What are your best practices for ensuring reliable manufacturing engineering projects?

The most important key factor is to have a sophisticated SOW (statement of work) and properly identify the problem that needs to be solved. Many times we identify a project and keep moving the scope of the project, making it seem like the manufacturing project you are looking to implement is harder than what was planned by moving your target date and budget. Identifying key risks ahead of time and planning for KPI metrics that you can measure after the project implementation and prove the project success with actual metrics. Using a gate process with the stakeholders as the project progresses is key to a successful project development and enables the ability to make modifications as the project matures if needed.

Since the key deliverables of all projects are "safety, quality, timing and cost", start by quantifying these deliverables. Limited information is normal, so start with rough estimates and confirm how viable the project is. Start with "a workable plan", not "the perfect plan". If you insist on "the perfect plan" before proceeding, you will run out of time or go over cost. The amount of vagueness that can be allowed in the plan depends greatly on the project; Is this a new activity for everyone or a familiar path? How precise are the deliverables requirements? How flexible are the budget and schedule? etc. etc. Communicate your plan widely and openly through your organization. Big projects affect many people that you don't know about yet.

One important activity that supports reliable scope definition is outlining all key stakeholders since the beginning, the dependencies between each other and the deliverables ownership. If each Team knows who’s responsible for what, when and how; the project will have more probability of success. Furthermore, risks impacting key activities and those deliverables need to be visible to all stakeholders and have clear mitigation plans.

Reliability in manufacturing engineering hinges on meticulous planning and execution. In my product design tenure, consistency has been a beacon. Like how every iteration in CAD, be it SolidWorks or AutoCAD, nudges us closer to perfection. Real-time feedback, especially in CNC operations, is a game-changer. It's reminiscent of how modern vehicles get instant diagnostics, enhancing performance. Induction hardening is an art; precision is key. It's much like a chef ensuring the perfect sear on a steak, every time. In the global market, leveraging digital marketing, especially Google Ads, aligns manufacturing with demand trends. Together, we're crafting engineering masterpieces that stand the test of time. #ManufacturingExcellence2023.

Defining the scope of a project requires a great olistic perception of the situation as well as similar or very different experiences that can contribute to the current moment. Having a multidisciplinary team is a great necessity as together they can mitigate various risks and deviations.

This is where I will add the understanding of the supply chain of the long lead items among your raw materials and component parts. There is cost-benefit tradeoff for keeping stock of pre-ordered critical items if your forecast of customer orders is close to reality. You may be able to save your customer some significant time on their orders and also deliver reliable after sales support while combating obsolescence.

One important aspect that I’ve found relevant within resource allocation activities is understanding very well resources availability and costs variations through the project’s lifecycle. Holidays or seasonal changes may impact the project’s budget or resource readiness.

Effective cross departmental communication is essential in successful manufacturing projects. In my past experience the customer facing resource, sales or applications engineers are often far removed from the realities of the manufacturing process. Thorough understanding of three main process; manufacturing, inspection and testing will inform the project manager of realistic delays who can then produce an effective project plan with resource accounted for to aid in project recovery at potential slip-points. In my experience, often the project schedule responsibility is given to operations staff or customer facing staff with inadequate knowledge of manufacturing processes. This leads to impossible project schedules and inevitable slip.

In my experience, planning the resources and schedule is crucial for any manufacturing engineering project. I use tools like Gantt charts, Work Breakdown Structures, and Critical Path Analysis to plan the tasks, dependencies, durations, and resources needed for the project. I also allocate some contingency time and budget for unexpected issues or changes. This helps me to optimize the use of resources, avoid delays, and manage risks.

Understand your business capabilities, limitations and bottlenecks. All key to a successful project. Develop a build plan. Know your schedule intimately. Identify the slack....and don't waste it! Manage your releases. Manage your buys. Manage your supply chain. Manage the bottlenecks. Manage the build plan.

The most critical part of the process and system design in laying out a realistic and lean work process . .Starts by identifying the loop holes in the day to day activity or process and improvising the same asap, this remains a continuous process . It is of paramount importance to revisit / monitor periodically and randomly as well , categorise the tasks into standard and non standard or occasional, effective communication and clear responsibility matrix is the key to successful system design . This ensure the Input is complete also reduce rework ,practical expectation from the team yet working efficiently and ensuring outcome is customer centric , process automation tools and carefully placing quality gates gives positive result .

In a recent heavy machinery product development project at Ultimus Engineering, applying our process and system design expertise was key. Focused on creating a new piece of construction equipment, we meticulously optimized its design and manufacturing. Our approach involved a detailed analysis of inputs, outputs, and transformations specific to heavy machinery. We designed each component with precision, ensuring seamless system interactions. Rigorous testing, validation, and verification were fundamental to meet our high standards and the client’s specifications. This thorough process led to a highly efficient, reliable product, tailored perfectly to our client's needs, showcasing our commitment to excellence in heavy machinery development

One critical aspect to deliver high quality processes is receiving timely and reliable inputs. The flow and communication of the data that feeds the process needs to be accurate, simple and efficient. Changes to design must be reviewed and controlled by the correct stakeholders. Questions that need to be addressed here are: why do we need this change? Does this change adds value to the customer? Who will apply the change? Are all resources accounted to execute it? Do we have feedback from all relevant teams to confirm this change?

Very few companies actually correctly use the quality tools available to systematically define the process design. Using DFMEA, Process Flow, PFMEA, Control Plan to define the process/line, test/measurement, quality checks, & work instructions is the best way to successfully plan & implement. The output of each tool is the input for the next tool & provides a comprehensive logical approach that absolutely works. Then use continuous improvement to learn & perfect.

input is equal to output (Ei = Eo) but this is not the case always. it is critical to have a sound process where controlled losses operate on a minimal percentage. revisit these areas and simulate the process with different approach to test its reliability.

I’ve found useful to know and understand how certain stakeholders communicate and their preferred method. Do they need a report? Does a direct or indirect way work better? Do they have cultural barriers that require specific communication paths? Will they need additional or more frequent interactions or feedback?

Set up drum beat meetings so that everyone gets used to a rhythm of when things need to be ready and communicated. Deadlines drive results, so communicate both progress and obstacles visibly and openly. Measure what stakeholders are interested in and involve them on the decisions that will be based on data.

In manufacturing engineering projects, a robust Factory Acceptance Testing (FAT) process is instrumental in delivering value to the project. By conducting thorough testing and inspection of equipment before its shipment, FAT ensures that the equipment meets specified requirements and functions as intended. This proactive approach minimizes the risk of issues during installation, reducing downtime and costly modifications. Moreover, the collaborative nature of FAT fosters effective communication among stakeholders, aligning expectations and promoting a smoother project execution. Ultimately, a well-implemented FAT process contributes to project success by enhancing quality, reducing risks, and ensuring the efficient start-up curve.

One awkward situation is knowing who your true stakeholders are as well as internal and external customers in the project. They may not be immediately visible. So not only is communication important for known participants but communicating to find those people left out but need to be communicated with is required.

Communication, collaboration, and transparency are the three key factors that I use to manage and report to the stakeholders involved in the project, such as the client, the team, the suppliers, and the end-users. I establish clear lines of communication with all of them, using various channels and methods, such as meetings, emails, reports, and feedback surveys. I work closely with them to understand their needs and expectations, and to include their feedback in the project plan. I also report all project information honestly and transparently, including any risks, issues, or changes that may impact the project. This helps me to build trust, resolve conflicts, and ensure customer satisfaction.

Keeping track of all lessons learned throughout the project will support improving processes. And for this lessons to be valuable and useful, a correction process needs to be set in place for each one of them. Some of them could and should be implemented immediately if possible.

For reliable manufacturing engineering projects involves 1. Regular Assessment: Continuously evaluating project progress against predefined milestones and benchmarks. 2. Performance Metrics Tracking: Monitoring key performance indicators to ensure they align with project objectives and reliability goals. 3. Identifying Deviations: Promptly identifying deviations from planned targets and addressing them to prevent delays or quality issues. 4. Risk Management: Proactively managing risks that may affect reliability, addressing them swiftly to maintain project integrity. 5. Adjustments and Improvement: Making necessary adjustments based on performance data to optimize processes and enhance reliability throughout the project lifecycle.

Measure and track everthing that needs to be measured and tracked, but remember that that is not the project. Getting things done and delivered is the project. If you can get ahead of schedule, do that at every opportunity. There will always be unexpected delays. Nothing ever goes exactly as planned, so assume you overlooked something, and confirm that what is someone says is done really meets the design, quality, and performance goals.

I remember a project where I had to deliver a prototype to a client within a tight deadline. I monitored and controlled the project performance using key performance indicators (KPIs), such as cost, time, quality, and scope. I used tools like dashboards, charts, and graphs to track and visualize the project status and performance. I also conducted regular reviews and audits to identify and address any issues or deviations. This helped me to ensure that the project was on track, on budget, and met the requirements and expectations of the client.

Para acompanhar o desempenho do projeto, podemos medir de forma quantitativa através do KPI (Key Performance Indicator) ou Indicador-Chave de Desempenho, dentre os 5 principais destacam-se: valor agregado (mede o que foi entregue pela equipe do projeto); ROI (o retorno sobre o investimento); desvio de prazo (quando o tempo planejado precisa ser reavaliado); desvio de custo (regula o or?amento disponível) e desvio de esfor?o. Ter KPIs bem definidos é parte fundamental da estratégia de gest?o de uma empresa.

The last step of any project is to close and review it. I always make sure to complete all the deliverables, document all the lessons learned, and celebrate all the achievements. I also conduct a post-project evaluation with the client and the team, using tools like SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) and surveys. This helps me to assess the project outcomes, identify the best practices and areas for improvement, and provide feedback and recognition.

In my POV ?? Closing the project involves formally completing all project activities, delivering the final outputs, and obtaining stakeholder approval. This phase includes conducting final inspections, documenting lessons learned, and archiving project documentation. By closing the project properly, the team ensures that all deliverables are met, and resources are effectively transitioned to other projects or tasks.

The success of an engineering project is often measured by its completion on time, within budget, and to the required specifications. However, another important measure of success is the satisfaction of the operational areas that will be using the finished product. In order to achieve satisfaction in operational areas, it is important to involve them in the project from the beginning. This will ensure that their needs and requirements are understood and taken into account throughout the design and development process. It is also important to keep them updated on the progress and to get feedback on any changes or modifications.

This is a common fallacy, that there is an end to the project. Once you have achieved the official and inofficial goals you have to maintain the project. That requires some resources. The problem if you don't do that you will quickly lose any benefits

The steps listed on the initial post are all important. A most important factor is someone with knowledge and experience to lead the project through these steps of progression. In many cases, no longer are associates trained and promoted through the ranks providing leaders with product knowledge and experience. In todays world, project leaders who lack this knowledge and experience are depending on spread sheets and forms to assess and perform project steps.

During my time at MOOG Baguio in the Philippines , i was one of the few who got selected as a temporary methods engineer and one of our task is to do RER’s or request for engineering . review, the documents are all piled and mixed up for changing or improving programs, fixtures, process etc.. so we segregated everything and then the method we used is DMAIC. it helped us a lot and with in a few months we’ve finished most of the Important things that production line needs.

Apart from the steps above, I also consider some other factors for reliable manufacturing engineering projects. They are: Innovation: I use tools like brainstorming, design thinking, and prototyping to generate new ideas, solve problems, and create value. Sustainability: I use tools like life cycle assessment, eco-design, and green manufacturing to reduce the environmental impact, save energy and resources, and comply with the regulations and standards. Ethics: I use tools like codes of conduct, ethical principles, and social responsibility to respect the rights, values, and interests of all the stakeholders, avoid any harm or misconduct, and contribute to society and the profession.

In my Prospective ?the most important thing is Identifying the potential risks and uncertainties that may impact project outcomes and develop strategies to mitigate or manage them effectively. Regularly assessing and monitoring risks throughout the project lifecycle and adjust plans as needed to minimize disruptions and delays is much essential. Also Allocating resources efficiently and effectively to support project activities and objectives is helpful while Monitoring resource utilization, identify any constraints or bottlenecks, and make adjustments as needed to optimize resource allocation and ensure project success.

All of these items should be addressed and captured in a Task Charter. I use the word Task specifically because Project often infers capital spending and that is not necessarily the case in manufacturing.