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Project planning / Project start
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Let the Schnitzer Group guide you through the individual project phases!
At first glance, starting a project looks very easy. You have a team of capable specialists. The objective has been outlined and it seems manageable. There is plenty of time left. Processes, milestones and regulations have more or less been defined. You’re on track to find suppliers. And so here we are: It’s all coming together!And then suddenly, it isn’t.The opposite happens. Initial problems start cropping up, completely unforeseen and in places where no reasonable person would expect them. And just like that, you’re behind schedule. A project that had just been started runs into serious trouble and no one quite knows why.
Do you want to know what happens next?
What knowledge did you gain from the prototypes for your series production phase?
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Wouldn’t you like to have informative prototypes?
There is more to this project phase than it seems!
The project is off to a good start. An initial prototype has now become available. Finally! It looks really good.Oh wait! You spoke too soon. Something clearly went wrong with the coordination. Two individual parts have the wrong version status. And to make matters worse, the simulation and the prototype indicate fundamental concept errors.In the worst-case scenario, this means going back to square one – including looking for suppliers, creating tools and repeating validation. Initial test scheduling for preparing the industrialization and series production phase is severely jeopardized as a result. The project status light switches to dark red and the project manager is scrambling around the room.
Are the prototypes still good for anything?
This will be the first recall campaign of yours that allows you to save on costs:
Will you manage to prepare your tools on time and establish reliable production lines?
Industrialization is often the first “real” test.
Are the project partners and supply chain up to the task?
This is where things get serious: You have finished preparing tools. Yet there are still components lying on the table in need of geometric modifications. There is a part that still isn’t being formed correctly and several other samples are still showing excessively sharp ridges or sink marks. This makes it necessary to do more fine-tuning on the tools and manufacturing processes. A wide range of lab tests as well as modification and validation cycles still need to be prepared for the remaining components. In short, it’s the typical project madness!
And then the real disaster strikes. Incorrect assumptions were made during the setup of a piece of equipment. The result is a long period of time during which components can’t be delivered in the capacity or at the level of quality that was agreed upon. And so here we are: Time to pack up your bags and travel to the site to see what can be done.
Will the assembly still come together on time?
Can your production handle a ramp-up to peak production?
You can use this iOS tool to plan each project phase down to the day!
The test for the “series production” emergency.
Is the start-up phase causing a lot of stress?
The market launch date, deliveries to retailers, the advertising campaign and the start-up curve are fixed. Now the project is really gaining momentum. Production is ramped up to peak production levels as an experiment.However, several problems from the industrialization phase are still presenting major issues in the start-up phase. At this point, these ongoing issues are a real cause for concern. This is because what you’re manufacturing now is what you’re actually supposed to sell.
One supplier is still producing too much scrap, while another simply can’t manage the required capacities. Just then, one of your market competitors announces the launch of a new model. The executive board’s responds right away by telling you that you need to have the project finished a month earlier than planned. The perfect storm!
Is there going to be a production increase directly following start-up or something?
How can you ensure functioning component production with consistent quality, on an international level and at different locations?
Our cube is there to relax you and reassure you that the Schnitzer Group puts even the trickiest of projects on the right track.
Is “End of Production” happening before the series phase?
The worst errors have been following you over the course of the entire project.
All acceptances have been signed off on and all verification documents for series production have been rendered. The suppliers have stocked up on production equipment, purchased parts and raw materials, installed their systems and trained their production employees on the systems. The go-ahead for production has just been given and the ramp-up phase has, thankfully, been started on time.
Yet there are clearly some old, familiar problems continuing to thwart this stage of the project—problems you thought you had put behind you a while ago. A component that had been giving you trouble as far back as the start-up phase is now inexplicably resulting in too many scrap parts over and over again. Hundreds of parts look just fine and then several products in a row come off the belt with defects.
The supplier is at a loss. He claims that he had already eliminated any and all possible sources of error beforehand. The project is facing the inevitable “End of Production” (EOP) before the series has even gotten off the ground.
What if production has to be ramped up even further in the near future?