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Here’s a challenge I see quite often while we’re on a client project involving mechanical design or CAD work.  Does this familiar?

Someone is tasked with designing a new sub-assembly or component for an existing product.  As they get underway their work on face value gets the company to a conclusion where the design/ drawing is technically complete. As such, this person is able to check the proverbial box for ‘task completed’ and move on to the next assignment.  While the work may have technically been completed, it often is done in a fashion which causes all sorts of problems down the road for the company, including other employees working on the same project within the same organization as well as their external suppliers. 

How is it someone can complete a design project satisfactory on the surface yet problems arise down the road with that very same design, which had been previously approved?

Answer: the devil is in the details, or lack thereof, to be more specific.

​The reason why companies and or their respective employees experience this is because they aren’t following a formal and documented ‘gold standard’ for their product design practices.  Simply put, they lack discipline with design fundamentals.

As a result of a lack of design standards (and perhaps training) employees are left to decide for themselves how to complete a task which may get them to the finish line but the approach, process and details along the way can have wild variances and interpretations.

While this may be commonplace and old news to many of you reading this article, the reality is the actual practice of designing a product with repeatable ‘gold standards’ is anything but common sense or consistent in the workplace.  When our approach to design is fast and loose we experience the following:

• Design intent isn’t captured
• Formatting and documentation inconsistencies or it’s wrong all together
• Future efforts to utilize the design for other applications can’t be leverage causing rework
• Models can’t be adjusted or revised easily because the initial designer didn’t put enough thought into their work to think ahead about future changes which may need to take place; the design is static rather than being parametrically driven
• Confidence in the model and the overall design is tarnish
• The company losses time and market opportunity which translates into lost revenue and market share attainment

 
When these issues show up it causes companies to reinvest dollars and resources into their work in order to move the project forward to get it to a point of where it can be properly advanced along the product development life cycle.  This reinvestment is unnecessary and a huge time suck.  We see this a lot when a medical device OEM has a contract manufacturer (CM) do some of their design work.  In more times than I can count the work which is produced in this scenario is rough, limited with detail and documentation, almost never parametrically driven, and close to useless in other scenarios.  Don’t fall for the trap of “we just need drawings.”  While that may be the case in the moment, this will almost always cause you more work and funds down the road.

For these reasons it’s vital companies implement a ‘gold standard’ in their design work which their employees and suppliers follow to ensure the work each party is facilitating makes it to the finish line in the same format, intent and approach.  This unification of process increases the likelihood design work is done correctly while also ensuring future usage of said designs doesn’t require additional unnecessary iterations or complete redesigns.
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If implementing a ‘gold standard’ for your design and product development practices could be a benefit to your team or company, here are some of the key points to consider:

1. Documented processes with consistent templates and forms
2. Develop a systematic way to capture tribal/ legacy knowledge
3. Utilize a centralized database (PLM) for product data storage (tools like UpChain, Arena and Windchill)
   • This will help with traceability and legacy data
4. Developing consistent design techniques like:
   • sketches constrained,
   • design for manufacturing (DFM),
   • simplified features which are in systematic order,
   • building relations to create predictability,
   • organize your feature manager trees,
   • design intent documentation
5. Drive dimension (model dimensions) used in drawing (ease in updating documentation)
6. Implement a system of checks and balances to ensure work is done properly and in accordance with company processes and policies
7. Ensure there are consistent discussion, training and guidance focused on designing with the future in mind

 
Example below: A well laid out Solidworks Assembly Feature Manager Design Tree

​If you, and or your company, lacks a ‘gold standard’ for your product design efforts you are inevitably wasting time and resources.  This also has a direct correlation to a suppliers’ ability to help with outsourced work causing the overall project to be more challenging and lengthier than necessary (prototyping, manufacturing, etc.)  While this isn’t a fun realization there is hope!
 
Here’s how to fix it. 

Start right away by developing a best practice plan.  This will help you and your team form an outline for what design practices and approaches are ideal for your product and technology, which aren’t, etc. From there setup a review plan to provide feedback on all work performed. Once the infrastructure of your new gold standard system is established you’ll want to asses the skills of your team and develop a training program which can be offered to both new and existing employees. 
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[This article is also featured on episode 72 of the Business Wingmen Podcast Show]
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Successful performance is everything!  Our ability to execute at work is something we as professionals need to strive towards every day, yet many of our colleagues seem to have forgotten this time-tested reality of business.  As Rory Vaden, bestselling business author and leadership speaker, accurately shares, “success is not owned, it is rented - and that rent is due everyday.”

Vaden hits on a key piece which would serve all of us well to keep in mind as we come to work - our ability to successfully perform our job is what keeps us gainfully employed.  I’ll take it a step further, what got us the job was our credentials, the things we’ve done in the past.  What keeps us in the job thereafter is 100% our ability to get things done – the things that matter to the company and our respective performance. 

The same is certainly true in the consulting world, frankly I would argue it’s even more focused on performance and execution than a normal 8-5 full-time job is.  The world of consulting can be summed up in 3 words: execute, execute, execute!  Anything less and you’ve missed the mark.
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Consultants, like many of our fully employed brethren, has a tendency to forget the reason they are there, the reason they have a job – it’s to fix, solve and solution other peoples’ problems.  Our inability to do this will inevitably lead to a consultant, or consulting firm, finding themselves unemployed or not getting asked back to continue supporting their customers. It’s for these reasons we need to employ the below five ‘best practices’ in our daily work.  Your ability to do so will do two things – help keep you focused on what matters (successful execution of your task or job) while separating yourself from the competition and or your colleagues.  

​Best Practice #1 – Proactive Communication
If you’ve ever had some one say to you, especially someone in management, “can you give me an update on where you’re at with X”, you’ve just failed the first lesson of communication.  Professionals who operate at a high level understand the importance of fluid and consistent communication.  They know it’s important to communicate proactively, ahead of time.  They don’t wait until the last minute to spring an urgent matter on the team or their boss, they don’t procrastinate, and they certainly don’t wait to inform those around them they are going to miss a deadline the day the deadline is due.  Proactive communication is all about respecting the process and those around you. 

​Best Practice #2 – Positive Mindset
The beautiful thing about the way our minds work is we have an incredible amount of power over most of what happens in our heads.  In particular, our outlook on things, our attitude, is 100% within our control.  If we show up to work with a bad attitude, closed to others ideas, not welcoming feedback and or unwilling to collaborate with others we quickly will build a reputation as a person on the fringes.  There’s no quicker way to alienate oneself from a team or your boss than by having a poor attitude.  Yes, we all have our bad days – it happens even to the best of us.  What’s important is to have your moment and then move on.  Focus on what you can control and be open to ideas, different approaches and perspectives.  An open and positive mindset is contagious causing your colleagues to feel invigorated working with those of us who can come to the table and leave the sourness at the door.  Positive thinking also boosts our health by reducing stress!

Best Practice #3 – Ownership
We don’t need to be in management or the owner of a company to operate in a capacity of owning our work.  Those of us who employ ‘ownership’ in our work don’t make excuses for shortcomings, we don’t worry about excuses because we’re busy finding solutions.  When we own our work we don’t wait to be told what to do, we seek work proactively and or ways to improve things around us.  People who operate with an ownership mentality have a tendency of being able to make decisions quicker while experiencing success more often.  If you’ve ever said “that isn’t a part of my job description” you just failed the ownership best practice.  People who own their work get promoted more, are typically paid higher wages and increasingly get called back to help with projects.  They take responsibility for how they show up and encourage others around them to do the same.
Of all the best practices listed in this article it is my humble opinion the practice of owning ones work and being accountable for it carries with it the biggest positive impact on our jobs.

Best Practice #4 – Accessibility
In the dawn of everyone working from home these days, or remotely, being able to get a hold of someone during normal working hours is critical.  Simply put – if your boss has to track you down every time they need to reach you it probably isn’t going to end well for you in that job.  Same is true if your company uses communication tools like Slack or Microsoft Teams.  These tools are used to improve communication amongst the team, if you aren’t logged into the tool and or are unresponsive, you’re setting yourself up for a quick career death in your job.  This doesn’t mean you need to be chained to your desk or phone eagerly awaiting the next hopeful call by a colleague or boss.  What it does mean is that you need to be mindful of the various ways in which your company communicates and be attentive to those processes.  If people feel like its easy to get in touch with you and or you respond quickly, they will invariably feel you are on top of things and are a reliable person to work with.

For example, our company practices the ‘1/24 rule’ during standard business hours.  We expect our teammates to acknowledge a communication with a response within an hour and provide an answer, or what to expect next within 24 hours.  We aren’t perfect at this down to the minute (as that would be unrealistic) but I’ll be the first to say this practice makes our teammates highly proficient and therefore their jobs easier.

Best Practice #5 – Systems & Tools
Whether you’re a consultant, an employee or just new to your job, in today’s world there’s no excuse for not learning a company’s procedures, systems and tools.  Those of us who choose not to work within these parameters typically find ourselves making careless mistakes, coming up short on our projects and irritating the heck out of our colleagues and management.  Why is this?  Well, when we don’t use a tool right, or don’t follow a certain SOP accurately it inevitably makes more work for someone else down the road.  Trust me when I say every one hates having to fix other people’s inaccuracies, especially when it’s documentation related.  If you’re new to a company do everything you can to quickly spool up by learning the tools, systems, workflows and documentation processes.  The quicker you learn it the better your work product and output will be.  People may just like working with you better as a result.
 
Conclusion
While there are many things which lead to someone being successful in their line of work, I firmly believe these five best practices are things all professionals can do, regardless of their experience, education level, etc.  We have a choice to make every day when we show up to work – be the best at what we do or simply be average.  As the job market continues to tighten up those of us who are average will find themselves unemployed far more frequently than those of us who choose to operate at a high frequency.  It’s a choice – do you have what it takes?