Equilibrando a relação custo-benefício entre as equipes de engenharia e produção: você está pronto para encontrar um terreno comum?

While having overall common goals is pretty standard, having a common understanding of a situation or project and setting realistic goals can be the game changer. If the goals are realistic, the support will be there but if not, the eye rolls will start as well as the negative comments. Having discussions early on about what the goal is, the available budget, and then developing the action list with assignments, will get momentum going. But more importantly is the open and honest communication on an ongoing basis. Without this feedback loop, I have seen good intentions based on early data fail to deliver good results because loss of sight of reality. Testing how logical and good a project is going will show if the communication is working.

Balancing cost-effectiveness between engineering and production teams involves aligning objectives, fostering collaboration, forming cross-functional teams, setting clear metrics, leveraging technology, promoting continuous improvement, investing in training, and addressing conflicts promptly. These strategies ensure both teams work harmoniously towards shared business goals, enhancing overall cost-effectiveness and operational success.

Alignment with company goals and objectives meaning that all departments need to participate on the alignment. Marketing field service Quality Assurance, etc. As such ensuring the success of the product

Yes, finding common ground between engineering and production teams is crucial for balancing cost-effectiveness. Effective communication, shared goals, and understanding each other's constraints are key to achieving this balance.

Vetting out a project takes looking at the entire process. In lot of situations what looks good on paper doesn't translate in reality. It's best to have a checklist of all of the attributes and steps in the process so not to overlook something. Even after 40 years in manufacturing, trying to remember everything is impossible. Don't be afraid to ask questions or bring up concerns with customers and project teams. A huge pitfall with new designs is sharing a solution with a customer too early in the process or without being clear that it is in the vetting stage. Getting a customer excited then having to withdraw the option is painful for sales folks and innovation teams. So it is critical to be clear what stage an idea is in.

There is no more important person to involve in a project than those who do the work. Knowing exactly how a process works from the process owners will make or break a project for a number of reasons. As project engineers and managers, we normally do not have an up-to-date view of the process. Not only do we get details that help make decisions, if they are involved and have a voice, they will do everything to make it happen. The opposite is true if left out of the loop and are handed a solution that they have never seen. That is just about the surest way for a project to fail or have poor results. Not only will they help find the best way today, but will supply a never ending list of improvements as long as they are part of the process.

During the NPI stage and alpha builds we need to look for ways to improve product quality and performance thus aligning with CI principles