Engineering management and the Order Entry Point

Abstract

Traditionally, most literature has focused on the impact of Order Entry Points on manufacturing and logistics. Current literature about these entry points undervalues the effects on the engineering process, and the writings on modular design hardly discuss the relationship with operations management. To assess and review the consequences for engineering management, a framework has been developed, based on earlier research, covering the standard working methods for the conversion of customer requirements into components of a modular product architecture, the management of customer-order activities and the separate development of new product architectures for future demands. Five case studies served as a base for the investigation of engineering management. Although it might be expected that operations management for the engineering process should not differ from that of manufacturing, the case studies prove otherwise. The characteristics of engineering activities allow a more limited range of interventions, putting more stress on adequate capacity management. Additionally, the implementation of modular design does sometimes create resistance to change. Strategically, modular design has the advantage of architectural innovation. However, the implementation of the Order Entry Matrix in engineering management shows that control of engineering activities is weakly developed in industry.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 48 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.