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Project Manager based in Manchester UK

The act of innovating; introduction of new things or methods.

manuprocessRecent statistics show that manufacturing in the UK is now as low as 11% of GDP and employment in manufacturing has fallen by a massive 9% since Sept 2008.

Staggering figures – so what’s the solution, if in fact one is needed.

As manufacturing jobs are generally well paid compared to the rest of the economy and as each manufacturing role supports a number of others in the supply chain it would seem logical that an increase in the number of manufacturing jobs will lead to a more diversified and robust economy.

So, how do we go about generating more manufacturing jobs. Do we introduce tariffs on Chinese goods ?  Impose extra duties on imports ? – we could do this but in the end we may do more damage to British business than good.

Many companies have survived by outsourcing activities to China, the Far East and elsewhere and whereas some would argue this has cost British jobs the counter argument is, that without outsourcing, these companies would have gone bust and cost even more jobs.

Capitalism is a dynamic competitive environment and, like its biological counterpart, the most able to adapt will survive.

Wherever a company or organization exists, in order to compete, survive and thrive it needs to Innovate.

It needs to develop new products and services and bring them to market.

In the current climate this is even more critical.

Innovation enables the most able to adapt to survive.

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Dissapointing your customers…..

projectsSometimes, despite best efforts at Risk Management, we drift off plan. In the worst case this means we won’t be able to meet our customer commitments.

So what do we do:-

a) Wait until the last minute, hoping for a miracle, then tell the customer they are going to be dissapointed – this is probably the worst thing you could do; no one likes to be let down at the last moment, particularly customers, it also offers them no options and could be extremely costly if they have prepared an expensive advertising campaign to launch their product.

b) Tell the customer as soon as you are aware of the problem – probably better than a) but this will still cause a lot of consternation to the customer and doesn’t offer them any solutions; in effect it puts the responsibility back on the customer which is what they are paying you for !

c) Explore all the possibilities to get the plan back on track; get the whole team involved and seek advice from Senior Mangement once you have explored all the possibilities.

Develop a contingency plan. Find out what you could deliver on time and what you could deliver at a later date. Come up with 3 or 4 alternatives.

Arrange a face to face meeting with the customer, apologise profusely and present them with the contingency plan.

You should have absolute confidence in your contingency as you want to make sure you do not let the customer down again.

Most customers are realistic and pragmatic and the contingency approach will generally maintain your reputation as an effective project manager.

chris@projectsguru.co.uk

www.projectsguru.co.uk

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would you let your team visit the customer ?

customersAs Project Manager you will have primary contact with the customer but should you take team members with you on customer visits ?

Here are some good reasons why you should:-

a) The customer will appreciate the opportunity to meet the team, especially if it allows technical experts from both sides to meet and discuss hot issues. It is often the case that engineers can take up polar positions with their customer counterparts and a face to face meeting is the very best way to minimize possibilities of stand offs regarding technical issues.

b) Your team members will really appreciate the opportunity to discuss issues direct with the customer making them feel valued and appreciated.

c) The PM will benefit from effectively delegating responsibility to the appropriate team member. The team member will take more ownership having being directly involved in the decision making process.

d) Involving team members in early customer visits will generate rapid agreement and clarification of project objectives and product specs.

If you can think of some more reasons for involving team members in customer visits, or even reasons against, we would like to hear them.

chris@projectsguru.co.uk

www.projectsguru.co.uk






Minimize costs at the design stage…………….

design01

Once the product spec is agreed with the customer the product design stage can begin.

This is the key stage for minimizing product cost. At every point the design engineer should reference the product spec in deciding what components to use and what tolerances are required. The design should take into account component and material cost and every effort should be made to minimize cost.

If the spec can be exceeded without impacting on cost then this should be done but not if there is a negative impact on cost.
The design should be maximised for efficiency and manufacturability and costs minimized before moving on to the prototype stage.
Every cent saved at the design stage will be a saving throughout the product life cycle whereas every additional cent lost in design will require an expensive redesign in order to be recovered.
The design stage is the key stage to minimize product cost.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Happy Birthday to Ya !

In 1999 I was lucky enough to visit New Orleans for a business conference. Of course I had a tremendous time, visiting all the tourist sites and  lapping up the nightlife in the French Quarter. The drink was flowing, the music eminated from every bar blending together in a heady mixture of jazz and blues, the mood was exuberant, the colours vibrant, the women beautiful and the food was great too:- Creole Crayfish, Jumbalaya, fresh lobster and spicy chicken.

In the cold light of day more disturbing things were apparent. There was a great deal of poverty outside the tourist areas and the realization that all, and I mean all, of the serving staff were black. The Hotel maids, the shop assistants, the cleaning staff, the refuse workers, all of them were black. In contrast the majority of the hotel guests including myself were white. This was the most racially divided society I had ever been in.

The next moring I was reflecting on this over breakfast when my thoughts were interrupted by 3 loud cracks.  Startled I turned to see a large white man banging his ashtray on the table and demading “S-U-G-A-R” as his coffee was served by the timid black waitress. I have never tasted so much bile in such a sweet word.

On my way home I passed through the huge hub of Atlanta and amid the drkinghustle and bustle I came across a memorial to Dr Martin Luther King Jr and read about that great man and the sacrifices he made for freedom and equality.

troopers-NOLSeveral years later in 2005 I watched in horror as Katrina devastated New Orleans. What seemed worse was that it took the Federal Government 3 days to respond while the poverty stricken people of Loiusiana, the vast majority being black, fought for survival amid the rising tide and chaos. The area was like a Third World country, not The United States of America.

When the state troopers eventually arrived they seemed more intent in shooting looters than helping people.

In 2009 I watched President Obamas inaugration intently.  One particular passage resonated strongly:-

“This is the meaning of our liberty and our creed – why men and women and children of every race and every faith can join in celebration across this magnificent mall, and why a man whose father less than 60 years ago might not have been served at a local restaurant can now stand before you to take a most sacred oath.”

The tears which rolled down my cheek were warm and salty. I was reminded of Crayfish and Lobster and Jazz.

Happy Dr Martin Luther King Jr Day America !

Home of the brave, Land of the Free, and the Not So Free.

chris@projectsguru.co.uk

UKIP plans to ban controversial garment….

nigelfarageToday, following on from announcing their intention to ban the controversial muslim  Burkha, Nigel Farage announced UKIP’s intention to ban the traditional Scottish kilt !

Interviewed on Scottish Television earlier today Mr Farage, ex leader of UKIP, stated the Party’s aims:-

” Scottish men have been forced by their wives to wear this ridiculous garment for decades. It is completely ludicrous that men in one part of the United Kingdom are obliged to wear this skirt in the bitter cold of winter whereas their Souhern counterparts are under no such obligation…..”

“If elected UKIP will ban the wearing of the Scottish kilt in all parts of the kiltUnited Kingdom…”

The comments caused outrage in Scotland and is likely to be debated in the Scottish parliament next week.

A recent Mori poll gave UKIP 0.017 % of the U.K vote.

Now we’re Insourcing……………………

reengineeringFriday’s News that Automotive component supplier Bosch is closing its plant in South Wales and moving manufacturing to Hungary was grim news for employees.

However, this action is actually bucking the latest trend.

A recent survey by manufacturing group EEF revealed that one in seven companies had moved manufacturing back to the U.K in the last 2 years.

Nearly seven in ten agreed that the U.K was now a competitive place for manufacturing.

The falling price of sterling, increased cost of freight, repeated quality concerns and time to market issues have combined to make the U.K increasingly attractive.

The biggest issue is in obtaining personnel with the knowledge and skills required to establish successful manufacturing lines.

This is being addressed by hiring interims with the experience to deliver results by ‘hitting the ground running’

chris@projectsguru.co.uk

www.projectsguru.co.uk

The real cost of time to market delays….

p4Anyone involved in New Product Introduction (NPI) knows how critical time to market is but do they know how to quantify it?

If a product has a predicted lifecycle of x years the assumption must be made that sales will cease x years after product launch i.e at product “death”.

If the launch date is delayed by 2 months the original product “death” should remain the same. Any product will only be viable until its successor is released by its originator or the competition. The result is a loss of 2 months of sales which will have a real monetary value. This is a perfectly reasonable proposition as there is no logic in assuming that the competitors next product will be late just because yours is !

This enables us to quantify project delays in terms of real dollars. Great news for Senior Management but also good news for the project manager as it allows us to justify additional project resource or equipment in order to meet the original project timescales.

Remember – if your Senior Management has not provided the resource you budgeted for to bring the project in on time quantifying time to market losses in monetary terms is a great leveraging tool.

Are your objectives SMART ? ………….

smartteamIt is essential, when starting a project, that the team fully understands what the Objective is. This might sound obvious but is also something which is often overlooked. Sometimes the team is formed and the project kicked off without any clear statement about the Objective of the project. Consequently different Team members have different views on what the Objective is and this inevitably leads to unnecessary conflict and wasted effort.

The time to set Objectives is during the Storming phase of Team formation. During this period the Objective may be “kicked around” and debated until a consensus is found. This will happen at the beginning of the Norming phase. The team leader provides a pivotal role in agreeing objectives by setting the scene and putting things in context.

Objectives should be S.M.A.R.T:-

Specific.

Objectives need to be specific. They need to stipulate what is required, why it is required, when is it required & by whom.
The more Specific you can be about the Objective the greater your chance of success.

Measurable.

Objectives have to be measurable so you can track progress towards your goal. Establish suitable charts which track progress in a clear way.

Aggresive

Objectives MUST be Aggresive; not in a violent way (of course) but in a challenging way. They should be set such that they stretch the capabilities of the team in terms of performance and timescales.

Realistic.

Objectives MUST be Realistic. The setting of Objectives beyond the technical competence of the team or outside of its political remit will only lead to disappointment & poor morale. Also Objectives should not be too lax otherwise the Team will not be motivated and the outcome may not be favourable with external competitors.

Targets

Performance Objectives should be published & measured against targets.

SMART Objectives lead to SMART Performance !

chris@projectsguru.co.uk

www.projectsguru.co.uk

So what’s the plan..?………….

project-management-team

Once the Project Objectives are defined the next stage is Project Planning.

The effort which is put into the project planning stage will determine how smoothly and effectively the project runs and the better the chance of the Objectives being delivered on time.

The project manager normally uses a tool such as Microsoft Project Manager and the most common form of layout is the Gannt chart. Take a look at this for a detailed explanation:-

http://en.wikipedia.org/wiki/Gannt_Chart

The project is broken down into a Work Breakdown Structure which lists the main elements of the project. Each element is then broken down into a number of tasks and sub-tasks. Some of these are interdependent and need to be linked i.e one task cannot be started until the other is completed.

Any tasks which can be done in parallel to others are arranged as such and the idea is that the overall project timescale is minimized taking into account the resource available. This takes a lot of effort and it is likely that a number of iterations will be required. It is vital that each person responsible for a particular task is aware of the plan and has “bought in to it” i.e they agree with the timescales and with their responsibility to deliver a particular task. All of this relies on the PM’s negotiating skills. The plan should be reviewed by peers and management to ensure that it is as representative as possible. It should also have a sponsor who is a senior manager in the organization in case of any resource conflicts.

The overall length of the project is determined by the CRITICAL PATH – the tasks which have to follow on from each other from the start of the project to the end. If any one of these interdependent tasks takes longer than planned the project will overrun. If any can be shortened the overall project timescales may be shortened or another parallel task may then become part of the CRITICAL PATH. This will be easier understood by using a tool such as Microsoft Project and altering the duration of some of the key tasks on the critical path.

Some Common mistakes when constructing project plans:-

• In an effort to get the project moving not enough effort is put into planning – proper planning will save a lot of wasted effort later on.

• Resource is allocated without agreement of the nominee or their manager – people need to “buy in” to the project timescales.

• Under commercial pressure timescales are agreed which are not viable – the project manager needs to be resilient and highlight the risks, escalating to senior management if necessary.

• Tasks are poorly defined and ambiguous – they need to be broken down into manageable chunks and to be specific.

• The project progresses but the plan is not updated on a regular basis leading to unpleasant shocks when delays are highlighted – the project plan must be updated regularly (at least weekly) and published widely.

A well defined and structured project plan will identify resource and timescales enabling tasks to be completed on time and the project objectives delivered to expectations.

Best laid plans of mice and men aft gan agley – Robert Burns.

chris@projectsguru.co.uk

www.projectsguru.co.uk