Ahmed Al-Ashaab

Knowledge web-based system architecture for collaborative product development

The manufacturing competitive environment has intensified in recent years. In this environment, companies do not possess all the knowledge they need but instead rely on other organizations. This results in the need of distance product development, which in turn requires information and knowledge in the place, time and format required. In response to this need the research community has come with a solution called collaborative product development (CPD) systems. This paper introduces the partial results of the ongoing research to propose a knowledge driven CPD system architecture, which will facilitate the provision of knowledge involved in product development. This paper presents the research issues and industrial requirements for such system. Furthermore, the proposed system architecture is described in detail and its implementation is presented using a case study of an injection moulded product.

Towards lean product and process development

Successes in lean manufacture have led researchers and practitioners to consider extending ‘lean’ to different parts of the engineering enterprise, including product and process development (PPD). Lean product development (PD) has been understood to mean lean manufacture applied to PD, while the roots of lean PD – just like lean manufacture – go back to Toyota. This article presents the methodology adopted in order to pave the way towards a coherent lean PD model that combines lessons from the Toyota product development system (TPDS) with other best practises. The article provides a unique review of the lean PD research area, and a reference framework for the enablers that Toyota has employed for lean PD. An investigation of five engineering enterprises undertaken to search for evidence of the implementation of lean PD enablers through observation, document analysis and interviews is also presented. Some enablers have been informally applied, while few have been formally implemented, and no model was found to formally combine lean PD enablers into a coherent whole. This is the first article to critique attempts to describe lean PD and provide a definition for Lean PD.

A Balanced Scorecard for Measuring the Impact of Industry- University Collaboration

The Balanced Scorecard (BSC) can be considered as a strategic measurement tool. Many companies have applied it to measure four key aspects of their organisations’ performance: financial, customer, internal business process and learning and growth. Although it is widely used in the business arena, this original BSC was not developed to assess the impact of collaborative research projects under an open innovation strategy, where the outputs of research and development developed by collaborative projects undertaken by industry and universities should be measured in a different way. Therefore, this article will propose a scorecard to measure the outcomes of collaborative research and present two case studies of how companies are using this tool to measure the outcomes. It is important to recall that this scorecard has been developed during a collaborative research project by CEMEX Research Group AG (Switzerland) and Cranfield University (UK). During such project, a survey was developed to carry out interviews in a sample of 10 companies in UK, where it was confirmed that a collaborative BSC is a very useful tool to measure, track and improve the impact of conducting collaborative projects with universities. This article is an extended version of the one presented at the PRO-VE’09 conference (Flores et al. 2009. A balanced scorecard for measuring the impact of industry-university collaboration. In: Leveraging knowledge for innovation in collaborative networks, 10th IFIP WG 5.5 working conference on virtual enterprises, PRO-VE 2009, 7–9 October 2009, Thessaloniki, Greece, 23–32).

The transformation of product development process into lean environment using set-based concurrent engineering: A case study from an aerospace industry

This article presents a transformation process towards lean product development in an aerospace industry. This transformation was achieved in two main stages: the first was to integrate the principles of set-based concurrent engineering into an existing product development model of an aerospace company. This stage included defining activities and associated tools. The second stage was to implement the developed model in a research-based industrial case study, a helicopter engine in this case. Three main outcomes were realised from this work. First, it presented an industrial case of lean transformation in product development, where the leanness of an existing model was enhanced by embedding set-based concurrent engineering principles. Second, the developed model was structured into a set of well-defined activities and associated tools that were previously scattered or redundant. Finally, the developed model was trialled in an industrial project of a helicopter engine, tested to evaluate its value in enhancing the innovation level and reducing risk. The work presented in this article focused on early stage system level design, and future work will extend the implementation of set-based concurrent engineering to sub-system and component levels.

Set-Based Concurrent Engineering process within the LeanPPD environment

This paper presents a newly defined set-based concurrent engineering process, which the authors believe addresses some of the key challenges faced by engineering enterprises in the 21st century. The main principles of Set-Based Concurrent Engineering (SBCE) have been identified via an extensive literature review. Based on these principles the SBCE baseline model was developed. The baseline model defines the stages and activities which represent the product development process to be employed in the LeanPPD (lean product and process development) project. The LeanPPD project is addressing the needs of European manufacturing companies for a new model that extends beyond lean manufacturing, and incorporates lean thinking in the product design development process.

The Conceptual LeanPPD Model

This paper is presenting the conceptual Lean Product and Process Development (LeanPPD) model which is a project funded by the EU-PF7. The project is addressing the needs of European manufacturing companies of a new model that goes beyond lean manufacturing, to ensure the transformation of the enterprise into lean environment. This is a respond to the market demand of value creation, incorporating sustainability and customisation as well as ensuring business growth through the development of high quality products in a cost effective manner at the shortest time. The authors believe that significant change in enterprise performance can be achieved through the adoption of lean thinking throughout the product life cycle. The paper presents the LeanPPD enablers which represent the building block of the model.

Internet-Based Collaborative Design for an Injection-moulding System

Nowadays, the globalization of the manufacturing enterprises requires collaboration across frontiers. In order to attain effective collaboration, the information about the product life cycle must be captured and administrated in a way that supports the decision taken during the product development. In this context, the manufacturing process information needs to be shared between manufacturers. This paper introduces the SPEED (Supporting Plastic enginEEring Development) system designed to facilitate the sharing of injection-moulding information between interested parties via the Internet. Both the architecture and the functionality of the SPEED system are presented and described in this paper through a case study. The evolving issues are addressed. Finally, closing remarks and conclusions of the system are presented.

Knowledge-based environment to support product design validation

A knowledge-based environment to support product design validation of refresh projects (projects with minor changes in comparison with previous ones) has been developed. This was achieved by capturing the relation between the design change of refresh projects with their required physical tests and the historical data of previous projects. The refresh projects constitute the majority, around 60%, of the total number of projects in the collaborating company. The knowledge-based environment framework (Knowledge-Based Environment to Support Product Design Validation - KBE-ProVal) has been implemented on the Product Lifecycle Management Platform, called Teamcenter. The KBE-ProVal development was based on the standardisation of the existing related documents while maintaining the traceability of the decision making process. This implementation will avoid repeating unnecessary and costly physical product tests, thus reducing time and costs for these refresh projects.

A Balanced Scorecard for Open Innovation: Measuring the Impact of Industry-University Collaboration

The Balanced Scorecard (BSC) can be considered as a strategic measurement tool. Since its first publication by Norton and Kaplan in the early 1990’s, many companies have applied it to measure four key aspects of their organisations’ performance: Financial, Customer, Internal Business Process, Learning and Growth. Although it is widely used in the business arena, this original BSC was not developed to assess the impact of collaborative research projects under an open innovation strategy, where the outputs of research and development (R&D) developed by collaborative projects undertaken by industry and universities should be measured in a different way. In fact, many companies are losing important opportunities to spur their R&D results by not being able to quantify the results of such collaborations. Therefore, this paper will propose a Scorecard to measure the outcomes of collaborative research. It is important to recall that this scorecard has been developed during a collaborative research project by CEMEX Research Group AG (Switzerland) and Cranfield University (UK). During such project, a survey was developed to carry out eleven face-to-face interviews in a sample of ten companies in UK, which provided important inputs to design such strategic scorecard. It was confirmed that a collaborative balanced scorecard is a very useful tool to measure, track and improve the impact of conducting collaborative projects with universities.

Development and application of lean product development performance measurement tool

The need of applying lean thinking to product development is becoming a must for the organisations to succeed in the current industry. This paper presents the development and application of a tool that helps to identify the actual status of the organisation in relation to the lean principles. Overview of the literature highlighted the need of developing a tool focused on assessing the implementation of lean principles themselves, rather than quantitative metrics. Based on the idea of the balanced scorecard, four perspectives, with their corresponding set of questions, were defined reflecting the enablers of the lean product development model proposed by the Lean Product and Process Development European project. A five-level scale was customised to reflect different readiness levels of lean implementation. The tool was used in case studies in two organisations; first in aerospace and second in automotive. Examples of measurement from two different organisations demonstrated the accuracy of the tool in assessing and defining the starting conditions for adapting lean principles and practices.