Practice

Plant redesign

Plant redesign

Preparation

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Service

Name. Plant redesign.

Design object. An existing plant.

Specifics. Design to revamp (i.e., renovate or expand).

description

Situation

Description. Plant redesign comprises three stages. First, one of the designers is tasked with producing a conceptual design. Then, a small team prepares a preliminary design. Subsequently, a larger team produces a detailed design.

Critical success factors. The principal designer is the only one who masters the stage of conceptual design. Training designers in this stage has not been successful. Since the expertise required is largely unique, hiring is not an option.

Current position. The plant redesign service is less valuable than desired in the stage of conceptual design.

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Ambition

Kind of advantage to achieve. Valuable in terms of team performance.

Formulation. The key man risk in the stage of conceptual design is mitigated.

Indicators. The success of mitigating the key man risk in the stage of conceptual design is determined as follows:

  • #X designers master this stage.
  • The onboarding of designers in this stage takes at most #Y weeks.
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Possibilities

Options. Ways to mitigate the key man risk in the stage of conceptual design:

  • Learn how the principal designer produces a conceptual design.

Analysis. Worth pursuing.

Assessment to upgrade to leading plant redesign

Filling out expectations

Expectations

Ways to mitigate the key man risk in the stage of conceptual design to revamp:

  • Learn how the principal designer produces a conceptual design.
  • Develop an easier-to-learn way to produce a conceptual design.
Framing the situation

Frame

To mitigate the key man risk in the stage of conceptual design, focus on developing valuable, rare, and inimitable capabilities:

  • Learn how the principal designer produces a conceptual design.
Formulating the problem

Problem

Question. How can designers learn how the principal designer produces a conceptual design?

Issue. Designers need to display commercial acumen. Not every designer possesses this tacit, innate skill.

Issue. Only the principal designer knows how to execute the following activities:

  • Estimate the required effort.
  • Determine the process flow.
  • Appraise customer traits.
  • Analyse a concept.

Prognosis. Favourable: there are possibilities to do something about it.

Advice to upgrade to leading plant redesign

Devising a concept

Concept

Question. How can designers learn how the principal designer produces a conceptual design?

Idea.

  • Secure know-how to execute specific activities to produce a conceptual design:
    • Estimate the required effort.
    • Determine the process flow.
    • Appraise customer traits.
    • Analyse a concept.
  • Ensure that only designers with commercial acumen are tasked with producing a conceptual design.
Developing a solution

Solution

Idea. Secure know-how to execute specific activities to produce a conceptual design.

Action.

  1. Find out how the principal designer knows how to execute the following activities:
    • Estimate the required effort.
    • Determine the process flow.
    • Appraise customer traits.
    • Analyse a concept.
  1. Teach designers how to execute the following activities:
    • Estimate the required effort.
    • Determine the process flow.
    • Appraise customer traits.
    • Analyse a concept.
Developing a solution

Solution

Idea. Ensure that only designers with commercial acumen are tasked with producing a conceptual design.

Action.

  1. Circumscribe or illustrate what it means that a designer displays commercial acumen.
  2. Train the responsible manager in recognizing designers with commercial acumen.
  3. Include displaying commercial acumen as a condition in the standard operating procedure for tasking a designer with producing a conceptual design.
Posted by Pieter van Langen in Practice