David Twigg

Managing product development within a design chain

This paper examines the product engineering relationships between a vehicle manufacturer and six key suppliers which contribute to the final design of products. The interaction of design information between each supplier and customer is termed a design chain. The paper presents findings of the engineering design relationship between these companies and compares the different project management approaches used. Various mechanisms are used to coordinate these inter‐firm design operations. The paper emphasises a need for customers to differentiate between suppliers, based on their respective design contributions, in order to develop effective and appropriate coordination for the exchange of design and development information. The paper concludes that suppliers need to focus their project management skills on their customers’ processes to assist effective coordination, and finds that suppliers are promoting the use of guest engineers as one mechanism to deliver early participation.

Managing the design/manufacturing interface across firms

The integration of design and manufacturing operations within the firm has been much discussed, particularly with respect to the development of a concurrent engineering approach to product development. Where product development activities occur between firms, the issue of design and manufacturing integration is less well developed. The notion of networked firms and partnership development requires consideration of how product development activities will be managed in the future. The outsourcing of design and manufacturing is becoming prevalent. Firms are involving their suppliers in both design and manufacturing. The need for cross‐functional inputs necessitates consideration of how coordination and integration can be sustained across this inter‐firm relationship. This article proposes a typology of inter‐firm mechanisms, which firms are using to integrate design and manufacturing operations in product development. It is based on a review of literature on design‐manufacturing integration at the inter‐firm level.

Implementing Integrating Technologies: Developing Managerial Integration for CAD/CAM

Companies are increasingly adopting technologies that can promote integration between functions and tasks. The implementation of these technologies has largely concerned the tasks of installation and the technical integration of the system. However, insufficient attention appears to have been directed towards organizational and managerial integration issues. Argues, based on empirical data from 15 UK engineering companies, that effective implementation of integrating technology requires a better understanding of issues concerning the integration of functions/tasks involved. Focuses on the issues and problems concerning managers involved with improving engineering/production integration, and proposes alternative organizational and technical mechanisms for implementing such integration. Reviews these mechanisms by reference to the engineering case companies.

Implementation Issues in Simultaneous Engineering

This paper reviews an empirical study of 18 companies implementing simultaneous engineering and/or CAD/CAM. It reviews the strategic need for these approaches. It argues that to implement these approaches effectively, changes are needed in the way in which companies are managed. The empirical data is reviewed, and data is presented that shows that companies are using a wide range of integration mechanisms to support the implementation of simultaneous engineering and CAD/CAM. The paper finishes by presenting guidelines for managers and engineers.

Outsourcing of Product Design and Development

Alphabetical Listing of Complete Contents. Alphabetical List of Major Articles. Authors, Contributors and Reviewers. Manufacturers and Organizations Discussed in the Encyclopedia. Foreword. Preface. Appendix I: Alphabetical Bibliography. Appendix II: Topical Bibliography. Appendix III: Production Management Journals and Magazines.

Positioning UK Research and Technology Organizations as Outward‐Facing Technology‐Bases

UK research and technology organizations (RTOs) compete globally by offering engineering, technology and innovation services. Although associated historically with specific industries, UK RTOs have expanded into nontraditional markets and sectors. This article profiles 15 UK RTOs and we suggest that UK RTOs have unique technology and innovation capabilities, which cut across industrial boundaries.

Lessons from Using Supplier Guest Engineers in the Automotive Industry

This paper examines the role of supplier guest engineers in the development of new products within the UK automotive industry. Guest engineers are technical specialists who reside for a period of time within the vehicle manufacturer?in either a design or a production engineering role. The paper draws upon data from two studies of supplier involvement in automotive product development. It reports on the roles and responsibilities of these supplier engineers and presents a number of lessons that can be learned by vehicle manufacturer and supplier when employing this form of inter-firm coordination mechanism. The findings indicate that a variety of roles exist, at different phases of the product development process. Tour provisional types of guest engineer have been identified from in-depth interviews with vehicle manufacturers and suppliers. The recognition of these different roles is important for suppliers involved in or proposing closer cooperation in product development, since each alters the type of relationship and expectations of both parties.

Operations and production management on the Internet

Contends, contrary to some media portrayals of the Internet as a surfer’s playground without signposts, that the Internet does offer some direction to serious researchers seeking operations and production management information. Attempts to decipher the Internet as a medium for information gathering and to explain how it may be used as a resource for those in the operations management field. Aims to assist the Internet novice to find his or her point of embarkation and to introduce the more experienced user to new sources of useful data. Considers how the Internet may be used to promote the operations and production management discipline, and suggests ways in which both academics and practising managers may participate and so benefit.

Integrating Technology and Organisation in the Implementation of CAD/CAM

In this paper, the authors propose a framework for focussing attention on the organisational linkages necessary for improving the implementation of CAD/CAM. The paper describes the structure of the framework and the procedure for its use by managers. There are three methodological steps - strategy, audit, and change - in the framework, and the paper outlines how these are used to develop and consider alternative integration mechanisms for the organisation.