CASE
STUDIES:
Integration of Intangibles Into Product Development
John F. Ryder
Process Leader
Dow Chemical
New Product Development processes
have improved the ability of corporations to document, communicate
and complete the requirements for product development in a
consistent manner. Yet, in spite of this, companies are still
challenged to improve the utilization of all their assets (including
intangibles) into their product development efforts. Intangibles,
such as intellectual assets, employees’ know-how and Research &
Development are important to new product development, yet often
challenging to access and leverage. This presentation will focus on
how Dow has addressed this challenge and how integration of
intangibles into their product development efforts has resulted in
improved offerings and new product development successes.
IBM's
Innovation Maturity Management System
David S. Coughlin
Executive Consultant
IBM
&
J. Thomas Luin
Business Transformation Achitect
IBM
A technique for assessing the
execution maturity of an innovation management system within the IBM
corporation will be presented. The framework for the assessment is
based on industry best practices and how they apply in managing
emerging business opportunity investments, along with the awareness
for change toward optimal execution. The assessment model has
been created out of the need to establish and measure execution
consistency across a number of emerging business opportunity
investment areas and to establish a model for jump starting new
executive teams looking at new business opportunities. The
best practices used will be discussed, along with the tool design
used for assessment.
Dave Coughlin is an Executive
Consultant in the IBM Corporate Integrated Product Development (IPD)
team. He has a broad range of experience and has held a variety of
management and technical support positions in his 25 years with IBM.
Mr. Coughlin helped IBM re-engineer the product development
processes. He facilitated the development and refinement of the
primary product development processes and several key enabling
processes. New team based roles and responsibilities were also
developed to complement this new process. This development process
was then tailored to support the development of emerging business
opportunities. Mr. Coughlin also developed a change management
technique to gauge business transformation progress. He has
published an article entitled "A Tool for Managing Business
Transformation". This change management approach has been adapted to
manage the cultural change necessary to support new business
development. Mr. Coughlin joined IBM after seven years in the Army
as a military intelligence officer. He earned a bachelor of science
degree from the United States Military Academy at West Point and a
masters of administrative science from the University of Alabama in
Huntsville.
Tom Luin is currently a
business transformation architect in the IBM Corporate Integrated
Product Development (IPD) team. His primary work efforts are
focused on architecting and deploying the Emerging Business
Development (EBD) process in support of project investments for
Emerging Business Opportunities (EBO). His secondary focus is
coaching executive investment boards in execution of the EBD and IPD
processes for EBOs. Tom has worked for the last six years as a
Group Advisor for Systems Group and Microelectronics, along with
participating in numerous business unit IPD and project assessments.
Tom's additional experience is comprised of leading marketing teams
and new product development teams in IBM, R&D and new
product/process development teams in microelectronics for
telecommunications in Nortel, co-leading a new start up
microelectronics operation for seismic recording in Litton
Industries, and he started his engineering career in
microelectronics packaging for pacemakers in Medtronics. Tom has
held positions in the International Microelectronics and Packaging
Society as National Technical Committee Chair, Symposium
Technical Chair, Symposium Awards Chair, National Education
Committee Chair, and Chapter President. Tom received his
marketing education by attending IBM's inaugural Marketing
University program and attended Arizona
State University, majoring in Business Administration.
Using the Right Metrics to Align Product Investments and Return
 Guy
Merritt
Director of Program
Management
Tellabs
Many of us in the high tech industry,
particularly in telecom, have been weathering a downturn unlike
anything we have experienced before. This downturn has forced us to
take a hard look at how we do business: externally and internally.
In today's business climate, all operations are scrutinized for
efficiencies which typically translates into cost reductions. When
cost reductions must be made, all too often companies believe that
process and metrics programs should be shelved to their own
detriment. Instead, companies should re-examine if they
were investing in the right processes and metrics to effectively run
the business.
This presentation will focus on how to
define a set of metrics to help maintain a view of where your money
is being invested, where your customers are spending their money and
the expected return on your
investment.
Guy is the Director of
Program Management for all North American product development
efforts. He has an extensive background in project management and
process development with a special focus on risk management. Guy is
the co-author of the book, Proactive Risk Management: Controlling
Uncertainty in Product Development which was named by Soundview's
Executive Book Summaries as one of the 30 best business books of
2002.
Key
Metrics for Monitoring Innovation and Pipeline Performance
 Anthony
V. Lemus
Director, Advanced R&D
Advanced Sterilization Products
(a Johnson & Johnson Company)
Tony will review the importance of
portfolio management and provide case studies of pipeline overflow.
He will also examine New Product Development (NPD) metrics to link
the NPD pipeline to business results and will provide examples of
scorecard utilization, the selection process for R&D projects,
pipeline health indicators for new products, and risk management. In
addition, Tony’s presentation will include numerous illustrations of
Six Sigma integration into the NPD process, such as SIPOC process
maps, design scorecards, QFD (Quality Function Deployment), and
metrics deployment.
Tony will also explain the link
between innovation and portfolio management, covering tropics such
as idea filtering, idea funneling, and idea parking lots.
Additionally, Tony will elucidate the use of portfolio management
metrics to monitor the maturing of ideas as they go through the NPD
pipeline.
Anthony is the Director of
Advanced Research and Development at Advanced Sterilization
Products, a Johnson & Johnson company. He has 16 years’ experience
in new product development, specializing in the product concept
creation process and in product commercialization. Anthony is a
control systems engineer with a Bachelors of Science in Engineering
Physics from Santa Clara University in California, and a Masters of
Science in Physics from the University of California, Irvine. In
addition to his current employment at Johnson & Johnson, Anthony has
also worked for Allergan, Inc. and Pfizer, Inc., where he was
responsible for medical product development in the areas of cataract
surgery, electro-surgery, and surgical ultrasonics. Anthony is a
certified Six Sigma Black Belt and is utilizing process excellence
techniques to assist with portfolio management and to measure NPD
pipeline health. Some examples of Anthony’s process implementation
in the NPD funnel include a rapid concept evaluation process,
innovation business metrics, incorporation of design excellence into
project deliverables, and the incorporation of IDweb into the
NPD tracking system.
Project Metrics Dashboard: Balancing Scope, Schedule and
Resources
Russ Strobel
Director of Project Management
Commercial, Government and Industrial Sector
Motorola, Inc.
The primary role of a project manager
is communications with all project stakeholders, including team
members and project sponsors. Motorola has developed a project
metrics dashboard as part of their M-Gate system and product
development process. This standardized dashboard is used at
Division, Group and Sector project reviews. It depicts schedule
variance, scope control, resource variance and milestone or earned
value tracking. The dashboard serves as a standardized project
management tool to effectively communicate project health and
schedule, scope and resource adherence to plan, as well as imposing
our standard project development methodology.
Key learnings from this session will
be understanding the value of a common product development system in
your operation, and how you can develop and use standard project
metrics to ensure your projects are in control and will complete on
time, with specified scope using the resources assigned at the start
of the project.
Improving NPD Execution - Resource Capacity vs. Demand
 C.
Emery Powell
NPD Manager
Texas Instruments
A primary cause of time to market
delays for new product development (NPD) is inadequate management
of resource capacity versus the demand, particularly with respect to
critical path tasks on a project's schedule.
Marketing and sales are driven by the
desire to capture every new product opportunity they
find. Management is driven by the desire to increase NPD throughput,
release as many new products as possible, and capture the revenue.
The typical response to these needs is to rapidly feed new product
opportunities into the pipeline. The expectation is: More IN = More
OUT. Yet, exceeding throughput capacity all too often leads to a
clogged pipeline. So how can we manage NPD capacity 3, 6, or 12
months in the future? How can we know what the critical path demand
is for a particular type of resource or for a single resource,
months in advance when NPD is inherently a highly variable
environment? How can we measure and assess the impact of the
resource demand and our capacity constraints on execution success?
Enterprise and portfolio level tools
that can provide this management capability are now available for
new product development. This presentation will present the results
of a recent pilot deployment of one of these tools in a TI business
and discuss the gains achieved.
Emery is currently the New
Product Development Manager for one of Texas Instrument's billion
dollar businesses. Previous experiences related to this presentation
have included the merger and integration of the NPD capability of
multiple large businesses, and large scale cycle time, six sigma,
project management, and enterprise performance management
improvement initiatives. He has managed many R&D and NPD Projects
over his career for multiple companies, and he has been a principle
in launching two new companies.
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