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Initially, organizations used engineering simulation to understand product behavior — usually to detect malfunctions or failures during the prototype phase of product development, at the end of the development cycle. Although a valuable approach, this usage of simulation tools — troubleshooting — has moved upfront in the design process to address potential problems from the earliest stage. Korhan Sevenler, director of product lifecycle management at Xerox Corporation, confirmed: “All Xerox products are developed using leading-edge analysis tools for advanced simulation, particularly in multiphysics applications in which multiple physical factors must be evaluated.”
Systematic use of simulation early in the design process, when more design variables can be adjusted with minimal impact on cost and time to market, will greatly minimize problems late in the design process — or in the worst-case scenario, after the product is released. Bob Tickel, director of analysis at Cummins, reported, “The ease of using simulation tools has helped to transform our organization from a test-centric culture to an analysis-centric culture.”
The use of engineering simulation is a natural next step for the newest generation of project leaders, who are being exposed to this technology through academic courses. Unfortunately, this approach is not yet systematic for every organization. However, many companies have formally imposed the use of engineering simulation during the design process to ensure a systematic investigation early in the design process. The powerful U.S. Food and Drugs Administration recommends the use of simulation and specifies protocols to properly conduct simulations. Similarly, Fereydoon Dadkhah, senior engineer for mechanical analysis and simulation at Delphi Electronics Safety System, revealed, “Today, the company has incorporated structural mechanics simulation into the Delphi Product Development Process (PDP) as a requirement.”
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