Individual producibility engineers were required to exercise several
critical skills. Responsibilities necessitated a thorough technical
understanding of the functional area represented and a comprehensive
understanding of the design process. The most important aspect of this skill
area was knowing when in the process to introduce producibility efforts. In
addition, the engineer needed to perform as both a team player and when
necessary, a team leader. Finally, a producibility engineer had to demonstrate
adaptability to evolve a design through mutual compromise of often conflicting
requirements. This required having the ability to "politically engineer''
real-time decisions during the design process.
Assembling the team required the first phase of upper management commitment
since key resources were required from various organizations, and a
potentially new organization might need to be created. Internal company
procedures helped through the formal institutionalization of an organization
dedicated to the fanout of producibility disciplines and methodologies into
the design engineering charter. Specific standard design procedures were
required. For example, design policies defining preferred design guidelines,
methodologies, and tools, as well as management reviews and measurement
indices could have all been appropriate. Those procedures were enforced to
help initiate the required cultural change.