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Engineering Org. Structure Summary

VIEWS: 7 PAGES: 10

									from Carol Ann Mejdrich at Solar Turbines
Q1 Should Product Design, Product
Standards and Production/Sales Orders be
separate?                                 Name
I think this depends a lot upon the company
size. Clearly colocation and team work can     Cliff King
make this better but isn't always practical as VP Manufacturing
the company grows.                             CKing@zoll.com
Company                    Notes



Zoll Medical Corporation   APQC member
Q2 What works? What doesn't?                          Name
We have found that a dedicated cross functional team
with regular communication has worked best for us.
We have done functional department organization
which worked just fione and we have also done
product line organized cross fuctional departments.
Functional based seems to keep standards and quality
together better but suffers from lack of focus at times.
The product lines organization has lots of focus but
discipline of the functions begins to dwindle without a
strong and effective peer review system in place. We
have recently added Centers of Excellence as a
mechanism to get some functional aspect back into        Cliff King
product line organization. Time will tell if that hybrid VP Manufacturing
works.                                                   CKing@zoll.com
Company                    Notes




Zoll Medical Corporation   APQC member
Benchmark Response                                          Name
We have tried a couple of different types of structure
in our engineering department. The one that was
most successful was design and r&d are one group,
production support eng is another group, and
warranty is the third group. We are currently
grouping them all together with a management
change it is much less effective. We want to                Ben Tanner
eventually move towards a value stream structure            Ben_Tanner@phxmfg.com
which we think will be the most effective                   (602) 437-1034 x345
There should absolutely be different organizations
between product design and production. Production
priorities are totally different that those of design so
they need to be separated. That said, there must
also be a link between the two since designing
something that can not be produced cost effectively
is worthless. I also believe IPT's (Intergated Product
Teams) are the way to go on the design side.Having
functional silos (design, stress, electrical, etc) in the   Gregg Miner
engineering function has the same pitfalls as in any        Minerg@simpler.com
other organization.                                         (919) 376-3197
Company                 Notes




                        AME Champion
Phoenix Manufacturing   Frequent contributor




                        AME Champion
                        Frequent CoP contributor
                        Southeast Regional Board
                        Member
                        Regional Conference
Simpler Consulting      Committee
Best Practices                                        Name                    Company

From prior experience engineering having specific
responsibility in the value stream is the most
effective to give the proper motivation to support    Ben Tanner
the factory. This takes an organizational change      Ben_Tanner@phxmfg.com
though that does not stop with just engineering       (602) 437-1034 x345     Phoenix Manufacturing
Create IPT's with responsibility for major
subassemblies or products with each required
discipline in each IPT. Then one Chief
Engineer/Program Manager has to be responsible
for the end-to-end product to make sure all parts
intergate. We also created a production execution
team. Since our design and production groups
were in different states, this team had the
responsibility for assuring designs were producible
and cost effective. They also made sure
production tooling, work instructions, etc were in
place with input from the Manufacturing               Gregg Miner
Engineers. This team eventually became our            Minerg@simpler.com
DFSS team.                                            (919) 376-3197          Simpler Consulting
Notes




AME Champion
Frequent contributor




AME Champion
Frequent CoP
contributor
Southeast Regional
Board Member
Regional Conference
Committee
Lessons Learned                                           Name
I think that it also depends on the business. We have a
static product that could be supported by a single
engineer doing all functions. We have an engineer to
build product that needs 8+ engineers to support. They    Ben Tanner
are the same size in revenue. So I think that the         Ben_Tanner@phxmfg.com
business model also needs to be taken into account        (602) 437-1034 x345
Moving to IPT's sped up our design process by ~50%.
The creation of the production execution team removed
mauch of the us and them between the two facilities.
This team was made up from both plants and were           Gregg Miner
measured on success as a team so were motivated to        Minerg@simpler.com
work together.                                            (919) 376-3197
Company               Notes




                      AME Champion
Phoenix Manufacturing Frequent contributor

                      AME Champion
                      Frequent CoP contributor
                      Southeast Regional Board Member
Simpler Consulting    Regional Conference Committee

								
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