Project Control

A Engineer to Leader

June, 2009

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Roadmap

• Why

• Organization

• Stakeholders

• Project plan

• Follow up & control

• Project close

• Documentation

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Why

• New challenges

• Repeatable defect problems

• Quality /machine failures

• Needs from the continuous improvement of– Stable quality– Higher yield– Higher productivity– Lower production cost

• A temporary organization need to finalize the specific target within a short term

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Not anyone to be a leader

• Why– Can not get the full support from the other departments

– Difficult to coordinate the coming issues

– The leader take everything finally by himself/herself

– Don’t know how to start?

– Don’t know how to control?

– Extra work load for the leaders without any benefit?

– Be afraid of failure?

– Don’t want to take more responsibilities

– Less motivations

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Organization

• Sponsor or champion who can support you during the who project phase

• Stakeholders– The interest will be affect by the project– Positive or negative

• Project leaders

• Project team– According to the challenge/problem, you need the member as follows

Technical (maintenance, process, project) R & D Production, Logistics, Quality Sales & Marketing Other consultant Champions

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Engineer Vs Leader

• A Process/Product Engineer– Focus on the each specific

process– Need to have a better

understanding of the process /operation

– Analysis the failure of process– Solve the problem by using his

internal capability and know how– Less coordinate– Need more Technical background

• A project leader– Cases, problem and challenges– Know the target and KSF for

project– Built up the team including

different role of the whole process map

– Draw out the plan and work breakdown structure

– Communicate and coordinate with stakeholders

– Get the support from different members/areas to finalize the tasks

– Project control and follow up– A platform to communicate with

different functions

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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How to start?

• Know better the background– What’s the problem?

– What’s the target?

– Stakeholders?

– Owners?

– How long time we have?

– Resources?

– Who and when can I get the support?

– How to solve the problems

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Develop the plan

• Current situation analysis – A new challenges or an old repeatable problem?– What’s the situation of previous?– The main change

Material Human Working methods Environmental Machine Customer

– This will be the input for develop the plan

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Develop the plan

• Target situation– The needs from marketing and outside– The needs from internal quality control– The need from yield improvement– The need from productivity improvement

• Target setting– Smart rule (Specific, Measurable, Achievable, relevant, timely)– Used by figure and data with clearly deadline, owner– Milestone can be included if a project cross a year

• Target will be the output and KSF (key successful factors) for the project plan

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Develop the plan

• Analysis– Production log data– Customer complaint– Problem list

When, what, where, who, which, how it happen How much

• Problem solving– Quality Tools

Fishbone root cause analysis P-M Analysis and 5W2H Brain storming (not blame storming)

– WBS (Work breakdown structure) From top to bottom For each key factors Test or confirm

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Develop the plan

• A good project plan– Clearly project target

– Good product/work breakdown structure Task, why, who, deadline Connections Milestones Risk analysis Backup plan Delivery

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Support

• Discuss the problem with the stakeholder when start analysis the problem• Listen to the different voice (point view from both internal and external)• Analysis the problem based on the fact• Avoid the mind setting of either black or white,• Draw out the conclusion based on test result or data• Communicated the information and situation within your project team, stakeholders even steer

committee• Clearly task for the members and good follow up• Make better use the strength from your project champions, steer committee, and even MD

– How to do that Hold your project meeting and invite them to attend or submit the latest challenges/problems Send the different options together with pros/Cons Suggest them to make the decision before the deadline of XXXX Team decision instead of lead decision

• Team building and motivation• Make better use of the machine group to discuss the abnormal change/challenges• Focus on the problem itself and consider it by changing the opposite position• Focus on the final result and communicate it with flexible style

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Project follow up/control

• It is the key reach to the final succeed end after you have a good project plan

• The strong tool to avoid the leader do everything by himself/herself

• The project need to be followed up when– Over one month– Reach to a milestone or a stop point– A big situation change which need the further active actions

• Dig into the real root cause by asking Why, Why not enough

• We still need to work together develop the solution how to overcome or improve

• Send out the agreement/conclusion, to-do list to your team and steering committee

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Project close

• When– Reach the project target– The project is held or postpone due to new change

• Closing review meeting– Including the different member and key stakeholders– Conclusions– Delivery or outcome of the project– Good things can be used for futures– Lesson need to be improved– Make it under control by optimized the FMEA, control plan and

instructions– Motivations or celebrations

@Sapa Heat Transfer (Shanghai) LTD,2009 Confidential

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Documentations

• Project plan

• Analysis log data

• Follow up report

• Meeting minutes/PM

• Visiting report

• Project closing report

• Other key records