Jump To Course Contents and Schedule
This is your latest, therefore the most current schedule. Last update: February 2, 2014 (Update history: Januaty 6, 2014; November 20, 11, 2013)
A few words about...
ASQ (American Society for Quality) Student Chapter at NJIT. ASQ is the largest quality society in the world. Join us, see, hear and network with professionals! We have weekly short meetings at NJIT, as well as almost every month a really nice technical meeting with a presentation and a FREE dinner (usually in a VERY nice restaurant in Newark, or New York City). For the student membership Information PDF: link here. More from your instructor, Dr. Ranky, the founding academic member of the NJIT ASQ Student Chapter. The actual ASQ Chapter Section 300 web site we are part of is here. Please consider joining ASQ. This is a perfect fit for this course as well as for the EM profession as a whole. Remember: Quality must be designed into every product, process and service system. The earlier you learn about quality focused concurrent engineering the better...
Please Read This Syllabus! It contains Vital Information about the course as well as all the Assignments, Homework and Grades! Without reading, understanding and following this syllabus you won't be able to get a good grade in this course.
Academic Integrity: Please refer to NJIT's Academic Integrity web site that contains much information about strategies to promote academic integrity and avoid cheating on class work and exams (http://integrity.njit.edu/). Also, please refer to the Academic Integrity web site that contains much information about strategies to promote academic integrity and avoid cheating on classwork and exams. http://integrity.njit.edu/index.html. The “Best Practices” document developed and is published on the Provost’s website (on the policies page) or directly at http://www.njit.edu/academics/provost/docs/Best_Practices_related_to_Academic_Integrity.pdf
During the 2008-2009 academic year, the NJIT Administration worked very closely with the Student Senate to enhance and improve NJIT's Honor Code. The Committee on Academic Affairs and the NJIT Faculty approved the Student Senate’s recommendations developed from the findings of the University's Taskforce on the Honor Code. The approved document, “University Code on Academic Integrity” thus replaced the older Honors Code document. (http://www.njit.edu/academics/pdf/academic-integrity-code.pdf)
All students are responsible for upholding the integrity of NJIT by reporting any violation of academic integrity to the Office of the Dean of Students. (http://www.njit.edu/doss/) The identity of the student filing the report remains anonymous. NJIT will continue to adapt its policies and procedures to make clear that academic dishonesty will not be tolerated at this institution.
PLEASE save the TREES and be sustainably lean and green! Please DO NOT Print this syllabus. Use this web site to read it in this electronic format; it will be updated during the semester. Thank you!
The On-line/Distance eLearning / Hybrid Class: Concurrent Engineering & Sustainable Green PLM (Product Lifecycle Management) with an Integrated Sustainable Green Design & Manufacturing Engineering Focus, to Prepare you for the Industrial Internet of Things (IIoT)...
Learn About Concurrent / Simultaneous Engineering, Lean and Sustainable Green Product Design & Development, Incorporating New Product / Process / Service Innovation & Introduction (NPI&I), and Green PLM (Product Lifecycle Management) with Digital Design & Digital Manufacturing, Digital Product Design & Development in the new, 'Internet of Things' environment, Risk-based Design, and Other Methods, Based on a Set of Analytical, Quantitative and Computational Methods, Tools, DVD Virtual Factory Tours, and Case Studies. The Industrial Internet of things (in this course with a strong integrated systems engineering / design focus) is about integrating smart networked machines, big data and human activities for the purpose of optimization and waste reduction. GE (USA), Rockwell Automation (USA) and CISCO SYSTEMS (USA), just to name a few, predict the IIoT to be an approximately 150 billion USD market within the next 10 years!
In this course we'll also focus on design quality, design efficiency, effectiveness, empowerment, social networking, advanced visualization methods for problem solving, product and process innovation, analysis of data, and on how to act professionally based on accurate data / information... all with a design / system design focus.
by
Paul G. Ranky, PhD
Full Tenured Professor
Registered Chartered Professional Engineer
Member of the American Society for Quality (ASQ), Audit Division and Lean Enterprise / Advanced Manufacturing Division
Also Member of ASEE, IEEE, IEE, FEANI, SAE, ISPE, PMI
IEEE Green Engineering Editor, Department of Mechanical and Industrial Engineering and the NJIT IS/IT Program
NJIT, University Heights, NJ 07102 -1982
This is an analytical, as well as practical course. Every subject we discuss is supported by real-world industrial and/or R&D challenges. Then we discuss analytical methods, examples and tools too to help you to solve your real-world challenges.
We work in class exactly the same way as progressive thinkers and professionals work in industry... except that we often take it even further. Our imagination is not limited by management, or by budgets... Many of our methods will be truly appreciated by industry in the next 5-10 years, and by then we'll be another 5-10 years ahead of the game... but that is good.
We have to be better and be able to continuously improve. The methods taught in this course are relevant not just to innovative product design, manufacture, test and quality control of products, but also to a large variety of service industries, because they reduce system design and development costs, and improve working capital management, by offering powerful sustainable green engineering methods and software tools.
Some novel features of this class, that are going to help you to become a truly 21st century hi-tech professional...
Having worked through this class successfully, every student of mine will be able to:
A few words on...
A strong focus on creating "T-shaped people" who not only have a "deep technical education," but are also capable of "innovation, creativity, and entrepreneurial sense."
I am pleased to state, that we have been following this approach for the past 15 years at NJIT with my students...
The American Society of Engineering Educators Reports: Stanford's Engineering School Looks To Balance Traditional, Creative Approaches. Inside Higher Ed (May 14, 2010, Epstein) reports, "The undergraduate offerings at Stanford University's School of Engineering could be engaged in a tug of war." The program's current "emphasis on current state-of-the-art technical knowledge must be complemented with an openness to change," according to James D. Plummer, the school's dean. "We need to teach our students to be lifelong learners, to be able to keep updating themselves to be the best they can possibly be throughout their careers," he said. But retaining accreditation is important, "so rather than giving up on the bean-counting basics" Plummer has focused on creating "T-shaped people" who not only have a "deep technical education," but are also capable in terms of "innovation, creativity, [and] entrepreneurial sense." The article details Stanford's program, and some of the differing views on it. Inside Higher Ed notes that, overall, curricula have become "more holistic" since ABET began implementing its Engineering Criteria 2000 standards.
More on what industry is looking for... (ref. Toyota)... Please read this ONLY if you want to become successful in USA and in international industry...
The Toyota company-wide culture is the key ingredient in its success. What can we learn of the “human systems” that Toyota put in place?
The Toyota “human systems” consistently support and sustain high levels of performance... and this is exactly what I reward in this class too... why? ...because I would like you to become successful... These are some of the secrets that I as an educator share with Toyota... and I will try to teach you too in this class (if you allow me...):
1. Find competent, able, and willing employees / students,
2. Start training / educating and socializing your people / students as you hire them / teach them,
3. Establish and communicate key business performance indicators / assignments and grades, that reflect true progress at every level of your organization,
4. Train / educate your people / students to solve problems and continuously improve processes in their daily work / assignments,
5. Develop leaders who live and teach your company’s / the class's philosophy, and
6. Reward top performance and offer help / office hrs, etc. to those who are struggling (this is reflected in the grade).
Let me share this with you: The 10 Principles Of Learning (ref.: http://www.peloruslearning.com/the-10-principles-of-learning)
1. Learners need to know where they are going and have a sense of progress towards their objectives.
2. The learning environment has to be one of trust, respect, openness and acceptance of differences.
3. Being aware of and owning the responsibility for learning lies with the learner. Others can only give information and support, and provide feedback.
4. Learners need to participate actively in the learning process.
5. Learning should be related to and use the learner’s experience and knowledge.
6. Learning is not only a basic capability but also a group of skills which can be developed and/or learned.
7. Facts, concepts and skills are learned in different ways.
8. Getting ideas wrong can be a valuable aid to developing understanding.
9. For learning to be processed and assimilated, time must be allowed for reflection.
10. Effective learning depends on realistic, objective and constructive feedback
Due to global competition, as well as because of the environment (specifically global warming), sustainable green design and green manufacturing (Green PLM) is the next huge challenge for all of us! This course will help you to prepare for such challenges! As a result, as an engineering manager you'll lead this crucial change process!
Based on my recent visits to Japan, as Toyota, Denso, Mori-Seiki, Honda, FANUC, Matsushita, Nippon Denso, Panasonic, and other Japanese senior engineers explained the following:
Excellence in product development is the next core dominent competency in engineering because there is more competitive advantage at the early stage of the design than at any other stage... when combined with concurrent product, process and resource engineering we can half our product development time, or even do better than that... this means, that whilst our competitors achieve one product release, we can offer two, maybe three new product releases... this brings in huge revenues that we can further invest in new product development methods, tools and actual products... Concurrent Engineering with PLM (Product Lifecycle Management, Digital Product Design & Digital Manufacturing) is the big weapon now, that is not fully understood by many...
... and the amazing fact, is that most Japanese companies use American invented and created software to create these amazing new product designs... these are CAD methods and tools, CAM, PLM, FEA tools, digital design, digital product creation, digital manufacturing and simulation tools, computer networking tools, robot control software, interactive multimedia interfaces for machine tools and robots, etc.... does it tell you something? (Oh, yes it does, we need to catch up and learn all these great inventions we create here in the USA too!)
Furthermore, consider this:
With the current level and speed of globalization, hundreds of milions of new, able, educated workers are joining the global workforce from China, India and Eastern Europe. We, as they, have only one choice: innovate better, faster and design and produce at a lower cost, than our competitors... this way all able, hard working and ethical workers in our Mother Earth will have a better life. This is fair competition. Because we engineers. try to improve quality of life everywhere on Mother Earth... and there is one more thing... we all have to do this following lean, sustainable green methods and technologies, else humanity will be wiped out due to toxic waste... Concurrent Engineering is a KEY set of methods and tools to design for the environment...
Advanced, sustainable green design and manufacturing is used in all areas of manufacturing, including product and process design, control, fabrication, test, assembly, disassembly, and remanufacturing / recycling. In terms of green design and manufacturing sustainability we consider an eco-friendly state, or process that can be maintained over time, for a very long time. Also, the ability of an ecosystem to maintain ecological advanced manufacturing processes and functions, biological diversity, and productivity over time. Furthermore, it encompasses the concept of meeting present manufacturing needs without compromising the ability of future generations to meet their needs. In other words, the characteristic of green, sustainable advanced manufacturing is being able to coexist with another system indefinitely, without either system being damaged. Sustainable green advanced manufacturing concept also emphasizes that the creation of wealth within the community considers the wellbeing of both the human as well as natural environments, and is focused on the more complex processes of development rather than on simple growth or accumulation only.
Here is a very short video of a laboratory demo using our new IBM donated Dassault Systemes Catia / Delmia PLM (Digital Design and Manufacturing Software via Professor Ranky, at NJIT): I formatted this video in QuickTime.mov, as well as for the Video iPod. You can also click the poster frame below to see it running.
It is truly amazing... Boeing, Toyota, Airbus, Honda, GM, Ford, Nissan, Renault Formula 1, and many others use it. It is the most powerful PLM system in the world and if Boeing designs aircraft with it, the Dreamliner 787, and Airbus the A380, and Toyota the Camry, then we should have fun with it too!... and we will. Thanks to the donation I have received, we have multiple-seat licences. This is a major development curve for us too at NJIT, although I was personally involved in this R&D back in 1985-1987 when I was a Visiting Associate Professor at the University of Michigan, Ann Arbor, MI... a long time ago...)
Please note, that your custom designed eLearning Packs have several of such exciting demos included for your study!
Some more examples with videos of our related R&D work we have completed for the LSC (The Liberty Science Center in New Jersey). These are the web sites:
http://njit-lsc.njit.edu/pauldesign.html
and
http://njit-lsc.njit.edu/paulrobot.html
Enjoy!
Why PLM is so incredibly important for advanced design and manufacturing companies, as well as individual design engineers too:
(Edited by Ranky, based on Kevin Prendeville's article. He is a managing director with Accenture’s Product Lifecycle Services practice. He can be reached at kevin.p.prendeville@accenture.com.)
Product lifecycle management (PLM) may sound like one of those deep-in-the-weeds business terms, but it has become one of the most important arenas for accelerating product deliveries, reducing costs, and generating more revenues in major manufacturing industries. Going forward, aerospace, consumer electronics, medical device, semiconductors, and wireless infrastructure manufacturers would need to invest even more in product lifecycle management technologies and capabilities and Product Lifecycle Servicesto make this complex process more streamlined, cohesive, and simplified.
So what is product lifecycle management? Put simply, it’s all the processes and systems involved in product development from the original product conception through the end of its life. Product lifecycle management involves numerous corporate groups such as marketing, engineering, manufacturing, and purchasing. These processes and systems are particularly designed for use by manufacturers employing thousands of highly skilled designers, scientists and engineers working within global processes across hundreds of current and future products.
Why is PLM so important?
Product development has become strategically crucial to the financial performance of these manufacturing companies so they are investing more in it. They understand and appreciate problems PLM addresses and the benefits it can reap such as lower production costs, as well as accelerations in new product designs and launch schedules and engineering cycle times.
Why is the Industrial Internet of Things (IIoT) so important?
The convergence of machines and intelligent data is known as the Industrial Internet of Things (IIoT). The Industrial Internet Makes Industries Work Better! New ecosystems of connected machines have the potential to increase efficiency, minimize waste, and make people operating them think and act smarter. The Industrial Internet is changing the way we design systems and make them work better, and better, and better...and at a higher level of quality at lower cost... The principles apply to ANY industry, nevertheless the core IIoT ideas were invented by engineers, therefore many of the first implementations are in engineering design, automation, processes, quality management and control, the airline industry, and others... all other industries will follow soon, since it is a HUGE waste reduction opportunity saving billions of $$$$... anybody NOT interested...?
What’s at stake for high-tech manufacturers?
Each year these manufacturers companies spend as much as 25 percent of their revenues—in some cases billions of dollars—on innovation and product development, according to Accenture analysis. But nearly half of the investment is on products that are either late to market or don’t address customer requirements. A one percent reduction in the time it takes to deliver a product to market by improving PLM, for example, can translate to major financial benefits.
While PLM can solve a plethora of problems, a one-size-fits-all offering does not exist. The correct remedies depend on the company, industry, specific needs, and competitive dynamics. Based on Accenture’s extensive experiences with clients, however, the most pervasive and common problems are inefficient end-to-end processes, fragmented data systems, mounting offering and product complexity, and difficulties adhering to more and increasingly stringent regulations.
Four Product Development Problems Vex Manufacturers
Inefficient end-to-end processes: Because of deeply ingrained silos within these companies, the marketing, product planning, engineering, manufacturing, purchasing, sales, and service groups often operate independently. Too often these groups are disconnected islands that rarely talk to each other. To boost efficiency, they need to operate in a more coordinated and streamlined fashion by determining areas where the overall process can be improved. To further improve end-to-end process efficiency, they should enhance and supplement their work forces, as well as enhance product design, validation, and manufacturing.
Fragmented data systems: When investing in product development, companies seek data about requirements, designs, parts, bills of material, software codes, and quality. But within these companies such data often remains disorganized, unclear, redundant and dispersed throughout different groups spread among hundreds of applications. Valuable product development data does not get captured, categorized, managed nor disseminated efficiently. These firms need to create centralized data owners and management systems. By doing so, they increase accessibility of accurate, timely and reusable data throughout the business. This increases process efficiency and re-use of product development data and, therefore, investment dollars.
Mounting product complexity: Most companies have seen a steady increase in their number of product offerings, which often combine sophisticated services and features. But due to the mix of mechanical, electronic, software, and service elements, these products are increasingly complex. As such, the offerings are more complicated to conceptualize, develop, and deliver to market. These companies need to examine and enhance the profitability of different product types and features as well as project platforms. Furthermore, if companies are challenged to gather excellent internal and external product ideas, they can accelerate innovation processes, incubate new businesses, and create and mine new product ideas.
Difficulties adhering to increasingly stringent regulations: In the product development arena of high-tech companies, the number of global regulations continues to grow and often has become more complex. To avoid fines and penalties, these companies need to be vigilant and well-organized in following product regulations. They need to more uniformity in the ways in which these regulations are abided by and tracked.
Final Thoughts
It’s not an overstatement to say that PLM is fast becoming one of the most important areas in manufacturing companies for improving business performance. The potential improvements PLM offers are widespread and significant. They can be realized using a number of approaches and techniques. This is the time for manufacturers to derive all the benefits they can out of their PLM processes. (Edited by Ranky, based on Kevin Prendeville's article. He is a managing director with Accenture’s Product Lifecycle Services practice. He can be reached at kevin.p.prendeville@accenture.com.)
Why is PLM, Green-PLM not taught widely in most universities, colleges?
There are many reasons for this, but most importantly due to the complexity of the subject.
Ideally, you should enter the world of green-PLM as a design engineer, or as a high-tech, advanced manufacturing systems engineer with significant analytical, as well as practical knowledge and experience.
In other words to start with, you should be either a good design engineer as well as a good manufacturing systems engineer with green-sustainability in mind, or a good manufacturing, as well as design engineer, to really appreciate this subject... the same applies for the professor who teaches you, guides you in your studies... unfortunately there are only a few of these cases... BUT, not to worry, in this class I'll give you a step-by-step introduction to the key concepts, methods and even to some of the tools.
ALSO, you'll see MANY case studies in the eBook, as well as in the videos we work through in this course. On the top of this, the assignments are ALL designed by you, supervised by myself, for the purpose of mastering this subject... I hope you agree, that it cannot get better than that!
Now a bit about of my motto: 'Happy Learning for REAL!'
This is what my recent graduate students wrote about this course:
=========
Professor Ranky,
Thank you for your teaching this class it was a great experience for me and
everything that I have learned I am going to utilize in my
professional life. I hope that you can be my
professor again, thank you again for everything
Rahadames Matos
=========
Thank you for a rewarding semester.
Ryan McBeth
=========
Professor,
Semester is done and I will miss this gorgeous class.
Happy Learning for REAL !
Sincerely
Ahmed Elhenawy
==========
A - YAY!!!!
:)
You just made my day!
Thank you,
Irene
============
Dr. Ranky,
It has been a pleasure working with you, again! The facts that I have picked up throughout the classes you have offered me has enlightened my interest and knowledge in the field. Thank you for making all this information and knowledge easily accessible.
Yehya Soliman
=========
In addition to the evaluation form I would like to thank you also for
the amount of knowledge you have helped me gain through these courses.
I have been also working at Sanofi Aventis pharma on a Unit Dose
Conversion Project.The principles of CORA, PFRA, CIMpgr modeling, etc
have been of immense help to me for the projects I have been part of
here.The best part is that these tools can be applied in real life
projects.
I am finally graduating this semester and I am delighted that these
methodologies I learned in the TQM and CE courses have real applications,
rather than being mere theoretical concepts.
Thank you for all the help Professor.
Wish you a merry christmas and happy new year!!
Thanks !!
Best Regards,
Anup Sudhakaran
======
Professor Ranky,
My only regret is that I wasn't able to take this course in person. I
imagine your real world experiences would have been quite
interesting... you seem to enjoy living as much as you enjoy teaching.
Anyway, thoroughly enjoyed the working tools you provided... I will
have definite use for them.
Cheers,
Steve Ferra
=========
I have learned a lot form your courses, and would suggest it to my
friends.
sincerely
Nandeep Nadella
========
Dear Dr. Paul G. Ranky,
Please see the URL to all my assignments for this course. It was nice
having you with all the great resources in this class. Please keep up
this great work. Hope to hear from you soon.
Regards,
Moses Bernard.
==========
Sir,
It's been a great 'ride' as I worked thru these challenges- thank you for these opportunities!
Cheers, Jonathan Dunn
=========
Awesome, I really learn a lot of important things applicable in my job.
Thanks,
Fabian Ferreira
Comake Engineer Frozen for Savory Americas
Unilever Foods A2-086A
========
Thanks for a great semester, I enjoyed learning all of these new
concepts!
Thanks,
Mary Petronis
=========
Dear Professor,
I would like to thank you for your efforts in providing one of the best
distance learning courses at NJIT. Like always, I feel very confident
in submitting my coursework.
Best Regards,
Atif Anwar
=======
Hello Dr. Ranky,
Once again thanks so much for putting this course together because
it really helps me on my professional career. Also thanks to IE 673, i
did so great in this concurrent engineering course.
Regards,
Bedwuine
==========
Thank you for an eye-opening semester, both in regards to concurrent
engineering and about working in .html!
Hope you have a good holiday!
Irene
==========
Prof . I really enjoyed the course IE 655 and your an excellent
professor. Your e-book and cd's helped me to go into the deep of real
world and came to know about the facts and miracles in technology. For
the reason I took one more e-learning class in spring 2008 i.e IE
673. I am confident that I can learn an lot from you and know better
about the subject and applications.
Again Thank you for all your support and helping me in my success.
yours sincerely
Sunil Potturu
============
Thanks for a good semester, the course was definitely one of the most
interesting and informative courses that I have taken.
Regards,
Steve Karl
=======================================
This is what one of my Japanese NJIT student has emailed me:
'After developing the CORA requirements model using the CORA Analysis
Excel template provided by Dr.Ranky, Reckitt Benckiser (a USA-Japanese Company) and I, was able to
identify where the company lie in the field of high-speed aerosol canning
equipment after down sizing the equipment to 30%.
From the result, Reckitt Benckiser was first impressed with the result. As
mentioned in the summary (assignment 0), Reckitt Benckiser is a global
company trying to challenge its business in Japan where the resources are
extremely tight with limited space. However, they were able to receive
assistance from Chiron America, Delta Tau Delta Systems Automoblox, Romi
Machine Tools. Ltd, Zobmondo!.
CORA template and Beta ver. Ranky-Taguchi calculation not only helped
Reckitt Benckiser identify where they stand within the canning operation with
competitors, but Reckitt Benckiser was also able to identify their strong and
weak points. Reckitt Benckiser now has a better understanding of what areas
need work and what area needs the most attention for continuation of their
success.
Reckitt Benckiser understands the importance of this analysis and will continue
to research those weak areas identified in the analysis and eventually surpass
those competitors.
In my opinion, it is amazing how important CORA template can be applied for a
company. I was able to assist Reckitt Benckiser by combining the importance
from both the customer and technical point of view.
What’s amazing is that this template can be used for any operations in any
industry. The CORA template is like having thousands pages of documents
into one clean easy to understand template. This is definitely a great tool for
one to learn. Thank you Dr. Ranky. '
Sincerely,
Kotaro Tsujiuchi
IE655 NJIT student in Japan
============================================
'Hi Prof., I did recommend your classes (IE673) and (IE655) to one of my friends at work, who is doing the M.S. in Engineering Management, and he is going to take them both. It has been a great learning experience. One of the things, I have to admit that if it wasn't for you, I would probably never learn how to design a web page, and think it is a complicated process. (thank you). Nirmin'
==============
Thanks Professor,
A lot of thanks for educating me in TQM(IE673) and CE(IE655). It is very helpful in my professional development!
I was nominated in two categories: “Best Product of the 2006 Year” and “ The Best Team” between all Stryker divisions.
Thanks and regards,
Abram
================
Professor Ranky:
I would like to express that I admire your way of teaching. I have to admit that I learn a lot of interesting topics and subjects during the Summer of 2005 through "Cuncurrent Engineering" and this Fall through "Total Quality Management", not to mention that I learned how to create the website and post my assignments on it which I had no clue about it before.
The good thing that I can apply use all of what I learned in my work (in small scale) and even in my day life.
So. thank you very much.
Baher Girgis
===========
Thank you again for all of your time and help, it is greatly appreciated. Renee Schleckmann-Bober
=========
Thanks for having you as a teacher and I wish you happy holidays.
Best regards, William Guarin
=========
Thanks! I enjoyed the course… actually learned quite a bit that is very practical to my work at Rolls Royce!
I do find the methods useful... they have helped me to understand a lot of what is going on around here.
Cheers,
Doug
=========
I learned a lot from you. Thanks for the nice reference. Both the bank and the company will be extending offers to me sometime next week.
Thanks & Regards, Ashley
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Thank you very much for an excellent semester... I feel that I am walking away with a lot of valuable information that I can utilize.
Regards, Matthew Yencha
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Thank you for an interesting course this term. It has given me exposure to a number of tools that I will work to incorporate into the processes my staff and I work through now. With proper planning and review up front, I am confident that I will be able to improve the processes.
Thanks again. David Stibitz
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Dear Dr.Ranky,
I had graduated from NJIT with MS in Information systems in May 2003. I had taken the CIS-683 course with you in 2001.... The course which had enabled me to gain a good understanding of Simultaneous / Concurrent engineering, proved extremely valuable in my career as a Business Process consultant.
I have been working as a consultant with IBM for over 8 years, worked as a independant consultant for a year, and I am currently in the process of joining Citigroup as a CPI manager.
I am applying for MBA programs at the moment .....
Baiju Krishnan
==============
Professor Ranky,
I am excited to be taking your class again. TQM (Spring 05 was excellent).
David Adwedaa
=============================
My response to these emails...
I have to admit, that student comments like the ones above make me not just incredibly happy, but also work harder every semester to give you the best and latest, and to continuously update and improve this course and the learning resources. I know it is popular because we all learn useful methods and tools, as well as see the REAL WORLD via virtual factory tours on videos, and then apply the analytical methods; I am delighted, that you like my 3D eBooks and digital videos too!
Note, that this is a combined Welcome Letter and Course Outline for both the live, as well as the distance learning class. Please read it carefully. You will find all essential course information here.
Please note, that this document will be updated during the semester. If anything is unclear please contact me.
Some really useful advice about the style of professional communication...
Often I get some truly friendly emails from my students... many of these include SMS-style text messages, 'buddy language', such as 'Hi Paul, how r you doin...', etc.
Whilst I am flattered by your friendly communication style, there is something I must bring to your attention. At NJIT it is not just my job to teach you analytical skills, but also professional courtesy and conduct so that you become successful in the US and in international industry. (Of course I assume, that you want to be successful...)
For communication (emails) in my courses at NJIT you must observe the following:
I hereby kindly inform you that these NJIT guidelines must be met in all electronic communication.
Regards,
Prof. Ranky
P.S.
Had I phrased my emails in a friendly SMS-style, or all in capital letters to my boss during my first job I would have been fired on the spot... (For reference: I have never been fired...)
Contact Information...
Please note, that this document might be updated during the semester. PLEASE do NOT print it; view it on-line. If anything is unclear please contact me. See the contact details below:
Paul G. Ranky, PhD
Full Tenured Professor
Registered Chartered Professional Engineer
Member of the American Society for Quality (ASQ), Audit Division and Lean Enterprise / Advanced Manufacturing Division
Also Member of ASEE, IEEE, IEE, FEANI, SAE, PMI
IEEE Green Engineering Editor, Department of Mechanical and Industrial Engineering, and also a Professor of IT at NJIT
NJIT, University Heights, NJ 07102 -1982
Email at NJIT: ranky@njit.edu (Please note, that for reliability reasons I have added another email address: paul.ranky.njit.edu@mac.com . Sometimes the ranky@njit.edu email does not work, therefore we cannot communicate... in such cases we must have an alternative solution. Please use this paul.ranky.njit.edu@mac.com email and send your email again if you don't get an answer from me within 5 to 7 working days. BUT there is NO NEED to DUPLICATE emails... I can read the paul.ranky.njit.edu@mac.com account over the Internet anywhere where I have Internet access, therefore even if I am away at a conference on NJIT business we can be in touch.)
In case of an emergency pls. email me; I try to look at my emails on my cell phone frequently, including weekends and holidays.)
Note, that my office is in ME 310 at NJIT, Newark Campus
My office hours for the semester will be Mondays from 5.30 to 6 pm in my ME310 office, and also on-line. Other office hrs. are also available by appointment only. Pls. keep me informed of your progress by email, and I'll be happy to see you as soon as I can if you need help.
Find out more about the Professor’s past and current research work and background at:
http://www.cimwareukandusa.com/aboutpgr.htm
What are Hybrid Courses? This course is suitable for international students to satisfy on-campus requirements...
Please note, that this course typically runs in eLearning hybrid format at NJIT.
hy·brid - noun - something of mixed origin or composition; something, such as a computer or automobile plant, having two kinds of components that produce the same or similar results.
Hybrid courses at NJIT, also known as blended or mixed mode courses, are courses in which a significant portion of the learning activities have been moved online and time traditionally spent in the classroom is reduced but not eliminated.
The goal of hybrid courses is to pair the best features of face-to-face teaching with the best options of online learning to promote active and independent learning and reduce class seat time.
Using instructional technologies, the hybrid model forces the redesign of some lecture or lab content into new online learning activities, such as case studies, tutorials, self-testing exercises, simulations, and online group collaborations.
This site (ref.: http://media.njit.edu/hybrid/) was created in support of NJIT's Pilot Program in Hybrid Learning and the Weekend University.
"Within five years, you'll see a very significant number of classes that are available in a hybrid fashion," says John R. Bourne, a professor of electrical and computer engineering at Franklin W. Olin College of Engineering who is editor of the Journal of Asynchronous Learning Networks. "I would guess that somewhere in the 80- to 90-percent range of classes could sometime become hybrid."
And he says he expects to see more students choose to take online courses even if they live on campus.
"Hybrid Teaching Seeks to End the Divide Between Traditional and Online Instruction" by Jeffrey R. Young, March 22, 2002, Chronicle of Higher Education
Ref. for up-to-date notes on the subject: http://media.njit.edu/hybrid/
As always,
Happy Learning for REAL,
Professor Paul G Ranky, PhD
IMPORTANT NOTES TO ALL STUDENTS
As an NJIT undergraduate, graduate, live and/ or Distance learning, or in other words eLearning Student, or hybrid course student you are entitled to benefit of significant FREE computing resources, meaning hardware, lots of free software, as well as on-line email, web-site storage space, and related Internet and NJIT intranet server services. The steps below intend to help you on how to set up a web page for documenting your assignments for this course. Please read and follow each step. Obviously if you already have a web page, either through work, or business, or otherwise, please feel free to use that, or the one you prefer. (All we want is for you to learn the method, and then put all your assignments on the web, learn how to manage your knowledge over the web, and then email your URL with your assignments to the instructor for grading). Note, that you can use any suitable web authoring software. NJIT has a few too.
Hopefully all works... I'd like to see your beautiful webpages!
Also, another student of mine suggests to use Netscape for free webpage design. This is the link: Netscape 7.2 is free for download for both PC and Mac at the following URL:
http://browser.netscape.com/ns8/download/archive72x.jsp
Last, but not least: ALWAYS test your uploaded assignment using your own, as well as somebody else's computer, to make sure that everything works fine. (Also, ask one of your classmates, or friends to check it for you, by sending him/her an email with a full URL in it, like this: http://www.mycoursewebpage.edu. Always include the full URL into the email, else it won't link directly).
Also note, that besides the class discussions (live class), the eLearning pack eBooks have several examples on the architecture of simple and complex web-pages. All of these are in open source, please study them! (Note, that open-source does not mean that you can upload an entire eBook of mine, or video onto a server on the web. This would be a major copyright violation!!!! Try to stay out of legal trouble, USA lawyers are the best... PLEASE!)
Contents (IE655) Course All Options: Live, Hybrid and Distance Learning (DL, or eLearning, the same).
For ALL assignments: Please note, that if your are late with the submission of an assignment, then you can only submit it together with the last, i.e. the 5th Assignment. In other words if you are late with an assignment, you are missing a rework opportunity based on my comments. You can resubmit the improved version of each assignment once, assuming you have submitted each of them on time, i.e. on due date (as above).
NJIT IE 655
Welcome to IE655: one of the most useful green engineering / engineering management, green PLM (Product Lifecycle Management) courses you’ll ever take! Please read these notes and work hard on your assignments. What you'll learn in this class will help you to be amongst those who will continously win and prosper. If anything is unclear please call me or email me. I am here to help you!
In IE655 we discuss and learn a conceptual, as well as a practical approach how to innovate, and minimize the time required to successfully execute complex product / process / resource design focused projects. We'll also learn how to create Sustainable GREEN products within a Sustainable GREEN PLM process. Techniques utilized and discussed in detail include lean-six-sigma design systems analysis and integration principles, needs analysis, following QDF (Quality Function Deployment) - like methods and tools, product modeling, system modeling, process risk analysis following FMEA (Failure Mode and Effects Analysis) concepts and tools, Taguchi design of experiments methods and tools, Weibull reliability analysis methods and tools, collaboration and integration methods, rapid prototyping, digital design & digital manufacturing, design for manufacturing / assembly, design for the environment, eco-friendly designs, and others.
Relevant open source software is employed and made available to students in the form of a customized eLearning Pack, and commercial software for educational purposes via the NJIT servers. The course should be of interest to individuals concerned with integrated product/ process innovation, sustainable green design and manufacture, and product introduction to the market, minimizing lead time, reducing project development cost and time to market new products, and/or services during multiple lifecycles.
Narrative Description of the Course
An object - oriented (i.e. modular product, process, service design) lean-six-sigma approach to the introduction of various product and process design methods, tools, technologies and their management issues within a variety of small, medium and large enterprises for the purpose of reducing lead time, and cutting waste.
The purpose of concurrent / simultaneous engineering and green PLM (Product Lifecycle Management) methods is to cut product and/or service process development lead time, to reduce waste, to reduce the number of costly product design changes, to improve quality, and to create a lean workflow. This is applied from concept to integrated product/process design, manufacture, assembly, maintenance and after-sales support, based on analytically established customer requirements, and process models.
The diagram below clearly illustrates the essence of this course. As it can be seen, it is every company's aim to innovate, create new products, processes and services that are required by customers, that are high quality, and can be introduced to the market at a competitive price.
The diagram below clearly illustrates the extremely high cost of product design changes. This is typical without deploying concurrent engineering / PLM methods... in the IE655 class we'll learn methods, tools and technologies, that will lead us to innovate, and minimize the number, and therefore reduce the cost of changes during the entire lifecycle of a product (hence the terminology: PLM).
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Furthermore, as illustrated below, it is important to understand, that Concurrent Engineering, combined with green, sutainable
PLM, Digital Design and Digital Manufacturing, Total Quality Management, Decision Analysis Methods and
Project Management offers major product life-cycle cost reductions, as well as quality improvements.. (i.e. lower cost, higher
quality = win for all!)
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As you can see below, as well as in our advanced, digital course material (pls. refer to the eLearning Pack collaborative companies, as well as
the 3D multimedia eBook, and the digital videos in your eLearning Packs), small, medium, as well as large companies, like Siemens are
not just talking about concurrent / Simultaneous Engineering and Sustainable Green PLM (Product Lifecycle Management), but actually
practicing it! This is because of the huge benefits they can gain by doing so.... and most importantly you will learn about these in this course, in detail...
so, that you'll be ready working for them as a well prepared professional engineer!
Furthermore, as you study the graph below, consider the following:
In engineering systems the term 'life-cycle cost' means the sum of all the costs, both recurring as well as non-recurring, related to product, structure, system, process, IT, and/or service during its life span. (A typical life-cycle is illustrated below.)
As you can see from this graph, life-cycles typically start by identifying a customer need, a requirement, a want, a desire, and/or a sound business opportunity, and end with product/process retirement, conversion, re-engineering, recycling and eventual disposal activities. (Note, that in the case of a modern, environmentally friendly concurrently engineered product/process design system, 85-90% of products are eventually re-used and recycled.
Since by understanding the underlying drivers and processes of concurrent engineering, the opportunities for saving valuable product/process design and development cost and time are huge, the aim is obviously close to 100% re-use and re-cycling, and as we will discuss this issue in the course, there are already good examples for achieving this goal...
Besides others, the graph below underlines the fact, that concurrent engineering economic studies, process-by-process cost and gain assessments are essential part of the big picture, because they help to analyse and compare alternatives in virtual environments, costing a lot less than real-world experimentation on the shop floor when the product/process is already in full swing production and the commited costs are already high.
We can furthermore see, that the greatest savings occur at the acquisition phase, in other words around the basic idea to detailed design transition phase. This is why a factory with a future (i.e. a digital, networked factory) will have to understand and master concurrent engineering, PLM and NPI&I (New Product & Process Innovation & Introduction) methods and apply them at all stages of the business to be able to successfully compete.
It is also important to recognize, that as shown below, the commited cummulative life-cycle cost curve increases rapidly during the basic product/process idea to detailed design transition phase. In general typically 80% of life-cycle costs are 'locked in' at the end of this phase and at the beginning of the 'release design to manufacturing' phase by the decisions made during the requirements analysis, preliminary and detailed design phases. As illustrated by the cummulative, actual life-cycle cost curve, only about 20% of actual costs occur during the acquisition phase, in other words around the basic idea to detailed design transition phase, with about 80% being occured at the product construction, operation phase.
The conclusion is, as shown below, that the concurrently engineered NPI&I activity must understand the potential for product / process life-cycle savings in all processes, with their requirements and risks involved. This should include their time and cost demands too. The key then is to simulate these issues in advanced virtual (digital) environments, and take decisions as early as possible (i.e. 'front loading') to avoid dead-end paths and costly changes downstream... easier said than done! (Note, that this statement is true for every product/process, IT, and service product development activity!)
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It is interesting to see, that the above illustrated principles apply to literally every industry, but most importantly to all product, process and service design and manufacturing / assembly industries, as well as to IT/IS (Information Technology and Information Systems Engineering) and even to pure service environments (like running a hotel, or a bank, or a ski resort, or dive operation). As an example, in the IT industry the opportunities for savings are enormous, due to the fact that over 85% of IT projects fail (1990-2004 figures). This is costing the USA economy over 56 billion (!) USA dollars.
Using concurrent engineering and NPI&I methods this amazing level of failure can be reduced significantly (as a reference only 10-15% of engineering projects fail, and when they fail mostly they overrun, rather than truly fail, like don't work... or crash like software often does...). The major challenge though is to convince IT professionals to actually learn, understand and then apply these methods during their everyday work, versus jump into code-writing, clicking... as many of them do even now as you read this text... and they are charging for every click with the mouse... big $$$$...
Of course, the root cause is to convince many (not all) computing and information sciences professors to change the way they teach IT, information sciences, software design and computer programming... but this is outside the scope of this class... Nevertheless any fool can see that even if we could just save 10% of the $ 56 billion, we could gain $ 5.6 billion every year; not an ignorable sum... the potential savings of course are at least 80% of the 85% failure, therefore we really talk about saving 80% of $ 56 billion = $ 44.8 billion USA Dollars in the USA only... World-wide this figure is estimated to be several times this value... imagine how many hungry kids we could feed out of this money... and how many could get university level education... now you feel the pressure; amazing but all true!
To move on with some positive thoughts, as seen below, the good news is that the above discussed challenges are recognized by many. The Design for Manufacturing (DFM) / Concurrent Engineering (CE) / PLM software market is forecast to grow very agressively not only in the mechanical (like the automotive) but also in the electrical, and electro-mechanical industries.
This is because the electronics industry recognizes the significant cost saving, quality improvement, and time-to-market reduction opportunities with CE.
As an example, at a recent Design for Manufacturability conference in San Diego, CA, USA, the electronic engineering community expressed their views, that 'DFM / CE / PLM solutions have emerged to help designers to cope with process variability reductions and yield increase' (... hope you recognize the link here with what we teach in Total Quality Management, IE673).
As EE Times, the industry newspaper for electronic engineers and technical management (by United Business Media, USA) reports in their June 14, 2004 issue, 'taking one of the boldest steps yet to merge design with manufaturing, Magma Design Automation Inc., USA announced an integrated solution...' Furthermore, IBM and academic research partners are working on methodologies for manufacturing-driven design rule exploration, physical verification, design rule checking (DRC), and other hot CE topics... As Vasilios Gerousis, Chief Scientist at Infineon Technologies AG put it: 'Design and process parameters need to be adjusted at the same time'; a clear success for concurrent / simultaneous engineering principles!
The graph below illustrates the above planned, industry-driven, drastic electronic design DFM/CE software growth rate.
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In order to lead the above outlined plan, with this course, our students are prepared for this challenge and are educated to respond to the rapidly growing employment opportunities in the field of concurrent / integrated product / process, PLM and service system design engineering management.
In the IE655 course they learn several well established methods in-depth, such as quality function deployment, requirements analysis, collaborative concurrent engineering (and service) process modeling, process failure mode and risk analysis methods, Poke-Yoke, Kanzei, rapid prototyping methods, PLM (Product Lifecycle Management), NPI & I (New Product Innovation and Introduction), and others, including methods, tools and technologies in the product / process / service system design field, covering the following:
The course is supported by a comprehensive eLearning package (this pack is the same for live, hybrid and distance learning students) with some printed material, and several web-browser readable, open source 3D interactive multimedia eBook CD-ROMs/DVD-ROMs, and DVD / digital videos. It includes real-world research and industrial case studies documented using 2D and 3D interactive multimedia, as well as open source, professional active code and spreadsheets, that the students can customize when developing their assignments with their own data.
To summarize, the methods taught in this course are relevant not just to innovative product design, manufacture, test and quality control of products, but to a large variety of services too, because they reduce development costs, and improve working capital management, by offering powerful methods and software tools.
Upon completing this program of study the candidates will be able to understand Concurrent/ Simultaneous Engineering, and related PLM, Digital Design & Manufacturing, NPI&I, and total quality engineering management methods and tools. Note, that besides the above, in this semester we'll specifically focus on PLM / Digital Design & Digital Manufacturing.
Why is this course needed?
There are many methods and solutions to innovate and develop new green and sustainable quality products and processes, to cut down waste and to improve an organization, a design office, a manufacturing enterprise, or a product. One major discipline is Concurrent Engineering (CE). CE is also widely known as Simultaneous, or Parallel Engineering, and lately referred to as PLM (Product Lifecycle Management) reflecting the fact that in our knowledge age we are dealing with digital factories networked all around the world.... exciting, but also challenging...
Concurrent Engineering represents a structured, logical framework which supports a systematic approach to the integrated, concurrent design of products and their related processes, including manufacture and support. CE and PLM also underlines the importance of integrated engineering.
According to the USA-based Aberdeen Group the key business pressures companies face include the following: Shorten time to market = 90%; Reduced development budgets = 38%; Increased product comlexity = 30%; Accelerated product customization = 15%; Increased quality-related costs, such as warranty, etc. The solution is obviously Sustainable Green PLM, the core subject area of this (IE655) Course!
As a US-based BMW senior engineer with a PhD degree in engineering stated at the SAE Automotive World Conference in Detroit (April 2007): 'BMW prefers to employ engineers who have both design as well as manufacturing experiences... We, at BMW, firmly believe, that one cannot design quality automobiles without having an integrated engineering approach...' (And of course, this integrated approach is what we communicate in this course as CE and PLM...)
The CE/PLM method is intended to ensure that developers consider all elements of the product life cycle from conception through to final disposal, and re-engineering / recycling, including quality, cost schedule and user requirements. In contrast to the old, conventional, or sequential product design method, Concurrent Engineering and PLM focus on customer satisfaction, on teamwork as well as on Design for Manufacturing, Design for Assembly, Quality and Total Lifecycle issues.
We further illustrate this concept with Dr. Peter Rayson's GICCA enterprise lifecycle curve (Technology Innovation Centre, University of Central England, Birmingham, UK).
As it can be seen from the figure above, and below, it is essential to understand that none of the Concurrent Engineering or CIM (Computer Integrated Manufacturing) methods work in practice unless they are applied to all levels of the enterprise, that they are introduced gradually and that they are managed by people who understand and support them. (In order to promote this thought CIM, or Computer Integrated Manufacturing is now often referred to as the lean, or agile, or adaptive, digital manufacturing and design system, preferably implemented in a digital factory (more on this topic in a web-article...).
It is furthermore obvious from the table below, that the extended enterprise (with a future) must focus on all aspects of product / process and service system innovation and introduction to the international marketplace.
This process needs knowledgeable and empowered individuals who understand the importance of enterprise knowledge management, digital design & digital manufacturing, exactly the professionals industry needs, and this course aims to develop! (See the interesting table offered below by Peter Rayson, TIC, University of Birmingham, UK.)
Note, that various views and angles of this complex topic is addressed by Ranky in this Concurrent / Simultaneous Engineering / Green PLM course, in his Total Quality Management class, and also in his Decision Analysis, Project Management and Lean, Flexible Automation / Manufacturing Systems Engineering classes.
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In broader terms, the aims of CE, Green PLM, or integrated lean, or agile, or adaptive, 3D digital design and digital manufacturing are very clear: get rid of waste, reduce the number of costly changes, eliminate toxic materials and processes as you green your product and manufacturing / assemnbly, integrae product and process engineering better, focus on high quality at low cost, offer product data management and Green PLM within all the companies involved in the product creation and manufacturing processes, organize our knowledge in our minds, and help us to focus on new innovative opportunities driven by the customer. The key is to be able to integrate the
In other words, CIM (Computer Integrated Manufacturing), Total Quality Management, Engineering Project Management and Concurrent Engineering, and PLM (Product Lifecycle Management) address the whole enterprise, including products, processes, controls and resources, enabled and created by humans, machines and networked global partners, including the business systems, product design, process planning, manufacturing planning, the shop floor, packaging and maintenance via the internal, as well as the external supply chains.
As we can see when we analyze successful companies, innovative, quality design is very important: As an example look at Toyota, BMW, DENSO, Nissan, Honda, Boeing, Airbus, Dassault Systemes, or another giant industry innovator: Apple Computers. (Note, that in 2011 Apple Inc. became the most valuable USA corporation...(Certainly the iPhone, Mac, iPad is copied almost by everybody with limited success... there are over 3000 illegal Apple stores in China selling copy iPhones, and other so called 'Apple' products...). But when companies copy IP by definition they are behind by at least 2-3 cycles, nevertheless they can make substantial amount of money illegally... the problem with this is, that this illegal IP copying movement kills innovation... pls. think about it: How would you like your IP being copied and sold by others giving you ZERO... something you worked for years 14 hrs a day? (I hope you get my point...)
Engineering excellence is central to Apple’s vision: Apple’s leader, Steve Jobs, in Paris at the Apple Expo 2005 talked about the beating heart at the centre of Apple’s core, the company’s world-class engineering teams.
“At its core Apple has great engineering and confidence that it has the ability to take complex technology and make it easy for the end user.” Remaining relevant in a changing world is critical. The idea of making powerful technologies easy to use matters: “That need is becoming more necessasry as technology becomes more complex”, he said.
“Apple does that better than any other company in the world. What makes us different? Most of our competitors don’t have engineers anymore. Everyone else designs in the Far East.”
Given that claim, a question was asked as to why Apple says “designed in California”, rather than “designed in the US” on its products. Jobs responded: “(It’s) because we like California. It is where we are from. It’s not because we are ashamed by the US”.
As you can see from Steve Job's comment, Apple truly understands the importance of culture being part of any integrated product, process and/or service design... several other CEOs only look at cost and then outsource... this is because most CEOs are not engineers and they just don't understand the importance of systems integration and culture being part of all this... not just the short term revenue logic...
The October 24th Time Magazine issue features Steve Jobs on the Cover holding a Video iPod and an iMac with the words "What's Next". (The article is available to subscribers, but is also available in full at TimeCanada).
In it, Jobs talks about how and why Apple continues to be innovative in this industry. He points to their product development cycle as "deep collaboration" or "concurrent engineering". Products don't pass from team to team. Instead products are developed in parallel by all departments "in endless rounds of interdisciplinary design reviews".
Jobs also places emphasis on control. Through controlling the hardware and software, integration can be more seamless. This also reduces your dependance on third party companies. The iPod, iTunes, iTunes Music store is an example of this control and integration.
The product now is the iTunes Music Store and iTunes and the iPod and the software that goes on the iPod. A lot of companies don't really have control, or they can't really work in a collaborative way to truly make a system. We're really about a system.
Jobs also provides more insight into his opinion about the new video capabilities of the iPod:
"There is no market today for portable video," he says. "We're going to sell millions of these to people who want to play their music, and video is going to come along for the ride. Anyone who wants to put out video content will put it out for this. And we'll find out what happens."
... and some more facts about Apple (to underline the fact, that concurrent engineering principles, as the CEO has identified the key, works well), as Apple is heading to become a $20 billion corporation:
- Net Mac sales increased 27% year over year
- Average price of a Mac fell 7%
- 21% year over year growth in sales in higher education
- 11% growth in K-12
- 28 Million iPods sold with 248% revenue increase year over year
- 38 new brick and mortar retail stores were openned in 2005
- Retail sales almost doubled to $2.4 billion
- Research and Development increased (up 9%)
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Ranky: Well, this is what happened: within 2 weeks of the introduction of the first Video iPod, Apple sold 1 million videos for it over the iTunes music store, and within 1 year the music iPod gained 60% market share in Japan... where Sony and others typically rule... Apple's market share of the same product in the USA is over 85% for downloads, and 75% for hardware devices... real success, and real concurrent engineering methods... and you can learn many of these in this class.
I firmly believe, that the key to all this is the following:
1. A good, successful design is based on culture, created by progressive thinkers (i.e. HUMANS!), and the
2. Methods and toolset MUST have a strong emphasis on integration, like Concurrent Engineering, TQM and PLM. Isolated thinkers, with isolated tools will NOT succeed in our complex, networked, global infrastructure of creators, producers, manufacturers, and consumers. (In other words, software only is cool, but without an integrated approach with hardware, other software and a strong cultural base it just won't work... just look at the way industry giants have disappeared and the way they'll disappear in this decade...)
All of the above sounds really simple, nothing really new, and as you could say: 'OK, but where are the differential equations... this is easy...'; nevertheless it is not easy to actually deliver the goods... but no worries, we'll learn a lot of this in this class.
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And then came the Sustainable GREEN PLM era... In a different industry, we can identify similar eager to develop new green products, processes, resources and service. As BMW's Dr. Burkhard Goeschel (CTO) states:
The BMW Group is the only major manufacturer of automobiles and motorcycles worldwide that concentrates entirely on premium products and outstanding quality for all its brands and across all relevant segments.
Like all other members of the automotive industry, the BMW Group operates in an area characterized by two contradictory developments. On the one hand, customer demands as well as requirements within the society, are constantly on the rise. On the other hand, competition within the industry is continuously shortening development times for new models even as cars become ever more complex products.
Therefore, developing and implementing innovations is the key element in the BMW Group's strategy to meet this twofold challenge and to maintain its position at the forefront of the automobile industry. Innovative products are clearly distinguishable from the competition, create desire and thus command a higher prize - with all three points being of vital importance in the premium segment. The company acknowledges only products and components that are clearly recognized as useful by our customers. In the same way, research activities are focused on so-called strategic innovation areas such as powertrain or driving dynamics in which the company seeks to maintain or achieve technological leadership.
Two areas that enjoy top R&D priority are Sustainable Mobility and Intelligent Mobility:
Sustainable Mobility
"To ensure the long term availability of adequate energy supplies, the BMW Group is committed to the principle of sustainable mobility, a concept that places emphasis on the efficient use of today's energy sources and the development of innovative solutions to meet future transportation needs. In order to reach this goal BMW Group further develops and enhances a variety of approaches, such as lightweight vehicle construction or the Valvetronic system which all help to decrease the consumption of carbon-based fuels.
The fuel of the future however, will be hydrogen. If generated with the use of regenerative energy sources, hydrogen is the only truly emission-free energy-carrier available. With the initiative BMW CleanEnergy the BMW Group strives to establish the hydrogen-powered internal combustion engine as the propulsion system of the future. Far from being a new player in this field BMW Group has started researching hydrogen technology 25 years ago. In 2004 the H2R prototype-vehicle set nine world records for hydrogen-powered cars, including a top speed of more than 300 km/h, thereby clearly showing the future potential of the hydrogen-powered internal combustion engine.
(In my view the fuel of the future is electricity... hybrid cars offer great transition, but the future is electric cars... hopefully with fusion, solar, wind and other methods we'll be able to produce clen electricity for all! The BIG challenge for humanity will be clean water, yes H2O, but that is another course...
Intelligent Mobility
Communication and information technologies give the automotive industry new opportunities for intelligent mobility in the future. BMW Group's ConnectedDrive networks telematics, online communication and driver assistance systems in order to enhance both safety and efficiency in transport. ConnectedDrive acts like a virtual co-driver presenting the right information at the right time, while still leaving the driver in total control. The active gas pedal, for example, "tells" the driver to slow down under specific conditions by exerting a greater counter-pressure against his foot. Intelligent route guidance taking even more detailed traffic information into account, helps to reduce road congestion and makes individual mobility more efficient in times of rapidly increasing vehicle numbers.
(Note, that whilst GM, Ford and Chrysler shrunk between 45 to 17%, BMW actually grew 17% in 2005-2006... guess why... quality made a BIG impact here too...)
More on Green Engineering: http://www.cimwareukandusa.com/All-Green/Ranky-GreenEngineering.html
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Now a few words about Lean Product Development... by Nancy Rouse-Talley. (She is a freelance writer who focuses on technology subjects, Desktop Engineering, December 2006)
'...Successful execution of a lean manufacturing program requires assessing processes, recognizing bottlenecks, and making improvements that not only eliminate holdups but improve efficiency. Simply automating existing processes is not the best way to implement product lifecycle management (PLM) programs. In fact, it might be a recipe for disaster because computerization could simply speed up unproductive processes without improving them, leading to an endless cycle of ineffective changes.
Software that manages design data, moves it to the factory, and promotes factory automation should be used once processes are streamlined and improved. Programs such as UGS Corporation’s Teamcenter, PTC’s Windchill, Agile Software Corporation’s PLM products, Centric Software’s Product Intelligence Software, and Dassault Systèmes’ Enovia Virtual Product Lifecycle Management (VPLM), Smarteam, and MatrixOne make it easier to share complex engineering data across the enterprise. Digital manufacturing programs such as UGS’ Tecnomatix and Dassault’s Delmia, on the other hand, help manufacturing engineers validate production processes.
(Ranky: we use Dassault's Delmia, and other tools in this course...)
Companies that in the past were primarily concerned with lean manufacturing now also focus on lean product development. Lean methods have formed the foundation of Japanese automobile manufacturer Toyota’s factory processes for more than 50 years, for example, but today the company also uses PLM to perpetuate lean product development processes.'...
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For Whom is the Course Designed?
Graduate / Master of Science programs in Mechanical Engineering (ME), IE (Industrial Engineering), in EM (Engineering Management), in MnE (Manufacturing Systems Engineering) as well as an elective course for Graduate Mechanical Engineering, Graduate Computing Science, Industrial Design and Graduate Environmental Engineering, and Biomedical Engineering, Pharmaceutical, and other science and management students.
Note, that students with science background can take this course too. We follow a modular approach that makes the topic very adaptable to a variety of different environments. This approach has been successfully tested and run for several years at NJIT as well as on a consulting basis at large companies and software houses, such as Rolls-Royce, IBM, GM, Ford, Raytheon, and others.
Furthermore, the course is aimed at graduate research students, professional engineers and managers working in industry, wishing to learn about new, integrated design and manufacturing methods, Sustainable GREEN PLM methods, tools and technologies, and management methods, for the purpose of greening and improving products and services, and to learn how to innovate in a cost effective and productive way.
To summarize, the methods taught in this course are relevant not just to innovative product design, manufacture, test and quality control of products, but to a large variety of services too, because they reduce development costs, and improve working capital management, by offering powerful methods and software tools.
Note, that if you have taken the IE673, Total Quality Management course with me, you will find this course to be an integrated part of our advanced sustainable green and lean project management, total quality, decision analysis, and new product/process/service creation approach. In other words, nothing wasted, all integrated for the same great goals! IE655 is NOT the same course as IE673, although it looks initially similar!
Live as well as Distance and Hybrid (blended) Learning (eLearning) Students purchase their educationally priced, customized eLearning Packs from the NJIT Bookstore (PLEASE ask for the current semester IE655 eLearning Pack. The pack changes every semester, therefore you need the current version. Both Live, as well as eLearning (DL) students get the same type of eLearning Pack from the bookstore). Every eLearning Pack is different, because it is customized, and this semester includes the following incredible resources:
PLEASE note, that all above is for your personal educational non-profit use only, not to be put on the Internet or any servers, or make copies, else you might get into serious trouble with the USA copyright law... and as you know USA lawers are some of the best in teh world...
More important notes:
Reading for a degree... A few words about 'reading for a degree'... for hundreds of years, academics all over the world emphasized the importance of reading for a degree. Since we fully support this philosophy, in the eLearning Packs you'll find significantly more material than required for an 'A', to help even the most progressive students to learn more. Also, you are encouraged to use the Internet, and the NJIT Library. Here is a short list of excellent resources that will help you to deepen your understanding of the subject area of this course:
Academic Calendar
Please look up the accurate dates on the NJIT website.
Schedule: This semester is the equivalent of 15 weeks of study. You have to complete and submit 6 assignments (see them below in detail). There is no final examination, the course is assessed based on 6 assignments. (You might recall my motto: Happy Learning for REAL... assignments sound like real-world assignments versus examinations; and exactly what they are...)
The schedule and deadlines for all assignments are below. All assignments should be in electronic format. If there is something not clear, please email, or call, or make an appointment and see me (as specified above) during office hrs at NJIT.
Class 1 Introduction and overview of the course as well as the subject: Concurrent / Simultaneous Engineering (meaning exactly the same) and green sustainable PLM, in a traditional and in a modern design and manufacturing enterprise. Object-oriented (OO) and globally distributed enterprise models. Systems and integrated processes are explained. Our discussions are supported by DVD videos and virtual factory tours, and have an engineering management focus on how to find and reduce product design and process design related waste; on how to support integrated product / process design concepts and models, how to win over your competitors by following digital design & manufacturing principles and technologies, and how to innovate. Innovation is key in our 'Innovation Economy', in particular in the USA, competing with low labor cost nations on a global basis. If you learn about CE / PLM / Digital Design & Manufacturing, you basically learn how to secure your own job for a very long time!
Student Activities (this is what you should do to get an 'A' in this class, and most importantly learn the subject):
Class 2 Concurrent Engineering and PLM Methods, Tools and Technologies. The Product Development process. Focus on integrating design and manufacturing processes for the purpose of cutting waste, and improving quality. Sustainable GREEN PLM methods and tools for frontloading the product development process.
Submit: Assignment No. 0: Design your Own Concurrent Engineering, PLM, Digital Design and Digital Manufacturing System Design Challenge with the 4 Collaborative Companies in your eLearning Pack with a Sustainable GREEN PLM focus!
You can submit this assignment as an electronic document written in Word, or PDF, or even better in HTML and published on your own website. Note, that if you haven't got your web site up and running yet, at this stage I'll accept this document as an email attachement in Word. BUT, when you have your website working, I would like to ask you to post this as Assignment 0, with the rest of your assignments on the web site in HTML (not hyperlinked in Word! because HTML is Internet standard, MS Word is NOT...)
This work should be entitled: 'My PLM / Digital Design & Manufacturing challenge, my collaborative companies, and my plans for collaborating with them in order to develop, innovate and bring to market my new Sustainable GREEN product/ process design'. Please address briefly all these issues using the following structure:
Note, that according to Bob Norton, CEO: ...if you have these five systems in place and operating well, in the REAL world, you are prepared to scale your business at 100%, 200% or even more rapid growth. Without these it is likely you will have many problems growing. The hidden costs of this will make you uncompetitive and cost you market share, customers and first mover advantages. Bob also suggests, that there are these five things that need to be in place for a company to move into high growth mode without betting the company and without all kinds of problems arising... These things come from experience and the best practices developed over a century of 'good' management. They are proven, not "management of the month club" fads that come and go.
Would you want a newly graduated doctor to do brain surgery on you or your family? Not likely! This is because you recognize the difference between education and experience, between theory and real practice and wisdom. You recognize the difference between reading about flying and actually flying a plane! Who would try to fly a plane alone after just reading a few books on flying!? So how come most CEOs who have not run a larger high growth business think they can do it alone and reinvent all the needed systems and best practices themselves on the fly!? Well, most likely because we CEOs must have extreme confidence (often viewed as arrogance by others) to even try to start a company. We are risk takers and willing to tackle large problems with our intellect, however, we must get experience, guidance and input from others who have "been there and done that" to avoid many pitfalls that can kill a company, or stop its growth completely...
Most early-stage companies have the first major growth problems at a level of about 15-25 employees and between $1million and $2million in revenue. This is the zone in which it is critical to begin to transition from raw entrepreneurship to professional management practices. Many CEOs and founders have not had the high growth experience at this Stage 3 to Stage 4 development phase and inevitably major problems will occur. It is easy for the "wheels to fall off the wagon" as you accelerate the business. Small percentage growth of 10% to 30% can require significant changes as it becomes very significant absolute growth. Usually at this point the CEO can not keep track of everything and needs to depend more on the management team. This means you need systems and procedures that keep the owners and CEO comfortable, and also give management and others room to grow their responsibilities...
... and this is exactly what we'll be learning about in this course with a strong engineering management focus... Now back to reality...our course: Note, that just as in the real world, you can change the focus of your project(s) later as you develop them, but you'll need my approval to go ahead. This is why I need the single page executive summary emailed to me. (This is also a good time to start to set up your web page...)
I will respond to this by email, comment and hopefully accept your plans. When you have your web page up and running, include this Assignment 0 to have a nice, integrated documentation approach to all of your assignments on the web.
Don't miss the fact, that this is a Concurrent Engineering, PLM and NPI&I - focused class! Make sure, that your assignments reflect this! Also, you must collaborate with the 4 companies in your eLearning Pack!
Again, this is the way the rework of assignments works: you submit your assignment on deadline (or before) and within a few days I'll grade it and email you the grade with comments. Then you can start to improve the assignment based on my comments. After this do not resubmit it, only at the end of semester when all assignments are to be reworked and resubmitted anyway. Then I can reward you (hopefully) for all improvements you have made during the semester on all your assignments. The web page control is in YOUR hands, therefore you work on it when you can, as many times as you can. All I need is deadlines to be kept! Fair and mimics real world action.
Classes 3, and 4 Concurrent Engineering, PLM and NPI&I (New Product Innovation & Introduction) in our rapidly growing research and development world = DVD Video Lectures and high quality case study videos. Enjoy; you are seeing and experiencing the past and the future...
Submit: Assignment No.1: Concurrent Engineering Video Lectures and 3DeBook reading / study (20%) (Relevant eLearning Pack Resource: work through the DVD videos and eBook chapters). Take notes as you watch the videos. You'll need these notes in some of the other assignments too!
Typical Mistakes: Why am I loosing grade points in this assignment?
QFD (Quality Function Deployment); Component-oriented Requirements Analysis is discussed with 3D Virtual Reality examples as an OO Concurrent Engineering / PLM methodology. Note, that we are dealing with the "Product Planning Stage QFD diagram/ matrix. i.e. the very first one.
Student Activities:
QFD (Quality Function Deployment) / Requirements analysis is discussed with 3D Virtual Reality examples as a Concurrent Engineering methodology. Focus on the Assignment this week! We like professional quality assignments!
Submit: Assignment No. 2: QFD1 / CORA (Quality Function Deployment; Component Oriented Requirements / Needs Analysis). In terms of assignment development method, please follow the CORA CD-ROM in your Learning Pack. (Relevant eLearning Pack Resource: Requirements analysis chapter in the 3DeBook)
When developing the QFD1 matrix for a product try to put down all customer requirements for the WHAT’s side, prioritize them, then create the HOW’s, this is the "engineers’ voice", then the HOW MUCH’s, which will give you the parameter ranges for satisfactory data and then develop the rest of the correlation and the comparative quality models on the right hand side of the matrix. The crucial thing is that in the report you should explain what you have done and why?
Please note, that the best assignments show evidence that the student has worked through the learning material provided in the 3D eBook. Therefore feel free to incorporate digital images, text and even video clips or 3D VR objects provided into your assignment; nevertheless never forget to credit the source of such objects in the bibliography.
Assignment No. 2: QFD1 /CORA (Quality Function Deployment; Component Oriented Requirements / Needs Analysis) (20%)
Typical Mistakes: Why am I loosing grade points in this assignment?
FMEA: The Failure Mode and Effect Analysis, or Process Failure Risk Analysis / Disassembly Process Failure Risk Analysis methodology and its use in CE.
You are developing this for a product / process, or service for your company with a CE/PLM focus! In order to complete this assignment you must read Chapter 9 in the 3DeBook.
Relevant eLearning Pack Resource: Study the DFRA Case Study! Note, that the DFRA method is focusing on using the FMEA method for disassembly process failure risk analysis. This eBook educates a the method and offers examples and solutions, as well as active code-tools for you to execute (in the form of MS Excel templates). Learn this method, as well as read the book chapter on FMEA, and then based on the MS-Excel Template develop process/ design (potential) failure modes of YOUR product, that you are designing. Please make up missing data.
Design For Manufacturing, Quality, Assembly, KANRI, KAISEN, MUDA, MURA, MURI, POKA-YOKE, the role of Quality Circles, and other methods discussed with 3D Virtual Reality examples. (Part 1).
Submit: Assignment No. 3: Process Failure Mode and Effects / Failure Risk Analysis: Risk-based Design, in the CE Context
The student’s main task is to pay attention to the multimedia presentations, to take notes on every important issue, item, principle, and example, to interact with the tutor (on Email, Fax, Telephone, etc.) and the class members (on Email, Fax, Telephone, etc.) and fully understand the topics covered.
Student Activities and relevant eLearning Pack Resources
Please keep this in mind: I am interested in seeing that you understand the methods... I don't want you to spend your entire life on these assignments... you follow...Please note, that the best assignments show evidence that the student has worked through the learning material provided on DVD-ROMs and in the book. Therefore feel free to incorporate digital images, text and even video clips or 3D VR objects provided into your assignments; nevertheless never forget to credit the source of such objects in the bibliography.
Project/ Assignment No. 3: Process Failure Mode and Effects / Failure Risk Analysis in the CE Context (20%)
Typical Mistakes: Why am I loosing grade points in this assignment?
Design For Manufacturing, Design For Green Sustainable Manufacturing, Quality, Assembly, KANRI, KAISEN, MUDA, MURA, MURI, POKA-YOKE, the role of Quality Circles, and other methods discussed with 3D Virtual Reality examples and classroom exercises. Rapid prototyping methods and solutions (Part 2).
Focus on the engineering related challenges/ questions, but most importantly on lean, sustainable green design. Try to answer 10 selected questions of your choice! Incorporate these answers into the Assignment below!
Design for Demanufacturing, disassembly, Virtual Product Disassembly over the web, and other methods discussed with 3D Virtual Reality examples and classroom exercises. Rapid prototyping methods and solutions. Networked Concurrent Engineering systems in digital collaborative factories. Discussion on network modeling methods and tools. PLM (Product Lifecycle Management), NPI & I (New Product Innovation and Introduction).
Student Activities:
Submit: Assignment No. 4: Sustainable Green Design for Manufacturing / Assembly / Environment Methods and Technologies Study (20%)
The students' main task is to pay attention to the multimedia presentations, to take notes on every important issue, item, principle, and example, to interact with the tutor (on Email, Fax, Telephone, etc.) and the class members (on Email, Fax, Telephone, etc.) and fully understand the topics covered.
Project/ Assignment No.4: Sustainable Green Design for Manufacturing / Assembly / Environment Methods and Technologies Study
Typical Mistakes: Why am I loosing grade points in this assignment?
Class 12 and 13 (Don't worry, it's almost over...)
Concurrent Engineering / PLM Team management methods and issues. The TOPS method (The Ford Motor Company). Virtual teaming methods over the Internet. A 3D Virtual Reality web-based method and code is discussed in detail.
Student Activities:
Class 14 and 15 (Note, that Classes 14 and 15 are kept for Assignment related project improvements)
Submit: Assignment No. 5: Concurrent Engineering Product Design Review / Assessment and Improvements: New Product Innovation & Introduction (NPI & I) Challenges
-> Part 1: Innovative PLM Design, and
-> Part 2: PLM / Green and Sustainable Digital Design & Digital Manufacturing Transition Plan, Marketing Plan (Press Release of your new product/ process/ service)
Documentation Structure for Assignment #5
90-100 = A
85-89 = B+
80-84 = B
75-79 = C+
70-74 = C
60-69 = D
0-59 = F
Feedback to the Anonymous Total Quality Feedback Form: IE655 (January 21, 2003)
Please rate the following topics planned to be covered in this class by rating each topic between 0 (not important / poor) and 10 (extremely important / excellent!) on the right hand side of the sheet please!
This feedback form will help your instructor to dynamically adjust the breath and the depth of the topics to be covered in this semester in this class to maximize your level of quality satisfaction.
Topics (as per the web-based syllabus) Your rating (0 -> 10)
Web-based syllabus (Rated: Very High)
eLearning Pack (Most students haven't seen it yet)
Introduction and overview of the course as well as the subject: Concurrent / Simultaneous Engineering (meaning exactly the same) in a traditional and in a modern design and manufacturing enterprise (Rated: Very High).
Object oriented (OO) process and enterprise models are introduced (Rated: High).
Systems and integrated processes are explained using traditional as well as new, OO methods (Rated: High)
Engineering management focus on how to find and reduce waste; how to support integrated product / process design concepts and models. (Rated: Very High)
Concurrent Engineering Methods, Tools and Technologies (Rated: Very High)
Process modeling the digital enterprise (Rated: Very High), with the exception of one: rated very low (2))
Focus on integrating design and manufacturing processes for the purpose of cutting waste, and improving quality (Rated: Very High)
Process modeling methods and examples (Rated: Very High)
Object Oriented Concurrent Engineering Information System Models (CIMpgr, Object Oriented Process Modeling is explained and discussed through exercises and examples) (Rated: Very High, with the exception of one, rated low (3))
QFD (Quality Function Deployment) (Rated: High)
Requirements Analysis is discussed with 3D Virtual Reality examples as an OO Concurrent Engineering methodology (Rated: Very High)
FMEA: The Failure Mode and Effect Analysis, or Process Failure Risk Analysis methodology and its use in CE (Rated: Very High, two rated it Medium)
Interactive FMEA modeling / Disassembly Failure Risk Analysis modeling with the 3D Virtual Reality examples on the DFRA CD-ROM (Rated: Very High)
Design For Manufacturing, Quality, Assembly (Rated: High)
KANRI, KAISEN, MUDA, MURA, MURI, POKA-YOKE (Rated: High, some did not know what this meant, so we are going to discuss it in detail)
The role of Quality Circles, and other methods discussed with 3D Virtual Reality examples and classroom exercises (Rated: High)
Rapid prototyping methods and solutions (Rated: most rated it Very High, nevertheless two rated it low (2-3))
Concurrent Engineering Team management methods and issues (Rated: Very High)
The TOPS method (The Ford Motor Company) (Rated: High, some did not know what this meant)
Virtual teaming methods over the Internet (Rated: High)
A 3D Virtual Reality web-based method and code is discussed in detail (Rated: most High, nevertheless two rated it Low (3))
Design For Environment and related Concurrent Engineering and CE Management issues, the way you see them related to the subject area of Hybrid cars (Rated: High)
Design of Experiments (DOE) Application Example, of YOUR choice, with the documentation and the calculations explained (Rated: High)
Industrial and R&D Case studies for every topic (as listed above) (Rated: Very High)
Any other topic you would like to cover? Please explain: (Received 4 requests)
1. JIT (just-in-time) manufacturing: note, that we'll deal with this briefly, nevertheless the IE673 TQM course deals with this in detail;
2. Information management in product/ process integration (we are going to deal with this in detail, see above).
3. The lean manufacturing approach: note, that this is similar to (1) above, nevertheless we'll deal with this briefly.
4. Using simulation tools/ products to determine product effectiveness; we are going to deal with this in detail, nevertheless due to the depth of the simulation opportunities we won't be able to exhaust the topic in this course.
It is over! Congratulations! You can now analyze and improve many products and services!
PLEASE save the TREES! Please DO NOT Print this syllabus. Use this web site to read it in this electronic format; it will be updated during the semester. Thank you!