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a call to arms

a call to arms. take the lead in system innovation. Peter Kalish GE Global Research PROMODEL User’s Conference May 2006. { us }. better communication tools (telephone, networks, internet, cell phones). faster communication of consumer alternatives.

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a call to arms

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  1. a call to arms take the lead in system innovation Peter Kalish GE Global Research PROMODEL User’s Conference May 2006

  2. { us }

  3. better communication tools (telephone, networks, internet, cell phones) faster communication ofconsumer alternatives increasing consumer demand fornew products faster new product introduction Market Forces are Increasing the Value of Our Skill Set and Our Vision accelerated delivery ofnew production (or service) systems better system designers

  4. the pace of market change is almost scary Diffusion of Technology into US Households SOURCES: U.S. Bureau of the Census (1970 and various years); Cellular Telecommunications Industry Association (1996); The World Almanac and Book of Facts (1997).

  5. the technology adoption lifecycle(Geoffrey Moore, Crossing the Chasm) early market the chasm the tornado mid-market late market

  6. adoption lifecycle accelerated e.g., VCR (1980 – today) e.g., telephone(1910 – today)

  7. systems…

  8. simulating the early market…questions • how many products can I launch simultaneously? • how will existing operations be impacted by a new product? • how might the manufacturing process look? key stakeholders >

  9. early market tools • modify resource plans to meet product launch dates • identify impact of key technical risks • coordinate efforts in cross-functional teams • assess viability of marketing plan ($$ allocation) • manage resource (people, equipment) interdependencies • project revenue stream under different scenarios • design pilot production facilities • analyze supply chain alternatives • project throughput from conceptual design of factories

  10. simulating near the “chasm”…questions • do my suppliers have enough capacity? • can I produce orders if the market takes off? • can I distribute products when the orders come in? key stakeholders >

  11. tools for jumping the chasm • run scenarios on different market segments • assess impact of targeting options on sales force • anticipate risk of stretching resources too thin • design supply chain • design factories • assess stress on resources due to poor market targeting • design order fulfillment workflow systems

  12. simulating in the tornado…questions • how can I improve my workflow? • do I have enough cash to support runaway orders? • do we have a sufficiently large sales force? key stakeholders >

  13. tools for managing the tornado • identify throughput increase opportunities • assess staffing plan • collaborate with suppliers to increase capacity • identify workflow deficiencies and opportunities • assess sales force effectiveness programs and incentives • support financial projections (revenue and cost increases)

  14. simulating the mid-market…questions • am I doing things most efficiently? • can I improve product or service quality? • are there other sources of revenue for this product? key stakeholders >

  15. tools for mid-market navigation • design product line upgrades for new market segments • assess impact of quality improvement alternatives • design spare parts production facilities • find cost takeout opportunities • design service offerings • perform risk analysis on long term service agreements

  16. simulating the late market…questions • how can I change the product to improve margins? • can I expand my service and spare parts business? • should I divest myself of this product line? key stakeholders >

  17. tools for riding the late market • improve productivity (more with less) • assess product redesign costs • analyze product line consolidation alternatives • perform due diligence for acquisition/divestiture • improve productivity in services (more with less) • assess service upgrades, cost and revenue implications

  18. back to superman • our role as systems innovators… • know the product (service) lifecycle better than anyone in our organizations • use simulation tools to be persuasive • know what the key issues are • address those issues visually and through data • act and speak with confidence (“do you believe?”)

  19. learn from Marc Antony “…for Brutus is an honourable man”

  20. persuasion, an example…capacity entitlement at GE Solar {notional data} throughput percent of current raw material input

  21. four things to remember… 1. our time has arrived 2. there is no shortage of opportunity 3. don’t just talk, be persuasive 4. be confident, you have earned it

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