What are the key deliverables for a manufacturing engineering project?

-Project Plan -Feasibility Study -Design Documents -Process Flowcharts -Bill of Materials (BOM) -Manufacturing Work Instructions -Prototypes or Samples -Quality Control Plan -Testing and Validation Reports -Supply Chain Management -Cost Analysis -Tooling and Equipment Specifications -Training Materials -Maintenance and Support Documentation -Compliance and Regulatory Documents -Final Project Report -Implementation Plan -Post-Implementation Review It's important to tailor these deliverables to the specific needs of the manufacturing engineering project in question and to communicate closely with stakeholders to ensure that their requirements are met.

Yes, really thanks for the article for manufacturing engineers. Though the common name we call "Manufacturing engineer" the term is different in different organisations. Like Process engineer, Process planner, Manufacturing system engineer, Process architect, etc. He is also responsible for 1. PFMEA Process failure modes and effects analysis. 2. RFQ preparation for new process set up. 3. Control Plan. 4. Set up instructions 5. New variants introduction 6. Capacity expansion 7. Vendor technical discussion 8. Quality proving of facilities 9. New equipment installation and commissioning

The overall deliverables are including (but not limited ) to: .Engineering report Proposal Design drawings Design documents Completed product (building, bridge, etc.) Technical interpretation Site investigation report Design review Tender document Manufacturing process improvement Product quality enhancement New equipment or tools Service report Strategic report Progress report Improved?process efficiency Better?customer service Faster response time Marketing study Web site/page Useability report Product prototype New knowledge or experience Improved filing and organization systems Improved response procedures

A project charter is a vital project management document, providing clarity by defining purpose, scope, goals, stakeholders, roles, and high-level plans. It's prepared by a sponsor, approved by stakeholders and the project manager, serving as a guiding reference throughout the project. This concise roadmap prevents scope creep, aligns with organizational objectives, clarifies responsibilities, and mitigates risks, ultimately ensuring project success.

Manufacturing Engineering Project Deliverables: 1. Precise CAD designs, like SolidWorks blueprints. 2. Streamlined CNC programs for efficient production. 3. Robust process documentation. 4. Quality control standards, akin to Google Ads campaign metrics. 5. On-time project completion for a seamless product launch. These key deliverables shape manufacturing excellence. #EngineeringProjectSuccess2023.

A project plan is the project's playbook, crafted by the team and manager. It covers scope, schedule, budget, quality, risk, communication, procurement, and human resources. It's a dynamic roadmap, keeping the project on track. Like a compass, it guides the way, ensuring timely delivery, resource management, and quality. It's also a performance gauge, helping detect deviations early, keeping the project aligned with objectives. In essence, it's the lifeline that steers the project to success.

O termo de abertura do projeto é crucial, pois estabelece o contexto, os objetivos, os requisitos e as restri??es do projeto. Pode também servir como referência ao longo do projeto, ajudando a evitar desvios e contribuindo para a comunica??o eficiente entre a equipe e os stakeholders. Contudo, o PLANO DO PROJETO é de suma importancia e essencial, pois fornece uma estrutura detalhada que define como o projeto será executado, monitorado e controlado. Ele ajuda na aloca??o eficiente de recursos, estabelece cronogramas e define responsabilidades. Além disso, o plano de projeto facilita a identifica??o de riscos e a implementa??o de estratégias para mitigá-los. Na minha opini?o s?o os principais entregáveis em um projeto de engenharia.

Like it's commonly said "if you fail to plan then, you've planned to fail". This goes to show how Project plan is a prerequisite for any project no matter how little the project scope is

This is a very well described process and nicely laid out, but I could add a couple of items that are also key during the planning phase; One is Talent Acquisition, as you need to select the right person for each task and provide the training needed for proper execution. The second is a Risk Analysis, as you want to anticipate errors and have mitigation plans.

The Project Plan is critical to define which steps are to completed in what sequence and by which resources. The most important part of the project plan is its regular update. Every day/week the project plan needs to be reviewed by all involved and updates to honestly state what has been completed, new steps added, what has been not completed. A honest assessment allows for reallocation of resources or obtaining more or reducing the resources to insure the project is completed on time and under budget. The Project Leader must own the Project Plan, otherwise the risk of missing schedule and budget are high.

As others have said, this is the most important part of the project. Normally, in my field, referred to as a Functional Design Specification. The finances and plan are all influenced by the scope of the project. If this stage is done well and then the scope is controlled, everything else should manage themselves.

Project Specifications are useful if they are clear and specific. If they leave room for interpretation, then it is a poorly written one. E.G. if a friend says, "get me a salad". That has lots of opportunity for interpretation. We can think of at least 10 kinds of salads, so its lacking in specificity can result in something being delivered which does not meet your friend's requirement. When receiving such a Spec, one must ask questions to clarify and eliminate the various options to flesh out all the details. In the case of the salad example, we should clarify what kind of leaves, dressing, croutons, vegetables, meats, size, etc. A good project leader will insure clarity of purpose, deliverables and outcomes are clearly defined.

This is by far the most important piece of the project in my opinion: It provides a shopping list of granular detail which defines the success of the project/product/process, and at the same time leads into the validation/test planning. How do you know you are done when you don't know what you need to do and how to show validation?!?!

In my opinion, this is a core point. Obviously all the other items are important, but many times products have not a good transition between R&D and Manufacturing stages due to missing information regarding specs. It is critical to define properly not only the specs, but also how to evaluate them and the right tolerances. Design must be done so that all the troubleshooting and further analysis are easy to make.

In my experiences, project specification is as important as specification validation especially at design stage (3D design & simulation is required). A lot of work need to do to validate each process, system or equipment involved in each stage. This step is crucial to reduce any mistakes or error during production stage since any changes in this stage may require additional cost and delay in project timeline

In my field, we have found the ability to ReUse engineering very important. No matter how complex a design is, a comprehensive documentation will allow any future engineer or team of engineers to use existing projects as starting points and building blocks for new endeavors. Time spent designing solutions can be significantly reduced by applying lessons learned and reusing knowledge every time, as long as this knowledge is properly documented.

This is the legacy of the project and also often a very difficult part of the project to convince people just how important it is to capture details. Too often we look back at a project to gain insight on a project that can have a bearing on a current project only to find that it lacks dates, engineer in charge, QA, etc. There may be a results PPT file but no raw data files saved. There is a lot of data, information and experience lost.

From the Pricing to the BOQ to the process flow charts, the modification documents and material utilisation is very important as these must form the documents for project closure

Además de la documentación relacionada con los objetivos y metas del proyecto se debe considerar mandatoria la entrega de toda la información para los usuarios.

Often given the low importance, documentation is one key factor in controlling the project and aligning with the tasks. Project documents can be Project Charter, Project plan, chart of responsibilities, stakeholders and their responsibilities, dependencies, minutes of meetings, progress reports, safety reports, time logs, achievements and certificates etc. These documents will give the history and will help in planning further for the project direction. Also new team members can refer to specific documents for acquiring knowledge about the project, which is better than explaining verbally to them.

Producibility, producibility, producibility!!! Did I mention that it must be producible? As a current leader of a parge production line it is without doubt that the output I expect from manufacturing team is a manufacturing plan that can be brought to physical incarnation at the maximum rate for the product line in question. Whether it is a single unit or multiple units per day, it is incumbent upon the manufacturing engineering team to validate the design from engineering supports the production rate and the the manufacturing sequence and plan also supports the planned rate. Otherwise the production line fail before it ever laods the first critical part. Did I mention it must be producible?

I always called it the 5 Pillars of Manufacturing Engineering. 1. Engineering 2. Producibility/Affordability 3. Tooling 4. Production Floor Support 5. Corrective Action If you fail at any 1 of these, you impact the entire system.

Key deliverables for a manufacturing engineering project typically includes Process documentation, Effective PFMEA, Design specifications, Production plan, Quality control plans and the cost analysis report. Implementation of systems, tools and processes along with staff training are key components of the project’s deliverables.

Project outputs can vary depending on the nature of the project and its goals. It's important to note that project outputs are distinct from project outcomes or impact. While outputs are the direct results of project activities, outcomes refer to the broader changes or benefits that occur as a result of using or implementing the project outputs. Project outcomes are often related to the project's intended goals and objectives and may have long-term effects. Tracking and monitoring project outputs is essential in project management to ensure that the project is progressing as planned and to assess its success in achieving its desired outcomes.

...criteria, scope, budget, engineering design, quality control etc. but most importantly, the skills to provide the product. Everything prior to manufacturing/fabrication are but a dream if there are no skills to execute...

Make sure to promote the results of your project. Benefits should align with the charter, and you should be able to quantifiably show results. An interesting recent example of a very successful project that was not received well by executive leadership initially, boiled down to alignment on charter and benefits. Executives didn't understand why there was still an On-Time Delivery issue with a production line post project wrap-up. The project was focused on saving $1M+ in annual scrap and successfully achieved these results we could show with data. A follow on project was launched focusing on delivery. In a case like this, make sure the team gets to celebrate the initial project win.

Talking about project benefits, its well defined during the very inception of the project and hence given a green signal or a go - through, what's important is to have iterative and incremental inclusion and display of project benefits during the whole cycle of the project execution and closure to keep the stakeholders interested and motivated.

Every project boils down to benefit. The benefit needs to be specific to a customer, to the organization, or other pertinent stakeholders. In my opinion, not all projects require the same upfront work but every successful project requires specific benefit or a clearer path toward specific benefit.

t is essential that promoters of real estate development involve the various designers and builders from the beginning of the real estate development journey, assembling a multidisciplinary team, in an organized manner, to mitigate problems and technical conflicts. I remember that the BIM space plays a fundamental role in this scenario....

Quality Standards: Define quality benchmarks and inspection criteria. Like maintaining quality control in manufacturing, this ensures the final output meets standards.

Involve someone from the Communications dept in the Project from the beginning. Have them capture the "story of the project". At the end of the project, publish it internally and externaly (if allowed) and promote / recognize the team. Recognize key contributions and push for the team to be recognized by senior leadership via various company awards / bonuses. Next time you are to launch a project, everyone will want to work with you.

It may not directly help the current project, but a Lessons Learned recap at the end of a project will help to make future projects run smoothly. I like to try and put things in three categories: Start, Stop, & Continue. “For us to be successful in similar projects, we need to start doing X, stop doing Y and continue doing Z.” Then ideally create/modify processes that capture these refinements, so they’re not forgotten after the Lessons Learned brainstorming session with the team. Note: Be careful not to let these sessions turn into a forum for complaints or condemning. People should have the mindset that they are a positive way to grow and be better on the next project.

Essential to make sure the team responsible for producing the deliverable via kitting, programming, assembling, machining, fabrication, testing, inspection etc know the scope of work and are included in discussion and decisions. If there are any issues with existing systems, these guys will know what to do and what to avoid with future adaptation and implementation. Great teams that are well informed will achieve results when working with uncertainty.

A project risk assessment, covering aspects such as timing, quality, budget, and other critical requirements is a very valuable activity/ document. It helps creating an overview of project risks "within" but also "outside" your span of control. Critcal path and (timing of) critical desicion taking will become clear.

Don't forget a good old FMECA and maintenance requiements analysis. Optimised / optimal or risk based maintenance will play a part in things like tooling, spare, supply logistics and other decision making elements in the lifecycle.