FAQ’s (2.0)
Why is Hardware Development such a siloed activity in most companies?
There are two main factors to this: One, we have experienced a historical drive to separate technical and creative/strategic people as it was believed to be more conducive to a productive company culture. Two, Without a clear understanding of timelines and inherent risks development would often exceed promised timelines. When (often) it is company leadership driving this activity it seems easier to stop communicating than maintaining transparency on the topic. Either way, siloed working is severely detrimental to the potential outcome and launch quality of a hardware product.
Can expenditure be accurately forecast on a Hardware Development Project?
In short, yes. The issue here is not the unpredictability of the hardware market* or an inability to forecast accurately, but the overall control and stability of a project. Scope-creep, the addition or alteration of scope during the course of a project, is the single most significant issue. A strong project leader is needed to maintain the parameters of what can be changed within the current scope, or inform the business of accurate time & financial consequences if the scope creep is a business requirement.
*In recent years we have seen pandemic-driven shortages across a great deal of hardware and is an exception to this statement, as we expect to return to “full normal”.
What is the “point of no return” for a Hardware Development project?
The Point of No Return (or PONR) seeks to define the moment in a project plan where the product/project viability has been fully critiqued but financial output is minimised. As a general rule, it sits between the Industrial-Design and Tooling-GO phases.
A company should never hesitate when it becomes clear that a project should be cancelled, but often emotional attachment and fear-of-losing the financial investment that has already been made can be inhibitive to the correct decision. By including a pre-defined PONR stakeholders will be encouraged to critically question the logic and fundamentals of a project in order to make the right decision.
NB the PONR is not true to its name - a project can (and should) be cancelled at any stage; if it will not be successful then extending its duration is only going to increase the financial and emotional stress. However, it remains a critical indicator to the business.
Read further: Navigating the Point of No Return in Hardware Development
How to determine which elements of Hardware Management should be externally resourced and which should be internalised?
This is an extremely difficult question to answer generically as it ties closely to the specifics of a situation/project/company. Having said that, there are 3 rules of thumb:
🧩 Protection of IP. If there is significant design or intellectual property involved in the product or its components, maintaining the design and engineering in-house is safer to ensure that IP remains protected and exclusive to the business.
🧩 Testing/validation, often one of the more expensive aspects of a Hardware project. Where there is true innovation included the product also may not pass first time. An off-the-shelf product is likely to have been validated/certified to industry norms by its manufacturer - a significant financial advantage although you will notice these costs amortised over a significant number of units; meaning at some point internally developed product will provide a better ROI.
🧩 Capability. Specialist resources can be imperative to the success of a hardware development project; but they also come with a significant price tag. Internalising this level of detailed knowledge is not recommended unless it relates to a core function of the business. Generally the specialist aspects of projects make up a small % of the overall workload, meaning hiring into the position is not advisable as there is likely not a full-time position.
Do I need to be an Engineer in order to lead/manage Product Development?
No, but one does need to be extremely critical of their own capability to make a technical assessment, especially in the event of an issue pertaining to customer safety. Mistakes in hardware can lead to significant financial and/or brand-damaging issues, cite: Volkswagen Diesel scandal. Engineers can seem over-cautious in this scenario but be prepared to objectively evaluate the technical vs non-technical perspective on the business needs as they will likely be at-odds.
What is DFM, and why is it important?
DFM Stands for Design-for-Manufacture and is a process designed to bridge the gap between what can be theoretically designed/engineered and what, in reality, can be manufactured at production volumes, to a consistent level of Quality. Manufacturers are fundamental to the success of any DFM activity as they possess most/key knowledge on the parameters of their tooling and process.
Doing DFM well is a necessity to secure the eventual success of any hardware product, and can significantly reduce tooling-cost investment required to industrialise.
What is FMEA, and why is it important?
FMEA stands for Failure Mode Effect Analysis and commonly comes in two flavours: Design & Production (DFMEA, PFMEA). Designed by the American military in the late 1940’s the objective is to systemically identify risks inherent to a design or manufacturing process. For both (Design/Production) the process is the same: Risk (RPN, Risk-Priority-Number) is calculated as a factor of 3 variables:
🧩 Severity. If a failure were to occur, how significant would the impact be? higher impact = higher value.
🧩 Occurrence. How likely the risk is to occur, the higher the risk, the higher the value
🧩Detection. If a failure were to occur, how likely is it that it would be noticed?
FMEA is a low-cost activity that dramatically reduces the risk of fiscal or legal impact due to unforeseen issues.
Read Further: Using FMEA to Turn Product-Risk Management into a Data-Centric Activity
AI in Quality and Manufacturing: Friend or Foe?
AI in quality and manufacturing is predominantly a friend. It offers significant benefits such as enhanced precision in defect detection, predictive maintenance, and optimization of production processes. AI reduces human error, improves efficiency, and lowers costs. However, challenges include the high initial investment, potential job displacement, and the need for skilled personnel to manage AI systems. Overall, with proper implementation and management, AI is a valuable asset in modern manufacturing.
Read Further: Leveraging Technology to Enhance Quality: Automation and AI in Hardware Product Development
How can we encourage (with incentives and resources) all manufacturers to get ISO9001 certified and enjoy the benefits?
Encouraging manufacturers to get ISO9001 certified involves offering financial incentives, such as tax breaks or subsidies, and providing resources like free training programs and consultancy services. Highlighting the benefits, such as improved product quality, enhanced customer satisfaction, and increased market opportunities, can also motivate manufacturers. Establishing a supportive network for sharing best practices and success stories can further encourage adoption of ISO9001 certification.
Read Further: Applying ISO 9001 in a Production Facility: Weighing the Positives and Negatives
What makes the FMEA Process “objective”?
The FMEA (Failure Mode and Effects Analysis) process is considered objective due to its systematic approach to identifying and evaluating potential failures in a product or process. It quantifies risk using the Risk Priority Number (RPN), which is a product of severity, occurrence, and detection ratings. This numerical assessment minimizes subjective bias by providing a standardized method for prioritizing risks based on measurable criteria. The collaborative nature of FMEA, involving cross-functional teams, also enhances objectivity by incorporating diverse perspectives and expertise.
Read Further: Using FMEA to Turn Product-Risk Management into a Data-Centric Activity
What are the benefits of integrating IoT in manufacturing?
IoT integration in manufacturing provides real-time monitoring and data collection, leading to improved efficiency, predictive maintenance, and reduced operational costs. It enables better resource management, enhanced product quality, and streamlined supply chain operations through interconnected devices and systems.
Read Further: Application of IoT within a Manufacturing Environment
How can manufacturers transition to sustainable practices?
Manufacturers can transition to sustainable practices by adopting energy-efficient technologies, reducing waste through lean manufacturing, and sourcing eco-friendly materials. Implementing circular economy principles, such as recycling and reusing materials, and obtaining sustainability certifications can also drive the transition.
Read Further: Embracing Circular Economy in Hardware Design
What is the significance of the “Right to Repair” legislation?
The Right-to-Repair legislation empowers consumers to repair and maintain their products, promoting sustainability and reducing electronic waste. It mandates that manufacturers provide the necessary tools, parts, and information for repairs, ensuring longer product lifespans and fostering a circular economy.
Read Further:
Right to Repair: Year-to-Date (2024) Review
EU Right to Repair Legislation: Likely Implementation Timings
How can IoT transform manufacturing operations?
IoT enhances manufacturing by enabling real-time monitoring, predictive maintenance, and efficient resource management. It connects devices and systems, providing valuable data for optimising production processes, reducing downtime, and improving overall operational efficiency.
Read Further: Application of IoT within a Manufacturing Environment
What are the benefits of regulatory compliance automation in manufacturing?
Automating regulatory compliance streamlines processes, enhances accuracy, and ensures consistency in adhering to standards. It reduces the manual workload, mitigates the risk of non-compliance, and enables manufacturers to quickly adapt to changing regulations, ultimately improving operational efficiency and reducing costs.
Read Further: Regulatory Compliance Automation & AI for Hardware Products
How can manufacturers implement low-cost, fast ROI sustainability measures?
Manufacturers can adopt measures such as energy-efficient lighting, waste reduction practices, and resource optimization techniques. These initiatives not only lower operational costs but also improve environmental impact and enhance brand reputation, offering a quick return on investment and long-term sustainability benefits.
Read Further: Sustainability in Development & Manufacturing: Low Cost/Fast ROI Measures
