Concurrent Engineering/Additional Resources

European Space Agency Concurrent Design Facility or CDF,submitted by Peter Burke. This is a fine example of a dozen engineers simultaneously working on the same computer model of a space hardware systems. http://esamultimedia.esa.int/docs/CDF%20INFOPACK%20PRESENTATION%202008.pdf Comments on how experts think differently from non-experts, submitted by Peter Burke. This is relevant to concurrent engineering teams consisting of different kinds of experts who may not realize that their own intuitive thought processes are not understood by other team members. http://www.thefreelibrary.com/Seeing+through+expert+eyes%3a+ace+decision+makers+may+perceive...-a021003401 "Managing Your Team",submitted by Joseph Lutnesky This is a good report on how to manage a team in industry today. There are many good points that were brought up in making a team successful. http://www.informit.com/content/images/9780131870369/samplechapter/013187036X_Sample.pdf "Team Building and Teamwork", submitted by Joseph Lutnesky I found this website to have very good information on team building and teamwork. There were many good points and I thought it would be a great source to contribute to our book. http://www.1000ventures.com/business_guide/crosscuttings/team_main.html Anderson, David, "Design for Manufacturability & Concurrent Engineering", 1878072234 Moore, Geoffrey A., "Crossing the Chasm" submitted by Peter Burke The needs for concurrent engineering vary, depending on where a product is in its life cycle. MEEP - Concurrent engineering course materials from "The Manufacturing Engineering Education Partnership" Penn State, U. Puerto Rico, U. Washington, and Sandia http://www.mne.psu.edu/lamancusa/html/ConcEng.htm Kepner-Tregoe - Charles. H. Kepner & Benjamin B. Tregoe "The New Rational Manager" Princeton Research Press, Princeton, New Jersey, submitted by Peter Burke http://www.kepner-tregoe.com/ Kepner-Tregoe, Inc. is a 50-year old company specializing in consulting and training directed toward solving a wide variety of problems, using a rational, analytical approach. Their book is a useful tutorial, dividing thought processes into four basic questions and presenting tools to help answer each question. What is going on? (Situation Analysis, page 169) Why did this happen? (Problem Analysis, page 26) What course of action should we take? (Decision Analysis, page 85) What lies ahead? (Potential Problem (Opportunity) Analysis, page 165) I went through a KT training session years ago and two concepts, IS/IS NOT and MUST/WANT, are permanently and usefully embedded in my thinking: IS/IS NOT – Look at both sides of a situation. Think about what is not going wrong as well as what is. MUST/WANT – prioritize the desired outcomes of a decision or program into those you must have and those you want but can probably do without. If you like trouble-shooting and travel, KT might be a good outfit to work for.