Synchronous communication in PLM environments using annotated CAD models

The connection of resources, data, and knowledge through communication technology plays a vital role in current collaborative design methodologies and Product Lifecycle Management (PLM) systems, as these elements act as channels for information and meaning. Despite significant advances in the area of PLM, most communication tools are used as separate services that are disconnected from existing development environments. Consequently, during a communication session, the specific elements being discussed are usually not linked to the context of the discussion, which may result in important information getting lost or becoming difficult to access. In this paper, we present a method to add synchronous communication functionality to a PLM system based on annotated information embedded in the CAD model. This approach provides users a communication channel that is built directly into the CAD interface and is valuable when individuals need to be contacted regarding the annotated aspects of a CAD model. We present the architecture of a new system and its integration with existing PLM systems, and describe the implementation details of an annotation-based video conferencing module for a commercial CAD application.This work was supported by the Spanish Ministry of Economy and Competitiveness and the FEDER Funds, through the ANNOTA project (Ref. TIN2013-46036-C3-1-R).Camba, JD.; Contero, M.; Salvador Herranz, GM.; Plumed, R. (2016). Synchronous communication in PLM environments using annotated CAD models. Journal of Systems Science and Systems Engineering. 25(2):142-158. https://doi.org/10.1007/s11518-016-5305-5S142158252Abrahamson, S., Wallace, D., Senin, N. & Sferro, P. (2000). Integrated design in a service marketplace. Computer-Aided Design, 32(2):97–107.Ahmed, S. (2005). Encouraging reuse of design knowledge: a method to index knowledge. Design Studies, 26:565–592.Alavi, M. & Tiwana, A (2002). Knowledge integration in virtual teams: the potential role of KMS. Journal of the American Society for Information Science and Technology, 53:1029–1037.Ameri, F. & Dutta, D. (2005). Product lifecycle management: closing the knowledge loops. Computer-Aided Design and Applications, 2(5):577–590.Anderson, A.H., Smallwood, L., MacDonald, R., Mullin, J., Fleming, A. & O'Malley, C. (2000). Video data and video links in mediated communication: what do users value? International Journal of Human-Computer Studies, 52(1):165–187.Arias, E., Eden, H., Fischer, G., Gorman, A. & Scharff, E. (2000). Transcending the individual human mind–creating shared understanding through collaborative design. ACM Transactions on Computer-Human Interaction (TOCHI) 7(1): 84–113.Barley, W.C., Leonardi, P.M., & Bailey, D.E. (2012). Engineering objects for collaboration: strategies of ambiguity and clarity at knowledge boundaries. Human Communication Research, 38:280–308.Boujut, J.F. & Dugdale, J. (2006). Design of a 3D annotation tool for supporting evaluation activities in engineering design. Cooperative Systems Design, COOP 6:1–8.Camba, J., Contero, M., Johnson, M. & Company, P. (2014). Extended 3D annotations as a new mechanism to explicitly communicate geometric design intent and increase CAD model reusability. Computer-Aided Design, 57:61–73.Camba, J., Contero, M. & Salvador-Herranz, G. (2014). Speak with the annotator: promoting interaction in a knowledge-based CAD environment built on the extended annotation concept. Proceedings of the 2014 IEEE 18th International Conference on Computer Supported Cooperative Work in Design (CSCWD), 196–201.Chudoba, K.M., Wynn, E., Lu, M. & Watson-Manheim, M.B. (2005). How virtual are we? Measuring virtuality and understanding its impact in a global organization. Information Systems Journal, 15(4):279–306.Danesi, F., Gardan, N. & Gardan, Y. (2006). Collaborative Design: from Concept to Application. Geometric Modeling and Imaging—New Trends, 90–96.Durstewitz, M., Kiefner, B., Kueke, R., Putkonen, H., Repo, P. & Tuikka, T. (2002). Virtual collaboration environment for aircraft design. Proceedings of the IEEE 6th International Conference on Information Visualisation, 502–507.Fisher, D., Brush, A.J., Gleave, E. & Smith, M.A. (2006). Revisiting Whittaker and Sidner’s email overload ten years later. Proceedings of the 2006 20th Anniversary Conference on Computer Supported Cooperative Work. ACM, BanffFonseca, M.J., Henriques, E., Silva, N., Cardoso, T. & Jorge, J.A. (2006). A collaborative CAD conference tool to support mobile engineering. Rapid Product Development (RPD’06), Marinha Grande, Portugal.Frechette, S.P. (2011). Model based enterprise for manufacturing. Proceedings of the 44th CIRP International Conference on Manufacturing Systems.Fu, W.X., Bian, J. & Xu, Y.M. (2013). A video conferencing system for collaborative engineering design. Applied Mechanics and Materials, 344:246–252.Fuh, J.Y.H. & Li, W.D. (2005). Advances in collaborative CAD: the-state-of-the art. Computer-Aided Design, 37:571–581.Fussell, S.R., Kraut, R.E. & Siegel, J. (2000). Coordination of communication: effects of shared visual context on collaborative work. Proceedings of the 2000 ACM Conference on Computer Supported Cooperative Work, 21–30.Gajewska, H., Kistler, J., Manasse, M.S. & Redell, D. (1994). Argo: a system for distributed collaboration. Proceedings of the ACM Second International Conference on Multimedia, San Francisco, CA, USA. 433–440.Gantz, J., Reinsel, D., Chute, C., Schlichting, W., Mcarthur, J., Minton, S., Xheneti, I., Toncheva, A. & Manfrediz, A. (2007). The expanding digital universe: a forecast of worldwide information growth through 2010. IDC, Massachusetts.Gowan, Jr. J.A. & Downs, J.M. (1994). Video conferencing human-machine interface: a field study. Information and Management, 27(6):341–356.Gupta, A., Mattarelli, E., Seshasai, S. & Broschak, J. (2009). Use of collaborative technologies and knowledge sharing in co-located and distributed teams: towards the 24-h knowledge factory. The Journal of Strategic Information Systems, 18:147–161.Hickson, I. (2009). The Web Socket Protocol IETF, Standards Track.Hong, J., Toye, G. & Leifer, L.J. (1996). Engineering design notebook for sharing and reuse. Computers in Industry, 29:27–35.Isaacs, E.A. & Tang, J.C. (1994). What video can and cannot do for collaboration: a case study. Multimedia Systems, 2(2):63–73.Karsenty, L. (1999). Cooperative work and shared visual context: an empirical study of comprehension problems in side-by-side and remote help dialogues. Human Computer Interaction, 14(3): 283–315.Lahti, H., Seitamaa-Hakkarainen, P. & Hakkarainen, K. (2004). Collaboration patterns in computer supported collaborative designing. Design Studies, 25:351–371.Leenders, R.T.A., Van Engelen, J.M. & Kratzer, J. (2003). Virtuality, communication, and new product team creativity: a social network perspective. Journal of Engineering and Technology Management, 20(1):69–92.Levitt, R.E., Jin, Y. & Dym, C.L. (1991). Knowledge-based support for management of concurrent, multidisciplinary design. Artificial Intelligence for Engineering, Design, Analysis and Manufacturing, 5(2):77–95.Li, C., McMahon, C. & Newnes, L. (2009). Annotation in product lifecycle management: a review of approaches. Proceedings of the ASME International Design Engineering Technical Conferences and Computers and Information in Engineering Conference, DETC2009. Vol. 2. New York: ASME, 797–806.Li, W.D., Lu, W.F., Fuh, J.Y. & Wong, Y.S. (2005). Collaborative computer-aided design-research and development status. Computer-Aided Design, 37(9):931–940.Londono, F., Cleetus, K.J., Nichols, D.M., Iyer, S., Karandikar, H.M., Reddy, S.M., Potnis, S.M., Massey, B., Reddy, A. & Ganti, V. (1992). Coordinating a virtual team. CERC-TR-RN-92-005, Concurrent Engineering Research Centre, West Virginia University, West Virginia.Lubell, J., Chen, K., Horst, J., Frechette, S., & Huang, P. (2012). Model based enterprise/technical data package summit report. NIST Technical Note, 1753.May, A. & Carter, C. (2001). A case study of virtual team working in the European automotive industry. International Journal of Industrial Ergonomics, 27(3):171–186.Olson, J.S., Olson, G.M. & Meader, D.K. (1995). What mix of video and audio is useful for small groups doing remote real-time design work? Proceedings of the SIGCHI Conference on Human Factors in Computing Systems. ACM Press, Addison-Wesley Publishing Co.Ping-Hung, H., Mishra, C.S. & Gobeli, D.H. (2003). The return on R&D versus capital expenditures in pharmaceutical and chemical industries. IEEE Transactions on Engineering Management, 50:141–150.Sharma, A. (2005). Collaborative product innovation: integrating elements of CPI via PLM framework. Computer-Aided Design, 37(13):1425–1434.Shum, S.J.B., Selvin, A.M., Sierhuis, M., Conklin, J., Haley, C.B. & Nuseibeh, B. (2006). Hypermedia support for argumentation-based rationale: 15 Years on from Gibis and Qoc. Rationale Management in Software Engineering, 111–132.Siltanen, P. & Valli, S. (2013). Web-based 3D Mediated Communication in Manufacturing Industry. Concurrent Engineering Approaches for Sustainable Product Development in a Multidisciplinary Environment, 1181–1192. Springer London.Stark, J. (2011). Product Lifecycle Management. 1–16. Springer London.Tavcar, J., Potocnik, U. & Duhovnik, J. (2013). PLM used as a backbone for concurrent engineering in supply chain. Concurrent Engineering Approaches for Sustainable Product Development in a Multi-Disciplinary Environment, 681–692.Tay, F.E.H. & Ming, C. (2001). A shared multi-media design environment for concurrent engineering over the internet. Concurrent Engineering, 9(1):55–63.Tay, F.E.H. & Roy, A. (2003). CyberCAD: a collaborative approach in 3D-CAD technology in a multimedia-supported environment. Computers in Industry, 52(2):127–145.Toussaint, J. & Cheng, K. (2002). Design agility and manufacturing responsiveness on the web. Integrated Manufacturing Systems, 13(5):328–339.Tsoi, K.N. & Rahman, S.M. (1996). Media-on-demand multimedia electronic mail: a tool for collaboration on the web. Proceedings of the 5th IEEE International Symposium on High Performance Distributed Computing.Upton, D.M. & Mcafee, A. (1999). The Real Virtual Factory. Harvard Business School Press, 69–89.Vila, C., Estruch, A., Siller, H.R., Abellán, J.V. & Romero, F. (2007). Workflow methodology for collaborative design and manufacturing. Cooperative Design, Visualization, and Engineering 42–49, Springer Berlin Heidelberg.Wasiak, J., Hicks, B., Newnes, L., Dong, A., & Burrow, L. (2010). Understanding engineering email: the development of a taxonomy for identifying and classifying engineering work. Research in Engineering Design, 21(1):43–64.Wasko, M.M. & Faraj, S. (2005). Why should I share? Examining social capital and knowledge contribution in electronic networks of practice. MIS Quarterly: Management Information Systems, 29:35–57.Yang, Q.Z., Zhang, Y., Miao, C.Y. & Shen, Z.Q. (2008). Semantic annotation of digital engineering resources for multidisciplinary design collaboration. ASME 2008 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference, 617–624. American Society of Mechanical Engineers.You, C.F. & Chao, S.N. (2006). Multilayer architecture in collaborative environment. Concurrent Engineering Research and Applications, 14(4):273–281.Yuan, Y.C., Fulk, J., Monge, P.R. & Contractor, N. (2010). Expertise directory development, shared task interdependence, and strength of communication network ties as multilevel predictors of expertise exchange in transactive memory work groups. Communication Research, 37: 20–47

Principles for aerospace manufacturing engineering in integrated new product introduction

This article investigates the value-adding practices of Manufacturing Engineering for integrated New Product Introduction. A model representing how current practices align to support lean integration in Manufacturing Engineering has been defined. The results are used to identify a novel set of guiding principles for integrated Manufacturing Engineering. These are as follows: (1) use a data-driven process, (2) build from core capabilities, (3) develop the standard, (4) deliver through responsive processes and (5) align cross-functional and customer requirements. The investigation used a mixed-method approach. This comprises case studies to identify current practice and a survey to understand implementation in a sample of component development projects within a major aerospace manufacturer. The research contribution is an illustration of aerospace Manufacturing Engineering practices for New Product Introduction. The conclusions will be used to indicate new priorities for New Product Introduction and the cross-functional interactions to support flawless and innovative New Product Introduction. The final principles have been validated through a series of consultations with experts in the sponsoring company to ensure that correct and relevant content has been defined

SMEs: ERP or virtual collaboration teams

Small firms are indeed the engines of global economic growth. Small and Medium Enterprises (SMEs) play an important role to promote economic development. SMEs in the beginning of implementing new technologies always face capital shortage and need technological assistance. Available ERP systems do not fulfil the specific requirements of Small firms. SMEs has scarce resources and manpower therefore many SMEs don?t have the possessions to buy and operate an ERP System. On the other hand competition and competitiveness of SMEs have to be strengthened. This paper briefly reviews the existing perspectives on virtual teams and their effect on SMEs management. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in SMEs. After outlining some of the main advantages and pitfall of such teams, it concentrates on comparing of ERP and virtual collaborative teams in SMEs. Finally, it provides evidence for the need of ?Software as a Service (SaaS)? where an application is hosted as a service provided to customers across the web for SMEs as an alternative of ERP. It has been widely argued that ERP disadvantage in SMEs such as administrative expenditure and cost, isolated structure, severe lack of software flexibility, insufficient support of SMEs business and high operating cost, lead SMEs to use virtual collaborative team which is net work base solution

SMEs; Virtual research and development (R&D) teams and new product development: A literature review

Small and medium-sized enterprises (SMEs) are indeed the engines of global economic growth. Their continued growth is a major subject for the economy and employment of any country. Towards that end, virtual research and development (R&D) could be a viable option to sustain and ease the operations of SMEs. However, literature shows there has not been a great deal of research into the diverse characteristic of virtual R&D teams in SMEs. This article provides a comprehensive literature review on different aspects of virtual R&D teams collected from the reputed publications. The purpose of the literature review is to provide an outline on the structure and dynamics of R&D collaboration in SMEs. Specifying the rationale and relevance of virtual teams, the relationship between virtual R&D team for SMEs and new product development (NPD) has been examined. It concludes with identifying the gaps and feebleness in the existing literature and calls for future research in this area. It is argued to form of virtual R&D team deserves consideration at top level management for venturing into the new product development within SMEs

Virtual R&D teams in small and medium enterprises: a literature review

Small and medium enterprises (SMEs) are the driving engine behind economic growth. While SMEs play a critical role in generating employment and supporting trade, they face numerous challenges, the prominent among them are the need to respond to fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Towards that end, research and development (R & D) aspect deserves particular attention to promote and facilitate the operations of SMEs. Virtual R & D team could be a viable option. However, literature shows that virtual R & D teaming in SMEs is still at its infancy. This article provides a comprehensive literature review on different aspects of virtual R & D teams collected from the reputed publications. The purpose of the state-of-the-art literature review is to provide an overview on the structure and dynamics of R & D collaboration in SMEs. Specifying the foundation and importance of virtual teams, the relationship between virtual R & D team and SMEs has been examined. It concludes with the identification of the gaps in the existing literature's and calls for future research. It is argued that setting-up an infrastructure for virtual R & D team in SMEs still requires a large amount of engineering efforts and deserves consideration at top level management

Planning and implementation of effective collaboration in construction projects

The 21st century is now seen as the time for the construction industry to embrace new ways of working if it is to continue to be competitive and meet the needs of its ever demanding clients. Collaborative working is considered by many to be essential if design and construction teams are to consider the whole lifecycle of the construction product. Much of the recent work on collaborative working has focused on the delivery of technological solutions with a focus on web (extranets), CAD (visualisation), and knowledge management technologies. However, it is now recognised that good collaboration does not result from the implementation of information technology solutions alone. The organisational and people issues, which are not readily solved by pure technical systems, need to be resolved. However, approaches that exclusively focus on organisational and people issues will not reap the benefits derived from the use of technology, especially in the context of distributed teams which are the norm in construction. Work currently being undertaken at Loughborough University aims to bring together the benefits enabled by the technology, with the organisational, and its people issues to provide a framework enabling high level strategic decisions to be made to implement effective collaboration. This paper reports on the initial stages of the project: the background to the project, the methodology used, and findings from the literature survey and the requirements capture survey conducted as part of the project

Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process

In today s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements due to knowledge dynamics being experienced in the competitive milieu. Increased competition and reduced product life cycles put force upon companies to develop new products faster. In response to these pressing needs, there should be some new approach compatible in flexible circumstances. This paper presents a solution based on the popular Stage-Gate system, which is closely linked with virtual team approach. Virtual teams can provide a platform to advance the knowledge-base in a company and thus to reduce time-to-market. This article introduces conceptual product development architecture under a virtual team umbrella. The paper describes all the major aspects of new product development (NPD), NPD process and its relationship with virtual teams, Stage-Gate system finally presents a modified Stage-Gate system to cope up with the changing needs. It also provides the guidelines for the successful implementation of virtual teams in new product development.Comment: 24 page

Intelligent systems in manufacturing: current developments and future prospects

Global competition and rapidly changing customer requirements are demanding increasing changes in manufacturing environments. Enterprises are required to constantly redesign their products and continuously reconfigure their manufacturing systems. Traditional approaches to manufacturing systems do not fully satisfy this new situation. Many authors have proposed that artificial intelligence will bring the flexibility and efficiency needed by manufacturing systems. This paper is a review of artificial intelligence techniques used in manufacturing systems. The paper first defines the components of a simplified intelligent manufacturing systems (IMS), the different Artificial Intelligence (AI) techniques to be considered and then shows how these AI techniques are used for the components of IMS

Trust in ICT-Based New Product Development - Guidelines for Virtual New Product Development Teams

The traditional process of new product development is focusing on an intra-organizational workflow, which should - in its ideal form - be done by virtual interdisciplinary teams. Team members should be from several departments like manufacturing, research & development, sales and marketing. But innovation is happening more and more in networks of companies, clusters or so called network companies. The following article delivers a framework of guidelines for virtual team management in order to improve the success of innovation strategies.e-collaboration, virtual team work, new product development, Research and Development/Tech Change/Emerging Technologies,

Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process

In today’s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements due to knowledge dynamics being experienced in the competitive milieu. Increased competition and reduced product life cycles put force upon companies to develop new products faster. In response to these pressing needs, there should be some new approach compatible in flexible circumstances. This paper presents a solution based on the popular Stage-Gate system, which is closely linked with virtual team approach. Virtual teams can provide a platform to advance the knowledge-base in a company and thus to reduce time-to-market. This article introduces conceptual product development architecture under a virtual team umbrella. The paper describes all the major aspects of new product development (NPD), NPD process and its relationship with virtual teams, Stage-Gate system finally presents a modified Stage-Gate system to cope up with the changing needs. It also provides the guidelines for the successful implementation of virtual teams in new product development