One question
to resolve.
A design review, prototype test, cost investigation or quality issue. Agree the question and the work needed to answer it.
Your starting point. Your next step.
A specific task or a coordinated project. The work is built around what you have and what you need to achieve.
One question
Work that needs
bringing together.
Connect engineering, suppliers, tooling, manufacturing and quality, with clear responsibilities and review points.
Already running?
Start there.
Bring your current product, suppliers and production records. Improving them doesn’t have to mean starting over.
A practical working relationshipUnderstand. Act. Review.
Understand. Act. Review.
Adjust where needed.
The next action follows the product’s needs and the evidence. A review may lead to another test, a design change or a production decision.
Your existing foundationRequirements · Design · Prototype
Product · Supplier · Production
Product · Supplier · Production
Understand
Review what exists and what is known.
Define
Agree the outcome, scope and responsibilities.
Execute
Carry out and coordinate the necessary work.
Validate & adapt
Check results and decide what happens next.
How a project runs
Five questions we answer in order.
Behind this is a documented process with named owners and decision gates. What matters to you is where the decisions fall: you approve the direction, you approve the tooling spend, and you approve the move into production.
- 01
We start by reading what you already have
A sketch, a CAD file, a working prototype, a product on sale or a supplier already running. Most projects arrive with someone else’s work in them, and the first job is to find out what that work has already proved.
What you hold afterwardsA short findings review — what is settled, what is assumed, what is unproven.
- 02
You decide whether it is a task or a project
One question to answer — a DFM review, a cost investigation, a recurring defect — or several activities that have to be run together. We scope it as one or the other, with responsibilities named, before any engineering time is committed.
What you hold afterwardsAn agreed scope, owner list and review dates.
- 03
The design is proved before tooling is paid for
Mechanical and electrical work run against the same document set. A mockup is built and tested, certification requirements are checked while the design can still move, and only then do we order industrial tooling. That order is the first large commitment in the project, and it is yours to make.
What you hold afterwards3D and 2D, specification, bill of materials, mockup and test evidence.
- 04
Samples come back to you with a decision attached
Material, process and jigs are worked out with the factory, then samples are made from the tooling and put in front of you. Where a sample is wrong, the change is recorded against the tooling and the documents, not just the part — so the next sample is a test of the fix, not a new guess.
What you hold afterwardsEngineer samples, packaging design, standard operating procedure and quality plan.
- 05
Production is released by measurement, not by reassurance
A pre-production run is measured statistically before you approve it, and production runs under the same controls. The project closes after three batch orders with the documents and tooling in a state your team can carry forward without us in every meeting.
What you hold afterwardsApproval records, process capability data, current drawing and bill-of-materials set.
Every stage produces documents your team can audit \u2014 engineering specification, bill of materials, test reports, packaging design, standard operating procedure, quality plan and production-part approval. You will see them by name in the work; you never have to learn the abbreviations first.
Before work beginsClear scope.
Clear scope.
Clear responsibilities.
Agree the practical details so your team and ours know what to do, what to review and when a decision is needed.
Scope & deliverables
The work to be done, the files or samples to be supplied and the limits of the brief.
People & decisions
Who provides information, carries out the work, reviews results and approves changes.
Schedule & costs
The dependencies, review dates and costs that affect the plan.
Checks & changes
How results will be assessed and how changes to the brief will be agreed.