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2 Prace Naukowe Instytutu Technologii Maszyn i Automatyzacji Politechniki Wrocławskiej. Konferencje

2 2004

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Tools for rapid product and process development

Brezovar A., Kušar J., Duhovnik J., Starbek M.

Prace Naukowe Instytutu Technologii Maszyn i Automatyzacji Politechniki Wrocławskiej. Konferencje

2004

Vol. 85, nr 42

49-54

A company can enter the global market only if it can fulfil the customer needs regarding features and quality of products. Customers are becoming more and more demanding and their requirements are changing all the time. In these circumstances only that company can survive on the global market, which can offer its customers the right products in terms of features and quality, products which are produced at the right time and place, at the right quality and at the right price. When developing anew product the company has to pay special attention to fulfilment of the basic market requirement, i.e. as short new product development time as possible (as short delivery time as possible). This goal can only be achieved by reduction of product development time, while quality and cost of the product should be taken into account at the same time, which is possible if the concurrent engineering concept is used. The basic idea of the concurrent engineering is concurrent execution of formally sequential activities during new product development process. The article presents techniques and analyses of sequential and concurrent product development processes, the emphasis being on team work, organisational structures and tools needed for transition from sequential to concurrent product development process. The article also presents the results of implementation of concurrent engineering in an SME which produces civil engineering equipment.

How to achieve short lead time in the rapid production environment?

Berlec T., Kušar J., Duhovnik J., Starbek M.

Prace Naukowe Instytutu Technologii Maszyn i Automatyzacji Politechniki Wrocławskiej. Konferencje

2004

Vol. 85, nr 42

21-28

In a global market the customer selects the supplier, which can provide short and reliable delivery dates. Delivery dates largely depend on duration of lead times, therefore the basic requirement of customers can be fulfilled only by gradual transition from workshop production type to flexible manufacturing systems (reduction of number of operations, reduction of transition times, overlap of operations) or by a suitable method for reduction of lead times of orders in a current workshop production type (without big investments). The article describes methods for reduction of lead times, the emphasis being given to the reduction of lead time of operation; the method is based on the analysis of current order flow through workplaces, computer-aided design of flow diagrams, definition of average lead times of workplaces, and finding the critical workplaces that have the biggest influence on lead times. Three-line ABC analysis is used to find out the critical workplaces. Presented are the results of lead time reduction in a tool production department which exports 30% of its production, 5% of its production is sold on domestic market and 65% of production is used by the company itself. The company has a strong competition on domestic and global markets and the only surviving strategy seems to be in shortening delivery dates (i.e. shortening lead times of orders).