scholarly journals USING A CROSS-DOMAIN PRODUCT MODEL TO SUPPORT ENGINEERING CHANGE MANAGEMENT

2020 ◽  
Vol 1 ◽  
pp. 1165-1174
Author(s):  
R. Wilms ◽  
P. Kronsbein ◽  
D. Inkermann ◽  
T. Huth ◽  
M. Reik ◽  
...  
Keyword(s):  
Change Management ◽  
Product Design ◽  
Change Propagation ◽  
Product Model ◽  
Engineering Change ◽  
Engineering Change Management ◽  
Cross Domain ◽  
Product Models ◽  
Engineering Changes ◽  
Support Engineering

AbstractEngineering changes (ECs) and engineering change management (ECM) are crucial for successful product design processes (PDP). Due to the increasing complexity of today's products (like vehicles) and the interaction of different engineering domains (mechanics, electric/electronics, software) involved in the PDP, cross-domain EC impact assessments as well as processes are required. To better support engineers in assessing change propagation across domains and products, existing approaches for ECM product models are analyzed in this paper and an enhanced product model is derived using MBSE.

scholarly journals Distinction of Domain-Specific and Cross-Domain Linkage Types for Engineering Change Management

2019 ◽  
Vol 1 (1) ◽  
pp. 1125-1134
Author(s):  
Robert Wilms ◽  
David Inkermann ◽  
Vadym Finn Cemmasson ◽  
Michael Reik ◽  
Thomas Vietor
Keyword(s):  
Change Management ◽  
Organizational Structures ◽  
Change Propagation ◽  
Engineering Change ◽  
Domain Specific ◽  
Engineering Change Management ◽  
Cross Domain ◽  
Product Models ◽  
Additional Costs ◽  
Engineering Changes

AbstractEngineering Changes (ECs) are substantial elements of the design process of technical products and are in particular relevant for companies due to enormous additional costs and time delays they can cause. In order to better understand ECs and realize efficient Engineering Change Management (ECM), different approaches exist. One aspect of ECM are change propagation analysis, which try to analyze knock-on effects of an EC on other product elements or the development process. How ECs can propagate is in particular difficult to assess for complex products realized within different engineering domains (mechanical, electrical and software engineering). To address this challenge, ECs are classified, strategies to cope with ECs are presented and change propagation approaches are analyzed in this paper. Thereby a lack of indicators for cross-domain propagation is identified. To overcome this issue, the distinction of domain-specific and cross-domain linkage types is proposed and a set of linkage types is presented. Further research is motivated to integrate these linkage types in product models while also considering processes and organizational structures as additional dimensions of ECM.

scholarly journals Identifying Cross-Domain Linkage Types to Support Engineering Change Management and Requirements Engineering

Procedia CIRP ◽  
2019 ◽  
Vol 84 ◽  
pp. 719-724 ◽  
Author(s):  
Robert Wilms ◽  
Vadym Finn Cemmasson ◽  
David Inkermann ◽  
Michael Reik ◽  
Thomas Vietor
Keyword(s):  
Change Management ◽  
Requirements Engineering ◽  
Engineering Change ◽  
Engineering Change Management ◽  
Cross Domain ◽  
Support Engineering

Systematic Decision Support for Engineering Change Management in PLM

2005 ◽  
Author(s):  
Nikhil Joshi ◽  
Farhad Ameri ◽  
Debasish Dutta
Keyword(s):  
Change Management ◽  
Lead Times ◽  
Change Orders ◽  
Engineering Change ◽  
Engineering Change Management ◽  
Industry Standard ◽  
Downstream Effects ◽  
Engineering Changes ◽  
Automated Tools ◽  
Change Requests

Engineering Change Management (ECM) is an important component of PLM. ECM modules in current PLM solutions conform to the industry-standard CMII closed-loop change model. They provide customised forms and pre-defined workflows for creating and processing change requests, change orders, etc. Evaluating the effects of the proposed Engineering Change on manufacturing processes, BOM, lead times, inventory, etc., usually form tasks in this generic workflow. However, each change has different downstream effects, which themselves lead to further changes that may not be evident. Identifying these impacts requires considerable experience and expertise. This paper addresses the need for automated tools to assist this process. The approach involves dynamic creation of workflow tasks for evaluating cascaded effects of any change using a predefined industry specific knowledge base. The process is further enhanced by prioritising the evaluation of effects based on experience generated by past engineering changes.

scholarly journals Engineering Change Management: A novel approach for dependency identification and change propagation for product redesign

2017 ◽  
Vol 50 (1) ◽  
pp. 12410-12415 ◽  
Author(s):  
Mahmoud Masmoudi ◽  
Patrice Leclaire ◽  
Marc Zolghadri ◽  
Mohamed Haddar
Keyword(s):  
Change Management ◽  
Change Propagation ◽  
Engineering Change ◽  
Engineering Change Management ◽  
Novel Approach

scholarly journals Using a Systemic Perspective to Support Engineering Change Management

2015 ◽  
Vol 61 ◽  
pp. 287-292 ◽  
Author(s):  
Julian Wilberg ◽  
Fatos Elezi ◽  
Iris D. Tommelein ◽  
Udo Lindemann
Keyword(s):  
Change Management ◽  
Engineering Change ◽  
Engineering Change Management ◽  
Support Engineering

Part Change Management: A Case Study on Automotive OEM Development and Production Perspectives

2017 ◽  
Author(s):  
Stephan Knackstedt ◽  
Joshua D. Summers
Keyword(s):  
Statistical Analysis ◽  
Change Management ◽  
Employee Perceptions ◽  
Management Process ◽  
Engineering Change ◽  
Engineering Change Management ◽  
Production Development ◽  
Engineering Changes

Due to interest in aspects such as process, strategies, and tools of engineering changes expressed in a literature review, a case study was done on a major automotive OEM to assess the perceived quality of its part engineering change management process and supporting system through its employees’ eyes. A combination of 12 interviews lasting 12 hours and 46 written surveys was used to capture the views of participants from all major functions found at the research and development (R&D) headquarters of the OEM: Purchasing, Production, Development, and one group consisting of all other functions (“Other”). Statistical analysis was performed to identify statistically significant differences between employee perceptions of an engineering change management system among different departments, amount of use, and years of use. It was found that statistically significant differences exist in terms of understanding the usability of the system between different departments and also between different years of experience.

Managing engineering change requirements during the product development process

2017 ◽  
Vol 26 (2) ◽  
pp. 171-186 ◽  
Author(s):  
Inayat Ullah ◽  
Dunbing Tang ◽  
Qi Wang ◽  
Leilei Yin ◽  
Ishfaq Hussain
Keyword(s):  
Product Development ◽  
Change Management ◽  
Development Process ◽  
Product Development Process ◽  
Engineering Change ◽  
New Approach ◽  
Engineering Change Management ◽  
Engineering Changes ◽  
Optical Mouse

Product redesign is not a straightforward task, specifically for complex commodities. Engineering change requirements can be evoked in any phase of the product development process, thus making engineering change management a challenging task. The motive of this study is to explore the best possible way of managing engineering change requirements taking execution sequence of change requirements into consideration. In this article, a new approach supporting engineering change requirements implementation sequence, by considering the risk associated with engineering changes, is presented. The risk of the redesign is hard to foresee since the engineering change effects are being dispersed from the instigating component to other associated components. In this article, the term of rework-risk is used for the amount of rework needed to be done to redesign the products’ components. The practicality of suggested method is analyzed using the redesign of an optical mouse as a case study. Managing engineering change requirements in a group with proper sequence can ensue with a 15% decrease in the redesign duration as compared with the prompt implementation of engineering change requirements. Conversely, it can also cause 36.23% increase in the redesign duration, if not handled in an appropriate sequence. The results from a single, simple case, indicates that running engineering change requirement batches can be beneficial.

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