OPPORTUNITY: Systems Engineering – The next Level of Product Development

FACTS FOR DECISION MAKERS

Systems EngineeringThe next Level of Product Development

2 ▪ SYSTEMS ENGINEERING

Key Facts57 % of manufacturing companies today consider networking and intel-ligence as a driver of technical innovation. They enable smart products and services: from industry 4.0 applications to integrated mobility services.

Systems Engineering is measurably beneficial for business: particularly successful companies achieve their quality, cost, time-to-market and sales targets in 84 % of their development projects.

Systems Engineering is often seen as an expert topic in development proj-ects, yet it is more than that: 75 % of companies see it as a management task for orchestrating interdisciplinary cooperation.

Systems Engineering is a tool kit that provides best practices for companies in many sectors. The norm ISO15288 offers a helpful normative structure.

Systems Engineering is used in day-to-day practice. An indicator: for years the German chapter of INCOSE (GfSE) has been growing by 12-15 % p.a. – particularly through car manufacturing, medical technology and me-chanical engineering.

The current organizations and roles usually require considerable evolution and modification. Systems Engineers direct development processes in the project orthogonal to the specialist areas.

Model-based Systems Engineering is the key to the early synchronization of specialist areas. On average, every euro invested in the concept phase generates a saving in later phases by a factor of 3.5.

Successful introduction strategies impose the necessary structures from the top-down and establish impressive and communicable “lighthouses” along a step-by-step plan.

Systems Engineers don’t grow on trees. Training at universities cannot meet the demand - the companies must qualify employees and promote special integrators.

Systems Engineering is not the revolution of service or product development, it is the consistent evolution thereof. 80 % of high-performance companies consistently measure and optimize their performance.

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SYSTEMS ENGINEERING ▪ 3


Technology drivers in all sectors require an understanding of systems now more than ever.

IntroductionInteraction and networking are the drivers of innovation in many sectors: from autonomous driving in the automotive industry and Industry 4.0 applications in mechanical and plant engineering, to differentiating services that require a technical infrastructure for the provision and billing of services. The consequences for the product and service development are significant: the system boundaries of the products and services are expanded – they become interacting parts of a “system of systems” [1], [2]. The term Systems Engineering thus describes the development of a product, service or integrated combination.

The enhancement of products often triggers changes in the com-panies’ business models and the networks in which the services are rendered. New partners are integrated into development, pro-duction and operations. All this must be planned in advance within the development [3].

What is Systems Engineering?A simple definition is: Systems Engineering enables the interdis-ciplinary development of products and services. It addresses the product to be developed and/or the service, as well as the associ-ated project and organization. Accordingly, Systems Engineering is an enabler for the complex systems of tomorrow.

The origins of Systems Engineering lies in the aerospace industry – it has been employed as standard here for 40 years. The major technical and organizational complexity, as well as the high regu-latory requirements in the sector require a highly systematic ap-proach and the extensive use of simulation and test procedures.

Fig. 1: Networking and interaction are key success factors in all sectors.

Infrastructure Systems

Mobility Concepts

AutonomousSystems

NetworkedSystems

Smart Grid/ Smart Home

Industry 4.0

SMART GRIDS

SMARTBUILDINGS

SMART HEALTH

SMART LOGISTICS

SMART PRODUCTS

SMART MOBILITY

SMART FACTORY

Systems Engineering is basically “good product development” for products and services.


An extensive Systems Engineering tool kit has been developed throughout this period, which is now applicable to many other sectors.

The study “Systems Engineering in industrial practice” proves that, driven by the increasing intelligence and networking of prod-ucts, the same challenges encountered in aviation are also visible in car manufacturing and in mechanical and plant engineering: the orchestration of interdisciplinary cooperation, the planning and controllability of increasingly more complex projects, as well as the re-utilization of solution know-how [4].

This contrasts with established structures, processes and tools in the R&D departments. The emerging gap represents the need for a comprehensive and multidisciplinary system analysis and a synchronization of the specialist areas. The connecting element is Systems Engineering.

Fig. 3: The need for Systems Engineering is increasing steadily.

Fig. 2: Expected benefits of Systems Engineering



There is no doubt that there is a fundamental need for this con-necting element in practice. The actual challenge is to find the appropriate characteristics for each individual company: ▪ What are core competencies for its future products? ▪ What methodical and expert know-how does it require? ▪ What changes are triggered in terms of cooperation in projects

and within the organization? ▪ How do responsibilities and balances of power shift between

the specialist areas? ▪ How is the process of change controlled and who must be in-

tegrated?

This OPPORTUNITY follows these questions from a company’s perspective and highlights the corresponding areas of organi-zation: from the definition of an individual Systems Engineering strategy and the design of competencies, processes and organi-zation, to the enabling of specific development projects and their establishment within the company.

“Market leadership through innovation requires huge efforts to unite the traditionally separate design processes for mechanics, electronics and software in order to enable efficient product de-velopment and to minimize the associated costs and project run times.”

Dirk Spindler Head of Research and Development for Industry Member of Board of Directors for Industry Schaeffler Technologies GmbH & Co. KG

Fig. 4: The following chapters focus on the introduction of Systems Engineering in companies.

Systems Engineering is not a panacea: it must be designed specifically for every company.

This OPPORTUNITY follows a companyʼs fields of action when establishing SE.


Who needs Systems Engineering? The question concerning “whether” and “how much” in terms of Systems Engineering is driven by the positioning of the company on the market and among the competition – the Systems Engi-neering strategy is derived from this. A coherent Systems Engi-neering strategy includes four elements. ▪ Starting situation: What skills does the company’s R&D cur-

rently have? ▪ Mission statement and aspired position: What does the

company aim to achieve in the field of R&D? ▪ Strategic competencies: What abilities does the company

require to reach the aspired position? ▪ Measures for strategy implementation: What specific action

must the company take for this?

The starting position can be described using a basic compari-son of abilities with established norms and standards – CMMI [5] or the Systems Engineering standard ISO 15288 [6] should be mentioned here. A short audit can determine how well different development activities are managed and executed in accordance with industry best practices.

The key specifications of the Systems Engineering strategy are the mission statement and the aspired position (see Fig. 5). The most important conclusions can be drawn from the prospec-tive market performance and competitive position. The market performance describes the aspired markets, the product portfolio, the price position and the volume of the added value for products and services. The aspired competitive position describes the form of each company’s technological leadership, as well as the type and scope of cooperation with partners.

The strategic competencies and measures for implementing the strategy are derived from and concern the competencies, pro-cesses and organization of the company, as described at the be-ginning.

Systems Engineering Strategy

From future products and the competitive position of the com-pany the Systems Engineering strategy is derived.

A quick audit can analyse the abilities of current development processes.



When defining the aspired position, it often helps to look at other companies in the same sector, but it is also useful to consider sectors that have already taken leaps in complexity and technol-ogy. This allows future requirements to be anticipated, and well-trodden paths to be adapted. The aforementioned study [4] shows that virtualization in product development is an interdisciplinary area of activity. It also shows that aviation has produced solutions in many sectors, which are suitable as references. Therefore, something can be learned from this.

What are the benefits of Systems Engineering?Empirical analyses of more than 150 comparable projects were conducted in various studies in order to determine the effects of Systems Engineering on project work and the results [7], [8], [9], [10].The answer to the question concerning its effect is clear: all studies substantiate the positive impact of Systems Engineer-ing on the efficiency of projects and project results, for example improved planning accuracy and fewer budget overspends. The effects vary depending on the complexity of the project and the type and scope of the use of Systems Engineering. Every euro invested in requirement and concept definition pays off, on av-erage, through fewer changes and fault correction measures in later phases by a factor of 3.5.

Fig. 5: Example of the formulation of a mission statement

Trends in other sectors often anticipate developments and provide orientation for the future.

There is empirical evidence that Systems Engineering is reflected in better project performance.


The proportion of projects with considerable deviations from planning can usually be reduced by approximately 40 percent. In particular this is due to a well-founded technical design, the agreement of clear interfaces and a more structured project execution. As with any other project that aims to optimize internal processes and to increase the efficiency of the organization, the introduction of Systems Engineering also requires the accompa-nying control of results. Thus the collection of key performance indicators has proved successful on three levels: in terms of the individual project, the process and the company as a whole. Primarily key performances indicators, which are used to manage projects and business and for which management is responsible, should be used.

In addition to significant changes to these KPIs, UNITY project experiences indicate further positive effects that emerge later. These include a better culture of cooperation, increased product quality, reduced quality costs and finally, increased client satisfac-tion.

Fig. 6: The benefits of Systems Engineering can be measured using corresponding key performance indicators.

“By using systems engineering in product definition and consis-tently applying this methodology in the development project, we have been able to shorten the development time from five to three and a half years.”

Technical ManagerBuilding Services Engineering Company



What is the task of a Systems Engineer? Systems Engineering can be described using the metaphor of an orchestra: every orchestra needs a conductor to control and guide the musicians and individual instruments to creative success. But what does a conductor do? Does he/she just stand there and make no contribution – couldn’t that also be done by the director who takes responsibility for the budget, marketing and production time? That certainly doesn’t work.

The Systems Engineer is the conductor. He/she coordinates the interdisciplinary teams using procedures and methods, and bal-ances internal project constraints with client requirements to pro-duce a successful product or service. The increasing complexity, the pressure to innovate, the trend towards distributed working and the growing proportion of purchased components and ser-vices require a participant who ensures the overall technical pic-ture. He/she must oversee the important connections and effects between the specialist areas throughout all phases of the product life cycle, present these in a comprehensible way and thus ex-plain that the management can make well-founded decisions.

The three sets of tasks of a systems Engineer are described in detail below:1. The Systems Engineer is responsible for the technical solution

and manages the orchestra within the project to achieve the best result.

2. The Systems Engineer manages the work of the specialist experts, both in individual projects and for the implementation of iinternal process standards for cooperation.

3. The Systems Engineer ensures the re-utilization of established technical solutions and provides the “sheet music”.

In smaller projects the conductor is both − the project manager and the Systems Engineer. In large projects the responsibility is shared for project and product and/or system. The project man-ager and Systems Engineer work as a team with different areas of responsibility. The content of the development tasks is normally managed by the Systems Engineer, whereas the time and effort of the project is controlled by the project manager. Many topics

Competencies

The Systems Engineer conducts the various disciplines through-out the development of complex systems.

Systems Engineering organizes the cooperation of specialist experts in projects and estab-lishes rules and standards within the organization.


such as the preparation and implementation of decisions, risk management etc. must be handled jointly.

Those responsible for Systems Engineering are usually the driv-ing force behind the modification of processes and cooperation models within the company. They can identify requirements in projects and develop further methods and processes based on these.

Opening up processes to other participants and standardizing collaborative working practices plays an important role, particu-larly in globally distributed contexts.The same applies for establishing product standards. In large organizations, A often doesn’t know what B has already devel-oped. Systems Engineering can build bridges between projects and guarantee adherence to design rules and the utilization of modular designs. There is considerable cost saving potential here, for example by re-utilizing the same solutions e.g. in ma-chine drive components that are “invisible” to clients and irrel-evant to decisions.

Fig. 7: The distribution of tasks between Systems Engineer and project manager

Working in partnership with the project manager, the Systems Engineer is a key player in the development project.

Systems Engineering is respon-sible for establishing standards for interdisciplinary cooperation in products and processes.



What must a Systems Engineer be able to do?Systems Engineers have established themselves on all levels of the system in leading sectors. It is important to maintain a com-bination of management skills and technical understanding at all times. As the Systems Engineer is responsible for the entire life cycle of a product, he/she must consider all phases and, in an ideal scenario, shall continue to maintain technical responsibility for the product.

The respondents in the study on Systems Engineering in indus-trial practice [4] confirm that training and further education have to evolve and must provide employees of the development with a range of qualifications. Three top priorities are sought: ▪ (D) Design know-how in a specific discipline and/or in a field of

application – “in-depth knowledge” ▪ (SE) Systems Engineering know-how, i.e. overall understand-

ing of the product engineering process – “extensive knowledge” ▪ (PM) Project management know-how and soft skills such as

communication, leadership etc.

Each Systems Engineer has a different qualification profile. This depends on tasks and responsibilities. For example, chief Systems Engineers, who are responsible for complex systems, require more project management and Systems Engineering skills than Systems Engineers who are responsible for a sub-

Fig. 8: According to the responsibility at different levels of the product structure, a range of different skill profiles are required in a Systems Engineering project.

Systems Engineers have special-ist know-how and management skills.


system. Similarly, specialist developers must have the basic un-derstanding of a Systems Engineer, but their focus lies in design know-how.

How are Systems Engineers trained?The Systems Engineers of tomorrow are currently trained at universities. There are more and more courses with individual Systems Engineering modules or consistent curricula. However, until the graduates enter the industry and have acquired the nec-essary practical experience and application know-how, the only way to meet the demand is by training existing employees. There-fore, experienced developers with design know-how (D) need to be taught complementary skills in Systems Engineering (SE) and project management (PM).

In principle, employees can gain qualifications in two ways: ▪ through general training through an independent provider or ▪ through company-specific training and qualification programs.

In the first instance, training sessions are booked with training providers. They teach Systems Engineering content in accor-dance with ISO 15288 [6]. Training provides a knowledge base and imparts common terminology, standard methods and pro-cesses.

Company-specific seminars or even company-specific training programs are ideal for conveying more specific knowledge. The benefit of these is that company-specific examples can be used, in addition to the individual terms and processes. They also point out a qualification and career development path to employees.

Systems Engineers normally have to gain qualifications through personnel training.

Training providers offer a basic qualification. Larger companies define individual development paths and company-specific programs.



What are the differences between the certification options?There are two certification options in the context of Systems Engineering: the German route in accordance with the rules of the “Gesellschaft für Systems Engineering” (GfSE) and the internation-al route through the International Council on Systems Engineering (INCOSE). The content of these are comparable, but they differ in terms of language, teaching, duration and examination. The follow-ing table indicates the terms and conditions for the certification of a Systems Engineering according to both systems.

Fig. 9: Opportunities for extra-occupational SE training

Fig. 10: Modalities for the two possible SE certification routes


The best practices tool kitThe complexity of development projects largely results from their interdisciplinarity: software, electric, electronic and mechanical elements of the products all entail different development cycles and procedures. Agile software development concerns proto-type construction and service development, and thus encounters different levels of maturity and processes within a team. In the de-velopment process, it is important to synchronize work at specific points and at significant stages, and to manage the work in an interdisciplinary manner.

There are three crucial success factors for this:1. Systematic concept phaseIt is important to identify key issues and challenges in the project at an early stage and to address these immediately. Empirical investigations prove that the use of Systems Engineering in early phases is always a sound investment.

2. Continuous validationIn practice there is a continuous build up of virtual and hardware prototypes, demonstrators and samples with varying degrees of maturity for different purposes. Especially in conjunction with the parallel design of services and infrastructure components in product-service combinations, demand for the systematic and planned validation of the overall system is increasing.

3. Consideration of the entire product life cycleJust handing-over devised strategies to product development and development solutions to production is identified as the worst solution. Instead the entire team, supervised by the Systems Engineer, must devise concepts that ensure the consistency of the task and a uniform language throughout divisions.

Processes

The systematic and targeted utilisation of SE methods is a key success factor in the develop-ment.

The focus of Systems Engineer-ing is on a detailed, interdisciplin-ary concept phase, a continuous validation and analysis of the complete product life cycle.



Therefore, companies must consistently coordinate their process-es and work practices and establish standards. The UNITY Sys-tems Engineering Tool Kit represents the basis for corresponding implementation within the company. Pursuant to ISO15288, it is comprised of three levels:“Organisational processes”, “Technical processes” and “Perfor-mance evaluation processes”.

Organizational processesA Chief Systems Engineer can manage his/her own organization of employees (see Chapter Organization). He/she is responsible for the Systems Engineering Management Plan (SEMP). This describes the technical project prospective towards planning and supervision, resources, the technologies used and their risks. These activities are synchronized with the product development process and the individual gates of the guiding Project Manage-ment Plan and describe the activities and scope of the technical development within the project.

Fig. 11: The UNITY Systems Engineering Tool Kit consists of organizational processes, technical processes and performance evaluation processes.


Specifying the IT infrastructure, paths of communication, forms and data management used for the project is an important as-pect of information management. Particularly where distributed working and collaborative projects are concerned, the harmoniza-tion of processes, methods and exchange formats is essential to ensure a stable working environment in the long-term.

Agreeing the configuration management for the project and the product is a key component of the organizational processes. This also includes change management throughout the entire life cycle i.e. the monitoring of changes during the development, operation and maintenance of individual series or even individual deliveries.

The decision management contains methods for preparing deci-sions on individual hierarchical levels and for the areas of make-or-buy, comparison studies, value analysis or design-to-cost.

Technical processesIn requirements management, all client needs are collected and translated into verifiable requirements. These requirements are validated directly with the persons concerned wherever possi-ble. Requirements changes that add new requirements and erase old ones at product, team and partner level can be broken down by traceable documentation.

Fig. 12: Utilization of consistent change management



Verification and validation measures are planned for all require-ments. Consequently, planning and verification across all levels of the product structure are performed to ensure the horizontal and vertical consistency of requirements and results.

Architecture and functional design of the system are performed in parallel to requirements management. Thus existing archi-tectures and function specifications can be re-utilized, as they are generic and do not contain any explicit solution specification. Optimal interfaces are specified in the architecture, taking into account the planned product program with all versions thereof. This is the basis of make-or-buy decisions and the expression of a platform or modular strategy.

The functional design is documented in the form of function trees, block diagrams etc. and supports a solution-neutral ap-proach to the development task and the making of concept deci-sions. The inspection of the architecture and the functional model regarding the requirements ensures that all requirements are considered and implemented within the system at a defined point. Both over- and under-specification are avoided. The functional models can also be harnessed along the life cycle for various optimization methods.

In addition to the technical interfaces in the system, interface management also considers the human-machine interface. It fo-cuses on the acceptance of service and maintenance personnel, which affects accessibility and ease of operation.

Machine Directive or other sector-specific rules and regulations for product liability and health & safety analyses from a regulatory perspective are summarized under the term safety. RAM design criteria, which evaluate the reliability, availability and maintainabil-ity of the solution, are always important.

Verification: You built the thing right. Validation: You built the right thing.


Performance evaluation processesA performance evaluation takes place alongside the development procedure using key performance indicators. These refer to the project performance (key performance indicators e.g. the approval of construction documents and the achievement of milestones) and the technical performance (technical performance measures e.g. weight or performance targets from the requirements). The measurement of the project and product should be started imme-diately in order to identify deviations in the implementation and make adjustments if necessary. Reviews and audits ensure the process conformity of the work. Model-based Systems Engineering (MBSE) is gaining importance in the simulation component of the Systems Engineering Tool Kit. It enables the virtual construction, evaluation and comparison of concept alternatives at a reasonable expense and with sufficient accuracy. This produces abstract models, which can be compared with the requirements for fast impact analyses, allowing early veri-fication of the entire concept. Once the verification requirements have been defined, they can be re-utilized in the model-based Sys-tems Engineering approach, both in simulation test cases and in the integration of components, right up to the overall system level in hardware tests. Therefore, model-based Systems Engineering expands the demands on integrated data management and on the IT structure for supporting Systems Engineering processes.

Fig. 13: Model-based Systems Engineering closes the chain between virtual and hardware-based protection.

Model-based Systems Engineer-ing ensures a high degree of maturity in reviews with the management.



Where is the Systems Engineer embedded within the company?In large companies, the tasks of Systems Engineering lead to an adequate allocation at an organizational level: ▪ Positioned close to responsibility for business and output of

product development ▪ Organizational separation of project management and Sys-

tems Engineering ▪ Organizational separation of Systems Engineering and indi-

vidual specialist areas ▪ Establishing the Systems Engineer on an equal footing with

his/her process partners

There are various blueprints for the implementation of a Systems Engineering organization, which can be adapted to suit individual conditions. On the one hand, the chosen organizational form of a company depends on which tasks the organization must fulfil and which are already anchored in existing company units. On the other hand, this form depends on the features of the company itself, i.e. company size and culture, product and project spectrum etc.

The creation of an organization that monitors the content of development projects, but that also deals with the standardiza-tion of interdisciplinary cooperation, is often the key to successful development projects in an international context.

Fig. 14: The organizational anchoring of the Systems Engineer using the example of a large company

Systems Engineering is subor-dinate to senior management. It creates the balance between project and company targets.

Systems Engineering requires a company-specific arrangement - an “off-the-shelf” approach does not work here.

Organization


How is Systems Engineering introduced into a company?If the aspired Systems Engineering strategy is specified and the rough arrangement is defined in the areas of competencies, processes and organization, the company then faces the major challenge of successfully supporting its organization along the way. The introduction of Systems Engineering is often linked to significant change in development organizations, thus an intro-duction strategy that meets these requirements must be chosen.

In general there are various approaches for introducing new processes, systems or methods in companies. The two extremes are a top-down and a bottom-up strategy. These, however, are not suitable for introducing Systems Engineering. On the con-trary, different levels must be approached simultaneously, which is where the bipolar strategy has proven particularly successful.

It has been shown that support from senior management is es-sential for the successful introduction of Systems Engineering. In addition to this support, it is advisable to choose specific pilot projects that trial new methods, processes and roles. Systems Engineering is not a panacea; it must be tailored specifically to the company. This company-specific tailoring can be performed through these pilot projects. The use of Systems Engineering in these pilot projects should be supported by line managers and project managers.

Enabling Projects

Fig. 15: Various introduction strategies – not all are suitable for Systems Engineering

The introduction of SE requires consistent management support.

Pilot projects generate rapid suc-cess and involve the organization.



So what projects should companies choose for the introduction? Two important aspects should be considered:1. The project poses a particular challenge because the use of

new technologies necessitates cooperation with additional divisions or partner companies.

2. The project is positioned on the highest system level for the company and is suitable for testing efficiency improvements.

How is the deployment planned?The implementation of the deployment strategy is defined prag-matically in a Systems Engineering roadmap. It describes the measures of the deployment strategy in various design areas and at different stages. The following questions must be answered here: ▪ How can the organization and new roles be established? ▪ How can employees gain qualifications and how can

the necessary competencies be built up? ▪ What processes, methods, tools and IT systems are suitable

and which need to be improved or re-introduced? ▪ How can partners or suppliers be integrated? ▪ Which projects are suitable for “testing” the new organization

and processes? ▪ Which internal and external committees can be used for

exchange and marketing?

Development projects with particular challenges are suitable pilot projects.


What are the success factors for change?

1. Change managementSystems Engineering modifies working practices and responsi-bilities, sometimes significantly, in projects and often represents a cultural change within the development. Thus professional supervision of this change is necessary. The planning and coor-dination of activities within the roadmap must be arranged based on aspects of change management.

Fig. 16: Example of a Systems Engineering roadmap



Kurt Lewin’s model describes the phases that characterize a change. The first phase “Unfreeze” concerns promoting a will-ingness to embrace change. When Systems Engineering is in-troduced, the opportunities related to Systems Engineering must be illustrated and individual employees must be qualified. The second phase “Move/Change” sees the implementation of initial pilot projects, and the trial of methods and modified roles. The participants thus identify the added value and benefits of Systems Engineering. The third phase “Freeze” concerns the stabilization of the situation, whereby the focus is on consistently experiencing the changes. A key success factor here is measuring and commu-nicating the success generated by Systems Engineering.

2. RolloutExperience shows that the process of introducing Systems Engi-neering into a company stretches over several years and takes place in various stages. The activities must be precisely planned and monitored in order to handle this extended roll-out success-fully.

3. Implementation monitoringA key success factor is implementation monitoring, which tracks the consistent realization of planned works, as well as the in-creased efficiency. For this, suitable key performance indicators in the processes and projects must be defined and their develop-ment observed. This allows positive trends to be identified and provides momentum into the next implementation step.

Fig. 17: The three phases of change according to Kurt Lewin [11]

All employees are involved in the process of change. A willingness to embrace change and support in difficult project phases should be considered in the implementa-tion plan from the start.


Car Manufacturers: Benefit Assessment of Systems Engineering Analysis and assessment of SE benefits using pilot works in the collab-orative product development; deduction of strategic SE activity areas and definition of a roadmap

Wind Energy: Strategic Planning of SE Structures Implementation of a Systems Engineering audit; Systems Engineering introduction concept for an international wind power plant manufac-turer regarding to organization, processes and methods

Benefits

Product engineering is facing a new level of complexity, which companies must successfully master with systems engineer-ing. Systems engineering offers structure and methodology for companies: it ensures better planning accuracy in projects, lower costs and higher R&D productivity. The successful introduction of systems engineering in companies requires a clear strategy and is based on targeted design on the levels of competencies, processes and organization. A recommended starting point is a neutral audit to determine individual requirements.

UNITY supports companies in assembling their individual Sys-tems Engineering tool kit and training their employees. Numerous client projects substantiate UNITY’s comprehensive expertise in Systems Engineering. Each project focusses on one of the fol-lowing benefits:

Conclusion

UNITY Expertise

UNITY References: Systems Engineering



Medical Technology: Project-driven Organizational Development Integrated development of product and production system for a new product; project-specific definition of best practices for further develop-ment of the processes and organization

Mechanical and Plant Engineering: Integrated Product and Production System DevelopmentIntegrated development of product and production system for a new product; coaching of internal project manager in SE tasks and guaran-tee of quality, time and cost targets

Automotive Suppliers: Introduction, Certification of SE Processes SE audit and subsequent harmonization of the development processes of an international company. Optimization of Systems Engineering pro-cesses and certification in accordance with CMMI

Car Manufacturers: SE Process and IT Development Interdisciplinary IT development for Systems Engineering; definition of step-by-step plans to increase process maturity and utilization in vehicle projects

Aviation: Definition of The End-to-end Processes for a Civil Aviation ProgramGuarantee of transparent processes in a major, international project and support of the process roll-out including roll-out monitoring and performance measurement

Building Services Engineering: Improvement of International Cooperation Audit of the current processes, methods and tools in Systems Engi-neering; harmonization and training of working practices, taking into account the local and cultural limiting conditions

Automotive Suppliers: SE Training Program Concept Creation of a company-specific training program with certifiable stan-dard modules in accordance with INCOSE, as well as individual ex-amples and training modules

UNITY References: Systems Engineering

Benefits


Literature[1] acatech – NatioNal academy of ScieNce aNd eNgiNeeriNg:

Umsetzungsempfehlungen für das Zukunftsprojekt Industrie 4.0, April 2013

[2] gauSemeier, J. et al.: Auf dem Weg zu Industrie 4.0: Lösun-gen aus dem Spitzencluster it´s OWL, April 2014

[3] müNchNer KreiS e. V.: Innovationsfelder der digitalen Welt. Bedürfnisse von übermorgen, April 2013

[4] uNity ag, heiNz Nixdorf iNStitut, frauNhofer iPt: Systems Engineering in industrial practice, 2013 (available free of charge at www.unity.de/studien)

[5] chriSSiS, m. B., KoNrad, m., Shrum, S.: CMMI. Guidelines for Pro-cess Integration and Product Improvement, 2011

[6] ISO/IEC 15288:2008. Systems and software engineering – System life cycle processes

[7] elm, J. P.: A Study of Systems Engineering Effectiveness: Building a Business Case for SE, 2011

[8] hoNour, e. c.: Understanding the Value of Systems Engi-neering, 2004

[9] Valerdi, r.; Boehm, B.: The ROI of Systems Engineering: Some Quantitative Results, 2007

[10] aBerdeeN grouP, iNc.: The Mechatronics System Design Benchmark Report – Coordinating Engineering Discipline, 2006

[11] VahS, d.; WeiaNd, a.: Workbook Change Management, 2010

The authors of this issue:

Dr.-Ing. Daniel SteffenSenior Manager

Sven-Olaf Schulze Senior Expert

Franz GauppConsultant



UNITY has been an established partner in the field of product engineering in the automotive industry, in mechanical and plant engineering, in aviation and in many other sectors for more than 15 years. We are a member of the German chapter of INCOSE (Gesellschaft für Systems Engineering) and we help our clients to establish the skills in Systems Engineering that they need to de-velop complex, innovative products and services in global partner networks.Our consultancy services include the design of the organization, processes and IT systems, as well as implementation support in development projects through employee training and coaching. Our clients benefit from established standards and interdisciplin-ary best practices.

‘OPPORTUNITY – Facts for Decision Makers’ offers in-formation for businesspeo-ple on current trend topics.The aim of the publication series is to provide decision makers with a brief, succinct overview of this area.

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Marcus [email protected] + 49 30 6832027-00

CologneIm Mediapark 6a50670 Cologne, Germany

Dr. Michael [email protected] + 49 221 789587-820

São Paulo Rua Helena, 260 – 14º andar04552-050 São Paulo - SP, Brazil

Cai Alexander von Igel [email protected] + 55 11 2505 9217

MunichDachauer Straße 6580335 Munich, Germany

Dr.- Ing. Alexander [email protected] + 49 89 13010065-11

PaderbornLindberghring 133142 Büren, Germany

Christian [email protected] + 49 2955 743-425

StuttgartWankelstraße 370563 Stuttgart, Germany

Stephan [email protected] + 49 711 686890-31

ViennaAm Europlatz 2, Building G1120 Vienna, Austria

Werner [email protected] + 43 1 715 23-93

ZurichSeestrasse 2408810 Horgen, Switzerland

Werner Richi | Dieter [email protected] + 41 44 220 10 00

Shanghai Unit 732, German Center, 88 Keyuan RoadZhangjiang Hi-Tech Park, Pudong201203 Shanghai | PR China

Xiaolong [email protected] +86 21 5888-6177

ISBN 978-3-946184-10-2© UNITY 2014