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Jalopy sports car development: managing concurrent engineering projects

Author: Loch, Christoph H. ; Terwiesch, ChristianINSEAD Area: Technology and Operations ManagementPublisher: Fontainebleau : INSEAD, 1996.Language: EnglishDescription: 7p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: The case describes a car development project falling behind schedule because of engineering changes in the design of the body stamping dies. The engineering changes can be traced to the parallel execution of several engineering activities. The project manager is faced with the question wether the amount of parallelity, or concurrency, was too high and too risky, or wether engineering changes can be avoided by other meansPedagogical Objectives: The case describes the difficulty of working with preliminary information in a concurrent development process where engineering activities are overlapped. It is shown how overlap increases project uncertainty and causes rework delays in spite of having a colocated cross-functional team in place. The case demonstrates fundamental trade-offs of concurrent engineering in addition to organizational communication.
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INSEAD Case Europe Campus
INSEAD Publications Display
Print Consultation only BC000257
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

The case describes the difficulty of working with preliminary information in a concurrent development process where engineering activities are overlapped. It is shown how overlap increases project uncertainty and causes rework delays in spite of having a colocated cross-functional team in place. The case demonstrates fundamental trade-offs of concurrent engineering in addition to organizational communication.

The case describes a car development project falling behind schedule because of engineering changes in the design of the body stamping dies. The engineering changes can be traced to the parallel execution of several engineering activities. The project manager is faced with the question wether the amount of parallelity, or concurrency, was too high and too risky, or wether engineering changes can be avoided by other means

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