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MSETM 5110 – New Product Development Recap of Session IV <ul><li>Building Product Development and Realization Capability <...
MSETM 5110 – New Product Development <ul><li>Intellectual Property </li></ul><ul><li>Presenter </li></ul><ul><li>Dr. Ron B...
MSETM 5110 – New Product Development <ul><li>New Product Introduction </li></ul><ul><li>Thinking Strategically </li></ul><...
MSETM 5110 – New Product Development <ul><li>Session 5, Part 2 </li></ul><ul><li>Summary/Common Themes of Assignments </li...
MSETM 5110 – New Product Development <ul><li>Summary of  Living on Internet Time:  Product Development at Netscape, Yahoo!...
MSETM 5110 – New Product Development <ul><li>Summary of  Living on Internet Time:  Product Development at Netscape, Yahoo!...
MSETM 5110 – New Product Development <ul><li>Summary of Assignment 2 – McAlasdaire Imaging’s AE-1 Project </li></ul><ul><l...
MSETM 5110 – New Product Development <ul><li>Summary of the HP Deskjet Printer Project </li></ul><ul><li>Clear Product Def...
Teradyne Aurora Project (Automatic Test Equipment – ATE) <ul><li>Video Tape </li></ul><ul><li>Cross Functional Team/Intern...
MSETM 5110 – New Product Development <ul><li>Organization Vision/Mission/Strategy </li></ul><ul><li>Business Model/Archite...
MSETM 5110 – New Product Development <ul><li>Becoming a Fast Innovator </li></ul><ul><li>Time is the key performance varia...
MSETM 5110 – New Product Development  (cont’d.) <ul><li>Becoming a Fast Innovator  (cont’d.) </li></ul><ul><li>The develop...
MSETM 5110 – New Product Development  (cont’d.) <ul><li>Becoming a Fast Innovator  (cont’d.) </li></ul><ul><li>Functional ...
MSETM 5110 – New Product Development <ul><li>So, What Does This All Boil Down To: </li></ul><ul><li>Mission/Vision/Strateg...
MSETM 5110 – New Product Development <ul><li>Time and Innovation </li></ul><ul><li>Innovation  is key to the long-term vit...
MSETM 5110 – New Product Development Competing Through Innovation <ul><li>Changing Business Climate </li></ul><ul><li>Glob...
MSETM 5110 – New Product Development <ul><li>In Review </li></ul><ul><li>Competing Through Development Strategy </li></ul>...
MSETM 5110 – New Product Development <ul><li>In Review  (cont’d.) </li></ul><ul><li>Organizing and Leading Project Teams <...
MSETM 5110 – New Product Development <ul><li>Four Types of Product/Process Development Projects </li></ul><ul><li>Research...
MSETM 5110 – New Product Development <ul><li>Summary of  Clockspeed  by Charles H. Fine, Sloan School of Management, M.I.T...
MSETM 5110 – New Product Development <ul><li>A Partial Listing of Contents:  (cont’d.) </li></ul><ul><li>What Fruit Flies ...
MSETM 5110 – New Product Development <ul><li>Structuring for NPI and Continuous Performance Improvement </li></ul><ul><li>...
MSETM 5110 – New Product Development <ul><li>Purpose </li></ul><ul><li>Connectivity </li></ul><ul><li>Relevancy </li></ul>...
MSETM 5110 – New Product Development <ul><li>The Four Disciplines of a Healthy Organization </li></ul><ul><li>Build and Ma...
MSETM 5110 – New Product Development <ul><li>Objective(s) </li></ul><ul><li>Focusing on Things That Make a Difference (Val...
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  1. 1. MSETM 5110 – New Product Development Recap of Session IV <ul><li>Building Product Development and Realization Capability </li></ul><ul><li>Organizing and Managing Projects </li></ul><ul><li>Linkage of Product Development and Introduction to Business Strategy and Values </li></ul><ul><li>Review of Types of Development Teams—Functional, Lightweight, Heavyweight and Autonomous </li></ul><ul><li>Spiral Integration </li></ul><ul><li>Customer-centric Product Development </li></ul><ul><li>The Steps Between Product Concept and Customer Launch </li></ul><ul><li>Management Roles and Responsibilities </li></ul><ul><li>The HP DeskJet Printer Project—An Example of Planning and Execution </li></ul><ul><li>Intellectual Property and Patent Portfolio </li></ul><ul><li>Introduced Assignment 2—McAlasdaire Imaging’s AE-1 Project </li></ul>
  2. 2. MSETM 5110 – New Product Development <ul><li>Intellectual Property </li></ul><ul><li>Presenter </li></ul><ul><li>Dr. Ron Buchanan </li></ul><ul><li>Sr. Research Consultant </li></ul><ul><li>Education and Research Foundation </li></ul><ul><li>Oklahoma State University </li></ul>
  3. 3. MSETM 5110 – New Product Development <ul><li>New Product Introduction </li></ul><ul><li>Thinking Strategically </li></ul><ul><li>Thinking Commercially </li></ul><ul><li>Thinking Globally </li></ul><ul><li>People, Programs, and Processes </li></ul><ul><li>Transforming Knowledge Into Economic Value </li></ul>
  4. 4. MSETM 5110 – New Product Development <ul><li>Session 5, Part 2 </li></ul><ul><li>Summary/Common Themes of Assignments </li></ul><ul><li>Living on Internet Time </li></ul><ul><li>McAlasdaire Imaging – the AE-1 Project </li></ul>
  5. 5. MSETM 5110 – New Product Development <ul><li>Summary of Living on Internet Time: Product Development at Netscape, Yahoo! ™, NetDynamics, and Microsoft™ </li></ul><ul><li>Common </li></ul><ul><li>Each Aware of/Engaged in Competitive Benchmarking </li></ul><ul><li>Each Used Effective Prototyping/Beta Models (Microsoft’s Approach More Internally Focused) </li></ul><ul><li>Aware of Interoperability </li></ul><ul><li>(cont’d.) </li></ul>
  6. 6. MSETM 5110 – New Product Development <ul><li>Summary of Living on Internet Time: Product Development at Netscape, Yahoo! ™, NetDynamics, and Microsoft™ (cont’d.) </li></ul><ul><li>Differences </li></ul><ul><li>Philosophy, Culture, and Development Process </li></ul><ul><li>Size of Development Staffs and Resources </li></ul><ul><li>Microsoft’s Total-System-Solution Mindset </li></ul><ul><li>Microsoft Sought to Expand Competencies/Respond to SIPs </li></ul><ul><li>Heavyweight Team Structure (Microsoft) vs. Lightweight (Yahoo!) </li></ul><ul><li>NetDynamics’ Philosophy of Open Architecture Based on Standards </li></ul><ul><li>Netscape’s Heavy Focus on Early Releases Before Feature Release </li></ul><ul><li>Note: Netscape Acquired by AOL </li></ul><ul><li>NetDynamics Acquired by Sun Microsystems </li></ul><ul><li>Based on (SEC) 10-k Filings: 1) Microsoft, 2) Netscape; 3) Yahool!, 4) NetDynamics </li></ul>
  7. 7. MSETM 5110 – New Product Development <ul><li>Summary of Assignment 2 – McAlasdaire Imaging’s AE-1 Project </li></ul><ul><li>No Clear Upfront Product Definition or Specifications </li></ul><ul><li>Poor Communications Between Marketing and Engineering </li></ul><ul><li>Overall Ingredients for Success Lacking </li></ul><ul><li>- “Start With The End in Mind” (Steven Covey, The 7 Habits of Highly Effective People) </li></ul><ul><li>- Alignment </li></ul><ul><li>- Commitment and Utilization of Resources </li></ul><ul><li>- Project Tracking to Meet Schedule and Costs Objectives </li></ul><ul><li>- Communication and Teamwork Across Functional Departments </li></ul><ul><li>Capturing the Lessons Learned </li></ul>
  8. 8. MSETM 5110 – New Product Development <ul><li>Summary of the HP Deskjet Printer Project </li></ul><ul><li>Clear Product Definition and Market Segment </li></ul><ul><li>Clear Focus/Objectives (Low Cost, High Quality) </li></ul><ul><li>Created New Development Process Emphasizing Speed, Design for Manufacturability, and Teamwork </li></ul><ul><li>Effective Use of Early Production Tools (CAD, CAM, CAE, PDM, SAP Software) </li></ul><ul><li>Effective Use of Heavyweight Team Structure </li></ul><ul><li>Effective Use of Prototypes/Customer Involvement </li></ul><ul><li>Achieved Objectives for Cost, Quality, Customer Satisfaction </li></ul><ul><li>Reduced Cycle Time from 36-60 Months to 22 Months </li></ul><ul><li>Became the Model for Subsequent Development at HP Vancouver </li></ul>
  9. 9. Teradyne Aurora Project (Automatic Test Equipment – ATE) <ul><li>Video Tape </li></ul><ul><li>Cross Functional Team/Internal Board of Directors </li></ul><ul><li>Market Concerns </li></ul><ul><ul><li>Microcontrollers </li></ul></ul><ul><ul><li>ASICs </li></ul></ul><ul><li>Technology Concerns </li></ul><ul><ul><li>CMOS </li></ul></ul><ul><ul><li>Windows NT </li></ul></ul><ul><li>Discontinuous Change (Disruptive Technology) </li></ul><ul><ul><li>Platform </li></ul></ul><ul><ul><li>Derivative </li></ul></ul><ul><li>Core Competency </li></ul><ul><li>Business Plan/Business Case </li></ul><ul><li>Getting Engineers Close to Customer </li></ul><ul><li>Understanding the Customer’s Business and Operating Metrics </li></ul><ul><li>Asset/Resource Allocation </li></ul>
  10. 10. MSETM 5110 – New Product Development <ul><li>Organization Vision/Mission/Strategy </li></ul><ul><li>Business Model/Architecture </li></ul><ul><li>Development Portfolio and Development Teams </li></ul><ul><li>Functional Integration (Wheelwright and Clark, Exhibit 8-1, p. 191) </li></ul><ul><li>- Functional Team Structure </li></ul><ul><li>- Lightweight Team Structure </li></ul><ul><li>- Heavyweight Team Structure </li></ul><ul><li>- Autonomous Team Structure </li></ul><ul><li>Tools and Methods </li></ul>
  11. 11. MSETM 5110 – New Product Development <ul><li>Becoming a Fast Innovator </li></ul><ul><li>Time is the key performance variable to be managed to attain improved cost and quality. </li></ul><ul><li>Time benchmarks are set by the performance of competitors and, if faster, by what is technologically possible. </li></ul><ul><li>The support functions necessary to advance the development process are actively managed to be “invisible.” Their need is to be anticipated; they are to be invested in and kept up-to-date. They are never to be allowed to slow the development process. </li></ul><ul><li>Each program is to be managed and executed by a small, dedicated, decision-empowered, and experienced team. Team members have common goals and are measured and evaluated as part of a team. </li></ul>
  12. 12. MSETM 5110 – New Product Development (cont’d.) <ul><li>Becoming a Fast Innovator (cont’d.) </li></ul><ul><li>The development programs are to have four steps, and company will organize itself around these steps: </li></ul><ul><ul><ul><li>Planning and preparation </li></ul></ul></ul><ul><ul><ul><li>Product definition </li></ul></ul></ul><ul><ul><ul><li>Design development </li></ul></ul></ul><ul><ul><ul><li>Manufacturing ramp-up </li></ul></ul></ul><ul><ul><ul><li>Product Improvement </li></ul></ul></ul><ul><li>The objective of planning and preparation is to avoid having to invent in the middle of the development process—make unknowns be knowns. </li></ul><ul><li>After definition, the product specification is frozen. The definition is committed to and not allowed to be changed. The improvement phase is to be used for costs and feature enhancements. </li></ul>
  13. 13. MSETM 5110 – New Product Development (cont’d.) <ul><li>Becoming a Fast Innovator (cont’d.) </li></ul><ul><li>Functional expertise resides in the development program. Manufacturing and design resources are full-time participants in the definition team. Manufacturing resources are full-time participants in the design team. </li></ul><ul><li>Team members are collocated. </li></ul><ul><li>Senior management reviews are few. The role of senior management is to ensure that the program teams have the appropriate resources, incentives and environment to execute their tasks quickly. </li></ul><ul><li>New programs are generated continuously, at regular market-driven intervals, and incorporate more incremental advances and fewer “great leaps forward.” </li></ul>
  14. 14. MSETM 5110 – New Product Development <ul><li>So, What Does This All Boil Down To: </li></ul><ul><li>Mission/Vision/Strategy </li></ul><ul><li>Technology Solutions in a Knowledge-based and Global Economy </li></ul><ul><li>Customer- and Market-Focused </li></ul><ul><li>Creating Stakeholder Value </li></ul><ul><li>Speed, Flexibility </li></ul><ul><li>Repeatable, Sustaining NPD/NPI Process </li></ul><ul><li>Effective Use of People and Capital Resources </li></ul><ul><li>Being Competitive </li></ul><ul><li>Maintaining/Building Core Competency </li></ul><ul><li>Clock Speed </li></ul>
  15. 15. MSETM 5110 – New Product Development <ul><li>Time and Innovation </li></ul><ul><li>Innovation is key to the long-term vitality of all enterprises </li></ul><ul><li>Innovation means more than just new products ; it also means new services and ways of doing business </li></ul><ul><li>While the challenge to innovation is originating new ideas, time is at the core of an innovation’s success </li></ul><ul><li>Timely execution is very demanding </li></ul>
  16. 16. MSETM 5110 – New Product Development Competing Through Innovation <ul><li>Changing Business Climate </li></ul><ul><li>Globalization </li></ul><ul><li>Increased Competition </li></ul><ul><li>Technology Revolution/Evolution </li></ul><ul><li>Fragmented, Demanding Markets </li></ul><ul><li>Shorter Product Lifecycles </li></ul><ul><li>Virtual Organizations </li></ul><ul><li>E-Business </li></ul><ul><li>Competitive Factors </li></ul><ul><li>Speed </li></ul><ul><li>Efficiency </li></ul><ul><li>Quality/Reliability </li></ul><ul><li>Supply Chain/Distribution Channels </li></ul><ul><li>Translation: Creating Value for Customers </li></ul>
  17. 17. MSETM 5110 – New Product Development <ul><li>In Review </li></ul><ul><li>Competing Through Development Strategy </li></ul><ul><li>The Concept of a Development Strategy </li></ul><ul><li>Maps and Mapping: Functional Strategies in Pre-Project Planning </li></ul><ul><li>The Aggregate Project Plan </li></ul><ul><li>Structuring the Development Funnel </li></ul><ul><li>A Framework for Development </li></ul><ul><li>Cross-Functional Integration </li></ul><ul><li>(cont’d.) </li></ul>
  18. 18. MSETM 5110 – New Product Development <ul><li>In Review (cont’d.) </li></ul><ul><li>Organizing and Leading Project Teams </li></ul><ul><li>Tools and Methods </li></ul><ul><li>Prototype/Test Cycles </li></ul><ul><li>Learning From Development Projects </li></ul><ul><li>Building Development Capability </li></ul><ul><li>Wheelwright and Clark, Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality. </li></ul>
  19. 19. MSETM 5110 – New Product Development <ul><li>Four Types of Product/Process Development Projects </li></ul><ul><li>Research or Advanced Development Projects </li></ul><ul><li>Breakthrough Development Projects </li></ul><ul><li>Platform or Generational Development Projects </li></ul><ul><li>Derivative Development Projects </li></ul>
  20. 20. MSETM 5110 – New Product Development <ul><li>Summary of Clockspeed by Charles H. Fine, Sloan School of Management, M.I.T. </li></ul><ul><ul><li>In the natural world, species evolve—that is, they change to meet new challenges—or they die. The same genetic imperative operates in business. </li></ul></ul><ul><li>A Partial Listing of Contents: </li></ul><ul><li>The Genetics of Business </li></ul><ul><li>Learning from the Fruit Flies </li></ul><ul><li>Evolution or Extinction </li></ul><ul><li>Competition in the Age of Temporary Advantage </li></ul><ul><li>(cont’d.) </li></ul>
  21. 21. MSETM 5110 – New Product Development <ul><li>A Partial Listing of Contents: (cont’d.) </li></ul><ul><li>What Fruit Flies Teach Us About Business </li></ul><ul><li>The Insights of Clockspeed </li></ul><ul><li>Survival of the Fittest </li></ul><ul><li>The Temporary Nature of Advantage </li></ul><ul><li>Supply Chain Design </li></ul><ul><li>The Ultimate Core Capability </li></ul><ul><li>Executing Strategy in the Age of Temporary Advantage </li></ul><ul><li>Three-Dimensional Concurrent Engineering </li></ul><ul><li>Genetic Engineering in A Fast-Clockspeed World </li></ul><ul><li>Building Capabilities Through Dynamic 3-D Concurrent Engineering </li></ul>
  22. 22. MSETM 5110 – New Product Development <ul><li>Structuring for NPI and Continuous Performance Improvement </li></ul><ul><li>Mission/Values </li></ul><ul><li>Baseline/Benchmark </li></ul><ul><li>Metrics </li></ul><ul><li>Document the Lessons Learned </li></ul><ul><li>Adjust the Process </li></ul>
  23. 23. MSETM 5110 – New Product Development <ul><li>Purpose </li></ul><ul><li>Connectivity </li></ul><ul><li>Relevancy </li></ul><ul><li>Application </li></ul><ul><li>Science: “what is” </li></ul><ul><li>Engineering: “creating what has never been” </li></ul>
  24. 24. MSETM 5110 – New Product Development <ul><li>The Four Disciplines of a Healthy Organization </li></ul><ul><li>Build and Maintain a Cohesive Leadership Team </li></ul><ul><li>Create Organizational Clarity </li></ul><ul><li>Over-Communicate Organizational Strategy </li></ul><ul><li>Reinforce Organizational Clarity Through Human Systems </li></ul><ul><li>Source: Patrick Lencioni, “The Four Obsessions of an Extraordinary Executive.” </li></ul>
  25. 25. MSETM 5110 – New Product Development <ul><li>Objective(s) </li></ul><ul><li>Focusing on Things That Make a Difference (Value) </li></ul><ul><li>Flawless Execution </li></ul><ul><li>Continuous Improvement </li></ul>
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