Instructor:Mr.%20C.%20Michael%20Carolina

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• Instructor Mr. C. Michael Carolina
• Industry Relations, OSU Education and Research
  Foundation
• Adjunct Professor, OSU College of Engineering,
  Architecture
• and Technology
• Background 5 Years in Environmental
  Enforcement/Consumer Safety
• 5 Years in Education (Physical Sciences, Tulsa
  Community
• College)
• 25 Years in Industry (Western Electric, ATT
  and Lucent
• Technologies)
• July, 2001 Retired as Engineering Director,
  Lucents Oklahoma City
• Facility. Duties included Product, Process,
  Current and NPI Engineering

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• Associations CEAT Associates Advisory Board
• College of Engineering, Board of Visitors,
  University of
• Oklahoma
• Director, Oklahoma Medical Research Foundation
  (OMRF)
• Director, Memorial Institute for the
  Prevention of Terrorism
• (MIPT)
• Jim Thorpe All Sports Association and Oklahoma
  Sports Hall
• of Fame
• Other Boards of Directors
• Education Bachelor of Science, Oklahoma State
  University
• Master of Science, University of Oklahoma
• Post graduate studies, University of Oklahoma
  and Vanderbilt
• University
• ATT Executive Development Program, Princeton,
  New Jersey

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• Assignment O
• Individual Profile By 6/19
• Company/Affiliation
• Current Assignment
• Where You Are in ETM Program
• Career Aspirations
• Other Pertinent Information

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MSETM 5110 New Product DevelopmentClass
Profile

• Students in Six States CA, IL, NC, OK, TN, UT
• Degrees Range from B.S. to Ph.D
• Fields IT, Biotech/Pharmaceutical, Telecom,
  Computers/Computer Storage Devices, Energy,
  Automotive Filtration Systems, Security Systems
• Assignments/Positions Engineers, Team Leaders,
  Engineering Managers, Engineering Director,
  Research Technician/Leader, Quality Managers, IT
  Managers

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Course SyllabusMSETM 5110 New Product
Development

• Scope
• The elements of NPI--marketing, design,
  development, manufacturing, provisioning, and
  support
• NPI as an integral part of business strategy and
  business planning
• NPI as a vehicle to create competitive advantage
  for the organization and its customers
• The environment for sustaining NPI consistency
  and realizing improvement project after project
• The tools and metrics of new product development
  and introduction
• The order realization infrastructure needed to
  get new products to customers in a manner that
  meets or exceeds their expectations, and that
  delivers the desired financial and overall
  business objectives

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MSETM 5110 New Product DevelopmentRecap of
Session I

• NPI the Lifeblood of a Company
• The Forces Driving Development
• Intense International Competition
• Fragmented, Demanding Markets
• Diverse and Rapidly Changing Technologies
• Discontinuous Change or Disruptive Technologies
• Defining Core Competence/competencies of an
  Organization
• The Competitive Imperatives
• Speed
• Efficiency
• Quality
• The Environment for NPI
• The NPI Process
• The Metrics of NPI

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MSETM 5110 New Product DevelopmentRecap of
Session I (cont.d)

• Fast Innovators vs. Slow Innovators
• The Customer as a Strategic Partner in NPI
• The Infrastructure for Successful Product
  Development (From Idea to Volume Production/Order
  Fulfillment)
• Cross-functional Teams
• Order Realization
• Full Stream Lifecycle Management (D B O D)
• Its About Choices!

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MSETM 5110 New Product Development

• The Ultimate Creativity Machine How BMW Turns
  Art into Profit
• Three Operating Principles
• Protect the creative team, i.e., shield them from
  unproductive commentary of others in the company.
• Safeguard the artistic process, i.e., construct
  a barrier around model development to prevent
  time-to-market pressures from disrupting the
  actual work. (Guarantees that BMWs design is
  never compromised.)
• Be an inventive communicator. In any
  organization dependent on art and commerce
  finding common ground, managers must use powers
  of persuasion and mediation to manage at the
  intersection of art and commerce.
• HBR Article by Chris Bangle, Global Chief of
  Design for BMW. (Includes the Z3 M-Coupe).
  January 2001, Reprint R0101B.

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MSETM 5110 New Product Development

• Moores Law (Gordon Moore, CEO, Intel)
• Transistor Count (Power) Will Double Every 18
  Months and Will Continue for Many Years.
• 2300 Transistors/Chip in 65 IB Today

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MSETM 5110 New Product DevelopmentWhy Do It?

• Competitive Advantage
• Short-term and Long-Term Viability/Sustainability
• Fund More Research
• New Platforms and Derivative Products
• Improve Productivity and Efficiency
• Protect Installed Base
• Protect Customers Investment
• Create Brand Loyalty
• Vehicle for Strategic Partnership
• Meet Stakeholders Expectations
• Customers
• Employees
• Investors
• Renewal and Transformation of the Organization

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MSETM 5110 New Product Development

• Applying Development Strategy and Resources to
  Stay Ahead of the Power Curve
• Preemptive
• Proactive
• Maximum Value

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MSETM 5110 New Product Development

• The Role of the Engineer in Product Development
• D B O D
• Create Sustained Value for Customers and
  Stakeholders
• Do No Harm (Product Safety and Environmental
  Protection)
• Do the Right Things to Meet Objectives for
  Top-line Revenue and Bottom-line Profitability

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MSETM 5110 New Product Development

• A Model for Product Development
• Inv. s RD
  New Product
• Tech Transfer IP
  Publication

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MSETM 5110 New Product DevelopmentThe
Essentials of NPD/NPI

• NPI in Strategic Terms/Linkage (What)
• NPI in Tactical Terms (How)
• The Entrepreneurial/Intrapreneurial
  Mindset (Innovation)
• Baselining/Benchmarking (Continuum)
• The New Product Development Game (Competition)

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MSETM 5110 New Product DevelopmentThe
Essentials of NPD/NPI (contd.)

• An Imperative for a High Performance Team
  Recognition
• (Excellence)
• DFX (Manufacturability, Testability,
  Installation, Supply Chain, E-Business,
  Environment) (Integration)

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MSETM 5110 New Product DevelopmentBusiness
Planning and Business Case

• Marketing Decisions
• Risk Analysis/Mitigation
• Projects Resource Requirement
• Financial Projections
• Production Demands
• Supply Chain/Provisioning
• Product Support/Technical Assistance
• Personnel Needs

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MSETM 5110 New Product DevelopmentNew
Marketing Paradigms

• Fit Both Old World and New World Economy
• Total Access
• IP/Networked World
• Globalization
• Hypercompetition
• Virtual Always On Presence (Anywhere/Anytime)
• Relationship Marketing
• Delivering Value to Customers, Collaborators,
  Company

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MSETM 5110 New Product DevelopmentDesign and
Development Methodologies

• Quality Function Deployment (QFD)
• Design for Manufacturability (DFM)
• Computer-aided Design (CAD)
• Computer-aided Engineering (CAE)
• Computer-aided Manufacturing (CAM)
• Total Quality Management (TQM)
• System of Systems

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MSETM 5110 New Product DevelopmentThe
Continuum Exercise
Poor 0 Average 5 Flawless Execution 10

• Checklist
• Are strategy and goals clearly defined,
  understood, communicated, aligned, executed?
• Are there the right metrics around the process?
• Time to market/development cycle (e.g., concept
  to customer, design freeze to ready-to-order)
• Status vs. project schedule
• Recovery plan in place
• Quality and reliability
• Change activity
• Target cost
• Percent revenue from new products

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MSETM 5110 New Product DevelopmentThe
Continuum Exercise (contd.)
Poor 0 Average 5 Flawless Execution 10

• Is there a mechanism to capture learnings from
  each introduction that can be used to improve
  project after project?
• Are the right tools available for project
  tracking?
• Is there effective integration and communication
  across the functional teams (design, mfg.,
  marketing)?
• Are there the right skills on the team?
• Is there the right commitment and passion for
  flawless execution?

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MSETM 5110 New Product DevelopmentCreating
Breakthroughs at 3M

• Step-by-Step Process
• Phase 1 Laying the Foundation
• Identify target markets and involve key
  stakeholders in the company
• Phase 2 Determining the Trends
• Identify experts in the fieldpeople who have a
  broad view of emerging technologies and
  leading-edge applications in the area being
  studied
• Phase 3 Identifying Lead Users
• Identify and learn from users at the leading edge
  of the target market and related markets to shape
  preliminary product ideas and to assess the
  business potential and how they fit with the
  mission of the company

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MSETM 5110 New Product DevelopmentCreating
Breakthroughs at 3M (contd.)

• Phase 4 Developing the Breakthroughs
• Move preliminary concepts toward completionhost
  workshops with several lead users, marketing and
  technical people to arrive at final design that
  fits customers and companys needs. At
  conclusion, design team may disband however, one
  team member should stay involved for continuity
  and help with related products and services.
• Source von Hippel, Thomke, and Sonnack,
  Creating Breakthroughs at 3M. HBR, October,
  1999. Reprint 99510.