Testing

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A critical but often overlooked element in operations is testing.  It is an activity that doesn't relate directly to full production but the results gained from testing will prove or disprove a design or process.  That will determine whether your chosen design will be allowed to full production.

For larger companies,  testing is scheduled and run by a separate test group. The design groups have some say into how the testing will be done.  The testing group will be able to determine the location and specification of measuring devices, the accuracy of the measurements, and ultimately the validity of the results.  It is important for the design or manufacturing group convey the purpose of the test to the testing group, otherwise the testing group may assume the wrong objective and this will potentially invalidate the results.

For testing purposes the testing group will require that one or more people from design and manufacturing groups be available on site during testing.  Testing lasts anywhere from one day to a week so you need to make sure staff is available to support the testing.  Those supporting the testing should be knowledgeable of the purpose of the test; preferably more experienced personnel rather than a junior engineer or mechanic.

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Once testing is complete, immediately evaluate the results to determine validity.  A thorough operation will have predicted (hopefully accurately) the results prior to the test.  Then there are no surprises once testing is done.  With the right planning, a testing operation will proceed smoothly and results will validate the design successfully.

Engineering Drawings in Operations

Operations struggles without  a clear set of engineering drawings or processes which define the part and its integration . The blueprint for making a quality product has particular characteristics depending on the type of drawing: 1) detail drawing used to define how a basic part is built, 2) assembly drawing used to show how two or more details are mated together, 3) installation drawing used to show how an  assembly is located in a final installation.

The detail drawing will usually contain the most technical information since it tells how to build the part from scratch using raw materials.  It is important to know all the correct (and up to date) processes and call outs listed on the bill of materials (BOM) or parts list.  I have seen many detail parts get held up in the quality assurance (QA) inspection because information was not current leaving the inspector to hold up approval of the detail part.  Also clear and complete drawings will alleviate any misinterpretation by the machinists or those who will fabricate the part.

A typical engineering drawing
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The assembly drawing will bring two or more details together.  Again clear drawings help immensely as well as keeping up to date on processes.  These drawings will show many detail parts so it is essential that all detail part numbers are correct on this drawing.  QA will stop an assembly from moving if the incorrect part numbers are listed on the BOM.  Also special consideration must be given to how parts are mechanically attached to each other and if necessary put precautionary notes on the BOM.  

The installation drawing will show how an assembly is located into a final product.  Installation drawings are used in the aircraft and automobile industries due to the enormous number of parts required to build the product.  Again clear and complete definition is essential for installation drawings.  In addition, the topic of tolerance analysis must be addressed.  Many times the tolerance stack up will be too far in one direction and the assembly will not properly install in the installation drawing.  This is usually discovered in the factory and requires immediate attention to fix the current unit and others behind it in the factory queue.

An engineering drawing has many downstream users
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Change Boards in the Operations Process

In the operations world, no design becomes static once it is released. Although most designs are well developed before initial release, there are a number of reasons why a design must be changed:

• The released engineering is difficult to manufacture, causing a modification or change to dimensions, materials, or process.
• The design is costly to produce and cost savings programs dictate that it needs to be produced at cheaper cost,  This also applies to weight savings (i.e aircraft) where extra weight hampers technical performance and/or fuel consumption.
• Other reasons that improve the manufacturability or delivery of a part, such as inspection criteria, inclusion of new reference notes, etc.

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To get operations and engineering to agree on a new go forward path, a change board is set up.  The change board can be used for any size company but is especially necessary in a larger company (greater than 1000 employees).

To start the process, a kickoff meeting is set up to explain the "problem" and outline the solution to it.  This is usually initiated by engineering or manufacturing because one or both of these two groups will be the catalyst to the change.  Invite representatives from any affected group to attend the meeting.  Inviting "extras" doesn't hurt: they will leave the meeting if the change doesn't affect them.

During the meeting explain the change in full detail, especially explaining the cost/ schedule benefits to proceeding with the change.  Upper management will want to see "the numbers" and will balk at changing the status quo if there is no a good case for it.  After all have given input (hopefully they all approve the change), then the schedulers can decide when the change will be implemented.  Of course good communication to the group is essential with PowerPoint slides and other documentation shared along the  way.

A successful change board meeting will please eveyone!
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