Traditionally, the sharing of information within organisations has been quite problematic. The coordination of multiple platforms, data formats, interfaces, and protocols, mitigated against the sharing and exploitation of knowledge within an organisation, and in turn created islands of information which were, more often than not, redundant and under-utilised. Using Internet protocols internally can help to overcome the main compatibility problems at a stroke.

The Problem

Ford Motor Company launched its globalisation program in January 1994, called Ford 2000, to centralise the development of global product categories, which would then be customised to meet the demands of local markets. This is in essence the creation of intra-organisational electronic commerce, using CSGW as a base. Central to this globalisation is the need to coordinate disparate product development activities. This called for flexible information systems and an application for managing and transmitting design documents across various Ford Centers around the world. Installing such systems quickly meant a move to more agile packaged client-server software and platforms. This move was met with strong resistance from the company's IS department and led to the reassignment of CIO responsibilities to the company's chief of reengineering in early 1996.

To support the coordination of design activities worldwide, Ford installed Metaphase, a product document management system (PDM) from Structural Dynamics Resource Corporation. The PDM organises the storage and access of design documents generated by the company's existing Computer Assisted Design (CAD) applications, as well as information on specifications and availability of various components of those designs. The documents are viewed and marked-up using Netscape browser software running on networked personal computers and workstations worldwide.

Expert Systems provide design guidelines and advisories that help designers stay within the limits of Ford's manufacturing infrastructure and parts inventory. The PDM/browser system essentially forms a Product Information Systems component to the corporate intranet through which product development teams throughout the globe can coordinate changes and information. The system also serves as an extranet, providing product design information to major suppliers developing vehicle sub-systems for the company.

The Outcome

From Ford's perspective, the benefits and opportunities were:-

• creation of a collaborative and cooperative work environment
• facilitate virtual workplaces irrespective of geographic proximity

Ford's Product Information System has reduced the wear and tear on design team members, eliminating much travel that would otherwise be required to coordinate design efforts. More significantly, it has allowed Ford to capitalise on the expertise that in the past were concentrated on specific development centres and in different corners of the world. With the Product Information System, designers from national centres can apply their expertise to the design of vehicles at any Ford centre, without costly and inconvenient travel, facilitating the customisation of design to local specifications. Local designers can access the documents specifying the design of common components and mark them up according to requirements specific to their markets.

The results from this major rethinking of Ford's product design process are starting to appear. Most dramatically, product development times are inching closer to 24 months instead of 37 months; the company aims to launch a new or revamped version of a vehicle every six weeks, on average. Ultimately, the goal is to form a complete product information environment based on process-based computer aided design. By supporting complete integration of manufacturing and design processes globally, the company is on a track to produce high quality, realistic yet customised vehicles in a low-cost, efficient and rapid manner.