (PDP) Support - Design Rationale (Intent) Capture and Query - Extent Across Enterprise

    How to Measure:

    Enterprise Level
  • Is the PDP useable by all in the enterprise?
  • Are the decisions recorded and communicated?
  • Can the rationale of previous decisions be understood?
  • Are the affects of requirements and specifications on decisions traceable?
  • Are there consistent tools for reporting design decision information?
  • Is the company PDP followed?
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    All other levels

  • Are the decisions recorded and communicated?
  • Can the rationale of previous decisions be understood?
  • Are the affects of requirements and specifications on decisions traceable?
  • Are there consistent tools for reporting design decision information?
  • Is the company PDP followed?
    TASK ------ Always Frequently Sometimes Seldom Never
    PROJECT --- Always Frequently Sometimes Seldom Never
    PROGRAM -- Always Frequently Sometimes Seldom Never

    II.C. Data Management

    Foci: Distribution - Multiple Views - Consistency

    How to Measure:

    Task Level
  • Is data only generated once (single entry)?
  • Is task information available to project team?
    TASK ------ Always Frequently Sometimes Seldom Never

    Project Level

  • Is project management data available to members of the program team?
  • Does project team identify needed hardware and software resources up front?
    PROJECT --- Always Frequently Sometimes Seldom Never

    Program Level

  • Is program information such as status available to enterprise team?
  • Does program team solicit and understand hardware and software resources required by the project teams?
  • Can data be retrieved so that each team member can get the "view" needed?
    PROGRAM -- Always Frequently Sometimes Seldom Never

    Enterprise Level

  • Can anybody in the enterprise get the data they need in a timely fashion?
  • Is responsibility for data management is clear?
  • Does the enterprise anticipate and provide for needed software?
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    III. Requirements Development

    III.A. Definition

     Foci: Customers - Requirements Development - Product specifications - Total life cycle - Benchmarking

    How to Measure:

    How to Measure:

  • Does the individual know who the customer is and have appropriate access?
  • Does individual understand customer requirements and product specifications for each task?
  • Are customer requirements translated into measurable product specifications with targets prior to concept development?
  • Are additional requirements and specifications based on prior decisions available to individual (sub-tier traceability)?
  • Does individual understand mechanism for reporting status and progress?
  • Is benchmarking current company and competition products encouraged and supported?
    TASK ------ Always Frequently Sometimes Seldom Never

    Project Level

  • Does team ensure adequate analysis of project deliverables?
  • Does team understand mechanism for reporting status and progress?
  • Does team facilitate communication of customer requirements, product specifications and prior decisions to team members?
    PROJECT --- Always Frequently Sometimes Seldom Never

    Program Level

  • Does program capture customer requirements?
  • Do all disciplines contribute to converting customer requirements into product specifications?
  • Is there a continuous process of measuring products, services and practices against the competition?
    PROGRAM -- Always Frequently Sometimes Seldom Never

    Enterprise Level

  • Does enterprise provide program access to customer?
  • Does enterprise team manage customer requirements to control risk levels in product development?
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    III.B. Planning Methodology

    Foci: Parallel tasks and projects - Information based tasks - Continuous improvement

    How to Measure:

    Task Level
  • Are tasks parallel commencing with estimated inputs which are continuously refined as knowledge is gained?
  • Do all tasks have measurable deliverables?
  • Is task performance (time/cost/quality) tracked for future planning purposes?
  • Is the inter-dependency of information between tasks understood?
    TASK ------ Always Frequently Sometimes Seldom Never

    Project Level

  • Do project teams do task planning?
  • Is the PDP planning methodology adhered to by the project team?
  • Are all projects event driven with measurable deliverables?
  • Is project team performance (time/cost/quality) tracked for future planning purposes?
    PROJECT --- Always Frequently Sometimes Seldom Never

    Program Level

  • Do mixed-discipline teams do program planning?
  • Are they accountable for use of the PDP planning methodology?
  • Is program team performance (time/cost/quality) tracked for future planning purposes?
    PROGRAM -- Always Frequently Sometimes Seldom Never

    Enterprise Level

  • Does the enterprise manage the planning methodology for each program?
  • Are suppliers and customers involved in improving the PDP?
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    III.C. Standards

    Foci: Company standards - Regulatory agency codes and standards

    How to Measure:

    Task level
  • Are individuals aware of relevant standards and do they adhere to them?
    TASK ------ Always Frequently Sometimes Seldom Never

    Project Level

  • Does the project have a documented standard process for projects?
  • Are project teams aware of relevant standards?
    PROJECT --- Always Frequently Sometimes Seldom Never

    Program Level

  • Does program monitor adherence to standards?
  • Are program teams aware of relevant standards?
    PROGRAM -- Always Frequently Sometimes Seldom Never

    Enterprise Level

  • Does a standard mechanism exist for questioning and improving company standards?
  • Does enterprise team work with vendors to improve standards?
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    IV. Product Development

    IV.A. Product Development Process (PDP)

     Foci: Documentation - Knowledge - Use - Continuous Improvement

    How to Measure:

    Task Level
  • For each task, is the following information clear?
    - name of the task
    - owner of the task
    - inputs to the task
    - level of parameter estimation
    - other task dependencies
    - task deliverables (clearly measurable)
    - methods to execute task
    - methods (media) to communicate results
    - resources available to complete task
    - time to be spent on task
  • Are there goals for task process improvement?
  • Do individuals know who in the organization is responsible for continuous PDP improvement?
    TASK ------ Always Frequently Sometimes Seldom Never

    Project Level

  • For each project, is the following information clear?
    - name of project
    - team members on project
    - inputs to project
    - level of parameter estimation
    - other project dependencies
    - project deliverables
    - tasks required to complete project
    - methods to communicate results and resources
    - time to be spent on project
  • Is the PDP usable and continuously being refined?
  • Are tasks concurrent with the information dependency relations known?
  • Are there goals for project process improvement?
  • Are other, successful company's processes benchmarked to aid in process improvement?
    PROJECT --- Always Frequently Sometimes Seldom Never

    Program Level

  • For each program, is the following information clear?
    - name of program
    - team mix on program
    - projects required for program
    - how concurrent projects will be managed
    - methods for communication of information within program
    - environment for concurrent projects created and maintained
  • Are there goals for program process improvement?
    PROGRAM -- Always Frequently Sometimes Seldom Never

    Enterprise Level

  • Are downstream design phases accounted for during the design process?
  • Is environment for concurrent engineering created and maintained?
  • Are there goals for PDP improvement?
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    IV.B. Concept Development

    Foci: Multiple concept - Concept evaluation - Technology Readiness

    How to Measure:

    Task Level / Project Level
  • Are multiple concepts developed for each task or project?
  • Are the concepts developed with knowledge of customer requirements, product specifications and other tasks' decisions?
  • Are methods available and used for concept development and evaluation?
  • Are there methods for evaluating concepts with minimal commitment of resources?
  • Are all technologies used in concepts ready for the applications proposed?
  • Are critical parameters identified for each concept?
    TASK ------ Always Frequently Sometimes Seldom Never
    PROJECT --- Always Frequently Sometimes Seldom Never

    Program Level / Enterprise Level

  • Are concepts using different technologies considered?
    PROGRAM -- Always Frequently Sometimes Seldom Never
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    IV.C. Product Optimization

    Foci: Integration into process - Continuous Improvement

    How to Measure:

    Task Level
  • Are there goals for continuous product improvement?
  • Does optimization focus on comparison of the product to the customer requirements?
  • Is product improvement a continuous activity?
  • Is design re-use supported?
  • Are the results of tasks complete in that they guarantee first time quality?
    TASK ------ Always Frequently Sometimes Seldom Never

    Project Level / Program Level

  • Are major project decisions and the rationale for them documented, distributed and analyzed for guidance on other projects?
  • Is product optimization in-process rather than after the fact?
    PROJECT --- Always Frequently Sometimes Seldom Never
    PROGRAM -- Always Frequently Sometimes Seldom Never

    Enterprise Level

  • Is a supplier qualification program used to select vendors for products and tools?
  • Is product optimization continuously improved as part of a company-wide optimization strategy?
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    IV.D. Evaluation Support

    Foci: Testing - Simulation - Tools

    How to Measure:

    Task Level
  • Is evaluation support (simulation, prototype testing) a planned activity?
  • Is the level of evaluation balanced with the maturity of the product?
  • Are tools and facilities for evaluation being continuously improved?
  • Are multiple evaluation methods considered?
    TASK ------ Always Frequently Sometimes Seldom Never

    Project Level / Program Level

  • Do project and program plans ensure maximal use of evaluation results? In other words, are decisions made on the results of evaluations or is staying on schedule the driving factor?
  • Are the results of project evaluations communicated to all other disciplinary groups as needed?
  • Are tools made available to projects for testing and simulation?
    PROJECT --- Always Frequently Sometimes Seldom Never
    PROGRAM -- Always Frequently Sometimes Seldom Never

    Enterprise Level

  • Are all facilities and equipment made available to programs for testing and simulation?
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    IV.E. Data Libraries

    Foci: arts suppliers - Previous cases (product and process)

    How to Measure:

    Task Level
  • Are libraries of vendors data available and complete?
  • Is library integrated into the information system?
  • Are previous designs available as data?
    TASK ------ Always Frequently Sometimes Seldom Never

    Project Level

  • Are project level data libraries available and complete?
    PROJECT --- Always Frequently Sometimes Seldom Never

    Program Level

  • Is a single library system used to manage the information of all the disciplines involved?
    PROGRAM -- Always Frequently Sometimes Seldom Never

    Enterprise Level

  • Is the library system linked throughout the enterprise?
  • Is it clear who is responsible for keeping information current?
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    V. Manufacturing Process Development

    V.A. Economic Evaluation

     Foci: Cost estimation - Make/Buy decisions - Cost reduction programs

    How to Measure:

    Task Level / Project Level
  • Are designers supported so that cost estimations and the effect of product changes on manufacturing cost can be made in a timely manner?
  • Are cost estimates sufficiently accurate for the stage of product development (not too detailed nor too coarse)?
  • Are make/buy decisions made with complete estimation of both costs?
  • Are make/buy decisions made by the team responsible for the project or task?
  • Are cost estimates communicated to the next level up?
    TASK ------ Always Frequently Sometimes Seldom Never
    PROJECT --- Always Frequently Sometimes Seldom Never

    Program Level / Enterprise Level

  • Are products designed to cost? In other words, are cost targets developed and communicated?
  • Is there an active cost reduction program?
    PROGRAM -- Always Frequently Sometimes Seldom Never
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    V.B. Concept Development

    Foci: Process planning - Continuous evaluation - Manufacturing database

    How to Measure:

    Task Level / Project Level
  • Are multiple manufacturing process concepts developed for component or assembly?
  • Are the manufacturing process concepts developed in parallel with the evolution of the product?
  • Are methods available and used for manufacturing process concept development and evaluation?
  • Are all technologies used in concepts ready for the applications proposed?
  • Are critical process parameters identified for each concept?
  • Are design changes (ECNs) due to processing problems kept to a minimum?
    TASK ------ Always Frequently Sometimes Seldom Never
    PROJECT --- Always Frequently Sometimes Seldom Never

    Program Level / Enterprise Level

  • Are manufacturing process concepts using different technologies considered?
  • Is the manufacturing process developed concurrently with the development of the product?
  • Do manufacturing engineers play an active role in process planning from the development of the engineering requirements onward?
    PROGRAM -- Always Frequently Sometimes Seldom Never
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    V.C. Material Selection

    Foci: Availability - Technology readiness - Processing Capability assessment

    How to Measure:

    All Level
  • Is material availability (in the quantities desired) ascertained early in the product development process?
  • Is sufficient knowledge about the materials (i.e. physical properties, manufacturing properties) available so that no surprises arise later in the product life?
  • Are there mechanisms available to insure knowledge of processing capability?
  • Is there an effort to use materials currently in use?
    TASK ------ Always Frequently Sometimes Seldom Never
    PROJECT --- Always Frequently Sometimes Seldom Never
    PROGRAM -- Always Frequently Sometimes Seldom Never
    ENTERPRISE - Always Frequently Sometimes Seldom Never

    V.D. Tooling / Equipment

    Foci: development and purchase - parallelness to design process

    How to Measure:

    Task Level / Project Level
  • Are commitments to tooling manufacture and equipment purchase made early enough to minimize delays late in process?
  • Are critical features of the product determined early to allow for commitments to tooling manufacture and equipment purchase?
  • Are tooling development, and equipment specification and purchase seen as tasks parallel to the design activities?
  • Does product design seek to minimize tooling complexity?
  • Are datum and critical surfaces identified on drawings to facilitate tooling?
    TASK ------ Always Frequently Sometimes Seldom Never
    PROJECT --- Always Frequently Sometimes Seldom Never


    This form is sent to David G. Ullman

    • E-Mail: ullman@engr.orst.edu