‫دانشکده علوم اجتماعی‬

‫گروه مدیریت صنایع‬

‫گزارش هفتگی شماره ‪ – 3‬فصل سه‪ ،‬بخش اول کتاب مدیریت عملیات‬
‫‪Weekly Report No. 3– Chapter 3, part 1 of Operations Management Book‬‬
‫مقطع و رشته‪ :‬کارشناسی ارشد مدیریت کسب و کار‪ ،‬گرایش بازاریابی‬

‫دانشجو‪ 1:‬سعید عباسی‬

‫شماره دانشجویی‪403388003 :‬‬

‫استاد راهنما‪ :‬دکتر محسن الوندی‬

‫‪ – 1403/06/13‬مدیریت عملیات‬

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‫‪Email: [email protected]‬‬

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2
 ‫فهرست‬

‫‪ -1‬مقدمه‪4 .............................................................................................................................‬‬
‫‪ -2‬روش پژوهش‪4 .................................................................................................................‬‬
‫‪ -3‬گزارش‪( 1‬تعریف ‪ Concurrent Engineering‬و مثالی از آن در شرکت بوینگ ‪4 .....)777‬‬
‫‪ -1-3‬تعریف مهندسی همزمان یا ‪ Concurrent Engineering‬در صنعت ‪4 ........................................‬‬
‫‪ -2-3‬چند نرم افزار و ابزار برای استفاده در مهندسی همزان یا ‪6 ...... Concurrent Engineering‬‬
‫‪ -3-3‬مثالی از به کار گیری مهندسی همزمان در بوینگ ‪6 ............................ ................................ 777‬‬
‫‪ -4‬گزارش ‪ ( 2‬تعریف نمونه اولیه یا ‪ prototype‬و مثالی از آن در ساخت فیس‬
‫بوک)‪7.....................‬‬
‫‪ -1-4‬تعریف نمونه اولیه یا ‪ prototype‬در صنعت‪7.............................................................................‬‬
‫‪ -2-4‬مثالی از نمونه اولیه یا ‪ prototype‬در ساختن ‪8...........................................................Facebook‬‬
‫‪ -5‬گزارش ‪ ( 3‬تعریفی از سازمانهای ماتریسی و مثالی از آن در شرکت کوکا‬
‫کوال)‪8...........................‬‬
‫‪ -1-5‬تعریف سازمان ماتریسی و انواع آن‪8 ..........................................................................................‬‬
‫‪ -2-5‬مثالی از شرکت کوکا کوال در بکارگیری روش سازمان ماتریسی‪9........................................‬‬
‫‪ -6‬گزارش ‪( 4‬مثالی از ‪QFD quality function deployment‬‬
‫)‪9.........................................................‬‬
‫‪ -1-6‬تعریفی از ‪9.........................................................................QFD quality function deployment‬‬
‫‪ -2-6‬مثالی از ‪ QFD quality function deployment‬یا ‪10........................... house of quality‬‬
‫‪ -7‬جمع بندی‪14 ......................................................................................................................‬‬
‫‪ -8‬منابع ‪15 ..............................................................................................................................‬‬

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 ‫ مقدمه‬-1

In this report, we’ll dive into the concept of concurrent engineering, exploring what it means and
how it functions in real-world companies. We’ll also define prototypes in the industry and share
some examples to illustrate their importance. Additionally, we’ll look at the Quality Function
Deployment (QFD) matrix, showcasing how a specific company uses it to improve product
development. Lastly, we’ll discuss matrix organizations and their benefits in promoting
collaboration across teams. By the end, we hope to give you a clearer understanding of these
concepts and their relevance in today’s engineering and management landscape.

‫ روش پژوهش‬-2

This report is done through library research.

)777 ‫ و مثالی از آن در شرکت بوینگ‬Concurrent Engineering ‫ (تعریف‬1 ‫ گزارش‬-3

‫ در صنعت‬Concurrent Engineering ‫ تعریف مهندسی همزمان یا‬-1-3

What is concurrent engineering?

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Concurrent engineering is a method of designing and developing engineering products in which
different departments simultaneously work on the different stages of engineering product
development. If managed well, it helps to increase the efficiency of product development and
marketing, considerably reducing the time and contributing to the reduction of the overall
development cost while improving the final product quality.

Some key activities during concurrent engineering

1. Management: Leadership, resource allocation, risk management.

2. Operations and Support: Process optimization, logistics, feedback loop.
3. Product Design: Cross-functional collaboration, prototyping, compliance.
4. Sales & Marketing: Market research, product positioning, customer engagement.
5. Production & Manufacture: Design for manufacturability, quality control, scalability.
6. Finance and Legal: Budgeting, cost analysis, IP management, compliance.

This streamlined approach towards an engineering product forces several teams within the
organization, such as product design, manufacturing, production, marketing, product support,
finance, etc., to work simultaneously on new product development.

For instance, while engineering product designers begin to design the product, the sales team can
start working on the marketing, and the product support department can start thinking about the
after-sale support. While the mechanical designers work on the packaging design to incorporate
the PCB developed by the electrical engineering team, the software engineers can start looking at
the software code.

5
Concurrent engineering, also known as integrated product development (IPD) or simultaneous
engineering, was introduced a few decades ago to eliminate the issues from sequential
engineering or the so-called “over the wall” process. This systematic approach is intended to
force all the stakeholders to be involved and the full engineering product cycle to be considered
from concept to after-sale support. There are plenty of incentives to choose Concurrent
engineering over sequential engineering product development.

The popularity of integrated product development has grown recently, thanks to the ever-
increasing demand for expeditiously quality products at affordable prices. Although managing a
simultaneous engineering process is very challenging, the techniques and practices followed as
part of concurrent engineering benefit from several competitive advantages to the company and
to the final engineering product itself.

Elements of concurrent engineering

Concurrent engineering presents an environment that encourages and improves the interaction of
different disciplines and departments towards a single goal of satisfying engineering product
requirements. A PPT framework or the Golden Triangle can summarise key elements of
concurrent engineering.

People, processes, and technology are crucial to any organization and essential in implementing
concurrent engineering to achieve shorter development time, lower cost, improved product
quality and fulfil customer needs.

Concurrent Engineering ‫ چند نرم افزار و ابزار برای استفاده در مهندسی همزان یا‬-2-3

These are just a few supportive tools that can be used in a concurrent engineering environment.

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 • Project management software
• Product data management & product lifecycle management suites
• Quality Function Deployment (QFD)
• 3D CAD and rapid prototyping technologies, such as additive manufacturing
• Suitable FEA tools
• Evaluation tools such as DFM, DFA, DFMA and DOE
• Failure mode analysis tools such as FMEA

777 ‫ مثالی از به کار گیری مهندسی همزمان در بوینگ‬-3-3

Boeing established integrated product teams (IPTs) that included members from various
disciplines—engineering, manufacturing, supply chain, marketing, and customer support. This
allowed for immediate feedback and collaboration, ensuring that design decisions considered all
aspects of the product lifecycle. Furthermore, Boeing involved key suppliers early in the design
process, leveraging their knowledge about materials, manufacturing processes, and capabilities,
which led to more informed design choices.

Boeing also fostered a culture of teamwork and shared responsibility, encouraging employees to
think beyond their individual roles and collaborate with others. To support this cultural shift,
Boeing invested in training programs focused on teamwork, communication, and concurrent
engineering principles, equipping employees with the skills needed to work effectively in
integrated teams. The application of concurrent engineering for the Boeing 777 significantly
reduced the time required for development, allowing the project to be completed in a shorter
timeframe compared to previous aircraft, with a reduction in costs associated with design
changes and rework. By identifying and resolving issues early, Boeing achieved higher quality
standards in the final product, contributing to the 777's reputation for reliability and performance.
Additionally, collaboration with airlines during the design process allowed Boeing to incorporate
customer feedback into the aircraft's features, resulting in a product that effectively met market
demands. The Boeing 777's success is a testament to the effectiveness of concurrent engineering,
as the company was able to navigate the complexities of aircraft development and deliver a
groundbreaking product that has had a lasting impact on the aviation industry, streamlining the
development process and setting a new standard for future projects.

Other examples are also discussed thoroughly in this article such as Cummins, Red Spot, Texas
Instruments, and Thomson DSS. For instance, the summary of Concurrent Engineering Practices
applied in these organizations are put together as shown in Exhibit 2:

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 )‫ و مثالی از آن در ساخت فیس بوک‬prototype ‫ ( تعریف نمونه اولیه یا‬2 ‫ گزارش‬-4
‫ در صنعت‬prototype ‫ تعریف نمونه اولیه یا‬-1-4

A prototype is an early sample, model, or release of a product built to test a concept or process. It
is a term used in a variety of contexts, including semantics, design, electronics, and software
programming. A prototype is generally used to evaluate a new design to enhance precision by
system analysts and users. Prototyping serves to provide specifications for a real, working
system rather than a theoretical one. Physical prototyping has a long history, and paper
prototyping and virtual prototyping now extensively complement it. In some design workflow
models, creating a prototype (a process sometimes called materialization) is the step between the
formalization and the evaluation of an idea.

Facebook ‫ در ساختن‬prototype ‫ مثالی از نمونه اولیه یا‬-2-4

Facebook was originally launched as FaceMash on October 28, 2003. Mark Zuckerberg wrote
the website’s software during his second year of college. The website was designed as a sort of
“hot or not” game exclusively for Harvard students. On the website, users may contrast the
images of two pupils’ side by side and decide which one they thought was more appealing.

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The website’s membership was initially restricted by its creators to Harvard students, but over
time, it was opened up to other colleges in the Boston region. By September 2006, everyone with
a working email address and the legal age of 13 or older could access it.

Facemash met controversies, allegedly using pictures without consent. In its first four hours
online, Facemash drew 450 visits and 22,000 photo views. With its problematic nature,
Facemash was eventually taken down, and Zuckerberg started coding a different social network.

The Facemash domain name was auctioned at a $35,000 price in 2010. Inspired by Facemash,
Zuckerberg created a new version of it called “The Facebook,” which eventually became the
“Facebook” giant we know today.

)‫ ( تعریفی از سازمانهای ماتریسی و مثالی از آن در شرکت کوکا کوال‬3 ‫ گزارش‬-5

‫ تعریف سازمان ماتریسی و انواع آن‬-1-5

A matrix organization is a work structure where team members report to multiple leaders. In a
matrix organization, team members (whether remote or in-house) report to a project manager as
well as their department head. This management structure can help your company create new
products and services without realigning teams.

Matrix organizations have two or more management reporting structures. While this may seem
confusing at first, team members typically have a primary manager for their department.
Reporting to a department manager functions similarly to a traditional work structure. For
example, team members working in IT report to the IT department head. The IT department head
reports to the vice president of their division. Eventually, all reporting relationships lead to the
CEO. The difference in a matrix structure is that team members also report to project managers.
Projects often require work from members of various departments like IT, marketing, and
finance, which is why having a separate manager for individual projects makes sense.

There are three types of Matrix management in organizations:

Within a weak matrixed org framework, the primary source of power is centralized in the func-
tional manager. The balanced matrix model is intricately designed to create a harmonious distri-
bution of authority between the functional managers and the project manager. Within the frame-
work of a strong matrixed organization, the project manager is provided with a significantly
higher level of authority.

‫ مثالی از شرکت کوکا کوال در بکارگیری روش سازمان ماتریسی‬-2-5

Coca-Cola operates with a matrix structure that combines geographical divisions (regions like
North America, Europe, and Asia) with functional areas (marketing, finance, supply chain, etc.).
Employees may report to both a regional manager and a functional manager. This organizational
setup encourages collaboration between regional teams and functional experts, allowing Coca-
Cola to tailor its marketing strategies and product offerings to local markets while leveraging

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global best practices. With a presence in over 200 countries, Coca-Cola’s matrix organization
allows for the integration of global strategies while adapting to local tastes and preferences. The
matrix structure enables Coca-Cola to be agile, allowing for quick responses to market changes
and consumer trends.

Coca-Cola's matrix organization offers several key benefits. First, it enhances customer focus by
ensuring that local market needs are prioritized alongside corporate goals. This structure fosters
innovation through collaboration between cross-functional teams, leading to creative solutions in
product development and marketing. Additionally, the matrix allows for efficient resource
sharing across regions and functions, optimizing operations and reducing costs. Overall, this
organizational setup enables Coca-Cola to effectively respond to market changes while
maintaining a strong global presence.

)QFD quality function deployment ‫ (مثالی از‬4 ‫ گزارش‬-6

QFD quality function deployment ‫ تعریفی از‬-1-6

Quality Function Deployment (QFD) is a structured approach used to ensure that customer
requirements are incorporated into every stage of product development and production. It helps
organizations translate customer needs (the "what") into specific technical requirements (the
"how") by creating a visual representation known as the House of Quality.

house of quality ‫ یا‬QFD quality function deployment ‫ مثالی از‬-2-6

The final integration of the four phases of QFD is influential in producing and marketing the
products which will be shown in 4 phases of house of quality from the article.

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11
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14
 ‫ جمع بندی‬-7

In conclusion, this report has provided a comprehensive overview of several key concepts in
engineering and organizational practices. We began by discussing concurrent engineering,
highlighting its functions and key activities, along with a case study of its application in the
Boeing 777, which demonstrated significant advantages in efficiency and collaboration. Next, we
explored the concept of prototypes, illustrating their critical role in the development of Facebook
from Facemash. The report then examined matrix organizations, detailing their various types and
how Coca-Cola effectively utilizes this structure to enhance collaboration and responsiveness.
Finally, we explained Quality Function Deployment (QFD) and presented a four-phased House
of Quality figure, emphasizing its importance in aligning customer needs with technical
requirements. Overall, these concepts illustrate the interconnectedness of engineering practices
and organizational strategies in driving innovation and success.

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 ‫ منابع‬-8
- Slack, N., & Brandon-Jones, A. (2019). Operations management (10th ed.). Harlow,
England; New York: Pearson.
- Engineering Product Design. (n.d.). Concurrent engineering. Retrieved October 12, 2024,
from https://engineeringproductdesign.com/knowledge-base/concurrent-engineering/
- Swink, M. L., Sandvig, J. C., & Mabert, V. A. (1996). Customizing concurrent
engineering processes: Five case studies. Journal of Product Innovation Management,
13(3), 229-244. https://doi.org/10.1111/1540-5885.1330229
- Wikipedia contributors. (2024, October 11). Prototype. In Wikipedia, The Free
Encyclopedia. Retrieved October 12, 2024, from https://en.wikipedia.org/wiki/Prototype
- FullScale. (2021, November 15). Prototype examples from top tech companies. Retrieved
October 12, 2024, from https://fullscale.io/blog/prototype-examples-from-top-tech-
companies/
- Asana. (n.d.). Matrix organization: What it is and how to create one. Retrieved October
12, 2024, from https://asana.com/resources/matrix-organization
- Worksection. (n.d.). Matrix organization: Definition, benefits, and examples. Retrieved
October 12, 2024, from https://worksection.com/en/blog/matrix-organization.html
- Singgih, M. L., Trenggonowati, D. L., & Karningsih, P. D. (2013, August). Four phases
Quality Function Deployment (QFD) by considering KANO concept, time and
manufacturing cost. In International Conference on Engineering and Technology
Development (ICETD).

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