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Frequently in engineering and manufacturing environments, there are an uncontrollable number of projects, yet customers demand immediate completion. Teams of hardworking professionals get so far behind that even the simplest of tasks cannot be completed. Lacking the necessary inputs, work is constantly starting and stopping; communications snafus create more delays, causing project lead times to grow exponentially.
Mark Woeppel, President and CEO of Pinnacle Strategies, said, "These companies need practical experience from a team that knows how to quickly improve the project management process and quantifiably improve process output."
Twenty percent (20%) more output in two months is rarely promised. RABIT, Rapid Analysis and Bottleneck Improvement Team, is a tool needed by manufacturers when rapidly improved throughput is required. Companies including BP and FMC Technologies have utilised the RABIT methodology quite successfully.
The FMC Technologies, Subsea Systems, MPS Core Global Manager, Fredrik Glette remarked that RABIT had helped realize maximum capacity at eight units each month after stalled production. They had opened the bottleneck after putting out the fire in a span of five weeks. After ten weeks they had managed to change focus from multitasking to rather building a process that was focused. Two and half months were enough for notable results and success.
The RABIT approach.
Woeppel explanation was that RABIT is derived from company staff. They recruit necessary personnel from all businesses for clients. Highly effective new skills of project management are applied by the new team, under leadership from Pinnacle Strategy consultants. Manufacturers note practical, real workflow improvements.
The Global Manager of FMC technologies, Rune Thoresen commented that getting the bottlenecked process running is the first focus. Hastening how product is gotten from vendors and then manufacturing are the second and third respectively. Bringing down the documentation of design necessary for manufacturing from 240 to 110 days was the first huge success. It took six weeks only to accomplish such results. Methodology, structure and KPI, Key Performance Indicators for success in the long run were brought by RABIT.
Delivery Promises Get Manufacturers in Trouble
It is also possible that requirements were gathered improperly, promises for delivery were too optimistic or the wrong approach was used during job bidding. There is never an excuse enough to a customer when delivery promises are broken. There is no going back whatsoever.
During numerous projects, problems with delivery go undetected to the end, with little time and limited recovery options. Failure happens in terms of delivery, within budget or results promised. Effects of poor project management are catastrophic to a business. Woeppel emphatically notes that poor project management takes away business reputation, customers and its existence. Not meeting goals in engineering phase of a project causes the procurement and constructions to suffer and be delayed.
Cases of poor project management.
Scary stories on costs of poor project management do exist. There are a few examples.
The project A400M Airlifter for Airbus Military started in 2007 to finish 2009. New estimates now have 5 billion dollars more on the budget and ending date is 2014.
The movie Heavens Gate was to be produced in 12 months at a cost of 11.5 million dollars. It took two years and shot 32.5 million dollars above budget. United Artists even had to sell to MGM.
Windows Vista of Technology Microsoft was to be released in August 2001; millions of dollars and six years was what it took to have a system that worked well.
Gran Turismo 2 from Sony Playstation was finally produced 2 years after the announced date of release, it had cost them 80 million dollars.
Wrong kind of MultiTasking.
Multitasking is either good or bad. Good multitasking entails keeping up with two tasks without putting in extra effort like checking out your emails while going for a meeting. Bad multitasking is leaving an unfinished task and embarking on another, then stopping and beginning on a third or going back to the previous one. Project productivity implications are really profound.
Woeppel also acknowledged that people are not able finish a task without getting swayed to embark on another therefore, time it takes to complete a task increases with each change. Resources become unavailable and tasks that were ready to complete are placed in the back burner. For long estimates, the actual time grows longer during execution.
Many companies are driven into bankruptcy because of applying the ostrich approach to curing project management problems. So does procrastination and stagnation. By purposefully developing managers as well as the processes used, companies then change the foundation of way things are done; aiding real, focused advance in various sections of the organisation.
This is not a philosophic approach; only real-world benefits matter.
RABIT has irrefutable solutions like data that substantiate reduction in lead times by 28 percent and output increase by a factor of 2. Swift changes are necessary; Six Sigma methodology is long and takes years for improvements in productivity to be noted; RABIT has a 0.2 guaranteed increase in output in just 2 months. Improvement in focus, communication, collaboration and project prioritisation creates a best practice culture. Motivated employees and satisfied customers hold the key to the final result.
Mark Woeppel, President and CEO of Pinnacle Strategies, said, "These companies need practical experience from a team that knows how to quickly improve the project management process and quantifiably improve process output."
Twenty percent (20%) more output in two months is rarely promised. RABIT, Rapid Analysis and Bottleneck Improvement Team, is a tool needed by manufacturers when rapidly improved throughput is required. Companies including BP and FMC Technologies have utilised the RABIT methodology quite successfully.
The FMC Technologies, Subsea Systems, MPS Core Global Manager, Fredrik Glette remarked that RABIT had helped realize maximum capacity at eight units each month after stalled production. They had opened the bottleneck after putting out the fire in a span of five weeks. After ten weeks they had managed to change focus from multitasking to rather building a process that was focused. Two and half months were enough for notable results and success.
The RABIT approach.
Woeppel explanation was that RABIT is derived from company staff. They recruit necessary personnel from all businesses for clients. Highly effective new skills of project management are applied by the new team, under leadership from Pinnacle Strategy consultants. Manufacturers note practical, real workflow improvements.
The Global Manager of FMC technologies, Rune Thoresen commented that getting the bottlenecked process running is the first focus. Hastening how product is gotten from vendors and then manufacturing are the second and third respectively. Bringing down the documentation of design necessary for manufacturing from 240 to 110 days was the first huge success. It took six weeks only to accomplish such results. Methodology, structure and KPI, Key Performance Indicators for success in the long run were brought by RABIT.
Delivery Promises Get Manufacturers in Trouble
It is also possible that requirements were gathered improperly, promises for delivery were too optimistic or the wrong approach was used during job bidding. There is never an excuse enough to a customer when delivery promises are broken. There is no going back whatsoever.
During numerous projects, problems with delivery go undetected to the end, with little time and limited recovery options. Failure happens in terms of delivery, within budget or results promised. Effects of poor project management are catastrophic to a business. Woeppel emphatically notes that poor project management takes away business reputation, customers and its existence. Not meeting goals in engineering phase of a project causes the procurement and constructions to suffer and be delayed.
Cases of poor project management.
Scary stories on costs of poor project management do exist. There are a few examples.
The project A400M Airlifter for Airbus Military started in 2007 to finish 2009. New estimates now have 5 billion dollars more on the budget and ending date is 2014.
The movie Heavens Gate was to be produced in 12 months at a cost of 11.5 million dollars. It took two years and shot 32.5 million dollars above budget. United Artists even had to sell to MGM.
Windows Vista of Technology Microsoft was to be released in August 2001; millions of dollars and six years was what it took to have a system that worked well.
Gran Turismo 2 from Sony Playstation was finally produced 2 years after the announced date of release, it had cost them 80 million dollars.
Wrong kind of MultiTasking.
Multitasking is either good or bad. Good multitasking entails keeping up with two tasks without putting in extra effort like checking out your emails while going for a meeting. Bad multitasking is leaving an unfinished task and embarking on another, then stopping and beginning on a third or going back to the previous one. Project productivity implications are really profound.
Woeppel also acknowledged that people are not able finish a task without getting swayed to embark on another therefore, time it takes to complete a task increases with each change. Resources become unavailable and tasks that were ready to complete are placed in the back burner. For long estimates, the actual time grows longer during execution.
Many companies are driven into bankruptcy because of applying the ostrich approach to curing project management problems. So does procrastination and stagnation. By purposefully developing managers as well as the processes used, companies then change the foundation of way things are done; aiding real, focused advance in various sections of the organisation.
This is not a philosophic approach; only real-world benefits matter.
RABIT has irrefutable solutions like data that substantiate reduction in lead times by 28 percent and output increase by a factor of 2. Swift changes are necessary; Six Sigma methodology is long and takes years for improvements in productivity to be noted; RABIT has a 0.2 guaranteed increase in output in just 2 months. Improvement in focus, communication, collaboration and project prioritisation creates a best practice culture. Motivated employees and satisfied customers hold the key to the final result.
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