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  1. Using Patent Analytics to Uncover and Assess Technology Innovation Opportunities – Before Your Competitors!

    Audio Session: Wednesday, April 30, 2008 1:00pm

    In today’s global economy, Intellectual Property (IP) – including patents and know-how – may be a company’s most valuable asset. To best leverage this asset, leading firms are using a new and powerful tool called Patent Analytics to assess the competitive technology landscape and make strategic decisions about what technologies to invest in, when (and with whom) to partner or license, and which markets to pursue.

  2. Pella Corporation Improves Engineering Effectiveness, Time-to-Market Locked

    Research | Posted: 2004-06-17

    Despite a market leadership position and a strong patent portfolio, John Mitchell, VP of Engineering at window maker, Pella Corporation, felt intense competitive pressure to drastically reduce development cycle time. While sensing that their processes were too loosely followed, John championed an initiative to internally assess their strengths and weaknesses to focus process improvement activity. In this report, you’ll hear how John’s intuitions about his company were validated, what Pella identified as major weaknesses, and their staged approach to implementing better product planning, robust design practices, portfolio management and more.(6 pages)

  3. The Risk in Time-to-Market Locked

    Research | Posted: 2004-06-17

    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)

  4. Integrated Design and Production Sets Pace at Lucent Locked

    Research | Posted: 2004-06-16

    While many companies pay lip service to cross-functionality and integrated, co-located teams, one telecom company, Lucent Technologies, has taken these ideas to their limit with their Product Realization Center (PRC), which puts product design and development, manufacturing, business support functions, delivery, and customer support all under one roof. In this report, you’ll hear how Lucent navigated this major shift in their approach to making product development more efficient and more focused on customer service.(6 pages)

  5. Seagate Uses Critical Chain to Develop Breakthrough Product Locked

    Research | Posted: 2004-06-16

    In the post-implementation phase of a major internal reorganization, Seagate Technology, a producer of disc drives and components, chose to pilot the Critical Chain (CC) project management method, and successfully used it to launch a breakthrough product that led the industry in technology and time-to-market. In this report, you’ll hear how CC was chosen to round out an improvement initiative that included aggressive market share goals, a new phase-gate development model, and a “core teams” strategy. (7 pages)

  6. Exploiting Modularity as a Time-Compression Tool Locked

    Research | Posted: 2004-06-16

    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)

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

    Research | Posted: 2004-06-14

    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)

  8. Leading Development Process Change: Datacard Speeds Up Cycle Time and Ugrades Quality Locked

    Research | Posted: 2004-06-11

    When times are good, companies are resistant to making any changes, even though it is these same times that provide you with the resources and security that make changes less risky. This is the exact situation that Datacard, the clear market leader in card personalization systems, faced when deciding to reengineer their product development process. In this report, you’ll read how Datacard developed a process that people actually use rather than sitting, ignored, in a binder on the shelf. You will also see how leadership dealt with the inevitable skeptics in this engineering dominated culture.(5 pages)

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

    Research | Posted: 2004-06-11

    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)

  10. Apple Rethinks Core Process: Improves Cycle Time

    Research | Posted: 2004-06-11

    In the mid 1990s, evolving market conditions and technology caused Apple Computer to transform a loose, ad-hoc development process into a formal, documented and standardized approach used by all product teams. In this report, you’ll read how Apple conducted benchmarking studies and self assessments, started with a high-level framework, and then how the new process was refined and implemented resulting in significant cycle-time acceleration. (5 pages)

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