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Fast CE™ — A Radical Approach to Concurrent Engineering FREE

[+] Author Affiliations
Dennis E. Barbeau

Allison Engine Company, Evansville, IN

Paper No. 98-GT-354, pp. V002T02A009; 10 pages
doi:10.1115/98-GT-354
From:
  • ASME 1998 International Gas Turbine and Aeroengine Congress and Exhibition
  • Volume 2: Aircraft Engine; Marine; Microturbines and Small Turbomachinery
  • Stockholm, Sweden, June 2–5, 1998
  • Conference Sponsors: International Gas Turbine Institute
  • ISBN: 978-0-7918-7863-7
  • Copyright © 1998 by ASME

abstract

This paper describes the status and potential for a fast time-to-market concurrent engineering process. The principles have been developed by the author over a 25 year learning process and used effectively on a variety of programs. Fast CE™ is fundamentally predicated on integration of the manufacturing and engineering processes at the conceptual design phase. Commencement at this early date is critical — 80 to 90% of the inherent production unit cost is locked in place during this process. Subsequent to development of an integrated design strategy, both producibility and functional product development evolve in parallel using a “model-centric” approach to maintain the integrity of all elements of the program. Fast CE™ not only eliminates the use of drawings, it requires that they not be used in any capacity except as a convenience reference. This provides tight control over a common data base that directly links all of the activities necessary to design and produce a product. The result is a significant reduction in cost and schedule, with gains in all of the processes required to bring a product to market. Drawing elimination in itself can amount to a savings of as much as one third of the total design cost. The activities previously supported by drawings — quality assurance, for example — are managed through simpler, more functionally oriented processes.

The author describes the elements of Fast CE™ and the radical changes required in certain areas. Historical background traces development of the processes, providing perspective on the strategies and the issues faced and overcome, and leading to the issues currently faced in attainment of its full potential. The cost and schedule gains identified require cultural as well as operational changes. The more radical of these changes present a management challenge to any organization intent on gaining the full spectrum of benefits.

Copyright © 1998 by ASME
This article is only available in the PDF format.

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