Improving Manufacturing Project Delivery

Every business needs to develop the capability to deliver projects well to respond to changes in market conditions and advances in technology.

As almost all new ideas require testing to confirm proof of concept or to refine changes in work routines, Project Delivery is at the heart of any improvement process.

Unfortunately, studies show that only 1/3 of organisations achieve their planned level of return on investment so most managers and engineers have had experience of when things go wrong. The outcome of this poor performance include failed initiatives, poor engagement with new technology and troublesome new assets that need significant attention during routine operation.

Research into the causes of project failures indicate a number of common weaknesses in company project processes and the skills to apply them. This includes how to:

  • Capture knowledge in a form which supports equipment design and procurement decisions at each stage including pre and post vendor selection.
  • Specify and apply equipment design standards to improve design performance and lower total asset life cycle cost. This includes the optimisation of safety, reliability, operability, maintainability, customer value and life cycle cost drivers.
  • Engage users in defining milestone criteria reduce project risk, improve project planning and manage the glide path to flawless operation from day one.

All three of these causes are specifically excluded from generic project management processes such as Prince2 which ignores the importance of these factors in delivering flawless operation from day one from new investments.

Early Equipment Management was specifically designed through working with leading manufacturers to support the delivery of flawless operation from production day 1 to raise organisational capabilities in three interlinked areas.

  1. Design and performance management,
  2. Specification and life cycle cost management
  3. Project and risk management.

Hard wired into these processes are the principles and techniques to:

  • Capture in house knowledge to aid decision making about industry specialist issues
  • Engage users in detailed planning and skill development for the new approach along side their current operational duties
  • Balance complex trade offs to minimise future life cycle costs when making choices
  • Collaborate in win-win relationships with vendors

The outcome is a cross enterprise process that taps into the knowledge and experience of the complete company team to deliver not only new assets but the mindset, skillset and toolsets to create a new workplace that makes the most of the capital investment.

If you would like to learn more about the approach why not check out our web content on Better Projects Faster