Enhancing producibility in an enterprise begins with the
commitment of management. Implementation of a process such as IPPD, which
integrates process development with the development and design of the product,
and associated IPTs requires a clear indication that management encourages and
supports the IPPD process and is willing to reward its staff for contributing to
its successful implementation.
Management demonstrates its commitment to the
producibility process through active engagement. Management must initiate the
process, communicate expectations, set goals, empower teams, remain visible,
provide managerial inputs, and commit to implementation of the results. Strong
commitment and effective leadership generate success in a producibility system
which, in turn, produces higher-quality, lower-cost designs for products that
can be repeatedly manufactured with high yields. The commitment by management to
provide for an effective producibility environment should permeate all
Management must also recognize that establishing a
seamless, information-rich environment is a crucial part of the commitment. It
is important that all members of the IPT have ready access to all relevant
information. Furthermore, it is essential that management is committed to
understanding the capabilities of its organization and its processes. In this
regard, measurement of all elements of product and process is critical.
Management must foster an environment that requires measured data for decision
making rather than the use of the resident expert. Finally, it must be clear to
all that management believes that the ability to affordably manufacture and
support the product is as important as product performance. The organization
must maintain a focus on the customer - delivering what the customer wants, when
it is wanted, and at the price the customer is willing to pay.
Case Studies 1 through 4 in Appendix D provide insight
into the management commitment required to integrate producibility successfully
into the product development process.
Historically, industry has spent significant resources on
rework, scrap, and rejections. Much of this waste has resulted from a lack of
communication among all the essential elements of the enterprise. A commitment
by management to a producibility system as described in these guidelines will
result in lower costs and enhance the organization's competitive posture.
Staff: Commitment is
required by all levels of management to achieve success. In particular, the
company's senior staff and the leadership of the relevant IPTs must be dedicated
to the achievement of an improved producibility system.
Tools and Techniques: There are many variations of the IPPD process - all with
the same basic objective to integrate the design and development of the
product with the development and maturation of the manufacturing processes. An
overview of IPPD, including references for more information on this and
related concepts, is presented in Appendix F.1.8
in the principles of IPPD and the use of IPTs to achieve the integration is
Effective communication is critical to integrate
producibility into the product development process. In order to obtain the
changes needed in the organization, a four-step process should be applied.
First, information must be provided to all levels of the organization to build
an awareness of producibility and the potential for improving the organization's
products. Next, an understanding of producibility skills, tools, and knowledge
to implement the change must be acquired through education and training.
Management must then commit to the change and communicate that commitment.
Lastly, management must act to change the organization and its
culture.Management responsibilities for driving the
cultural changes necessary for an effective producibility program include:
- Making a long-term commitment to institutionalizing
producibility as an integral part of doing business;
- Ensuring that highly skilled people are available
early in the design process to address producibility;
- Educating and training employees in the
producibility process, including producibility methods and tools;
- Empowering, encouraging, and visibly supporting
teams using producibility techniques;
- Implementing the results of producibility efforts;
- Recognizing and rewarding producibility achievements.
For each product, initial and periodic senior management
reviews with the IPT are critical to ensure up-front, mutual agreement on goals
as well as continued support as the product develops. Senior management must
provide the IPT with expectations and not specific direction on how to achieve
the objective. In other words, management's role becomes one of enabling the IPT
to arrive at an independent design solution. As noted in the next section, the
organization must be capable of functioning in a manner very different from the
traditional hierarchic organization.