In this article, Faes demonstrates how skipping the prototype phase becomes feasible through thorough risk analysis with FMEA prior to design. This approach enables companies to get to market faster without compromising on quality.
Summary of this article
Sometimes the impossible turns out to be possible. We recently participated in a product development project in the Eindhoven region where the lead time was so short that there was no time for the prototype phase. Mission impossible?
Together with the other suppliers, we proved otherwise! In this article I tell you how we brought this assignment to a successful conclusion and what important role the FMEA model played in it. This approach was such a resounding success that I am convinced we will see this more often in the future – and not only in this region.
The deadline was extremely tight, but market conditions left this client in the semiconductor industry with no choice. A new product had to be introduced to the market urgently. Therefore, the client urgently appealed to its suppliers. We are all used to time pressure in this region, but such a short lead time was unprecedented. The only way to meet the deadline was to cancel the prototype phase. While that phase is crucial in product development! Because this trial-and-error phase is the time to test your design and correct any mistakes. A diabolical dilemma. Yet all parties decided to go for it. Crazy, you might think. Unless you are well prepared in the design phase.
So that is exactly what we took care of. By mutual agreement, we decided to replace the prototype phase with an FMEA prior to the design phase. The term ‘FMEA’ stands for ‘Failure Mode and Effects Analysis’ and is basically a systematic risk analysis of the design of a product. You identify the risks step by step and then take steps to minimize or prevent them.
Together with my project team, I examined every element of the logistics process. At each stage, we considered in detail what could go wrong and how we could prevent or mitigate the risk. We continuously coordinated our findings with the client. Armed with this knowledge, we began the design phase. We succeeded in getting the design right the first time, as did all the other suppliers involved in the project. It was an impressive example of teamwork and a result we achieved together.
Such an extremely short product-development lead time demands a great deal from everyone involved. Both the client and the supplier must establish a dedicated team of specialists focused entirely on the project. The preparatory FMEA phase is highly intensive and hectic. A project like this has a major impact on the entire organisation, including the client’s organisation. It can only be achieved by working together.
Accelerated marketing of new products is definitely going to be more common in the future. So make sure you are prepared for it. I’ll give you some tips on how best to set your organization up for this.
Focus: dedicated project team
Create a dedicated project team and put the right people in it: stress resistant, flexible, dedicated. Decisive but with an eye for detail, seven mile boots are no use in such a project. Because every detail has to be right, ‘first time right’ is the order. In a short period of time this team has to pop, this project requires complete focus.
Commitment internally and externally
A project like this hinges on commitment. Both within the organization and with the client. Continuous consultation is needed, every milestone must be reviewed. Make sure everyone involved recognizes the importance of this project and respects the deadlines. Start the project together with the client to get all noses in the same direction and close it together.
Tight control
Make sure you have a good project leader at the helm, who ensures that the throttle is kept on. Who, like a spider in a web, knows how to keep an overview and stay calm, but at the same time keeps a firm grip on the reins and dares to steer decisively. Who knows how to monitor deadlines without making concessions to quality requirements.
Feasible planning
To get the commitment of all parties, the planning, no matter how tight, must of course ultimately be feasible. Otherwise, such a project has no chance of success.
Is this blog now a license for clients to demand extremely short lead times from suppliers? Certainly not. Such an extreme project demands an enormous amount from the organization, including from the client. So this should certainly not be seen as the new “business as usual.
Now that we have proven in the region that it can be done, I expect that we will see this more often. If you manage to pull off such a project, it will make you stand out from the crowd as a company.
What I learned as a project manager is how powerful the FMEA model is. I expect that in the future we will spend more and more time in the pre-product development phase. The FMEA will play an increasing role. Early involvement is also becoming more important. Clients are going to work with their suppliers earlier in the process to get product development done. A very good development, if you ask me.
Get in touch with us soon! We are happy to look with you at the possibility of skipping the prototyping phase in order to deliver a suitable final product at short notice. Leave your question in the contact form below. Do you want an immediate answer? Then give us a quick call and you will get one of our packaging experts on the line!
Tim van de Puttelaar is the Engineering Manager at Faes and specializes in packaging engineering and custom solutions. In his articles, he shares insights on optimization, testing, and engineering projects that contribute to more efficient and sustainable packaging solutions within complex supply chains.
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