Industrialisation of production:
from prototype to mass production
A product that performs well as a prototype but hits a snag in mass production – this is one of the most costly moments in the product life cycle. Systematic production industrialisation prevents this by ensuring the entire production system is ready for mass production before output volumes increase.
At Ingenics Consulting, we see this as involving more than just planning a production line: Production readiness is only achieved when the product, process, quality, logistics, organisation and data are all jointly aligned for mass production – secured right up to SOP (Start of Production) and substantiated by proven process capability under real-world mass production conditions.
What is the industrialisation of production?
Ingenics Consulting defines production industrialisation as the structured transition of a product and its associated production system from workshop or small-batch production to a stable, process-capable and economically scalable mass or large-scale production operation. It encompasses the target vision with an industrialisation roadmap, the readiness of the product and its variants for series production, a process architecture suitable for series production, advance quality planning, the securing of logistics and suppliers, a viable organisational structure, data ready for series production and a robust business case. The transfer of work is also part of this. It is only the interplay of these areas that makes a production process suitable for series production.
If the prototype works, but not the series
It is a pattern that characterises many production launches: the product idea is compelling, and the initial samples and prototypes look promising. But as soon as production volumes increase, manufacturing grinds to a halt. What works in prototype production – with experienced hands and short decision-making paths – cannot simply be replicated in large-scale series production. This is because manual readjustments made on a case-by-case basis cannot be applied to hundreds or thousands of units.
In mass production, the process itself must ensure stability, regardless of the people involved or their performance on any given day.
The cause therefore rarely lies with the product itself, but rather with a production system that is not yet ready for mass production: processes are not standardised, cycle times are not guaranteed, and responsibilities are not clearly defined. Furthermore, production often relies entirely on the expertise of just a few key individuals – a situation that quickly becomes a bottleneck in large-scale production: if these individuals are absent, the entire production process is thrown into disarray.
If you recognise your company in several of these points, this is not a sign of a poor product, but rather of a necessary step towards maturity.
Through production industrialisation, we tackle these problem areas comprehensively and make the transition to mass production in your operations predictable, before you come under pressure from deadlines, costs and commitments to your customers.
You can recognise a production system that is not yet ready for series production by the following features:
- Inconsistent quality and an increase in rework
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The results vary from batch to batch, and scrap and rework rates are rising without the root cause being permanently resolved.
- Cycle times are not being met
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The planned roll-out will not go ahead because the process steps have not been optimised and the production resources are not designed for mass production.
- High dependence on individual people
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Whether the quality of the production run is up to standard depends on the skill of individual specialists, rather than on fixed standards with defined process parameters and inspection requirements.
- Too many variations
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An ever-increasing variety of variants drives up complexity, as each variant requires its own parts, processes and tests. In series production, this leads to higher costs and a higher scrap rate during the ramp-up phase.
- Suppliers are not capable of mass production
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The supply chain is not yet able to cope with the volume or quality required for mass production, as it is designed for prototypes or small-batch production.
- Master data is not ready for series production
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Bills of materials, work plans and standard times do not yet reliably support mass production.
- Availability of qualified staff
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Recruitment and skills development often take place too late.
Production industrialisation, ramp-up management and process stability:
the demarcation
Three terms describe the successive phases on the path to stable volume production. Distinguishing between them helps to set the right course at the right time:
- Production industrialisation takes place prior to the start-up:
it ensures that the product, process, quality, logistics, organisation and data are ready for series production and clarifies, both before and around the SOP (Start of Production), whether the entire production system is viable for series production. - Ramp-up management comes into play later:
it controls the actual start of series production from the SOP until the peak production rate is reached – that is, until the planned output is achieved in a stable and repeatable manner. - Process stability describes the target state thereafter:
the long-term control of mass production via control loops and continuous improvement.
The connection is clear: those who industrialise properly provide the ramp-up with a robust foundation. Those who skip this step end up having to rectify oversights later, under time pressure, during the active ramp-up phase. Ingenics Consulting supports all three phases and clearly distinguishes between them within the project. This ensures that the transition from industrialisation to ramp-up can take place seamlessly.
From workshop production to large-scale manufacturing:
What is changing in your production
Workshop production and mass production are based on fundamentally different principles. Workshop production is flexible, order-driven and reactive – it relies on your team’s experience and manages variation through skill rather than structure. Mass production, on the other hand, must operate in a standardised, takt-based, repeatable, process-capable and data-driven manner. The transition between the two is not a gradual expansion, but represents a change in the production system.
This is precisely why it is insufficient to attempt to achieve mass-production capability solely by increasing staff numbers or implementing a new layout. The transition requires the product, process and organisation to evolve in tandem:
The ten performance modules the industrialisation of production with Ingenics Consulting
Production readiness does not arise from a single area of activity, but from the interplay of several. Ingenics Consulting therefore assesses and develops eight areas of expertise in tandem: product, process, quality, logistics, IT and data, organisation, suppliers and business case. It is precisely this holistic view that provides the answer to the most common question asked by manufacturing companies prior to start-up – namely, what exactly production industrialisation entails.
The following ten service modules map out the complete journey from the target vision to a capable organisation. They are interlinked and can be used individually or as a programme, depending on the organisation’s level of maturity:
Vision and Industrialisation Roadmap
Production industrialisation begins with a robust target vision for the product, volume, costs, quality, capacity and schedule. Building on this foundation, Ingenics Consulting works with you to develop an industrialisation roadmap leading up to the start of series production, which identifies industrialisation risks at an early stage and helps you make informed decisions on make-or-buy, investment and automation. In this way, management, production, quality, logistics and procurement are aligned from the outset around a common approach – and you make decisions based on a coordinated framework rather than from individual perspectives.
Product and variant stabilisation
A product is ready for series production when it can be manufactured repeatedly and cost-effectively under series production conditions. To this end, Ingenics Consulting examines the variant structure and identifies the features critical to quality and assembly.
Through Design for Manufacturing (DfM) and Design for Assembly (DfA), manufacturing and assembly requirements are incorporated into the design at an early stage, whilst common parts and modules are standardised. This reduces technical complexity prior to production start-up and makes change management manageable – enabling you to proceed to series production with a verified level of product maturity.
Process architecture suitable for mass production
A process suitable for series production is created through standardised, balanced workflows. To achieve this, Ingenics Consulting makes the current process transparent, identifies bottlenecks, waiting times and set-up losses, and develops a target process with defined cycle times and workloads balanced through line balancing. In doing so, we work with you to decide whether a line, cell or flow concept is appropriate, and design material and information flows to be suitable for mass production. The result is a robust target process with an integrated inspection concept and clear handover points – the basis for the layout, equipment and start-up.
Technology, Equipment and Automation
Whether a system is suitable for mass production depends on three factors: accuracy, availability and repeatability under production load. Ingenics Consulting assesses existing machines precisely on these criteria and deliberately stabilises unstable manual processes before they are automated – to ensure that an unstable workflow is not cemented in place at great cost.
You will receive a viable equipment concept, prioritised automation opportunities with a cost-benefit analysis, and clear requirements for plant availability and OEE (Overall Equipment Effectiveness).
Quality Planning and Process Capability
To prevent disruptions to your production, Ingenics Consulting defines quality requirements and critical characteristics prior to the SOP. We assess quality risks using product and process FMEA (Failure Mode and Effects Analysis) and establish an inspection strategy, control plan and response plans. Process, machine and measurement system capability are also verified prior to the start of production, and initial sampling and series production approval are prepared.
Logistics, materials supply and supplier capability
A production system capable of mass production does not end at your factory gates: the supply chain must also be able to handle mass production volumes. That is why we analyse the flow of materials, identify bottlenecks and lead times, and define the appropriate supply concept – from Kanban and milk runs to sequenced supply.
Through supplier readiness checks, we also verify whether your suppliers can meet the required production volumes in terms of capacity and quality, and identify critical parts and suppliers at an early stage. This results in a sustainable supply concept with assured supplier capability, standardised packaging and load-bearing concepts, and transparently managed material availability.
Organisation, Roles and Shop Floor Management
A stable production run requires an organisation with clearly defined roles and responsibilities. Ingenics Consulting clarifies who makes decisions in the event of deviations and technical changes, and which roles need to be filled prior to the SOP. Through established shop floor management, featuring key performance indicator dashboards, regular communication and escalation procedures, we transition your organisation from crisis mode to normal operations.
The result is clearly defined responsibilities, stabilised interfaces, and empowered managers and teams who can keep the production run on track independently, even after the start-up phase.
IT, data, master data and control systems
Mass production is only as reliable as the data on which it is based. To this end, Ingenics Consulting prepares master data, bills of materials, work plans and inspection plans for mass production and tailors ERP, MES (Manufacturing Execution System) and shop floor systems to mass production.
At the same time, we define which process, quality and machine data are to be recorded and how traceability – that is, end-to-end traceability – is ensured. This results in a robust system of key performance indicators for OEE, first-pass yield, scrap and on-time delivery.
Organisational capacity
A production launch can only be sustainably successful if your organisation is able to continue it independently. That is why Ingenics Consulting trains your staff and managers in the new processes and standards. Through ‘train-the-trainer’ programmes and internal champions, we embed knowledge into work instructions and routines, thereby reducing reliance on individual experts. This enables your company to manage future product industrialisation initiatives independently.
Business case and investment justification
To this end, Ingenics Consulting brings together costs, volume, quality, capacity and risks in a robust business case and evaluates investments in plant, automation and equipment based on their total cost of ownership (TCO).
We carry out an economic analysis of make-or-buy decisions and compare volume and ramp-up scenarios. The result serves as a basis for management approval and helps you to avoid misguided investments and determine the minimum production volume at which a series production investment is truly worthwhile.
The ten building blocks listed here are interlinked and enable your product to move into stable, repeatable and economically scalable series production.
Ingenics Consulting provides the methodological framework that ensures quality and maturity across all these areas by means of an established standard: APQP.
From material flow analysis to implementation:
To ensure that series production capability can be demonstrated and established across all areas of operation, your production process requires a structured framework. Ingenics Consulting uses APQP (Advanced Product Quality Planning) for this purpose. We use this approach to plan the required quality levels prior to the start of production and ensure these are met at each stage through defined maturity assessments.
What does APQP (Advanced Product Quality Planning) stand for?
Ingenics Consulting defines APQP as a structured framework for advance quality planning, which ensures that a product and its process are ready for series production across several phases. In each APQP phase, quality and process validation is carried out before the next step begins. Key tools in APQP management are the product and process FMEA, the control plan and approval via the PPAP (Production Part Approval Process). This enables critical characteristics and risks to be identified at an early stage prior to SOP, thereby preventing defects proactively.
The APQP process follows a clear phased approach: from product and process planning, through product and process development, to product validation, series production approval and ongoing feedback during operation.
Each phase concludes with a defined maturity level, so that you know at all times whether your launch is viable or whether adjustments are required at specific stages of the process. The product and process FMEA iteratively identifies the critical risks, the Control Plan translates these into specific testing and response requirements, and the PPAP ensures the mass-production capability of parts and processes as a formal milestone.
APQP is often regarded as a purely automotive standard. However, the principle – planning quality before series production and ensuring it within the process – can be applied to any industry in which a product must be manufactured in a repeatable and documented manner. This also applies to medical technology, aerospace, and mechanical and plant engineering.
Our white papers on APQP and APQP in medical technology demonstrate how the APQP process can be applied in a sector-specific manner.
How to assess whether your production is suitable for mass production
Mass-production capability is not a matter of gut feeling, but a measurable parameter. Whether your production system is capable of reliably handling mass production can be reliably determined using key performance indicators. Ingenics Consulting assesses the mass-production capability of your production system at three levels:
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Process capability by characteristic
The Cpk value (process capability index) assesses whether the process for a critical characteristic lies within the tolerance limits. It indicates whether a characteristic is under control and forms the basis for any reliable statement regarding series production.
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Key output figures for the series
OEE (Overall Equipment Effectiveness), First Pass Yield (FPY, the proportion of parts produced without defects on the first attempt) and the scrap rate provide an indication of just how economically and consistently the production line is actually operating.
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Stability over time:
Only when the key performance indicators can be consistently achieved over several weeks under real production conditions is the process considered stable. This forms the basis for the transition to the target line, i.e. the proven target output level.
A process is only considered stable and suitable for mass production if it meets all three of these criteria. The question of how this stability can subsequently be maintained on a long-term basis during operation via control loops is the subject of process stability.
When automation pays off
Automation is seen as a quick fix for scaling problems, but it cannot resolve an unstable process. If a manual workflow is automated before it is stable, this usually results in an unstable automated process: with higher fixed costs, less flexibility and the same quality issues. That is why, at Ingenics Consulting, the starting point is not the question of ‘whether or not to automate’, but rather the correct sequence: a process is only automated once it is running reliably and stably.
To ensure that automation pays off for your production in the long term, we follow a clear three-step approach when implementing it: first, the process is made transparent and stabilised; then, the potential for automation is prioritised; and finally, it is assessed from an economic perspective. This ensures that only those aspects are automated which demonstrably make the production start-up faster, more stable or more cost-effective.
Gradual automation is often the most viable solution. In this approach, individual steps are deliberately kept manual, whilst others are specifically automated. Combined with a ‘make-or-buy’ assessment, this creates a basis for decision-making that safeguards investments and avoids misallocations. The automation of your production thus becomes a robust business case.
What you can achieve with production industrialisation achieve for your business
A structured approach to production industrialisation yields results that have a positive impact on the entire series production process – from a smooth start-up to the establishment of an organisation capable of bringing future products into series production independently:
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Achieving a safer and faster start to series production:
Because the product, process and organisation are validated prior to the SOP, the ramp-up is more predictable and the target output is achieved sooner – with less rework and lower start-up costs.
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Making products, processes and organisations ready for mass production:
Standardised processes, controlled variants and clear lines of responsibility prevent reliance on individual staff members and enable reproducible production runs.
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Reducing risks relating to quality, costs and deadlines:
Risks assessed at an early stage, a secure supply chain and proven process capability reduce scrap and rework, and ensure on-time delivery and fulfilment of customer commitments.
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Safeguarding investment in plant and automation:
A robust business case and a cost-benefit analysis ensure that investments are made where they demonstrably make the greatest contribution.
Consultancy on the industrialisation of production with Ingenics Consulting:
We’ll guide your product idea safely through to series production
Whether it’s an upcoming production launch, the transition from workshop-scale to large-scale production, or a product that hasn’t yet made the leap to stable series production: With over 45 years’ experience and teams at 24 locations worldwide, Ingenics Consulting supports you from the initial maturity assessment right through to a capable organisation – with a solid strategic foundation and operational support right down to the shop floor.
Our Readiness Assessment is a tried-and-tested starting point: we use it to assess how ready your product, process and organisation are for series production today, and to develop a prioritised industrialisation roadmap as the basis for your next steps.
Common misconceptions about production readiness
Quality issues in mass production can ultimately be resolved through inspection.
Inspection detects faults, but it does not prevent them. The more a production run relies on downstream inspection, the more expensive and slower it becomes. Sustainable quality is therefore achieved during the process, not at the end of it: through advance quality planning, product and process FMEA, a well-thought-out inspection strategy and a control plan. Ingenics Consulting therefore consistently shifts quality assurance to the early stages of the process, so that defects do not enter series production in the first place.
Our suppliers manage to meet the volume somehow.
Increasing production volumes are not a foregone conclusion. A supplier who reliably delivers prototypes or small-batch quantities is not automatically capable of maintaining capacity, quality and on-time delivery even under mass production conditions. If this is recognised too late, the company’s own production comes to a standstill, even though it is fundamentally ready. Mass-production capability must therefore also be actively developed on the supplier side – through supplier readiness checks, the assessment of critical parts and a robust supply concept. Ingenics Consulting involves suppliers at an early stage in the mass-production ramp-up to ensure that it does not fail due to a shortage of components.
Workshop production can easily be scaled up by taking on more staff.
This assumption implies that output grows in direct proportion to the number of staff. However, having more staff is no substitute for an organisation capable of mass production. As long as knowledge remains tied to individual experienced staff members and processes are not standardised, additional staff primarily result in extra coordination and training efforts. More hands do not solve a structural problem. The capacity for large-scale production only arises through standardised processes, clear roles and effective shop floor management. Ingenics Consulting establishes precisely these organisational foundations so that production can run independently of individual staff members.
A production layout is sufficient to enable mass production.
A layout organises the space and defines areas and routes, but it says nothing about whether materials arrive on time, whether processes are under control, or whether deviations become apparent in good time. A technically sound layout can therefore still result in an unstable production run.
Production readiness only arises through the interplay of material flow, information flow, equipment, process architecture and control systems. Ingenics Consulting therefore always develops the layout as part of an overall system capable of series production.
Further information on relocation management
Ramp-up management
Covers the actual start of series production from SOP through to the verified production run.
Process stability
Lays the foundations for a stable production run through control loops and continuous improvement.
Relocation Management
Enables the transfer of production ready for series production between plants and sites.
Operational Footprint
Provides the strategic basis and determines which site can manufacture which product cost-effectively.
Industrialisation in manufacturing
Covers the full range of services involved in the industrialisation of a production process.
FAQ: Frequently asked questions about production industrialisation
When is a product ready for mass production?
A working prototype initially proves only the technical feasibility of a product. It is ready for series production when it can be manufactured in a repeatable, process-compatible and cost-effective manner under series production conditions. To achieve this, critical product and process characteristics must be identified and evaluated, the variant structure must be manageable, and Design for Manufacturing (DfM) and Design for Assembly (DfA) must be incorporated. A product’s readiness for series production therefore never arises solely within the development department, but through early collaboration between development, production, quality, logistics and procurement.
What needs to be finalised before the SOP (Start of Production)?
Prior to the SOP, all factors that could destabilise the ramp-up must be addressed: an approved product and variant version with controlled change management, a target process ready for series production with cycle times and capacities, suitable operating and testing equipment, a completed advance quality planning process including FMEA, a control plan and proven process capability, as well as qualified suppliers and master data ready for series production. Using the APQP methodology, Ingenics Consulting provides a tried-and-tested framework for this, as it requires maturity assessments to be carried out across clearly defined phases.
Is APQP only relevant to the automotive industry?
Although APQP has its origins in the automotive industry, it describes a principle that applies across all sectors: quality is planned prior to series production and ensured throughout the process. The logic behind the phases, maturity assessment, FMEA, test strategy and approvals is applicable wherever a product must be manufactured in a repeatable and documented manner – from mechanical and plant engineering through to medical technology, electronics and aerospace, right through to railway and energy technology. The scope is tailored to the industry, regulatory requirements, production volume and risk.
APQP in medical technology: Our white paper provides an insight into how advance quality planning can optimise your product development process in the medical technology sector.
How does a readiness assessment work?
Through a Readiness Assessment, Ingenics Consulting carries out a structured evaluation of how ready a product, process and organisation are for series production today. To this end, we first clarify the target vision and framework conditions, assess the current state directly on the shop floor, conduct interviews and workshops with the relevant functions, and evaluate the results across the key areas of product, process, quality, logistics, organisation, data and business case. This results in a maturity assessment outlining clearly identified gaps and risks, as well as a prioritised industrialisation roadmap to serve as the basis for the next steps.
What information does Ingenics Consulting need to carry out an initial maturity assessment?
To get off to a solid start, what the company already has in place is usually sufficient: a description of the product and variant structure, planned volumes and the schedule up to SOP, the current process flow including layout and cycle times, details of plant and equipment, existing quality documentation, and key figures on scrap, rework and on-time delivery. Missing documentation is not an obstacle in itself, but rather an indication of the project’s maturity level – gaps in the data are also factored into our assessment.
Can we begin the industrialisation of production with a pilot run?
Yes, a pre-production or pilot series is often the most pragmatic way to get started when there are many issues to be addressed simultaneously. Product families, production lines or assembly sections that are representative of the target system are suitable. Here, the target process, cycle times, testing concept, material supply and shop floor routines are developed and stabilised within a manageable scope. This limits risk and capital commitment and creates a robust basis for the business case. The resulting standards can then be rolled out to other areas and sites.