A theoretical interdisciplinary model that gives consideration to the critical human and organizational variables for success in concurrent engineering has been developed and validated based on the data derived from 103 electronic component manufacturing companies in the USA. The aim of the model is to determine the impact of organizational ergonomics on work effectiveness in concurrent engineering. A set of questionnaires was developed and data were collected from the manager of the concurrent engineering effort, the team leader and design, manufacturing and marketing team members. The study supports the proposed model and shows that a reward structure that reflects the team effort and quality of communication are significantly related to concurrent engineering performance. This implies that companies using team work structures should find ways to facilitate effective communication among team members and have a reward structure that is balanced to recognize the success of the team.

Support: Digital