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Engineering new technology and products challenges managers to balance design innovation and program risk. To do this, managers need methods to judge future results to avoid program and product disasters. Besides the traditional prediction tools of schedule, simulations and “iron tests”, process control standards (with measurements) can also be applied to the development programs to mitigate risks. This paper briefly discusses the theory and case history behind some new process control methods and standards currently in place at Caterpillar's Electrical & Electronics department. Process standards reviewed in this paper include process mapping, ISO9001, process controls, and process improvement models (e.g. SEI's CMMs.)

Most of the history of systems engineering has been focused on processes for engineering a single complex system. However, most large enterprises design, manufacture, operate, sell, or support not one product but multiple product lines of related but varying systems. They seek to optimize time to market, costs of development and production, leverage of intellectual assets, best use of talented human resources, overall competitiveness, overall profitability and productivity. Optimizing globally across multiple product lines does not follow from treating each system family member as an independently engineered system or product. Traditional systems engineering principles can be generalized to apply to families. This article includes a multi-year case study of the actual use of a generic model-based systems engineering methodology for families, Systematica™, across the embedded electronic systems products of one of the world's largest manufacturers of heavy equipment.