A Structured Approach To Streamline New Product Introduction In Manufacturing
Success in the manufacturing environment depends on how efficiently and timely a new product is introduced and scaled to large volumes. Companies, particularly startups, often struggle with the complexities of managing new product introduction (NPI) and change management due to the lack of structured processes, tools, and systems.
In order to overcome these obstacles, Keval created and implemented a simplified NPI and change management process as a manufacturing engineer at a startup company. This initiative has improved the company’s ability to scale production and manage changes effectively.
At the core of this change was the introduction of a structured, three-phase approach. The first phase focused on designing a sturdy process workflow. This workflow began with identifying the need for change, followed by planning, design, validation, production pilot, launch, and post-launch review. Through establishing this clear and repeatable structure, the company was able to bring consistency and predictability to an otherwise chaotic and ad hoc process.
The second phase involved the execution of standard tools and templates. Change request forms and implementation checklists were introduced using Google tools such as Spreadsheets. These standardized tools allowed for better tracking, documentation, and collaboration across different teams, ensuring that every change was recorded and executed systematically.
The final phase was the adoption of an advanced system using JIRA, a ticket-based tracking platform. By leveraging JIRA, the entire change management workflow was incorporated into an integrated system. This provided a one-stop solution for tracking changes, managing approvals, and overseeing implementation.
The introduction of a JIRA dashboard further enhanced visibility, allowing stakeholders to monitor ticket statuses and progress in real time. This level of transparency and organization significantly improved manufacturing readiness and efficiency.
The influence of this initiative was particularly evident in the startup’s Advanced Hardware Manufacturing, where Keval had a significant role. The company operated in a low-volume, high-flexibility production environment, working with a wide range of advanced hardware products such as cameras, lidars, and radars and compute systems.
The newly implemented process enabled the team to efficiently manage and track changes across 80-plus different products, providing effortless production scaling and adaptation to evolving requirements.
Prior to the adoption of this structured approach, change management within the company was highly inefficient. Knowledge was largely tribal, decisions were communicated through Slack conversations or emails, and there was no centralized record-keeping system.
This lack of structure led to production defects, delays, and increased manufacturing costs. Through applying a well-defined process, standardized tools, and an integrated tracking system, Keval successfully eliminated these inefficiencies, which culminated in more streamlined and cost-effective operations.
The execution of this initiative was not without its challenges. As a startup, the company faced limited resources for such ad-hoc projects, making it difficult to secure funding for industry-standard tools. Additionally, the tight three-month timeline for completion required meticulous planning and execution.
Perhaps the most significant hurdle was changing the mindset of employees to adapt to the new tools and processes. To address this, a training program was developed to ensure that all team members were well-equipped to use the new system effectively. This proactive approach helped drive adoption and long-term success.
The significance of organized change management in fast-paced manufacturing settings is proven by Keval Babu's work. His experience in developing and setting these processes serves as a valuable case study for other startups facing similar challenges.
Moreover, his insights into the unique difficulties of hardware-based startups emphasize process and system-based approach as hardware-based startups are challenging to scale and grow due to high capital, complexity, dependency and skills required.
The broader implications of his work reflect a growing trend in the manufacturing industry—startups and established companies alike are increasingly investing in integrated process management systems to improve efficiency and scalability.
As the industry continues to evolve, companies that prioritize structured NPI and change management will be better positioned to navigate the complexities of modern manufacturing and maintain a competitive edge.
A well-executed change management strategy can streamline the introduction of new products in manufacturing, as Keval has shown through his leadership and creative approach. His achievements act as an inspiration for others seeking to optimize their processes, ultimately driving greater efficiency, quality, and success in the manufacturing sector.
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