The size and complexity of the product has led Airbus since the beginning to define and implement an industrial work sharing for aircraft development and series production. This has led to a high industrial specialization, with recently to be harmonized to wide extent. Development and series production. This has led to a high industrial specialization, with local
processes sometimes, which have had recently to be harmonized to a wide extent.
1.2 Development costs and design processes When developing a new product, the well-known comparison of the costs committed by the definition progress versus actual costs at any time clearly shows the necessity to drastically improve at the earliest the best knowledge we can have sbout the complete product to be developed and delivered. Inthe mean time, reduction of development cycle and production cycle is absolutely mandatory, to deliver better response time to market and reduce final cost of the product.
Two main features can characterize design engineering processes:
- In upstream phases (concept, feasibility, preliminary definition), processes are highly interactive and iterative. Degress of freedom are numerous, and must be managed carefully in order not to be frozen too early. Work is mainly focused on architectural level, and trade-offs are frequent with a high impact on the configuration Trade-odds between aircraft configuration and the overall dedign of main components are frequent. Work force in these phases is still limited (compared to the whole development workload).
- In the development phase, degrees of freedom are limited to very local design, industrial performance (link of engineering to manufacturing) is paramount, deployed workforce is huge to produce the definition and industrialize the product, sensitivity to operational configuration management increases dramatically.
One of the key conditions to reach cost and time reductions is to ensure that expensive development phases (detailed design, industrialization), then series production phases, are performed with maximum efficiency.This leads also to make sure that the concept and feasibility phases, in a rather iterative manner, deliver sound baselines. As far as a design change is concemed during the more expensive it will be. Consequentil, all disciplines must interact in an dfficient manner, with a common objective, the successful and efficient development of the aircraft.
2 Concurrent Engineering approach
2.1 Fundamentals
The main concepts supporting Concurrent Engineering are:
- Managing complexity of the product in making it accessible to each team, then to each individual in the team. This leads to break down the product into certain “concurrent engineering products” or business obfects, which represent design domains ( geometrical, functional), and which enable to maximize the work in parallel.
- Synchronization, to ensure that the resulting development cycle is under control.
- Control of interfaces of the different design domauns.
- Multidisciplinary engineering.
-”Break the walls”, especially by developing collaborative techniques throughout the extended enterprise.
- Permanent traceability of product configuration information.
-Think process, then method and then tool.
This process based paradigm implies:
1. to really consider how design teams actually cooperate in design context, what business objects they use, how they share them, how these objects evolve as design evolves or when change occurs.
2. to think as much as possible in terms of process integration, to streamline the overall workflow, and to maximize process quality.
The size and complexity of the product has led Airbus since the beginning to define and implement an industrial work sharing for aircraft development and series production. This has led to a high industrial specialization, with recently to be harmonized to wide extent. Development and series production. This has led to a high industrial specialization, with local
processes sometimes, which have had recently to be harmonized to a wide extent.
1.2 Development costs and design processes When developing a new product, the well-known comparison of the costs committed by the definition progress versus actual costs at any time clearly shows the necessity to drastically improve at the earliest the best knowledge we can have sbout the complete product to be developed and delivered. Inthe mean time, reduction of development cycle and production cycle is absolutely mandatory, to deliver better response time to market and reduce final cost of the product.
Two main features can characterize design engineering processes:
- In upstream phases (concept, feasibility, preliminary definition), processes are highly interactive and iterative. Degress of freedom are numerous, and must be managed carefully in order not to be frozen too early. Work is mainly focused on architectural level, and trade-offs are frequent with a high impact on the configuration Trade-odds between aircraft configuration and the overall dedign of main components are frequent. Work force in these phases is still limited (compared to the whole development workload).
- In the development phase, degrees of freedom are limited to very local design, industrial performance (link of engineering to manufacturing) is paramount, deployed workforce is huge to produce the definition and industrialize the product, sensitivity to operational configuration management increases dramatically.
One of the key conditions to reach cost and time reductions is to ensure that expensive development phases (detailed design, industrialization), then series production phases, are performed with maximum efficiency.This leads also to make sure that the concept and feasibility phases, in a rather iterative manner, deliver sound baselines. As far as a design change is concemed during the more expensive it will be. Consequentil, all disciplines must interact in an dfficient manner, with a common objective, the successful and efficient development of the aircraft.
2 Concurrent Engineering approach
2.1 Fundamentals
The main concepts supporting Concurrent Engineering are:
- Managing complexity of the product in making it accessible to each team, then to each individual in the team. This leads to break down the product into certain “concurrent engineering products” or business obfects, which represent design domains ( geometrical, functional), and which enable to maximize the work in parallel.
- Synchronization, to ensure that the resulting development cycle is under control.
- Control of interfaces of the different design domauns.
- Multidisciplinary engineering.
-”Break the walls”, especially by developing collaborative techniques throughout the extended enterprise.
- Permanent traceability of product configuration information.
-Think process, then method and then tool.
This process based paradigm implies:
1. to really consider how design teams actually cooperate in design context, what business objects they use, how they share them, how these objects evolve as design evolves or when change occurs.
2. to think as much as possible in terms of process integration, to streamline the overall workflow, and to maximize process quality.
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