Better, Faster, Cheaper NPD Peter Hoyland

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Better, Faster, Cheaper NPD Peter Hoyland. www.bubblegroup.com. The manufacturing world has doubled it’s productivity in the last 20 years. Bureau of Labor Statistics. Better. Will a better process deliver better products?. Will our NPD portfolio deliver our growth targets?. - PowerPoint PPT Presentation

Text of Better, Faster, Cheaper NPD Peter Hoyland

  • Better, Faster, Cheaper NPD

    Peter Hoylandwww.bubblegroup.com

  • The manufacturing world has doubled its productivity in the last 20 years*Bureau of Labor Statistics

  • *

  • Will a better process deliver better products?*

  • Will our NPD portfolio deliver our growth targets?

  • Are we looking after all of our key markets?

  • Are we actioning our strategic decisions?

  • The hard way to find out

  • We need a system that answers these questions with zero effort*

  • We need a system that answers these questions with zero effort

  • *

  • What can be done to make NPD Quicker?*

  • Queuing is a question of capacity*

  • We need a sensible way to calculate loading*

  • We need a sensible way to calculate loading*

  • The law of large numbers

  • The law of large numbers*So rough cut planning at a project level is more than adequate for overall capacity planning

  • We need a sensible way to calculate loading effortlessly*Standard project types have pre-defined rough-cut resource profiles for critical resource areasForecast Resource Requirements included just by defining project type and Gate DatesWhat-if analysis by switching individual projects on and off

  • But queuing is always better than working slowly*

  • *

  • Business CaseMarketingSupply ChainSalesTechnical DesignLack of co-ordination generates re-work*

  • And a system that supports project managers to synchronise resources effortlessly

  • The expertise is in here

  • Expert system retains project knowledgeBetter use of expertise means capturing and building that know-how into the process*

  • *

  • Return on Investment from R&DAverageConsumer Goods and FoodTelecommunications, IT, MediaLogistics & ServicesPublic and Professional ServicesFinancial InstitutionsElectrical Eng. & ElectronicsChemicals & ResourcesEngineering & ManufacturingPharmaceuticalsConstruction & EquipmentAerospaceUtilitiesShare of total sales generated by new products / Share of total sales spent on R&DSource: Arthur D. Little Innovation Excellence Study 2005

    % hours spent on cancelled projects

    Delays due to pilot plant availability

    Delays due to Marketing not signing off results

    No of Patent applications per quarter

    % of times Gates are late..*

  • We need easy but effective Continuous Improvement*

  • Bottom up measuresContinuous Improvement Measures are automatically generated.*

  • Thank YouSee the Innovator System on www.bubblegroup.com

    **********Story about Lean*