Theory of Engineering Change in New Product Development
Theory of “Engineering Change”:
Introduction – Theory of “Engineering Change” In the Product Development process
In this article, I would like to address something that seems obvious to me yet isn’t well-covered in general search sources, like Wikipedia. Therefore, after a brief attempt to find the “Theory of Engineering Change” related to the engineering product development field, I realized that it doesn’t exist. Having worked in the automotive industry for more than 30 years and having taken numerous corporate classes on the topic, as well as having experience with multitudes of issues, I can confirm that there is no fundamental philosophical background to the concept.
Consequently, the purpose of this article is to outline the conflict between general product development for successful production launch and the contradicting challenges arising from various project interfaces. Moreover, this ever-present concept of “Engineering Change” necessitates reactive steps to remedy unwanted influences and adhere to the initial content intent. Generally, understanding these challenges (resulting in Engineering Changes) is crucial for maintaining project integrity and achieving successful product development outcomes.
In addition, I will provide definitions for the terms related to the topic, as well as for the “Theory of Engineering Change”.
The Straight-Forward Product Development Process
Several previous articles cover the development of content for complex product assembly, see my website and references for more information.
Generally, once a business decides to proceed with a specific project development, it allocates resources, including human resources, and plans for the specific product development from concept to production. Consequently, it develops the project timeline with specified milestone events and sets deliverables allocated to them. In addition, the process uses and reuses previously developed content and sets goals for the adoption of new technology into the approved content.
Moreover, the project plan provides for the analysis and verification of the approved content within the allotted timeline periods. This approach allows for the necessary adjustments and integration work related to putting all the elements of the complex puzzle together, ensuring readiness for mass production. Good, meticulous plans enable the business to develop successful, saleable products.
In addition, on top of all the comprehensive planning, a good product development team allows and budgets for the “friction.” Preparing for potential adjustments and changes related to integration and unexpected problems is beneficial. Embracing the concept of “Engineering Change” ensures that the project remains adaptable and resilient in the face of unforeseen challenges.
The Conflict between Systemic Development and Necessity for an “Engineering Change”
In discussing the Product Development Project of the complex assembly within the context of planned development, it is essential to introduce the “Theory of Engineering Change”. However, first, let’s define the key terms for clarity and better comprehension:
- Complexity/Complex Assembly/Total Product Assembly: The intended final content of a given product
- Product Development Project: The total scope of activities related to the specific product development intended as a marketable good
- Technology Development: The process of transferring a set of inventions into production capabilities; not advisable for production-intended development, but a prerequisite to it
- Constant Ongoing Engineering Change: The project development condition in which available resources are necessarily allocated to solving incoming content-related issues that need timely resolution within project milestone dates
- Engineering Change via Engineering Change Request: The logistics of defining the scope of work and executing approved changes to the originally intended content
- Use of “Off the Shelf” Technology: Applying technology already available internally or from the supply base to the determined total assembly content, usually requiring a customized level of integration
- Re-use of Existing Technology: Utilizing technology already integrated into a different product or product variant, requiring verification and validation
- Carry-over of Existing Technology: Utilizing technology (usually at the subsystem level, as an existing package) from a previous model year assembly or a very similar product variant for the next total product assembly release, also requiring verification and validation
Consequently, understanding these elements helps in managing the conflict between systemic development and the need for an Engineering Change, ensuring the project remains adaptable and resilient.
Theory of "Engineering Change" Defined
The Theory of Engineering Change is defined as follows: For any business development or engineering project, there are conditions that naturally tend to vary or change, either over time or due to factors related to human actions. These factors inevitably drive ongoing changes to the intended content of the total assembly within the project’s allocated timeline, both during and after the product launch.
Consequently, factors influencing the design content or assembly processing include, but are not limited to:
- Resources (Material) Availability and Quality at Unit Cost: Ensuring consistent material supply at an acceptable cost
- Supply Base Availability and Internal Readiness: Ensuring suppliers and internal teams can produce and deliver per contract
- Human Resources Availability: Maintaining the same quality of personnel throughout the project duration
- Simulation/Analysis/Test/Validation Quality and Availability: Ensuring thorough and accurate testing and validation processes
- Assembly Tooling/Capabilities: Ensuring the readiness and capability of assembly tools
- Technology Readiness and Availability: Ensuring intended technologies contribute functional capabilities and reliable performance
- Comprehension of Year-over-Year Differences: Understanding variations in content and conditions over different years
- Comprehension of Product Variance: Understanding differences for similar applications
- Availability of Proper Requirements and Failure Mode Analysis: Ensuring design and process requirements and failure mode analyses are in place
- Lessons Learned from Previous Projects: Applying knowledge gained from past projects
- Other Factors: Including unforeseen elements that may impact the project
Generally, understanding and managing these factors is crucial for implementing effective engineering changes within vehicle product development.
The “Engineering Change” strategy for Documentation - Discussion
Overall, there are various types of engineering and business documentation, including product release documentation, such as mathematical models, in-process development and requirements documentation.
Consequently, each product type and documentation type must develop its own schedules and protocols for updates. Therefore, this topic will be addressed in the separate article.
The Engineering “Change” in the emergency circumstances
Obviously, there are many scenarios when an “Engineering Change” needs to be implemented, and some of these are considered emergencies. An emergency, in the context of part number design and release, is a condition that poses an immediate risk to the part or assembly’s functional capabilities or a business condition that threatens the part production supply, requiring urgent attention.
Moreover, each emergency will have unique design, process, and business circumstances and will necessitate an engineering or business solution approach via an Engineering Change Request (ECR). Furthermore, these emergency conditions demand engineering work outside of the planned product development and place additional business burdens on team members with extra workload.
Therefore, to minimize this undue burden, a systemic development approach is highly advisable. This approach consists of properly defined content and a top-down allocation of requirements and resources, followed by failure modes analysis for the design and process elements of the assembly. In addition, by implementing a robust systemic development strategy, the impact of emergency changes can be mitigated, ensuring the project remains on track while addressing urgent issues effectively.
The Opportunity for “Optimization” - Discussion
First of all, Optimization (Noun) definition: The design and operation of a system or process to make it as good as possible in some defined sense. Moreover, it is a crucial concept in the product development. Consequently, in the spirit of applied metaphysics, a working functional product (proposal or prototype) is necessary before additional improvements, or optimization, can be made.
Furthermore, to make a judgment call on functional capabilities and performance, the development cycle should be completed. This allows for outlining necessary or preferred improvements, which should then be included in the development plan of action. However, the process becomes challenging when the desired product content undergoes anticipated and/or unpredictable changes, especially before the development reaches a certain level.
Even worse, due to outside influences, changes can pile up and become a constant presence in the ongoing process, shifting the goalposts. Therefore, this ongoing change makes true optimization almost impossible because it prevents freezing the design content for the initial condition. Hence, understanding the nature of product development and the constancy of the change process is vital. Consequently, one must be cautious with the concept and potential results of an optimization project, as it is challenging to comprehend which elements of the complexity are unchanged, which have changed, and which will change soon.
Finally, continuous improvement is only possible for steady-state conditions with minimal opportunities for changes in the elements comprising the system or assembly. Furthermore, recognizing this, effective optimization requires careful planning and adaptability to manage ongoing changes.
Corporate policies for the Engineering Change – Rules of Engagement for the Executive Engineers in charge of the Part Number Design and Release
Generally, leadership establishes specific policies and protocols to manage the ongoing engineering change process. Consequently, these protocols include total timing expectations for closing open issues, along with step-by-step processes and milestones associated with progress. Additionally, for certain program events like product launches, warranty, or safety-related escalations, emergency protocols are in place. Furthermore, these protocols include the allocation of resources and financial means to expedite the resolution of such unwanted developments.
However, no matter how expedited the implementation of the solution set is, it is crucial to facilitate all necessary rigor related to the complete documentation and verification of the new design. Therefore, this includes ensuring that all related documentation, such as official validation test data, is part of the Engineering Change Request (ECR) approval. In addition, adhering to these corporate policies and rules of engagement ensures that engineering changes are thoroughly documented, validated, and implemented effectively, maintaining the integrity and reliability of the part number design and release process.
Conclusion:
In conclusion, certain comprehended and unknown conditions will always drive the planned product development project to necessitate Engineering Changes. Therefore, this constitutes the “Theory of Engineering Change.”
Consequently, it is up to the leadership team to understand the prerequisites and necessary resources in preparation for the product development venture. Furthermore, “rules of engagement” for dealing with incoming issues need to be established, and engineering personnel must be trained and ready.
Moreover, updating various documents related to specific parts and their requirements is a general responsibility of the responsible stakeholders. In addition, the organization needs to be adept at handling expedited or emergency-related issues to ensure a successful product launch.
Finally, the opportunity to engage in continuous improvement is truly possible in a steady-state conditions when all inputs are fully comprehended, and improvements in outputs are feasible to achieve.
References
- Engineering Change Request – https://en.wikipedia.org/wiki/Change_management_(engineering)
- ECR Timeline Management – https://georgedallen.com/engineering-change-request-new-timeline-management/
- Knowledge Generation – Epistemology – https://georgedallen.com/epistemology-in-engineering-systemic-knowledge/
- Tactical Plan – Future Deep Dive
- Gantt Chart reference – https://en.wikipedia.org/wiki/Gantt_chart
- Theory of Chaos – https://georgedallen.com/navigating-chaos-systems-engineering-in-vehicle-occupant-sensing/
- Engineering Ethics – https://en.wikipedia.
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