Skip to navigation, content

Showing 21 - 30 of 56 matches

Page 1 2 3 4 5 6    
  1. Map Day Builds Commitment to Project Deadlines at Intel Locked

    Research | Posted: 2005-03-18

    When an Intel chip set project team slipped its schedule, thereby holding up the introduction of an important new generation of microprocessors, the company decided it was time to take a hard look at the challenge product teams faced in meeting deadlines. An internal analysis revealed that imposing schedules from the top down was having a negative impact on managers and on projects teams. Intel’s solution was to expand on an exercise becoming common at Intel for project team kick-off events: map day. Map days involve getting a team in a room for a day to create whole-team commitment to a high-level project plan. These events examine the business perspective for the project, divide tasks from deliverables and sub-deliverables, with the aim of generating a paper map of the project. Participants locate on the map the deliverables they need to do their jobs, identify themselves as internal users of those deliverables, and state their purpose. Map day enables the team to move toward building a schedule, and to commit reliably to what it has the most information about. Intel’s results? Greater adherence to schedule, fewer design revisions, and faster “time-to-money.” (7 pages)

  2. GUIDE TO LEADING PRACTICES: Agile Product Development Locked

    Research | Posted: 2005-03-04

    This report presents leading practices for Agile Product Development derived from practitioner experience and benchmarking research. Management Roundtable has culled these practices from our knowledge base and formulated them as simple, actionable, bullet-level statements. In addition, the GUIDE cites the source for each practice, presents a brief discussion of each, and provides links to further information. (14 pages)

  3. Do It Wrong the First Time Locked

    Research | Posted: 2005-03-04

    In this commentary, Preston Smith, argues that, when it comes to product concepts, it often makes more sense to create a very rough prototype and let others react to it rather than trying to "get it right the first time." This means, says Smith, that organizations will have to think about failure quite differently in order to take advantage of modern prototyping capabilities. It is useful to think of product development as a series of decisions or forks in the road. Prototypes and experiments help to navigate these forks. Smith suggests that developers design a prototype or experiment that gives clear guidance at each fork in order to get past it, and on to the next one, quickly and accurately. Whereas, in the past, prototyping technology was generally too expensive to make a prototype at every fork, today there are affordable technologies that enable developers to do just this. Each prototype should be aimed at answering only one question. When the question is answered, the prototype is discarded and developers move on the next one. (3 pages)

  4. Competing on Time-To-Volume:  Flextronics Optimizes Information Transfer with Vertically Integrated System Locked

    Research | Posted: 2004-10-27

    Flextronics, the second largest maker of cellular handsets, operates in high volume markets where Time-to-Volume (TTV) is the key metric. With over 1700 product development engineers and more than 30 design centers worldwide, Flextronics optimizes the automation of its product development process through a vertically integrated Information Technology (IT) architecture. The company leverages IT to reduce time in the transfer of information from one function to another; in addition to optimizing cycle time within each individual process, Flextronics controls TTV by managing time-to-information-transfer from one location to another across a highly dispersed, global organization. (7 pages)

  5. Addressing the Testing and Certification Piece: ETL SEMKO Helps Candela Corporation Cut Time-to-Market Locked

    Research | Posted: 2004-10-26

    Candela Corp worked with independent testing lab ETL SEMKO to reduce iterations in its testing and certification process. Candela accomplished this by adding resources and by increasing the number of samples and components available to the test lab. Most importantly, Candela forged a unique relationship with ETL SEMKO, co-locating a Candela engineer at the test lab during testing operations. The result was a dramatic reduction in time-to-market on a key project. (6 pages)

  6. The Risk in Time-to-Market Locked

    Research | Posted: 2004-09-18

    In this commentary, Preston Smith, co-author of Developing Products in Half the Time, explains the critical distinction between average cycle time reduction and reduction in cycle time variability. Preston goes on to explain that each type requires a different approach, and that those firms which have reduced overall cycle time are now using proactive risk management to focus on cycle time variability within individual projects. (3 pages)

  7. Market Aimed Products: Bently Nevada's Process Increases Speed to Market Locked

    Research | Posted: 2004-09-18

    When Bently Nevada’s CEO, Don Bently, decided his company needed to increase customer value while lowering costs, he found he had no choice but to overhaul his company’s product development process. To accomplish this, Bently developed the “Market-Aimed Products (M.A.P.)” system, their version of concurrent engineering with a specific emphasis on early supplier involvement, the fuzzy front end and customer input. In this report, you’ll hear about Bently’s business challenges and how the M.A.P. system’s phase-gate approach enabled sales from new products to jump from 9% to 45% over a ten year timeframe. (6 pages)

  8. Exploiting Modularity as a Time-Compression Tool Locked

    Research | Posted: 2004-09-18

    Usually, when managers consider speeding up their product development, they look at the people issues (teams, for instance), processes, and technology enablers, such as computer-aided design. In doing so, they miss powerful opportunities buried in the product itself. The way in which the product is divided into modules – and how this modularity is exploited – is one such opportunity. In this commentary, Preston Smith, co-author of Developing Products in Half the Time, considers 7 mechanisms by which modularity, or architecture, can accelerate development. (3 pages)

  9. Preferred Suppliers: Tektronix Keeps it Lean and Rich Locked

    Research | Posted: 2004-09-17

    When Tektronix, Inc. needed to reduce development cycle time, they focused on streamlining supplier management to reduce the administrative burden of purchasing, to strengthen relationships with preferred vendors, and to increase flexibility in product development. In this report you’ll read how Tektronix implemented their Preferred Supplier Initiative (PSI), with a goal of reducing the number of suppliers from 2000 to 150. By using an “open book,” information sharing approach, Tektronix not only drastically reduced the time and effort of choosing and specifying parts, but also gets key suppliers involved earlier, and makes sure engineering is always current on new, emerging technologies. (6 pages)

  10. Medrad Upgrades Development Process: Cycle Time Drops Locked

    Research | Posted: 2004-09-17

    Despite having implemented a formal phase-gate development system, Medrad’s continuous improvement culture identified product development as a major area needing process improvement. To ease the eventual changes, Medrad formed an 11 member cross-functional steering committee to create alignment between departments and functions, and resolve conflicts. In this report, you’ll hear how Medrad’s leadership steered this aggressive effort to hold onto their 80% share of their market. (5 pages)

Page 1 2 3 4 5 6