Engineering changes inevitably impact productivity, as each adjustment requires equipment adaptation, process reconfiguration, and additional implementation time. To optimize these changes, it is necessary to implement parallel engineering practices: synchronizing the work of engineering and production teams through unified PLM (Product Lifecycle Management) platforms reduces time losses and reduces the risk of errors. It is important to use a modular approach to design, allowing individual elements to be changed without a large-scale revision of the entire process. The use of digital twins also helps to simulate the effect of changes on production lines, minimizing the need for "live" adjustments.

A lot has been already mentioned, here are my two cents on this important topic. First of all, the changes should be prioritized, clustered and implemented according to operational schedules (production, logistics, maintenance) to minimize impact on the whole. In addition to that, carefully investigate, which customers are affected to avoid additional variants which need to be managed (additional planning, warehousing, logistics etc.). Therefore, regular alignments between customer teams, enegineering and operations is important, here is where cross-functional teams and training is essential.

Stop tossing the ECO over the fence. Some of the best “engineers” I have ever worked with did not have a 4-year degree but a lifetime of operating equipment. Get these team members involved sooner and they will move heaven and earth to deliver for you and the business!

When changes impact productivity, it’s often a sign that the full lifecycle assessment or process impact hasn’t been adequately visualized. If unexpected results arise post-implementation, the first step is to revisit and reset initial settings. Step 2: Form a cross-functional team with a clear, time-bound action plan focused on achieving success. Step 3: Implement the revised approach. Throughout this process, using the PDCA (Plan-Do-Check-Act) cycle enables us to integrate each team member’s insights and ensure continuous improvement.

Engineering change is impacting production when the management of change is weak (poor MRP, creating spare part stock-out, lack of maintenance planning). This could lead to extended maintenance activities. To mitigate that, - maintenance activities is discussed during Production planning meeting considering all the unresolved issues from the last 2 weeks. - Regular review of technical store stock in collaboration with MRP planner and Procurement is in place to identify the fast-moving items, minimum quantity order are reviewed, and order are placed immediately - Reinforced the change management capability within the team with our internal procedure. - Tracked maintenance staff performance through digital management of work-order closure.