Put the Damn Thing Out!

Put the Damn Thing Out!

Could you imagine what would happen if, when firefighters got to a scene, they just knocked down the flames and left? How many times would they be rushing back to same fire over and over? But, they don’t. You see, firefighters know that you must take the time to know whether the fire is truly out before leaving. Otherwise, they would spend so much time putting out the same fires that as new ones arose and added to the burden, they would be overwhelmed.

Unfortunately, many in the business world have not learned this lesson. I have seen managers struggling with the same fires over and over in an attempt to hide them. They were trying to maintain the facade that they had everything in control, while looking to the next promotion. The problem is, it eventually catches up with them when sufficient time and resources aren’t present to cover the issues up. The end result is usually a catastrophe. I have seen managers and engineers that felt they didn’t “have the time” and would rush to a conclusion and move on. Amazingly, they did not understand how much of their time was being consumed by putting out the same fires over again. I’ve seen lazy managers and engineers that would do as little as was required to get past an issue. They failed to understand how much more work they were creating for themselves having to put out the same fires over and over. Then there are the “deer in the headlights”, feeling overwhelmed by issues and not knowing what to do. They will just keep grabbing at straws until something seems to work and then move on, hoping the problem is fixed. But it rarely is.

To make matters worse, many companies will put metrics in place to combat this, making the closing of issues part of the semi-annual or annual evaluation process. They judge things like: number of issues, average time to close issues, number of issues by severity, etc. Unfortunately, the end result is not what is intended and leads to either issues being hidden or a rush to a conclusion, perpetuating the cycle. While there may be some benefit to monitoring issues and solutions, that can be a slippery slope. Many times, this leads to more ways to measure performance which, in turn, gets more cumbersome, requiring more time and exacerbating the problem.

So, do we throw our hands up and just give up? No! I have been on both sides of this fence and, though uncomfortable, there are ways to combat this way of thinking. No matter what your position is, it starts with a true evaluation of where you stand and a plan to battle this mindset. As an engineer or anyone else on the front line, make the decision that you’re going to do what it takes to put the fires out for good. Any new fires have to be extinguished completely. Since you still have to deal with management and whatever policies and metrics are in place, look for the biggest bang that will require the least amount of time and resources. Put it out. Then the next and the next. It will be a real struggle at first, but, eventually, you will gain momentum and the time saved can be used to fight the harder issues. Don’t wait for the company or others to get on board. You have the power to make your own situation better.

If you are a department manager, the situation is pretty much the same, although you will want to protect the people that are being successful at putting permanent solutions in place, even if it hurts your department metrics. It will hurt at first, until you gain some traction. But after the initial pain, you will likely be setting the standard.

For upper management, the same approach to prioritize the issues will work well. But, understand that you are dealing with people. The carrot and stick only work if there is guidance and direction. Be involved in the process enough to know when policies and metrics are becoming obstacles and remove or revise them. Instead of only looking at the metric, take time to understand why the numbers are what they are and if there is good reason to have missed “the mark”, if it happens. Put a human side on the fight and encourage those who are successful based on what they faced and overcame rather than an arbitrary set of numbers.

No matter where you fit within an organization, you can be the difference. Just put the damn thing out!



I remember listening to a popular radio personality with a call-in show one night. He was asked by the caller for advise on developing an idea they had for market. They had taken it to a few companies for help with the design and sourcing and they were pushed to go offshore for the manufacturing. They were asking if there were any US companies they could work with or if he thought they should go offshore (basically to China). He went on to explain that with the cost of labor being so low in China, that they were probably best to follow the advice they had received.

I hear this story a lot, it seems many people in our industry are simply farming everything out to China or worse yet India. In one case I even had someone come to us that had hired a Chicago firm for the 3D design of their product. The company in Chicago even farmed out the design work. The final design had come back so bad they were desperate for someone to fix it.

While China, India, and other third world countries may have cheap labor, they may not be the most cost effective place to source products. In fact, unless the product is very labor intensive to make, making it in the USA is probably your best solution. Shipping costs and quality issue can easily drive the cost up higher than the increased labor cost involved with making it domestically. Many times some simple design changes can greatly reduce the labor to make a product.

On top of all this, there is a language barrier that can easily lead to misunderstandings. There are often both a lack of accountability and common deceptive practices to navigate as well.  And, there is nothing worse than getting a shipment of defective products and then realizing that getting them replaced will not only take the time to manufacture them but 6 weeks on the water to ship them as well. My advice is keep it here in the states if at all possible.



This is the question that has stopped many a good idea. There are websites and TV commercials that claim they will get your idea patented and “published to industry”. Usually they will just mail your design to a bunch of random companies or worse yet, provide a list for you to do it. They know full well you are probably wasting your money, but they’re more than happy to take it from you.

The truth is the best idea in the world is likely useless unless you can sell it. Fortunately, we live in a time when the internet makes things a little easier… mind you I said a little easier. With sites like Amazon, EBay and the like, you can get your product out there with a little hard work.

Often the first step in the process of launching a product is design and 3D modeling. What’s more, without a comprehensive understanding of manufacturing processes and materials, most “design” companies haven’t a clue of how to Design for Manufacture (DFM). Our services range from initial design all the way through prototype, sourcing, and manufacturing. Find us on the web to learn more about DFM or better yet give us a call today to setup your initial consultations, which is always free. Let us help you find the most cost effective way to get your product made and ready to go to market.

Design Smart, Design Right!

What is “Micro-Iterative Collaboration”.

What is “Micro-Iterative Collaboration”.

This is a term coined by my partner (Dan Jr.) to describe our unique design approach. In the beginning of my carrier as an engineer we contracted a number of machines for automation. Typically, we would have a meeting to discuss our needs and the contractor and they would go back to their office to create a quote. They may call a few times for clarification and then they would return with a quote. We would discuss what they were going …to build and if all looked good they would get an order and build the machine. It seemed at every instance what we got was lacking in one way or another. Typically, what followed was a push and shove with the contractor, they would make a few changes and eventually we would live with what we got. The problem wasn’t that the contractor didn’t want to deliver what we wanted, but rather the process. We made every attempt to fully explain our requirements and the contractors made every effort to understand them. Unfortunately, it is almost impossible to think of every possible issue that may arise and the contractor will by human nature hear what you are saying in terms of what they have done in the past. The contractor based their cost on what they understood our requirements were. They only had what we told them and didn’t understand the process as we did. They may have built in some contingency for surprises, but not enough to make drastic changes. It didn’t take long until we decided it was in our best interest to build our one machines. After all, who understood our requirements better than us.

“Micro-Iterative Collaboration” is a process I developed through over 30 years designing product and machinery. In the process we make every effort to involve the client in the design process. After all they are the true subject experts. This is usually accomplished using multiple methods depending on the complexity of the project. It may be through emailing concepts, a series of meetings, and/or both during the design process. By bringing the client into the design process early things that might have been overlooked during the initial disclosure can be dealt with before the design is completed. In some cases, they will change the scope and require adjusting the overall cost of the project. But, the sooner they are discovered the less the impact if any. It also helps the client understand how it effects the process and many times the effect on the overall cost of the project can be mitigated. The flip-side of this is there are also occasions where we are over-designing to a standard that is not required and this effects the overall cost of the project in a positive manor. The overall goal of the process is to give the client exactly what they expect by allowing them to make key decisions when it comes to weighing cost benefit.

Dan Sr.

Design Right Engineering and Manufacturing, LLC