It's instructive to find that, even in 2013, new sensing technologies are being developed that can transform industrial measurements.
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When it comes to product lifecycle management (PLM), size and scope matter, as Dr Charles Clarke reports
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Last month's IT round table, organised by this journal in London, provided system seekers with useful food for thought. Brian Tinham mulls over the meat
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Time consuming, costly and, if poorly handled, a rapid route to overnight ruin. Simon Plumridge of Zurich gives the inside guide on how to navigate the pitfalls of a product recall
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Tom Shelley finds out what it takes to overcome complex design problems to build world beating products.
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Tom Shelley explains how companies can ensure that expertise is captured and shared within companies
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A report on the updated Machinery Directive and the software developed to assist conformance with it and other regulatory requirements
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Virtual teams, working together across engineering, manufacturing and supply chains, are trendy in concept, but what do you really need to make them work? Brian Tinham reports
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Tom Shelley reports on a particulary complicated multinational development in aerospace, only possible with the help of IT
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There are big advantages to be gained from using PLM in motorsport. And now aerospace looks set to do the same, as Tom Shelley explains
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Dassault’s Enovia-branded PLM products are being increasingly integrated, packaged for vertical markets and graphically equipped for web collaboration. Tom Shelley reports
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Tom Shelley reports on how collaboration technology could be enhanced by Adobe’s acquisition of Macromedia
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The motor sport industry, among others, is increasingly turning to PLM software tools to make that winning difference. Dr Tom Shelley looks at what’s happening
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Product management is about much more than PLM software. It’s about making sure you’re up for some tough decisions about your product portfolio. Harsh pruning can lead to new season growth, as John Dwyer discovers
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The story of Jaguar and Land Rover's move to Ford's new design environment has useful messages for us all. Brian Tinham goes inside
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Managing engineering change has always required serious attention to detail, but Dr Tom Shelley says that relatively simple integrated systems and switched on people who are serious about what they’re doing have become today’s prerequisites
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There are increasingly interesting solutions to the problems involved with managing very large assemblies and projects. Dr Tom Shelley reports on problems and solutions
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3D rendered graphics are providing new and interesting ways to assist with improving design for manufacture and assembly, says Dr Tom Shelley
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Mitsubishi MotorSports (MMSP) has cut development times for its Lancer Evolution World Rally Championship (WRC) cars by a full 30% while also improving design accuracy, product quality and manufacturing consistency - it was a clear front runner, said the judges.
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Engineering productivity up 25-fold and costs down accordingly, with BoMs (bills of materials) listed accurately and automatically, and engineering drawings created instantly: the judges felt Mech-Tool Engineering's initial achievements were mouth-wateringly good, and hence this commendation.
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This company's collaborative, company-wide information system took second place for its effect on speeding time to market and its promotion of 'right first time'
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Electro-mechanical equipment builder Deltron Emcon wins this category. The firm harnessed lean thinking and IT initially to transform its engineer-to-order business, but then spread the technology company-wide to realise huge gains
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The IT for streamlined business operations way beyond collaborative engineering is transforming its adopters. Brian Tinham talks to CAD luminary David Prawel about what's stopping the rest
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Cutting time to market and getting projects right first time are nothing new. But, says Dr Tom Shelley, advances in lean thinking provide useful direction for design.
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Lean thinking, as opposed to lean manufacturing - meaning the application of lean concepts, methodologies and supporting tools, techniques and systems to whole businesses, not just to the factory - continues to grow in popularity. As manufacturers experience worsening competitive pressures from rivals in the UK as well as those around the world, management teams seem to be realising that, while 'going lean' is neither trivial nor short and sharp, it's the only way they're going to survive and hopefully revive their fortunes.
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