Today’s technologies demand more of everything—more data, computing power, test cycles, security, reliability, everything.
Medical device testing is serious business. Big business. The medical device market in the USA alone produces over $148 Billion in revenue annually (pre-2017), according to SelectUSA. The market for these devices comes from everything from contact lenses to insulin pumps to Ventricular Assist Devices, to syringes and many, many more products.
Early in my career I learned about and then was tasked with writing capital appropriation requisitions and justifications. When dealing with vendors I often encountered specifications, and technical minutia that overwhelmed me with data that provided little helpful and useful information. Reqs and justifications require compelling, substantiated, and specific facts that define a positive business PROPOSITION meeting the criteria as set by company policy—payback period, breakeven, Return on Asset/Equity/Investment, etc. Today, as I read and write more of these, I am still encountering many examples that miss the mark.
We are a business that executes hundreds and hundreds of projects every year. These span the spectrum from simple to complex, urgent to critical, and small to large. As a vendor in industrial automation, we participate in these interactions as a supplier to prospective clients wishing to accomplish business goals. There are about as many ways to go about this as there are projects; however, there are certain parameters that yield more likely success more often. Let's look at them.
Communication is one of the most significant factors in any kind of successful venture. Whether it's operating a business or executing a capital project, communication among team members and between stakeholders is critical. Clarifying understanding, and enabling trust and confidence, are just a few of the critical benefits of optimized communication. This blog post is intended to explore the application of effective communication, specifically in capital projects.
Topics: Project Management
How do you work on the most stimulating and meaningful engineering and manufacturing projects across a wide variety of applications without working directly and exclusively for one of the world's biggest manufacturing companies? Work for a firm that services those companies and participate in select projects that are sourced to your firm.
I recently sat with a couple of our top project managers here at Optimation. The subject was project management: risk assessment and mitigation. Risk is a big deal here. Very often our clients hire us to help manage their project risk. This can come in the form of scope, schedule, or budget dimensions, each of which poses its own unique challenges to a client's ability to achieve their goals when undertaking capital projects.
Topics: Project Management
One of the relationships that has been foundational in Optimation’s growth and success over the years is the one we have with National Instruments. NI is the test, measurement, and control systems innovator based in Austin, Texas. For over a dozen years, Optimation has been a partner with NI. We have together been engineering, deploying, supporting, and training in innovative solutions based in the NI ecosystem. Applications range from medical device testing to very high-pressure test system design and fabrications, to custom programming and software design. Our clients have benefited from the combination of Optimation’s creative engineers and developers with NI’s state-of-the-art suite of open software, innovative solutions, and globally-sourced electronics and systems.
It strikes me, in recent days, that some of the most heated rhetoric is aimed at several “threats” to our American essence. That is: Russian hacking, class envy, and (gasp!) Automation! They stand accused of challenging our very democratic foundations, tearing us apart as a people and turning human beings into commodities and turning us one against the other.
A phrase that often gets used when projects go awry is "unintended consequences." On the surface it's a simple-enough statement, declaring that there were outcomes to some actions taken that (usually) ran counter to the intent of the project, and generally they were not desired. In other words, "some bad things happened that we did not expect."