The complexity of E/E systems architecture is growing at a startling rate in the automotive and aerospace industries.
This brief offers more detail on the issues driving increased complexity in the automotive and aerospace industries. Then it explores the rising need for collaboration across supply chains and engineering teams to mitigate complexity, and discusses the role of SaaS solutions as a powerful enabler.
Today, engineering and manufacturing companies are entering a new era of complexity.
This brief guides smaller engineering and manufacturing companies in addressing this product development challenge. It looks closely at the issues driving rising E/E complexity, assesses the need for more collaboration and coordination across suppliers and engineering teams, and analyzes the impact of cloud-based SaaS solutions.
Many organizations are working to improve their design documentation processes. Such investment can take many forms and include a range of initiatives.
This brief unpacks how initiatives affect engineering productivity for manufacturers of varying digital maturity. It explains how and why companies often use reduced annotation initiatives with an MBD. It also details how new automation capabilities increase an organization’s engineering productivity.
Every product development executive has to juggle time, tasks, and resources. In today’s climate, however, leaders are consistently being asked to do more in less time and balance conflicting constraints.
To help shed light on how manufacturers are pursuing MBD initiatives, we conducted the 2020 Model-Based Definition Study. This report found that most successful organizations not only create an MBD, but also employ model-based practices across procurement, manufacturing, service, and more to maximize the MBD’s value.
Today’s products, whether they fall into the industrial or consumer categories, are becoming increasingly complex. To develop these new products, engineering teams rely on new, modern digital strategies.
This report reviews how companies can benefit from introducing a more progressive, integrated, and connected design-simulation approach using a common platform. The result is a more efficient, sustainable, collaborative, and lower-risk working environment for design and simulation teams—who can then develop superior designs in a shorter amount of time.
Manufacturers face growing complexity from both a product and production perspective. But digital transformation (DX) initiatives can help by making a significant impact on an organization’s product development performance. This report calculates the impact of DX-related gains for companies of varying product complexity and volume of development projects, expanding upon the findings shared in the ROI of Digital Transformation Benchmark Report.
Product, process, and organizational complexity are increasing at breakneck speed.
This brief examines the digital twin’s role in both products and plants and its benefits for manufacturers. It discusses how digital twins and digital threads differ and how they connect to create a comprehensive digital transformation initiative. It explains how companies can start their digital journeys and create winning DX strategies that maximize financial gains and minimize disruption. Finally, this brief offers key recommendations for companies seeking digital success.
Market demand is rising dramatically for smart, connected products with software-enabled features. Organizations are looking for better ways to manage shorter schedules, smaller budgets, and more complex product requirements. This study reveals that taking a shift-left strategy offers companies distinct benefits that help mitigate these challenges.
These days, executing programs comes hand in hand with a multitude of management challenges. Suppliers in the automotive industry must juggle difficult requirements, short schedules, and capped margins. Therefore, finding a balance between the three requires thoughtful skill and management.
This brief focuses on the rising complexity of automotive program management, as well as the dissonance between a company’s self-assessment of its program management competency and its real-world outcomes.