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DEVELOPMENT PROCESS AT
KIRKHAM INSTRUMENTS
CORP.
Submitted by:
ORGANIZATION STRUCTURE
PERCEIVED MANAGEMENT
PROBLEMS/ISSUES
Company having a tough time supplying
customers looking for systems that integrate
functions of multiple pieces of lab equipment
Each
business unit (Mass Spectrometer,
Chromatography, Optical Equipment, Waterloo
Instruments) working on too many projects
No universally accepted definitions for project
types
Strategy
does not help prioritize resource
allocation
New Core
Product
New
Benefits
Low
Resource
Improvement
Moderate
Resource
Variant
High
Resource
No Change
Breakthrough
Radical
Platform
Next
Generation
Derivative
Incremental
Product
Support
Base
BENEFITS OF AN AGGREGATE
PROJECT PLAN:
Explicit choice of projects balances the long and
short term, allows for the explicit discussion of
the match to strategy
Match between project type and organizational
form allows for a focus on the generation of
competence
Focus builds speed and productivity for the
individual and the organization
Idea
Feasibility
Generation
Initial marketing
and technical
concepts
Concept
refinement and
prototype
creation
Product
optimization
Contract
Charter
One page description of
proposed project including
objective, rationale and
development routes. Early
Commercial Assessment
Launch &
Rollout
Capability
Cross-functional
development plan
including project plan as
contract between team and
Gatekeeper.
Commercialization
Production &
Distribution
Launch
Proposal
Launch Plan including
CEP approval request.
Post
Launch
Review
Tracks success of and
key learnings from
launched products
KEY
= GATE
= DOCUMENT
GATES:
Idea
Generation
E
N
T
E
R
Phase
Review 1
Phase 1:
Concept
Investigation
Phase
Review 2
Phase 2:
Feasibility
Phase
Review 3
Phase 3:
Development
What is the
product spec?
Can we develop it
within budget and
schedule?
Can we produce it
at the required cost
& volume?
If yes, then
prototype
approved
& full team
allocated
Phase 4:
Post
Release
Phase
Review 4
E Current
X Product
I Support
T
Is the product
meeting safety,
efficacy and
business targets
in the market?
If yes, then
closeout
approved
& handoff to
product support
Pre-Segment
Review, But
Resourced
Recurrent
activities
Launch
Concept
Development
Concept
Exploration
Execution
Business Case
Development
Gate 3
Gate 2
Gate I
Less
than
$xM
Between $xM
and $xM
Between $xM
and $xM
Greater
than $xM
Postlaunch
review
Formally:
Pacing
Informally:
Leadership:
debate
Trust: but this would only work if we told the
truth
Consistency
Sep 1996 Review and audit by Derrick, Fetzer-Woolley to present report soon
Delegation to Quinn
Documents for
decision-making
Hiring Fetzer-Woolley
communication
rather
than
Exhibit 9
CORE ISSUES
Role of Donaldson in the management of
the company
Incentive structure for managers of
separate business units
Allocation of resources within the
company
Short term
Try
Long term
Go
Thank You