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good understanding of the portfolio context of the project, the key objectives, and the target product profile. |
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Manufacturing is no exception to the above. Their representatives need these attributes to represent Manufacturing on the central project team and link with the R & D Project Leader and/or Project Manager. The Manufacturing project member must ensure that input into the overall project plan is given by the Manufacturing team and that, where timescales are critical, that these have been checked with the technical support teams to ensure feasibility. Quantities and demands on the process must also be established through liaison with central Marketing and also by the direct communication that Manufacturing often has the local marketing. |
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VI.
Manufacturing Project Management Group |
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Who should represent Manufacturing on the central project team? This question is often contentious within Manufacturing itself. On the one hand, the commercial areas (Planning/Purchasing, etc.) do not feel this should be left to the technical staff, and on the other hand, the technical staff does not feel that the commercial staff sufficiently understands the technical issues. Because the project team essentially ensures representation of all areas in the development process, this argues that technical specialism is not needed provided there is a strong technical support structure which has adequate links to the central R & D team. This in turn argues that the representative of Manufacturing on the team should be a skilled Project Manager rather than a technical expert. |
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At all stages of the development program and throughout the life cycle of the product, a good strategic view must be maintained on all aspects of the development of the manufacturing process, both technical and commercial. To do this, a group is needed that has essentially a commercial role in the organization which will organize the business of manufacturing but also ensure good links to physical production itself with the relevant technical support. This is the central Manufacturing Project Management Group. |
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This unit should be staffed by individuals with a broad understanding of all of the R & D, Development and commercial processes involved in bringing a product to the market. They also must be familiar with the company and the way in which both the formal and informal systems work, as it is their coordinating role that is most crucial in ensuring successful transfer of a product to production. Because it is quite rare to find individuals |
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