Defining and Understanding Project Scope

Defining the scope of a new product development project is really nothing more than confirming what success would look like. Typically, it would include the product/part performance criteria, a schedule for completion and the identification of in-house resources, outsources and budgets. 

One of the most important factors in defining project scope is having a champion for each technology and technique involved. During the initial evaluation of the project, the project team should identify the key deliverables and note the milestones necessary for success. These should then be mapped against the customer’s timeline for launch.

Identifying a Champion

For a successful project, depending on the product's nature, a project champion and possibly a subgroup will be necessary. Their responsibilities should include the following:

• Familiarity with the selected resin to determine appropriate gating techniques and venting methods
• Experience with the specific type of mold being designed and constructed — for multishot, in-mold decoration (IMD), living hinge, auto-unscrewing, thin wall
• Identifying potential design concerns, including steel conditions, thermal control, ejection mechanisms and venting
• Understanding the customer's requirements for surface finish aesthetics
• Experience in designing, building and launching molds for very high-volume production, with annual outputs ranging from tens to hundreds of millions of parts
• Experience in designing, building and launching molds within very aggressive lead times

Each technical deliverable has an assigned champion and defined pass criteria. If a clear pass criteria is not defined, a schedule must be created to develop specific metrics and a system for verification.

• This measurement system should be assigned to a particular team with a timeline to ensure it stays on track
• This subgroup is responsible for providing updates on progress and immediate reports of any concerns or delays

Determining Deliverables

Specific deliverables for each part of the project must be confirmed and documented in the project plan. Each technology component must have its performance requirements clearly defined and managed during the design phase. For instance, consider a plastic part that supports the functionality of another component, such as a housing for electronics that needs to dissipate heat at a specific rate. These specifications must be communicated effectively and understood by the project management team.

Let’s use the scenario of a company looking to develop a consumer product, specifically a Frisbee for promotional events. Here are the key details:

• The OEM customer expects to produce an initial volume of 50,000 units per year
• They require the first 10,000 units to be available within 8 months
• The OEM will design the product in-house and will outsource the injection mold build, production molding and packaging
• They have allocated a budget of $120,000 for tooling and have set a target production cost of $2.00 per unit

The wish list and the basic plan appear to be quite straightforward. As a result, the OEM subgroups and technical champions are established and assigned their respective tasks. The industrial design and marketing subgroups select the colors, graphics and decorative elements they believe are essential to make the product appealing. The product design team focuses on optimizing the product for aerodynamic performance and moldability. They establish resin specifications, create a 3D model, produce a 2D print that includes quality callouts and define the packaging requirements.

Your team just defined the cost of the product! The purchasing subgroup sources the mold build, sets the schedule and sources production molding cost, which includes raw materials, packaging and freight. 

Are we in scope? Do our timing, budget and resources align with our goals?

Specific deliverables for each part of the project must be confirmed and documented in the project plan. Each technology component must have its performance requirements clearly defined and managed during the design phase.

Understanding Scope Creep

The scope of a new product launch project often expands or creeps into areas that were not initially identified or anticipated. Factors contributing to scope creep may include alternative resins, resin additives such as UV stabilizers, flame retardants and various colorants, as well as modifications in part design and dimensional changes. Additionally, evolving downstream operations (such as decorating, assembly and packaging), process changes (including alterations in equipment or the work environment) and supply chain challenges can also lead to scope creep.

Scope creep comprises those wish list additions that typically come after the initial project evaluation, homework and quote. The moldmaking project team needs to quickly identify and appropriately assess these impacts and alert the customer to the potential ramifications.

Frisbee Scope Creep Example 1

Marketing now wants to develop components using multiple colors. Is the current system designed to accommodate color changes? If not, we may encounter several issues, including:

• Increased production downtime and excessive scrap during the purging process
• Dimensional changes in the products
• Aesthetic issues, such as knit lines and blemishes
• Alterations in physical properties
• Variation in color change effectiveness among different manifolds
• The necessity of UV stabilizers for outdoor usage

Frisbee Scope Creep Example 2

Marketing now aims to create a component with a high-gloss finish. This shift will require a completely new plan for handling parts during the production process to prevent scratches. The following factors need to be considered:

• The ejection system
• The need for end-of-arm tooling (EOAT) to pick up parts, avoiding drops onto the conveyor
• A suitable conveyance system
• Surface coating or film packaging
• The cost and additional production lead time for secondary operations, such as clear coating

Frisbee Scope Creep Example 3

Marketing now thinks it would be cool if it could be certified as a Frisbee golf disc with a chip to track the distance it flies. Here are some important considerations:

• What is the cost of the chip and the accompanying app for tracking flight distance?
• Should the chip be insert-molded or installed after the molding process?
• Does the weight of the chip affect the flight balance of the Frisbee?
• Are there tighter specifications to meet that standard? For example:
  • Does the weight need to be more controlled? (This compliance can equate to higher costs.)
  • Does size need to be specified (new mold)?
  • Is the resin a specific grade?
  • Are there licenses and other possible fees?

Frisbee Scope Creep Example 4

Marketing now wants to make the product dog-friendly, so we need to address the following questions:

• Which resin will ensure the product is suitable for dogs?
• Is the mold design compatible with the new resin in terms of delivery, filling and venting?
• Are we still UV-stabilizing the product? Will that pose any issues?
• Who certifies that the product is dog-friendly? What are the liability concerns if a pet is harmed and how can we protect ourselves from that? We may need to establish a new team to handle liability costs and protections.

While new product development (NPD) projects differ in complexity and the challenges they present, two constants remain. First, the designs for new products enable informed decisions based on historical data from somewhat similar past projects, which provides a reasonable margin for error and opportunities for new insights. Second, because this is a development project, it inherently involves educated speculation, as well as the possibility of trial and error. This can lead to additional time and expenses not initially accounted for in the schedule and budget.