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I s s u e O n e
November 10, 1998
c o n t e n t s / t h i s m o n t h :
1 > Best Practices Can Hurt You?
2 > On the Web - What to do with your new
product idea
3 > Top Ten NPD Bumper Stickers
4 > Metrics 98 - MRT On-Site Staff
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a r t i c l e - o n e :
BEST PRACTICES CAN HURT YOU?
As a provider of business information and education, MRT is often
barraged with requests for plug 'n play best practices information on product development.
However, best practices are rarely useful when isolated from their context. Don
Reinertsen, author of Managing the Design Factory and co-author of Developing Products in
Half-the-Time, puts it this way:
"I am against the notion of "best-practices" because it
implies that there is a single best way of doing anything. Embedded in the idea is the
tacit assumption that following the 'best practice' always results in the 'best outcome'.
"The great danger in labeling something a 'best practice' is that
you cannot be against it. People stop thinking as soon as something is labeled as a
'best'. Such mindless behavior is dangerous in a complex world. I am simply arguing for a
more thoughtful approach to development process design."
(Source: Best
Practices Report - Nov. 97 - click here for the
full article)
Here are some examples of 'blind'
best practices:
> A large manufacturer of test and measurement devices wanted to partner
with a specific ID firm to collaborate on a complete development project,
from product definition through
manufacturing. However, the
company's purchasing department wanted to follow their standard "best practice" -
and required three competitive
bids on the project. The problem was that there was nothing quantifiable such as cost
or proprietary technology that gave the ID firm an exclusive In fact
they guaranteed that they would NOT come in with the lowest cost ensuring rejection by
corporate policy. It was their attitude, style, culture and an existing trustful relationship that made them the best fit, but this aspect could not be measured or
validated on purchasing's standard forms. Luckily, the GM was involved in this project and
was able to bend corporate rules.
> An engineering manager at an electronic components company was assembling teams for a new product line. After hearing the benefits of co-location at a
conference presentation, the manager spent many hours tracking down the precise distance
between team members at a company he admired - exactly 4 feet, and nobody more than 50
feet apart. When laying out his team's office space, he stuck to his benchmarked
distances, even though it meant placing one person on the other side of a wall...and in another room.
Now, there is tremendous value in learning the solutions of others, and
there are plenty of companies and people whom you would be wise to emulate. Most progress in this world is the result of
building on someone else's learning curve. But by "examining" process
improvements and how they may fit your context, and not just copying them, you can avoid
flawed choices. Stay grounded by the bigger picture of your objectives...and choose
wisely.
Consider it a 'best practice'.
Comments or questions? Send them to gregg@roundtable.com
a r t i c l e t w o :
NPD ON THE WEB
link: http://www.hinetbc.org/information/hinetpd.htm
"What to Do With Your Idea for a New Medical Device" While
this page comes from the British Columbia Health Industries Network, and is focused on
medical devices, the information contained here is widely applicable to all product
development. It includes solid definitions and action steps for taking your new idea from
concept to launch, including overviews of issues such as venture capital, regulatory
approval, manufacturing considerations, intellectual property protection, business options
and more.
Know a website we should review? Send the url to gregg@roundtable.com
a r t i c l e t h r e e :
TOP TEN NPD BUMPER STICKERS
...from the MRT home office in Lexington, MA
10. If you can't
measure it, you can't blame anybody.
9. I team, therefore I am.
8. In constant pursuit of
adequacy.
7. Engineering's from Mars,
Management is from Uranus
6. Put me on ONE more team,
and I go POSTAL.
5. Plan, Do, Check, Act,
Wash, Rinse, Repeat.
4. My other project is fully
funded.
3. There is no "I"
in t-e-a-m, but there is an "M" and an "E".
2. Mfg. Engineers do it
without retooling.
...and the #1 NPD bumper sticker --
1. Mean team leaders
suck.
Send your Top Ten list suggestions to
gregg@roundtable.com
a r t i c l e f o u r :
METRICS 98 - MRT ON-SITE STAFF
Our metrics conference is just around the corner, and we'd like to meet and talk with everyone who will be there. Below is a list of our staff who will be in attendance. Please feel free to
approach any of us to introduce yourself or for assistance, questions, and to let us know how
we can improve our products and services.
MRT Staff:
>Jennifer Frkanec-Almeida, Operations Manager
>Kathy Menzie, Conference Producer
>Graceanne Gatz, Director of Customer Relationships
>Yardise Jones, Direct Marketing Operations Manager
> Amy Gray, Director of Seminars & Training
>Gregg Tong, Director of Product Development
>Alex Cooper, Vice President
> Stewart Maws, Founder and Chairman
M R T e v e n t s - N o v e m b e r / D e c e m b
e r
Metrics for Managing Products,
Projects & Resources
November 16-19, 1998 - Chicago
Gaining Buy-in & Alignment on
Cross-Functional Product Development
December 7-8, 1998 - Chicago
* * *
Please feel free to forward this publication to any friends or
associates you feel could benefit from it's message. We welcome any suggestions, stories
or comments that will help us improve the value of this newsletter. Please contact me
directly with your input.
SUBSCRIPTION INSTRUCTIONS
To begin or cancel your FREE subscription, please use the automated form on this page or send me an email - gregg@roundtable.com
The Critical Path is a monthly e-mail newsletter written by
Gregg Tong, Director of Product Development
Management Roundtable, Inc., 1050 Waltham Street,
Suite 410, Lexington, MA USA
tel (781) 676-0606 fax (781) 676-1951
For more information on Management Roundtable's
events, publications, and services:
http://www.ManagementRoundtable.com
Copyright 1998 by Management Roundtable, Inc.
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