Helping You Solve Your New Product Introduction Problems

Do you have any of these problems

• New product development takes too long and is too expensive

• Too many last-minute surprises in the product development cycle

• Time and cost targets are unreliable

• Too many product changes (ECNs) after product launch

• Engineering deliverables (parts list, structured bills, routings, drawings, visual aids, or material specs) are always late

• No defined and formal new product introduction process exists in the company

• No post audit & root cause analysis of the new product introduction problems exists

• Issues associated with new product introductions are not communicated effectively outside the engineering organization

• The new product introduction process is too complex.

Learn the secrets to getting these kinds of results (results are from our clients):  

• Formalized new product introduction process and reduced concept-to-production cycle time by 30%

• Increased percent of new product generated revenue to 30% of annual gross revenue

• Created formal NPI step in S&OP process (DevSOP) to ensure cross company communication of new product status

• Developed phases and gates milestone tracking to reduce instances of missing engineering deliverables, catch problems earlier in overall NPI cycle  

• With improved S&OP, MPS and collaborative forecasting, doubled the number of new product introductions in the last 3 years  

• With a better process, improved meeting new product development target dates by 50%

• With a better process, reduced the number of post launch ECN's by 30% 

• A new product post audit showed a streamlined new product introduction process improved Information (Drawings, material specs., Routings. and Bills of Material) timeliness to 99% and Information accuracy to 95%. 

• A streamlined new product introduction process, using Lotus Notes as a tracking device, reduced new product introduction time by 65%. 

• A new product introduction process was redesigned so essential activities (using Phases and Gates milestone checkpoints) must take place before moving to the next activity reduced new product engineering change notices by 80% and reduced violating Manufacturing and Supplier lead times by 90%. 

Typically our clients have worked on the following areas to show the kinds of improvements listed above:  

• Upgraded sales and operations planning processes include review of new product introduction status, line reservations for testing   

• Better master scheduling techniques to include NPI time reservations against pacemaker processes.   

• Formalized new product introduction tracking systems including phases and gates milestone tracking.   

• New performance measurements that focus on new product contribution to annual gross revenue.  

You can find additional information about these problems and their solutions here at this website in the following places: 

Articles

• On-Time New Product Development – Fact or Fiction?

• Class A Regained at Dade Behring

Tailored classes and workshops

• A solid, well-planned program of tailored, on-site education

• Tailored education methodology

Consulting and assessment

• Objective assessment of strengths, weaknesses, and opportunities for improvement

• Tangible improvements and financial results as you go

You can get personalized help.  If you would like to discuss your company's situation in more detail, you can send a question or comments to one of our Senior Partners using the form below, or you can call directly. 

John Civerolo ( 1 505 341-0845)

John Dougherty (1 603 528-0840)

Chris Gray (1 603 778-9211)

Don Rice (1 615 221-2196)

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