Barriers to Concurrent Engineering (CE) or Integrated Product Development (IPD) are organisational in context. Consequently to facilitate CE, significant changes to the design and development of the organisation need to be considered. Both research and practice have demonstrated that companies which invest in improving organisational development issues fair better than those that rely purely on tools and technology alone. The key issues are improving cross-functional integration and developing social mechanisms that facilitate a collaborative environment. The first step in improving an organisation design is of course organisational analysis. Organisational Analysis techniques have been a field of study for many years, resulting in the development of a number of different methodologies ranging from purely mathematical models of analysis to heuristic models using simulation. This paper presents a methodology, which draws upon traditional organisational theory and combines it with the more recent business process re-engineering approaches, for the analysis of organisational issues in a CE environment. The methodology is based on the hierarchical modelling and analysis of the business process. A detailed case study of its application in industry is presented. The paper concludes by summarising the key features of the methodology and issues emerging from its implementation. (C) 2001 Elsevier Science Ltd. All rights reserved
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