The ideal prototype is close to the series product.
Usually, various prototypes are developed or a range of software-based simulations are run. There are pure design samples, prototypes that allow mechanical functions to be tested or samples that can be used, for example, to check the heat balance that the component will eventually have.
The closer a prototype is to the future series part, the better! The project team has to do more than verify that the component or assembly fulfills the legal mandates and design specifications, both in terms of technical requirements and approvals. The main task is to make sure that production—not to mention installation—is feasible without any problems, at reasonable costs, at a high level of quality and in sufficient quantities.
Consult the Schnitzer Group instead of flying blind into the industrialization phase.
In this phase, the schedule tends to be overtaken by events to the point where the series production phase has to be started before there are any prototypes available—let alone knowledge gained from those prototypes. A dicey situation that can cause the entire project to fall apart!
In past projects, when the Schnitzer Group has been brought in to help with difficult phases like this, it has organized everything from procurement and tool re-design to near-series prototype construction in a way that allowed the project team to return to the crash test phase very quickly.
There are several factors making this level of service possible:
Firstly, the Schnitzer Group has the knowledge from more than 25 years of hands-on experience achieving successful project results.
Secondly, the Schnitzer Group employs the holistic “Systemic Project Management” method. This method stands out thanks to its 360° view of the project as a whole—the milestones, central challenges and real priorities, the way the team is cooperating and problems on the part of the suppliers. This allows the Schnitzer Group to succeed again and again at optimizing the available resources so well that motivation and efficiency are given a noticeable boost.
And thirdly, every Schnitzer Group project officer essentially represents a team of several experts—with knowledge and skills far surpassing those of a single specialist. Thanks to the internal networking of employees within the Schnitzer Group, we can “tap into” specific business, technical, methodical or even social and communicative competencies at any time.
Finally, a question for you:
Don’t you think we should start preliminary discussions together? Conduct a sort of “prototype project” together, if you will?