Planning: the foundation for improving
Planning: the foundation for improving
Planning: the foundation for improving
Planning: the foundation for improving
the engineering change process
the engineering change process
the engineering change process
the engineering change process
Appendices
Britte de Boer
Britte de Boer
Britte de Boer
Britte de Boer
Appendices
Planning: the foundation for improving
the engineering change process
Author: B. de Boer
1389041
brittedeboer@quicknet.nl
University: University of Groningen
Faculty of Management & Organisation Technology Management
Supervisors of the university: Drs. Ing. G.J. Nanninga Drs. J. Veldman
Company: Freelift BV
Newtonstraat 35
1704 SB Heerhugowaard
Supervisor of the company: J. Schuitema
Table of contents
Appendix 1 – Organisation chart of Freelift...4
Appendix 2 – Primary process of Freelift ...5
Appendix 3 – Engineering change request ...6
Appendix 4 – Engineering change order ...7
Appendix 5 – Mapped engineering change process ...8
Appendix 6 – Communication between departments during the engineering change process...13
Appendix 7 – Problem holder analysis...18
Appendix 8 – First page of a project plan ...22
Appendix 9 – Ten steps for elaborated planning ...23
Appendix 2 – Primary process of Freelift
Appendix 7 – Problem holder analysis
The problem holders are chosen on suggestion by the Quality manager and by the interviewed problem
holders. The problem holders are:
Engineering department.
Quality control. Warehouse department.
Customer Support department. Director of Freelift NL. Director Operations. Manager Production.
The following describes the recognised problems per problem holder. Problems and possible solutions
concerning the engineering change process, described in the PH-analysis, are mentioned by the problem holders. A discussion among problem holders took place, during the research project. The problems indicated during this discussion are described at the end of this appendix.
Engineering department – One problem is that ECRs and ECOs do not always contain the needed information that should be filled out. For example, serial numbers of an idea or ECR as well as concerned part numbers are not always filled out. At the moment tests and results are not filled out or referenced in an ECO. Because of that, the history of an EC is hard to find.
Furthermore, the communication between the Purchasing department and the Engineering department is lacking. For example, the Engineering department supposes that an EC is approved, while the Purchasing department is still ordering the old parts. Besides, used test positions and their results are not always documented. Therefore, it is sometimes difficult to compare results.
Another problem is that it is hard to categorise parts and drawings into the computer system. Otherwise, it will be possible to see whether the part is used in production, used as service part or is expired.
Quality control – Quality control inspects parts through drawings of a particular part, which are printed once from intranet. When Quality control is not informed about an EC, it is possible that the drawing of the new part is not printed and, therefore, the new part is checked through drawings of the old part.
Warehouse department – One problem is that the same part is delivered by several suppliers. One supplier is possibly delivering new parts, while another supplier is still delivering old parts. As a result, old and new parts are delivered mixed up to the Warehouse department. The old and new parts are then also delivered mixed up from the Warehouse department to the Assembly department, because Freelift delivers ‘first in first out’ to the Assembly department.
Another problem is that Quality control does not attach the release note on the new parts.
Furthermore, the Warehouse department is sometimes not informed about the expiration of a part number, because other departments forget to inform the Warehouse department. This results in an empty spot in the warehouse.
Customer Support department– The information sharing during the engineering change process is lacking. This results in the fact that the Customer Support department is not informed about the downward compatibility, and that no remarks are placed by the expiration of a part in the AS/400 system or on drawings placed on intranet.
The department thinks it is a problem that changes in the cost prices do not always result in changes in the selling price. Another problem is that the Customer Support department is struggling with the question whether a dealer should be informed about an EC or not.
Director Freelift NL – One problem is that no information is given about the progress of the engineering change process to anyone in the organisation. This lack of information sharing is also the cause of not considering the consequences of an EC well, because people are not informed to check consequences. Information about the delivery date of the first new parts should also be provided to mechanics for example. A customer panel should be used more often, to better understand consequences.
Director Operations – The director Operations thinks it is a problem that the status of the progress of an engineering change is unknown, which is a result of not providing feedback and not controlling the process. This lack of control also has the consequence that carrying out tasks depends on the sense of responsibility of an employee, and that ECOs end up among other documents on a desk.
Another problem is the communication and information sharing. The Engineering department does not provide information about the price consequences of a change to the Purchasing department. This can be helpful for the negotiation with the supplier. Information about the order date of a new part, delivery date of a new part and the date when new parts are processed in a stair lift are also not provided. Therefore, it is unclear when departments must take action.
Another problem indicated by director Operations is that old and new parts are delivered to the Assembly department mixed up.
No or not enough checklists for the engineering change process are available, and as a result, tasks are possibly forgotten to be carried out. This is also a problem.
It is also not clear who should be informed about an EC to do the necessary tasks.
Manager production – The production departments do not know when a new part will be delivered and because of that, it is not clear when to carry out the necessary tasks. There is no overview about which ECs are coming. The production departments do not receive a release note. Old and new parts are delivered mixed up. Another problem is that it sometimes happens that two mainly different parts remain to keep the same part number and only the revision number is changed. The EC is not tested well enough and, therefore, extra needed adaptations are not recognised.
Chief mechanics – The chief of the mechanics indicated that the mechanics are informed too late about an EC or about the delivery date of a new part. Because of this, it is possible that mechanics do not know how or are not prepared to install a new part. On the other hand, information about ECs is sometimes provided to mechanics, while the mechanics are not concerned with that EC.
Another problem is that ECs are not tested well enough or tests are not finished yet and, therefore, consequences of an EC are not foreseen. This is partly the result of not asking information of mechanics, during the investigation of an EC.
particular drawing is verified with the related part number in the AS/400 system, during printing of the drawings. When the revision of a drawing number is changed, it does not correspond with the part number in the AS/400 system which has still the previous revision. The Purchasing department is then notified that the drawing is not correct and the old drawing is taken from a database.
Another problem is the AS/400 system. Because of this system, it is hard to keep up how many old parts are ordered. It is also hard to see the number of old and new parts in stock separately in the AS/400 system, when only the revision is changed and not the part number.
Problems can also arise when more changes are processed in one part at the same time. That particular part at Freelift can consist of two parts at the supplier. The supplier possibly implements a change on one part earlier than the change on the second part.
Another problem is that the Planning department is sometimes not informed about the expiration of a part number. Then, the part number is not changed in the product configurator.
Sometimes ECOs are signed, while the Purchasing department is still negotiating with the supplier. Because of this, it is not clear yet whether the supplier agrees on the drawing.
All problem holders – Problem holders do not think it is satisfactory when an engineer is a project manager of the engineering change process. The Engineer is not objective and at the end he/she must criticise his/her own work.
Appendix 8 – First page of a project plan
Appendix 9 – Ten steps for elaborated planning
This appendix explains the ten steps for elaborated planning, which are given in sub paragraph 7.3.2. Explanations are given per step.
1. Breaking phases into tasks. Tasks can be derived from checklists and goals can be broken down into tasks. Depending on the size of the project, a work breakdown structure can be made to get an overview. An example of a structure is given in Figure 1. The task ‘internal test’ can be broken down into more detail, for example, order parts, built prototype et cetera. However, to give project team members some freedom in realising their tasks, it will increase their commitment and willingness to complete the project. Therefore, it is important as project manager not to tell members how they should do it, but what they should do1. Furthermore, the project manager does probably not have the knowledge of the detailed steps which should be taken to conduct a test for example. As a result, members of the project team should make their own plans in more detail in order to make sure that they complete their tasks.
Figure 1 - Example of work breakdown structure
2. Estimating time for each task. Estimations of time are made by the project manager. However, the project plan will be discussed with stakeholders eventually, after which adjustments can be made. The time estimations per task can be drawn in a bar chart. For some tasks, it is difficult to estimate the duration, because of uncertainty. For example, when a supplier does not agree on a drawing, adjustments to that drawing should be made. As a consequence, the duration of the project is lengthened. To overcome the uncertainty, time contingency should be added. This is time which can happen by chance. The time contingency can be a percentage of the duration of a task. Extra tasks can also be added to the project plan, like ‘make adjustments to drawing’. Adding time contingency is not
1 McDonough III, E.F., 2000, Investigation of Factors Contributing to the Success of Cross-Functional Teams, Journal
necessary with tasks that can be accurately estimated. As mentioned in the previous step, project team members can make their own plans to complete a task in more detail. This can help to estimate time more precisely.
3. Determining relations between tasks. Some tasks should be completed, before another task can be carried out. The relations can be drawn in a PERT (program evaluation and review technique) diagram (Figure 2). A box represents a task and the duration of the task. A network diagram should only be made when a detailed analysis is necessary.
Figure 2 - Network diagram2
4. Allocating tasks to a schedule with date and time. The time scheme can be placed into a Gantt chart, which is a type of bar chart. Figure 3 shows an example of a Gantt Chart.
Figure 3 - Simple Gantt Chart3
5. Determining milestones for the sub project. Milestones are key events or events which require approval before it can be further proceeded. It is questionable whether it is necessary to determine milestones for a phase during the engineering change process. The phases are not big in size, so it is better to see the go/no go decisions during the engineering change process as milestones.
2 Rosenau, M.D., 1992, Successful project management: a step by step approach with practical examples (2nd edition), Van Nostrand Reinhold: New York.
6. Allocating human and non-human resources. The necessary skills and tools can be determined by looking at the tasks. With regard to the needed skills, the right person can be chosen. It depends on the needed kinds of tools whether non-human resources should be allocated.
7. Estimating costs of each task. Sometimes requirements are defined concerning the budget of the project. Therefore, costs should be calculated. The more effort is put in the calculation of the costs, the more accurate it will be. At the moment, Freelift does not estimate costs and the question is whether it is meaningful to calculate costs precisely. Therefore, it is proposed to calculate costs on the basis of labour hours. When Freelift may find out that it is meaningful to work out the costs more precisely, then it is still possible to that.
8. Evaluating the project plan. The project plan should be evaluated by all stakeholders, which are the EC Committee, the members of the project team (human resources allocated to the plan) and the internal customers of an EC (mechanics, production and service). The internal customers should discuss the plan, because client consultation and client acceptance are two critical success factors for projects that are not effectively carried out during the current engineering change process.
9. Making possible adaptations. From the evaluation of the project plan, possible improvements can be recognised. The improvements should be added to the project plan.
Appendix 10 – Checklists for the engineering change process
The following pages contain checklists, which can be used by the project manager to create a project plan for the engineering change process. Tasks that should be carried out during the implementation phase by the Customer Support department, are placed in a separate table. This is because, the number of tasks for the Customer Support did not fit in the ‘implementation checklist’.
The next abbreviations are used in the checklists:
PM – project manager.
Adm. – Administration department. S&M – Sales & Marketing.
The next checklist concerns tasks, which should be carried by the Customer Support department during the implementation of an EC.
