The ASU Survey Questionnaire for Six-Sigma for Design (SSFD)

Introduction: The industry is poised today to employ / administer the NPD process with much more certainty and predictability in order to improve Time to Market (TTM) and new product success rates. Critical to the success o each company in new product development is how much uncertainty is associated with key decisions at various steps (see i!ure"#) in the NPD process. The uncertainty is inversely related to the amount o in ormation / knowled!e that is available about various key actors that in luence decision makin!. $ur ocus is the identi ication o variability sources in the New Product Development (NPD) process. %e re&uest your insi!ht into how your company sees the importance o in ormation / knowled!e about various contributin! / impactin! actors (variables) and employs that knowled!e in drivin! key decisions alon! the various process steps in the NPD process. 'i!ure "# shows a !eneric model with basic process steps or a typical NPD process. (t each process step) variability / uncertainty could be in*ected lowerin! the predictability o the NPD process i all the re&uired in ormation is not available or key decision variables. This mi!ht result in a lar!e variability in TTM / product success rate at the end o a NPD process.
4dea 4dea (ssessment Concept Development 0peci ication 5 Plannin! Desi!n 5 Development Proto 5 Testin! 6olume Manu acturin ! $utput

Causes or variability at each process step would di er. 'i!ure + #, -eneric model or a NPD process This Survey is strict y anonymous! If you "ish to receive co#ies of the genera i$ed %uestionnaire resu ts& "ou d you # ease send an emai to rohit!das'asu!edu ( This "ay "e can )ee# a resu ts anonymous! $ur timeline is to capture this in ormation prior to December .#st and !et the survey summary results in your hands by /anuary .#st. *ur#ose: The purpose o this survey is to identi y the top desi!n issues / hi!h importance actors and understand their contribution to the variability / uncertainty in decision makin! at various process steps in the NPD process. +e,site: The website or the &uestionnaire is located at, http,//enpub. ulton.asu.edu/supplynetwork/00'Dinde1.asp
Do"n oad: The 2uestionnaire is available or download rom the ollowin! location 00 D32uestionnaire.doc

Directions for fi ing u# the %uestionnaire:

a. This &uestionnaire has been divided into our sections, #. -eneric NPD process model 7. 4nnovation and NPD Process .. NPD Process) Collaboration) and 8nowled!e 4nte!ration 9.NPD Process 5 :isk 'actors ;ikert scales are !iven or each &uestion or or a section as applicable or easy re erence. Please answer at least all the main &uestions in a section.

%e anticipate this &uestionnaire to take about 7< minutes. =our e ort and time in respondin! to this &uestionnaire is !reatly appreciated. (ny 2uestions> Please contact Dr. Dan ;. 0hunk) Pro essor) 4ndustrial ?n!ineerin! (vnet Chair o 0upply Network 4nte!ration P.$. @o1 ABCD<E) Tempe) (F AC7AB"CD<E (9A<) DEC"E..< dan.shunkGasu.edu To mai #rinted co#ies of the survey& # ease mai them to the fo o"ing address: Dr. Dan ;. 0hunk) Pro essor 4ra (. 'ulton 0chool o ?n!ineerin! " (0H) Department o 4ndustrial ?n!ineerin! P.$. @o1 ABCD<E) Tempe) (F AC7AB"CD<E (9A<) DEC"E..<

Six Sigma for Design - Survey Questionnaire

. (. Can we &uote rom the responses you have provided> =es No

@. Iow many years have you been associated with the Desi!n ield>

o o o o o o

J 7 years K7 years but JL9years K9 years but JLEyears KE years but JLAyears KA years but JL#<years K#< years

C. Please mark the hi!hest ormal education you have,

o o o o o

(ssociate De!ree @achelors De!ree Masters De!ree PhD De!ree $ther) please speci y333333333333

D. Please select which area o industry you are currently en!a!ed with, ?lectronics (erospace 0o tware 5 0ervices Iealth Care ?&uipment Consultin! (cademia (utomotive $ther) please speci y 3333333333333

?. %hat are your @usiness HnitMs (nnual 0ales>

o o o o o

J N7C million (M) N7C M to J N#<< M N#<< M to J NC<< M NC<< M to J N# billion (@) N#@ or more

'. Please check the bo1 that most closely describes your companyMs NPD process, o No standard approach to new product development.

o o o

%hile no ormally documented process is ollowed) we ollow a clearly understood path o the tasks to be completed in product development. %e have a ormally documented Desi!n Process where one unction completes a set o tasks) then passes the results on to the ne1t unction) which completes another set o tasks. %e have a ormally documented Desi!n Process where a cross" unctional team completes a set o tasksO mana!ement reviews the results and !ives the !o"ahead or the team to complete the ne1t set o cross" unctional tasks.

Definition of )ey terms used:

Uncertainty: The di erence between the amount o in ormation re&uired to per orm a particular task) and the in ormation already possessed by the or!aniPation. TTM: Time to Market NPD: New Product Development Knowledge Integration, de ined as capture) share and reuse o knowled!e. Innovation: Process o !eneratin! new idea / concept. Radical Innovation: New"to"the"world (never been done be ore) no market e1ists). Incremental innovation: 4mprove the systems that already e1ist. Makin! them better) cheaper 5 aster. Collaboration: Collaboration is the process o various individuals) !roups) or companies workin! to!ether to achieve a common ob*ective. External Collaboration: Collaboration between a company and an outside entity such as a supplier) customer) even a competitor. Internal Collaboration: Di erent teams or units o a company workin! to!ether.

Section . - /eneric 0*D #rocess 1ode

4n this section) we have based our &uestionnaire on the !eneric NPD process model which is !iven below. These process steps are !enerally the basic low in a typical desi!n process and our view is that people ollowin! any type o desi!n process model i.e. 0ta!e"-ate model) %ater 'all model etc. would be able to relate to these process steps.
4deas 4dea (ssessment Process 0tep # Concept Development Process 0tep 7 0peci ication5 Plannin! Process 0tep . Desi!n 5 Development Process 0tep 9 Proto 5 Testin! Process 0tep C 6olume Manu acturin! Process step E $utput

'i!ure "7 This !eneric NPD process model has si1 process steps which capture the ma*or phases in a typical desi!n process. The process o idea !eneration has not been considered as part o this basic desi!n process model. :ather) ideas !enerated have been taken as an input to the basic model shown here. In this section& our focus is on the first four #rocess ste#s as these steps stron!ly determine which pro*ects will be success ul) and urthermore the &uality) costs) and time rame are to a lar!e e1tent de ined here. 'or thirty years) studies have shown that most NPD ailures occur rom aulty work done in the irst our process steps. The other consideration is that we are assumin! that the !eneric NPD process shown in i!ure "7 would hold !ood or both :adical 4nnovation 5 4ncremental 4nnovation. Iowever) please answer this section) based on your e1perience) either or :adical 4nnovation or 4ncremental 4nnovation. #.# %ould you like to answer this section with respect to

o o

:adical 4nnovation> $: 4ncremental 4nnovation>

#.7 4n your opinion/e1perience) do uncertainties (de ined in 8ey Terms De inition) in in ormation re&uired at each step !radually decrease as the NPD process pro!resses rom Process 0tep # to Process 0tep E (see i!ure"7)> =es No

Please use the ollowin! ;ikert scale to answer the rest o the &uestions in section #, # 7 . 9 C No importance ;ow importance Medium importance Ii!h importance 6ery hi!h importance

Process 0tep # " 4dea (ssessment

4dea 4dea (ssessment

1.3 Please indicate the IMPORTANCE of the following factors / variables (i.e. contribution of information about these variables / factors in ensuring a better predictability about a new product success rate) for the Idea Assessment stage of the P! Process. Add any additional factors which you feel important and are not listed here.

1 " 3
a. b. c. d. e. f. Identification of transition in %ey mar%ets and technologies 'nowledge of relevant e(ternal scientific brea%throughs )ompetitors* patent activities and long+term business strategies ew business intelligence for evolving mar%et gaps ,echnology/-usiness core strengths and wea%nesses .nderstanding of how cross+business opportunities/ lin%ed with customer needs/ might offer different ways of approaching the mar%et. & & & & & & & & & & & & & & & & & & & & & & & & & & & & & &

# $
& & & & & & & & & & & & & & & & & & & &

g.
h. i. 0.

1.# Please rate the QUALITY OF INFORMATION (i.e. precise and accurate) re&uired at this process
step related to the ollowin! actors / variables to ensure a better predictability about new product success rate. :ate the additional actors) i any in &uestion #...

1 " 3 # $
a. b. c. d. e. f. Identification of transition in %ey mar%ets and technologies 'nowledge of relevant e(ternal scientific brea%throughs )ompetitors* patent activities and long+term business strategies ew business intelligence for evolving mar%et gaps ,echnology/-usiness core strengths and wea%nesses .nderstanding of how cross+business opportunities/ lin%ed with customer needs/ might offer different ways of approaching the mar%et. & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & & &

g.
h. i.

0.

& & &

& &

Process 0tep 7" Concept Development

Concept Development

1.$ Please indicate the IMPORTANCE of the following factors / variables (i.e. contribution of information about these variables / factors in ensuring better predictability about a new product success rate) for the )oncept !evelopment stage of the P! Process. Add any factor which you feel important and are not listed here. 1 " 3 # $ a. )ompetitors* products in the mar%et and their strength and & & & & & wea%nesses b. 1uture technologies and their uncertainties & & & & & c. ew business intelligence for evolving mar%et gaps & & & & & d. 2uppliers* capabilities in supporting new & & & & & technology/re3uirements e. ,echnology/-usiness core strengths and wea%nesses & & & & & f. 4oice of customer capture & & & & & g. !emand uncertainties & & & & & h. )ross+1unctional team involvement & & & & & i. & & & & & 0. & & & & &

1.5 Please rate the QUA2IT3 4F I0F451ATI40 (i.e. precise and accurate) re&uired related to the
ollowin! actors / variables at this process step to ensure better predictability about new product success rate. :ate the additional actors) i any in &uestion #.C.

a. b. c. d. e. f. g. h. i. 0.

)ompetitors* products in the mar%et and their strength and wea%nesses 1uture technologies and their uncertainties ew business intelligence for evolving mar%et gaps 2uppliers* capabilities in supporting new technology/re3uirements ,echnology/-usiness core strengths and wea%nesses 4oice of customer capture !emand uncertainties

1 " 3 & & & & & & & & & & & & & & & & & & & & & & & & & & & & & &

# $ & & & & & & & & & & & & & & & & & & & &

Process 0tep . " 0peci ication 5 Plannin!

0peci ication5 Plannin!

1.6 Please indicate the I1*45TA067 of the following factors / variables (i.e. contribution of information
about these variables / factors in ensuring a better predictability about a new product success rate) for the 2pecification 7 Planning stage of the P! Process. Add any factor which you feel important and are not listed here. 1 & & & & & & & " & & & & & & & 3 # & & & & & & & & & & & & & & $ & & & & & & &

a. b. c. d. e. f. g. h. i. 0.

Product ,echnical feasibility 2uppliers* capabilities in supporting new re3uirements 2uppliers* collaboration in drawing specifications )ross+1unctional team involvement Identifying 7 defining target mar%et Identifying 7 defining customer re3uirements .sing 8uality 1unction deployment (2i(+2igma 9ethodology) :esource analysis

& & & & & & & & &

& & & & & &

1.; Please rate the QUA2IT3 4F I0F451ATI40 (i.e. precise and accurate) re&uired related to the
ollowin! actors / variables at this process step to ensure a better predictability about new product success rate. :ate the additional actors) i any in &uestion #.B.

a. b. c. d. e. . !. h.

Product ,echnical feasibility 2uppliers* capabilities in supporting new re3uirements Identifying 7 defining target mar%et Identifying 7 defining customer re3uirements :esource analysis

1 & & & & & & & &

" & & & & & & & &

3 & & & & & & & &

# & & & & & & & &

$ & & & & & & & &

Process 0tep 9" Desi!n 5 Development

Desi!n 5 Development

1.< Please indicate the I1*45TA067 of the following factors / variables (i.e. contribution of information
about these variables / factors at this step in ensuring a better predictability about a new product success rate) for the !esign 7 !evelopment stage of the P! Process. Add any factor which you feel important and are not listed here. a. b. c. d. e. . !. h. i. 2uppliers* collaboration in designing/development of product )ross+1unctional team involvement !esign :e+use =lobal teams 2tability of development team 1 " 3 & & & & & & & & & & & & & & & & & & & & & & & & & & & # $ & & & & & & & & & & & & & & & & & &

Section 8 - Innovation and 0*D #rocess

This section o the &uestionnaire pertains to innovation as it relates to the NPD process. 7.# Do you view innovation as part o the NPD process> =es No

If you ans"ered 04 in %uestion 8!.& s)i# 8!8 7.7 4n your opinion/e1perience) please e1plain i innovation occurs only at the be!innin! o the NPD process or throu!h out the process>

7.. Does your company practice innovation as part o the NPD process> =es No

7.9 Do you a!ree that a structured NPD process is better than a ree orm NPD process in terms o meetin! TTM 5 product success rate !oals> =es No

7.C Does your company ollow a structured NPD process today> =es No

If you ans"ered 37S in %uestion 8!9& s)i# 8!: 7.E 4s your company plannin! to implement a structured NPD process or new products in the ne1t #A to .E months> =es No

7.B Does your company eel the need or di erent NPD processes or :adical and 4ncremental 4nnovations> =es No

Section ; - 0*D #rocess& 6o a,oration& and <no" edge Integration

This section pertains to &uestions on Collaboration and 8nowled!e 4nte!ration (both terms de ined in 8ey Terms De inition) as it relates to the NPD process. 'or your company) please indicate your value *ud!ment on each actor listed below usin! the scale as shown. The irst column allows you to rate where you are today and the second rates where you believe Qyour company must be in #A to .E monthsR. The last column allows you to rank the va ue that each of these conce#ts "i have on your future 0*D #rocess outcomes in terms of meeting TT1 and ,etter #redicta,i ity of #roduct success rate!

..# Do you a!ree that in todayMs conte1t) a hi!h de!ree o collaboration is important or New Product development> =es No

..7 'or NPD activities) rate your companyMs status on collaboration, 0C(;? # 7 . 9 C For the first t"o co umns Not in practice Practice in about 7CS o the NPD Pro!rams Practice in about C<S o the NPD Pro!rams Practice in about BCS o the NPD Pro!rams Practice in #<<S o the NPD pro!rams Today # 7 . 9 C & & & & & & & & & & & & & & & For the ast co umn No value ;ow value Moderate value Ii!h value Mandatory to succeed 6alue to Company # 7 . 9 C & & & & & & & & & & & & & & &

(. @. C.

4nternal collaboration ?1ternal collaboration 0upplier inte!ration early on in the NPD process" supplier rep is on NPD team ri!ht rom start (Process 0tep # or 7 o 'i!ure7)

Needed in #A + .E Mth # 7 . 9 C & & & & & & & & & & & & & & &

... Do you a!ree that todayMs NPD process is essentially a knowled!e inte!ration and knowled!e synthesiPin! e1ercise> =es No

..9 'or NPD activities) rate your companyMs status on sharin! knowled!e, 0C(;? # 7 . 9 C For first t"o co umns Never ;ittle 0omewhat Much ( !reat deal For the ast co umn No value ;ow value Moderate value Ii!h value Mandatory to succeed

# (. 0harin! product data + 4nternally ?1ternally ($utside company) 0harin! technical know" how (e1ternally) 0harin! inancial data (e1ternally) +

Today 7 . 9

Needed in #A + .E Mth 6alue to Company # 7 . 9 C # 7 . 9 C & & & & & & & & & & & & & & & & & & & &

& & & & & & & & & &

@. C.

& & & & & & & & & &

& & & & & & & & & &

& & & & & & & & & &

..C Do you a!ree that there are barriers to knowled!e inte!ration> =es No

If you have ans"ered 04 in %uestion ;!9& s)i# ;!:! ..E Please rate the barriers/issues in knowled!e/in ormation sharin! amon! collaboratin! partners in terms o their impact with re erence to NPD process in your company. 'eel ree to enter your comments or each issue. Please add issues which you eel are important and are not listed here. 0C(;? # 7 . 9 C No impact ;ow impact Medium 4mpact Ii!h impact 6ery hi!h impact

..E.# Technica =arriers Please rate the impact o the ollowin! barriers with respect to =$H: C$MP(N= ( or e1ample, 4 Common Product De inition Model is not a technical barrier in your company then pick # i.e. least impact) # 7 . 9 C Comments (. Common product & & & & & de inition model

@.

Common synta1 / semantics or sharin!

& & & & &

C.

Need to decode the in ormation rom partners be ore it can be put to use. Databases o collaboratin! partners are di erent in terms o their architecture

& & & & &

D.

& & & & &

?.

Collaborative tools & & & & &

' & & & & &

& & & & &

..E.7 4rgani$ationa =arriers Please rate the impact o the ollowin! barriers with respect to =$H: C$MP(N= ( or e1ample, i internal collaboration is not an or!aniPational barrier in your company then pick # i.e. least impact) (. 4nternal collaboration # 7 . 9 C & & & & & Comments

@.

?1ternal collaboration

& & & & &

C.

& & & & &

..E.. =ehaviora =arriers Please rate the impact o the ollowin! barriers with respect to =$H: C$MP(N= ( or e1ample, i Trust amon! collaboratin! partners (?1ternal) is not a behavioral barrier in your company then pick # i.e. least impact) (. Trust amon! collaboratin! partners # 7 . 9 C & & & & & Comments

@.

Cultural di erences amon! !lobal team members/collaboratin! partners

& & & & &

C.

& & & & &

D.

& & & & &

Section > - 0*D #rocess ? 5is) factors

This 0ection pertains to risk actors as they relate to NPD process. 9.# Do you a!ree that the e1istin! NPD process in your company has several risks (see risks listed in &uestion 9.7) associated with it> =es No If you have ans"ered 04 in %uestion >!.& s)i# >!8 9.7 :ate risk actors as they pla!ue your companyMs NPD process based on past New Product introductions and prioritiPe them on the basis o their impact on the product success rate. (dd actors which you eel important and are not listed here. 0C(;? # 7 . 9 C (lways Hsually (bout hal the time 0eldom Never

5is) factors ('or ?1ample, i the Customer :e&uirements have been met THsuallyT in the past New Product introductions in =$H: C$MP(N= then pick 7 or item ( in the Table below) (. @. C. D. Meetin! customer re&uirements Meetin! TTM tar!et @uildin! si1"si!ma &uality in desi!n 0tability o desi!n post desi!n phase (No ?n!ineerin! Chan!e Notices) Meetin! number o re"desi!n cycles as ori!inally planned Meetin! cost tar!et or the product # 7 . 9 C & & & & & & & & & & & & & & & & & & & & PrioritiPe

?. '.

& & & & & & & & & &

-.

& & & & &

I.

& & & & &

9.. %hat is /are the one or two key actors associated with your success ul NPD initiatives in your company> (4 you need additional space) please attach a sheet)