Posts Tagged ‘design process’

Adding ideas to the Roadmap……

Friday, August 20th, 2010

Bizplan03

Now you need to add those ideas generated from your Brainstorming session to your Product Roadmap. We suggest the following process:-

1) The first key step is to match the New Product Ideas to the Technology Roadmap. If the Idea does not match up to the Technology available then the capability to bring it to market will be extremely limited and the cost of developing the appropriate technology will have to be taken into consideration.

2) The Business Case should be thoroughly reviewed in terms of potential Market, Unit Cost, Selling Price, Volume, Resources etc

3) Products generating the greatest IRR (Internal Rate of Return) should be given priority.

4) Only when the above process has been followed and New Product Ideas meet the required Company criteria should the New Product Development commence.

By pursuing a New Product Development process which follows a defined Product Roadmapping process you will ensure that New Product Developments are resourced effectively and time to market is minimized which brings maximum returns.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

“Give me a faster horse”

Saturday, July 31st, 2010

modelTHenry Ford once commented that if he’d asked his customers what they wanted they would have replied “Give me a faster horse”.

Sometimes in New Product Development we have to take a Quantum leap in imagination so that we can develop products which no one else has imagined.

“Brainstorming” is one techniques to help that process:-

1) Form a team of maximum 10 people drawn from all levels of the organization.

2) The “Chairperson” should be mid level with no obvious authority.

3) Provide some drinks and snacks to create a relaxed atmosphere.

4) Go round the table asking each one in turn what products they think the Company should be developing.

5) Don’t reject anything at this stage.

6) Don’t criticize anyone else’s contribution.

7) Get someone to list all the contributions on a whiteboard.

8 ) When all contributions are exhausted arrange them into different categories.

9) Vote on the top 5.

In the next post we will explore how to take these ideas forward.

chris@projectsguru.co.uk

www.projectsguru.co.uk.
Follow projectsguru on Twitter

Failure breeds success………

Saturday, June 26th, 2010

Most would agree that Apple is one of the most innovative and successful companies involved in new product development. However even they have had their fair share of Bloopers, so lets take a look at some of them:-

MacTV The Mac TV was released in 1993 and was Apple’s first attempt to integrate the functionality of a P.C with a cable ready T.V. Unforthunately it’s slow bus speed  of 16 MHz made for a slow P.C compared to it’s rivals and a very expensive T.V at over $2000. Needless to say it flopped and only 10k were produced.

macintosh_portableApple’s first attempt at a portable computer was the Macintosh portable. Released in 1989 it was way ahead of its time, and so it should have been at a whopping $6500.  It weighed in at a hefty 7.2kg and had an active matrix LCD screen which was fantastic but the major contributor to its cost.

apple_pipinIn 1995 Apple licensed its PIPPIN technology to Bandai to make a PC based game consol. The only problem was the competition, SEGA, SONY, Nintendo and PC based systems were already dominating the market. Only 42,000 PIPPIN units sold and it was withdrawn from the market.

O.K, you get the picture. Even the most innovative companies have their fair share of commercial failures. Typically this may run as high as 8 failures for every 2 successes, following the well known Pareto rule.

Less successful companies will have an even higher failure rate and in many cases this will lead to their ultimate demise.

So how should an organization skew the playing field to ensure a higher success rate ?

That will be the subject of the next post.

Until then, just remember, failure breeds success.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

Why time to market is critical…

Saturday, April 24th, 2010

Are your products taking to long to develop and adversely affecting your revenue stream ? Time to Market  is absolutely critical in determining product revenue and payback. With product lifecycles becoming ever shorter as new, better, faster models are introduced the development timescale is critical to success. Every day lost in development is a day lost in sales. This is because the overall lifecycle of the product is reduced the longer the development takes.

This may, at first, seem counterintuitive as the product is deemed to have, say, a 12 month sales life following release to the market but this takes no account of the competition which may already have a better model in development. Consequently each day of lost sales is gone forever and never recovered.

If you want to stay ahead of the competition and maximize payback for your developments you need to minimize product development timescales.

No one should pretend that this is easy. There is a fine balance to be struck between developing a quality product which meets the customers requirements as well as any in-house and external Quality approvals. The product development process needs to be robust and well defined.

Your in-house development process will probably be similar to the typical ISO9001 process below.

ISO9001designprocess

Sometimes the only way to generate time to market reduction is to have a look at the process with a fresh “set of eyes”

chris@projectsguru.co.uk

www.projectsguru.co.uk


Follow projectsguru on Twitter

No feedback is negative…

Thursday, March 25th, 2010

customer feedbackI was recently asked “how do you deal with negative customer feedback ?”

If you are interested in your customers (as every business should be) no feedback should be considered ‘negative’ and all feedback welcomed.

Customer feedback is an excellent source of improvement and should be welcomed at every stage of the product development process.

Samples should be supplied to the customer as early as possible and any feedback should be used to fine tune product development.

Get close to your customers and welcome their feedback, no one will appreciate this more than the customer themselves.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

The Brain Machine….

Friday, March 12th, 2010

brainmachineThere has been lots of recent talk from politicians, particularly The Conservative Party, about rejuvinating British Industry. Indeed James Dyson, the renowned inventor of the bagless vacuum cleaner which bears his name, recently issued his  Ingenious Britain  report on the subject.

Such debate is welcome and well overdue. With manufacturing in the U.K shrinking to around 10% of GDP we urgently need a strategy which focuses on what we do best – Innovation.

There is no way we can compete with Far East manufacturers on cost (labor or Capital) but we can and do compete strongly when it comes to Innovative design and technology. This is partly due to our strong engineering history and professional project management skills. It is also down to our open and democratic culture which leads to a rigorous debate of ideas.

We have a wealth of scientific and engineering talent in the U.K which we can exploit to deliver new and innovative products to the worlds markets.

We need to rev up the Brain Machine.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

The car in front is…..$%#*$ !!!

Monday, February 8th, 2010

priusThe news today that Toyota plans on recalling several hundred Prius due to brake problems follows hot on the heels of rumours last week that 19 people had died due to faulty accellerator pedals on Toyota vehicles in the U.S.A alone.

What is going on ?  Toyota has always had a terrific and well deserved reputation for product quality and anyone involved in product design knows that quality has to be built in at the design stage where the product should be rigorously tested and key parameter should exceed a certain capability. This approach guarantees a high degree of reliability and integrity with product failures measured in a handful per million.

The enormity of the problems at Toyota indicate a much, much higher level of failure which is incompatible with a quality product.

Toyota are already discovering the high price of possible shoddy design procedures with sales down around 16% last month.

Sadly their reputation may never recover.

Quality is built in at the design stage.

chris@projectsguru.co.uk

www.projectsguru.co.uk

The act of innovating; introduction of new things or methods.

Saturday, January 23rd, 2010

manuprocessRecent statistics show that manufacturing in the UK is now as low as 11% of GDP and employment in manufacturing has fallen by a massive 9% since Sept 2008.

Staggering figures – so what’s the solution, if in fact one is needed.

As manufacturing jobs are generally well paid compared to the rest of the economy and as each manufacturing role supports a number of others in the supply chain it would seem logical that an increase in the number of manufacturing jobs will lead to a more diversified and robust economy.

So, how do we go about generating more manufacturing jobs. Do we introduce tariffs on Chinese goods ?  Impose extra duties on imports ? – we could do this but in the end we may do more damage to British business than good.

Many companies have survived by outsourcing activities to China, the Far East and elsewhere and whereas some would argue this has cost British jobs the counter argument is, that without outsourcing, these companies would have gone bust and cost even more jobs.

Capitalism is a dynamic competitive environment and, like its biological counterpart, the most able to adapt will survive.

Wherever a company or organization exists, in order to compete, survive and thrive it needs to Innovate.

It needs to develop new products and services and bring them to market.

In the current climate this is even more critical.

Innovation enables the most able to adapt to survive.

ap4

Dubai gives the world the finger………….

Tuesday, January 5th, 2010

Burj2Dubai has officially unveiled  “The Burj” -  now the worlds tallest building at 828m & visible from over 60 miles away !

It cost a staggering $1.5 Billion to construct over the last 5 years using thousands of migrant workers.

Indeed the building was originally to be called “Burj Dubai” but has now been named “Burj Khalifa” in honour of the ruler of Adu Dhabi who recently bailed out the troubled emirate to the tune of several billion dollars.

Many will see this building as a great feat of engineering, a wonder of the modern world, a tremendous edifice and monument to Capitalism, the latest and greatest in a long line of stupendous architectural magnificences.

Others may see it as the biggest ‘white elephant’ ever built, a monument to excess, an obscene symbol of wealth built by the labour of the poor (mainly Indian & Pakistani labourers paid a few dollars per day) slaves in all but name.

A fitting monument to the “Noughties” decade of excess which imploded in the Worlds greatest recession.

The greatest  example of construction built on sub-prime mortgage the world has ever see.

Dubais magnificent finger rising from the plains and screaming “Up Yours World !”

Whichever way you view it you certainly can’t ignore  it.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Good project managers are invisible…..

Monday, October 12th, 2009

AMBERHILL-LOGO-THUMBA few years ago I was working for a medium size semiconductor company. One of the projects I was managing had a number of unique challenges.

The project involved the development of a new semiconductor I.C from initial concept through to volume manufacture, the customer was a major Far East mobile phone manufacturer.

It was the first time we had used an external subcontract wafer fab. It was the first time that a particular package was used to encapsulate the I.C and the product itself was a new cutting edge design.

The project went very well and was brought in within 2 weeks of plan over a 9 month period and within budget.

A couple of weeks after the end of the project I was at a working lunch when a Senior Manager made the following comment:-

“That project went really well, any idea why ?”

“Perhaps it had a good Project Manager”  was my response.

I had felt a degree of pique that my efforts did not seem to have been recognised but after mulling it over I began to understand.

The Project Managers role is one of facilitaion, it is ensuring that the Team understands the goals and objectives of the project.

It is in planning the project so that everyone knows what is to be done andOffice5 when.

It is in providing the appropriate tools so the tasks can be completed seamlessly.

It is in negotiation between parties to minimize disruption and conflict.

If the project is a complex machine the project manager is the oil which keeps it running smoothly towards its ultimate objective.

The machine is clear to see but unless you look closely the oil is invisible.

That’s why a good Project Manager is invisible.

chris@amberhill.biz