Page 38 - Q4_2021_Corp Newsletter

MODULAR POWER SOLUTIONS

for manufacturing assembly

BY SIMON HARKINS, MANAGING DIRECTOR, MPS

esigning for Manufacturing and Assembly (DFMA) is not just a process, it’s a
complete shift in mindset away from standardized building blocks and assembling

D a product that can easily be copied, pasted, mirrored, and rotated to make a
complete design. In this way, DFMA and prefabrication become complements rather
than combatants in a process that all construction projects can benefit from.

Once prefabrication is seen as a function of the DFMA gain traction. Many teams make the mistake of trying to Next, education and collaboration are essential to success productization approach rather than construction approach.
process, then every opportunity becomes DFMA. All designs take an all-inclusive approach, and there isn’t enough in DFMA. This new approach cannot be forced onto the These considerations must be at the center of the evaluation
can become a kit of parts assembled in any number of experience or analytics to get past the point of concept. architect, engineer, and subcontractor. They must be before the conversation shifts to financial implications.
ways to create a successful program. The question then When starting a design, aim to set expectations that are part of the process. Maximum effort is made to make
shifts back to “buy vs build” of scope and what level of attainable then create the building blocks from which the design look and feel very traditional. The more work Modular Power Solutions (MPS) has implemented
adoption can be implemented. In traditional construction, all other goals can be derived from. Deploying the final that can be done by the manufacturing and offsite team DFMA for almost 10 years. This allows MPS to shape
the materials are sourced, and the building is constructed product of DFMA is straightforward, however ensuring in a way that is consistent to what they have seen in the domestic programs for large international customers and
on site (build). In the DFMA world, the completed products your team receives and embraces the process is not. past, the better the chance of success. The components implement large packaging and assembly programs in
are sourced remotely (buy) and shipped to site. A hybrid should dictate the building geometry rather than trying areas where labor cost and availability are always at risk.
version that more commonly applies is the remote To properly leverage DFMA, experts must be involved to fit everything inside predetermined walls and rooms. Most recently, MPS was engaged to develop a design that
fabrication of components (buy) and local assembly on from inception of the project. Front-loading all efforts with would address manpower in a region where resources
site to complete the package (build). Keep in mind, this the most experienced personnel ensures a proper project The last key component of DFMA is supply chain are limited, and costs are extremely high. MPS developed
may be required in some jurisdictions due to limitations of kick off. Another key to success is prototyping and proof- management. The supply chain team is relied upon to a design that addressed logistics with the building and
local AHJ or labor unions, especially when incorporating of-concept models that help the other team members turn the project into a purchase and assemble job rather worked with blocks that could be managed on site. The
multiple disciplines into a common product approach. better understand the approach and how it affects their than traditional construction. There is significant focus on final implementation involved a series of assembled skids
traditional scope. Mockups let the team address their utilizing standard materials and methods to keep the site with complete packaging of all the components, including
When designing for manufacturing assembly, the concerns and manipulate the details to get the desired teams engaged and comfortable as the design evolves. the structure to assemble a final product on site. 
first step is defining expectations and goals for your result. By allowing other team members to touch the product When evaluating opportunities, the starting point is to
program. Identifying key components that can be easy prior to implementation, the comfort level rises while the identify large areas of waste and risk on a job site. This is
“victories” allows the team to build a foundation and potential for scope gaps, overlaps, and ambiguity falls. essential to the overall design process because it forces a

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