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Better, Faster, Cheaper NPD Peter Hoyland

Better, Faster, Cheaper NPD Peter Hoyland. www.bubblegroup.com. The manufacturing world has doubled it’s productivity in the last 20 years. Bureau of Labor Statistics. Better. Will a better process deliver better products?. Will our NPD portfolio deliver our growth targets?.

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Better, Faster, Cheaper NPD Peter Hoyland

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  1. Better, Faster, Cheaper NPDPeter Hoyland www.bubblegroup.com

  2. The manufacturing world has doubled it’s productivity in the last 20 years Bureau of Labor Statistics

  3. Better

  4. Will a better process deliver better products?

  5. Will our NPD portfolio deliver our growth targets?

  6. Are we looking after all of our key markets?

  7. Are we actioning our strategic decisions?

  8. The hard way to find out…

  9. We need a system that answers these questions with zero effort

  10. Quicker?

  11. What can be done to make NPD Quicker? The Queue The Work The Rework

  12. Queuing is a question of capacity Project Delays due to Queuing 20 Waiting time / Average Process Leadtime 15 10 Single Arrivals 5x 5 2x 0 20% 40% 60% 80% 100% Percentage of Capacity Used

  13. We need a sensible way to calculate loading

  14. We need a sensible way to calculate loading

  15. The law of large numbers

  16. The law of large numbers Each dot represents the average headcount required by 100 projects Where each project requires somewhere between 2 and 8 people So rough cut planning at a project level is more than adequate for overall capacity planning +60% uncertainty from each project + 8% uncertainty from 100 projects 20% 40% 60% 80% 100% 0 1 2 3 4 5 6 7 8 9 10

  17. Cheaper?

  18. Lack of co-ordination generates re-work 5 4 3 2 1 Business Case Business Case Marketing Marketing Supply Chain Supply Chain Sales Sales Technical Design Technical Design Increased Risk – Leads to rework NPD Equivalent of Waste Time and Money

  19. And a system that supports project managers to synchronise resources … effortlessly

  20. And improving?

  21. Return on Investment from R&D Average Consumer Goods and Food Telecommunications, IT, Media Logistics & Services Public and Professional Services Financial Institutions Electrical Eng. & Electronics Chemicals & Resources Engineering & Manufacturing Pharmaceuticals Construction & Equipment Aerospace Utilities • % hours spent on cancelled projects • Delays due to pilot plant availability • Delays due to Marketing not signing off results • No of Patent applications per quarter • % of times Gates are late.. Share of total sales generated by new products / Share of total sales spent on R&D Source: Arthur D. Little Innovation Excellence Study 2005

  22. We need easy but effective Continuous Improvement Measure Embed Review Problem Solve

  23. Thank You See the Innovator System on www.bubblegroup.com

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