Democratizing CAE will be the focus of an extensive mini-symposium within the NAFEMS 2016 Americas Conference taking place June 7-9 in Seattle. Building on last year’s pathbreaking Democratizing CAE webinar series hosted by NAFEMS Americas—itself a follow-on from a seminal forum on the topic at the 2015 NAFEMS World Congress—the mini-symposium will feature a rich array of proof-point case studies showing how engineering organizations across a wide range of industries are putting democratized CAE into practice today (click session titles to view presentation abstracts): Continue reading
Democratization of computer-aided engineering (CAE) is happening today, driven by the “appification of simulation” enabled by the rapidly declining cost of creating the underlying automation templates and web front ends for these apps. This new approach is a generational leap forward from the longstanding convention of creating simulation templates through custom scripting and programming.
A key result is automation of the exploration of a product’s potential “design space.” Far beyond just making it easier to apply CAE to narrow point goals in the design process, this app approach automates the exploration of a product’s entire design space across the full product development process. Continue reading
When we put that question to EPC firms serving the process and power industries, the most frequent answer was “our projects” and the people working directly in project execution. Forty percent of respondents said their firms’ most important source of innovation is the discovery and application of new technologies and approaches by discipline leads, engineers and managers seeking solutions to pressures and exigencies in a specific project or program.
In second place was “anywhere and everywhere”—27% said innovation at base is a function of their organizations’ culture, and thus can arise from any area in the firm.
In third place was the IT department, named as the top source of innovation by 17% of respondents. While not quite the picture painted in some CIO-oriented publications, these findings align with what our research and others’ suggests is an evolving role for the CIO’s office: to provide enabling infrastructure in support of digital technology initiatives that, more and more, originate from the project execution centers of engineering, manufacturing and construction enterprises. Continue reading
The foundational business value of design space exploration is the ability it confers on engineering teams and organizations to gain more complete, higher-fidelity visibility into product performance earlier in project schedules than was possible or practicable with older technologies and approaches. In essence, it does this by enabling more efficient, effective and revealing application of simulation, analysis and digital prototyping assets—tools, expertise, methods, work processes—to the perennial business drivers for any organization’s investments in those assets:
- To become more competitive by gaining increased capability to explore, create and innovate.
- To apply that capability to create better performing products.
- To improve product quality and reliability—yielding expanded opportunity and customer appeal at the same time as lowered warranty expenses, liability exposure and lifecycle costs.
- To control or, better yet, reduce product development schedules and budgets by supplanting costly, time-intensive physical testing with digital prototyping.