Ansys

ADVANTAGE
EXCELLENCE IN ENGINEERING SIMULATION
VOLUME I ISSUE 2 2007

THE PROVEN WINNER IN CAE

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COMPOSITES
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HAIR CARE
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INSOLE DESIGN
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EDITOR’S NOTE

The Big Question
With engineering simulation becoming so widespread, the big question now for manufacturers is not if to use the technology but how. And their answers will determine who gains thecompetitive edge.
Companies are investing in engineering simulation at unprecedented levels. According to the latest statistics from market research and technology assessment firm Daratech, sales revenue for computer-aided engineering (CAE) software and services grew from $2.31 billion in 2005 to more than $2.43 billion in 2006. Daratech forecasts a compound annual growth rate of 13 percent through2010, when figures are expected to top $3.7 billion. Driving this expansion is the tremendous need for companies to shorten time to market, lower costs, improve performance and develop steady streams of knock-out, innovative products. With survival on the line in many cases, manufacturers use simulation as a proven way of addressing these issues. According to Daratech statistics, the number-oneplayer in CAE is ANSYS, Inc. So a substantial portion of the broad range of simulation applications worldwide is based on the company’s suite of solutions. The breadth of applications is evidenced by the articles in this current issue of ANSYS Advantage on simulation projects involving the design of products ranging from trucks and turbojet engines to consumer goods and healthcare equipment. Thecontent also demonstrates the vast range of company sizes, from the one-man design firm Stein Design in the story “No-Hassle Kitchen Appliance” to the $70 billion global consumer product giant Procter & Gamble Company in the article “The Democratization of Engineering Analysis.” As these and other successful simulation users know, gaining market advantage now takes more than just utilizing analysistools. Because of the ubiquitous use of CAE technology, the competitive edge isn’t necessarily determined by which companies use simulation — most manufacturers now implement it in one way or another — but rather how they uniquely apply the technology in their organizations and integrate it into their product development processes. To fully leverage a solution, many successful firms haveinitiatives for performing more upfront simulation to refine designs early instead of trying to hurriedly fix problems near the end of development. In most cases, this means deploying appropriate tools beyond the ranks of dedicated analysts to more rank-and-file engineers and designers for routine use throughout development. There is no cookie-cutter way to best implement such an approach. Rather,companies have found that they must carefully evaluate their existing processes, skill sets, organizational structures, product strategies and business priorities to leverage simulation most effectively. Scheduling, funding and performance reviews generally are adjusted to allow for training; the approach also gives engineers and designers the time they need to perform analysis, what-if simulations andoptimizations in the early stages of development rather than the usual rush to finalize computeraided design (CAD) models. These and other necessary organizational changes require a significant investment in time and effort, of course, but the level of commitment defines how companies uniquely leverage simulation; it also determines which firms will most likely lag behind while others reap thegreatest business value from Simulation Driven Product Development. ■

John Krouse, Editorial Director

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Editorial Director John Krouse Production Manager Chris Reeves Art Director Susan Wheeler Editors Marty Mundy Fran Hensler Erik Ferguson Richard...