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  1. Late Design Changes are Expensive:  Do They Have to Be? Locked

    Research | Posted: 2005-08-01

    In this commentary, Don Reinertsen observes that, for decades, product developers have heard that the cost of change rises by orders of magnitude as a design progresses through a development process. This inevitably leads to the realization that money can be saved by making changes earlier. While this is often good advice, as with many generalizations, it conceals important opportunities from those unwilling to question it. Reinertsen suggests that if you assume that all late changes are expensive, you will miss a rich set of opportunities. Take a harder look at total economics, says Reinertsen; don't just avoid late changes, understand them and learn to reduce their cost. (3 pages)

  2. Using Six Sigma with NPD Suppliers for Bottom Line Results Locked

    Research | Posted: 2005-08-01

    This report is a summary of a presentation regarding the application of Six Sigma tools and processes to improve the cost and quality of parts provided to Raytheon's development teams by suppliers. Presenter Collin Reeves is a Supplier Technical Consultant for Raytheon and a Six Sigma Black Belt and Expert. He has 13 years of experience at Raytheon and has consulted with over 40 firms on cost reduction strategies. Co-presenter Bill Russell is a consultant with 16 years of experience in supplier development and early supplier involvement, applying Six Sigma in product design to improve costs and system performance.Please download the accompanying presentation slides here (27 slides). (9 pages)

  3. To Buffer or Not To Buffer? Locked

    Research | Posted: 2005-07-22

    By Don Reinertsen, Reinertsen and AssociatesMost product developers know that slippage of a critical path activity will delay a project. This is why they identify a project's critical path and carefully manage the activities along it. However, by giving low priority to activities off the critical path, such activities can remain idle until they, too, get on the critical path. The dilemma: if we treat activities off the critical path as having zero cost-of-delay, they can languish until they have a cost-of-delay; if we treat them as being worth the cost-of-delay we may accelerate them without improving overall cycle time. In this commentary, Don Reinertsen provides three approaches to dealing with this dilemma, as alternatives to the use of "feeder buffers." (3 pages)

  4. Six Sigma for Product Design: Transcript of Audio Session Locked

    Research | Posted: 2005-05-13

    In this transcript from a MRT member audio session, Dr. Tyson Browning of Texas Christian University (formerly with Lockheed-Martin), Dr. Charles Shepherd of NCR Self Service, and Dr. Andrew Street of Dupont Teijin Films discuss the application of Six Sigma to product development. The panel discusses disentangling Six Sigma from improvement programs of the past. Among other topics, they also address the expected benefits from implementing Six Sigma, measuring those benefits, and the best ways to create organizational buy-in. (15 pages)

  5. Six Sigma for Product Design: Summary of Audio Session Locked

    Research | Posted: 2005-05-13

    Related Links: Audio - mp3 or wma | Transcript (15 pages) This report summarizes a MRT member audio session with Dr. Tyson Browning of Texas Christian University (formerly with Lockheed-Martin), Dr. Charles Shepherd of NCR Self Service, and Dr. Andrew Street of Dupont Teijin Films. The panel members and participants discuss the application of Six Sigma to product development. The panel discusses disentangling Six Sigma from improvement programs of the past. Among other topics, they address the expected benefits from implementing Six Sigma and measuring those benefits, as well as the best ways to get organizational buy-in. (9 pages)

  6. GUIDE TO LEADING PRACTICES: Lean Product Development Locked

    Research | Posted: 2005-04-29

    This report presents Leading Practices for Lean Product Development derived from practitioner experience and benchmarking research. Management Roundtable has culled these practices from our knowledge base and formulated them as simple, actionable, bullet-level statements. In addition, the GUIDE cites the source for each practice, presents a brief discussion of each, and provides links to further information. (13 pages)

  7. Deploying Product Development Expertise Locked

    Research | Posted: 2005-04-28

    The conventional wisdom says, "encourage cross-functional involvement early and often." But how early? And how much involvement should one function have in the work of another? In this commentary, Preston Smith offers a leading practice from Product Development Technologies, Inc. (PDT), a Lincolnshire, Illinois developer of sophisticated plastic parts and molds. Organized by three design disciplines - industrial design and two different mechanical design functions - PDT routinely cross-train their designers by transferring them between departments for the life of a project. For instance, a housing mechanical engineer becomes a full-time member of the industrial design team while the project is in that function. The cross-training goes both ways between all three departments. Such cross training is the expectation at PDT: designers in all departments are hired, promoted, and rewarded in accordance with it. Smith suggests that such a practice can be create substantial benefits in terms of time-to-market and use of resources. (3 pages)

  8. Improving R&D Productivity Leveraging Resources: Summary of Audio Session Locked

    Research | Posted: 2005-04-12

    This summary from a panel discussion with Management Roundtable expert panel members Dick Tyler, Bose Corporation, Bob Becker, Mercury Computer and Rob Fielding, domnick hunter, deals with the questions "What is R&D productivity?" and "How is it measured?" It also summarizes panel member's responses to the questions "What percentage of your efforts result in the production of new products?" "How can organizations best use external resources to leverage internal resources?" and "What developments have brought the biggest efficiency gains in the design process?" (5 pages)

  9. Improving R&D Productivity Leveraging Resources: Transcription of Audio Session Locked

    Research | Posted: 2005-04-12

    This transcription from a panel discussion with Management Roundtable Expert panel members Dick Tyler, Bose Corporation, Bob Becker, Mercury Computer and Rob Fielding, domnick hunter, deals with the questions "What is R&D productivity?" and "How is it measured?" Is productivity simply doing "more with less?" If so, which resources can you do without and how do you leverage those you have? (14 pages)

  10. Applying Six Sigma to Product or Service Realization:  Design for Six Sigma Locked

    Research | Posted: 2005-01-22

    Six Sigma is a well known methodology for the analysis of business problems and the removal of defects within the business system. The overall goal of the Six Sigma is to improve the quality system by removing variance and driving toward a goal of 3.4 Defects per Million. This report, by Motorola’s Anthony L. Carter, details a relatively new adaptation of Six Sigma for the product realization process known as Design for Six Sigma (DFSS). It covers DFSS essentials; Process Capability and Capability Index; Voice of the Customer within the context of DFSS; Critical Parameter Management; balancing needs between the business and the customer; and the customer and business impact. (9 pages)

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