Manufacturing projects and programs are complex and dynamic, requiring careful planning, execution, and control to ensure quality, efficiency, and profitability. In this article, we will explore some of the most effective ways to manage manufacturing projects and programs, based on best practices and benchmarks from the industry.
The first step in managing any manufacturing project or program is to define its objectives and scope clearly and realistically. This means identifying the customer needs, the technical specifications, the budget, the timeline, the deliverables, and the risks involved. A well-defined project or program scope helps to avoid scope creep, which is the tendency to add more features or requirements that were not originally agreed upon, leading to delays, cost overruns, and quality issues.
The second step in managing any manufacturing project or program is to choose the right methodology and tools that suit its nature, size, and complexity. There are different approaches to managing manufacturing projects and programs, such as the traditional waterfall method, the agile method, the lean method, or the hybrid method. Each method has its advantages and disadvantages, depending on the level of uncertainty, flexibility, and collaboration required. Similarly, there are different tools that can help to manage manufacturing projects and programs, such as project management software, scheduling software, risk management software, or quality management software. Choosing the right methodology and tools can help to streamline the processes, improve communication, monitor progress, and ensure quality.
After I help senior management complete the Project Charter which allows them to have their say in what they would like to see in the project, I now can plan the Project Managers Plan on how the PM will proceed to develop the project. This way the PM knows what senior managers want from the project and now the PM can show them how the project will move forward. This method allows the PM to take control of managing the project with the buy in from senior management.
The third step in managing any manufacturing project or program is to build a competent and committed team that can execute the tasks and deliver the results. This means selecting the right people with the right skills, experience, and attitude, and assigning them clear roles and responsibilities. It also means providing them with adequate training, resources, and support, and motivating them with feedback, recognition, and rewards. A competent and committed team can enhance the performance, productivity, and morale of the project or program.
Once a good project team has been assembled the PM needs to have some one on one meeting with the key team members so you can listen to them and get their input and ensure that there is an agreement on moving forward. Sometimes you can get some good ideas from them, but as well there can be some differences which can be explained up front why some things can not be done. After some-key individual meetings the PM needs to have a larger meeting with the project team and go over the Project Charter and then the PM’s Plan. This is now a good time to have a discussion with the team on developing a more detailed plan for the planning of the project. Now is a-good time to get the team buyin.
The fourth step in managing any manufacturing project or program is to communicate effectively and frequently with all the stakeholders involved, such as the customer, the sponsor, the team, the suppliers, and the regulators. This means establishing clear and consistent channels of communication, such as meetings, reports, emails, or phone calls, and sharing relevant and timely information, such as the status, the issues, the changes, or the achievements of the project or program. Effective and frequent communication can help to build trust, alignment, and collaboration among the stakeholders, and to avoid misunderstandings, conflicts, and errors.
A good Communication Plan can be developed, with planned meetings, reporting methods developed and also it’s good to have planned fun events that the team would like to participate in. When a team enjoy their involvement in the project it’s fun and the productivity for the project can be great.
The fifth step in managing any manufacturing project or program is to control the quality and the risks of the project or program. This means setting and maintaining high standards of quality for the products, processes, and services involved in the project or program, and ensuring that they meet or exceed the customer expectations and the regulatory requirements. It also means identifying and analyzing the potential risks that can affect the project or program, such as technical, operational, financial, or environmental risks, and taking preventive or corrective actions to mitigate or eliminate them. Controlling the quality and the risks can help to ensure the reliability, safety, and satisfaction of the project or program.
Getting the correct quality is very important for the client. The manufactured goods must meet the customers requirements from a technology perspective, cost and schedule requirements. A quality requirement must meet finished costs and timely to market for products for the end user.
Yes, quality is critical else cost and speed has no meaning with poor quality products. Key tasks of manufacturing project product quality is to ensure performance guarantee parameters of all critical process equipment that adds up to the final quality of the manufacturing process outcome. In P&ID, we know what all critical process equipment and the KPI for those, so just need to ensure vendor of those equipment suppliers demonstrate the output in required tolerances in individual and integrated test phases. To evaluate risks involved, it's important to design multiple operating scenarios while testing quality parameters of outcomes. All the above are for product quality and project quality has many other additional to this.
The sixth and final step in managing any manufacturing project or program is to review and learn from the outcomes of the project or program. This means evaluating the performance, the results, and the feedback of the project or program, and comparing them with the objectives and the scope that were defined at the beginning. It also means identifying the strengths, the weaknesses, the opportunities, and the threats of the project or program, and drawing lessons and recommendations for future improvement. Reviewing and learning from the outcomes can help to enhance the knowledge, the skills, and the capabilities of the project or program manager and the team, and to increase the value and the competitiveness of the project or program.
It all starts with the voice of the customer and then setting the scope to align with that direction. Then including all stake holders and aligning the team. This includes finance, top leadership, engineers, supplier, and the front-line operators.
The end user will soon provide feedback if the manufactured product is what is expected and you do not want to develop a final product that does not meet expected requirements.