Curious to know peoples opinion on how DRM is rolled out for Medtronic?
I'm a fairly new employee with loads of dfss, dmaic, reliability experience from other companies but it seems like as much as we like to promote DRM, we don't have time to practice/implement in our project.
The very fact that DRM has been emphasized to the extent that it has tells you there's a problem.
The entirety of DRM (as taught @ MDT) is things you should be doing anyway without anyone giving you a special trophy/belt for doing the right thing.
DRM is good concept. But just like all other things happen in this company now, new processes are thrown to employees every few weeks and they NEED IT DONE now!
Regardless the project schedule and the workload.
They create more disruptions to both the project and people just so they can put a check mark say yes we did this.
Clearly the leadership focus on meeting metrics instead of solving problems
I'm fairly new also, from a reliability background.
Similar experience, trying my best not to judge, struggling immensely.
Lots of talk about wanting to do the right thing, but when it comes time to allocate $, time and people, immediately fizzles out, management no where to be seen and engineers left to fight uphill battle of overcoming political challenges.
Reliability framed as a "nice to have", not built into PDP, and often feels like an after thought.
They give lip service to the proper way to perform product development, and then they have no follow-up or any sort of top-down support for these tools and methodologies.
PROBLEM: MDT rates your project on DRM score. The team can make their score high with easy metrics. R&D has much lower Confidence /reliability metrics than process engineering at our OU. DRM Score of 4 or 5 but PHO's on product launches. First look at Process cause easiest change when in fact the personnel being hired and promoted into Managerial positions have no clue of engineering just meet my timeline and by the the way metrics also include costs, time and exclude quality. Sorry for the rant but tired of cleaning up messes because of pi-s poor planning of management. by the way been reorganized every year since 2017
Just like most other medical device companies that have these incredible training programs that are never implemented in reality, Medtronic is no different.
They give lip service to the proper way to perform product development, and then they have no follow-up or any sort of top-down support for these tools and methodologies.
Because, after all they are behemoths and their Marketplace dominance cannot be challenged. Does it matter if they release cr-ppy products? Of course not.
The challenge that I saw with DRM was that in our business it wound up being boiled down to hitting metrics on a dashboard, rather than embraced for what it was intended to do. Also agree that the timelines would wind up driving the work and creating decisions that didn't always align to DRM.
DRM needs to be built into the product development process. Some business units have done this better than others. If it is not that way in your business, I encourage advocating for it strongly. With your skill set in that area, you could potentially turn the tide for a whole group.
Medtronic leadership just see DRM as a number to hit not a practice to ensure quality product.
DRM is a good program . Biggest problem is management who doesn’t understand it’s smarter to spend a little more at the start of a project to save time and quality problems later. Too many just want the launch date as soon as possible and want to believe all the risks will just magically solve themselves! It’s hard to fight for time and $ to do early important work.