Engineering Processes and Project Management

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Engineering Processes and Project Management: New Products Development, Product Improvement, Portfolio Management, Project Management, Process Controls, Problems Solving, Technology Transfer, Risk Analysis

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Engineering Processes and Project Management

  1. 1. Definition Plan Implementation AuditCore  Processes   Define Objectives - VOC - Concept Plan Design Develop Verify Prepare Validate Produce Data & Customer Feedback •  New Products Development •  Product Improvement •  Portfolio Management •  Project Management •  Process Controls •  Problems Solving •  Technology Transfer Process Details •  Risk Analysis Scaled and Tailored to Organization’s Needs
  2. 2. Definition Plan Implementation AuditNew Product Development Define Objectives - VOC - Concept Plan Design Develop Verify Prepare Validate Produce Data & Customer Feedback •  Periodic Project Portfolio Review Process Guide and Procedures •  Define Priorities Phase IV Purpose: Pre-Production Product Development Process Guide Finalize the product design and validate that the product meets customer needs. •  Focus on Fast Track Projects Prepare product(s) for full ongoing production and market place commercialization. Product Development Process Guide Description: The product design is refined to its final form. The final product design is documented and validated to meet Product Design Specification requirements and customer needs. Phase III Prototype The final phase of Manufacturing and Procurement Plans are conducted. Process design/development are conducted. Process Purpose: Design and document the preliminary product design, and verifyvendor sample evaluation are conducted in preparation for studies and that it Pre-Production Run. meets the Product Design Specification. Proceed with Manufacturing, Marketing, Support and Test Plans. Conduct a Pre-Production run. Samples will be used to validate both Description: The Product Development Team designs, documents and validatesmanufacturing processes. the design and the product(s) using existing systems. Product Development Process and product designs are refined after Pre-Production Run in Process Guide A rigorous cross-functional design review process is used throughout Ongoing Production. preparation for Full this phase. Implement the final phase of Support and Marketing Plans in •  Focused Leader Delivers Project Goals Manufacturing, Marketing, Support and Test Plans proceed on a product commercialization. preparation for Phase II Feasibility parallel path. A rigorous cross-functional Design, Process and Program Phase Purpose: Deliverables: Select, define and commit to a product concept; define and initiate Reviews are conducted. plans for non-product design functions. • Prototypes • Preliminary Test Results; R & D Deliverables: and or Verification Testing Definition: The Project Team transforms the broad requirements Design Documentation: Drawings, Programs, • (what’s) of the • Final Design Doc.: Drawings, Test Specifications, Use Manuals!. Initial Product Specification into product design concept. • Release of Long Lead Parts • Final Risk Management Review: Risk Analysis, FMEA ! • Capex • Design & Process Reviews Product Development • Risk Management Review: Risk Analysis, FMEA • Process Studies Innovative concept alternatives that satisfy the Initial Product ! Process Guide Specification are explored. The most promising product concept is • FMEA • Product Validation & Test Results selected and documented during this phase (only one Design Review Results • concept for each • Manufacturing, Marketing, Support Plan Review system or sub-system). Concept development shouldProcess Review Results • be limited to • Pre-production Review, Product Team Sign-Off & ECN Release clarifying concept definitions and reducing risks to acceptable levels. Marketing, Support Plan Review • Manufacturing, Phase I Concept (note: concept development and design takes place in the next phase) • Project Plan (Tasks, Budget, Schedule) Phase Review and Approval are required prior to substantially moving to next Program phase. Some overlapping of phase activities is expected. Purpose: Identify, rigorously define and launch promising new product committed product concept is rigorously defined in a Product The Program Phase Review and Approval are required prior to substantially moving to next opportunities. This phase is arguably the most important Specification. Once approved, concept changes must be approved. part of the project. It defines our goals / targets. Shoot at the wrong target and phase. Some overlapping of phase activities is expected. •  Consistent Processes Tailored to Needs even the most expert marksman gets no reward. Focusing our efforts Marketing, Support and Test Plans are defined. Parallel Manufacture, on the right target is essential. paths for each are initiated. Revision B Page: 10 Product Development Description: The Project Manager/Leader leads a cross-function team. Deliverables: Process Guide Engineering, Marketing and other department representatives are Specification (design specification) • Product members of the team or provide support. • Manufacturing, Marketing, Support and Test Plans • Risk Management Review: Risk Analysis, FMEA ! During this phase, customer/market needs, competitive analysis, • Project Plan (Tasks, Budget, Schedule) PRODUCT DEVLOPMENT PROCESS business needs and technological opportunities are synthesized by the • Review Long Lead Items team to define new product opportunities. These products opportunities are defined in the Initial Product Specification. • Design Review Purpose: To Deliver Profitable New Product to Our Customers. • DHF Review Ownership: Enterprise The Voice of the Customer is brought into the process through various methods: market research, customer interviews, questionnaires, etc. Approval are required prior to substantially moving to next Program Phase Review and Roles: Project Team Technological opportunities are compiledphase. Some overlapping of phase activities is expected. through various methods Revision B Page: 9 R&D, competitive analysis, design concepts and technology searches. Each Project or New Product Idea is entrusted to a Project Team. The Initial Product Specification is reviewed and approved by a cross- Highly Effective Teams: functional Management Team. Approved projects are prioritized and • Deliver the Project Plan overcoming the inevitable unforeseen launched when resources are available. obstacles. • Are a group of result-oriented professionals working together in a Initial Product Specifications contains: high trust environment to get the project done right. • Product Specification (market driven, broad high level requirements, • Are committed to the customer, the project objectives and delivering what needs to be accomplished, not solutions) their project plan, from the start. • Target Cost and Price; Projected Sales Volumes • Emphasize frequent and effective team communication to • Business case (development and product cost, return, etc.) support/speed decision making and action. • Fit With Product Line Strategy • Proceed with a sense of urgency, ownership and empowerment. • Competitive Analysis Revision B Page: 8 • Make the project decisions. • Development Risks • Complete tasks as early as possible. • Resource Requirements • Complete tasks in a parallel or overlapping manner were possible to • Development Budget And Schedule Constraints compress cycle time. • Have a "Can Do" attitude. Deliverables: • Initial Product Proposal The Project Team owns the success of the project! Program Phase Review and Approval are required prior to substantially moving to next Management Team phase. Some overlapping of phase activities is expected. The Management Teams role: • Launching projects & supporting implementation. Empowering Team to run their project. • Ensure management understanding, consensus and buy-in Revision B Page: 6 • Allocating resources (Human, Financial & Physical) • Project oversight • set objectives (approve changes when necessary) • budget/schedule approval • cancel projects when necessary • address barriers that impede progress • Support and coach the Project Team Revision B Page: 3
  3. 3. Definition Plan Implementation AuditProcess Cycle Time Reduction Define Objectives - VOC - Concept Plan Design Develop Verify Prepare Validate Produce Data & Customer Feedback Company News Letter •  New Product Development Process Improvements •  New Technology Transition •  10% sales growth that grew to double sales within a two years
  4. 4. Definition Plan Implementation AuditProduct Improvement Engineering Define Objectives - VOC - Concept Plan Design Develop Verify Prepare Validate Produce Data & Customer Feedback Focused On 1.  Quality 2.  Delivery 3.  Cost Savings 4.  Product Line Extension Product Improvements * Not Part of NPD Team   Action Oriented   Manage Work   Manage Resources – Priorities & Availability   Resources •  Define Objectives and Plans •  Cross-Functional •  Review Progress Against Results •  Dedicated, Focused, Separate From NPD •  Collaborate with NPI   Problem Solving   Short Term – Max Gain in Shortest Time with Limited Risk   Measure Progress and Results   Long Term – Root Cause Solution - No Question of Adequacy
  5. 5. Definition Plan Implementation AuditProduct Line Planning Define Objectives - VOC - Concept Plan Design Develop Verify Prepare Validate Produce Data & Customer Feedback
  6. 6. Definition Plan Implementation AuditFast Experimentation Define Objectives - VOC - Concept Plan Design Develop Verify Prepare Validate Produce Data & Customer Feedback Kaizen Event - Several Days - Cross-functional1.  Visit Customers, Observe 3. Mockup Ideas and Define Needs2.  Team Meets & Brainstorms 4. Evaluate – Refine 5. Reconnect with Customers

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