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This paper shows how the automotive product development process is handled on a simultaneous engineering basis for an international body project. BMW and The Budd Company formed an international alliance to build the X-5 vehicle in a domestic plant. All of the challenges created by this complex project are described. The important aspect of this paper is a complete description of the lessons learned on this successful project.

This paper show how the automotive product development process is presented in four distinct stages. The specific type of task, to be presented at each stage, is discussed. Specific CAE (Computer-Aided-Engineering) tasks, such as FEA (Finite Element Analysis), to be used at each stage are discussed. Detailed steps to follow are presented, as well as a check list of tasks are included. The changes and increased effectiveness (developed over 15 years of utilization) are discussed.

This paper presents the work of the author in crankshaft design & redesign. A complete review of some of the open literature is presented. A comprehensive diagram is presented that shows most of the tasks involved in the design, redesign & improvement in durability, manufacturing & cost reduction. The main contribution is an evolving flow chart of tasks at the concept stage of crankshaft design.

Simultaneous engineering methods must be expanded to treat automotive systems. A brief discussion is given of a conceptual methodology. A specific example is given of a three part bumper system. Practical questions that arise in the process are given. The capabilities desired to treat automotive systems are described.

Methods of designing plastic products in a large automotive organization are listed. This paper describes the benefits of using an outside Plastic Application Development Center. A detailed needs statement is given, along with the total range of capabilities. Benefits to the automotive organization are described.

A brief explanation of the simultaneous engineering method in the automotive industry is given. Techniques used in the method are discussed. Specific new analytical techniques that assist in this method are listed. Methods of obtaining training in these new techniques are presented.

Simultaneous engineering methods are being used in automotive engineering. A brief explanation of the method and benefits are presented. Merging the methodology with new organizational structures provides greater advantages. A discussion of the benefits and future directions are presented.

Simultaneous engineering methods are used to speed up the development of automotive parts. The participants in this process must have the proper background and training. Since current workers are utilized, they must be trained in these new techniques. These issues and training techniques are discussed in this paper. The capabilities desired for future training methods are discussed.

Eight 2-D finite element program modules are integrated into an effective analysis tool for improving the productivity in the design cycle. Three preprocessing modules can generate a finite element mesh, display the mesh, and file the finite element model into an inventory of models. Two-dimensional stress analysis, heat transfer analysis, and torsion analysis of the part can be performed. Deformed geometry and contour plots can be used to summarize the analysis results. The usefulness of this integrated approach and the cost effectiveness are illustrated by three examples.

The need for personal computer based programs for vehicle design is shown by a literature search. These programs must be easy to use to permit the running by engineers and designers early in the concept design cycle. The range of typical programs available and needed is given.

New supplier / manufacturer relationship are necessary to produce products quickly, cost-effectively, and with features expected by the customer. However, the need for a new relationship is not universally accepted and endorsed. Resistance can be minimized through supplier self-assessment (such as Ford Motor Company's web-based instruments), management initiatives, and incentives. Trust and sharing are hallmarks. This strategy requires a new workplace paradigm affecting culture and people issues. Teams, extend across companies, share ideas and innovations. Decisions need to be mutually beneficial and the long-term value, for supplier and manufacturer, needs to be considered.