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Manufacturing Systems Foundations of World-Class Practice (1992) / Chapter Skim
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Implementation Projects: Decisions and Expenditures
Pages 93-99

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From page 93...
... A knowledge-based work environment and rapid product and process introduction cycles require a close linkage between the planning and designing and the implementation and execution. As products and processes become inherently more complex and technology driven, the absence of clear objectives and of ready-to-access skills, knowledge, and technology results in a search for cause-and-effect relationships.
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From page 94...
... For many of these commercialization projects, the schematic representation of the accumulated expenditures shown in Figure 1 is universal. A slow ramping of expended dollars or engineering hours occurs during the initial 40-70 percent of the elapsed time.
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From page 95...
... a) 40 20 t=~0 Market Verification _ _ — / l l I Decision 1 1 1 1 1 1i - 15/85 Rule 'I / | Expenditure 20 40 60 80 100 Percent of Time to Project Completion ~ - ~ Design Tooling/Equipment Design Plant and Facilities Module Prototypes Equipment Pilot Runs Engineering Prototype Customer Verification Timing of Key Events 95 Software/Systems ~ _ Training Run Plant FIGURE 1 Schematic relationship between project expenditures and the decisions about the product or process.
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From page 96...
... There have been numerous recent examples of a large disparity between companies doing similar projects. Plain paper copiers, workstations, or automobiles are product examples for which careful studies have shown as large as twofold differences in the elapsed time and the engineering workhours or expended funds when implementing similar projects.
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From page 97...
... Later fixes usually require more time and larger expenditures than corrective actions taken early before other processes, designs, and systems became determined and influenced by imperfect data. The uncertainty about the new product or process is of course subject to customer and market uncertainties; but let us focus on uncertainties in the
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From page 98...
... Knowledge about the capability of individual and linked processes and process steps, of machines and process lines, and of integrated production systems is a key to reducing uncertainty because it establishes current and future possibilities for the new product. This understanding sets the agenda for problem resolution when more advanced processes are required.
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From page 99...
... Experiments to validate cause and effect are suggested, mental models can be conceived and tested through field studies, and quantitative relationships could be estimated. Clark and Fujimoto have shown that the methods and practices of project teams (formal and informal)
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Key Terms

  • elapsed time
  • process introduction
  • product design
  • mental models
  • commercialization projects

  • feedback loops
  • project teams
  • development lab
  • similar projects
  • special requirements

  • constructed schedule
  • manufacturing metrics
  • initial research
  • require unproven
  • events include

  • fixes usually
  • organized affect
  • schematic representation
  • essentially sunk
  • design aspects

  • enterprise growth
  • significant value
  • force selection
  • dogmatic adherence
  • absolute sense

  • key decisions
  • technical feasibility
  • extensive research
  • doing similar
  • processes involving


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