Final Year Projects in the Context of Manufacturing Process Ian Webster Transform Rail Interiors May 2004

Overview Who/what is Transform Rail Interiors? A typical final year project outline. A typical manufacturing process model (ISO 9000). The engineering phase within the process model. Comparison of engineering in manufacturing and final year projects.

Transform Rail Interiors - The Business National company founded and based in Newcastle, NSW. Additional manufacturing/assembly sites in Cardiff, Ballarat, Melbourne (Somerton and Dandenong). Staff of around square metres of manufacturing space. Customers are large local and international companies such as United Goninan, Downer EDI, Bombardier Transportation, Alstom and Electro Optic Systems.

Transform Rail Interiors - The Capability Primarily involved in design, supply and installation of GRP, electrical and seating components in passenger rail vehicles and large composite structures for specialist applications. Capability to apply advanced GRP production technology to specialist products. Capability to design and supply rail seating solutions. Capability to consolidate GRP products with associated mechanical and electrical equipment to supply modular components.

Transform Rail Interiors - The Engineering Group Approximately 16 engineering staff: in mechanical, materials, mathematics, electrical, electronic, computing, industrial design, business. ten graduates (fourteen degrees at bachelors, masters and doctorate), seven undergrads, four TAFE qualified.

Typical Final Year Project Background reading. Hazard analysis. Preliminary hardware/software design. Progress report. Design implementation. De-bug – redesign (repeat until...) Re-evaluate scope. Final documentation.

Manufacturing Process Model Compliant to ISO 9000 [2001]. Identifies individual functional processes, with ‘inputs’ and ‘outputs’. Accommodates: design, manufacture and supply manufacture and supply (to customer design) supply only (third party manufacture).

Financial Administration Contract Variations, NCR’s Design review Preliminary pricing CustomersSuppliers Despatch Product, Route card Operations Selected Materials Supply and Stores Product Documents Product Development Project Documents Project Coord’n Contract Documents Business Development Product, DA Design proposal (Re-)Negotiate scope TRI capabilities Materials Identify suppliers Purchase order Accounts Payable Accounts Receivable Route cards

Product Development - Inputs Schedule of customer’s required milestones (definitions, reviews, approvals). Schedule of internal requirements (concept development, risk analysis, detailed design, verification, material procurement, manufacture, delivery). Budgets (product development, materials (wastage), infrastructure set-up, manufacture (efficiencies), deliveries, project management. Customer specifications.

Product Development - Outputs Component and general arrangement drawings. Bill of materials. Work instructions, material pick lists, QA procedures. Risk analyses (design, manufacturing). Regular reporting to management and customer.

Product Development – Process (1 of 2) Refine preliminary concepts to develop firm concepts with reference to specifications and preliminary design risk assessment. Review design risk associated with proposed concepts. Confirm acceptance of concepts by customer. Source or design components required. Finalise and freeze concept. Transform concepts into component and general arrangement drawings.

Product Development – Process (2 of 2) Compile ‘Bill of Materials’ (BOM), including schedule of required material deliveries. Determine manufacturing methods, including required tools and jigs. Generate route card templates, including work instructions, pick lists and production QA procedures. Conduct analysis of production job safety. Generate regular management reports on adherence to project schedules and budgets.

Management of Product Development Process Form 44 – Design Process Control Sheet: project scope drawings and models schedules budget and procurement Adherence to customer and internal schedule. Adherence to design, set-up, materials and manufacturing budgets. Weekly and monthly cost, design and schedule reviews.

Comparison of Final Year Project to Manufacturing Project FY projects do not have to produce multiple quantities, but usually only preliminary or developed concept. Cost is principal driver in business, but only superficial for FY projects. (Should FY project mark reflect economically viable solution?) FYP does not have risk of consequential damages for failure to complete contractual obligations. Requirement for comprehensive documentation should not be substantially diluted.

Conjecture Should/could FY Projects be structured as a contract, with predetermined mark for completion of prescribed work within schedule and budget?