Rethinking pandemic-era production
Pandemic era limitations prevented PwC and Happy Health teams from taking the traditional production approach of visiting overseas manufacturers and educating them about the product.
To reduce production disruptions, the team came up with an innovative solution to handle remote builds. They established an agile, and virtual, production scrum in the United States and China, each mirroring one another’s processes. Borrowing a typical software development project management technique, the hardware engineering team held daily morning and evening check-ins to address any issues.
The team also had to deal with increased lead times to secure battery components, which were longer than usual due to global supply chain slowdowns. To maintain continuity, instead of working with a single vendor, the team engaged multiple battery vendors capable of providing prototype quantities along with other necessary components.
Meanwhile, the engineering team qualified new adhesives and devised a new method for bonding and assembling the device — while developing in-line tooling standards for contract manufacturers to facilitate mass production. As a result, the ring now features an IP67 waterproofing distinction, an international rating that a device to be completely dust-tight and can withstand submersion in up to one meter of water for 30 minutes. As part of the commitment to continuous improvement, PwC also oversaw ongoing assembly process tweaks, that further enhanced production times.
To help create a successful and innovative product it’s critical to incorporate user feedback. The multi-disciplinary team sent out hundreds of rings to different universities to garner candid input, make sure the sensors and back-end algorithm worked correctly and perform Institutional Review Board (IRB) approved pre-clinical trials.