Use of databases to identify customer-relevant product characteristics. Possibility to develop probability models or to measure the effect of variables on a continuous response (turnover, profit, cost). Automated product cost models to accelerate analysis and assess risk/exposure to external variables (dollar, commodities, inflation).
Revenue projection for certain product lines identifying trends/seasonalities for optimizations or proposals for substitute lines. Correlation of technical improvements in quality indicators. Market projections for project feasibility analysis.
The main benefit for engineering is the comparison of the product portfolio with the competitors. These technical comparisons can identify which improvements are needed in our portfolio and validate niches of activity that competitors are not.
Before developing the product, we can assess the acceptance of product features/functionalities/characteristics. The same goes for product lines available on the market, which often do not meet customer expectations. In some situations, this tool helps the company make the decision to discontinue a product line (phase-out) and reduce manufacturing complexity.
The main opportunities for process review in engineering are in Product Customizations and New Product Development. In both, it is possible to work with project classification and direction for teams according to the complexity of the development. This organization has a direct impact on productivity and alignment with the company’s growth strategy.
Suggestion presented for the Business Management process.
Having a pattern of development phases and activities, they aim to maximize the financial return of the project and reduce the technical and manufacturing risk with its progress. The implementation of this process focuses on tools that are widespread in the market such as FMEA, QFD, prototyping for concept validation (use of MSE, COV, DOE), decision making at the time of financial investment with minimal risk.
To address the lack of resources to develop products, one of the alternatives is to hire more people and the other is to work on prioritizing projects with Portfolio Management. This definition structures decision-making for the most relevant projects, avoiding negotiations for specific resources, where affinity between people prevails rather than what is best for the company.
It is common for companies to allocate the professional with the greatest technical knowledge regarding the scope as project leader. And it is even more common that this type of professional profile prioritizes the execution of technical activities to the detriment of project management. it is possible to conciliate the 2 roles: Project Leader and Technical Specialist.
Short-term workshops (~2 days) can be carried out with the main projects selected for the leaders. In this type of event, in addition to learning the techniques, the projects are already planned.
A number of tools can be used to implement engineering solutions (Design for Six Sigma, DOE, COV, MSE).
The most common applications are to solve quality problems or optimize the cost of the product/process.
After knowing the tools and seeing the results, many companies look for the training of their teams: Yellow Belt, Green Belt, Black Belt, Six Sigma for Executives.