Webinar New Product Introduction 5 th November 2014 SMMT Industry Forum
• During presentations (11:00 – 11:30) everyone will be muted so that only the presenter will be heard. • The presentation will be followed by a Q&A session. Click on the hand symbol to show that you have a question or type your question in the question box. • Recording will be made available after the webinar on the Industry Forum website. • If you are experiencing any technical problems please call us on 0121 717 6620.
New Product Dave Durbin Introduction
Introduction Presenter: Dave Durbin Industry Forum NPI Principal Engineer Topic: New Product Introduction Principles • NPI principles and tools relevant to all industries • Application of NPI tools to low volume and single product manufacture • The difference between NPI and project management • The Industry Forum NPI Effectiveness Assessment • Typical tailored support programmes to deliver NPI process development tools
Typical Issues with NPI
Audience Feedback Do you think your company has a good NPI process? a) Structured, effective and followed b) Structured but not followed c) Not structured, individual skills determine project results
important to get Why is NPI right?
A typical NPI situation before improvement Performance Number of problems Development Ramp Up
Audience Feedback How many new product introductions achieve the expected outputs in terms of quality and delivery? a) Above 75% b) Approximately 50% c) Approximately 25% d) None of them e) Don’t measure Q&D
……and the desired situation after improvement Performance Number of problems Dev Ramp Up
Investment for Profitability Best NPI Cashflow approach Typical NPI approach Time
Investment for Profitability Cashflow Quotation Time Too much resource
Impact of Effective NPI Processes • Improve profitability • Improve customer satisfaction • Eliminate waste and duplication • Identify and deal with risk • Ensure timely decision making • Consider resource constraints • Improve team relationships • Reduce stress on individuals
Audience Feedback How many new product introductions achieve the expected outputs in terms of vs budget/quote? a) Above 75% b) Approximately 50% c) Approximately 25% d) None e) Cost vs budget/quote is not measured
Increasing customer demands to demonstrate production capability
Commercial Design Finance Request R&D For Quotation Quality NPI Process Engineering Development Scope Production Projects Operations Supply Chain
IF’s Structured Approach
NPI-Related Tools 4-Field Mapping Change Management Design Programme Feasibility Failure Mode & Effects Risk Management Analysis Process Production Failure Mode Part Approval & Effects Process Manufacturing Feasibility Analysis Project Planning Lessons Learned Advanced Measurement Product Problem Project Management Systems Solving Quality Analysis Planning Contract Review Supplier Management Escalation Statistical Characteristic Process Matrix Control Design for Manufacture Teamworking Control Plan Capacity planning Meeting Effectiveness
Volume & Single NPI for Low Product
Management Project and NPI
IF NPI Effectiveness Assessment NPI Effectiveness Assessment Section 1. Programme Management Level Criteria Typical Evidence Expected 1 2 3 4 5 1.1 Is an effective Outline NPI process documented Process documented but poor Detailed process to be follow ed Detailed process w ith inputs and Process modified for each project Documented NPI gated process w ith process defined and for Quality Management System detail of gate requirements not adjusted for individual outputs clearly defined for all to determine start/end points and description of each step and gate conditions used to manage new Some milestone review s Responsibility & authority clearly projects gates relevant gates Documented responsibilities product introduction planned based on customer specified for key decisions and Project KPIs clearly defined All gates achieved on time Some gates achieved ahead of Data from previous product launches (target vs specifying relevant request tasks (e.g. RACI) All gates achieved but some later Project KPIs achieved time actual) stakeholders, tasks and Stakeholders listed but authority Project gates occasionally missed than plan Plans and progress visually Learning logs/improvement data Improvement data base authority? not clearly defined for w hole Training process in place to displayed capture system in place Skills matrix/training needs analysis project ensure all individuals engaged in Managers of project teams have Evidence of improving NPI Project gates often missed the process have the necessary required skills to lead NPI projects process effectiveness (leadtime, NPL PV Health Check - Stage 1, Q2 & Stage 4, skills and competence to under cost, customer satisfaction, etc.) Q7 take the assigned tasks (NPI All people involved in NPI are tasks in skills matrix) signed off in skills matrix 1 1 1 1.2 Are the resources NPI is part of normal day to day Some project time allocated to Dedicated project managers in Dedicated PDR objectives/ Senior management allocate time Organisation structure for the project planned job low responsibility personnel place w ith budget budget/time allocated to roles to support project and ensure Strategic departmental/PDR objectives and made available? Some budget allocated for NPI Capacity planning in production to according to project plan sufficient resource Trials show n in production and testing capacity projects allow trial time Testing capacity planned, Suppliers considered and plans Senior level support evident for (availability of CMM, labs etc.) involved in project activities Meeting effectiveness metrics project activities Budget allocation 1 1 1.3 Has programme Contract review process Financial appraisal to confirm Similar experience w ith previous All stakeholders are involved in Lifecycle costs including end of Contract review document feasibility been carried completed including key profitability of programme products used to inform early stages of programme life conditions understood and Learning points capture system documentation out effectively? assumptions (volume, Demonstrated ability to meet assumptions design included Detailed costings technology, price, supplier, etc.) customer requirements FMEA 1 1 1.4 Is a customer Copy of standard plan template Project-specific plan developed Critical path identified and Gate inputs/outputs defined, Project freeze points clearly Detailed project plan w ith targets and agreed project plan in used - same for all NPI projects w ith all milestones/gatew ays leadtimes confirmed decision authority clear, regular follow ed, project FMEA responsibilities identified place and regularly based on customer project defined including performance All APQP requirements identified plan review s held performed to identify major risks Clear project plan progress/KPI achievement review ed? reporting requirements targets at each stage Customer involved in cross- Simultaneous engineering applied to successful delivery visual display functional project teams to minimise overall leadtime Customer managed to ensure Project review agendas/meeting minutes timely information received 1 1.5 Is there an Involvement of people in Formal change management Change request forms are used Affected functions involved in Contingency plans developed at Documented process established change business w ith decision making process agreed and follow ed and highlight impact of change on decision making project planning stage Change request forms used management and authority Management-led regular review s project deliverables Good relationships developed Actions taken to mitigate risks Defined contacts and authorities escalation process in Slippage in project communicated Customer supports change w ith customer - contact points Contingency plans documented place? rapidly to decision maker management and escalation agreed process RR G&MC Audit info - Tech package Q5 1 1 1 1.6 Are supply chain Project plan is communicated to Supply chain planning and Clear commercial agreements in Supplier APQP plans developed Supply chain actively managed to Supplier agreements constraints considered suppliers scheduling includes trial place specifying requirements and agreed reduce leadtimes and mitigate Supplier APQP plans and managed requirements and targets for each project Supplier development/support in risks Trials scheduled appropriately? Critical path items confirmed w ith stage place and effective Suppliers involved in cross- Supplier support programme visible suply chain functional project teams 1 0 5 Assessors: Target Actual No. Reason for score Actions Required Score Score 1.1 5 3 1.2 5 2 1.3 4 2 36 Categories 1.4 4 1 1.5 5 1 1.6 3 1.5 Total 26 10.5 New score Action Status No. Score Target Observation Action Who When after action complete Allocated In progress Finished Confirmed Auto populate if score is less than target To be added manually Colour as progress happens
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