How can you use your engineering background to identify process improvements?

Projects like to use ¨lessons learned¨as a tool or method of identifying problems and inefficiencies once a project has been put in operation. Communications disconnect between operations teams and design teams is an area that needs to be and can be improved. One aspect of the disconnect is that design teams have already started their next project before data and operation experiences can be collected and communicate to the design team. Even when these learnings are available to new build teams there are other factors such as , economics, decision making personnel who′s priorities limit and or inhibit implementation of proactive changes. Budgets most often need to be as low as possible in order for the project to be sanctioned.

Either engineering or non engineering manager should aware of the project management process. Should have right system design architecture to avoid rework in terms of quality.

The first step to improve something is to collect all possible details about it and do the analysis of it. This is called to make an audit and prepare detailed report describibg the present condition. Further on may be developed proposals for improvement based on similar projects or ned developed solutions. There could be other valid approaches. I've generalised a bit my approaches in the industry.

A identifica??o do estado atual é crucial para a tomada de decis?es eficazes em diversos campos da engenharia. Seja no desenvolvimento de uma melhoria de produto ou no gerenciamento de processos, o conhecimento do estado atual viabiliza a defini??o de estratégias eficazes com foco na elimina??o da causa raiz ou modos de falha das deficiências identificadas.

In my experience, I have been able to improve some work process by understanding what is expected at the of the process. It easy to improve process if one knows the expected output. Applying available engineering tools to the process definitely helps in improving and even reduces process time.

We always struggle to effect process improvements in engineering and even other domains. ‘Lean’ as a concept means the elimination of waste. Anything which is not useful in the process to achieve the goal is a ‘waste’ and should be treated carefully for improvement in efficiency. Taiichi Ohno, father of the Toyota Production System (TPS) , defined three (3) categories of waste- Mura, Muri and Muda as elaborated below: Muda: Non-adding value in the eyes of the customer. Strict adherence to the specification (no extra) is required. Mura: Irregularity or non-uniformity. Ensure the work is smooth. Employ just-in-time (JIT) to deliver goods and services to clients. Muri: System must not be overburdened to affect quality of the deliverables.

Some examples could be: * Implement a Kanban system to visualize and manage workflow, reducing bottlenecks and improving throughput. * Standardize procedures and create checklists to minimize errors and variability in processes. * Automate repetitive tasks using technology to free up time for more value-added activities

One thing I’ve found helpful is to do a minimal value prototype (MVP) to test the hypothesis and to apply concepts that could lead to solutions with low investments.

System thinking applies wonderfully to identifying process improvements and implementing them. - Debugging techniques help. - Considering second-order effects makes change easier. - Testing for desired outputs when changing the inputs is absolutely necessary. - Knowing how to deploy a bit of queuing theory can make the difference. - Using data wrangling to confirm facts increases confidence. The only difference is that talking to people is needed to debug the system.

Implementing regular sprint retrospectives, you can identify areas for improvement in team collaboration, code quality, and deployment pipelines. This iterative approach helps in continuous improvement, leading to more efficient development cycles and higher-quality software products. Another important thing which can be introduced is “Continuous Integration and Continuous Deployment” (CI/CD). By integrating CI/CD pipelines into the development process, engineers can automate testing, code integration, and deployment tasks. This ensures that changes are regularly integrated and tested, leading to quicker feedback loops, reduced errors, and faster delivery of features to users.

Many times, Engineers take the rigid view that next step will be taken only when firm input is available. This is not incorrect, always. However, as Engineers, we are also supposed to navigate through situations where even small aperture of possibility is seen. We break the entire process into finite elements (similar to FEA) and assess the knowns and unknowns. Utilize the available information to decide suitably and keep the flexibility in the process for firming up later when complete inputs are available. Customers and other internal stakeholders must be taken into confidence before advance action is initiated to avoid conflict later. Hold points must be communicated to all concerned. Any mid-process correction to be adopted suitably.

Some examples could be: * Question assumptions: Challenge existing practices and explore alternative approaches. * Brainstorm and prototype: Generate ideas and test them in small-scale experiments. * Stay current with technologies: Leverage new tools and techniques to enable process improvements.

A good way for innovation is to look similar situations in other industries and process and in the beginning adapt it to our reality. Then you start to refine this solution. Typically, innovation comes step by step and not a ready solution at once.

The importance of continuous improvement lies in its ability to adapt to changing market demands, streamline operations, and foster a culture of adaptability. Companies that prioritize innovation and creativity not only stand out in their respective industries but also build a foundation for sustainable success. In essence, a commitment to continuous improvement, fueled by innovation and creativity, is a key driver for long-term prosperity in the ever-evolving business world.

In an engineering organization, fostering a culture of improvement is about enrichment of processes, products, and services. Managers work for leadership-employee bonding towards a common and achievable goal, using right tools and techniques. Employees should be re-skilled as required by the business- both technical & behavioural. Transparent reward and recognition mechanism engenders a culture of healthy competition and ultimately lead to new and innovative solutions. Regular communication and sensitization of the employees at the bottom of pyramid about company’s state and direction is reassuring that everyone is taken along the journey. This is more important when the organization is aiming for a transformation in its processes.

Business Process Re-engineering is a continuous improvement process which is augmented by the engineering knowledge. At levels in project and operations culture of continuous development should be inculcated amongst the team to integrate the inputs for Processes improvement

In my experience these are a few key principles that help: - Continuous Learning - Curiosity and Problem-Solving - Empowerment and Ownership - Collaborative Approach - Data-Driven Decisions - Mentorship and Coaching - Recognition and Learning from Experiences - Feedback and Continuous Improvement - Leading by Example By integrating these principles, you can foster a culture of improvement that leverages the strengths of engineering management to enhance processes, encourage innovation, and drive organizational success.

Establishing an Effective Innovation Review Process is vital for operational streamlining and dynamic employee engagement in a formal setup. Decisions must rely on experimental outcomes, not gut feel or bias. Prioritizing resource allocation for high-potential ideas aligns with the organization's vision. Process improvement is innovation, requiring a conducive environment and proper support. Encouraging divergent thinkers is crucial for progress as relying solely on conformists can hinder progress. External insights add value. Once 'ikigai' is found, the individual/organization’s innovation journey operates seamlessly, fuelled by the alignment of passion and purpose, needing minimal external stimuli.

To foster a culture of improvement in your organization, you can follow these steps: Look ahead to the future: Continuous improvement is all about looking ahead to an optimistic future. Set goals for the next five, ten, and fifty years and work towards them. Get buy-in from stakeholders: In order for a continuous improvement culture to take hold, all members of an organization must be on board. Get buy-in from stakeholders at all levels of the organization. Develop a plan: Develop a plan for how you will achieve your goals. This plan should include specific actions that will be taken to improve the organization.

Drawing on extensive product and project engineering experience, I would look to adopt a systematic approach to identify process enhancements. Thorough analysis of systems pinpoints inefficiencies, leveraging technical expertise. With understanding of engineering principles and effective collaboration with cross-functional teams (CFTs), we implement solutions as per industry best practices, aligned to the requirements of consolidation or diversification strategy of the firm. We must ensure our processes align with cutting-edge engineering standards and practices. Commitment to continual improvement and harnessing engineering acumen shall lead to the organizational initiatives that elevate the efficiency and quality of our deliverables.

Disengaged employees contribute to the failure of transformations within organizations. According to Harry Robinson, the core issue lies in the lack of alignment between the change narratives presented by top leadership and the perceptions of individuals throughout the organization. This misalignment results in a failure to drive successful change initiatives leading to a stagnation or decline. Peter Bregman emphasizes that the most formidable strategic challenge for organizations is not strategic thinking but strategic acting. It underscores the critical need for process improvements to seamlessly align with strategic objectives.

By aligning process improvements with the strategy and vision of your organization, you can ensure that your organization is working towards its goals in the most efficient and effective way possible. This can lead to many benefits, including improved communication, increased efficiency, better decision-making, and higher chances of achieving strategic goals. Continuous process improvement is another important aspect of strategic alignment. It is the nonstop iteration and evolution of organizational habits. The main objective of continuous process improvement in strategy is the proactive adaptation to environmental changes by aligning the workforce with the strategic plan for a lean, focused execution.

A technical background here can be highly beneficial and advantageous in driving process improvement initiatives provides the necessary skills, knowledge, and tools to analyze, innovate, and implement changes effectively within processes, contributing significantly to enhancing productivity, quality, and efficiency across diverse industries and organizational settings.

Developing your engineering management skills can be a valuable asset in the process of continuous improvement. You can add to your engineering skillset by learning how to become an effective communicator, team member or leader, or project manager. Enrolling in professional development courses is a great way to learn new management techniques and improve your existing skills. You might also want to find a mentor or business coach to guide you on competency gaps and how to refine them. Remember, human transformation hinges on the idea that we can better ourselves and our organizations. So, when it comes to the continuous improvement process, it’s an investment in reaching our full potential.

In the realm of modern engineering, leaders must navigate complexities, motivate their teams, and steer them towards common goals. Clear communication ensures that everyone is on the same page, minimizing errors and optimizing efficiency. Leaders who prioritize effective communication and demonstrate strong leadership qualities not only enhance project outcomes but also cultivate a positive work culture that attracts and retains top talent.

It is about applying engineering principles to streamline processes, enhance productivity, and drive continuous improvement in every project! With a keen eye for detail and a systematic approach, I analyze existing workflows, pinpointing inefficiencies and bottlenecks. My technical knowledge allows me to understand the nuances of each process and envision innovative solutions. I often employ data-driven analysis, using metrics and performance indicators to make informed decisions. Collaborating with the team, we brainstorm while always aiming for optimization and efficiency!

There is a popular opinion that a Dev manager should give up coding and focus on people management. This is a misconception. Dev manager should get involved in the coding. In fact he/she should pick certain development tasks in his/her bucket. The key point here is "Balance". Dev manager should have both macro and micro vision of the project he/she is involved in. When it comes to people management, he/she should be capable of identifying strong and week points of every team member and should know how to get the best out of them. It is very important that the manager stays updated with his technical skills. This way he could lead the team with an example.