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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.

During the early 1990s, the Track-Type Tractors Division (TTTD) of Caterpillar Inc. experienced several challenges. The Division faced increasing global competition in the midst of an economic recession. Although intense plant modernization and reorganization occurred in the five previous years, the business unit was not profitable. In 1993, Track-Type Tractors Division instituted its solution -- a change in its culture. Previously, the culture hindered the division’s ability to move forward. This was revealed in a 1992 review detailing the major obstacles inhibiting management from achieving divisional goals. The division leaders recognized that a change in business philosophy, as opposed to further plant modernization, was required to achieve production goals and stay globally competitive.

Today’s business climate and economy demand new, innovative strategies from the initial kickoff of research and development - to the mining of ore from the earth - to the final inspection of a finished product in a mid-western factory. From startup companies with two employees to the largest companies, the world faces new and challenging requirements every day. The demands from companies, customers, executives, and shareholders continue to drive for higher outputs with more efficient use of personnel and investments. Fortunately, the rate of technology continues to exponentially accelerate, which allows those at the cutting edge of technology to capitalize. Caterpillar has been a pioneer in advanced technology since its inception and has been developing the foundation for autonomy over the past four decades.

Most pieces of mobile equipment (machines) produce an audible signal to indicate movement in the rearward direction. This signal is intended to alert nearby personnel of the potential danger associated with the machine moving in a direction where the operator may not be able to see people or objects in the machine path. Anyone who has been on or near a construction site recognizes the familiar “beep…beep…beep…” of this signal as the backup alarm. To be effective, the backup alarm must be discernible, timely, and relevant to those people where a reaction is intended. As machine designers respond to various sound directives for reducing sound emissions (including the backup alarm), the performance of the backup alarm is receiving special attention. An emerging solution is an alarm capable of sensing ambient sounds and producing an audible signal proportional to the sensed sound levels-a self-adjusting backup alarm.