¿Cómo puede gestionar eficazmente los retrasos inesperados en los proyectos de ingeniería automotriz?

Sempre acredito em sistemas de gerenciamento, com a tecnologia e a velocidade de processamento de dados, diagramar softwares para gestão estão cada vez mais eficazes na diminuição do erro. Desde um simples ToDoList onde cada tarefa é apresentada, e o status: a fazer, fazendo, feito, revisão, concluído pode auxiliar. Status de conferencia de estoque e saída feitos atravez de contagem por visão computacional e dispor decisões sobre repor ou não determinado material. Sempre acredito que sistemas de informática são os melhores métodos para organização de produção e diminuição em atrasos.

Three words: communicate, communicate more and over communicate. Often times in a development project or launch there are sequenced timed events and any delay in one has a domino effect with others, i.e. the computer chip crisis during covid. During the chip shortages, companies were rerouting chips to higher profitable products and even cannibalizing the lower profitable products. Companies went as far as selling products without advertised features with a promise to add features later that required chips that were unavailable. Communicate early and often to quickly adapt to the delays and plan any countermeasures necessary to recoup any lost time and/or revenue.

Como já mensionado, a utilização de softwares de organização de tarefas, adoção de métodos KanBan, Lean Thinking auxiliados por sistemas de gerenciamento são a forma mais eficaz de comunicação entre equipes e profissionais sobre o andamento de um processo, basta abrir um APP em um tablet para saber o que tem a fazer e depois de feito confirmar no sistema para que todos os envolvidos saibam que determinada tarefa foi concluída. Simples e eficaz.

Realistic. The key word that most organizations breeze past when adjusting plans is "realistic." This is foolishly, repeatedly skipped since either A) the truth is a distasteful reality versus management / customer expectations, B) actually understanding "realistic" takes too much effort (e.g., measuring actuals and/or velocities of past releases or Sprints), or C) the misconception of "there's no time for that now." In reality, the best way to manage the failed trust is to build it anew, which is predicated upon informed, adjusted commitments that don't require small miracles. If the customer sees that diligence, [s]he's less likely to reflexively demand unrealistic readjustments and, therein, restart the cycle of disappointment.

Get downstream as quickly as possible to avoid a domino of delays. You might be able to work some parts of the project off-line in parallel while the primary delay is being addressed. Isolate what downstream processes will be directly affected by the delay and continue on with the other parts that can be worked on, independently of the delay. Also, look for any shortfalls that were in bought off on the original plan, that might now be addressed given the delay. You might be able to end up with an overall better product with the extra time that the delay has caused.