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  1. Improving R&D Productivity Leveraging Resources: Summary of Audio Session Locked

    Research | Posted: 2005-04-12

    This summary from a panel discussion with Management Roundtable expert panel members Dick Tyler, Bose Corporation, Bob Becker, Mercury Computer and Rob Fielding, domnick hunter, deals with the questions "What is R&D productivity?" and "How is it measured?" It also summarizes panel member's responses to the questions "What percentage of your efforts result in the production of new products?" "How can organizations best use external resources to leverage internal resources?" and "What developments have brought the biggest efficiency gains in the design process?" (5 pages)

  2. Applying Six Sigma to Product or Service Realization:  Design for Six Sigma Locked

    Research | Posted: 2005-01-22

    Six Sigma is a well known methodology for the analysis of business problems and the removal of defects within the business system. The overall goal of the Six Sigma is to improve the quality system by removing variance and driving toward a goal of 3.4 Defects per Million. This report, by Motorola’s Anthony L. Carter, details a relatively new adaptation of Six Sigma for the product realization process known as Design for Six Sigma (DFSS). It covers DFSS essentials; Process Capability and Capability Index; Voice of the Customer within the context of DFSS; Critical Parameter Management; balancing needs between the business and the customer; and the customer and business impact. (9 pages)

  3. IBM: A Journey Back to Profitability – Integrated Product Development Plays Key Role Locked

    Research | Posted: 2004-11-13

    Having seen three straight years of declining revenue, IBM committed to driving billions of dollars in annual expenses out of its businesses in the early 1990s. Integrated Product Development was a key factor in this critical turnaround. This report presents IBM’s recovery plan from the perspective of product development: how IBM benchmarked and discovered best practices; the new process they created; what steps they took to pilot the new process; how they organized their teams; and specific, measurable results achieved since implementation. IBM created a process that allowed only the best ideas to remain in the pipeline, and which integrated and allocated resources efficiently. (7 pages)

  4. Dealing with Project Risks Successfully – Part Three: Techniques for Implementation Locked

    Research | Posted: 2004-11-04

    In the third and final part of their series, authors Preston Smith and Guy Merritt present a number of practical tips on how to implement a risk management program. Based on their experience, the authors suggest integrating risk management into project planning, building it into all project phases. The authors caution readers not to oversell risk management but to be sure to extract the learning from each project. They also emphasize the people aspect of a risk management program. (4 pages)

  5. Dealing with Project Risks Successfully – Part Two: You Can't Manage Risk Without A Methodology Locked

    Research | Posted: 2004-11-03

    In part one of this article, Preston Smith and Guy Merritt described the standard risk model, which emphasizes the critical risk components that must be managed. In part two, the authors describe a step-by-step process that can be used to effectively manage uncertainty in projects. The authors present a proven, five step process for identifying, analyzing, prioritizing, resolving and monitoring project risk. (5 pages)

  6. Dealing with Project Risks Successfully – Part One:  You Can’t Manage a Risk Until You Can Understand It Locked

    Research | Posted: 2004-11-02

    Team members and their managers have many fears about managing project risk. Some are concerned that, since risks are so subjective, they are merely a question of my opinion versus yours. Others are worried that managing a project’s risks is too time consuming. Finally, some managers worry that if all risks to a project were exposed, the team would become paralyzed. All of these fears can be overcome by using a tool that allows you to visualize each risk threatening your project, understand its inner workings, and find effective ways to mitigate it. This report, the first of a three part series on risk management by Preston Smith and Guy Merritt, presents an effective model for project risk and shows how to use it to manage a project risk effectively. (4 pages)

  7. Varian Vacuum Deploys Rapid-Response Product Development and Experiences Record Growth Locked

    Research | Posted: 2004-10-01

    Varian Vacuum Products (VVP), a developer of such products as leak detectors, diffusion pumps, high vacuum hardware, instruments, and customized turbomolecular pumping systems, had been losing money for years. Its product development capability suffered from a vertical organization, with decision-making controlled by a few functional bosses. Products typically hit the market late, ran over budget, and missed the mark with customers. In response, Varian employed a number of approaches as part of an overall recovery plan. First, they re-organized into product line teams, each headed by a management troika from marketing, engineering, and manufacturing. Second, they got extremely serious about quality, using the Baldrige Award criteria to do an annual audit. New product began to move – more quickly and more profitably due to VVP’s commitment to quality, its customer focus, and its flexible, responsive factory. Varian VP turned the corner, growing a $70,000 business to almost $5 million in three years. (5 pages)

  8. The Republic of Tea: Rich Product Message, Lean Messenger Locked

    Research | Posted: 2004-10-01

    While the high-tech world focused on cycle-time reduction and short product life, Novato, CA-based The Republic of Tea (TRoT) looked elsewhere. When your product has been around for thousands of years – in substantially the same form – the key market challenge is capturing share of mind. Observes Gordon Maybury, president of TRoT: "We aim to sell an idea about the product, and then make sure that we sell a product that embodies the idea." From its inception, TRoT has dedicated its product development strategy to the notion that what it purveys is something more than the contents of its packages: "We're looking to evoke a mood, or to underline an experience," says Maybury. In addition to exploring experience marketing, this report also examines how TRoT used strategic outsourcing as an element of its lean strategy. (5 pages)

  9. Raytheon's Gating Process Reduces Transition To Production Risks Locked

    Research | Posted: 2004-10-01

    Defense electronics firm, Raytheon, has developed an innovative, gated product development process to ease the transition from design to production, to help manage project risk, and ensure more predictable results. Raytheon re-tooled its phases and gates and introduced a two-tiered Review process that allows the team to assess itself while it greatly simplifies upper management’s Gate Reviews. To help manage the changes, Raytheon turned to its own, internal change process – Raytheon Six-Sigma, a development of the well-established Six-Sigma approach. This report is a profile of the steps taken by a large firm to revamp its product development process – how it incorporated feedback from multiple stakeholders, encouraging compliance with the new process. (8 pages)

  10. Raytheon Missile Systems Uses Quality Function Deployment to Hit the Target Locked

    Research | Posted: 2004-10-01

    Raytheon has used Quality Function Deployment (QFD) – a structured yet flexible method for defining and prioritizing customer expectations. The company began to experiment with QFD in selected product development areas with the aim of creating a process that would do more than form a statement of work – Raytheon set out to develop a reliable means to make sure that customer expectations were met. Raytheon employs QFD for example, in the concept development stage, working with a potential customer to understand its requirements before bidding on a project. Or, having secured a project, the company, working with the customer, or the product team, may use it to refine requirements. This report is a good overview of QFD and its “House of Quality,” including how Raytheon structures QFD training for internal and external customers. (7 pages)

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