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Designers pp 169-182 | Cite as

The Development Department and Engineering Change Management

  • Udo Lindemann
  • Ralf Kleedörfer
  • Manuel Gerst

Abstract

Developing machines, plants and similar products has been the most important task for the department of design throughout the whole company in the past.

Increasing demands of customers and society, rising complexity of products and processes as a result of this, and ever tighter time constraints are now important parameters, which have necessitated a reorientation of product development.

As an important step to solve this acute problem, Concurrent Engineering has been successfully established. By team-working and changing from sequential to parallel processing, development processes have been speeded up considerably, even if current analysis demonstrates considerable possibilities of improving CE activities.

Using an example of change of products during development, with its resulting interfacial problems, it is shown, how methods and tools can be efficiently developed and utilised and the means by which suitable strategies can help to gain control over such processes. Apart from the technical measures used, it is still man who determines whether the processes are successful or not. For that reason the sharing of central control and decentralised moderation are other important aspects that remain to be considered.

Keywords

Change Process Change Management Product Development Process Concurrent Engineer Organisational Influence 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Springer-Verlag London Limited 1998

Authors and Affiliations

  • Udo Lindemann
  • Ralf Kleedörfer
  • Manuel Gerst

There are no affiliations available

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