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Document Control, Configuration Management

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27.Sep, 2015 0

Define Business Processes for Migration to New Configurator Application

Industry: Semiconductor Role: Project Leader Number of people working on Assignment: 6 client personnel Duration of Engagement: 2 months Problem Presented: Client had to convert data from an existing computer application to a new computer application for approximately 1,000 custom semiconductors. This conversion effort would take place over a period of several months and involve a great deal of complexity in terms of queuing special requests, identifying problems resulting in things being put on hold while being transferred to be worked in separate work queues, etc. Our firm had to be able to monitor the status and progress of a…

27.Sep, 2015 0

Create Operations Infrastructure for a High-Tech Start-Up Company

Industry: Large Format Color Printer Role: Project Manager Number of people working on Assignment: 1 consultant/programmer, 9 client personnel Duration of Engagement: 4 months Problem Presented: Client needed assistance defining an operational infrastructure necessary to transition the company from being a start-up “product development” company to a complete sales, manufacturing, service and distribution company. Assessment and Steps: • Created a set of Document Control procedures covering part numbering, change control, control of purchased components • Defined user interface for an On-Line Document Control System • Converted existing departmental part numbering systems into a unified corporate system • Released design using…

11.Sep, 2015 0

The Evolution of Part Numbering Systems

I’m often asked how part numbering systems evolved. This document is the result of these inquiries. Often though, the question behind the question deals with whether or not a company should change its part numbering system. Permit me to answer that question now. Gardner’s Law concerning Changing Existing Part Numbering Systems: A company’s part identification practices should be modified only if it can be demonstrated that there is a fundamental flaw in the current system that can disrupt business operations. While individual preferences about part numbering systems differ from person to person (and, by the way, it’s hard to find…

11.Sep, 2015 0

What Every Manufacturing Executive Needs to Know About Configuration Management

Configuration Management (CM) is the foundation of a manufacturer’s operations infrastructure. The world’s most powerful MRP/ERP applications cannot overcome the shortcomings of a poorly designed and implemented CM system. In other words, if your CM system has a shaky foundation, the operations infrastructure sitting on top of this foundation will be shaky as well. Manufacturers think little of spending hundreds of thousands or even millions of dollars implementing MRP/ERP technology. But, by investing little (if anything) in the very foundation these applications rely upon-the configuration management system-they undermine their MRP/ERP investment. CM is the bridge between Engineering and the other…

11.Sep, 2015 0

How Document Control Practices Affect Time-to-Market

Note: This article originally appeared in The Business Journal published in San Jose/Silicon Valley. Manufacturers are continually pressured to improve time-to-market. While there is much discussion about “faster new-product development,” developing products faster is really only part of the issue. The real challenge is decreasing the cycle time between product concept and volume shipments. An often overlooked area that can contribute to reduced cycle times is a manufacturer’s document control processes and procedures. The end product of product development is not merely new technology, but product documentation. Product documentation drives all functional areas within a manufacturing company. The documentation comes…

11.Sep, 2015 0

Being More Responsive to Customer Needs

A Means to Improve Customer Satisfaction and Operational Efficiency Sometimes you gain a new perspective about an issue when you least expect it. For me, it occurred at a usual Friday afternoon beer bust back in 1981 during a brief encounter with Jerry–the VP of Field Engineering. You see, this particular beer bust was special–we celebrated achieving $100 million in new revenue shipments during a single fiscal quarter. I caught Jerry in a moment of solitude leaning against the wall sipping his beer as he stared off into the distance. I approached him and said “Well, Jerry, $100 million is…