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Showing 21 - 30 of 54 matches

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  1. Competing on Time-To-Volume:  Flextronics Optimizes Information Transfer with Vertically Integrated System Locked

    Research | Posted: 2004-10-27

    Flextronics, the second largest maker of cellular handsets, operates in high volume markets where Time-to-Volume (TTV) is the key metric. With over 1700 product development engineers and more than 30 design centers worldwide, Flextronics optimizes the automation of its product development process through a vertically integrated Information Technology (IT) architecture. The company leverages IT to reduce time in the transfer of information from one function to another; in addition to optimizing cycle time within each individual process, Flextronics controls TTV by managing time-to-information-transfer from one location to another across a highly dispersed, global organization. (7 pages)

  2. Addressing the Testing and Certification Piece: ETL SEMKO Helps Candela Corporation Cut Time-to-Market Locked

    Research | Posted: 2004-10-26

    Candela Corp worked with independent testing lab ETL SEMKO to reduce iterations in its testing and certification process. Candela accomplished this by adding resources and by increasing the number of samples and components available to the test lab. Most importantly, Candela forged a unique relationship with ETL SEMKO, co-locating a Candela engineer at the test lab during testing operations. The result was a dramatic reduction in time-to-market on a key project. (6 pages)

  3. The Risk in Time-to-Market Locked

    Research | Posted: 2004-09-18

    In this commentary, Preston Smith, co-author of Developing Products in Half the Time, explains the critical distinction between average cycle time reduction and reduction in cycle time variability. Preston goes on to explain that each type requires a different approach, and that those firms which have reduced overall cycle time are now using proactive risk management to focus on cycle time variability within individual projects. (3 pages)

  4. Market Aimed Products: Bently Nevada's Process Increases Speed to Market Locked

    Research | Posted: 2004-09-18

    When Bently Nevada’s CEO, Don Bently, decided his company needed to increase customer value while lowering costs, he found he had no choice but to overhaul his company’s product development process. To accomplish this, Bently developed the “Market-Aimed Products (M.A.P.)” system, their version of concurrent engineering with a specific emphasis on early supplier involvement, the fuzzy front end and customer input. In this report, you’ll hear about Bently’s business challenges and how the M.A.P. system’s phase-gate approach enabled sales from new products to jump from 9% to 45% over a ten year timeframe. (6 pages)

  5. Exploiting Modularity as a Time-Compression Tool Locked

    Research | Posted: 2004-09-18

    Usually, when managers consider speeding up their product development, they look at the people issues (teams, for instance), processes, and technology enablers, such as computer-aided design. In doing so, they miss powerful opportunities buried in the product itself. The way in which the product is divided into modules – and how this modularity is exploited – is one such opportunity. In this commentary, Preston Smith, co-author of Developing Products in Half the Time, considers 7 mechanisms by which modularity, or architecture, can accelerate development. (3 pages)

  6. Apple Rethinks Core Process: Improves Cycle Time Locked

    Research | Posted: 2004-09-18

    In the mid 1990s, evolving market conditions and technology caused Apple Computer to transform a loose, ad-hoc development process into a formal, documented and standardized approach used by all product teams. In this report, you’ll read how Apple conducted benchmarking studies and self assessments, started with a high-level framework, and then how the new process was refined and implemented resulting in significant cycle-time acceleration. (5 pages)

  7. Seagate Uses Critical Chain to Develop Breakthrough Product Locked

    Research | Posted: 2004-09-17

    In the post-implementation phase of a major internal reorganization, Seagate Technology, a producer of disc drives and components, chose to pilot the Critical Chain (CC) project management method, and successfully used it to launch a breakthrough product that led the industry in technology and time-to-market. In this report, you’ll hear how CC was chosen to round out an improvement initiative that included aggressive market share goals, a new phase-gate development model, and a “core teams” strategy. (7 pages)

  8. Medrad Upgrades Development Process: Cycle Time Drops Locked

    Research | Posted: 2004-09-17

    Despite having implemented a formal phase-gate development system, Medrad’s continuous improvement culture identified product development as a major area needing process improvement. To ease the eventual changes, Medrad formed an 11 member cross-functional steering committee to create alignment between departments and functions, and resolve conflicts. In this report, you’ll hear how Medrad’s leadership steered this aggressive effort to hold onto their 80% share of their market. (5 pages)

  9. Improve Your Product Development Efficiency Through Process Maturity Locked

    Research | Posted: 2004-09-17

    Gary Borders, R&D Section Manager, Hewlett-Packard What would you do with a more efficient product development engine? What would it mean? How would you use it? Would you shorten Time-to-Market, increase the number of products you can do at one time, decrease annualized failure rate, or reduce your employee burn out rate? Process maturity can be used to evaluate your current state and guide your process improvement plans. An organization that has focused on improving development processes will be more efficient at delivering products to market. The progression from an ad hoc organization to one with mature processes is not an easy change, but the rewards are great. Examples in the area of processes, tools and infrastructure are used to describe the progression to a more mature product development organization. (22 pages)

  10. Leading Development Process Change: Datacard Speeds Up Cycle Time and Ugrades Quality Locked

    Research | Posted: 2004-09-17

    When times are good, companies are resistant to making any changes, even though it is these same times that provide you with the resources and security that make changes less risky. This is the exact situation that Datacard, the clear market leader in card personalization systems, faced when deciding to reengineer their product development process. In this report, you’ll read how Datacard developed a process that people actually use rather than sitting, ignored, in a binder on the shelf. You will also see how leadership dealt with the inevitable skeptics in this engineering dominated culture. (5 pages)

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