How can you smoothly transition from prototyping to mass production?

Take the time to improve your prototype design for manufacturability, it will pay off in every subsequent step of the product development process. You can make one of anything, but what about when this design needs to be made in the thousands? Challenge the complexity of your prototype design, reduce component count, run a statistical tolerance analysis to predict occurrence rate and assess severity & detection of every manufactured/assembled fit; Ppk>1.33 isn't always going to be good enough, while sometimes Ppk=0.50 is. Make sure your customers (external and internal) needs drive your design decisions. Execute on excellent DFM early and always, and you will set your project up for commercial success!

If you have any manufacturing minded individuals on your team, invite them to the party. Design for Manufacturability can save you time and money when you need to scale. As well, if you are a product business with planned service in your support model, it’s highly recommended to engage your service staff so you consider the ease in access from a support perspective.

One of the best ways to enhance your prototype is to involve the VOC (voice of costumer) by studying the benchmark products and sharing with marketing department the conceptual design.

A smooth transition from prototyping to mass production involves careful planning and execution. Start by refining the prototype based on testing and feedback. Conduct thorough design reviews to ensure manufacturability and scalability. Develop a detailed production plan, addressing materials, suppliers, and quality control. Test the production process with small batches before full-scale implementation. Maintain open communication with the production team and suppliers, addressing any challenges promptly. Continuous monitoring, feedback loops, and incremental improvements during the transition ensure a seamless shift to mass production, minimizing disruptions and optimizing efficiency in the product engineering and manufacturing processes.

Depending on the type of prototype, two quick tests can help guide your DFM (Design For Manufacturability): 1) If it's HW based, disassemble the unit, put all the nuts, bolts, washers and other ancillary HW into a jar. Put that jar on the conference room table and challenge the Team to reduce the needed jar by at least half. 2) if it's SW based, have a couple of Users (who work in your field) navigate to produce useful results. Count the number of mouse clicks. If it's more than three know that Steve Jobs would probably ream you for that. You can do all kind of detailed analysis and statistical, edge case testing. But if you fail these two simple tests before you do the complicated stuff, then you need to seriously ask your self why.

Nebenbei: Ein möglichst detailreiches 3D Modell kann schon viel ausmachen. Der Prototyp fängt nicht erst im 3D Drucker an. Heute nennt man das auch "digital twin". Diese Technik ist weiterhin nicht neu. Besonders im Maschinenbau ist das Abbilder aller Bauteile einer Maschine schon über ein Jahrzehnt gängig.

My first rules of assessing a prototype are: 1. Does it perform the function it is intended to? 2. Is the material it is made of easily sourced? 3. Can you manufacture it with standard manufacturing equipment at a low cost? 4. Will it perform for the entire duration of it intended lifecycle? If any of these answers was no, then it is time to revise the design and make new prototypes. Asking these questions is a very normal process during design iterations. A healthy dose of design iterations for a good product is no less than 4.

Thorough assessment of design can be extremely helpful in long run ... having design which is easily interchangeable, easily configurable can be smoothly translated from prototype to commercial product...

In my experience working with complex systems, one single prototype cannot answer the different requirements at System Level. In the other hand we want to test as soon as possible in order to fail with less cost. The solution?split the System requirements and make differente prototype runs to validate our concept against them. Example: To validate a power electronics module for an EV that will control the heating system in high voltage: a) A first software-solo prototype will run software and system requirements running on standard test board b) SLS printed part with some aluminium cooler will be testes thermally with some dummy electronics simulating the heat to dissipate and c) a soft aluminium injection molded to test concept tightness

Design validation can also be made with simulations. Stress, vibration, thermal simulations etc. You can skip some of the tests and prototyping costs as well as reduce the time with simulation activities.

When entering into the validation stage, with design for manufacturing in mind, tolerance stack up must be considered and more importantly, statistical necessity. Frequently a Ppk is a requirement but yet the functionality of the product and associated tolerances don’t align to meet the Ppk, but yet meet “company” standards. Instead look at the device standards and what’s truly statistically feasible.

Simulations may help in the design stage, but the real evaluation of the design's robustness is observed by using empirical stress tests, including voltage, frequency, thermal, and multi-axis vibration, to see and compare the stress-strength limits in a few samples to detect latent design defects and overlooked low margins. If you want to find out how it will fail in the field, you should find out how it fails in the lab under controlled and measured conditions.

Validation of design is extremely crucial before transitioning to mass production. During design validation, the entire PD departments must be involved. The team lead must explain the design thoroughly to the entire team, explaining why any particular design feature was designed in that particular way. Then, the design must be validated through the help of controls or sensors if possible, or perform testing that validates the functionality and strength

It's crucial to identify the critical dimensions and geometry of your prototype before going to DVT, it will keep the validation process easier and give you the ability to recognize the important deferences.

Validation is a.must which can be simulated or tested in closed environment. However field test is always give the best chance to validate. Field test can be done randomly at customer's end. Better doing with a customer as a partner forgetting the financial impact. It gives full confidence. If satisfactory, can be implemented instantaneous on the same customer. This way the development gets boosted up as the bottlenecks can be eleminatrd..

It is typical in the automotive industry to go through several rounds of validation before a product is released for serial production or mass production. Timely feedback loops and design reviews after each iteration are very helpful in identifying and resolving problems in the design at every step. It is beneficial to define a Min Validation requirement. Min Validation encompasses the absolute core testing required to ensure that a product is meeting its function in the final system of operation. Even in time crunch situations where full scale validation cannot be completed, a full stack of Min Validation results can help accelerate product release and launch.

Basically Product validation is next step to recognise your design as per user demand. Step 1: Design user personas. "Personas are the single most powerful design tool that we use. ... Step 2: Identify key use cases and scenarios. Step 3: Develop test scenarios. ... Step 4: Conduct user testing. ... Step 5: Analyze and iterate. ... Step 6: Engage customers for feedback. Engagement with customer and acceptance of feedback for removing loophole from product is must needed for validation of product.

On top of the typical audits, benchmarks, and so on, I'd like to share with you my experience for complex manufacturing: 1) Always genba. No powerpoint meetings but floor-shop meetings 2) Qualification questions: For each technology there're questions that only those that have learned the hard-way knows to answer precisely (i.e. can you please show me how you calculate the standard deviation of this process? or can you share with me how you calculate the estimated failure rate of ths product in 15 years?) 3) And finally inplace Team. Problems will happen and you want to have leadership skills at your contact level, taking responsibility and proposing actions

For startups, this process can be especially challenging. Here are some recommendations: • Seek referrals and recommendations from industry peers or mentors. Personal endorsements can be invaluable in finding reliable manufacturing partners. • Start with a local manufacturer if feasible. Proximity can simplify communication, quality control visits, and potential troubleshooting. • Consider partnering with a manufacturer experienced in small to medium production runs. They may be more willing to work closely with startups and provide tailored support. • Prioritize flexibility in your contract. As a startup, your production needs may evolve, so ensure your contract allows for reasonable adjustments.

The best choice for a suitable manufacturing partner is never about finding the lowest price. Manufacturing services providers offer a lot more than just source the raw materials and make the final product. The success of a new product launch predicates on being able to make the first ones well, then continue to make subsequent ones better and better. Treating the manufacturing cost as an investment rather than an expense will ensure that the product built will improve over time - whether through quality improvements, collaborative engineering, or constructive feedback that drives product revisions. Work with a manufacturer that shares this vision.

I would add: - is this manufacturer aligned with my company skills, resources, way of working, principles or sharing the same core values? A top Tier manufacturer could require resources, processes and requirements that are exceeding your capabilities or other things different from just the mentioned skills such as rigidness, language or culture barriers, incompatible software tools, time zone etc. that could become a problem. -they should follow the company's core values, such as sustainability for example. We should apply the same product and company principles to our main partners. - Somehow the product manufacturing should be close to you. Keep your hands and eyes close to your most valuable assets!

Become your own supplier if available. Big companies often have similar or half processes that with some investment can become in what the same company is looking for. Of course there is a ton of things to keep in mind, but it could be a safe bet if the conditions are ideal, it even could lead to a new business venture. Price is only an issue if you can't effectively demonstrate the value of the proposal. Thank you for reading.

Quality and reliability. Speed and flexibility Value for money Strong service and clear communication. Financial security. Ensure the requisite information about manufacturer their services and able to meet customer needs. Using advanced technology for manufacturing activities is the must needed for selecting our manufacturing association for product manufacturing.

Don't underestimate the power of early manufacturer selection. Many entrepreneurs get caught up in prototyping without considering scalability and production realities. This can lead to agonizing last-minute changes when reaching the market. By locking in a manufacturing partner early, you save yourself future headaches, accelerate scale-up, and ensure your product's smooth transition from prototype to shelf. While researching manufacturers takes time, the payback is rapid and substantial.

Hier kann man hinzufügen: Der Zuliefer oder der Fertiger, welcher auch In House sitzen kann, sollte so früh wie möglich mit ins Boot geholt werden. Ein tiefgehendes Wissen über die angedachte Fertigungsmethode ist hier äusserst hilfreich. So lässt sich etwas Spielraum für etwa den Spritzguss bereits frühzeitig einplanen, um unnötige Kosten zu vermeiden.

Assuming the design and prototypes are built for manufacturing in mind, the transition should focus on the supply chain. Issues such as tariffs, local regulations and market compatibility (voltage, frequency) be checked.

The documentation framework should be built in a similar iterative process to the product / process being designed and developed. This ensures that documentation is not playing “catch up” during verification and validation phases, where timelines are often expedited to meet release commitments. The iterative package build facilitates better change management and risk management controls as the project progresses through the PDP lifecycle.

One important thing mostly underscored is how we control changes during the prototype validation. Our design rules, production machinery and test equipment hast to have implemented QR identification from prototype-alpha. Our Bill of Materials released should include the firmware releases accepted. Engineering and Producion have to share the same information system. Single Source of Truth is mandatory for bill of materials, stocks, releases firmware and End of Line testers software.

Documenting and controlling the development of your product from the concept stage is extremely crucial. At this stage, you should have most, if not all, product-related data loaded into a product lifecycle management (PLM) system, ensuring that all relevant data or documents are available to the entire team, avoiding duplicates or errors caused by using an outdated specification, while allowing control over any changes made to these documents, not to mention that this control is a requirement of international quality standards such as ISO 9001.

Preparing comprehensive documentation is a critical step in ensuring successful product manufacturing. A detailed product data package (PDP) includes essential design files, drawings, BOM, assembly instructions, and quality standards, ensuring that manufacturers have a clear roadmap to follow. Additionally, a well-crafted production planning document (PPD) outlines the production schedule and milestones, helping to manage timelines and expectations effectively. Thorough documentation not only streamlines the manufacturing process but also minimizes errors and facilitates better communication between all parties involved.

At this point you need to listen to the VOE (voice of employee) and that is the operator that takes the lead of the manufacturing process, see what is important to him and try to facilitate as far as possible the assembly instructions. Also to revise several times the BOM and the engineering drawing to ensure there are no mistakes or lost/misleading information or repeated items.

Most manufacturers of large custom equipment fail massively on this point. there never seems to be time to do it right the first time. Yet the consequences are enormous in terms of additional man hours, quality and poor aftermarket support and customer satisfaction.

Die Einführung von A-B-C Mustern und Nullserien kann hier sehr hilfreich sein. Je näher das Muster in der Fertigung zur Serienreife ist, je geringer sind zu erwartende Fehler oder Probleme.

This is critical as well. Many companies rely on quality self-audits by the manufacturing personnel, and as they change which they do processes get modified in unintentional ways. An indpendant spot check is always needed. In addition if your widget is part of your customer's product every design, sourcing, and manufacturing change must be announced. You never know how the slightest change may impact a larger piece of kit.

This is a common problem, one off prototyping is often conducted in a different, more specialized environment than a serial production shop, watch out for deviations and new processes that impact quality.

Agree with this point. Full traceability and confidence for incoming materials is critical. Look for suppliers with their own Positive Material Identifocation (PMI) equipment. e.g. XRF, OES. Ask to see processes and SOP's that apply to your project. Agree on inspection requirements, try to create alignment between your incoming isnpection and suppliers outgoing to streamline the process and improve communication.

Having designed multiple IC's, robots, embedded processor systems (and associated FW) as well as a number of PC based software apps, I've always found simple histograms of performance parameters very useful. One must interpret them differently depending on the type of product (hardware and/or software). For example, most electronics parameters follow a Gaussian distribution in tolerances. Mechanical parts generally do not. Software timing is generally Gaussian when related to core clock jitter. The key in properly interpreting your results is to explain why the histogram shapes or outliers aren't what you expect. Odd shapes and outliers can be valid anomalies. But most times they are a dragon's toe peeking around the corner at you.

The journey from a prototype to production is a marathon, not a sprint, demanding patience and resilience. Technical complexities, budget constraints, and unforeseen delays will test your resolve, but they are opportunities for growth. Integrating Design for Manufacturing and Assembly (DFMA) early is vital to reduce production challenges and costs from the start. Educate stakeholders that a prototype is not a finished product. Balance enthusiasm with the reality of the production path, building trust through transparency. A dedicated team is your greatest asset. Collaboration and collective wisdom propel you forward. As Henry Ford wisely said, « Coming together is a beginning; keeping together is progress; working together is success. »

Prototyping an idea requires exhaustive mathematical analysis of the root causes of potential disruptions and failures of the concept. Once a robust theoretical model is in place, the ideas must be tested in isolated product lines within the ambit of manufacturing so that the developments are not far off from the realities of the business process on the shop floor. Validation and scaling to commercial runs can be accelerated in a manufacturing setup rather than in the laboratories. Integrating research into mainstream manufacturing brings on the desired paradigm changes in the innovation narrative of an organization with significant impacting influences on productivity, throughput and process yield within the manufacturing processes.

Material selection is a critical component of product design. Know what material you are using and design around its unique mechanical and aesthetic properties. Have in mind what your final production process will be. e.g. Injection Molding. Design your part accordingly. This will yield prototypes as close to final parts as is practicable. This will save valuable time and money later. Engage with a competent supplier early on, prefferably one that can support you from prototype to production.

Prototype is the conversion of an idea into a product/service. How well do we decompose the proto-type in different dimensions of sale and manufacturability? 1. Assess and refine the prototype 2. Alings with the cost-effective manufacturing method 3. build product owners and cross-functional teams to optimize the design and scalability and bring efficiency to a higher level. 4. Secure reliable partners for materials and components 5. testify those in an extensive measure, so potential problems will appear early in the production process 6. Established and clear communication around the product in mutual language. 7. Robust quality control in mass production. 8.Build strategy+ communication + documentation = continuous improvment.

For large capital equipment your job of prototyping may never be over. Why? because of low quantities and project specification that vary from job site to jobsite, so watch market demands and the creativity of employees to adapt products in ways not envisaged.

Two additional topics to consider are: first, ensure your engineering proof of concepts tests can be used for in-process quality checks during volume production; second, use as many pre-qualified production vendors as possible. Traditionally design engineering and production don't talk, and the proof of concept engineering tests don't map to how production builds quality in. This leads to poor yields at introduction and lots of finger pointing. To improve the NPI fidelity, bring your manufacturing folks into the alpha design state and ask them to help develop the proof of concept tests so that these can be replicated in production. Don't use a vendor for development that you won't use in production. Work with your purchasing team.

Basically focus on a bottom up approach, based on HLR, through conceptual Design to decision making of the best approach according to defined scope. If you have to fail do it early, learn and improve your prototype. Think and define during Design phase your test plan, consider how to do it make provisions for them. Involve Production from the beginning and delivery a PDD. ( Product Desing Dossier), if you can also a workshop begin starting Production will avoid undesirable misunderstanding.

A very important tool in defining prototype and validation requirements is the Design Failure Modes and Effects Analysis (DFMEA). A thorough understanding of how a product can fail is crucial to develop a validation plan that can test or simulate conditions of failure and determine the functional limits to which the product can work. "Severity" in the DFMEA is especially important. Safety implications should be rated very high on Severity for obvious reasons. Features that can lead to liability should similarly be rated high on Severity. "Detection" and "Occurence" ratings can only be developed over time with experience in a product.

Determine your cash flow. Making production quantities usually requires tooling and large orders of materials or parts that must be paid for, probably well before you get paid for delivering the finished product.