Is Agile applicable in industrial engineering? If so, how does it work? Find an answer to these and more questions in our guide to Agile engineering.
The Agile movement first started out with the intention to find better ways of managing projects that produce intangible products, such as software solutions.
However, the growing popularity of Agile practices begs the question of whether they can be applied to the development of tangible products and services too? Contrary to popular belief, they can, and are now being adopted by numerous industries with more “linear” processes.
One of those industries is engineering/product development.
Before we explain what Аgile engineering is, let’s take a closer look at the general work processes in this particular industry.
In Engineering, the product development lifecycle is linear in its nature and goes through a number of well-defined, sequential steps. This process is represented by the so-called V cycle which consists of 3 big stages. The left side depicts the concept design of given entities while the right side, their validation and further maintenance. The stage between the two is where the development work happens.
Image credit: mitre.org
While the Agile approach to engineering doesn’t look to disrupt the sequential nature of the process, it optimizes it to provide superior customer value. Agile engineering teams aim to collect customer feedback as frequently as possible in order to capture changing requirements while the product is still in its rough state.
In Agile terms, this allows them to “fail fast” and thus reduce the potential cost of change which is huge in the late phases of industrial projects. Furthermore, Agile engineering focuses on reducing work batch sizes and a frequent delivery of value to the end customer. Combined with the idea of integrating rapid feedback loops, engineering teams become more capable of delivering the right product and meeting their customer’s expectations.
With so many new products coming on the market every single year, engineering companies need to continuously innovate and provide their customers with superior value. That’s why they need to have more adaptive processes that allow them to change direction efficiently when necessary. Otherwise, they risk becoming uncompetitive on the market.
Below, we are going to take a look at some common challenges that engineering teams face and discuss how an Agile approach to project management can help solve them.
Due to the sequential nature of the industrial engineering process, often customers have no idea what they are going to get until the late phases of the project. As mentioned above, the cost of change in the engineering industry is high. That’s why teams try to avoid any late changes in order to decrease the likelihood of complete project failure.
The agile solution here is reducing the batch size and delivering value early in the process. Agile engineering achieves that by first producing prototypes that are demonstrated to customers with the intention to gather their immediate feedback.
The method is known as rapid prototyping and nowadays it has become possible with the introduction of new technologies such as 3D Printing. This process speeds up the delivery of value and allows the team to reflect on any changes in the Design phase, well before the production has begun.
From here, the Agile engineering lifecycle proceeds by developing an MVP (Minimum Viable Product) where only the most viable ingredients of the product are built. In its core, an MVP is a prototype too, however, teams commit to creating it once they already have a “proof of concept” as a result of prototyping.
Those are examples of iterative cycles that help engineering companies deliver early value and get fast feedback from the market. Moreover, they allow them to realize some quick financial returns sooner, as opposed to having to wait until the entire product is developed and validated.
When producing complex products, the risks of having to deal with issues alongside the development lifecycle increases. As a result, many engineering companies struggle to create sustainable work processes that are able to adapt to emerging problems.
To solve that, the agile approach to engineering heavily focuses on visualization and continuous improvement of product development cycles. In practice, this can happen with the help of Kanban boards where engineering teams can map their workflows from start to finish. As a result, they will be able to spot impediments (bottlenecks) as well as unveil any wasteful activities that are slowing down the work process.
Another Lean/Agile technique to increase process efficiency is Limiting Work In Progress. This way, agile engineering companies are able to control how much work is in progress at any given moment and shield their teams from overburdening. In addition, the introduction of WIP limits ensures that new work cannot get started until the old one is finished. This results in a smoother workflow that keeps cycle time metrics low and throughput levels high.
Effective communication is often what determines whether a product will be developed successfully or not. However, due to the heavy processes in the engineering industry, there is often a lack of proper communication between technical and business teams as well as external stakeholders.
One way Agile aims to solve that is by looking to create high-level transparency and visualize dependencies between interconnected teams. In Kanbanize for example, we tackle this with the implementation of related Kanban boards that can be scaled across multiple teams in the organization, as seen from the image below.
End-to-Еnd Organizational Visibility
Another Agile practice that helps bridge communication gaps is the introduction of different cadences/meetings. The daily stand-up, for example, is useful for having a quick internal discussion of project progress and any impediments to it.
On the other hand, the Kanban replenishment meeting allows agile engineering teams to plan and prioritize their work. It also creates an opportunity for alignment between all stakeholders on what is the most critical work that needs to be executed next.
So far, we have discussed how some challenges in the engineering industry can be solved by Lean/Agile practices. Now it’s time to back up the theory with a real-life case study from Somabe - an industrial engineering company that successfully undertook a Lean/Agile transformation.
Facing pressing problems such as lack of transparency, managing work in large batches, struggling with prioritization, weak communication, etc., the management decided to turn to Kanban.
works in engineering.
The adoption of its principles and practices for workflow visualization and organization provided Somabe with some immediate improvements including:
Even though the engineering/product development process is considered very linear, Agile practices can help it become more efficient and adaptive to changing requirements. Some of the main problems that Agile helps engineering companies solve include:
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