MBD Implementation – 10 Dos and Don’ts – Take a Top-Down Approach

In my previous item introductory, I’ve listed the 10 implementation dos and don’ts based on three key aspects:

  • People: organizational structure and state of mind.
  • The processes: methodology, procedures and tools.
  • The product: design and manufacture of the product.
  • The people always have priority. Without them, nothing would be possible, which brings us to the first recommendation about people: Take a top-down approach.

    Unlike individual technological innovations, a successful MBD implementation must gain the support of the leadership team and be deployed from the top down, not from the bottom up. 3D Product and Manufacturing Information (PMI) and related documents will affect many downstream services and procedures, such as process planning, project management, tooling, manufacturing, machining, assembly, inspection, purchasing, supply chain, etc. Such a range of changes requires the efforts of much more than a single individual or department. Management and support are needed.


    With management support, the resources, budget, time and equipment required for a successful deployment are easier to secure. In addition, coordination and problem solving between departments will be much more efficient. For example, in 2012, GE Power & Water’s vice president of engineering made it clear in his 2013 performance measurements that 100 gas turbine parts should be designed and manufactured using an MBD approach. Likewise, its successor requested 125 MBD parts in the 2014 performance measurements (Source: Model Based Enterprise at GE Power and Water, Prashant Kulkarni, 2014). This type of high-level engagement impacted the behavior of all relevant engineering and manufacturing departments and ensured solid and timely progress.

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    Indeed, an upward push would be extremely frustrating, because MBD is a process that needs to be experienced and flourished through collaborative work, similar to the transition from manual drawings to ruler to CAD. Without a top-down approach, all stakeholders involved would not have the will, time or stature to embrace the concepts of MBD, let alone the changes they imply in their day-to-day tasks. “Who are you to tell me not to use 2D drawings on my next inspection?” »Who will take responsibility in the event of a problem following the changes you suggest? These are the kinds of questions the implementation team often gets. Support from management is an important part of a strong response.

    Finally, I would like to quote Daniel Herzberg’s tweet at the SOLIDWORKS 2016 Launch Event to end this section: “I don’t believe there is a single #solidworks user who thinks MBD is a bad idea. This is the style of management that you need to focus on. # SW16 “

    Future blogs will focus on ways to gain leadership buy-in, deal with objections, and motivate others when it comes to people. Stay connected ! To learn more about SOLIDWORKS MBD, visit its product page. You can also chat with me on Twitter (@OboeWu) Where LinkedIn (OboeWu).

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