LITERATURE REVIEW ON CONCURRENT ENGINEERING AND ITS

IMPLEMENTATION
Gopa Bhattacharyya Choudhury 1 Dr. Sumati Sidharth2 Dr. Nilesh Ware3
1
Student, Dept of Technology Mgmt., DIAT, Pune
2
Professor, Dept of Technology Mgmt., DIAT, Pune
3
Professor, Dept of Technology Mgmt., DIAT, Pune
Email: gopa_drdo@rediffmail.com

Abstract— This literature study is a review of work published in various journals on ‘Concurrent Engineering & Its
Implementation’, between 1990 and 2020.This study intends to serve three major goals. It shall be useful to the
researchers or scholars who are interested in understanding the recent trends in the area of CE. This study shall also be
useful to businesses / industries, as it intends to enlighten on the various approaches for successful implementation of CE
for realization of business benefits. This study shall will also attempt to identify the different factors which play a major
role in implementation of concurrent engineering in a product development scenario.
.
Keywords: Concurrent Engineering, Product Life Cycle, Product and Process development
the ways of its implications in determining new product
I. INTRODUCTION development success.
In the competitive environment prevalent in the current
times, managing a 'Project for New Product Development'
faces many challenges, which needs to be optimally II. STATE OF DEVELOPMENT (1990-2000)
addressed. While necessary efforts must be taken to
R.A.Sprague; K.J.Singh; R.T. Wood (1991) Concurrent
continuously to meet the increasing expectations of customers
Engineering, an integrated design approach that considers,
and remain competitive, it also imperative to manage the
from outset, all elements of the product life cycle from
product development process in such a manner so as to ensure
conception through disposal, including quality, cost, schedule,
that the newly developed products are globally competitive in
and user requirements, is examined. Concurrent engineering,
terms of the prevailing expectations of customers most
an integrated design approach that considers, from the outset,
effectively.
all elements of the product life cycle from conception through
Literature indicates that Concurrent Engineering practices
disposal, including quality, cost, schedule, and user
have contributed in increasing new product development
requirements, is examined. A description is given of the US
efficiency and effectiveness by introducing a higher degree of
Defense Advanced Research Projects Agency DICE program,
integration between areas and departments –notably product
which is aimed at promoting the practice and acceptance of
and process design. This concept enables teams to work with
concurrent engineering in US industry. It is shown how the
each other concurrently, optimize the design and development
growing complexity of organizations and projects is defeating
processes with respect to different lifecycle issues and
the sequential product-development process and how
enhance the quality of product and launch products in the
concurrent engineering, which encourages information sharing
market with the least lead-time.
among all functions within a product's life cycle, offers tools
In this research, an attempt will be made to explore and
that help deal with this complexity, resulting in products that
identify the critical success factors affecting acceleration of
get to market faster and cost less to develop
new product development process in the context of Indian
J.Michael, O'Flynn,M. Ahmad (1991) The manufacturing
Defense Research Organizations and see how concurrent
sector has experienced significant changes over the past
engineering can play a role in integrating these activities so as
twenty years. Companies are becoming more international and
to shorten the Project Life Cycle for new product
are facing increased competitive challenges. Because of this,
development.
and owing to higher customer expectations, there are greater
Presently, new product design & development challenges
demands on product quality, functionality, aesthetics,
are immense and are related with complexity of products,
reliability, and flexibility. In addition, product life cycles have
geographically located design teams, growing needs of rapid
reduced which has led to shorter time periods in which to
fulfillment of customer requirements/demands, earning
recover costs. There is a greater pressure on design teams to
revenue by capturing market share at an early stage etc. In
develop products in shorter time periods as profits have been
such situations, business oriented organizations are looking
shown to be very sensitive to time to marker (TTM). Many of
for; faster design & product development with enhanced
the above factors are directly influenced during product
manufacturing capacity & capability, by improving revenue
development and therefore the approach adopted during this
from lifecycle efficiency. Many marketing activities
phase of product life cycle, can have major impact on
influences the new product development process, particularly
profitability. This paper defines the simultaneous or
concurrent engineering (CE) approach to product
development, and the benefits of adopting it, versus the Analysis of a European PCB supplier’s difficulties in
traditional sequential engineering approach.[8] implementing CE, with the Readiness Assessment for
M.Lawson,H.M.Karandikar (1994) The use of CE as the Concurrent Engineering (RACE), led to a maturity model for
defacto methodology for product development has become a supplier involvement in electronic design. This framework’s
reality. However CE programs implementers and practitioners first step is effectuation of basic CE principles within the
have reported widely varying results. The results of a survey organization, which has been recommended for the PCB
of an industrial organizations implementing or considering supplier. Further progress requires customer involvement,
implementation of CE are presented in this article. The ultimately leading to virtual customer-supplier-teams striving
difficulties in quantifying the benefits of CE are highlighted end-user satisfaction, supported by enhanced, Ethernet-based
here. application tools. The lack of customer effort, to achieve Inter-
Klaus Pohl,Stephan Jacobs (1994) Concurrent Organizational CE, proved to be the major road-block for the
engineering requires the cooperation of people coming from PCB supplier. Nevertheless, suppliers have a strong
different phases of the engineering process. Traceability competitive edge, since they are capable of entering customer-
between the different views (products), which exist in such supplier-networks can therewith be established
cross-functional teams, is essential for enabling mutual instantaneously.[15]
understanding. Moreover, the different views must be related R. Smith (1997) this paper explores the history of the ideas
to each other and must be presented in a suitable way to behind concurrent engineering from the end of the 19th
support finding and resolving of inconsistencies, conflicts, and Century until the 1960s. Concurrent engineering is the
different opportunities. We have developed and implemented relatively recent term that is applied to the engineering design
a concurrent engineering environment, called PRO-ART, philosophy of cross-functional cooperation in order to create
which is based on four main ideas.[11] products that are better, cheaper, and more quickly brought to
Victor J B J Paashuis,(1995) This paper looks into the use market. The principles of concurrent engineering that are
of concurrent engineering (CE) in new product development traced by this paper are: manufacturing and functional design
(NPD) processes. To this end presents an NPD strategy constraints need to be considered simultaneously; combining
framework, which is derived from an operations strategy of people with different functional backgrounds into a design
framework filled out with integration mechanisms decision team is a useful way to combine the different knowledge
alternatives. The framework focuses on cross-functional co- bases; engineering designers must bear in mind customer
operation, inter-functional communication.[13] preferences during the design process; and time to market is
J.G.Bennett, T. Lamb (1996) this paper reports on a SP-8 an important determinant of eventual success in the market.
Panel project to analyses the application of Cein US. None of these principles is by itself surprising; concurrent
Shipbuilding and to perform a pilot implementation of CE. engineering has led to their propagation to many people and
Within a US Shipyard firms in the engineering world. The author has examined the
Hu Yongtong; Liu Ping;Yan Yuhong;Zheng Danian; engineering literature in order to locate the existence of similar
Ma Changchao;J.Bode;Ren Shouju (1996) The concurrent themes in published engineering thought. All of these themes
design of a product involves the cooperation of many have recurred often in the literature. Concurrent engineering
functions such as manufacturing ,logistics, marketing, and can be seen therefore as a summary of best practice in product
sales. It can be represented as a multi agent system with each development, rather than the adoption of a radically new set of
agent representing a kind of expertise. Each agent has its own ideas. The paper suggests some reasons that concurrent
evaluation criteria and egoistic goals. Decision making leads engineering ideas may not have been adopted more widely.
to problems typical for concurrent engineering, in which all A.S. Pillai, V.N.Lal, K.S. Rao. (1997) The Indian Guided
related processes are simultaneously taken into consideration. Missile Programmer may be the first in the country to adapt
Geritz,William, (1996) Unification of design, process for the philosophy of concurrent engineering (CE) for the
obtaining significant gain in productivity and profitability.[25] development of high-technology weapon systems. The
Dr. K..S. Panwar & H. Driva (1996) This paper presents a management of IGMDP took enormous risk and proceeded
holistic approach to concurrent engineering and its with the concurrent development of the technology, the
implementation which is under development by the PACE product, as well as the establishment of production facilities.
consortium. PACE stands for 'Practical Approach to During the implementation of this concurrent development
Concurrent Engineering'. It is a pan-European project and production process, a number of hurdles have been
consisting of a consortium of eight partners. The most well- encountered which further led to the development of new
known existing models are reviewed, examined and critiqued. ideas, tools and techniques to realize the weapon systems in
[9]
shorter time frames. The net result of these efforts is not only
Robert de Graaf , Luuk Kornelius (1996) Concurrent the saving in time from the design of weapon systems to their
Engineering (CE) is mostly applied within an organization. induction, but also the build-up in technological confidence
Due to the focus at core competencies, suppliers need to be that swept through all those organizations that participated in
involved. Focusing on core competencies requires this programmer. This paper presents the experiences of the
manufacturers to involve suppliers in the development of Indian Guided Missile Programmer in implementing the
complex products, especially in electronic design. various concurrent engineering practices.
Consequently, an inter-organizational approach is necessary to Peter E D Love,A Gunasekaran (1997) The construction
reduce throughput-time, improve quality, and lower costs. industry has been suffering from low productivity and poor
performance in an attempt to improve its performance, N.Bhuiyan, V.Thomson, D.Gerwin (2006) Pdt
industry practitioners and researchers have looked at the development managers need a single well defined process
manufacturing industry as a point of reference and a source of with clear ownership and goals. [32]
innovation. Consequently, the industry has acquired and PM Wognum, R Curran et al. (2006) Study of different
adapted the CE approach to manufacturing, to construction. fields will be identified for present and future application and
The motivation for importing a CE approach to construction is development, and reference will indeed be made to the
presented in this paper. potential importance of CE as a disciplinary. [44]
D.Sobek,A.C.Ward,J.K.Liker (1999) How Toyota's L.Y.Zheng,C.A.Mc Mohan,L.Li,L.Ding,J Jamshidi
product design and development process helps find the best (2008) KCs play a significant role in product life cycle
solutions and develop successful products. management(PLM) and in collaborative and global product
J.D. Owens and J.Davies (2000) In order to achieve a development. Over the last decade, KCs methodologies and
successful new product, and certainly the successful tools have been studied and practiced in several domains of
implementation of a new product into a company, it is the product life cycle, and many world class companies have
necessary to have a structured and documented approach to introduced KCs considerations into their product development
new product development, therefore providing a clear road practices. This paper presents a holistic framework of KCs
map for the development of new products. This review methodologies and practices through the PLC and summarizes
highlights the NPD process, from concept to customer, and the the fundamentals of KCs including their definition and
key drivers for success.[20] classification. [33]
R. Badham,P.Couchman, M. Zanko (2000) This article E. Stevans,H. Karkkainen and H Lampela (2009) Virtual
addresses the conditions necessary for firms to implement teams consisting of participants from many geographically
concurrent engineering successfully. Although there has been distant subunit, or even belonging to many organizations and
considerable interest in concurrent Engineering since the late communicating mainly through ICT, are used for the purpose
1980s, and many books and articles have been published on of sharing development costs and shortening the time to
this approach to product innovation, there is still some market. This paper analyses how a VT may facilitate or
confusion about the concept, and the issues associated with its prevent learning, knowledge generation, and ideation
successful implementation remain largely unsearched. This processes in New Product/Service Development. [5]
article seeks to add to the body of knowledge in these areas by A. Hambali, S.M. Sapuan, N. Ismail, Y. et al (2009)
drawing on recent Australian Surveys and on the findings of Examination of key concepts and tools in CE. Reduced time in
four case studies of the introduction of concurrent engineering product development process, higher product quality, lower
in Australian firms. [1] cost in manufacturing process and fulfillment of customers’
requirements are the key factors to determine the success of a
III. STATE OF DEVELOPMENT (2001 -2010) company. To produce excellent products, the concept of
Concurrent Engineering must be implemented. Concurrent
A. Portioli-Staudacher,H.Van Landeghem, C.E. Redaelli Engineering is a systematic approach which can be achieved
(2003)The concept of concurrent engineering (CE) has been when all design activities are integrated and executed in a
known for quite a while now, and it has been widely parallel manner. The CE approach has radically changed the
recognized as a major enabler of fast and efficient product method used in product development process in many
development. This paper examines the extent to which CE companies. [45]
best practices, as obtained from a broad literature review, are M.Antaki,A. Schiffauerova,V. Thomson (2010) The
being used effectively in companies. Companies both in performance of new product development (NPD) is greatly
Belgium and in Italy were investigated using a CE compliance affected by communication strategy and the information
checklist. The paper comments on usage patterns in both technology tools used to support the strategy. A number of
countries and compares them. Specific information per sector users of NPD processes claim that an adequate communication
is also included. Finally, the positive impact of formal CE strategy decreases their product cycle time and cost. However,
programs is proven by the data.[10] the problem with evaluating the impact of information transfer
Holger Ernest (2003) The continuous development and is that no one has ever specifically measured how performs
market introduction of new products ca be an important and communication strategies are, or how effective
determinant of sustained company performance. For information tools are. In this paper, a model has been
approximately 30 years, conceptual and empirical research has developed to evaluate communication strategies. The result
been undertaken to identify the critical success factors of new indicates that a shorter, more efficient communication process
products. This paper reviews the findings of empirical work reduces time and effort, and that a shift towards formal
into the success factors of new product development (NPD). methods and passive information tools (computer based
E. Cengiz, H Ayyildiz, F Kirkbir (2005) New product systems) results in more effective and easier coordination as
development is essential for outstanding corporate well as better integration.[4]
performance and research about what leads to new product ZHANG Qingshan,WANG Zhihui (2010) Support
success has been carried out for both good and services environment for ensuring consequent production of the
frequently. Despite extensive documentation on how to product, and guidance and provide a reference for companies.
[46]
achieve success, NPD remains a high risk venture. Critical
success factors that affect new product performance.
 R.Cooper, E.J.Kleinschmidt (2010) The main factors response time, pushing their development processes to move
impacting success at the project and the firm levels are faster while keeping on competitive prices and quality. These
identified on the basis of numerous empirical studies. The caused companies are forced to find effective and innovative
factors at the project level are a unique superior product, approaches as work methods to overcome to pressures.
strong market orientation, global orientation, pre-development Concurrent Engineering (CE) is one of the approaches to
work, early product definition, project team organization, and address these managerial and manufacturing dilemmas in new
leveraging core competencies. Differences in factors for product projects. The basic premise of CE revolves around
highly innovative versus incremental projects are discussed. team working. However, most of the managers especially
The main factors for success at the business level are the right project manager’s face with problems when they want to
organizational culture, an innovative strategy, resource promote teamwork culture, especially in conditions that the
commitment, top management support, portfolio management, project faces with complicated problems. In this condition, a
and a multistage, disciplined, new product development creative team consists of members from different levels of the
process. Details of these factors are provided and their organizational hierarchy must be shaped. There are always
application in Industry is outlined. Performances differences barriers in group meetings that influence growth and diffusion
between highly successful projects and business and less of creative solutions and would be reduced by using creativity
successful ventures are described. [18] and innovation techniques. The first purpose of this study is to
Dag Raudberget (2010) Objective research to investigate identify the effective criteria in success of creative meetings in
whether Set-Based Concurrent Engineering concepts can CE projects. Next, the prioritization of each factor has been
increase the effectiveness and the efficiency of the analyzed and ranked respectively. Finally, based on the results
development process. [43] of previous research of the authors, the useful group creativity
and innovation techniques related with team work meetings in
III. STATE OF DEVELOPMENT (2011 -2020) CE projects have been ranked by using the Analytic Hierarchy
Process (AHP) approach.[4]
X. Hu,J.Hu,A. Sekhari,Y. Peng and Z.Cao (2011) Due to Menenti, Zuidema (2012) Impactful behavior can lead to
the increased complexity of engineering products and design impactful result in product development. Green marketing and
processes, concurrent engineering practices still face green product development have various benefits to firms in
enormous challenges. Design teams often provide the terms of increasing the sustainable environmental benefits and
knowledge involving multiple disciplines in natural language to increase the awareness of brand image of the firm. This
at conceptual design stage. As a result, conflicts often arise study focuses on the concept of green marketing and green
during communications. To increase the efficiency of design product development, the different consumer consumption in
process, it is necessary to avoid interpretation conflicts. This regards to green marketing and green product development,
article presents a system framework to resolve terminology and lastly examines the problems that firms have faced when
conflicts.[6] they have failed to implement green marketing and green
S. Gedell,M. T. Michaells and H. Johannesson (2011) product development. [36]
The seamless co-development of products and production A.A. Ashaab,M. Golob,U.M. Attia,M. Khan, J. Parsons,
systems is still an unresolved challenge. Undoubtedly, A. Andino (2013) This article presents a transformation
progress has been made through the proposal and application process towards lean product development in an aerospace
of new methodologies in the collective of concurrent industry. The transformation was achieved in two main stages:
engineering. Still, there is a gap between modeling approaches the first was to integrate the principles of set based concurrent
in product development and in production system design. This engineering into an existing product development model of an
gap is an obstacle, especially if many interdependencies exist aerospace company. This stage included defining activities
among the constituents of products and production systems.[7] and associated tools. The second stage was to implement the
Sofuoglu, Ecehan (2011) It explains new product developed modeling a research based industrial case study, a
development methods by applying it, gives the tools for it, helicopter engine in this case. Three main outcomes were
compares the CE with Sequential Engineering (SE).[34] realized from this work. First, it presented an industrial case of
Nadia Bhuiyan (2011) The purpose of this paper is to lean transformation in product development, where the
propose a framework of critical success factors, metrics, and leanness of an existing model was enhanced by embedding set
tools and techniques for implementing metrics for each stage based CE principles. Second, the developed model was
of the new product development process.[35] structured into a set of well-defined activities and associated
C.E. Levandowski,D. Corin-Stig, D.Bergsjo,A. tools that were previously scattered or redundant. Finally, the
Forslund,U. Hogman, R.Soderberg and H Johannesson developed model was trailed in an industrial project of a
(2012) Reusing design knowledge is a key concept, whether helicopter engine, tested to evaluate its value in enhancing the
manifested as reusing parts, ideas, concepts, or technologies. innovation level and reducing risk.[3]
This article describes processes and information technology B. Felekoglu, A.M. Maier, J. Moultrie (2013) Effective
solutions for holistically working with both technology interaction across organizational boundaries is a critical
platforms and product platforms. [2] success factor in new product development (NPD).However;
Alireza Aslani, Petri Helo,Marja Naaranoja (2012) The few studies have investigated how different mechanisms
development of successful new products is today of challenge enable effective interaction across organizational and
to most consumer product companies. They have to short their particularly hierarchical boundaries. [37]
 SandipBasu, Nabarun Biswas, Supriya Naha Biswas and new products by advanced method based on a new approach.
[41]
Sweta Sarkar (2013) Recognizes concurrent engineering as
the way of achieving long-term sustainability in this highly S. Pretorius,H.Steyn,T.J.Bond (2017) Appropriate
competitive business climate. [38] balance of leadership styles It is widely accepted that project
Ricky Luppino, M. Reza Hosseini and Raufdeen leaders should adapt their behavior to meet the unique
Rameezdeen (2014) a definition of the effective methods of leadership demands of a variety of situations. Recently,
risk management in R&D projects has remained elusive. vertical, shared, and horizontal styles of leadership have
Similarly, there have been calls to devise effective risk gained prominence, especially in the project management
management methods in R&D projects. To develop this area literature. Several factors are believed to play a role in
further, the purpose of this study is twofold. First, it validates determining an appropriate balance between these leadership
the veracity of claims about the urgency of introducing styles. This theoretical study explores the influence of project
effective methods of risk management to R&D projects in types, the stage in the project life cycle, organizational project
South Australia based on nine unstructured interviews with management maturity, and the level of trust and collaboration
experts. Second, the study presents the outcomes of two case between project team members on the appropriate balance of
studies that deployed the extended version of the failure mode leadership styles in projects. 
and effect analysis, namely, the RFMEA method in a South Cezar-Petre Simion (2018) The article aims to analyze the
Australian organization, to investigate how the method can main features of the risk management process in R & D
facilitate the identification of effective contingency plans to projects in Romanian organizations. In the article, the risk
mitigate high-priority risks. The findings showed that the management process in the projects carried out by the
RFMEA method would be effective for project managers in Romanian organizations is surprised at all stages: risk
dealing with risk management issues in R&D projects. The identification, risk analysis and project risk response.
discussions presented will provide guidelines for practitioners Organizational risk management influences the way in which
in the industry. [17] risk identification and analysis are integrated into the
M. Tshiki (2015) Critical Success Factors (CSFs) have management of R & D projects. The level of residual risk
been defined as characteristics, conditions or variables that can during the project implementation period depends on how
have a significant impact on the success of a project when project managers address the identification of risks in the
properly sustained, maintained or managed.[39] initial stages of their preparation. In most projects, resources
M. Graner,M. Behr (2015) The purpose of this paper is to are not allocated to team members with exclusive risk
analyse the use of methods in new product development and management responsibilities, but they are usually assumed by
their impact on product success.[40] the project manager.[16]
Angappa Gunasekaran (2017) Concurrent Engineering R.Cooper (2019) Why are some new products so
(CE) is a systematic approach to the integrated, simultaneous successful and some companies outstanding performers in new
design of both products and their related processes, including product development? This article identifies success factors
production. A number of research reports are available in the from numerous research studies into NPD performance in
literature to deal with CE and its applications in manufacturing Industry. Three categories of success drivers have been
industries. However, the application of CE in Process defined.[19]
Industries (PI) has not received enough attention from
researchers and practitioners for improving productivity and IV. CONCLUSION
quality. To use CE effectively in process industries requires
accuracy of data and a common architecture. In PI, the This paper focuses only on the literature review of
products are processed with minimal interruptions in any one previously published studies. The findings of this study the
production run or between production runs of products that concurrent Engineering has been a topic of interest since the
exhibit process characteristics, such as liquids, fibers, powders late 1980s. There is still some confusion about the concept,
and gases. The general characteristics of this industry add and the issues associated with its successful implementation.
value to materials by mixing, separating, forming, or chemical This article seeks to add to the body of knowledge in these
reactions. PI often initiates their flow with only a few raw areas by drawing on recent Australian Surveys and case
materials and subsequently process a variety of blending and studies of concurrent engineering in Australian firms.
respiting operations. Nevertheless, there are many common Concurrent engineering practices still face enormous
characteristics such as material and information flow between challenges. Virtual teams are used to share development costs
manufacturing and PI. This indicates the application areas of and shortening the time to market. To increase the efficiency
CE in PI and hence to improve the competitiveness of PI in of design process, it is necessary to avoid interpretation
terms of flexibility and responsiveness. An attempt has been conflicts. This article presents a system framework to resolve
made in this paper to study how CE can be utilized to design terminology conflicts. It defines the simultaneous or
products, production system, and production planning and concurrent engineering (CE) approach to product
control (PPC) system for improving productivity and quality development.
in PI.[12] Concurrent engineering is a systematic approach to the
Aniket Bipin, Pratik, Vipul (2017) This paper intend to integrated, simultaneous design of both products and their
carry a review of the concurrent engineering in various related processes, including production. To use CE effectively
sectors, and the traditional methods as well as development of in process industries requires accuracy of data and a common
architecture, writes the authors. The authors develop a a survey in Italy and Belgium” Robotics and
concurrent engineering environment, called PRO-ART, which Computer-Integrated Manufacturing, Vol 19(3)
is based on four main ideas. 11. Klaus Pohl,Stephan Jacobs “Concurrent Engineering:
The development of successful new products is today of Enabling Traceability and Mutual Understanding”
challenge to most consumer product companies. Due to focus Concurrent Engineering: Research and Applications
at core competencies, suppliers need to be involved. An inter- (CERA)
organizational approach is necessary to reduce throughput- 12. Angappa Gunasekaran “Concurrent engineering: A
time, improve quality, and lower costs. competitive strategy for process industries” Journal
of the Operational Research Society, Vol 49 (2017)
13. Victor J B J Paashuis, “Organizing for Concurrent
REFRENCES Engineering: An Integration Mechanism Framework”
Integrated Manufacturing Systems, Vol 8 (2012)
1. R. Badham, P. Couchman, M. Zanko “Implementing 14. Alireza Aslani, Petri Helo,Marja Naaranoja
Concurrent Engineering” Human Factors & “Development of Creativity in Concurrent
Ergonomics in Manufacturing, Vol 10(3), pp-237- Engineering Teams” American Journal of Industrial
249 (2000) and Business Management, Vol 2
2. C.E. Levandowski,D. Corin-Stig, D.Bergsjo,A.
Forslund,U. Hogman, R.Soderberg and H 15. Robert de Graaf , Luuk Kornelius “Inter-
Johannesson “An integrated approach to technology organizational concurrent engineering: a case study
platform and product platform development” in PCB manufacturing” Journal of Computers in
Concurrent Engineering Research and Applications, Industry, Vol ( 30) (1996)
Vol 21(1),pp 65-83 (2012)
3. A.A. Ashaab,M. Golob,U.M. Attia,M. Khan, J.
16. Cezar-Petre Simion “Risk Management In Research-
Parsons, A. Andino “The transformation of product
Development (R & D) Projects Carried Out By
development process into lean environment using set-
Romanian Organizations” journal of Research on
based concurrent engineering: A case study from an
Trade, Management and Economic Development
aerospace industry” Concurrent Engineering
Volume 5, Issue 2 (2018)
Research and Applications, Vol 21(4),pp 268-285
17. Ricky Luppino, M. Reza Hosseini and Raufdeen
(2013)
Rameezdeen “Risk Management In Research And
4. M.Antaki,A. Schiffauerova,V. Thomson “The
Development (R&D) Projects: The Case Of South
Performance of Technical Information Transfer in
Australia” Asian Academy of Management Journal,
New Product Development” Concurrent Engineering
Vol. 19, No. 2, 67–85 (2014)
Research and Applications, Vol 18(4),pp 291-301
18. R.Cooper, E.J.Kleinschmidt “Success Factors for
(2010)
New -Product Development” Wiley International
5. E. Stevans,H. Karkkainen and H Lampela
Encyclopedia of Marketing (2010)
“Contribution of virtual teams to learning and
19. R.Cooper “The Drivers of Success in New Product
knowledge generation in innovation related projects”
Development” Industrial Marketing Management,
International J Product Development, Vol 8 (2009)
Vol 76, pp 36-47 (2019)
6. X. Hu,J.Hu,A. Sekhari,Y. Peng and Z.Cao “A Fuzzy
20. J.D. Owens and J.Davies “The importance of New
Knowledge Fusion Framework for Terms Conflict
Product Development Process: Getting Started”
Resolution in Concurrent Engineering” Concurrent
Conference Paper (2000)
Engineering Research and Applications, Vol 19(1),pp
71-84 (2011)
7. S. Gedell,M. T. Michaells and H. Johannesson 21. R.A.Sprague; K.J.Singh; R.T. Wood “Concurrent
“Integrated Model for Co-Development of Products Engineering in Pdt Development” IEEE Design and
and Production Systems - A Systems Theory Test of Computers, Vol 8, Issue 1, (1991)
Approach” Concurrent Engineering Research and
Applications, Vol 19(1),pp 71-84 (2011) 22. M.Lawson,H.M.Karandikar “A Survey of Concurrent
8. J.Michael, O'Flynn,M. Ahmad “The concurrent Engineering (CE)” Sage Journal, (1994)
engineering approach to product development”
Journal of Electronics Manufacturing, Vol 01(02),pp 23. J.G.Bennett, T. Lamb “CE: Application and
97-104 (1991) Implementation for US Ship Building” Journal of
9. Dr. K..S. Panwar & H. Driva “Concurrent Ship Production,Vol 2, Issue 2 (1996)
Engineering: From Concept to Implementation”
Proceedings of International Conference on Agile 24. Hu Yongtong; Liu Ping;Yan Yuhong;Zheng Danian;
Manufacturing (1996) Ma Changchao;J.Bode;Ren Shouju “A multiagent
10. A.Portioli-Staudacher,H.Van Landeghem, C.E. system for the support of CE” IEEE International
Redaelli “Implementation of concurrent engineering: Conference on Systems,Man and Cybernetics.
Information Intelligence and Systems (1996)
25. Geritz,William, “The Project Manager for CE” Cost 39. M. Tshiki “CSFs for IF construction pjts in South
Engg, Vol38,Iss 12 (1996) Africa” Journal of Civil Engg, Vol 23,Issue 6, July
2015
26. R. Smith “Historical Roots of Concurrent Engg
Fundamentals” IEEE Transactions on Engg Mgmt, 40. M. Graner,M. Behr “Method application in NPD and
Volume 44 (1997) the impact on Product Success” Intl Journal of
Innovation and Technology Management, Vol 12, Iss
27. A.S. Pillai, V.N.Lal, K.S. Rao. “CE Experiences in 4,2015
High Tech Defence Projects” IJTM, Vol 14,Iss 6-8
(1997) 41. Aniket Bipin, Pratik, Vipul “Concurrent Engineering:
A Review” Volume 4, Issue 5, May 2017 IRJET
28. Peter E D Love,A Gunasekaran “CE in Construction (2017)
Industry” Sage Journals, (1997)
42. S. Pretorius,H.Steyn,T.J.Bond “Exploring project
29. D.Sobek,A.C.Ward,J.K.Liker “Toyota's Principles of related factors that influence leadership style and
Set Based C Engg” MIT Sloan Mgmt Review their effect on project performance : a conceptual
(1999) framework” South African Journal of Industrial
Engg,Vol 28,Iss 4,2017
30. Holger Ernest “Success Factors of New Product
Development: A review of the Empirical Literature” 43. Dag Raudberget “Practical Applications of Set-Based
International Journal of Management Concurrent Engineering in Industry” Strojniški
Review/Volume 4, Issue 1 (2003) vestnik - Journal of Mechanical Engineering
31. E. Cengiz, H Ayyildiz, F Kirkbir “Critical success 56(2010)11
factors in new product development” Ataturk
University (2005) 44. PM Wognum, R Curran et al. “Concurrent
32. N.Bhuiyan, V.Thomson, D.Gerwin (2006) Engineering - Past, Present and Future” Proceedings
“Implementing CE” Industrial Research Institute of the 2006 conference on Leading the Web in
RTM,Vol49,Iss 1, 2006 Concurrent Engineering

33. L.Y.Zheng,C.A.Mc Mohan,L.Li,L.Ding,J Jamshidi 45. A. Hambali, S.M. Sapuan, N. Ismail, Y. et al “The
“Key Chareacteristics Management (KCM) in Important Role of Concurrent Engineering in Product
product life cycle: A survey of methodologies and Development Process” Pertanika J. Sci. & Technol.
practices” Jornal of Engineering Manufacture, Vol 17 (1): 9 – 20 (2009)
222, Iss 8,2008
46. ZHANG Qingshan,WANG Zhihui “Organization of
34. Sofuoglu, Ecehan “Different Approaches to Concurrent Product Development” IEEE 2010
Concurrent Engineering” Bogazici University,
October (2011)

35. Nadia Bhuiyan “A framework for successful new

36. Menenti,Zuidema “Measurable Acceleration in

37. B. Felekoglu, A.M. Maier, J. Moultrie “Interactions

38. SandipBasu, Nabarun Biswas, Supriya Naha Biswas