PGP New Product Generation Project 2003

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A talk to Hermes Epitek in 2003 before their e-beam product introduction to roll out.

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PGP New Product Generation Project 2003

  1. 1. 專案管理 - 新產品創育 Project Management - New Product Generating 朱明茂 (James Chu) July. 2003
  2. 2. Outlines <ul><li> Brief of Project Management </li></ul><ul><li> Product Generating </li></ul><ul><ul><li>Marketing Survey & Product Definition </li></ul></ul><ul><ul><li>Product Development Management </li></ul></ul><ul><ul><li>Product Marketing / Customer Support/ Continue improvement loop </li></ul></ul><ul><li> Case study - Semiconductor Equipment </li></ul><ul><li> Case practice - free imagination talk </li></ul>
  3. 3. Brief of Project Management <ul><li>What a Project Manager have to do </li></ul><ul><li>6 Tasks for a project management </li></ul><ul><li>6 Steps for a project layout </li></ul>
  4. 4. Project Manager’s Job Prepare Project Plan Get the resource from stake holder Form a strong project team, define role, target for team member and motivate them Follow the and control the progress, set control point and benchmark Progress report to the project sponsor, ensure the information flow through all project level Periodical Review and learning
  5. 5. 6 Tasks for project management <ul><li>Task No.1 </li></ul><ul><li>Identify Projects </li></ul><ul><li>Setting Priorities </li></ul><ul><li>Understanding roles </li></ul><ul><li>Self Assessment </li></ul><ul><li>Task No.2 </li></ul><ul><li>Analyze cost and benefit </li></ul><ul><li>Define Objectives </li></ul><ul><li>Initiate Action </li></ul><ul><li>Identify Stake holder’s view </li></ul><ul><li>Task No.3 </li></ul><ul><li>Identify Tasks </li></ul><ul><li>Estimate Timescales </li></ul><ul><li>Allocate Responsibility </li></ul><ul><li>Assess Risks </li></ul><ul><li>Task No.4 </li></ul><ul><li>Manage your team </li></ul><ul><li>Delegate wherever possible </li></ul><ul><li>Review progress frequently </li></ul><ul><li>Make it happen </li></ul><ul><li>Task No.5 </li></ul><ul><li>Engage Stakeholder early </li></ul><ul><li>Clarify expectation </li></ul><ul><li>Brief end users </li></ul><ul><li>Celebrate success </li></ul><ul><li>Task No.6 </li></ul><ul><li>Set up Learning System </li></ul><ul><li>Praise Good Work </li></ul><ul><li>Learn from Mistake </li></ul><ul><li>Publicize findings </li></ul>
  6. 6. Or, try to answer these …….. <ul><li>How can I make things go according to plan? </li></ul><ul><li>How much time can I spend on this? </li></ul><ul><li>Who has a stake in my project? </li></ul><ul><li>How can I make this idea happen? </li></ul><ul><li>Who needs to be involved </li></ul><ul><li>What will the benefit be? </li></ul><ul><li>What is the project suppose to deliver? </li></ul><ul><li>What is the logical sequence of tasks? </li></ul><ul><li>Who will do what and when? </li></ul><ul><li>Who is the handover for? </li></ul><ul><li>When does handover take place? </li></ul><ul><li>How do I plan for it? </li></ul><ul><li>What happen and why? </li></ul><ul><li>How can I learn from this? </li></ul><ul><li>What recommendation can I make ? </li></ul><ul><li>How can I keep everybody happy? </li></ul><ul><li>Can somebody else do this? </li></ul><ul><li>Who needs to know about changes? </li></ul>Planning Phase Execution Phase Handover / review Phase
  7. 7. Balancing the control factors Quality Cost Time <ul><li>Time to market </li></ul><ul><li>Performance Spec. </li></ul><ul><li>Resources </li></ul>Product Generating Phases Activities
  8. 8. Creating a planning in 6 steps <ul><li>2. Define Milestones in time </li></ul><ul><li>3. List activities and relations </li></ul><ul><li>4. Determine Critical Path </li></ul><ul><li>5. Define buffers </li></ul><ul><li>6. Allocate resources </li></ul>interaction After the project goal / objectives / scope defined 1. Work Break Down Structure leads planning Example refer to case study 1
  9. 9. Product Generating <ul><ul><li>Marketing Survey & Product Definition </li></ul></ul><ul><ul><li>Product Development Management </li></ul></ul><ul><ul><li>Product Marketing / Customer Support / Continue improvement loop </li></ul></ul>
  10. 10. Market Survey – Business stake <ul><li>Where can I set my foot print ? </li></ul>date from VLSI research, Inc.
  11. 11. Market Survey – Product Economic Cycle <ul><li>A: Product inspired by market demand and/or new technology </li></ul><ul><li>B: Pilot product roll out to market ramp up </li></ul><ul><li>C: Product mature / stable and widely demanded-supplied </li></ul><ul><li>D: Successor emerging </li></ul><ul><li>E: Market peak volume </li></ul>Product emerging Plateau Fading Starting Time Market Volume A B C D E
  12. 12. Market Survey – Product Economic Cycle A B C D E t0 tB tC tD tA
  13. 13. Product Market Survey – examples Healthy Market Bad Market Fragile Market Business investment
  14. 14. Product Definition – identify the AOI Product Customer Market those valued and can be sold those who pay for service = = = area has business opportunity Competitiveness = Right product in right time to Mr.Right Profitability Essential = Margin*sale -  (OP cost) Winning factor Business window Sliding  Shrinking Cost to generate product A B C D E t0 tB tC tD tA
  15. 15. Product Development - Generating Phases Research Technology Generate Product Operational Phase Product life extension Pilot Plateau Fading
  16. 16. Product Development – Organization Research Technology Generate Product Operational Phase Product service life extension 1. Marketing & Technology Development 2. Sales and Business Operation 3. Production & Goods Flow 4. Customer Support & Product Sustaining 1. Survey market / define product specification / design it 2. Promote the product and deal business process 3. Produce and deliver the product 4. Sustain the product operation & quality feedback
  17. 17. Product Development – Sectors Deliverable Research Technology Generate Product Operational Phase Product service life extension Marketing & Technology Development Sales and Business Operation Production & Goods Flow Customer Support & Product Sustaining Market strategy Product Spec. Product Roadmap CQM Market promotion Business OP Plan Market feedback CQM Production Plan Logistic MRP CQM Support plan CS Feedback Field Upgrade CQM
  18. 18. Marketing / Customer Support / CIP Decision Phase 1 Decision Phase2 Decision Phase 3 Technology Roadmap Marketing / Customer Support / CIP Pilot Plateau Fading
  19. 19. Project Control Meeting-TRAC example Participants in meeting: cross sector Meeting type A uthorities R esponsibilities C ontributing tasks of participants T asks to be done
  20. 20. The Project Management Plan <ul><li>Each sub project should have a similar plan </li></ul>PMP 3. WBS 2. Deliverables 4. Planning 5. Organization 6. Resources 7. Means 8. Budget 9. Risks 1. Description
  21. 21. Case study - Semiconductor Equipment ex. Metrology tool to control CD by SEM Model: X-SEM-65
  22. 22. Market Survey – Technology roadmap
  23. 23. Market Survey – Market Size
  24. 24. Market Survey – Competition ground <ul><li>Can we get something from this piece ? </li></ul><ul><li>How much and by what ? </li></ul>
  25. 25. Right Time to Market <ul><li>First arrive usually takes the most !! </li></ul>A B C D E t0 tB tC tD tA Business Window
  26. 26. Market Survey – Product Cycle Research Technology Generate Product Operational Phase Product life extension A B C D E t0 tB tC tD tA
  27. 27. Project Plan Layout – 6 steps
  28. 28. Step 1. WBS leads planning SPS /65 SDS /65 Resolution SDS /65 Throughput SDS /65 Reliability EDS e-beam source EDS Leveling EDS Optics EDS Alignment Scan Control EDS Elec. Layout EDS Mech. Layout Platform EDS C&T Control Material Handling EDS Wafer Handler EDS Wafer Stage EDS HW Drivers Software Control EDS Pattern Library EDS Algorithm EDS User Interface
  29. 29. Step 2. Define Milestones in time <ul><li>Define critical milestones </li></ul><ul><ul><li>where several activities come together </li></ul></ul><ul><ul><li>are important for client delivery I.e. start integration, shipping, first run </li></ul></ul><ul><li>Perform backward planning of activities from milestones </li></ul>
  30. 30. Step 3. List activities and relations <ul><li>List activities (including the required documents) </li></ul><ul><li>Determine time required to finish activities (hours or days of work) </li></ul><ul><li>Sequential relationships between activities/ other projects </li></ul><ul><li>Claim resources </li></ul>ID Task Name Exp Dur 1 Write functional spec 4 2 Prepare Projectplan 4 3 Plan 2 4 Get Resources 2 5 Hold Kick-off 1 6 Design Hardware 10 7 Design Software 7 8 Integrate 5 9 Produce 10 10 Purchase 5 11 Assemble 2 12 Install 2 13 Service 1 day Gantt Chart
  31. 31. Step 4. Determine Critical Path <ul><li>The critical path is the longest chain or path of activities from start up to finish </li></ul><ul><li>It is critical because the completion of activities on this path determine whether or not due dates are met </li></ul>ID Task Name Exp Dur 1 Write functional spec 4 2 Prepare Projectplan 4 3 Plan 2 4 Get Resources 2 5 Hold Kick-off 1 6 Design Hardware 10 7 Design Software 7 8 Integrate 5 9 Produce 10 10 Purchase 5 11 Assemble 2 12 Install 2 13 Service 1 Red path is critical
  32. 32. Step 5. Determine buffers <ul><li>Determine of all activities an optimistic, pessimistic and expected time to finish that specific activity </li></ul><ul><li>Calculate the variance of: </li></ul><ul><ul><li>The critical path between starts and finishes </li></ul></ul><ul><ul><li>The string of activities feeding the critical path </li></ul></ul><ul><li>Calculate the buffers </li></ul><ul><ul><li>Feeding buffer just before feeding line enters critical path (Feeding Buffer is in time) </li></ul></ul><ul><li>Fine-tuning of the critical path with resources from non-critical activities or from outside the project (Capacity Buffer) </li></ul>FB Time Finish Red = critical path Mean time Earliest start next critical path activity CB
  33. 33. Step 6. Allocate Resources
  34. 34. Step 6. Allocate Resources Required Tasks Resources Owner Responsibility
  35. 35. Project Action Control Deming Cycle P lan Objectives Method D o Train Execute A ct Remedies Future action C heck Against Objectives/method

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