The Product Development Cycle in Today’s Manufacturing

1. The Product Development Cycle in Today’s Manufacturing OVERVIEW • Explain the product development cycle • Define project management processes • Relate #1 and #2 • Discuss the tasks behind each process • Suggest simple communication tools Bob Carson March 11, 2004 Product Development Cycle and Project Management Process

2. Expected Outcomes • Individuals will understand: • product development in today’s industry • processes of project management • value of simple communication • Individuals will recognize the value of effective project management skills in today’s product development cycle Product Development Cycle and Project Management Process

3. Common Definitions • Product Development Cycle: the period of time needed to complete the set of events that develops an idea into a quality product • Process: the ordered set of events required to achieve a quality result and ensure robust, repeatable results • Project: the organization of the team’s commitment to deliver a product • Project Management: the control of team behaviors across the Product Development Cycle Product Development Cycle and Project Management Process

4. Motivation • Engineers should learn about today’s development practices • An engineer’s skill set should parallel industry’s expectations • Efficient individuals develop effective project management skills Product Development Cycle and Project Management Process

5. Phases of the Product Development Cycle • Phase 0 - Generate Idea • Phase 1 - Plan • Phase 2 - Develop • Phase 3 - Validate • Phase 4 - Qualify • Phase 5 - Produce Product Development Cycle and Project Management Process

6. Product Development Phases Product Development Cycle and Project Management Process

7. Project Management Process Steps • Present an idea • Plan the work • Work the plan • Learn from experiences Product Development Cycle and Project Management Process

8. Process–Phase Relationship Product Development Cycle and Project Management Process

9. Process Step 1. Present an Idea Phase 0 • Collect ideas • Consider customers • Know stakeholders • Write proposal (Initial Project Summary) QUICK Product Development Cycle and Project Management Process

10. Ideas come from Many Sources • Customer wants • Customer needs • Competitor products • Competitor plans • Marketing/sales logs • Organizational strategies • Society attitudes and opinions Passion Product Development Cycle and Project Management Process

11. Consider All Customers • External customers buy products that provide the lifeblood for the organization • Internal customers have objectives linked to products that meet organizational goals • Business partners help develop products to further everyone’s organizational goals • Carefully consider each customer need Product Development Cycle and Project Management Process

12. Know all Stakeholder Agendas • Understand all external customer plans • Check alignment of the idea with the current organizational strategies • Solicit input from all internal customers and provide continuous feedback • Uncover any hidden agendas through open conversations and discussions Product Development Cycle and Project Management Process

13. Develop the Initial Project Summary (IPS) Quick • Goal • Product Roadmap • Key Selling Points • Key Customers • Proposed Team • Business Case • Recommendation to decision-makers Passion Product Development Cycle and Project Management Process

14. Process Step 2. Plan the work Phase 1 • Incorporate new organizational input • Select the team • Identify tasks • Link deliverables to milestones • Anticipate showstoppers • Define tradeoffs • Freeze the plan Product Development Cycle and Project Management Process

15. Consider new input • Decision-makers typically set direction for the project at the Phase 0 exit review (quality, performance, schedule and cost) • Meld those inputs into the IPS as you develop the project plan • Oversight or ignoring organizational direction can be costly down the road Product Development Cycle and Project Management Process

16. The core team may include 8 members The extended team contains as many members as needed to complete the work – BUT time, humans and money are never infinite resources CORE TEAM Research Quality Hardware Software Mechanical Manufacturing Marketing/Sales Finance Select the teams Product Development Cycle and Project Management Process

17. Identify the tasks • Break down the work into tasks for each project phase • Assign owners • Assign proposed due dates • Set milestones and review dates • Iterate to a potential plan Product Development Cycle and Project Management Process

18. Link deliverables • Match deliverables to milestones by phase. Plan for deliverables that are not tied to key milestones. What are some examples of key deliverables? • New parts or components • Module prototypes • System prototypes • Marketing collateral • New test equipment and rework systems • New manufacturing equipment or machines Product Development Cycle and Project Management Process

19. Define tradeoffs • Showstoppers need defined before finalizing the plan • Establish tradeoffs to give the team clear direction should known risks develop • This task avoids wasted time later in the project. It shows the decision-makers a team’s due diligence to project success Product Development Cycle and Project Management Process

20. Freeze the plan Iterative Thorough • Establish reporting structure • Define project metrics - QPSC • Set firm values • Phase Schedules • Cost • Qualification date • Production date Recommend a final plan for approval Roadmap Product Development Cycle and Project Management Process

21. Process Step 3. Work the plan Phases2-5 • The team must report on progress and address any issues as the project unfolds. The concepts for Work the Plan include: • Commit and deliver to plan • Monitor and report metrics with data • Discuss obstacles and engage stakeholders • Communicate change • Recommit and deliver to change Product Development Cycle and Project Management Process

22. Commit and Deliver • “Can do” attitudes ensure project success • Cohesive teams produce a synergy Product Development Cycle and Project Management Process

23. Report routinely • Report project progress using data • Communicate project status to all decision-makers and stakeholders with Quality, Performance, Cost and Schedule metrics • Suggest recommendations when negative data identifies a need for change. Never report a problem without a recommended solution Product Development Cycle and Project Management Process

24. Duplex Product Development Cycle and Project Management Process

25. Discuss obstacles with stakeholders • Discuss the effects of any obstacle with every stakeholder and ensure understanding • Engage all stakeholders to meet each one’s needs. Over-communicate to ensure concurrence with change plans • Submit recommendations to decision-makers and stakeholders. Welcome comments and feedback on any change plans Product Development Cycle and Project Management Process

26. Cost of Changes Product Development Cycle and Project Management Process

27. Communicate change Never surprise anyone • Over-communicate when change happens • Ensure all decision-makers and stakeholders agree with any new tasks or plan changes Product Development Cycle and Project Management Process

28. Recommit and Deliver COMMIT • Change plans get the scrutiny of many • Recognize there may be lots of emotion around any change in plans. It’s the team’s responsibility to plan accordingly • Emphasize commitment and delivery to the change plan. It may be more important than achieving the original plan. DELIVER COMMUNICATE Product Development Cycle and Project Management Process

29. Process Step 4. Learn from experience Phases 0-5 • Professionals use well-documented events to reinforce good behaviors and discourage bad ones. • Continuous improvement discipline demands everyone to learn from past experiences – shed the bad and share the good. Product Development Cycle and Project Management Process

30. Learn from experience • Document events • Train the positive • Toss the negative • Teach your world Product Development Cycle and Project Management Process

31. Document events • Every project experiences both positive and negative events • Record all events using accurate data Product Development Cycle and Project Management Process

32. Toss the negative • Every event during a project is an opportunity for improvement. • Eliminate these events from practice by modifying processes and work instructions to prevent recurrence. • Live the NMI discipline Product Development Cycle and Project Management Process

33. NMI Discipline • NameIt: If a process is not defined the you do NOT know what to do • MeasureIt: You cannot measure a process unless you have defined it • ImproveIt: A process cannot be improved unless you can measure it Product Development Cycle and Project Management Process

34. Train the positive • Every event during a project is an opportunity for improvement. • Incorporate these events into practice by modifying processes and work instructions to ensure recurrence. • Live the NMI discipline Product Development Cycle and Project Management Process

35. Teach your organization • Both positive and negative experiences provide valuable insight to others. • Proactively share the “Lessons Learned” across the organization. Educate others of possible benefits in other areas of the organization. Train - Toss -Teach Product Development Cycle and Project Management Process

36. Conclusions Quick and with Passion Thorough Roadmap Commit Deliver Communicate Train Toss Teach Product Development Cycle and Project Management Process