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  1. Metrics Wisdom from DuPont Corporation Locked

    Research | Posted: 2004-06-09

    As an internal consultant within E.I. DuPont de Nemours, Greg Ajamian has accrued broad experience working with DuPont’s 20 strategic business units with 90 separate businesses. In this report, Greg shares numerous insights with regard to product development metrics, with clear and concise pointers and tips that address all phases of the product lifecycle, with a specific focus on the fuzzy front end and the product portfolio. (8 pages)

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  2. Study of Xerox Focuses on Metrics' Correlation with the Bottom Line Locked

    Research | Posted: 2004-06-09

    This report describes an exploratory study of product development metrics conducted by MIT and Xerox Corporation. With over 1500 data points gathered from over 22 projects, the study makes some surprising conclusions about the degree of impact that customer satisfaction, time-to-market and design reuse have on a given product’s profitability. Nine specific high-level metrics are identified as having the greatest impact on economic success. (4 pages)

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  3. Using Metrics to Drive Change: The Evolution of R&D Metrics at National Semiconductor Locked

    Research | Posted: 2004-06-09

    National Semiconductor provides a textbook case of how R&D metrics can evolve – from the simplest cost-tracking measurements to driving a relatively sophisticated “learning organization.” National’s experience shows how metrics and process improvement can work together to help guide an organization, step-by-step, from one level of process maturity to another. Along the way, National learned a great deal about how metrics can drive behavioral change; how to gain acceptance at both the senior management and engineering team level; and how an emphasis on learning can accelerate improvement activities. (8 pages)

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  4. Measuring R&D's Linkage To Corporate Strategy: It Can Be Done Locked

    Research | Posted: 2004-06-09

    In this commentary, Brad Goldense defines the approach for creating a metric that shows the degree of linkage between R&D and corporate strategy. Using a deceptively simple method, Goldense shows how to draw data from respective metrics sets and combine them to provide new information that could be significant to corporate strategy and policy deployment. Goldense also draws from his firm’s survey data to show the degree to which most companies are tracking this information. (4 pages)

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  5. Untangling the Measurement Mess Locked

    Research | Posted: 2004-06-07

    Chris Meyer, author of Fast Cycle Time and Relentless Growth, thinks most companies are using metrics that are outdated and obsolete. In addition, he thinks most companies are measuring too many irrelevant data points that can cause valuable metrics to become lost in the shuffle. In this report, Chris explains why to measure at all and where to focus your metrics to get the best decision-making information. (4 pages)

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  6. The Bell Group uses the Balanced Scorecard with Theory of Constraints to Keep Strategic Focus Locked

    Research | Posted: 2004-06-07

    When The Bell Group, a maker of capital equipment for the jewelry industry, wanted to better manage their overall business, they turned to the Balanced Scorecard methodology. When they were unsure of where to focus their metrics for greatest leverage, they turned to the Theory of Constraints. In this report, you’ll hear how one manager successfully blended two models that many thought were incompatible and created a highly successful metrics-based improvement program. (5 pages)

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  7. "How Do We Know We're Measuring the Right Things?": A Model for Weighing Strategic Priorities Locked

    Research | Posted: 2004-06-07

    The amount of things a company can measure is so vast that it is difficult to know where to focus, or to know which areas will reveal the best opportunities to meet the corporate agenda. In this report, MIT Professor, John Hauser, describes a mathematical model developed at that university’s Center for Innovation in Product Development (CIPD), which can act as a kind of “business thermostat,” telling an organization where to focus strategic priorities to produce the greatest benefit. Results are given for the test run of this model with a real company’s data. (6 pages)

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  8. Effective R&D Measurement One of the Keys to Success at Hewlett-Packard Locked

    Research | Posted: 2004-06-07

    With over 100 decentralized product divisions, Hewlett-Packard faces tremendous challenges in directing this vast, multi-billion dollar company towards its common goals. Although their engineering culture encourages a disciplined approach to metrics, HP tries to keep this in balance with their desire to be an intuitively managed company. This article will explain how HP communicates its top level strategic goals downstream through the company to help managers make aligned decisions in product development. (5 pages)

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  9. Harley-Davidson Weds Metrics to High Performance Work Organization to Promote Launch Readiness Locked

    Research | Posted: 2004-06-07

    The most critical part of developing a Harley-Davidson motorcycle is its launch. Despite a hardcore customer fan base and difficulty meeting the enormous demand, Harley-Davidson understood that neglecting needed improvements for launch readiness would leave them high and dry for inevitable future changes in the marketplace. By focusing the company development processes, organizational structure and metrics around the launch phase, read how Harley has turned a potential weakness into a leverage point. (4 pages)

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  10. Corning's Goalsharing Targets Key Business Results Locked

    Research | Posted: 2004-06-07

    The world’s leading provider of specialty glass, Corning, created its GoalSharing program as a performance-based bonus system to ensure that business units were aligned and working towards common corporate goals. This report will explain Corning’s dissatisfaction with other reward systems and how they created a new program that is based on equitable measurements, encourages employee involvement, and directly improves unit performance. (5 pages)

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