DRM  ASSOCIATES
NEW  PRODUCT  DEVELOPMENT  CONSULTING  EXPERIENCE

The following are representative of the engagements we have performed to assist our clients in improving their new product development process, assist individual programs, and develop overall plans and strategy for product development:

Power-One

We assisted this electronic components manufacturer define their product development process. This effort included establishing a phase gate and portfolio management process. We help implement the PD-Trak system which provided a set of tools to define the process along with templates for various project documents, helped plan and develop a business case for the project, provided a repository for project documents, and managed resource requirements.

Baxter Healthcare

We assisted Baxter develop a common product development process (PDP) with a special emphasis on design control that would be used across all business units. A Baxter team was formed to develop this process by reviewing best practices in various business units. After the draft process was formulated, we reviewed the process description and suggested further changes and improvements principally focused on including a broader, multi-functional perspective and integrating the PDP with management processes for gate reviews, portfolio management, and pipeline management.

Saft Batteries

We helped launch two platform teams for this maker of aircraft and industrial batteries. This launch process involved developing a product strategy, reviewing process steps and deliverables, establishing team responsibilities and meeting requirements, determining customer needs and planning product requirements using QFD, and planning the overall projects. As part of this project, we helped define an improved product development process, and we also implemented the PD-Trak software to support the teams with a set of tools and to help manage the project.

Remington Products

We assisted Remington capture and analyze the voice of the customer (VOC) for a new electric shaver. We worked with the product team to develop and refine a product strategy. We facilitated their use of QFD to plan the product requirements and make requirement trades. We then worked with the team to develop lower-level requirements for shaver subsystems with a series of deployment matrices.

Sun Microsystems

Sun is in a very dynamic and competitive industry and is continually looking to improve their new product development process. We assisted with a Sun initiative called DF* to address manufacturability, testability, diagnosibility, serviceability, and supply chain leadtime. We assessed the current NPD process, identified issues and opportunities, and developed a plan to improve the process. We provided assistance and guidance to this team in developing an improved process, supporting tools, and design guidelines. An extensive website and training program were developed and training was provided. Pilot programs were conducted and supported. Based on these pilot programs, refinements to the process, tools, web site and training were made.

Samsung Electronics

Samsung established a Value Innovation Program (VIP) Center to serve as an incubator for more critical, higher risk programs for its business units. While the VIP Center was very sophisticated in its use of best practices and NPD methods, it wanted assistance to further refine its use of these tools by applying improved methods on NPD programs. We assisted a major, high-risk program to analyze customer needs and facilitated their improved use of QFD. We worked with them to develop new focus group and QFD methods such as a feature evaluation matrix. We pushed them to develop a more effective and competitive product and marketing strategy. We also provided guidance with their sales and distribution strategy. We helped integrate a target costing approach with QFD and established a cost tracking system to support product development.

Yazaki North America

We assisted this automotive supplier perform competitive analysis, develop a business and product development strategy, and plan technology development projects. We mapped th company and its competitors relative to both meeting customer needs and their basis of competition. We identified a value propsition, and used this to define a proposed vision. Based on this we facilitated goal setting. We then used a QFD-like process to translate goals into specific strategies and tactics. We also used QFD to identify customer needs and use these as the basis for planning and prioritizing technology development projects. Finaly, we balanced project resource requirements with available resources to time-phase the priortized projects.

Harman International

We assisted this automotive supplier of audio systems refine and implement an improved and disciplined product development process with special emphasis on standardized process outputs, phase-gates, design reviews, and QS-9000 requirements. We conducted training and facilitated design reviews and phase-gate reviews. A standard project planning template was prepared based on this NPD process and integrated with a resource planning and management system. We guided and supported the QS-9000 audit of new product development with successful results. We also installed product development metrics, a milestone tracking system, and a time tracking system.

Westinghouse Electric

We assisted the Nuclear Fuel Business Unit with a series of projects. We helped define and document their new product development (NPD) process and developed a handbook and web site describing this process. We defined a target costing process and integrated it into their new product development process. We conducted target cost training for key personnel. We help select and implement product cost estimating software to be used early in the development process to provide feedback on the cost implication of design decisions. We further conducted training on quality function deployment and value analysis. We facilitated four major programs define customer needs, develop a product strategy, and plan product requirements using QFD, value analysis, and early manufacturing involvement. We also facilitated a brainstorming session and the development and down-select of product concept alternatives. The product cost model software was used to develop preliminary cost estimates for the remaining concept alternatives. On one program, a previous effort to satisfy critical customer needs resulted in a cost increase of over 50% resulting in program cancellation. On this program, the leading concept alternative will provide this additional functionality at a reduced cost from the previous design!

General Motors/EDS

We assisted these organizations develop a curriculum for an extensive concurrent engineering training program of over forty days in length. We supported this training program by conducting training in engineering economics, design-to-cost, value engineering, design for manufacturability, and product certification. We conducted twelve sessions with 300 people.

ITT Fluid Technology

We conducted a product development assessment in two business units of this ITT group. The assessment identified strengths and weaknesses relative to 260 best practices of product development. Results were presented with recommendations for improvements in both a workshop setting with ITT managers as well as to individual managers.

British Aerospace

We conducted a product development assessment, developed a plan for improving their development process, and worked with a division of this organization to improve their development process. We assisted with the implementation of a product data management (PDM) system by reviewing requirements, and developing the concept for how the PDM system would be implemented. We assisted to define the organization of product data, release levels and revision levels, and interfaces with other systems. We conducted training on integrated product development, product development teams, and quality function deployment (QFD). We also facilitated the use of QFD on one of their programs. We worked with another program to apply IPPD practices, develop a comprehensive project plan based on an IPPD and systems engineering approach, develop a team organization structure, and draft a IPPD handbook to support this program.

Lockheed Martin Vought Systems

We conducted an extensive review and assessment of the PAC-3 Missile Program. We identified specific recommendations for improving the program organization structure, roles and responsibilities, the effectiveness of teams, training, customer involvement, acquisition streamlining and business processes, a design-to-cost program, and a need for a product data management system. We conducted training for the program management team and system integration team and facilitated resolution of team and communication issues. We also provided follow-up consulting to assist two of the program's management-level teams improve their effectiveness. This involved one-on-one meetings with individual team members, recommendations to the program vice president, and team building sessions with team members. We prepared training material for the IPTs. We then assisted the division to deploy IPPD across all programs and to develop and conduct training in IPPD division-wide.

Lockheed Martin Missiles and Space

We conducted an assessment of Commercial Space Operations and the THAAD anti-ballistic missile program. Both assessments involved extensive interviews and fact-finding with program personnel in both the contractor and customer organizations. Detailed findings based on the assessment against 260 best practices were developed along with very specific recommendations for improving the development program. We meet with program and customer personnel to review our findings and recommendations. We also participated in implementation meetings to plan an improvement program. In a separate project, we developed integrated product development training and conducted train-the-trainer workshops for training modules covering an IPD Overview, a Team Launch Workshop, and a Team Leader Workshop.

Kaiser Electronics

We conducted an assessment of the company's product development process and identified a number of prioritized improvements. We subsequently assisted in improving the product development process through applying commercial practices, acquisition streamlining initiatives and business process reengineering.

GDE Systems

We assessed the product development process in three of the company's strategic business units. We worked with their IPD Process Action Team to develop a recommended action plan for further implementing IPD practices and identified impediments to be overcome. We provided an IPD workshop for executive management and worked with management to discuss and resolve these issues.

FMC Ground Systems Division (now United Defense LP)

We began by providing management education to the Ground Systems Division Leadership Board and Engineering Board. We reviewed the system development process and provided recommendations regarding improvements and the overall plan for implementing CE practices. We conducted CE/IPD and team building workshops and assisted individual programs implement CE practices and form product development teams. We developed a team model and handbook for the Division and have tailored and applied the team model to individual programs. We provided guidance in the successful use of QFD in one multi-division program.

U.S. Army TACOM

We provided training in concurrent engineering practices and the role of the customer acquisition organization in a concurrent engineering approach. We facilitated discussion on this role and the steps that this command needed to take to improve their integration and participation in development programs.

Evans & Sutherland

We conducted an assessment of this high-end computer, graphic display, and simulation manufacturer's product development process, systems, and organization using our structured Product Development Assessment methodology which covers 25 dimensions of product development. We provided recommendations related to implementing CE/IPD practices and worker with their Time-to-Market team to develop a plan and approach for implementing CE/IPD and addressing impediments. We conducted workshops related to CE/IPD and QFD for key personnel and pilot project team members.

Rohr, Inc. (now B.F. Goodrich Aerospace)

We assisted this major aerospace subcontractor assess, plan and organize a corporate-wide concurrent product development (CPD) initiative. We developed an implementation plan and cost justification and conducted workshops on concurrent engineering, QFD, and team-building. We assisted to define a "to-be" technical architecture for CAD systems, organized preparation of a CPD handbook, and structured and facilitated product development teams.

Computervision (now Parametric Technology)

We assisted this major computer-aided design vendor to better understand new product development processes in industry so that they could better orient their products and services to meet these requirements. We partnered with Computervision to define best practices for product development. This led to the identification and documentation of 250 of these best practices.

Solar Turbines

We reviewed this industrial turbine engine manufacturer's product development process and provided recommendations to executive management. We conducted CE/IPD and quality function deployment (QFD) training for managers and team members and guided and facilitated a new product introduction (NPI) team in defining customer requirements and product planning. We assisted this NPI team apply QFD. We also assisted with the development of an NPI handbook and with team building training.

Textron Lycoming (now Allied Signal Aerospace)

We conducted an assessment of this organizations product development process and provided guidance related to implementing CE/IPD concepts. We conducted training on QFD and provided guidance on applying QFD to support product development.

NWL Control Systems (now Parker Hannifan)

We began assisting this medium-size manufacturer of aircraft and missile flight control systems and actuators by conducting an executive management seminar to introduce the concepts of concurrent engineering (CE) and discuss the organizational issues related to implementing cross-functional design teams. We worked with management to restructure the organization, take the necessary actions to facilitate the implementation of cross functional design teams, and change the culture. We developed a model and handbook for the formation and operation of cross-functional design teams. We developed customized curriculum and conducted a CE education program for functional managers, product (program) managers, team leaders and team members and introduced the new team organization to the company.

Sundstrand Power Systems

We assisted this manufacturer of aircraft auxiliary power units (APU) to assess its product development process and organization and identify issues and needs. We recommended steps to executive management to implementing concurrent engineering (CE) concepts and change the culture. We developed Quality Function Deployment prototype matrices for the Division. We developed customized curriculum and conducted CE seminars, first for executive management, and then for functional managers, team leaders, and team members. We reviewed the implementation of product development teams and provided follow-up guidance to executive management.

Indal Technology

We conducted an concurrent engineering executive management seminar and a concurrent engineering workshop to middle management, designers and other personnel involved in product and process design. We reviewed the organization's plan for implementing solids modeling and provided recommendations to improve the process. We provided follow-up consulting related to concurrent engineering.

MSA

We reviewed the engineering organization, product development methodology, and production operations of this multinational manufacturer of protective equipment, protective clothing and gas masks. We conducted an executive seminar and consulted with the executive team to define concurrent engineering objectives, implementation activities and the organizational approach for product development teams (PDT's). We developed a team model to describe the operation of PDT's and conducted customized concurrent engineering training for PDT members, functional management and product line managers.

Respironics

We conducted an assessment of this medical device manufacturer's development process. While the company had made substantial progress reducing time-to-market, we identified specific opportunities to further improve their development process and streamline the regulatory submission process. We worked with them to develop an implementation plan and make improvements to their development process.

Interstate Electronics

We helped assess this organizations electronic manufacturers development process. We provided recommendations for improvement. We developed and conducted design for manufacturability (DFM) training and provided guidance on establishing a DFM methodology.

Textron Lycoming (now Allied Signal Aerospace)

We conducted an assessment of this organizations product development process and provided guidance related to implementing CE/IPD concepts. We conducted training on QFD and provided guidance on applying QFD to support product development.

High Technology/Electronics Manufacturers

We conducted CE/IPD training for executive management and key personnel, assessed these organization's product development process, and provided consulting assistance to improve the development process for companies such as Alcatel, Ericsson Radio Systems, Fibronics, GEC, IBM, NEC Corporation, Naval Avionics Center, Sandia National Laboratories and others.

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