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Insights from Nortel:  Does Part Commonality Decrease Cycle Time? Locked

Quick Insight | Posted: 2006-01-17

In this report, Nicholas Svensson, a Leader in Nortel Networks’ CDMA Manufacturing Services, assigned to that company’s New Product Introduction unit, discusses his firm’s experience regarding the effects of part commonality on product development lead-time. Earlier in this decade, Nortel tested a strategy of part commonality as a means for attaining product convergence as well as for accelerating time-to-market. Confining his inquiry to the product development process supporting the hardware for the company’s base transceiver stations, he examined the impact of part commonality, over a three-year period, on four types of product part design, beginning with the most basic and ascending through increased levels of product complexity and integration. He found that product lead-times lengthened as the level of integration increased, suggesting that a thoroughgoing insistence on part commonality could impede product development processes. For Svensson’s discussion of the Nortel case and a summary of lessons learned download this report (6 pages) here.

Shure Uses Design Alliances to Enable Fast Product Development Locked

Quick Insight | Posted: 2006-01-02

In this report, Laura lan, Program Director for Personal Audio at Shure, Inc. shares her insights into how and why the audio electronics company uses external design partners to speed new products to market. She describes how the firm selects partners and how these partnerships have influenced Shure’s internal processes. Wayne Mackey, a principal at Product Development Consulting, Inc., also presents an overview of design partnerships as a means of decreasing cycle time. Mackey discusses, in particular, how these alliances impact systems engineering, purchasing functions and program management. Click here to download the complete report (6 pages).

Flextronics: Competing on Time-to-Volume Locked

Quick Insight | Posted: 2006-01-02

Time-related Metrics for Product Development Locked

Quick Insight | Posted: 2006-01-02

Expert Panel: Metrics for Innovation Locked

Quick Insight | Posted: 2005-12-27

In this December 2005 MRT audio session, Tim Jones of Innovaro and Tony Ulwick of Strategyn presented proven approaches for measuring innovation. They explained why it is necessary to measure the outcomes that customers use to measure success. They suggest that it is best to balance measures of the business results (such as market share growth) with measures of internal activities (such as number of patents filed). The panelists also presented approaches for measuring open innovation; for selecting concepts and measuring the value of Intellectual Property; and for measuring the value of an innovation portfolio.

Tips for Innovation Metrics: A Brief Interview with Robert Tucker Locked

Quick Insight | Posted: 2005-12-15

Robert Tucker is an expert on innovation processes and President of the California-based consulting firm, The Innovation Resource. His book, Driving Growth Through Innovation: How Leading Firms Are Transforming Their Futures, is the result of a three-year study of more than 20 of the world's most innovative companies. In this brief December 2005 interview with MRT, Tucker discusses innovation metrics in the context of as a portion of a larger innovation process.

British Telecom:  Measuring an Internal R&D Market Locked

Quick Insight | Posted: 2005-12-15

As part of its response to privatization in the mid-80s, British Telecom (BT) began to create an internal market for research and development. In his book, Visions of Innovation, Martin Fransman describes how BT’s Operating Divisions created the research demand that was, in turn, supplied by BT’s thousands of scientists, engineers, technicians and supporting staff in central research laboratories. Citing an article by BT’s Alan Rudge, Fransman reports that “75% of the work of the central laboratories is funded…by customers either in the Operating Divisions…or externally.”

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