World-Class New Product Development: Benchmarking Best Practices of Agile Manufacturers

475 Pages·1996·2.09 MB·English

by  Dan Dimancescu

World-class New Product Development :
title: Benchmarking Best Practices of Agile
Manufacturers
author: Dimancescu, Dan.; Dwenger, Kemp.
publisher: AMACOM Books
isbn10 | asin: 0814403115
print isbn13: 9780814403112
ebook isbn13: 9780585040202
language: English
New products--Management, Production
subject
management, Benchmarking (Management)
publication date: 1996
lcc: HF5415.153.D56 1996eb
ddc: 658.5/75
New products--Management, Production
subject:
management, Benchmarking (Management)
World-Class New Product Development
Benchmarking Best Practices of Agile Manufacturers
Dan Dimancescu and Kemp Dwenger
AMACOM
American Management Association
New York Atlanta Boston Chicago Kansas City San Francisco Washington, D.C.
Brussels Mexico City Tokyo Toronto
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This publication is designed to provide accurate and authoritative
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Library of Congress Cataloging-in-Publication Data
Dimancescu, Dan.
World-class new product development: benchmarking best practices
of agile manufacturers / Dan Dimancescu and Kemp Dwenger.
p. cm.
Includes bibliographical references and index.
ISBN 0-8144-0311-5
1. New productsManagement. 2. Production management.
3. Benchmarking (Management) I. Dwenger, Kemp. II. Title.
HF5415.153.D56 1996
658.5'75dc20 95-25611
CIP
© 1996 Dan Dimancescu and Kemp Dwenger
All rights reserved.
Printed in the United States of America.
This publication may not be reproduced,
stored in a retrieval system,
or transmitted in whole or in part,
in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise,
without the prior written permission of AMACOM,
a division of American Management Association,
1601 Broadway, New York, NY 10019.
Printing number
10 9 8 7 6 5 4 3 2
Page iii
CONTENTS
PREFACE vii
ACKNOWLEDGMENTS xv
The IAPD Strawman Model
A Book for Managers
Our Objective
PART ONE 1
1 Inside the Do Loop 3
Why Things Go Wrong
Common Problems Across Companies
2 Managing the Whole 18
A New System of Management
A Three-Tier Enabling Hierarchy
Old Ways Die Hard
Crafting a New Understanding
3 The Product Development Process 38
The Widening Span of Team Accountability
Control Over Decisions
Seamless Communication and Information Sharing
PART TWO 55
4 Best Practices 57
5 Strategic Process Teaming 61
Understanding Teaming
Important Teaming Characteristics
Page iv
6 Four-Fields Process Mapping 80
A Tiered Mapping Process
Four-Fields Applications
7 A System of Metrics 91
Three Types of Metrics
Limitations of Metrics
8 Reviews 106
A Tool Kit of Review Methods
Applying the Review Methods
9 Product Definition 119
Product Definition
Quality Function Deployment
Translating the Voice of the Customer Into Products
Conclusion
10 Technology Management 140
A Three-Track R&D Continuum
R&D Strategy vs. Business Strategy
Identifying Core Technologies
Bottleneck Engineering
Organizational Links
11 Suppliers as Partners 152
Japan's Innovation: Vertical Aggregation
The Silicon Valley Innovation: Vertical Disaggregation
The Welsh Hybrid: A Shared Learning Network
Supplier Partnerships
12 Rewards and Recognition 165
13 Knowledge Management 173
Part Three 185
14 Continuous Change 187
The New Organization
Change and Product Development
15 Ten X 194
APPENDIX A: NEW ORGANIZATIONAL MODELS 199
AND TRENDS
The Information Processing Model
New Organizational Forms
Network Organizations
Macrolevel Network Forms
Page v
APPENDIX B: ENABLING HIERARCHIES 212
APPENDIX C: TOSHIBA'S RESEARCH AND 220
DEVELOPMENT ORGANIZATION
APPENDIX D: SUPPLIER RELATIONSHIPS IN JAPAN:224
CASE STUDIES
Yokogawa-Hewlett-Packard, Ltd. (YHP)
Alps
APPENDIX E: A COMMITMENT TO CHANGE 228
INDEX 231
Page vii
PREFACE
The inception of this book goes back to 1987 when Cary Kimmel of
the Xerox Corporation had just concluded a benchmarking study of
leading U.S. manufacturers of industrial and commercial electronics
equipment without uncovering any evidence of a replicable body of
best practices. Rather, all the companies in the study shared similar
frustrations and a belief that order-of-magnitude improvements were
needed in moving products from the conceptual stage into the hands
of customers. That year, he asked InterMatrix, a London-based
consulting firm of which Kemp Dwenger is a U.S.-based principal, to
benchmark the product development process of ten leading European-
based electronics firms.
The subsequent comparison of European firms in 1988 produced a
similar conclusion: no best practices and many similar problems. The
number one problem on everyone's list of unresolved issues was
communication across organizational boundaries. When this was
mentioned to a respected management guru some years later, his
response was, "So what's new? We've known that for twenty-five
years!" He was right; there was nothing new in the finding.
Indeed, one of the most perceptive studies of business performance
was written early in the 1960s. It characterized companies as
mechanistic and organic, definitions that 30 years later closely align
with our own two types. At that time, communication was already
seen as a significant problem:
Information required for the proper functioning of the organization is not
passed from person to person in accordance with the needs issuing from
the tasks to be performed, but