The BRASS RING
- Marty Schad
- Aug 29, 2019
- 2 min read
Each week this newsletter concentrates on the “science/art” of building Great Manufacturing Processes.
Many times we discuss all the hard work and focus involved in trying to make this happen in a clever and efficient way.
However, for some balance (and some fun), let’s also consider…
What is the “Brass Ring” from all this work?
What is the prize from this work, the payoff from it?
The payoffs can be put into three buckets: 1] profit maximization, 2] risk reduction, and, 3] those due to trustworthy process.
Let’s think about each of these buckets…
Bucket 1: Profit Maximization
New Processes
Prototype equipment costs are minimized by understanding the true process needs.
Research efforts are evaluated early for manufacturability, when leverage is high.
Existing Processes
Inspection costs are minimized by high process robustness.
Raw material variations are handled gracefully, ensuring high yields.
Bucket 2: Risk Reduction
New Processes
Samples can repeatedly and at will be made for prospective customers: this is vital when the customer really likes a particular sample.
The risk of “false starts” that cannot be repeated at pilot scale is reduced.
Existing Processes
Equipment is evaluated for its process functionality, not just how shiny it is.
Variation related-risk is continuously reduced by the routine application of Lean Engineering on a stable and reliable process.
Bucket 3: Trustworthy Processes: Benefits
New Processes
Experiments yield more “signal” on a low-variation laboratory process.
Stable research processes can be advanced more quickly to Pilot Stage.
Existing Processes
End-use customers can confidently order product and be sure of high quality.
Scheduling and production is done “at will” and without excessive drama.
My main learning from this line of thinking has been how BOTH new and existing processes can be substantially and predictably improved by the consistent application of Process Stewardship. “Process owners” also understand this, and they work on this routinely and proactively as the innovation cycle progresses.
CHALLENGE FOR READERS
Please think about some of your organizations’ specific process engineering projects over the past 5-10 years…
What benefits resulted for the projects you are reflecting on? Are these benefits widely-know and have they been shared with key stakeholders?
How can your previous projects be logically extended or built-on? Can a useful next phase project be proposed to gauge interest in it?
Have you found any brass rings by doing bold process work? Is there any work that is particularly noteworthy? I’d love to share stories and compare notes. Please give us a call to see how we can help accelerate your progress.
If you email me I’ll get back to you promptly, thanks.
All the Best,
Marty
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