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Zella Determining the Right Framework to Improve New Technology Venture Processes


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Continuous process improvement (CPI) has improved product and business performance in many industries and business sectors. However, it has not been widely adopted in the new technology venture (NTV) sector. The resistance to CPI adoption has been attributed to the perception of insufficient payoff and protracted timelines. In addition, there has been a tendency toward heroic management of chaotic ad hoc processes in a rapid response environment with an overarching first-to-market imperative. Western Michigan University is developing a study to determine if CPI would improve product and business performance in this sector. This paper describes how and why new technology ventures may benefit from CPI initiatives that arose from the aerospace industry. If this study confirms the applicability and benefit in the NTV sector, findings could equip practitioners with a proven framework, CMMI®, to aid in systematically increasing the successful launch rates of new technology ventures.

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Zella Determining the Right Framework to Improve New Technology Venture Processes

  1. 1. Determining The Right Framework to Improve New Technology Processes
  2. 2. Outline
  3. 3. Research Project
  4. 4. Inspired By Two NCIIA Student Ventures
  5. 5. This Literature Review
  6. 6. Definitions
  7. 7. What?
  8. 8. Recognize CPI Frameworks
  9. 9. Why?
  10. 10. Last Two Characteristics
  11. 11. Literature Review
  12. 12. Found They Evaluated Multiple Frameworks
  13. 13. Scope – Map – Nest: TQM/Six Sigma and Lean TQM/Six Sigma Characteristic of TQM/ How to Accomplish Complimentary Attribute Six Sigma Attribute Lean activity Define Define the process and Map process Use the process map to the project identify all process steps. Measure Determine step timing, Measure using best Determine current time activity costs, flow practice methods and develop target time distances, process for all steps parameters Analyze Analyze every Deep Dive the data Determine the delta measurement for waste, and analyze root cause. value and opportunity Improve Target the high waste Try Something – Make Understand and measurements and a substantiated change; develop and implement develop a process to avoid analysis paralysis improvement strategies mitigate for each step of the work process. Control Ensure process Instill process Ensure that the gains discipline and that the discipline through are sustained through organization does not leadership; Have management audits slip back to the old visible management and visible way/habit attentive to continuous management. improvement
  14. 14. Scope – Map – Nest: Six Sigma and CMMI® Low Maturity High Maturity Six Sigma CMMI® CMMI® CMMI® CMMI® CMMI® Requirements Level 1 Level 2 Level 3 Level 4 Level 5 Initial Managed Defined Quantitatively Continuous Managed Optimizing Define Undefined Infrastructure in Infrastructure in Firm and Firms and process and place to support place to support projects have projects have project and yet process; Broadly process; Precise quantitative quantitative performed; Ad defined process standardized objectives for understanding hoc and chaotic descriptions in process product quality of common process place descriptions in and process causes of performance led place performance; variation via heroic efforts These are based inherent in on customer processes; needs and Continually process revised firm implementers level quantitative process- improvement objectives in place
  15. 15. End Result
  16. 16. Conclusion
  17. 17. Effective Resource Allocation Dashboard*
  18. 18. References
  19. 19. Questions?