REVISTA DE CIÊNCIA & TECNOLOGIA 15 1

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1 UNIVERSIDADE METODISTA DE PIRACICABA Revista de Ciência & Tecnologia Desenvolvimento do Produto: global e cooperativo ISNN Piracicaba, SP Volume 8 Número 16 P dezembro /2000 REVISTA DE CIÊNCIA & TECNOLOGIA 15 1

2 UNIVERSIDADE METODISTA DE PIRACICABA Reitor ALMIR DE SOUZA MAIA Vice-reitor Acadêmico ELY ESER BARRETO CÉSAR Vice-reitor Administrativo GUSTAVO JACQUES DIAS ALVIM EDITORA UNIMEP CONSELHO DE POLÍTICA EDITORIAL Almir de Souza Maia (presidente) Antonio Roque Dechen Cláudia Regina Cavaglieri Elias Boaventura Ely Eser Barreto César (vice-presidente) Gislene Garcia Franco do Nascimento Nancy Alfieri Nunes Nivaldo Lemos Coppini NÚMERO 16 VOLUME Produzida em abril de 2001 COMISSÃO EDITORIAL Nivaldo Lemos Coppini (presidente) Angela M. C. Jorge Corrêa Klaus Schützer Maria Isabel Dantoro Sônia Maria Malmonge EDITOR EXECUTIVO Heitor Amílcar da Silveira Neto (MTb ) SECRETÁRIA DA COMISSÃO EDITORIAL acadêmica Flavia Paduan Bellani A REVISTA DE CIÊNCIA & TECNOLOGIA é uma publicação semestral da Universidade Metodista de Piracicaba. Os textos são selecionados por processo anônimo de avaliação por pares (peer review). Veja as normas para publicação no final da revista. Os originais devem ser encaminhados por ao endereço revct@unimep.br ou, pelo Correio, para: Comissão Editorial da RC&T, a/c prof. Nivaldo Coppini, UNIMEP Campus Santa Bárbara d Oeste Rod. Santa Bárbara/Iracemápolis, km Santa Bárbara d Oeste/SP. As opiniões expressas nos artigos, tanto os encomendados como os enviados espontaneamente, são de responsabilidade dos seus autores. REVISTA DE CIÊNCIA & TECNOLOGIA (Science na Technology Journal) is published twice a year by Universidade Metodista de Piracicaba (São Paulo Brazil). It contains papers on scientific and technological issues. Manuscripts are selected through a blind peer review process. Editorial norms for submission of articles can be requested to the Editor. Aceita-se permuta / Exchange is desired. A Revista Ciência & Tecnologia é indexada por Revista de Ciência & Tecnologia is indexed by Base de Dados do Centro de Informações Científicas e Tecnológicas (Comissão Nacional de Energia Nuclear); Base de Dados do Ibge; Internacional Abstracts in Operations Research/IOR (University of Exeter); Periódica Incide de Revistas Latinoamericanas em Ciencias (Unam); Subis (Sheffield Academic Press). EQUIPE TÉCNICA SECRETÁRIA Ivonete Savino ASSISTENTE ADMINISTRATIVO Altair Alves da Silva EDIÇÃO DE TEXTO Milena de Castro PREPARAÇÃO DE TEXTO Nilson César de Sousa CAPA Genival Cardoso IMPRESSÃO Sitta Gráfica e Editora Ltda. DTP E PRODUÇÃO Gráfica UNIMEP Impresso em Duplicadora Digital Xerox Doutech 135 ASSINATURAS E REDAÇÃO EDITORA UNIMEP Rodovia do Açúcar, km Piracicaba SP Tel/fax: (19) editora@unimep.br REVISTA DE CIÊNCIA & TECNOLOGIA V. 1 N Piracicaba, Editora UNIMEP Semestral / Twice a year 1- Tecnologia periódicos CDU 62 (05) ISNN Dezembro 2000

3 RC&T 16 Editorial DIVERSIDADE E DESENVOLVIMENTO DAS CIÊNCIAS EXATAS E TECNOLÓGICAS Uma publicação voltada para as Ciências Exatas e Tecnológicas apresenta grande riqueza no que se refere à diversidade de assuntos que pode envolver. Essa riqueza, refletida nos artigos que a REVISTA DE CIÊN- CIA & TECNOLOGIA apresenta no presente número, é parte fundamental da interdisciplinaridade e da transdisciplinaridade necessárias à principal proposta das Ciências Exatas e Tecnológicas: desenvolvimentos e aplicações voltados para as mais diferentes áreas. De forma mais específica para as áreas de interesse da Faculdade de Engenharia Mecânica e de Produção, o presente número da revista mostra que o ensino e a pesquisa nas áreas de Engenharia, especialmente aquelas voltadas para a manufatura, vêm tendo cada vez mais foco em alguns campos: gerência de produção, estratégias, automação, qualidade, projeto, novos materiais, meio ambiente, entre outros. As tendências gerenciais apontam para o envolvimento do engenheiro em equipes de trabalho como forma de consecução de objetivos estabelecidos dentro de estratégias competitivas. Estratégias como o uso de máquinas de tridimensionais na medição de peças, com vistas a assegurar a qualidade especificada em projeto; como a utilização de sistemas ICAD, de modo a otimizar a documentação resultante da concepção de produtos; e como o uso de controladores digitais, visando a automatizar e assegurar posicionamento em equipamentos de precisão. Essas estratégias devem também prever a utilização de novos materiais, cujo desenvolvimento e produção acompanhem uma política ambiental que possibilite a gestão de recursos ambientais, tanto no plano regional como em âmbito global. Nesse sentido, a REVISTA DE CIÊNCIA & TECNOLOGIA traz para o leitor um leque de artigos que privilegiam esses focos, importantes para a realidade de interdisciplinaridade e transdisciplinaridade das Ciências Exatas e Tecnológicas. Prof. Dr. MILTON VIEIRA JR. Diretor da Faculdade de Engenharia da Engenharia Mecânica da Produção/UNIMEP REVISTA DE CIÊNCIA & TECNOLOGIA 15 3

4 4 Dezembro 2000

5 Sumário 9PRODUCT ENGINEERING AND DESIGN USING GLOBAL TEAMWORK STRUCTURES Aplicação da Estrutura Times de Trabalho Globais na Engenharia de Produto PROF. DR.-ING. REINER ANDERL 19 ASSESSING THE ALIGNMENT OF COMPETITIVE PRIORITIES AND ACTION PLANS THROUGH THE USE OF QFD Alinhamento entre Prioridades Competitivas e Planos de Ação Através do Uso do QFD PAULO A. CAUCHICK MIGUEL, ROSÂNGELA M. VANALLE & ALCEU G. ALVES FILHO 31 ESTUDO E ESCOLHA DE METODOLOGIA PARA O PROJETO CONCEITUAL Research and Choice of a Methology for the Conceptual Desing FRANCISCO JOSÉ DE ALMEIDA 43 FONTES DE ERROS EM METROLOGIA A TRÊS COORDENADAS: CONSIDERAÇÕES GERAIS Error Sources in Coordinate Metrology: General Considerations ROXANA M. MARTINEZ ORREGO, BENEDITO DI GIACOMO & ALVARO J. ABACKERLI 57 DESIGN OF A DIGITAL CONTROLLER FOR A SUB-MICROMETRIC POSITIONING SYSTEM Projeto de um Controlador Digital para um Sistema de Posicionamento Submicrométrico WALTER LINDOLFO WEINGAERTNER, RICARDO COMPIANI TAVARES, CZESLAU BARCZAK & CARLOS A. MARTIN REVISTA DE CIÊNCIA & TECNOLOGIA 15 5

6 65 LÓGICA MODAL APLICADA A GRAFO A EVENTOS Modal Logic Applied to Events Graph JOSÉ CARLOS MAGOSSI 77 CARRETÉIS EM CARBONO VÍTREO E AMIDO PARA A UTILIZAÇÃO EM GIROSCÓPIO A FIBRA ÓPTICA Vitreous Carbon and Starch Spools for Utilization in Fiber Optic Gyroscopes CYNTIA CRISTINA DE PAULA, ANDRÉ CÉSAR DA SILVA, ANTONIO GARCIA RAMOS, MIRABEL CERQUEIRA REZENDE & EDSON COCCHIERI BOTELHO 85 VANADIUM RECOVERY BY LEACHING IN SPENT CATALYSTS FOR SULFURIC ACID PRODUCTION Recuperação do Vanádio Contido em Catalisadores Gastos na Produção de Ácido Sulfúrico JOSÉ LUÍS MAGNANI, GEORGE CURY KACHAN & NEWTON LIBANIO FERREIRA 91 RHEOLOGICAL BEHAVIOR OF PINEAPPLE AND MANGO PULPS: EFFECT OF THE MEASURING SYSTEMS Comportamento Reológico das Polpas de Abacaxi e Manga: Efeito do Sistema de Medidas DANIELA HELENA PELEGRINE GUIMARÃES & CARLOS ALBERTO GASPARETTO 97 GESTÃO AMBIENTAL: UTILIZAÇÃO DE SISTEMA DE INFORMAÇÃO GEOGRÁFICA (SIG) NA IMPLANTAÇÃO DE UM ZONEAMENTO PARA ATIVIDADES INDUSTRIAIS NO MUNICÍPIO DE PIRACICABA Environmental Management: Use of Geographic Information System (GIS) in the Implementation of an Industrial District in Piracicaba JOÃO MORENO & TAISE LITHOLDO 6 Dezembro 2000

7 107 DO DEBATE CIENTÍFICO À POLÍTICA PÚBLICA: POLARIZAÇÃO DAS DISCUSSÕES ACADÊMICAS ENTRE BIÓLOGOS NOS ANOS 70 E INSTRUMENTALIZAÇÃO ECONÔMICA DAS POLÍTICAS AMBIENTAIS From Scientific Debate to the Public Policy: the Polarisation of Academic Discussions Among Biologists in the 70 s and the Economic Instrumentation of Environmental Policies ROSANA ICASSATTI CORAZZA 119 DISSERTAÇÕES REVISTA DE CIÊNCIA & TECNOLOGIA 15 7

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9 Product Engineering and Design Using Global Teamwork Structures Aplicação da Estrutura Times de Trabalho Globais na Engenharia de Produto PROF. DR.-ING. REINER ANDERL Fachgebiet Datenverarbeitung in der Konstruktion Technische Universität Darmstadt ABSTRACT Product engineering and design projects organized around the world following the sun, is a vision for the improvement of the product development process. This method of product development has the advantage that tasks can be worked on over 24 hours a day. The distribution of product development tasks enables companies to use the best competence of experts all over the world and to meet the requirements of different markets closer. Therefore product development processes are not only performed centralised at one location. Rather these development processes will be performed around the world in order to create high quality products by lower costs and in shorter time. Due to the increasing globalisation and internationalisation, the distribution of development tasks will become even more important in the future. On the other hand partners in a distributed product development process have to manage challenges concerning the intensity of collaboration, the flow of information and the engineering and design knowledge as well as cultural differences. For the planning and optimisation of distributed development processes it is neccessary to apply methods and tools for a virtual product development. The presentation will explain the new methods for cooperative virtual product development and will show how product data technology is being used. Conclusions will be given indicating future trends in introducing cooperative virtual product development into industry. Keywords: COOPERATIVE VIRTUAL PRODUCT DEVELOPMENT DIGITAL MOCK-UP PRODUCT DATA TECHNOLOGY DESIGN AROUND THE WORLD AROUND THE CLOCK. RESUMO A engenharia de produto e o desenvolvimento de projetos são hoje realizados mundialmente, o que impõe o melhoramento do processo de desenvolvimento de produtos. Essa nova metodologia oferece a vantagem dos novos projetos poderem ser trabalhados 24 horas por dia. A distribuição de tarefas no desenvolvimento do produto permite que as empresas procurem os melhores especialistas do mundo e atendam melhor os requisitos dos diferentes mercados. Portanto, o desenvolvimento de produto na era atual não é mais realizado de maneira centralizada em uma localidade, mas realizado ao redor do mundo, de maneira a obter produtos de alta qualidade, com baixos custos e em tempos menores. Devido ao crescimento da globalização e da internacionalização, a distribuição de tarefas se tornará cada vez mais importante. Por outro lado, os parceiros envolvidos no processo de desenvolvimento distribuído do produto necessitam gerenciar as mudanças relativas à intensidade da colaboração, ao fluxo de informações e à tecnologia envolvida na engenharia e no projeto, assim como às diferenças culturais. Para o planejamento e otimização do processo de desenvolvimento distribuído é necessária a utilização de métodos e ferramentas para o desenvolvimento virtual do produto. Este artigo irá apresentar os novos métodos para o desenvolvimento cooperativo e virtual do produto e mostrar como a tecnologia de dados do produto pode ser usada. As conclusões indicarão as futuras tendências na introdução do desenvolvimento cooperativo e virtual de produtos na indústria. Palavras-chave: DESENVOLVIMENTO VIRTUAL E COOPERATIVO DO PRODUTO MODELO VIRTUAL DO PRODUTO TECNO- LOGIA DE DADOS DO PRODUTO DESIGN AROUND THE WORLD AROUND THE CLOCK. REVISTA DE CIÊNCIA & TECNOLOGIA V. 8, Nº 16 pp

10 TRENDS IN PRODUCT DEVELOPMENT T he rapid technological development of powerful information and communication technologies (ICT) has a major impact on enterprises and on their business processes. Along with globalization and internationalization, information and communication technologies are changing the working culture, the enterprise organization and the workflow. The main changes are: from a paper based working culture to a working culture based on digital models; from 2d presentation based decisions to decisions based on virtual product development and virtual manufacturing using the integrated product model and; from a tayloristic organization to a holistic organization based on product and process data management. The changes are effecting each and every enterprise and they are influencing their competitiveness with respect to the development and production of attractive and high quality products, fast reaction to market requirements and efficient cooperation with partner and supplier enterprises (fig. 1). To react to these challenges, the analyses of best in class enterprises and best practice processes has become an ongoing task. Traditionally product development and production processes are managed through decisions drawn on information available on various paper documents. Such documents are e.g. technical drawings, bills of materials, purchase orders and many more. Most of these documents are standardized either based on international, national or company specific standards. These documents have been defined for various purposes such as being an information carrier, a communication and an archiving media as well as a media for knowledge presentation. Therefore each company has to manage the wide variety of its documents due to fulfill the requirements of quality management standards as defined by the ISO-standards ff. Furthermore the work-flow organization of companies has been defined based on the definition of such documents. The introduction of computer technology in technical departments of enterprises has been used first to support the creation of these documents. Computer technology, however, more and more has automized the document creation process and even goes beyond document creation by providing digital models and in particular product models, which represent products by a desciption of their characteristic aspects such as geometry, functionality and behaviour. Fig. 1. Cooperative virtual product development. 10 Dezembro 2000

11 The application of computer systems in the product engineering and design process covers a number of application software systems further on called CAX-systems, where CA means computer aided and X indicates the application domains such as design, engineering, planning, manufacturing etc. The integrated product model is a very important basis and prerequisite for the integration of application software systems. The integrated product model is designed to represent all product data, which are being described during the phases of the product life cycle. An integrated product model is available today either as the international standard ISO Product Data Representation and Exchange (also known as STEP, Standard for the Exchange of Product Model Data) or as IT-vendor specific implementations of integrated application systems. Product development is based on product engineering and design. Resulting from the requirements specification the functionality, the physical and logical behavior of the product is defined. Engineering includes e.g. shape design and dimensioning, material definition and stability-, stress- and durability analysis as well as the simulation and testing of the product s physical and logical behavior. The product development phase is strongly profiting from the application of information technology (IT). Parameterized 3D-CAD, digital mock-up and rapid prototyping technologies and more and more cooperative design systems supporting concurrent design and simultaneous engineering have strongly improved the product development process. An essential approach of the integrated product model is the availability of product data including product definition data, product representation data and presentation data, a basic approach in the ICT- (information and communication technologies) based electronic business (fig. 2). Product definition data include the set of information about a product covering all its administrative and organizational data. Product representation data include the set of information representing product characteristics in a computer process able data structure. Product presentation data include the set of information, which visualizes the product representation in graphical or alphanumerical form. The essential advantage is that modifications can be defined using the product presentation but the changes directly effect the product representation from where the updates of the product presentations are generated quickly. This approach also guarantees the consistency of the various presentations. In case of producing documents as presentations (such as technical drawings, part lists etc.) derived from representations the consistency of the documents due to changes is automatically provided. Fig. 2. Product definition data, product representation data and product presentation data. REVISTA DE CIÊNCIA & TECNOLOGIA V. 8, Nº 16 pp

12 The organization and the management methods for product development also change. This change leads from a tayloristic organization to a holistic organization based on project management. This also includes the participation of cooperating companies. The holistic approach defines projects, which integrate experts coming from various departments and cooperating companies in project teams. This leads to a matrix organization where engineers are reporting to the department leader and the project leader. The projects are defined to optimize a product development process with respect to reach the optimal product quality, to meet the cost objectives and to optimize the product development time. The product development time has become one of the most important success factors for the competitiveness of a company. It strongly influences the time to production and the time to market. Modern management methods for product development understand engineering and design as a process, which is part of a product creation project. Such management methods are concurrent design and simultaneous engineering. Both methods are dedicated to meet the objectives of a holistic understanding of the product creation process and strongly require approaches, methods and tools for cooperative virtual product development. METHODS FOR VIRTUAL PRODUCT DEVELOPMENT A number of powerful application software systems are being used for virtual product development. These application software systems require a working style based on one or more digital models ideally based on the integrated product model. That is why this product development process is called virtual product development. In Virtual Product Development, the product development process uses knowledge based CADapplications in early design phases for preliminary design and in particular parametric 3D-CAD-systems for shape design. Besides the geometric product representation and the representation of the product structure, 3D-CAD-systems also cover product data such as material data, technology data and so-called features. The information represented in the integrated product model is used by successive application software systems for further processes (fig. 3). Fig. 3. Overview of application software systems for Virtual Product Development. 12 Dezembro 2000

13 Fig. 4. Process chains in virtual product development. CAD-systems are often interfaced with Digital Mock Up systems (DMU-systems). They use the product structure and an approximation of the geometric representation and assess these data sets by kinematic data. This enables an analysis of the kinematic behaviour of the product as well as the analysis of assembling and disassembling processes. Physical product data typically are not represented in DMU-systems. Virtual prototypes contain physical product data with respect to their application specific domain, such as mechanics, electrics, electronics and also logics (e.g. represented through software). Virtual prototypes typically are using finite element analysis systems (FEA-systems) and multi body simulation systems (MBS-systems). These systems are used for the analysis and the simulation of the physical product behaviour. The virtual product is a digital product model covering the data sets generated through the application of the CAD-system, the DMU-system and the virtual prototype system. The development of virtual product analyses and simulation systems are of interest in research. Such a research initiative has been established as the ivip project (intelligent virtual product development /KRA-99/), where virtual reality is used for simulating the products behaviour. The Virtual Factory uses the principles of the Virtual Product to analyse and to simulate the manufacturing, assembling and testing processes. Such approaches are e.g. developed for the virtual machine tool /Weck-1999/ and the virtual manufacturing process. Besides these analysis and simulation tasks other objectives have to be covered in a product development process. Therefore so-called process chains have been established with respect to support successive application areas (fig. 4): Such process chains use the product data generated through the engineering, development and design process and interface successive application systems. Such systems are technical product documentation (TPD-systems), computer aided planning and NC-programming (CAP and NC-systems) and enterprise resource planning (ERP-systems). As virtual product development is not restricted to only one discipline such as mechanics, more disciplines have also to be integrated which requires multidisciplinary cooperative product development and design. COOPERATION APPROACHES, METHODS AND TOOLS As cooperation becomes an issue for an innovative product development and design, cooperation approaches, methods and tools have to be analyzed. With respect to the approaches, the the- REVISTA DE CIÊNCIA & TECNOLOGIA V. 8, Nº 16 pp

14 ory of product development and design leads to two important management concepts for cooperation in the product development and design process. These concepts are concurrent design and simultaneous engineering. Concurrent design and simultaneous engineering are understood quite similar in the industrial environment. To clarify the basic concepts of both methods, however, the two methods are explained for their own. Typically combinations of both methods are used in industrial practice. Concurrent design is dedicated to structure a complex design task into subtasks and to execute the subtasks concurrently by the engineering and design team. This procedure uses methods of project and process management such as task decomposition and description, scheduling, milestone definition and synchronization (fig. 5). Other objectives of concurrent design are the coordination of the collaborating engineers and designers, the availability of the product and design specifications for the team members as well as the availability of the know how of successive processes to perform design for x (DfX) which means design for manufacture, assembling, testing etc. While concurrent design is mainly dedicated to the engineering and design process, simultaneous Fig. 5. Concurrent design. engineering takes into account the whole product creation process. In particular production planning and production are part of simultaneous engineering. The approach is not to pass through the product creation process in a sequence of successive activities but to organize the execution of the various activities simultaneously (fig. 6). The approach of simultaneous engineering is to allow the access to stable prerelease engineering and design results at a point in time when the whole engineering and design solution is not available, yet. This approach is very important with respect to a number of activities in the product creation process e.g. with respect to develop product design and tool design simultaneously. The advantage of simultaneous engineering is a much better coordination of e.g. the development of the product and the necessary tools, which leads to significantly better products, faster time to production and lower costs. Simultaneous engineering also requires the methods of project and process management. The collaboration mostly also involves several companies, which have to be integrated into the simultaneous engineering process. This requires intensive communication and adequate management of the collaboration. 14 Dezembro 2000

15 Fig. 6. Simultaneous engineering. Often concurrent design and simultaneous engineering methods involve engineers and designers who are locally distributed. Therefore methods and tools of computer supported cooperative work (CSCW) are needed. These methods and tools allow the collaboration of engineering and design teams even if the team members are distributed over various locations. The CSCW methods allow the Fig. 7. Cooperative virtual product development using CSCW-tools. establishment of tele-conferences enabled by computers and use methods that are typically distinguished in aware and unaware applications. Examples of aware applications are e.g. distributed sketchpads and multimedia conferencing methods. The distributed viewing software like a distributed 3d-viewer is an example for such an unaware CSCW application (fig. 7). REVISTA DE CIÊNCIA & TECNOLOGIA V. 8, Nº 16 pp

16 Fig. 8. One cylinder test engine as approved in the cooperative design project. In this context branch focused digital communication more and more is established through so-called virtual private networks. The goal is to enable new business opportunities and to increase the competitiveness of participating enterprises. Such virtual private networks are e.g. the ENX (European Network Exchange) and the ANX (Automotive Network Exchange, an US American automotive initiative). These activities are dedicated to the automotive industry integrating also its suppliers [ENX-00]. Taking into account concurrent design and simultaneous engineering as well as distributed collaborative engineering and design it becomes obvious that the management of engineering and design projects and processes is a key success factor for the company s competitiveness. Therefore application software systems for the support of the management of engineering and design processes are of crucial importance. Such application software systems are called product data management (PDM) systems and a major strategic task for companies is to establish an efficient product data management. A CASE STUDY A case study, sponsored by BMW AG, was performed to develop an innovative concept for a one-cylinder test engine using cooperative development and design methods within team members from the USA and Germany. In this case study the potential of a 24 hours development has been analysed with respect to a reduction of the development time, a reduction of development costs and an improvement of the development and design quality. The case study was performed with team members coming from BMW AG (Munich), Technical University Munich, Clemson University (USA) and Technical University Darmstadt. The team members worked at each location. The task was to develop an efficient concept for the one cylinder engine including a variable stroke. The task was analysed and divided into several but well defined subtasks, which have been worked on partially in parallel but mainly sequentially. The intermediate results have been exchanged daily at noon between the team members in Germany and at 5 p.m. (local central European time) between the team members in the USA and Germany using tele-conferencing techniques. 5 p.m. central European time is equivalent to 9 p.m. US east coast time. So the team members from Clemson used the results from the German teams and continued the development and design work. At 9 p.m. central European time (1 p.m. US east coast time) another tele-conference took place where the daily milestone achievement was analysed and further decisions were drawn. A critical success factor for a further proceeding was at any time the documentation of the results achieved. This documentation had to be available in digital form because digital communication via the Internet and access to results at any time has been of crucial importance. 16 Dezembro 2000

17 At the beginning of the case study nobody expected that the result of this 3-months project would lead to more than a conceptual result. The results and progress, however, were so convincing that a complete 3D geometric model was created (fig. 8) and a first prototype was built. These convincing results will further be used in successive projects. CONCLUSIONS Cooperative virtual product development and design is an increasing challenge for industrial companies. Due to the globalisation of markets and the internationalisation of enterprises cooperative virtual product design will make an intensive use of the internet and intranet communication technologies and will require more powerful cooperative development and design tools from the information technology industry. A strongly upcoming issue, however, is the provision of secure and safe communication techniques. Development and design results often contain new and innovative product ideas that must be kept secretly until the property rights or even patents are guaranteed for the enterprise. Therefore cryptographically coding and decoding methods as well as authentification methods are of crucial importance for cooperative virtual product design. REFERENCES [ENX-00] N.N. European Network Exchange, < [ANX-00] N.N. Automotive Network Exchange, < [GEN-99] SAUER, A. GEN The Vision of 1995 heads towards Reality; Proceedings: Concurrent Multidisciplinary Engineering (CME). Bremen, [KRA-99] KRAUSE, F.L.; TANG, T. & AHLE, U. Integrated Product Creation; Project Description IPK Fraunhofer Institute Production Systems and Design Technology, [ALTG-99], R.; LINDEMANN, U.; THOMSON, B.; GAUL, H.D.; GIERHARDT, H. & OTT, T. Investigation of Distributed Product Development Processes. In: Proceedings of the 12th International Conference on Engineering Design, München, / Udo Lindemann, Herbert Birkhofer, Harald Meerkamm, Sándor Vanja (Hrsg.). München: TU München, 1999, S. 3/1675-3/1678. REVISTA DE CIÊNCIA & TECNOLOGIA V. 8, Nº 16 pp

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19 Assessing the Alignment of Competitive Priorities and Action Plans Through the use of QFD * Alinhamento entre Prioridades Competitivas e Planos de Ação Através do Uso do QFD PAULO A. CAUCHICK MIGUEL Universidade Metodista de Piracicaba pamiguel@unimep.br ROSÂNGELA M. VANALLE Universidade Metodista de Piracicaba rvanalle@zaz.com.br ALCEU G. ALVES FILHO Universidade Federal de São Carlos alceu@power.ufscar.br ABSTRACT This paper deals with the issue of strategic planning in which QFD is used to assessing the alignment between manufacturing priorities and action plans through an exploratory case study. On the basis of manufacturing competitive priorities obtained in a previous study, a quality matrix is applied to relate competitive priorities and action plans. The case study is performed in an automotive industry supplier which produces brake systems. The results of the QFD matrix is used to discuss the competitive priorities and verify the consistency with their action plans. Keywords: COMPETITIVE PRIORITIES QFD QUALITY FUNCTION DEPLOYMENT STRATEGIC PLANNING. Resumo Esse trabalho aborda o tema do planejamento estratégico no qual o QFD é usado para verificar o alinhamento entre as prioridades de manufatura e planos de ação, através de um estudo de caso exploratório. Com base nas prioridades competitivas de manufatura, obtidas através de um estudo anterior, uma matriz da qualidade é elaborada para relacionar as prioridades competitivas com os planos de ação. O estudo de caso é realizado em um fornecedor da indústria automotiva que produz sistemas de freio. O resultado da matriz de QFD é usado para discutir as prioridades competitivas e verificar a consistência com os respectivos planos de ação. Palavras-chave: PRIORIDADES COMPETITIVAS QFD DESDOBRAMENTO DA FUNÇÃO QUALIDADE PLANEJAMENTO ESTRATÉGICO. * Most part of the contents of this work was presented at the 11th Symposium on Quality Function Deployment, held in Novi, MI, USA, June, REVISTA DE CIÊNCIA & TECNOLOGIA V. 8, Nº 16 pp

20 INTRODUCTION T he process of formulating Manufacturing Strategies has long been recognized as constituting an important gap in this area s theoretical development. Leong et al. (1990), for instance, pointed out the need for empirical studies aimed at clarifying how organizations prepare their manufacturing strategies. Mills et al. (1995) argued that perfecting processes for the development and implementation of strategies is still a significant challenge for researchers and professionals. Two principal factors account for the lack of more systematic studies (both theoretical and empirical) on Manufacturing Strategies formulation processes: the as yet restricted dissemination of the concepts concerning this area and, as a result, the difficulties involved in finding organizations that consciously and implicitly attempt to implement Manufacturing Strategies. It must be admitted that other approaches, such as Total Quality Management (TQM) and Computer Integrated Manufacturing (CIM), or even Lean Manufacturing, albeit a part of manufacturing strategies, have been implemented more frequently and systematically by companies. Systematization of formulation processes, therefore, also requires a number of studies over a long period of time, since there are numerous and complex factors that condition and determine the processes (both formal and informal) of formulation of strategies in companies, as well as the implementation of those strategies. These difficulties, however, have not prevented the proposal of conceptual structures and methods for the formulation of manufacturing strategies by several authors, while continued efforts are directed at the study of the practice of strategic manufacturing planning. The basic objective of this work is to define a procedure to relate manufacturing strategies and programs (action plans) to achieve them. Moreover, these programs should be prioritized. In order to complete these tasks, QFD methodology is applied. Although QFD has been applied for mainly product development, it is applied here for analysing strategies and studying the QFD application as a potential tool applied to strategic planning formulation. The process were conducted based on a previous study, through collected data of two autoparts companies. The main methods and conceptual structures proposed for manufacturing strategy processes in the literature are briefly reviewed as well, followed by the QFD proposed application. APPROACHES TO MANUFACTURING STRATEGY FORMULATION There appears to be a consensus in the literature about the importance of formulation and implementation of Manufacturing Strategies for companies, which aim to base corporate strategy on the search for competitive advantages. Most of the literature has focused on the content of manufacturing strategies, i.e. competitive strategies, areas of decision, and programs/action plans for development of competitive strategies in manufacturing. On the other hand, the process of formulating manufacturing strategies has received less attention and still merits deeper study. Some of the most significant contributions on this process are highlighted below. Mills et al. (1995) seek to enumerate and discuss the different factors that may influence the process of Manufacturing Strategy formulation and, hence, the project of the formulation process, based on a conceptual structure where this process is contingent on the model of the Manufacturing Strategy content adopted. In other words, how a company envisions its competitive strategies and the manufacturing decision areas, the qualities required to achieve the desired results of the process, the company s internal and external context. These two latter aspects are based on the strategy process modes (entrepreneurial, planning, ideological, adaptive, or grass roots generative), cultural factors and competitive forces that are present in the company s market structure. Four aspects listed by Platts (1994) for the process of manufacturing strategy formulation are part of this broader structure: point of entry (what leads a company to implement the process of preparing its manufacturing strategies?), participation (who participates in the process?), procedure (auditing, action plans and implementation), and the project and process management (how the imple- 20 Dezembro 2000

21 mentation project and processes should be managed). Of these aspects, the present study covers manufacturing strategy procedure. A brief description of the principal methods listed in the literature for manufacturing strategy formulation is given below. The Hill Approach The Hill approach (Hill, 1993) consists of a five-step procedure. The first step involves understanding the organization s long-term corporate goals in light of the future manufacturing strategy contribution toward those goals. Each company goal is different in nature and emphasis, reflecting the character of the economy, markets, opportunities, and the preferences of those involved. The second step consists of understanding how the organization s marketing strategy has been developed to attain corporate goals, identifying the product and service markets that must be satisfied by the manufacturing strategy. Additionally, characteristics of those products and services, such as the extent, mix and volume that manufacturing are required to supply, should be identified. The third step is to evaluate how different products will qualify in their respective markets and how they will be order winners in relation to their competitors. The task of a manufacturing strategy is to provide the criteria needed to qualify a company s products to get orders from the market more and better than the functions of its competitors manufacturing does. To qualify, a company must be as good as its competitors. To get orders, it must be better than its competitors. Qualifying is no less important than getting orders they are two different things. Both are essential if the company wishes to maintain its market position and grow. The fourth step establishes the most suitable process to manufacture these products (choice of process). Its objective is to define a set of structural manufacturing characteristics that are mutually consistent and suited to how the company wishes to compete. In other words, manufacturing must chose from a number of process alternatives to manufacture its products. The fifth step, which consists of non-process manufacturing characteristics, must provide the infrastructure needed to support the manufacture of these products. It covers the procedures, systems, controls, work structure, organizational structure, and others involved in non-process aspects of manufacturing. The objective of using this structure is to produce a Manufacturing Strategy for a business (steps 4 and 5). In every instance, this includes a review of both existing and new products. Moreover, this review is based on current and future market expectations, since manufacturing must provide support for the product (i.e. aftersale services) throughout its lifecycle and not just part of it. This methodology is not restricted to a simple sequential progression of step 1 through 5, although, during the formulation process, the emphasis does move in that direction. Conversely, Hill (1993) sees the process as interactive, while managers alternate between an understanding of the organization s long-term strategic needs and the specific development of resources required to support the strategy. In this interactive process, identification of the competitive factors of step 3 is seen as critical. In this step any divergence between what the organizational strategy demands and what manufacturing can supply comes to light. The Platts-Gregory Approach The Platts-Gregory approach (Voss, 1992) contains a theoretical contribution for a better understanding of the elements of a process of strategy formulation, generating a prescriptive model for manufacturing strategy. An analytical and rational process structure is adopted that provides an auditing methodology to enable companies to develop their manufacturing strategies. The auditing procedure aims, through a logical procedure, to lead the user to identify the objectives of manufacturing, its current performance levels, and the changes that will be required. The procedure is divided into three steps: The step 1 develops an understanding of the organization s market position. This is done by evaluating the company opportunities in and threats from its competitive environment. Specifically, it seeks to identify market demand factors (characteristics, quality, delivery, flexibility and price) and REVISTA DE CIÊNCIA & TECNOLOGIA V. 8, Nº 16 pp

22 compare them with the level of performance achieved (how manufacturing responds to these factors to meet market demands). The objective of the second step is to evaluate manufacturing capabilities (facilities, capacity, scope of the process, processes, human resources, quality and control policies, suppliers and new products). Its purpose is to identify current manufacturing practices and evaluate the extent to which these practices help the company achieve the kind of performance that has been indicated in step 1 as being important. Step 3 deals with the development of new manufacturing strategies. It involves reevaluation of the different options available to the organization and selection of those that best meet the criteria identified in the two previous steps. The audit can be done using worksheets for each stage of the process (such as the need to review manufacturing strategy, selection of product families that are the most significant ones for the business, identification of important competitive criteria, identification of areas where fragility contributes to unsatisfactory performance or vulnerability, identification of opportunities and threats, developing alternatives to form the basis of a new strategy). The worksheets also permit tracing strategic choices and action plans; the logic and data of the analytical part of the process are stored and can be reviewed periodically to check if the strategy basis is still adequate. The Slack Approach Slack (1991) states that there are several ways of grouping together the stages of strategic formulation and that the procedures tend to follow a like pattern and to share a common philosophy, known as the gap methodology, which consists of four steps. The first step consists of establishing manufacturing objectives. The starting point for any functional strategy is to examine its role in improving competitiveness as a whole. The competitive strategy must be translated into manufacturing objectives, which should result in a clear set of objectives for the competitive performance of each product or group of products, and a vision of the future that distinguishes between the manufacturing function s capacities that will need to be developed and those that could require development. The objectives should be determined by consumer needs. The customers define what is important for manufacturing. Their needs must be translated by manufacturing strategy directly to the shop floor level. Customer priorities should be manufacturing priorities, and customer concerns should be manufacturing preoccupation. This means evaluating the relative importance of each of the objectives of manufacturing performance. Some type of scale of relative importance must be established to aid this process. This is done based on the customer point of view, where the relative importance of each performance objective can be indicated for each product or group of products. The performance objectives can be classified as order winners, qualifiers, and less important. An operation will normally require use of a more discriminating scale to judge the relative importance of the competitive sectors, i.e. it will have to divide each category into three, representing strong, average and weak positions. The second step should evaluate the real performance achieved by the manufacturing function. Within a strategic context, performance measurements (price, quality, flexibility, reliability of delivery, time) only take on any degree of significance when they are compared against competitor performance. Each performance objective must be placed in a relative position on some kind of scale. This scale must indicate, for each performance objective, whether the performance is better, the same, or worse than that of its major competitors. However, again, more rather than less discrimination is often useful. Slack (1991) proposes a nine-point scale. The third step consists of prioritization through the importance/performance gap. It is the gap between the classification of the importance of each performance objective and the classification of the performance of that objective that is the guide to the establishment of priorities. The priority for improvement that should be given to each competitive factor can be evaluated based on its importance and its performance. This can be done through an importance-performance matrix that, as its name denotes, positions each competitive factor accord- 22 Dezembro 2000

23 ing to its scores or classifications within these criteria. The matrix considers the two scales that should be developed in steps 1 and 2. The importance scale indicates how customers see the relative importance of each performance objective, while the performance scale classifies each performance objective against the levels achieved by the competition. It must be kept in mind, however, that no scale is static both scales classify the positions in relation to a dynamic external standard. Customer preferences change as the market develops and the economic environment is altered. Hence, in the same way, it is highly improbable that the competitors remain immobile. The importance/performance matrix is divided into four zones. These zones locate the performance of each competitive priority. By means of this location, it is possible to make a comparison between the importance and the performance of the objectives. This serves as an important guide to indicate which, among the several aspects of performance, requires improvement and how urgent such improvement is. It does not, however, indicate how performance should be improved. The fourth step consists of the development of action plans. The entire operational staff should be involved in and responsible for the creation of a set of imaginative and practical action plans. A useful approach is to examine the influence that each area of activity has on each performance objective. Starting with the highest priority of the performance objectives, this means asking what contributions toward improvement could derive from changes in operation process technology, in the operation s organization, in the development of its human resources and in its supply chain, in terms of both information and material flow. Slack (1991) also states that often lack of success comes in the state of implementation, which is the most difficult one. A schedule for implementation must be established, as well as a list of general issues, the solutions to which will be used to establish the basic plan for implementation. The issues to be considered are: when is the best moment to start?, where, within the organization, could improvement begin?, at what speed should the program be developed?, and how should the process of improvement as a whole be coordinated? The procedures for formulation described herein are, generally speaking, representative of those available in the literature, although they present different emphases. One example of this is that: while the Hill (1993) methodology emphasizes the development of a manufacturing strategy based on the point of view of competitive consumer factors, Platts-Gregory (Voss, 1992) makes a comparison between what the market wants and the performance of manufacturing. Hence, it is similar to the importance/performance matrix developed by Slack (1991). QFD APPLICATION IN STRATEGIC PLANNING A BRIEF REVIEW QFD has been applied in a wide range of subjects; not only for developing products and services but also for defining organizational structures (e.g. see Jacobs & Dygert, 1997; and Hales, 1998). QFD can also be used in strategic planning, although there are differences when applying it to developing manufacturing strategy and resolving manufacturing strategic issues. Table 1 highlights these differences. Further discussion regarding table 1 can be found in Crowe & Cheng (1996). However, it is worth mentioning that the authors argue that in the product design process, customers requirements and preferences are somewhat more static in nature, whereas in competitive business environment, the competitive priorities are more dynamic. In some cases such an affirmation is not entirely true, i.e. there are industrial sectors where the product design process must be very dynamic such as in the computing and software industries. Figure 1 illustrates the three phases of strategic planning through the use of QFD, as suggested by Crowe & Cheng (1996). These phases are: functional strategies, manufacturing priorities, action plans, and detailed tasks. REVISTA DE CIÊNCIA & TECNOLOGIA V. 8, Nº 16 pp

24 Tab. 1. Fundamental differences between product design and strategic planning (Crowe & Cheng, 1996). PRODUCT DESIGN STRATEGIC PLANNING Input data Customers' requirements Corporate and business strategy Number of translation phases Four clearly defined phases Multiple phases Information nature Static Dynamic Translation data Easy to define and quantify Difficult to define and qualify Evaluation scale Specific target values for each design attribute Strategic objectives and goals Team members Implementation engineers Top management, functional level managers and implementation engineers Output Specific process for manufacturing the Manufacturing initiatives, tactical policies and detail tasks product Project risk Generally lower Generally higher Fig. 1. Manufacturing strategic planning (adapted from Crowe & Cheng, 1996). As discussed by Crowe & Cheng (1996), in the first stage all functional level strategies are realised and they become the whats for the next stage. In the second stage, all parallel functional level strategies are their potential customers. For example, marketing requirements can be an input to the QFD matrix and the output would be a set of manufacturing priorities to fulfill the requirements. In the third stage, broad manufacturing priorities are translated into detailed action plans for implementation. The last stage is identifying specific tasks to realise the plans. As can be seen in figure 1, the structure of the house of quality is also different from that used in product design. Other authors mention that QFD has been successfully applied in strategic planning. It can be cited the work of Maddux et al. (1991), Lyman et al. (1994), Lu & Kuei (1995), and Lowe & Ridgway (1997). Next section presents an exercise of a QFD application to relate competitive priorities and action plans. QFD APPLICATION IN STRATEGIC PLANNING A CASE STUDY It is relatively well-known that organisations must define their corporate strategies in order to be competitive in the current fierce economic environment. Some authors have stated that there is a gap 24 Dezembro 2000