Engineering and manufacturing settings are often faced by numerous projects that run out of hand, and still customers demand that they be promptly completed. Tasks that are simple fail to get completed because teams of professionals who work hard fall far much behind schedule. There is lack of the required resources, works keeps commencing and ending; communication problems cause further delays and project lead periods start to grow exponentially.
The head and first in command at Pinnacle Strategies said that these companies require realistic know how from a team that can raise quality of project management process and really boost the output process because they know how.
Increase in output by twenty percent in two months is seldom promised. If rapid output improvement is required, the tool recommended is Rapid Analysis and Bottleneck Improvement Team, RABIT. FMC Technologies and BP are companies that have used the RABIT technique successfully.
"The RABIT process took a stoppage in production and got it moving to its maximum capacity of eight units a month. After five weeks, we had put out the fire and opened the bottleneck. After ten weeks we had changed our focus from multitasking to building a focused process. It took just two-and-a-half months to see major results and success," remarked Fredrik Glette, Global Manager, MPS Core Components, Subsea Systems, of FMC Technologies.
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.
Rune Thoresen the Global Manager at FMC technologies commented saying that starting bottleneck process was the first RABIT focus. Speeding up getting product from vendors and manufacturing were goals that were second and third respectively. The biggest success was bringing down the design documentation start time necessary for manufacturing from 240 days to 110. The cycle took only six weeks. RABIT brought about structure, methodology and KPIs, Key Performance Indicators for long term success.
Making delivery promises puts 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.
In many projects, delivery problems go undetected until the end, when there is little time and recovery options are limited. The project fails to deliver on time, or within budget, or the results (or features) promised. The effects of poor project management can be catastrophic for business. Woeppel is emphatic, noting "Sub-standard project management robs a business of its reputation, its customers and its very existence. Failure to achieve key milestones during the engineering phase of a project means that subsequent procurement and construction phases will suffer and be delayed."
Project Management Gone berserk.
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.
Sony Playstation's Gran Turismo 2 completed production two years after its announced release date, with an $80 million price tag.
Wrong kind of MultiTasking.
Multitasking can be bad or good. Good multitasking is effortless ability to keep up with two tasks all at once, like checking your email messages on the way to a meeting. Bad multitasking is when work is dropped halfway to embark on another task, only to then stop and embark on another one or go back to the original one. There are profound implications of project productivity.
Woeppel also acknowledge that people are not often able to complete a task without getting distracted into another one, necessary changes cause the time taken to complete tasks grow. Tasks that would have been completed, end somewhere on the back burner due to unavailable resources. For long estimates, actual time will even grow 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 theoretical approach; only benefits in real world matter.
RABIT has quantifiable metrics including data which substantiates the average lead times were reduced 28% while output increased two hundred percent. Rapid impacts are critical; lengthy Six Sigma campaigns have notoriously taken years to achieve measurable productivity impacts; RABIT guarantees 20% more output in two months. The improved communication, collaboration and focus, as well as prioritisation of projects, creates a culture of best-practice. Happy employees and happy customers have bottom-line impacts.
The head and first in command at Pinnacle Strategies said that these companies require realistic know how from a team that can raise quality of project management process and really boost the output process because they know how.
Increase in output by twenty percent in two months is seldom promised. If rapid output improvement is required, the tool recommended is Rapid Analysis and Bottleneck Improvement Team, RABIT. FMC Technologies and BP are companies that have used the RABIT technique successfully.
"The RABIT process took a stoppage in production and got it moving to its maximum capacity of eight units a month. After five weeks, we had put out the fire and opened the bottleneck. After ten weeks we had changed our focus from multitasking to building a focused process. It took just two-and-a-half months to see major results and success," remarked Fredrik Glette, Global Manager, MPS Core Components, Subsea Systems, of FMC Technologies.
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.
Rune Thoresen the Global Manager at FMC technologies commented saying that starting bottleneck process was the first RABIT focus. Speeding up getting product from vendors and manufacturing were goals that were second and third respectively. The biggest success was bringing down the design documentation start time necessary for manufacturing from 240 days to 110. The cycle took only six weeks. RABIT brought about structure, methodology and KPIs, Key Performance Indicators for long term success.
Making delivery promises puts 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.
In many projects, delivery problems go undetected until the end, when there is little time and recovery options are limited. The project fails to deliver on time, or within budget, or the results (or features) promised. The effects of poor project management can be catastrophic for business. Woeppel is emphatic, noting "Sub-standard project management robs a business of its reputation, its customers and its very existence. Failure to achieve key milestones during the engineering phase of a project means that subsequent procurement and construction phases will suffer and be delayed."
Project Management Gone berserk.
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.
Sony Playstation's Gran Turismo 2 completed production two years after its announced release date, with an $80 million price tag.
Wrong kind of MultiTasking.
Multitasking can be bad or good. Good multitasking is effortless ability to keep up with two tasks all at once, like checking your email messages on the way to a meeting. Bad multitasking is when work is dropped halfway to embark on another task, only to then stop and embark on another one or go back to the original one. There are profound implications of project productivity.
Woeppel also acknowledge that people are not often able to complete a task without getting distracted into another one, necessary changes cause the time taken to complete tasks grow. Tasks that would have been completed, end somewhere on the back burner due to unavailable resources. For long estimates, actual time will even grow 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 theoretical approach; only benefits in real world matter.
RABIT has quantifiable metrics including data which substantiates the average lead times were reduced 28% while output increased two hundred percent. Rapid impacts are critical; lengthy Six Sigma campaigns have notoriously taken years to achieve measurable productivity impacts; RABIT guarantees 20% more output in two months. The improved communication, collaboration and focus, as well as prioritisation of projects, creates a culture of best-practice. Happy employees and happy customers have bottom-line impacts.
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