Workshop session: mapping success in collaborative engineering

Successful collaborative engineering practices have demonstrated significant benefits to industry: improving efficiency; eliminating rework due to information inconsistencies; managing complexity and automating parts of the collaborative design process. Despite these benefits, collaborative endeavours fail due to obstacles such as: sharing knowledge through ineffective communication methods; co-ordinating stakeholders with divergent objectives; managing teams with cultural and leadership differences; and configuring collaborative networks towards a long-term and strategic vision. Changing innovation landscapes have the potential to radically advance collaborative practices to develop more user-centred, innovative and customised products in a timelier manner. The Collaborative Design SIG has been working to define the characteristics of successful collaborative practices through previous workshops exploring the changing innovation landscape. These characteristics present complex challenges to conventional industrial practice and confounds the benefits gained from wide-spread implementation. These challenges could, for example, relate to the complexities of extending knowledge management practices beyond the boundaries of the organisation and the subsequent manipulation of this knowledge; the operation of formal and informal collaborative networks that manages ambiguity, equivocality, and conflicting constraints; the adaptation of organisational structures to become more flexible, agile and open; and the ownership of the product development process. This workshop will bring together collaborative design and innovation researchers with the aim of creating a coherent, integrated, and more holistic understanding and definition of collaborative engineering enablers and inhibitors. The workshop will bring together the domains of industry and academia to facilitate networking and knowledge exchange benefiting all participants

The long road to improvement in modelling & managing engineering processes (MMEP)

Managing complex engineering design processes is a challenge for industry, which is looking to academia to provide tools and methods to support them. The Modelling and Managing of Engineering Processes Special Interest Group of the Design Society aims to support industry in understanding, modelling and running design processes by bringing together a community of design researchers and interacting with industry by identifying research challenges and working together to resolve them. This paper maps out research challenges for MMEP and reflects over some of the challenges we have as a research community in meeting these ambitious goals. This paper begins by presenting an ambitious research roadmap developed in 2008 and then compares the roadmap with the research topics that current members of the MMEP SIG are working on before reflecting on how and where we have made progress and what would be serious progress in this area. Based on the analyses of research topics and progress, the paper concludes with a discussion of the evolution of research topics and associated challenges for design research, and sketches measures required for improving our efficacy as a research community

Virtual teams for new product development: an innovative experience for R&D engineers

New interaction tools such as internet allow companies to gain valuable input from research and development (R\&D) engineers via virtual teams. Consequently, engineers also get more expertise in diminutive time frames. Virtual R\&D teams present the key impetus to the technology acquisition process. The present knowledge-economy era is characterized by short product life-cycles. Virtual R&D teams may reduce time-to-market, make available a large pool of new product know-how and provide greater flexibilities, which are the key success factors in a competitive market. This comprehensive review contains almost 100 references and covers the recent literature with emphasis on the topic. The review has focused on authentic and reputed publications and extracts the results. This article presents the type of virtual teams and their main features and explains how virtual R&D team can play a prominent role in developing new products. The article is evolved future study guideline and also illustrates how to apply virtual interaction tools and integrate engineers into the innovation process. Management of virtual R&D teams in new product development (NPD) processes in an innovative, effective and efficient is of a high importance, but the issue has been poorly addressed in the previous studies. Findings show that virtual R&D team provides valuable input for new product development and R&D engineers are able to attain virtual experience

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

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