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Improving the NPD Process Final Presentation – 10/30/2010 ck

Improving the NPD Process Final Presentation – 10/30/2010 ck. Corporate Overview. Established 1895 Global product company Government and commercial markets Market leader within Broadcasting and Media equipment industry. General issues with current development process.

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Improving the NPD Process Final Presentation – 10/30/2010 ck

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  1. Improving the NPD ProcessFinal Presentation – 10/30/2010ck

  2. Corporate Overview • Established 1895 • Global product company • Government and commercial markets • Market leader within Broadcasting and Media equipment industry

  3. General issues with current development process Portfolio & Prod Plan Development Project Execution Product release to ops and mfg Life Cycle • Missing compliance across businesses • Over-complicated • No process used outside of Product Development • Key specific issues within process Portfolio Idea funnel product proposal Plan & Spec Design Phase * tech review *proto/test *DR Verification Test, bug fix * ER Pilot Validation pre-prod, validation Launch *PR, ramp Ramp - Volume Prod’n CR, Refine, active SUS Mature Min. invest Retire/EOL EoB, EoS Launch Gate Portfolio Proposal Feedback Ver’n & Pilot Val Design Gate

  4. Specific issues with current process development process #1: Lack of long-term goals #2: Ideation phase missing #3: Gate criteria not defined #4: Gate-keepers = decision makers #5: Missing PLR

  5. Issue #1: Lack of long-term goals Having a clear long-term strategy is a key pre-requirement for a successful NPD process i.e. How does the commercial business start shaping the technology of the media industry? Development owned by Division leadership

  6. Product portfolio management Strategy Product portfolio A Product portfolio B Product portfolio C Product portfolio A • New Product Criteria • New market • Market size: TAM, SAM • Investment > $500k • Sustaining Product Criteria • Implementation time < 3 staff/months • Investment < $100k • ... • Expansion Product Criteria • Pull-through effect/ year > $5MM • Investment < $500k • ...

  7. Specific issues with current process development process #2: Ideation phase missing

  8. Issue #2: Missing ideation • Expand ideation from current 1x/year road-mapping session to ongoing process • Stretch ideation: • Into other BU’s • Into value chain: vendors, partners, customers • Tools to use going forward: • Make a person responsible for running idea bank • Networking events after large global trade shows • Whisper suits and Executive Advisor board meetings • Whisper booths at different locations • Bonus reward for ideas • Revenue sharing model for implemented ideas • Grand prizes for winning ideas

  9. Specific issues with current process development process #3: Gate criteria not defined #4: Gate-keepers = decision makers

  10. Issues #3-4: Gate criteria & gate keepers Spell out gate criteria and make them tangible/ measurable Focus on defining criteria up-front (vs. tailoring to “pass” a specific project) for specific gates Exclude vested management from gate-keepers, example CF team: Financial Analyst Service Manager Regional Sales Manager for target launch region Project manager from unrelated projects Product manager from unrelated project Operations Lead Use also external, impartial gate keepers for selected gates: Chip Vendor for design gate Key friendly customer of launch region for release gate

  11. Specific issues with current process development process #5: Missing PLR

  12. Issue #5: Missing Post Launch Review • Install a PLR 3, 6 and 12 months after launch • Develop standardized PLR systems and tool • Measure • Tie plan vs. actual performance to annual bonuses of all stakeholders

  13. Improved process: a step at a time Strategy Elimination Ideation Portfolio Idea funnel product proposal Portfolio & Prod Plan Portfolio Proposal Ramp Volume Production PLR Mature Design Phase Verification Pilot Validation Launch Plan & Specification Retire/EOL Launch Gate Feedback Ver’n & Pilot Val PLR Gate Design Gate Development Project Execution Product release to ops and mfg Life Cycle

  14. Call to action • Implement solution proposals for issues #1-5 • Set improvement KPIs and measure outcome of process improvement • If successful, roll-out across Division • Continue with 2nd improvement phase

  15. Thank you!Christopher.kuthan@gmx.net

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