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Stage Gate Systems
• Exxon- PIP Product Innovation Process
• HP- Phased Review Process
• Guiness- NaviGate
• others: 3M, Polaroid, Kodak,Rohm and Haas,ICI,Mobil,Dow Chemical, Asahi Chemical, P&G, SC JOhnson
Typical 2nd Generation Stage-Gate Process
Stages
• Set of parallel activities
• undertaken by a cross-functional team
• gathers information for the next gate
Gates
• A go/kill decision point with
• a set of required deliverables
• pre defined evaluation criteria
• defined outputs: go/kill/recycle
Stage 1: Discovery
• R&D
• lead user analysis
• strategic planning exercises – gaps and opportunities in the market– disruptions
Gate 1: Idea screen- Gentle screen
• handful of must-meet and should-meet criteria– strategic alignment– project feasibility– opportunity size and
attractiveness– product advantage– fit to resources and
skills and policies
• Exxon’s PIP:• Strategic fit• Market attractiveness• Technical feasibility• Killer variables
Stage 2: Scoping
• Preliminary market assessment
• Preliminary technical assessment
• <= 1 month• 10-20 person-days of
effort
Gate 2: Second Screen
• Original set of must-meet and should-meet criteria
• new criteria:– sales force
– customer reaction
– “killer variable” presence
– simple financial assessment- payback period
• Reckitt &Colman now Reckitt-Benckiser:
• “Does the initial evidence suggest that the concept can win in the marketplace?”
3rd Generation Stage-Gate Process
Stage 2: Building the Business Case or the critical homework
stage• Market investigations and research studies
• Detailed technical analysis
• Detailed financial analysis
• Outcome: a business case for the project– Product definition– Project justification– Detailed project plan
Gate 3: Go to development
Last point before heavy spending• Process audit of Stage 2• Project evaluation on established criteria• Financial emphasis• Review and approval of
– Development plan
– Preliminary operations and marketing plan
• Designation of full team with authority
Stage 3: Development
• Lab tests, in-house tests, alpha tests
• Deliverables: lab-tested product prototype
• In parallel: marketing and operations
• Deliverables:– detailed test plans,
launch plans
– Production/operations plans including facilities requirements
Deliverables: Updated financial analysis; resolution of regulatory, legal and patent issues
Gate 4: Go to testing
• Review of development work and process
• Match to original definition is checked
• Review financial data
• Approval of test or validation plans
• Review of detailed marketing and operations plans for executability
Stage 4: Testing and Validation
• Validity of– Product
– Production process
– Customer acceptance
– Project economics
• In-house product tests
• User or field product trials
• Trial, limited production or pilot production
• Pre-test market, test market or trial sell
• Revised business and financial analysis
Gate 5: Go to launch
• Final kill point • Audit of process in
stage 4• Review operations and
marketing plans for implementation at the next stage
• Criteria: expected financial return and appropriateness of launch and start-up operations plans
Stage 5: Launch
• Implementation, fine tuning, success
Post-launch review
• 6-19 months from launch• Change status from new product to regular product• Disband NP team• Review project and product performance
– Revenues– Costs– Expenditures– Profits– Timing– Learning
What the Stage Gate Process is not
• Functional, phased review
• Rigid
• Bureaucratic
• Project management
3rd Generation Stage-Gate systems
Flexibility RCB’s triage: system change, fast-track, major
Fuzzy gates Conditional go-ahead subject to new information
Fluidity Overlapping activities
Focus Portfolio thinking on focus
Facilitation Key master,process manager, gate meister, process keeper
Forever green- adaptive International Paper’s web based gates; RCB’s “suck-in” externally developed new ideas
The first stages
Summary of Stage 1 Actions
Gate 3 Deliverables
Stage Gates 1,2,3 Must-Meet Criteria
Stage Gate 3 Should-Meet Criteria