Browse Topic: Globalization

Items (130)

Factors and Requirements for Adhesive Selection in Medical Devices, Part 1

TBMG-5214912/01/2024

The global medical device market is projected to reach a value of $656 billion USD by 2032 with a CAGR of 3 percent over the coming decade.1 The preceding decades of globalization and increased prosperity has provided advancement in both medical technology and access to advanced medical care for a greater proportion of the world’s population. Further, an aging population in North America, Europe, and parts of Asia will increase the need for healthcare-related services and medical devices in the coming decades. At present, the North America market continues to dominate the industry, accounting for approximately 43 percent of the market’s revenue share; however, markets in the Asia-Pacific region have the highest expected growth rates in the coming decades.1 Growth and innovation in the medical device market will be critical in the years to come.

Inside the OEM: Stryker

TBMG-4693811/01/2022

Evaluation of Sustainable Alternative Fuels from Waste Coffee Grounds

2021-01-120609/21/2021

The economy is gradually transitioning to a circular model that extends resources, reduces waste and requires a great deal of creative thinking. Both established and emerging global economies view waste as a main bioresource for our next generation energy. Nowadays a growing recognition evolves that the twin problems of waste management and resource depletion can be solved together through the utilization of food waste as a resource, using green and sustainable technologies that can play a significant part in the forthcoming bio-economy era. Coffee is one of the most popular beverages with the consumption continuously increasing and generating huge amounts of solid residues in return. This solid waste after the extraction of the coffee beverage is known as Waste or Spent Coffee Grounds (WCG). Among others the valorization has the potential to be directed as a bioresource for sustainable energy and particularly for the production of alternative liquid fuels for ICE. The aim of the

Dodos, George S., Deligiannis, Alexandros, Karonis, Dimitrios, Zannikos, Fanourios

Diesel in distress

SAE-MA-0465606/10/2021

The global chip shortage undercuts surging demand for Cummins’ diesel engines in markets that have rebounded rapidly from 2020’s low point.

Gehm, Ryan

EDITORIAL: State of the industry: ubiquitous broadband is key

21TOFHP02_0402/01/2021

Bipartisanship and infrastructure: More of the former will (hopefully) help secure more of the latter. That sums up a recurrent theme during the Association of Equipment Manufacturers' (AEM) mid-January media call to discuss the 2020 elections and what the results mean for the $288 billion equipment manufacturing industry in 2021. Top of the list for the industry's policy priorities is infrastructure. “Passing policies that modernize U.S. infrastructure will allow our nation to address the 21st century global economy, and that's through further investments in our nation's roads, highways, bridges, rails, ports, airports and also to deliver broadband access through all of America,” said AEM president Dennis Slater.

Gehm, Ryan

Surgical Robotics: The Art of Saving Costs with Cables

TBMG-3831201/01/2021

Ever hear of the respected bicycle manufacturer known as Cannondale? You probably have. Perhaps you even own one of their bikes. I actually do. Since 1971, Cannondale has produced among the most well-recognized and trusted, high-performance bicycle brands in the United States. But they don’t actually make everything their bikes comprise.

Developing Products Amid COVID-19: Innovating Production Systems for Surgical Mechanical Cable Making

TBMG-3723307/01/2020

Did you know that to be able to say, “not this again,” in response to the current global health emergency, you would have to be no younger than 102 years old? It’s true. The last time the world saw such a crippling public health crisis, the year was 1918, when the flu pandemic sickened one-third of the world’s population. But, in the throes of a calamity unseen in over a century, which has now even shut down the world’s economy, one would think manufacturing would simply stop as well. And certainly, with unemployment figures estimated to be as high as 20 percent in the United States, the highest ever since the Great Depression, it isn’t difficult to imagine a slowdown in the making of virtually anything built by America’s proud stable of manufacturers.1

SUPPLIER EYE

20AUTP04_0704/01/2020

Just when it seems that the industry isn't facing enough challenges, COVID-19 swoops in out of the blue. No extraneous shock that's hit the automotive sector in the past decade-including a tsunami, floods, tornados, critical-supplier facility fires and multi-week labor stoppages-compares with this global health crisis. To an extent, the previous events have had a defined impact with a light at the tunnel's end. COVID-19's full impact is much less certain. Both short- and long-term ramifications are likely to result from COVID-19. Beyond the obvious threat to life, the industry must grapple with new supply-and-demand challenges. While disruptions first became obvious through China's Wuhan area, the interconnected automotive supply chain immediately rose to the surface. Subsequent issues in other parts of China, South Korea, Italy and other countries have and will certainly stress the global ecosystem. I doubt that all issues will be behind us soon, though I'm hopeful that the virus's

Collaboration: A Powerful, Effective Strategy for Medtech Companies Moving to Embrace Industry 4.0 and Drive Digital Transformation

TBMG-3627603/01/2020

The digital revolution under way in medtech manufacturing will continue to transform the industry into a more connected, efficient, and agile ecosystem. However, the challenge for many companies is to plot the best way to embrace various existing and new technologies and move toward smarter manufacturing — their version of the “factory of the future.” Every company is at a different stage of digital transformation. Some companies are wholeheartedly piloting, integrating, and scaling disruptive technologies within their operations in a bid to realize greater supply chain and internal operational benefits. Others are at a different place in their digital journey, identifying incremental opportunity areas where they can demonstrate initial impact and justify further investment.

Strategies for Low-Risk Sourcing of Components in a Constrained Market

TBMG-3456206/01/2019

The medical device industry often looks to independent distributors to address chronic shortages in the availability of electronic components. Direct sourcing of electronic components for the medical device industry used to be pretty simple. An OEM would order direct from the manufacturer or through authorized distributors to obtain any required components. There was usually no need to look any further.

Reimagining Innovation: Additive Manufacturing

TBMG-3457006/01/2019

In the injectable drug-delivery industry, expectations for improved patient experiences with administration and at-home delivery of therapeutic regimens are evolving. Products that combine the drug, its primary packaging, and a delivery system — commonly called combination products — are on the rise. The inclusion and expansion of digital elements in a delivery system can help deliver medical, sensor, and diagnostic information in real-time data streams. Such data can help caregivers provide better overall care, while other digital elements may encourage adherence to therapeutic regimens. Given these trends, additive manufacturing (AM) provides the opening for expansive idea generation and development agility that can lead to improved quality and new opportunities to disrupt the drug-delivery space.

Open innovation practices in the automotive industry: an exploratory comparison between Brazil and France

2018-36-021009/03/2018

A decade and a half after its conception, Open Innovation (OI) is still a growing topic in the academic community. The automotive industry, however, is no stranger to the subject and activities that are now known as OI practices have been an integral part to automotive new product development activities for decades. The purpose of the present study is to analyze how open innovation occurs in the automotive industry and to compare exploratory results between Brazil's and France's automaker industries. The study introduces a brief literature review concerning the topics of Product Development Process (PDP) and OI, paving the path towards the analyzed constructs. The chosen research approach was that of a survey, with 57 responses from Brazilian automakers and 15 from French. Questions were designed and then analyzed under three main constructs: barriers and perceived risks in implementing OI projects, the main actors involved in OI, and the main OI activities or practices performed by

Marin, Rafael, Kaminski, Paulo Carlos, Armellini, Fabiano, Bouchardy, Antoine

2016 Create the Future Design Contest: Electronics Category Winner

TBMG-2576711/01/2016

Shaun McWherter, Mark Skoog, and Jamie Willhite, NASA Armstrong Flight Research Center, Edwards, CA; and Loyd Hook, University of Tulsa, OK

CITIZEN of the WORLD

16AUTP02_0302/01/2016

Cuneyt L. Oge begins his term as 2016 SAE International President with a vision about auto-mobility and aero-mobility 2050. He was born in Turkey, spent time in the U.S. as a young adolescent, graduated high school in Europe, returned to the U.S. for college, learned to speak multiple languages, married a Greek, and traveled the world. “As my name implies, I'm a bit of a curiosity,” allowed incoming SAE International President Cuneyt Oge (pronounced June-eight Oh-gay). The veteran management consultant, who officially took over as SAE President in January, puts no negative spin on that self-appraisal. Quite the contrary, as he goes on to say: “I think I qualify as a bona fide citizen of the world.”

Ponticel, Patrick

Looking at mobility in 2050

16OFHP02_0502/01/2016

Cuneyt L. Oge begins his term as 2016 SAE International President with a vision about the future of auto- and aero-mobility. Cuneyt L. Oge was born in Turkey, spent time in the U.S. as a young adolescent, graduated high school in Europe, went to college in the U.S., learned to speak multiple languages, married a Greek, and traveled the world. “As my name implies, I'm a bit of a curiosity,” allowed incoming SAE International President Cuneyt Oge (pronounced June-eight Oh-gay). The veteran management consultant puts no negative spin on that self-appraisal. Quite the contrary, as he goes on to say: “I think I qualify as a bona fide citizen of the world.”

Ponticel, Patrick

Cost reduction in Low-cost Emerging Economies for Sustainable Growth - Principles, Processes, Tools & Techniques

2015-01-286509/29/2015

Cost-reduction and cost competitiveness have emerged as major strategic tools to an enterprise and are being used all over the world to fight for survival as well as maintain sustainable growth. Maximization of value-creation by enriching the planet, people and the economy should be the key drivers leading to cost-reduction strategies in any business. The main objectives of this paper are to explain the Processes and Principles of Cost-reduction in technology-transfer to low-cost emerging economies to achieve sustainable cost-reduction and create a culture of cost-consciousness throughout an organization. DivgiWarner has not only designed and developed but has also been practicing unique processes of cost-reduction utilizing various tools as, 1 Value Analysis and Value Engineering 2 Cost-reduction through productivity improvement 3 Supply Chain Management (SCM) 4 Lean Manufacturing 5 Total Quality Management (TQM) 6 Control over fixed Costs 7 Working Capital and Fund-Flow Management 8

Kulkarni, Damodar, Deore, Pankaj

Prospects on Diffusion of Agriculture Hybrid Tractors Equipped with On Board High Voltage System

2015-01-282709/29/2015

The assessment of hybrid tractor architectures raises several questions such as the suitable amount of electrical power to install and how to design the hybrid drivetrain with respect to the tractor's functionalities and requirements. For the medium term, it is expectable that tractors will provide around 100- 150kW of electrical power. This electrical power will be used: to drive tractor internal consumers (fan, AC compressor…), to enable traction and to supply connected implements with electrical power. We assume that the apparition of the electrification ad hybridization for agriculture machinery will follow two major phases; transitory phase and final phase. We focus this work on the transitory phase. During a transitory phase, the mechanical power take-off (PTO) and hydraulic supply for the implement will coexist with an electrical power supply. In this work, we try to imagine the different scenarios and the prospects of the apparition of the hybrid technology in the agriculture

Hammar, Abderrahmane

Need for a Robust Asset Management Business Algorithm

2014-01-078304/01/2014

The Sarbanes-Oxley Act created new standards for corporate accountability pertaining to all publicly-owned and traded firms. It holds top executives accountable for the accuracy of all financial data and statements, including reported tangible assets. It requires existence of auditable internal accounting control measures and specifies adherence to new internal controls and procedures designed to ensure the validity of their financial records and physical assets. The Act presents a challenge to every manufacturing firm to have a low-cost system implemented that can produce an exact physical-asset location, existence, verification and accounting on demand. Clearly, such low-cost solutions for enterprise-wide compliance would also provide verifiable and reliable data for corporate property tax, loan collateral, and audit requirements. In 2011, Chrysler LLC conducted a study for an improved and efficient process to locate, verify and track OEM-owned tooling assets at supplier sites

Mirmiran, Seyed M., Scott, Vern, Swenson, Bill, Funtig, Stephen

Long Live Quality! Why Cost Is no Longer the Most Important Factor in Bringing Products to Market

TBMG-1917303/01/2014

Medical device companies typically have a complex supply chain bringing products to market. Within their four walls, there are usually multiple business units responsible for different segments of developing, manufacturing, and delivering products to the consumer. Most companies also have multiple manufacturing sites making both different and the same product. When the same product is manufactured in multiple sites, its success is dependent on consistency. However, multiple sites and business units may have unique and disconnected systems, making it possible for consistency to fall through the cracks.

Facing the Challenges of Increased Regulatory Demands

TBMG-1680907/01/2013

Managing the environmental and regulatory performance of products is an increasingly complicated challenge for medical device manufacturers who face a myriad of requirements from regulators, consumers, and customers to control and report on the toxicity, safety, and overall environmental impact of their products. Today’s medical device products are more complex—both technically and commercially. They have more variants than ever before and are designed to support global markets. Along with complex products, many medical device manufacturers have evolved to become less vertically integrated, relying more and more on multitier, global partnerships for design and manufacturing. At the same time, the sluggish global economy and pressure from developing markets have forced manufacturers to adopt aggressive cost targets, continuously look for ways to reduce cost, and try to manage unpredictable cost drivers, such as wildly fluctuating commodity prices.

Bosch Rexroth

13OFHD0613_1306/13/2013

Manufacturing and logistical excellence Companies serving the off-highway industry face an array of challenges in the current global marketplace. While some regions are experiencing growth and demand for new equipment, other regions continue to face economic headwinds. In addition, technology challenges and regulatory events such as Tier 4 Final make it necessary for companies to be as flexible and responsive as they can to changing market needs. Manufacturers will often promote new technologies or product updates as the “right way” to solve these challenges. However, product innovation must go hand-in-hand with manufacturing and logistical excellence-because no matter how innovative a product is, it must be manufactured efficiently with the highest quality, and be delivered through flexible, efficient supply chains to achieve success. New product technology may help drive the industry, but manufacturing and logistical excellence make up the engine under the hood.

Bracht, Berend

ATM revolution-on the way at last

12AERD0516_0205/16/2012

A look at one of the biggest issues facing the air transport sector: integrating air traffic management policies and solutions. A globally integrated air traffic management (ATM) system is more vital than ever as congested air space becomes a crisis at choke points in North America and Europe. The new NextGen and SESAR programs, supported by the FAA and EASA, respectively, are going to become the key to keeping busy airports and airplanes moving using the latest technologies and methodologies.

Gardner, Richard

Component Interoperability For Automotive Safety Issues

2012-01-003404/16/2012

There is a need to accelerate the automotive industry's alert notification and distribution process for quality, reliability, counterfeit, and safety issues that reside in specific electronic components or circuit card assemblies. This paper describes an alert procedure for an entire supply chain that can improve operational efficiency and reduce the costs associated with responding to and resolving those issues. Interoperability: Ability to work with each other It is frequently unnecessary for separate resources to know the details of how they each work. But they need to have enough common ground to reliably exchange messages quickly without error or misunderstanding.

Baca, Malcolm James, DeFazio, Larry

Improving Program Management Through Web-Enabled “PLM for All”

2011-01-052004/12/2011

Today's engineers must meet program management demands within the context of the challenges facing the industry as a whole. Resource scarcity, both people and capital, is forcing the automotive industry to optimize the deployment and consumption of enterprise resources. As globally dispersed project teams become more commonplace, efficient and effective communication across geographies is critical. Market segmentation and technology are influencing how well manufacturers deliver products within performance and timing guidelines. Future success means providing global engineering teams with state- of- the- art tools and processes to unify disparate business groups in a virtual workspace -24/7. The solution to this is Product Lifecycle Management (PLM), a strategic business approach that supports collaborative creation across the enterprise and all stakeholders. PLM solutions link information from different authoring tools and others systems to the developing product configuration

Baughey, Kevin

Simulating an Integrated Business Environment that Supports Systems Integration

2010-01-230510/19/2010

This paper describes the design and application of a business simulation to help train employees about the new business model and culture that for an automotive supplier company that designs connected vehicle and other advanced electronic products for the automotive industry. The simulation, called SIM-i-TRI, is a three to four day collaborative learning activity that simulates the executive, administrative, engineering, manufacturing, and marketing functions in three divisions of a manufacturer that supplies parts and systems to customers in industries similar to the automotive industry. It was originally designed to support the new employee orientation at the Tier 1 supplier and to provide the participants a safe environment to practice the lessons from the orientation. The simulation has been used several times a month in the US, England, and Germany for over four years. It is now being used by Ann Arbor SPARK, a non-profit organization, is the driving force in establishing the Ann

Underwood, Steven E., Maxim, Bruce, Cristiano, John J.

Open Innovation: An Automotive Supplier's Perspective

2010-01-234010/19/2010

In order to survive and thrive in harsh economic environments and capitalize on opportunities driven by the current regional and global needs for Safe, Green, and Connected solutions, companies are required to constantly create/innovate new products while shortening their time to market. These new requirements cannot be met with the traditional closed innovation approach. A new approach calls for working with “others” in order to benefit from complementary resources. Open Innovation is a means to empower collaborative innovation aimed at meeting the new requirements for fast paced, cost effective and yet innovative technology. This paper presents the key elements of Open Innovation from its birth to its implementation. Firstly, it describes Henry Chesbrough's OI model. Secondly, it suggests that a successful implementation of an OI model can be achieved though the application of Everett Rogers' theory of Diffusion of Innovations. Thirdly, it provides some insights as to how these ideas

Brown Jr., Andrew, Rusin, Linda J., Rakouth, Heri

Demystifying Optical Ethernet Networks

TBMG-714602/01/2010

The TDM-to-packet network transformation has been underway in transport/ telecommunications networks for some years now, fueled primarily by two trends: (a) the advent of triple-play (voice, video, data) for enterprise and residential customers and, lately, the explosion in video and mobile data services, and (b) the evolution in both packet- and transport-network equipment.

Efficient Assembly Integration and Test (EAIT) Moves Theory to Practice at a System Level to Effect Lean Outcomes on the Shop Floor

2009-01-316911/10/2009

This paper will describe the Efficient Assembly Integration and Test (EAIT) system level project operated as a partnership among Boeing business units, universities, and suppliers. The focus is on the successful implementation and sharing of technology solutions to develop a model based, multi-product pulsed line factory of the future. The EAIT philosophy presented in this paper focuses on a collaborative environment that is tightly woven with the Lean Initiatives at Boeing's satellite development center. The prototype is comprised of a platform that includes a wireless instrumentation system, rapid bonding materials and virtual test of guidance hardware there are examples of collaborative development in collaboration with suppliers. Wireless tools and information systems are also being developed across the Boeing Company. Virtual reality development will include university partners in the US and India. A unique double feedback loop system for continuous improvement for shop floor

Sivich, Lorrie, Shroyer, Ed

Standardization of Graphics for Service Information and Translation Expense Reduction

2009-01-285710/06/2009

The cost of human natural language translation of Service Information, Assembly Instructions, Training Materials, Operator Manuals and other similar documents is a major expense for manufacturers. One translation avoidance method involves replacing most of a document’s text with still and/or animated graphics. While the graphics with minimum text concept has savings potential, clarity of communication must be maintained for widespread application of this technique. The necessary clarity should be achieved if standards are established for the symbols and graphical conventions used. This paper provides an example of a repair procedure documented using the graphics with minimum text paradigm, describes many of the anticipated standards and provides an update on the progress towards achieving a standard development project.

Taube, Arnold A.

Off-highway realities

OFHAUG09_0408/01/2009

Executive Viewpoints-Vehicle Development Insights from Industry: Off-Highway 2020 and Beyond- Off-highway realities. At Dana, we see a bright future for the off-highway industry all the way to 2020 and beyond due to the role we will play in key strategic industries. Over the next decade, the world will be focused on getting the most out of existing energy sources and developing alternatives, maximizing agricultural productivity, and bringing more environmentally friendly transportation options to market-goals that will become reality through the hard work of off-highway equipment. To take full advantage of the economic resurgence right around the corner, the off-highway industry will address market demand for more fuel-efficient vehicle designs and look for opportunities to nurture continued sales growth in countries such as Brazil, China, India, and Russia. But the real key to riding out the turbulence in our industry in the short-term and laying the foundation for long-term success

Franzosi, Pietro

There are some gray swans standing in the road to 2020

OFHAUG09_0908/01/2009

Executive Viewpoints-Vehicle Development Insights from Industry: Off-Highway 2020 and Beyond-There are some gray swans standing in the road to 2020. Human beings have a very strong tendency to visualize the future as a near-linear projection of the present and recent past. This approach works well most of the time, at least until it encounters a so-called “Black Swan” event that sends society careening off on an entirely different path. As popularized in a recent international best-seller and defined in various modern reference books, a Black Swan is “a large-impact, hard-to-predict, and rare event beyond the realm of normal expectations.” I am not prescient, so Black Swans are as much a surprise to me as to anyone and I am not going to attempt to predict what or when the next one may be.

Henricks, Gwenne

Competitive Opportunity Management

2008-21-003910/20/2008

Competitive Opportunity Management (COM) is a set of innovation-based concepts, tools and processes that provide structure for the comprehensive identification of business opportunities. This structure evolves in a logical, step-by-step manner and is a means of developing a solid foundation for defining the totality of future business opportunities in a context that can be highly leveraged. The culmination of this effort results development of an underlying structure that clearly maps how virtually all business opportunities can and will evolve toward clearly defined long-range trends. COM provides definitive tools at the front end of the generic product development cycle where only vague methods exist today, allows for the sequencing of opportunities and provides a basis for combining discrete elements into new strategies that enable decision making at the top levels of the organization.

Clarke, Dana W., Pine, William C.

Application of Knowledge Management Concepts in the Automotive World

2008-36-006210/07/2008

Knowledge Management has been recognized as the main way of having higher creative capacity and competitiveness in the companies. The main difficulties of implementing Knowledge Management are the management tool and the company culture. This work presents a tool applied in an automotive company, the MAHLE group. This system has a global use and has around 2000 accesses per month, with peaks of 5000. The tool contains systems for Lessons Learned, Community of Practice, Technical Site, Document Management and a system to collect and flow ideas focused on innovation. The environment in complement of the described applications has been used as main source of distributing information for a global group, technical and/or strategic (restricted access) info. Such information integrates in a global way more than 20 manufacturing plants, 6 R&D Centers and the Sales group. It is presented also the main challenges of this application: cultural motivation to increase collaborative discussions, and

Nicodemos, Lais, Ferrarese, Andre, Soler, Renata

Global Cooperation and Innovation: a case study about the development of the world's first application of an electronic locker differential integrated to a front transversal transmission

2008-36-019510/07/2008

This article aims to show how the development of innovative products within the automotive industry in Brazil has been oriented, linking technological competences construction in local poles with suppliers and headquarters cooperation. The discussion in this article is illustrated by the development and application analysis of an electronic locker differential integrated to a front transversal transmission, which is the world's first commercial application. It proposes, through a case study, a relationship between the subjects discussed in here and the new tendencies for product development within the automotive industry and also for the world's R&D flow.

Bagno, Raoni Barros, Machado, Guilherme Antônio Assis, Fratta, Celso Luiz

The Brighter Side of Globalization for Manufacturers: New, Innovative Product Development Models

TBMG-330510/01/2008

By Fielder Hiss Director of Product Management Dassault Systèmes SolidWorks Corp. Concord, MA

Outsourcing Aircraft Maintenance Designed Around Safety, Diversification, and Performance

2008-01-226608/19/2008

Within the next decade, U.S. air carriers are expected to outsource over 70 percent of all maintenance performed on their aircraft. To reduce the potential for errors, air carriers must adopt an outsourcing initiative that enables the selection of Maintenance, Repair, and Overhaul (MRO) facilities to be based on results-driven criteria around safe and reliable practices. A well-planned and developed air carrier maintenance outsourcing initiative must emphasize an MRO audit plan utilizing safety, diversification, and performance as the primary evaluation standards before making a selection based on cost alone. The purpose of this paper is to provide an objective analysis on why the imperative elements of safety, diversification, and performance are critical to the air carrier and how they should be incorporated into a predefined list of air carrier outsourcing objectives in order to determine the best possible provider of aircraft maintenance service.

Weaver, Jeffrey A.

Followers: The Rest of the Leadership Process

2008-01-054904/14/2008

For every leader there are many non-leaders-followers-who benefit the organization's competitive position. While leaders seem to dominate management research, management thinking, and management practice, in reality, followers permeate all organizations and make them effective. While the many are ignored, the few receive attention. Chaleff has developed a model describing key behaviors of effective followers in an organizational setting. This paper describes refinement of a survey instrument developed to assess Chaleff's model as a measuring tool for the follower behaviors within organizations. The results indicate that the instrument, The Follower Profile, is robust across populations in discriminating follower behaviors. The paper also recommends some innovative leadership development implications and concludes by introducing a new paradigm for thinking about the leadership process.

Dixon, Gene

Protocol for Working in Diverse and Distributed Project Teams

2008-01-055004/14/2008

This paper provides specific guidelines for dealing with the unique business etiquette and social protocol issues in working in culturally diverse teams of Mobility Industry professionals in a geographically distributed Project Team collaborative environment. The challenges to be addressed arise from the considerations that (1) industrial products, rather than consumer services are involved, (2) some technical professionals are less socially adept than members of other groups, (3) virtual collaboration often does not allow all elements of nonverbal communication to be effectively employed, and (4) different cultures have diverse perceptions and sensitivities. The probability of project success is enhanced when the team members have an understanding and appreciation of these challenges, follow clear guiding principles for working virtually with diverse and distributed participants, engage in productive communications, have effective leadership, and conduct win-win negotiations.

Aguilar, Rebecca A.

The Education of Automotive Engineers to Meet the Global Demands of the 21st Century

2008-01-129504/14/2008

The purpose of this paper to present an educational vision that involves increased collaboration between industry and academia in the training of automotive engineers to meet the global demands of the 21st century. It will outline the increasing need for industrial contributions towards the development of automotive specific courses to suit industry specific needs, recognized educational standards to meet the needs of the automotive industry, validation and accreditation of courses, approved centers of excellence, automotive academies, worldwide collaboration in the internship of students, inter-university collaboration, joint responsibilities to provide training facilities for teaching and research, scholarship schemes and inter-country educational & industrial exchanges and possible globalization of the educational process.

Fieldhouse, John D.

Workflow and Asset Management Challenges in a Distributed Organization

2008-01-127904/14/2008

Increasingly Automotive OEMs and their suppliers find themselves spread across different continents. This in turn gives rise to knowledge, physical assets and key decision makers also being spread across the globe. This poses significant challenges for the companies to effectively manage and keep track of their resources. It is also challenging to work with teams spread across globe and for the team to arrive at intelligent decisions quickly and efficiently. In last few years we have spent significant amount of person hours trying to create systems and Software to help manage Workflow and Assets spread across diverse Geographic and Political areas. This paper intends to discuss some of the key factors involved such as: Keeping Track of Assets in a diverse and distributed Organization Controlling the movement of Assets Implementing workflow Software for change management in a distributed Organization Using workflow Software to manage/approve the movement of Assets Challenges in

Anand, Ravi, Anand, Beena, Ganesan, Subra

Change is in the air (and on the ground)

AUTOMAR08_0403/01/2008

Chrysler, undergoing a transformation of its own, helps shed light on issues facing the evolving automotive industry at the SAE 2008 World Congress. In addition to being the buzzword for the 2008 Presidential race, “change” is a word that is having a big impact on the SAE 2008 World Congress. The automotive landscape is rife with change, as companies focus on the development of next-generation powertrains, explore future energy sources, integrate more comprehensive software and electronics, and embrace globalization. Those topics, as well as many others at the April 14-17 event in Detroit, will be manifested through the theme for the 2008 Congress, “A Climate for Change.” No automotive manufacturer is currently undergoing more change than Chrysler, following its May 2007 purchase by private-equity firm Cerberus Capital Management, so it is fitting that the automaker is serving as host company for this year's event. Congress Chairman Frank O. Klegon, Executive Vice President, Product

Monaghan, Matt

Ryan's ‘Research’ put to good use

OFHFEB08_0602/01/2008

The Southwest Research Institute engineer assumes SAE President duties for 2008. As a young man fresh out of high school, 20/20 vision played a pivotal role in charting the course of Thomas W. Ryan III's academic and professional life. Now, as SAE International President for 2008, Ryan, an Institute Engineer at Southwest Research Institute (SwRI), is set to have a great impact on a different kind of 2020 vision-that of SAE International. As a child growing up in Cresson, PA-a small town about 80 mi (130 km) east of Pittsburgh-Ryan tinkered with various types of mechanics and developed an interest in math and science in high school, which eventually spurred a desire to study engineering at one of the country's military academies.

Monaghan, Matt

Ryan's ‘Research’ put to good use

AEROJAN08_0401/01/2008

Monaghan, Matt

Minimizing the Effects of Material Obsolescence on Constellation Space Suit System Design

2007-01-303407/09/2007

Materials used for manned space flight are tightly controlled to ensure the safety of the crewmembers. Significant changes to the economic environment as well as impact from environmental restrictions have resulted in material obsolescence that requires recertification or revalidation, increasing cost and risk to the program. This paper will review the impact this issue has had on the Shuttle Extravehicular Mobility Unit (EMU) Space Suit Assembly (SSA) and will provide insight into challenges expected for the Constellation Space Suit System (CSSS) program. Factors that affect availability, the impacts of material obsolescence, identification processes and risk reduction and management are described.

Hewes, Linda, Marini, Brian, Dasgupta, Rajib

Shrinking world extends design teams

OFHJUN07_0206/01/2007

Whether the world is becoming flat or just shrinking, its change is posing a challenge for engineers who have to design bigger products with flat manpower budgets. Globalization, also called flattening by pundits, is undoubtedly changing the way engineers work together. It's forcing engineers to work with teams located around the country or across oceans, posing big challenges as they race to finish complex designs in ever-shorter development periods. But most observers agree that the effort has a big payoff: bringing in new ideas. “The big challenge is to capture as many people's intellect as possible to contribute to the design.” said Carl Bass, Autodesk's CEO.

Costlow, Terry

Globalization is in the driver's seat

AUTOMAY07_0505/01/2007

Johnson Controls is positioned to supply everything from single components to complete interiors wherever in the world it is needed. The automotive industry's sales are increasingly distributed to markets all over the world, and at the same time, the engineering talent needed to design components for those cars is also globally distributed, remarked Charles Baker, Group Vice President for Engineering in Johnson Controls' Automotive Experience division. That scenario means that suppliers such as JCI are also increasingly spread over the globe, supporting customers as they move into new markets, tapping local talent to develop products for those markets, and enjoying the flexibility to let engineering resources in one region support others when they are overloaded.

Carney, Dan

Sponsors,“Create the Future” 2006 Design Contest

TBMG-149004/01/2007

In today’s competitive marketplace, manufacturers need suppliers who not only deliver the parts required to build a product, but those who deliver support and consultation on how best to use those parts. Emhart Teknologies is in the business of delivering that support. The company offers their customers access to a global network of what it calls “Innovation Centers.” These engineering facilities provide the latest in R&D for fastening design and automated fastening systems, delivering value analysis to a large cross-section of industrial manufacturers.

A Business Intelligence tool implementation to support in automotive industry

2006-01-255811/21/2006

The automotive industry is very changeable. Factors as globalization, merges and acquisitions, competition between institutions and te0chnological innovation, had forced the company automotives to rethink its businesses. Several of these companies have used software of “Business Intelligence” (BI) for helping them to gain advantage competitive. This article more specifically shows the viability of the implementation of the tool of BI for support to the automobile industry in spare the logistic area of parts and new automobiles.

de Barros, Adriano Soares, de Campos, Fernando Celso

Global Research and Development: GM Case Study India

2006-21-008610/16/2006

Global R&D is in its infant stages. Senior executives and their organizations need to develop deeper understanding of the opportunities and challenges of off-shoring R&D. While global pressure will continue to mount to deliver more value at ever lower cost, the labor cost arbitrage break in countries such as China or India will not last forever. The fundamental challenge is to use the current low-cost advantage to build rapidly a sustainable technology, product and service advantage. This requires the development of a balanced local growth strategy that is well adapted to the regional strengths while ensuring a seamless global integration of people, organizations, and processes. This paper focuses on the build-up of GM's R&D activities in India with an emphasis on research in one of the key thrust areas in GM R&D - Automotive Electronics, Controls, and Software. Lessons learned apply also to development.

Popp, Patrick, Shorey, Rajeev, Bharati, Prakash

Organizational Transformation in Response to Shifting Global Demands

2006-21-008510/16/2006

Convergence is accelerating in the automotive industry and, combined with global market conditions, continues to exert extreme pressure. To respond to those pressures, organizations must move quickly to transform their operations, technologies and basic business models. Automotive companies are affected by convergence from several perspectives, including the following: global synergies (with emergence of new markets requiring collaboration and unified product strategy); fusion of mechanics, electronics and communication (mechanical to electrical/ electronic to digital content); and cross-industry collaboration (consumer technologies integrated with sophisticated safety technologies from aerospace). This paper discusses an organizational transformation approach that can help enterprises move into an agile model in order to exploit the synergies created by convergence. Automotive companies can reap considerable benefits by adopting a planned approach to this evolution.

Prabhakar, Ram

Items per page:

1 – 50 of 130