بازمهندسی فرآیند توسعه محصول جدید

This paper presents a case study of reengineering the new product introduction (NPI) process in a high-technology business. It provides a methodology that may be used by others engaged in similar efforts. Using benchmarking and process reengineering, the business unit substantially improved time-to-market intervals and responsiveness to customer needs. Average time-to-market intervals were cut in half in less than two years. A set of best practices for new product introduction is compiled from this experience and others.

Rapid advances in technology are driving everfasterproduct cycles and improving price/performanceexpectations on the part of customers.Competition among manufacturers is "raising thebar" of performance needed to succeed in the market.As a result, many companies have been facedwith the need to reengineer their processes for newproduct introduction to increase speed, reducecosts, and improve responsiveness to customer needs.Business process reengineering efforts are difficultto undertake successfully. Some authors reportthat 70% of such efforts fail to meet their objectives.This is not surprising, since there are no scientifictheories to guide such efforts; the object of change isrequently human behavior rather than physicalsystems. In this paper we discuss our experiences with a successful reengineering project, in the contextof a framework which may be helpful to otherpractitioners engaged in similar efforts.

The experience of the OSBU is consistent withother business units within the company that havereengineered NPI processes. From these experiences,it is possible to generalize a set of four NPI bestpractices: • Organize around cross-functional product teams • Develop a time-driven checkpoint process • Maintain continuous customer involvement • Separate platform development from product development6.1. Cross-functional product teamsMany of the NPI activities, traditionally executedin serial fashion, can be executed concurrently, providedthere isstrongcommunication and coordinationamong functions. Concurrency among taskssignificantly reduces time to market. Projects arenow organized around small, cross-functional teamsthat are empowered and accountable for customersatisfaction and profitability. Small product teamsare desirable for several reasons: they communicateand coordinate activities more efficiently, make faster decisions, lower costs, and foster end-to-endinvolvement of team members.6.2. Time-driven checkpoint processThe time-driven checkpoint process establisheswell-defined phases. It incorporates scheduledcheckpoint reviews to review and approve movementof a project between phases based on milestoneaccomplishment, quality, and financial goals.Time-driven means that targeted intervals betweencheckpoints are established to meet quantitative time-to-market goals, ensuring that decisions aremade in a timely way.6.3. Continuous customer involvementBefore the current NPI process was established,customers were typically involved at twomajor points in the design and manufacture ofa product: formulating specifications and first customerapplication. In the new process, customersare involved at each checkpoint to ensure they arebeing satisfied. This linkage with customers, now ntegrated in our product development process, isalso a key source for new product ideas. 6.4. Separating platform development fromproduct developmentThis principle ensures that platform developmentactivities involving unpredictable, highrisktechnology are conducted as a separateprocess, outside the critical path of product development.Product development is based on proventechnology and process platforms. Platforms facilitatefast decision making, lead to predictabledevelopment intervals, and enhance reliabilityby maximizing reuse of proven subsystems andcomponents.